Critical overview of the role of fashion management in relation to the Essay

Critical overview of the role of fashion management in relation to the different market subdivision in the fashion industry - Essay Example To add on, fashion managers execute and create and execute good marketing strategies that aim to keep their retailers relevant. This is through positioning them as being stylish and better than their competitors. Through fashion managers, brands are able to meet and satisfy the customers’ needs. Everybody is a consumer of either a product or a service and has a behavior. Blackwell defines consumer behavior as the things that people do when they consume, obtain, and dispose goods. There are three major factors than can affect a consumer behavior when purchasing an item. Personal is one factor where the customer will purchase something based on things like sex, age or race. Young people will be seen to purchase something for a different reason than an older person (Yang and Peterson, 2004). Psychological factors contribute in a consumer making a decision to purchase a particular item. Motive, perception and knowledge are some psychological factors that a customer will use when deciding to buy a particular product (Blackwell et al, 2003). A consumer that follows a healthy lifestyle will tend to purchase items based on this factor. Personal traits of a consumer such as friendliness, introversion, ambitiousness and compulsiveness will influence the choice of product they will pick in a store. Social factors will also contribute to which item a customer will pick from a shelf. Opinion leaders, roles in family and social class are things an individual identifies with making them to buy clothes or shoes based on that. If a particular leader is viewed as a role model by money and he associates himself with a particular brand then the people that view him as a role model will pick the brand associated with him (Yang & Peterson, 2004). In 2006, the Chief Executive Officer of Abercrombie and Fitch was invited to an interview by Salon Magazine in the opening of the company’s flagship store. The CEO made insensitive statements such as, only the young, beautiful and

Developing Marketing Capability Essay Example | Topics and Well Written Essays - 2000 words

Developing Marketing Capability - Essay Example What are their approaches, challenges, needs and ambitions to structure a marketing function The aim is to identify the relationship between marketing and organization performance, which is to assert marketing as a significant business function. Objectives Challenges faced by organizing in measuring marketing performance. To organize a marketing function in order to bring competitive advantage and true organizational success. To align marketing function with organizational goals, structure, capabilities and resources. This is to bring competitive advantage and success for the organization. Organizational Challenges in measuring Marketing Performance In an objective to improve marketing performance, organizations first have to measure marketing performance (Richardson, 2012). Without assessing or measuring performance organizations cannot get on with the improvement of capability, skill or performance. There are certain major challenges which organizations face in measuring marketing performance (Shaw & Pont, 2003). Likewise there are challenges to measure intangible customer value, loyalty or marketing outcome which inevitably leads organizations to incomplete assessment. Similarly, by setting numerical data as performance measures bring incomplete information on assessment (Gronholdt & Martensen, 2006). Relatively big financial data feeds like return on investment, balance sheet, or profit or loss statements do not provide the real sketch of marketing, which eventually give distractive information. Moreover more operational activity of marketing does not mean it is performing well as if the marketers are found busy does not mean that there work is productive or based on outcomes (profits or revenues). Intensive marketing does not allocate productive marketing, and hence cannot be taken as a performance measure (Shaw & Pont, 2003). To access marketing performance organizations have to find a purposive method, in which first thing is to set a right performance m etrics. For measuring marketing performance there are different metrics which can reflect the operational and functional performance of marketing (Gronholdt & Martensen, 2006). In the most adaptive metrics used in critical evaluation of marketing performance are activity based metrics. This may include metrics of numerical counting and control and in-depth reporting to scan the intrinsic performance of the function (Raab, 2009). The most adaptive metrics include rate of customer acquisition, customer engagement, events successes, popularity of labels, and competitive brand reception respectively. There are certain limitations behind such metrics as they all are intangible but to a great extend provide the explicit information of how the marketing functioning is performing (Gronholdt & Martensen, 2006). Similarly, a well reported system is itself a performance scanner for marketing. When organizations demand performance assessment, it means they have well organized and well establish ed reporting systems (DCI, 2004). Such systems are obligatory, obligatory in terms of intensive reporting, periodic reporting and reporting with respect to each marketing activity. With time to time reporting, the whole picture comes out on front giving a projection of marketing delays, inefficiencies or unproductiveness (DCI, 2004). Organizations which imply MPM (marketing performa