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70年代末到80年代初美国服装业陷入了市场需求变幻不定;服装总体消费连续下降的困难境地,促使美国服装业建立了快速反应机制。与此同时,美国服装零售商也深刻认识到:在纺织这条长产业链上,建立快速反应机制不仅仅是制造商的事,零售业作为联结制造商与最终消费者的关键环节和服装产业价值链的末端,建立对市场变化快速有效的反应新机制更为重要。于是一种以现代信息技术为条件,以零售商与制造商之间新型的行业关系为基础的敏捷零售模式出现了。本文分析对比了美国传统服装零售与敏捷服装零售的特点,以期为中国服装零售的发展提供一些思路。
From the late 1970s to the early 1980s, the US apparel industry was in a volatile market. The continuous decline in the overall consumption of apparel prompted the U.S. apparel industry to establish a rapid response mechanism. At the same time, US apparel retailers are also profoundly aware that in the long-run textile industry, establishing a rapid response mechanism is not just a matter for manufacturers. Retail as a key link linking manufacturers and final consumers and the garment industry At the very end of the value chain, it is even more important to establish a new mechanism for responding quickly and effectively to market changes. So an agile retail model based on modern information technology, based on a new type of industry relationship between retailers and manufacturers, emerged. This article analyzes and compares the characteristics of retail and agile apparel retailing in the United States with a view to providing some ideas for the development of apparel retail in China.