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This paper outlines recent research which demonstrates that the re‐naming of display as visual merchandising has led to centralisation and professionalism of the function. Centralisation of visual merchandising has given the function a strategic profile which has to date been neglected within the literature. The move towards centralisation and therefore increased professionalisation and sophistication of the creative process is discussed and includes the following benefits outlined by the respondents: (1) communicating a cohesive brand image; (2) differentiating the offer from the competition; (3) integrating promotional effort across the brand; (4) increasing availability of technology to facilitate the process. The paper concludes with future research avenues and recommendations.

The paper aims to establish how fast fashion is translated and communicated in the retail store environment.

An interpretive paradigm and inductive methodology made use of participant observation and key informant interviews.

Whilst efficiencies in the supply chain have facilitated fast fashion's success, centralised control structures have meant that these efficiencies and flexibilities have not been translated into the retail store environment. Marketing communications activity is evident in relation to aspects of fast fashion, for example, through the use of “hero pieces” as identified in this research, however, availability and retail presence must support the fast fashion proposition.

The paper has a UK focus where fast fashion is well established, therefore generalisations relating to other fashion markets may not be appropriate.

Retailers may have interest in the findings to gain competitive advantage in fast fashion.

Academic research on fast fashion research is still in its infancy, however this paper provides some unique insights into the phenomenon which may add to the nascent literature.

Fashion marketing communications in the UK domestic arena has for the most part relied upon a combination of public relations, press office activity and a widespread presence, or distribution strategy. However, as the UK becomes saturated and government legislation precludes the further development of out‐of‐town shopping centres the fashion retail brands have looked towards continental Europe for expansion opportunities. Paris is often the first stop in the internationalisation process eastwards nevertheless despite its close proximity geographically the creation of brand awareness among French consumers is not an easy task.

Jaeger is a household name in the UK, and increasingly internationally. This case study details Jaeger's history, highlights the importance of appointing a brand manager, and examines past mistakes and present policies.

Details how the Lewis family took Lewis Separates (formed in 1954), repositioned it as the fashion store, Chelsea Girl, to meet the demands of a fashion‐conscious, more affluent, younger society in the 1960s and 1970s; and have repositioned it again since 1988 by replacing Chelsea Girl with River Island and thereby attracted a wide market incorporating A to E socio‐economic groups and an age range of 16‐64 (there are plans to introduce lines for the 9‐14 age market). River Island′s success lies in providing value for money with good quality merchandise; using branding (including designer labels) effectively; supplying accessories; and striking store designs which are Victorian period, but each store is unique. The success of such a transformation is unprecedented and it would appear that River Island will be able to withstand the effects of the present recession.

The phenomenon of fast fashion is under‐researched academically, yet has received attention in most of the fashion and business press. Therefore, as it would seem timely, this article aims to present the findings of some exploratory research.

The concept of agile supply chains or supply chain theory is explored with reference to fast fashion requirements. The research was carried out using in‐depth interviews of key informants in the fashion industry.

The major findings of this exploratory research demonstrate a developmental process occurring in supply chain management when fast fashion comes into the equation. This research provides additional complexity on the existing model of supply chain management for the fashion industry.

This paper presents a research agenda for future exploration. There are implications for theoretical perspectives of supply chain management as well as retail operations.

This paper offers insights into the impact of fast fashion on the supply chain and the links in the process which deserve further research attention.