The Emergence of the Fast Fashion Business Model and Imposed Quick Response Challenges for Chinese Fabric Manufacturers

Peterson, Jennie Hope; Chang, Jimmy; Wong, Y.H.; Lawrence, C. A.

doi:10.1007/978-3-642-04313-0_20

Cited by 6 publications

(4 citation statements)

References 61 publications

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“…Hence, supply chain management is done in the Cloud, which allows for fast and automatic ordering of even more of the products that are currently selling well (Olcott & Eley, 2021). Shein's matrix structure of suppliers and cloud management of the supply chain have created new dimensions of competitive advantage, because it has enabled the company to process information more efficiently and develop key product innovation capabilities that translate into cost and time reduction versus its competitors (Camargo et al, 2020;Peterson et al, 2010). In total, Shein works with a team of more than 1000 designers and 3000 garment factories in China (Cao, 2022).…”

Section: Shein's Business Model Specificsmentioning

confidence: 99%

“…The effectiveness of the QR system in the ultra-fast fashion sector is primarily evidenced by vertical integration, real-time communication, the introduction of technological and process innovations, efficient logistics, and flexibility and cooperation at every level of the value chain -design, production, and distribution (Camargo et al, 2020;MacCarthy & Jayarathne, 2010). Favourable production conditions resulting from the 2004 regulatory liberalisation, extensive infrastructure including delivery by passenger cars, low labour and material production costs, vertical integration of the supply chain, the introduction of innovative management and communication methods, and innovations, such as solar-powered cars are an important and successful combination of factors that can hardly be replicated (Drake & Marley, 2010;Li, 2021;Peterson et al, 2010).…”

Section: Shein's Business Model Specificsmentioning

confidence: 99%

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Disrupting fast fashion: A case study of Shein’s innovative business model

Uchańska-Bieniusiewicz,

Obłój

2023

IER

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The objective of this article is to explain an ultra-fast fashion business model and to distinguish it from the fast fashion business model as a new, innovative concept in the fashion industry that was created during turbulent times to cope with new challenges. Research Design & Methods:The article is a single case study with an emphasis on undertaking an integrative literature review. Findings: This ultra-fast fashion business model changed the balance of power in the fashion industry. Taking advantage of digital-only presence, extensive use of social media, AI and big data analyses, collaborative consumption, quick response, frequent assortment changes, low prices, and an ambiguous approach to the principles of corporate responsibility, the ultra-fast fashion model adapts very well to new technological and social developments, is difficult for competitors to imitate, and thus effectively creates value for price-sensitive consumers.Implications & Recommendations: Our findings suggest that a proper combination of strategic choices and innovations in this business model can lead to competitive advantages and remarkable market performance. Indeed, right timing, the use of appropriate technologies, and favourable initial conditions all play crucial roles in the process and make the ultra-fast fashion business model potentially transferable to other industries, while at the same time difficult to imitate by established companies. Its social and economic consequences, future applications, modifications as well as the positive conditions necessary for transferability to other industries should be the subject of further studies. Contribution & Value Added: Our central contribution involves deciphering the complex interplay and fusion of already established rules and new elements during the process of a new business model creation in the fast fashion industry. Shein's ultra-fast fashion business model offers a new strategic configuration of a business model that is very difficult to imitate and yet extends the competitive order in the industry at the same time. This article provides a framework for analysis of this model and enhances the understanding of the importance of particular business model choices and their connections for a firm's successful competitive strategy. Article type:research article

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Section: Shein's Business Model Specificsmentioning

confidence: 99%

Section: Shein's Business Model Specificsmentioning

confidence: 99%

Disrupting fast fashion: A case study of Shein’s innovative business model

Uchańska-Bieniusiewicz,

Obłój

2023

IER

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“…E Sistema, conforme Chiavenato (2003) é o conjunto de elementos interdependentes, cujo resultado final é maior do que a soma de seus resultados caso operassem de maneira isolada, aparecem em 11%, ambos. (Peterson et al, 2010). Pequenas empresas geralmente não englobam em seus sistemas todas as fases do ciclo produtivo.…”

Section: Termo Utilizado Pelos Pesquisadores Ao Citar O Fast-fashionunclassified

Fast-fashion: uma revisão bibliográfica sistemática e agenda de pesquisa

Solino

González

Siqueira

et al. 2015

Revista PO: R. Eletr. de Eng. de Produção e Correlatas

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O fast-fashion (FF) é considerado uma abordagem e fenômeno de influência mundial, que se adequa às necessidades de um mercado exigente e em constante mudança, por ser um modelo de negócios que resulta de uma mistura de rápida fabricação, flexibilidade, baixo custo e abordagens ágeis de varejo. Nesse contexto, a presente pesquisa busca responder, por meio de uma revisão bibliográfica sistemática, como o FF vem sendo abordado nos estudos científicos publicados até o ano de 2013. Mediante a revisão, foi analisado um total de 82 textos, dentre artigos, dissertações e teses. O método de pesquisa utilizado é caracterizado, quanto aos objetivos, como descritiva, e quanto à abordagem como qualitativa e quantitativa. Após realizar a classificação das publicações, foi possível entender o estado da arte, e assim definir um conceito holístico e o termo adequado para o FF. Como também, propor uma agenda de pesquisa com novos enfoques para futuros estudos dentro do tema abordado.

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“…The value of RFID technology is particularly visible in Fashion Supply Chains (FSCs), as the fashion business is characterized by a wide assortment of products, short lifecycles, high seasonality, high volatility, high-impulse purchasing and complicated distribution and logistics operations (Christopher et al, 2004;Castelli and Brun, 2010). Peterson et al (2010) used the term "fast fashion" to describe a new business model where the tendencies are fresh new products, shorter lifecycles and faster production.…”

mentioning

confidence: 99%

Contribution of RFID technology to better management of fashion supply chains

Azevedo

Carvalho

2012

International Journal of Retail &Amp; Distribution Management

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Purpose -The purpose of this paper is to explore the deployment of RFID technology in fashion supply chain management (FSCM). It highlights the contribution of RFID to FSCM, supporting faster logistics activities, with greater products quality, cheaper and with more responsiveness, improving customer satisfaction. Design/methodology/approach -An inductive theory building approach is used to develop a conceptual model for RFID deployment in the FSCM context. Secondary data analysis from a sample of six companies supports the identification and discussion of the real advantages, disadvantages and barriers felt by companies in a fashion supply chain when RFID technology is introduced. Findings -The logistics activities in the fashion supply chain where RFID technology is most widely deployed are: shipping operations, tracking of raw materials, semi-finished components and finished garments, collecting finished goods, handling processes, tracking containers, tracking products from factory to store, receiving operations, monitoring, and sorting of merchandise. In most cases, the tagging operation is performed at some stage in the production process and tag reading occurs at distribution centres or at stores. The main barrier identified to the deployment of RFID is the problem of interoperability. The costs associated with the technology are the main disadvantage pointed out by the companies. Practical implications -A conceptual framework is proposed exploring the RFID advantages and disadvantages across the fashion supply chain, the main barriers to its introduction and the fashion supply chain logistics activities in which RFID could be found. This represents an important contribution to companies in this industry to become more aware of RFID. Also, new companies which are thinking of introducing this technology could overcome its barriers easily, improving its advantages and minimizing its disadvantages. Originality/value -This paper explores the deployment of RFID in the fashion supply chain from the perspective of technology users.

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The Emergence of the Fast Fashion Business Model and Imposed Quick Response Challenges for Chinese Fabric Manufacturers

Cited by 6 publications

References 61 publications

Disrupting fast fashion: A case study of Shein’s innovative business model

Disrupting fast fashion: A case study of Shein’s innovative business model

Fast-fashion: uma revisão bibliográfica sistemática e agenda de pesquisa

Contribution of RFID technology to better management of fashion supply chains

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