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Differentiation
and Competitive Advantage through Design Thinking
Fashion
retail industries face a higher need to improve the responsiveness to the
customers’ needs as a mean of achieving a competitive advantage. Matching
people’s desire through the production design is a critical aspect that many
apparel businesses fall short of, denying them a competitive edge among the
competitors among the local and international players. Besides, due to an
increased change in customers’ tastes and preference, fashion firms are forced
to incorporate technology in the design and production to ensure that the end
product is appealing, highly acceptable, and most importantly, commensurate the
customer’s stated and implied requirements. Sensibility to design presents a
unique chance to fashion firms to leverage market opportunity and customer
value through appropriate business strategies, therefore, apparel industries
should focus on design sensibility to gain market competitiveness.
According
to Wang (29), various firms in the fashion industry can be used to illustrate
how design with accompaniment of appropriate competitive advantage theories
lead to market leadership. In the endeavor of promoting and sustaining
clientele base, apparel industry leverage design thinking to achieve their
strategic goals in different ways. First, design thinking capability gives an
organization a transient advantage that replaces the traditional perception
concerning customer satisfaction (39). Fashion retail firms such as Zara,
Stradivarius, Inditex, and Oysho, have heavily invested in the customer
satisfaction through innovation and design that have placed them in the
limelight in the United States fashion market with a significant command of
market share within and without American boundaries.
Secondly,
through the theory of market-based view (MBV), firms can attain market
leadership using design thinking and by focusing on the industry factors:
controllable aspect within the company that can be used in the implementation
of the strategic agenda. In this theory, Wang (34), argues that responding to
customer’s demands through design sensitivity is vital in promoting
organization's economic feasibility and sustainable competitiveness. According
to Wang (35) “MBV theory primarily focuses on different sources of competitive
value for retail firms with the fundamental aim of improving the end-production
and improving the firm’s sustainability. Besides, focusing on the industrial
factors aids fashion retailers to enhance the precision in matching the company
operations with the people’s demands.
Third, differential competitiveness is achieved when...