The Issues of Fashion Brand Equity in a Circular Economy

Theoretical background: The worldwide fashion business has confronted the demand to transit from a linear to a circular business model that involves a series of fundamental alterations to the hitherto highly efficient strategies. As a consequence, a conceptual issue concerning fashion brand value creation has emerged. This applies notably to luxury, premium and fast fashion brands. Satisfying the expectations of customers and stakeholders should cease to be simply a matter of manufacturing a varied and impressive product line, since it has to be both sustainable and sensitive to the emergent requirements of the natural and social environment. Along with the aforementioned challenges, the key messages conveyed by brands through the marketing communication are also undergoing a transformation.Purpose of the article: To present the perspectives on building fashion brand equity in a circular economy, including risks and opportunities.Research methods: A review of scientific and specialised studies, selected using specific keywords, was undertaken. Data sources included academic resources: books, articles, market data (e.g. McKinsey & Company) and statistics published on the Statista platform, as well as specialised resources: expert articles, reports from organisations approaching the issue under research (e.g. EU, UN, Fashion Revolution, the Ellen MacArthur Foundation, etc.). The search area was composed of electronic resources: licensed, open access websites and topic-related websites. The aim of the data analysis was to systematise background knowledge through an inductive method.Main findings: 1. The fashion business needs a change of mission, vision and strategy along with cooperation and coopetition among brands of the luxury goods, mass goods and organic MSMEs markets within its ecosystems in order to achieve the expected brand value. 2. The implementation of circular economy model in the fashion business implies the necessity to restrict overproduction and overconsumption of clothes and accessories at the same time as utilising sustainable raw materials and production technologies. Furthermore, it requires the dissemination of the slow fashion model, which incorporates the reuse of clothes by other users (rental of clothes, second hand, upcycling). 3. Change of consumer behaviour, popularisation of research findings and expertise from independent organizations is a factor stimulating fashion brands to act towards a circular economy in order to maintain high brand value

A Primer on Talent Management

{Excerpt} Critical talent is scarce (and about to become scarcer) because of three trends: the ongoing retirement of the Baby Boom Generation , a widening skills gap, and large-scale social integration (driving rapidly changing lifestyles). Talent management has become one of the most pressing topics in organizations (even if very few have strategies and operational programs in place with which to identify, recruit, develop, deploy, and retain the best). The competition for talent will define organizational milieus for a couple of decades to come. Springing from the three trends, several drivers fuel the emphasis: • Workforce demographics are evolving. • The context in which organizations conduct their operations is increasingly complex and dynamic. • More efficient capital markets have enabled the rise of small and medium-sized organizations that offer opportunities few large organizations can match, exerting a pull across the talent spectrum. • In knowledge economies, talent is a rapidly increasing source of value creation. • A demonstrated correlation between talent and organizational performance exists: talented individuals drive a disproportionate share of organizational effectiveness. (Value creation extends beyond individual performance differentials.) • Financial markets and boards of directors demand more. • The mobility of personnel is quickening on a par with changing expectations. If talent is hard to find, it is becoming harder to keep

Selling consultancy services: the Portuguese case in historical and comparative perspective

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Data envelopment analysis (DEA) and financial ratios : a pro-stakeholders’ view of performance measurement for sustainable value creation of the wind energy

Purpose: The purpose of the paper is to explore business performance in a rather sensitive sector that equally combines economic, environmental and social dimensions. The paper investigates the efficiency of wind farm companies, in a framework of pursuing more diverse stakeholders’ interests Design/Methodology/Approach: Ratios and DEA approaches are combined to measure economic efficiency among the DMUs of a sample of wind farms, using data from their financial statements. Findings: Productivity and effectiveness comprise the performance measured by the economic efficiency. We show that by choosing inputs and outputs that are closely related in forming an appropriate financial ratio, it helps to design and explain more fully the impact of a policy intervention aiming at improving economic efficiency. DEA supplements ratios to design, implement and assess a strategy of benchmarking towards bolstering performance, that favors a wider range of stakeholders. Originality/Value: The study provides an in-depth insight into using Data Envelopment Analysis and financial ratios to study economic efficiency. The approach combines economic, social and environmental dimensions (indirectly) of performance, and the composite ratio Return on Total Assets (ROTA). The analysis caters the specific features of the sector renewable energy and their diverse stakeholders.peer-reviewe

The success of luxury brands in Japan and their uncertain future

The Japanese are the world?s largest individual consumers of luxury brands and form the second largest market for luxury goods after the US. The Japanese were the driving force behind the exponential growth of the European luxury industry and the resulting ?democratization of luxury?. This concept of giving everyone access to luxury branded goods is a paradox because it abandons the exclusivity that was the original basis of the European luxury industry in the hands of skilled designers and craftsmen. By making luxury branded goods widely accessible to most consumers they run a major risk of becoming simply too ?common?. The 2007-8 economic crisis adversely affected the luxury market, producing a general backlash against ?conspicuous consumption?. In Japan, as in most countries in the world, the crisis reduced consumers? discretionary spending, but in addition it also accelerated the fundamental shift in the attitude and behavior of Japanese luxury consumers.Japanese consumers of luxury brands, Japan the largest luxury market in the world, conspicuous consumption, democratization of luxury, luxury brands as status symbols, luxury brands as badges of economic success, parasite singles

The Consultant-Client Relationship: A Systems-Theoretical Perspective

The aim of this paper is to explain consulting failure from a systems-theoretical perspective and to provide a new framework for analysing consultant–client relationships. By drawing on Luhmann’s systems theory, clients and consultants are conceptualised as two autopoietic communication systems that operate according to idiosyncratic logics. They are structurally coupled through a third system, the so-called “contact system”, which constitutes a separate discourse. Due to their different logics no transfer of meaning between the three discourses is possible. This contradicts the traditional notion of consulting as a means of providing solutions to the client’s problems: neither is the consultant able to understand the client’s problems nor is it possible to transfer any solutions into the client system. Instead, consulting interventions only cause perturbations in the client system. Consequently, the traditional functions of consulting are called into question. The paper discusses the implications of this analysis with relation to the traditional approach to consulting, and presents a tentative framework for a systemic concept of consulting

7Ss McKinsey MODEL UNTUK MERESPONS PERILAKU PEMBELIAN PELANGGAN MILLENIAL PADA PT RABBANI HYPNO FASHION

 The rapid development of technology has changed customer behavior to become more mobile and switch to digital transactions. Changes in customer behavior prompted PT Rabbani Hypnofashion to change the company's platform to digital marketing by using many models to win the market, especially millennial customers, is the 7Ss McKinsey Model. The purpose of this study is to analyze the application of the McKinsey 7Ss model in response to the buying behavior of millennial customers in the Muslim fashion industry. The method used in this study is qualitative research with a descriptive approach. Data collection techniques used are literature studies. The results show that PT Rabbani Hypnofashion has implemented the McKinsey 7Ss Model. This model is integrated all of which support each other to achieve the vision of PT Rabbani Hypnofashion to be the World's Best and Biggest Veil Company in 2020. The results of the study show that the McKinsey 7Ss (Strategy, Structure, System, Staff, Style, Skill, and Superordinate Goals) model can be used by entrepreneurs to develop business and dominate the market, especially for the millennial segment. Furthermore, we propose company should enggament millennial customer with optimalisize database and communication using electronic customer relationship management(e-crm). Pesatnya perkembangan teknologi telah merubah perilaku pelanggan menjadi lebih mobile dan beralih ke transaksi digital. Perubahan perilaku pelanggan mendorong PT Rabbani Hypnofashion untuk  merubah platform perusahaan ke pemasaran  dengan menggunakan banyak model untuk memenangkan pasar dan salah satu model yang dapat digunakan untuk mengendalikan segmen pasar terutama pelanggan millennial adalah 7Ss Model McKinsey. Tujuan dari penelitian ini adalah untuk menganalisa penerapan model 7Ss McKinsey dalam merespon perilaku pembelian pelanggan millennial pada industri busana muslim. Metode yang digunakan dalam penelitian ini adalah penelitian kualitatif dengan pendekatan deskriptif. Teknik pengumpulan data yang digunakan adalah studi pustaka. Hasilnya menunjukkan bahwa PT Rabbani Hypnofashion telah menerapkan 7Ss Model McKinsey. Model ini terintegrasi yang semuanya saling mendukung untuk mencapai visi PT Rabbani Hypnofashion menjadi Perusahaan Kerudung Terbaik dan Terbesar Dunia pada tahun 2020.Hasil penelitian menunjukkan bahwa 7Ss McKinsey (Strategy, Structure, System, Staff, Style,  Skill,  dan Superordinate Goals) Model dapat digunakan oleh pengusaha untuk  mengembangkan bisnis dan menguasai pasar khususnya untuk segment millennial. Kami menyarankan untuk kelangsungan bisnis  PT Rabbani Hypnofashion harus  terus meningkatkan kedekatan dengan pelanggan  millennial melalui optimalisasi database pelanggan dan intensitas komunikasi dengan menggunakan electronic customer relationship management.

Constituting best practice in management consulting

This paper offers critical reflections on the construction and propagation of ‘best practice’: a concept which has become increasingly important in the business world and in civic life more generally. Focusing upon the activities of the Management Consultancies Association (MCA) we offer an analysis of the awards process instituted to applaud ‘best practice’ in the arena of consulting. Departing from existing academic representations of the advice industry which generally exclude this trade body from the analytical frame we consider the role which the MCA performs in the field of consulting. Situating the MCA’s attempt to constitute best practice within the work of Bruno Latour we argue that this construct depends upon the mobilization of an extended network of allies, advocates and spectators whose interactions have been written-out of academic analysis. The paper concludes by proposing the need for further research designed to explore, both, the heterogeneity and the porosity of the networks that construct, convey and applaud key knowledge products such as ‘best practice’