Browsing by Author "Dr. Nancy L. Cassill, Committee Co-Chair"

Now showing 1 - 4 of 4

An Analysis of Project Management Methodology as Applied to Demand Forecasting Software Implementation within a Leading Apparel Corporation
(2004-04-19) Powell, Elizabeth Erin; Dr. Nancy L. Cassill, Committee Co-Chair; Dr. Jeffrey A. Joines, Committee Co-Chair; Mr. Michael Gilliland, Committee Member; Dr. Robert B. Handfield, Committee Member
The purpose of this study was to identify formal project management methodology as well as to investigate a forecasting software implementation project. As companies face challenges of improving supply chain performance and creating cost effective business strategies, projects emerge for process improvement. Formal project management has developed to successfully guide and complete projects of any kind on time and on budget, but also to incorporate change management for thorough alignment. The Project Management Institute's® methodology provided the conceptual framework for this study. A sample of one software implementation project from a division of an industry-leading apparel manufacturing and marketing corporation was examined. Using a case study approach, project team members were interviewed via an email questionnaire. Respondents were asked to identify and explain the components of formal project management that were developed and used during the software project. Results determined the extent to which PMI's® project management methodology was utilized. Conclusions successfully identified portions of the framework that would have benefited the project, including risk and quality planning. There must be a single project manager that assumes complete responsibility for project decisions, rather than sharing the role among three project managers. Project team members must not carry dual employment responsibilities, but should be able to focus only on project duties. Additional technical resources both in people and hardware, including a test environment are needed for future similar projects. Complete senior management commitment is essential for future projects.
Branding Model for the Apparel Manufacturers/Marketers and Soft goods Retail Industries
(2004-06-24) Erenli, Husnu Murat; Dr. Mitzi M. Montoya-Weiss, Committee Member; Dr. George L. Hodge, Committee Co-Chair; Dr. Nancy L. Cassill, Committee Co-Chair
The purpose of this research is to establish a branding model for the apparel manufacturers, marketers and soft goods retail sectors and provide direction for industry and academic researchers in better understanding viable strategies to this key element of success in today's aggressive marketplace. Brands provide recognition to the product, convey powerful messages to the consumer and play a critical role in the market success. The revised version of David Aaker's 'Brand Identity Planning Model' (Aaker, 1996) served as the conceptual framework for this research. The sample consisted of 10 companies who currently owned well-established brand names in their respective categories. Using a case study approach, company representatives were interviewed in person, or via phone interviews and e-mail. Apparel manufacturers/marketers and soft goods retailers were categorized and these two groups were then compared for similarities and differences in their approaches to applied branding strategies as related to the Aaker Brand Identity Planning Model and three research objectives. Results successfully identified the most important elements of the model specifically for the apparel manufacturers and soft goods retail sectors.
Increasing the Economic Competitiveness of the U.S. Textile Industry: An Investigation of Niche Market Strategies
(2007-05-10) Allen, Ronald Maurice; Dr. Michelle R. Jones, Committee Member; Dr. Nancy L. Cassill, Committee Co-Chair; Dr. William Oxenham, Committee Co-Chair
The purpose of this research was to examine companies in the bottomweights market who have identified niche products⁄markets for use in testing the Parrish Niche Strategy Model (2003). Another purpose of this research study was to analyze factors that contribute to the establishment of niche marketing strategies within the bottomweights market, as well as issues that arise when implementing a niche strategy. The conceptual model for this research is the Parrish Niche Strategy Model (2003). The Parrish Niche Strategy Model (2003) is the only niche model that is specific to the textile and apparel industries. This model encompasses the sectors within the textile complex (fiber and yarn producers, mill producers, sewn goods producers, and auxiliary companies) and identifies two approaches to a niche strategy: product (push marketing) and market (pull marketing). The Parrish Niche Strategy Model (2003) was developed utilizing trade theories that predict specialization as a result of trade. In addition, Parrish utilized Porter's (1980) Generic Competitive Strategies — Differentiation Strategy — in developing the Parrish Niche Strategy Model (2003). One aspect of Porter's premise is that a differentiation strategy serves as a way to increase competitiveness. This research used a two-phase methodology. The first phase was exploratory in nature and identified niche bottomweight markets and companies competing in these markets with niche bottomweight products. Secondary data were used conduct competitive analyses on the companies to develop an understanding of the current state of the companies and to assess current strategies used by the companies. The second phase of the research used a concurrent triangulation strategy to gather primary qualitative and quantitative data through an interview methodology. The interview was conducted using a researcher developed interview instrument which focused on five areas: current state of the company, factors that influence the development of niche strategies, market potential strategies, issues that arise during the implementation of niche strategies, and success variables for niche strategies. Information collected during Phases I and II was used to refine the Parrish Niche Strategy Model (2003). Results indicated that the Parrish Niche Strategy Model (2003) was useful for guiding the development of niche strategies, in terms of both product and market. In addition, the model was useful in assessing variables that are important to the success of a niche strategy, in terms of both product and market. The research added to the previous findings of Parrish (2003) by identifying factors that influence the development of niche strategies and issues that arise during the implementation of niche strategies. Sector specific niche strategy models were tested and refined, in addition to an overall industry model. The Parrish Allen Niche Strategy Model can be used by industry as a benchmarking tool in order to determine strategies that can be used to serve niche markets or develop niche products.
Niche Market Opportunities in the Global Marketplace
(2003-06-25) Parrish, Erin Dodd; Dr. Nancy L. Cassill, Committee Co-Chair; Dr. John Dutton, Committee Member; Dr. William Oxenham, Committee Co-Chair; Dr. Michelle Jones, Committee Member
The purpose of this research was to analyze how a niche strategy can be used by US textile and apparel companies to compete with lower priced imports. With the increasing globalization of the industry, it has been suggested that companies focus on products that offer a competitive advantage over commodity products (Standard and Poor's, 2003). One way of doing this is to focus on specialized, or niche, products. The conceptual models used in this study provided a framework for specialization within trade. The trade theories examined were 1) Ricardo's Comparative Advantage Theory (Ricardo, 1817), 2) Heckscher-Ohlin Trade Theory of Factor Proportions (Heckscher & Ohlin, 1991), 3) Posner's Technology Trade Gap Theory (Posner, 1961), 4) Vernon's Theory of the Product Life Cycle of Trade (Vernon, 1966), and 5) Porter's Model of Competitive Advantage (Porter, 1998). Each of these trade theories predicts specialization as a result of trade. This means that as trade barriers decrease, a country's resources will focus on those processes in which it has a competitive advantage. For the US textile and apparel industry, this means moving away from basic textile items used in apparel production, such as basic fabrics, and moving towards more focused and specialty products, which includes niche products. The methodology used in this study consisted of two phases. Phase I used a deductive research design with an aim to clarify niche strategy issues and provide breadth on the topic (quantitative data). The instrument utilized in this phase was an online survey, which was developed by the researcher and contained three sections: company information, niche markets and globalization. Because of the limited literature on niche markets, the survey was used to obtain information to develop Phase II of the study. The initial sample for Phase I was made up of 63 companies from five sectors in the US textile and apparel industry. These were fiber and yarn producers, mill producers, sewn goods producers, retailers, and auxiliary companies. The final sample consisted of 19 companies from four of the five sectors. Phase II used an inductive research design, with a case study methodology (qualitative data). The two-page interview questionnaire was developed by the researcher and was used to provide depth to the issues uncovered in Phase I. The sample consisted of two companies from each of the four sectors (fiber and yarn, mill products, sewn goods, and auxiliary), resulting in a total of eight companies. The information gathered through the case studies presented additional insight into how a niche strategy is implemented and thereby how it is utilized by US textile and apparel companies in order to compete with imports. Results indicated significant niche product and market strategies that are currently being used and are strategically designed for future market implementation. Niche strategy models were developed which contain both market and product strategies for each sector and one model for the industry. Results from this study will provide academic and industry personnel with business strategy formulation to create and maintain niche markets as well as to provide a research framework for international textile and apparel researchers.