This paper investigates the adaptation of suppliers’ business models to the changing customers relationships, with a focus on the fashion industry. The analysis of business models represents an understudied topic in business to business marketing research (Ehret, Kashyap and Wirtz, 2013; La Rocca and Snehota, 2017). In this regard, the paper tries to propose an original contribution by addressing the issue of how suppliers adapt their business models to cope with the needs of their fast fashion customers. It is well known that the fast fashion formula has represented an innovative business model which has generated huge changes within the fashion industry (Barnes and Lea-Greenwood, 2006). While, the business models of global brands, such as those of Zara or H&M, have been deeply studied, minor attention has been given to the business models of the suppliers that interact with this kind of players. Consequently, the paper addresses a research gap that regards the suppliers' business model changes due to the interaction with fast fashion clients. The paper has an exploratory nature. Methodologically, it proposes two qualitative case studies of suppliers in interaction with fast fashion suppliers, pointing out the main features of the adaptation of their business models in the relationship with these clients. The paper contributes to theory and managerial practice pointing out some drivers of change for suppliers with respect to the most evident characteristics of the business model of the buyers. It describes these drivers and proposes some relevant evidences to support the study of business models in business markets.

• Simone Guercini(University of Florence, Italy)
• Andrea Runfola(University of Perugia, Italy)