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Bridging the gap and connecting the Sumter community with the fashion industry, model agency and magazine owner Donna "Bellah" Anderson brings the fashion world back to her roots to educate and inspire the community with Sumter's second-annual fashion week.
"I'm from Sumter, and I love the area," Bellah said. "Sumter has grown tremendously, and this was something it didn't have."
Born and raised in Sumter, Bellah resides in Columbia, where she runs Bellah Modeling Agency and Bellah Affaire Magazine. She also does a multitude of fashion shows in South Carolina and Charlotte.
"I love fashion, and I just thought bringing something different to Sumter, like our fashion week, is exactly what you'd see in New York, Charlotte and Atlanta," Bellah said. "I get people to come in from New York, Florida, Georgia and Charlotte, and they all bring their designs to the runway."
Sumter's Fashion Week is a four-day event - which began Wednesday and ends today - that shows how fashion is more than just clothing. It's a movement, feeling and expression.
On Wednesday, fashion week kicked off by introducing the Top 10 Fashion Icons of Sumter at Elephants and More.
"We always start with this event, and we get a boutique to come in and partner with us," Bellah said.
She partnered with Tina Calhoun, owner of Elephants and More and Audri J's Boutique, for this year's fashion week.
For Wednesday's event, fashion week participants nominated who they thought were the big fashionistas in Sumter and the surrounding areas. Nominations lasted from January to June, and then people voted who was most fashionable out of those nominated from July to August.
Of those nominated, the 10 fashionistas with the highest votes were announced as the Top 10 Fashion Icons of Sumter at the kickoff and presented with an award.
The winners: Tegan Riechers, Ver'Lita Green, Melissa Simmons Stinnett, Queen Pearson, Lawrence McNeil, Alisha Barker, Tiffany Eli, Burisha McKenzie, Heather Boseman Tickel and Nikki Kershaw.
Thursday's event was the Kids Beauty Spa Fashion Day, where young participants get to enjoy a spa day at Audri J's Boutique.
Friday is the model and designer meet-and-greet, where participants get to mingle and have fun at Red Dot Hookah Lounge.
The grand finale of fashion week is today, when two fashion shows will be presented at USC Sumter's Nettles Auditorium.
Doors will open at 5 p.m. and the event will begin at 6 p.m. Tickets for the show are on sale online for general admission, $25, and VIP, $35. Tickets will cost more at the door on Saturday.
For more information or to purchase tickets, visit sumterfashionweek.com.
גבר נפגע ממחיצות כבדות שנפלו עליו באולם אירועים בקיבוץ שפיים. צוות מד"א ביצע בו פעולות החייאה, אך לבסוף נאלץ לקבוע את מותו. "החתן והכלה היו המומים וכאובים".
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Designer Isaac Mizrahi (left) embraces Robert D'Loren, CEO of Xcel Brands, which once manufactured 70% of its clothes in China. Today that's down to about 20%. The company now manufacturers in a variety of countries, including Indonesia, India and Sri Lanka.
Brendan McDermid/Reuters
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Brendan McDermid/Reuters
A lot of American companies that make or buy products in China are starting to rethink that, as a new round of tariffs takes effect this weekend. But Robert D'Loren doesn't have to worry. As CEO of the Xcel Brands clothing company, he began moving production out of China some time ago.
"You never want to have all your eggs in one basket," D'Loren said. "China was easy. In retrospect, probably if you had 90% of your production in China, that wasn't good risk-management planning."
D'Loren, who sells clothing under the Isaac Mizrahi and Halston labels, among others, once manufactured 70% of his company's clothes in China. Today that's down to about 20% — a byproduct of D'Loren's effort to find faster, more flexible suppliers that can jump on fashion trends and turn out clothes in as little as six weeks.
"Sometimes there are things that by design and by luck ...you do that serve you well," D'Loren said.
Xcel now manufacturers in a variety of countries, including Indonesia, India and Sri Lanka, and it's exploring production in Central and South America. But building that flexible network wasn't easy. Clothes from the new factories didn't fit right at first, or the fabric wasn't what D'Loren expected.
"It took us five deliveries to get it right," he said. "Everything that could go wrong did go wrong."
Many companies are now going through a similar process of trial and error, as they look for ways to avoid the president's tariffs.
"The truth is that the trade war is a little bit of a wake-up call for many companies," said Gerry Mattios, a Singapore-based vice president with Bain & Company consultants.
He says rising labor costs in China were already causing some companies to look elsewhere for suppliers, and the Trump tariffs have accelerated that. But other countries will need a lot of investment to match the expert manufacturing base and robust shipping network that China has built over the past two decades.
Mexico is another popular destination for companies shifting away from China. Roberto Durazo works for a company called Ivemsa that helps manufacturers set up shop in Mexico. He held three conference calls with potential clients in a single day this week. But for now, he says, most companies are keeping their options open.
"Not many of them are pulling the trigger," Durazo said. "My feeling is that many of them are gathering information and, if the trade war continues for a long time, just making the decision of coming into Mexico."
Mexico offers the advantage of much shorter delivery times to the United States. But it was only three months ago that President Trump was threatening tariffs on goods made there. Trump ultimately dropped that threat.
Trump has urged companies worried about tariffs to move production back to the United States. But only about 6% of the companies operating in China are considering that, according to the American Chamber survey.
Harry Moser, who runs the Reshoring Initiative, estimates that about 25% of those companies would find manufacturing in the U.S. competitive if they took tariffs, transportation and all other costs into account.
"Probably they made the right decision going to China when the wages [there] were so low," Moser said. "Probably they should have reevaluated it five years ago. But now that they feel they have to bring a lot of work out of China, now is the perfect time to reevaluate the U.S. as an alternative."
As the trade war drags on, more companies may rethink their presence in China. But for now, most are staying put. That includes Crown Crafts, a Louisiana-based company that makes baby blankets and other products in China. CEO Randall Chestnut told investors this summer that he looked into shifting production to a half-dozen different countries. But ultimately he decided it was cheaper to stay in China and simply pay Trump's tariffs.
"So we think that we're going to have to bite the bullet and, you know, pass it on," Chestnut said during a quarterly earnings call.
According to the American Chamber survey, 60% of the U.S. companies now operating in China have no plans to relocate.
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Fabletics, for example, took a big risk by requiring customers to either be fee-paying monthly members or purchase clothes at significantly higher prices. While this approach may be helpful for driving initial revenue spikes and maintaining a prestigious aura around a brand, the long-term sustainability is not guaranteed. Fabletics alone received hundreds of complaints against it through the Better Business Bureau in its first three years of business. Its membership policy requires that customers pay every month or notify the company within the first few days of each month if they would like to skip that month.
“In general, having a membership fee can drive value if the programs are simple and there is a significant value returned for the fee,” said Perry Kramer, senior vice president and practice lead at Boston Retail Partners. “In the online fashion business, however, it is a delicate balance between getting a quick revenue boost and enjoying long-term success. With few exceptions, when a membership fee is required to shop, the initial revenue spike drops off significantly and falls short of customer loyalty and lifetime value in programs that do not require a membership fee. The long-term growth, membership size and membership growth rate is usually substantially higher in programs with no fees. The bottom-line risk for companies that have a high membership fee is that they will alienate customers who do not see a significant value every month.”
Still, Fabletics has managed to grow considerably. Forbes reported that Fabletics’ revenue was over $300 million in 2018 and is growing each year. The company has opened more physical stores this year, including its first New York store last April.
Savage x Fenty does not require a customer to be a member, but when checking out, a membership is automatically added to the customer’s cart and must be manually removed. Once a membership has been purchased, there is no option to cancel it online. Customers must call over the phone in order to remove themselves from the program.
Fabletics and Savage x Fenty are both part of the TechStyle fashion group. Fabletics declined to comment for this story.
“If a brand feels that a fee-based program is needed to either differentiate a select set of products, or ‘guilt’ a consumer into shopping monthly, they need to deliver significant differentiation and value each month,” Kramer said. “But this is something that is very hard to do in the highly-competitive fashion industry.”
Outside of TechStyle brands, rental platforms like Rent the Runway and Nuuly tend to have more forgiving and easy-to-navigate membership models. Customers can pause their membership for up to three months at any time on either platform, without the complications of having to notify the company at the beginning of each month whether they will skip or pay that month.
“Issues arise when brands make it difficult to redeem points and when extraneous fine print keeps a customer from being able to cancel or pause their membership,” said Syama Meagher, chief retail strategist at Scaling Retail. “Poor customer service could lead to negative net promoter scores as customers will amplify their bad experiences over social media and word of mouth.”
This doesn’t mean memberships are a bad idea. The consumer loyalty market was at just under $2 billion in 2016 and has since jumped up to almost $7 billion, with 3.8 billion loyalty memberships being held in the U.S. alone. Brands like Stitch Fix and Rent the Runway have popularized the idea of the circular closet, of which membership models are a key part.
“Membership programs are a great way to get recurring revenue and increase transactions and sales,” Meagher said. “Most consumers are looking for experiences as well as discounts/points. Membership programs should be designed to engage customers, as this increases the likelihood of them actually continuing to use the program. These brands need to keep their membership programs simple, and staff up customer service to help loyal members understand how to use their program and what the benefits are.”
בתום דיון שארך חמש שעות, בית הדין האזורי לעבודה בתל אביב הורה לצדדים לדווח לו על התוצאות עד יום שישי בבוקר. המורים דורשים שינוי במנגנון חישוב ימי המחלה ובמנגנון חישוב השכר ...
