fit fashion business management essay

fit fashion business management essay

The Impact of Fit Fashion Business Management on Industry Success

1. Introduction to Fit Fashion Business Management

Fit fashion enterprise competitive advantage can be enhanced by appropriate business models that exhibit commercial power. Research by scholars in the fashion field proposes that successful fashion business differs from traditional fashion business. Fit fashion business is more narrowly defined as a success example in current commercialized contexts. However, comparisons among European and American national power, fashion consumption patterns, and the fashion model have raised questions about the impact of national power differences. This study does not aim to find exact answers for these different opinions and views but poses two main research questions: (1) What are the key drivers for successful leading businesses in the fashion industry? (2) Why should firms pay attention to the fit fashion business model? Additionally, the promising opportunities presented by the growth of creative business have led to discussions of art-based strategies in business. This study acts as a bridge to show how artistic elements can collaborate with other context elements to promote fashion business.

In this epoch of rapid development of high-tech industries, the global fashion industry is confronted with a reduction in the traditional market in developed countries, created mainly by the decline of industrial output in these countries. Against the backdrop of the “financial tsunami,” the manufacturing industry in developed countries has faced unprecedented difficulties. Some industry insiders and experts have outlined a correspondingly grim outlook for the fashion industry. However, many industry analysts believe that fashion enterprise competitiveness lies in effective management, efficient production capacity, unbeatable combination, unique artistic talent, intensive scientific and technical support, and appropriate industrial environments, all of which can lead to high competitiveness. This paper introduces some of these key competence factors into discussion of the concept and cultivation model of “Fit Fashion Business Management.”

2. Key Principles and Strategies in Fit Fashion Business Management

The logic of this was and remains irrefutable. The key to achieving it has always been and remains effective staging of educational programs in which educators and students, committed to the concept of enhancing the knowledge and skills of those in the workforce, carry out their roles in partnership with industry personnel. Essential elements of this partnership include integration of the contributions of both faculty members and students—musts for optimum knowledge and skill acquisition—into content areas most relevant to each industry segment and company of fashion studies, as well as close collaboration between university faculty members with the fashion people who review and provide feedback on the curriculum of the associate and baccalaureate programs fashion design, fashion merchandise, business of fashion, sustainability in fashion, textiles and apparels industries.

Over time, these authors concluded that the business of all types of companies, no matter where they were located, engaged in manufacturing or merchandising, could be more successful and profitable if their attitudes and actions regarding all activities from what they design to the people responsible for making or selling them through finance, marketing, and management functions were as professionally fit as the products were trendy, based on current buying and selling market environments, by providing all relevant professionals with to-the-point education complemented by experience. Consideration of facts consistently showed that a company whose principal functions were fashion fit tended to measure improved performance based on cost reduction in production, waste, and unnecessary management operations, increased volume, and continuous reduced-stress profitable operations.

3. Case Studies of Successful Fit Fashion Businesses

In its early years, this successful business produced male underwear and tank tops from the best Egyptian cotton and adhered to a policy of non-compromised quality and comfort while opting for low-price points. The company’s first customer base came from local fishermen in the Swiss village where they lived, and it was here also that they received some of their most useful advice: the underwear should be easily washable by their wives in cold water; it should be possible to be comfortably slept in aboard fishing vessels, and in hot climates, the underwear should maintain a freshness and purity that matched the company’s guiding Golden Fleece principle.

Founded and owned by the talented and dedicated Huber family in Switzerland a hundred years ago, Hanro products are now described as having ‘natural elegance embodied in rich tradition and modern lifestyles’. The company philosophy is to offer meticulous, premium-quality garments to sophisticated customers who, above all, genuinely appreciate and crave comfort and luxury in everyday clothing. This company’s three brand business management components would unequivocally be label, sourcing, and design. With an inspired location, these would also be style and strategic design.

Hanro of Switzerland: Leading the world in its brand business management category.

4. Challenges and Future Trends in Fit Fashion Business Management

This paper emphasizes the stakeholders in the fashion value chain and financial performance. Future research could also investigate the relationship between fit fashion business management and other types of performances, such as new product performance or the value of firms. analyzed the importance of sustainability management in fashion companies and revealed a positive effect of environmental values on brand image. This may have implications for the future development of fit fashion business management because integration often involves natural economics and the name and meaning attached to the resulting benefits of integration in terms of environmental awareness and performance.

At present, only one fit fashion business management model has been put forward and applied, so the design of push-pull factors focuses on it. Future research can consider push-pull factors from other perspectives through in-depth interviews and questionnaires with executives and employees in enterprises in the fashion industry. In addition, managers are interested in how to improve their corporate performance through fit fashion business management, so more evidence could be gathered that visually confirms the success of this model and that there is an alignment between top management roles in companies, divisional roles, and the identified capabilities.