@article{saricam_polat_cassill_kalaoglu_2014, title={Strategy development and assessment via scenarios for the Turkish apparel industry}, volume={22}, number={6}, journal={Fibres & Textiles in Eastern Europe}, author={Saricam, C. and Polat, S. and Cassill, N. L. and Kalaoglu, F.}, year={2014}, pages={20–26} }
 @article{saricam_kalaoglu_polat_cassill_2013, title={Application of Godet's scenario methodology to the Turkish apparel industry}, volume={21}, number={2}, journal={Fibres & Textiles in Eastern Europe}, author={Saricam, C. and Kalaoglu, F. and Polat, S. and Cassill, N. L.}, year={2013}, pages={7–12} }
 @article{allen_parrish_cassill_oxenham_2012, title={Assessing the validity of a niche strategy model in predicting the potential and success of niche markets and products}, volume={103}, ISSN={["0040-5000"]}, DOI={10.1080/00405000.2011.627156}, abstractNote={Companies can increase market share and profitability through the use of a niche market strategy. Parrish examined how companies use a niche market strategy and developed the Parrish Niche Strategy Model. This paper presents results of a study testing the model in terms of: (1) predicting the potential of a niche market and/or product and (2) predicting the success of a niche market and/or product. In order to test the model, deductive logic was used to develop questions that would gather quantitative data related to market potential strategies and success variables. In order to determine the importance of variables in relation to predicting the potential and success of a niche market and/or product, instrument questions were developed that utilized rank order scales. In addition, three-point Likert scales were used in order to determine the level of importance for each of the market potential and success variables. The sample consisted of fiber and yarn manufacturers, fabric manufacturers, apparel manufacturers and marketers, and retailers. Results indicate that the Parrish Niche Strategy Model was useful for gaging the potential and success of niche strategies, in terms of both product and market. This research was significant in that it tested the only existing model of niche strategies developed specifically for the textile industry. In addition, this study focused on bottomweights, which represents a significant domestic consumption market for the US textile supply chain.}, number={8}, journal={JOURNAL OF THE TEXTILE INSTITUTE}, author={Allen, Reece and Parrish, Erin and Cassill, Nancy L. and Oxenham, William}, year={2012}, pages={900–911} }
 @article{berdine m._cassill n. l._r._2008, title={Analysis of supply chain strategies used by the United States textile and apparel industries}, volume={12}, DOI={10.1108/rjta-12-03-2008-b001}, abstractNote={Due to the highly competitive nature of an increasingly global market, textile and apparel firms are being challenged to leverage and enhance their core competencies in order to maintain and potentially increase market share. A strategy being explored is increasing supply chain efficiencies with the goal of reducing costs and improving customer service levels. This research seeks to explore such supply chain strategies which are currently being used into addition to the product costing and outsourcing decision analysis. Executives within the fiber and yarn, textile, apparel and retail industries are quantitatively and qualitatively interviewed in order to examine these issues.
            Results show that firms are using a blended sourcing strategy in order to minimize risk and leverage manufacturing capabilities. Quality, cost and reliability of delivery are all indicated as important in terms of sourcing criteria. The results provide insight into the decision process and a framework for increasing efficiency resulting in increased international competitiveness.}, number={3}, journal={Research Journal of Textile & Apparel}, author={Berdine M., Parrish E. and Cassill N. L., Oxenham W. and R., Jones M.}, year={2008}, pages={1–17} }
 @article{allen_parrish_cassill_oxenham_jones_2008, title={Competitive analysis of niche product supply chains}, volume={12}, DOI={10.1108/rjta-12-03-2008-b002}, abstractNote={Companies are pursuing niche markets to combat competitive pressures from low-cost producers of textiles and apparel. These small, customer-need centered markets provide economic competitiveness opportunities through increased market share and profitability (Parrish, 2003).
            To further understand niche marketing strategies and expand the Parrish Niche Strategy Model (2003), competitive analyses are conducted using secondary data. The analyses covered companies in each sector (fiber/yarn, textile, apparel, and retail) of the supply chain.
            The purpose of the analyses is to understand competitive positions and strategies of companies competing with niche products in the bottomweight market. This market is chosen because it represents a significant consumption market in the United States where domestic textile manufacturers still have a presence. The results indicate that growth rates are higher for downstream companies, although a larger number of upstream companies are privately held. Companies in all sectors of the supply chain are found to be utilizing supply chain and brand management strategies.}, number={3}, journal={Research Journal of Textile & Apparel}, author={Allen, R. M. and Parrish, E. and Cassill, N. L. and Oxenham, W. and Jones, M. R.}, year={2008}, pages={18–29} }
 @article{divita_ludwig_cassill_2007, title={An examination of the economic and social benefits from us textile industry strategic partnerships}, volume={5}, number={3}, journal={Journal of Textile and Apparel Technology and Management}, author={Divita, L. and Ludwig, D. and Cassill, N.}, year={2007} }
 @article{tangboonritruthai s._w._2007, title={Global dynamics impacting yarn production and consumption}, volume={5}, number={4}, journal={Journal of Textile and Apparel Technology and Management}, author={Tangboonritruthai S., Cassill N. L. and W., Oxenham}, year={2007}, pages={1–26} }
 @inproceedings{allen r._cassill n.l._m.r._2007, title={Niche marketing strategy in the textile and apparel industry: an investigation into development factors}, author={Allen R., Parrish E.D. and Cassill N.L., Oxenham W. and M.R., Jones}, year={2007}, pages={239–256} }
 @article{yilmaz_cassill_powell_2007, title={Turkish towel's place in the global market}, volume={5}, number={4}, journal={Journal of Textile and Apparel Technology and Management}, author={Yilmaz, N. and Cassill, L. and Powell, N.}, year={2007} }
 @article{fratto_jones_cassill_2006, title={An investigation of competitive pricing among apparel retailers and brands}, volume={10}, ISSN={["1758-7433"]}, DOI={10.1108/13612020610701938}, abstractNote={PurposeThe aim of this paper is to investigate competitive pricing strategies of apparel brands and retailers.Design/methodology/approachThe paper begins with a broad discussion of competition by examining Porter's five forces model, and narrows by examining price competition within price tiers in the retail apparel industry according to store format and brands. Included are case studies of apparel retailers and brands incorporating concepts of pricing strategies, brand positioning, and price competition, with a focus on retail channel relationships. The paper analyzes the impact of price competition on apparel retailers and brands, and further examines price tiers as a competitive strategy.FindingsThe study reveals that the concept of price tiers is applicable to apparel retailers and brands. Price tiering is a vehicle for market positioning for the retail apparel industry. Retailers are enacting a price tier strategy by branding their retail store formats or engaging store brands as a vehicle of differentiation for a tier. Retailers and brands can be successful with a price tier strategy, unless they fail to differentiate between tiers on factors other than on price alone.Research limitations/implicationsThe lack of relevant price competition literature, relating to the retailer apparel industry, forced the exploration of price competition literature from grocery and automotive sectors.Originality/valueThe paper provides useful information on the impact of price competition on apparel retailers and brands, and also price tiers as a competitive strategy.}, number={4}, journal={JOURNAL OF FASHION MARKETING AND MANAGEMENT}, author={Fratto, Genessa and Jones, Michelle and Cassill, Nancy}, year={2006}, pages={387-+} }
 @article{lee_cassill_2006, title={Analysis of world nonwoven market}, volume={5}, journal={Journal of Textile and Apparel Technology and Management}, author={Lee, H. J. and Cassill, N.}, year={2006}, pages={1} }
 @article{powell_cassill_2006, title={New textile product development: Processes, practices, and products}, volume={97}, ISSN={["1754-2340"]}, DOI={10.1533/joti.2005.0154}, abstractNote={Abstract With today's global competitive marketplace, new textile product development requires a design, marketing, materials and technology interface. An opportunity existed to examine the new textile product development processes being used by global textile companies with a variety of textile product end-uses: apparel, home textiles, transportation, industrial, nonwovens, carpets, and medical textiles. The Crawford and DiBenedetto model (2003) was used as the conceptual framework for the study and data was collected using secondary and primary data sources. A total of 24 global companies, based in the United States, comprised the sample for this study. Each company's new textile product development processes, practices, and new products were examined, with identification of key new product development concepts being utilized. Results indicated that companies were utilizing new product development (NPD) processes as a competitive tool, but are using a combination of NPD strategies to develop and launch products in the global marketplace.}, number={2}, journal={JOURNAL OF THE TEXTILE INSTITUTE}, author={Powell, N. B. and Cassill, N. L.}, year={2006}, pages={155–166} }
 @article{parrish_cassill_oxenham_2006, title={Niche market strategy for a mature marketplace}, volume={24}, ISSN={["1758-8049"]}, DOI={10.1108/02634500610711860}, abstractNote={PurposeTo examine how companies in the maturity stage of the product life cycle can implement and maintain a successful niche market strategy to increase competitiveness in the face of new competition, with particular reference to the global textile industry.Design/methodology/approachResponsible executives in eight firms in the textile and apparel/clothing sector in the USA were interviewed face‐to‐face or by telephone, or completed an online questionnaire. The sample contains leaders in the industry.FindingsResearch results suggest that niche marketing is an effective strategy for countering price competition in a mature industry and can use a niche market strategy. They identify key success factors, the most important factor of which was found to be a thorough understanding of the targeted consumers. It is concluded that the marketing mix plays a more important part than is generally suggested in the literature, by communicating non‐price product attributes to the niche market.Research limitations/implicationsThe small sample limits generalization beyond the companies that participated in the study and comparable firms in the US textile and apparel/clothing industry.Practical implicationsThis research study shows, within its limitations, that niche marketing is a promising global competitive strategy for mature industries. The study proposes practical guidelines for putting it into practice.Originality/valueThis study generally confirms the literature, but comes to some original further conclusions.}, number={7}, journal={MARKETING INTELLIGENCE & PLANNING}, author={Parrish, Erin D. and Cassill, Nancy L. and Oxenham, William}, year={2006}, pages={694–707} }
 @article{parrish_cassill_oxenham_2006, title={Niche market strategy in the textile and apparel industry}, volume={10}, ISSN={["1758-7433"]}, DOI={10.1108/13612020610701956}, abstractNote={PurposeThe purpose of this study is to examine how the textile and apparel industry can utilize a niche market strategy in order to compete with lower priced imports.Design/methodology/approachThe research design used for this study was an in‐depth case study method. The sample consisted of selected companies from the fiber, textile, apparel, and auxiliary sectors who are considered leaders in the US textile and apparel industry.FindingsResults indicated that firms can approach a niche strategy from either a market or a product perspective. Findings also indicated variables that are used by firms for both approaches. The most important factor in which a firm needs to focus is understanding the consumer.Research limitations/implicationsBecause of the limited sample size of US textile and apparel firms, the results can only be generalized to those companies that participated in the study and not the entire textile and apparel industry.Practical implicationsThis research study showed that a niche strategy is a promising global competitive strategy for the textile and apparel industry that can be used to compete with lower priced imports.Originality/valueThis study clarifies not only how a niche market/product is defined by the industry, but also how firms can implement and maintain a successful niche strategy.}, number={4}, journal={JOURNAL OF FASHION MARKETING AND MANAGEMENT}, author={Parrish, Erin and Cassill, Nancy and Oxenham, William}, year={2006}, pages={420-+} }
 @article{parrish_cassill_oxenham_jones_2006, title={The use of a niche market strategy by U.S. textile and apparel firms}, volume={97}, number={2}, journal={Journal of the Textile Institute}, author={Parrish, E. and Cassill, N. and Oxenham, W. and Jones, M.}, year={2006}, pages={77–85} }
 @article{divita_cassill_ludwig_2006, title={Value and fairness in US textile industry partnerships}, volume={10}, ISSN={["1758-7433"]}, DOI={10.1108/13612020610701974}, abstractNote={PurposeThe purpose of this paper is to develop a demographic profile and to examine the types of value (social and economic) and fairness received from strategic partnerships between members of the US textile industry with their US suppliers and vendors.Design/methodology/approachBased on a theoretical Relationship Retention Model by Gassenheimer and Houston and incorporating Transactional Cost Analysis, social exchange theory and distributive justice as theoretical frameworks, a quantitative instrument measured partnership economic value, social value and fairness. Standard least squares regression analysis combined with bootstrap analysis was used in data analysis.FindingsResults indicated that a significant relationship (p>0.0001) existed between social value and fairness. These findings refute the theoretical model, which shows both economic value and social value to be equally important to a successful partnership.Research limitations/implicationsLimitations arose from adapting a theoretical model to a testable path model, a limited number of partnerships and that this survey did not involve time‐series or longitudinal research methods. Future research may include dyadic research, a longitudinal study or the scope of the survey may be broadened to the global level.Practical implicationsIndustry can use study findings to evaluate their own strategic partnerships, while results may be taught in academia as part of a strategic planning or management course or used as a basis for further research.Originality/valueThis study fills a void in current research literature by: using an empirical approach to analyze strategic partnerships in the US textile industry, and testing a previously untried theoretical model.}, number={4}, journal={JOURNAL OF FASHION MARKETING AND MANAGEMENT}, author={Divita, Lorynn and Cassill, Nancy and Ludwig, David}, year={2006}, pages={447-+} }
 @article{bruer_cassill_jones_2005, title={Branding to compete: Applications to textiles and apparel}, volume={4}, number={3}, journal={Journal of Textile and Apparel Technology and Management}, author={Bruer, S. M and Cassill, N. L. and Jones, M. R.}, year={2005} }
 @article{fratto_jones_cassill_2005, title={Competitive pricing strategies}, volume={9}, journal={Journal of Fashion Marketing and Management}, author={Fratto, G. and Jones, M. R. and Cassill, N. L.}, year={2005} }
 @inproceedings{parrish e.d._w._2005, title={Examination of the factors surrounding the implementation of niche market strategy}, booktitle={A new era: National Textile Center Forum, March 20-22, 2005: Textile Institute, 84th Annual World Conference, March 22-25, 2005, Back-to-Back Meetings in Raleigh, North Carolina, USA}, publisher={[Manchester, England]: The Textile Institute}, author={Parrish E.D., Cassill N.L. and W., Oxenham}, year={2005}, pages={1–14} }
 @article{parrish e. d._oxenham w._jones m. r._2005, title={The use of niche market strategy by US textile and apparel firms}, volume={96}, DOI={10.1533/joti.2004.0027}, abstractNote={Abstract The purpose of this study was to examine how a niche market strategy can be used by the United States textile and apparel industry to compete with lower priced imports. A quantitative study was conducted in Spring 2003 that utilized an online survey, based on a deductive model of research (Creswell, 2003). Results showed that the majority of companies surveyed are currently using a niche market strategy. However, the company's approach to the strategy varied among industry sectors. Also, the variables that need to be in place for this strategy to be successful were discovered, in addition to the various methodologies that can be used to identify potential niche markets. The research results can be used in business strategy formulation to create and maintain niche markets as well as to provide a research framework for international textile and apparel researchers.}, number={2}, journal={Journal of the Textile Institute}, author={Parrish E. D., Cassill N. L. and Oxenham W. and Jones M. R.}, year={2005}, pages={77–85} }
 @inproceedings{hinks_noor_shamey_cardenas_jasper_cassill_aspland_2005, title={Towards global color control in the textile supply chain: The role of lighting in color perception}, booktitle={American Association of Textile Chemists and Colorists, International Conference & Exhibition (AATCC-ICE) 2005}, publisher={American Association of Textile Chemists and Colorists}, author={Hinks, D. and Noor, K. and Shamey, R. and Cardenas, L. and Jasper, W. and Cassill, N. and Aspland, J. R.}, year={2005}, pages={14–23} }
 @article{a comparative study on new retailing outlets in the shanghai apparel market_2004, volume={8}, DOI={10.1108/13612020410537861}, abstractNote={After China's accession to the WTO, different formats of retailing outlets have emerged and competition within China's apparel retail market has become keener. This paper presents a comparison research on four influential retailing outlets in the current Shanghai apparel retail market: upscale shopping centers, modern shopping malls, joint discount superstores (joint ventures with foreign retail giants), and manufacturers' wholly‐owned flagship stores (factory outlets). Corresponding to each retailing outlet, Plaza 66, Grand‐Gateway Mall, Carrefour Store in Quyang Road, and Youngor Flagship Store in Nanjing Road are studied, with an investigation of apparel brands covered by each. The results identify the four retailing outlets' characteristics, and future prospects in the Chinese apparel retail market are discussed.}, number={2}, journal={Journal of Fashion Marketing and Management}, year={2004}, pages={166–175} }
 @inproceedings{hodge_cassill_gupta_2004, title={Disruption in the textile supply chain}, booktitle={83rd Textile Institute World Conference, Shanghai China, May 2004}, publisher={Manchester, UK: Textile Institute}, author={Hodge, G. L. and Cassill, N. and Gupta, D.}, year={2004} }
 @article{hodge_cassill_2004, title={Doing business in China}, volume={4}, number={2}, journal={Journal of Textile and Apparel Technology and Management}, author={Hodge, G. and Cassill, N.}, year={2004} }
 @article{cassill_parrish_oxenham_jones_2004, title={Modeling of niche market behavior of US textile and apparel firms}, volume={4}, number={2}, journal={Journal of Textile and Apparel Technology and Management}, author={Cassill, N. and Parrish, E. and Oxenham, W. and Jones, M.}, year={2004} }
 @article{parrish_cassill_oxenham_2004, title={Opportunities in the international textile and apparel marketplace for niche markets}, volume={8}, DOI={10.1108/13612020410518682}, abstractNote={With the present transient status of many countries’ economies, the international textile industry faces considerable challenges. There are many uncertainties surrounding the global textile market, exacerbated by the foreboding that in 2005, quotas will be eliminated, resulting in “free” trade flows. There is no doubt that manufacturers who have created niche markets will be better positioned to compete in the global marketplace and achieve higher margins for products while yielding greater profitability. This paper is an introduction of a larger study that will examine how niche market definitions are being recast, owing to changing global patterns. This paper addresses what role niche markets will play in 2005. Specific objectives are: to give a broad overview of various trade theories, including classical, neo‐classical, post‐neo‐classical, and modern, in order to determine what, theoretically, the future holds for the US textile and apparel industry. Specifically, focus will be given to the issue of specialization as a result of trade; to explain how the specialization advocated by trade economists relates to niche markets in the US textile and apparel industry; to illustrate how traditional marketing methods differ from niche marketing; and to examine what role niche markets will play in the US textile and apparel industry in 2005. The results of this research study will aid in the formulation of a business strategy that can by utilized to capitalize on niche markets and will provide a research framework for global textile researchers.}, number={1}, journal={Journal of Fashion Marketing and Management}, author={Parrish, E. D. and Cassill, N. L. and Oxenham, W.}, year={2004}, pages={41–57} }
 @article{kincade_vass_2002, title={Implementation of technology and relationships to supply chain performance: Apparel manufacturers' perspectives}, volume={16}, number={3}, journal={International Review of Retail, Distribution and Consumer Research}, author={Kincade, D. H. and Vass, D.}, year={2002}, pages={301–327} }
 @article{dattilo_king_leung_2002, title={Medical textiles application of an absorbable barbed bi-directional surgical suture}, volume={2}, number={2}, journal={Journal of Textile and Apparel Technology and Management}, author={Dattilo, P. and King, M. and Leung, J. C.}, year={2002} }
 @article{dattilo_king_cassill_leung_2002, title={Medical textiles: Application of an absorbable barbed bi-directional surgical suture}, volume={2}, number={2}, journal={Journal of Textile and Apparel Technology and Management}, author={Dattilo, P. P. and King, M. W. and Cassill, N. L. and Leung, J. C.}, year={2002}, pages={1–5} }
 @article{jagannathan_jones_cassill_2002, title={Modeling the establishment of an e-journal in textiles and apparel}, volume={2}, number={2}, journal={Journal of Textile and Apparel Technology and Management}, author={Jagannathan, B. and Jones, M. R. and Cassill, N. L.}, year={2002} }
 @inproceedings{jones_cassill_jagannathan_2002, title={Modeling the establishment of an electronic journal in textiles and apparel}, ISBN={9789623673518}, booktitle={IFFTI International Conference 2002: fashion and textiles: the new frontiers: design, technology and business: 7-9 November 2002, Hong Kong}, publisher={[Hong Kong: Institute of Textiles and Clothing, the Hong Kong Polytechnic University]}, author={Jones, M.R. and Cassill, N.L. and Jagannathan, B.}, year={2002} }
 @article{cassill_jagannathan_jones_2002, title={Modeling the establishments of an electronic journal in textiles and apparel}, volume={2}, number={3}, journal={Journal of Textile and Apparel Technology and Management}, author={Cassill, N. and Jagannathan, B. and Jones, M.}, year={2002} }
 @article{divita_2002, title={Strategic partnership in the domestic textile complex: Exploring the suppliers' perspective}, volume={20}, number={3}, journal={Clothing and Textiles Research Journal}, author={Divita, L.}, year={2002}, pages={156–166} }
 @article{cassill_mcree_2002, title={Sub-Saharan Africa: potential production source for textiles and apparel?}, volume={2}, number={3}, journal={Journal of Textile and Apparel Technology and Management}, author={Cassill, N. and McRee, A.}, year={2002} }
 @article{isley_cassill_cassill_2002, title={Tax treatment of U.S. companies participating in the maquiladora industry: Recent developments involving international agreement on transfer pricing and other issues}, volume={2}, number={11}, journal={International Business & Economics Research Journal}, author={Isley, A. and Cassill, A. and Cassill, N.}, year={2002}, pages={15–26} }
 @article{moore_herr_2001, title={Marketing fashion color for product line extension in the department shore channel}, volume={1}, number={2}, journal={Journal of Textile and Apparel Technology and Management}, author={Moore, M. and Herr, D.}, year={2001} }
 @article{foust_cassill_herr_williamson_1999, title={Adoption of the Casual Workplace by United States Fortune 500 companies}, volume={90}, ISSN={["0040-5000"]}, DOI={10.1080/00405009908690635}, abstractNote={The Casual Workplace has had positive effects on most aspects of the corporate culture. Rogers' Model of the Innovation-Decision Process provided the conceptual framework for this study. The sample consisted of Human Resource executives of United States Fortune 500 companies, with 189 executives (38% response rate) responding to the mailed questionnaire. The results of the Casual Workplace have met and exceeded the objectives of the Casual Workplace so it will continue in US companies. Results of this study have implications for global textile marketers, merchandisers, and drycleaners/launderers.}, number={2}, journal={JOURNAL OF THE TEXTILE INSTITUTE}, author={Foust, S and Cassill, N and Herr, D and Williamson, N}, year={1999}, pages={147–162} }
 @article{foust_cassill_herr_1999, title={Diffusion of innovation: The casual workplace phenomenon}, volume={3}, DOI={10.1108/eb022568}, abstractNote={This study examined the casual workplace in the context of diffusion of innovation. The innovation of the casual workplace, the wearing of casual clothing to the office, has had positive effects on most aspects of the corporate culture. Rogers' model of innovation‐decision process (1995) provided the conceptual framework for this study. Questionnaires were sent to human resource executives of US Fortune 500 companies, with 189 executives responding to the mailed survey. Respondents were categorised into one of Rogers’ (1995) adopter categories. Chi‐square goodness‐of‐fit test, chi‐square analysis and analysis of variance (ANOVA) were used to test H1, H2 and H3 respectively. The percentages of the companies that are categorised in each of four adopter categories in this study differed from the percentages in each of five adopter categories in Rogers' (1995) model. Human resource executives’ cognisance of the casual workplace differed on two knowledge components and two casual workplace persuasion components, relative advantage and compatibility. Because the number of Fortune 500 companies adopting casual workplace attire appears to be increasing, the need for this attire continues. Therefore, textile marketers, dry‐cleaners and retailers are challenged to provide products and services to meet consumers' casual workplace apparel needs.}, number={4}, journal={Journal of Fashion Marketing and Management}, author={Foust, S. and Cassill, N. and Herr, D.}, year={1999}, pages={311–323} }
 @article{thomas_herr_1999, title={Factors influencing maintained markup of retail national and private apparel brands}, volume={17}, number={1}, journal={Clothing and Textiles Research Journal}, author={Thomas, J. and Herr, D.}, year={1999}, pages={47–57} }
 @article{cassill_1998, title={Do customer returns enhance product and shopping experience satisfaction?}, volume={8}, DOI={10.1080/095939698342841}, abstractNote={The purpose of this study was to determine if department store customers who had recently returned a sportswear apparel product differed from customers who had returned one within the last year. The survey research method was used, with a retailer-endorsed covering letter and a four-page questionnaire mailed to the sample. The sample chosen for the study consisted of 1,118 credit card customers of a major south-eastern United States department store chain who had made a sportswear purchase within the previous twelve months. A total of 439 respondents returned questionnaires (39 percent response rate). Chi-square analysis and t-tests were used to test the four hypotheses. The two consumer groups differed in reasons for returns, the frequency of dissatisfaction with purchases of the women's sportswear and the degree of dissatisfaction with the shopping experience. The two customer groups did not differ in dissatisfaction with the store's return process. Latent return customers were more frequently dissatisf...}, number={1}, journal={International Review of Retail, Distribution and Consumer Research}, author={Cassill, N.}, year={1998}, pages={1–13} }
 @article{cassill_woodard_herr_1998, title={The relation of management group structure for psychological climate and work}, volume={2}, DOI={10.1108/eb022536}, abstractNote={With the many challenges facing retailers, continued attention should be given to the effective and efficient performance of retail personnel. It is unknown how various organisational strutures which result from reorganisation affect psychological climate beliefs and individual's motivation among retail managers. Among the antecedents of motivation, psychological climate has been regarded as one of the most significant contributors to an individual's motivation. The conceptual framework was the Vroom Expectancy Theory (VIE) of Work Motivation (1964). The purpose of the study was to examine the effect of management group structure and demographic characteristics on psychological climate and work motivation of management personnel within the retail industry as illustrated by the experience of a department store with substantial apparel interests. Results confirmed that three subscales of psychological climate (Job Importance, Leader Goal Emphasis, Organisational Identification) in the presence of management group structure and age were significant in predicting work motivation. Results from ANOVA provided evidence that six of the 13 psychological climate subscales were significantly different across management groups. Contrast statements provided evidence that there was a difference between management groups on the six significant psychological climate subscales. Work motivation did not appear to differ significantly across retail management groups. This suggests that human resource strategies for the retail environment can be developed by analysing the store's work environment, examining the reward structure, and examining each management group structure to determine how retail organisations can encourage employee retention.}, number={4}, journal={Journal of Fashion Marketing and Management}, author={Cassill, N. and Woodard, G. and Herr, D.}, year={1998}, pages={304–317} }
 @article{cassill_thomas_bailey_1997, title={Consumers' definition of apparel value: An investigation of department store shoppers}, volume={1}, DOI={10.1108/eb022508}, abstractNote={Value is a word that is frequently used by consumers, retailers and manufacturers. Understanding how consumers define value is imperative to the success of the industry. Value has often been defined as price or quality; other factors such as time, energy, product category and type of retail outlet may determine the definition of value by consumers. The purpose of this research was to define value, specifically how department store consumers define apparel value. Value ivas examined with two apparel products, a man's dress shirt and a woman's jacket. Research was conducted using focus groups (qualitative) and in‐store data collection (quantitative). The two hypotheses were tested by using t‐tests and forward step‐wise regression. Results from the 533 department store consumers indicated that: (a) value can be defined using qualitative and quantitative methods, (b) the definition of value was different for the two product categories, men's dress shirt and women's jacket, (c) the value definition for the majority of this study's consumers was ‘I look for the highest quality with an acceptable price’, and (d) product features and marketing attributes are weighted differently, yielding three consumer value equations for the sample's department store consumers. Implications exist for fibre producers, textile mills, apparel manufacturers and retailers in the product development and marketing of ‘value’ apparel products to meet diverse core consumer groups.}, journal={Journal of Fashion Marketing and Management}, author={Cassill, N. and Thomas, J. B. and Bailey, E.}, year={1997} }
 @inproceedings{may-plumlee_cassill_1997, title={Selection and purchase of intimate apparel}, booktitle={ITAA proceedings: proceedings of the Annual Meeting of the International Textile & Apparel Association, Inc., November 12-15, 1997, Knoxville, Tennessee}, publisher={Monument, CO: International Textile & Apparel Association}, author={May-Plumlee, T. and Cassill, N.}, year={1997}, pages={99} }
 @article{cassill_widdows_1996, title={Customer retention and the loyal consumer}, volume={1}, number={4}, journal={Customer Relationship Management: The Journal of the Society of Consumer Affairs Professionals in Business}, author={Cassill, N. and Widdows, R.}, year={1996}, pages={30–31} }
 @inproceedings{williamson_cassill_hergeth_horstmann_m._1995, title={Musical chairs in the apparel manufacturing/apparel retailer dyadic relationship in Germany and the USA}, ISBN={9783930238057}, booktitle={National and international aspects of textile and apparel markets}, publisher={Mu?nster : FATM}, author={Williamson, N. and Cassill, N. and Hergeth, H. and Horstmann, S. and M., Moore}, year={1995} }
 @article{cassill_williamson_mcenally_thomas_1994, title={Department store cross-shoppers}, volume={4}, number={10}, journal={Journal of Applied Business Research}, author={Cassill, N. and Williamson, N. and McEnally, M. and Thomas, J.}, year={1994}, pages={88–96} }
 @article{cassill_woodard_herr_1994, title={The relationship between psychological climate and work motivation in a retail setting}, volume={1}, number={3}, journal={International Review of Retail, Distribution and Consumer Research}, author={Cassill, N. and Woodard, G. and Herr, D.}, year={1994}, pages={65–78} }
 @article{huddleston_1993, title={Apparel selection criteria as predictors of brand orientation}, volume={1}, number={12}, journal={Clothing and Textiles Research Journal}, author={Huddleston, P.}, year={1993}, pages={51–56} }
 @article{williamson_mcenally_thomas_1993, title={Intratype competition among department stores}, volume={3}, journal={International Review of Retail, Distribution and Consumer Research}, author={Williamson, N. and McEnally, M. and Thomas, J.}, year={1993}, pages={65–78} }
 @article{kincade_1993, title={Investigation of company demographics as an influence on adoption of Quick Response by North Carolina apparel manufacturers}, volume={11}, journal={Clothing and Textiles Research Journal}, author={Kincade, D.}, year={1993}, pages={23–30} }
 @article{kincade_cassill_williamson_1993, title={THE QUICK RESPONSE MANAGEMENT-SYSTEM - STRUCTURE AND COMPONENTS FOR THE APPAREL INDUSTRY}, volume={84}, ISSN={["0040-5000"]}, DOI={10.1080/00405009308631257}, abstractNote={Pressures from low-cost, global sources change the competitive position of industries in high cost arenas. For these high cost companies in the textile, apparel, and other consumer products industries, the time-based strategy of Quick Response (QR) has been proposed as a manufacturing management system to create a new advantage. This system has been discussed by trade associations, consultants, and individual companies, but a need exists for comprehensive and generic study. This paper examines the definition and organization of the QR management system as implemented by a variety of apparel manufacturers. Three hypotheses were tested using results from a mailed survey to apparel company plant managers. Indications are that QR is more than an inventory system or a rapid delivery system. Strong support was found for the proposal that QR can be defined by a set of five component technologies. The results verify the definition of this management system and can aid manufacturers in many industries in the selec...}, number={2}, journal={JOURNAL OF THE TEXTILE INSTITUTE}, author={KINCADE, DH and CASSILL, N and WILLIAMSON, N}, year={1993}, pages={147–155} }
 @article{thomas_foresythe_1991, title={Underlying dimensions of apparel involvement in consumers' purchase decisions}, volume={9}, journal={Clothing and Textiles Research Journal}, author={Thomas, J. B. and Foresythe, S.}, year={1991}, pages={1–4} }
 @article{cassill_1990, title={Employment orientation of women as a market segmentation variable for apparel}, volume={9}, DOI={10.1177/0887302x9000900108}, abstractNote={ The purpose of this study was to refine previously established consumer profiles by investigating the influence offemale consumers' employment orientation on apparel decisions and evaluation of imported apparel. A mailing list of 10,000 female consumers, age 25-44, representing all occupations was purchased from The Lifestyle Selector. A random sample of 1,000 female consumers, ages 25-44, was sent questionnaires, resulting in a 43 % (n = 383) return rate. The use of Multivariate Analysis of Variance indicated that employment orientation significantly influenced apparel decisions and the evaluation of imported apparel. Thefour employment orientation groups (Career-Oriented Working Women, Just-a-Job Working Women, Plan-to-Work Housewives, Stay-at-Home Housewives) differed significantly on apparel decisions and the evaluation of imported apparel. Segmentation by employment orientation refined existing consumer profiles, and results reaffirmed that women's employment orientation is an influencing factor in apparel choices and therefore should be a consideration in target marketing strategies. }, journal={Clothing and Textiles Research Journal}, author={Cassill, N.}, year={1990}, pages={59–64} }
 @article{huddleston_1990, title={Female consumer brand orientation:  The influence of quality and demographics.}, volume={18}, journal={Home Economics Research Journal}, author={Huddleston, P.}, year={1990}, pages={255–267} }
 @article{stone_1989, title={Retail buyers' salability judgments:  A comparison of merchandise categories}, volume={8}, journal={Clothing and Textiles Research Journal}, author={Stone, L.}, year={1989}, pages={56–61} }
 @article{cassill_drake_1987, title={Apparel selection criteria related to female consumers' lifestyle}, volume={6}, DOI={10.1177/0887302x8700600104}, abstractNote={ The purpose of this study was to investigate the relationship of lifestyle and evaluative criteria for apparel. A random sample of 2,000 female consumers, ages 25-44, was sent questionnaires resulting in a 45 percent return rate (n=842). Principal Components Factor Analysis with Varimax Rotation was used to reduce the number of lifestyle and evaluative criteria items to twelve factors. Coefficients of correlation were used to establish relationships between the lifestyle and evaluative criteria factors. Nineteen significant relationships existed between lifestyle and evaluative criteria verifying that consumers choose apparel products thatfit specific roles in their lifestyle. Results will benefit retailers in understanding consumers, educators in preparing students for apparel merchandising positions, and marketing specialists in planning product promotion strategies. }, journal={Clothing and Textiles Research Journal}, author={Cassill, N. and Drake, M. F.}, year={1987}, pages={20–28} }
 @article{cassill_drake_1987, title={Employment orientation's influence on lifestyle and evaluative criteria of apparel}, volume={16}, DOI={10.1177/1077727x8701600103}, abstractNote={The purpose of this study was to investigate the influence of female consumers' employment orientation on lifestyle and evaluative criteria of apparel. Employ ment orientation—a person's attitude toward employment outside of the home—was classified into four distinct segments: Career‐Oriented Working Women, Just‐a‐Job Working Women, Plan‐to‐Work Housewives, and Stay‐at‐Home Housewives. A random sample of 2,000 female consumers, ages 25–44, was sent questionnaires resulting in a 45 percent (n = 842) return rate. Principal Compo nents Factor Analysis with Varimax Rotation was used to reduce the number of lifestyle and evaluative criteria items to 11 factors. Analysis of Variance was per formed to determine if influence did occur. Employment orientation did signifi cantly influence lifestyle and evaluative criteria. The four employment orientation groups differed significantly on lifestyle and on the evaluative criteria used in selecting social apparel. In addition, female consumers were segmented into four distinct groups each with its own demographic and psychographic profile. Segmentation by employment orientation provided a richer and more accurate marketing framework than previous consumer profiles, reaffirming that women's employment orientation does change them as consumers and therefore as a target market.}, journal={Home Economics Research Journal}, author={Cassill, N. and Drake, M. F.}, year={1987}, pages={23–35} }
 @article{cassill_leonas_1984, title={Preparing textiles and clothing for the future}, volume={2}, DOI={10.1177/0887302x8400200205}, abstractNote={nessee, Knoxville, TN 37996-1900. In only 16 years we will be living in the twenty-first century! As textile and clothing professionals, what are we doing now to think beyond the present in preparation for the year 2000? Are we willing to look at possible, preferable, probable, and even unthinkable futures and their consequences in order to plan for a future consistent with our professional philosophy? &dquo;There is no single future but many possible futures for different segments of society&dquo; (Horn and East, 1982, p. 14). By the use of innovative problem solving, combined with critical analysis of the interaction of present and future factors, we can build a preferable future society. Futurists say we can learn new behaviors and new values. Reading the road signs early enough can enhance our profession’s chances for a meaningful impact on the American consumer. Therefore, we can &dquo;direct the traffic, not let the traffic direct us&dquo; (Oritz and Morrison, 1983, p. 46).}, journal={Clothing and Textiles Research Journal}, author={Cassill, N. and Leonas, K.}, year={1984}, pages={19–21} }