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MANAGEMENT AND MARKETING OF TEXTILES

MANAGEMENT AND MARKETING OF TEXTILES. UNIT TUTOR: Johanna Bergvall-Forsberg The University of Manchester, UK Johanna.Forsberg@manchester.ac.uk. COURSE OUTLINE. Introduction Strategic Management Operations Management Marketing The Fashion Operation Exam. LEARNING OUTCOMES.

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MANAGEMENT AND MARKETING OF TEXTILES

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  1. MANAGEMENT AND MARKETING OF TEXTILES UNIT TUTOR: Johanna Bergvall-Forsberg The University of Manchester, UK Johanna.Forsberg@manchester.ac.uk

  2. COURSE OUTLINE • Introduction • Strategic Management • Operations Management • Marketing • The Fashion Operation • Exam

  3. LEARNING OUTCOMES …to understand the strategic role of the textile manufacturing operation …to understand the importance of marketing in managing a fashion operation …to recognise the importance of added value to the textile and clothing industry

  4. Marketing Interpretation of Expectations Expectations Strategic Decision Operations Customer Product and/or Service Specification Product and/or Service MANAGEMENT ANDMARKETING OF TEXTILES

  5. A CUSTOMERDRIVEN OPERATION “The process starts with the customer (customer needs and use situations) and ends with the customer (the customer’s level of satisfaction).” (Walters, 1999) Customer Needs Value Drivers Desired Benefits Value Creation Customer Satisfaction Cost of Purchase Customer Use Situation

  6. VALUE CREATION “A value strategy involves identifying, producing and delivering the combination of price and non-price related benefits the customer is seeking.”(Walters, 1999) “Our premise is that buyers will buy from the firm that they perceive to offer the highest delivered value.” (Kotler, 1997)

  7. THE TEXTILE ANDCLOTHING SUPPLY CHAIN FINDINGS SECTOR CLOTHING SECTOR RETAIL SECTOR Clothing Findings Production Cutting Sewing Garment Finishing Retail Sales FIBER SECTOR TEXTILE SECTOR Natural Fibre Weaving Yarn Production Fabric Finishing Man-madeFibre Knitting

  8. MERCHANDISE CHARACTERISTICS (Fisher, 1997)

  9. FUNCTIONAL- PREDICTABLE • Product life cycle - more than 2 years • Contribution to overheads - 5 to 20 % • Product variety - low • Forecasting error - 10% • Mean stockout rate - 1 to 2% • End of sale mark down – not relevant • Product life cycle – 3 to 12 months • Contribution to overheads - 20 to 60 % • Product variety - high • Forecasting error – 40 to 100% • Mean stockout rate - 10 to 40% • End of sale mark down – 10 to 25% INNOVATIVE - UNPREDICTABLE

  10. THE TEXTILE ANDCLOTHING INDUSTRY • New market entrants • Changes in consumer demand • Shortened product lifecycles • Globalisation of supply “In these short life-cycle markets, being able to spot trends quickly and to translate them into products in the shop in the shortest possible time has become pre-requisite for success” (Christopher et al., 2004)

  11. THE FASHIONMERCHANDISE RANGE • Basic Products • generally sold throughout the year • Seasonal Products • shelf life of 12-25 weeks • Short-Season Products • shelf life of 6-10 weeks or less (Lowson, 2003)

  12. COMPETITIVE REQUIREMETNS DIFFERENTIATION Stuck in the middle COST LEADERSHIP FOCUS (added value) Source: Porter’s generic routes to competitive advantage

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