A Strategic Suggestion

In order for the slow fashion movement to gain momentum and become successful in the market, the Danish fashion industry needs a new approach. Taking advantage of innovation in the field and developing fresh ways to communicate the values of sustainability would gain the attention and interest of stakeholders. In theory, innovation is defined as “the process by which new ideas and artefacts lead to new cognitive and behavioral practices such as genres, and models” (Isar and Anheier, 2010 p. 5). Certainly it can be argued that slow fashion is a new phenomenon in Denmark, and could become an innovative strategy leading to competitive advantage and success in the market. Although promoting clothing as carrying values that enhance quality of life is subtler than promoting food as having quality of life values, quality of life promotional approach could work successfully for the slow fashion movement.

When it comes to innovative and competitive strategies, the fashion industry might have to differentiate between what is relevant and what is new. It can be argued sustainability is a relevant strategy (see Porter and Kramer), because it concerns the future of our world.

Marketing theory has provided the industry with knowledge implementing the strategy of

sustainability. It seems however, the concept itself suffers from being overly used in speech,

but not functional in actuality. Slow fashion could provide a new, original and innovative

approach promoting sustainability in Denmark. The fact that companies try to avoid using the word sustainability in external communication, leads me to suggest that the next step should be to perhaps speak of slow fashion and producing garments that actually enhance our quality in life through production, as much as with aesthetics and style. The lack of education on the values and importance of sustainability in the manufacture of clothing contributes to the absence of demand for its value in the market. Accordingly, it is important for Danish brands to communicate differently about sustainability. A successful strategy could be to communicate the values entailed in slow fashion, those being: quality, sincerity, longevity of materials, timelessness of design, aesthetics and excellence in craftsmanship.

It is possible that the Danish consumer, given this information directly, would find slow fashion to be something new to wear, thus innovative, as well as a purchase offering new quality in life.

Having said this, the solution for practice might be quite simple. Since findings show that none of the investigated brands from the data collection really brand themselves with slow fashion, the answer to the second research question could be communicating about slow fashion is the first step companies should take. Furthermore, if they clearly take on the challenge of promoting sustainability as a way of enhancing the quality of life, communicating slow fashion specifically is about quality, sincerity, longevity, timelessness, aesthetics and craftsmanship, overall enhancing quality in life, the value and success of innovation and engaging the stakeholders might be proven true.

In the end, as expected by the industry, the help of the Danish government will be needed to develop this movement to the point of gaining momentum with it. Education on the facts of sustainability might help the general public combat the Danish apparent lack of knowledge about fast fashion consequences. Here, it might be an idea to integrate a subject on sustainability in the curriculum, as early as high school, in order to inspire and educate people as early as possible.

To summarize, I have answered both research questions and my findings contribute new

knowledge to the field of research in fashion, stating an unexpected difference between

theory and practice, and by outlining a strategy to overcome perceived market disadvantages in sustainability. I have found the weak point in current fashion expert assumptions about sustainability, and have shown a way to create the benefits of innovation and competition when engaged in sustainable practices in manufacturing, if engaged in marketing sustainability through education of the consumer.

There are several main points in my discussion that need to be underlined. Sustainability, it seems, is a word overly used in the garment industry and as currently communicated, does not generate demand, regarding stakeholders in Denmark. Further, slow fashion is a comparatively new phenomenon that appears to be gaining momentum in Denmark:

however, silently. When it comes to crafting an innovative and competitive strategy, I proposed that the industry needs to differentiate between what is new and and what is relevant in fashion and clothing. To gain attention and in order to become relevant, I suggest slow fashion needs to be communicated externally in order to become recognized and possibly competitive. When approaching slow fashion as an innovative, competitive strategy, I suggest it is important to clearly differentiate from the practices of sustainability, not simply manufacturing clothes, but producing garments that truly enhance the lives of consumers. This can be done by clearly communicating the values of quality, sincerity, longevity, timelessness, aesthetics and craftsmanship as found in the clothes of slow fashion. Regarding the investigated slow fashion companies, a connection between the actual product and garment might be important, as “talk is cheap”. This implies the product should be profoundly related to its promotional narrative. The former is directed towards fashion companies in Denmark. However, looking at Denmark in general, I found out that governmental support and education around sustainability might be important when looking at the development of its market success in the future.

In this context, I acknowledge that the approach I have outlined does not eliminate the

serious challenges remaining in the fast fashion system.