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Mindmap plan

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Planning

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Fatface range planning through category sell through

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Pros and cons

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Getting an item from point A to point B has always been a problem for humans to solve. Of course, land transportation was the first method used to ship goods. As humans evolved, so did shipping transportation methods. Air freight is latest shipping method (except for Space Freight, which is a very specific mode of transportation so we won't discuss it here). Sending items via air freight has only been around for about a century, and has both advantages and disadvantages.

Advantages of Air Freight

Speed

Air freight and speed go hand in hand. When your cargo needs to be moved quickly air freight is the fastest available solution. FedEx air freight, as discussed in a previous post, can ship package from Hong Kong to Delaware in 1-2 days, while the same delivery by sea could take anywhere from 30 to 60 days or even more.

Global reach

Air freight is unique because it can get packages to virtually anywhere. Dozens of airlines serve more than 200 destinations each, while the top 5 airlines (American Airlines, Air Canada, United, Delta, Turkish Airlines) fly to more than 300 destinations. This gives air freight the advantage over other modes of transportation - sea freight can't drive on land and land freight can't swim.

Highly accurate ship dates

Unlike other shipping methods, air freight is highly reliable - according to flightstats, in 2016 the late arrival rate was less 15% and flight cancellation rate was less than 2% for top 5 airlines. In fact this reliability made possible for postal service companies to guarantee overnight delivery using air freight. Cargo that travels via ocean has a huge range in delivery dates. This variability in delivery dates is caused by the loading and unloading time in ports, which can bottleneck due to shortage of space, equipment and machinery, or workforce.

Shipment tracking

Almost all air freight carriers provide online tracking service. Tracking service is becoming more common in land and sea shipping companies too.

Lower risk and costs due to short transit times

Because air freight has very short lead times, chances of goods being spoiled or stolen are very low. Short shipping time makes it possible to deliver perishable goods and valuable goods (like precious metals, jewelry, and banknotes) with far less risk of theft. Due to this lowered risk, and also the high level of security in airports, insurance costs for air freight are usually 10% - 30% lower than those for ocean freight. As ordered items can be delivered very quickly (usually less than a week), there is no need to keep high volumes of items in stock to ensure you won't run out before the next air freight shipment arrives. With fewer backstock items in your warehouse, there's less risk of items becoming obsolete or getting damaged while they wait their turn to be sold.

Disadvantages of Air Freight

Cost

Cost is the biggest downside. Usually, shipping via air freight costs more, relative to the land or sea freight for the same distance. For example: delivery of 500 kg by FedEx from Hong Kong to Delaware may cost you 13000 USD, while sea freight will be around 3000 USD. Interestingly, prices for 100 kg will decrease to around 3000 USD with FedEx and won't change for sea freight. This is because air freight cost is calculated primarily by weight, while sea and land freight is calculated primarily by volume.

Airlines decide how much they will charge you based on chargeable weight. Chargeeable weight is the greater between actual weight vs. volume weight of a shipment. Actual weight is the weight of the cargo when it is weighed on a scale.

Volume weight, also known as dimensional weight, is less straightforward, and requires some calculation:

For international air freight: the conversion is: 166 cubic inch = 1 pound (in metric system: 6,000 cubic cm = 1kg). That means, if the volume of your freight is 4,000 cubic inch, your dimensional weight is 4,000/166 = 24.096 pounds. This means the way your freight is packaged will really affect your dimensional weight, and therefore the more compact the package is, the better.

If your freight's actual weight is 30 pounds, which is higher than 24.096 pounds - then your chargeable weight is 30 pounds.

If your freight's actual weight is 20 pounds, which is lower than 24.096 pounds - then your chargeable weight is 24 pounds.

Domestic air freight within the US is slightly more expensive, the conversion is 194 cubic inch = 1 pound. The conversion may change over years and can be slightly different across carriers, so for absolute accuracy, you should cross check with your freight forwarder.

For more tips on how to optimize your air freight cost, read this post.

Size and weight limitation

Planes are relatively small compared to huge ships - this limits of the size and weight of the air freight that can be handled. The world's biggest airplane built - AN-225 - can lift only 250 tons. In contrast, the largest container ship - OOCL Hong Kong - can lift more than 190,000 tons. This is even more problematic if it is not a cargo plane but a passenger plane where goods have the lowest boarding priority - after the passengers and their luggage.

Weather dependent

While weather can cause problems to the ground or sea shipping services, it is a bigger problem for air freight. Airports ground flights during inclement weather conditions, like hurricanes and blizzards. It doesn't happen very often - in 2016 less than 2% of flights were canceled in top airports in US, but it can have a big influence on air freight when the exact delivery time is required.

Clearly, there are far more advantages to the air freight than disadvantages. Like almost every decision in the supply chain, choosing air freight over other methods hinges on a trade-off between the price and quality. The rule of thumb is if you need to quickly deliver something relatively small and don't mind high prices - choose air freight. If you have plenty of time and would rather save money land or sea freight is the better option.

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Getting an item from point A to point B has always been a problem for humans to solve. Of course, land transportation was the first method used to ship goods. As humans evolved, so did shipping transportation methods. Air freight is latest shipping method (except for Space Freight, which is a very specific mode of transportation so we won't discuss it here).

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1. Sea freight or air freight from China?

The 3 primary differences between sea freight and air freight are speed, cost and the effect these modes of transport have on the environment.

From door-to-door import you can expect an import from China to take 35-40 days by sea freight and up to 10 days by air freight.

If you import by air freight, the price is calculated based on the weight of your shipment. If you use sea freight, the price is calculated by volume (cubic meters). If, for instance, you have one shipment of 500 kilograms that fills 3 cubic meters, you can expect that the air cargo will be 10-15 times more expensive than sea freight.

The environment is affected differently depending on your use of sea freight or air freight. For example, 200 kg freight transported from China to the United Kingdom will impact the environment roughly 20 times more when sent by air rather than by sea.

2. Who should you choose?

Once you have decided your transportation mode, the next step is to select who should be in charge of your shipping option. At this stage it is important to consider the price and quality of your options.

Many freight forwarders offer shipping from China, but there may be large differences in freight costs. It can be difficult to find a complete price, which is why many people are disappointed by unexpected costs before they get their goods. In order to compare prices it is important to get an all-in price, with a guarantee of no further costs.

It is not always advisable to rely on the forwarder to assess the quality of the service they provide. We recommend inspecting how other customers have rated their experience for a more accurate perspective.

When you trade with foreign countries, you should be aware that there are different rules for trading within EU countries and countries outside the EU (third countries). You should also be aware that the import and export of certain goods might require special clearances.

3. What should you be aware of?

It can be tempting to let the manufacturer handle the shipping from China to the United Kingdom. The problem with this solution is that there often are unexpected costs that you may incur before your goods are delivered, and these costs often exceed the freight costs.

Our recommendation is to buy freight from China under either FOB or EXW terms and conditions. If you want to be sure to avoid unexpected costs in the United Kingdom, be sure to get an all-in price.

Freight forwarders often give transit times for delivery to the nearest port, rather than the final destination. Thus, many people are disappointed when they find out that their cargo has been delivered later than expected, as customs clearance and delivery takes additional time.

Freight from China with Transporteca

On the portal you can compare and book freight solutions from China. We show only all-inclusive prices. We also offer a price guarantee so you are not risking unexpected costs.

The transit times you find on Transporteca are calculated through to delivery at your door, including customs clearance. This means you are provided with a delivery date you can count on. We have screened all forwarding agents offering freight from China, so we are confident you will receive good service. On Transporteca you can order immediately. This means the freight company can start working on your delivery immediately, thereby minimising the risk of your goods being delayed.

What do customers say?

When MOD wanted to import 350 suits from South China, they ordered transport on Transporteca. Robert Esterajher, Co-founder of MOD, said:

"When we were looking at Transporteca, we got a price that was 30% below what we used to pay. The team behind Transporteca has great knowledge of China, so we felt we were in safe hands. Now we use Transporteca every time we import from China. "

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Import from China [3 How-to Tips] - Transporteca

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The 3 primary differences between sea freight and air freight are speed, cost and the effect these modes of transport have on the environment. From door-to-door import you can expect an import from China to take 35-40 days by sea freight and up to 10 days by air freight.

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Men's Chinos

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Women's Simone Dress

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Sourcing from India

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The Benefits and Challenges of Manufacturing in India

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As India aims to become a top manufacturing hub, India is on the threshold of major reform. India is poised to rank among the top three manufacturing locations by 2020. If you are considering locating or moving your manufacturing operations to India, there are many good reasons to do so.

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Drapers on sourcing from Turkey

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Sourcing from China

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Cad Crowd | CAD design services, 3D modeling, 3D animation, CAD drafting, engineering & 3D printing design

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The Pros and Cons of Manufacturing in China | Cad Crowd

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If you’re considering manufacturing in china, you need to consider if it’s worth it. Here are the pros and cons you need to know.

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Fatface financials

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Omni-channel retailing

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"Focus on the customer"

One key factor to drive innovation for your business is to focus on the customer and not the channel, the panellists said.

"When we first rolled out omnichannel, we didn't think about the whole customer journey - we looked at us as a business instead, which I think was a mistake," Crebbin said. "It would have benefited us better if we had rolled it out to fit with customer journey.

"When you're trying to roll out[omnichannel], don't think about yourself as a business - that's how you can end up getting it right from the very beginning."

Henton agreed: "The ultimate aim is to serve customers whatever they want, whenever they want and on whatever channel."

Massa added that it is hard for retailers to keep up to date with digital customer-first strategies: "It's not easy at all. Most retailers are having challenges with it. Retailers are getting smarter about putting all their data in one place, but they need to be focused on the consumer and not the channel."

"Unifying technology"

Retailers need to find out how they can unify the customer journey to keep up with changing demands, the panellists said.

Henton said: "Unifying technology is vital, but it's more important to talk about unified vision, in order to be able to serve customers with a unified experience across whatever channel it is.

"It's so much more than just technology - it's the way we structure our teams and set out our processes to be able to deliver against that vision."

Massa agreed: "Retailers need to know what they want. Sit down, spend some time and understand what you want to achieve as a business. Then map out the process of how you are going to achieve it.

"Many companies dive in head first and don't think about what they want or how they will roll it out, and they've had to start all over again. Sharing is caring - it's true within the ecommerce world."

"Roll with the times"

Massa said retailers must "roll with the times" and change modules to keep up with changing customer needs: "Don't build a brand on heritage, which can't be adjusted for modern times.

"Make sure any platform you're building on is done in modules. Otherwise, you can find yourself stuck in a legacy nightmare 20 years later."

"Help from heroes"

Henton said: "Just remember that you're not alone - someone else has already come up with a solution to whatever the problem is.

"One retailer I often go to is Schuh regarding UX hurdles etc - they seem to have gotten a lot of things right.

"Find those heroes you can look to and you can see how they have tackled those problems."

Making the leap to a unified customer experience

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Making the leap to a unified customer experience

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At an expert panel discussion at Drapers Digital Festival, Matt Henton, head of ecommerce at Moss Bros, Randa Crebbin, global head of ecommerce at La Perla, and Rob Massa, general manager (EMEA) at BounceX, discussed what it takes to deliver a seamless, channel-agnostic customer experience.

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External factors: Brexit on retail

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The UK's decision to leave the EU is likely to have several implications for the retail industry. Many retailers are already facing difficulties including reduced profit, lower footfall in stores and a battle to save costs.

While the long-term economic effects of Brexit are hard to predict, it is this period of uncertainty which is likely to cause concern for retailers, especially when combined with current problems.

What challenges does Brexit pose for the retail sector?

Brexit poses several challenges for the retail sector, given the UK's close relationship with the rest of the EU. What the UK's future relationship will be with the EU is still unclear, and this raises questions around factors such as trade, work forces and supply chains.

Trade

The UK relies heavily on trade with the EU. In 2017, 44% of all UK exports were to the EU (£274bn), and 53% of all UK imports were from the EU (£341bn). EU member states (currently including the UK) are part of a customs union, which means no tariffs on goods moving between these countries. A common tariff is also applied to goods entering from outside the EU.

Following the decision to leave the EU, the UK is required to renegotiate trade agreements with EU member states. The issue of the Irish border (the fact that after the UK leaves the EU, this also becomes the border between the UK and the EU) has been contentious.

The latest agreement reached between the EU commission and the UK contains a 'backstop' agreement: the country will remain in a customs union with the EU unless a trade deal that can avoid a hard border in Ireland is reached by the end of transition period in December 2020. Many MPs dislike this backstop, arguing the UK could be tied into a customs union on an indefinite basis, and that it could create a border in the Irish Sea.

However, in order for Britain to exit the EU's single market and the customs union, customs and regulatory checks become almost inevitable. Any Brexit deal has implications for checks and controls on trade between the UK and the EU which currently are not in place. The current agreement suggests that the extent and nature of these will vary depending on how closely Britain aligns its regulations with the EU.

Both sides have agreed to start negotiations for future trade relations between the UK and the EU soon after Britain's departure from the EU on 29 March 2019. The aim is to have a deal in place at the end of 2020, although what this deal will look like after the transition period is yet to be decided.
Post-transition trade
The deal could be similar to the European Economic Area (EEA), the arrangement that Norway and Switzerland have with the EU. It would allow near full access to the single market, but would also require free movement of people. Or, there is the possibility of a Canada-EU style trade deal for the UK. Many tariffs would be removed, although there would still be hurdles to trading freely with the EU. Finally, Theresa May still needs to get her deal through parliament. In the most extreme scenario, there is the potential that if she fails, we could still end up with a no-deal or 'hard' Brexit. If this were the case, the UK would be forced to trade with the EU with World Trade Organisation (WTO) tariffs.

Dependent on the outcome, UK retailers selling to the EU will still have to conform to EU standards and wider trade policies. They may face increased costs as a result of increased tariffs, import and export prices, as well as compliance issues and costs arising from differences in UK and EU policies. There is also the possibility that retailers would be impacted by the loss of UK influence on EU policy and regulation.

Labour

The UK retail sector relies on a large EU migrant workforce. Depending on the outcome of discussions, any restriction on freedom of movement could mean a restricted labour pool. Retailers may find it harder to recruit for jobs across the sector. The cost of labour may increase if retailers begin to employ more UK nationals to fill positions.

Sterling value

Sterling remains more than 10% below its pre-referendum levels in 2016. The weakness of the pound means less favourable exchange rates. This could impact retailers as the cost of goods purchased abroad become more expensive Currency fluctuations may also impact retailers' performance, and there is a risk that increased costs might be absorbed by consumers. On the other hand, UK retailers can see the benefits of a weaker pound when selling to the rest of the EU.

Economic uncertainty

For many retailers, the economic effects of the Brexit vote are as much psychological as they are real. A slowing economy, or the perception of it, is likely to lead to less consumer spending. Stagnant consumer spending has the potential to greatly impact the retail sector. Economic uncertainty is also likely to influence retailers' decision-making processes. Retailers are likely to hold off expanding into new markets until post-Brexit.

Supply chain

Retailers may need to reassess their supply chains and contracts. The knock-on effects from trade agreements may lead to delays in the import and export of goods. Supply chains may therefore be disrupted, and contracts might need to be renegotiated.

For example, a food preparation company headquarted in Germany sells products to the UK as well as other countries in the EU. The company has factories in the Netherlands, Germany and the UK, all producing different products. All ingredients are purchased by the head office in Germany, and many are sourced via third-country distributors. Sales are also arranged by the head office.

The company's current supply chain follows the route of: a head office/stocking point in Germany, supplies distributed to the three separate factories based in the UK, Germany and the Netherlands, and then products sent to both UK and EU customers.

After Brexit, the flow of goods from the head office to the UK factory could be disrupted. Plus, the transportation of products from the UK factory to EU customers, and from the German and Netherlands factory to UK customers, could face customs formalities.

The company can approach Brexit from different angles. They could either continue with the current product flow and try to maximise the supply chain efficiency, or set two separate product flows for the UK and EU.

A struggling sector - is Brexit solely to blame?

While the prospect of Brexit is likely to add additional pressures on the retail industry, many retailers are already facing problems. The rise of online shopping has hit 'store-based' business models hard. Online sales now account for almost 20% of retail sales. Many retailers are having to close stores in an attempt to restructure and save costs - in the first half of 2018, there were 4,400 net closures across the UK high street.

Consumers are also becoming increasingly price sensitive. Inflation and wage growth both have an impact on consumers' ability to spend. When inflation is low and wage growth is high, consumer confidence is likely to rise. If consumers are spending more, this in turn helps retailers. While there are signs that inflation is slowing and wage growth is picking up, it may be some time before retailers feel the benefits of this.

Are there opportunities for the retail sector?

While it remains to be seen how Brexit will impact the retail sector in the long term, it could in fact provide some opportunities for retailers. A weaker pound means UK retailers may be able to sell more goods abroad, as prices have become cheaper and more attractive. Foreign buyers and international customers wanting British goods might take advantage of a weaker pound, creating a spike in demand for products.

There is also the chance to promote locally-sourced and locally-produced goods over those which are imported. This is already becoming an important trend in food and general retailing, and Brexit could provide a good opportunity for retailers to capitalise on it. The Great Britain campaign, for example, showcases the best of what Britain has to offer. It encourages people to visit, do business, invest and study in the UK, and has secured economic returns of £3.9bn for the country.

Plus, earlier this year, Morrisons became the latest supermarket to embrace locally-sourced products, adding 200 local suppliers to its supply chain. The supermarket's decision followed a YouGov survey for Morrisons, which found that 68% of UK adults prefer to buy British food. It appears there is growing demand for local produce, which consumers believe is fresher, and that by buying it they support local businesses.

Finally, while store closures seem to be becoming a common theme, it may be that we are seeing a change in the high street, rather than its end. There are likely to be fewer shops, but this could be because the role of the store is changing. The unsettling impact of Brexit may encourage retailers to examine their business models and reinvent, as there is a growing consumer demand for retailers who offer events and experiences in their stores, rather than simply a place to buy. Where retailers have invested in and responded to this growing trend, we are seeing success stories.

CMC Markets is an execution-only service provider. The material (whether or not it states any opinions) is for general information purposes only, and does not take into account your personal circumstances or objectives. Nothing in this material is (or should be considered to be) financial, investment or other advice on which reliance should be placed. No opinion given in the material constitutes a recommendation by CMC Markets or the author that any particular investment, security, transaction or investment strategy is suitable for any specific person. The material has not been prepared in accordance with legal requirements designed to promote the independence of investment research. Although we are not specifically prevented from dealing before providing this material, we do not seek to take advantage of the material prior to its dissemination.

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The UK's decision to leave the EU is likely to have several implications for the retail industry. Many retailers are already facing difficulties including reduced profit, lower footfall in stores and a battle to save costs.

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Testing

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Partner with Intertek for your textile testing needs to assure compliance with changing governmental safety regulations and to meet increasing consumer demand for high-quality textiles and apparel, while minimizing risk and protecting the interests of brands, retailers, suppliers and consumers.

Intertek delivers Total Quality Assurance solutions for all your softlines products, including textiles like medical textiles and upholstery, apparel like activewear and children's apparel, and soft home furnishings. Our comprehensive services enable you to ensure quality and safety with precision. We offer the following services for textiles:

Fiber Identification - Most countries importing apparel and soft home furnishing products require fiber identification labels indicating the fiber type and percentage of fiber components. Some countries even use fiber composition to classify quota categories.

Eco Textile Testing - The trend of green consumerism has extended to textile and apparel products. Major European and U.S. textile product buyers have responded to this public awareness by viewing their textile products from an ecological standpoint, and are establishing relevant requirements. Intertek provides a comprehensive spectrum of Eco-Testing services targeting environmental protection and consumer health and safety. Eco-Testing includes:

Feather and Down Testing - Intertek offers special feather and down testing for quantitative analysis, filling power, thermal properties, migration, and penetration resistance.

Care Label Instructions - Many countries have mandatory or voluntary standards for care label instructions applicable to textile and apparel. Intertek conducts the following tests to determine the most appropriate consumer care conditions for the tested products:

Colorfastness to washing, bleaching, and dry cleaning

Dimensional stability, appearance retention, and ironing

Performance Testing - Intertek offers a variety of tests meeting specific performance standards related to consumer end use of textile products, including:

Dimensional stability to washing and dry cleaning

Colorfastness to light, crocking (rubbing), washing, bleaching

Physical tests - Strength, abrasion, pilling resistance

Chemical Tests - finish analysis and pH

UV protection performance

Flammability Testing - It is critical that materials used in apparel are in compliance with flammability regulations. In particular, adult apparel and children's sleepwear have specific requirements that must be acceptable before importing or selling a product. Regulations for upholstery, rugs and carpets should also be followed.

Thermal and Water Vapor Resistance Testing - Thermal resistance testing ensures reduction of heat transfer in garments, while water vapor resistance testing indicates sweat-friendly clothing that allows water vapors to pass through fabric and evaporate quickly for comfort. These tests can be performed on fabrics, films, coatings, foams and leather, including multilayer assemblies, for use in clothing, quilts, sleeping bags, upholstery, and similar products.

In addition to the textile testing solutions stated above, Intertek also offers a full suite of services to identify chemicals found in your products including toxicity assessments, chemical certification and quality assurance solutions.

Intertek is also registered and approved by General Organization for Export and Import Control (GOIEC) to issue the Certificate of Inspection for exports of textiles, garments, carpets, footwear and bags, to ensure your products comply with new import regulations in Egypt.

Send us a request

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Intertek delivers Total Quality Assurance solutions for all your softlines products, including textiles like medical textiles and upholstery, apparel like activewear and children's apparel, and soft home furnishings. Our comprehensive services enable you to ensure quality and safety with precision.

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Cotton Quality

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How to assess the quality of garments: A Beginner's Guide {Part I}

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What's the number one prerequisite to building a high-quality wardrobe? Exactly: You need to be able to recognize a quality garment when you see one.

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Spec Sheet

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WGSN: Product analytics

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Men's Merchandising Strategy

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Women's Merchandising Strategy

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Chelsea Flower Show 2019

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Mark Gregory said: "Each year you strive to build on the success of the previous, which after last year was no mean feat! We're over the moon that the Welcome to Yorkshire garden has been recognised once again and couldn't be more pleased with the result. Chelsea is always a team effort, and we've got a winning team, I couldn't be prouder."
The Morgan Stanley Garden
Chris Beardshaw's garden this year for Morgan Stanley has a light environmental footprint. The equipment and materials used in his construction are greener, such as a new electrical excavator with lower carbon emissions and battery-powered tools. Every element of the garden has been selected for its eco-credentials including the two 'pods' at the rear of the garden.
The Resilience Garden
Sarah Eberle's first Main Avenue show garden since 2011 features native trees alongside more unusual choices, as she celebrates the Forestry Commission's 100-year anniversary. Monkey puzzle, ginkgo and Japanese cedar represent the need for a mix of species and genetic diversity in forests, if they are to be resilient to climate change, pests and diseases.

Find the full line up of artisan gardens here.
Green Switch garden by Kazuyuki Ishihara
This open Japanese garden by Kazuyuki Ishihara is sponsored by G-Lion. The 'green switch' represents the space we inhabit when we 'switch off' from the stresses of contemporary urban life and seek nature.

The garden features a two-storey structure. In the upper storey is a tea room and a glass shower room, while below is a parking space. Two waterfalls and a pond create differing reverberations. The ripples in the pool provide fluctuations of reflected flowers: the changing scenery presents new perspectives.
Family Monsters Garden by Alistair Bayford
This garden design is by Alistair Bayford, landscape architect at idverde, for the charity Family Action, which aims to help families talk about hidden problems such as money, health and relationships.

The serene garden offers space to reflect as well as to bring people together. Focussed on an elevated central space framed in corten steel to provide a sense of safety, all the trees have been chosen to illustrate the journey of growth. Some have scars, some have stems that are bent, and some are twisted. The mix of native and non-native plant species supports biodiversity, as well as representing the diversity of our families, while glacial boulders hiding amid the planting represent 'family monsters'. More here.
The High Maintenance Garden For Motor Neurone Disease Association by Sue Hayward
This garden design by Sue Hayward is based on an idea by Martin Anderson MBE, the founder member of the Motor Neurone Disease Association (the garden's sponsor).

In the garden, a loved space is occupied by an iconic British sports car, the embodiment of plans for a fun, active retirement. The car is shown being gradually reclaimed by nature. The untended garden reflects the limitations of a person with motor neurone disease: the mind and senses are active but the body is in physical decline. The owner can still enjoy the garden's sensory elements, meanwhile, it becomes a haven for wildlife.

Find the full line up of Space to Grow gardens here.
The Art of Viking garden
Paul Hervey-Brooks' design for Viking, the luxury cruise company is based on a water meadow and is thickly planted with multi-stem river birch, Salix 'Nancy Saunders', Juncus 'Carman's Gray', and even Angelica archangelica. Three upright cubic structures communicate a sense of travel and exposure to new ideas and through it all a stream runs to evoke the sense of journey.

Artistic influence comes from the works of Jakob Weidermann, whose paintings form the basis of Paul's colour palette, and Anette Krogstad, who created a series of cast glazed concrete slabs that unite the elements in the garden.
Giving Girls in Africa a Space to Grow
This garden is sponsored by the Campaign for Female Education (CAMFED), now in its 25th year, and is designed by Jilayne Rickards. Its focus is on drawing attention to empowering and educating young women in the poorest of African communities, which are often most affected by climate change.

The garden depicts a rural Zimbabwean classroom surrounded edible crops growing in beds modelled on a permaculture technique taught by the Foundation for Farming in Zimbabwe. Find iron-enriched beans, papaya and banana trees and sweet potatoes and Zimbabwe's national flower, the flame lily (Gloriosa superba).
Kampo no Niwa
This garden has been designed for a practitioner of Kampo, a system of Japanese herbalism, and celebrates a route to health and happiness through plants.

Designers Kazuto Kashiwakura and Miki Sato took inspiration from their home on Hokkaido, the most northerly prefecture of Japan, which endures long winters during which the landscape is dominated by snow-capped mountains. Planting includes medicinal species such as Magnolia kobus as well as Cornus officinalis.
The Montessori Centenary Children's Garden
The garden is sponsored by Montessori Centre International (MCI), which provides training to those interested in applying Montessori principles to early years' education. Designed by Jody Lidgard, it celebrates the work of Montessori St Nicholas and commemorates 100 years of Montessori in the UK. Like the Montessori teaching method, the garden is child-led, offering an engaging space to nurture children, teaching them about the natural world set alongside technology: the future of horticulture.

There are two greenhouses featured in the garden: one inspired by the Walipini designs - a sunken Victorian greenhouse - and another showcasing hydroponic technology, set among living walls, edible walls and an interactive wildlife pond area.
Facebook: Beyond the Screen
This is the first time Facebook has sponsored a Chelsea garden and for it designer Joe Perkins has chosen to pick out the relationship between our online and offline lives, using water to demonstrate the flow between them.

Inspired by trips to the Atlantic coast of northern Spain with his children, Joe's garden includes tidal rock pools complete with lapping water, sedimentary rock formations and planting from coastal habitat. Arbutus unedo, Sedum palmeri and Aeonium arboreum are just a few of the plants that feature here. A wave-form canopy structure shelters a timber deck made from reclaimed sea defences.
Take a look at all of the show gardens showcasing at Chelsea Flower Show in To sign up to receive a daily newsletter with our top five news stories from Chelsea Flower Show 2019, fill in the box to the right of this article. 2019 here. What were the celebrities' favourite gardens at this year's show? Find out here.

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Chelsea Flower Show winners 2019 - Gold medal winners - The English Garden

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Mark Gregory said: "Each year you strive to build on the success of the previous, which after last year was no mean feat! We're over the moon that the Welcome to Yorkshire garden has been recognised once again and couldn't be more pleased with the result.

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Chelsea Flower Show 2019

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Mark Gregory said: "Each year you strive to build on the success of the previous, which after last year was no mean feat! We're over the moon that the Welcome to Yorkshire garden has been recognised once again and couldn't be more pleased with the result. Chelsea is always a team effort, and we've got a winning team, I couldn't be prouder."
The Morgan Stanley Garden
Chris Beardshaw's garden this year for Morgan Stanley has a light environmental footprint. The equipment and materials used in his construction are greener, such as a new electrical excavator with lower carbon emissions and battery-powered tools. Every element of the garden has been selected for its eco-credentials including the two 'pods' at the rear of the garden.
The Resilience Garden
Sarah Eberle's first Main Avenue show garden since 2011 features native trees alongside more unusual choices, as she celebrates the Forestry Commission's 100-year anniversary. Monkey puzzle, ginkgo and Japanese cedar represent the need for a mix of species and genetic diversity in forests, if they are to be resilient to climate change, pests and diseases.

Find the full line up of artisan gardens here.
Green Switch garden by Kazuyuki Ishihara
This open Japanese garden by Kazuyuki Ishihara is sponsored by G-Lion. The 'green switch' represents the space we inhabit when we 'switch off' from the stresses of contemporary urban life and seek nature.

The garden features a two-storey structure. In the upper storey is a tea room and a glass shower room, while below is a parking space. Two waterfalls and a pond create differing reverberations. The ripples in the pool provide fluctuations of reflected flowers: the changing scenery presents new perspectives.
Family Monsters Garden by Alistair Bayford
This garden design is by Alistair Bayford, landscape architect at idverde, for the charity Family Action, which aims to help families talk about hidden problems such as money, health and relationships.

The serene garden offers space to reflect as well as to bring people together. Focussed on an elevated central space framed in corten steel to provide a sense of safety, all the trees have been chosen to illustrate the journey of growth. Some have scars, some have stems that are bent, and some are twisted. The mix of native and non-native plant species supports biodiversity, as well as representing the diversity of our families, while glacial boulders hiding amid the planting represent 'family monsters'. More here.
The High Maintenance Garden For Motor Neurone Disease Association by Sue Hayward
This garden design by Sue Hayward is based on an idea by Martin Anderson MBE, the founder member of the Motor Neurone Disease Association (the garden's sponsor).

In the garden, a loved space is occupied by an iconic British sports car, the embodiment of plans for a fun, active retirement. The car is shown being gradually reclaimed by nature. The untended garden reflects the limitations of a person with motor neurone disease: the mind and senses are active but the body is in physical decline. The owner can still enjoy the garden's sensory elements, meanwhile, it becomes a haven for wildlife.

Find the full line up of Space to Grow gardens here.
The Art of Viking garden
Paul Hervey-Brooks' design for Viking, the luxury cruise company is based on a water meadow and is thickly planted with multi-stem river birch, Salix 'Nancy Saunders', Juncus 'Carman's Gray', and even Angelica archangelica. Three upright cubic structures communicate a sense of travel and exposure to new ideas and through it all a stream runs to evoke the sense of journey.

Artistic influence comes from the works of Jakob Weidermann, whose paintings form the basis of Paul's colour palette, and Anette Krogstad, who created a series of cast glazed concrete slabs that unite the elements in the garden.
Giving Girls in Africa a Space to Grow
This garden is sponsored by the Campaign for Female Education (CAMFED), now in its 25th year, and is designed by Jilayne Rickards. Its focus is on drawing attention to empowering and educating young women in the poorest of African communities, which are often most affected by climate change.

The garden depicts a rural Zimbabwean classroom surrounded edible crops growing in beds modelled on a permaculture technique taught by the Foundation for Farming in Zimbabwe. Find iron-enriched beans, papaya and banana trees and sweet potatoes and Zimbabwe's national flower, the flame lily (Gloriosa superba).
Kampo no Niwa
This garden has been designed for a practitioner of Kampo, a system of Japanese herbalism, and celebrates a route to health and happiness through plants.

Designers Kazuto Kashiwakura and Miki Sato took inspiration from their home on Hokkaido, the most northerly prefecture of Japan, which endures long winters during which the landscape is dominated by snow-capped mountains. Planting includes medicinal species such as Magnolia kobus as well as Cornus officinalis.
The Montessori Centenary Children's Garden
The garden is sponsored by Montessori Centre International (MCI), which provides training to those interested in applying Montessori principles to early years' education. Designed by Jody Lidgard, it celebrates the work of Montessori St Nicholas and commemorates 100 years of Montessori in the UK. Like the Montessori teaching method, the garden is child-led, offering an engaging space to nurture children, teaching them about the natural world set alongside technology: the future of horticulture.

There are two greenhouses featured in the garden: one inspired by the Walipini designs - a sunken Victorian greenhouse - and another showcasing hydroponic technology, set among living walls, edible walls and an interactive wildlife pond area.
Facebook: Beyond the Screen
This is the first time Facebook has sponsored a Chelsea garden and for it designer Joe Perkins has chosen to pick out the relationship between our online and offline lives, using water to demonstrate the flow between them.

Inspired by trips to the Atlantic coast of northern Spain with his children, Joe's garden includes tidal rock pools complete with lapping water, sedimentary rock formations and planting from coastal habitat. Arbutus unedo, Sedum palmeri and Aeonium arboreum are just a few of the plants that feature here. A wave-form canopy structure shelters a timber deck made from reclaimed sea defences.
Take a look at all of the show gardens showcasing at Chelsea Flower Show in To sign up to receive a daily newsletter with our top five news stories from Chelsea Flower Show 2019, fill in the box to the right of this article. 2019 here. What were the celebrities' favourite gardens at this year's show? Find out here.

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Chelsea Flower Show winners 2019 - Gold medal winners - The English Garden

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Mark Gregory said: "Each year you strive to build on the success of the previous, which after last year was no mean feat! We're over the moon that the Welcome to Yorkshire garden has been recognised once again and couldn't be more pleased with the result.

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Paul Smith inspiration from Chelsea Flower Show

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Sir Paul Smith at RHS Chelsea Flower Show 2015

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Paul smith and how he gets his inspiration from Chelsea Flower Show

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Paul Smith has been a regular visitor to the Chelsea Flower Show for the last 10 years. He admits that he is no gardener himself but the receipt of a Press Ticket and his wife's passion soon had him hooked.

He finds inspiration for his fashion collection, both summer and winter, in the wide range of forms and textures as well as the immense, also riotous on occasions, juxtapositioning of colour. Some blooms are fragile and dainty while others are bold, rude displays verging on arrogance.

For his winter collections he is looking for rich and hot colours often found in plants coming from exotic climates such as those displayed by the azaleas.

For his summer collections he tends to choose white and pastel colours.

Paul Smith is proud to have a studio where paint brushes and crayons are still used and takes numerous photographs at the show that he can then share with his designers to create prints. Some of the designs are obviously made from photographic images that have been manipulated but it is refreshing to have the combination of both digital and manual styles in his collections. He uses both colourful and monochromatic renditions in dresses, scarves, skirts, blouses and shirts.

He cites the Iris as one of his favourite flowers, a form that has influenced us for centuries from the Fleur de Lys in heraldry to Tiffany lamps.

Great Pavilion
Paul Smith's favourite part of the show

Click here to see more of the Great Pavilion, with a video from the RHS.

Inspiration for his signature stripy socks

Paul Smith admires the work involved in planning, setting up and holding The Chelsea Flower show . A event that is open less than a week but take months, if not years, to organize rather like a fashion show.

It is heartening to have our firm opinion that as designers we should be constantly seeking inspiration from other disciplines and environments confirmed by such a stalwart of British design.

46 minutes into the BBC Chelsea review, see Paul Smith discussing the important inspiration he takes from the Chelsea show: Click here to watch

Paul Smith Prints

Paul Smith is continuously inspired by the Chelsea Flower Show. Here we look at the results of these inspirations in his collections over the last few years.

Even in home furnishings...

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Paul Smith has been a regular visitor to the Chelsea Flower Show for the last 10 years. He admits that he is no gardener himself but the receipt of a Press Ticket and his wife's passion soon had him hooked. He finds inspiration for his fashion collection, both summer and winter, in the wide range...

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Paul Smith takes inspiration from chelsea flower show

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Paul Smith has been a regular visitor to the Chelsea Flower Show for the last 10 years. He admits that he is no gardener himself but the receipt of a Press Ticket and his wife's passion soon had him hooked.

He finds inspiration for his fashion collection, both summer and winter, in the wide range of forms and textures as well as the immense, also riotous on occasions, juxtapositioning of colour. Some blooms are fragile and dainty while others are bold, rude displays verging on arrogance.

For his winter collections he is looking for rich and hot colours often found in plants coming from exotic climates such as those displayed by the azaleas.

For his summer collections he tends to choose white and pastel colours.

Paul Smith is proud to have a studio where paint brushes and crayons are still used and takes numerous photographs at the show that he can then share with his designers to create prints. Some of the designs are obviously made from photographic images that have been manipulated but it is refreshing to have the combination of both digital and manual styles in his collections. He uses both colourful and monochromatic renditions in dresses, scarves, skirts, blouses and shirts.

He cites the Iris as one of his favourite flowers, a form that has influenced us for centuries from the Fleur de Lys in heraldry to Tiffany lamps.

Great Pavilion
Paul Smith's favourite part of the show

Click here to see more of the Great Pavilion, with a video from the RHS.

Inspiration for his signature stripy socks

Paul Smith admires the work involved in planning, setting up and holding The Chelsea Flower show . A event that is open less than a week but take months, if not years, to organize rather like a fashion show.

It is heartening to have our firm opinion that as designers we should be constantly seeking inspiration from other disciplines and environments confirmed by such a stalwart of British design.

46 minutes into the BBC Chelsea review, see Paul Smith discussing the important inspiration he takes from the Chelsea show: Click here to watch

Paul Smith Prints

Paul Smith is continuously inspired by the Chelsea Flower Show. Here we look at the results of these inspirations in his collections over the last few years.

Even in home furnishings...

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Paul Smith has been a regular visitor to the Chelsea Flower Show for the last 10 years. He admits that he is no gardener himself but the receipt of a Press Ticket and his wife's passion soon had him hooked. He finds inspiration for his fashion collection, both summer and winter, in the wide range...

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Sustainable Cotton

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Learn more about organic fashion and textiles. Organic is a sustainable, ethical choice when it comes to clothing and fashion, find out why and browse Soil Association certified brands like Seasalt and People Tree.

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Advancements made in sustainability - Jersey

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Advancements made in AW19-20 for jersey.JPG

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Analysis of advancements made in sustainability

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In 2016 we launched our 360 sustainability plan to help us make positive decisions that impact on the natural environment, people and local communities

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Fatface X Folk collection

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FatFace x Folk: The story behind the collaboration

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Have you seen our exclusive collaboration with leading clothing brand Folk? Combining almost fifty years of menswear experience and a shared passion to create exceptional clothes, together we've created a range of easy-to-wear, timeless pieces with a unique, contemporary style.

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Liberty London Fatface collaboration

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Store layout mens

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Store layout mens

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FatFace Store Layout Launch

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FatFace Store Layout Launch

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William Morris Museum Walthamstow - 7/05/19

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William Morris Museum - Walthamstow. 7/05/19

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Top 10 Most Iconic Art and Fashion Collaborations
Art and fashion are two fields of ongoing innovation and creative expression. Yet they are decidedly distinct from another: while art is free from any restrictions, fashion is bound to the demands of a fast-paced industry. Naturally, fashion designers have repeatedly turned to art to imbue their creations with this flair of artistic freedom, giving way to sensational art-meets-fashion collaborations. Follow along some of the most iconic pairings between these two worlds...
Elsa Schapiarelli x Salvador Dalí

The "Organza Dinner Dress with Painted Lobster" is probably one of the earliest collaborations between a fashion designer and an artist. Designed by Elsa Schiaparelli and Salvador Dalí, this quirky, yet elegant piece is the result of a fruitful collaboration between these two creative minds. Worn by Wallis Simpson for a Vogue spread in 1937, the dress is considered to be one of the most iconic garments of that era.

Dubbed as "monster bags" by some critics, this accessory line was designed by Tracey Emin in collaboration with Longchamp. Coinciding with their 10th anniversary, the French luxury brand invited the British artist to design a bag collection that featured some of her signature techniques, like patchwork, destroyed textiles, and painting. Drawing from Emin's confessional work, the designer bags were linked to a love story, in which a woman would travel from one city to another in search of an "international love".

Rei Kawakubo x Merce Cunningham

As the creative director of Comme des Garçons, Rei Kawakubo has always been known for her concept-driven approach to design that blurs the lines between fashion and art. Inspired by legendary choreographer Merce Cunningham, she created the groundbreaking 'Body Meets Dress, Dress Meets Body' Summer/Spring collection in 1997. A stunning interplay between contemporary dance and avant-garde fashion that reimagines the body.

Louis Vuitton x Richard Prince

For the Spring/Summer 2008 Louis Vuitton collection, Marc Jacobs and Richard Prince decided to bring the artist's recent iconography to life. A nod to his famous Nurse paintings, the models walked down the runway dressed in see-through nurse dresses. Other references to Prince's art were worked into the LV bags - a coup that had previously proven successful with the famous Takashi Murakami x LV bag collection, as we will see in the following.

Yeezy x Vanessa Beecroft

From dressing her performers in Gucci bikinis to collaborations with Louis Vuitton, Vanessa Beecroft was no stranger to the fashion world when Kanye West invited her to collaborate with him on his Season 3 Yeezy collection in 2016. Together they staged a performance for the Yeezy runway show, which showcased hundreds of performers dressed in West's uniform like designs.

Prada x Michael Elmgreen & Ingar Dragset

Set against the stunning scenery of the Texas desert, this site-specific installation is Michael Elmgreen and Ingar Dragset's ironic take on luxury shopping. Echoing the design of Prada stores you can find in the most elegant neighborhoods around the world, the installation, succinctly titled "Prada Marfa", displays the brand's Spring/Summer 2005 collection. Since its creation, the piece has become a site of cultural pilgrimage to art lovers, but also victim to repeated vandalism.

Alexander McQueen x Damien Hirst

It was the shared skull iconography that prompted British fashion house Alexander McQueen to enlist controversial art market star Damien Hirst for a collaboration. To celebrate the 10th anniversary of the brand's iconic skull print scarf, Hirst created a limited edition of 30 designs adapted from his Entomology series. In this collection, the butterflies and insects that populate the artist's Dante inspired aesthetic are laid out to create Alexander McQueen's skull motif.

Stella McCartney x Ed Ruscha

In 2016 American artist Ed Ruscha lent his signature style to Stella McCartney's winter campaign, #Stellacares. Reflecting the fashion designer's cruelty-free production ethics, the campaign images shot by photographer Harley Weir were superimposed with phrases such as "Meat-free" and "Veg out" in Ruscha's characteristic 'Boy Scout Utility Modern'. A sans serif style font, which he created in the 1980s and became a central component of his work.

Louis Vuitton x Takashi Murakami

Probably one of the most commercially successful fashion-art collaborations, the 2003 Louis Vuitton x Takashi Murakami accessory collection revealed the economic potential that arises from a collision between fashion and art. Featuring a colorful LV monogram designed by the Japanese pop-artist, these bags can safely be considered to be some of the most paradigmatic It Bags of the 2000s.

Raf Simons x Robert Mapplethorpe

Shown at the Pitti Uomo in 2017, the Spring/Summer men's wear collection by Raf Simons took inspiration Robert Mapplethorpe's incredible photography. Some of the artist's seminal pieces like his Patti Smith portraits, as well as lesser-known, erotic photographs were worked into the garments in print form. But Mapplethorpe's art was also present in more referential ways, like in the white wide-necked shirts that could be seen on the runway in reverence to Smith's androgynous style. Incidentally, it was the Robert Mapplethorpe foundation that reached out to Simons, allowing him to go through the photographer's archive in order to translate his transgressive work into fashion.

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Top 10 Most Iconic Art and Fashion Collaborations - ARTLAND

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Art and fashion are two fields of ongoing innovation and creative expression. Yet they are decidedly distinct from another: while art is free from any restrictions, fashion is bound to the demands of a fast-paced industry. Naturally, fashion designers have repeatedly turned to art to imbue their creations with this flair of artistic freedom, giving way to sensational art-meets-fashion collaborations.

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Womens colour assortment

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Womens pattern assortment

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Womens product assortment

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AW20/21 Colour prediction: Mens

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AW20/21 Colour predictions: Mens

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AW20/21 Colour predictions: Mens

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Colour Assortment current FatFace range: Mens

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Current FatFace Product Assortment: Mens

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Pattern breakdown: Mens

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WGSN CATWALK ANALYTICS - PLEATED SKIRTS.JPG

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ACORN: Customer Profile/Demographic

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WGSN Forecast: Interior Luxe

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Purposeful: WGSN Mega Trend

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WGSN Trend Forecast

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Millennials, Gen Z and Baby boomers on social media

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In order to use social media effectively for your brand, it's important to understand your audience's demographic. Information about what influences purchasing behavior and shopping habits can make your social media dollars work harder. According to MarketingProfs, a Sprout Social survey conducted in January 2017 of 1,000 Millennials (ages 18-34), Gen Xers (ages 34-54), and Baby Boomers (age 55+), showed subtleties about how and which social media platform each generation uses.

Facebook, which began as a social community on campuses across America, is now the most popular social network across all generations with some 65% of Gen Xers, Baby Boomers, and Millennials.

But no one social platform should be considered a magic bullet. A further breakdown by age revealed that although Facebook is the favored social network with most Millennials (33%), Instagram (22%), and Snapchat (16%) are close behind. Gen X and Baby Boomers named YouTube as their second favorite. In fact, younger Millennials aged 18-24, chose Instagram for the top spot with 25%, beating Facebook and Snapchat by 1% and 2% respectively. All three generations align when it comes to preferring YouTube over Twitter.

All this information provides new challenges for your brand.

Spending money in multiple social networks that aren't used by your audience is a waste of time and resources.

Furthermore, knowing the preferred social networks of Millennials, Gen Xers, and Baby Boomers is just the beginning. To effectively apply an understanding of their habits by generation, you need to know if and why your audience will actually opt in to follow your brand. The survey found that Millennials and Gen Xers are more brand loyal, with almost 50% more likely to follow brands on social media than Baby Boomers.

When it comes to the purchasing timeline, Millennials (58.9%), Gen Xers (50.4%), and Baby Boomers (55%) all tend to follow a brand on social media prior to purchase, but they aren't looking for the same experience. Millennials follow for entertainment value (38%) and information (42%), whereas Gen X is more likely following for contests (41%) and deals/promotions (58%). Baby Boomers are looking for a balanced mix of deals and promotion (60%) and information (53%).

Frequency of communication is also a factor in how each generation interacts with the brands they follow. When this data is segmented out, it tells who is starting a dialogue or interacting with your brand. On a monthly basis, 32% of Gen Xers engage with a brand they follow, 30% of Millennials, and 14% of Baby Boomers, who are mainly observers.

When it comes to offensive content from brands on social media, Gen Xers are 160% more likely than the other generations to click "unfollow." Millennials are most likely to unfollow brands (22%) on social platforms if the marketing posts are considered annoying, and 29% of the Baby Boomers are most likely to unfollow if they consider brands' posts to be spam and too frequent.

When people follow a brand on social, the thumbs up, shares, and likes can mean profit. 70% of Gen Xers will likely purchase something from a brand they follow. That number lowers to 60% of Millennials and 51% of Baby Boomers-all impressive numbers. When someone has a positive interaction with a brand, 71% said they're more likely to buy from that company.

Regardless of what business you're in, social media provides your brand with an opportunity to stand out from competitors. Investing a few minutes of thought and effort per interaction can make an impact on your business.

Start by identifying the best growth audience for your brand. Understand why you're trying to reach them and what your goal is for this target. Then, strategize and plan against one of their preferred social networks and re-focus your strategy accordingly.
MDG Advertising, a full-service advertising agency with offices in Boca Raton and New York, NY, is one of Florida's top branding firms. MDG's capabilities include print advertising, direct mail marketing, branding, logo design, creative, media buying and planning, radio and TV advertising, outdoor, newspaper, digital marketing, website design and development, online video advertising, infographic development, email marketing, video marketing, mobile marketing, content marketing, social media marketing, paid search marketing, and SEO. To learn about the latest trends in advertising and branding, contact MDG Advertising today at 561-338-7797 or visit mdgadvertising.com.

Written by Michael Del Gigante

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Written by Michael Del Gigante

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The Social Network Favorites of Millennials, Gen X, and Baby Boomers

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In order to use social media effectively for your brand, it's important to understand your audience's demographic. Information about what influences purchasing behavior and shopping habits can make your social media dollars work harder.

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An Opinion on Gen X and social media use

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(How to become more productive without giving up your use of the internet)

Social media use is the new hub of the 21st Century, and no generation is exempt from its addictive and obsessive over-indulgence.

According to a 2016 result from the Pew Research Center, and published by statista.com, it was found that 96 percent of Americans ages 30-49 are internet users.

The report reveals that Generation Xers rely heavily on mobile internet connections and that their internet usage rate is second only to that of the Millennial generation.

More alarming from the same report is the number of hours per month, spent by the Generation Xers on different digital equipment.

The report shows that in the U.S., mobile app users aged 35 to 44 years used mobile apps via smartphones for an average of 80 hours per month in 2016, while the average use of tablet apps of this age group stood at 17.3 hours during the same time frame.

The statistic reports that the social media giant Facebook, recorded the highest user participation rate, compared to other social media networks such as Twitter, Instagram, Pinterest, Snapchat or YouTube.

These results indicate the heavy reliance of Generation Xers, on the internet and social media, which many have erroneously believed was basically a problem of the millennial generation.

In fact, another report released by Nielsen Social indicate that Generation X users spend an average of 7 hours a week on social media outlets like those listed above, compared to 6 hours for the Millennial generation, which indicates that Generation X consumption of social media, is slightly higher than the younger generation.

I am a Generation Xer, and the nature of my job demands that I work on multiple projects at the same time. Working on very complicated Clinical Research projects with varying degrees of complexities, meant that I needed to adopt more productive work strategies.

This was especially important for me, because other than posting regularly on my personal improvement and development blog ( www.pearlsglobalimpact.org), I also tend to follow what goes on in the social media arena.

Therefore, adopting the strategies which I highlight in the section below, has not only improved my productivity at work at greater than 75%, owing to the fact that I tend to finish my projects on time and even demand for more work from my supervisor (who even does that!), but it has also made me more disciplined in keeping with schedules, and meeting deadlines.

As people in the Baby Boomer's generation gradually retire out of the workforce, the chances are high for many generation Xers like me, to assume leadership positions, across various firms.

Therefore, there has to be a way to increase workplace productivity by generation Xers, without completely giving up the use of social media.

The question, therefore, becomes, "how can those in my generation (and maybe other generations too) leverage their social media usage, while still becoming proficient and effective in the workplace?" Let's find out how.

How to Improve Workplace Productivity without Giving Up Your Use of Social Media

You may want to start by dividing your work day into designated hour blocks and scheduling specific tasks for those hour blocks. Rather than lumping the entire workday into an 8-hour block and doing work haphazardly, productivity can be better enhanced by dividing it into smaller hour blocks, with definite assignments. And one should be responsible enough to adhere to that schedule, in order to get more productive work done. In addition, while focusing on the designated tasks within the smaller hour blocks, distractions from other work commitments or social media should be avoided, until the designated assignment is completed.

Due to the distracting effects of social media, I usually schedule high concentration tasks for earlier in the day when the brain is more active, and thus requires maximal concentration. According to a study published in the Journal of Psychology and Aging, Canadian researchers studied brain rhythms in 32 adult subjects. 16 of the participants were between the ages of 19 and 30, and the other 16 participants were aged 60-82. The study concluded that optimal functioning occurs more in the morning, as we age. In addition, all social media alerts should be set to silent mode and a conscious effort to prevent engagement with the platform during those early workday hours should be made.

In between designated hour blocks, social media breaks may be scheduled, for those unable to deal with its absence for that much longer. This has been really helpful for me. At several times during the day, scheduled breaks to check in on social media may be built into the work schedule, after completing designated tasks. Setting 3-5 minute breaks in between completed assignments and adhering strictly to that schedule, is a way to condition the brain to align with the day's schedule. In line with responsibility, one should be responsible enough to stick to the days' timetable, in order to improve productivity.

4. Multi-tasking during designated hour blocks should be avoided. For a long time, professionals including myself were made to believe that multi-tasking is a critical skill which increases workplace productivity. And so many job postings, actually list the skill as being critical for the successful candidate. Well, that assumption may after all not be entirely correct. Because, according to research reported by the American Psychological Association, workplace productivity is actually diminished by 40%, when people multi-task across various activities. The reason being that, when you leave a task uncompleted and jump onto another, it takes an average of 23 minutes and 15 seconds to get back to the original task according to a study conducted by researchers from the University of California at Irvine.

5. E mail check-in times should be designated at specific times during the workday. We are all familiar with those little boxes that pop up every now and then at the bottom of our computer screens to notify us of the receipt of new emails. What do you think is usually the first reaction when people see those notifications pop up? I am assuming that our first instinctual response would be to quickly check out what the new message is all about. But, the problem is that we may find ourselves spending more than the 30 seconds we had originally anticipated to read and assimilate the email content. And the reason is that, even though we may have initially planned to spend a few seconds reading the new email, its content may necessitate an immediate reply, which may take a couple more minutes crafting, and send off. Just imagine the amount of time that may be wasted responding to 10 or more of those emails every day! The solution? Email breaks should be scheduled during the work day, i.e. times designated to only check and respond to emails. In order to achieve this, I make sure I do not have my email opened, especially when working on high concentration tasks.

6. I f possible (and that is a big "if"), it is advisable to completely keep social media at bay and out of sight while working on designated tasks. This would involve setting phones or other mobile devices to silent mode and keeping them far away from where they can be seen or heard. This may require them being tucked away in bags or cabinets. I needed to do this because I found that having my phone lying on my desk made it impossible not to peek in. So, I have it always tucked away in my bag, and only check it out during my designated 'social media breaks'.

In wrapping this up,

It is important to understand that millennials are not the only ones with a social media addiction problem.

Generation Xers, are also caught in this web. And with many Generation Xers rising up into leadership roles across multiple teams, industries and corporations, strategies for improving productivity in the workplace, while still interacting with social media should be adopted.

A good place to start may be to adopt the above strategies. It has been very effective for me, and I am hoping that it would do the same for others.

To your continued success. Cheers!!!

Evi Abada ( www.pearlsglobalimpact.org)

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(How to become more productive without giving up your use of the internet) Social media use is the new hub of the 21st Century, and no generation is exempt from its addictive and obsessive over-indulgence. According to a 2016 result from the Pew Research Center, and published by statista.com, it was found that 96 percent of Americans ages 30-49 are internet users.

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5/5 Customer service for womenswear AW 18

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Leaves are falling, the nights are drawing in and the high street's autumn collections have landed on shop floors. As customers turn their attention to cosy jumpers and thick outerwear (or so retailers hope), Drapers' secret shoppers headed to Berkshire's Lexicon Bracknell shopping centre for our twice-yearly high street Hit or Miss review. First up for examination were womenswear retailers, including Marks & Spencer, Next and H&M.

The Lexicon Bracknell is a relatively new retail development. Designed to reflect the area's surrounding greenery, the Lexicon first opened its doors to the public in September last year. A cathedralesque roof made from a lattice of glass and wood welcomes shoppers, making the development feel light and bright. The ambitious £240m shopping destination aims to become a new retail hub for Berkshire, drawing consumers away from nearby Reading and Guildford.

Stores were judged on their product offer, presentation, value for money, customer service and overall shopping experience. On today's tough high street, retailers should be bringing their "A" game across all of these categories to encourage shoppers to part with their cash. Each category was marked out of five, for a maximum total score of 25.

Given that Lexicon is a new retail destination, the general standard of store design was high. Most stores were at the very least easy to shop and there was some eye-catching visual merchandising. Fat Face, Seasalt and Jack Wills have all clearly invested in quirky design. However, the level of service failed to live up to the polished surroundings. All too often, retailers neglected basic customer service - for example, changing rooms were left unattended. Fat Face again shone for service. Primark and New Look deserve an honourable mention for being the only two fast fashion retailers that had staff working on the changing rooms.

Read on to find out who impressed and who needs to improve. Look out for our secret shoppers' verdict on the Lexicon Bracknell's menswear and footwear retailers in upcoming issues and online.

Drapers' visit took place on 8 October.

Store list:
Fat Face 21/25 Seasalt 20.5/25 New Look 17.5/25 Primark 17/25 River Island 16/25 Marks & Spencer 15.5/25 Topshop 15/25 Joules 14/25 Superdry 14/25 Dorothy Perkins 13/25 Jack Wills 12/25 Peacocks 9/25
Primark
An impressively trend-focused offer makes up for a well-designed but slightly messy store 17/25
Quirky neon lights spelling out the word "Primark" pack a youthful punch as I enter this vibrant store. Doodles and scribbles on the walls add to the playful design.

I am impressed by the trend-driven product offer. A blue, grey and white jumper (£13) displayed in the window is prominently displayed on the shop floor and is easy to find. It is a fun, bright product, and the detailed design makes the already bargain price tag feel even better value. The same goes for a vivid rainbow jumper, also £13. A rust wrap dress with tie sides and pearly buttons (£15) is also desirable and on trend, and looks as though it could cost twice its actual price, offering great value for money.

The store is nicely merchandised, which makes it easy for customers to create full outfits.

Although the entrance is spick and span, I do spot some mess as I move towards the back of the store. Hoodies and tops that should be neatly folded on tables have been rummaged through and left jumbled. A dishevelled Sale section also needs a tidy but, that said, this store is in significantly better shape than other branches of Primark visited on previous Drapers' Hit or Miss shopping trips.

A seating area complete with charging points should be welcomed by millennial customers who are welded to their phones.

There is a member of staff working in the changing rooms, who politely checks the number of items I have and directs me to a free cubicle. Although not as detailed as the changing rooms at retailers such as Seasalt and Fatface, walls here are decorated with blue graphics and cartoon Primark shopping bags. The changing rooms are spotlessly clean and the mirrors are big. The only criticism is that some parts of the changing rooms are a little dark, although the lighting inside my cubicle is fine. As I leave, the same member of staff is waiting to take back any unwanted items. Service elsewhere is slightly lacking - I do not spot anyone on the shop floor to help customers with queries.

River Island
A well-designed store and fairly good service 16/25
Triangular neon lights dangling from the ceiling of River Island's shopfront catch the eye and provide a bright, fun welcome. Mannequins clad in leather and leopard print pose against posters depicting two curvy models in black velvet dresses, part of the retailer's #Labelsareforclothes campaign. The overall effect is dynamic and high impact, although it is let down slightly by the lack of music playing in the store. Getting the soundtrack right can be a difficult balancing act for retailers, but shopping in silence feels odd, particularly given River Island's youthful target customer.

A "Just arrived" section at the front of the store makes it easy for customers to find the newest product. Fake leather paperbag-waist trousers (£46) look and feel more expensive than they are. However, value for money is inconsistent in places. A red fake shearling cropped jacket is a fun take on the textured outerwear trend, but the £85 price tag is a little high for the quality.

River Island has clearly put some thought into its changing rooms. Floor-to-ceiling grey curtains with red-trimmed edges provide a dramatic touch, as do the gold-and-white-flecked walls behind the mirrors. Industrial stools in cheerful pastel shades add another welcome point of interest. The great design is let down by a lack of staff and, once again, I am left to wander in and out of the changing rooms without being assisted.

That said, there is some good customer service happening in this store. I can hear staff talking to another customer about her upcoming trip away, offering to order her size in to store and advising on next-day delivery. Staff come over to the till quickly when they see me waiting, and are friendly once engaged.
Marks & Spencer Good product at affordable prices, but more service is needed to make M&S sparkle 15.5/25
Effort has been paid to the visual merchandising at Marks & Spencer. As I enter the store, I am welcomed by a display of autumnal product set against a pretty indoor tree and graphic grey carpet. Cacti, vases and glossy fashion magazines dotted around the shop floor lend a premium finishing touch. New product is neatly flagged with yellow signs, making it easy for regular shoppers to cut to the chase and find something they have not seen before.However, the store is deathly silent. The M&S customer probably does not want to be blasted with loud pop music, but something to add a bit of atmosphere to this store would be welcome.The womenswear area is split into sections for each of the retailer's sub-brands, including Per Una, Limited Edition and M&S Collection. I spot some good product across the various brands, including a Limited Edition floral print tea dress (£45) with contrasting cuffs and tie waist and a Per Una animal print jumper with a hint of sparkle (£35.) A contrasting animal print pleated midi-skirt (£35) is another star product and has clearly been a hit - it is almost completely sold out when I look for it online later. Prices are excellent for the quality of the product, and offer good value for money.However, there is not a clear enough handwriting across the sub-brands to distinguish them from each other. It is difficult to tell what makes one product Per Una, another Limited Edition and another M&S Collection.M&S could excel on service to give it a clear identity and point of difference on the high street, but my experience was only so-so. I am not greeted by staff when I enter the store, unlike Fat Face and Seasalt, and I do not see staff on the shop floor itself while I am browsing. There are assistants at the changing room, who are pleasant and smiley, but they wave me through without counting how many items I have.

Superdry
14/25 A lack of service lets Superdry down
Pumping music drifts out of the front of Superdry's large shop into the relative calm of the surrounding shopping centre. The Lexicon Bracknell branch is a typical example of the retailer's industrial store design. Blue glass decorates the front of the store and, inside, product hangs on hooks from thick ropes and sits on oversized wooden tables.

Superdry is known for big branding, and has cleverly tapped into the current popularity of 1990s logos for its more trend-driven product. This works well on a pair of skinny jeans with logo detailing down both legs (£49.99) and a scarlet sweater with vintage-inspired branding (£44.99). However, a sports-inspired bodysuit emblazoned with "Superdry" is expensive at £26.99 - younger customers to whom the style would most likely appeal can find considerably cheaper alternatives online. I am impressed by Superdry's extensive outerwear offer. A cropped bomber jacket (£114.99) available in array of colours has an impressively luxuriant fake fur collar and cosy fleece-lined hood. The level of detail makes it good value. A camouflage parka jacket, also fairly priced at £99.99, feels like it would protect from the elements once the temperature plunges.

Wooden changing rooms are well designed and there is seating outside, complete with plugs for customers to charge their phones. Some wear and tear is starting to show, however - the floor of my cubicle is stained and dusty. It could do with a sweep. Most disappointing is the lack of interaction between customers and staff.

Someone on the nearby till point watches me both enter and exit the changing rooms, but makes no effort to approach me. She is friendly when I go over and ask for a product to be reserved.

Dorothy Perkins
This retailer lacks a clear handwriting on today's crowded high street 13/25
Windows at Dorothy Perkins lack personality when compared with much of the rest of the high street, including Primark, Fat Face and Seasalt. Although there is some nice visual merchandising - such as a mirrored glass wall and campaign images set against light boxes - the store also does not feel as fresh or exciting as some of the others I visit during my time at the Lexicon Bracknell. There could be significantly more attention to detail to lift the otherwise simple design. Although the store is neat and tidy, the amount of product crammed into the space makes it feel a little overcrowded in places.

Dorothy Perkins delivers a grown-up take on the season's trends. A leopard print mini-shift dress (£29) with three-quarter-length sleeves is an elegant spin on what has the potential to be a garish print. My eye is also drawn to a chain print red top (£26), which is distinctive, on trend and good value. I am impressed by the level of detail, including metallic threads and a ribbon-tie back, on a green, pink and white striped jumper (also £26). All offer good value for money.

The changing rooms, which are unmanned, are a bit disappointing. There are none of the quirky design details spotted at retailers such as Fat Face and River Island. All the stools have been taken out of the cubicles and lined up against one wall, which does not add much to the overall effect.

I am not greeted or approached by staff during my time in the store, which is a shame. I spot one member of staff who stays by the till point but happily talks another shopper through the best way to use the retailer's app.

Next
Bland product combined with absent service makes for a disappointing visit 13/25
Despite good store design, the overall experience at Next is disappointing. Windows are promising, showing off some seasonally appropriate knitwear nicely accessorised with hats and scarves. Digital screens add movement.

There are also some eye-catching details scattered around the large store, such as folding decorative glass screens embossed with leaves and plants. However, dusty mirrors could do with a good wipe and I also spot some discarded plastic wrapping left abandoned on the floor.

A display of mannequins clad in jeans and simple navy jumpers clustered at the front of the store is an unexciting way to welcome customers. It feels like a missed opportunity - why not show off something customers could not get elsewhere on the high street?

Masses of simple tops and checked shirts make for a repetitive and samey product offer, although Next has cracked knitwear. The level of detail on a pale pink jumper with an applique heart and red piping on the sleeves makes the £26 price tag a bargain and great value. A cream jumper with rainbow-hued bobbles (£36) is another unique product at a good price. Quality is patchy in places. A short Borg coat in rust (£52) is soft to the touch, but I am disappointed by the scratchiness of a glittery navy party dress (£45).

Changing rooms have the potential to be first class. Gold lights, greenery and plenty of seating give the space a homey and welcoming air. Dark wood and curtains, alongside charcoal grey stools, make each cubicle feel premium and private. However, there is also rubbish on the floor here, and there are no staff around to help the various customers coming in and out of the changing rooms. This is both a missed opportunity for customer service and a security risk.

Peacocks
This lacklustre store needs a refurb to highlight some nice product 9/25
Peacocks' budget product offer is matched by an equally budget - and unattractive - store design. This branch feels old fashioned and in need of a refit. Leaves have blown into the entrance of the shop from the street outside, making a mess. A crisp packet lies abandoned on the floor. Stark white walls, grey floors and harsh lighting make the store environment feel cheap and unwelcoming. There is also a lot of product - not all of it fashion - crammed into the store. Random displays of sweets and garish toys do not make this a relaxing or pleasant place to purchase clothing.

The changing rooms are unquestionably the worst I see all day. They are extremely close to the shop floor, offering little privacy. Rickety black doors make the space feel flimsy and exposed. There is no seating and no staff. The space is clean, but this is probably the only upside - customers would be better off trying things on in the comfort of their home.

I spot a few people working on the shop floor but am not greeted or approached. Staff stay together in a cluster chatting as I head towards the changing rooms to try an item on.

The product offer, however, is much better than the surrounding store would suggest. There are lots of basics, including roll-neck tops for an affordable and good value £6, and vest tops for £3. There are also flashes of the season's key trends. A 1970s-inspired mustard floral dress (£12) displayed in the windows is easy to find on the shop floor and feels like good quality given the very budget price. Tie-waist trousers in olive, navy and white stripes (£18) are a great product at a purse-friendly price. A grey jumper with pearl embellishment (£22), also available in mustard, is a fun statement piece. Prices are fair for the quality. It is a shame the store itself does not provide a better backdrop for the product.

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Leaves are falling, the nights are drawing in and the high street's autumn collections have landed on shop floors. As customers turn their attention to cosy jumpers and thick outerwear (or so retailers hope), Drapers' secret shoppers headed to Berkshire's Lexicon Bracknell shopping centre for our twice-yearly high street Hit or Miss review.

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4.5/5 customer service AW 2018

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Drapers' secret shopper went undercover at the Lexicon to score retailers out of 25, analysing their menswear product offer, store presentation, customer service, value for money and shopping experience.

The Lexicon opened last September, so most of the stores have new formats and fresh layouts, and generally achieved high marks for presentation. However, this season showed that no matter how pretty your store, the simplest of things can ruin the shopping experience.

The biggest issue that arose was customer service - or, at some stores, the lack of it. Retailers must place more emphasis on creating welcoming environments through the presence of approachable and helpful staff. In today's competitive retail climate, a hello and a smile can go a long way.

This autumn, several retailers played it too safe in terms of product. Businesses need to provide a point of difference in their collections to attract customers and give them something they cannot get elsewhere.

Stores were visited on 8 October.

Read on to discover out who stood out and who lagged behind.

Stores:
Fat Face: 22/25 Superdry: 22/25 Charles Tyrwhitt: 21.5/25 River Island: 20/25 Burton: 19/25 Jack Wills: 18/25 Primark: 17/25 Joules: 15.5/25 Topman: 15.5/25 Marks & Spencer: 15/25 New Look: 14.5/25 Return to top.
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Drapers' secret shopper went undercover at the Lexicon to score retailers out of 25, analysing their menswear product offer, store presentation, customer service, value for money and shopping experience. The Lexicon opened last September, so most of the stores have new formats and fresh layouts, and generally achieved high marks for presentation.

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Shopping for need or want

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Ideas are sticky. Share them!

We are all well versed in how to handle a customer with a need. Even if you're not a professional salesperson, you can sell to someone who needs your expertise.

The challenge is the percentage of companies in your marketplace who are proactively shopping and looking for your expertise is small. Approximately three percent of your market is buying at any given time, the rest is not.

I call this the 3% Rule (which I discuss in detail in my book Sticky Branding). It's a model to segment your market into buying groups.

The 3% Rule: When People Buy

The model is presented in the image at the top of this page. The triangle represents your marketplace and includes anyone who can buy your services: prospects, current customers, past customers.

The 3% Rule divides your marketplace into five buying segments:

3% are active buyers. These are the people and companies that have a need and are actively shopping for vendors. They want to make a purchase in the next thirty to ninety days. These are sales leads.

7% intend to change. These prospects have a need, but aren't proactively searching for options. A well timed cold call or marketing campaign can be very effective on this segment, because they are receptive to new ideas.

30% have a need, but not enough to act. This group is not buying. They may look like and act like prospects, but they won't make a commitment. They have other priorities. Until the need becomes more pressing, they won't make a purchase.

30% do not have a need. This segment of the market do not have a need for your products and services, and are not receptive to any marketing messages. They may have just made a purchase, they may be too small, or they may not be ready for your services.

30% are not interested in your company. There is a segment of the market that do not fit your brand. Basically, these companies are never going to choose you. They may be loyal to the competition. They may have had a bad experience with your firm. They may use alternative options. Don't sweat it. Just recognize that this dynamic occurs, and your brand can't be all things to all people.

Two Modes of Marketing

The 3% Rule demonstrates that there are two modes of marketing:

Top 10%: Marketing to people and companies who have a need for your services right now, typically described as "inbound marketing."

Lower 90%: Marketing to people who don't have a need for your services, but will some day.

The first mode is where companies feel the most confident, and it receives the lion's share of the marketing budget. The challenge is much of that marketing investment is ineffective, because it falls on deaf ears.

Paul Emond, CEO of Versature, sums up the situation nicely, "When people aren't in the buying mode, they don't want to be sold."

The second mode of marketing is the opportunity. Rather than trying to engage people when they have a need, engage them earlier in the Lower 90%. Establish the relationship and develop rapport before they're ready to buy.

Create an opportunity where your customers know, like, and trust your company long before they have a need. That way they'll skip right over the inbound marketing messages, and call your company first when they have a need.

Sticky Brands Are Built In the Lower 90%

Sticky Brands engage their market early and often.

They focus a significant portion of their marketing resources on the Lower 90%, build relationships, and secure their place as their customers' first call when they're ready to buy.

Sticky Brands are built in the Lower 90 Percent, because they understand the importance of relationships. Their brand is not based on aggressive marketing and pitching. It's based on a personal connection where their customers know them, like them, and trust them.

That relationship separates Sticky Brands from average brands. When your customers know you, like you, and trust you, they will call you first. And that's the best place to be in the buying cycle.

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3% Rule: Engage Customers Before They Need Your Services

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Ideas are sticky. Share them! We are all well versed in how to handle a customer with a need. Even if you're not a professional salesperson, you can sell to someone who needs your expertise. The challenge is the percentage of companies in your marketplace who are proactively shopping and looking for your expertise is small.

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What separates Generation Y from X, and is Generation Z a thing? How old is each generation? Are they really that different? It's easy to see why there is so much confusion about generational cohorts.

If you've ever felt muddled by this "alphabet soup" of names...you're not alone. The real frustration hits when you realize that Gen Y consumers will earn 46% of income in the U.S. by 2025. And unless you understand who they are and what they want, you won't capture a dollar of their money. Furthermore, as one generation's spending power decreases (i.e. Boomers) another is increasing.

People Grow Older, Birthdays Stay the Same

A common source of confusion when labeling generations is their age. Generational cohorts are defined (loosely) by birth year, not current age. The reason is simple, generations get older in groups. If you think of all Millennials as college kids (18 - 22), then you are thinking of a stage in life and not a generation. Millennials are out of college and that life stage is now dominated by Gen Z.

Another example, a member of Generation X who turned 18 in 1998 would now be nearly 40. In that time, he or she cares about vastly different issues and is receptive to a new set of marketing messages. Regardless of your age, you will always belong to the generation you were born into.

As of 2019, the breakdown by age looks like this:

Baby Boomers: Baby boomers were born between 1944 and 1964. They're current between 55-75 years old (76 million in U.S.)

Gen X: Gen X was born between 1965 - 1979 and are currently between 40-54 years old (82 million people in U.S.)

Gen Y: Gen Y, or Millennials, were born between 1980 and 1994. They are currently between 25-39 years old.

Gen Y.1 = 25-29 years old (31 million people in U.S.)

Gen Y.2 = 29-39 (42 million people in U.S.)

Gen Z: Gen Z is the newest generation to be named and were born between 1995 and 2015. They are currently between 4-24 years old (nearly 74 million in U.S.)

The term "Millennial" has become the popular way to reference both segments of Gen Y (more on Y.1 and Y.2 below).
Realistically, the name Generation Z is a place-holder for the youngest people on the planet. It is likely to morph as they leave childhood and mature into their adolescent and adult identities.

Why are generations named after letters?

It started with Generation X, people born between 1965-1979. The preceding generation was the Baby Boomers, born 1944-1964. Post World War II, Americans were enjoying new-found prosperity, which resulted in a "baby boom." The children born as a result were dubbed the Baby Boomers.

But the generation that followed the Boomers didn't have a blatant cultural identifier. In fact, that's the anecdotal origin of the term Gen X - illustrating the undetermined characteristics they would come to be known by. Depending on whom you ask, it was either sociologists, a novelist, or Billy Idol who cemented this phrase in our vocabulary.

From there on it was all down-alphabet. The generation following Gen X naturally became Gen Y, born 1980-1994 (give or take a few years on either end). The term "Millennial" is widely credited to Neil Howe, along with William Strauss. The pair coined the term in 1989 when the impending turn of the millennium began to feature heavily in the cultural consciousness.

Generation Z refers to babies born from the mid-2000s through today, although the term isn't yet widely used. This may signal the end of 'alphabet soup' (it does coincide with the literal end of the alphabet, after all). A flurry of potential labels has appeared, including Gen Tech, post-Millennials, iGeneration, and Gen Y-Fi.

Splitting Up Gen Y

Javelin Research noticed that not all Millennials are currently in the same stage of life. While all millennials were born around the turn of the century, some of them are still in early adulthood, wrestling with new careers and settling down, while the older millennials have a home and are building a family. You can imagine how having a child might change your interested and priorities, so for marketing purposes, it's useful to split this generation into Gen Y.1 and Gen Y.2.

Not only are the two groups culturally different, but they're in vastly different phases of their financial life. The younger group are financial fledglings, just flexing their buying power. The latter group has a credit history, may have their first mortgage and are raising toddlers. The contrast in priorities and needs is vast.

The same logic can be applied to any generation that is in this stage of life or younger. As we get older, we tend to homogenize and face similar life issues. The younger we are, the more dramatic each stage of life is. Consider the difference between someone in elementary school and high school. While they might be the same generation, they have very different views and needs.

Marketing to young generations as a single cohort will not be nearly as effective as segmenting your strategy and messaging.

Why are generation cohort names important?

Each generation label serves as a short-hand to reference nearly 20 years of attitude, motivations, and historic events. Few individuals self-identify as Gen X, Millennial, or any other name.

They're useful terms for marketers and have a tendency to trickle down into common usage. Again, it's important to emphasize that referring to a cohort simply by the age range gets complicated quickly. 10 years from now, the priorities of Millennials will have changed - and marketing tactics must adjust instep.

Whatever terminology you use, the goal is to reach people with marketing messages that are relevant to their phase of life. In short, no matter how many letters get added to the alphabet soup, the most important thing you can do is seek to understand the soup du jour for the type of consumer you want to attract.

What makes each generation different?

Before we dive into each generation, remember that the exact years born are often disputed, but this should give you a general range to help identify what generation you belong in.

The other fact to remember is that new technology is typically first adopted by the youngest generation and then is gradually adopted by the older generations. As an example, 95% of Americans have a smartphone, but Gen Z (the youngest generation) is the highest user.

The Baby Boomer Generation

Years Born

: 1944 to 1964

Current Ages

: 55 to 75

Generation Size

: 76 Million

Media Consumption

: Highest consumers of traditional media like television, radio, magazines, and newspaper. However, 90% have a Facebook account.

Banking Habits

: Prefer to go into a branch to do transactions.

Shaping Events

: Post WWII optimism, the cold war, and the hippie movement.

What's next on their financial horizon

: Unexpectedly, this generation is experiencing the highest growth in student loan debt. They have a belief that you should take care of your children enough to set them on the right course but don't plan on leaving any inheritance.

Generation X

Years Born

: 1965 to 1979

Current Ages

: 40 to 54

Other Nicknames

: "Latchkey" generation, MTV generation

Generation Size

: 82 Million

Media Consumption

: Gen X still reads newspapers, magazines, listens to the radio, and watches TV -- about 165 hours worth of TV a month. However, they are also digitally savvy and spend roughly 7 hours a week on Facebook.

Banking Habits

: Since they are digitally savvy, Gen X will do some research and financial management online, but still prefer to do transactions in person. Believe banking is a person-to-person business and exhibit brand loyalty.

Shaping Events

: End of the cold war, the rise of personal computing, and feeling lost between the two huge generations.

What's next on Gen X's financial horizon

: Gen X is trying to raise a family, pay off student debt, and take care of aging parents. These demands put a high strain on their resources. The average Gen Xer carries $142,000 in debt. They are looking to reduce their debt while building a stable saving plan for the future.

Millennials (Gen Y)

Years Born

: 1980 to 1994

Current Ages

: 25 to 39

Other Nicknames

: Gen Y, Gen Me, Gen We, Echo Boomers

Generation Size

: 95 Million

Media Consumption

: 95% still watch TV, but Netflix edges out traditional cable as the provider. Cord-cutting in favor of streaming services is the popular choice. This generation is extremely comfortable with mobile devices but 32% will still use a computer for purchases. They typically have multiple social media accounts.

Banking Habits

: Millennials have less brand loyalty than previous generations. They prefer to shop product and features first and have little patience for inefficient or poor service. Because of this, Millennials place their trust in brands with superior product history such as Apple and Google. They seek digital tools to help manage their debt and see their banks as transactional as opposed to relational.

Shaping Events

: The Great Recession, the technological explosion of the internet and social media, and 9/11

What's next on their financial horizon

: Millennials are entering the workforce with high amounts of student debt. This is delaying major purchases like weddings and homes. Because of this financial instability, Millennials prefer access over ownership which can be seen through their preference for on-demand services. They want partners that will help guide them to their big purchases.

Gen Z

Years Born

: 1995 to 2015

Currently Aged

: 4 to 24

Other Nicknames

: iGeneration, Post-millennials, Homeland Generation

Generation Size

: Roughly 25% of the population

Media Consumption

: The average Gen Zer received their first mobile phone at age 10.3 years. Many of them grew up playing with their parents' mobile phones or tablets. They have grown up in a hyper-connected world, and the smartphone is their preferred method of communication. On average, they spend at least 3 hours a day on their mobile device.

Banking Habits

: This generation has seen the struggle of Millennials and has adopted a more fiscally conservative approach. They want to avoid debt and appreciate accounts or services that aid in that endeavor. Debit cards top their priority list followed by mobile banking. Over 50% have not entered a bank branch in at least 3 months.

Shaping Events

: Smartphones, social media, never knowing a country not at war, and seeing the financial struggles of their parents (Gen X).

What's next on Gen Z's financial horizon

: Learning about personal finance. They have a strong appetite for financial education and are opening savings accounts at younger ages than prior generations.

If you want to know more about Gen Z, check out this deep dive into their media consumption and banking habits.

Do Generations Bank Differently?

Absolutely, and for several reasons.

Each generation has been in the workforce for different lengths of time and accumulated varying degrees of wealth.

Baby Boomers have an average net worth of $1,066,000 and a median net worth of $224,000.

GenXers average net worth is around $288,700, but the median is $59,800.

Millennials have an average net worth around $76,200, but their median net worth is only $11,100

Gen Z's average net worth is difficult to report on since so much of the generation has no net worth or career.

Each generation is preparing and saving for different life stages; be that retirement, children's college tuition, or buying a first car.

Each generation grew up in evolving technological worlds and has unique preferences in regard to managing financial relationships.

Each generation grew up in different financial climates, which has informed their financial attitudes and opinions of institutions.

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Who Are Boomers, Gen X, Millennials, and Gen Z?

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What separates Generation Y from X, and is Generation Z a thing? How old is each generation? Are they really that different? It's easy to see why there is so much confusion about generational cohorts. If you've ever felt muddled by this "alphabet soup" of names...you're not alone.

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Acorn Classification

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Anthony Thompson claims on fatface

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Thompson is stepping down from his role in January 2019 after 10 years with the business. Before that he was managing director at George at Asda from 2007 to 2010, and held several senior roles at Marks & Spencer. He said he was leaving the business "in a great place" and would be taking time out to spend with his family.

"The reasons [for the move] are really straightforward," he told Drapers. "I'm 54 and have been in retail for 30 years, and on Sunday we dropped our youngest daughter off at university, so Sally and I will be empty-nesters now.

"I'd been looking for point with the board where the business was in good health and it made sense for me to take time out and have a sabbatical.

"That's exactly what I'll do from spring next year, and we'll think about next stage of our lives. After 30 years of marriage, it's a wonderful opportunity to do that."

Drapers understands his successor as CEO at Fat Face will be announced in the next two weeks. Industry observers said Thompson had done a "great job" and would leave the company in a "healthy position".

"When he joined as CEO the business was clearly in a precarious place," said James Hyde, director at FH Executive Search. "Since then, the company is very profitable, has a new distribution centre, has doubled in size and expanded into the US."

He added that, going forward, the business could drive greater online sales: "The brand to date has held its own at best, on reputation. [The team] needs to really start to market the brand [internationally] now."

Victoria Nightingale, director at recruitment firm Barracuda Search said the new leader will need to maintain a focus on product to keep shoppers coming back for more: "As with a lot of businesses this is a British brand with good heritage. That can work well internationally, but needs to be done in the right way.

"There has been a lot of change in the product handwriting, but they seem to have settled. It's imperative they keep some hero product, but they need to make sure there is change each season to keep driving the customer back and giving them a reason to shop.

"Different channels may well open up different types of customer too, so the product needs to acknowledge that," she added.

Private equity group Bridgepoint purchased Fat Face in 2007.

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Thompson leaving Fat Face 'in a position of strength'

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Thompson is stepping down from his role in January 2019 after 10 years with the business. Before that he was managing director at George at Asda from 2007 to 2010, and held several senior roles at Marks & Spencer. He said he was leaving the business "in a great place" and would be taking time out to spend with his family.

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Fatface sales increase 2018

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Hampshire-based clothing retailer Fat Face has posted an increase of 7.4 percent in its annual sales to 238.4 million pounds (303 million dollars) in the 52 weeks to June 2, 2018 with a like-for-like growth of 4.9 percent, reports Yorkshire Post, quoting a company statement.

Fat Face's Chief executive Officer, Anthony Thompson said in the statement: "The current retail environment remains difficult and there appears to be no prospect of conditions improving in the short term."

Online sales, contributing around 20 percent to the total revenue at FatFace, increased 11.8 percent year-on-year. The company's EBITDA rose 5.6 percent to 30.2 million pounds for the year under review. Fat Face operates around 216 stores in the UK and 17 in international markets. The company opened five new stores in the US and plans to continue its retail network expansion this year.

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Fat Face posts 7.4 percent annual sales growth

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Hampshire-based clothing retailer Fat Face has posted an increase of 7.4 percent in its annual sales to 238.4 million pounds (303 million dollars) in the 52 weeks to June 2, 2018 with a like-for-like growth of 4.9 percent, reports Yorkshire Post

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The William Morris Gallery displays the life and work of the radical Victorian designer, craftsman and campaigner, William Morris, and explores his continuing relevance today.

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Design is having a "Morris moment". This summer, the market is overflowing with products inspired by the great 19th-century Arts and Crafts maestro William Morris. His designs have been revived for rugs, homeware, wallpapers and china.

Born in 1834, Morris was a poet, an expert in medieval art and a political activist. But it is his fabrics and wallcoverings that have bagged him a place in the hall of pattern fame. His signature style raided British nature for leaves, flowers, birds and animals, which he turned into flowing, detailed motifs.

He was a supreme colourist, using his own brews of plant-based dyes, such as cochineal, indigo, yellow from weld, and red from the madder plant. The effect is rich and saturated, but has a romantic softness.

In 1861, together with friends, Morris set up a business in London to make and sell his prolific output of wallpapers, furniture, stained glass and tapestries.

Fourteen years later, he took over as a sole trader, simply calling his company Morris & Co. His designs became wildly fashionable with Victorian decorators. They were rediscovered in the Sixties and have had a fan club ever since.

Indeed, Morris & Co still flourishes, owned by the wallpaper specialist Sanderson, who bought "the brand" in 1940.

Housed in a climate-controlled strongroom in Denham, Buckinghamshire, is a precious archive of original fabrics, wallpaper books and printing blocks/records, with a constant stream of pattern pilgrims.

"Interest in Morris is greater than ever," says Alison Gee, head of design at Morris & Co. "The Morris philosophy of craft and making is an antidote to a fast-moving throwaway culture that's dominated by technology. His work is beautifully crafted and long-lasting."

This spring, there was a third Morris & Co collection of Morris designs, with fabrics and papers all made in the UK and with patterns also appearing on rugs and china.

Others are not so faithful to Morris originals. Designers Frieda Gormley and Javvy Royle run the wildly trendy House of Hackney, shaking up design in Shoreditch High Street. Now the Morris Gallery in Walthamstow has invited the pair to create furnishings and fashion inspired by Morris designs, which will launch in autumn.

A sneak peak reveals an in-your-face Morris revamp with bright colours on luxurious velvets. "We share a bold-nonconformist approach with Morris, and we have similar values, including respect for the environment," says Gormley.

The Glasgow design duo Alistair McAuley and Paul Simmons have traded as Timorous Beasties for 25 years. These are the celebrated iconoclasts who added, for example, drug dealers and vagrants to their pictorial London toile fabric design. In their early days someone said their work was "like William Morris on acid".

Now the Glasgow boys have mellowed somewhat to create three Morris tribute designs, printed digitally.

"Morris was ever the craftsman and it might seem ironic that we use digital technology," says Simmons. "But the essence of our work remains emphatically in the realm of Arts and Crafts and the skill of the artisan."

Mural specialists Surface View are also digitally recreating Morris designs, and have access to the Morris archive at the Victoria and Albert Museum.

Morris, who died in 1896, continues to inspire fashion designer Joe Richards, who worked with Burberry, Dior and Lanvin, before setting up his own London label. He will base his autumn collection on Morris & Co.

"His techniques, references and colour combinations are almost shocking in their beauty," says Richards.

See Morris this summer

William Morris Gallery, Lloyd Park, Forest Road, Walthamstow E17. This Georgian house set in a park was Morris's family home from 1848 to 1856. Beautiful rooms tell the Morris story, using original textiles, furniture, ceramics and paintings. There is a changing programme of shows, a café and a well-stocked shop.

The Arts and Crafts House: a special exhibition (June 27 to September 13) at Compton Verney House & Gallery, nine miles east of Stratford-upon-Avon. The Arts and Crafts movement revolved around the home - see how, and why. Explore the work and ideas of Morris and his contemporaries and their effect on later designers.

Red House, Red House Lane, Bexleyheath, Kent. This was Morris's home from 1880. The National Trust, which bought it 10 years ago, has uncovered and restored many original features, including wallpapers and furnishings.

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Wild about William Morris: young designers take inspiration from Arts and Crafts master

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Design is having a "Morris moment". This summer, the market is overflowing with products inspired by the great 19th-century Arts and Crafts maestro William Morris. His designs have been revived for rugs, homeware, wallpapers and china. Born in 1834, Morris was a poet, an expert in medieval art and a political activist.

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Womens company bestsellers

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Mens company bestsellers

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Responsible sourcing

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At FatFace we care about our social and environmental footprint and the relationships we build with key stakeholders

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Previous Marketing Example

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FatFace Shopper Marketing Campaign - Into the Blue

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We didn't just stay on land though! We took to the water in our FatFace RIB to hand out FatFace goodie bags to keen sailors or water users, creating a great brand experience.

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Fashion and apparel brand Fat Face has launched a new identity and brand proposition created by design consultancy The One Off.

In a project spanning three months, The One Off worked with the brand to develop an identity including new brand collateral across graphics, photography, film and advertising. The new identity and brand proposition ensures that 'style, life and purpose' remain at the heart of the Fat Face identity and global campaigns.

Matt Burnett, head of marketing at Fat Face said: "Through life and style, and a revitalised and defined brand purpose, The One Off have provided us with a unique and relevant platform on which to continue to grow the Fat Face brand and to communicate with both existing and prospective customers in the UK and globally."

"The new brand identity and campaign more accurately present what the brand is doing now and in the future; a combination of life and style with a compelling brand purpose", added Adam Devey Smith, creative strategic partner at The One Off.

Based in Derbyshire and London The One Off employs 65 staff working across brand communications, retail environments, digital, photography and advertising.

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Fat Face unveils new brand identity created by The One Off

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Fashion and apparel brand Fat Face has launched a new identity and brand proposition created by design consultancy The One Off. In a project spanning three months, The One Off worked with the brand to develop an identity including new brand collateral across graphics, photography, film and advertising.

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Fatface new brand identity

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Fashion and apparel brand Fat Face has launched a new identity and brand proposition created by design consultancy The One Off.

In a project spanning three months, The One Off worked with the brand to develop an identity including new brand collateral across graphics, photography, film and advertising. The new identity and brand proposition ensures that 'style, life and purpose' remain at the heart of the Fat Face identity and global campaigns.

Matt Burnett, head of marketing at Fat Face said: "Through life and style, and a revitalised and defined brand purpose, The One Off have provided us with a unique and relevant platform on which to continue to grow the Fat Face brand and to communicate with both existing and prospective customers in the UK and globally."

"The new brand identity and campaign more accurately present what the brand is doing now and in the future; a combination of life and style with a compelling brand purpose", added Adam Devey Smith, creative strategic partner at The One Off.

Based in Derbyshire and London The One Off employs 65 staff working across brand communications, retail environments, digital, photography and advertising.

// Featured in this article
Find out more

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Fat Face unveils new brand identity created by The One Off

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Fashion and apparel brand Fat Face has launched a new identity and brand proposition created by design consultancy The One Off. In a project spanning three months, The One Off worked with the brand to develop an identity including new brand collateral across graphics, photography, film and advertising.

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Morris prints linked to AW20 Colour Forecast

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Men's Fatface Bestsellers

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Women's Fatface Bestsellers

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Previous Fatface prints: Inspo

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Previous Fatface prints: Inspo

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Colour Research AW20

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Fast-fashion has enabled many of us to stuff our wardrobes to full capacity whilst still not breaking the bank. And yet, how many of us find ourselves moaning in the mornings that we have "nothing to wear"?

Perhaps a capsule wardrobe could be the solution.

There's a lot mythology surrounding the concept of a well-edited wardrobe with consumers wary of having to spend more only to end up with fewer items in their sartorial arsenal.

But with increasing numbers of us deciding to focus on sustainable living, coupled with an eagerness to simplify our busy lives, it seems we are more open than ever to the concept.

Here's everything you need to know about starting a capsule wardrobe.

What is a capsule wardrobe?

A capsule wardrobe is a limited collection of clothes that coordinate well and can be worn in a number of different ways to cater for multiple occasions.

The items should be made up of separates and include a handful seasonal pieces you can change with the unpredictable British weather.

Why is it a good idea to have one?

If you want to spend less time and money on clothes but still look good then a capsule wardrobe is for you.

They create an easy-to-understand framework that makes shopping and getting dressed in the mornings infinitely easier, as well as making your wardrobe clutter free.

Investing in a few, high-quality items can feel a little indulgent at first but when you consider the environmental ramifications of cheap, disposable clothing, the benefits speak for themselves.

Where did the concept come from?

A capsule wardrobe might sound like a contemporary concept that stylish folk are touting as the latest fashion craze but the term was actually coined in the 1970s.

British boutique owner Susie Faux, is credited with the phrase after she used the idea to help women refine their wardrobes to only include high-quality essentials that could be worn interchangeably.

The concept reached peak popularity in 1985 when designer Donna Karan introduced a capsule collection of workwear items called "Seven Easy Pieces" and it has remained a hot topic ever since.

How many pieces should a capsule wardrobe include?

The amount of pieces your capsule should include varies, while some recommend as few as 10 others will suggest as many as 50.

Ultimately, the number isn't critical and will vary from person to person. The main thing is to make sure you have all the basics covered with well-made items that fit you properly and aren't considered disposable.

How do you start a capsule wardrobe?

While there are no hard and fast rules about how to build a capsule wardrobe, it's safe to say that the best place to start is with a clearout.

Take every single piece of clothing out of your closet and consider the last time you wore it, if it's been more than six months pop it into storage or donate to charity.

Next, you're going to want to build a base wardrobe of pieces that transcend trends. These are staple pieces that you should take time to source; make sure they fit properly and are made from the best quality fabrics you can afford.

For most women, this will involve some combination of the following: a pair of tailored trousers, denim jeans that look good with heels and flats, a neutral shirt, T-shirts for layering, a little black dress, a trench coat, high heels and a pair of boots.

Of course, it can take some trial and error to find the right mix and this will vary depending on your lifestyle and where you work.

After that, you will need to add in a few seasonal pieces depending on the time of year such as good quality knitwear, a warm coat or camisole tops.

Don't be afraid to introduce new pieces to your capsule but make sure that they work with what you already have and can be worn in a variety of ways. If you're concerned about your wardrobe becoming cluttered try using a "one in, one out" rule where you remove an item every time you add something new.

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Everything you need to know about having a capsule wardrobe

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Fast-fashion has enabled many of us to stuff our wardrobes to full capacity whilst still not breaking the bank. And yet, how many of us find ourselves moaning in the mornings that we have "nothing to wear"? Perhaps a capsule wardrobe could be the solution.

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Capsule Collections

Capsule Collections were originally popularised by Donna Karan in the 1980s. The idea was to create a capsule wardrobe that features only the most essential or influential pieces from a collection. A capsule collection is essentially a condensed version of a designer's vision, often limited edition, which transcends seasons and trends by being functional - read commercial. They often focus on construction and delivering key looks, without the styling and theatrics of a show.

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Capsule Collections | Fashion A-Z | BoF Education | The Business of Fashion | #BoFEducation

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Capsule Collections were originally popularised by Donna Karan in the 1980s. The idea was to create a capsule wardrobe that features only the most essential or influential pieces from a collection. A capsule collection is essentially a condensed version of a designer's vision, often limited edition, which transcends seasons and trends by being functional - read commercial.