2016/2017 BA-BBLCV6000U Fashion Entrepreneurship and Business Development
English Title | |
Fashion Entrepreneurship and Business Development |
Course information |
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Language | English |
Course ECTS | 7.5 ECTS |
Type | Elective |
Level | Bachelor |
Duration | One Semester |
Start time of the course | Autumn |
Timetable | Course schedule will be posted at calendar.cbs.dk |
Min. participants | 40 |
Max. participants | 60 |
Study board |
Study Board for BSc og MSc in Business, Language and Culture,
BSc
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Course coordinator | |
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Main academic disciplines | |
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Last updated on 11-04-2016 |
Learning objectives | ||||||||||||||||||||||||||||
To achieve the grade 12, students should meet the
following learning objectives with no or only minor mistakes or
errors:
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Prerequisites for registering for the exam | ||||||||||||||||||||||||||||
Number of mandatory
activities: 1
Compulsory assignments
(assessed approved/not approved)
Fashion business or industry project proposal
Requirements about active
class participation (assessed approved/not approved)
Yes |
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Examination | ||||||||||||||||||||||||||||
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Course content and structure | ||||||||||||||||||||||||||||
This course introduces students to the fashion business and helps them develop the analytical and practical skills to help establish and develop sustainable fashion enterprises. The course starts with an outline of the contemporary structure and transformations of the fashion industry in Denmark and beyond. It identifies key trends and forces driving change, including globalization of sourcing and markets, digitalization and demand for more sustainable and responsible business practice. Drawing on the outline as well as company cases, the course will explore the main challenges faced by entrepreneurs as well as more established fashion enterprises, and the opportunities for developing succesful business models and strong brands in contemporary fashion. The course presents a framework for understanding different phases, critical moments and key value relationships in the growth of fashion companies. The framework addresses central aspects of running a fashion business and provides students practical insights and tools to deal with issues of finance, sourcing, CSR, design, production, sales channels, communication, legal affairs, IPR and brand building. Relating to fashion's networks and entrepreneurship ecosystem, we examine which resources emerging fashion entreprises have access to, under which conditions.
During the course, the students should acquire the skills to competently formulate, develop or review business models of fashion companies and propose action to address challenges of business growth.
The course draws on different disciplines, including fashion theory, entrepreneurship studies, business model theory, business economics, strategic brand management, CSR theory.
The course provides students with analytic concepts and practical knowledge and skills to help establish and develop sustainable fashion enterprises as entrepreneurs, consultants or business analysts. |
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Teaching methods | ||||||||||||||||||||||||||||
The course consists of 10 three-hour sessions which blend theoretical and practical approaches to fashion enterprise. The first part of the course places an emphasis on the introduction and discussion of theoretical perspectives and concepts. Gradually the focus shifts to presentations by fashion industry speakers, who share practical experiences and insights and provide the courses core illustrative case examples. In the latter stages, teaching guides students groups in developing their own fashion business project . The projects should either detail a business plans or model for a new fashion enterprise, or assist an established enterprises in developing selected aspects of their business. In the sessions, group will present their ideas and receive feedback from their peers and experienced fashion industry consultants, who also offer supervision in the preparation of the projects. | ||||||||||||||||||||||||||||
Student workload | ||||||||||||||||||||||||||||
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Further Information | ||||||||||||||||||||||||||||
The course is developed and will be offered in close collaboration with Danish fashion industry associations and companies |
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Expected literature | ||||||||||||||||||||||||||||
Aspers, P., & Godart, F. (2013). Sociology of fashion: Order and change. Annual Review of Sociology, 39, 171-192.
Berg, A.; Berlemann, B. & Hedrich, S. (2013), The global sourcing map – balancing cost, compliance, and capacity. McKinsey Apparel CPO Survey.
Bhardwaj, V. et al. (2011) A case study on the internationalization process of a ‘born-global’ fashion retailer, The International Review of Retail, Distribution and Consumer Research, 21:3, 293-307.
Bruce, M. & Daly, L. (2007) “Challenges of fashion buying and merchandising”, (chapter 3) Hines, Tony & Margaret Bruce (eds.) (2007), Fashion Marketing: Contemporary Issues. Oxford: Butterworth Heinemann. 188-216.
Brynjolfsson, Erik, Yu Jeffrey Hu, and Mohammad S. Rahman. "Competing in the age of omnichannel retailing." MIT Sloan Management Review 54.4 (2013): 23-29.
Clark, Hazel (2008) "Slow fashion - an Oxymoron-or a Promise for the Future...?" in Fashion Theory vol. 12:4. 427-446.
Entwistle; Joanne: "Sustainability and Fashion" (chapter 2) in: Fletcher, Kate and Mathilda Tham (eds.) (2014), Routledge Handbook of Sustainability and Fashion. UK: Routledge, pp. 13-24
Fletcher, Kate (2014): "Framing and expanding sustainability and fashion" (chapter 1) in: Fletcher, Kate and Mathilda Tham (eds.), Routledge Handbook of Sustainability and Fashion. UK: Routledge, pp. 25-32
Hansen, R., & Sia, S. K. (2015). Hummel's Digital Transformation Toward Omnichannel Retailing: Key Lessons Learned. MIS Quarterly Executive, 14(2).
Isenberg, D. (2011). The entrepreneurship ecosystem strategy as a new paradigm for economic policy: Principles for cultivating entrepreneurship. Presentation at the Institute of International and European Affairs.
Jonsson, S., & Lindbergh, J. (2013). The development of social capital and financing of entrepreneurial firms: From financial bootstrapping to bank funding. Entrepreneurship Theory and Practice, 37(4), 661-686.
Kozlowski, A., Bardecki, M., and Searcy, C., (2012), "Environmental Impacts in the Fashion Industry: A Life-cycle and Stakeholder Framework", Journal of Corporate Citizenship, Vol. 45 (Spring 2012), pp. 17-36.
Le Pechoux, Beatrice, Trevor J. Little and Cynthia L. Istook (2007), "Innovation management in creating new fashions" (chapter 8) Hines, Tony & Margaret Bruce (eds.) (2007), Fashion Marketing: Contemporary Issues. Oxford: Butterworth Heinemann. 188-216.
Macchion, Laura, Pamela Danese, and Andrea Vinelli. (2015) "Redefining supply network strategies to face changing environments. A study from the fashion and luxury industry." Operations Management Research 8.1-2 (2015): 15-31.
Manlow, V., & Nobbs, K. (2013). Form and function of luxury flagships: An international exploratory study of the meaning of the flagship store for managers and customers. Journal of Fashion Marketing and Management: An International Journal, 17(1), 49-64.
McRobbie, Angela (1998), "What Kind of Industry? From Getting Started to going Bust" + "A mixed Economy of Fashion Design", i British Fashion Design: Rag Trade or Image Industry? Routledge, pp. 69-101.
Moeran, Brian (2008), "Economic and cultural production as structural paradox: the case of international fashion magazine publishing", i: International Review of Sociology: Revue Internationale de Sociologie, vol. 18:2. Routledge/Taylor and Francis Group, s. 267-281.
Moroz, P. W., & Hindle, K. (2012). Entrepreneurship as a process: Toward harmonizing multiple perspectives. Entrepreneurship Theory and Practice, 36(4), 781-818.
Osterwalder, A. and Pigneur, Y. (2010), Business Model Generation, John Wiley & Sons, Inc., Hobroken, New Jersey. (excerpt)
Riegels Melchior, Marie (2010), "Denmark", Berg Encyclopedia of World Dress and Fashion: West Europe, vol. 8 (Lise Skov ad.). Berg/Oxford, s. 330-335.
Rinnebach, P. & Richter, S. (2014) Redefining Fashion Business Models. Today’s Challenges, Tomorrow’s Competitive Edge. Frankfurt: Kurt Salmon Ass.
Rocamora, Agnès (2011) "Hypertextuality and Remediation in the Fashion Media", in: Journalism Practice, 6:1, p. 92-106. Routledge
Skjold, Else (2014), "Towards Fashion Media for Sustainability", in: Kate Fletcher and Mathilda Tham (eds.): Routledge Handbook of Sustainability and Fashion., pp. 171-180.
Skov, L. (2012), Fashion Designers' Transition from School to Work in Denmark, 1980s-2000s. In: Careers in Creative Industries. ed. /Chris Mathieu. Abingdon: Routledge, 270-288
Spieth, P., Schneckenberg, D. and Ricart, J. E. (2014), Business model innovation – state of the art and future challenges for the field. R&D Management, 44: 237–247. doi: 10.1111/radm.12071
Taplin, Ian Malcolm. (2014) "Global Commodity Chains and Fast Fashion: How the apparel industry continues to re-invent itself." Competition & Change 18.3: 246-264.
Tran, Yen (2008) "The Danish Fashion Companies: Challenges for Growth". from Part III in Fashion in the Danish Experience Economy - Challenges for Growth. Frederiksberg, Samfundslitteratur, 63-82
Vangkilde, K. T. (2011). A Funky-Formal Fashion Collection: Struggling for a Creative Concept in HUGO BOSS. The Journal of Business Anthropology, 1-17. |