Get Off the Over-consumption Truck!

trusted clothes post
Photo by Yuriy Trubitsyn on Unsplash

Ever bought a shirt or blouse that you wore once then never again? Perhaps you just plucked it off the rack in that trendy store you like without even really thinking about when, where or how often you’d wear it? Maybe you even bought the same item in 3 colors! Did you take a minute to think about whether or not purchasing something you really weren’t going to use is a good idea? How about what impact your purchase would have on the fashion industry, the environment or the people who made the shirt?

One of the purposes of my blog at unitedsewinganddesign.com, is to present different ways of thinking about consuming and manufacturing soft goods, ways that have less negative impact on our environment, that are sustainable both environmentally and economically and that are fair to workers. Often, when I mention the fine points of conscious manufacturing to fashion professionals, they roll their eyes and sigh or wonder aloud how they are supposed to compete in an industry fueled by constant consumption of trendy clothes and accessories if they don’t take part in the same overproduction/overconsumption cycle.

On Twitter last week, I ran across a post by one of the most insightful organizations that I follow.

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Truly Satisfying Your Customer

Industry Clothing Construction Methods

In today’s business climate, every advantage counts.  To truly understand what your customer wants, you have to listen to them. This short excerpt from the introduction to my book, Industry Clothing Construction Methods, highlights the essential concept of product benefits and the features that create them. Although the example is apparel, the design of any product could be made more attractive to customers by understanding these simple concepts and making them the core of your process.

“Designers hear the consumer say that apparel should offer benefits. Consumers believe that apparel benefits should help them achieve their goals as individuals, such as feeling more self-confident, gaining respect, saving time and money, attaining comfort during physical activity, attracting a lover, fitting into a social group or expressing them selves. The task for a fashion professional then is to determine what features should be included in the garments to achieve those apparel benefits. The core of the designer’s, merchandiser’s or buyer’s craft in the ready-to-wear industry is to find the right combination of features–silhouette, fit, shape, color, laundering method, fabric, texture, price, and so on–that entice customers to look, try-on, and feel satisfied  with their apparel purchase.”

For more on this topic, additional insight into the apparel merchandising process, and a wealth of concrete information on the construction of retail apparel, add Industry Clothing Construction Methods to your toolkit for manufacturing success.

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Re-Shoring 101

Take it from Bill Amos, CEO of NW Alpine Gear, LLC and President of Kichatna Apparel Manufacturing, LLC, you need to thoughtfully consider re-shoring your apparel manufacturing to:

  • shorten lead time
  • get a firm grip on quality control
  • save money on shipping and tariffs
  • attract consumers who care about “Made in America.”
  • Minimize the impact from unpredictable trade policy shifts

Take the time to read his article here, then contact us. We’d be happy to help get your company started on the road to fulfilling your goals.

 

 

High Quality: Competitive Advantage or Pointless Expense?

Last week we explored the idea of innovation as a necessary component of competitiveness for the U.S. sewn products industry. This week, I take up a topic which has been the downfall of the world wide apparel industry for almost 20 years–quality.

Quality as the Problem

Much has been written on the depressing collapse in quality of the fashion industry, most notably by Teri Agins in her book, “The End of Fashion: How Marketing Changed the Clothing Business Forever.” In the 1990’s, one could easily find well made designer apparel at retailers like Bergdorf Goodman, such as fully lined women’s slacks of a pants

beautiful wool, with each pant seam allowance carefully completed with a Hong Kong finish. As Agins points out, the collapse began when giant conglomerates instead of namesake designers became the owners of major fashion labels. Instead of the designer mandating the quality of fabrics and construction; stock holders, demanding ever higher profit margins; began to cut more and more corners. They discovered that the majority of customers had forgotten what their parents knew–garments can be made with quality materials and workmanship and styled with a timeless look. Fortunately for the stock holders, customers had begun to disconnect quality of workmanship and materials from price. Price now became a superficial mark of brand distinction and nothing more. The advent of “fast fashion,” turning around new styles in two weeks or less, was the pit at the bottom.

Customers shopping for ready-to-wear have been well trained to expect poor quality new styles in the shops every time they go in. However, the manufacturing model which enables this system to be profitable is not possible in the U.S.

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