Quick mode is a contemporary term used by fashion retailers to state that designs move from catwalks quickly to capture current fashion trends. The rapid fashion clothing collection is based on the latest fashion trends presented at Fashion Week in spring and fall each year. The emphasis on optimizing certain aspects of the supply chain for these trends should be designed and manufactured quickly and inexpensively to enable mainstream consumers to buy current clothing styles at lower prices. This fast-paced, affordable manufacturing philosophy is used in major retailers such as H & amp; M, Zara, Peacocks, Primark, Xcel Brands, and Topshop. It mainly appeared up front during fashion for "boho chic" in the mid-2000s.
It has developed from a product-driven concept based on a manufacturing model called "rapid response" developed in the US in 1980 and moved to a market-based "fast fashion" model in the late 1990s and the first part of the 21st century. have been at the forefront of this fashion retail revolution and their brands almost become synonymous with the term, but there are other retailers working with the concept before labels are applied, such as Benetton. Fast clothes also become associated with disposable clothing because it has brought designer products to the mass market with a relatively low price.
Slow mode movements have emerged as resistance to fast mode, blaming for pollution (both in clothing production and synthetic fabric decay), poor workmanship, and emphasizing a very brief trend over the classic style. Quick fashion has also been criticized for contributing to poor working conditions in developing countries. The collapse of the 2013 Savar building in Bangladesh in 2013, the deadliest garment-related accident in world history, brings more attention to the security impact of the fast-paced fashion industry.
Video Fast fashion
Strategy
Management
The main goal of fast fashion is to quickly deliver products in a cost-effective way to respond to rapidly changing consumer tastes as close to real time as possible. This efficiency is achieved through the retailer's understanding of the target market's desire, which is a high-fashion garment looking at prices at the lower end of the clothing sector. In particular, the concept of category management has been used to align retail buyers and producers in more collaborative relationships. This collaboration occurs because many company resources are pooled to further develop a more sophisticated and efficient supply chain model to increase total market profits. The fast fashion market capitalizes on this by uniting with foreign manufacturers to keep prices at a minimum.
Quick response methods
Quick Response (QR) was developed to improve the manufacturing process in the textile industry with the aim of eliminating the time from the production system. The US Clothing Manufacturing Association started the project in the early 1980s to address the competitive threat to its own textile factories from imported textiles in countries with low labor costs. During project lead time in the manufacturing process halved; the US industry becomes more competitive for a while, and imports are lowered as a result. The QR initiative is seen by many as a safeguard mechanism for the American textile industry with the aim of improving manufacturing efficiency.
The fast response concept (QR) is now used to support "fast mode", creating new and fresh products while also attracting consumers back to the retail experience for successive visits. Rapid response also allows new technologies to improve production and efficiency, which is characterized by the introduction of the Fast Fit complement concept. The Spanish mega chain Zara, owned by Inditex, has become a global model for how to reduce the time between design and production. This production cut allows Zara to produce more than 30,000 units of products annually to nearly 1,600 stores in 58 countries. New items are sent twice a week to the store, reducing the time between initial sales and refilling. As a result, shortened time periods increase the choice of consumer garments and product availability while significantly increasing the number per customer visit per year. In the case of Renner, the Brazilian chain, a new mini collection is released every two months.
Maps Fast fashion
Marketing
Marketing is the main driver of fast mode. Marketing creates a desire to consume new designs as close as possible to the point of creation. This is achieved by promoting the consumption of fashion as something that is fast, cheap, and disposable. Continuous release of new products makes garments a highly cost-effective marketing tool that drives consumer traffic, increases brand awareness, and generates higher levels of consumer purchases. Fast-mode companies also enjoy higher profit margins because their price decline percentage is only 15% compared to 30% plus competitors. The fast mode business model is based on reducing the cycle time from production to consumption so that consumers engage in more cycles in any period of time. For example, traditional fashion seasons follow the annual cycles of summer, fall, winter and spring but in the fast-fashion cycle have solidified into shorter periods of 4-6 weeks and in some cases less than this. Therefore, marketers create more buying seasons in the same space-time. Two approaches currently used by companies as market strategies; the difference is the amount of financial capital spent on advertising. While some companies are investing in advertising, Primark's fast mega mode company operates without advertising. Primark instead invested in shop layout, shopfit, and visual merchandising to create instant hooks. Instant hook creates a fun shopping experience, resulting in a continuous return of customers. Research shows that seventy-five percent of consumer decisions are made in front of the equipment within three seconds. Primark's alternative expenditure also "enables retailers to deliver cost-saving benefits back to consumers and keep the pricing structure of companies producing lower-cost garments".
Production
Market "Supermarket"
Consumers in the fast-growing fashion market with constant changes and the availability of new products are frequent. Fashion is quickly considered a "supermarket" segment in the larger sense of the fashion market. The term refers to the quick nature of fashion for "racing to make clothing a smarter and faster money generator". Three important differentiating model factors exist in fast mode consumption: market timing, cost, and purchase cycle. The goal of time is to create the shortest production time. The rapid turnaround has increased the demand for the number of seasons served in stores. This request also increases the shipping and restocking periods. Cost is still a major consumer purchase decision. Costs are largely reduced by taking advantage of lower prices in emerging markets. In 2004, developing countries accounted for nearly seventy-five percent of all clothing exports and the removal of some import quota has allowed companies to take advantage of lower resource costs. The buying cycle is the last factor that affects the consumer. Traditionally, the fashion buying cycle is based on long-term forecasts that occur one year to six months before the season. However, in the rapid fashion market the quick response philosophy can yield higher estimation accuracy because time periods are significantly shortened. Higher sales for manufactured goods are also the result of shorter production periods.
Supply chain, vendor relationship and internal relations
Supply chain
Supply chain is very important for the creation of fast mode. Supply chain systems are designed to add value and reduce costs in the process of moving goods from design concepts to retail stores and ultimately through consumption. An efficient supply chain is essential to delivering the promise of fast fashion retail customers. Selection of merchandising vendors is an important part of the process. Inefficiencies mainly occur when the supplier is unable to respond quickly enough, and the clothing ends with a bottleneck and stock back. Two types of supply chain exist, agile and lean. In an agile supply chain, key characteristics include information sharing and technology. The result of collaboration in the reduction of the amount of stock in the megastore. The lean supply chain is characterized as the true deprivation of commodities for the product. The combination of two supply chains is called "leagile" .
Vendor relations
Companies in the fast fashion market also take advantage of various relationships with suppliers. This product is first classified as "core" or "mode". Market-close suppliers are used for products manufactured in mid-season, which means trendy "fashion" items. For comparison, long distance suppliers are used for cheap "core" goods, sometimes referred to as "capsule" clothing, used in the collection every season and have a stable estimate.
Internal relations
A productive internal relationship in fashion companies is as vital as corporate relationships with external suppliers, especially when it comes to corporate buyers. Traditionally with the "supermarket" market, purchases are divided into multi-functional departments. The purchasing team uses a bottom-up approach when trend information is involved, meaning that information is shared only with the top 15 corporate suppliers. On the other hand, information about future goals, and production strategies is divided down in the buyer hierarchy so that teams can consider lower cost production options. Buyers also interact closely with the design department and merchandising companies because of the buyer's focus on style and color. Buyers should also consult with the overall design team to understand the cohesion between forecasting trends and consumer desires. Close relationships result in flexibility within the company and accelerated response speeds to market demand.
Sustainable labor costs and efficiency dilemmas in a fast way
Published by University of Manchester, Working Papers of "Capturing the Gains, global summit" brings together an international network of experts from North and South. The Working Paper 14 focuses on specific features of purchasing behavior in the UK fashion retail industry: manufacturing price negotiations (cut-make-trim, CMT, costs) with suppliers that do not separately detail labor costs. This practice, covertly supported by buyers and suppliers, is examined against the background of ongoing wage defaults and deflation in import prices in the global clothing industry. For obvious reasons, the increase in standard time using the Standard Time Determined (PTS), predetermined time-motion system (PMTS); highly technical and 'synthetic'. According to the International Labor Organization (ILO), in 1992 there were about 200 different PTS systems, offered by consultants for adoption by manufacturing companies. In the manufacture of apparel, three private consulting firms (aka PMTS) specializing in time-method measurement (MTM) appear to be operating in the sector - US-based Modular Arrangement of Specified Time Standards (MODAPTS), Seweasy based in Sri Lanka and UK-based GSD (Corporations) UK The three forms of work measurement to arrive at the time of the standard should normally make provisions for relaxation, contingency, and special allowances.
Designing lawsuits and laws
The proposed lawsuits and legislation in the US.
Recently "Forever 21", one of the bigger fast-mode retailers has been involved in several lawsuits over alleged infringement of Intellectual Property rights. The lawsuit states that certain pieces of merchandise at retailers can effectively be considered a clone of designs from Diane von Furstenberg, Anna Sui and Gwen Stefani's Harajuku Lovers line as well as many other famous designers. Forever 21 has not commented on the state of litigation but initially said it "took steps to regulate itself to prevent intellectual property infringement".
H.R. 5055
H.R. 5055, or the Design Hijack Prohibition Act, is a law proposed to protect the copyright of fashion designers in the United States. The law was introduced to the United States House of Representatives on March 30, 2006. Under the draft law, they will send a fashion sketch and/or photograph to the US Office of Rights within three months of the "product" publication. This publication covers everything from advertisements in magazines to first public garment appearances. The bill as a result, will protect the design for three years after the initial publication. If copyright infringement occurs, the offender will be fined $ 250,000, or $ 5 per copy, whichever is greater. The bill was suspended after the House of Representatives session ended in 2006, causing HR 5055 to be removed from the agenda.
H.R. 2033
The Design Prohibition Piracy Act was reintroduced as H.R. 2033 during the first session of the 110th Congress on April 25, 2007. It has a goal similar to H.R. 5055, because the bill proposes to protect certain types of clothing design through copyright protection over fashion designs. The bill will provide a three-year protection mode design, based on registration with the U.S. Copyright Office. The fine of copyright infringement will continue to be a total of $ 250,000 or $ 5 per copied merchandise.
Environmental impact
According to Elizabeth Cline, author of Where Does Discarded Clothing Go ?, Americans buy five times the number of clothes than they did in 1980. Due to this increase in consumption, developed countries produce more clothes every season. The United States imports more than 1 billion garments annually from China alone while UK textile consumption jumped by 37% from 2001 to 2005. Both of these statistics contribute to pollution factors caused by the fast mode. Continuous purchases of new merchandise result in more and more textiles being dumped each year.
The average American household produces 70 pounds of textile waste annually. When you compare that figure to the rest of the country, there are about 10.5 million tonnes of waste of discarded textiles. For example, New York City residents dumped about 193,000 tons of clothing and textiles, which is equivalent to 6% of all municipal waste. By comparison, the EU generates a total of 5.8 million tons of textiles each year. While Americans donate or recycle about 15% of unwanted clothing, these figures show that most of the textiles end up in landfills around the world. Overall, the textile industry occupies about 5% of the total TPA space. Clothes dumped into landfills are often made from synthetic or inorganic materials that prevent these textiles from being able to degrade properly. While it is clear that the accumulation of waste in landfills ends up causing negative effects on the environment, it is not the only environmental problem created by the fast-mode industry.
Throughout all stages of textile production, aquatic ecosystems, terrestrial, and atmospheric have long-lasting environmental damage. One dangerous effect is the release of greenhouse gases into the air, thus polluting these ecosystems. Factors contributing to atmospheric pollution come from the by-products of both global transport and heavy machinery utilization, which comes from carbon dioxide emissions. Along with the release of harmful gases, various pesticides and dyes are consistently released into the aquatic environment in every community of the fashion sector in operation. The ever-increasing demand for fast mode continuously adds waste disposal from textile factories, which contain dyes and caustic solutions. As stated, rapid fashion has led to an increase in environmental damage over the years.
Sustainability
Overall, the fast fashion sector of the fashion industry is polluting the planet at a steady pace. Due to the amount of pollution and waste caused by the fashion industry, progress in sustainability has been made possible. Nonprofit groups, such as Viletex, and retailers, such as H & amp; M, works to reduce industrial environmental footprint. Both companies have created programs that encourage recycling from the general public. These programs provide consumers with garbage that allows them to dispose of unwanted clothing that will eventually be converted into insulation, carpet pads, and used to produce other clothing.
While recycling is one way that the fashion industry is struggling to change the environment, new technology in the fashion world also brings great potential in environmental change. This technology offers new methods of using dyes, producing fiber, and reducing the use of natural resources. To reduce the consumption of traditional textiles, Anke Domaske has produced "QMilch," the eco-milk fiber, Virus has produced high-tech sports from recycled coffee beans, and Suzanne Lee has created vegetable skins from fermented teas. Following this new type of fiber, many companies have created ways to reduce the amount of dye emitted to the world's waterways and the level of water consumption. For example, AirDye saves between 7 and 75 gallons of water per pound of textiles produced when digital printing reduces water usage by 95 percent.
While this method is not yet fully on the rapid fashion sector, it offers an alternative that has the potential to positively affect the industry as a whole. The fast-growing fashion sector is on a business model that pushes the boundaries of the environment but with advances made, industry-leading damage can be better addressed. Through an understanding of the multifaceted side of the environmental impact of fashion, negative effects can begin to reverse.
Overconsumption
The fashion business model is fast based on consumer desire for new clothes to wear. To meet consumer demand, fashion brands quickly provide affordable prices and a variety of outfits that reflect the latest trends. This ultimately persuaded consumers to buy more goods that led to the problem of excess consumption. Planned obsolescence plays a key role in excessive consumption. Based on the study of planned obsolescence at the Economist, Fashion is deeply committed to the inbuilt obsolescence. Skirt last year; for example, was designed to be replaced by a new model this year. In this case, fashion items are bought even when the old one is usable. The rapid response model and new supply chain practice of fast mode even speeds up speed. In recent years, fashion cycles have continued to decline as fashion retailers quickly sell clothing that is expected to be discarded after being used only a few times. This dramatically shortens the consumer purchase cycle. Stocks are rapidly changing and prices of low fashion goods encourage consumers to visit stores and make purchases more often. As a result, excessive stock and bad clothes tend to end up in landfills.
The latest article on fast fashion at Huffington Post shows that to create fast-moving trends, fast merchandise is usually priced much lower than competition, operating on low-quality and high-volume business models. Low quality goods make excessive consumption worse because these products have shorter life spans and will need to be replaced much more often. Moreover, as industries and consumers continue to embrace quickly, the volume of goods to be disposed or recycled has increased substantially. However, most fashion items do not have an inherent quality to be considered a collection for antique or historic collections. Low quality goods can only end up as waste, hardly recyclable. These cycles provide an affordable price to drive sales, and low quality comes with it that makes the product shorter to make consumers unconsciously buy more. It not only encourages sales figures, but also the amount of waste that goes with it.
Fast Fashion brings substantial consumption to the fashion industry. Its unique business model and low prices allow the public to buy fashionable goods even during times of economic recession. However, it has brought the problem of excess consumption, where a lot of waste that ends up in landfills. In addition, the hidden costs of landfills also include waste, pollution, energy and resource exhaustion.
In contrast to modern excessive consumption, fashion is rapidly rooted in World War II savings, where high design is combined with utilitarian materials.
Sweatshop
In addition to the faulty business model in the fast fashion industry that has caused adverse impacts on the environment and natural resources, it also greatly affects those working in its supply chain. A sweatshop is a factory where manual workers are hired for their hard work under very poor working conditions with severe health and safety risks, at very low wages, including child labor. The fashion industry is known as the industry most dependent on the workforce, because one out of every six people works in acquiring raw materials and manufacturing clothing. With an annual income of 19.8 billion dollars last year, H & amp; M - a fast-mode conglomerate, is the largest clothing manufacturer in underdeveloped countries such as Bangladesh and Cambodia and can not afford to pay their workers a fair wage. Bangladesh - a country known for its cheap labor, is home to four million garment production workers in more than 5,000 factories, of which 85% are women. These women are forced to work in unsafe and poor working conditions while receiving minimum wages of less than USD3, because they can not provide livelihoods. The only justification for this is the need to achieve a very low cost for sale at a low price, which in turn leads to mass impoverishment.
The Rana Plaza is a garment factory in Bangladesh that collapsed in 2013, killing more than a thousand workers and was recorded as the deadliest incidents of garment factories in history. The five-story building collapsed due to structural failure and although the workers saw cracks appearing on the wall and declared an unsafe environment for work, the employees were still forced to come to work the next day. The owner of the garment factory does not comply with health and safety regulations for fear of disrupting production and losing profits.
Source of the article : Wikipedia
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