1.      To prepare an industry analysis of the fashion business to gain insights into its market dynamics and to analyse the industry attractiveness?

industry analysis of the fashion business

        For many people, purchasing clothes is merely an essential need which every human should do. In the other hand, for some other people, shopping for clothes or accessories is an interested and enjoyable activity which everyone will do regularly. The dynamics of the fashion industry are transforming intensely. Thus, to succeed among this switching flows, the companies that are run their business in the fashion industry need to grow their competence up within the areas of; sustainability, customer target groups, marketing channel, and also the understanding level of the customer’s demands.

         The global fashion industry in the United States is valuable at , in which  creates yearly. The industry engages about 2 million employees on every single year. There are more than  people are working in the fashion industry in whole over the world. In addition to this, nearly  of employees in the fashion industry across the world are women. In the year of 2004, it was appraised that the informal economy in the fashion industry produced  of worldwide GDP, the number is to be expected to get higher nowadays (fashionatingworld.com, 2016 ).

Industry Attractiveness of the fashion industry

          The actual fact of the fashion industry is that economies all of the countries around the world are suitable and get the benefits from the fashion industry. No matter there are cultural, ethnic, or the trend fashion within a country, there is continually a niche opportunity for designers, companies, and also retailers. The reason is obvious; fashion is considered to be more than just a collection of your wardrobe. Instead, fashion is an industry which offers the manufacturing works, accounting chores, and also retail jobs where every person has an opportunity to take part in this industry. Hence, the fashion industry is an attractive industry which able to attached numbers of people from different roles to join in (Colovic, 2012).

2.      To examine the emergence of women in business, especially in the fashion industry and therefore compare the leadership styles of women executives with that of men.

Women in Business

         The emergence of women in the fashion industry could be seen from how this industry is supported up by women. In addition to this, about  of famous women’s brands have their women designers. However, the fashion industry seems to present a gender equality issue. This could be seen from a report which mentioned that women designers design about 50% of famous women's brand, but, only  of the biggest brands make women as their female executives (Manlow, 2011). Only a few of these famous brands, such as Coco Chanel and Liz Claiborne.

To answer this inequality, the case of Valerie Hermann, who became the CEO of YSL in the year of 2005 has approved to the public on how her initiatives worth for the success of this brand. Her approach to YSL has turned upside down the assumption of people that women could not lead this creative industry

Comparison between the Leadership of Women and Men

Men are connected with the leadership potentials, and lots of employees have a perception that men are the persons who can be responsible. Thus, women every so often face a conflict: they could either exhibit stereotypically masculine behavior or be condemned for not reaching the gendered expectations, or they could agree with the statement that other people don’t appreciate them as leaders (O'Connor, 2010).

·         Men typically stick to a transactional method. They aim to attain definite goals and view their team performance as a classification of liberated transactions, where every single of it should be either disciplined or compensated. Male leaders typically don’t clarify their choices, expecting their staffs to effort on their precise responsibilities. They are regularly not involved with their teams, seeing themselves as leading figures. This approach demands the self-attention of staffs. But, it also means that they should be answerable for disappointments and must not assume to get any support from their leader except the issue is too problematic.

·         Women typically pick out a transformational approach. Same as men, female leaders aim to achieve the essential goals. But, the transformational approach includes further consideration on how these goals could be achieved. Female leaders have their interest in converting their teams to make them more creative, concentrating on actual methods of inspiration and individual growth. Furthermore, female leaders are further involved in their work, they give extra support and inspiration, driving teamwork and operative communication.

3.      To discuss the challenges and constraints for women executives in the fashion industry and debate on what it takes to be a successful women executive in this industry.

What exactly the challenges and constraints for women executives in the fashion industry?

    Here are the reasons below (Michon, Yu, Smith, & Chebat, 2008).

·         Insensible bias

        There is slow motion in social change, although women have joined the fashion industry companies for years, there is still an old-fashioned idea around gender impact on how people observe about male and female colleagues. The characteristics of women are considered as the reverse of what’s anticipated of business leadership: decision-makers must be strong and proficient, which related to masculinity.

·         Less women in the pipeline

        Female CEOs in the fashion industry are regularly employed from external, while male employees are prospective to be promoted as a compensation for their performance. Moreover, men in the fashion industry are acknowledged to decision-making training programs in bigger statistics than women.

·         Social limitations

        Most of the women typically unconfident with their abilities. According to a research, women typically do not want to apply for any job except they think that they meet 100% of all requirements, despite the fact men apply for the job if they meet 60%.

To become successful women executives in the fashion industry, women should able to be more confident and get out of their safe-zone. They have to able to prove that they also could be good leaders, even more than men.

Critical issue and key problems about the difference of women leadership compared with men

        The critical issue that described in the case study is about the difference of women leadership compared with men. Even though there are many women have proven their capabilities in leading mentioned as Coco Chanel, Liz Claiborne, and the newest found Valerie Hermann, but still, there is a gender inequity exist in the fashion industry. The main problems which caused this issue to appear came from both the industry and the women as well.

        Many companies which run the business in the fashion industry still refer to have men leaders than giving a chance for women to lead the companies. In the other hand, some women also still in their unconfident personality, which makes them difficult to reach the leader position.

Theoretical knowledge about women leadership

        In developed education leadership, the amount of women in senior-level spots has grown quite humbly. This productivity is existing as the picture in leadership and also in salary fairness. In the year of 2011, the American Council on Education gathered some data on the college role. From  college leaders who replied,  were women; which is an intensification from 21% in 2001. The symbol of women at senior levels was risen up from  in the year of 2008. One year subsequently graduating from their college, women reported earning at  of the income that men are able to earn. Even though the researchers mentioned several aspects as well as the field of education and field of occupation, they could not be able to account for complete variance. Despite the fact that there is an indication that women are progressing, the present position is. Still, approximately three-quarters of senior-level leaders within higher education are men, and this inequity has consequences for women’s career progress (Maki, 2015).

        From this, we can assume that the inequity started in the education stage. This occurrence proceeding into the career world, which makes an idea that men would always lead better than women.