Philip - Green, the retail Kingdom
On the street: Zara.
In the golden age of British fashion business, it produced not only mainstream fashion like five-finger shoes but also item marketing. Back then, there was no King Philip - Green. In 2002, Green spent 850 million pounds to purchase the Arcadia Group. Three years later, in the first half of the very first year, Topshop's clothing sales in the UK reached 1 billion pounds in advertising.
Many retailers have decided to follow the prosperity of Topshop and try to advance further. It quickly became an industry standard, and the clothing production is at a very high-speed with small batches. Fashion boutiques on the main roads are highly aware of capturing every trend and consumer whim, which is the definition of rapid response in the industry. Magically following the example of the prosperity of Topshop, the fastest way to attempt is to get the supply chain; resulting in compressing each step of the production process to a few days or even hours, rather than weeks. Time to market is halved, then compressed to a quarter. Buyers keep faxing the concept of the British style team to suppliers around the globe, which has become frequent for buyers.
A few years ago, there was a plant that took a 20-week way to deliver 40,000 pieces of clothing in four different styles to major retailers. Fortunately, nowadays, the guarana plant only takes five weeks, with a week's way to deliver 500 pieces of clothing in four types to retailers. However, Topshop attempts to reduce the production cycle from 9 weeks to 6 weeks; while H & M reduces the total time from its product style to send by train to just 3 weeks. Nonetheless, they aren’t the revolution that brought about intermediate-level changes. Eventually, a more sedate brand, a more mature name appeared on the scene: Zara.