Copyright Goodheart-Willcox Co., Inc. 90 Fashion Marketing &Merchandising
scanner, printer, cash drawer, and display all made by different companies,
but selected in pieces that fi t the best needs of the store. If one part requires
replacement, a company only purchases that part rather than an entire new
computer system. Since technological advances are happening at an ever-
increasing rate, this also allows for incremental technology upgrades that
move a company’s system ahead as technology moves forward.
Open systems can save retailers and other businesses a great deal of
money, while satisfying the most customized needs. Managing an open sys-
tem, however, requires more knowledge of what is available, as well as how
to combine, use, and maintain the system. To solve this, some textile/apparel
businesses outsource this function.
Outsourcing is the hiring of independent specialists to do particular work,
rather than using company employees. Information technology consulting
organizations offer the services of computer experts, for a fee, to oversee the
system. They coordinate the automation strategy of a business. Such third-
party providers have expertise in the integration of computer components,
installation, network management, employee training, and hardware main-
tenance. This provides a maximum return on the user company’s technol-
ogy investment. Then, fashion-company managers are relieved from knowing
about and doing functions that do not specifi relate to merchandising fically
activities. Companies often fi nd outsourcing to be a more cost-effective way
to take advantage of the latest technology.
Improving the Industry
Industry segments and individual companies are making great strides in
improving the textile/apparel pipeline. The formation of business partner-
ship organizations is helping to make the soft goods chain stronger and more
responsible. The industry’s public image is also improving through higher
standards of ethics and social responsibility, as well as
environmental sustainability.
Business Partnerships
The Textile/Clothing Technology Corporation, called
[TC]2 ]after its repeated initials, is a not-for-profitfi
industry-wide organization. It is a coalition of tex-
tile, apparel, and retail firms and trade associations,
government, academia (textile/apparel colleges), and
labor organizations.
The mission of [TC]2 is to elevate the level of tech-
nology, manufacturing systems, and business pro-
cesses the global sewn products and related soft goods
industries use. Technology development and supply
chain improvement occur through research and devel-
opment, outreach, consulting, education, and training
services, Figure 5.13.
Pressmaster/Shutterstock.com
Figure 5.13 Companies like [TC]2 off er consulting and
training services to industry members to help them improve
their apparel production processes.
scanner, printer, cash drawer, and display all made by different companies,
but selected in pieces that fi t the best needs of the store. If one part requires
replacement, a company only purchases that part rather than an entire new
computer system. Since technological advances are happening at an ever-
increasing rate, this also allows for incremental technology upgrades that
move a company’s system ahead as technology moves forward.
Open systems can save retailers and other businesses a great deal of
money, while satisfying the most customized needs. Managing an open sys-
tem, however, requires more knowledge of what is available, as well as how
to combine, use, and maintain the system. To solve this, some textile/apparel
businesses outsource this function.
Outsourcing is the hiring of independent specialists to do particular work,
rather than using company employees. Information technology consulting
organizations offer the services of computer experts, for a fee, to oversee the
system. They coordinate the automation strategy of a business. Such third-
party providers have expertise in the integration of computer components,
installation, network management, employee training, and hardware main-
tenance. This provides a maximum return on the user company’s technol-
ogy investment. Then, fashion-company managers are relieved from knowing
about and doing functions that do not specifi relate to merchandising fically
activities. Companies often fi nd outsourcing to be a more cost-effective way
to take advantage of the latest technology.
Improving the Industry
Industry segments and individual companies are making great strides in
improving the textile/apparel pipeline. The formation of business partner-
ship organizations is helping to make the soft goods chain stronger and more
responsible. The industry’s public image is also improving through higher
standards of ethics and social responsibility, as well as
environmental sustainability.
Business Partnerships
The Textile/Clothing Technology Corporation, called
[TC]2 ]after its repeated initials, is a not-for-profitfi
industry-wide organization. It is a coalition of tex-
tile, apparel, and retail firms and trade associations,
government, academia (textile/apparel colleges), and
labor organizations.
The mission of [TC]2 is to elevate the level of tech-
nology, manufacturing systems, and business pro-
cesses the global sewn products and related soft goods
industries use. Technology development and supply
chain improvement occur through research and devel-
opment, outreach, consulting, education, and training
services, Figure 5.13.
Pressmaster/Shutterstock.com
Figure 5.13 Companies like [TC]2 off er consulting and
training services to industry members to help them improve
their apparel production processes.