The apparel industry across the globe is one of the most competitive industries, competing in around every part of the world. The life of retail products are very diminutive which are categorically derived by factors such as product lifecycles due to constant use, high volatility in terms of seasonal conditions, ever-changing trends in fast fashion industry, low predictability attached to very less or no repeatability. The apparel industry usually competes in three major categories. Firstly, they compete on the basis of cost advantage; they supply grand value products to the mass markets. For example, Armani doesn’t cater to the mass market, although the level and quality of products, produced by Armani are of no comparison but still they do not stand in the competition. Secondly, they produce affordable fashion clothes, in this section what they compete is not rate but the speed, their aim is to provide trendy clothes to the stores in the shortest possible operating times. For example, if the colour of London ramp in 2010 is blue, then it is the ability and efficiency of brands like Zara, Benetton and Top Shop to present the colour as soon as possible. Thirdly, the last but not the least is the high-end market competition, in this section the companies provide luxurious apparel to the customers satisfying their needs and demands. Brands like Ralph Lauren, CK, DKNY and etc. provide such high-end market competition, they neither competes upon cost nor upon the speed but what they compete upon is ‘brand equity’.
世界各地的服装行业是一个竞争最激烈的行业竞争，在世界的每一个部分。零售产品的生命是非常小的，如产品的生命周期不断使用因素断然派生的，在季节性条件的高波动性，快速时尚行业不断变化的趋势，可预测性低附着非常少或没有重复性。服装行业是竞争的三大类。首先，他们竞争的成本优势的基础上；他们供应大价值的产品为大众市场。例如，阿玛尼不迎合大众市场，虽然水平和产品质量，生产的阿玛尼是没有比较，但他们仍然不站在竞争。其次，他们生产的负担得起的时尚的衣服，在这段他们竞争是不是率但速度，他们的目的是提供时髦的衣服，在尽可能短的操作时间的商店。例如，如果在伦敦有2010个斜坡的颜色是蓝色，那么它的能力和品牌Zara效率，贝纳通和铺顶出现颜色尽快。第三，最后但并非最不重要的是高端市场的竞争，这部分的公司客户，满足他们的需要和要求，提供豪华的服装。就像拉尔夫劳伦，CK品牌，DKNY等提供这样的高端市场的竞争，他们既没有竞争成本也不在速度，但他们的竞争上，品牌资产。
