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Now a household name, Calvin Klein is probably best known for its underwear, jeans and perfumes.

However, the company sells a huge variety of products, including bags, towels, jewelry and shoes.

Customers can also purchase accessories such as wallets, belts and sunglasses in various styles and colors.

Calvin Klein wasn't always the big name it has become today.

With just $10,000, fashion designer Calvin Klein opened a coat shop in 1968.

Since the shop was situated in a New York hotel, it wasn't long before his coats and their designs were being viewed by thousands of people.

The coats were simple yet fashionable and targeted a younger crowd.

The following year, Calvin Klein appeared on the cover of Vogue, a highly popular fashion magazine.

By this point, Calvin Richard Klein had quite a history in fashion and design.

He had attended the High School of Art and Design as a teenager, and enrolled on a course at the Fashion Institute of Technology.

Graduating in 1963 with a Fine Arts degree, he began a job in a dress-making company but left after his boss refused to give him a pay raise.

CK in the 1970's

The 1970s were the years which really saw Calvin Klein and his business move to new heights.

In 1971, he began to add new lines to his brand, including women's lingerie, blazers and sportswear.

He won the Coty Award (Coty American Fashion Critics' Award) for three consecutive years between 1973 and 1975.

By 1977, Calvin Klein had reached an annual turnover of $30 million.

This was due to increased business and advertising, but also because they were now selling scarves, shoes, sunglasses, furs and other items.

With more products on sale, they could reach a wider audience.

So far, Calvin Klein had only been selling items targeted towards women, but during the 70s, they started selling menswear too.

They also began selling jeans, an item for which Calvin Klein is still very popular today.

Within just one week, a total of 200,000 pairs of jeans had been sold.

The famous logo, which is Klein's name printed onto the back pocket of the jeans, also began at this point and started a trend which has continued ever since.

This logo trend became something which was used not just for Calvin Klein jeans, but also for other brands which manufactured jeans.

Cosmetics & Fragrances

Towards the end of the 1970s, Calvin Klein began to use its license to sell cosmetics and fragrances, but these products were not as popular as the clothing and accessories had been during the same decade.

Instead, the company suffered huge financial losses, causing them to withdraw all fragrances and cosmetic items from the market.

There were no new products added for the next few years, as Calvin Klein concentrated on marketing his ever-popular jeans.

Calvin Klein in the 1980's

During the 1980s, jeans in general were becoming more popular among young people, and Calvin Klein introduced underwear for both men and women.

The new underwear collections alone brought in $70 million in just one year, and they were advertised heavily throughout the 1990s on large billboards and other advertisements.

Mark Wahlberg, who was famous as a pop singer during the time, was the face of Calvin Klein during this era.

The men's underwear were soon being referred to colloquially as "Calvins".

Advertising played a big part in the success of Calvin Klein.

This was particularly true with the underwear collections.

The business, which was also known as CK by fans, used famous faces in order to catapult the company further in the fashion world.

Brooke Shields was one of the celebrities who modeled underwear for Calvin Klein in the 1980s, and the slogan " Nothing comes between me and my Calvins " was controversial yet got people talking even more about the brand.

More stores were being opened not only in America, but in various other countries around the world.

In total, there were more than 12,000 stores which sold Calvin Klein clothing, including many in the UK, Ireland, Australia and Japan.

In 1993, Calvin Klein was named "America's Best Designer", but by 1999, the company was put up for sale.

Several other companies, including Tommy Hilfiger and LMVH were interested in buying the company, but with an asking price of $1 billion, none of the offers were coming close enough.

In 2002, Calvin Klein decided to sell his business.

It was sold to Phillips Van Heusen Corp, but not for anything near the initial $1 billion Klein was looking for.

He settled for $400 million in cash, $30 million in stock and an estimated $300 million of royalties which he would receive over the next 15 years.

At first, Calvin Klein kept his role as the creative lead, but soon decided to change to creative adviser.

Eventually, he left the business altogether, and today, the man himself plays no part in the Calvin Klein brand.

The Faces of Calvin Klein

Justin Bieber became the new face of Calvin Klein underwear for men, and Kendall Jenner began modelling the women's underwear.

The introduction of two popular celebrities caused the sales of Calvin Klein underwear to soar, making it even more popular a brand than it was before.

Ironically, Calvin Klein himself didn't think it would be a good idea to use either of them to model the underwear, but it turned out to be a good advertising move for the business.

CK ran a successful campaign in 2016, to represent all of it's clothing simultaneously, as it was one where their audience could get involved with by sharing what they do in their Calvin's.

The campaign was influenced by celebs such as Justin Bieber, Kendall Jenner, Cameron Dallas, Shawn Mendes, Noah Centineo & Fetty Wap.

It rapidly took off on social media, with people sharing their photos with the caption: " I _____ in #mycalvins ", and it's up to the audience to be creative & fill in the blanks.

Their fragrances didn't disappoint this time.

Popular fragrances from Calvin Klein which are around in the 21 st Century include Obsession, Eternity and Escape.

Although suggestive advertisements were cancelled or banned for many of the Calvin Klein clothing, there were still a lot of them being used for the fragrances.

Although they received complaints about this, the images actually seemed to increase the sales of the perfumes, so no further action was taken to terminate the use of the provocative advertising methods.

Each year, fashion critics and fans look out for the new lines and collections which are coming from Calvin Klein.

With new items and designs being added to their ever-growing stores, Calvin Klein is certainly a business which knows how to keep its fans interested and how to get new customers.

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Calvin Klein Fun Facts & History - The Fact Shop

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Now a household name, Calvin Klein is probably best known for its underwear, jeans and perfumes. However, the company sells a huge variety of products, including bags, towels, jewelry and shoes. Customers can also purchase accessories such as wallets, belts and sunglasses in various styles and colors.

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Calvin Klein is a premium brand of luxury clothing sold in the USA. Founded by ace fashion designer Calvin Klein this fashion label makes and sells clothes as well as merchandise for both men and women. Currently, Calvin Klein is owned by Philips Van Heusen. Calvin when he founded the brand in the year 1967 redefined the American style of dressing through popularising the casual chic style of dressing.

Even today Calvin Klein is considered to be a trendsetter in casual outfits. In the 36 years of its existence before the company was sold to Philips Van Heusen, the designer brand had already built its credibility. In addition to clothing, the brand also makes fragrances and accessories.

The business interests of Calvin Klein are broadly classified into two - Calvin Klein Apparel which is responsible for the sales of its product line in both men and women's wear and Calvin Klein Licensing which looks after the licensing agreements with third parties. The company gets almost 60 % of its earnings from Calvin Klein Apparel which also has under it the 115 retail stores that the brand owns.

Strengths in the SWOT analysis of Calvin Klein

The following are the strengths of Calvin Klein :

Presence in multiple domains of fashion: The main products of Calvin Klein are ready to wear fashionable clothes for men and women. In addition to this, they also have perfumes and accessories such as watches, eyewear, shoes, and jewelry for both men and women. The designer brand also has their exclusive line of home furnishings and furniture.

Operational efficiency: The operational efficiency of the business comes from the manner in which they have segregated their businesses. The business interests of Calvin Klein are broadly classified into two - Calvin Klein Apparel which is responsible for the sales of its product line in both men and women's wear and Calvin Klein Licensing which looks after the licensing agreements with third parties. The company gets almost 60 % of its earnings from Calvin Klein Apparel which also has under it the 115 retail stores that the brand owns. Calvin Klein has around 50 licenses for the three brands under it.

Global Presence: Calvin Klein is a popular brand and it is sold in many countries around the world. Their primary market, however, is the USA which accounts for around 58 % of its total sales. The other leading markets in terms of market share are Europe and the Asia Pacific. Recently the brand also opened a series of stores across the Middle East.

Astute Marketing: One reason for the astounding popularity of the brand Calvin Klein is its marketing strategy especially with regard to their advertisements. The brand has always used subliminal advertising which is sexually explicit to draw attention to their products. Through shocking advertisements, the brand has always stayed in the minds of their target segment and often been successful in building a bold image for the brand.

Skille workmanship: Calvin Klein has always been associated with the best of designers and this makes their designs unique and trendy. This has been one of their core differentiators from competition and has also made them the preferred clothing choice of a number of celebrities.

Weaknesses in the SWOT analysis of Calvin Klein

Weaknesses are used to refer to areas where the business or the brand needs improvement. Some of the key weaknesses of UPS are:

Synergy: Licensing constitutes a critical part of Calvin Kleins business model and the company finds it immensely challenging as well as expensive to coordinate amongst their licensees who are spread across all parts of the world.

Image management: Calvin Klein has always been popular as an out of the box brand with quirky styles and creative designs. In an age of competition where in addition to global designer brands there are also a number of prominent local designers who are making a mark, the company is struggling to maintain its creative image in the market.

Ethics: Calvin Klein has always been a controversial brand regarding its advertisements which are often criticised for its overt sexuality. In addition to it, the brand has also been questioned for copying other designers as well as for licensing issues.

Opportunities in the SWOT analysis of Calvin Klein

Some of the opportunities include:

The market for kids: As the urban population has more money to spend many designer brands are moving into designer clothes and other merchandise for kids. This can be a market that can offer a lot of scope for a popular designer brand like Calvin Klein.

Threats in the SWOT analysis of Calvin Klein

Threats are those factors in the environment which can be detrimental to the growth of the business. Some of the threats include:

Competition The main competitors of Calvin Klein are Gucci, Dolce &Gabbana, and Tommy Hilfiger etc.

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This is SWOT analysis of Calvin Klein. Calvin Klein is a premium brand of luxury clothing sold in the USA. Founded by ace fashion designer Calvin Klein this fashion label makes and sells clothes as well as merchandise for both men and women. Currently, Calvin Klein is owned by Philips Van Heusen.

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PVH Corp, the company behind Calvin Klein and Tommy Hilfiger, has announced a new set of corporate responsibility goals ahead of the Copenhagen Fashion Summit, where CEO Emanuel Chirico is expected to provide more details. Named 'Forward Fashion', the new targets are based on three focus areas: reducing negative impacts to zero, increasing positive impact by 100 percent and helping over one million people across the supply chain.

"The challenges and opportunities we face are bigger than PVH, but we are confident Forward Fashion will position us for success over the long-term, leading to more engaged associates, more loyal consumers and, ultimately, a more sustainable and responsible future for the fashion industry", said Chirico in a statement.

How PVH aims to reduce its environmental impact

To eliminate carbon emissions, PVH aims for all its offices, warehouses and stores to be powered by renewable electricity by 2030. Additionally, the company wants to drive a 30 percent reduction in emissions across its supply chain.

PVH also pledged to achieve zero waste in all its offices, distribution centers and stores by 2030, as well as eliminating single-use plastics. When its comes to the elimination of hazardous chemicals and microfibers, the company set its deadline even sooner: by 2025 all its water leaving wet processors should have zero hazardous chemicals and be filtered for harmful microfibers.

Last but not least, the company promised that three of its best-selling products will be completely circular, with full traceability of raw materials, by 2025.

How PVH aims to increase its positive impact

PVH also announced a series of targets to increase its positive impact on society and the environment. The company aims for all of its suppliers to meet or exceed their social and environmental standards by 2030. In addition, 100 percent of its cotton and viscose should be sustainably sourced by 2025. For polyester, the deadline was set for 2030.

When it comes to guaranteeing fair and safe working conditions for workers across the supply chain, PVH wants 100 percent of those employed by their key suppliers to be represented by democratically elected representatives by 2025. Moreover, the company aims for all of its suppliers in two key production countries to "proactively" support industry-wide collective bargaining to achieve living wages.

PVH pledges to empower women across its supply chain

PVH's list of targets also include the development of professional development programs for women, which should be provided to 500,000 workers across its supply chain by 2030. Additionally, over 38,000 PVH associates are set to receive training on unconscious bias against women by 2023. The company aims to achieve gender equality in its leadership positions seven years later.

Early education, childcare, and youth employability services were also promised for underserved communities worldwide. The company aims to reach 135,000 people through these programs. Lastly, PVH pledged to establish five programs to ensure access to clean water in water-pressed communities where PVH carries its business.

Now, it's up for consumers to keep PVH on its promises.

Picture: screenshot Forward Fashion report

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PVH announces ambitious sustainability targets

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PVH Corp, the company behind Calvin Klein and Tommy Hilfiger, has announced a new set of corporate responsibility goals ahead of the Copenhagen Fashion Summit, where CEO Emanuel Chirico is expected to provide more details.

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Influencer Jay Alvarrez, an extreme sports enthusiast who is best known for his travel-themed (and occasionally thirst-trapping) content on both Instagram (6.4 million followers) and YouTube (1.3 million subscribers), has launched a new series alongside fellow creator Lucas Asher in honor of the first-ever World Reef Awareness Day, which took place on June 1.

The multi-part series, titled Omerta Cortex, dropped last week on Alvarrez's channel. In episode one, Alvarrez, Asher, and The Real Tarzann - an animal and wildlife creator with 489,000 subscribers whose real name is Mike Holston - ventured to Bora Bora to adopt a coral reef and ride giant squids. They are also partnering with coral gardeners to personally fund conservation programs. Following the reef preservation episode, Omerta Cortex will follow more adventures as the guys travel around the world to raise awareness for myriad causes.

Both Alvarrez and Asher hail from Hawaii, and Omerta Cortex is to the name of their self-styled creator collective. In Latin, the phrase 'Omerta Cortex' translates to 'code of consciousness'.

Alvarrez and Asher first became passionate about coral reef preservation while travelling to Tahiti and Moorea for a photoshoot with model-influencers Michele Maturo, Casey Boonstra, , and Ayla Woodruff, where they learned that a nearby coral reef mosaic was being threatened by pollution, global warming, and other factors.

You can check out the debut episode from the Omerta Cortex series below:

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Adventure Vlogger Jay Alvarrez Launches 'Omerta Cortex' Series For World Reef Awareness Day - Tubefilter

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Influencer Jay Alvarrez, an extreme sports enthusiast who is best known for his travel-themed (and thirst-trapping) content on both Instagram (6.4 million followers) and YouTube (1.3 million subscribers), has launched a new series alongside fellow creator Lucas Asher in honor of World Reef Awareness Day, an inaugural unofficial holiday that took place on June 1.

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1.4m Likes, 21.6k Comments - Cameron Dallas (@camerondallas) on Instagram: "Let's gooooo 😛 @t... | Cameron dallas shirtless, Cameron alexander dallas, Cameron dallas

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Feb 12, 2020 - This Pin was discovered by fan boy. Discover (and save!) your own Pins on Pinterest.

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Macy's Herald Square... - CALVIN KLEIN Office Photo

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CALVIN KLEIN Office Photos on Glassdoor. Macy's Herald Square.

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Mar 1, 2020 - This Pin was discovered by Jonathan Lo. Discover (and save!) your own Pins on Pinterest.

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Synonymous with relaxed luxury and refined simplicity, Calvin Klein for him has been revered by metropolitan sophisticates since 1968. Half a century on, Calvin Klein retains its original affinity with clean lines and upholds its sleek attitude to loungewear, casualwear, tailoring and ready-to-wear attire. With an inimitable modern sensibility at the forefront of contemporary design, Calvin Klein men's apparel effortlessly embraces everything from sharp tailoring to casual luxe elegance, whilst maintaining a consistent focus on superior execution, unparalleled details and sophisticated silhouettes. Discover our range of underwear for men, including our iconic men's boxers and briefs, which are produced with high quality cotton and offer a perfect blend of breathability and comfort. Men who want to stock up their wardrobe with key essentials can never go wrong with our multipacks. Create your favourite looks by combining our men's jeans with a t-shirt, jumper or sweatshirt and a pair of our comfortable men's trainers. Expand your collection with our men's accessories and explore our jewellery and bags to finish off any look. From laying the foundations for a more complex ensemble to refreshing your everyday loungewear essentials, you will never compromise on form or functionality again with Calvin Klein men. Transcendent, iconic, and timeless, placing your trust in Calvin Klein will never go unnoticed or unrewarded. It is time to reject the rules, embrace understated minimalism and stand strong every season in CK man.

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Synonymous with relaxed luxury and refined simplicity, Calvin Klein for him has been revered by metropolitan sophisticates since 1968. Half a century on, Calvin Klein retains its original affinity with clean lines and upholds its sleek attitude to loungewear, casualwear, tailoring and ready-to-wear attire.

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Calvin Klein digital marketing campaign analysis

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Calvin Klein digital marketing campaign analysis

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Modern Supply Chain is no longer a luxury, but a necessity. We are now living in a demand driven world and customers want more. Each year, companies are losing approximately $1.6 trillion due to poor service costs and by the end of 2018, ⅓ of all companies will have found themselves disrupted by digitally enabled competition. Supply chain is a critical area where businesses can make a difference and battle for customer loyalty. Legacy SCM systems are linear and siloed which doesn't allow for fluidity of the ever changing demand. Businesses who adopt modern, cloud based SCM Systems are able to have deeper visibility and more precise control of their supply. With these new intelligent systems, businesses are able to gain better insights to make strategic actions as well as to give them the competitive edge over their competitors. Oracle's leading SCM product set gives businesses a unified platform which integrates every aspect of their supply chain system. Partner with Oracle today to find your Pathway to SCM Success.

Why Legacy Systems Can't Keep Up

We've seen technology grow and transform many industries and supply chain is no different. T here are two long-term trends that have contributed to the push of new SCM technology; Massive Disruption and Changing Expectations. Amazon and other online retailers have redefined the consumer industry and completely eliminated the traditional order-to-deliver business model. Although it started in the B2C market, B2B markets are starting to demand the same type of experience.

In order to meet these new expectations, businesses need to be more agile and have more capabilities that allow them to better control the customer experience. Legacy SCM systems don't have the visibility needed to meet these demands. Most legacy systems rely on third party vendors to support specific channels. This causes gaps in visibility and challenges in service consistency. With the new expectation of same day fulfillment and customized products, it is necessary for businesses to have insight into the complete process. Traditional systems are too linear and cannot keep up with the flexible and fluid processes today's marketplace needs. Switching to a modern SCM will give businesses a holistic view, leaving fragmented and siloed legacy systems behind.

Gain a Competitive Edge with SCM Cloud

" Tomorrow's Supply Chain " enables businesses to be innovative, proactive and to continuously improve their supply chain processes. Some defining traits of Oracle's SCM Cloud Applications are:

SCM automates processes to allow the users to spend more time understanding the customers demands of services. Because of the visibility between the different systems, businesses are more cost effective and have better oversight into real time marketplaces and customer preferences. These, coupled with the customizable software, allows the users to spend more time making business decisions and less time monitoring and manually intervening in supply chain processes.

Along with our defining traits, Oracle's SCM cloud solutions pair AI and ML to allow businesses to turn insights into actions. In this competitive landscape, organizations need to not only be adaptable to market fluctuations. Our intelligent software is built on three capabilities, orchestration, responsiveness, and clarity, that empower organizations to make decisions with confidence. All of the data is analyzed to assess relevance and business value as well as to identify correlations that might otherwise go unnoticed. Bringing this all together, business are able to implement changes virtually, using this one source of truth.

Are You Ready?

Investing in new software is always a risk, but Oracle's SCM solutions not only provide the insights expected, they are an investment that pays off. With the new technology evolution, Oracle has proven that businesses are able to respond faster and solve problems sooner. We integrate new upgrades and innovations into your system at no extra cost so your SCM solution can be scalable and agile for an Omnichannel Future.

Read more about how to start on your Path to SCM Success with our Complete Guide to Modern Supply Chain Management. This is a necessary handbook for any Innovation-Focused business leader.

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Your Complete Guide to Modern Supply Chain Management

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Modern Supply Chain is no longer a luxury, but a necessity. We are now living in a demand driven world and customers want more. Each year, companies are losing approximately $1.6 trillion due to poor service costs and by the end of 2018, ⅓ of all companies will have found themselves disrupted by digitally enabled competition.

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If you actually do anything other than, you know, *life* in your Calvin Klein underwear, it's probably not this:

I flaunt in #mycalvins. Introducing the @CalvinKlein spring 2016 campaign pic.twitter.com/qe8MvgHATZ

- Justin Bieber (@justinbieber) January 26, 2016

The Biebs' schlong is back after months in denim-clad hiding, front-and-centre of the Calvin Klein S/S 16 campaign.

He has two looks: 'Flaunt' and 'Dream'.

Back in bed with @justinbieber. As feat. in the S16 global ad campaign photographed by Tyrone Lebon. #mycalvins pic.twitter.com/03UZf0Rf0j

- Calvin Klein (@CalvinKlein) January 27, 2016

Which do you guys like best? IDK - I'm torn.

Alongside Justin in the underwear campaign are a bunch of other celebs, including Kendall Jenner, Abbey-Lee Kershaw, Fetty Wap, Joey Bada$$, Kendrick Lamar and FKA Twigs - all, unsurprisingly, doing very different but aspirational things in their Calvins.

Fetty Wap's is the best, though, mostly 'cos he's giving the camera a steezy.

WHAT DO YOU DO IN YOURS?
(Us too) Photos: Calvin Klein.

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Justin Bieber's Foot-Long Reappears To Flaunt / Dream In New CK Campaign - Pedestrian TV

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If you actually do anything other than, you know, *life* in your Calvin Klein underwear, it's probably not this: I flaunt in #mycalvins. Introducing the @CalvinKlein spring 2016 campaign pic.twitter.com/qe8MvgHATZ - Justin Bieber (@justinbieber) January 26, 2016 The Biebs' schlong is back after months in denim-clad hiding, front-and-centre of the Calvin Klein S/S 16 campaign.He ...

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Calvin Klein Collection (renamed Calvin Klein 205W39NYC in 2017 under new creative director Raf Simons) was the brand name for the high-end designer menswear and womenswear lines from fashion house Calvin Klein.

Designer apparel, dresses, coats, dress shirts, eyewear, footwear and leather goods were sold under this 'black label' line which represented the top level in the brand pyramid of the various Calvin Klein brands. Most products were made in Italy, USA, and China.

On March 7, 2019, PVH announced the discontinuation of the Calvin Klein Collection label.

Calvin Klein Collection was one of several Calvin Klein brands owned by Calvin Klein Inc., a wholly owned subsidiary of Phillips Van Heusen (PVH). PVH described the Collection as "the most prestigious and luxurious brand, setting the tone of elegance and modern sophistication for all of the other Calvin Klein brands."

Collection women's dresses retail at about US$900-2,000, but can cost up to $3,000 or more. A men's suit enters at around US$1,300. These prices are significantly higher than those for comparable, mass-produced items in the company's platinum label (for Europe & Asia only), white label (jeans, underwear, etc.) and sportswear lines.

Calvin Klein Collection clothing was traditionally presented bi-annually during New York Fashion Week (womenswear) and Milan Fashion Week (menswear). For the fall/winter 2009-10 shows at New York Fashion Week in February 2009, "as a one-off event" and at the occasion of the brand's 40th anniversary, Calvin Klein Collection menswear returned to New York City "after years of showing in Milan". The spring/summer 2010 collection was shown in Milan again as it had always been clear that "the brand plans to return to the runway in Milan for future shows". Under Raf Simons and with the new name, the women's and men's collections were combined into one show in New York.

The label sewn into the clothes used to be off-white with black characters until fall 2004. After that, it was black with a tonal logotype. The signature font did not change. From 2017 to 2019, it was a black label with the new name in white characters and capital letters (CALVIN KLEIN 205W39NYC).

Before PVH decided in 2003 to license the Collection business, the design of Calvin Klein Collection had been managed out of the label's West 39th Street headquarters in New York City by Mr. Klein and his design staff, even though the pieces were European-produced. The worldwide license for the Collection was then held from 2003 by Vestimenta SpA, an Italian high-fashion manufacturer, whose bankruptcy led Fingen SpA of Italy (the parent of the licensees for Calvin Klein Jeanswear in Europe and Asia and ck Calvin Klein bridge apparel in Europe) to take over the license starting with the Spring 2006 line in the form of a subsidiary named CMI (Confezioni Moda Italia). In late 2005, the New York-based Warnaco Group, an apparel manufacturer that already cooperates with Calvin Klein in their sportswear and Jeans business on the US market, arranged to acquire the worldwide license from "Florence-based Fingen SpA for $286 million" for the 2008 to 2013 period. However, in December 2007 PVH took design and production duties for the collection back in-house to regain full control of the label and Warnaco instead received the rights to operate Calvin Klein Jeans retail stores in Europe, Asia and Latin America and ck Calvin Klein accessories stores in Europe and Latin America.

Before the house of Calvin Klein was sold to PVH in late 2002, Mr. Klein himself oversaw the design of the women's and men's collection. After the sale he functioned as a creative consultant for a short time and was later released from all duties within the company.

Former Creative Director for Calvin Klein Collection for women Brazilian-born Francisco Costa, a former Gucci designer, who had already worked with Mr. Klein directly before the founder's departure from the company. Italo Zucchelli, a former Jil Sander and Romeo Gigli designer, had worked as Sr. Designer for menswear at Calvin Klein for six seasons before he became Creative Director of the Calvin Klein Collection menswear line in spring 2004 until April 2016. Ulrich Grimm is the Creative Director of men's and women's Collection shoes and accessories.

On August 2, 2016, Calvin Klein, Inc. announced the appointment of Raf Simons as Chief Creative Officer of the brand.

Until its discontinuation in 2019, Simons led the creative strategy of the Calvin Klein brand globally across the Calvin Klein Collection, Calvin Klein Platinum, Calvin Klein, Calvin Klein Jeans, Calvin Klein Underwear and Calvin Klein Home brands. As part of his role as Chief Creative Officer, Simons will oversee all aspects of Design, Global Marketing and Communications, and Visual Creative Services. Simons' first collections debuted for the Fall 2017 season.

The arrival of Raf Simons as Chief Creative Officer signifies a momentous new chapter for Calvin Klein," said Steve Shiffman, CEO of Calvin Klein, Inc. "Not since Mr. Klein himself was at the company has it been led by one creative visionary, and I am confident that this decision will drive the Calvin Klein brand and have a significant impact on its future. Raf's exceptional contributions have shaped and modernized fashion as we see it today and, under his direction, Calvin Klein will further solidify its position as a leading global lifestyle brand."

The Calvin Klein Collection advertisements used two "house/signature" models every season (one male, one female) to advertise the brand, in addition to modeling on the runway. Models for past seasons include Kate Moss, Christy Turlington, Natalia Vodianova, Toni Garrn, Suvi Koponen, and Andrew Stetson.

For Fall 2010, Lara Stone was exclusively signed for the women's apparel advertising campaigns for Calvin Klein Collection, as well as ck Calvin Klein and Calvin Klein Jeans.

Until its discontinuation in 2019 PVH operated only one store under the Calvin Klein Collection brand:

654 Madison Ave., New York (flagship store)

The Paris store at 53, Avenue Montaigne closed in March 2006 because PVH decided it was unprofitable. It was the label's only international signature outlet owned by PVH. The space is now occupied by German fashion company Escada. A third store in Dallas' Highland Park was closed after 20 years in January 2006 for the same above-mentioned reason. There were other international locations, such as London, Paris, Madrid, Barcelona, Hong Kong, Singapore and Bangkok where Calvin Klein Collection stores or shop-in-shops can be found that are maintained by partners.

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Calvin Klein Collection (renamed Calvin Klein 205W39NYC in 2017 under new creative director Raf Simons) was the brand name for the high-end designer menswear and womenswear lines from fashion house Calvin Klein. Designer apparel, dresses, coats, dress shirts, eyewear, footwear and leather goods were sold under this 'black label' line which represented the top level in the brand pyramid of the various Calvin Klein brands.

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Calvin Klein is the 2nd most popular luxury brand and the most famous. Calvin Klein is described by fans as: Attractive, Modern, Stylish, Well made and Prominent. Explore fans of Calvin Klein and the popularity of other luxury brands with YouGov Ratings.

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With swarms of gift shoppers descending on streets and malls, the Holiday season is the best period of the year for pop-up stores, and smart brands use this opportunity to test out new concepts. Last week Calvin Klein and Amazon Fashion launched Calvin Klein X Amazon Fashion, a new holiday retail experience that includes two pop-up stores, one in New York City and one in Los Angeles, and a dedicated online store offering exclusive styles of Calvin Klein Underwear until December 31st.

At the brick and mortar locations the first thing customers notice is that there are no price tags, they can scan the item barcode and purchase their selection with their Amazon app and then choose to bring it home right away or have their purchases customized with embroidery and delivered by Amazon. This approach solves several problems both for the shoppers and for the brand. The shoppers have the convenience of continuing shopping without having to carry bags from store to store; the brand knows that it will never have to miss a sale for low inventory. This partnership also gives Amazon the opportunity to push what it is clearly considered their key into the consumer digital tech future. All the fitting rooms contain Amazon Echo devices and Alexa is available to help shoppers get the best shopping experience by answering questions on the products, adjusting lights or playing their favorite songs.

But it's not going to be just virtual entertainment; special events are planned throughout the season including special appearances by super model entrepreneur Karli Kloss, also featured in the Amazon.com/mycalvins campaign.

"The holiday season is one of the most important shopping times for our customers, and we are delighted to team up with Calvin Klein to provide a fun, interactive experience that connects our customers to product in an engaging way," said Michelle Rothman, Vice President at Amazon Fashion.

Both the physical store and the website are selling Calvin Klein Underwear men and women lines; while the online selection is extended to several Calvin Klein Jeans styles.

Calvin Klein, Inc. is a wholly owned subsidiary of PVH Corp. whose portfolio also includes Tommy Hilfiger, Van Heusen, Izod, Arrow, Speedo and Warner's.

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Hi, Tech!: Calvin Klein teams up with Amazon for a new shopping experience

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With swarms of gift shoppers descending on streets and malls, the Holiday season is the best period of the year for pop-up stores, and smart brands use this opportunity to test out new concepts. Last week Calvin Klein and Amazon Fashion launched Calvin Klein x Amazon Fashion.

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Surfer boy uploaded by maria on We Heart It

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Image shared by maria. Find images and videos about summer, boy and Hot on We Heart It - the app to get lost in what you love.

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The first major mention of the Coachella Valley Music and Arts Festival found in The New York Times comes in the form of Neil Strauss' Pop Life column from September 1999 titled "A Festival Promises Safety." Written less than two months after the monstrous Woodstock '99, the article previews the first edition of the festival by dwelling on Coachella's differences, from the complimentary bottles of water handed out to each attendee to promises of free parking and under-capacity shows. Musically, Strauss had this to say:

More similar in spirit to Monterey Pop than Woodstock, Coachella offers a lineup that appeals to a cutting-edge crowd, with many performers unused to playing in front of such large audiences. There is a strong emphasis on dance music and college radio bands, as opposed to acts that are popular on the Billboard pop charts or commercial modern-rock stations.

Twenty years later, the festival scene has changed, for better and worse, but Coachella still remains. On the eve of the 2019 edition, I've decided to give the fest an early birthday present. In the article that follows, you'll find 20 moments that helped shape Coachella into its current form. Sourced from 20 years' worth of coverage and recollections, these moments run from the tents at the Empire Polo Club to the conference rooms at Indio City Hall to interlaced web of social media and help tell the story of how Coachella became America's preeminent music festival.

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Coachella Begins (1999)

You can't have a 20th anniversary without a first edition. Coachella began its life during an unseasonably warm weekend in October 1999, with festivalgoers plunking down a paltry $50 (still only $75 in 2019 terms) for a stacked lineup featuring Beck, The Chemical Brothers, Tool, and Rage Against the Machine. Critics praised the fest for its smooth professionalism in the wake of the tire fire that was Woodstock '99 just a few months prior, but it was still a financial bust; Goldenvoice lost a reported $850,000 and had to delay the festival's next edition until 2001.

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Perry Farrell Kicks Off Reunion Fever and Saves the Fest (2001)

Between stints as Lollapalooza's impresario, Perry Farrell found time to help out another fledgling music festival. At Coachella's second, single-day edition in 2001, Farrell reunited Jane's Addiction for the first time since 1997 and played for deferred compensation, a move that allowed his friends at Goldenvoice to regain their financial footing while still wowing crowds. It's a relationship that's lasted; as of this writing, Farrell made the festival a near-annual appearance between 2001 and 2011, only skipping the 2003 edition during that stretch. The appearance of Jane's Addiction also kick-started Coachella's reputation for hosting big reunions; over the years, that's included The Stone Roses, Rage Against the Machine, My Bloody Valentine, and more.

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Camping Arrives (2003)

For a festival with camping as a core part of its identity, it's always jarring to remember that Coachella once went tent-less. The camping scene that LA Weekly once called "the Wild West of the festival" where "campers [build] incredible structures to hide their debaucheries" began in 2003, with a single lot for intrepid weekenders to return to after sets from The White Stripes, Beastie Boys, Iggy and the Stooges, and more. Demand for camping passes would only increase the next year, thanks to a stellar lineup...

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Coachella (Literally) Sells Out (2004)

...that would see Coachella sell out for the first time in its history. Thank the Pixies for that one; though the massiveness of their reunion has been diluted by subsequent years of constant touring (and subpar records), the initial word that they'd be making their first major appearance at Coachella was enough for a reported two-day crowd of 110,000 people to change their spring break plans. According to L.A. Weekly's Piotr Orlov, it was worth the wait, as Black Francis and company "tapped none of the '80s nostalgia detractors have been grouping it with, basking in the power and glory of something that remains unique and ahead." Appearances by Kraftwerk, Radiohead, and The Cure didn't hurt, either.

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Daft Punk: The Fest's First Legend (2006)

It's rare for an festival set's influence to extend much past those on the ground, but when it does happen, it's the kind of thing people talk about for a long, long time. Case in point: Daft Punk's transcendent appearance at Coachella 2006, in which Thomas Bangalter and Guy-Manuel de Homem-Christo appeared as benevolent robot overlords, compelling the festival's dumbstruck masses to dance from high atop their pulsating digital pyramid. The set overshadowed even the most high-profile names on that year's lineup (including ones by a then-ascendant Kanye West and festival rarity Madonna) and instantly earned its place in festival legend.

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20 Moments That Made Coachella What It Is Today

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The first major mention of the Coachella Valley Music and Arts Festival found in The New York Times comes in the form of Neil Strauss' Pop Life column from September 1999 titled "A Festival Promises Safety."

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Strap your life vest, hit the throttle and get ready to cruise over the beautiful turquoise waters of Cancun! Wave Runners in Cancun will spice your holidays up!
Take an adrenaline break from lounging on the white sand beaches of Cancun! One of the most popular activities in beach resorts is riding a jet ski, and even though it may seem a little dull it's super fun! Riding at full speed over the turquoise waters of Cancun, you'll clear your mind and enjoy sightseeing the coast of the Mexican Caribbean and the many stunning hotels.

After being picked up, or making your way to Marina Adventure Bay in the Playa Tortugas area, you'll be briefed in all the safety precautions you must have while putting these amazing water vessels to the test. Playa Tortuga is located in the northern part of Cancun's Zona Hotelera (Hotel Zone), that area is practically the activity center of Cancun.

After the brief, you'll hop on the jet ski, alone or with your partner, and head on to the sea. You'll be able to ride free in the allocated zone. This is not a jet ski circuit, yet a specific area where you'll be able to ride away from holidaymakers enjoying the beach. At all times, a support team will be supervising you so you can feel extra safe!

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Strap your life vest, hit the throttle and get ready to cruise over the beautiful turquoise waters of Cancun! Wave Runners in Cancun will spice your holidays up! Take an adrenaline break from lounging on the white sand beaches of Cancun!

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Western Australia
Cottesloe Beach
One of Perth's favourite beaches. Watch the sun set over the Indian Ocean from the beach's terraced lawns or from the groyne.
Scarborough Beach
Restaurants and bars galore plus a beachside amphitheatre ensure Scarborough remains one of Western Australia's most popular beaches.
Cable Beach
Broome's famous beach continues to dazzle and impress. Never mind the camels: hire a 4WD and find a corner of Cable Beach to call your own.
Bunker Bay
A sheltered beach on the Cape Naturaliste headland best experienced at the nearby Pullman resort. Walk the Bunker Bay Loop nature trail and visit the lighthouse.
Smiths Beach
There's enough room for everyone at sprawling Smiths Beach, from locals getting in a quick surf before work to visitors looking for somewhere to lay down their towel.

South Australia

The popularity of South Australia's oldest European settlement remains steadfast. On special occasions, historic trams operate between the city and this beachside suburb.
Vivonne Bay
Seafood fancier? This handsome beach on Kangaroo Island is the home jetty for local lobster fishing crews.

New South Wales
Jervis Bay
No need to adjust your set: the sand really is that bleached. A strong Aboriginal culture and an abundance of marine life (seals and dolphins over summer) are further reasons to hit the south coast.
Bronte Beach
This Sydney beach reiterates the truism that small is beautiful. Do some laps in the ocean-fed pool before talking a leisurely stroll to Bondi.
Manly Beach
The pride of Sydney's northern beaches, Manly crackles with energy. The local surf culture is strong, as are the couture options at The Corso.
Bondi Beach
The beach that spawned a vet and reality TV show, Bondi remains one of the world's best-known beaches. Swimmers should head to the northern end of the beach where the current is gentler.

Come for the magical shoreline, stay for the laidback, organically influenced lifestyle: Byron Bay is as much an attitude as it is a beachside community.
Yamba
You know the prawns, now get to know Yamba's beaches. Yamba is a laidback community in northern New South Wales where the water is fine and the climate has been scientifically proven to be the one of the world's best.

Victoria
Dendy Street Beach
Let's face it, you're at this Brighton beach to look at and photograph those iconic bathing boxes, and understandably so. But before you ask, no you can't buy one - only local ratepayers are allowed to own a box.
St Kilda Beach
Whether it's the sea and sand or shopping on Acland Street, Melbourne's favourite beachside community is as popular with locals as it is visitors.
Bells Beach
While this famous Great Ocean Road beach is given to the pros over Easter, it's available to weekend warriors the rest of the year.
Apollo Bay
In addition to being the model seaside village, Apollo Bay is also an ideal base for visiting the 12 Apostles.
Barwon Heads
Located where the Barwon River meets the Bass Strait, this former fishing town has been a popular destination for Victorians after a sea change.

Queensland

"Like the Gold Coast was 20 years ago", is how many locals describe Burleigh Heads. One morning among those white-tipped waves and it's easy to understand the area's appeal.
Streets Beach
Man-made beaches are something we'd like to see more of, especially if it means more CBD billabongs like this Brisbane attraction. Did someone say lunch hour swim?

The name Noosa is synonymous with relaxation and kicking back on any one of numerous pristine beaches here is pure pleasure. The area's impressive waves and equally impressive shopping, however, could easily divert you into more strenuous activity.

International glitz might have landed in Queensland's north, but Palm Cove's beauty still remains. And did we mention a nearby local attraction called the Great Barrier Reef?

Tasmania
Binalong Bay
Sitting pretty at the southern end of Bay of Fires, Binalong Bay is an outdoors paradise: wet a line, walk the coast or have a snorkel.
Wineglass Bay
One of the star attractions of Tasmania's Freycinet National Park. Various walks offer commanding views of the bay's dazzling blue waters.

Northern Territory
Wave Lagoon
Again, this is another man-made beach, but the pools at Darwin's Waterfront are a fun (and croc-free) way to beat the Territory heat.

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Cottesloe Beach One of Perth's favourite beaches. Watch the sun set over the Indian Ocean from the beach's terraced lawns or from the groyne. Scarborough Beach Restaurants and bars galore plus a beachside amphitheatre ensure Scarborough remains one of Western Australia's most popular beaches. Cable Beach Broome's famous beach continues to dazzle and impress.

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By

Rethink how you buy airfare.

As we dive into summer, airfares tend to rise. And that makes it even more important that you're smart about booking your flights. Unfortunately, many of us fall for some pervasive flight-booking myths. Here are four.

Myth 1: The earlier you book your flight, the better the deals.

A CheapAir study released in March, which analyzed more than 917 million airfares in 8,000 markets, reveals that there's a smart, and not so smart, time to book airfare. "On average, the cheapest ticket is available 76 days before departure. Travelers beware though: getting the best fare is not that simple," the report reveals.

Of course, that's simply an average and plenty of deals will be had before and after 76 days. Instead, CheapAir.com finds that it's more helpful to think of booking within windows of time. Book too early and you pay more: 203 to 315 days in advance and you'll pay an average of $50 more (though you will maximize seat choices); 116 to 202 days in advance and you'll pay $20 extra.

The best booking window for deals is 20 to 115 days in advance. Book later than that and you'll pay a lot, sometimes up to an average of $220 more.

When booking, don't just default to getting a round trip fare with the same airline. "Switch it up," says Gabe Saglie, an anchor and producer at travel site Travelzoo. "The airline that gives you the rock bottom fare to get there may not be the one offering the best flight bargain back, so compare round-trip flights with one-way flights on different carriers."

Not sure if your flight's a deal? Consider relying on Google , which recently unveiled a wider release of its new "price insights" tool that helps you figure out if your flight is a deal or not. In a blog post this month, Google notes that: "Once you decide on a destination and start looking for flights, you'll now see a price insight for most trips - a feature previously only available for holiday dates last year - that shows you whether the prices you're seeing for flights are high, typical or low compared to what you'd usually find. When we know, we'll also tell you if the price won't get any lower or if it's expected to increase soon so you can make the best decision on when to book."

Myth 2: Booking on Tuesday is a sure way to score deals.

You've probably heard this "rule" before, but it's one of the most pervasive flight myths out there. An analysis by CheapAir found that the average fares purchased were nearly identical on each day of the week, and Hopper found that Tuesday was the cheapest day to buy a flight for just 1.6% of domestic routes.

"While Tuesday historically was the day many airlines scheduled their sales - and competitors would match and compete that same day, into Wednesday morning - the explosion of tools through which people are getting information these days means any day can be an airfare sale day," says Saglie.

But that doesn't mean timing doesn't matter. Instead of focusing on which day to book, you may want to put more weight into the time of year and day of the week you depart. Tuesday and Wednesday tend to be the cheapest days to fly, the CheapAir analysis found, and January tends to have the best flight deals, followed by February; by summer, flight prices creep up significantly. Even better: Track prices for desired flights through a site like Google Flights - this month, Google even launched a feature where you can set a budget and from that get ideas on where to travel - and set fare alerts with a site like Yapta.

Myth 3: It's almost always cheaper to have a layover.

Data released in March from Hopper found that while, on average, you can save roughly 5% by choosing a flight with one stop, there are "an increasing number of non-stop flights available now that are cheaper" than those with a stop. Their research found that was true for about one in three flight queries.

"It comes down to who is competing in the market," says Patrick Surry, Hopper's chief data scientist. "For example, if the only nonstop option is a major legacy carrier, then other carriers will discount their options with stops to a lower price to compete for the business. But in a market where it's a low-cost carrier that serves the nonstop, it can often be the case that options with stops (on major carriers) are more expensive."

Myth 4: Staying through the weekend costs you more.

More often than not, this isn't true, new data from Hopper found. "With the exception of flights to the Caribbean (which has a 6% premium for Saturday night says), all other destinations have a discount with a Saturday night stay. Want to get the most savings? Head to Europe - the average discount is almost 40% for including a Saturday night stay. Domestic flights and international flights to Canada, Oceania, Mexico and Central America offer savings of less than 3%," the Hopper report revealed.

Surry notes that whether or not staying through the weekend will be more cost effective "will usually depend on whether weekend vs weekdays is a reliable way to discriminate leisure travelers from people flying for work. For U.S. to Europe, it's rare for someone to vacation mid-week without a Saturday stay, and vice versa, uncommon for a business traveler to want to stay over a weekend. So airlines can charge business travelers more based on whether the trip includes a weekend. In other markets, like domestic U.S. flights, that logic doesn't work so well, so they can't maintain a price discrepancy. And in others, like the Caribbean, it's actually reversed - there's more leisure demand with week-long trips being very popular, so airlines actually charge more for trips containing a Saturday night."

This story was originally published in March 2019 and has been updated.

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This is exactly how many days ahead you should buy a plane ticket

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By Rethink how you buy airfare. As we dive into summer, airfares tend to rise. And that makes it even more important that you're smart about booking your flights. Unfortunately, many of us fall for some pervasive flight-booking myths. Here are four. Myth 1: The earlier you book your flight, the better the deals.

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Iceberg's SS19 James confirmed that he wanted to bring the collection to London as even though Milan is the main capital city of the brand, London will always be his home.

Founded in 1974 by Giuliana Marchini Gerani and her husband, Silvano Gerani, in their hometown of San Giovanni in Marignano on the Italian northeast coast, Iceberg is a sportswear brand that has always specialised in knitwear.

For their London debut, Iceberg's creative director James Long brought the brand's high energy vibes to Piccadilly Circus, in the heart of London and for their first show on the London menswear schedule, Iceberg exploded all expectations in the right place and the right time. James Long designed the collection with creative cartoon graphics mixed with Iceberg's heritage logos and imagery to create a "mixed multitude if semi-literal sportswear references which even included Pink Panther references".

MVBabe Nejilka also walked for Iceberg SS19 LFWM and was seen in Piccadilly Circus after the show presenting the Italian brand's latest collection. (Pictured far left in the image below).

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LFW Men's SS19 Highlights | Model Village

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As London Fashion Week Men's SS19 comes to a close, find out everything you need to know from this season's menswear collections, presentations, events and more including what the #MVModelMembers got up to. With the absence of major names such as Burberry, JW Anderson, Craig Green and mor

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Furniture@Work Ltd has been operating since 2000. We have 20 years of experience in providing high-quality office furniture at the lowest prices to clients nationwide. Whether you're buying on behalf of a business, public sector or for your home office, when you come to us for your desks, office chairs and storage solutions, you can rest assured you're in capable hands.
Price Match
We run a best price guarantee too, so you'll be sure to benefit from excellent value for money when you shop with us. This means that if you find a lower price for our products from a different supplier, you can let us know and we'll agree to match it. In fact, by coming to us, you stand to get up to 60% off the RRP off a wide range of furnishings. We also offer big discounts for bulk orders, so the more you buy, the more you save.
Customer Service
As well as focusing on providing unbeatable value, we deliver the highest standards of customer service. Our team of office furniture professionals are available from 8am to 6pm and are standing by to take your call. So that we don't leave our customers waiting, we have access to £100million worth of stock in the UK ready for same day dispatch and a dedicated fleet of 120 trucks operating around the clock - manned by qualified fitters.
Free Delivery
We provide free delivery to UK mainland addresses. In addition to our Standard Delivery service, we offer Next Day and Delivered & Fully Installed options for complete convenience. We can also send our products to both business and private addresses, ensuring our customers benefit from maximum flexibility when they place orders.

No order is too big or small for us. Whether you're after one product or a hundred, we are on hand to help. In addition, we provide an on-site design service, ensuring our customers are able to make the most of their available space. To find out more about this, and to see why we are the UK's leading office furniture company, take a look around our website or get in touch. You can contact us by email, post or completing an online form. You can also reach our friendly and knowledgeable team by phone on 0844 415 9700. Our experts will be happy to answer any questions you may have.

Regardless of your office furniture requirements, you can rely on us to provide the products you need. Browse our website to check out our impressive selection of workspace essentials.
We also make many deliveries to non UK mainland locations including the Islands of Scotland (Shetland, Orkney, Hebrides), Northern Ireland, Isle of Wight, Isles of Scilly, Republic of Ireland, Guernsey and Jersey. You can call us on 0844 415 9700 to get a competitive quote for this service.
1. Our Free Delivery service is available to UK mainland addresses and this extends to the majority of products delivered to remote areas across the country including the Highlands in Scotland.

2. In the very rare instances, if there is an issue due to location or restricted access we will inform you once your order has been placed.

3. Where possible we offer up to 3 delivery services at the point of ordering:

Standard Delivery - Our most cost effective service. Unless stated in the product description most items are flat packed for easy self assembly and delivered to ground floor (if palletised at curb side).

Next Day Delivery - The quickest service for those urgent orders. Orders must be processed by 2pm the day before. Unless stated in the product description most items are flat packed for easy self assembly and delivered to ground floor (if palletised at curb side). Please note this excludes bank holidays.

Delivered & Fully Installed - Our most comprehensive service. This service includes delivery to any floor, all items fully assembled, positioned anywhere in the office and all packaging removed.

4. We aim to deliver a very high standard of service and we will make every effort to deliver the Goods as near to the specified delivery date as possible, however delays are sometimes inevitable due to unforeseen factors. Furniture@Work will not be liable for any delay in delivery of the Goods howsoever caused.

5. Products may be despatched from various regional distribution centres. Therefore orders with multiple items may not all arrive at the same time.

6. It will be your responsibility to check that the number of boxes or items delivered matches the accompanying consignment note before signing.

7. Deliveries are made Monday-Friday between 8.30am-5.30pm (excluding bank holidays). Please note - No deliveries will be made between December 24th and January 6th. Items ordered from December 24th until January 6th will be subject to their advertised lead times from January 6th.
We also make many deliveries to non UK mainland locations including the Islands of Scotland (Shetland, Orkney, Hebrides), Northern Ireland, Isle of Wight, Isles of Scilly, Republic of Ireland, Guernsey and Jersey. You can call us on 0844 415 9700 to get a competitive quote for this service.
1. This website is operated by Furniture@Work Ltd. As a User of this website you acknowledge that any use of this website including any transactions you make is subject to our terms and conditions.

2. The submission of your order will form an offer to purchase the Goods and our email accepting your order will constitute the formation of a legally binding contract between us.

3. Please note that although this Web Site is tailored towards customers from mainland UK we also make many deliveries to offshore locations including the Islands of Scotland (Shetland, Orkney, Hebrides), Northern Ireland, Isle of Wight, Isles of Scilly, Republic of Ireland, Guernsey and Jersey. You can call us on 0844 415 9700 to get a competitive quote for this service.

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1. All orders that you place on this Web Site will be subject to acceptance in accordance with these Terms. These Terms may be amended at any time by Furniture@Work.

2. It is your responsibility to read the Terms every time you place an order. Furniture@Work reserves the right in its absolute discretion at any time and without notice to remove, amend or vary the content, which appears on any page of the Web Site.

3. This Web Site is directed towards businesses and it is assumed that each order is placed on behalf of a business. By your acceptance of these terms you confirm that you have the necessary authority to bind the business you are placing the order on behalf of.

4. You agree, by your acceptance of these Terms, that any material, information and ideas that you transmit to this Web Site or otherwise shall become and shall remain the property of Furniture@Work.

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Registered Users

1. As a Registered User, you may be eligible to receive details of special offers, promotions and benefits from time to time unless you elect not to by updating your details on this site.

The Goods

1. The 'Goods' means the items purchased by you from us via this website, the sale and supply of which are subject to these Terms.

2. Furniture@Work will sell and you will purchase the Goods on these Terms.

3. Furniture@Work reserves the right to make changes in the specification of the Goods which are required to conform with any applicable statutory or EC requirements, or where the Goods are to be supplied to Furniture@Work specifications, which do not materially affect their quality or performance.

4. Whilst all sizes and measurements are approximate only we will use our best endeavours to ensure that they are as accurate as possible.

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1. You will be responsible for ensuring the accuracy of the terms of any order submitted by you, and for giving any necessary information relating to the Goods and delivery requirements within a sufficient time to enable Furniture@Work to perform the contract in accordance with the Terms.

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Price

1. The price of the Goods will be Furniture@Work quoted price and all prices are subject to VAT.

2. Free delivery applies to UK mainland only and for most items to remote areas.

3. In the few instances where an extra carriage charge has to be levied e.g. due to remote locations or restricted access we will contact you once your order is placed, at which point you have the option to agree to the charges or cancel the order.

4. Furniture@Work reserves the right, by giving notice to you at any time before delivery, to increase the price of the Goods to reflect any increase in the cost to Furniture@Work which is due to any factor beyond the control of Furniture@Work.

5. Any increase in price due to a change in delivery dates, quantities or specification of the Goods which is requested by you, or any delay caused by any instructions of you or failure of you to give Furniture@Work adequate information or instructions may also result in an increase in price.

6. We try and make sure that all prices on our website are correct but occasionally errors may occur. If we identify a pricing error with the goods you have ordered we will attempt to contact you and you can either accept the correct price and confirm you wish to proceed with the new order or cancel it. If we are unable to contact you we will automatically cancel the order and if a refund is due you will be refunded.
Price Match
1. Please note, we run a Price Match, so you'll be sure to benefit from excellent value for money when you shop with us. This means that if you find a lower price for our products from a different supplier, you can let us know and we'll agree to match it. In fact, by coming to us, you stand to get up to 60% off the RRP off a wide range of furnishings. We also offer big discounts for bulk orders, so the more you buy, the more you save.

1. Our preferred method of payment is by Credit and Debit Card. We accept Visa and MasterCard. We also offer credit terms for the public sector and businesses with good trading history. For online orders please select payment option 'invoice me' at checkout.

2. Please ensure at checkout that the 'Billing Address' is the cardholders address to validate the credit card payment. If you need an Invoice with your company name (if different to your Billing Address) please email us the order number and company address and we will send you a copy.

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6. You will then get an order confirmation email from Furniture@Work with your order number, details of the products you ordered and estimated delivery dates.
30-Day Business Account
1. New Customers - Companies wishing to pay on invoice can place orders online and use payment option 'invoice me' at checkout or call sales on 0844 415 9700.

2. The Public Sector - Council, NHS, MOD, Schools, Universities, Colleges etc qualify for instant credit facilities.
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1. Credit and Debit Card - Call 0844 415 9700 with your credit card details and the invoice number.

2. BACS and CHAPS - Make all BACS and CHAPS payments to the following bank account: Clydesdale Bank, Sort code 82-20-00, Account no 40274919.

3. Cheque - Made payable to 'Furniture@Work Ltd' and sent to: Furniture@Work Ltd, Head Office, 20 Buchanan Street, Morrison Court, Glasgow G1 3LB quoting your invoice number.

4. Payment Terms - Strictly 30 days.
Delivery
1. Our FREE Delivery service is available to UK mainland addresses and this extends to the majority of products delivered to remote areas across the country including the Highlands in Scotland.

2. In the very rare instances, if there is an issue due to location or restricted access we will inform you once your order has been placed.

3. Where possible we offer several delivery services at the point of ordering:

Standard Delivery - Our most cost effective service. Unless stated in the product description most items are flat packed for easy asembly and delivered to ground floor (if palletised at curb side).

Next Day - The quickest service for those urgent orders. Most orders must be processed by 2pm the day before. Unless stated in the product description most items are flat packed for easy assembly and delivered to ground floor (if palletised at curb side).

Delivered & Fully Installed - Our most comprehensive service. This service includes delivery to any floor, all items are assembled, positioned anywhere in the office and all packaging removed.

4. We aim to deliver a very high standard of service and we will make every effort to deliver the Goods as near to the specified delivery date as possible, however delays are sometimes inevitable due to unforeseen factors. Furniture@Work will not be liable for any delay in delivery of the Goods howsoever caused.

5. Products may be despatched from various regional distribution centres. Therefore orders with multiple items may not all arrive at the same time.

6. It will be your responsibility to check that the number of boxes or items delivered matches the accompanying consignment note before signing.

7. Deliveries are made Monday - Friday between 8.30am-5.30pm (excluding bank holidays).
Please Note We also make many deliveries to non UK mainland locations including the Islands of Scotland (Shetland, Orkney, Hebrides), Northern Ireland, Isle of Wight, Isles of Scilly, Republic of Ireland, Guernsey and Jersey. You can call us on 0844 415 9700 to get a competitive quote for this service.
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1. When you place an order, we may check your record with a Credit Reference Agency to obtain or update our credit information. Please refer to our Privacy and Security Policy.

Risk & Property

1. Risk of damage to or loss of the Goods will pass to you at the time when Furniture@Work has tendered delivery of the Goods.

2. Not withstanding delivery and the passing of risk in the Goods, or any other provision of the Terms, the property in the Goods will not pass to you until Furniture@Work has received cleared funds in full payment of all sums due.

Warranties & Liability

1. Subject to the conditions set out below Furniture@Work warrants that the Goods will correspond with their specification at the time of delivery.

2. Where Furniture@Work sells Goods supplied by a Third Party, Furniture@Work does not give any warranty, guarantee or other term as to their quality, fitness for purpose or otherwise, but will assign to you the benefit of the manufacturer's warranty given by the third party supplying the Goods to Furniture@Work.

3. The above warranty will be assigned by Furniture@Work subject to the fact that Furniture@Work shall be under no liability in respect of any defect arising from fair wear and tear, wilful damage, negligence, abnormal working conditions, storage in a hostile environment, failure to follow Furniture@Work instructions or a third party's instructions (where the Goods have been supplied by a third party to Furniture@Work - whether oral or in writing) misuse or alteration or repair of the Goods without Furniture@Work approval.

4. Any claim by you which is based on any defect in the quality or condition of the Goods or their failure to correspond with the specification shall (whether or not delivery is refused by you) be notified to Furniture@Work within 5 days from the date of delivery or (where the defect or failure was not apparent on reasonable inspection) within a reasonable time after discovery of the defect or failure.

5. If delivery is not refused and you do not notify Furniture@Work accordingly, you will not be entitled to reject the Goods and Furniture@Work shall have no liability for such defect or failure and you will not be entitled to a refund of the price (if applicable) as if the Goods had not been delivered in accordance with the contract.

6. Where any valid claim in respect of any of the Goods which is based on any defect in the quality or condition of the Goods or their failure to meet specification is notified to Furniture@Work in accordance with these terms, Furniture@Work shall be entitled to replace the Goods (or the part in question) free of charge or, at Furniture@Work sole discretion, refund to you the price of the Goods (or a proportionate part of the Goods), but Furniture@Work shall have no further liability to you.

7. Furniture@Work shall not be in breach of contract by reason of any delay in performing, or any failure to perform, any of Furniture@Work obligations in relation to the Goods, if the delay or failure was due to any cause beyond Furniture@Work reasonable control.

8. Without prejudice to the generality of the foregoing, the following shall be regarded as causes beyond Furniture@Work reasonable control.
Returns, Refunds & Cancellations
We want all our customers to be satisfied with the quality of our goods and service. We pride ourselves in delivering quality products at very low prices.

1. If you are dissatisfied with our service or goods for any reason, please contact customer services on 0844 415 9700.

2. Any claim by you which is based on any defect in the quality or condition of the goods or their failure to correspond with the specification shall be notified to us within 5 days from the date of delivery.

3. Furniture@Work shall be entitled to replace the goods (or the part in question) free of charge or refund to you the price of the goods (or a proportionate part of the goods).

4. You have 10 days to request goods to be cancelled (from date of order) or returned (from date of receipt).

5. Goods may only be returned if they are unused, unassembled, in their original packaging and in a resaleable condition.

6. Furniture@Work reserves the right to charge a handling fee for items cancelled or returned when orders were placed in error or not wanted. This will be deducted from any refund given.

7. Goods to be returned will be kept safe and secure until such time as they are collected by us.

8. Any damage to the Goods will be deducted from any refund given in addition to the handling fee (if applicable) referred to above.

9. We will refund the price of the Goods (if a refund is applicable) to you less any deductions once the Goods have been examined and within 30 days of their collection from you by Furniture@Work.

10. A small selection of products are made to order due to the nature of the manufacturing process and are not returnable and cannot be cancelled. If this is the case you will be notified once your order has been placed, at which point you have the option to agree to these terms or cancel the order.

Insolvency Of You

1. The Terms may be terminated by Furniture@Work, if at any time you cease trading, or become apparently insolvent or have a trustee in sequestration appointed, combine with your creditors, or have a liquidator, receiver or administrator appointed over all or any of your assets other than for the purposes of amalgamation or reconstruction or undergo any analogous act or proceeding under foreign law.

Copyright

1. The contents of these pages are copyright Furniture@Work 2019. You may only download the material and content contained within this site for the purpose of using this site and any other use of the material and content of this site is strictly prohibited, without our prior consent in writing.

2. By your use of this site you agree not to copy, reproduce, transmit, publish, display, distribute, commercially exploit or create derivative works of such material and content.

3. None of the content of this web site may be copied or otherwise incorporated into or stored in any other design, logo, web site, electronic retrieval system, publication or other work in any form (whether hard copy, electronic or other).

4. For the avoidance of doubt, linking to or framing of this site or any part of it is not permitted without express permission.

General Disclaimer

1. This Web Site and all information, names, images, logos and icons is provided on an 'as is' basis without any representation or endorsement made and without any warranty or condition of any kind given, whether express or implied, including, but not limited to, any implied warranty of merchantability, satisfactory quality, fitness for a particular purpose, compatibility, accuracy, currency or non-infringement of any intellectual property right.

2. No information, whether oral or written, obtained by you from Furniture@Work shall give rise to any duty of care, contract, warranty or any other obligation which is not expressly stated. Further, whilst information is given and updated in good faith, Furniture@Work does not warrant that the information contained on this web site will always be complete, accurate, up-to-date or reliable.

3. You are solely responsible for the content of any comments made in any transmissions and you are prohibited from posting or transmitting to or from this Web Site any unlawful, threatening, libellous, defamatory, inflammatory, pornographic or profane material or any other material that could give rise to any civil or criminal liability under law.

4. Furniture@Work assumes no responsibility or liability for any information published on this web site and further disclaims all liability in respect of such information. In particular, Furniture@Work hereby excludes all liability for any claims, losses, demands or damages whatsoever in relation to any information, content, advertisements, procedures, products or methods contained in or referred to in the material published on the site.

5. Furniture@Work makes no warranty or representation that the use of this web site will be uninterrupted or error free or that this site or the server that makes it available are free of viruses or bugs.

6. The contract between us shall be governed by the laws of Scotland and the parties hereby submit to the non-exclusive jurisdiction of the Scottish courts.

FURNITURE@WORK LIMITED is a Company incorporated in Scotland under Company Number SC220163 with our registered office at Caledonia House, 89 Seaward Street, Glasgow, Scotland G41 1HJ and our main place of business at Head Office, 20 Buchanan Street, Morrison Court, Glasgow G1 3LB. VAT Reg. No. 774 887 069.

1. The Furniture@Work website places cookies, which are small data files, on your computer or handheld device. This is standard practice for all websites.

2. Cookies are essential for helping us deliver a high quality website and online shopping experience for our customers, and some collect information about browsing and buying behaviour. For more information about cookies, including how we use them and how to disable them.

3. By using and browsing the Furniture@Work website, you consent to cookies being used in accordance with our policy. If you do not consent, you must disable cookies or refrain from using the site.
What Are Cookies Used For?
The main purposes for which cookies are used are:-

1. For technical purposes essential to effective operation of website, particularly in relation to on-line transactions.

2. To drive Furniture@Work marketing, particularly banner advertisements and targeted updates which are explained in more detail elsewhere in the Privacy Policy.

3. To enable Furniture@Work to collect information about the browsing and shopping habits and activities of customers, including to monitor the success of campaigns, competitions etc.

4. To enable Furniture@Work meet its contractual obligations to make payments to third parties when a product is purchased by someone who has visited our website from a site operated by those parties.
How Do I Disable Cookies?
1. If you want to disable cookies you need to change your website browser settings to reject cookies. How to do this will depend on the browser you use and we provide further detail below on how to disable cookies for the most popular browsers:-
For Microsoft Internet Explorer:
1. Choose the menu "tools" then "Internet Options"

2. Click on the "privacy" tab

3. Select the setting the appropriate setting
For Mozilla Firefox:
1. Choose the menu "tools" then "Options"

2. Click on the icon "privacy"

3. Find the menu "cookie" and select the relevant options
For Opera 6.0 & Further:
1. Choose the menu Files"> "Preferences"

2. Privacy
What Happens If I Disable Cookies?
1. This depends on which cookies you disable, but in general the site may not operate properly if cookies are switched off. If you only disable 3rd party cookies you will not be prevented from making purchases on this site. If you disable all cookies you will be unable to complete a purchase on this site.

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Nothing found, try again please! Furniture@Work Ltd has been operating since 2000. We have 20 years of experience in providing high-quality office furniture at the lowest prices to clients nationwide. Whether you're buying on behalf of a business, public sector or for your home office, when you come to us for your desks, office chairs and storage solutions, you can rest assured you're in capable hands.

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About

Social media star and model who has gained a following of over 6 million on Instagram. He is an extreme sports enthusiast as an active skydiver and surfer. He has over 1.2 million subscribers on YouTube and several of his vlogs have earned upwards of 10 million views each.

Before Fame

He started to make a name for himself through photography.

Trivia

He is also known for his commercial work as well as his Vine videos.

Family Life

He was born in Oahu, Hawaii, growing up along the coastline and ocean. He dated Alexis Ren from 2014 to 2016. He'd later begin dating Elisabeth Rioux.

Associated With

He became friends with popular photographer Bryant Eslava.

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Social media star and model who has gained a following of over 6 million on Instagram. He is an extreme sports enthusiast as an active skydiver and surfer. He has over 1.2 million subscribers on YouTube and several of his vlogs have earned upwards of 10 million views each.

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Retail design. Vinyl installation. Calvin Klein X Amazon Fashion. | Vinyl installation, Adhesive vinyl, Installation

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Retail design. Vinyl installation. Calvin Klein X Amazon Fashion.

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Introducing Climate Tech powered by 37.5 (R) Technology for CALVIN KLEIN JEANS | CALVIN KLEIN

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Marketing & Consumer Engagement

As the CALVIN KLEIN brand celebrates its 51st year in business, it continues to generate compelling brand and cultural relevancy by continually evolving and driving consumer engagement. The CALVIN KLEIN brands are unified by a dedicated brand purpose with a focus on "Defying the boundaries of self-expression." We believe that this strategy will strengthen consumer engagement and drive its premium positioning worldwide.

Our vision for CALVIN KLEIN is to employ a truly digital first, socially powered marketing experience for consumers. In 2018, we announced the creation of our Consumer Marketing Organization, which reimagines our marketing function by bringing together all facets of the consumer marketing experience - from consumer engagement to data capabilities to the shopping experience. We believe that this enhanced marketing approach will better meet our consumers' needs, as we adapt to their rapidly changing demands. We will focus going forward on creative consistency and continue consumer-centric marketing to drive sales, while also building personalized relationships and tailoring the overall consumer experience through highly specialized teams.

Consumer engagement remained at the core of Calvin Klein throughout 2018, as it continued to deliver immersive brand experiences, with a particular focus on youth-minded consumers. Calvin Klein leveraged the already-successful #MYCALVINS legacy and amplified its commerciality by enlisting the Kardashian -Jenner sisters for CALVIN KLEIN JEANS and CALVIN KLEIN UNDERWEAR in Spring and Fall 2018. Calvin Klein also collaborated with Amazon Fashion for the CALVIN KLEIN X Amazon Fashion NYC Market. The interactive event featured physical and digital brand experiences where customers were able to purchase limited edition product drops, recreate the "Together in Denim" campaign photo shoot, and play games for the opportunity to win CALVIN KLEIN prizes. In Europe, CALVIN KLEIN collaborated with Zalando for their 10th anniversary, which included an exclusive capsule collection featuring siblings Kaia and Presley Gerber and was accompanied by a TV and social media campaign, resulting in outstanding sell-throughs.

Calvin Klein continued to drive the brand's heat for Spring 2019, launching its new campaign for CALVIN KLEIN JEANS and CALVIN KLEIN UNDERWEAR, which featured Kendall Jenner, Shawn Mendes, A$AP Rocky and Noah Centineo. The campaign was highly commercial, with outsized engagement metrics, highlighting iconic products and delivering the brand's signature seductive and provocative aesthetic.

The brand continued the momentum from its Spring 2019 campaign at the Coachella Valley Music and Arts Festival. CALVIN KLEIN was the official fashion sponsor of Coachella and created the #MYCALVINS HOUSE - a socially-driven activation on the festival grounds that was a surreal representation of the spring campaign. Festivalgoers were invited to shop a curated selection of CALVIN KLEIN products and partake in branded photo moments.

For Summer 2019, CALVIN KLEIN launched its I SPEAK MY TRUTH IN #MYCALVINS campaign, which presented some of today's most influential voices, dressed in the latest CALVIN KLEIN products, telling their own stories. The diverse cast of talent includes Shawn Mendes, Billie Eilish, A$AP Rocky, Indya Moore, Bella Hadid, Chika, Noah Centineo, Troye Sivan, Kendall Jenner, Kevin Abstract, Yoo Ah-In and Lil Miquela.

In 2018, over $380 million was spent globally (approximately 40% of these expenses being funded by Calvin Klein's licensees and other authorized users of the brands) in connection with the advertisement, marketing and promotion of the CALVIN KLEIN brands.

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As the CALVIN KLEIN brand celebrates its 51st year in business, it continues to generate compelling brand and cultural relevancy by continually evolving and driving consumer engagement. The CALVIN KLEIN brands are unified by a dedicated brand purpose with a focus on "Defying the boundaries of self-expression."

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Zendaya and Tommy Hilfiger walk the runway of PVH-brand Tommy Hilfiger in March | Source: Getty Images

By Sarah Kent May 13, 2019 05:20

LONDON, United Kingdom - In fashion's competitive business environment, sustainability initiatives can be a tough sell, but the investment will pay off long-term, says Corp.'s Chairman and Chief Executive Emanuel Chirico.

"Some of these initiatives start off being more expensive, and then as it becomes more of a requirement of doing business, it becomes more and more economic as you go forward," Chirico said in an exclusive interview with The Business of Fashion in which he highlighted growing consumer demand for better business practises.

In the meantime, those who are taking action must force greater transparency across the industry to prevent bad actors from getting away with ignoring sustainability in order to undercut competitors. "From a financial point of view, you don't want somebody who's quote-on-quote cheating, or cutting corners, to have a competitive advantage so they can sell goods for 10 percent lower than you can," added Chirico.

The executive made the comments as PVH - which owns brands including Tommy Hilfiger and Calvin Klein - outlined a suite of ambitious new social and environmental targets Monday.

Among other things, the company committed to reduce emissions across its supply chain 30 percent by 2030. The goal - part of the company's commitment to the UN Fashion Charter for Climate Action - marks a significant change in the scope of the company's ambitions. Until recently, most brands' emissions targets focused only on their own operations, even though the bulk of the industry's emissions are caused further down the supply chain.

The company's new targets also have a strong focus on workers' rights. PVH is the only US company so far to join the Action, Collaboration, Transformation, or ACT, initiative. The coalition of nineteen major brands, including H&M Hennes & Mauritz AB and Inditex SA, and the IndustriALL Global Union, is pushing for industry-level living wage agreements in large manufacturing countries.

Living wages are "a real challenge, because that's one that totally focuses on the bottom line," Chirico said, noting that the company's goals on this issue would probably be among the hardest to achieve.

Across the industry, pricing practises remain opaque, and intense competition has pushed many brands to relentlessly squeeze costs at the factory gate. Even though wages have improved in many manufacturing countries over the last decade, the fashion industry is still fuelled by the labour of millions of mostly young, female workers who are not paid enough to provide for themselves and their families.

PVH's new targets are part of a fresh wave of industry initiatives to tackle fashion's social and environmental impact amid growing awareness of the issue among consumers and regulators. According to BoF and McKinsey & Company's latest State of Fashion report, nine out of ten Generation Z consumers believe companies have a responsibility to address environment and social issues.

With its new goals, PVH is significantly stepping up its sustainability commitments, after setting its first emissions reduction targets just two years ago.

But it's still unclear whether the industry at large will adopt more sustainable business models. Last week, the Global Fashion Agenda and Boston Consulting Group noted that efforts to improve fashion's environmental and social impact are stalling, notwithstanding progress by major brands in recent years.

"These [goals] are ambitious, and some of them I'm sure we won't hit exactly," Chirico said. "Some of these initiatives are going to require not only our efforts and focus, but industry-wide change."
Related Articles: Making the Business Case for Sustainability What Calvin Klein Should do Next Building a Sustainable Brand: How to Get Started

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Sustainability to Become 'Requirement of Doing Business' Says PVH Chief

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Zendaya and Tommy Hilfiger walk the runway of PVH-brand Tommy Hilfiger in March | Source: Getty Images By Sarah Kent May 13, 2019 05:20 LONDON, United Kingdom - In fashion's competitive business environment, sustainability initiatives can be a tough sell, but the investment will pay off long-term, says Corp.'s Chairman and Chief Executive Emanuel Chirico.

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The graphic designer has worked with the fashion brand's in-house creative team to tweak the logo and "return it to the spirit of the original" one.

Calvin Klein has a new logo, which has been tweaked and redefined by graphic designer Peter Saville.

The fashion label has swapped out its lowercase logotype for an uppercase one with a smaller kerning gap between letters, retaining its black colour and sans-serif.

The new logo was unveiled on the brand's Instagram account, with Calvin Klein saying that the new logo is a "return to the spirit of the original".

It aims to pay homage to the self-named company's founder, who launched the US company in 1968, and to the "foundations of the fashion house", says the company.

Calvin Klein's in-house creative team, headed up by chief creative officer Raf Simons, worked on the new logo, collaborating with Saville.

A lowercase "ck" previously sat above the Calvin Klein logotype and was used alongside it - it has not yet been confirmed whether there will be a new short-hand uppercase "CK" icon to go alongside the new logo.
The previous Calvin Klein logo
Raf Simons is a Belgian designer who joined Calvin Klein in August last year, having previously held a role at Christian Dior. Peter Saville, originally from Manchester, is best known for his record sleeve designs for Factory Records, for artists including Joy Division.

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Calvin Klein unveils new logo in collaboration with Peter Saville | Design Week

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The graphic designer has worked with the fashion brand's in-house creative team to tweak the logo and "return it to the spirit of the original" one. Calvin Klein has a new logo, which has been tweaked and redefined by graphic designer Peter Saville.

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Major tips

If you are working at a restaurant and your boss is a wine expert, their image will look great on your wine menu, waiters' uniforms, or furniture. It's also not uncommon to see a boss image on promotional items and signboards.And finally, the icon. Consider using one of the following images: a funny character in a chef's hat, a serious boss at a desk, a Native American chief, a revolutionary, etc.

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If you are working at a restaurant and your boss is a wine expert, their image will look great on your wine menu, waiters' uniforms, or furniture. It's also not uncommon to see a boss image on promotional items and signboards.And finally, the icon.

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Giorgio Armani Logo F1804w by Edit Voros

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Giorgio Armani Logo F1804w is a piece of digital artwork by Edit Voros which was uploaded on July 26th, 2018. The digital art may be purchased as wall art, home decor, apparel, phone cases, greeting cards, and more. All products are produced on-demand and shipped worldwide within 2 - 3 business days.

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Keywords:

Description:
High-poly 3D model.Model is made in Autodesc Maya 2012 and it is rendered in Mental Ray. For convenient use of the model, all сomponents are named.The model can be used in the manufacture of games,rendering images,videos.

Need more formats?

If you need a different format, please Open a new Support Ticket and request for that. We can convert 3D models to: .stl, .c4d, .obj, .fbx, .ma/.mb, .lwo/.lws, .3ds, .3dm, .dxf/.dwg

Probably, for the following reasons: We offer high quality content only. We provide excellent support for our customers. We give discounts to our buyers. We provide Money Back Guarantee (please read more below). We support a number of payment systems, including PayPal, credit cards, etc. You can buy media at our marketplace quickly and easily, just in three clicks.

You can pay for an item via Paypal, Skrill (Moneybookers) or with a credit card. Please use a shopping cart for purchases.

We use the Paypal, Skrill.com (Moneybookers) and Webmoney systems. We accept payments via VISA, MasterCard, Paypal, WMZ etc.

Our Support Dept. works 7 days a week, 24 hours a day. Support tickets are generally responded to within 7 hours; however, it may take more time to process tickets in complicated cases.

Just open new ticket and make a request for the format you need, and we will try to convert the model for you. Please note that the converted 3D model's quality might differ from that of the original model. Check more info by follow link.

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Guess logo 3D Model in Clothing 3DExport

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Keywords: Description: High-poly 3D model.Model is made in Autodesc Maya 2012 and it is rendered in Mental Ray. For convenient use of the model, all сomponents are named.The model can be used in the manufacture of games,rendering images,videos. Need more formats? If you need a different format, please Open a new Support Ticket and request for that.

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Coral Gardeners is a coral reef restoration & conservation program located in Tahiti French Polynesia. Individuals Making a difference in our oceans. Adopt your coral.

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Learn about working at Coral Gardeners. Join LinkedIn today for free. See who you know at Coral Gardeners, leverage your professional network, and get hired.

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Although anyone can and will criticize higher education, millennials are evidently smart enough to know its value. In spite of the horror stories about student loan debt, academic disasters, and wrong career turns, millennials have boasted one of the highest graduation rates of any generation to date. Generation Z may soon surpass them too as Laura A. Scione, managing editor of eCampus News reports:

" Despite growing questions around the value of college and return on investment in tuition, just 25 percent of Generation Z students say they believe they can have a rewarding career without going to college, compared to 40 percent of millennials.

Eighty percent of Generation Z respondents and 74 percent of millennials agree that college either has a fair amount of value, is a good value, or is an excellent value. Only 20 percent of Generation Z students and 26 percent of millennials said college has 'little value' or 'no value at all.' "

Good for them! The statistics remain on their side-and the side of anyone who pursues higher education. Anthony P. Carnevale is the director of the Georgetown University Center on Education and the Workforce. Based on his research, that trend will only continue (Gillian B. White "Those Savvy Millennials" The Atlantic, May 2015, p. 38):

" In 1973, 32% of jobs did not even require a high school diploma, 9% required a bachelor's degree, and 7% required a master's degree or higher.

It is projected that by 2020, 12% of jobs will not require a high school diploma, 24% will require a bachelor's degree, and 11% will require a master's degree or higher. "

Derek Newton wrote an article entitled " Please Stop Asking Whether College Is Worth It " in which his opening declaration gets right to the point:

" Colleges and universities are still the best, most direct path to a good career that pays well. "

In addition to those insights, the unemployment figures consistently reveal the enduring value of higher education. The seasonally adjusted July 2019 unemployment rate for persons not having a high school diploma is 5.1% ( Bureau of Labor Statistics). Having a high school diploma drops that rate to 3.6% and some college or a two-year degree drops it further to 3.2%. Pretty good trending, would you agree? Finally, if we look at people having a four-year degree, a graduate degree, or a doctoral degree, the unemployment rate is a low 2.2%.

Higher education's edge is especially clear when you consider the range of these numbers over the education level. Look at the two ends of the spectrum: less-than-high school (5.1%) versus a four-year degree or higher (2.2%). Consistently, regardless of the measured time, the unemployment rate for a less-than-high-school-educated worker is two to four times larger than for the college-degreed worker. This is why, when people seek my counsel about career planning, higher education remains one of my most significant emphases. Education pays. Degrees still rock.

Regardless of how good or bad the economy is, regardless of how many individual academic and career disasters can be cited, and regardless of how loudly the antidegree crowd howls, you are still in a better position having a degree than not having a degree. The good news for the millennials and Generation Z is that they have arrived at the same conclusion and now they will enjoy the benefits.

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Millennials and Generation Z Favor Higher Education

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Although anyone can and will criticize higher education, millennials are evidently smart enough to know its value. In spite of the horror stories about student loan debt, academic disasters, and wrong career turns, millennials have boasted one of the highest graduation rates of any generation to date.

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Current Situation: Coronavirus Disease 2019 (COVID‑19) Outbreak

A novel (new) coronavirus was recently detected in Wuhan City, Hubei Province, China and is causing an outbreak of respiratory disease. On February 11, 2020, the World Health Organization named the disease coronavirus disease 2019 (abbreviated "COVID‑19").

Chinese health officials have reported tens of thousands of cases of COVID-19 in China, with the virus reportedly spreading from person-to-person in parts of that country. COVID-19 illnesses, most of them associated with travel from Wuhan, also are being reported in a growing number of international locations, including the United States. Some person-to-person spread of this virus outside China has been detected. The United States reported the first confirmed instance of person-to-person spread with this virus on January 30, 2020.

The Centers for Disease Control and Prevention (CDC) has confirmed three cases of novel coronavirus 2019 in people under federal quarantine at JBSA-Lackland in San Antonio. The first was a traveler who returned on a U.S. State Department-chartered flight from Wuhan City, China. The others returned on a State Department flight for passengers from the Diamond Princess cruise ship quarantined in Yokohama, Japan. The individuals are currently isolated and receiving appropriate care at medical facilities.

There are no other cases in Texas, and these cases do not change the risk of infection for people in San Antonio or other parts of Texas because the patients have been under federal quarantine since their return and have not interacted with the public in Texas communities. The risk for all Texans remains low.

Information for the Public

How does COVID-19 spread?

Current understanding about how the virus that causes coronavirus disease 2019 (COVID-19) spreads is largely based on what is known about similar coronaviruses.

The virus is thought to spread mainly from person-to-person:

Between people who are in close contact with one another (within about 6 feet).

Via respiratory droplets produced when an infected person coughs or sneezes.

These droplets can land in the mouths or noses of people who are nearby or possibly be inhaled into the lungs.

It may be possible that a person can get COVID-19 by touching a surface or object that has the virus on it and then touching their own mouth, nose, or possibly their eyes, but this is not thought to be the main way the virus spreads.

People are thought to be most contagious when they are most symptomatic (the sickest). Some spread might be possible before people show symptoms; there have been reports of this with this new coronavirus, but this is not thought to be the main way the virus spreads.

Early on, many of the patients in the COVID-19 outbreak in Wuhan, China had some link to a large seafood and live animal market, suggesting animal-to-person spread. However, it is now clear that person-to-person spread is occurring. There is much more to learn about the transmissibility, severity, and other features associated with COVID-19, and investigations are ongoing.

What are the symptoms of COVID-19?

Patients with COVID-19 have reportedly had mild to severe respiratory illness. Symptoms can include:

At this time, CDC believes that symptoms of COVID-19 may appear in as few as 2 days or as long as 14 days after exposure. This is based on what has been seen previously as the incubation period of MERS coronaviruses.

How can I prevent COVID-19?

There is currently no vaccine to prevent COVID-19. The best way to prevent infection is to take precautions to avoid exposure to this virus, which are similar to the precautions you take to avoid the flu. DSHS always recommends these everyday actions to help prevent the spread of respiratory viruses, including:

Wash your hands often with soap and water for at least 20 seconds, especially after going to the bathroom; before eating; and after blowing your nose, coughing, or sneezing. If soap and water are not available, use an alcohol-based hand sanitizer with at least 60% alcohol.

Avoid touching your eyes, nose, and mouth with unwashed hands.

Avoid close contact with people who are sick.

Stay home when you are sick.

Cover your cough or sneeze with a tissue, then throw the tissue in the trash.

Clean and disinfect frequently touched objects and surfaces using a regular household cleaning spray or wipe.

Follow the CDC's recommendations for using a facemask:

The CDC does not recommend that people who are well wear a facemask to protect themselves from respiratory diseases, including COVID-19.

Facemasks should be used by people who show symptoms of COVID-19 to help prevent the spread of the disease to others. The use of facemasks is also crucial for health workers and people who are taking care of someone in close settings (at home or in a health care facility).

What do I do if I think I may have COVID-19?

If you are experiencing fever, cough, or difficulty breathing, and you have traveled to China, been exposed to a sick traveler from China, or been exposed to a person with COVID-19 in the last 14 days, you should contact your healthcare provider. Be sure to call ahead before going to your doctor's office or emergency department to prevent any potential spread.

Where can I learn more?

See the CDC's Frequently Asked Questions (FAQs) to learn more about COVID-19.

Information for Travelers

With the ongoing COVID-19 outbreak in China, the State of Texas encourages everyone to heed the advice of the CDC and U.S. State Department and avoid travel to China. Companies, universities, and others with personnel there should make arrangements to return their people to the United States or move them to another area without ongoing COVID-19 spread.
CDC Travel Health Notices
U.S. State Department Travel Advisory

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Posted 2/10/2020

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Coronavirus Disease 2019 (COVID-19) 14-Day Symptom Monitoring Log (XLSX, V.1.0, posted 2/14/2020)

Interim Guidance for Persons Being Monitored for Potential Exposure to COVID-19 (DOCX, V.2.1, updated 2/20/2020)

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Interim Guidance for Health Departments for Monitoring Persons Possibly Exposed to COVID-19 in Travel-Associated or Community Settings (PDF, V.2.0, posted 2/14/2020)

Interim Exposure Risk Categories for Travelers, Flight Crews, and Contacts in Community or Household Settings for COVID‑19 (PDF, V.2.0, posted 2/14/2020)

DSHS Testing Algorithm (PDF, updated 2/06/2020)

DSHS Criteria to Guide Evaluation of Patients Under Investigation (PUI) for COVID-19 (PDF, updated 2/03/2020)

DSHS Interim COVID-19 PUI Form (DOC, V.1.3, updated 2/03/2020)

CDC Specimen Submission Form & Instructions

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coronavirus; coronavirus; novel coronavirus; novel coronavirus; coronavirus texas; texas coronavirus; covid-19; 2019-ncov; coronavirus texas; texas coronavirus; 2019 novel coronavirus; 2019 novel coronavirus; sars-cov-2; sars-cov-2; covid-19

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A new coronavirus (2019-nCoV) was recently detected in Wuhan City, Hubei Province, China and is causing an outbreak of respiratory illness. The 2019-nCoV outbreak began in December 2019, and Chinese health officials have reported thousands of 2019‑nCoV infections in China, including some that resulted in death.

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Recently, I read an article in HR Magazine written by 16-year old Josh Miller , a thought leader on all things Generation Z. Despite his young age, Miller spoke eloquently from a first-person perspective, comparing and contrasting Generation Z with other generations. With his article as both a source and inspiration, these ten defining characteristics of Generation Z will help better articulate what sets this generation apart from others, notably the Millennials with whom they are regularly confused.

Generation Z is financially focused
When it comes to work, Generation Z views their job as a means to an end. Unlike their Millennial counterparts who often need to love what they do, Gen Z understands that work is performed for financial reasons. They'll readily accept employment that provides a steady income and necessary benefits even if it isn't their dream job.

It's not to say they wouldn't prefer to enjoy what they do, but it is not a necessity for Gen Z. If the decision came down to doing something they love or getting a more substantial paycheck, the paycheck will most often prevail.

This financial focus is a byproduct of watching their Generation X parents lose significant savings in a very short period of time during the market crash and recession of 2008. They witnessed how quickly the money can disappear, so financially-driven actions lead much of what they do.

Generation Z is entrepreneurial
We regularly hear about rags-to-riches stories that have resulted from the technology boom. Whether it's the notable rise of Steve Jobs and Bill Gates from toiling in their garages to accumulating limitless wealth, or the recurring stories of teenagers creating apps in their free time that make them overnight millionaires, Gen Z knows there is money to be made from good ideas.

They aren't afraid to chase those ideas and believe that they have what it takes to have similar successes. They are also keenly aware that everything they don't currently know is a simple click or two away, which makes the bold decision to be an entrepreneur less arduous and easier to swallow.

Generation Z is all about technology
From the time of their birth, the internet and cell phones (for the most part) were commonplace. Gen Z wants instant gratification and they know if that if they need information, it's easily accessible.

Because being connected makes communication virtually limitless, it's not uncommon for members of Gen Z to have friends all over the world. For many, communicating with someone halfway around the world may be easier than communicating with older relatives at the dinner table during a holiday meal.

While phones may be confused for an extra appendage on members of Gen Z, cell phones are used, first and foremost, for entertainment purposes. Members of this generation still prefer to have face-to-face human contact whenever possible, especially with people they know.

Gen Z does a lot of research online and companies trying to reach this group would be well served to attract them through online means compared with old-school methods of print, radio or television. They research companies online, and rely on user reviews to backup their gut instincts about a company before they actually do business with them.

Generation Z enjoys other people
Sure, Gen Z likes face-to-face interaction, but it doesn't always have to take place in the same physical location. Regularly utilizing apps such as FaceTime or Skype, members of Gen Z will often have "face-to-face" conversations with thousands of miles separating the participants, utilizing technology of which they are so adept.

The main difference between Gen Z and older generations is the reduced amount of eye contact employed. The younger generation was born with a device in their hands and are simply used to looking down. It's not meant to be a sign of disrespect or disinterest in the person speaking to them, although older generations may interpret their lack of eye contact as such.

Generation Z is competitive
This group is very focused and competitive in most areas of life. Not only do they want to get into the best schools and get the highest paying jobs, they want to win every debate and every sporting event. Competition constantly drives this group.

Competition may be against others or within themselves. And, competition against the clock is a constant. They want what they want now! Patience is a lost art with Gen Z, knowing they have to act quickly to get what they want fearing someone else may beat them to the punch.

Change is welcomed by Generation Z
With limitless information at their fingertips, Gen Z has a lot of knowledge and exposure to many different topics. With this breadth of knowledge, they constantly seek new ideas and experiences. They will change direction on a dime without a second thought, leaving some of the older generations shaking their heads trying to keep up.

Unlike previous generations, this youthful group is actively engaged in political conversations despite many of them not yet being able to vote. Information is easier to find, making them "experts" on subjects very quickly. With this mentality, they tend to rally behind causes that resonate with them, often before they even take time to consider the "other side."

Diversity doesn't even register with Generation Z
They've grown up in a diverse world and it's all they know. Neither race, sexual orientation nor religion are the identifying characteristics that they may have been for previous generations. People are just people to Gen Z. It doesn't mean they won't judge, however. Gen Z is more likely to judge someone for what you are, rather than for who you are.

With changing demographics happening in America, Gen Z will be the last generation where a majority of the population is white. Gay marriage and a black president is a way of life during this group's formidable years, making diversity "the norm" thus eliminating any need to focus on the subject specifically.

Generation Z prefers independence
A key differentiator between Gen Z and their Millennial counterparts is Gen Z's preference to work independently. Millennials are all about collaboration, but the competitive nature of Gen Z contributes to them wanting to control their own destiny and not rely on others for their own success.

Workplaces who lowered cubicle walls and created open work areas for the Millennial workforce may want to rethink this strategy because it is typically not embraced by members of Gen Z.

Generation Z wants to be heard
Having access to so much information, Gen Z has strong opinions and wants them to be heard. This is especially true in the workplace, where they expect to be an equal contributor. Gen Z members believe their ideas are just as valuable as ideas from members of other generations.

While they may lack experience that only comes with time, their ability to change on a dime, process information quickly and compete make them a voice to be heard in any organization.

Generation Z can be a lot like their parents
No matter how much they may try to fight it, Gen Z can be a lot like their Gen X parents. Behaviorally, Millennials tend to reflect many of the characteristics of their Baby Boomer parents, a key distinguishing difference between the two groups.

With an individualistic focus and a certain level of skepticism, they are relatively optimistic even if they aren't overtly trusting.

Focus group of one
Having a Gen Z daughter, I have a front-row seat to witness many of these characteristics daily. With few exceptions, the concepts delivered by Josh Miller in his article seem to be accurate in what I regularly experience.

My daughter is extremely financially focused and has been since a very early age. She has big plans but has the wherewithal to understand it takes money to finance those plans. Instead of just talking about what she's going to do, she's already created and enacted plans to make her big dreams become a reality. One of those big ideas is forming her own art company, a bold move from a then 16-year old.

Without question, she is connected to either her phone or computer constantly. During those late hours online, she is often chatting with friends scattered throughout the country.

She's consistently open to new ideas and can change a strategy in a fleeting second, clearly relying on gut instinct over labored research. She doesn't see color or orientation and cares little about religion. Her competition is internal, constantly challenging herself to be better today than she was yesterday. An opinionated individual, she is a self-starter who will create a vision and see it through to completion entirely on her own.

Finally, whether she likes it or not, she can be just like her Dad in so many ways (good and bad) and I remind her of that every chance I get.

Final Thoughts
Other than being relatively close in age and both being technologically savvy, Gen Z is a very different and unique group compared to its Millennial counterparts.

This group, born between 1981-1996, has its own set of formative life experiences, just as every generation had before them. These experiences have made an indelible imprint on their DNA and has helped shape them into the people that they are and will continue to be.

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10 Defining Characteristics of Generation Z

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Generation Z is its own unique and independent generation. These ten defining characteristics of Generation Z will help better articulate what sets this generation apart from others, notably the Millennials with whom they are regularly confused.

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Generation Z, from a cultural perspective, is clearly different than those that came before them, but did you ever consider how the world they're growing up in and the technology that surrounds them shapes the way they learn?

That's the core of this article, but just to make sure we're all on the same page, we're going to offer a definition who the term Generation Z applies to.

Generation Z refers to young people who were born between 1996 and 2014. This generation stands out from the previous generations - millennials and generation X - for a ton of reasons, many of which we're going to address below.

We're also going to focus on how generation Z traits change the way they learn and discover knowledge. But first of all, let's take a look at the key characteristics that define generation Z.

Generation Z Facts & Characteristics

1. Gen Zers are technologically advanced and knew how to use a smartphone from an early age.

2. Gen Z representatives have never seen the world without the internet and thus have affinity for texting and messaging on mobile apps or online platforms, sometimes even over in-person, face-to-face communication.

3. Another characteristic of the Gen Z population is that they absorb tons of new information every day. Gen Z kids spend several hours a day in social media or searching the internet for information.

4. According to infographics by Upfront Analytics, Generation Z perceives information visually, so marketing campaigns that are targeted at Gen Zers revolve around story telling, explainer videos, and other forms of visualization.

5. Being independent, self confident and autonomous are also some of the key characteristics of Generation Z. They do not rely on their parents as much as previous teen generations did. The reason is that the internet and technologies allow Gen Zers to start earning money at much earlier age than their parents.

As Millennial Branding reports in their research of high school internship programs, 72% of modern high school students are thinking of starting their own business in the future. Meanwhile, 76% hope that their future jobs will be derived from their hobbies.

6. This generation has been accused of having an attention span shorter than its predecessors, however it is actually an evolved 8-Second Filter. This 8-second filter is helping them to curate their feeds and focus on what matters to them, and although you must work to become a part of it - once you have grabbed their attention they tend to remain loyal.

7. Gen Zers are environmentally aware. They value the eco-friendly and healthy lifestyle much more than any previous generation. Maybe this generation will actually have a positive impact on the environment.

8. Multitasking is also one of the positive generation Z traits. Due to their extraordinary ability to process and absorb lots of information within seconds, Gen Z kids can easily handle several tasks at once.

Now let's see how the aforementioned Generation Z personality traits impact their studying habits and find out which JKCP programs and camps can be aligned with those traits.

How These Gen Z Traits Relate To Learning

More technologically-focused

According to the generation Z facts sheet prepared by Common Sense Census, 44% of teens use computers to do their homework. Furthermore, 48% of teens watch how to videos that are related to school. Classrooms at schools are also adapting to the new generation by offering various ed tech solutions for their students.

As for JKCP, we are happy to provide a wide range of courses for kids who are keen on technology. For example, Gen Zers might like the Technology track at our Julian Krinsky Enrichment program, which includes the Artificial Intelligence, Maker Tech: Product Design & 3D Printing and Engineering: Robotics.

Who knows - maybe a team of young Gen Zers will soon build an ed tech app that will help them be more productive both in the classroom and while doing their home assignments.

The Social Media Connection

When it comes to studying, Gen Zers prefer to connect with their fellow students and teachers on social media sites such as Facebook.

Teachers can find instructions on how to teach "digital" kids directly on Facebook. The social network recommends that the teachers create closed Facebook groups for kids and their parents. They can use these groups to share not only the homework assignments but also information regarding classroom activities, field trips, and so on.

Many Gen Zers also see social media such as Instagram or YouTube as a potential source of income. At JKCP one of our summer camps, students can learn how to make monetize the opportunities by participating in our Business: Digital Marketing class within the Enrichment program. Our experienced instructors will teach Gen Zers on how to become successful digital entrepreneurs & marketers with the help of Instagram, Google, YouTube they will learn how social media influencers are changing the face of marketing and so much more.

Habitual Multitaskers

This skill is perfect when it comes to home assignments. According to the same generation Z statistics gathered by Common Sense Census, 50% to 76% of gen Z students report that they listen to music, send text messages, watch TV, or use social media while doing their homework.

55% also report that doing something else together with the home assignments does not affect their productivity and in some cases even helps them become more productive. Besides, gen Zers start earning their own money much earlier than the millennials used to, and thus the multitasking skills help them combine work and study.

At JKCP, we offer a unique Enrichment program that is tailored specifically to the life rhythm of Gen Zers. This program allows the students to study at their own pace as well as choose what they want to study, how deep they want to study this subject, and when they want to do it. Such flexibility makes Enrichment perfect for Gen Z kids.

Online communication vs offline communication

Many universities in the US are now adapting to the needs of Gen Zers by offering distance learning programs. Masterstudies.com reports that US universities offer 88 Master's programs in distance learning as of 2018.

Focused on independence

By seeking independence and autonomy, Gen Zers demonstrate strong entrepreneurial skills. As we have already mentioned, Gen Zers successfully work and study at the same time. JKCP offers plenty of programs that help the gen Z students enhance their entrepreneurial streak.

For example, Julian Krinsky Business School is aimed at discovering and developing the talents of future business leaders. The highlights of the program includes an introduction to business management strategy, business etiquette, global economic trends, and much more.

JKCP also offers internships for high school students to help them choose their future career path in disciplines such as business, engineering, entertainment, hospitality, marketing, medicine, and politics.

Now you know what Generation Z is and which Gen Z traits make them different from millennials and previous generations. No matter if you are a parent, a teacher, or a marketer - you can use this deep dive into Generation Z characteristics to reach out to them and tap into their interests.

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Generation Z Characteristics & Traits That Explain the Way They Learn

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Generation Z, from a cultural perspective, is clearly different than those that came before them, but did you ever consider how the world they're growing up in and the technology that surrounds them shapes the way they learn?

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Tommy-Hilfiger-logo | Desain, Kaos, Stiker

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Employees: 5,001 - 10,000

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Company Snapshot

For five decades, CALVIN KLEIN has been a cultural catalyst, creating a legacy of iconic imagery and provocative conversation while retaining its American DNA and youth-inspired designs. Our associates are a group of talented individuals with unique personalities and perspectives. At CALVIN KLEIN, we take risks, embrace differences and strive to make a positive impact on the world. Above all, we care passionately for the brand, our customer and each other. Founded in 1968 by Calvin Klein and his business partner Barry Schwartz, CALVIN KLEIN is one of the world's largest and most successful designer fashion brands. We are driven by our associates, creating one of the most visionary workforces in fashion. We are proud of who we are, what we do, and the future we are creating. Global retail sales of CALVIN KLEIN products exceeded $8 billion in 2017, and CALVIN KLEIN branded products are distributed in 110+ countries. CALVIN KLEIN employs a worldwide network of over 10,000 associates and operates more than 2,000 free-standing stores globally. Calvin Klein, Inc. was acquired by PVH Corp. in 2003.

Contact

205 West 39th Street, New York, 10018, United States

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Calvin Klein's Page | BoF Careers | The Business of Fashion

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Employees: 5,001 - 10,000 Gallery Company Snapshot For five decades, CALVIN KLEIN has been a cultural catalyst, creating a legacy of iconic imagery and provocative conversation while retaining its American DNA and youth-inspired designs. Our associates are a group of talented individuals with unique personalities and perspectives.

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Calvin Klein store | Source: Shutterstock

By Reuters August 28, 2019 21:53

NEW YORK, United States - Corp cut its full-year profit and revenue forecast on Wednesday, as the Calvin Klein owner sees pressure from the escalating trade tensions between the US and China and the ongoing protests in Hong Kong.

The company now expects full-year adjusted profit between $9.30 and $9.40 per share compared to prior estimate of $10.20 to $10.30 per share. PVH said the US tariffs on Chinese goods would hit its earnings by about 20 cents in 2019. The company also expects full-year revenue to grow about 1 percent, down from its prior outlook of about 3 percent rise.

Chief Executive Officer Emanuel Chirico said the volatility in the macro environment, the global retail landscape and the continuing escalation of trade tensions between the US and China will cause its business to remain under pressure, as will the ongoing impact of protests in Hong Kong.

Despite the dull outlook, PVH reported better-than-expected quarterly sales boosted by higher demand for its Tommy Hilfiger apparels.

Revenue rose 1.3 percent to $2.36 billion, beating the average analyst estimates of $2.33 billion, according to IBES data from Refinitiv.

Net income attributable to the company rose to $193.5 million, or $2.58 per share, in the second quarter ended Aug. 4, from $165.2 million, or $2.12 per share, a year earlier.

Excluding items, the company earned $2.10 per share. Analysts, on average, had estimated a profit of $1.88 per share.
By Soundarya J; editor Shailesh Kuber.

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Calvin Klein Owner PVH Cuts Full-Year Profit, Revenue Forecast

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Calvin Klein store | Source: Shutterstock By Reuters August 28, 2019 21:53 NEW YORK, United States - Corp cut its full-year profit and revenue forecast on Wednesday, as the Calvin Klein owner sees pressure from the escalating trade tensions between the US and China and the ongoing protests in Hong Kong.

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The Better Cotton Initiative (BCI) is a not-for-profit organisation that exists to make global cotton production better for the people who produce it, better for the environment it grows in and better for the sector's future. Through BCI and its Partners, farmers receive training on how to use water efficiently, care for the health of the soil and natural habitats, reduce use of the most harmful chemicals and apply decent work principles. BCI Farmers implementing this system are licensed to sell Better Cotton.

You may have seen the BCI logo used on websites, in stores and in sustainability reports. Members invest in BCI and are, in turn, able to use the BCI logo in their marketing.
What does the BCI logo mean on product packaging?
BCI Members have the option to use product packaging as a channel to communicate to consumers about their commitment to more sustainable cotton production. When you see the BCI logo or 'On-Product Mark' on packaging, it does not mean the product is made of physically traceable Better Cotton. It means that you're buying a majority cotton product, from a retailer or brand that is committed to sourcing Better Cotton and investing in BCI Farmers.
Who can use the BCI logo on product packaging?
Only committed BCI Members can use the BCI On-Product Mark. A Member must be sourcing at least 5% of their cotton as Better Cotton in order to start using the mark, with a plan to be sourcing at least 50% of their cotton as Better Cotton within five years. BCI monitors this progress and works closely with its Members to make sure claims made in association with the BCI logo reflect their engagement with the programme, and are transparent and credible.
What is 'Mass-Balance'?
Mass-Balance is a term used to describe a supply chain methodology. Simply put, it means what comes out must balance with what went in. For example, if a retailer places an order for finished garments, like T-shirts, and requests one metric tonne of Better Cotton be associated with this order, a cotton farmer somewhere must produce one metric tonne of cotton to the Better Cotton Standard. This is then registered on BCI's supply chain system, and credits for the order are passed through the supply chain for that same weight in cotton, from one factory to the next. What comes out is the equivalent amount of cotton that the farmer produced as Better Cotton, but it has been mixed in with conventional cotton in its journey from field to product.
If Better Cotton isn't traceable, how can it be sourced?
As cotton moves through the supply chain and is converted into different products (for example, yarn, fabric and garments), credits are also passed along the supply chain. These credits represent volumes of Better Cotton a BCI Retailer or Brand Member has ordered. We define this as 'sourcing' Better Cotton. Sourcing volumes are tracked by BCI's online sourcing platform. Physically traceable Better Cotton does not end up in the hands of the retailer that placed the order, however, the farmer benefits from the demand for Better Cotton in equivalent volumes to that 'sourced'.

To learn more about BCI's system for managing Mass-Balance within sourcing, watch our animation by clicking here.
Why doesn't BCI make Better Cotton physically traceable?
The cotton supply chain is complex. From field to store, there are often 12 or more stages in the supply chain. Physically tracing Better Cotton through the supply chain is time consuming and expensive, but more importantly, it is not necessary for us to meet our primary objectives. Ultimately, BCI is focused on making cotton production better for the environment it grows in and better for the sector's future. Knowing where the Better Cotton ends up does not benefit BCI Farmers.
What are the benefits of 'Mass-Balance'?
By using a system of Mass-Balance, BCI is able to reach more farmers, meaning more sustainable practices are being implemented around the world. Retailers pay a fee to BCI dependant on the volume of cotton they source as Better Cotton. BCI is then able to channel that money directly back into field level activities, such as training, assurance and reaching more cotton farmers. There are challenges in cotton production that need addressing today, and unblocking barriers to the demand of Better Cotton will enable BCI to reach our next milestone: 5 million farmers by 2020.

Read more about our funding model, the 'Better Cotton Growth and Innovation Fund'
How can I support BCI?
You can support BCI by buying cotton products from a BCI Retailer or Brand Member.

Find BCI Members by clicking here.

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What Does Our Logo Mean? - Better Cotton Initiative

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The Better Cotton Initiative (BCI) is a not-for-profit organisation that exists to make global cotton production better for the people who produce it, better for the environment it grows in and better for the sector's future.

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Calvin Klein Store at Franciacorta Outlet Village

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Giorgio Armani Signature Logo Beach Towel - Farfetch

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For retailers who've been racking their brains in recent years over how to target millennials, here's a bit of unsettling news: Gen Z is coming right on their heels. Not only that but, the prevailing wisdom goes, these newly minted consumers (now 23 and younger) want everything right away.

A quick scan of the research out there reveals the role immediacy plays in the lives of the youngest consumer cohort. A 2015 white paper from Ernst & Young, for instance, noted that Gen Z consumers "are impatient and will quickly discount those who can't immediately deliver on their needs." Research from analytics firm Marchex revealed that "Generation Z has surpassed Millennials as the consumer group with the shortest attention spans." And a recent blog post from software firm Sapho declared: "For Generation Z, it's instant everything-instant information, instant communication, and above all instant gratification."

Or is it?

A new survey suggests that when it comes to shopping, Gen Z consumers are far more traditional-and substantially more patient-than many thought.

Fluent Commerce, a consultancy specializing in retail order management, recently queried 5,000 shoppers between the ages of 14 and 24 to find out more about their shopping habits and preferences. Among the findings: Consumers in their teens and early 20s are happy to sit tight for a week or more, waiting for something they bought online to arrive at their homes. Specifically, 47 percent of respondents said they're willing to chill for seven days for a package, and 24 percent will wait 10 days or longer.

What's more, even as Amazon's two-day shipping model moves closer to becoming an industry norm-promising both speed and convenience for shoppers who refuse to leave the sofa-Gen Z shoppers actually might not care so much. Most of them (73 percent) are still more than happy to drive to a brick-and-mortar store and shop the old-fashioned way.

So what gives? Are these findings proof that the youngest shoppers are really old souls, veritable monks of patience? Well, no. As Fluent's North American vp Bill Friend explained, Gen Z likes immediate gratification as much as anyone. But factors such as price and social habits add important dimensions to the picture.

"We asked these questions to determine where the crossovers were," Friend said, "and [the data] support that convenience is a factor, but it depends on whether I need something right now or I don't want to pay for shipping."

In other words, young shoppers like the idea of getting something the same day they buy it, but they'll also drive to pick it up so they can save on shipping costs-53 percent of respondents said they'd drive half an hour to a store to get a package, and nearly a quarter (23 percent) will drive up to an hour. "People are definitely sensitive over having to pay for shipping," Friend said, "but they're less sensitive about the immediacy."

In fact, the prospect of free shipping is so attractive that it can make or break the transaction itself. Ninety percent of Fluent's respondents admitted that free shipping "influences their decision when making a purchase."

Fluent's survey also revealed that all the dire talk about the demise of brick-and-mortar stores might be premature. Asked which they prefer-shopping online or in a store-close to 27 percent said they like going to stores, and nearly half said they liked both.

This finding reveals an obvious but still overlooked advantage that physical retailers have over their online competitors: the social and communal experience of browsing the aisles. As Friend explained, a 14-year-old consumer probably lacks the cash and inclination to go out for an expensive dinner. But going to a mall is still free, and it promises hours of personal interaction that a smartphone can't deliver. "If you're in this age range, shopping is something to do," he said. "You don't go to restaurants, but you can go to the shopping center every day. There's a social dimension to it."

That's good news for traditional retailers, though Fluent's survey also sounded a note of caution. Sixty-six percent of respondents said they expect retailers to offer same-day pickup for items ordered online. And while big-box chains like Target and Walmart now offer this service, many retailers still do not. "The order needs to go to the store and the associate needs to pick it out and make it ready for you," Friend said. "I think it's still not uncommon [for stores] to not be able to do that."

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Much of What You Thought You Knew About Gen Z's Shopping Habits Is Probably Wrong

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For retailers who've been racking their brains in recent years over how to target millennials, here's a bit of unsettling news: Gen Z is coming right on their heels. Not only that but, the prevailing wisdom goes, these newly minted consumers (now 23 and younger) want everything right away.

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By Mary Hanbury

Generation Z's approach to brands is part of what sets it apart from previous generations.

When deciding where to shop, their primary motivator is price, according to a Business Insider survey of more than 1,800 Gen Zers.

Since they frequently document their life on social media, they feel a pressure to always have new clothes. That is fueling growth in unconventional forms of shopping, like rental and resale.

Being unique - and balancing that with saving money - is a defining trait of this generation.

Amanda Chernin, age 20, from Delray Beach, Florida, says she shops online almost every day.

She is not loyal to any one brand or store. Instead, she shops wherever is most affordable. She rarely goes to a physical store to try clothes on, and if she ends up not liking a piece she buys, she resells it online.

"Older generations grew up without this technology and being able to shop online," she said. "I literally order something online every day."

While Chernin's approach to shopping might still be alien to some consumers, she is an example of a Generation Z consumer. She is part of the first truly digital generation, which has grown up cradling a smartphone and has never known a time without the internet and social media.

For the past decade, brands have scrambled to serve millennials, the first internet-obsessed generation that's been blamed for killing dozens of industries and forcing retailers to rethink their online-selling strategies.

Now, brands are bracing themselves for the next wave of shoppers, between the ages of 13 and 21, who are gearing up to enter the workforce and become a formidable force in the economy.

Experts say that Gen Z will not be an extension of the previous generation and should not be thought of as millennials 2.0, but instead as a distinct set of people with unique experiences, beliefs, and behaviors. This generation, they say, will fuel a massive change in how people shop.

They don't want to pay full price for anything

Gen Z is thrifty above all, experts say.

"They are very fiscally pragmatic and practical with their money. They are looking for value," Jason Dorsey, a Gen Z consultant and researcher who delivered a TEDx Talk about this generation, told Business Insider.

Dorsey said that value can be achieved in two ways: by shopping for clothing from brands that already have low prices, or by buying more expensive things that last longer.

"I can't afford nicer brands of clothes," Chernin said. "I like to save and would rather have money in the bank than be broke."

"Older generations grew up without this technology and being able to shop online. I literally order something online every day."
Amanda Chernin

Tanner Frick, 21, majors in business at the University of Sioux Falls, in South Dakota. He's a self-described "brand freak" and says he shops at Nike, Lululemon, and Patagonia. "I trust them more," he said, referring to these brands and the warranties they offer.

Patagonia, for example, has an unlimited returns policy on unworn items and offers a repair service for worn clothing.

"In the end it's worth it," he said, referring to Patagonia's relatively high prices. The outdoors retailer sells men's vests that range from $80 to $200 and jackets that cost up to $280.

For others, low prices are more important. This was evident in Business Insider's recent survey of 1,884 Americans between the ages of 13 and 21. This national poll was conducted with SurveyMonkey Audience partner Cint on behalf of Business Insider and ran January 11-14.

When asked what was the biggest factor when deciding whether to purchase items from a particular brand, 60% of respondents said price.

"They don't want to pay full price for anything," Dorsey said, adding that these spending habits were likely passed down to Gen Z by their parents and teachers, who were shaped by the recession.

The median-age Gen Z shopper, currently 17, would have been 6 when the financial crisis began, in 2008. While they were not in the workforce yet, they were old enough to remember it and see how their parents and older friends struggled, Dorsey said.

An obsession with price instantly makes them less loyal to brands.

"There really isn't loyalty like in the past," Marcie Merriman, the executive director for growth strategy and retail innovations at Ernst & Young, told Business Insider.

They "are highly informed and want to take charge of their lives and their futures," Merriman wrote in a recent EY report about Gen Z. "Getting these consumers to be loyal to your brick-and-mortar will be more challenging than ever."

Taryn Merari, 19, a design major at New York's School of Visual Arts, told Business Insider that she rarely shops by brand. She is almost always led by price.

She shops, she said, by the mantra "'What clothes do I need?'"

"If I need leggings, I look for leggings by color or by texture." This way she can get the best deal and the best quality.

Getting a Gen Zer to be loyal to a brand is nearly impossible. Brands need to work extra hard to earn their trust.

Members of Gen Z have largely been made skeptical by their ability to verify almost anything online.

For this reason, experts say that Gen Zers value transparency and authenticity in the brands that they shop from, and retailers are gradually responding to this idea.

Younger brands such as Everlane and Toms have led the charge, but increasingly legacy brands such as American Eagle Outfitters are shifting to offer greater transparency in their products and marketing.

Aerie, American Eagle's lifestyle and underwear brand, is a good example of this. It was applauded by customers for its decision to ban any photo retouching in its ads in 2014. And this has shown up in its financials: In early June, the company reported earnings for the first quarter of 2019. Same-store sales at Aerie were up 14% during the quarter, which marked its 18th consecutive quarter of double-digit growth.

Meanwhile, competitors such as Victoria's Secret, which has been more resistant to changes in branding, have suffered. Same-store sales of the Victoria's Secret brand were down 5% for the first quarter.

Anya Ortakales, 17, a high-school senior at Kearsarge Regional High School, in New Hampshire, compared Aerie and Victoria's Secret to show just how important the brand's message is in her decision to shop there.

"It's very important to show that anyone can buy stuff like that and look good in it," she said, referring to Aerie's undoctored images and the "real women" it features in its ad campaigns.

"It makes me feel better about buying from Aerie and supporting them," she said.

Chad Kessler, global brand president at American Eagle, recently expressed his excitement about Gen Z becoming Aerie's target shopper.

"Gen Z wants to support and participate in brands that they believe in and that reflect them," he told Business Insider. "They are loyal to brands that they feel understand them and reflect their values. We have always been a brand that stands for inclusivity, diversity, and youth empowerment, and I think that resonates with this customer."

But there is no guarantee that these shoppers will stay loyal, experts say. Gen Z is more fickle than previous generations, and if brands are slow to engage or if they break their promises, these young shoppers will move on.

They also do not use brands to define their identity like past generations may have done.

"The rules of dress when millennials were younger and the ways that they determined the appropriate things to wear were about the brand and what the brand was. As long as they were in the right brand, they felt confident," Merriman said. "That brand represented more of who they were, and it made them feel safer or more secure in their decisions."

Merriman said that the reverse is happening now. Gen Z is creating its own personal brand.

"It's not the brand leading the consumer; it's the consumer using the brand or the product in whatever ways they want," she said. This is partly driven by the influencer community, she added. Traditionally, a brand image was determined by the company and how it chose to market it.

Now, a brand image is increasingly about how it is perceived and marketed by the influencer who wears it.

Living life in pictures means you need a lot of outfits

Gen Z may be more sustainability-minded than previous generations, but they also face constant pressure to wear new items given that they are likely to be the most photographed generation.

In the past, this would have been easily remedied by fast fashion, and for many it likely still is. Fast fashion that is created cheaply and discarded quickly contributes to waste, however. According to the US Environmental Protection Agency, 26 billion pounds of textiles end up in a landfill each year. Shoppers with an eye on sustainability and who also want to wear unique clothes have given rise to nontraditional modes of shopping such as rental and resale or thrift.

Rent the Runway, which was recently valued at $1 billion in a $125 million round of new funding, is paving the way in clothing rental. Its core subscription service, targeted at an older demographic - women in the workforce - plays into the hands of customers who not only crave newness but are more conscious about sustainable living and preserving the environment. This positions it well to appeal to Gen Z shoppers in the future.

"There are kids at school who think it's stupid to shop at American Eagle because then you all end up with the same clothes. They go to the smallest stores they can find, that they know no one else is shopping at, so they know they have something different."
Anya Ortakales

"Gen Z lives their life in the cloud - their content, entertainment, and music all exist in the cloud with unlimited choice," Rent the Runway CEO Jennifer Hyman told Business Insider. "We are offering them the exact same thing for their physical lives."

Hyman said that Gen Z is one of the first groups to adopt this new style of shopping and to feel that it is the norm.

Legacy brands have adopted similar services. Express recently launched its Express Style Trial service, which allows consumers to rent up to three items at any given time for a monthly fee.

And in March, American Eagle launched a near-identical clothing-rental subscription model known as American Eagle Style Drop.

For $50 a month, members can rent up to three items at a time and make an unlimited number of exchanges. The shipping costs are covered each way, and dry cleaning is free. If customers decide they like a piece, they can purchase it at a discount of 25% or more.

"There is a trend toward clothes having a second life or being used again," Kessler said. "This is part of their focus on quality, value, and thoughtful purchasing, and I think these [rental services] are just different ways for them to participate."

Gen Z is thrift-shopping for the same reasons. Online resale site ThredUp recently estimated that one in three Gen Z consumers will buy used clothing in 2019.

"There is an obsession with freshness," Karen Clark, the vice president of marketing communications at ThredUp, told Business Insider, adding that the company posts 1,000 new items online every hour.

"They want to flip their wardrobe, but they want to do that without doing damage to the environment," she said.

Chernin, for her part, turns to Poshmark when she wants to sell a piece of clothing she no longer likes or has use for. Poshmark, which allows users to list and sell their own clothes, is said to be preparing to file for an IPO later this year, The Wall Street Journal reported in April.

Jessica Pruitt, an associate manager of marketing at Buffalo Exchange - a thrift store that buys and sells used clothing at 49 stores across the US - told Business Insider that the store has seen an uptick in Gen Z shoppers as the stigma around resale fades.

Secondhand shopping also affords Gen Z the chance to dress in unique ways. They use thrift to build their own identity and create their own story, Lennox Thomas, Goodwill NYNJ's executive vice president for retail operations, told Business Insider.

Ortakales has found that some of her classmates have become so "obsessed" with creating a look that "sets them apart" that being unique has become a trend in and of itself.

"There are kids at school who think it's stupid to shop at American Eagle because then you all end up with the same clothes. They go to the smallest stores they can find, that they know no one else is shopping at, so they know they have something different," she said.

Ortakales said she believes that this desire to be unique stems from the important societal and cultural changes that have occurred during this generation's upbringing, which has made them more accepting of diversity.

"My generation is so focused on accepting people that are different that there's this mindset that if you do want to follow what other people are doing, it's frowned upon," she said. "We are trying so hard to make sure everyone feels included and accept everyone, so you have to be different to be involved in that."

Reporting by Mary Hanbury
Editing by Madeline Stone, Cadie Thompson, Matt Turner, and Alyson Shontell
Design by Samantha Lee and Skye Gould
Photography by Hollis Johnson
Graphics by Shayanne Gal

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Gen Z is leading an evolution in shopping that could kill brands as we know them

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Generation Z's approach to brands is part of what sets it apart from other generations. When deciding where to shop, their primary motivator is price.

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By Josephine Hardy|July 6, 2017| For Brands,

To prepare for the next wave of shoppers marketers need to know as much as they can about Generation Z.

Generation Z already wields $44 billion in spending power, a number which will continue to rise as they reach adulthood. ( Retail Touch Points) Born between 1998 and the present, Generation Z are the first post-millennial generation who were born into a world with mobile technology and social media.

To effectively sell to the new generation, marketers should learn who make up Gen Z, where they currently shop, and spend their time. It's the most valuable buyer persona study businesses can conduct for future campaign success.

We've compiled some important facts and stats about Generation Z into an infographic, which you can view, and share below. To learn more, scroll below the graphic to find further details.

Further Info: Generation Z Facts & Stats

100% Internet Usage

Wikia conducted a study in 2013 that revealed every participant was connected to the internet for at least an hour a day. The insight to take away from this statistic is how important it will be, going forward, for this generation to stay connected with family, friends, and the world using the internet. Businesses not investing in online marketing campaigns will miss vital opportunities to reach their target consumers.

YouTube Is Their Most Visited Social Platform

YouTube is fast replacing television as the primary method for Gen Z to learn about life skills, follow their favorite celebrities, and access general entertainment. Its appeal isn't hard to see - like Netflix it provides instant value on demand and is viewable on the go. [ Motivate]

They are Multiethnic

This generation will be more ethnically diverse than any other that have come before it. The Census Bureau estimates that by 2020, 50.2 percent of children under 18 are expected to be part of a minority race or ethnic group. This will be reflected in their upbringing, values, and shopping choices.

Next Steps

There is nobody who understands Generation Z like the influencers who count them as part of their audience. (Some influencers are even part of Gen Z themselves!)

Acorn Influence has had the pleasure of working with some of the biggest, and best, brands in the world. Our case studies page features examples of how influencer marketing is providing true ROI for agencies, and brands alike.

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Generation Z Facts & Stats Marketers Need To Know [Infographic] | Acorn | The Influence Company

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By Josephine Hardy|July 6, 2017| For Brands, To prepare for the next wave of shoppers marketers need to know as much as they can about Generation Z. Generation Z already wields $44 billion in spending power, a number which will continue to rise as they reach adulthood.

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197 votes and 27 comments so far on Reddit

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Generation Z Statistics: 11 Gen Z Stats For Every CMO

UPDATE November 12, 2018 - Born in the time between the mid-1990s and the mid-2000s, Generation Z occupies a nebulous age bracket. Even so, the individuals that make up Generation Z have many characteristics that make them easily distinguishable from the preceding generations.

Most significant, though, is Gen Z's affinity for the internet. As "digital natives", Generation Z presents a unique challenge and lucrative opportunity for digital marketers. In fact, Gen Z already makes up an astonishing $44 billion in annual purchasing power.
We've collected the major Generation Z statistics to give marketers a better picture of this developing consumer demographic:

1. Gen Z will be a 2.56 billion population by 2020.

2. 98% of Generation Z members own a smartphone.

3. 85% of Gen Z learns about new products via social media.

4. 10 hours of screen time: the amount of time nearly half of Gen Z spends on devices each day.

5. 71% this generation watches more than three hours of online video daily.

6. 67% of Generation Z prefers seeing "real people" in ads.

7. When Gen Z grows up, they'll make up 40% of U.S. consumers.

8. 50% of children are expected to be part of a minority ethnicity by 2020.

9. 8 seconds = Gen Z's attention span.

10. 51% of this population uses ad-blocking software.

11. A mere 9% of teens prefer Facebook over other social media platforms.

Gen Z Stats: Top 11 Generation Z Statistics And Facts

1. The Gen Z Population Is Forecasted To Reach 2.56 Billion By 2020

Generation Z is expected to reach by 2020. Within the US, Gen Z will reach 84.7 million by 2020, making up 24.7% of the American population. Gen Z is the third-largest age group in the US, lagging behind Millennials and Gen X in terms of total numbers. This gap will likely not be closed for at least another 20 years. Currently, 1 in 5 Americans belongs to Generation Z. 2.56 billion individuals globally By 2025, however, Gen Z will grow to become the largest generation at 29% of the population.

2. 98% Of Generation Z Owns A Smartphone

Generation Z grew up with smartphones, and it is estimated that 98% of Generation Z owns a smartphone compared to 96% in 2016. Across all teens, 78% use a smartphone, while 87% of 18-24-year-olds use the device.

Breaking down younger Gen Z demographics, 68% of American 13-14-year-olds own a smartphone and 76% of 15-17-year-olds own a smartphone. Moreover, the importance of smartphones in Gen Z lives is reflected in a generational attitude towards smartphone ownership. For instance, individuals in Gen Z are 4 times more likely than Millennials to believe that age 13 is the appropriate age for a first smartphone.

3. 85% Of Gen Z Uses Social Media To Learn About New Products

individuals to shop at a retailer they have never shopped at before. Finally, 83% of those in Gen Z will trust product information shared by other shoppers on social media more than advertising. Diving deeper, Social media is one of the most powerful ways brands can reach out to Gen Z consumers. Over 85% of Generation Z will learn about new products through social media and will visit a store based on a retailer's social media post. Opinions that Gen Zers get from their social networks are extremely powerful, influencing 45% of teens use Instagram to find new products, followed by 40% who use Facebook. Gen Zers are twice as likely as Millennials to turn to YouTube before making a purchase.

4. Almost Half Of Gen Z Will Be Connected Online For 10 Or More Hours A Day

As digital natives, a majority of Generation Z will be connected online for at least 1 hour, and close to half are connected online for an incredible . In the UK, Generation Z reportedly spends available to Gen Z, who use smartphones, TVs, laptops, desktops, and tablets simultaneously. On mobile alone, more than half of Generation Z spends 10 hours a day 10.6 hours engaging with online content each day. Total time spent online may be a result of the more than 6 hours a day. Gen Z's connection to the internet impacts them emotionally, with nearly 80% feeling distress when kept away from personal electronic devices.

5. 71% Of Gen Z Watches More Than Three Hours Of Videos Online Per Day

Approximately Online video marketing is a critical component that advertisers will need to master in order to reach Generation Z. On average, Gen Z members watch 68 videos per day. 71% of Gen Zers spend more than three hours per day watching online videos, a significant difference from the 32% who spent only one hour doing the same in 2016. YouTube is considered by to be the destination for online video, however, Facebook video is quickly catching up with 79% considering the platform as a video hub.
Related Post: The 13 Most Popular Types Of YouTube Videos
6. 67% Of Gen Z Prefers Seeing "Real People" In Advertisements

Generation Z values authenticity and realistic narrative in advertisements. This is evidenced by Generation Z's preference for influencer marketing. 63% of Gen Z preferred to see social media influencers in advertisements and 37% preferred celebrities. As Gen Z grows and begins to occupy the workforce, marketers will need to consider leveraging the creators on social media that so heavily influence Generation Z. 67% of Gen Z prefer real people in ads. In 2016,

7. Gen Z Will Make Up 40% Of All U.S. Consumers

in the U.S., which gives teens and children direct purchasing power of
Gen Z is set to be the most financially powerful generation in the coming years. Having not yet reached adulthood, Gen Z accounts for$830 billion per year in the U.S., covering 6.8% of total U.S. consumer spending each year. Currently, the average weekly allowance is estimated to be $44 billion a year. As Gen Z grows to make up 40% of all U.S. consumers, they will become a massive economic force.
Related Post: Top 5 Differences Between Marketing To Millennials Vs. Gen Z
8. Over 50.2% Of Children Expected To Be Part Of A Minority Race Or Ethnic Group By 2020

America's Gen Z is expected to be very diverse, as over of children will identify as mixed race or as part of an ethnic group in 2020. The "minority white" population will comprise 49.7% of the population in contrast to 24.6% for Hispanics, 13.1% for blacks, 7.9% for Asians, and 3.8% for multiracial populations. Further, just over 33% of children are projected to be non-Hispanic white by 2060. This growth is reflected in racial composition trends today and in the recent past. Between 2000 and 2010, the country's Hispanic population grew at four times the rate of the rest of the country. Moreover, the number of mixed white-and-black biracial and the number of mixed white-and-Asian grew , respectively. Overall, Gen Z is optimistic about diversity in regards to gender, race, and sexuality.

9. Generation Z Has An Attention Span Of 8 Seconds

Born in a world of immediate answers and infinite choices, Gen Zers have an average attention span of as compared to the 12-second attention span of Millennials. Social media platforms have curated advertising options to this audience, from Vine's 6-second videos, Snapchat's 10-second story limit, and YouTube's 6-second pre-roll ad. However, distracted Generation Z may be, these individuals are lauded for their ability to multitask on the computer.

10. 51% Of Generation Z Will Have Installed Ad Blocking On Desktop

Generation Z is the most likely to have installed ad blocking software in comparison to Millennials or Gen X, with had a positive perception of four major ad categories (online search, online display, desktop video, and mobile video). 51% of Gen Z using ad blocking technology compared to 31% in 2017. Gen Z is also the most resistant to advertisements. For instance, less than

For comparison, Generation Y and Gen X did not fall below 25% in any of the categories. Furthermore, of Gen Zers have negative attitudes towards non-skippable pre-roll ads and pop-ups, respectively. On the other hand, less invasive ads such as skippable pre-rolls and mobile rewards videos achieve net positive scores. If given the option, 82% of Gen Zers will skip ads as fast as they can, 69% will physically do something to distract themselves for 30-to-60 seconds until the ad finishes, and 40% will stare at the ad until it goes away.
Related Post: 10 Ad Blocking Statistics Every CMO Absolutely Must Know
11. Only 9% Of Teens Prefer Facebook Over Other Social Media Platforms

Facebook used to be the most popular channel for all generations, including Generation Z, constantly checked by over . Now, 1 out of 4 Gen Zers at one time only 9% of Gen Z says Facebook is their preferred social media platform. Facebook is more popular among Millennials, used primarily to connect with high school friends, college friends, and family. On the other hand, Instagram and Snapchat will be used by Gen Z to connect with closer friends, with checking the respective apps daily. Gen Z is also the first generation to check Instagram more than YouTube, Snapchat, and Twitter.
Related Post: The 13 Facebook Live Video Statistics To Know
Also See Our Posts On:
How To Reach Gen Z With Influencers Top 10 Millennial Marketing Statistics How Much Time We Spend On Social Media In A Lifetime The Difference Between "The Plurals" & Gen Z

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Generation Z Statistics: Gen Z Facts For Marketers

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UPDATE November 12, 2018 - Born in the time between the mid-1990s and the mid-2000s, Generation Z occupies a nebulous age bracket. Even so, the individuals that make up Generation Z have many characteristics that make them easily distinguishable from the preceding generations. Most significant, though, is Gen Z's affinity for the internet.

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If you think you've begun to understand Millennials, then good news - there's another generation of shoppers to get your head around. Generation Z (defined loosely as those born after 1995) are digital natives with their own preferences, own habits, and increasing spending power.

Fortunately, it's not hard to accommodate the needs of Generation Z in your ecommerce offering.

Read on to learn how to cater to Generation Z in online retail.

The new kids on the block

Customer behaviours are changing. In a mobile-first world, customers are more connected and demanding. Some of the best-known, longest-surviving brands on the high street are struggling, while significant momentum gathers for digitally-native, online-only brands and fast fashion disrupters.

The changes facing retail are manifestly represented by the behaviours of Generation Z. In understanding this group's consumer behaviour, retailers arm themselves with the ability to bring about more effective content strategies.

While they may lack the disposable income of their millennial and baby boomer predecessors, brands should not underestimate Generation Z's spending power. Indeed, a US-based DWW survey found that 70 per cent of parents consult their Gen Z children in deciding what to buy. More directly, fashion retailers that cater solely for under-20s have delivered impressive growth in recent years.

It may be tempting to adopt the same approach as for Millennials when delivering on the needs of Generation Z customers. After all, the oldest Gen Zers are in their early twenties and have moved firmly into adulthood. However, Generation Z behaviour is substantially different from those who came before.

While most Millennials can remember a time before reliable internet connections and smartphones, Gen Zers have experienced little else. As such, their relationship with retailers has moved decisively online and a significant part is mediated through mobile. Instore remains important to them, but 24 per cent strongly prefer to purchase online and 13 per cent through mobile. Furthermore, over 40 per cent of Gen Zers purchase more than half of their clothing items online.

The message for retailers are these: Channels must be fully optimised and the mobile shopping experience is of increasing importance. Retailers must ensure that they have the tools to plan, schedule and deliver content, but also the ability to be more dynamic when reacting to fast-changing trends which require immediate content changes. We also know that Rich media, customisable product previews and video content are particularly effective at keeping Gen Zers engaged, and their language of choice is predominantly visual. The quality of product imagery is now of paramount importance, and visual storytelling throughout the shopper journey is key.

The quick and the dead

However, while appearances matter to Gen Zers, retailers cannot afford to neglect site perfomance. An app or website might contain engaging relevant content, but 60 per cent will refuse use it if it is slow to load.

For Generation Z, speed is of primary essence. They are a generation of impulse purchasers, with almost 60 per cent admitting they have made non-planned purchases 'in the moment '. In the age of fast fashion, Gen Z shoppers expect the latest styles to be accessible immediately, and they will choose the brand that can provide the fastest. To keep up, retail content has to move even faster, and reactive content strategies work best.

Fast fashion brands such as Boohoo and Missguided are adept at speaking to Generation Z and winning their favour. Their success stems from their business model - centered around the speedy production and delivery of the latest fashions - and their ability to provide a visual, experiential customer experience online.

Yet by their very definition, fashions come and go quickly. Young customers increasingly see clothing as disposable - worn today and shelved tomorrow. They're also less loyal to brands, with only 16 per cent shopping at a single store for their fashion. Even the most on-trend brands of today are in danger of seeing their young customer base quickly drift away.

To avoid the fate of so many before them, brands must be able to deliver diverse, inspirational and multi-channel customer experiences at scale and at pace. To achieve this, the production of online content must be as lean as possible.

NELLY, a pureplay clothing retailer that caters exclusively to young shoppers, achieved this through smart content management. It centralised all of its online assets in the cloud where they could be easily accessed and quickly repurposed for multiple use. The brand also used a content management platform to automate the delivery of these assets, in the right format, to the customer's chosen device. This ensured that the customer received the same fast, high- quality customer experience regardless of the device on which they were browsing.

Inclusivity matters: from products to participants

The rise of Generation Z marks a decisive shift in customer priorities. While the quality of products still matters a great deal, today's young customers are driven at least as much by their experience with the retailer. However, increasingly Generation Z is seeking an added social aspect to their engagement.

Unlike past generations, Gen Zers have grown up alongside social media. For them, sites/apps such as Facebook and Snapchat are not only used to communicate occasionally with friends and family, they are an integral part of their daily lives and provide a means of expression and inspiration.

The accessibility of social media is heavily influencing their relationship with retail brands. Social media provides a sense of belonging, a community of opinion, and the vindication of choice.

Young shoppers value the opinions of their peers, and social media offers a tool to solicit immediate opinion, and research recommendations. It is easy to understand how the number of 'likes' or the tone of the comments beneath a product post would make or break a purchasing decision.

As retailers cannot control the court of social media opinion, they should do their best to leverage it. Positive customer sentiment can be collected and integrated into the retailer website as user-generated content (UGC).

Positive, authentic customer content gives products valuable credibility and generates positive emotion by making the customer feel a sense of belonging. For Generation Z, peer affirmation is an essential part of the customer journey, and UGC helps satisfy this need.

Generation Z will challenge brands to provide faster, richer and more inclusive customer experiences. The scale of demand for timely, diverse content and community-driven engagement is unprecedented. Delivering this content can only be satisfied using the right tools.

By: Dave Brewis, CMO, Amplience

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What Generation Z expects from the online retail experience

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If you think you've begun to understand Millennials, then good news - there's another generation of shoppers to get your head around. Generation Z.

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Though often mistaken for millennials, Generation Z has an entirely different set of values that need to be acknowledged when developing a plan to connect with these buyers.

Born between 1995 and 2005, Gen Z has never known a time without the internet and has high expectations for mobile experiences. While technology is at the center of their lives, they also care about causes and social issues. Now that retailers have figured out how to market to millennials, it's time to start fresh with the newest generation.

So, what should retailers know about Gen Z?
Today's payment technology keeps getting faster-and Gen Z is here for the ride. Sixty-eight percent of Gen Z'ers say they want instant person-to-person payments. To keep up, retailers should explore options to make their payment processes quick and easy. Some viable online payment options include PayPal or Stripe, secure payment companies that transfer funds from a user's account to an online business. In store, businesses can utilize mobile wallets like Samsung Pay or Apple Pay, which allow shoppers to pay for purchases by simply waving their phone over the card terminal.

Retailers should also consider checkout rewards and member programs for their Gen Z shoppers. Like most demographics, loyalty programs are valued by Gen Z - but they need to be online. Punch cards are a thing of the past - it's time to go digital with free reward programs that are easily accessible via an app or the user's online account.

Social media platforms such as Facebook, Snapchat and Instagram have changed a lot in the past two decades - and Gen Z has grown right along with them. Today, 95 percent of teens have access to a smartphone, while nearly half say they are online "almost constantly."

Again, social media is a powerful way to connect with Gen Z shoppers. Four out of five Gen Z members say they allow social media to influence their purchasing decisions. From the power of product promotion by social media influencers to the power of consistently engaging content, businesses can use a well-planned social media campaign to grab a Gen Z shopper's attention.

With important differences that set them apart from previous generations of consumers, Gen Z offers up a new challenge for retailers. If you're a retailer still marketing to millennials, it may be time to shift gears and update your methods to appeal to this new generation of savvy shoppers.

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For payments, Generation Z is 'generation e-wallet'

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Though often mistaken for millennials, Generation Z has an entirely different set of values that need to be acknowledged when developing a plan to connect with these buyers. Born between 1995 and 2005, Gen Z has never known a time without the internet and has high expectations for mobile experiences.

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Due to the current high volume of orders, we are experiencing a potential delay with some orders. Whilst most orders remain unaffected, some parcels may be delivered later than the expected delivery date. We are working hard to ensure each parcel reaches our customers on time and apologise for any inconvenience caused.

Due to the current high volume of orders, we are experiencing a potential delay with some orders. Whilst most orders remain unaffected, some parcels may be delivered later than the expected delivery date. We are working hard to ensure each parcel reaches our customers on time and apologise for any inconvenience caused. More >

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At the current time, in order to provide the best possible experience on our website, we are not able to provide a Guest checkout service. Due to the current high volume of orders, we are experiencing a potential delay with some orders. Whilst most orders remain unaffected, some parcels may be delivered later than the expected delivery date.

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Here at Glossybox we aim to provide an outstanding level of service and always exceed your expectations. We hope you'll find the answer here to any questions you may have. If not please feel free to contact us via:

The best way to contact us is via our Message Centre within 'My Account' (please note, you will need to login before you can send a message). We endeavour to respond to all emails within 1 working day. Using the Message Centre allows both you and our Customer Services Team to easily keep track of all your queries and orders in one place.

If you have any queries we have a list of Frequently Asked Questions below that will tell you how to use our site, order from us, start an account and track the progress of your order.

If you cannot find the answer to your question, please g o through your account to send a message to our customer service team.

Call our Customer Service Team on 0203 3676091 any time during the following hours: Monday to Friday 8am to 8pm & Saturday 9am to 4pm

Please note we are closed on Sundays and Bank Holidays. Calls will be charged at 5p per minute from a BT Landline, costs from other service providers may vary.

GLOSSYBOX Customer Service Department
The Stables, The Hut Group
Gadbrook Park,
Gadbrook Way,
Rudheath,
Northwich,
Cheshire,
CW9 7RA

Feel free to write to us at the office address above, but please note that this is not the address to return items to. If you need to return a product to us, please contact Customer Service who will advise you how to proceed.

We are always looking for ways to improve and would love to hear your opinions. Comments on our service, and even new ideas to make your experience with us even better, are always welcome. Please complete the surveys found in 'My Account' or contact us using the Message Centre.

The Customer Relations Team opening hours are Monday-Friday 9am to 6pm.

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Here at Glossybox we aim to provide an outstanding level of service and always exceed your expectations. We hope you'll find the answer here to any questions you may have. If not please feel free to contact us via: The best way to contact us is via our Message Centre within 'My Account' (please note, you will need to login before you can send a message).

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Tweets by ohpollyhelp

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Brands of the World is the world\'s largest library of brand logos in vector format available to download for free. BotW is also a great place for designers to showcase their work.

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Your favourite item is back in stock. Check out now to make it yours.

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Black Friday HUGO BOSS 2023 | Up to 40% OFF

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HUGO BOSS - Discover the classic looks for men by HUGO BOSS with elegant designs and high quality materials. Secure your favourites now in the Official Online Shop!

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Tweets by HUGOBOSS

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Focus on BOSS and HUGO

In order to address customers clearly and consistently, the Company is now using two brands BOSS and HUGO commencing with the launch of the Spring/Summer 2018 collection. Although the two brands are clearly distinguishable from each other in terms of their individual attributes and address different customer groups, they embody the same high values such as quality and fit, innovation and sustainability.

BOSS brand strategy

BOSS offers confident businesswear and refined casualwear collections for the sophisticated customer

With its BOSS brand, the Company is reaching out to status-oriented, rationally-minded customers who wish to dress in a classic yet modern and high-quality style. The BOSS customer has exacting standards when it comes to quality and fit, and attaches great importance to an advantageous value-for-money proposition. The shopping experience must also meet the highest standards, particularly with regard to personal service. BOSS offers this customer confident businesswear and refined casualwear collections in the upper premium segment, characterized by the highest quality, sharp cuts and clear designs. BOSS invests in the value proposition of its products, particularly in the entry-level price range. By doing so, BOSS hopes to generate impetus for growth not just for its clothing range, but also beyond that for its shoes and accessories offering in particular.

Integration of BOSS Orange and BOSS Green completed

The previously independently managed BOSS Orange and BOSS Green brands were integrated into the BOSS core brand as of the Spring/Summer 2018 collection in order to provide the customer with a consistent brand experience for all occasions - business, casual and athleisure. The previous BOSS Orange range, which now forms the casual collection element of BOSS, has been upgraded in terms of price and quality and its fashion statement brought closer in line with the BOSS values. The previous BOSS Green range represents the athleisure collection element of the BOSS brand and retains a largely unchanged fashion statement. The Company expects to strengthen its market presence significantly in the growing casualwear segment as a consequence of this change.

BOSS addressing differing customer expectations in the upper premium segment

With the presentation of the Spring/Summer 2018 collection, BOSS has enhanced the quality of its range in the entry-level price range of the upper premium segment, thus enhancing the value proposition of its collections. The BOSS Tailored line addresses heightened customer expectations with respect to tailored fashion and casualwear. Produced in an exclusive edition in Germany, the full canvas suits symbolize the precise design and masterly workmanship for which BOSS is known and feature the highest possible comfort thanks to their unique flexibility. The same quality of workmanship is found at the top of the collection in the "Made to Measure" range comprising suits, shirts and shoes. These products are fitted and tailored individually, allowing the customer to stand apart from mainstream fashion.

Repositioning supported with numerous events and campaigns

The repositioning of the BOSS brand is being accompanied by numerous events and campaigns. BOSS menswear is regularly presented at renowned fashion shows such as the New York Fashion Week. The Company is increasingly using social media campaigns to step up interaction with consumers via digital channels. Thus, for example, various brand ambassadors regularly present their personal favorites from the BOSS menswear collection in the global online campaign entitled "Own Your Journey". In addition, the Company sponsors premium sports such as golf, sailing, motor sports and soccer to convey brand values such as success, precision, innovation and sustainability.

HUGO brand strategy

HUGO is targeted at generally younger and more fashion-conscious customers

In contrast to BOSS, HUGO is targeted at customers who are significantly more fashion-conscious and consider their style of dress to be an important element in expressing their personality. The HUGO customer is open-minded, individual and spontaneous, and likes to shop, frequently doing so via online and mobile channels. HUGO offers this broad and generally younger customer base fashionable business and casualwear collections that are distinguished by their progressive designs and clear fashion statement. HUGO remains anchored in the premium segment of the market. With its focus on contemporary fashion, the brand now stands apart from BOSS more clearly in terms of its fashion statement and pricing. Thus, HUGO prices are up to 30% lower globally than BOSS prices. The Company expects to significantly increase sales of the HUGO brand in the medium term. In 2017, the Company generated 15% of its sales from the HUGO brand.

Social media activities to increase market reach

Numerous events and campaigns are being used to highlight the more pronounced positioning of HUGO. In this connection, the Company factors in the greater affinity that HUGO customers have to e-commerce compared with the BOSS brand. Thus, for example, last year's HUGO Menswear and Womenswear Fashion Show at Pitti Immagine Uomo in Florence was accompanied by a comprehensive digital campaign. A broad audience was able to follow the shows via livestreams on the website and social media. With its social media activities, the Company is placing store by collaboration with well-known fashion bloggers and influencers particularly for HUGO. These activities are increasing market reach and enhancing brand awareness and credibility.

Womenswear

Womenswear remains an important part of the business model

Accounting for 11% of Group sales in 2017, womenswear remains an important part of the HUGO BOSS business. In terms of both fashion and price, the positioning of the two brands BOSS and HUGO in the womenswear mirrors that of menswear. The consistency of the fashion statements made by the menswear and womenswear collections is to be improved by harmonizing the color and theme concepts to a greater extent, while womenswear will benefit even more from the spill-over effects coming from menswear. At the same time, the fashion elements in parts of the collection will be increased substantially. The expansion of the casualwear product range also offers attractive growth opportunities.

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Two Brand Strategy - HUGO BOSS Annual Report 2017

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In order to address customers clearly and consistently, the Company is now using two brands BOSS and HUGO commencing with the launch of the Spring/Summer 2018 collection. Although the two brands are clearly distinguishable from each other in terms of their individual attributes and address different customer groups, they embody the same high values such as quality and fit, innovation and sustainability.

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RACI Chart Definition, Template, & Example | TeamGantt

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It's a fact: Complex projects make it easy for teams to lose track of tasks. You might have an air-tight project plan and a stellar team to back it up. But if you're not crystal clear about assignments-or even involvement-on a task level, confusion, crankiness, and even demotivation will creep into your project team.

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By Alistair Monument, Lead, WWF Global Forest Practice
Unsustainable rubber production threatens rainforests and human rights - but a new industry platform has the potential to change business as usual.
Think about the environmental impacts of cars, and what comes to mind? Carbon dioxide emissions? Air pollution? The construction of new roads, perhaps?

Growing rubber to make the tyres probably didn't figure near the top of your list. And yet the cultivation of rubber has quietly become an urgent environmental and social issue. It is one of the major threats to the wildlife-rich forests of Southeast Asia, and an increasing threat to forests in Central Africa.

Strong, elastic, flexible, waterproof: rubber is remarkable stuff. It has a vast range of uses, from the soles of your shoes to party balloons, surgical gloves to cable coatings. Most of all though, it's used to make tyres for planes, buses, cars and trucks - hundreds of millions of them every year. And with the number of vehicles in the world expected to double by 2050, demand is increasing dramatically.

While rubber can be made synthetically, natural rubber has its own unique qualities and makes up nearly half of the total global production. Latex, the raw material, is found in many plants but practically all natural rubber used commercially comes from the rubber tree, Hevea brasiliensis.

Rubber trees are native to the Amazon. The Mayans and other ancient civilisations knew about rubber's extraordinary properties centuries before Christopher Columbus. Many people continue to make a sustainable living by tapping wild rubber trees in the rainforest.

Today, though, almost all natural rubber is grown in plantations, the vast majority of which are found in Southeast Asia. And in recent years, with demand rising, we've seen a worrying upsurge in forests in the region being cleared to make way for rubber plantations. There have also been clashes between the rubber industry and indigenous people and local communities, with reports of land grabs as well as poor working conditions.

From Indonesia and Malaysia to the Greater Mekong, the forests of Southeast Asia are already under huge pressure. But while many efforts have been made to address threats like palm oil and paper plantations and illegal logging, rubber has largely gone under the radar.

Now, though, that's beginning to change. In 2016, Michelin - the world's largest buyer of natural rubber - released a natural rubber policy, developed in partnership with WWF. Major car manufacturers like General Motors and BMW and a number of big tyre companies have also signalled their commitment to sustainable natural rubber, including Pirelli, Bridgestone, Goodyear, Continental and Sumitomo.

This is a major development, since tyre makers and the vehicle manufacturers that buy from them control nearly three-quarters of all natural rubber production. And they've now taken a further step forward with the formation of the Global Platform for Sustainable Natural Rubber (GPSNR), which held its inaugural general assembly on 21 March following the World Rubber Summit 2019 in Singapore.

The GPSNR brings together tyre makers and other rubber buyers, rubber producing companies, smallholders and social and environmental NGOs, including WWF, to drive the natural rubber industry towards sustainability. We've been closely involved in setting up the platform, drawing on our experience in other sectors of convening diverse stakeholders to work towards common social, environmental and economic goals. It's a real opportunity to transform the natural rubber industry and to prevent further deforestation in Southeast Asia, as well as in other regions like the Congo Basin where rubber production is beginning to take off.

We hope the GPSNR, with its mandate to develop mechanisms for the implementation, monitoring and verification of sustainability commitments, will make sustainable natural rubber a global reality. Transparency, traceability and identification of no-go zones are critical elements to halting deforestation from rubber production, as is respecting indigenous people and workers' rights.

We believe rubber production can be sustainable. Rubber trees grown on previously cleared land with low conservation value can help to capture carbon and reduce erosion, while providing a supply of latex for up to 30 years. Rubber also provides livelihood for millions: latex is still collected by hand, with around 6 million smallholders producing 85% of natural rubber. And when rubber trees stop producing latex, their wood can be used for furniture or other uses, providing an additional income source for smallholders.

WWF is involved in various projects to demonstrate what sustainable rubber production looks like in practice. For example in Myanmar, where rubber production is expanding rapidly, we're working with smallholders and other stakeholders to develop a sustainable rubber industry - with a particular focus on protecting the forests of Dawna Tenasserim, a vital habitat for tigers, Asian elephants and many other species.

The rubber industry is at critical juncture. It has the ability to avoid additional deforestation from rubber production, while protecting the rights and improving the livelihoods of small farmers. It's vital that we grab the opportunity to point the wheels in the right direction.

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Sustainable rubber: setting the wheels in motion

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By Alistair Monument, Lead, WWF Global Forest Practice Unsustainable rubber production threatens rainforests and human rights - but a new industry platform has the potential to change business as usual. Think about the environmental impacts of cars, and what comes to mind? Carbon dioxide emissions? Air pollution? The construction of new roads, perhaps?

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Chrysler /Socony building image Photo credit: Erik Heddema

Architecture

Although stainless steel only became available to designers in the mid-1920's, it has had a tremendous impact on international design. Stainless steel has provided up to 80 years of service in high profile architecture projects without appearance deterioration or metal replacement. When properly selected, fabricated, and maintained, it should last the life of the structure, even if that life extends over centuries.

Building evaluation methods, like those developed by the World Green Building Council member countries encourage designers to ask questions about the potential environmental impact of construction materials. Material comparisons frequently include data on recycled content, potential for product reuse, durability, maintenance requirements, impact on energy and water consumption, and influence on indoor air quality and light. When these analyses are done, stainless steel is consistently one of the most environmentally friendly metals commonly used in construction.

Stainless steel is an ideal choice for exterior building applications. It has been used for many LEED rated buildings around the world that were designed for 50 or 100 year service.

Stainless steel is also a sustainable choice for interior building surface applications because it produces no VOC emissions. This makes it ideal for buildings where control of the interior air quality is critical, such as museums, laboratories, archives, medical facilities, and it is also ideal for any structure where low air volatile organic compound (VOC) levels are desired. When buildings require careful air quality control, stainless steel ductwork is specified, because it can be thoroughly steam sanitized and duct wall perforation due to corrosion in coastal and other corrosive environments is unlikely.

It is also widely used for transit and other public building interiors where a high level of scratch and impact resistance and excellent clean-ability are required. These same characteristics also make it ideal for public restrooms and kitchens. Cleaning stainless steel requires no environmentally hazardous or dangerous chemicals.

There are many decorative and structural interior applications for stainless steel including slip resistant flooring, built in furniture, column covers and railings. These products can be obtained with a broad range of decorative finishes that produce no VOC emissions. Reflective stainless steel interior panels are used around skylights and on other interior surfaces to bring natural light into buildings.

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Although stainless steel only became available to designers in the mid-1920's, it has had a tremendous impact on international design. Stainless steel has provided up to 80 years of service in high profile architecture projects without appearance deterioration or metal replacement.

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Let's look at the SMART goals definition:

S - Specific

M - Measurable

A - Attainable

R - Realistic

T - Time-based

Once you've determined the first four requirements, you can move onto timely.

Let's say you want your sales team to close more deals, so you've set them a target of increasing closed leads by 5%.

It's specific (the amount you want to increase), measurable (you can use your CRM to keep track of figures), achievable (challenging, but rewarding for you and your team), and realistic (you aren't doing something someone's never done before!).

Now let's deal with timely: I want to achieve this goal in four days. Woah there, slow down! Lead conversions could fluctuate quite a lot in that time-frame, how can you work out an accurate average in such a small space of time?

Let's reassess this time-frame. I want to achieve this goal in six months or two business quarters. That's better. Increasing sales by 5% in six months is SMART.

How Does This Relate to Marketing?

If we refer to the sales goal above, do you think marketing would play a part in this? If you said yes, you're right.

If sales need marketing to create 15% more leads for them to close 5% more leads, this could affect the length of the campaign.

If it takes marketing six months to create 15% more leads, the sales goal would need to align with the marketing goal. It gives everyone more time to reach their targets, and means teams are working cohesively.

So, when you create your marketing plan, remember how the length of the campaign can affect other teams and adjust it accordingly.

Don't Automate Your Campaign Length

There's no set time-frame for each specific marketing method, no rules or regulations. You should have a discussion with your team and work out what you think the best length is for your campaign.

For example, if your business sells mobile phones straight to consumers, you'd have to consider the best way to sell that product.

Writing a blog and waiting for it to appear in a search engine isn't going to get the best results. You could get some quality photographs of your most popular products and run social media or pay-per-click (PPC) campaigns to get faster sales. You could run each product for two weeks and see which performs best.

It's all about trial and error, keep putting the effort in and making slight alterations, you'll get results!

The Size of Your Team, Experience & Resources

Team Size

The size of your team could determine the length of your marketing campaigns. If you have a smaller team, or if you have one person doing all your marketing, they can become stretched and may need more time to complete tasks.

For example, if you're starting a PPC campaign and you need to plan it, but your marketer is busy coordinating a last minute event, it could delay the process. So be patient and don't set expectations too high when you have a small team.

Large teams can experience problems like the above as well. More team members mean more projects to manage, so time management needs to be a priority if you want to hit campaign deadlines. This isn't always possible though; you can never predict what happens in marketing!

Experience

Experience also plays a role in determining campaign length. If you've got a Marketing Manager or a team of marketers with many years of experience, there's a good chance they've already executed numerous marketing campaigns throughout their career.

They'd be in a suitable place to manage campaigns and give realistic, timely deadlines to stick to.

Contrastingly, a less experienced marketer or team of marketers may not know how to plan a campaign for a start, or how long to run one for. Deliberate whether to give these team members more time for their campaigns and don't put too much pressure on them to start with.

Resources

Your resources can also determine how long your campaigns last, and let me tell you, manual takes longer than automated marketing in most cases!

Work out when to use manual and automation, when you're dealing with customers it's important to have that personal touch. But if you're calculating campaign success, doing maths and working out percentages, it's always better to have software that can work it out for you.

For example, two companies go to a tradeshow and have the same goal, to collect 300 email addresses for an email marketing campaign. One takes 500 sheets of paper to be filled out which they then have to take back and input into their CRM. The other has an Ipad with a 30-second form on it that automatically sends the person to the email list.

Who do you think achieved their goal? And who did it the quickest? The last team, of course! It's not to say tradition doesn't have a place in marketing, but try to figure out what the best way to do something is to keep your campaigns flowing.

What Do We Think?

Shorter Campaigns

Shorter campaigns have their place in marketing, but more so in paid areas of marketing like PPC and paid social media.

These ads are shown to a lot of people in a short space of time, for your money! So it's important to know what's happening and how successful they are.

If you don't monitor these campaigns, they can spiral out of control, and you can end up losing a lot of money for nothing. So sometimes it's better to get a marketing agency to design and develop them.

You can run email campaigns in a short cycle as well, but email campaigns can't be used to generate leads because you already have their contact details. You can use emails to nurture prospects and out more information.

Generally, shorter campaigns should be used as part of a broader inbound marketing plan. For example, an inbound plan would last for 12 months and would have smaller email, social and PPC campaigns as the supporting blocks.

You can run more than one social, email or PPC campaign at once as well, just make sure you and your team can manage it.

Our Experience With Shorter Campaigns

We used to pack a lot into a month with our inbound campaigns, usually in the form of content like blogs and premium offers.

We realised that to have a better campaign overview and to give ourselves and our clients better campaign management we'd spread the workload into different areas of marketing.

However, this still meant we were carrying out a lot of work over a short period, so we started to try out 6-week campaigns which gave us a little more time to get tasks done.

Here are the main reasons we think shorter campaigns experience more problems:

Constantly changing themes and topic which can make campaigns random

A lot to pack into a small amount of time - the campaign can be rushed and executed poorly

Limited time to collect data which means you may not get an accurate measure of your goals

Medium Length Campaigns

Medium length campaigns can last anywhere from 6 weeks to 3 months, although you could argue it's better to measure a campaign by quarter.

The reason for that? It allows the marketing cycle to flow with the business cycle, meaning you can measure marketing and business metrics at the same time to get a better idea of how successful you've been.

Medium length campaigns also allow you to spread work over a longer period, so there's less rush and more time to execute specific tasks within a campaign.

These types of campaign also make for better planning, which means you won't make any hasty decisions and there's time for everyone to approve ideas.

You can run a medium length campaign for any type of marketing, which is why we think it's the best. You can change small elements to improve performance, but there's no need for a complete topic overhaul.

Our Experience With Mid-Length Campaigns

We like medium length campaigns because it makes it easier for everyone to stay on the same page, and gives clients time to understand what we're proposing and what we expect to achieve.

It also gives everyone some breathing space, we know we have time to focus on what we've planned. This makes for more considered decisions and a more relaxed approach to achieving our goals.

Here are the main reasons we think mid-length campaigns are the best:

Enough planning time

Measure results more effectively

Most supporting strategies (email, SEO) can run alongside your main inbound campaign for its duration and can be changed without affecting the overall strategy

Creates a relaxed atmosphere between partner and agency

Longer Campaigns

The main advantage of planning long term marketing campaigns is that you'll collect plenty of data to analyse! Great marketers love data whether it's good or bad because it helps us improve. Unfortunately, it may be unrepresentative of the campaign if it's taken over a short period.

For example, you may increase your traffic to 7,500 hits in June, but if your average is 3,500 hits a year, it isn't a true reflection of your overall traffic.

The disadvantage of long-term campaigns is that you'll often lose momentum and motivation when you slug 6-9 month campaigns out. It can demotivate everyone because you never feel like you're going to reach a goal.

What We've Found From Long Term Campaigns

We've never conducted a long-term campaign, it's too much to plan ahead. What if you want to rehaul six months of your plan because you've had another idea? You're undoing a lot of work and it isn't productive.

Here are the main reasons we haven't tried long-term marketing campaigns:

Too much advanced planning

Aren't changeable

Can kill motivation

What Can I Do To Ensure My Plan Runs Smoothly?

Think of it as a set of tasks to complete on a timeline. You've got your overall marketing plan which will span 1-5 years. You've got your inbound marketing plan which is yearly. Running for three months at a time within your inbound campaign are your smaller marketing strategies (let's say you focus on sales techniques, blogging, SEO and PPC), and in those are the smaller strategies you use to build them which (email, blogs).

Once you have an idea of how your campaign runs at all levels, it'll give you more confidence to execute it.

When Will I Start to See Results?

That all depends on the campaign, you'll usually see results in your overall inbound marketing campaign in increments over the years you've planned it. It's the same with your overall inbound campaign. When you start to look at three-month campaigns and the strategies that accompany them, you can see quick wins in all areas.

For example, you're more likely to see quick wins posting a blog series on social media than you are waiting for it to rank in a search engine, but if it does rank, you can get plenty of wins for years to come!

You've also got to remember how you measure success, so as you can see from the graph below, our traffic has risen significantly in the past two and a half years. However, if we view lead generation as a more important metric and we haven't achieved what we wanted to, have we seen success from our inbound campaign? Depends how you look at it, I suppose!

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how long should a marketing campaign last?

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How Long Should A Marketing Campaign Last? | Insights | Blog

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Let's look at the SMART goals definition: S - Specific M - Measurable A - Attainable R - Realistic T - Time-based Once you've determined the first four requirements, you can move onto timely. Let's say you want your sales team to close more deals, so you've set them a target of increasing closed leads by 5%.

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We are excited to announce our latest efforts to create more sustainable product across all our brands. With a distinct focus on our sustainability practices, we have partnered with three best-in-class organizations to continue to transform our manufacturing and supply processes.

Global Fashion Agenda (GFA), Fashion for Good (FFG) and Ellen MacArthur Foundation Make Fashion Circular Initiative, work diligently to look beyond traditional, linear manufacturing processes. In our efforts to establish a more circular model, these organizations utilize circular economy principles to aid the transition of a more sustainable fashion industry.

As a company, we recognize our role in moving the apparel industry in a positive direction. We see opportunities to reduce waste and pollution out of our source-to-store cycle through collaboration and partnerships and will set circularity targets across all of our businesses.

Our mission, along with these organizations, is to create change across the entire value chain, focusing on initiatives and business models that will have the greatest potential to transform our industry.

"These three organizations are all focused on innovation, collaboration and system change, which is the foundation of our corporate responsibility strategy at PVH," says Melanie Steiner, Chief Risk Officer, PVH Corp. "We are excited to work with other leading companies, innovators and stakeholders to support the move to a truly sustainable industry."
Global Fashion Agenda (GFA)
GFA is a non-profit initiative founded in 2016 with the goal of setting a common agenda for focused industry efforts on sustainability in fashion. Tommy Hilfiger was PVH's first business to sign the GFA 2020 Circular Fashion System Commitment, which it did in 2017; the Commitment has now been signed by PVH on behalf of all its businesses.

As a signatory, PVH and its businesses are making a pledge to set specific targets to be accomplished by 2020 and report on progress annually. The pledge itself addresses four areas: designing for circularity, increasing the volume of used garments collected, increasing the volume of used garments resold, and increasing garments made from recycled post-consumer textile fibers. GFA will support PVH in achieving its commitment through knowledge-sharing activities, policy engagement and industry alignment.
Fashion for Good (FFG)
FFG is a global platform for sustainable innovation, providing promising start-ups needed access to the funding and expertise required to drive a scalable shift to more sustainable production methods. The FFG Innovation Hub works both to accelerate early stage companies, as well as to provide bespoke support to companies further along the path toward sustainability who are looking to achieve scale. FFG also acts as an advocate for change, creating open-source resources, such as a co-working space and the Fashion for Good Experience to join the collective movement to make fashion a force for good.

PVH will join Fashion for Good as a principal partner, which will include helping to drive systemic change in the fashion industry, access to the Fashion for Good Experience and a board seat. PVH will play a leading role in setting FFG's innovation agenda, defining focus areas, participating in the selection of new innovators, and providing expertise and mentorship to circular apparel startups.
Ellen MacArthur Foundation's Make Fashion Circular Initiative
The Ellen MacArthur Foundation has been focused since its founding in 2010 on working with businesses, government and academia to accelerate the transition to a circular economy. The Foundation's Make Fashion Circular Initiative, which launched in 2017, brings together stakeholders in the fashion industry to adopt a circular vision that reimagines the current take-make-dispose model. The goal of the initiative is to establish a new fashion system based on three circular economy principles: business models that keep clothes in use, materials that are renewable and safe, and solutions that transform used clothes into new clothes.

As a core partner and member of the initiative's Advisory Board, PVH will collaborate with Ellen MacArthur Foundation to address issues that lead to preventable pollution and waste in the industry, and deliver solutions to meet the changing global demands and societal expectations.

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We are excited to announce our latest efforts to create more sustainable product across all our brands. With a distinct focus on our sustainability practices, we have partnered with three best-in-class organizations to continue to transform our manufacturing and supply processes.