Collaboration Strategies of Fashion Companies and Customer Attitudes

Eunha Chunt,Linda S. Niehm 한국마케팅과학회 2010 마케팅과학연구 Vol.20 No.1

Collaboration strategies entail infonnation sharing and other varied fonns of cooperation that are mutually beneficial to the company and stakeholder groups. This study addresses the specific types of collaboration used in the fashion industry while also examining strategies that have been most successful for fashion companies and perceived benefits of collaboration fi'om the customer perspective. In the present study we define fashion companies and brands as collaborators and their pmtners or stakeholders as collaboratees. We define collaboration as a cooperative relationship where more than two companies, brands or individuals provide customers with beneficial outcomes utilizing their own competitive advantages on an equal basis. Collaboration strategies entail infOlmation sharing and other varied fonns of cooperation that are mutually beneficial to the company and stakeholder groups. Through collaboration, fashion companies have pursued both tangible differentiation, such as design and technology applications, and intangible differentiation such as emotional and psychological benefits to customers. As a result, collaboration within the fashion industry has become an important, value creating concept. This qualitative study utilized case studies and in-depth interview methodologies to examine customers' attitudes concerning collaboration in the fashion industry. A total of 173 collaboration cases were identified in Korean and international markets from 1998 through December 2008, focusing on fashion companies. Cases were collected from documented data including websites and induSl1y data bases and top ranked pOltal search sites such as: Rankey.com; Navel', Dawn, and ate; and representative fashion infonnation websites Samsungdesignnet and Firstviewkorea. Cases were collected between ovember 2008 and FeblUmy 2009. Cases were selected for the analysis where one or more pmtners were associated with the production of fashion products (excluding textile production), retail fashion products, or designer services. Additional collaboration case information was obtained from news mticles, periodicals, intemet portal sites and fashion inforn1ation sites as conducted in prior studies (Jeong and Kim 2008; Park and Park 2004; Yoon 2005). In total, 173 cases were selected for analysis that clearly exhibited the benefits and outcomes of collaboration efforts and strategies between fashion companies and stakeholders. Findings show that the overall results show that for both partners (collaborator and collaboratee) participating III collaboration, that the major benefits are reduction of costs and risks by sharing resource such as design power, image, costs, technology and targets, and creation of synergy. Regarding types of collaboration outcomes, product/design was most important (55%), followed by promotion (21 %), price (20%), and place (4%). This result shows that collaboration plays an important role in giving life to products and designs, particularly in the fashion industry which seeks for creative and newness. To be successful in collaboration efforts, results of the depth interviews in this study confinn that fashion companies should have a clear objective on why they are doing the collaboration. After setting the objective, they should select collaboratees that match their brand image and target market, make quality co-products that have definite concepts and differentiating factors, and also pay attention to increasing brand awareness. Based on depth interviews with customers customer benefits were categOlized into six factors: pursuit fo; individual character; pursuit for brand; pursuit for scarcity; pursuit for fashion; pursuit for economic efficiency; and pursuit for sociality. Customers also placed more impOItance on imao-e 0' reputation, and trust of brands regarding the cases shown in the interviews.

Exploring the role of values and norms towards consumers’ intentions to patronize retail apparel brands engaged in corporate social responsibility (CSR)

Sonali Diddi,Linda S. Niehm 한국의류학회 2017 Fashion and Textiles Vol.4 No.1

This study provides understanding of factors that affect US consumers’ intentions to patronize retail apparel brands engaged in corporate social responsibility (CSR). The study utilizes a dual theoretical framework comprised of the theory of reasoned action (TRA) and Schwartz’s value theory. Data were collected via a web-based survey from a national sample of 407 US consumers. Findings revealed that moral norms, subjective norms, and attitudes were all important predictors of US consumers’ intentions to patronize retail apparel brands engaged in CSR. Overall, the results of this study provide important theoretical implications for extending the TRA to include measures of self-transcendent values (universalism and benevolence) and moral norms in the context of consumers’ ethical decision making. The findings also provide important practical implications for retail apparel brands planning to incorporate CSR policies in their corporate agenda. It is proposed that retail apparel brands should integrate CSR related information in their strategic marketing activities to increase consumer awareness of its socially responsible business practices, which in turn may enhance brand image.

Collaboration Strategies of Fashion Companies and Customer Attitudes

Chun, Eun-Ha,Niehm, Linda S. Korean Academy of Marketing Science 2010 마케팅과학연구 Vol.20 No.1

?同策略需要信息共享和其他各??公司和股?都有利益的形式. 本文强?了在????中?用到的特?形式的?同. ?且??了???公司最成功的策略和消?者所感知到的?同的好?. 在本?究中, 我?定?了作??作方的??公司和品牌以及他?的合作方或股?. 我?定??同??生在至少??公司, 品牌或??之?, 在平等的基?上利用他?各自的?????而?得更大利益的合作?系. ?同策略需要信息共享和其他各??公司和股?都有利益的形式. 本文强?了在????中?用到的特?形式的?同. 通?合作, ??公司一直都追求有形的差?例如??和技?, 以及无形的差?例如?消?者情感和生理的好?. ?果就是, ????中的合作已?成一?重要的?造价?的?念. 本文是一?定性?究, 使用案例?究和深度?????消?者?????中?作的?度. ?1998年到2008年12月, 在??和??市?中共有173??同案例. 我?通?文件?据收集案例. ?些文件?据包括?站和???据和????搜索?站. 例如Rankey.com, Naver, Daum, 和Nate. 以及??信息代表?站Samsungdesignnet 和Firstviewkorea. 我?搜集?2008年11月到2009年2月?止的?案. ?案用?分析有一?或多?合作方的???品生?(不包括???品), 零????品或??服?. 其他在先前?究中的?同案例?自于新?稿件, 期刊, 互?????站和??信息?站. 我?共??了173?案例??行分析. ?楚的?示了??公司和股?的?作?行和策略所??的?出和利益. ?果?示?所有???作的合作方(企?和?客)??, 最大的好?是通?共享?源降低了成本和??. 例如??能力, 形象, 成本, 技?和目?. ?且?造了?同作用. 考?到?同?出的??, ?品/??是最重要的(55%), ??其后的是推?促?(21%), 价格(20%)和地点(4%). ???果?明?同??予?品和??生命力有重要的作用. 尤其是在追求?造和新?的????里. ?了使?同可以成功, 本?究中深度??的?果??了??公司????什?要?行???作有??的目?. 在?定目?之后, ??公司????符合?品形象和目?市?的合作方. 使得合作的?品有一定的?念和差?因素. 同???公司?要?注提升品牌知名度. 通??消?者的深度??, 相互的利益可以分??6?因素: 追求?人?格、追求品牌、追求稀有性、追求??、追求??效率和社?性. 在??中?客同?也强?了形象, ??和品牌信任. 然而, 在子范?中, 本?究中的?家和?客在成功因素?知方面有不同的?果. 因此, ?不同?度?究目?客?和目?市??而?成功的?作?展合适的策略. Collaboration strategies entail information sharing and other varied forms of cooperation that are mutually beneficial to the company and stakeholder groups. This study addresses the specific types of collaboration used in the fashion industry while also examining strategies that have been most successful for fashion companies and perceived benefits of collaboration from the customer perspective. In the present study we define fashion companies and brands as collaborators and their partners or stakeholders as collaboratees. We define collaboration as a cooperative relationship where more than two companies, brands or individuals provide customers with beneficial outcomes utilizing their own competitive advantages on an equal basis. Collaboration strategies entail information sharing and other varied forms of cooperation that are mutually beneficial to the company and stakeholder groups. Through collaboration, fashion companies have pursued both tangible differentiation, such as design and technology applications, and intangible differentiation such as emotional and psychological benefits to customers. As a result, collaboration within the fashion industry has become an important, value creating concept. This qualitative study utilized case studies and in-depth interview methodologies to examine customers' attitudes concerning collaboration in the fashion industry. A total of 173 collaboration cases were identified in Korean and international markets from 1998 through December 2008, focusing on fashion companies. Cases were collected from documented data including websites and industry data bases and top ranked portal search sites such as: Rankey.com; Naver, Daum, and Nate; and representative fashion information websites, Samsungdesignnet and Firstviewkorea. Cases were collected between November 2008 and February 2009. Cases were selected for the analysis where one or more partners were associated with the production of fashion products (excluding textile production), retail fashion products, or designer services. Additional collaboration case information was obtained from news articles, periodicals, internet portal sites and fashion information sites as conducted in prior studies (Jeong and Kim 2008; Park and Park 2004; Yoon 2005). In total, 173 cases were selected for analysis that clearly exhibited the benefits and outcomes of collaboration efforts and strategies between fashion companies and stakeholders. Findings show that the overall results show that for both partners (collaborator and collaboratee) participating in collaboration, that the major benefits are reduction of costs and risks by sharing resource such as design power, image, costs, technology and targets, and creation of synergy. Regarding types of collaboration outcomes, product/design was most important (55%), followed by promotion (21%), price (20%), and place (4%). This result shows that collaboration plays an important role in giving life to products and designs, particularly in the fashion industry which seeks for creative and newness. To be successful in collaboration efforts, results of the depth interviews in this study confirm that fashion companies should have a clear objective on why they are doing the collaboration. After setting the objective, they should select collaboratees that match their brand image and target market, make quality co-products that have definite concepts and differentiating factors, and also pay attention to increasing brand awareness. Based on depth interviews with customers, customer benefits were categorized into six factors: pursuit for individual character; pursuit for brand; pursuit for scarcity; pursuit for fashion; pursuit for economic efficiency; and pursuit for sociality. Customers also placed more importance on image, reputation, and trust of brands regarding the cases shown in the interviews. They also commented that strong branding should come first before other marketing strategies. However, success factors recog

Collaboration Strategies of Fashion Companies and Customer Attitudes

전은하,Linda S. Niehm 한국마케팅과학회 2010 마케팅과학연구 Vol.20 No.1

Collaboration strategies entail information sharing and other varied forms of cooperation that are mutually beneficial to the company and stakeholder groups. This study addresses the specific types of collaboration used in the fashion industry while also examining strategies that have been most successful for fashion companies and perceived benefits of collaboration from the customer perspective. In the present study we define fashion companies and brands as collaborators and their partners or stakeholders as collaboratees. We define collaboration as a cooperative relationship where more than two companies, brands or individuals provide customers with beneficial outcomes utilizing their own competitive advantages on an equal basis. Collaboration strategies entail information sharing and other varied forms of cooperation that are mutually beneficial to the company and stakeholder groups. Through collaboration, fashion companies have pursued both tangible differentiation, such as design and technology applications, and intangible differentiation such as emotional and psychological benefits to customers. As a result, collaboration within the fashion industry has become an important, value creating concept. This qualitative study utilized case studies and in-depth interview methodologies to examine customers’ attitudes concerning collaboration in the fashion industry. A total of 173 collaboration cases were identified in Korean and international markets from 1998 through December 2008, focusing on fashion companies. Cases were collected from documented data including websites and industry data bases and top ranked portal search sites such as: Rankey.com; Naver, Daum, and Nate; and representative fashion information websites, Samsungdesignnet and Firstviewkorea. Cases were collected between November 2008 and February 2009. Cases were selected for the analysis where one or more partners were associated with the production of fashion products (excluding textile production), retail fashion products, or designer services. Additional collaboration case information was obtained from news articles, periodicals, internet portal sites and fashion information sites as conducted in prior studies (Jeong and Kim 2008; Park and Park 2004; Yoon 2005). In total, 173 cases were selected for analysis that clearly exhibited the benefits and outcomes of collaboration efforts and strategies between fashion companies and stakeholders. Findings show that the overall results show that for both partners (business and customer) participating in collaboration, that the major benefits are reduction of costs and risks by sharing resource such as design power, image, costs, technology and targets, and creation of synergy. Regarding types of collaboration outcomes, product/design was most important (55%), followed by promotion (21%), price (20%), and place (4%). This result shows that collaboration plays an important role in giving life to products and designs, particularly in the fashion industry which seeks for creative and newness. To be successful in collaboration efforts, results of the depth interviews in this study confirm that fashion companies should have a clear objective on why they are doing the collaboration. After setting the objective, they should select collaboratees that match their brand image and target market, make quality co-products that have definite concepts and differentiating factors, and also pay attention to increasing brand awareness. Based on depth interviews with customers, mutual benefits were categorized into six factors: pursuit for individual character; pursuit for brand; pursuit for scarcity; pursuit for fashion; pursuit for economic efficiency; and pursuit for sociality. Customers also placed more importance on image, reputation, and trust of brands regarding the cases shown in the interviews. The overall results show that for both partners participating in collaboration, that the major benefits are reduction of cost...

Conversion Intentions of Fashion Marketing Interns

Jessica L. Hurst,Linda S. Niehm,Sunhee Park 한국마케팅과학회 2010 Journal of Global Fashion Marketing Vol.1 No.2

Fashion marketing/retailing is a major employment sector and driver of economic activity on a global level. Michael Porter’s (1985) popular value chain perspective demonstrates the importance of marketing and retail sales among a set of primary value creating activities for firms of all types. The value chain perspective also illuminates the importance of human resources as a support activity necessary to create value and assure the success of the firm. This research addresses the potential value for fashion marketing/retailing firms that may be achieved through employee development practices such as offering pre-professional internships. We focus on college students’ perceptions of fashion marketing/retail-related internships d the factors that cause interns to accept a job offer upon internship completion. This study specifically examines relationships between internship experiential components of psychological contracts, supervisory support, affective organizational commitment and job satisfaction. Unlike other industry sectors, retailing is not limited to a specific region and thus provides job opportunities for fashion and retail degree graduates on a nearly global scale. (“Future Employment in Retail…” 2009) In fashion maketing/retailing, there continues to be a high level of job attractiveness on the part of students, yet an observed disconnect exists between student career goals, expectations, and resulting job satisfaction. In reality, there is a much larger scope of opportunity in fashion related retail than just positions on the sales floor. Students must therefore obtain exposure through their courses and other types of learning, such as internships and practicum experiences, to realize the diversity of job opportunities in fashion marketing/ retailing including sales, buying, logistics, product development, merchandising, finance, human resources, and more (“Get Tailor–Made Training….” 2006). Additionally, many positions in fashion retailing are increasingly becoming cross-functional, suggesting that students need to have a complete understanding of the contemporary marketplace and be exposed to a variety of job settings and experiences (“Retail Rewards” 2006). This research is framed by psychological contract theory (Rousseau 2000) and organizational commitment theory (Van Maanen 1975). Psychological contract theory combines employer-based beliefs (i.e. employer obligations) with individual-based beliefs (i.e. employee obligations) regarding the nature of an agreement and the relationship between that individual and his/her employer. Combining perceptions of employer-based obligations with employee obligations allows for an ideal assessment of specific idiosyncratic information that is meaningful and unique to each individual, as well as the firm (Robinson, Kraatz and Rousseau 1994). Organizational socialization theory explains how newcomers learn the culture and values of new job settings (Van Maanen 1975). The theory also explicates how newcomers must develop the necessary work skills and adjust to the work environment (Feldman 1976). An on-line, self-administered, survey questionnaire was used to collect data in this study. The final sample consisted of 229 college students who completed a fashion merchandising, fashion marketing, fashion design, or retail-related internship. Following verification of the reliability of the measurement items, path analysis was conducted. A proposed path model of internship conversion was estimated using AMOS 5.0 statistical software. A modified final model showed that six paths were statistically significant and had positive path coefficients, as hypothesized. Hypothesis H1a stated that interns’ supervisory support will have a positive effect on psychological contract expectations of employer obligations.

THE STORIES WE WEAR: MENDING AND BLOGGING PATAGONIA BRAND APPAREL

Gwendolyn Michel,Meegan Feori,Mary Lynn Damhorst,Young-A Lee,Linda Niehm 글로벌지식마케팅경영학회 2017 Global Fashion Management Conference Vol.2017 No.07

Known originally for climbing gear and outdoor clothing, Patagonia is now a leader in the area of sustainability practices. In this qualitative study, we examined the content of Patagonia’s blog “Stories We Wear” (SWW) that features customers’ stories about Patagonia apparel items worn and repaired to extend the product lifecycle. Patagonia encourages its customers to take part in a dialog of anti-consumption via the blog in which readers and authors of the posts can both engage with the brand and create their own sustainable identity. The overarching research question for the study was to determine the major reoccurring themes of the SWW blog posts. Five key themes identified in the blog posts were: (1) the emotional attachment to the apparel item; (2) outdoor adventure travel connecting to escapism; (3) the imagined future of the item; (4) valuing the item as an investment or the mark of a turning point in one’s life and identity; and (5) the act of repairing the item. The reasons SWW writers keep their Patagonia apparel items include quality and comfort, as well as the emotional attachment to both the apparel item and the brand. Carroll and Ahuvia’s (2006) concept of brand love is embedded in SWW stories. The repairs promote sustainability, a brand, and societal value. Customers did not discontinue purchase of new items; instead, they viewed purchases of Patagonia apparel as an investment. Through SWW, Patagonia encourages emotional attachment to its brand and promotes sustainability, while offering customers an opportunity to embrace a shared identity with the brand. The findings demonstrate that the SWW blog is a positive marketing strategy (Gopaldas, 2015) that promotes company, customer, and societal values of sustainability. The themes found in Patagonia’s SWW concept can be utilized by other companies seeking to enhance their sustainability practices and customer engagement with their products.