Copyright Goodheart-Willcox Co., Inc. Chapter 5 Satisfying the Fashion Market 79
gain feedback from the reactions of the group members as they look at and
discuss various items.
• Computer databases. Formulated from consumer actions and purchases,
computer databases indicate the preferences of individuals in a target mar-
ket. Credit card companies can place consumers into appropriate lifestyle
categories when these people charge merchandise. After many purchases
on credit cards, clear customer profi emerge. Such databases pinpoint files
where specifi consumers shop, their spending levels, recreational activi- fic
ties, favorite colors and styles, garment sizes, and more. Credit card com-
panies often sell lists of names and addresses to companies who market
to particular target markets. This is valuable information to businesses,
but is upsetting to some consumers who seek privacy. Consumer privacy
laws exist to limit the selling or sharing of computer database information
without the consent of the individuals involved.
• Electronic feedback tests. Such tests use computers to receive qualitative
and quantitative information from those in the target-market test group.
Group members can turn an indicator knob to indicate their intensity of
like or dislike of what they see on a screen, handle in finished form, or
observe a model wear. Sometimes, consumers in the Midwest or South are
asked to react to a satellite broadcast of garments from New York or Paris
and indicate the degree of like or dislike of what a retail company is con-
sidering to offer for sale. This is quick, effective, and can be interactive,
with further immediate probing done in response to information being
collected. It is quite expensive to set up and run however, if it prevents
costly mistakes it has good return on investment.
• Virtual reality (VR). This computer-generated experience—virtual
reality (VR)—stimulates all the senses to create a perception of being in
another environment that responds to, or is interactive with, the user.
Fashion market research is done by giving the sensation of selecting, try-
ing on, and buying various products. Participants can see, feel, and hear
the rustling of a garment on themselves, even though it is not there. They
can turn to see all sides of it, and businesses can make changes in the
virtual garment according to consumer responses. Although this is very
expensive, this method can indicate design changes without wasting any
fabric or manufacturing time. Also, the virtual garments never get makeup
stains or broken zippers from people trying them on!
• Intelligent retail technologies. By showing real-time tracking of consumer’s
actual in-store behavior, these technologies connect the expressed needs of
consumers with their actual physical path through stores. Researchers can
tell where shoppers do not go, where they stop to look, and what they buy.
Analysis includes what in-store messages they connect with and for how
long, what coupons they download, and which products they scan but put
back without buying. Marketers can see where consumers require more or
less information or lower prices when compared to competitors. They can
relate this information in aggregate, according to what thousands of con-
sumers would do. This approach is replacing surveys and focus groups as
technology becomes more accessible and affordable.
gain feedback from the reactions of the group members as they look at and
discuss various items.
• Computer databases. Formulated from consumer actions and purchases,
computer databases indicate the preferences of individuals in a target mar-
ket. Credit card companies can place consumers into appropriate lifestyle
categories when these people charge merchandise. After many purchases
on credit cards, clear customer profi emerge. Such databases pinpoint files
where specifi consumers shop, their spending levels, recreational activi- fic
ties, favorite colors and styles, garment sizes, and more. Credit card com-
panies often sell lists of names and addresses to companies who market
to particular target markets. This is valuable information to businesses,
but is upsetting to some consumers who seek privacy. Consumer privacy
laws exist to limit the selling or sharing of computer database information
without the consent of the individuals involved.
• Electronic feedback tests. Such tests use computers to receive qualitative
and quantitative information from those in the target-market test group.
Group members can turn an indicator knob to indicate their intensity of
like or dislike of what they see on a screen, handle in finished form, or
observe a model wear. Sometimes, consumers in the Midwest or South are
asked to react to a satellite broadcast of garments from New York or Paris
and indicate the degree of like or dislike of what a retail company is con-
sidering to offer for sale. This is quick, effective, and can be interactive,
with further immediate probing done in response to information being
collected. It is quite expensive to set up and run however, if it prevents
costly mistakes it has good return on investment.
• Virtual reality (VR). This computer-generated experience—virtual
reality (VR)—stimulates all the senses to create a perception of being in
another environment that responds to, or is interactive with, the user.
Fashion market research is done by giving the sensation of selecting, try-
ing on, and buying various products. Participants can see, feel, and hear
the rustling of a garment on themselves, even though it is not there. They
can turn to see all sides of it, and businesses can make changes in the
virtual garment according to consumer responses. Although this is very
expensive, this method can indicate design changes without wasting any
fabric or manufacturing time. Also, the virtual garments never get makeup
stains or broken zippers from people trying them on!
• Intelligent retail technologies. By showing real-time tracking of consumer’s
actual in-store behavior, these technologies connect the expressed needs of
consumers with their actual physical path through stores. Researchers can
tell where shoppers do not go, where they stop to look, and what they buy.
Analysis includes what in-store messages they connect with and for how
long, what coupons they download, and which products they scan but put
back without buying. Marketers can see where consumers require more or
less information or lower prices when compared to competitors. They can
relate this information in aggregate, according to what thousands of con-
sumers would do. This approach is replacing surveys and focus groups as
technology becomes more accessible and affordable.