The Luxury Fashion Industry: The Fashion Apparel Industry

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Other criticism explains that, although the innovative products have an evolving supply, there are some exceptions; fashion apparel products are one. Even though, how explained above, they are innovative products, they have the peculiarity to follow a stable supply process. In fact, their supply is represented by a well-developed system and a mature and technological process of manufacturing (Lee, 2002).

Additional theory based on Fisher's model

As a consequence of the spread critics against Fisher’s Model, which refers only to the mass markets, others authors have introduced additional categories, in order to determine the best supply chain for the luxury segment. Sure enough, Fisher’s model has also generated additional theory. An important
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The competitive strategies, that the fashion apparel industry has the possibility to establish, through the development and reinforcement of supply chain management, are principally three: speed, cost advantage and brand equity (Merjhoo e Pasek, 2015). Luxury fashion companies, through the following of their competitive strategy, reflect the market segment of brand equity.
As mentioned above, many authors have tried to establish a framework that could suggest the best strategy follow, but this approach is not reliable due to each supply chain strategy has to be adjusted with a products’ critical success factor (CSF) in the target market (Rockart and Van Bullen, 1986). The term product’s critical success factor has come to be used to refer to a limited number of features that have a direct impact on the effectiveness and efficiency of products. As underlined by Caniato et al. (2009), the products’ critical success factors, in the luxury market, are ten: premium quality, craftsmanship, exclusivity, brand building, style and design, emotional appeal, country of origin, uniqueness, performance and innovation and lifestyle creation. Other authors, after having classified luxury and high-end fashion company as entities, which follow the strategy of brand equity, consider the successive product’s CSF: name, style, country of production and concordance between brand reputation and uniqueness of the product (Brun et al.

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