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PurposeThe purpose of this paper is to identify the realistic trade-offs young consumers make when evaluating luxury co-branding combinations based on signalling theory.Design/methodology/approachConjoint analysis was employed to evaluate the relative impact of four major attributes (i.e. brand combinations, retail channels, uniqueness and price) on consumer desirability for luxury co-branding combinations. The data were analysed using desirability indices.FindingsBrand combinations, uniqueness and price significantly impact consumer desirability of luxury co-branding combinations. The luxury brand and sportswear combination results in the highest desirability when price is more similar to the sportswear constituent and participants perceive that the collaboration as exclusive.Practical implicationsThe results suggest that luxury brands need to consider the partnering brand's retail format primarily for co-branding strategy. Luxury brand collaborations with sportswear and premium priced streetwear brands are more likely to result in higher desirability among consumers compared to collaborations with fast fashion and mass-market brands. Additionally, uniqueness may not be effective as a point of differentiation in cases where luxury brands cannot guarantee a single yearly collaboration.Originality/valueThe decision to use existing brands for the fictitious combinations developed more sensible scenarios for respondents. In addition, rather than discrete questions, attribute-based combinations provide a more realistic depiction of consumers' decision making on luxury co-branding. Finally, the results provide marketing practitioners with practical directions for future development of fashion luxury co-branding strategy.

PurposeThe purpose of this paper is to understand the effect of store messiness and human crowding on shoppers' competitive behaviours, in-store hoarding and in-store hiding, through the mediating effect of perceived scarcity and perceived competition.Design/methodology/approach2 (store messiness: messy × tidy) × 2 (human crowding: high × low) between-subject factorial experiment was conducted online to manipulate retail store atmospheric factors. A total of 154 responses were collected through Amazon MTurk. The hypotheses were analysed using ANOVA and PROCESS (Hayes, 2013) procedure.FindingsResults suggest that store messiness and human crowding within a fast-fashion store lead to perception of scarcity and competition that further affects competitive behaviours. When consumers experience store messiness, they are likely to hide merchandise in store, thus making it inaccessible for other consumers. Further, when they experience human crowding in the store, they feel that the products will be gone immediately so they have a tendency to hoard them.Research limitations/implicationsThis study examined the effects of scarcity perception by studying the case of fast-fashion retailers; generalizability needs to be established across different contexts.Practical implicationsRetailers by manipulating human crowding and store messiness can create a perception of scarcity in their stores, thus enhancing sales. However, they should also pay attention to deviant behaviours such as in-store hoarding and in-store hiding as these behaviours may decrease the store sales.Originality/valueThis research contributed to the retailing literature by finding a significant relationship between human crowding, store messiness and competitive behaviours through perceived scarcity and competition.

PurposeThe aim of this study is to identify and analyse the main strategic differences between fast and ultra-fast fashion supply chain management.Design/methodology/approachThis study uses a qualitative approach, using document analysis and in-depth interviews with industry specialists.FindingsUltra-fast fashion differs from fast in the following supply chain strategies: avoids any excess inventory, focuses on local manufacturing, on-demand production, and shorter lead times from a few days to a week with a combination of agile, lean, responsive supply chain strategies.Research limitations/implicationsThe limitations of this research are due to the cut-off period and the use of a restricted sample. As implications, technological capabilities are underexplored in the fashion industry. Although important to the traditional and fast fashion industry, technology is viewed as a tool and not as a capability that can generate competitive advantage. This paper addresses technology as capabilities to make ultra-fast fashion retailers more competitive.Practical implicationsUltra-fast fashion could potentially impact current fast fashion retailers to partially move their business model and operations towards an ultra-fast approach. Fast fashion retailers desiring to speed up their production processes launch more weekly collections to cater to consumers who are more fashion-conscious.Originality/valueThere is a rapid emergence of new start-ups that are calling themselves ultra-fast. Newcomers wanting to adopt this new segment’s business model, develop technological capabilities to meet the challenges of this supercompetitive market.

Purpose The purpose of this paper is to explore the drivers and barriers to omni-channel retailing in China, and attempts to understand how companies formulate their business strategies during their transformations to omni-channel retailing. Design/methodology/approach This study adopts an exploratory case study approach to investigate the omni-channel retailing transformations of two well-established Chinese fashion apparel retailers. The study draws on multiple sources of evidence, comprising: interviews with eight business executives from three major operational departments; on-site observations in firm’s retail stores, factories and distribution centres; and secondary data review of firm business reports, news, whitepapers and archival records. The findings are established through a consistent within-case data analysis and cross-case comparison. Findings The study reveals that the two retailers formulated different strategies in developing their omni-channels, and exhibited different degrees of success. The similarities and differences in the drivers, as well as the barriers, were analyzed and compared in this study. Operational variations (i.e. enablers and inhibitors) due to the unique context of the Chinese market were also explored. The findings reveal that coherent leveraging firm resources and capabilities from the three perspectives – marketing, logistics and supply chain, and organizational management – is critical to the full implementation of omni-channel retailing. They provide relevant managerial insights that can assist firms in formulating appropriate strategic action plans during the transformations. Originality/value As a theoretical contribution, this paper identifies a set of drivers and barriers for omni-channel retailing in the developed market, and classifies them into three categories: marketing; logistics and supply chain; and organizational management. The empirical-based qualitative analysis reveals the key factors impacting on omni-channel retailing within the Chinese market, and suggests a series of practical implications for local retailers planning to embark on omni-channel retailing.

PurposeThe purpose of this paper is to examine the determinants of continuous brand-customer relationship via company-hosted social networking sites (SNSs). Factors that influence fans to continue using fast-fashion brands’ Facebook fan pages and to maintain the brand-customer relationship are discussed first. Subsequently, the predictors of fans’ engagement and affective commitment to a fast-fashion brand are examined with the aim to explore the key elements that nurture the brand-customer relationship via brands’ SNSs.Design/methodology/approachA quantitative research was conducted and the structural equation modelling was used to test the hypotheses on a sample of 202 fast-fashion Facebook fan page users in Taiwan.FindingsThe results demonstrate that engagement, affective commitment and continued intention to use are predominantly influenced by, in turn, social interaction tie, content value and affective commitment.Research limitations/implicationsThe study is limited because it investigated the fast-fashion fan page users in an Asian country, so the findings cannot be generalised to other contexts.Practical implicationsThe findings suggest that fan page managers’ initiation and involvement in conversations, frequent responses, listening to fans’ opinions and improving fans’ experiential value may facilitate them to engage in the brand’s activities at a higher level.Originality/valueThe findings of this integrated model suggest managerial guidelines for brand managers in this industry regarding how to maintain the brand-customer relationship through social media strategy and how they contribute to theory building in continuance intention of SNSs.

Purpose The current research explored both pre-purchase and post-purchase factors of consumer behaviour. Specifically, the purpose of this paper is to investigate the relationships that may exist among consumers’ perceptions of perishability, scarcity, low price, attitudes, impulse buying, post-purchase emotions, and product returns within the context of the fast fashion environments. Design/methodology/approach A total of 246 usable questionnaires completed by female undergraduate students, who made purchases and product returns at fast fashion retailers, were analysed in SPSS and AMOS 23.0. Structural equation modelling was employed to test the hypotheses. Findings Consumers who are attracted to scarcity due to limited supply and scarcity due to time, referred to as perceived perishability, have a positive attitude towards the fast fashion retailers in which products are presented in scarce environments. Likewise, consumers have a positive attitude towards fast fashion retailers due to low priced merchandises they offer. Consequently, consumers who have a positive attitude towards the fast fashion retailers are likely to purchase products from them impulsively. Moreover, impulse buying behaviour positively influenced some negative post-purchase emotional responses, which in turn positively influenced product returns in the fast fashion environments. Research limitations/implications The results of the current study contribute to a greater understanding of apparel-related consumer behaviour in general. A theory formation of fast fashion consumer behaviour from acquisition to disposal can be drawn from the results of this study. Because some fast fashion retailers do sell clothing for both men and women, researchers could compare the responses of males and females to examine differences in consumer behaviour related to demographic characteristics. In the future, an examination of actual emotional responses and return behaviour would be beneficial for a more complete understanding of post-purchase consumer behaviour. Practical implications Fast fashion retailers could use this information to carefully design shopping environments that induce impulse buying behaviour because it may result in product returns. Fast fashion retailers need to understand the causes of the return behaviour, whether consumer related or product related, to better meet the needs of their target market. Return policies must be considered. Originality/value This research is the first to examine the impact of negative emotions following consumers’ impulse buying on product returns in the fast fashion retail environments.

Purpose – The purpose of this paper is to investigate the competitive position of the company Inditex in the period 1990-2013 as a case study, identified by academics and professionals as a successful company. The analysis has focussed on the comparison of Inditex with its competitive environment. Design/methodology/approach – The methodology used to achieve the objectives was: data envelopment analysis for the analysis of efficiency and for the second the Tobit regression to determine the factors explaining efficiency. The authors have used additional methodologies such as social networks or cluster analysis. Findings – The individual company analysis reveals that the average efficiency level by years for the period 1990-2013, is relatively high 88.8 percent. The determinants of efficiency have been; the resources of the company in terms of assets whose relationship with is U-shaped curvilinear, where the minimum value (trend change) is produced between years 2002 and 2003. The degree of internationalization of the firm, is positively related to efficiency. As the company increases its expansion, experience and skills, increases efficiency. Finally, the effect of liberalization of textile trade in 2005 had no influence on the efficiency levels. Research limitations/implications – The limitations involving the methodology, in terms of representativeness, possible generalizations and type of secondary information used, can be offset by the ability to provide good vision and establish alternatives for possible studies. Originality/value – This paper contributes to the fast-fashion retail industry literature by emphasizing the importance of the case study.

Purpose – The purpose of this paper is to explore fast-fashion consumers’ post-purchase behaviours and examine relationships among fast-fashion purchase, disposing, hoarding, participation in recycling, and environmental attitudes. Design/methodology/approach – A survey questionnaire was developed and a total of 335 college students completed it in a classroom setting. Of the data collected, 274 students who purchased fast-fashions were used for this study. Descriptive statistics were used to summarize the data and Pearson correlations were conducted to examine relationships among the variables. Findings – Results of Pearson correlations indicated that fast-fashion purchase was positively related to disposing and hoarding, but negatively related to participation in recycling. Apparel hoarding was positively related to recycling, but no relationships were found between environmental attitudes and any of the following: fast-fashion purchase, disposing, hoarding, or participation in recycling. Practical implications – Fast-fashion suppliers should encourage consumers’ participation in recycling and should take responsibility for collecting their post-purchase products. Originality/value – This paper provides important contributions to the literature about fashion retailing/marketing and post-purchase behaviours. Although young fashion-oriented consumers easily purchase and dispose of trendy and cheap fast-fashions, little is known about their post-purchase behaviours. Findings of this study showed that fast-fashion consumers had positive attitudes towards the environment, yet they did not participate in recycling. The finding implies that fast-fashion suppliers need to develop a culture to support sustainability of consumption.

Purpose By focusing on the interface between information dissemination and interpretation at the retail sales floor, the paper aims to open up new practice theory contribution on management control and performance measurement used in complex environments. Design/methodology/approach Problem-centered qualitative interviews in two different contexts (U.S. and Europe) build the methodological approach. 22 interviewees were selected from various retail sectors and hierarchy levels with the focus on store management. Following content analysis procedures, data was coded according to contingency theoretical underpinnings. Findings Environment shapes corporate processes as well as retail management in multiple ways. By studying fast fashion industries, we found similarities in retail management in all researched settings. First, we present relevant operational performance metrics in the retailing context. Second, we see that store managers aim to optimize processes and generate efficient and effective practices to maximize store performance. Third, information and task overload are reasons for neglecting performance information. As a consequence, managers call for decision facilitating tools, e.g. dashboards, to reduce information complexity. Originality/value Widely accepted in contingency literature, environmental aspects influence business activities and performance outcomes. However, evaluating research studies that deal with performance measurement in retailing contexts reveals contradicting results. With the focus on larger retail companies with multibranch and department structures in two different national contexts we can unravel different perspectives on environment in operational retail settings for the first time.

PurposeThe paper aims to establish how fast fashion is translated and communicated in the retail store environment.Design/methodology/approachAn interpretive paradigm and inductive methodology made use of participant observation and key informant interviews.FindingsWhilst efficiencies in the supply chain have facilitated fast fashion's success, centralised control structures have meant that these efficiencies and flexibilities have not been translated into the retail store environment. Marketing communications activity is evident in relation to aspects of fast fashion, for example, through the use of “hero pieces” as identified in this research, however, availability and retail presence must support the fast fashion proposition.Research limitations/implicationsThe paper has a UK focus where fast fashion is well established, therefore generalisations relating to other fashion markets may not be appropriate.Practical implicationsRetailers may have interest in the findings to gain competitive advantage in fast fashion.Originality/valueAcademic research on fast fashion research is still in its infancy, however this paper provides some unique insights into the phenomenon which may add to the nascent literature.

Fashion markets are synonymous with rapid change and, as a result, commercial success or failure is largely determined by the organisation's flexibility and responsiveness. Responsiveness is characterised by short time‐to‐market, the ability to scale up (or down) quickly and the rapid incorporation of consumer preferences into the design process. In this paper it is argued that conventional organisational structures and forecast‐driven supply chains are not adequate to meet the challenges of volatile and turbulent demand which typify fashion markets. Instead, the requirement is for the creation of an agile organisation embedded within an agile supply chain.

The emergence of purely “street‐born” fashion styles in the 1990s in the young women’s casual wear market in Tokyo has revealed the limitations of the conventional framework of quick response (QR) approaches that have long been implemented by Japanese fashion houses. They were found to be incapable of responding to the need for fresh fashion designs in the extremely volatile and fast‐moving streets of Tokyo’s casual fashion scene. This, on the other hand, has initiated a Korean‐Japanese fashion connection, in which a large number of small fashion firms in the Dongdaemun fashion industry district in Seoul play an important role in the taking‐shape of the pronto moda (fast fashion) in Tokyo style, with their organic networking of small suppliers within the agglomeration. The linkage of fashion industries between Seoul and Tokyo has also been fostering an interactive partnership in that both parties learn the uniqueness of each other’s practices. On the basis of a review of industrial agglomeration theories, highlights the relationships between the casual fashion trends in Tokyo in the 1990s and the pronto moda formula in the fashion agglomeration in the Dongdaemun district. In addition to this, an analysis of the future implication of the Korean‐Japanese fashion connection in the context of the global fashion industry is projected.