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Seasonal Range Plan Stores New No VAT-3 EDITED 2ND

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https://www.mybaba.com/aw19-kidswear-trends/

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https://www.forbes.com/sites/bryanpearson/2018/06/15/7-ways-gen-z-shoppers-are-different-from-all-others-and-none-includes-technology/#61e22b5d95f1

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Go into stores and comp shop.
-Look at children's clothes already available.
-Price ranges of this
-Is there similar clothing in adult department
-Materials
-Is the children's clothes more practical or fashionable?

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As Mother's Day approaches, cards and flowers will fly off the shelves. We will dote on our mothers and thank them for all that they do-which in large part, includes shopping for their kids. Marketers spend a lot of time looking for the perfect formula to reach Gen Zers and Millennials, but what about the mothers who raised these younger consumers? In our latest survey of mothers with children under twelve, we examined moms's shopping habits and the forms of advertising messages that resonate best with this group.

Almost 9 out of 10 mothers report being the primary shopper for their households, a statistic that is particularly high in lower-income families. Over half also say they make most of the parenting decisions, while just over a third share that responsibility. An overview of American mothers with children under 12 years old:

12% are homemakers, while 42% work full time.

40% earn under $35,000 per year and just 7% are in the $150,000+ bracket.

Gen Zers and Millennials make up 31% of mothers with children under 12 years old. Just over half are between 35-54

Mothers can be examined through many different lenses (as career women, sisters, mentors, and friends) but here we look at moms as consumers.

When it comes to shopping, moms value convenience and look for the most bang for their buck. About 63% of mothers have shopped online for products or services for their kids in the past twelve months, and those who shop in store want to receive information on their mobile device as they browse. 62% of moms with smartphones use shopping apps and 68% use their smartphones while they shop. Value for price also tops the list of priorities for moms shopping for their little ones; 36% of moms shop for deals to stick to a budget, while 23% say their main motivation is the thrill of saving money.

Want to learn more about moms' shopping habits and preferences? Check out our infographic below:

Ashley

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Moms' Shopping Habits and Their Path to Purchase [Infographic]

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As Mother's Day approaches, cards and flowers will fly off the shelves. We will dote on our mothers and thank them for all that they do-which in large part, includes shopping for their kids. Marketers spend a lot of time looking for the perfect formula to reach Gen Zers and Millennials, but what about the mothers who raised these younger consumers?

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https://www.spredfast.com/social-marketing-blog/5-stats-generation-z-buying-habits-marketers-need

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https://fashionunited.uk/news/fashion/it-s-all-about-the-kids-why-the-childrenswear-industry-has-a-bright-future/2017122127378

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The Manchester-based fast fashion business opened the 20,000 sq ft store, its first foray into bricks and mortar, in November 2016. Drapers understands the business had two years left on the lease but was able to negotiate with Westfield to exit early to mitigate the losses generated by the store.

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https://www.retailgazette.co.uk/blog/2018/02/big-interview-umar-kamani-prettylittlething-ceo-founder-retail-gazette-exclusive/

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Living for the moment, Aspirant Tribes know the look, music and lifestyle they want - and will spend big in order to get it! Attuned to what's happening in Leading Edge circles, it's about keeping up with what's cool but without all the hard work of creating it themselves. These Tribes will be found in Student Unions across the UK, from UE to Loughborough.

Social butterflies, they are spending summer holidays hitting the festival circuit - from Bestival and Secret Garden Party in the UK to Croatia's Outlook and Serbia's Exit festival. Whether it's the latest pop-up, food truck, concept store, art gallery or nightclub, they want to be the one to have seen it first - and post it on social media. Experience seeking drives the Aspirant segment, and introducing the newest fashion and music to their friendship group motivates Tribe members.

From the ubiquitous gap year alpaca jumper, to the MacBook Pro, Ugg boots and Hershel backpack, Aspirant Tribes are big consumers with strong brand affiliations. Brands trying to crack the Aspirants need to work hard to prove their cool credentials. They need to be in the right place, at the right time, with the right people - although appealing to them may be challenging, those who do are rewarded with surprising brand loyalty.

Trendies

Trendies are driven by beautiful things and beautiful people, Trendies love fashion and are always looking for the next big trend!

They're the biggest outwardly 'brand-me' Tribe - they're universally aspirational in fashion and music, both offline and online.The rise of Mainstream Brand Me behaviours and fast fashion means the Trendies are still going strong and are one of the biggest Tribes on the map in 2015. Their influence is if anything growing, as more and more Trendies lean towards vlogging and sharing their super-soft-focus, Instagrammable lives online - inspiring younger teens to live a perfect life.

Vloggers
Vloggers and Bloggers are at the heart of today's Tribal map - inspiring a whole generation how to live.
In 2012 Tumblr Kids joined the map - by 2015 Vloggers are one of the most familiar and famous Tribes in the UK. A catch-all Tribe to describe young people that are vlogging, blogging, tweeting and instagramming their lives, attitudes and values online; they aren't creating culture and new social norms (bar those with 1M+ followers!) but are having a huge impact on youth culture today.

New Casuals

New Casuals are football mad lads with a love of underground club music and understated fashion - but will move to the next thing once it becomes predictable...

Hypebeasts

Urban and Skater inspired, US-rooted breed of New Casual - who love Hip-Hop and electronic, niche knowledge, luxury sportswear and limited editions.

Hypebeasts are a new breed of New Casual/Hipster- obsessed with the aspirational Urban lifestyle and the brands that go with it. With a thriving online culture, key icon products and their own language (Bump, OG, Grail, Wavey...) they are thriving - but bitchy too!

New Casuals
The New Casuals are unchanged on the map - think twenty-something, understated lads that consciously maintained low-key style from Norse, APC and Folk.
Their hate of hype and broadcasting their lives makes them polar opposites to the Hypebeasts! While they share a love of music, festivals, fashion and footy - the Hypebeasts are all about niche language, products and 'getting in there first'.

Hipsters
It's been a long time coming - but the Hipsters are firmly out of the Leading Edge, and are getting younger by the year.
Poor Hipsters! Since 2012, they took over being the vilified Tribe from the Chavs - synonymous with being 'try hard' and vacuous at a Tribal level, but receiving derision from wider British culture too (even your dad knows what a Hipster is in 2015!).

As authenticity became a key tenet of youth culture and the Hipster look was disseminated to teens via Primark; the iconic skinny jeans, glasses and obsession with Bergheim made the Hipsters a stereotype and an insult for the original Hipsters (most of whom have now aged out of the Tribes model).

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Living for the moment, Aspirant Tribes know the look, music and lifestyle they want - and will spend big in order to get it! Attuned to what's happening in Leading Edge circles, it's about keeping...

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When super-influencer Kim Kardashian posts a picture of herself on social media wearing an outfit that ticks all the trend boxes, a flurry of activity begins. As the first few comments and likes begin to roll in, fast fashion retailers and brands quickly assess whether they can - or should - replicate the outfit, and get the items straight into production, propelled by social media and aimed largely at younger women.

However, while this approach allows retailers in the aggressively competitive fast fashion space to offer their customers the latest celebrity-driven trends within days, it also carries with it higher costs - both to the business and the environment - and the risk of crossing the legal line between inspiration and copying.

It's about being the first one to the market

Bobby Samari, I Saw It First

Many emerging fast fashion retailers have built their models upon the ability to turn trends around at breakneck speed, often by sourcing from the UK.

A March 2018 report from research agency McKinsey & Co found that the top-performing 20% of fashion retailers surveyed made speed to market a priority in their development, and sales in the traditional fast fashion sector have grown by more than 20% in the past three years.

"Buy, test, repeat"

Women's young fashion etailer I Saw It First, which launched in the UK in 2017, can have samples of celebrity-inspired styles in the head office within 24 hours.

The buying team sends images from social media to a network of UK manufacturers, who produce the initial samples and have them back to headquarters the next day. If the first sample is perfect and needs no fit or styling adjustments, the style could be shot on a model and uploaded to the site for pre-orders the same day. A customer could receive it a week after appearing online.

Similarly, rival Femme Luxe can turn around new products within a week, thanks to its network of UK manufacturers.

We've seen fashion brands changing their production cycles to meet the instantaneous demand

Anusha Couttigane, principal fashion analyst at Kantar

"It's about being the first one to the market," explains Bobby Samari, who founded the company in 2015. "If a celebrity posts things in a similar style to the kind of clothing we sell, we look at their posts, and the average comments and likes across each one, to see which items have more interest."

Once an item has gone live, Femme Luxe operates a "buy, test, repeat" model on styles, starting by ordering a small number - often 15 to 20 styles - and upping this depending on customer demand. This speed builds customer loyalty and taps into demand, making production investment is worthwhile.

Despite potential added costs, Anusha Couttigane, principal fashion analyst at Kantar, notes that retailers are seeing return on investment when they develop rapid-response production cycles: "It's very clear that brands and retailers are feeling that pressure to respond as quickly as possible, and they are seeing the benefit of taking on that investment in order to respond.

"We've seen fashion brands changing their production cycles and the abilities of their infrastructure to meet the instantaneous demand."

Straight up

Other brands take advantage of vertical business models to ensure speed.

Mike Branney, CEO and co-founder of womenswear etailer Oh Polly, says that having control over the design and manufacturing process allows it to be more agile: "We are vertically integrated - we have our own factories in Bangladesh and China, so we can tell them to stop or start production as we need."

The designers and our creative director spend the whole time they're not designing looking at Instagram trends

Mike Branney, CEO and co-founder of womenswear etailer Oh Polly

He describes the typical response to spotting a promising style online: "The next day we would have our sourcers out in the Zhongda fabric market [in Guangzhou, China] and you can get the swatch cards back that night.

"We give them to the design team and they can start work within 24 hours of seeing a particular sort of fabric online.

"The designers and our creative director spend the whole time they're not designing looking at Instagram trends. When you get a celebrity lined up with your fashion and trend predictions, then you know that's going to be big and you jump on it."

Despite having the infrastructure to get a product on sale within seven days, Branney says that typically the turnaround would be 24 days, as the brand seeks to distance itself from the "fast-fashion" label: "We'll never rush something out to make a quick buck. For us quality is the number one thing. That's how we differentiate ourselves from the market."

Immediate effect

Samantha Frost, co-founder of womenswear etailer Pretty Lavish, argues that speed is the best way to secure customer loyalty. When a trend takes off, Pretty Lavish can flyproducts in from its suppliers in the Far East to capitalise on immediate demand if they predict it will be a short-lived hit.

"Fashion is so fast, especially for the younger audience," says Frost. "When customers want something, they're not going to wait around for the brand to slowly develop and launch it. They're going to buy what's out in the market there and then."

Production cycles are speeding up across all levels of the fashion industry, and Couttigane gives the example of

Luxury Italian brand Moncler, which changed from biannual showcases to monthly collections: "Consumers want that newness, and [Moncler] want to be able to react to trends faster. As a result, they've had to invest in expanded production facilities that are closer to the base of business in Italy, so that they can then produce collections much closer to the season they're going to be dropping in stores." For the year to 31 December 2018, Moncler's revenues rose by 22% and adjusted EBITDA was up 34.5%.

Primark, which announced in March that 220 UK-based product roles are to be moved to its Dublin headquarters, is another retailer pursuing efficiencies.

Many assumed this was a Brexit-related decision, but Couttigane suggests an ulterior motive: "The functions that they're merging moves the design, product and merchandising functions under one roof with analytics and logistics. There is an efficiency to be created there: you have all the components that play a role in responding to trends and to what consumers are saying they want, and then can actually deliver that in a really responsive and speedy way."

Copycat caution

However, as well as considering the cost implications, retailers should be cautious of pursuing a super-fast model at the expense of ethical and legal considerations.

In February, Kardashian filed a $10m (£7m) lawsuit against fast fashion retailer Missguided, accusing etailer of profiting by replicating an outfit she posted on Instagram. Missguided had posted a version of a gold dress worn by Kardashian and designed by Kanye West, with the caption: "The devil works hard but Missguided works harder" - pointing to a pre-order page for the style.

Missguided responded to the complaint with a statement: "Missguided shoppers know the score. We're about the look, without the celeb bucks. For the record, as much as we love her style, we're not working with Kim on anything."

Sally Britton, partner and head of the brands group at law firm Mishcon de Reya, warns retailers to tread carefully in this area: "There is inspiration in fashion, and it is about when it goes over the line into being a copycat - taking advantage of the original designer's investment in the piece.

"In terms of asserting design rights, you are looking at whether the item you say copies your item creates same overall impression."

Pretty Lavish's Frost says its own designs have been copied in the past, so she takes this into account in their own work creating celebrity-inspired items: "It's so disheartening when you see retailers that are literally just copying it exactly and often selling it for half the price. We always keep that in mind and make sure we're using trends and styles as inspirations only, not just copying them. Our designers spend a lot of time making sure everything looks new and looks 'Pretty Lavish' - we don't want to be the same as anyone else."

Although these production models provide rapid results, Couttigane notes that retailers need to be cautious as the sustainability credentials of throwaway fashion practices come under scrutiny: "The response of businesses has to be calculated more carefully because fast fashion has had a bad rep in the past, contributing to waste and as being perceived as unsustainable," she says. "And I think there are different ways of businesses can respond to this trend."

She says that despite controversy, the demand shows no sign of slowing down but that clever merchandising and "momentising" - where brands draw on existing ranges to tap into cultural trends - are possible ways for brands to provide celebrity style with less environmental impact.

The demand for instantly accessible celebrity styles is booming, and while it continues to grow, retailers will continue to find innovative and creative ways to give their customers access to the styles they want, as soon as they want them. Celebrity culture has shifted the way that retail operates, and only those able to cater to the need for speed will succeed in grabbing a share of the market.

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Super-fast fashion: from screen to store in seven days

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When super-influencer Kim Kardashian posts a picture of herself on social media wearing an outfit that ticks all the trend boxes, a flurry of activity begins. As the first few comments and likes begin to roll in, fast fashion retailers and brands quickly assess whether they can - or should - replicate the outfit, and get the items straight into production, propelled by social media and aimed largely at younger women.

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Today (29 March) was to be a historic day for the UK - the date we exited the EU. However, after parliament rejected prime minister Theresa May's withdrawal agreement and voted against a no-deal exit, EU leaders offered to delay the Brexit date to either 12 April or 22 May. As Drapers went to press on Tuesday, we were awaiting the outcome of a series of Brexit votes in parliament, and business leaders were facing an extended period of uncertainty.

In the meantime, contingency planning continued. We spoke to a range of fashion and footwear businesses across the UK, including manufacturers, brands, agencies and retailers, to find out what they are doing to mitigate the Brexit risks.

Lord Wolfson, chief executive, Next

Based in: Leicester

We are ready for a no-deal Brexit - we were six months ago. The fact that Revenue and Customs has said it will give a transition period at the ports and wave through those who don't have the right paperwork (allowing them to sort it afterwards) is very positive. Chaos at the ports was what we were most worried about, but there should be no reason for such delays now.

Despite the uncertainty wages and employment levels are increasing, there is no evidence to say that Brexit is impacting either of these. We are in no way complacent, no one can say for sure what the impact on the consumer will be. In the short term there isn't a great deal you can do. In terms of planning the most important thing is to remain flexible and respond to changes in the market. You can't plan for the effect on the consumer.

Andy Long, chief executive officer of Pentland Brands

Based in: London

Since the vote, we have had a team working on the implications. We distribute into the EU from our UK warehouse, but it is bonded, and we are also an authorised economic operator [which ensures streamlined international trading status]. In terms of the paperwork the government was advising businesses to get in order, we were well placed to start with.

In preparation for the worst-case scenario, a no deal, we pulled deliveries forward into the UK for spring, we also made sure our customers in Europe also had the appropriate levels of stock to better support them.

The biggest unknown is whether the borders will function. There could be delays, and clothing will be further down the pecking order - understandably, food and medicine will be prioritised. If there is a no deal, there won't be a significant shift in our position in terms of tariffs. We wouldn't change pricing in the short term, but in the medium to long term we are watching the implications on the value of the pound. If we leave with a deal it should strengthen, but if there is a no deal it will weaken. We hedge [currency] so we are hoping Brexit is resolved before we do another round of hedging.

The biggest challenge has been the number of variables we have had to keep in mind for the flow of trade with no real certainty. Some of the questions we had back in 2016 we have only been able to get answers for very recently [in terms of tariffs etc].

We would rather leave the EU in a structured, clear and planned fashion - that is preferable for most businesses. The delay is a frustration as we all hoped we would have known a lot more before Christmas so we could prepare, but there is more opportunity in leaving in a well-understood way.

When you're in a situation that you could be sending trucks out next Thursday and not knowing if we will still be part of the same trading block on Friday, something has gone fundamentally wrong.

Marc Dench, chief financial officer of Joules

Based in: Market Harborough, Leicestershire

There are a couple of bigger things we have done to minimise border disruption. We are about to open a warehouse in Holland with a third-party supplier, so we can move all our product for the European market into the EU, bypassing the UK. Delivery to Europe needs to be the same quality, speed and price as it is now.

In the run-up to 29 March, where possible we took products in a few weeks earlier to get shipments out to EU customers before [Brexit]. Around 90% of seasonal product has been shipped.

We have done a lot of planning with our couriers on making sure we mitigate inbound disruption by finding alternative routes available if there are backlogs and delays. Anything that's inbound to Dover is a significant concern. We had to prepare for a hard Brexit.

If Brexit is delayed by a couple of months, we will have to go through the whole painful process again in terms of stock management and visibility. We have three stores in the Republic of Ireland, we have to manage stock flows back and forward between them and get more stock to those stores - we would have to do that again.

Another concern is the volatility of currency rates - the uncertainty has made it difficult to plan our hedging programme. In terms of pricing it is our intention to keep our prices the same, but if there are significant and long-term changes to costs, then we would have to reflect that in our pricing.

Andy Ogden, director and general manager of mill English Fine Cottons

Based in: Manchester

We've been stocking more cotton, because if there's going to be Brexit - hard, soft, whatever - which impacts UK ports and causes delays to any shipments, we feel we're better having stock and being able to utilise it, rather than looking around for it.

We've increased our stock position by around 10-15% and that is a cost challenge for the business. It is tying up more capital in inventory and because cotton is a commodity that changes in price, we're buying cotton at a time when perhaps we normally wouldn't. We don't have the luxury of holding off in hope of a better price and we're having to take a less risk-adverse, pragmatic approach.

Increasing stock is one of the most tangible impacts, but we've also been more conservative when it comes to developing the business. There's been one or two opportunities to move to a different supply chain or route that could be more advantageous, but we've decided not to, or at least hold off on doing that, because of the unknown. In a business of our size, it doesn't make sense to change too many things at once and altering the supply chain or our partners at time when we don't have a clear understanding of what the challenges ahead might be doesn't make sense.

That works in two directions, because the clients who may be looking to work with UK mills and manufacturers because they want to align with the transparency and quality we can offer, are not committing. The current economic cycle of doubt means people aren't spending on the high street and the uncertainty has slowed decision making and innovation.

Alexandra Lyles, co-founder of Claret Showroom

Based in: London

We represent 15 brands and most of those we distribute. All of our brands manufacture outside Europe, so any Brexit outcome shouldn't affect anything to do with the production of the goods we are selling now (March) and have sold that will be delivering over the coming months, but there are other factors we have had to prepare for.

Many of our customers are based in mainland Europe, such as [German etailers] Zalando and MyTheresa, and [Parisian department store] Le Bon Marché. For those customers, we have had to secure space and services at a warehouse in Germany as a fall back (we secured this in December 2018). This will ensure those orders aren't subject to any extra duty charges or delays if they were to come via the UK. In November and December, we briefed our brands that we may need them to split our deliveries into UK and Europe - this means we may incur extra charges, but we haven't factored these into our pricing for autumn 19. All our goods are shipped via air so, as soon as we hear the Brexit outcome, we should be able to action these changes in time.

We sell at landed GBP prices, but pay our suppliers in US or Australian dollars. We take orders about five months before we have to pay our suppliers, so we forward-ordered USD in November 2018 and February 2019, catching decent exchange rates and built that rate into our pricing. This means our margins won't be affected by any weakening in the pound. Of course, it also means we will miss out on any gains, but we decided there is enough risk in our industry without playing the foreign-exchange-rate game.

While I worry about how consumers will cope with likely increases to retail prices on imported products, I am excited about the prospects for fashion made in Britain. There are many newly launched as well as heritage brands that need a lot more support. Many of these brands are fully sustainable too, so their garments are a win-win purchase for consumers.

Based in: Middlesbrough

We have been running a Brexit no-deal contingency plan for nearly 12 months and most things that we could action have been done. For example, we have forward-bought currency through until the end of spring 20. As a precaution we also took 87% of our spring 19 stock requirement in before 29 March to try and avoid any shortages on the stock side.

In reality, the biggest issue is no one really seems to know what the implications are going to be. Last week some of our European suppliers suspended repeats and deliveries for two weeks from the Friday [22 March].

It is shocking that we are where we are. We will have to manage through as best we can and hope we get some clarity on the situation sooner rather than later.

Cécile Renaud, founder of maternitywear retailer Seraphine

Based in: London

Our distribution is currently centralised in the UK, but 40% of our turnover is in mainland Europe. With uncertainty about trade barriers and tariffs, and potential delays at the ports, we've looked at de-centralising our distribution centre and opening one in Europe, in France or Belgium. We've done a complete study, and we're ready to press the button if we need to. We've not taken action yet because it would incur a signficant start-up cost - about €250,000 (£214,282) - so I didn't want to make that call unless necessary.

Tariffs could change our profitability model, and in fashion margins are so thin. We're hoping we don't have to change prices, and we haven't at the moment. There isn't price elasticity with consumers in Europe, but we will resist as much as we can.

We source mostly outside the EU, in Turkey and China. A little bit comes from Portugal, not much. We've put in place a plan if necessary where we could relocate the production in Portugal to other countries, most likely Turkey.

In the last two years, we have opened two stores in Paris. We had planned to open a third, but because of Brexit we have halted that plan. It is definitely slowing down our bricks-and-mortar expansion in Europe.

Fergus Patterson, managing director of Swedish brand Gant

UK head office based in: London

Preparing for what you don't know is going to happen is really difficult. You simply cannot prepare for a soft, hard and no-deal Brexit.

We have extended our currency hedging in order to protect ourselves from any decline in the pound. We've also increased our stock position on some continuity lines that are not seasonal.

Our stock comes from our UK warehouse and we ship to EU destinations. If there is a no-deal Brexit and there are tariffs, we would move the distribution to Germany. We've already identified a location, so we would be able to move very quickly.

We have also done lots of communicating with employees to make sure they know how to register for UK citizen status in the event of leaving the EU. We wanted to make it easy for the employees, and ensure they know how to contact our HR department.

Brexit does worry me. I'm very pro-remain and since the referendum we've seen a 20% reduction in value of currency. The footfall data indicates consumer confidence is at a very low point. February was a shocking month for high street retail and I'm not confident that it will improve in coming months.

Donald Finlay, managing director of men's and children's wear brand house Douglas & Grahame

Based in: Carrickfergus, Northern Ireland

Brexit doesn't suit a business like ours, which imports 90% of product and exports around 45%. We had to start working on our Brexit planning early. Last autumn we started the process to become a customs-accredited warehouse. It is nearing completion now. That will allow us to manage imports and exports, VAT and duty in a more efficient way.

On top of that, because the Republic of Ireland is such an important market for us, we are opening a warehouse in Dundalk or Dublin. It will allow us to operate within the Republic more efficiently.

We have also looked at the additional costs that may apply if there is a no-deal and WTO tariffs apply. We will absorb any risk and maintain our prices for the rest of 2019, irrespective of what happens or doesn't happen on 29 March. Customer sentiment is a concern and they are nervous so by keeping our prices the same we are hoping to ease that.

We are talking to our suppliers to see if they can help [to recoup some of the potential cost of tariffs]. There has been a mixed reaction as the majority see this as an issue we have caused ourselves, but it is an ongoing conversation.

If we get an extension on Brexit until the end of June it will hopefully allow for more clarity [before we leave] and give more time to prepare. It is mind blowing how much still needs to be dealt with across the country and there's no time to do it. Things like driving and insuring vehicles going across the border, reappointing members of staff and training them to manage export documentation - it is a significant demand on resources.

We traded with the south [of Ireland] before the EU came into play and went through the daily customs checks. We wouldn't invite it again but that is out of our control. We just want to know what will happen and we will deal with it.

Mike Branney, managing director and co-founder of fast fashion etailer Oh Polly

Based in: Glasgow

For us, the concern is around recruitment in the long term - particularly in certain skills shortage areas such as web development. We've recruited three European web developers over the last year alone because there just aren't enough of them in the UK. I don't know how easy it will be to get them visas to work in the UK.

There's also a massive issue surrounding logistics. It's still really unclear how smoothly goods will be flowing in and out come the end of the month. We've been assured by partners such as DHL that there will be no issues. They have put in additional capacity and they're only going to be prioritising their existing customers, they're not taking on any new customers. So, if the ports get blockades or anything, we should still be all right.

We don't have any suppliers in the EU and we're not reliant on the EU as a marketplace, they're a very small percentage of our exports - so on that front it won't really impact upon us. If anything, being vertical and largely operating away from the EU gives us an advantage when the exchange rates fluctuate. It gives us a good advantage because we buy everything in US dollars.

Looking ahead, a good trade deal with the US would be good for us because that's a massive growth market and one of our targets for the next three years. Any agreement that we could get there in terms of tariff-free trade would be great.

Ray Clacher, executive vice-president of Trinity (which owns brands including Kent & Curwen and Gieves & Hawkes)

Based in: London

Every quarter we have a Brexit meeting. We look at potential tariffs, how we trade with certain countries, the what ifs. We have looked at every vendor, every supplier. Where do all the component parts of the product come from? Our brands are high end, so we use a high percentage of Italian cloth. We've tried to work out what effect it would have if Brexit didn't happen, or we crashed out [without a deal]. We have looked at our current stockholdings, our commitment to those cloth mills. Nothing has necessarily changed, but we know what we're exposed to.

We're also looking at countries on the edge of the EU. Turkey is a big one - we make a lot of shirts and casualwear there. There's a lot of concern, as that could be extremely exposed. We've had a look at that, and at potentially counter-sourcing. If we couldn't trade with Turkey, could we do similar product at the same price elsewhere?

Generally speaking, other than having a plan B, we haven't done anything. We're not intending to change our pricing. We buy in sterling and the pound to euro rate has been steady at €1.13-€1.17 all year. We've taken the stance not to hedge. If Theresa May gets her way, the pound could fly, in which case we'll bank that profit.

Juls Dawson, director, sales of marketing and branding agency Just a Group

Based in: London

I don't think anyone really knows what the impact of Brexit will be, either short or long term - whether that be backlogs at ports, changes in agency law or new tariffs and duties that may hinder cross-border trade.

Undoubtedly there will be repercussions and changes to the way we work every day, and I hear of many companies making the best preparation they can, whether that be stopping international buying trips or stockpiling products or components. But for us, however naive it may sound, we will wait to see what happens. We truly hope all the concerns regarding a logistical Armageddon hampering our day-to-day trade is another "millennium bug" episode and we will all look back with a sigh of relief.

Stavros Karelis, founder of independent retailer Machine-A

From my perspective, the first main issue is currency, as we are buying so much product from international brands in euros and other currencies.

We have had to hedge currencies for the first time. If sterling hits a big low, that could really affect the business and the buy.

The second issue is what is happening with stock movement and deliveries. When are the products arriving and what will the import duties be? How will this affect the pricing, the cost of products and the price we sell for? Some businesses can move or switch between different warehouses, but we are not big enough for that.

What we have done is tried to move deliveries, to get everything here before the possible tariffs come in.

There is also the issue of if the goods are going to be stuck. The worst-case scenario is if the products won't be able to come into the UK or get held up. That, plus tariff duties will have a big effect.

It will affect the pricing of the products. If the brands have to change the prices on everything, we will have to change our all pricing, which is already part of our budget and imputed in all our system.

The problem is that it's all based on assumption at the moment, and that is creating the most uncertainty. No one feels secure because know one knows. There is no clear message. This is the worst thing, because from currency to deliveries to the mood of the customer, it's all relating to an assumption that no one knows.

There other worry is visas, and whether staff are OK to stay and live and work in the UK. Our staff are very international, including me.

Victoria Prew, co-founder of womenswear rental start-up Hurr Collective

Based in: London

From our perspective, the biggest immediate impact comes on our workforce. As a start-up, we work with freelancers from across the world, so when there is uncertainty and the value of the pound fluctuates against the dollar, it can dramatically affect our costs, especially as a small business.

As we started the business, we hedged our bets as we don't know what will happen next, so we are building a UK-focused company. Everything is handled in the UK and everything operates exclusively in the UK at the moment. That means we don't face too many immediate issues.

However, expansion to Europe, the US and all sorts of other countries is on our roadmap for the future, and how that happens will partly depend on the outcome of Brexit discussions.

In the short term we are quite safe, but as we look to expand down the line, we want to be an international business so free and easy trade with Europe, as well as elsewhere, would be the ideal situation.

Jo Davies, founder of independent retailer Black White Denim

Based in: Cheshire

My stance has been that until we know precisely what is going to happen, it's business as usual.

Our revenue is increasing and as such, so are our budgets. Most of what we buy is in sterling though we do have to buy some stock in dollars and euros. We factor this in when buying and keep our fingers crossed that the exchange rate is neutral or works in our favour.

We have just added a new part-time member of staff to our team to help with the digital side or our business as this, as well as in-store, is driving growth.

Hugo Adams, CEO of childrenswear brand Frugi

Based in: Cornwall

The difficulty is knowing whether it's going to impact us or not, because there are so many different options and possibilities. What we've tried to do is plan for the stuff that's in our control. It all takes time and effort, and it's a distraction from trying to grow the business.

We've moved orders forward to try to avoid things coming through over this period. It has cost us some money - not a lot of money - but at least our goods aren't perishable and they're not that time sensitive. We don't want to let our wholesale stockists down, so that is a key concern of ours.

The second thing was about getting ready for any extra administrative burdens - making sure that we've got the resources or the potential resources to cope with a lot more bureaucracy and paperwork that is required with importing and exporting.

Then the last thing is the long-term contingency to have some sort of distribution centre or presence in Europe. At the moment, we don't have any employees [based] outside the UK. Our second-biggest market is Germany, so we've got potential third-party options for warehousing there if we need it.

Samantha Frost, co-founder of womenswear etailer Pretty Lavish

Based in: Hertford, Hertfordshire

The biggest impact from Brexit for us is around getting products through customs from suppliers in the Far East. Even now, there is so much uncertainty still on what will happen.

As a result of this, we are trying to work with longer lead times - we are developing our designs further ahead at the moment to prepare for the likelihood that things might get stuck in customs.

We have a knitwear factory in the UK and the rest of our manufacturers are in the Far East, so we don't actually import anything from the EU itself. But there is so much uncertainty around how things will end up, that we are preparing ourselves by working on products further in advance - that's all we can do at the moment, really.

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How retailers and brands are planning to beat Brexit

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Today (29 March) was to be a historic day for the UK - the date we exited the EU. However, after parliament rejected prime minister Theresa May's withdrawal agreement and voted against a no-deal exit, EU leaders offered to delay the Brexit date to either 12 April or 22 May.

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Look into VAT on children's wear and the affect this has
- most common fabrics used

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Ideas of research:
Ask parents their opinions on mini me dressing.
-Would they do it?
-Is it readily available?
- Do they find it easy to find fashionable clothes
-Practicality?
-Price range
-Brands doing it well?

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Building on the success of brands including Zimmermann and Country Road in kidswear, active wear brand Running Bare has just launched RB Girl, a capsule collection priced from $45 to $60, while denim brand One Teaspoon is launching its first kids' range this week.

One Teaspoon founder Jamie Blakey said a lot of children's denim "hasn't been updated since forever, which blows my mind. They are still taking the same approach ... there were no looser, slouchier fits for girls and they were generally just awful."

Bobbsey twins ... Beyonce and daughter Blue Ivy.

Blakey said it was important for One Teaspoon, whose cheeky denim shorts have a cult following among women, to ensure its children's range wasn't too revealing.

"It's a fine line. You need to keep it nice because they're kids but you don't want to 'kiddy' it up too much," she said. "A lot of young girls love the tight shorts but we don't do that. Everything is a bit oversized."

Parenting and relationship expert Dr Karen Phillip said the "mummy and me" trend is fine "as long as the clothing is age-appropriate and the mummy is not attempting to have her child look an older mature version of themselves".

"Most kids hate dressing like their parent once they [reach] about eight years old. At this age they start developing a keener sense of identity and a voice to vocalise their desire for non-compliance," she said.

As children have greater access to social media, they are playing a more active role in their clothing purchases, says Kim Do, senior analyst for IBISWorld.

Latest reports show the kidswear market is growing at 2.9 per cent annually, which makes it an attractive opportunity for retailers. In comparison, women's fashion retail revenues are falling by 1.3 per cent.

Ms Do said a surge in the birthrate in 2004-2010 meant these children are now aged eight to 14 years, which may also be positively impacting kidswear sales.

"Social media influences their style and clothing choices more than previous generations," Ms Do said.

She said the collapse of specialised children's retailer Pumpkin Patch in 2016 (it has since been resurrected as an online business) would not discourage new entrants from the market and was a reflection of changing shopping behaviours.

The new entrants "target parents who want convenience - say a mother who is shopping for herself and picks up something for the kids rather than going out of her way to a store that only sells kids' clothing", she said.

Convenience is a big selling point for The Iconic, which launched a childrenswear site this month with 80 brands.

Its chief category officer, Mareile Osthus, said early trends include "glittery items, unicorns, we're selling a lot of colour".

"People buy more items for kids at the same time. They buy in chunks, kids get dirty or break things - they like bundling offers," she said.

Ms Osthus said The Iconic will expand its range of "mini-me" clothes, which is a huge social media and celebrity trend driven by everyone from Beyonce to designer and WAG Terry Biviano, who regularly dresses her daughter Azura, 4, in outfits that match her own.

When it comes to price, Blakey said the lower profit margins on kidswear is the main reason One Teaspoon is holding off wholesaling its new range for now.

"Australia's kids' boutique market is such a tight market and with margins, a kids' size 4 pair of shorts costs the same to make as a women's pair," she said.

Still, with some brands charging hundreds of dollars for the children's equivalent of the adult garment, she encouraged parents to find pieces that can be passed down multiple times.

"I still have pieces I bought for my son, who's 13," she said. "All three [of my] kids have worn them and I am passing on to my friends. I like there's longevity in these pieces."

Melissa Singer is National Fashion Editor of The Sydney Morning Herald and The Age.

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'Mini-me' dressing drives surge in fashion brands making kids' clothes

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Building on the success of brands including Zimmermann and Country Road in kidswear, active wear brand Running Bare has just launched RB Girl, a capsule collection priced from $45 to $60, while denim brand One Teaspoon is launching its first kids' range this week.

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Our factory houses state-of-the-art design, pattern making and manufacturing facilities and our warehouse deals with orders large and small. Whatever your clothing requirements are, we can offer you a complete range of services all under one roof to fit your needs.

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Cotton Boulevard's first collection launched for autumn 18, and offered organic cotton clothing for babies and toddlers from three months to 24 months old.

The brand was conceived two years ago by Julie Morgan, a former City worker. She launched it from her home in Northamptonshire after she had a child and noticed a rise in brands offering sustainable cotton baby clothes and kidswear.

The autumn 19 collection features pinafore dresses, cardigans, joggers, sleepsuits, bodysuits, rompers and dungarees. Prints include carousels, circus animals and ferris wheels on a muted lilac background. Cotton Boulevard also offers cotton bibs and blankets.

It debuted for autumn 18 with kidswear independent Dandy Lions Boutique in Buckingham, and is launching wholesale for autumn 19.

All pieces are manufactured in India in a factory with Global Organic Textile Standard certification.
Wholesale prices range from £5.48for a reversible bib to £16.48 for a corduroy pinafore dress. hello@cottonboulevard.co.uk cottonboulevard.co.uk
La Coqueta

Baby and kidswear brand La Coqueta was propelled into the spotlight at the end of last year when Prince Louis wore the luxury brand in an official royal portrait.

Founded in 2013, it has built a solid reputation thanks to its high-quality, Spanish-made designs for newborns to 10-year-olds. Frilled, floral dresses and snug knitwear for girls and smart shorts and shirts in bright colours for boys are among the classic styles on offer.

Spanish founder Celia Munoz set up the brand in London after the birth of her own child. Previously a headhunter, she decided to set up La Coqueta after seeing that the more formal, traditional style of kidswear favoured in the Spanish market was a hit with British shoppers, royals included. Clothing is designed in North London and made in Spain.
Wholesale prices range from £12 for baby booties to £44.50 for coats. 020 3793 5340 lacoquetakids.com
Another Fox

Originally launched in 2017, Another Fox was set up with the aim of providing parents with a modern alternative to traditional, stereotypically pink and blue, kidswear.

Founder Andie Fox quit her job as a buyer to launch the brand. Before Another Fox her career included an 11-year stint at Ted Baker and seven years at Topman.

For spring 19, the brand collaborated with designer and illustrator Victoria Devey on a collection of prints.

Another Fox is expanding its wholesale offer for autumn 19, moving into its second wholesale season. It made its trade show debut at Dot to Dot in London in January.

The collection features streetwear-inspired shapes such as sweaters, as well as dungarees and graphic printed T-shirts. Clothes are for boys and girls aged one to eight.

Wholesale prices range from £4 for shorts to £9 for dungarees. 07850 412390 anotherfox.com

Totem Kids

Eco-friendly, gender-neutral kidswear brand Totem launches for wholesale for autumn 19. The playful, print-heavy designs are created in collaboration with different designers and artists each season.

Quirky characters and cartoon prints are a common theme. The autumn 19 collection is entitled "The Forest Muse", and bomber jackets and leggings appear in vibrant forest greens with playful foliage prints. The collection caters to children aged two to 10 years.

The brand was founded by Central St Martins graduate Kate Bonhôte, who previously founded womenswear concept store and brand Beyond the Valley in London's Soho. Now based in Hackney, east London, her travels across the Middle East and Mexico inspire her creations.

With Totem, Bonhôte is focusing on sustainability, and the collection is made with organic and recycled fabrics, as well as materials with a low carbon footprint. Clothing is made in the UK.
Wholesale prices range from £12 for tops to £24 for jackets. 07557 642898 thetotemkids.com
Bobux X The Bonnie Mob

British kidswear brand The Bonnie Mob has teamed up with New Zealand-based footwear brand Bobux for autumn 19 with a vibrant children's footwear collaboration.

The collection of three soft-soled shoe designs spans ages from newborns up to two years.

Musical notes, pandas and rainbows feature on the shoes. Inspired by John Lennon's song Imagine, they tie in to the theme of The Bonnie Mob's autumn 19 knitwear range. Styles are named "Lennon Notes", "Imagine Rainbow" and "Peace Panda".

Bobux's styles are made from 100% chrome-free leather and the shoe shape is designed to be gentle on young feet.

Sales books for the collection are open up to 28 February, and it will be on show at trade shows including Moda in Birmingham and Playtime New York.
Shoes wholesale at £11 +45 202 074 78 bobux.com
Barn of Monkeys

Barn of Monkeys launched its debut collection for spring 18 with an offer catering to ages two to 16 years.

Since launch, the brand has grown its stockist base, and now has more than 30 worldwide. Currently, it does not have any UK stockists, and is looking to enter the market.

Designed with the mantra "stories that you wear", the collection features geometric patterns in bright colour palettes - vibrant greens, orange tones and peachy colours are all highlights for autumn 19.

The brand manufactures in Portugal and uses organic, raw materials and Global Organic Textile Standard-certified cotton.
Wholesale prices range from €7.20 (£6.40) for a top to €39.20 (£34.84) for outerwear. +351 912 220 659 barnofmonkeys.com
Colours & Sons

German menswear brand Colours & Sons launches childrenswear for autumn 19 with a range of "mini-me" boys' shirting.

Colours & Sons launched as a menswear brand in 2012. Known for its quirky and bold shirts, it has 50 stockists in the UK.

The debut kidswear range features nearly 20 similarly eclectic shirt styles that co-ordinate to the men's collection and are available for ages two to 16.

Wholesale pricing is yet to be announced, but the collection officially launched at the Panorama trade show in Berlin last month. Sales books are open.

Styles feature floral and nature prints, with bold, geometric linings visible on cuffs and collars.

Michael Spriggs Agencies acts as the UK and Ireland representative for both the men's and boys' lines.
Wholesale prices to be confirmed. 0116 2362304 coloursandsons.com

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Keeping up with the kids: the childrenswear brands to know

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Cotton Boulevard's first collection launched for autumn 18, and offered organic cotton clothing for babies and toddlers from three months to 24 months old. The brand was conceived two years ago by Julie Morgan, a former City worker.

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There has been some big-name noise in the kidswear space in recent months. As interest in the market remains strong, brands including Superdry, Henri Lloyd, Mint Velvet and Calvin Klein Jeans have all launched children's collections.