Knowledge Management

Knowledge Management has a role to ensure that people have the knowledge they need where they need and when they need, i.e. the real knowledge in the right place and at the right time. There are many definitions of knowledge management, such as:

• Knowledge management is to discover, develop, utilize, deliver, and absorb knowledge inside and outside the organization through an appropriate management process to meet current and future needs. (Ouintas, Lefrere and Jones, 1997).

• Knowledge management is a process that helps organizations find, select, organize, disseminate, and transfer important information and expertise necessary for activities. (Gupta, Iyer and Aronson, 2000).

• Knowledge management is getting the right information to the right people at the right time, helping people create knowledge and sharing and acting on information. (Holm, 2001).

Strategic view on knowledge management considers the union between technology and human factors as a basis for market survival. Some authors even differ the very nature of the concept of knowledge management from other strategic concepts just according to passion, courage and confidence of a knowledge leader.

Knowledge management requires turning personal knowledge into corporate knowledge which can be shared and appropriately applied in the organization. It is most commonly defined as the collective knowledge, including experience, skills, information and data of an organization. Three key factors of knowledge management are people, technology and organizational processes. This concept of management is a key activity in organizations because knowledge is considered to be the most important resource that provides competitive advantages and competitive markets.

Knowledge management aims to increase the efficiency and effectiveness of an organization, allowing employees at all levels to use their knowledge, experience and skills in order to get the right information that will enable the achievement of an organization's goals. That is, actually, the most effective usage of intellectual capital of a business

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V INTERNATIONAL CONFERENCE - TEXTILE INDUSTRY

10 June 2016, The College of Textile Design, Technology and Management and Belgrade Chamber of Commerce will organised the

V INTERNATIONAL CONFERENCE

DEVELOPMENT TRENDS AND INNOVATIVE APPROACH

IN TEXTILE INDUSTRY

TEXTILE DESIGN / TECHNOLOGY / MANAGEMENT

Retail product management

Retail product management is not just about making sure that the best product range is available in the store. Equally important to the customer is how products are presented to them.The way products are displayed, whether it is on a shelf in a store or on a web site, the logic of the layout, the relationship between one product group and another and the atmosphere created around the products, are all-important aspects of the retail product management process.

In a small retail organisation product management may be incorporated into the general running of the store. In a quiet moment an owner/manager may phone through an order to a supplier or stock up a depleted shelf display; but in large retail organisations product management is an extensive task, involving many different layers of management and dedicated teams of experts in massive central buying offices.

Consumer behaviour and the marketing mix

Consumer behaviour provides a range of concepts to help fashion marketers think about their customers, and marketing research provides the techniques to measure those concepts. Consumer behaviour is also closely integrated with all other aspects of fashion marketing, but most notably with the selection of target markets and the development of marketing mixes.

The study of consumer behaviour not only provides a framework for identifying consumer needs and target markets, but it also enables the anticipation of consumer responses to marketing action. When studying the consumer the interest lies not only in describing what is the case, but also in predicting future behaviour.

Strategic management in the garment industry

Table of Contents:

Strategic management
- Strategy
- Strategic management
- Vision, mission and goals

Garment industry
- Garment industry
- Development

Strategic marketing in garment industry
- Marketing
- Analyse and market segmentation
- Marketing strategy
- Management of retail, wholesale and logistic market
- Diversification
- International marketing
- Internet marketing
- Knowledge management and innovations

Strategic management in garment industry
- Strategic business conditions
- Strategic planning
- PEST analysis
- Portfolio analysis
- Strategic control
- Benchmarking
- Brand strategic

Strategic methods
- Strategic methods
- SWOT
- Scenario method
- Gap analysis
- Ansoff's matrix
- Five Forces Analysis
- The McKinsey "7-S" framework
- Balanced Scorecard

Organizational behaviour
- Organizational behaviour
- Organization structure
- Organizational culture
- Motivation
- Work teams

Design and marketing

by Dr Danijela Paunovic

Apparel technology has experienced radical changes caused by technological development, automation of production processes, computer applications and the occurrence of competitive international garment producers (China, India ...).

In the production of textiles, which are inevitably moved to the east of the country, clothing industry still exists as a specific, dominant and leading European fashion industry (Paris, Milan, Rome ...). In the EU there is a clear commitment to achieve primacy not released, and a prerequisite for the full satisfaction of all customers from the standpoint of quality clothing products with an increasing emphasis on design as an important component of quality.

In the modern fashion industry's most successful manufacturers are those that have organized professional teams for the design and marketing, as dictated by the cycle of current fashion and easily introduce new fashion designs, thus surprising the competition.