Fashion retailing – past, present and future

McCormick, Helen; Cartwright, Joanna; Perry, Patsy; Barnes, Liz; Lynch, Samantha; Ball, G R

doi:10.1080/00405167.2014.973247

Cited by 99 publications

(121 citation statements)

References 256 publications

(278 reference statements)

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“…They also source manufacture of fabric and other components, and actual product assembly, in other countries to achieve competitive locational advantages, such as low labour costs and cheap transportation costs (Hamzaoui and Merunka, 2006;McCormick et al, 2014). These developments have implications for the COO concept, especially as the retailers themselves are regarded as brands in their own right (Davies, 1992;McColl and Moore, 2011;McColl and Moore, 2014;Mitchell et al, 2012), with implications, for example, for the notion of country of brand origin.…”

Section: The Uk Fashion Retail Industrymentioning

confidence: 99%

“…Although, these developments have long been an area of interest for many researchers (e.g. Davies, 1992;Davies, 1998;McColl and Moore, 2011;McCormick et al, 2014;Broyles et al, 2011;Glynn et al, 2012;Martenson, 2007), the distinction between retail brands and manufacturer brands in the UK fashion context remains an under-researched area, especially with regard to managerial perceptions of the importance of country of origin. This study, therefore, aims to analyse the views of industry experts from different fashion retailers, brands and manufacturers in relation to this issue.…”

Section: The Uk Fashion Retail Industrymentioning

confidence: 99%

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Management perspectives on country of origin

Rashid

Barnes

Warnaby

2016

Journal of Fashion Marketing and Management

Self Cite

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Purpose -The purpose of this paper is to provide a new perspective by conceptualising country of origin (COO) from a management perspective, identifying the impact different COO constructs have in the context of fashion retailer and manufacturer businesses.Design/methodology/approach -This qualitative study comprises a series of in-depth interviews with key informants from large-scale fashion retailers and manufacturers in the UK. Findings -The major findings of this research demonstrate that COO is considered a strategic business imperative but manifests in a variety of ways depending on brand positioning, long-term strategic plans, expertise, and brand values etc. Originality/value -This research presents a new perspective on the COO construct, addressing it from a management rather than consumer perspective. It argues that COO can be considered as a strategic dimension, which is manifested in a variety of ways. COO has been extensively researched from a consumer point of view but this research takes a new approach by presenting findings from a managerial point of view, with fashion manufacturing and retail branding as the context. Research implications -

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Section: The Uk Fashion Retail Industrymentioning

confidence: 99%

Section: The Uk Fashion Retail Industrymentioning

confidence: 99%

Management perspectives on country of origin

Rashid

Barnes

Warnaby

2016

Journal of Fashion Marketing and Management

Self Cite

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“…Academic literature on omnichannel retailing has started appearing since those years and during 2015, the amount of academic articles about omnichannel retailing has accelerated (Verhoef et al, 2015). The new paradigm has still many different meanings: it can refer to a survival strategy (McCormick et al, 2014;Regalado, 2013), a singular seamless operation (McCormick et al, 2014) or it can mean a service designed for customers whenever and wherever (Fairchild, 2014). Omnichannel is defined as the phenomenon for which the customers consider all the retailer's sales and marketing channels as one entity, and the shopping experience is seamless regardless of which channels the customer uses (Herhausen et al, 2015).…”

Section: Omnichannel Retailingmentioning

confidence: 99%

“…4). McCormick et al, 2014). This is why there are some studies on multichannel segmentation (Konus et al, 2008), studies on the effects of the addition of the online channel, as well as the migration of customers from offline channel to the online channel, the buying behavior of customers, customer profitability and customer loyalty in the online channel Ansari et al, 2008;Van Nierop et al, 2011;Gensler et al, 2012;Homburg et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

The New Paradigm of the Omnichannel Retailing: Key Drivers, New Challenges and Potential Outcomes Resulting from the Adoption of an Omnichannel Approach

Aiolfi¹,

Sabbadin²

2017

IJBM

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The rise of the Internet, mobile technologies and digital disruption have changed the retail business as well as the implementation of the levers of retail mix and the behavior of shoppers. Online channel has become an appealing channel where retailers can sell their products and services. The proliferation of channels and touch points has affected not only consumer behavior but also companies' business models. Many retailers have started to develop multichannel and omnichannel strategies by adding new channels through which interact with the customers. Retailers are now concentrating on how shoppers are influenced by new technologies and how they switch across channels during their research and buying process. Omnichannel retailing, defined as the conceptualization of the complete integration of all channels, with no distinction between the online and the physical channel, is the new retailing paradigm of today. The topic itself is particularly relevant as technological development continue to disrupt retail strategies and practitioners are debating as to how to respond. Particularly, managers are worried about how to manage the several touch points, which are now simultaneously available to customers. Concerning with the present research, we attempt to describe this development by analyzing the existing literature about topics that we can classify within the omnichannel paradigm. In order to explain how both literature and business models are moving from multichannel retailing towards the implementation of omnichannel strategies, we follow a blended approach based on literature review, theoretical background as well as some interesting managerial insights resulting from business' case histories. To address the concerns of managers and retailers about the new challenges they will need to face in implementing an omnichannel retailing approach, we present a theoretical framework, concerning with the adoption of the omnichannel as an innovative strategy in the overall marketing strategies. To deal with the topic we start from three research questions that guide our literature review as well as our theoretical framework. We investigate what are the key drivers that have stimulated retailers to develop an omnichannel retailing strategy, what are the new challenges that retailers will need to face when they decide to implement an omnichannel strategy in their overall marketing strategy and finally what are the possible outcomes of a correct and successful implementation of an omnichannel retailing strategy. Therefore, our theoretical framework explains key drivers, new challenges and potential outcomes coming from the adoption of the omnichannel retailing in order to help managers and practitioners who might decide to enter the omnichannel retailing.

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“…As soon as 2004, Roussos described in [20] the benefits of RFID deployment in retail, and in 2006 large retail companies already had RFID deployed in their supply chain [21]. More recently, RFID has proven to provide benefits when also implemented in the stores [22,23,24,25]. A comparison between RFID and other technologies in the ambient assisted living context can be found in [26].…”

Section: Literature Reviewmentioning

confidence: 99%

Using Augmented Reality and Internet of Things to improve accessibility of people with motor disabilities in the context of Smart Cities

Rashid

Melià-Seguí

Pous

et al. 2017

Future Generation Computer Systems

101

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Smart Cities need to be designed to allow the inclusion of all kinds of citizens. For instance, motor disabled people like wheelchair users may have problems to interact with the city. Internet of Things (IoT) technologies provide the tools to include all citizens in the Smart City context. For example, wheelchair users may not be able to reach items placed beyond their arm's length, limiting their independence in everyday activities like shopping, or visiting libraries. We have developed a system that enables wheelchair users to interact with items placed beyond their arm's length, with the help of Augmented Reality (AR) and Radio Frequency Identification (RFID) technologies. Our proposed system is an interactive AR application that runs on different interfaces, allowing the user to digitally interact with the physical items on the shelf, thanks to an updated inventory provided by an RFID system. The resulting experience is close to being able to browse a shelf, clicking on it and obtaining information about the items it contains, allowing wheelchair users to shop independently, and providing autonomy in their everyday activities. Fourteen wheelchair users with different degrees of impairment have participated in the study and development of the system.

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Fashion retailing – past, present and future

Cited by 99 publications

References 256 publications

Management perspectives on country of origin

Management perspectives on country of origin

The New Paradigm of the Omnichannel Retailing: Key Drivers, New Challenges and Potential Outcomes Resulting from the Adoption of an Omnichannel Approach

Using Augmented Reality and Internet of Things to improve accessibility of people with motor disabilities in the context of Smart Cities

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