"When Bali started his company three years ago, his decision to manufacture locally wasn't motivated primarily by a desire to bring back business to dying factories or to ensure that workers were being well treated.
I simply couldn't produce the clothes I wanted to make overseas."
Bali wanted to create his own technical fabrics, monitor quality, and have the flexibility to scale up his business as quickly as possible.
Two years before launching Yogasmoga, it occurred to Bali that a large proportion of yogawear on the market is made of nylon and spandex, both of which are very dated fabrics, invented by DuPont in 1938 and 1958, respectively. [Moi ici: Recordar o recente "Sintomas de Mongo"] And even though he had spent his career at Goldman Sachs and didn't have a lick of textile manufacturing experience, he wanted to see exactly how hard it would be for him to develop new materials that would be ideal to wear for the practice of yoga.
That search led him to Invista, a company spun-off by DuPont in 2003, which develops synthetic fibers. "It turns out that while many companies are still using nylon in their clothes, there has been a huge amount of technological advancement in textiles," Bali says. However, developing new fabrics is expensive and requires a lot of time collaborating with specialty companies like Invista, which is why it is easier to rely on existing synthetic materials that are abundant and cheap.
He's spent the last few years working closely with Invista, testing out how different combinations of fibers feel and perform when they come together.
Bali eventually worked with scientists to create 30 different technical fabrics that use various combinations of synthetic and organic fibers to create specific effects
Bali explains that it would have been impossible to manufacture these garments overseas. Asian factories would not have had the infrastructure to produce these brand new fabrics: Bali had to source out a speciality mill in California to turn the Invista fibers into cloth. And on a basic level, communication would have been a challenge, especially given that Asian factories would never have encountered the fabrics he had just invented. If there were issues with quality, he would not have been able to spot them until too late, which might result in a lot of expensive fabric going to waste."
quinta-feira, março 17, 2016
Um exemplo de paciência estratégica
Um excelente texto "Why Clothing Startups Are Returning To American Factories", um pouco contra o que aqui costumo escrever, um pouco atónito, acerca da falta de paciência estratégica dos gringos e a paranóia do preço como critério único de sedução dos clientes (ainda ontem).