6 conclusion 61 summary as this chapter has

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6 Conclusion 6.1 Summary As this chapter has demonstrated the fashion supply chain is a long and complex process that does not come without its issues, the complexities of this process leave it wide open to both environmental and social compromise adopting many forms. Rana plaza is just one of the many social disasters to have occurred in recent years, with signi fi cant consequences to the many humans who engage in the production of fashion. However the social compromise is just half the story, with the supply chain rapidly eating away at natural resources such as water and oil in the production and maintenance of fashion textiles. Evidence such as that provided earlier in the chapter regarding the Aral Sea demonstrates the vast water usage that the pro- duction of natural fi bre cotton garments requires. The manufacture of a single pair of denim jeans accounts for 11,000 L of water in the growth of the cotton fi bre, garment processing and dying of the denim fabric itself (WWF 2015 ). This statistic of water usage however does not account for the maintenance and washing of his product, which can be seen as the most accountable stage in the fashion life cycle. The need for change has never been more prominent. As the fast fashion business model continues to fl ourish, the time pressures on the fashion supply chain only intensify. For example, when the Rana Plaza disaster occurred in April 2013 it was thought that it would have a negative impact on sales of fast fashion goods due to extensive media coverage. This however was quite the opposite, with Primark boasting a 44 % increase in like-for-like sales on the previous year (Hawkes 2013 ). Social compromise in the supply chain along with the vast consumption issues in 34 A.M. James and B. Montgomery
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social fashion cannot continue with urgent developments needing to be imple- mented to bring about this change. With the fashion production cycle there are three key stakeholders; the manu- facturers, the retailers and the consumers. In the context of the purchasing process, both the consumer and the retailer engage and interact with each other through a mutual relationship. Despite this relationship being two-way to a certain degree, the retailer ultimately has the power to have a degree of in fl uence over the products being purchased by the consumers. Traditionally this in fl uence relates to max- imising pro fi tability and increasing sales through the utilisation of marketing techniques. However when recontextualised this power has the potential to in fl u- ence purchasing behaviour for the good. As demonstrated in Fig. 3 , this in fl uence is most effective during the designated window of opportunity. This lies between the consumer having formulated their initial intent and this initial intent translating into behaviour. However as previously identi fi ed, it is also at this stage where a fun- damental difference between intentions and behaviour can occur. The intention-behaviour gap, as shown in Fig. 6 , is where a consumer has the intention
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  • Fall '19
  • Business Ethics, Corporate social responsibility, Alana M. James, Bruce Montgomery

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