FIBRES TEXTILES in Eastern Europe January March 2005, Vol. 13, No. 1 (49) 8GENERAL PROBLEMS IN THE FIBRE AND TEXTILE INDUSTRIES [618919]

FIBRES & TEXTILES in Eastern Europe January / March 2005, Vol. 13, No. 1 (49) 8GENERAL PROBLEMS IN THE FIBRE AND TEXTILE INDUSTRIES
9 FIBRES & TEXTILES in Eastern Europe January / March 2005, Vol. 13, No. 1 (49)Brand Strategy in the Clothing
and Textile Market Monika Malinowska-Olszowy
Technical University of Łódź
Faculty of Textile Engineering and Marketing
Institute of World Economy and Textile Marketing
ul. Żeromskiego 116, 90-543 Łódź, Poland
n Essence of Brand
The constantly changing market poses
new challenges to clothing enterprises,
and the clients’ demands are also con –
tinually rising, and so it is necessary
every now and again to offer them a
higher added value. This added value is
a properly planned brand strategy, the so-
called branding [1]. Firms without any
distinct features, without a clear vision or
specific mission, or without permanent
values, will sink in the mass of messages
hitting the market.
Thus it is necessary to launch actions
not only directed to distinguish a given
brand from the competitors, but also to
build a set of values and modes allow –
ing the company to communicate with
the market in a manner which would
be easily recognisable and which would
stimulate positive associations and strong
reactions.
A brand image is defined through its
selected symbolic patterns. The most
important among these are the brand’s
name, logo, and composition of graphic
elements and colours all associated with
the company. It is crucial for a brand
built on these elements to give a clear
message to the customer about the kind
of company he is dealing with, what its
product is and who the clients are. All the
elements comprising a brand image have
to be closely related to the idea and goals
of the company. This certainly helps its
positive identification, and as a result a strong and distinct image is created in the
customers’ mind [2].
By translating a business strategy into a
brand strategy, the firms become more
visible on the market and more under –
standable for their environment; fur –
thermore, the messages included in the
advertisements reach the potential cus –
tomers more efficiently. Positive features
have to be spotlighted and combined
with culture and target groups according
to the strategy already developed. This
increases customer loyalty to a given
product.
It is important that the customer’s mind
should absorb and retain as much infor –
mation about a brand as possible; some
time later this is translated into the recog –
nisability and prestige of a brand on the
market. A brand product offers a sense
of safety, and guarantees quality and
reliability. Brand values are features that
appeal to the emotional sphere of human
perception [3].
Hence a brand is the most valuable asset
of a company, and customer satisfaction
is the key to a long-term success. As
consumers must have a reason for select –
ing this given brand from among many
others, each brand should have a motto
apart from its distinctive usability. It is
necessary to define why it is different and
what its position is. A brand is not an ad –
vertisement, but rather a whole philoso –
phy underlying a set of combined actions
fixed on the company’s success. It is
certainly an indispensable tool allowing
effective conquest of markets, retention
of the market position, and international
competition [4]. Abstract
In today’ s market economy, which is characterised by a very changeable environment and
strong, intense competition caused mainly by enlarging globalisation, it is becoming more
and more difficult for an enterprise to maintain long-term success. Using techniques such as
simply maintaining low costs or innovative solutions are losing their importance. That is why
the significance and meaning of brands have been growing recently. The brand is a strategic
resource of every firm. Possessing a brand, and knowing how to keep it and manage it well,
are becoming keys to reaching success in the market, a source of competitive advantage.
The aim of this paper is to show that a properly used brand strategy is the enterprise’ s most
valuable asset, and should be the top priority in the company’ s work. Undertaking actions
aimed at building a brand or at strengthening an already existing one are especially neces –
sary in the clothing industry, which is characterised by great competition, and where threats
connected with product smuggling and unauthorised copying of trade marks exist.
Key words: brand, brand strategy, marketing instruments, clothing and textile industry.

FIBRES & TEXTILES in Eastern Europe January / March 2005, Vol. 13, No. 1 (49) 8GENERAL PROBLEMS IN THE FIBRE AND TEXTILE INDUSTRIES
9 FIBRES & TEXTILES in Eastern Europe January / March 2005, Vol. 13, No. 1 (49)n Brand Management
Using a brand strategy is possible in two
cases. The first is when a company or
a product already exists on the market;
the second is when the company wants
to enter the market and wishes to make
itself known to potential clients. The
actions carried out in the first case are
surely much easier. If a product or a
firm already exists on the market, more
or less clients have already encountered
the brand and have their own concept of
it. In such a case, it is only necessary to
look for solutions which would enable
them to gain an advantage over competi –
tors by their action strategy, stressing the
values expected by the targeted market
and received positively by them. Here we
deal with the strategy of enhancing the
existing brand.
Naturally it is necessary to analyse in de –
tail whether or not the brand evokes any
negative images, or whether or not there
have been any drastic crisis situations
that would suggest rebuilding the brand
under a completely new name.
Although the strategy of enhancing an
existing brand surely needs much less
financial outlays, and requires a shorter
period of time than creating a new brand,
it cannot be used in every case. Most of
all, the company should based its strategy
on a great value added, included in the
product, which leads to a high recognis –
ability of the already existing branch [5].
On the other hand, if we are just intro –
ducing a brand onto the market, we must
propose some unique solutions, as poten –
tial clients should be given the idea of
the need which our company can fulfil,
something they need subconsciously, and
which is different from everything on the
market offered so far. Usually, to build
a new brand, a company is motivated by
the following factors:
§ growth of competition in the market
where the company is active;
§ the need to differ from its competi –
tors;
§ the entry of known, strong foreign
brands on the market;
§ unused financial resources, thanks to
which a new brand can be built;
§ lack of brands in the enterprise, allow –
ing for a strategy of enhancement [5].
Building a new brand is time-consuming,
and needs great financial outlays, with
no guarantee that the enterprise will be
successful. That is why it is important to create the action plan properly. In order
to ensure that the results meet our inten –
tions, it is important to establish some
stages which we must go through before
we are able to say that the new brand has
been created. The stages are shown in
Figure 1.
As can be seen in the scheme, in the first
stage, from which the building of a brand
should be started, the needs of the cus –
tomers are determined. All kinds of mar –
ket research play the key part here. As we
know, in a free market economy, which
is characterised by great competition, we
work in uncertain conditions in which it
is very difficult to foresee future events
without additional information. So, the
risk level of accomplishing the intended
aims is dependent on whether we will
obtain proper data [6]. It is necessary to
define the clients’ needs in order to sug –
gest something to them which will fulfil
these needs.
We can also undertake such actions
which will awake the interest of potential
clients. In identifying the clients’ needs,
such a part is played by the innovative
character of the manufactures of brand
products. Introducing a novelty onto
the market may become a strong stimu –
lus for the client, awaking his need [7].
Research carried out at this stage allows
us to establish what advantages are seen
by potential buyers, and what the nega –
tive associations may be. Thanks to these
analyses, it will be possible to exactly
determine the characteristic of a product
which we want to introduce on the mar –
ket. Then we can move to the next stage,
which determines the identity, and cre –
ates the desired image of the brand. The
brand identity consists in what way the
brand should be seen by the receiver; the
image which will be created in their mind
is the brand’s image [8]. The standpoints
of this image are usually symbols, such
as the name, logo, characteristic colour
matching, form, composition, and style.
All these elements which create the
brand image must be coherent and fit in
with the generally idea of the company
and its goals. Only in this way will a
company create its own culture. Observ –
ing famous global brands, it can be seen
how great an influence they have had on
the environment by creating lifestyles
and influencing fashion.
The brand identity makes it easier to gain
competitive advantage; it distinguishes a brand and makes remembering it easier.
This in turn is connected with gaining
such important advantages as the client’s
loyalty, which means his continuity of
shopping. It also makes it easy to shop,
as the client easily distinguishes a certain
brand from among the many others avail –
able on the market [9].
Of course, to create a positive image,
much research and many tests need to
be done, mainly tests connected with
choosing the name and logo. It should
be checked to what extent the brand can
be remembered and associated with a
certain product or company, and whether
it definitely creates positive images. Only
then can it be introduced into the market.
Properly devised brands are universal
values with no territory limitations, and
they fit perfectly the demands and rules
of the free market.
It is also necessary to concentrate our ac –
tions on legal aspects. These are mainly
issues connected with protection of intel –
lectual property (TRIPS). In the modern
world, the knowledge and application of
the intellectual property protection rules
has become a significant factor for start –
ing and running a business in practically
any industry. The effective and strong
Figure 1. Stages of the brand building
process.

FIBRES & TEXTILES in Eastern Europe January / March 2005, Vol. 13, No. 1 (49) 10 11 FIBRES & TEXTILES in Eastern Europe January / March 2005, Vol. 13, No. 1 (49)protection of these rights, which guaran –
tees the development and technological
progress, spurs creativity and enhances
competitiveness, helping to improve the
quality of all aspects of social life [10].
The legal protection of a strong brand
should prevent four categories of phe –
nomena:
§ forging famous brands;
§ overruns (a specific kind of forging,
which takes place if a subcontractor
who works for the famous brand man –
ufactures more goods than specified in
a contract, and sells them as original
brand goods without the brand own –
er’s permission);
§ unfair imitation (i.e. marking manu –
factured goods using identifications
very similar to the famous, known
brand);
§ using one brand by many producers;
in such a situation it is difficult to es –
tablish the authenticity of a brand, if it
is not specified who its owner is [11].
So, it is important to undertake every
possible action aiming at protecting the
new brand against its illegal use by a
third party. Correct management of the
brand means looking for effective forms
of communication with the potential
receiver. It is important to use all mar –
keting instruments correctly, including
product placement. This consists of plac –
ing a certain product as a prop in various
means of artistic production, such as
films, theatre plays, TV programmes,
books, and computer games.
Product placement is determined in liter –
ature as one part of public relations activ –
ity. In this strategy the so-called opinion
leaders are most often used; these are
public persons who convey intended
marketing opinions. Showing a celebrity
using a certain product creates the tastes
of potential receivers, becomes a model,
and influences perception and evaluation
of the product. It definitely influences the
decision process of the consumer, builds
brand awareness, enhances trust, and
enlarges loyalty and satisfaction with the
decision to buy [12].
Using different sales promotion tech –
niques is on necessary to achieve the re –
sult that the client becomes a loyal buyer
in the future. The goal of sales promotion
is to urge the client to a preliminary test
of the brand, make the client try the brand
again, and to evoke a positive experience from his purchase, so that he will also
buy this product after the promotion has
been finished. We can use various instru –
ments of sales promotion:
§ samples – the client gets a free oppor –
tunity to try the brand; if he is satis –
fied, there is a great probability that he
will also buy the product;
§ tokens or vouchers – they guarantee
the chance to buy a certain product at
a price lower than normal;
§ promotion discounts – the lower price
is clearly marked on the product,
which makes it easier to draw the
clients’ attention, and to discover the
brand;
§ competitions – they increase the
awareness of the brand existence and
amplify the brand image; organising
such activities increases the interest
of retailers, to whom it will later be
easier to sell the product;
§ bonus packaging – special packaging
with more amount of the product at
the same price;
§ product with a gift – rewarding clients
for buying a certain brand with a
small gift, which stimulates impulse
buying;
§ prizes for loyalty – not to reward
consumers immediately after buying,
but to build up loyalty by promising a
reward after some time [13].
Advertising is another instrument of the
marketing programme, whose task is to
build the brand’s image. It is mainly used
to build up the awareness of the brand’s
existence, keeping in clients’ minds that
the product is available on the market. Its
aim is also to show a given product in
opposition to the competitors’ products.
However, in the case of wanting to build
up a strong brand, it is more important
for the client to have some direct experi –
ence with it, as well as the knowledge of
other users’ opinions. The best advertis –
ing campaign will not be able to save
the brand if the consumers’ opinions
are negative and their experiences are
unsatisfactory.
Advertising is important while introduc –
ing the brand on the market, as it enables
a wide variety of potential clients to be
reached, and evokes connections with
fragments of an image which the con –
sumer has already seen. But in actual fact
it is only sales promotion which builds
the brand’s image and client loyalty [14].
Of course, advertising has an important
part to play, and greatly stimulates the sale of a given product. It is necessary to
use it when:
§ the brand is new and part of the mar –
ket does not know much about it; in
such a case advertising builds up the
awareness of its existence; in the mes –
sages sent it will repeat the firm’s or
brand’s name;
§ the target market is aware of the
brand’s existence; the messages
should include as much information
as possible about the needs the brand
can meet;
§ the brand is already known, and so the
company must focus on actions which
will make the consumers think posi –
tively; positive images related to the
brand should be used;
§ there is much competition on a given
market segment; the message should
be created in such a way that it would
show the positive features of a brand
as opposed to competitors’ products;
§ the company create the clients’ con –
victions for a product; we should
include such information in the mes –
sage which will make the client want
to buy the given product [15].
However, in order to use various types of
marketing action, a positioning method
should be used earlier, so as to determine
precisely what the difference of a given
brand is and what the target market is.
The company should also take a close
look at the competition’s actions. The
five dimensions of identity according to
Leo Burnett will certainly be very helpful
here (Figure 2).
A precise analysis of these dimensions
will surely help to reach the goals which
the company will aspire to, and will help
to choose proper instruments of action
and use them correctly.
If we are successful in promoting the
brand, we cannot neglect such follow-up
actions as constant monitoring. Detailed
supervision is necessary, whether or not
everything goes according to plan. As is
well-known, the life cycle of a product in
today’s world is becoming ever shorter,
more new products are on the market,
and if the company wants to retain its po –
sition on that market, it must constantly
develop and try to evoke a high level of
client satisfaction.
Summing up our considerations, we can
conclude that a company’s anonymity
does not support its actions, but on the
contrary, it hinders its development;

FIBRES & TEXTILES in Eastern Europe January / March 2005, Vol. 13, No. 1 (49) 10 11 FIBRES & TEXTILES in Eastern Europe January / March 2005, Vol. 13, No. 1 (49)therefore proper brand managing is one
of the most valuable strategies. Brand
positioning does not only provide an op –
portunity to differentiate the company’s
product from other brands, but also de –
fines its quality, value and professional –
ism. A correctly created system of brand
identity is a simple and quick communi –
cation tool in the process of creating the
best image [16].
Brand Strategy
and the Clothing Branch
Economic development in a united
Europe has resulted in a great number
of commercial connections between
European countries, and that means the
joining and mixing of different cultures
and the consolidation of mass communi –
cations. The result of this process is the
change in social thinking, and a greater
sense of mutual dependence between
the citizens of Europe. But the most
important part of this globalisation is, of
course, the development of the interna –
tional economy [17].
As we know, not all the countries have
developed at the same speed; for some of
them, joining the EU will be a chance to
a economical success; this will include
Poland among others. In order to reach
the present state of development of the
current members of the EU, many ac –
tions need to be undertaken. Members of
EU who are consistent and stable will be
needed. Most of all, effort should be fo -cused on improving the competitiveness,
modernisation and quality of manufac –
turing, but also on introducing the Union
regulations, and on creating and enhanc –
ing institutions which will supervise the
functioning of the economy correctly and
appropriately [18].
Globalisation in integrated Europe causes
many challenges, and so in order to build
and maintain competitive advantages, it
is necessary to constantly react to chang –
es in the global environment, because
simple monitoring of the threats and op –
portunities in the immediate neighbour –
hood is no longer enough [1]. Together
with the liberalised access to the EU
markets, the second half of the 1990s
brought vast opportunities for dynamic
development of trade with the member
states. Undoubtedly this was apparent
in every industrial branch, not least in
the clothing industry. The clothing in –
dustry in Poland, once strong, is today
in a difficult economical situation. With
the exception of just a few companies,
which have managed well in the new
reality, we mainly have strong foreign
companies on the market, not to mention
enterprises operating in the grey zone,
which are characterised by smuggling
products and forging logos. Therefore it
is so important to define our segment and
use modern marketing methods.
The restructuring processes in the cloth –
ing industry in the EU, and especially
the relocation of manufacturing proc –
esses outside the member states, were of key importance for the dynamics and
the scale of integration of the whole
Polish clothing industry into the EU.
The inflow of orders of this type from
the EU boosted Polish exports, enabling
the Polish light industry to increase its
output starting from 1993, and led to
stabilisation of sales in the late 1990s.
However, the same processes produced
strong economic dependence, mainly of
Polish clothing manufacturers, on the EU
customers.
Since 1998, the light industry in Poland
has enjoyed unobstructed access to the
EU market, without customs duties or
quotas, and since 1999 it has been fully
exposed to competing imports from the
member states within the established free
trading zone of industrial goods.
It is worth stressing that EU producers of
textiles, threatened by competitors in the
‘low-cost countries’, have moved their
products to higher market segments. In
this way, they try to avoid price wars
in the lowest market segment, while
maintaining their mark-ups in segments
where customers accept higher prices for
innovation, interesting designs, and qual –
ity finishing. The EU enterprises have
thoughtfully relocated their production
to countries with cheaper labour costs,
yet they are focused on brand building
and catching up with the fashion trends.
Until now, the market has not been able
to demand similar behaviour of Polish
enterprises, but the country’s accession
to the European Union may create such
an effect [19].
The results of research carried out during
the International Fair in Poznań in March
2004, aimed at determining whether, and
ifso how the clothing companies use
brand strategy, showed that most of them
do not employ such a strategy. The staff
of marketing departments merely indi –
cated their presence at the Fair as their
main action of presenting themselves to
the customers. They could not say what
the company’s image is, or if their com –
pany has a personality. Most questions
connected with brand strategy were not
understood by them.
A characteristic feature of the clothing
industry in Poland is that besides some
leading brands, plenty of anonymous
companies exists, and unfortunately this
situation will continue to develop. One
of the brands which sticks out from this
crowd, and which has gained popularity
Figure 2. Five dimensions of identity according to Leo Burnett. Source: G. Randall, ‘Branding
– a Practical Guide to Planning Your Strategy.’ Kogan Page. London 2000, in ‘Marketing
w Praktyce’, No. 2, 2002, p. 6.

FIBRES & TEXTILES in Eastern Europe January / March 2005, Vol. 13, No. 1 (49) 12and esteem on the clothing market, is
Americanos. The company has been on
the market for 13 years, and produces
jeans and sportswear. Because of its con –
troversial advertising companies, Ameri –
canos has been proclaimed the Polish
counterpart of Benetton [20]. Its mes –
sages are very bold, almost scandalous,
and their aim is to get to a thinking buyer
who pays attention to his original image.
A very important part is also played here
by the English-sounding name which is
connected with good quality and luxury.
In promotion activity the Internet was
used as a means of reaching potential
clients. Its marketing strategy employs
product placement, regular-customer
cards, promotion prices, and a loyalty
programme. The company takes active
part in sponsoring film premiers. An
important element of strategy is shop im –
age, e.g. a shop in Warsaw with the slo –
gan ‘Clothing is a challenge’ as its catch –
word. Through its image, the company
conveys the message that it is a modern
enterprise, and it prefers bold solutions.
The company is successfully competing
with the world leaders in clothing such as
Wrangler, Levis, and Lee [21].
A good and popular brand is always con –
nected with high quality, and in order to
compete in the EU, first of all one must
know the specifics of the consumers
on that market. Usually, they choose a
product considering the price/quality
ratio. This means that, contrary to Polish
buyers, for whom a low price is still most
important while buying, they prefer to
and are ready to pay more if they are sure
that the quality of a product is high, and
high quality is always associated with a
famous brand. Apart from the quality,
the service is also very important, and
this is still incomparably higher in west –
ern Europe.
Polish producers should consider whether
they are able adjust to constant changes
as quickly as is customary in western
Europe. They should be sure whether or
not they can quickly react to changes in
fashion and new trends, and consider that
the life cycles of the products are get –
ting shorter, as is particularly seen in the
clothing industry [22].
One of the most effective ways of check –
ing whether the brand strategy has been
used correctly is the consumers’ sensitiv –
ity to changes in prices. If the product on
offer is getting more and more expensive,
and the demand for it keeps dropping, that means that the attempt to build a re –
ally strong brand has failed. Brands are
intended to draw the client’s attention
from prices, and a well-created brand
should be aimed at lowering the clients’
sensitivity to prices [23].
So, Polish producers operating in the
clothing industry are faced with a range
of challenges, and only changes – which
in the foreseeable future will be neces –
sary – will allow them to compete with
other enterprises on the united European
market. These are the following:
§ improving the work output;
§ raising capital for investments;
§ reorganising the production cycles
– changing from subcontracting only
to a full production cycle (not many
companies implement a full produc –
tion cycle from the design to the final
product);
§ lowering the production of half-fin –
ished textile products;
§ creating manufacturing of textiles
and clothes of high quality under
their own brand name, with their own
original design;
§ investing in their own delivery system
and their own transport infrastructure,
in order to enlarge their ability to
quickly deliver the products to the
receivers;
§ improving the distribution system (it
is necessary to co-operate with big
trading networks);
§ investing in research that would be
helpful to innovate in production [24].
The free market is not for everyone on
equal terms. It favours those who have a
vision, an idea and are consistent in their
actions. A chance for success is surely
taking care of a good brand and a modern
managing system.
n Summary
Enterprises can use various marketing
instruments in their actions. Obviously,
managing a brand needs much talent and
skill, but most of all some experience. In
order to fully exploit the opportunities
given by the brand strategy, it needs con –
stant work on the brand, investment in its
development and expansion of its capital.
Of course, this is time-consuming and
demands many financial investments,
but what the company gets back in return
is the loyalty of the clients, and all the
efforts and investments pay off. There -fore it is worth finding out precisely all
the possible aspects of brand managing,
if we wish to achieve a position of the
leader in a given sector [25].
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Received 07.06.2004 Reviewed 19.07.2004