Fashion →
- 25 Apr 2023
- Op-Ed
How SHEIN and Temu Conquered Fast Fashion—and Forged a New Business Model
The platforms SHEIN and Temu match consumer demand and factory output, bringing Chinese production to the rest of the world. The companies have remade fast fashion, but their pioneering approach has the potential to go far beyond retail, says John Deighton.
- 04 Apr 2023
- Book
Two Centuries of Business Leaders Who Took a Stand on Social Issues
Executives going back to George Cadbury and J. N. Tata have been trying to improve life for their workers and communities, according to the book Deeply Responsible Business: A Global History of Values-Driven Leadership by Geoffrey Jones. He highlights three practices that deeply responsible companies share.
- 26 Jul 2022
- Cold Call Podcast
Can Bombas Reach New Customers while Maintaining Its Social Mission?
Bombas was started in 2013 with a dual mission: to deliver quality socks and donate much-needed footwear to people living in shelters. By 2021, it had become one of America’s most visible buy-one-give-one companies, with over $250 million in annual revenue and 50 million pairs of socks donated. Later, as Bombas expanded into underwear, t-shirts, and slippers, the company struggled to determine what pace of growth would best allow it to reach new customers while maintaining its social mission. Harvard Business School assistant professor Elizabeth Keenan discusses the case, "Bee-ing Better at Bombas."
- 24 May 2021
- Op-Ed
Can Fabric Waste Become Fashion’s Resource?
COVID-19 worsened the textile waste crisis. Now it's time for the fashion industry to address this spiraling problem, say Geoffrey Jones and Shelly Xu. Open for comment; 0 Comments.
- 18 May 2020
- Working Paper Summaries
No Line Left Behind: Assortative Matching Inside the Firm
This paper studies how buyer relationships influence suppliers' internal organization of labor. The results emphasize that suppliers to the global market, when they are beholden to a small set of powerful buyers, may be driven to allocate managerial skill to service these relationships, even at the expense of productivity.
- 08 Apr 2019
- Sharpening Your Skills
The Life of Luxury and How to Sell It
Luxury is its own market, but who shops there? Who sells there? What's the best strategy? Researchers at Harvard Business School examine consumerism at the top of the curve. Open for comment; 0 Comments.
- 02 Apr 2019
- Working Paper Summaries
Managerial Quality and Productivity Dynamics
Which managerial skills, traits, and practices matter most for productivity? This study of a large garment firm in India analyzes the integration of features of managerial quality into a production process characterized by learning by doing.
- 08 Nov 2018
- Cold Call Podcast
Could Big Data Replace the Creative Director at the Gap?
Is it time to throw out the creative director and rely on big data to predict what consumers want to wear next? Assistant Professor Ayelet Israeli discusses how Gap CEO Art Peck considers a bold idea to boost sales. Open for comment; 0 Comments.
- 21 May 2018
- HBS Case
How Would You Price One of the World's Great Watches?
For companies with lots of innovation stuffed in their products, getting the price right is a crucial decision. Stefan Thomke discusses how watchmaker A. Lange & Söhne puts a price on its 173-year-old craftsmanship. Open for comment; 0 Comments.
- 24 Aug 2017
- Cold Call Podcast
Does Le Pliage Help or Hurt the Longchamp Luxury Brand?
Longchamp's iconic but affordable Le Pliage bag is a conundrum for the company, explains Jill Avery in this podcast. Does an affordable luxury product work against the top-tier brand? Open for comment; 0 Comments.
- 13 Mar 2017
- Research & Ideas
Hiding Products From Customers May Ultimately Boost Sales
Is it smart for retailers to display their wares to customers a few at a time or all at once? The answer depends largely on the product category, according to research by Kris Johnson Ferreira and Joel Goh. Open for comment; 0 Comments.
- 06 Jan 2016
- What Do You Think?
Why Do Leaders Get Their Timing Wrong?
SUMMING UP: Is good management timing primarily a function of strategy or culture? James Heskett's readers add their opinions. What do YOU think? Open for comment; 0 Comments.
- 21 Nov 2015
- HBS Case
HBS Cases: Stella McCartney Combines High Fashion with Environmental Values
Fashion designer Stella McCartney is the subject of a recent case study by Anat Keinan showing that luxury and sustainability need not be mutually exclusive. Open for comment; 0 Comments.
- 02 Sep 2015
- What Do You Think?
What's Wrong With Amazon’s Low-Retention HR Strategy?
SUMMING UP Does Amazon's "only the strongest survive" employee-retention policy make for a better company or improved customer relationships? Jim Heskett's readers chime in. Open for comment; 0 Comments.
- 20 Jul 2015
- Research & Ideas
Globalization Hasn’t Killed the Manufacturing Cluster
In today's global markets, companies have many choices to procure what they need to develop, build, and sell product. So who needs a manufacturing cluster, such as Detroit? Research by Gary Pisano and Giulio Buciuni shows that in some industries, location still matters. Open for comment; 0 Comments.
- 29 Sep 2014
- Research & Ideas
Why Do Outlet Stores Exist?
Created in the 1930s, outlet stores allowed retailers to dispose of unpopular items at fire-sale prices. Today, outlets seem outmoded and unnecessary—stores have bargain racks, after all. Donald K. Ngwe explains why outlets still exist. Open for comment; 0 Comments.
- 09 Jun 2014
- Research & Ideas
The Manager in Red Sneakers
Wearing the corporate uniform may not be the best way to dress for success. Research by Silvia Bellezza, Francesca Gino, and Anat Keinan shows there may be prestige advantages when you stand out rather than fit in. Closed for comment; 0 Comments.
- 06 Jan 2014
- Working Paper Summaries
Mechanisms of Technology Re-Emergence and Identity Change in a Mature Field: Swiss Watchmaking, 1970-2008
According to most theories of technological change, old technologies tend to disappear when newer ones arrive. As this paper argues, however, market demand for old technologies may wane only to emerge again at a later point in time, as seems to be the case for products like Swiss watches, fountain pens, streetcars, independent bookstores, and vinyl records, which have all begun to claim significant market interest again. Looking specifically at watchmaking, the author examines dynamics of technology re-emergence and the mechanisms whereby this re-emergence occurs in mature industries and fields. Swiss watchmakers had dominated their industry and the mechanical watch movement for nearly two centuries, but their reign ended abruptly in the mid-1970s at the onset of the "Quartz Revolution" (also known as the "Quartz Crisis"). By 1983, two-thirds of all watch industry jobs in Switzerland were gone. More recently, however, as the field has moved toward a focus on luxury, a "re-coupling" of product, organizational, and community identity has allowed master craftsmen to continue building their works of art. The study makes three main contributions: 1) It highlights the importance of studying technology-in-practice as a lens on viewing organizational and institutional change. 2) It extends the theorization of identity to products, organizations, and communities and embeds these within cycles of technology change. 3) It suggests the importance of understanding field-level change as tentative and time-bound: This perspective may allow deeper insights into the mechanisms that propel emergence, and even re-emergence, of seemingly "dead" technologies and industries. (Read an interview with Ryan Raffaelli about his research.) Key concepts include: The value of some products may go beyond pure functionality to embrace non-functional aspects that can influence consumer buying behaviors. Introducing a new technology is not always the only way to get ahead of the curve when older technologies or industries appear to be reaching the end of their life. Industries that successfully re-emerge are able to redefine their competitive set - the group of organizations upon which they want to compete and the value proposition that they send to the consumer. There is significant interplay among community, organization, and product identities. Swiss watches—as well as fountain pens, streetcars, independent bookstores and vinyl records—are all examples of technologies once considered dead that have rematerialized to claim significant market interest. For Swiss watchmakers, "who we are" (as a community) and "what we do" (as watch producers) were mutually constitutive and may have been a potent force in the processes that sought re-coupling in the face of the de-coupling precipitated by technological change. Although new or discontinuous technologies tend to displace older ones, legacy technologies can re-emerge, coexist with, and even come to dominate newer technologies. Core to this process is the creation—and recreation—of product, organization, and community identities that resonate with the re-emergence of markets for legacy technologies. Substantial economic change may not be contained only within organizational or industry boundaries, but also extend outward to include broader forces related to field-level change. Closed for comment; 0 Comments.
- 06 Jun 2013
- Op-Ed
How to Do Away with the Dangers of Outsourcing
The collapse of the Rana Plaza garment factory in Bangladesh should be a warning to companies that embrace outsourcing, says Professor Ranjay Gulati. Closed for comment; 0 Comments.
Tommy Hilfiger’s Adaptive Clothing Line: Making Fashion Inclusive
In 2017, Tommy Hilfiger launched its adaptive fashion line to provide fashion apparel that aims to make dressing easier. By 2020, it was still a relatively unknown line in the U.S. and the Tommy Hilfiger team was continuing to learn more about how to serve these new customers. Should the team make adaptive clothing available beyond the U.S., or is a global expansion premature? Assistant Professor Elizabeth Keenan discusses the opportunities and challenges that accompanied the introduction of a new product line that effectively serves an entirely new customer while simultaneously starting a movement to provide fashion for all in the case, “Tommy Hilfiger Adaptive: Fashion for All.”