[雙語翻譯]服裝零售外文翻譯--新經(jīng)濟下的服裝零售--中小企業(yè)案例（英文）

1、Fashion retailing in the new economy: the case of SMEsLisa Donnell, Karise Hutchinson and Andrea Reid Department of Business Retail and Financial Services, University of Ulster, Coleraine, UKAbstractPurpose – The purpose

2、 of this paper is to identify how small to medium-sized enterprise (SME) fashion retailers can achieve a true understanding of customer trends to close the needs to offer gap in a highly dynamic sector.Design/methodology

3、/approach – A single case study approach is adopted in light of the limited research in this area. Data collection involved a multi-stage and multi-methods approach over a six month period to increase the validity of fin

4、dings and the triangulation of data.Findings – The findings of this paper highlight, first, the need for formal CRM intervention; and, second, the issues involved in the implementation of a loyalty program.Originality/va

5、lue – In the absence of specific knowledge in this area, a framework is developed to advance both theoretical and practical understanding of how SME fashion retailers can build and manage close customer relationships in

6、the new economy.Keywords Customer relationship marketing, Fashion, Retailing, Small to medium-sized enterprises, Single case study, Customer relationsPaper type Research paper1. Introduction It is widely accepted in the

7、literature that the key to retailing is to understand one’s customers (Grewal et al., 2009). In a time of unprecedented retail change and turbulence were customers are constantly adapting their consumption behaviour (San

8、ds and Ferraro, 2010), understanding customer needs and wants has become a matter of survival for fashion retailers of all sizes. While in theory fashion retailers can apply a variety of marketing tactics to build close

9、customer relationships (e.g. multichannel integration, social media interaction, and loyalty programs), limited is known about the relevance and application of such strategies for small to medium-sized enterprises (SMEs)

10、. The focus of investigation in this paper is customer relationship marketing (CRM) intervention for SME fashion retailers operating in the “New Economy” (Spellman, 2011). This research agenda reflects the significant co

11、ntribution of the fashion sector to the UK economy and the priority of customer relationships in the day-to-day operations of SMEs which typically involve a fight for survival (Ashworth et al., 2006). While the challenge

12、s of fashion buying and merchandising are generic, implementation ultimately depends on the organisational context of the firm (Bruce and Hines, 2006) and in the case of this paper, the SME fashion retailer. While limite

13、d resources inevitably restrict the scope of marketing practice in small firms (O’Dwyer et al., 2009), there is now increasing evidence of proactive and formalised CRM implementation in SMEs (Alshawi et al., 2011) This p

14、aper argues that the idiosyncrasies of SMEs do not make smaller fashion retailers exempt fromThe current issue and full text archive of this journal is available atwww.emeraldinsight.com/0959-0552.htmIJRDM 40,12906Receiv

15、ed October 2011 Accepted June 2012International Journal of Retail & Distribution Management Vol. 40 No. 12, 2012 pp. 906-919 q Emerald Group Publishing Limited 0959-0552 DOI 10.1108/09590551211274919In view of the fo

16、cus of this paper on the SME fashion enterprise, most notable in 2011 is the outperformance of multiple chains and larger retailers in comparison to smaller independent retailers (Retail Week, 2011). Indeed, intensified

17、competition as a result of consumer power in the marketplace has lead to the closure of a significant number of smaller independent fashion retailers unable to cope with difficult economic trading conditions. While diffi

18、culties and challenges seem to mark this New Economy, there are also opportunities for growth, unsatisfied customer demand and potential sources of competitive advantage (Spellman, 2011). This paper argues that such oppo

19、rtunities are available to large and small fashion retailers alike. Given that change is no longer an option but prerequisite for survival, very little is understood about how SME fashion retailers can implement strategi

20、es in response to changing consumer demands, and in particular, how they can leverage more limited resources to close the customer needs to offer gap.3. Review of the literature 3.1 Customer relationship marketing in ret

21、ailing Retailers have traditionally been transaction orientated rather than relationship orientated (Mulhern, 1997). But, in recent times, it is evident that current retail strategy has moved towards a relational perspec

22、tive with customers rather than products as the central focus (Sheth et al., 2000). The closeness of the retail industry to consumers intuitively suggests that the nearer the retailer can get to the customer the better t

23、hey will be able to provide the service the customer seeks (Kent and Omar, 2003). It is therefore argued that if retailers can combine knowledge of their customers with the knowledge of their supplier offerings and compe

24、titors, they will be able to develop unique merchandise combinations in the market (Griffith et al., 2006). Building upon the stages of relationship development by Levitt (1983), Kent and Omar (2003) identify five factor

25、s of RM success most important in retail management: commitment, trust, customer orientation/empathy, experience/satisfaction, and communication. These variables are explained in Table I. As presented in Table I, it is o

26、bvious that retailers can apply a variety of tactics aimed at demonstrating their dedication to customer retention (Odekerken-Schroder et al., 2003). For retailers, applications of customer focused relationship marketing

27、 have been facilitated by developments in direct and database marketing, evidenced by the widespread use of store loyalty cards, e.g. Sainsbury’s Nectar Card, Tesco’s Club Card, Debenhams Beauty Club Card, Superdrug Beau

28、ty Card and Ikea family card. From a retailer’s perspective, the loyalty card is the prime interface between the retailer’s database and the customer (Noordhoff et al., 2004). It allows retailers to form close relationsh

29、ips by measuring customer purchases and attitudes (Sopanen, 1996), and uses customer retention, as opposed to market share, as a measure of success (Conway and Swift, 2000). It is the enhancement of customer knowledge an

30、d customer loyalty, which are the key benefits of loyalty programs for retailers (Leenheer and Bijmolt, 2008). Most evident in the grocery retail sector, the thirst for customer knowledge has not only allowed such firms

31、to develop relationships with customers, but to actually shape consumer purchase behaviour (Mauri, 2003). Such activity is less prevalent in the fashion retail sector, which is characterised by social media types of inte