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Privacy is Dead ... and It Could Be Great |
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Written by Administrator
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Tuesday, 18 May 2010 08:10 |
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Recently Facebook announced its intentions to develop what it calls the Open Graph, a means of connecting data about an individual based on their choices, tastes and preferences by profiling their social networking and web activity. The idea is to link all of this data and then bring it to a central point; that central point being Facebook, of course. In doing this, Facebook would be capable of graphing an intricate, accurate and ever-evolving picture of the individual consumer.
The strategy involves a few things. First, they are allowing partner sites to interface with Facebook. When a user comments on an article (on CNN.com for example), it would be shared with their social circle on Facebook and in the process, the fact that the user visited CNN.com would be noted and added to their graph. Second, they're going to share the "like" button programming code so that any business can place the button on their site to create a social-link back to Facebook. In the process, Facebook gathers more data about that user's preferences outside of Facebook itself. Lastly, they're going to break from the current protocol of not storing or caching user data for more than 24 hours. They didn't give any details about how long they intend to store this information.
The open graph is the holy grail of marketing.
Reaction to this announcement ranged from enthusiasm to anger. While some viewed it as a positive step toward a more connected and meaningful internet experience, others saw it as yet another step in the eradication of privacy as we know it.
In fairness to the naysayers, anyone who's been phished on Twitter or Facebook can attest to the fact that the web can be an ugly place when you share the right information with the wrong people. What's particularly disconcerting is the speed and scale of the damage that can be done when your information gets compromised.
Having said all that, I believe that the idea of privacy is completely outdated. We live in a world where your picture can be taken hundreds of times in the course of a normal day. Our cell phones are like homing beacons. Our credit card is a trail of digital breadcrumbs. And it's now routine to Google someone before you meet them.
Link: Read the article |
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The Best Time to Send Email - 4 Test Ideas |
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Written by Administrator
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Tuesday, 18 May 2010 08:03 |
For the past several weeks I’ve been traveling around the country teaching an email list growth session to groups of B2B marketers. During the most recent session one attendee asked me what was the best day of the week -- and time of day -- to send email.
My answer: It depends.
It’s not the most satisfying answer, of course. But the fact remains that there is no universal "best" time or day to send email. What works best for a B2C marketer sending ecommerce promos might generate lackluster results for a B2B marketer sending a newsletter or event invitation. And even a good-performing send time can begin showing weakness as your list evolves, subscribers’ preferences change, and external factors -- such as the economy -- alter behavior.
Testing -- and re-testing -- time of day and day of week is a must to determine your organization’s optimal send time. So we’ve compiled four test ideas from our case study archive that have helped marketers find meaningful improvements in their own send times.
Test Idea #1. The "sweet spot" for multiple time zones
If you can’t segment your list by location and stagger sends according to time zones, try finding a time that works for subscribers in broad range of locations.
For example, the team at MarketingExperiments (MarketingSherpa’s sister company) had seen improvements from sending their regular web clinic email invites at 6 a.m. rather than 9 a.m. EST. So, they wondered whether sending those emails even earlier might create a further lift.
The tested sending at 2 a.m. EST and achieved slight gains over their 9 a.m. send: o 3% increase in open rate o 1% increase in CTR
But the nature of those clicks proved interesting: They saw an increase in registrations from Europe and Asia -- where subscribers received the message during work hours. They also saw registrations from subscribers on the West Coast of the US, who were still on their computers at 11:00 p.m. PST.
On the other hand, Mike Atkinson, Director, Internet Marketing, House of Magnets, reported that his team has success sending later in the morning -- 10 a.m. PST. That way, he says, West Coast recipients have had time to clear out their inbox in the morning, while East Coast subscribers are just returning from lunch and are ready to settle back to work.
Test Idea #2. Workdays vs. weekends
B2C marketers often have to decide how to best reach their consumer audience: During business hours, or over the weekend?
One way to test subscriber preference is to segment your list according to corporate email address or web-based, at-home email clients such as Yahoo!, Hotmail or Gmail.
The team at skincare products retailer Pacific Shaving Company performed this type of segmentation, then tested different send times for two key holiday shopping campaigns (Christmas and Valentine’s Day): o Corporate domain emails received messages on Wednesdays at 2 p.m. EST o Web-based clients received messages on Saturdays at 10 a.m. EST
Comparing results from the previous years’ campaigns, they found that segmenting the list and staggering send times delivered major
improvements over one send time for the entire list.
Source: By Sean Donahue, Editor, Marketing Sherpa, May 13, 2010 |
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No Upset |
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Monday, 17 May 2010 08:37 |
For a number of years now I have had the good fortune and opportunity to be contributing to UniformMarket News and I want to thank my readership for its attention. I am pleasantly surprised when I speak with someone I haven't known and they comment favorably on the writing. Those who don't like the articles don't really speak with me. Writing regularly has given me the opportunity to focus my thinking on some topic about which I wanted or needed to learn more. And I am able to share with you some bit of wisdom gleaned from various sources that I expect will be of some value.
As noted last month, I have been enrolled in an educational experience offered by Landmark Education. The courses are not expensive but offer quite a remarkable experience by teaching methods of reflecting on regular activities and how they may affect emotions and future achievements. Many of the lessons I have encountered have supported my continued personal growth and provided practical methods of dealing with common challenges. What I want to become, have and do, and when I want these possibilities to occur, is mine to determine.
Last week I paid particular attention when I was informed that one of the lessons of the seminar was to learn how never to be upset again. "You've got to be joking," my skeptical inner voice responded. I am in the apparel business and of Italian descent. Being upset, while not healthy or productive, has been a natural part of my being. There's an old adage that when you point a finger at someone, you've got one finger pointing at the person, three pointing back at you and your thumb is up toward the heavens. The essence of this message is that none of the reasons that appear to be instinctively obvious really has anything to do with the upset. And here's why.
Consider when you get upset that there are really ever only three things at play. First, there is a thwarted intention. You have been stopped in relation to something you are trying to do. No one likes to be stifled especially when there is a constant burden of pressure and your "to do" list is lengthy. How often do you fully accomplish what you've reasonably expected and have not been sidetracked by the urgencies or emergencies that shock us daily?
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Last Updated on Monday, 17 May 2010 08:46 |
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Going Unplugged for 24 Hours |
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Written by Administrator
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Friday, 07 May 2010 08:09 |
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Two hundred University of Maryland students from a variety of majors were given what seemed to be a fairly simple challenge: abstain from social media for 24 hours.
Abstaining from social media meant no iPhone ... no text messaging ... no laptops ... no netbooks ... no tweeting ... no email ... and no Facebook. This return to simplicity was like taking these student fishes out of their interconnected waters.
The study, "24 Hours: Unplugged," was conducted by the University's International Center for Media & the Public Agenda in February/March, 2010.
The students blogged about their trials and tribulations of being unplugged for a day (yes, one day!) -- even though most failed to make it through an entire 24-hour span without giving in to the lure of social media. Posts such as, "I clearly am addicted and the dependency is sickening" or, "I felt like a person on a deserted island ... I noticed, physically, that I began to fidget, as if I was addicted to my iPod and other media devices, and maybe I am," were the norm.
The study found that these students cared about what was going on among their friends, families, communities and the world at large. Yet, most of all, they cared about being cut off from that instantaneous flow of information -- no matter where they get that information. Information, they discovered, was a precious commodity, one that they used to define themselves in comparison to their peers. One student said he realized that he suddenly had "less information" than "everyone else," regardless of whether that information involved "news, class information, scores, or what happened on Family Guy."
According to the study results, students also made it clear that socializing and the flow of information were inextricably intertwined. For example, when the earthquake in Chile struck, most students didn't learn about it from newspapers or the evening news. They found out about it first through contacts on social networks sites, and that information propelled them to visit mainstream news sites. "People who do not use media as frequently as our society does are probably missing out on important news and social interaction," the student wrote.
For marketers, the implication of these findings is straightforward: social media is the most effective way to reach this key demographic. And while this is not a revelation, what's eye opening is the students' need for connectivity and the constant access to information. Delivering information -- versus marketing messages -- is the key to engaging these students.
Link: Read the discussion
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Online Customer Reviews Becoming Bigger Purchase Driver |
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Written by Administrator
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Tuesday, 04 May 2010 08:17 |
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According to a new survey from e-tailing group and PowerReviews, online shoppers are taking more time reading customer reviews before making purchase decisions. They are also reading more reviews to gain confidence.
Of the 1,000 respondents, 64 percent of the online shoppers spend 10+ minutes reading reviews, compared with 50 percent who did so in 2007, according to marketingprofs.com. Thirty-nine percent said they read eight or more reviews to be confident in judging a product (vs. 22 percent in 2007) and 12 percent say they read 16+ reviews (vs. five percent in 2007).
Overall, 64 percent said they consistently read online reviews prior to making product purchase decisions. When asked what website capabilities or features most influence product selection and purchase decisions, customer reviews and product ratings was the top selected answer (72 percent). That was closely followed by customer service information (69 percent), third-party buying category guides and expert opinions (64 percent). Top-rated product lists, as rated by customers, were named by 60 percent.
Other findings from the survey:
- When asked what community or social media tools have the greatest impact on their buying behavior, customer reviews ranked first (71 percent.) That was followed by Q&A (customers asking/answering questions on site) at 57 percent; community forums (45 percent), and Facebook wall (31 percent).
- Over one-half (57 percent) of online shoppers say they trust customer reviews, but only to corroborate other information. Some 35 percent, however, think they might be biased and only six percent trust reviews completely and more than other source.
- Asked what degrades their trust in reviews, not enough reviews (50 percent) ranked first, followed by doubts that they are written by real customers (39 percent); lack of negative reviews (38 percent), positive reviews always positioned first (25 percent) and lack of information about reviewer (23 percent).
Link: Read the article |
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Too Many Choices? |
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Friday, 30 April 2010 14:22 |
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Too Many Choices?
By Deb Hindlemann Webster
Why is it that uniform sellers today offer so many items in their catalogues or stores? Is it to corner the market, or is it just to dazzle and overwhelm? Do we really need all of this?
It is a known fact that the more choices a person has, the more interested and fascinated one becomes; at the same time, the fewer choices one has, the more likely one is to buy. What is a seller to do? Certainly, there are times when a huge variety plays an important part in selection. However, there are other occasions when less is more--the narrowed selection becomes much easier for a person to handle. Thus, rather than spending large amounts of energy trying to make choices, one's energy can be better spent making the actual purchase.
The United States is known to be the world's greatest marketplace for choice. The good news is that almost anything can be found here; the not so good news is that the multitude of choices makes getting through the morass of pickings quite challenging, and this confusion can eliminate the finality of decision.
Let's take the medical apparel business as an example. It used to be that hospital personnel wore white, and in surgery it was light blue or a sea green. These uniforms were symbols of medical professionalism, cleanliness, identity, and a kind of sanctity. Color and style defined job description, and what to wear was a simple choice. Then, it was easy. Now, it becomes more of a fashion show.
For a business to sell medical uniforms today, there has to be an enormous investment in inventory: Lab coats come in white or light blue--long, medium, or short in style; shorter counter/pharmacy coats are in multiple colors; women's, men's, or unisex; belted or not, side vents or closed, knit cuffs or plain, OSHA requirements or standard; rip-stop fabric, polyester, poly-cotton , or 100% cotton; with snaps, zippers, or buttons.
Scrubs come in women's, men's, and unisex, too, with sizes ranging from alpha to numeric. If one gets past that, then there are sets or separates. In addition to the fabric offerings mentioned above, these are also made in microfiber.
Scrub designs are made in snuggly jackets, short sleeved pullovers for summer, or long sleeved for those who get chilled. There are vests, skirts, the popular pants, and of course, the ubiquitous scrub top. The top can be in a "v" or jewel neck, has a mandarin or straight bodice, ties or none at all, empire or plain at the waist.
There are prints and solids--a myriad of both: Darks, lights, peacefuls and brights. Some have bias to contrast and accent; some are monochromatic. Some have pockets, others are without. The entire pocket concept in a scrub top is worthy of several hours' study: Upper pockets, lower pockets, slit pockets, patch pockets, thermometer pockets, stethoscope pockets and, of course the pockets can range from four to none.
The pants are drawstring, drawstring with elastic, or elastic only. There are shorter ones and longer ones, flared bell bottoms and straight stovepipes. There are one or two pockets in the back or not, pockets in the front or not, and cargo pockets on the thighs--or not. Some have additional multiple pockets on each thigh, and there is a special cell phone pocket that is in high demand, too.
These uniforms are terrific items for any medical care professional. They are comfortable, easy to launder, and serve their purpose. But is it all necessary for garments that are worn at most for a single day's work, and then thrown into a sanitizing laundry--usually with blobs of fluids that are spattered here and there?
There are catalogues by the dozens and multiple styles. There are manufacturers galore, and every one has its own set of designs, fabrics, colors, or prints.
So what is a uniform seller to do? Does he take the practical approach, pick a few styles of each in basic colors and hope for the best? Does he open a big-box store of medical apparel and stock racks and racks of various vendors and offerings? What is the manufacturer to do in an attempt to satisfy each and every customer, when he makes all this merchandise in the first place?
One customer with whom we spoke, is in charge of a school for medical students. She recently abandoned the big-box stores in favor of a small, mom-and-pop. She said quite plainly that that she wanted her students to get a single color, a single style in a particular fabric, with the understanding that medicine was not about fashion, but science.
On the other hand, another customer felt just as strongly that if professionals had multiple choices and could feel good about themselves in their work apparel, then it would make all the difference in their job satisfaction. So I leave it to you: Choose from a lot or choose from a few; there is room for both. It's your choice...
Why is it that uniform sellers today offer so many items in their catalogues or stores? Is it to corner the market, or is it just to dazzle and overwhelm? Do we really need all of this?
It is a known fact that the more choices a person has, the more interested and fascinated one becomes; at the same time, the fewer choices one has, the more likely one is to buy. What is a seller to do? Certainly, there are times when a huge variety plays an important part in selection. However, there are other occasions when less is more--the narrowed selection becomes much easier for a person to handle. Thus, rather than spending large amounts of energy trying to make choices, one's energy can be better spent making the actual purchase.
The United States is known to be the world's greatest marketplace for choice. The good news is that almost anything can be found here; the not so good news is that the multitude of choices makes getting through the morass of pickings quite challenging, and this confusion can eliminate the finality of decision.
Let's take the medical apparel business as an example. It used to be that hospital personnel wore white, and in surgery it was light blue or a sea green. These uniforms were symbols of medical professionalism, cleanliness, identity, and a kind of sanctity. Color and style defined job description, and what to wear was a simple choice. Then, it was easy. Now, it becomes more of a fashion show.
For a business to sell medical uniforms today, there has to be an enormous investment in inventory: Lab coats come in white or light blue--long, medium, or short in style; shorter counter/pharmacy coats are in multiple colors; women's, men's, or unisex; belted or not, side vents or closed, knit cuffs or plain, OSHA requirements or standard; rip-stop fabric, polyester, poly-cotton , or 100% cotton; with snaps, zippers, or buttons.
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Needle and Thread Still Have a Home |
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Written by Administrator
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Thursday, 29 April 2010 07:47 |
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HOW is the garment district like a coral reef? A coral reef, as Animal Planet instructs us, shelters diverse species of sponges, snakes, clownfish and barracudas. So does the garment district. A coral reef is a rich universe with its own organically evolved architecture, home to its own assortment of beasts and weeds. Garment district buildings are the same. Plunge down alongside a reef and hang in the flow, currents eddying around you, and as the designer Yeohlee Teng said recently, “You never know what is going to swim by.”
Ms. Teng made this remark last Friday. She was standing outside a building on far West 36th Street, a 17-story structure not very different from other buildings throughout an area that at one time produced close to 90 percent of all clothing manufactured in the United States.
That domination began to wane a half-century ago, around the time large-scale garment manufacturing began its inexorable migration offshore, well before the late 1990s, when shrewd real estate investors began amassing and colonizing a matchless stock of undervalued Midtown structures that had long lain hidden in plain sight.
New developers tenanted their old buildings with people who spent their lives hunched not over sewing machines but over keyboards, a breed of workers who would not know a bobbin from a merrowing machine. And gradually the garment district, an area that for a century served as a civic revenue engine, a threshold for immigrant employment, a generator of innovation, started in another way to resemble the reefs of the planet. It began to die.
“Designers rely on a highly complex ecosystem of support,” said Deborah Marton, the executive director of the nonprofit Design Trust for Public Space. Recognizing that truth, the Council of Fashion Designers of America partnered last year with the Design Trust to study a commercial ecosystem that was close to vanishing before the commercial real estate crash provided it with an unlikely reprieve.
That study, to be released in June, found that even now the apparel industry represents 28 percent of all manufacturing jobs in New York City. Its authors also concluded that the garment district is a more vital cultural force than many imagine, an incubator of ideas and innovation and a magnet for all those “Project Runway” hopefuls who flock to New York believing, as boosters claim, that the city is the fashion capital of the world.
Thanks to a compact and centralized garment district, Ms. Teng explained last week, it is still possible for an unknown to design and sew a garment at home, and then — with luck and an initial order from, say, Bergdorf Goodman — to take that sample to a building like 347 West 36th Street and have a pattern made, graded for size, the fabric rolled in from a nearby wholesaler, the pieces cut and assembled and the finished product shipped without leaving a single block in the center of Midtown.
“Come!” she commanded a reporter on Friday, as she set out to explore 347 West 36th Street — a broad 100,000-square-foot structure designed in the 1930s by the architect brothers George and Edward Blum with the humanizing roofline setbacks of the era; with a marble lobby and enormous freight elevators; and with floor plates thick enough to support heavy industrial machines. “Let’s see who is still here.”
As it happens, a fragile balance holds at 347 West 36th Street. Figures obtained from the city indicate that roughly 38 percent of the building’s tenants are in businesses related to fashion. The rest are a diverse lot that include the sculptor Keith Edmier, a tenant in the rooftop penthouse who in a piece titled “Bremen Towne” once recreated the suburban home of his boyhood in Tinley Park, Ill.; or Steve Giralt, a commercial photographer; or the National Comedy Theater, which occupies the street level storefront; or Amyas Naegele, a dealer in African antiquities who also builds sculptural mounts to set off rare masks from Congo or Bongo funerary posts from Sudan.
“When I started in this building 14 years ago, it was all sweatshops and me,” Mr. Naegele recalled.
Link: Read the article
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Profits surge for many Tampa Bay public companies |
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Written by Administrator
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Monday, 26 April 2010 07:44 |
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Stuck in the full throes of our national economic funk a year ago, uniform maker Superior Uniform made some bold moves.
It eliminated more than 60 jobs at its Seminole headquarters, moving some workers to a recently-created, less expensive, back-office operation in El Salvador. Between the end of 2008 and mid 2009, it chopped annual payroll costs by $4 million.
Last week came the payoff as it reversed a $503,000 loss in the year-ago quarter into a $508,000 profit for the quarter ended March 31. Sales were up 10 percent from last year.
"In this economy, I don't want to say we're optimistic," Superior Uniform's chief financial officer Andrew Demott Jr. said Friday. "But we feel pretty good about where we're at, and we think things will start picking up."
Don't look now, but many of Tampa Bay's public companies are enjoying a similar profit surge.
Last week, Raymond James Financial said its quarterly net income rose nine-fold over last year and Lincare Holdings posted a 68 percent jump in profits. Local heavyweights Tech Data and Jabil Circuit, which have unusual fiscal calendar years, both reported strong quarters last month.
Many of the remaining top public companies in the region such as WellCare Health Plans, TECO Energy and HSN, won't report quarterly financials until early May.
But if the trend holds, it could mean the bay area is getting its corporate mojo back.
"What we're seeing with corporate earnings is completely consistent with an economy emerging out of a severe and protracted recession," said Sean Snaith, director of the University of Central Florida's Institute for Economic Competitiveness.
"Companies have become leaner, more productive. Now you add to that a revenue side finally starting to show some life and that helps drive the profit picture."
But just because companies are posting higher profits doesn't mean they'll be posting "Help Wanted" ads soon. Consider a couple factors:
--As in Superior Uniform's case, profits are being driven by a slimmed-down workforce pushed to high levels of productivity.
Link: Read the article |
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Why It Is Difficult to Go Green and Make Green |
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Written by Administrator
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Thursday, 22 April 2010 08:30 |
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How one small business is finding ways to make environmentally-friendly products and money at the same time
As Kermit the frog once sang, “It’s not easy being green!”
Like it or not, it is expensive and labor intensive to be kind to Mother Nature – particularly for small businesses trying to stay profitable in a shaky economy.
Just ask Fred Meyers, president of Queensboro Shirt Company, a Wilmington, N.C. Internet-based custom logo apparel company and a pioneer in the industry. Queensboro has sold over 10 million custom logo shirts, tees, hats and bags throughout the three decades it has been in business. The company has always tried to do its part to “do the right thing” when it comes to the environment.
Meyers wants Queensboro to be an industry leader in the green movement – especially since the textiles industry has undergone harsh criticism from environmentalists for its use of harmful chemicals and synthetic, non-biodegradable fibers. He wants to reduce the company’s carbon footprint, boost morale among his 100 employees by “going green” and of course, offer customers environmentally-friendly products.
“We are based in a very beautiful coastal town and understand the importance of preserving our natural resources,” says Meyers. “As a business owner, I want to make sure that the products we offer are good for our customers and the environment, but also to our bottom line. And truth is, in our business going green, is expensive and labor intensive, so it’s something we are easing into.”
The Challenges & Why He’s “Easing into Green”
Meyers has learned there are three primary reasons it’s hard to go green, so he is slowly making the transition.
1. Cost.
Queensboro first started its environmentally-friendly efforts when it introduced a line of eco-friendly clothing in 2007. The shirts are made from 100 percent organic cotton, the most popular organic textile, which is grown using methods with no pesticides or synthetic fertilizers. Organic products generally can cost more than non-organic alternatives..It costs Queensboro 30 percent more than traditional fabrics, and their customers wind up paying about 20 percent more.
Secondly, when the company added custom printed tees to its product line, it opted for a more environmentally-friendly printing process. It purchased digital printers instead of the popular screen printers, despite the fact that the digital printing machinery can cost up to ten times more than traditional screen printing equipment.
Screen printing uses thousands of gallons of water per run while digital printing requires only ounces. Screen printing also uses Plastisol, a PVC-based ink that is linked to cancer. Digital printing uses ink cartridges which eliminate toxins and cut down on waste.
2. Do Customers Really Want Green?
There is a slow adoption rate of eco-friendly apparel among the company’s customer base.
“I think a lot companies thought there would be this great customer demand for organic fabrics and they rushed into it. While the global organic textile industry is still experiencing double digit growth, I don’t see customer demand keeping up with it.”
A survey of Queensboro customers found that over the last three years only about ten percent of Queensboro’s buyers have purchased the organic items and less than half did so because it was the “green” thing to do. Sixty percent of those customers chose the organic products because of appearance or a special promotion – not because it was green.
3. Is Green Durable?
Meyers plans to test organic dyes, but wonders if they will hold up over time and has yet to find a supplier to fit their needs.
“We are not using vegetable dyes yet, but we are headed in that direction. All our apparel comes with a ten year guarantee. We need to be confident the organic dyes will hold up that long.”
Creative Alternatives:
In the meantime, Meyers has found other, more creative ways to go green without impacting the company’s bottom line. Queensboro has instituted basic recycling programs for plastics and paper, and is soon launching a campaign to encourage customers to recycle old tee shirts.
Quick Facts:
- Organic cotton is the most popular organic fiber.
- The green market outperformed the economy as a whole, growing more than six percent in 2008, followed by flat growth in 2009. While the report also finds that the market took a hit from tighter consumer budgets due to the recession and trading down from high-end green brands, the market still grew about 41 percent from 2004 to 2009. – 2010 Mintel research study
- The same Mintel survey finds that at least one in three consumers consider environmental impact when choosing providers for services.
- Globally, sales of organic and eco-friendly textile are expected to expand from $1.1 billion in 2006 to $6.8 billion in 2010.
About Queensboro Shirt Company: Queensboro Shirt Company is an Internet-based apparel business that was the first to put company logos on collared shirts. Fred Meyers, inspired by the “LaCoste” shirts, started the company as a hobby when he was a college student in the late 1970’s and early 1980’s in New York City. Today it is a multi-million dollar company, and has tens of thousands of small businesses and consumers as loyal customers who print their logo and designs on collared shirts, tee shirts, hats and many other apparel items.
Queensboro specializes in four-piece minimums and is the only company of its kind to offer an iron-clad, ten year guarantee on all its branded products.
In 1996, Queensboro moved to the seaside town of Wilmington, North Carolina. The company employs 100 people in its 80,000 square foot warehouse and was recently named to the prestigious “Inc 500” list.
For more information, visit www.Queensboro.com.
Source: Company release, April 19, 2010
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Our Stories |
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Monday, 19 April 2010 09:08 |
Last weekend, I attended an educational seminar called The Landmark Forum and learned some new concepts on how I have come to view events in my past. The reaction we have to past events is to make up a personal myth or story and use this narrative to bring order and some level of understanding to the events that have occurred throughout our lives.
Communication through use of stories and story telling is the subject of one of the courses I had in graduate school, so I decided to compare what I learned then and recently. For more in depth understanding, please see the book by Dan P. McAdams entitled The Stories We Live By.
The purpose of my continuing education is to enhance my path of self-actualization. This concept from Abraham Maslow is rooted in positive psychology and provides a guideline for us humans to grow and become all that is possible. Certainly, the need to attain greater capability is attenuated by the particular challenges we face in both our personal and business lives. The more severe the crisis, the more we question and seek help, answers, and improvement. In my case, I don't like to suffer the same results twice if I can learn from the first experience. Whether the initial problem was from a mistake I made, or something beyond my control doesn't really matter.
Events happen often beyond our control and McAdams notes that "a life story is a personal myth that an individual begins working on in late adolescence and young adulthood in order to provide his or her life with unity or purpose and in order to articulate a meaningful niche in the psychosocial world." We must use some method to bring understanding as life does not start out by someone handing you an instruction manual. We create our own. And our story continues to revise as we go on living.
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Last Updated on Monday, 19 April 2010 09:26 |
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