Purpose -To examine how companies in the maturity stage of the product life cycle can implement and maintain a successful niche market strategy to increase competitiveness in the face of new competition, with particular reference to the global textile industry. Design/methodology/approach -Responsible executives in eight firms in the textile and apparel/clothing sector in the USA were interviewed face-to-face or by telephone, or completed an online questionnaire. The sample contains leaders in the industry. Findings -Research results suggest that niche marketing is an effective strategy for countering price competition in a mature industry and can use a niche market strategy. They identify key success factors, the most important factor of which was found to be a thorough understanding of the targeted consumers. It is concluded that the marketing mix plays a more important part than is generally suggested in the literature, by communicating non-price product attributes to the niche market.Research limitations/implications -The small sample limits generalization beyond the companies that participated in the study and comparable firms in the US textile and apparel/clothing industry.Practical implications -This research study shows, within its limitations, that niche marketing is a promising global competitive strategy for mature industries. The study proposes practical guidelines for putting it into practice. Originality/value -This study generally confirms the literature, but comes to some original further conclusions.

The purpose of this study was to investigate the relationship of lifestyle and evaluative criteria for apparel. A random sample of 2,000 female consumers, ages 25-44, was sent questionnaires resulting in a 45 percent return rate (n=842). Principal Components Factor Analysis with Varimax Rotation was used to reduce the number of lifestyle and evaluative criteria items to twelve factors. Coefficients of correlation were used to establish relationships between the lifestyle and evaluative criteria factors. Nineteen significant relationships existed between lifestyle and evaluative criteria verifying that consumers choose apparel products thatfit specific roles in their lifestyle. Results will benefit retailers in understanding consumers, educators in preparing students for apparel merchandising positions, and marketing specialists in planning product promotion strategies.

PurposeThe purpose of this study is to examine how the textile and apparel industry can utilize a niche market strategy in order to compete with lower priced imports.Design/methodology/approachThe research design used for this study was an in‐depth case study method. The sample consisted of selected companies from the fiber, textile, apparel, and auxiliary sectors who are considered leaders in the US textile and apparel industry.FindingsResults indicated that firms can approach a niche strategy from either a market or a product perspective. Findings also indicated variables that are used by firms for both approaches. The most important factor in which a firm needs to focus is understanding the consumer.Research limitations/implicationsBecause of the limited sample size of US textile and apparel firms, the results can only be generalized to those companies that participated in the study and not the entire textile and apparel industry.Practical implicationsThis research study showed that a niche strategy is a promising global competitive strategy for the textile and apparel industry that can be used to compete with lower priced imports.Originality/valueThis study clarifies not only how a niche market/product is defined by the industry, but also how firms can implement and maintain a successful niche strategy.

Quick Response has proven financial benefits, but less than one half of U.S. apparel manufacturers have implemented it. This study investigated apparel manufacturers' demographics as related to adoption of Quick Response. Two hundred and three North Carolina apparel manufacturers were sent a mailed questionnaire, resulting in a 48% (N = 66) adjusted return rate.Factor analysis reduced the 17 Quick Response statements to 5 factors. Multivariate analysis of variance and one-way analysis of variance were used to determine the relationship of apparel manufacturers' demographics to the adoption of Quick Response. Significant differences existed in Quick Response adoption for size levels and merchandise classifications. Improved knowledge of Quick Response adoption has implications for apparel manufacturers and retailers when developing strategic plans. Textile and clothing academicians may use the results in developing research and educational programs.

The purposes of this study were (a) to determine if apparel involvement is composed of more than one dimension and, if composed of more than one dimension, (b) to determine if variation in apparel involvement dimensions is explained by fiber information sources and demographics. The sample chosen for this study was female apparel consumers (n = 540) from three Southern malls. A questionnaire consisting of an involvement measure, a fiber information source measure, and a demographic measure was handed to mall shoppers who completed and returned the questionnaire (n = 177). Using factor analysis two involvement factors emerged, indicating that apparel involvement is composed of more than one dimension. Analysis of covariance indicated that variation in apparel involvement dimensions is partially explained by fiber information sources.