Otherwise It Is Just Commerce: Understanding Fashion - - PowerPoint PPT Presentation

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Otherwise It Is Just Commerce: Understanding Fashion - - PowerPoint PPT Presentation

Otherwise It Is Just Commerce: Understanding Fashion Entrepreneurship Neri Karra, London College of Fashion Nelson Phillips, Imperial College London Overview 1. Fashion Entrepreneurship and Entrepreneurial Capabilities 2. Methodology


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“Otherwise It Is Just Commerce”: Understanding Fashion Entrepreneurship

Neri Karra, London College of Fashion Nelson Phillips, Imperial College London

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Overview

  • 1. Fashion Entrepreneurship and

Entrepreneurial Capabilities

  • 2. Methodology
  • 3. The Complex Capabilities Underlying

Fashion Entrepreneurship

  • 4. Conclusions
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Fashion is about style… “I don’t design clothes, I design dreams.”

  • Ralph Lauren
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Basso & Brooke

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Fashion is about change… “In order to be irreplaceable, one must always be different.” - Coco Chanel

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Basso & Brooke

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Fashion Entrepreneurship

  • Organized around a designer
  • Focus is on the production of high design

clothing and accessories

  • Communicated through fashion shows in

various fashion capitals

  • And a system of fashion magazines, TV

shows, and a dedicated TV channel

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UK Fashion Industry

  • Estimated at over £600 million in 2003
  • Grew to over £800 million by 2006
  • But failure rate is very high among

entrepreneurs

  • Extensive fashion design training in the UK

(more than 40 programmes)

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Theoretical Foundation

Entrepreneurial firms are often built around the founding entrepreneur who identifies the

  • pportunity and moves to exploit it commercially.

Often it is the founder (or founding team) who possesses much of the technical and managerial knowledge that make-up the tangible and intangible assets of the firm. In sum, an entrepreneur’s expanding knowledge base and absorptive capacity becomes an entrepreneurial firm’s competitive advantage” (Alvarez and Busenitz 2001, p.766).

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Concept of Entrepreneurial Capabilities “the ability to identify a new opportunity and develop the resource base needed to pursue the opportunity” (Arthurs & Busenitz 2006: 199)

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Research Question

  • What are the unique entrepreneurial

capabilities that are required for successful fashion entrepreneurship?

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Method

  • Ongoing NESTA Funded Project
  • Interviews with 35 Designers, 6 Manufacturers, 6

Retailers, and 6 Investors in London

  • Parallel studies in Manchester and Scotland
  • Focus on understanding key relationships
  • Archival data
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Data Analysis

  • First level coding
  • Second level coding to produce theoretical

constructs from first level codes

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Fashion Entrepreneurship

  • Fashion entrepreneurship is about

combining design, business, and manufacturing knowledge

  • Some things can be outsourced or bought

in…but some things are critical for the fashion entrepreneur or the management team

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Fashion Entrepreneurship

  • Capability 1: Ability to develop a new

symbolic language - a style - that is experienced as distinctive, consistent, and new.

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“they need this kind of young energy that the designers can produce, like new ideas all the time, just like that. The industry really needs it to be inspired otherwise it is just commerce.” Jens Laugesen (Designer)

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Fashion Entrepreneurship

  • Capability 2: Ability to manage the process
  • f communication on which fashion

depends.

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Basso & Brooke Afterparty

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Basso & Brooke Celebrity Sighting

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Fashion Entrepreneurship

  • Capability 3: Ability to understand and

manage strategic, marketing, and branding issues for the fledgling firm.

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When asked about protecting IP…. “I think we just thought it was an unnecessary expense at the beginning and then you just never get around to it. I don’t actually think (pause) I think it is something that seems mad and everyone would probably be encouraged to do when they start…” - Peter Jensen

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Conclusions

  • Capability 1 is common in London and is

the foundation of fashion entrepreneurship

  • Must have capability 2 and it is rare
  • Capability 3 or at least have enough to

realize that a partner is necessary and to work effectively with him/her

  • Capability 4 can be “outsourced”
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Conclusions

  • No particular capabilities relating to

relationships with retailers

  • Investors can play a key role in providing

management knowledge and skills and business discipline but are often family and friends

  • Share many characteristics with scientific

entrepreneurs