RawAssembly x Mindful Fashion New Zealand: Session 4 - Traceability

There is increasing demand for certified, traceable products and materials. Consumers want higher standards and visibility from the products they buy, and manufacturers want to make sure they can verify sustainability practices in their supply chain. Learn how businesses in the fashion and textile industry can use standards and certifications to ensure traceability, cultivation and processing standards, and what is required to communicate these schemes with customers. This session, brought to you by Mindful Fashion New Zealand in Partnership with RawAssembly Australia focuses on traceability, best practice in the supply chain and importance of full life cycle impact data to assess sustainability and circularity of fibres and high quality products. This session hears from FibreTrace™ - Kara Hurry who talks through their journey, and how wool amongst other natural fibres can now be traced using their technology from farm to finished product and beyond. Kylee Davis from Suedwolle Group- who talks about Suedwolle Group's merino farm in Australia, their connection to New Zealand and how its possible for brands from all over the world to purchase R.W.S merino and trace their yarns from farm to finished garment. Jordi Beneyto-Ferre from Icebreaker NZ talks about their own journey with natural fibres, how they track their supply chain and their ongoing commitment to #movetonatural and #givingmorethanwetake. Jordi’s vision is for the apparel industry to stop being part of the problem and become an active part of the solution. Join us to watch session four of this webinar series for an in-depth and exciting conversation that not only highlights incredible supply chain achievements, advanced technologies, animal welfare and environmental protection but also allows others to be inspired and discover new ways of working and potential partners. Video: RawAssembly Photo: RawAssembly
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Fashion for Good announces 8 innovators for 2022 Global Innovation Programme

Image: Fashion for Good Amsterdam-based sustainable fashion initiative Fashion for Good has announced the eight innovators to join its 2022 Global Innovation Programme. The international group of companies were selected after pitching their raw materials, processing and end-of-use innovative solutions to Fashion for Good partners. They are now enrolled in a nine-month programme where they will receive bespoke support and guidance from industry partners to aid them with piloting, implementation, and investing activities. The eight innovators are: DyeRecycle, a UK company combining the need to recycle both dye and fabrics by developing innovative circular solutions for dyeing using textile waste. Ever Dye, a French company that has developed two chemical solutions that boost dye house production capacities and allow them to dye faster with less energy and without using any petrochemicals. IDELAM, a Franco-Swiss company developing processes using supercritical CO2 for complex, multi-material products and waste, such as jackets and footwear, to enable recycling or reuse of these materials. Kintra Fibers, a US company developing a new, plant-based polyester replacement that reduces manufacturing emissions, eliminates microfibre pollution, and enables textile circularity through chemical recycling and industrial compost. Modern Synthesis, a British biotech company whose proprietary microbial textile platform employs microbes to grow a completely new form of textile made of nanocellulose, a very strong and fine form of cellulose, which is the natural building block of materials like cotton, linen and wood. Premirr Plastics, a US company that has created a continuous flow-through (CFT) system that provides a simple, circular and eco-friendly method to chemically recycle PET, providing PET products containing recycled content that possess the same physical and chemical properties as virgin PET. Refiberd, a US company that is developing a novel textile recycling system that uses AI and a patent-pending chemical recycling process to convert used, discarded textiles into new, reusable thread. Rubi, a US company that makes textiles entirely from carbon emissions, bypassing current agriculture and manufacturing to create a product that is carbon-negative, water- and land- neutral, and naturally biodegradable. “We are excited to welcome these eight new innovators to the 2022 Fashion for Good Innovation Programme,” said Fashion for Good managing director Katrin Ley. She continued: “We are inspired by the significant impact and carbon reduction opportunities their technologies enable. With an emphasis on driving impact and implementation, we strive to provide them with the best support to expedite their exposure and growth into the market.”
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Feelunique enlists sourcing platform RangeMe to enhance product buying

Image: Feelunique Online beauty retailer Feelunique has established a partnership with the product sourcing platform, RangeMe, to support its buying teams and enhance its product selection process. According to RangeMe, the Sephora-owned retailer is the first major beauty retailer in Europe to join its platform since its UK launch six months ago. The company, which is currently on a path of expansion, aims to help retailers scale their product sourcing, giving them access to over 200,000 suppliers. Launched in 2014, RangeMe currently operates in the UK, Europe, North America and APAC regions and already works with more than 15,000 retail buyers. “Our mission has always been to empower retailers and suppliers to be productive and successful whatever their objective,” said RangeMe CEO, Nicky Jackson, in a release. “RangeMe offers retailers hyper-local choices as well as innovative global options. We exist to help them offer an extraordinary experience for their customers.” For Feelunique, the partnership will allow it to push its mission of being inclusive and relevant for its expansive customer base. On the deal, the e-tailer’s CEO, Sarah Miles, said: “Our engaged customers have high expectations of us from providing trustworthy reviews and expert insights, to the latest trends and finding new favourites and discovering the products that make them feel unique.”
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Why workers at an REI store voted to join a union

A window at REI SoHo. Image by Jennifer Mason Workers at the New York City flagship of Recreational Equipment, Inc. (REI) voted to join the Retail, Wholesale and Department Store Union (RWDSU), which will now be the first union at any store for the outdoor gear retailer. The vote, which took place in-person at the SoHo location on March 2 was an overwhelming win for the union with eighty-six percent voting in favor. A visit to the store not long after dashed hopes of capturing the post-vote glow and reaction from a few of the organizers, some of whom have been campaigning for almost a year and a half since the inception of the drive in October 2020. A friendly greeter wearing a pro-union button directed all queries to the RWDSU. While a union representative provided the official statement, direct communication with any REI SoHo employee would not be arranged even after a week’s time. Still, a video of a Zoom press conference held a week prior to the vote offered some insight as to why so many workers ended up on the side of yes. A pro-union button on an REI SoHo store employee’s vest. Image by Jennifer Mason Scheduling and Late Policies FashionUnited covered the release of an MIT Sloan Management Review study in January that pointed to unpredictable schedules as one of the main contributors to the mass exodus of retail employees from the workplace over the past few years. The case of REI SoHo reaffirms that finding. “Scheduling policies, late policies have been changed on us on a whim,” said Claire Chang, a full-time visual and retail sales specialist and member of the organizing committee. “It’s just being handed down from corporate with no say from us. Having even just a modicum of power in that, I think, is one of the biggest reasons why having a union is really important, because we’d actually get to negotiate with our employer on these policies. I greatly believe that this will lead us to have better relationships with our managers going forward as well,” she said. Tyler Mulholland, a clothing sales lead at the store for the last two years noted, “Of course we’re excited about better and more equal living wages, but something specific that I think is relevant to our store—we have a late policy that has a 3-minute grace period, or as I always tease, it’s the disgrace period. You know in New York City if you commute to work and you miss the bus or the train, you’ll certainly be more than three minutes late. And that’s been a policy that we’ve all spoken about. Just a minute example that’s a unique circumstance for us.” It is true in New York that even if you catch your mode of transportation on time, the MTA will manifest its own causations for lateness to occur. Workplace Safety and Basic Training The pandemic was of course a huge driver of concern about workplace safety but not the only one at this store. “We’ve had a number of people injured,” shared Steve Buckley, a sales specialist on the soft goods team and an REI employee of only six months. “I work on the stock team multiple nights a week and we’ve had numerous people injured on the stock team and it's, I think, out of a lack of training and support. That’s definitely something we’re looking for is how we can have a true seat at the table and for people like me, who are newer, to have opportunities for growth, training and development, and to learn new skills.” “Since coming back from the lockdown having been furloughed, we started seeing a lot of changes in the company,” Chang said. “This was pre-vaccines and we were seeing our co-workers getting sick and there was a lot of pushback when it came to employee safety. They used to say worker safety is number one but the actions and decisions that were made just didn’t really line up with what they were saying, and eventually they kind of stopped saying that.” The store’s mask policy is posted at the entrance. Image by Jennifer Mason Company Culture The interesting thing is that these organizers, who could have easily left for other retail jobs, put in the work for this union drive in order to stay with the company. As Mulholland described, “There are a lot of people who were initially meeting with us that have left for other career opportunities. Personally for me, the reason that I want a union for REI is because I would like to be here in the future and I think it’s a very concrete way to make it a more viable, long-term option.” Part of that sentiment is due to the unique environment that is specific to this company. “It is a slightly different type of retail,” Chang explained. “We’re a specialty retailer, we specialize in the outdoors. It’s a common draw for a lot of folks who work at REI because we believe in their slogan, ‘a life outdoors is a life well lived.’ We all have our common interests whether it be running, camping, backpacking, skiing and that’s what brings us all together. Our passion, our expertise is what ties us. So a lot of people tend to stay at REI to meet great people.” But as she’s been with the company for four years, she’s noticed a cultural shift from management. “Over the past few years, I feel like this company has been moving further and further away from its values and just focusing too much on expansion,” she said. She acknowledged that REI, with its consumer co-op business model, “relies a lot on the co-op as its branding and image. There’s a huge emphasis on memberships. As a company, it recognizes a strength in numbers. It’s ironic to be like, yeah, we want more people because we can do good things collectively together. But then when it comes to the employees wanting to have a voice and trying to also engage in collective bargaining, that’s a big no-no.” REI has stated that it appreciates the hard work of its employees and respects each member’s right to choose whether or not to unionize, but was not in favor of unionization. Still, as the negotiations are set to begin to address the criticisms, there is a positive approach that the company could meet in good faith. “I’m absolutely committed to getting us to a first contract and to help build a viable, long-term union presence at our store so that we can have that say long-term,” Buckley said. “I will say when I took this job, I was just looking for the next thing to hold me over, like a lot of people in retail. But, by meeting the people that I work with and getting to have some amazing customer interactions—One of my coworkers came in on their off day to get outfitted for their trip to Nepal by me because they trust me to help them find the gear they need. I love that. I want to continue to do that,” he stated. “I genuinely believe in what I do.”
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Strong Customer Authentication comes into force across UK retail

Image: Pexels New customer identification steps are being introduced in the UK on Monday in a bid to combat online fraud. New Strong Customer Authentication (SCA) requirements mean shoppers face more identity verification checks when making online purchases using their debit or credit cards. To comply, consumers will have to confirm two of three “factors”: They can input biometrics such as a fingerprint or facial ID; type in a passcode or password; or use two-step identification with a mobile phone. SCA rules have applied to an increasing proportion of online transactions since the start of the year as merchants and Payment Service Providers (PSPs) prepared themselves to meet the enforcement date of Monday, when all transactions must be SCA-compliant. Some transactions will not face the SCA requirements. These could be transactions deemed as “low risk”, or repeat purchases such as subscriptions, according to the British Retail Consortium (BRC). ‘Online has never been safer’ Tom Ironside, director of business and regulation at the BRC, said in a statement: “Retailers have been working hard to prepare for the Strong Customer Authentication requirements, ensuring online purchases are both as safe and easy as possible. “The BRC and our members have worked with suppliers to ensure multiple fraud checks are performed behind the scenes and any additional friction is kept to a minimum. Customers should be reassured that buying online has never been safer.” But the move is also expected to increase the number of declined transactions as online retailers implement the new SCA requirements. Barclaycard Payments has warned that websites that aren’t SCA compliant risk losing sales and damaging customer loyalty, The Industry.Fashion reports. Data from Barclaycard Payments reportedly revealed that 43,000 transactions a day - worth 3.64 million pounds - were declined at the point of sale in February as online businesses were not able to route transactions through an SCA compliant channel.
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Top 5 UK cities for women to start a business in

Image: Sincerely Media via Unsplash, York A recent study by payment provider Dojo has provided a run down of the best cities for women-led business start-ups in the UK, presenting potential opportunities as restrictions begin to end and businesses open back up. Detailed in the report, Dojo referenced research by the British Business Bank which found that for every one pound of venture capital investment in the UK, female founders get less than one pence while male founders get 89 pence. It also noted that only 32 percent of UK businesses are female owned, 17 percent of which were founded by women. Dojo’s study hopes to help women in breaking through industry barriers, with results based upon gender pay gaps in each city, the number of female employees and the amount of self-employed females. Coming as an update to its 2021 list, the payment firm also added new data points to its index, considering elements such as average weekly pay, five-year start-up survival rate, cost of living and rateable floorspace value. Top five cities according to Dojo Chelmsford in Essex took the top spot, hitting top points for each factor considered for the index. Dojo found that 40 percent of businesses set up in the region lasted for a minimum of five years, while 36 percent of females were self-employed, one of the highest percentages in the list. In total, the city scored 65 out of 100, according to the index. Worcester and Carlisle closely followed Chelmsford in second and third position, each scoring around 61. Like Chelmsford, Worcester was found to have a 40 percent self employed, female workforce, while Carlisle boasted a five year survival rate of 38 percent. Additionally, the border city is also home to the Cumbria Business Growth Group, which is dedicated to creating a sustainable working environment for female entrepreneurs. Ranked in fourth place, York further looks to boost women-owned businesses through a MPWR group that supports them through events and information sharing. The city also had the highest business survival rate in the index at 46 percent, with Dojo stating the figure can provide confidence in business plans. Derby came in the number five spot, offering one of the cheapest office floor space values at 70 pounds per metre squared and an average weekly pay of 790 pounds, the highest in the index. Its prime location near the Peak District means it appeals to tourism opportunities, with the area contributing around 2.5 million pounds annually to the economy, as reported by the region’s STEAM figures. Other cities that made Dojo’s top 10 included Wakefield, Lancaster and Chester, all scoring above 54, while Sheffield, Nottingham and Leeds appeared further down the list with scores sitting just above 50. While the index presented potential business opportunities for female entrepreneurs, it also showed that there was work to be done in driving the female workforce, with cities even in the list’s top spots nowhere near hitting full marks.
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Gap returns to the British high street with Next

Image: Gap In Pictures Gap has opened its first branded shop-in-shop within Next’s Oxford Street store in London, in a return to the British high street, following the closure of all of its UK stores in 2021 after a strategic review of its business. The first Gap shop-in-shop is located within Next’s largest West End store on London’s Oxford Street and will be the biggest branded shop within the store, covering 4,000 square feet of retail space. The concept store has been designed to embody Gap’s reinvented approach to retail in the UK, explained the retailer, and features an open, modern and minimal design, and includes its own entrance onto Oxford Street. Image: Gap Gap will stock a “curated collections of elevated everyday essentials” for women, men and kids, including denim, fleeces, khakis, shirting and its iconic logo products. The shop-in-shop will also offer embroidery, badging and monogramming customisation stations for Gap customers to personalise their purchases. The Gap shop-in-shop will sit alongside other brands stocked in the Next store including womenswear brand Lipsy and stationery brand Paperchase. Gap opens first shop-in-shop within Next, following joint venture partnership The Oxford Street opening is described as a “major milestone” to re-establish Gap’s brick-and-mortar presence and forms part of its joint venture announced in September 2021, with Next owning a 51 percent stake in the venture, while Gap owns 49 percent. Next will operate Gap’s business in the UK and Ireland as a franchise partner, managing its e-commerce business and establishing Gap-branded shop-in-shops within Next. The move is part of the American brand's plans to amplify its omnichannel business to better serve its customers within the UK and Ireland. Image: Gap Gap added that work has already started to migrate its e-commerce business to the Next Total Platform, alongside the integration of other operational capabilities such as a comprehensive click-and-collect service, next-day delivery, and a variety of customer service options later this year. The retailer has not confirmed how many shop-in-shops will open or the locations. Jon Jeffrey, managing director of the joint venture, said in a statement: "I am so excited at the coming together of these two iconic businesses to relaunch the Gap brand in the UK and Ireland, and in particular I'm thrilled at the opportunity to bring Gap's Modern, American Optimism to our customers at our new London store at 120 Oxford Street.” Adrienne Gernand, managing director of international, global licensing and wholesale at Gap Inc., added: “We look forward to continue growing the Gap business in the UK through our joint venture with Next Plc. Partnering with market leading, omni-channel retailers like Next Plc allows us to amplify and deliver our relevant, purpose-driven brand to meet our customers in the UK and Ireland – and with greater speed, agility, and customer services than ever before.” Image: Gap Image: Gap Image: Gap
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Shanghai tailors keep qipao dress tradition alive

Zhou Zhuguang surveys his Shanghai workshop and rows of workers meticulously stitching high-collared Chinese dresses known as qipao, some of which sell for nearly 5,000 dollars. "It's a highly skilled craft," said Zhou, co-founder of Hanart, one of China's most well-known qipao makers. "Some of our tailors spend a lifetime learning to make qipao." The price tag also reflects enduring demand for the qipao, known as a cheongsam in Hong Kong and overseas Chinese communities. Drawing on traditional design elements, the dress was popularised in 1920s Shanghai, its form-fitting cut capturing the glamour of that free-wheeling pre-communist era and the desire of Chinese women to liberate themselves from traditionally subservient roles. The qipao disappeared after the Communist Party -- which considered it decadent and bourgeois -- took power in 1949. The dress's comeback is due in part to producers like Zhou. A mass-produced qipao, sometimes seen at weddings or other formal occasions, can be bought today for as little as 100 yuan (16 dollars). But Zhou, 59, has found a market for higher-end designs among well-heeled Chinese fashionistas. Zhou previously dealt in lower-priced qipao before founding Hanart in 1998 in partnership with Chu Hongsheng, a legendary qipao designer who fitted Chinese film actresses and the wives and daughters of Shanghai mafia bosses. Chu died in 2017 at the age of 99. Cultural value "(Low price) isn't the true essence of the qipao," said Zhou, who feels that such an iconic Chinese fashion staple requires more luxurious materials, bolder designs and hand-crafted precision, which inevitably push prices up. Zhou displayed these at a Shanghai show late last year which featured "modern, altered qipao" designs combining the classic Mandarin collar and body-hugging fit with less traditional elements such as lace, fringes, velvet, sequins and rich embroidery. "We want more young people to wear qipao," Zhou said of his design re-boot. To Yang Zhenzhen, who owns a Shanghai qipao shop and is an online influencer of the dress style, cracking the youth market is essential to keeping the tradition alive. Her shop targets buyers aged 25-45 with qipao starting at around 600 dollars. "Young people bring new life and energy" to the qipao, said Yang, 28, who has been smitten with the dress since childhood and began collecting them five years ago. "If young people don't wear them, then by the time they grow old there won't be anyone wearing them," she said. Yang admitted that youth acceptance suffers from a stereotype that qipao are for elderly women, or the belief that pop culture uses the dress to objectify Chinese women. "These are deep misconceptions... so I want to popularise it as best I can and let people know the real meaning of qipao," she said. That includes the dress's role in breaking down gender norms for women during the 1920s. The sense of freedom associated with that will never go out of style, she adds. For Zhou, selling qipao is about perpetuating an element of China's intangible cultural heritage. "We are small, but we are carrying on a piece of culture," he said. "That's where our biggest value is."(AFP)
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What to pay attention to as a retailer when recruiting new staff

Pexels BACKGROUNDWhat is the attraction to working in a retail store? Or better yet: what should retailers pay attention to in order to make it even more attractive? Q&A Insights researched it and shared the results with FashionUnited. Some striking insights emerged which could come in handy for retailers while searching for new staff. Q&A Insights conducted a survey among more than four hundred respondents, director John Terra tells FashionUnited. Not only were various answer options chosen for the participants to choose from, they were also able to provide explanations for their answers, creating a good picture of the image of retail. The current shortage on the labor market was the reason to conduct research into the attractiveness of working in the store. The research focuses specifically on people in their twenties and thirties because these are the generations that will be very important in the future, according to Terra. Work atmosphere is the number one reason while choosing an employer The respondents were asked about their reasons for choosing an employer. The working atmosphere is definitely number one for the respondents. The working atmosphere is therefore even more important than working for financial compensation, which has come second. Of course, the financial reward must be of a good level, but working in a place with a fantastic salary but a lousy working atmosphere, that too will stop at some point. The working atmosphere can be promoted through transparency, a high degree of communication and collaboration between colleagues, as was shown by desk research by Q&A Insights. Terra explains that the atmosphere was not one of the options from which the respondents could choose at first: "We regularly ask whether important points have not been discussed. The work atmosphere clearly emerged from this and after the adjustment, it turned out to be the most important motivation for choosing an employer." What are the possibilities for flexibility? Flexibility came in third place. For example, people are interested in the options available to take leave, to choose how many hours they work, the option to easily switch shifts and the option to vary in shifts. But flexibility in a store, what does that look like? Q&A Insights mentions flexibility in operations in the white paper, for example. Does the unpacking of freight and the labeling of items have to be done at a fixed time, or can this also be done at a different part of the day? Technology can also help provide flexibility, such as self-check-outs. When customers can pay for items themselves, not many employees are always needed, which also creates flexibility in the occupation of the store. Retail is not known as a place for personal development, while three quarters of job seekers think this is important Although personal development ranks fifth out of the six options as to why people choose an employer, this is something that should not be overlooked, according to the conversation with Terra. More than three quarters of the respondents considered it important that there are opportunities for personal development at the employer. However, the store is not yet immediately seen as a place where people can develop. Only 48 percent indicate that they see the store as a kind of employer where this is possible. There is therefore still room for improvement in retail. Including development opportunities in the vacancies seems to be a good start. If you facilitate personal development, what then? Everyone has different preferences, according to the answers of the respondents. More than half prefer to learn in practice and on the job. And 38 percent indicate that they would like to do a course of one or two days on location. Yet another 38 percent indicate that they would like to choose a digital course from an offer that the employer offers. A fifth indicates that they want to learn at a time of their choosing, and then through texts and videos. A fifth also indicates that they want to follow a defined career project. In addition, one person likes to learn independently, the other 1-on-1 and others in groups. The majority (33 percent) also wants to take time each month for personal development, followed by 30 percent who would like to take that time once a quarter. It should be clear: preferences vary enormously. Q&A Insights therefore underlines that it is good as an employer to offer various options for personal development so that employees can choose what suits them. Terra adds that it is also good to be open about the growth opportunities within the company. "Just look at the new CEO of Action. She started 24 years ago as a shelf stocker and is now CEO." Terra adds that it is also good to be open about the growth opportunities within the company. "Just look at the new CEO of Action. She started 24 years ago as a stocker and is now CEO." 'Working in retail has an image problem' The research also shows that retail has an image problem. Although 78 percent of the respondents find personal development important with an employer, only 49 percent expect a store to be an employer that offers this. Such a large gap can also be seen in financial rewards and meaningful work (82 and 52 percent, 79 and 55 percent). This image problem can be partly addressed by deploying employees as ambassadors, according to Q&A Insights. The research shows that people who have experience working in a store have a more positive image of the sector. People who have no experience in retail expect more than 30 percent less from the store as an employer when it comes to personal development and flexibility. "To increase the attractiveness of the sector as an employer, it is important to deploy existing employees as ambassadors. They have practical experience and can convince friends and acquaintances of the added value of the store as a working environment. Working in retail is great fun. You will only see it when you get it." The image problem of the entire sector will not be easy to tackle, says Terra. But, he adds, as an independent retailer there is a lot to be achieved. In this way, the recruitment of people can already be improved. State in the vacancy how the working atmosphere is promoted, how flexibility can be offered and what opportunities there are for personal development. In a world where people compete for staff, these tips are more than welcome. Now it is up to the retailers themselves to get started. This article was originally published on FashionUnited.NL, translated and edited to English by Kelly Press.
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Tiffany taps Blackpink’s Rosé for latest campaign

Image: Tiffany & Co., Blackpink's Rosé As part of its brand rejuvenation, luxury jeweller Tiffany & Co. has revealed its latest campaign starring K-pop artist Rosé. The collaboration with the Blackpink singer comes as the jewellery house continues to revamp its image in order to reach a younger audience. Recent campaigns by the brand have included the likes of Beyoncé and Jay-Z and further collaborations, such as its Supreme collection, have each aimed to appeal to a more youthful audience. The casting of the Korean-New Zealand performer is part of Tiffany’s latest moves in this area and further adds to its continuously expanding HardWear collection, which Rosé previously sported in a 2021 campaign by the house. Shot by Mario Sorrenti, the house’s global ambassador is seen wearing its latest diamond-intensive designs from the signature collection, with looks based on archival pieces including a 1971 bracelet. Rosé also dons some styles set to debut in July, including a black titanium link necklace and bracelet set, as well as a selection of full pavé diamond designs scheduled for release in November.
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Zumiez increases sales and earnings in Q4

Zumiez Inc. net sales for the fourth quarter increased 4.6 percent to 346.7 million dollars. Compared to the fourth quarter 2021 net sales increased 5.5 percent. Net income was 38.2 million dollars or 1.70 dollars per diluted share compared to 42.8 million dollars or 1.68 dollars per diluted share, in the fourth quarter of the prior fiscal year. Net income for the fourth quarter of 2019 was 37.9 million dollars or 1.48 dollars per diluted share. Total net sales for fiscal 2021 increased 19.5 percent to 1,183.9 million dollars. Compared to fiscal 2019, net sales increased 14.5 percent. Net income for the year was 119.3 million dollars or 4.85 dollars per diluted share compared to 76.2 million dollars or 3 dollars per diluted share and compared to net income for fiscal 2019 of 66.9 million dollars or 2.62 dollars per diluted share. Commenting on the results, Rick Brooks, chief executive officer of Zumiez, stated: “Fiscal 2021 was a year of tremendous growth and record profitability for Zumiez. Our multi-year success is directly attributable to the execution of the long-term consumer centric growth strategy the company has been building and evolving since its inception.” Zumiez first quarter-to-date sales decrease 1.9 percent Total first quarter-to-date sales for the 35 days ended March 5, 2022 decreased 1.9 percent. Given the positive impact of stimulus on net sales in the first quarter of fiscal 2021 and the current economic uncertainty, the company anticipates that net sales for the first quarter of fiscal 2022 will be between 215 million dollars and 221 million dollars, down from the prior year. Earnings per diluted share for the quarter are expected to be break-even to positive 10 cents per diluted share. The company currently intends to open approximately 34 new stores in fiscal 2022, including up to 15 stores in North America, 14 stores in Europe and five stores in Australia.
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Pri Shumate to join Columbia brand as chief marketing officer

Image: Pri Shumate, Business Wire Columbia Sportswear Company has announced the appointment of Pri Shumate as chief marketing officer for the Columbia brand. In this role, the company said, Shumate will report to Joe Boyle, executive vice president and president of the Columbia brand, effective March 14, 2022. “Pri is a consumer-obsessed marketing leader with global experience in demand creation. I feel certain that her background and dynamism will help drive continued growth for the company,” said Joe Boyle. “We are excited to have Pri join our team leading the marketing efforts in the largest brand in our portfolio,” said Tim Boyle, chairman, president and CEO of Columbia Sportswear. “I am really excited about growing the Columbia brand and the business by diversifying and expanding our consumer base,” added Pri Shumate.
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Adidas posts strong growth in 2021, forecasts higher FY22 results

Image: Adidas AG In 2021, Adidas was able to increase its currency-neutral revenues by 16 percent. In euro terms, the company’s revenues increased 15 percent to 21.234 billion euros. In total, the company said, the challenging market environment in Greater China, extensive covid-19-related lockdowns in Asia-Pacific as well as industry-wide supply chain disruptions reduced revenue growth by more than 1.5 billion euros during the year. Commenting on the financial results, Kasper Rorsted, CEO of Adidas said in a release: “In 2021, we delivered a strong set of results despite several external factors weighing on both demand and supply throughout the year “Wherever markets operated without major disruptions we have been experiencing strong top-line momentum. In 2022, we will build on this momentum and continue to grow both our top- and bottom-line at double-digit rates amid heightened uncertainty.” Review of Adidas’ 2021 performance The company’s wholesale revenues as well as sales in Adidas’ own-retail stores grew at strong double-digit rates in 2021. E-commerce revenues increased 4 percent during the year, on top of the exceptionally high growth in 2020 when e-commerce revenues had grown by more than 50 percent. The company added that currency-neutral sales in EMEA, North America, and Latin America increased by 24 percent, 17 percent and 47 percent, respectively. At the same time, the challenging market environment in Greater China, up 3 percent and the extensive covid-19-related restrictions in Asia-Pacific, up 8 percent, weighed on Adidas’ results in these markets. The company’s gross margin increased 0.7 percentage points to 50.7 percent. As a result of the strong top-line increase in combination with the improved gross margin and lower operating expenses as a percentage of sales, the company’s operating profit increased 166 percent to 1.986 billion euros and the operating margin increased 5.3 percentage points to 9.4 percent. Net income from continuing operations increased 223 percent to 1.492 billion euros in 2021 and both basic and diluted EPS from continuing operations also increased 223 percent to 7.47 euros. The company further said that the Adidas executive and supervisory boards will recommend paying a dividend of 3.30 euros per dividend-entitled share, representing an increase of 10 percent compared to the prior year dividend. Adidas posts decline in Q4 revenues The company said, currency-neutral revenues in the fourth quarter declined 3 percent. In euro terms, Adidas revenues were flat versus the prior year at 5.137 billion euros. Significant supply shortages as a result of the lockdowns in Vietnam last year, the challenging market environment in Greater China as well as covid-19-related lockdowns in Asia-Pacific reduced revenue growth by more than 400 million euros in Q4. DTC revenues were stable versus the prior year, reflecting a 14 percent increase compared to the 2019 level. While Adidas e-commerce revenues experienced a strong increase in full-price sales, revenues in the company’s own digital channel declined by 2 percent. Compared to the 2019 level, e-commerce revenues grew 39 percent in the fourth quarter. The company’s currency-neutral revenues in North America declined 4 percent during the quarter. While EMEA was also significantly impacted by the supply shortages, revenues grew 15 percent, driven by double-digit growth in both DTC and wholesale. Fourth quarter revenues in Latin America improved 9 percent, reflecting strong double-digit growth versus the 2019 level. Revenues in Greater China, down 24 percent and APAC, down 6 percent, declined due to the supply shortages, covid-19-related restrictions and – in the case of China – the challenging market environment. In the fourth quarter, the gross margin declined by 0.1 percentage points to 49 percent. Operating profit amounted to 66 million euros, resulting in an operating margin of 1.3 percent. Net income reached 123 million euros in the quarter compared to 143 million euros last year. Both basic and diluted EPS from continuing operations were 0.58 euros compared to 0.70 euros in Q4 2020. Adidas expects currency-neutral sales to increase between 11 percent to 13 percent After the recovery from the coronavirus pandemic in 2021, Adidas expects double-digit top-line growth to continue in 2022 amid heightened uncertainty. Driven by the execution of the company’s strategy ‘Own the Game’ as well as its strong product pipeline currency-neutral revenues are projected to increase at a rate between 11 percent and 13 percent. From a regional perspective, currency-neutral revenues are expected to increase in all markets. While currency-neutral sales in North America and Latin America are projected to grow at a mid- to high-teens rate, currency-neutral revenues are expected to grow at a rate in the mid-teens in EMEA and Asia-Pacific. Greater China is expected to record a sales increase in the mid-single digits. Adidas’ gross margin is expected to continue to increase and reach a level of between 51.5 percent and 52 percent. The company’s operating margin is expected to increase to a level of between 10.5 percent and 11 percent. Driven by the strong top-line growth in combination with the margin improvements, net income from continuing operations is projected to increase to a level of between 1.8 billion euros and 1.9 billion euros in 2022.
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Carbon38 unveils new brand identity

Image: Carbon38 Direct-to-consumer performance fashion retailer, Carbon38 has unveiled a refreshed brand identity and updated its website to highlight the brand’s evolution. Co-founded in 2012 by chief executive Katie Warner Johnson, Carbon38 is launching a new brand identity to reflect the company’s transformation, which has developed into a 100 million US dollar business in just six years and generating more than 350 million US dollars in lifetime sales. The new brand logo has been designed to mirror the brand’s progression, while staying true to its founding goal, to curate functional, elevated collections, alongside its renewed focus on activity-driven styles, and is highlighted with a sleek, clean typeface that has an Art Deco feel to it. Alongside the new branding, Carbon38 has also updated its digital user experience, following its migration to Shopify in 2021, with a virtual storefront that can add extra modules for further storytelling and provide guidance for styling and similar offerings. This is all focused through a refreshed visual brand direction, added Carbon38, which it states will focus on an activity-driven assortment, where the visuals move from studio to elevated lifestyle. Carbon38 offers more than 265 brands, 70 percent of which are female-led, alongside its own Carbon38 label that includes exclusive fabric offering, including the Takara Shine, which has sold over 200,000 pairs since its launch. Following the re-launch, Carbon38 added that the year ahead will bring additional initiatives, including a redesigned ambassador programme, brand spotlights, enhanced activations, and trend outfitting, as it continues to drive forward the brand. Commenting on the brand refresh and outlook for Carbon38, Johnson said in a statement: “Since the inception of Carbon38, the activewear industry has exploded, with womenswear being one of the fastest-growing segments in the market. This growth has been both exciting and challenging. Our committed customers have continued to drive us forward and inspired us to continue to better our best. “It is because of their loyalty that we are able to enter this next phase of Carbon38, which I feel will be our best yet. I am excited to lead Carbon38 2.0 through our ‘Plan to Win’. We are doubling down on creating and curating the best product in terms of fit, fabric, and fashion. We are recommitting, at a personal level, to our incredible community of customers who supported us through our first 8 years. And we are excited to meet the next wave of customers as we strive to serve her ever-evolving needs.”
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Video: Gauchere FW22 collection

In this video, fashion label Gauchere has presented its FW22 collection at Paris Fashion Week (PFW). Watch the video below. Video: IMAXtree.tv via YouTube Photo credit: Image via IMAXtree.tv on YouTube
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