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Want a Custom Look? Get a Perfect Fit, or Design it Yourself
By Jackie Rosselli
In the 1940s, then industry giant Horace Small introduced the country's first in-stock program, giving dealers the ability to readily and quickly meet the demands of a growing customer base. Yet while demand was increasing, uniforms remained the same: basic, prosaic and unquestionably uniform, reflecting the tastes of the era.
Times have certainly changed. While the stock program still thrives, it has over the years received a series of face lifts, and just as before, the driver of these changes has been the end user. Unlike its predecessor, however, today's customer has been taught to demand more than ever from the retail environment, and a no frills stock program simply doesn't satisfy the need for differentiation.
Getting the look your customer has always wanted just became easier, thanks to Design it Yourself and Perfect Fit, two new services from Edwards Garment and Executive Apparel, respectively. Design It Yourself and Perfect Fit offer the end user a more personalized and custom approach to his apparel needs and in so doing, level the playing field for dealers competing for larger – and more lucrative -- regional and national accounts.
The old adage chides us that 'what gets measured gets done.' So if we want profitable businesses with growth, then what is measured, why and how?
Key Performance Indicators (KPI's) are metrics that help an organization define and measure progress toward goals. We must assume that the strategy for the company has been established and the individual goals have been defined. Your goals should have the following components including direction, benchmarks, targets and a time frame and then the KPI's are used to measure progress. An example may be to increase sales by $2 million in a particular market by your fiscal year ending 2009. The environment must be properly set in order to use the KPI's. You need to assure that there is a set of predefined business processes along with quantitative and qualitative measurement of results and comparisons with set goals. To sustain this initiative there must also exist methods to investigate and identify variances and a tweaking process or resources available to achieve short terms results.
To identify and define what may be your KPI's, there's an acronym available to prompt the thoughts and questions: SMARTER. The indicators to be measured need to be significant, measurable, attainable, realistic, time-framed, exciting and rewarding. Expect to have a different set of KPI's for measuring services versus manufacturing processes. The key words may vary a bit but the message is consistent. What are we supposed to be doing and are we performing in an acceptable time frame and what are the rewards and benefits? Some programs do not include the last two indicators of exciting and rewarding but I think these are vital to add as they are tied to the compensation and bonus system of the company. Here's a great way to tie in the interest of the workers (increased benefits) to the performance of the company overall. The motivation of the top management (profitable performance for the stockholders) will be aligned with the rewarded behavior of all associates.
Recent statistics tell us that a mere 6 percent of the eligible population wears neckties these days. In Japan, it's reported that working men and women, by taking off their coats and ties, are saving millions of dollars in energy costs because their offices can now be four degrees warmer as employees are four degrees cooler: A casualty of global warming. All over the United States, from governors and mayors down to the working man on the street, folks are following suit. For many companies, casual dress-down Fridays are now five days a week.
In the winter, turtlenecks suffice instead of the standard decorative neck accessory. In the warmer months, golf shirts, banded collars, mock turtles, T-shirts, and Henley's take center stage. Two-piece stand collar shirts—button-down or no—are worn with or without a sports coat, but sans neckwear. Even world leaders don't wear ties any more, and if they do, it's not as frequent as it used to be: Comfort before protocol.
In some countries, it is standard bill of fare that no neckties are worn. Particularly in Asian and Mediterranean countries, the tie is viewed as a symbol of decadent Western culture and values: Wanton capitalism and a kind of hedonism where purposeless beauty is valued over utilitarianism.
Truth be known, the tie has no practical value other than covering up a fat belly, buttons, or hidden food stains. While one could argue that it keeps the neck warm and cozy, or that it holds one's shirt together, the tie is really all about being a symbol of rank, status, school or organizational affiliation, and a piece of decorative beauty. It can be very expensive or quite reasonable, depending on one's purpose and pocketbook. Generally, it is made of silk, wool, polyester, or cotton. But it has also been made of the finest laces, and leathers.
In the 1940s, then industry giant Horace Small introduced the country's first in-stock program, giving dealers the ability to readily and quickly meet the demands of a growing customer base. Yet while demand was increasing, uniforms remained the same: basic, prosaic and unquestionably uniform, reflecting the tastes of the era. 
The old adage chides us that 'what gets measured gets done.' So if we want profitable businesses with growth, then what is measured, why and how? 
Recent statistics tell us that a mere 6 percent of the eligible population wears neckties these days. In Japan, it's reported that working men and women, by taking off their coats and ties, are saving millions of dollars in energy costs because their offices can now be four degrees warmer as employees are four degrees cooler: A casualty of global warming. All over the United States, from governors and mayors down to the working man on the street, folks are following suit. For many companies, casual dress-down Fridays are now five days a week.
