Marketing and organisational development in e-SMEs: understanding survival and sustainability in growth-oriented and comfort-zone pure-play enterprises in the fashion retail industry

Following calls to explore organisational development in a fashion retail marketing context this paper conceptualises and explains how 14 fashion retailers operating purely online have developed their enterprises via a six-stage approach, through which they moved at various speeds, either in a linear sequence or concurrently. Effective strategies to secure sustainability for comfort-zone and growth-oriented enterprises are identified, including the development of online portfolios which acknowledges the presence of habitual entrepreneurship in fashion electronic retailing. This paper represents the first in-depth multiple case study into independent, successful pure-players marketing clothing, footwear and accessories categories online. A qualitative case approach is employed from a social constructionist perspective. Rich data is generated via in-depth interviews with owner-managers. Results are developed through thematic qualitative analysis and theoretical contributions are based on data saturation across cases and fashion categories, thus offering strong horizontal and vertical credibility. Findings stress the role of developing internet-technology competencies, strategic marketing and service capabilities in the quest for successful e-retailing in pure-play enterprises, alongside overseas market development and demonstrate an emphasis on planning for the small firm. The current findings therefore differentiate this group of enterprises from the majority of small firms accused of poor technology utilisation/competency, lack of planning and weak marketing. The paper provides strong understanding of the complexities of organisational development in pure-play retailing. That these firms have navigated the recent recession and that many have survived online for over 10 years emphasises the importance of the strategic directions explained in this paper to the marketing/entrepreneurship interface.