The marketing directions of two fashion retailers

Abstract

Topshop and Gap are important fashion retail brands targeting young style-conscious UK consumers. However, business performance differs widely with Topshop enjoying record sales whilst Gap has recorded losses at a five year high. This paper investigated these variations in performance from a strategic and holistic view of retailer brand image, and the adoption of quality marketing orientation. Answers were sought using key image attributes as a vehicle to understanding customers' perceptions of the retailers under study. Survey data were collected from a sample of 300 typical customers who were set the task of ranking image attributes. Factor analysis of customer responses indicated that Gap customers were offered lifestyles in advertising that were out-of-step with the merchandise on the shelves. This reflected a failure on the part of retail management to satisfy the target market. Topshop customers displayed high levels of confidence in the merchandise proposition but stressed the importance of atmosphere and sales staff in overall assessments. This finding reinforces the view that sustainable retailer positioning pivots on a range of marketing activities as well as matching fashion consumers to styles. The research concludes with implications for strategic retail marketing, theory and practice.

Consumers’ Adoption of Apparel Fashion: The Role of Innovativeness, Involvement, and Social Values

“…The competition among the companies in fashion industry is too high, especially in the retail sector (Newman & Patel, 2004). It is viewed that fashion markets are encountering the rapid changes which may become the reason of success and failure of the firms (Christopher, Lowson, & Peck, 2004).…”

An Empirical Examination of Marketing Mix Elements and Customer Perceived Value in Retail Industry

“…Consequently, as the escalation in distribution intensity minimizes the efforts of consumers when they intend to purchase a certain brand, they are likely to consider it valuable and capable of satisfying their needs . Additionally, simplifying the shopping experience for customers at a department store enables retailers to generate competitive advantages (Newman & Patel, 2004).…”

Razones para la emoción en el consumo de moda / Reasons for emotion in fashion consumption

“…O dicho de otro modo, "las marcas de ropa de moda, dada la rápida naturaleza del sector, siempre han sido más creativas y conscientes de la imagen que las de otros sectores" (Schmitt, 2006: 25). Además, la democratización de la moda ha hecho al mercado más dinámico y provoca mucha presión para tener la última moda de las pasarelas en el stock de la tienda (Newman & Darshika, 2004).…”

“…Por último, para apoyar la relación entre emoción y la moda a través de la psicología, ha sido identificada la moda como un sector donde la compra por impulso es mayor, aspecto destacado por Newman & Darshika (2004). Como recoge la autora en una investigación previa (Llovet 2010: 16), el proceso de producción flexible tiene implicaciones en el comportamiento socioeconómico, y es considerado desde la sociología de la moda como acelerador del consumo por impulso.…”