< Return to Samples


Viper Plagiarism Scan

Plagiarism Report For '482959-507696.docx'

Viper scans your work against over 10 billion web pages as well as any work previously submitted to our firm. Once the scan is completed, the report highlights content that may match these other sources, including links to the relevant sites.

However, not all matching content is a negative thing. Examples of acceptable matching content include: quotations, reference lists/bibliographies, the essay title or question, tables and charts, appendices, and common terminology and phrasing.

Overall plagiarism rating 10% or less : The results show that it is highly unlikely that this document contains plagiarised material. A careful check will only be necessary if this is a lengthy document.

Overall plagiarism rating 11% - 20% : The results show that there is a low risk that the document contains any plagiarised material. Most of the matching content will probably be fragments. Review your report for any sections that may not have been referenced properly.

Overall plagiarism rating 21% + : The results show that there is a moderate risk that the document contains plagiarised material. If the overall rating is this high, you need to check your report very carefully. It may be that the bibliography or quotations have caused this, but it is critical that you go through the document and review the areas that the scan has flagged to try to reduce this percentage.

Document Text

The Evolution of Marketing Strategies Used by Fashion Retailer Primark
Literature Review
Word Count: 1, 596.
The Emergence of Fast Fashion
Fast fashion arose following a series of events. Firstly, globalisation of production, supply and trade allowed new principles of sourcing and operations, which are often deemed as unethical and destructive to the global job market (Fernie and Perry, 2011; Jones, 2006; Bruce et al., 2004; Auchter, 2015). Throwaway fashion grew in popularity, in line with the trends of consumerism and self-expression through fashion (Sudbury and Böltner, 2011; Filieri, 2015). Information abundancy, following digitalisation, combined with the aftermath of the global recession increased the price consciousness of consumers, transforming them into impulsive ‘bargain’-hunters (Christopher et al, 2004; Runfola and Guercini, 2013).
Thus, fast fashion operates under the following principles (see Tokatli, 2008; Ferdows et al., 2004; Dunford, 2006; Christopher et al, 2004):
High number of owned stores and market risk-factor analysis
Information systems for trend-spotting, disconnecting design decisions and the consumer
Rapid prototyping, quick development and exclusivity, achieved through limited offer
Flexible and adaptive supply chain
Technology progression and demand further urged companies to become omni-present, enhance responsiveness and provide digital sale touchpoints (Mohr, 2013; Manikonda et al, 2015; Rowley, 2009). Fast fashion retailers now race towards obtaining maximum synchronicity and synergy between information, production and supply, and in doing so replacing consumer values of exclusivity, lifestyle expression through apparel and originality with ‘massclusivity’ and ‘planned spontaneity’ (Tokatli, 2008; Reinach, 2005).
Case of Primark: The low-cost fast fashion retailer
Originally and currently still so in Ireland - Penneys launched in 1969, prior to launching as Primark in the UK in 1973 (Primark, 2018). Primark attracts price conscious consumers, regardless of their social status, lifestyle or age (Easey, 2009) and is witnessing great success in popularity amongst its target market (Millennials) (Ratcliff, 2014).
The following piece will attempt to systematically review, structure and analyse literature, which has partially or in full studied the marketing strategies, deployed by the fashion retailer Primark. Initially, an indication of the methodology used will be provided, followed by a presentation of key studies and a discussion of the strategies, adopted by the organisation, in section 3. Finally, managerial implications will be discussed in line with the results of the review.
The research methodology has been primarily influenced by the limitations of time and length of the written piece, which has influenced the scope. Consequently, the articles discussed have been selectively included based on relevance to the topic, qualitative study design and type of publication - journal articles. Identification of relevant literature occurred through Google Scholar’s Search Engine and Emerald Insight’s database, as well as identification of studies from reference lists of the articles examined. Selection was assessed upon examination of the extent of which the unique characteristics of the organisation Primark were considered in the context of the respective studies. All information has been obtained lawfully through secondary research and is reported with respect to the accredited authors.
Results and Discussion of Findings
The results from the inquiry have been diverse in terms of research focus and while some focus entirely on Primark as a case study organisation (see Arriaga et al, 2017; Jones et al, 2009), with others it has been a discussion point and an example, used to illustrate findings.
On Supply Chain Management
In terms of supply chain management, the method used by Primark is discussed in two studies to be Quick Response (QR) (Lin and Parlaktürk, 2012), or most recently, following the globalisation of its business - Global Quick Response (GQR) (MacCarthy, and Jayarathne, 2010), as it provides flexibility with regards to response time and production demand. Another way to gain control over demand is through denial of e-commerce. By doing so, the company encourages frequent visits to its stores and one-stop volume shopping (Doherty and Ellis-Chadwick, 2010). Ziskind et al.’s (2011) study concludes it maintains an average store turnaround of six weeks. From a consumer’s perspective the commodification of fashion, low quality apparel and quickly obsolete trends encourages frequent disposal and further purchasing (Ko and Megehee, 2012), creating a consumption cycle, which further benefits fast fashion retailers.
Barnes and Lea-Greenwood’s (2010) explorative qualitative study illustrates that the retail environment in the fast fashion industry is not as responsive as the supply chain and opportunities for profit maximisation are often missed due to issues of display, staffing or service.
On Corporate Communication, Social Media and PR Management
Research Design
Case organisation
Key Takeaway (reference of results to the case of Primark)
Dach and Allmendinger, 2014.
Corporate sustainability communications
Website analysis
Consumer Interviews
H&M & Primark
No added value due to lack of consumer awareness. Primark Sustainability section perceived as honest, credible trustworthy, easily accessible.
Arriaga et al., 2017.
Interaction between Primark and its Facebook Fans
Passive (non-participatory) Netnography
Missed Opportunities on behalf of the brand in terms of interaction and engagement with consumers online
Jones et al., 2009.
Online Corporate Reputation
Non-participatory analysis of online sources
Primark relies on online groups and eWOM to defend its reputation. Need of two-way communication, reputation management and relationship marketing.
Table 1. Key Studies on Communication, Social Media and PR for Primark
Dach and Allimendinger’s (2014) study shows that contrary to the common understanding of the unethical practices of production and sourcing that the company is often accused of, which presumably ought to impact consumer perception of their sustainability index, their website provides assurance, clarity and honest intentions of the matter, indicating a successful website corporate communication strategy.
The situation is different in terms of social media. Online communities have primarily handled events of PR crisis, where there was a lack of corporate response towards accusations for the ethical treatment of workers. This allowed brand advocates to voice their opinions online and reduce the public outrage towards the organisation (Jones et al., 2009). Until recently The Primark Appreciation Society – a customer-started collaboration group with over 100 000 ‘advocates’ was considered a marketing strategy achievement, as it showed a conquer of social media without any direct investment (Harries and Rae,2009; Richardson and Gosnay, 2010). Authors have speculated the clear positioning ‘looking good at a low price’ and maintaining this business model are crucial to this outcome (Rowley, 2009; Memic and Minhas, 2011; Zhou et al, 2015).
In terms of Primark’s following an extent of brand tribalism can be traced, arguably in line with Ruane and Wallace’s (2015) and Gabrielli et al.’s (2013) studies, where the findings suggest consumption is partially motivated by the feeling of unity and belonging to a social group. As apparel is a high-involvement purchase, linked to identity and carrying social risk, it naturally attracts conversations online (Gu, Park, & Konana, 2012), the motivation of which is advice seeking, interaction, brand and fashion involvement (Wolny and Mueller; 2013). With these conversations already taking place, Arriaga et al. (2017) and Jones et al.’ s (2009) studies suggest the company can benefit from engaging with its consumers and managing its reputation online, as until recently it relied entirely on electronic word-of-mouth (eWOM).
On Consumer Behaviour
Research Design
Case organisation
Key Takeaway (reference of results to the case of Primark)
Delgado-Ballester and Fernandez Sabiote, 2015
Brand Experiential Value Versus Brand Functional Value
N/A, Primark part of research sample as non-experiential brand
Experiential Value is regarded higher in terms of contribution towards brand equity and can assist positive WOM. Can also be achieved through a sense of community.
Ross and Harradine, 2010.
Consumer behaviour towards Value Brands
Qualitative, Exploratory
Wearer Trials for Jeans
Focus Groups
N/A; Tesco for the Jeans Trial
Shows increasing acceptability to value brand clothing and one-stop shopping. Consumers are more likely to mix fast fashion (such as Primark) with premium fashion
Ponsford, 2014.
Consumer Behaviour of Young Mothers and their Toddlers
Qualitative, Fieldwork
Participant Observation
Focus Groups
Photo elicitation exercise
Primark is seen suitable for ‘basic’ products, avoided for high-involvement purchases, that indicate social status (such as trainers) as can be perceived as shameful.
Table 2. Key Studies on Consumer Behaviour for Fast Fashion
Consumer behaviour has been found to be a comparatively unattended field research-wise, specifically for the fast fashion industry (Bhardwaj and Fairhurst, 2010). The literature on consumer behaviour confirms the above discussed strategy of in-store shopping encouragement, as experiential value assists positive word-of-mouth and increases the brand’s equity (Delgado-Ballester and Fernandez Sabiote, 2015). The studies further illustrated in Table 2. suggest that although a societal stigma existed for disposable fashion, consumer culture is changing towards acceptance.
Managerial Implications
Primark’s strategic performance has shown consistency throughout the analysis, which has benefitted the organisation, granting it stability and gradual progression through a dynamically evolving and competitive industry. Insights in consumer behaviour towards the brand and motivations in participation in word-of-mouth have been provided, allowing strategists to enable relevant features of the corporate digital presence for enhancing this form of marketing. Although the lack of involvement in e-commerce is illustrated to be an advantage for the organisation, it is speculated a greater corporate involvement in social media engagement can enhance the brand equity.
Future Research Directions
The carried-out research, although limited in scope, was challenged in obtaining literature analysing the international market penetration strategies, deployed by Primark. This is suggested as a future research direction as it will allow a comprehensive understanding of the organisation through incorporating the findings of supply chain operation, digital and corporate communication strategies discussed above with an understanding of the management of retail environments abroad. Most importantly, such research can assist to highlight behavioural differences of consumers and international perception of the brand.
Arriaga, J.L.D.O., Andreu Domingo, D. and Berlanga Silvente, V., 2017. Facebook in the low-cost fashion sector: the case of Primark. Journal of Fashion Marketing and Management: An International Journal, 21(4), pp.512-522.
Auchter, L.,
2015. The" sumangali scheme" and the need for an integrative ethic management overall the supply-chain. The Business & Management Review, 5(4), p.269.
Barnes, L. and Lea-Greenwood, G., 2010. Fast fashion in the retail store environment. International Journal of Retail & Distribution Management, 38(10), pp.760-772.
Bhardwaj, V. and Fairhurst, A., 2010. Fast fashion: response to changes in the fashion industry. The International Review of Retail, Distribution and Consumer Research, 20(1), pp.165-173.
Bruce, M., Daly, L. and Towers, N., 2004. Lean or agile: a solution for supply chain management in the textiles and clothing industry?. International journal of operations & production management, 24(2), pp.151-170.
Christopher, M., Lowson, R. and Peck, H., 2004. Creating agile supply chains in the fashion industry. International Journal of Retail & Distribution Management, 32(8), pp.367-376.
Dach, L. and Allmendinger, K., 2014. Sustainability in Corporate Communications and its Influence on Consumer Awareness and Perceptions: A study of H&M and Primark. Procedia-Social and Behavioral Sciences, 130, pp.409-418.
Ballester, E. and Fernandez Sabiote, E., 2015. Brand experimental value versus brand functional value: which matters more for the brand?. European Journal of Marketing, 49(11/12), pp.1857-1879.
Doherty, N.F. and Ellis-Chadwick, F., 2010. Internet retailing: the past, the present and the future. International Journal of Retail & Distribution Management, 38(11/12), pp.943-965.
Dunford, M., 2006. Industrial districts, magic circles, and the restructuring of the Italian textiles and clothing chain. Economic Geography, 82(1), pp.27-59.
Easey, M. ed., 2009. Fashion marketing. John Wiley & Sons.
Ferdows, K., Lewis, M. A., Machuca, J. A. D., 2004. Rapid-fire fulfillment. Harvard Business Review, 82(11): 104–110.
Fernie, J. and Perry, P., 2011. The international fashion retail supply chain. In Fallstudien zum Internationalen Management (pp. 271-290). Gabler Verlag, Wiesbaden.
Filieri, R., 2015. From market-driving to market-driven: an analysis of Benetton’s strategy change and its implications for long-term performance. Marketing Intelligence & Planning, 33(3), pp.238-257.
Gabrielli, V., Baghi, I. and Codeluppi, V., 2013. Consumption practices of fast fashion products: a consumer-based approach. Journal of Fashion Marketing and Management: An International Journal, 17(2), pp.206-224.
Gereffi, G., 2005. The global economy: organization, governance, and development. In The Global Economy: Organization, Governance, and Development, pp. 160–182. Princeton: Princeton University Press and Russell Sage Foundation.
Gu, B., Park, J. and Konana, P., 2012. Research note—the impact of external word-of-mouth sources on retailer sales of high-involvement products. Information Systems Research, 23(1), pp.182-196.
Harris, L. and Rae, A., 2009. Social networks: the future of marketing for small business. Journal of business strategy, 30(5), pp.24-31.
Jones, B., Temperley, J. and Lima, A., 2009. Corporate reputation in the era of Web 2.0: the case of Primark. Journal of marketing management, 25(9-10), pp.927-939.
Jones, R.M.,
2006. The apparel industry. Blackwell: Oxford.
Lin, Y.T. and Parlaktürk, A., 2012. Quick response under competition. Production and Operations Management, 21(3), pp.518-533.
MacCarthy, B.L. and Jayarathne, P.G.S.A., 2010. Fast fashion: achieving global quick response (GQR) in the internationally dispersed clothing industry. In Innovative Quick Response Programs in Logistics and Supply Chain Management (pp. 37-60). Springer, Berlin, Heidelberg.
Manikonda, L., Venkatesan, R., Kambhampati, S. and Li, B., 2015. Evolution of fashion brands on Twitter and Instagram. arXiv preprint arXiv:1512.01174 v1 [cs. SI].
Minhas, F. and Memic, M., 2011. The fast fashion phenomenon: Luxury fashion brands responding to fast fashion. Degree of Master in Fashion Management, The Swedish School of Textiles, Borås,
Mohr, I., 2013. The impact of social media on the fashion industry. Journal of Applied Business and Economics, 15(2), pp.17-22.
Ponsford, R., 2014. “I don’t really care about me, as long as he gets everything he needs”–young women becoming mothers in consumer culture. Young Consumers, 15(3), pp.251-262.
Primark, 2018. About us. [online] Available at: https://www.primark.com/en/about-us/about-primarkhttps://www.primark.com/en/about-us/about-primark [Accessed 13.09.2018]
Ratcliff, Ch., 2014. How Primark achieved 1.7m Facebook Likes in just six months. Econsultancy. 26th February. [online] Available at: https://econsultancy.com/how-primark-achieved-1-7m-facebook-likes-in-just-six-months/https://econsultancy.com/how-primark-achieved-1-7m-facebook-likes-in-just-six-months/ [Accessed 13.09.2018]
Reinach, S.S., 2005. China and Italy: fast fashion versus Pret a Porter. Towards a new culture of fashion. Fashion Theory, 9(1), pp.43-56.
Richardson, N. and Gosnay, R.M., 2010. A quick start guide to social media marketing: High impact low-cost marketing that works. Kogan Page Publishers.
Ross, J. and Harradine, R., 2010. Value brands: cheap or trendy? An investigation into young consumers and supermarket clothing. Journal of Fashion Marketing and Management: An International Journal, 14(3), pp.350-366.
Rowley, J., 2009. Online branding strategies of UK fashion retailers. Internet Research, 19(3), pp.348-369.
Ruane, L. and
Wallace, E., 2015. Brand tribalism and self-expressive brands: social influences and brand outcomes. Journal of Product & Brand Management, 24(4), pp.333-348.
Runfola, A. and Guercini, S., 2013. Fast fashion companies coping with internationalization: driving the change or changing the model?. Journal of Fashion Marketing and Management: An International Journal, 17(2), pp.190-205.
Sudbury, L. and Böltner, S., 2011. Fashion marketing and the ethical movement versus individualist consumption: Analysing the attitude behaviour gap. ACR European Advances.
Tokatli, N., 2008. Global sourcing: insights from the global clothing industry—the case of Zara, a fast fashion retailer. Journal of Economic Geography, 8(1), pp.21-38.
Wolny, J. and Mueller, C., 2013. Analysis of fashion consumers’ motives to engage in electronic word-of-mouth communication through social media platforms. Journal of marketing management, 29(5-6), pp.562-583.
Zhou, E., Zhang, J., Gou, Q. and Liang, L., 2015. A two period pricing model for new fashion style launching strategy. International Journal of Production Economics, 160, pp.144-156.
 Ziskind, J., Nueno, J.L. and Villanueva, J., 2011. Primark: The power of bargains. IESE Insight, Available at:  http://www.ieseinsight.com/doc.aspx?id=1274&ar=12&idioma=1www.ieseinsight.com/doc.aspx?id=1274&ar=12&idioma=1 [Accessed 08.09.2018

< Return to Samples