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Explores the development and operations of Benetton, an Italian‐based fashion designer and manufacturer. In order to maintain its fast response time – a necessity to stay a leader in the highly transient world of international fashion – Benetton has developed unique relationships and operational processes, and employs state‐of‐the‐art technology. It still manages, however, to keep logistics costs contained.

The purpose of this paper is to extend the literature on market-driven and market-driving management and analyzes the Benetton’s market orientation change from a market-driving to a market-driven orientation. Additionally, this study uses longitudinal data to measure the degree of success of the market-driven orientation.

The study is based on a qualitative case study method and it discusses how Benetton has moved from a market-driving to a market-driven orientation.

The paper analyzes the principal transformations the Benetton Group has gone through to implement a market-driven orientation, including the delocalization of the manufacturing and of trusted suppliers; the downstream integration process; the adoption of a flexible, efficient and responsive logistics; the implementation of a modern information systems infrastructure. Revenues data show that the company has benefited of the new orientation, but only in the short-run. Moreover, the early adoption of the market-driven orientation by competing firms (e.g. Zara) and the economic environment seem to play an influence on the performance of market-driven companies.

The single case study approach may limit the generalizability of the findings. However, this case study is unique and of high importance for managers in different industries.

Although some studies have discussed the benefits of market-driven and market-driving orientations, no study has analysed how companies move from a market-driving to a market-driven orientation. Additionally, existing studies have proved market orientation’s influence on business performance using static measures. This study uses longitudinal data to show the effect of market-driven orientation on a company’s long-term competitive advantage.

To trace the development of the Benetton Group and describe the causes and consequences of the clothing retailer’s transition from a market-driving to a market-driven strategy.

Presents a history of the company from its beginnings in the 1960s, listing the innovations it adopted to support rapid expansion. Describes the emergence of “fast fashion” retailers such as Zara during the 1990s and explains how and why Benetton subsequently changed its strategy.

It all started with a yellow jumper. Back in the 1960s, Italian men typically wore dark-colored sweaters under a jacket. So when his friends asked if they could have a brightly colored jumper like the one his sister made for his son, Gilberto Benetton realized that they had a different value proposition from traditional companies – and the start of a business. Soon Benetton had a company producing sweaters for local independent retailers in Italy. Plans for expansion brought further innovations that were new to the clothing market of the time.

Draws attention to the value of first-mover advantage and the need to align competitive strategy with current market conditions.

Highlights the value of Benetton’s emphasis on developing long-term relationships based on trust with suppliers and retailers.

Questions the value of a market-driving strategy as the basis for sustaining long-term financial performance.

Gives a resume of the Benetton operation, describing how 80 per cent of Benetton retailing is franchised with the majority taking place outside Italy. Studies, in depth, the experience of one franchisee in Burnley, Lancashire, by financial analysis and a survey of customers purchasing in the store. Results show that the Benetton message is getting across to consumers; brand is associated with colour, style and fashion for which premium prices are deemed acceptable. However, while the franchiser continues to retain tight control over product range, the sales period provides the only opportunity for the franchisee to improve stock and cash control and, ultimately, to survive.

In this study, violent advertising is discussed. An empirical study, using picture analysis, is carried out. The intent of the advertisers’ message is compared with the interpretation of a male and a female consumer group. It is concluded that the consumers’ interpretations not are the ones that the advertisers had intended. The violence was interpreted in a much more negative way than expected. It is also concluded that there are differences in interpretations between men and women.

The purpose of this study is to analyze two global brands (i.e. Benetton and Tommy Hilfiger) and one Indian brand (i.e. Wills Lifestyle) in terms of general brand impression, brand specific associations and brand commitment. In addition, the study investigates how the regional differences in India and Indian consumers' affinity towards global brands influence the consumer-brand relationships.

The research framework has been developed based on consumer-brand relationship theory. The consumer–brand relationship is an important indicator of the success of brands, especially when brands attempt to expand to other markets (Roper and Parker, 2006; Bastos and Levy, 2012). Three brand types were chosen for this study. The choice of the US global brand is Tommy Hilfiger, the European global brand is United Colors of Benetton, and the Indian domestic brand is Wills Lifestyle. The study utilized a repeated measure (split-plot) design involving more than two independent groups. A split-plot analysis of variance analyses a design in which a repeated measure (i.e. within subjects) factor is crossed with a between-subjects (i.e. treatment variable) factor.

The results confirm the importance of global brands over local brands in the Indian apparel consumer market. This study also examined how Indian consumers' affinity for global brands influences their evaluation of the global brands and the local Indian brands.

The study expands the literature on Indian consumer brand preferences through the investigation of three brands. The theoretical background of the study is the consumer-brand relationship theory that explains the importance of consumer–brand relationship when brands attempt to expand to other markets.

Benetton, the clothing multinational, sees information technology as crucial to its operations and constantly seeks new ways to capitalise on the competitive power of properly used technology‐based business systems. The group's information systems strategy, network development and commitment to EDI are described.

The seven Ps of service management include some nontraditional ingredients to help formulate marketing strategy. Two examples illustrate how competitive advantage can be won or lost based on applying or ignoring the seven Ps.

The world’s best retailers – Ahold, Benetton, Carrefour, Home Depot, IKEA and Wal‐Mart – reflect several common characteristics: inspirational leadership, a motivational organisational culture, innovativeness, adaptability and consumer and community relevant behaviours.

This paper seeks to identify the related factors of strategic thinking and their assessment (determining the gap between “importance of the factors”, and “present situation of the factors”) in Benetton Co. branches located in Iran.

The paper briefly reviews the literature related to strategic planning, and especially strategic thinking. Through the review of literature, some factors will be identified, and then presents statistical evidence to show their relevance and situation (the gap between present situation and optimum situation) in Benetton Co. branches located to Iran.

The findings of the research indicate that there are 12 relevant factors of strategic thinking; and difference between “importance of the factors”, and the present situation of all 12 factors in Benetton, are meaningful.

More research needs to be conducted about the factors related to strategic thinking. Due to the fact that the research is limited to a specific company, the findings cannot be generalized. Also, it seems that relying on questionnaire can cause some limitations to the findings.

Although strategic planning and thinking are distinct, they are interrelated and complementary in terms of thought processes. If they sustain and support each other, effective strategic planning can be formulated and implemented.

The paper provides insights to different dimensions of strategic thinking and the amount of their presence in an international company working in a developing country; and the way it enhances the capacity of the company for implementation of strategic planning.