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Purpose: The purpose of this study was to investigate the value of the web representation of certain fashion hot spots and how these results can be shown on fashion maps in an illustrated way.
Design/methodology/approach: A new ranking was created, which was evaluated with a self-instructed index, to gain solid results. Numbers were collected from Google, Instagram, Facebook, Twitter and web.alert.io. Additionally, fashion maps were created for an illustrative visualization of the results.
Findings: Compared with the ranking of a trend forecasting agency, called Global Language Monitor, which concepted a ranking of non-virtual fashion cities, the web representation and therefore the ranking of the research project, differs mainly in the situation of the cities among the first 10, viz. the rank on which a city occurs, but fewer in the actual cities mentioned.
Research limitations: The research was limited to subjective analysis of data, leading to partly subjective results, as well as the selected number of social media platforms, that had been used.
Originality/value: This is the first study to explore the web representation value of fashion metropolises in comparison to their non-virtual ranking. The results are partly based on results that already existed, concerning transformations of fashion cities or in general which cities own the status of a fashion city.
In the luxury Fashion industry, consumers could be categorized into two groups: fashion leader and Fashion follower. Both groups of consumers purchase luxury fashion products aim at satisfying both their functional needs and social needs (i.e., social influence). Thus the demands of both consumer groups are related. In this paper, we construct a model to examine the effects of pricing and online retail service in luxury fashion firms with social influence. To maximize profit, we identify the optimal prices and online retail service when the luxury fashion firms provide the non-differentiated and differentiated online retail services, respectively. More insights are discussed.
Mystery shopping (MS) is a widely used tool to monitor the quality of service and personal selling. In consultative retail settings, assessments of mystery shoppers are supposed to capture the most relevant aspects of sales people’s service and sales behavior. Given the important conclusions drawn by managers from MS results, the standard assumption seems to be that assessments of mystery shoppers are strongly related to customer satisfaction and sales performance. However, surprisingly scant empirical evidence supports this assumption. We test the relationship between MS assessments and customer evaluations and sales performance with large-scale data from three service retail chains. Surprisingly, we do not find asubstantial correlation. The results show that mystery shoppers are not good proxies for real customers. While MS assessments are not related to sales, our findings confirm the established correlation between customer satisfaction measurements and sales results.
This research is about Omnichannel Retailing and addresses the question how the omnichanneling of retailers in the fashion market can be measured. Our sources will include books, interviews, newspapers and scientific databases.
Omnichanneling is a current topic in the fashion market, retailers all over the world face the question on how to adapt to the challenges Omnichannel Retailing sets. We are going to define what Omnichanneling is by explaining the differences between Multiple-, Multi-, Cross- and Omnichannel Retailing. After we defined omnichanneling itself, we took a set of 26 retailers to evaluate regarding their Omnichannel capabilities. Then we create an index with criteria that can measure the Omnichannel capability of each retailer.
The Omnichannel Score is based on 31 criteria, which analyze the retailers in offline, online, mobile and social aspects enables to see differences between retailers. Our findings were that retailers in the US fashion market are more advanced in Omnichannel Retailing than retailers in the German fashion market. Our top three Omnichannel retailers were Sears with an Omnichannel Score of 91, followed by KOHL’S and Marks&Spencer, both with a Omnichannel Score of 88. The best Omnichannel Retailer from Germany was Adidas with the fourth place and an Omnichannel Score of 81.
The paper focuses on a recently introduced paradigm for the logistic process of picking, with respect to the man-to-goods and goods-to-man concept: the robot to-goods. First the task and system architecture of the fast deployable autonomous commissioning system are described, then the economic efficiency of the system is analysed in a real business case scenario using a simplified method, which is explained and discussed. The clearly positive net present value of the investment and the short payback period obtained in the business case prove how the robot-to-goods paradigm for the commissioning process, implemented through the automation of the forklift platform, is economically attractive for small and medium size enterprises.
The purpose of this paper is to give an overview about the links between fashion businesses and film from a fashion business perspective. It focuses on the idea that digitalization brought much more film use for the fashion industry and that this development has just begun and not ended. This change finally also has an intense impact on the fashion industry, as fashion companies nowadays are content producers with films, too. The resulting closer connection with viewers via social media exposes fashion companies, gives on the other hand new influence potential to the fashion system. An in-depth future research about the fashion and film system is therefore required to develop answers for the current situation. This article should be interpreted more as a personal viewpoint of the author to this topic rather than a research paper based on the usual methodological criteria.
The purpose of this paper is to determine the relevance of social media for luxury brand management. It employs both a multi-methodological approach: After analyzing the online performance of the three luxury brands Burberry, Louis Vuitton and Gucci, the empirical research includes a survey as well as an eye tracking test executed with Tobii Studio. The findings reveal that online and social media have given luxury fashion businesses the opportunity to establish a sustainable interaction with their customers and distinguish themselves from the competition. Still, the online business holds many challenges for luxury companies to overcome. This paper gives instructions as to how social media can be effectively incorporated into a luxury company.
Für den Unternehmer wichtig ist, binnen welcher Fristen er als Käufer seine Rechte bei Sachmängeln geltend machen muss. Ist der Unternehmer Verkäufer, kann er sich erst nach Verjährungsvollendung endgültig zurücklehnen und sicher sein, dass keine Gewährleistungsansprüche gegen ihn mehr geltend gemacht werden können. Im nationalen Rechtsverkehr hat man sich auf Verkäufer- und Käuferseite mittlerweile an die zweijährige Regelfrist im BGB gewöhnt. Welche Fristen im Auslandsgeschäft gelten, ist dagegen oft unklar, weil sich die nationalen Verjährungsfristen oft unterscheiden: Allein in Europa gibt es bei der kaufrechtlichen Gewährleistung Verjährungsfristen zwischen sechs Monaten und sechs Jahren.