Demo
Monika Malinowska-Olszowy
Technical University of Łódź Faculty of Textile Engineering and Marketing Institute of World Economy and Textile Marketing ul. Żeromskiego 116, 90-543 Łódź, Poland
Brand Strategy in the Clothing and Textile Market
Abstract In today’s market economy, which is characterised by a very changeable environment and strong, intense competition caused mainly by enlarging globalisation, it is becoming more and more difficult for an enterprise to maintain long-term success. Using techniques such as simply maintaining low costs or innovative solutions are losing their importance. That is why the significance and meaning of brands have been growing recently. The brand is a strategic resource of every firm. Possessing a brand, and knowing how to keep it and manage it well, are becoming keys to reaching success in the market, a source of competitive advantage. The aim of this paper is to show that a properly used brand strategy is the enterprise’s most valuable asset, and should be the top priority in the company’s work. Undertaking actions aimed at building a brand or at strengthening an already existing one are especially necessary in the clothing industry, which is characterised by great competition, and where threats connected with product smuggling and unauthorised copying of trade marks exist. Key words: brand, brand strategy, marketing instruments, clothing and textile industry.
GENERAL PROBLEMS IN THE FIBRE AND TEXTILE INDUSTRIES
strong and distinct image is created in the customers’ mind [2]. By translating a business strategy into a brand strategy, the firms become more visible on the market and more understandable for their environment; furthermore, the messages included in the advertisements reach the potential customers more efficiently. Positive features have to be spotlighted and combined with culture and target groups according to the strategy already developed. This increases customer loyalty to a given product. It is
Technical University of Łódź Faculty of Textile Engineering and Marketing Institute of World Economy and Textile Marketing ul. Żeromskiego 116, 90-543 Łódź, Poland
Brand Strategy in the Clothing and Textile Market
Abstract In today’s market economy, which is characterised by a very changeable environment and strong, intense competition caused mainly by enlarging globalisation, it is becoming more and more difficult for an enterprise to maintain long-term success. Using techniques such as simply maintaining low costs or innovative solutions are losing their importance. That is why the significance and meaning of brands have been growing recently. The brand is a strategic resource of every firm. Possessing a brand, and knowing how to keep it and manage it well, are becoming keys to reaching success in the market, a source of competitive advantage. The aim of this paper is to show that a properly used brand strategy is the enterprise’s most valuable asset, and should be the top priority in the company’s work. Undertaking actions aimed at building a brand or at strengthening an already existing one are especially necessary in the clothing industry, which is characterised by great competition, and where threats connected with product smuggling and unauthorised copying of trade marks exist. Key words: brand, brand strategy, marketing instruments, clothing and textile industry.
GENERAL PROBLEMS IN THE FIBRE AND TEXTILE INDUSTRIES
strong and distinct image is created in the customers’ mind [2]. By translating a business strategy into a brand strategy, the firms become more visible on the market and more understandable for their environment; furthermore, the messages included in the advertisements reach the potential customers more efficiently. Positive features have to be spotlighted and combined with culture and target groups according to the strategy already developed. This increases customer loyalty to a given product. It is
References: 1. ‘Branding - Optymalizacja strategii marki w kontekście celów przedsiębiorstwa’, www.cobra.pl 2. Budzanowska M., Marketing w praktyce, p. 10. 3. J.B., ‘Pokazać się w unikatowy sposób’, Rzeczpospolita, 03.06.1998, p. 48. 4. Aaker D.A., ‘Managing Brand Equity - Capitalizing on the Value of a Brand name, The Free Press, New York, 1991. 5. Urbanek G., ‘Zarządzanie markami’, PWE, Warsaw 2002, p. 86. 6. Kaczmarczyk S., ‘Badania Marketingowe’, PWE, Warsaw 1995, p. 19. 7. Kwiatkowski P., Marketing w praktyce, No 8, 2002, p. 8. 8. ‘Marka miernikiem sukcesu rynkowego lub porażki’, www.cobra.pl 9. ‘Firmy zorientowane na markę’, www.cobra.pl 10. Dostosowanie ochrony własności przemysłowej do systemu wspólnot, www.mos.gov.pl 11. Kall J., ‘Silna marka. Istota i kierowanie’, PWE, Warsaw 2001, p. 57. 12. Sobocińska M, ‘Product placement of brand image creation’ (in Polish), Economic Academy, Wrocław, April, 2002. 13. Kall J., ‘Silna marka. Istota i kreowanie’, PWE, Warsaw 2001, pp. 196-202. 14. Kall J., Marketing w praktyce, No 7, 2002, p. 7. 15. Urbanek G., ‘Zarządzanie markami’, PWE, Warsaw 2002, p. 96. 16. J. Filipek, ‘Building image and identity of the company and brand’ (in Polish), Module XV for Marketing Study. 17. Urbanek G., Marketing i Rynek, No 10/ 2002, p. 18. 18. Kwaśniewski A., ‘To won a success’ (in Polish), Gospodarka pod własną banderą, Instytute of Polish Brand, Warsaw, 2000, p. 14. 19. Source: Report by BDM PKO BP S.A. for the firm LPP S.A., 16.10.2002. 20. ‘Marka Americanos’, www.cobra.pl 21. Kamyk T., Marketing Serwis, September 2002, p. 56. 22. Murdoch A., ‘Zdolność konkurencyjna polskich marek w Unii Europejskiej’, www.cobra.pl 23. Kall J., Moda Forum, No 2, 2004, p. 40. 24. Polska - UE EU Review, May 2003. 25. Waśkowski Z., ‘Difficulties with brand managing’ (in Polish), www.swiatmarketingu.pl Received 07.06.2004 Reviewed 19.07.2004 n Summary Enterprises can use various marketing instruments in their actions. Obviously, managing a brand needs much talent and skill, but most of all some experience. In order to fully exploit the opportunities given by the brand strategy, it needs constant work on the brand, investment in its development and expansion of its capital. Of course, this is time-consuming and demands many financial investments, but what the company gets back in return is the loyalty of the clients, and all the efforts and investments pay off. There- 12 FIBRES & TEXTILES in Eastern Europe January / March 2005, Vol. 13, No. 1 (49)