Are fashion retailers creative? Evidence from Uniqlo, Asiau27s leading fashion brand

摘要

This paper examines creativity in the fashion industry based on the case of Asiau27s leading fashion brand, Uniqlo. It uses the theoretical framework of Richard Cavesu27s seven economic properties to explore the assumption that fashion retailers are creative. Cavesu27s theory discusses the relationships among various types of employees, including creators within companies, products, production, and promotion. This paper uses Uniqlo to discuss creative elements based on an examination of the companyu27s business practices. It mainly explores Cavesu27 three economic properties: nobody knows, A list/B list, and time flies. Through the investigation on Uniqlou27s manufacturing, strategic collaboration, and merchandising, the paper argues that the elements of creativeness in Uniqlo are less apparent than the uncreative or humdrum activities. Uniqlo invests in creating additional values in the products and strategic alliances to avoid the uncertainties of hit products (nobody knows). It pays less attention to vertical and horizontal ranking of the designers (A list/B list) and more to their potential for financial outcome. Uniqlo utilizes its supply chain management and advanced technology to increase merchandising efficiency and avoid the uncertainty in time (time flies). Contrary to the conventional idea of the fashion industry as creative, this paper suggests that some companies have fewer elements of creativeness. Thus suggests that it is necessary to conduct research on both creative and uncreative elements in order to understand the fashion industry and creativeness in a more constructive way.