Abstract
Abstract : The South African retail clothing industry is evolving and there are a number of factors, such as a volatile economy, market saturation, the changing needs and expectations, and the emergence of new and advanced communication technologies and channels, that make the far more complex and unpredictable. Retail clothing brands are forced to shift their focus to redefining what they stand for, their reason for existence and are in search of ways to create meaningful differentiation and connect with their target market on an emotional level, while ensuring brand leadership. The purpose of this study is to explore the perceived relationship between brand purpose and brand leadership in the South African retail clothing industry. As the industry becomes more and more saturated the fight for differentiation and brand leadership is far more challenging. Competing on just the 4Ps is no longer enough. To deal with the overwhelming choice available, customers are now filtering through the clutter by focusing on brands that relevant, authentic and distinct; brands that align with their values and beliefs; that offer a memorable experience online and offline, and brands that deliver on what is promised better than its competitors. They are looking for a sense and proof of purpose when making purchasing decisions. To answer the research question or problem, a qualitative approach was employed, and semi-structured interviews, that consisted of 6 questions, were conducted with three brand and marketing managers of South African retail clothing brands. The findings demonstrated the challenges that retail clothing brands in South Africa face in trying to achieve brand leadership, and that to reach that position brands need to ensure top of mind awareness, that they make it to the customer’s shopping list and that the brand is still strong enough to compete in the marketplace. The study and its findings also demonstrate the need for retail clothing brands to be more strategic when it comes to building a brand, they showcase the need for customer-centricity, relevancy, authenticity and distinction in achieving brand leadership, which can be strengthened and supported through the creation and implementation of a brand purpose. Brand and marketing managers are now provided with a task to build a brand instead of focusing solely on products and services, which can easily be replicated by competing brands. Brand and marketing managers are required to place and understand their customers and align their needs and expectations with what the brand stands for. Furthermore, brand managers can no longer rely on just the 4Ps to achieve brand leadership, other strategies and solutions need to be explored to keep up.
M.A. (Strategic Communication)