Industrial strategy for the clothing sector

2016

1 Data Science Lab (Ghent University iMinds), Sint-Pietersnieuwstraat 41, B-9000 Ghent (BE) {firstname.lastname}@ugent.be, 2 German Institutes for Textile and Fiber Research Denkendorf, Koerschtalstrasse 26, 73770 Denkendorf (GE) [email protected] 3 Oxford Brookes University (UK) [email protected] 4 Istituto Superiore Mario Boella, Via P. Boggio 61 10138 Torino (IT) [email protected] 5 City of Prato, Piazza del Comune, 2 59100 Prato (IT) [email protected]

Long Range Planning, 1989

This article analyses the competitive position of the Northern Ireland clothing industry using Michael Porter's methodology. Interviews were held with 77 out of the total 10 1 companies in the region. The objectives of the study were (7) to check the validity of Porteis theories in a sector of European industry, (2) to provide the industry and government with guidelines on how competitiveness might be improved and (3) to develop a generalmethod for analysing competitiveness which could be used in other industrial sectors.

Environment and Planning A, 2006

2009

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2004

The word "industry" conjures up images of large rooms filled with machinery, handling equipment and operators. The "apparel industry" is regarded as the engine for producing the garments that are eventually displayed in the High Street for us to purchase.

Strategy implementation in the garment industry requires a special kind of expertise. Formulating a strategy requires an entrepreneurial focus and emphasizes the ability to conceptualize, analyze and weigh, whereas applying strategy has a primarily managing focus. All fashion companies must, regardless of their current situation, develop a long-term strategy. There is not a single strategy that would be optimal for all companies, because each of them must determine a strategy in accordance with its objectives, capabilities, resources and market position. Strategic management in the garment industry illustrates advances in business strategy in the garment industry for current and future managers, students of textile technology and engineers.

The competitiveness scenario in the textile and clothing is always changing with the entrance of new players and changes in the rules of trade. This can be observed by looking at the developments that took place around the world in the last decade. This study finds how things are changing in this chain and how players are positioning themselves in this new competitive scenario. One such player of the chain is focused for study and its strategic position was analyzed and directions for improving competitiveness were identified. The focus is taken to more depth by considering the tactical issues for the competitive options already identified.

Entrepreneurship, Social Capital and Governance

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