The internationalization of the high fashion brand: the case of central London

Fernie, J. D.; Moore, Christopher; Lawrie, Alexander; Hallsworth, Alan

doi:10.1108/10610429710175673

Cited by 90 publications

(93 citation statements)

References 5 publications

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“…Burt and Davies (2010) explored how the marketplace significance of a retailer's brand identity has evolved from the private label and product provision (Porter & Claycomb, 1997), to store components (Ailawadi & Keller, 2004), to a 'corporate' level identity that is formed by consumers by interaction with the brand both internally and externally to the store environment (Kent, 2003). In retailing, the set of brand associations are derived from the configuration of the store environment and the company's external brand communications (Fernie, Moore, Lawrie, & Hallsworth, 1997;Kent, 2003;Martineau, 1958). Thus, retail branding requires co-ordination of a broad range of brand association sources within the retail marketing mix (McGoldrick, 2002).…”

Section: Brand Identitymentioning

confidence: 99%

A framework for SME retail branding

Mitchell

Hutchinson

Quinn

et al. 2015

Journal of Marketing Management

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It has become increasingly important for small to medium sized enterprise (SME) retailers to stand out in the current marketplace. Branding in SMEs is a growing area of academic interest, although the majority of studies have been based in the manufacturing sector. This study seeks to develop a framework of the characteristics, processes and dynamics of SME retailers. A qualitative research study was carried out with SME owner managers (OMs) over a period of 15 months. The findings extend the understanding of branding in SMEs in a number of ways. Firstly, it is found that SME retailers take a cautious approach to brand management, seeking to build loyalty, networks and relationships. Secondly, the holistic nature of SME retail branding presents a challenge to OMs who are resource-constrained. Thirdly, the soft, colloquial and intuitive approaches to brand equity appraisal are evident. Brand marketing is focused on word of mouth, which has implications for how OMs operationalise the brand around store experiences. Finally, the influence of the OM on branding decisions is clear. The key findings are discussed in relation to the retail context of the study, the centricity of the OMs in SME branding and entrepreneurial brand management.

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Section: Brand Identitymentioning

confidence: 99%

A framework for SME retail branding

Mitchell

Hutchinson

Quinn

et al. 2015

Journal of Marketing Management

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“…This dimension is further illustrated by research into the internationalisation of the fashion sector (eg Moore 1996Moore , 1997Fernie et al, 1997;Moore et al, 2000;Doherty, 2000;Picot-Coupey, 2006: Burt et al 2006a. Although primarily focusing on the choice of entry mode and the entry decision, these studies suggest that the specific characteristics of this sector, with a more highly integrated value chain, imply a different process and an evolution in approach as markets are entered and developed.…”

Section: The Product Sector Lensmentioning

confidence: 99%

Categorizing patterns and processes in retail grocery internationalisation

Burt

Davies

Dawson

et al. 2008

Journal of Retailing and Consumer Services

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The last two decades have been characterised by an increasing internationalisation of retail activity and a considerable number of academic attempts to classify or categorise this activity. A number of different classifications have been proposed based mainly on interactions amongst geographical spread, market entry, managerial outlook and managerial flexibility. However, an examination of three leading international grocery chains on such criteria reveals little communality in pattern or process. Instead internationalisation is marked by different, perhaps serendipitous, patterns and by periods of retrenchment and reconsideration of activities, within a generic strategy of front of store adaptation and back of store standardisation.Previous classifications are therefore partial, time-bound semi-descriptions which need to be supplemented by detailed long-term examination of the internationalisation activities and processes of individual companies.

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“…(3) marketing capabilities in relation to market position and consumer perception (Birtwistle and Shearer, 2001;Davies & Brooks, 1989;King & Ring, 1980;Moore & Fairhurst, 2003;Newman & Patel, 2004); (4) branding Wigley, Moore, & Birtwistle, 2005); (5) product development and pricing (Fratto, Jones, & Cassill, 2006;Wigley et al, 2005); (6) foreign market entry (Fernie, Moore, Lawrie, & Hallsworth, 1997;Moore, Fernie, & Burt, 2000); and (7) retail format development Simova, Clark-Hill, & Robinson, 2003).…”

Section: Apparel Retailingmentioning

confidence: 96%

A conceptual model of diversification in apparel retailing: the case of Next plc

Wigley

2011

Journal of the Textile Institute

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This paper examines the nature of diversification within a successful UK apparel retailer, illustrating the competitive advantages which may be accrued as a consequence. Analysis of the Next business model and its corporate development suggests that diversification of brand, product, channel, format, foreign market and business support variables concentric to the core brand management competency of the company may be successful in creating sustainable competitive advantage for an apparel retailer. The paper proposes a conceptual model for the diversification of an apparel retailer, demonstrating hypothetical factors which may be used in the diversification of an apparel retail business in contemporary markets.

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The internationalization of the high fashion brand: the case of central London

Cited by 90 publications

References 5 publications

A framework for SME retail branding

A framework for SME retail branding

Categorizing patterns and processes in retail grocery internationalisation

A conceptual model of diversification in apparel retailing: the case of Next plc

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