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The Luxury Fashion Industry: The Fashion Apparel Industry

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Other criticism explains that, although the innovative products have an evolving supply, there are some exceptions; fashion apparel products are one. Even though, how explained above, they are innovative products, they have the peculiarity to follow a stable supply process. In fact, their supply is represented by a well-developed system and a mature and technological process of manufacturing (Lee, 2002).

Additional theory based on Fisher's model

As a consequence of the spread critics against Fisher’s Model, which refers only to the mass markets, others authors have introduced additional categories, in order to determine the best supply chain for the luxury segment. Sure enough, Fisher’s model has also generated additional theory. An important …show more content…

The competitive strategies, that the fashion apparel industry has the possibility to establish, through the development and reinforcement of supply chain management, are principally three: speed, cost advantage and brand equity (Merjhoo e Pasek, 2015). Luxury fashion companies, through the following of their competitive strategy, reflect the market segment of brand equity.
As mentioned above, many authors have tried to establish a framework that could suggest the best strategy follow, but this approach is not reliable due to each supply chain strategy has to be adjusted with a products’ critical success factor (CSF) in the target market (Rockart and Van Bullen, 1986). The term product’s critical success factor has come to be used to refer to a limited number of features that have a direct impact on the effectiveness and efficiency of products. As underlined by Caniato et al. (2009), the products’ critical success factors, in the luxury market, are ten: premium quality, craftsmanship, exclusivity, brand building, style and design, emotional appeal, country of origin, uniqueness, performance and innovation and lifestyle creation. Other authors, after having classified luxury and high-end fashion company as entities, which follow the strategy of brand equity, consider the successive product’s CSF: name, style, country of production and concordance between brand reputation and uniqueness of the product (Brun et al.

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Due to their huge success, control over suppliers can be always be maintained by the company. Rivalry among the competitors is the force to reckon with and it is the one that will decide the future profitability of the fashion industry. Competition in fashion is very high since there are only a handful of competitors when looking at the giants. Future Industry evolution Scenario 1 The future of today’s world is technology.

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These characteristics, a complicated supply chain and wide availability of data make the industry a suitable avenue for an efficient supply chain. Also the fashion industry has been in a transition during the last 20 years: significant consolidation in retail, with most of the apparel manufacturing operations moving overseas and, in more recent times, increasing use of e-commerce in retail and wholesale trade. Historically, retailers have tried to exploit relationships with suppliers. Bargaining power of buyers is moderate because of the size and concentration of major retailers. To reduce power and you gain customers, retailers seek to differentiate products and to create stronger brands.

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Zara has achieved its leadership position through creating a value proposition around the idea of “Fast Fashion”. Almost uniquely, they have developed supply chain processes that enable them to capture ideas and trends in the apparel market and to translate those ideas and trends into products in incredibly short lead times. Zara’s target time to take an idea from the design to store is between three and four weeks. Zara has achieved this quick response capability by developing an agile network of closely integrated company-owned and independent manufacturing facilities that have the flexibility to produce in small batches at short notice. Even though this is not the cheapest way to make a garment, it ensures that they achieve their value

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These quality premium products and services consisted in the craftsmanship and quality of materials employed in the production process, as also in the level of service provided through a great amount of dedicated employees. Over the following decades – around the 1950’s - such single products then became identified and synonymous with luxury brands. An established brand name became a source of competitive advantage and albeit not always providing for the best quality product (and making it difficult for new market entrants to succeed), they were associated to luxury through the customer perception and experience of the past. What we can hence take away from this is that brands understood how to leverage their reputation by charging premium prices on their products. This phenomena not only explains why we today still have premium brands resting on their laurels from the past, but also the lethargic – or creature of habit - consumer behavior, enabling for brands that resist change to continue to hold on in a “survival mode” fashion of the product life cycle

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