Buyer behaviour for fast fashion

Abstract

Purpose -This paper seeks to address the complex nature of fast fashion buying through case studies with a supermarket, department store and own brand label. The phenomenon of fast fashion raises questions about traditional approaches to sourcing and buying, which are addressed here. Design/methodology/approach -Case studies were compiled with companies managing fast fashion, alongside other purchase and retail activities, namely a supermarket, department store and specialist fashion chain. Findings -Reveals the buying practices for fast fashion, namely, a combination of global and local suppliers, a leagile approach is typical; trust is an important factor in the supplier-retailer relationship to ensure fast delivery at an agreed quality; and integration of key internal activities and processes to facilitate the speed of buying decisions that may be required. Originality/value -Gives insight into the factors affecting buying behaviour for fast fashion.

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The Early Days of Swatch: Birth of the Fast Fashion Watch Business Model

“…Swatch essentially rebuilt the entire value chain to create a strategic fi t with the new competitive environment, while simultaneously benefi ting from the perceptions of quality that consumers traditionally attached to Swiss-made watches. Redesign of the entire value chain had the most profound impact on the marketing approach of Swatch (Bruce & Daly, 2006). By achieving price parity against its main competitors within the key product categories and having the operational capabilities to respond quickly to changing consumer tastes, Swatch created prerequisites for a deployment of a unique marketing strategy within the Swiss watch industry.…”

Service Quality Expectation and Cultural Diversity in Fast Fashion Retailing

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