International Journal of Retail & Distribution Management · 2002 · 228 citations · 19 references
BusinessMarketingStrategyBusiness EthicsCorporate Social ResponsibilityMarketing StrategyConsumer EthicsEthical Consumer BehaviorEthical ConsumptionMarketing EthicsResponsible MarketingEthical Buying BehaviorEthical Consumer ChoiceEthical MarketingEthical Purchase Decision-makingEthical RetailingEthical StrategyMarket Niche IdentificationNiche Market Strategy
The UK fair‑trade market has grown markedly over the past five years. The study defines fair trade, analyzes drivers of its UK market expansion, and develops an ethical strategy matrix to guide retailers in responding to rising ethical consumerism. The authors construct an ethical strategy matrix and reinterpret Strong’s marketing analysis to propose operational solutions for translating fair‑trade principles into consumer behavior. They argue that engaging the UK fair‑trade market enables retailers to enhance their corporate social responsibility profile and gain a competitive advantage in a new niche.
Notes that there has been a significant increase in the market for fair trade products in the UK over the past five years. Provides a definition of fair trade and goes on to set a context for the expansion of this market by examining the key drivers behind it, particularly noting the growth of ethical consumerism as a contributory factor. Develops the ethical strategy matrix, outlining the strategic options open to retailers for addressing this increase in ethical consumerism. It is argued that addressing the fair trade market in the UK offers retailers not only the opportunity to develop their profile in terms of corporate social responsibility, but also a chance to develop a competitive advantage in a new niche market. Recasts Strong’s marketing analysis of the difficulties of translating fair trade principles into actual purchase behaviour into an operational context and proposes solutions to the issues raised.
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