The industrialization of high fashion redesigns the structure of the fashion industry, both on the demand side is competitive and offer the flexibility becomes the critical success factor for companies operating in this business system. Hence the need to reconcile two aspects are closely interrelated: the creative and the managerial-emotional-rational. In this context that this paper which examines whether and how the creative process-management helps to improve the flexibility of the aims to achieve competitive performance. To serve as empirical support for this research was the reticular system of the Ittierre group operating in the field of ready-to-wear, and whose activity can be regarded as intermediary between designers (which holds contractual licensing) and the market . The data needed to fuel the research were collected through semi-structured interviews with brand managers of the three designers Ittierre, which showed that an integration between the two areas, artistic and managerial, is possible only in terms of complementarity and development of synergies, not competition and abuse of power over the other. Considering that the flexibility of supply is increasingly becoming a source of competitive advantage, the relationship between designers and brand managers seem to move in the direction of the maximum integration and collaboration.
Titolo: | L'evoluzione del processo creativo-manageriale in un'ottica di flessibilità di offerta |
Autori: | |
Data di pubblicazione: | 2006 |
Abstract: | The industrialization of high fashion redesigns the structure of the fashion industry, both on the demand side is competitive and offer the flexibility becomes the critical success factor for companies operating in this business system. Hence the need to reconcile two aspects are closely interrelated: the creative and the managerial-emotional-rational. In this context that this paper which examines whether and how the creative process-management helps to improve the flexibility of the aims to achieve competitive performance.
To serve as empirical support for this research was the reticular system of the Ittierre group operating in the field of ready-to-wear, and whose activity can be regarded as intermediary between designers (which holds contractual licensing) and the market . The data needed to fuel the research were collected through semi-structured interviews with brand managers of the three designers Ittierre, which showed that an integration between the two areas, artistic and managerial, is possible only in terms of complementarity and development of synergies, not competition and abuse of power over the other. Considering that the flexibility of supply is increasingly becoming a source of competitive advantage, the relationship between designers and brand managers seem to move in the direction of the maximum integration and collaboration. L’industrializzazione dell’alta moda ridisegna la struttura del settore della moda, sia dal lato della domanda sia dal lato concorrenziale e la flessibilità di offerta diventa il fattore critico di successo per le aziende che operano in tale business system. Da ciò deriva la necessità di conciliare due aspetti strettamente interdipendenti: quello creativo-emozionale e quello manageriale-razionale. In tale contesto si inserisce questo contributo che analizza se e come il processo creativo-manageriale contribuisce a migliorare la flessibilità dell’offerta finalizzata a perseguire performance competitive. A fungere da supporto empirico a questa ricerca è stato il sistema reticolare dell’Ittierre gruppo che opera nel settore del prêt-à-porter, e la cui attività si può definire di intermediazione fra stilisti (con cui stringe rapporti contrattuali di licensing) e mercato. I dati necessari ad alimentare il lavoro di ricerca sono stati acquisiti attraverso interviste semistrutturate ai brand manager della Ittierre a tre stilisti, da cui è emerso che un’integrazione fra le due aree, artistica e manageriale, è possibile solo in un’ottica di complementarità e di sviluppo di sinergie, non di competizione e di prevaricazione dell’una sull’altra. Considerando che la flessibilità di offerta diventa sempre più una fonte di vantaggio competitivo, i rapporti fra stilisti e brand manager sembrano orientarsi nella direzione della massima integrazione e collaborazione. |
Handle: | http://hdl.handle.net/11695/12839 |
ISBN: | 88-464-7946-7 |
Appare nelle tipologie: | 2.1 Contributo in volume (Capitolo o Saggio) |