This paper aims to consider the adaptability of the traditional growth strategies of couture/fashion houses in the context of non‐fashion sectors.
By means of a case study approach based upon David Linley & Co. Ltd, a furniture design company, it explores the relevance of implementing a strategy based upon product extension as a means to market development and internationalisation.
The research demonstrates the distinct and conscious similarities between the strategy adopted by the company and that of the fashion houses as delineated in the literature. The paper concludes that there is value in pan‐sector consideration in respect of strategic planning, particularly when there are acknowledged similarities in the relative positioning of the companies within their markets.
Provides information on the strategic thinking of one company – based on the probable experiences and expectations of customers – which may have wider applicability in other areas of the fahion industry.
Doyle, S.A. and Reid, J. (2005), "A dedicated follower of fashion: the expansion strategy of David Linley & Co. Ltd", International Journal of Retail & Distribution Management, Vol. 33 No. 4, pp. 249-255. https://doi.org/10.1108/09590550510593185
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