Market‐facing strategic alliances in the fashion sector

Abstract

PurposeThe purpose of this paper is to investigate market‐facing fashion industry strategic alliances in the fashion industry by studying a specific case in context of the existing literature. It has three key objectives: to explore the motives causing strategic alliance formation in the fashion industry; to understand the processes involved in the creation and management of such an alliance, and to identify factors defining the success of the alliance.Design/methodology/approachCase study methodology was employed studying an instance of market‐facing strategic alliance in the fashion sector.FindingsIt was found that while issues generic within the literature may be discerned in instances of strategic alliance in the fashion industry, industry‐specific factors, especially competence in marketing, branding and retailing, impact on the motives for alliance, partner selection and alliance implementation and alliance.Research limitations/implicationsThe usual limitations of any case study apply.Practical implicationsThe paper provides an account of the motives for processes affecting and outcomes of strategic alliance in the fashion industry and promoting student, academic and practitioner understanding of the topic. The paper also provides a model for the management of such an alliance.Originality/valueThe paper offers insights into a contemporary phenomenon of interest to both practitioners and academics and provides detail on the motives and processes contingent to the successful management of strategic alliances within the fashion sector.