Each serves a clear purpose or defines a particular business model:
- The seasonal collection process is the “bread and butter” business of most apparel players—it typically applies to the majority of their products, which are developed at a standard pace and launched in-store for specific, limited-time fashion seasons.
- Read and react, or in-season replenishment, allows companies to react to positive sellout results through the quick additional production of high-selling pieces in the collection.
- Fast track, or the additions process, involves the quick design, development, and production of new products outside the normal go-to-market process.
The largest employers of fashion designers were as follows:Apparel, piece goods, and notions merchant wholesalers32%Self-employed workers19Apparel manufacturing11Motion picture and video industries9Management of companies and enterprises8
Many fashion designers work in-house for wholesalers or manufacturers that sell lines of apparel and accessories to retailers or other marketers for distribution to individual stores, catalog companies, or online retailers.
Self-employed fashion designers typically design high-fashion garments and one-of-a-kind apparel on an individualized or custom basis. In some cases, a self-employed fashion designer may have a clothing line that bears his or her name.
Most designers travel several times a year to trade and fashion shows to learn about the latest fashion trends.
In all cases, time is of the essence when meeting consumer demand.
The second, backward-looking approach entails making strategic use of data from a rich set of sources—including a company’s own sales, competitors’ product launches, and runway and fashion trends on social media.
Fashion designers hits market24
That Chinese fashion is exotic, niche and conservative sound outdated. Given China’s performance in fashion industry these years, evolved local fashion culture can nurture and support the designers domestically. Fashion insiders are sharing aesthetic and design values with different Chinese consumer cohorts, and establishing more local culture-featured projects to break into a previously mostly Western elite-fashion circle.
In China, the diversity of ideas, approaches, resources and individuals of this industry will only make the future more exciting.
Fashion designers hits marketapp
Some companies may release new designs as frequently as every month, in addition to releasing designs during the spring and fall.
The Internet and e-commerce allow fashion designers to offer their products outside of traditional brick-and-mortar stores. These designers can ship directly to the consumer, without having to invest in a physical shop to showcase their product lines.
The following are examples of types of fashion designers:
Clothing designers create and help produce men’s, women’s, and children’s apparel, including casual wear, suits, sportswear, evening wear, outerwear, maternity clothing, and intimate apparel.
Footwear designers create and help produce different styles of shoes and boots.
Fashion designers hits marketer
As a result, employment of fashion designers in the apparel manufacturing industry is projected to decline about 33 percent over the projection period, slowing the overall employment growth of fashion designers.
However, employment of fashion designers in the retail trade industry is projected to grow about 22 percent over the projection period. Retailers are selling more fashion-inspired clothing, which increases the demand for fashion designers to design clothing and accessories for everyday wear for the mass market.
Those with formal education in fashion design, excellent portfolios, and industry experience will have the best job prospects.
We consider each factor individually and discuss the reasons these areas are so critical, highlight the challenges companies face, compare performance throughout different segments of the industry, and lay out the transformation agenda required to achieve sustainable impact. The rest of this article, culled from the report, focuses on the first factor, accelerating speed to market.
Catching up with consumers by accelerating speed to market
We were not surprised that speed to market was identified as the top priority by most of the fashion executives in our survey sample. Indeed, concern about speed has been a constant theme in our discussions throughout the industry.
We explore the reasons this topic is so relevant to fashion companies—and highlight the dangers involved with failing to accelerate speed to market.
Our 2017 report showed that in 2016, the top 20 percent of companies generated a staggering 144 percent of economic profit in the industry.
These challenges prompted us to develop our new report, Measuring the fashion world: Taking stock of product design, development, and delivery, focused solely on go-to-market processes—the heart of an apparel organization. It proposes a common set of metrics with which the fashion world can measure its progress and assess its core processes. Drawing on those metrics, the report creates transparency on where apparel companies stand today and suggests how they can shape nimble, digitally enabled go-to-market processes and use them to win in the new world of fashion.
The insights presented here reflect the perspectives of 54 key executives involved in the Apparel Go-to-Market Process Survey conducted by McKinsey in 2018.
The hybrid apparel players in our survey sample averaged 44 weeks for the end-to-end process, compared to 28 weeks for vertically integrated apparel players (Exhibit 4). The vertically integrated players therefore produce their products much closer to the trend.
To support this analysis, we set out a clear series of tasks corresponding to the creation of each seasonal fashion collection, from official kick-off of product design and development to release, when the product first hits the shop floor or becomes available through e-commerce channels (Exhibit 5).
Vertically integrated players’ speed advantage is driven strongly by the absence of a sell-in phase.
Overall, there is no one-size-fits-all answer to the questions: “How do we stay thoughtful while being fast?” and “What is fast enough?” The answer depends on the company and product type. Therefore, companies in every part of the industry have opportunities to accelerate.
The internal driver of the need for speed is economics. In fashion, time really is money. Longer processes mean that the personnel working on the collection in all sections of the go-to-market process spend more time developing each collection, thus creating a chain reaction of inefficiencies.
For example, long processes lead to higher overlap, with designers working on several collections in parallel at any given moment. By reducing such overlap, thus reducing overall time to market, companies can distribute the workload more evenly over time and focus solely on the product at hand.