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The purpose of this paper is to examine the customer decision-making journey of high involvement female fashion consumers in the context of omnichannel fashion retailing.

The research is qualitative in nature, using a multi-method approach consisting of focus groups, semi-structured interviews, online diaries and follow-up interviews, with grounded theory applied to analyse the data.

The results of the study include a framework to outline the stages of the omnichannel customer decision-making journey for young high involvement female fashion consumers. The findings also reveal that an omnichannel decision-making journey is the one that predicated on risk and that consumers employ specific strategies to avoid such risks.

Due to the nature of this research, the sample size is limited and may not be generalised. Data collection was confined to Manchester, UK.

Customer journey mapping enables practitioners to view the entire shopping experience through the eyes of the customer and enables retailers' fault-find issues within the customer and brand experience.

The paper advances knowledge about fashion and consumer behaviour. The customer decision journey framework maps the emotional experiences, devices and channels encountered by high-involvement fashion consumers across each stage of the omnichannel journey.

This research critically investigates product development in the context of fast fashion online retailers who are developing “own label” fashion clothing. With a focus upon inputs, outputs, planning and management in order to comprehensively map the interplay of people, processes and the procedures of the product development process adopted.

Qualitative research method was employed. Face-to-face semi structured in depth interviews were conducted with key informants from market leading fast fashion online retailers in the UK.

The major findings of this research demonstrate the disruptions in the product development process in contemporary and challenging fashion retailing and a new “circular process” model more appropriate and specific to online fast fashion businesses is presented.

The research has implications for the emerging body of theory relating to fashion product development. The research is limited to UK online fashion retailers, although their operations are global.

The findings from this study may be useful for apparel product development for retailers considering an online and fast fashion business model.

The emergent process model in this study may be used as a baseline for further studies to compare product development processes.

The paper aims to establish how fast fashion is translated and communicated in the retail store environment.

An interpretive paradigm and inductive methodology made use of participant observation and key informant interviews.

Whilst efficiencies in the supply chain have facilitated fast fashion's success, centralised control structures have meant that these efficiencies and flexibilities have not been translated into the retail store environment. Marketing communications activity is evident in relation to aspects of fast fashion, for example, through the use of “hero pieces” as identified in this research, however, availability and retail presence must support the fast fashion proposition.

The paper has a UK focus where fast fashion is well established, therefore generalisations relating to other fashion markets may not be appropriate.

Retailers may have interest in the findings to gain competitive advantage in fast fashion.

Academic research on fast fashion research is still in its infancy, however this paper provides some unique insights into the phenomenon which may add to the nascent literature.

The phenomenon of fast fashion is under‐researched academically, yet has received attention in most of the fashion and business press. Therefore, as it would seem timely, this article aims to present the findings of some exploratory research.

The concept of agile supply chains or supply chain theory is explored with reference to fast fashion requirements. The research was carried out using in‐depth interviews of key informants in the fashion industry.

The major findings of this exploratory research demonstrate a developmental process occurring in supply chain management when fast fashion comes into the equation. This research provides additional complexity on the existing model of supply chain management for the fashion industry.

This paper presents a research agenda for future exploration. There are implications for theoretical perspectives of supply chain management as well as retail operations.

This paper offers insights into the impact of fast fashion on the supply chain and the links in the process which deserve further research attention.

The purpose of this paper is to provide a new perspective by conceptualising country of origin (COO) from a management perspective, identifying the impact different COO constructs have in the context of fashion retailer and manufacturer businesses.

This qualitative study comprises a series of in-depth interviews with key informants from large-scale fashion retailers and manufacturers in the UK.

The major findings of this research demonstrate that COO is considered a strategic business imperative but manifests in a variety of ways depending on brand positioning, long-term strategic plans, expertise, and brand values, etc.

This study contributes to the body of knowledge about the importance of COO. The findings of this research will have practical implications for manufacturers and retailers, informing the debate on the value of the “Made in […]” epithet. Findings are limited to the UK fashion clothing industry.

This research presents a new perspective on the COO construct, addressing it from a management rather than consumer perspective. It argues that COO can be considered as a strategic dimension, which is manifested in a variety of ways. COO has been extensively researched from a consumer point of view but this research takes a new approach by presenting findings from a managerial point of view, with fashion manufacturing and retail branding as the context.