• Journal of the Korean Society of Clothing and Textiles
• /
• v.47 no.6
• /
• pp.1137-1156
• /
• 2023

With the advent of artificial intelligence (AI) during the Fourth Industrial Revolution, the fashion industry has simplified the production process and overcome the technical difficulties of design. This study anticipates likely changes in the digital age and develops a model that will allow consumers to design textile patterns using AI technology. Previous studies and industrial examples of AI technology's use in the textile design industry were investigated, and a textile pattern was developed using an AI algorithm. A new textile design model was then proposed based on its application to both virtual and physical clothing. Inspired by traditional Korean masks and props, AI technology was used to input color data from open application programming interface images. By inserting these into various repeating structures, a textile design was developed and simulated as garments for both virtual and real garments. We expect that this study will establish a new textile design development method for Generation Z, who favor customized designs. This study can inform the use of personalization in generative textile design as well as the systemization of technology-driven methods for customized and participatory textile design.

• Fashion & Textile Research Journal
• /
• v.5 no.4
• /
• pp.351-362
• /
• 2003

To study marketing strategy changes caused by Korea fashion industry development process, the fashion marketing strategy changes of Japan, considered as the most similar one of Korea, was compared. At each period, p! roper cost efficiency strategies, product differentiation strategies, and market segment strategies has been selected and applied. The fashion industry foundation period namely practical usage clothing period of Korea follows 10 years after one of Japan. 90's highly sensitive fashion period namely fashion industry growth period follows 5 years after one of Japan. As entering to fashion industry maturity period with global competition, the time difference falls to less than 5 years. With hosting of 2002's World-Cup, Korea's global competitiveness has increased, and it appears to be possible of being fashion market leader in East Asia and Japan's rival on an equal footing.

• Fashion & Textile Research Journal
• /
• v.4 no.3
• /
• pp.217-222
• /
• 2002

• Fashion & Textile Research Journal
• /
• v.7 no.1
• /
• pp.1-3
• /
• 2005

• Fashion & Textile Research Journal
• /
• v.8 no.3
• /
• pp.255-257
• /
• 2006

• Fashion & Textile Research Journal
• /
• v.13 no.4
• /
• pp.560-571
• /
• 2011

Copying of designs has been condoned in the fashion industry. However, the industry argues that whether fashion design should be protected by law and what constitute design copying in fashion. This study has been performed by in-dept interviews with employees in the fashion industry. The study finds that respondents perceived copying of design to be some extent beneficial to the industry. While, they also observed that it has a negative effect on the industry due to indiscriminate copying. In regards to standard of drawing the line between copying and inspiration or modification, designers have subjective and discrepant standards. Fashion industry itself, consumer's biased preference, inefficient education and lack of legislation are significantly engaged in design copying.

• Fashion & Textile Research Journal
• /
• v.19 no.2
• /
• pp.109-120
• /
• 2017

In the textile industry located in Gyeonggi-do, 85% of small-sized firms have less than 10 employees; in addition, the most of them are characterized by a vendor relying specialization system that conducts foundry from the vendor that managed marketing, textile design development, and quality checks according to unit stream. The breakaway of these vendors accelerated over the last 7 years; however, industry survival is at stake because the specialization system and orders have collapsed. The following four main policies must be implemented to overcome industry hardship. Policies have been derived from survey and analysis (present condition and trends) from industrial statistics and related policies in advanced and developing countries. First, a policy to promote cooperation between small-sized foundry unit-streams. Second, unification of the marketing support function with a textile design and development support system. Third, the introduction of policy support-management system customized according to developmental stages (tall process${\rightarrow}$fabric production${\rightarrow}$sales${\rightarrow}$clothing production sales). Fourth, foundation of a control tower that puts these tasks in a vehicle and runs them and the division of roles with the central government. We must propel main tasks to manifest the developmental potential (develop eco-friend dyeing and processing technologies, change to the young next CEO in business environment, and grow the of knit market) of the Gyeonggi Textile Industry in a short period to present a condition where these four main policies are running.

• Fashion & Textile Research Journal
• /
• v.23 no.5
• /
• pp.598-610
• /
• 2021

Korean textile and fashion companies have played a major role not only in developing the Korean economy since Korea's industrialization started in the early 1960s but also in providing opportunities to form and expand chaebols (conglomerates of family-owned businesses). This study reviewed and analyzed the historical development of chaebols, which started the fiber/textile/fashion business before the 1960s and maintained their chaebol status until 2010. The Samsung, Samyang, Kolon, Taekwang, Hyosung, LG, and SK groups were included in the study, and data were collected from diverse sources, including the publications and websites of the chaebol companies, newspapers, magazines, and research articles. The strategies of the companies at the corporate and group levels were examined based on the corporate lifecycle, which consists of existence, growth, maturity, rebirth, and decline stages. The results showed that all the analyzed companies actively engaged in product line expansion during the growth stage. Vertical integration, especially backward integration, was common during the growth stage. Some groups established new companies to manage additional product lines and integration, while others pursued growth strategies mainly at the corporate level. The rebirth stage occurred in only a few companies and groups. Some seemed to be going through the decline stage, and the rest of the groups exited the textile and fashion business.

• Proceedings of the Korean Fiber Society Conference
• /
• 2007.11a
• /
• pp.429-430
• /
• 2007

See Full Text

• Fashion & Textile Research Journal
• /
• v.10 no.3
• /
• pp.277-280
• /
• 2008