Fashion Marketing: Contemporary Issues, Second edition - Pr School

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Developing a research agenda for the internationalization of fashion retailing 103 or region may benefit from scale economies within these markets. Thirdly, but not to their disadvantage, the multinational retailer, through the range and diversity of their market involvement and experience, may be able to integrate the know-how techniques and best practice found within foreign markets into their domestic and international business strategies. Salmon and Tordjman predicted that the multinational retailers would gain market share within markets where the international procurement of goods is inhibited by the physical characteristics of the products, such as in relation to size or perishability. As such, the multinational retailer is expected to grow in significance within the food sector and other product categories that are less subject to abrupt changes in consumer tastes and lifestyle features. However, it is also their contention that it is the global strategy that will realize the greatest growth rate, which is partly attributed to the increased homogenization of consumer groups around the world and the homogenization of standards which will serve to facilitate the distribution of products between countries. Treadgold (1991) also predicted that the multinational approach would increase among retailers who seek to satisfy the requirements of local consumers while maintaining cost and scale economies where possible. Dawson (1993), in a review of Salmon and Tordjman’s typology, and specifically their choice of C&A as a classic example of a multinational retailer, argued that, while C&A may seek to adapt their marketing mix to suit local market conditions, any changes that are made happen in the context of a corporate brand framework that is both highly defined and uniform in its application. The elements of C&A’s brand identification, store interiors and corporate colours are consistent across all countries, and while products may vary across markets in terms of their type and design, there is nevertheless a constancy in their styling and quality that is in keeping with the overall image of the C&A brand and their market positioning. Any devolvement in power is likely to be operational and possibly tactical in nature, and the flexibility that does exist is constrained by the prescriptive nature of the C&A brand identity. Therefore, Dawson proposed that there is a case to be made which sees globalization and multinationalization not as two discrete and mutually exclusive approaches to transnational expansion, but instead as a continuum which marks the extent to which a fashion retailer’s proposition is both capable and required to adapt to the needs of the foreign market. This continuum extends between the extremes of a standard global identity and a locally tailored one, and where a retailer is positioned on this scale is dependent upon the nature and importance of the retailer as a distinct brand entity, both at corporate and product level. Where the brand is regarded as central to the identity of the retailer and is clearly positioned within the mind of the actual and potential consumer, then the retailer is more likely to follow a global strategy. However, even within such a prescriptive strategy, there is the possibility that the operational and tactical elements of the retailer’s positioning may be altered to suit the trading environment of the non-domestic market. As such, Dawson proposed that Salmon and Tordjman’s (1989) classification must be ‘loosened’ and perhaps not taken as literally in order to adequately reflect the reality of international retailing.
104 Fashion Marketing Concluding comments Fashion retailers are the most international of retailers, as was noted by Doherty (2000), who recognized that the international expansion of fashion retailers in Europe far outweighs the foreign market activities of retailers operating within other product sectors. However, despite the prominence of fashion companies as international retailers, the attention invested by researchers in this area has largely been perfunctory, and our appreciation of the nature and characteristics of the internationalization of fashion retailing remains largely incomplete. The application of Akehurst and Alexander’s (1996) research agenda to fashion retailer internationalization not only provides a clearer direction and focus for research activity within the area, but also highlights the many dimensions which seek to differentiate the process of internationalizing fashion retail operations. In summary, the internationalization of fashion retailing is distinguished by its clear emphasis upon the exploitation of the brand as the fundamental driver for foreign market expansion and the fact that the possibilities for future expansion show little signs of abatement in the near future. References Akehurst, G. and Alexander, N. (Eds.) (1996). The Internationalisation of Retailing. London: Frank Cass. Alexander, N. (1994). UK retailers’ motives for operating in the single European market. Proceedings, Annual Conference of the Marketing Education Group: Marketing Unity in Diversity, Vol. 1, pp. 22–31. Alexander, N. (1997). International Retailing. London: Blackwell. Burt, S. (1993). Temporal trends in the internationalization of British retailing. The International Review of Retail, Distribution and Consumer Research, 3 (4), 391–410. Corporate Intelligence on Retailing (1997). Clothing Retailing in Europe. London: CIG. Crewe, L. and Lowe, M. (1996). United colours? Globalization and localization tendencies in fashion retailing. In Wrigley, N. and Lowe, M. (Eds.), Retailing, Consumption and Capital. Towards the New Retail Geography. London: Longman, pp. 271–83. Dawson, J. (1993). The internationalization of retailing. In Bromley, R. D. F. and Thomas, C. J. (Eds.), Retail Change. Contemporary Issues. London: UCL Press, pp. 15–40. Doherty, A. M. (2000). Factors influencing international retailers’ market entry mode strategy. Journal of Marketing Management, 16, 223–45. Dupuis, M. and Prime, N. (1996). Business distance and global retailing: a model for analysis of key success/failure factors. International Journal of Retail and Distribution Management, 24 (11), 30–8.
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Fashion Marketing
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Fashion Marketing Contemporary Issu
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Contents Foreword List of Contribut
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Contents vii Why do fashion retaile
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Contents ix 14 The international fl
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Foreword Fashion is driven by creat
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List of contributors Emma Banister
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List of Contributors xv identity. H
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List of Contributors xvii M. C. Lam
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Acknowledgements Tony would like to
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Introduction In this introduction t
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Introduction xxiii supermarket fash
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1 Globalization: global markets and
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Globalization: global markets and g
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2 Supply chain strategies, structur
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Supply chain strategies, structures
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Store environment of fashion retail
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The process of trend development le
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Innovation management in creating n
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Marketing plan Phase 1: Line planni
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11 Consumers and their negative sel
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Consumers and their negative selves
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Fashion retailer desired and percei
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Schmidt (1995) Corporate Identity M
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13 Fashion e-tailing Ruth Marciniak
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Fashion e-tailing 261 retailers are
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Fashion e-tailing 263 Then and Delo
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Fashion e-tailing 265 STAGE ONE Dev
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Fashion e-tailing 267 and Vijaysara
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Fashion e-tailing 269 Table 13.2 Be
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Table 13.3 Empirical work on fashio
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Lu and Rucker Identification of pre
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Fashion e-tailing 275 Hall, J. (199
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14 The international flagship store
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The international flagship stores o
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15 The making and marketing of a tr
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The making and marketing of a trend
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Approaches to doing research 309 Cr
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Approaches to doing research 311 In
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Approaches to doing research 313 ch
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Index Accessible luxury, 178 Adidas
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Index 317 Couture shows, 183 Creati
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Index 319 free trade, 9-10 impact,
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Index 321 Micro-marketing, 198 Midd
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Index 323 design factor, 156-7 soci
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