Hot Wheels - Synergies Worldwide

PHOTO BY THOMAS IANNACCONE; MODEL: NINA DE RAADT/FORD; HAIR BY JENNIFER BRENT FOR KERASTASE PARIS; MAKEUP BY MISUZU MIYAKE USING LAURA MERCIER COSMETICS; FASHION ASSISTANT: ALYSSA ALPER; STYLED BY KIM FRIDAY
RETAIL:
Malls eager
to lure
consumers
with more
than just
shopping,
page 12.
▲
Women’s Wear Daily • The Retailers’ Daily Newspaper • April 28, 2009 • $3.00
WWDTUESDAY TUESDAY
Ready-to-Wear/Textiles
Hot Wheels
Gear up for this season’s hard-edged denim that
nods to motorcycle culture. Here, Maise’s cotton
and elastane jeans with G-Star NY Raw’s wool and
polyamide coat and LNA’s cotton T-shirt. For more
on the trend, see pages 6 and 7.
Not Only the Recession:
Industry Hit by Resizing,
Trade Issues and More
By Ross Tucker
It’s a shrinking world — and one likely to
get even smaller for manufacturers and
retailers alike.
“Everything we do and talk about with our
customers today is smaller,” said Rick Darling,
president of sourcing giant Li & Fung USA.
“Smaller number of stores, smaller number of
orders, smaller quantities per order, smaller
prices, smaller everything.”
The description of the new landscape was
one of many observations Darling and other
speakers made to the more than 130 sourcing
executives gathered in New York on April
15 for the WWD Sourcing & Supply Chain
Leadership Forum. Speakers at the event
focused on the key issues and trends likely
to impact sourcing decisions over the next
See A Flight, Page 8
MEDIA:
Condé
Nast
closes
Portfolio,
page 5.
▲
FASHION: Dior to mount Marc
Bohan retrospective, page 3.
EYE:
Partying in
L.A. for the
environment
with Leo,
Cameron
and Tom,
page 4.
▲

8 WWD, tuesDay, april 28, 2009
WWD Sourcing & Supply Chain Forum
A Flight to Quality as World Contracts
Continued from page one
three to five years, including:
• Deflation
• An oversupply of the world’s
apparel manufacturing capabilities,
accentuated by falling consumer
spending.
• The need to find value in the
supply chain beyond simply capturing
the lowest prices.
• The rising threat of protectionism
at home and abroad.
• Managing risk in sourcing
hot spots like Pakistan and
Bangladesh.
• The necessity of brands and
retailers to fully fund and incorporate
corporate social responsibility
programs.
Overriding all of these, however,
was the continued recession
and the question of when it
might be over.
“I don’t think there’s an economist
or a business person of
significant stature that is right
now thinking there’s any hope
of a turnaround that we’re going
to feel in 2009,” said Darling.
“Generally, people feel this is
going to be a tough economy.”
Crumbling global economies
have brought the oversupply of
the world’s apparel manufacturing
capabilities into focus,
an imbalance that had existed
prior to the downturn and is expected
to persist. The purchasing
power of the U.S. market
in particular has been hard hit
and shows no signs of making a
quick recovery. According to the
U.S. Department of Labor, the
unemployment rate reached 8.5
percent in March. About 5.1 million
jobs have been lost since
December 2007, and the number
of unemployed Americans is upward
of 13.2 million. More than
half of the uptick occurred in the
four months through March.
Darling said Li & Fung expects
the next 18 months to be
defined by deflation rates of between
three and six percent.
As conditions have worsened,
companies have returned their
attentions to sourcing in Asia,
according to Darling. Over the
last several years, brands and
retailers had been exploring alternative
sourcing areas outside
of Asia in an effort to maintain
diversification and chase lower
prices. In China, rising costs for
energy and labor spurred a gradual
shift away from the country.
Not any longer.
“We see that trend now reversing
fast in a significant way,” said
Darling. “Frankly, to a big degree,
it’s based on price.”
Darling said Asia’s prices
have become more competitive
over the last 18 months. He also
contends that in some cases suppliers
in the Western hemisphere
missed their opportunity to seize
a greater share of the market by
failing to deliver on higher-quality
items.
“What’s happened is a major
change in attitude toward what
we’re calling a flight to quality,”
said Darling. “It’s not just the
quality of the product but the
quality in terms of how goods are
made and how quickly goods are
photos by dan d’errico
Munir Mashooqullah
made. Factories and countries that may have been considered expensive are all being
rethought and put in the mix in terms of what additional value they provide beyond
price,” he said.
There is a shift going on within China as well, as the government looks to push its
apparel manufacturing capabilities further inland. The Pearl River Delta area, once
“ Factories and countries that
may have been considered
expensive are all being rethought
and put in the mix in terms
of what additional value
they provide
beyond price.
— Rick Darling, Li & Fung USA ”
David Schwarz
the heart of China’s southern apparel
region, has seen thousands
of textile and apparel factories
shutter their doors since 2008,
and more than 20 million jobs
have disappeared. The Chinese
government is in the process of
transitioning the manufacturing
base of the area to higher-level
products like technology. Darling
predicts Dongwan will eventually
become China’s equivalent
of Silicon Valley.
Improved safety, sustainability
and environmental practices
will play a prominent role in how
brands’ and retailers’ assess value.
“I actually think [corporate
social responsibility] is becoming
very much an assumed trait,”
said Darling. “The debates about
whether it costs money or doesn’t
cost money are no longer valid.”
Li & Fung is in the process of
determining the carbon footprint
of its factory base, a tall task for a
company sourcing products in 80
countries with a network of 10,000
suppliers.
“I think sustainability will
probably be, along with quality,
the two main decision-making
premises for most sourcing decisions
that are going to be made
over the next five to 10 years,”
said Darling.
The rise of protectionism in
the face of economic decline
is also something he believes
the apparel industry will need
to confront, and not solely in
the U.S. Darling perceives the
proliferation of bilateral trade
agreements as a different form
of protectionism that will further
complicate the industry.
“What [these bilateral agreements]
are saying is that instead
of participating in this global
structure that was set out for the
last 30 or 40 years…every country
now is going to decide who
it wants to trade with and what
those rules are,” said Darling.
“For those of us in the supply
chain, that complicates our life
more than quota did.”
Simon Constantinides
NEW REALITIES
U.S. brands and retailers have
failed to adjust their business
models in the face of growing
global economic turmoil, said
Munir Mashooqullah, principal
and founder of Synergies
Worldwide, a sourcing company
with more than 50 clients. As a
result, these companies have
not only been unable to respond
to the slowing environment, but
have left the door open for fastfashion
retailers to claim significant
chunks of the market.
“We cannot let Zara,
Uniqlo and H&M take over,”
Mashooqullah said, noting those
retailers succeeded because they
first and foremost figured out how
to sell fashions that shoppers
want. “We should be worried.”
Despite the complex new
realities in the marketplace,
Mashooqullah pointed to some
straightforward paths ahead.
“China is no more the cheap
source,” he said, echoing
Darling’s comments. “If you want
to work in China today, you’ve got
to go deeper into China.”
U.S. companies should also explore their outsourcing options while holding on to
the creative aspects of the business they can do best, he said.
Given the credit squeeze and troubled banking sector, Mashooqullah also said importers
should consider hybrid methods of financing, such as giving a vendor a 10 or
20 percent advance deposit and agreeing to pay the rest 60 days after receiving the

goods. The risk, if it’s a good vendor, could be worth
the reward, he said.
Ultimately, the economic upheaval in the marketplace
could help companies with strong underlying
businesses and good practices rise to the top.
“Reputation doesn’t matter,” he said. “[Disgraced
investor Bernard] Madoff had a reputation.
Reputation is what other people think of you.
Character is what counts.”
RISKS IN PAKISTAN, BANGLADESH
Doing business in some of the world’s cheapest sourcing
markets continues to carry with it greater risks.
Pakistan and Bangladesh carry some of the lowest
costs available, but each carries a distinct set of risks,
noted David Schwarz, vice president of merchandise
support and global sourcing for Redcats USA.
Redcats has moved aggressively to more direct
sourcing over the last fi ve years. The company has
lowered its risk factor despite this. Still, Schwarz
said in previous years Redcats used to have “one
major critical issue a month.”
“Now we have one a week,” said Schwarz. “We’re
doing a better job, but because of direct sourcing,
the nature of our supply chain and our processes…
and because of the increased volume, the frequency
of the issues is up. I consider it normal.”
Bangladesh is Redcats’ third-largest supplier
and, with labor rates as low as 22 cents an hour,
represents one of the world’s cheapest sources for
cotton-dominant products. The country also has a 40
percent poverty rate and has been hit by cyclones at
an average rate of one a year for the past 100 years.
Recently, Schwarz said the country’s government
began offering millions of garment workers a 25
percent discount on rice, a subsidy that is expected
to continue for several months.
“This is telling us how unpredictable and how
vulnerable the emerging countries have become,”
said Schwarz.
The situation is far more precarious in Pakistan,
where the Taliban appears to be making increasing
inroads. Schwarz said studies have ranked the country
to be as risky as Iran, Nigeria and Venezuela.
“There’s almost a suicide bomb blast a week
in Pakistan,” said Schwarz. “It’s increasing.
Unfortunately it has been increasing year after year,
and I don’t see it improving.”
Despite this, Schwarz acknowledged Pakistan is
a top supplier for Redcats and that the “daily miracle”
about the country is that product continues to
be delivered on time and at a high quality.
A VISIBLE SUPPLY CHAIN
Even if owning the whole supply chain might be
ancient history at many firms, brands still need to
understand the influence their dollars have over
suppliers, said Simon Constantinides, senior vice
president and head of sales, trade and supply chain
in the U.S. at HSBC Bank USA.
Constantinides calls this being “vertically aware”
and believes it is vital to know how all the fi nancial
components of the supply chain work together. He
advised companies to do their homework and be
conservative in the down economy, but not greedy
when it comes to negotiating with suppliers.
In addition to increasing visibility, working with
fewer producers and being more important to them
could also help companies when it comes to fi nancing
orders.
“We’re more comfortable, I think, in looking at
companies that have a smaller concentration of
suppliers, where they have a meaningful impact on
that relationship,” Constantinides said. “If you’re
only two, three percent of a supplier’s business, you
don’t have the impact to be aware of what’s going on
with a supplier.”
Kathryn Cullen, senior partner with consulting
fi rm Kurt Salmon Associates, also encouraged
brands and retailers to consider their businesses
in a vertical manner. The fi rm’s research has also
found that companies that take a greater role in
developing product are more likely to succeed.
Companies should look to move away from a focus
on price and promotion in favor of developing an
image of having more innovative product and a
unique customer experience.
“That means they move from being merchants to
also being product innovators,” said Cullen.
She also encouraged forming stronger connections
between designers, product developers and
merchandisers.
“One of the key things that our better retailers are
doing is really looking at collaboration,” said Cullen.
Doing so may mean bringing these departments
closer together geographically, she said. If done
properly, product should improve while cost and
time is removed from the development process.
— With contributions from E.C.
By Evan Clark
THE CAMPAIGN TALK OF PRESIDENT OBAMA MIGHT
have morphed into a more politically pragmatic stance
on trade policy, but in an area where small details can
make expensive differences in supply chains, Wal-Mart
Stores Inc. and other importers are still taking the measure
of the White House.
“We’re very much still reading the tea leaves for what
the Obama administration is going to do on trade,” said
Sarah Thorn, Wal-Mart’s director of international trade.
Obama sounded notes that were interpreted as hostile
to trade last year, such as the potential renegotiation of
the North American Free Trade Agreement, but Thorn
said she was “fairly pleased” with the administration’s
policy agenda for the area, released last month.
“It’s actually a fairly progressive approach to trade,
that is open markets still matter, international trade still
matters,” she said.
But trade policy as it relates
to apparel and textile
concerns is still a work in
progress for the administration,
which has yet to appoint
a special textile negotiator
or a chair for the Committee
for the Implementation of
Textile Agreements. New
U.S. Trade Representative
Ron Kirk did say last week
any tweaks to the NAFTA
agreement would likely be
done without a full renegotiation
of the pact, which
reshaped economic relationships
in North America.
Caroyl Miller, deputy textile
negotiator in the USTR
offi ce, said Obama was focused
on “making trade
work for working American
families.”
“Trade does not stand
alone from our education policies,
our polices related to the
environment, our policies related to energy, our polices related
to transportation,” Miller said. “This is all something
that needs to be looked at as an integrated whole.”
Much of the trade policy that concerns the fashion
industry is tied in some way to China, an economic and
global powerhouse that is locked into a broader strategic
dance with the U.S., which often creates an overlap in
political agendas.
Thorn said Wal-Mart was closely watching the regulation
of apparel imports from China, which after years of
waiting began fl owing into the U.S. completely quota free
in January.
“The domestic textile industry is extremely nervous
about this,” Thorn said. “They had spent a lot of time
prior to the quotas coming off predicting that there were
going to be surges in imports and slashed prices.”
Last month, the National Council of Textile
Organizations said January apparel imports from China
surged in categories that had been covered by quotas,
as prices dropped by as much as 20 percent. China pro-
WWD, TUESDAY, APRIL 28, 2009
WWD.COM
Keeping Tabs on Trade Policy
Caroyl Miller
duces 34.5 percent of the apparel sent to the U.S. in volume
terms.
Thorn’s reading of the import fi gures zeroed in on an
overall drop in apparel shipments and a price increase,
but she said there is validity to looking at the fl ow of
trade on a category-by-category basis.
Should the domestic industry be successful in getting
the administration to bring an antidumping, countervailing
duty or other trade case against Chinese apparel
imports, it is specifi c types of goods that would be
impacted.
“As sourcing agents, watch your numbers coming from
China,” Thorn said. “Make sure that you’re watching your
categories and make sure you’re preparing. If you’re seeing
monthly trends of prices declining and imports going
up…you have to assume that you have a higher risk of
some sort of government action.”
China’s currency policies, which critics say give
producers in the country an unfair advantage by depressing
the value of
the yuan, continue to
draw the ire of many,
but the fi nancial crisis
“ We’re very much still
reading the tea leaves
for what the Obama
administration is going to
do on trade.
— Sarah Thorn, Wal-Mart ”
could delay any retaliation.
This month, the
Treasury Department
again decided to not
label China a currency
manipulator.
“The rhetoric and
the tone on China’s
currency has certainly
changed in Washington,
largely because they do
hold $700 billion of our
debt and they remind
of us that frequently,”
Thorn said.
In 2005 and 2006,
Sens. Charles Schumer
(D., N.Y.) and Lindsey
Graham (R., S.C.)
pushed legislation to
impose a 27.5 percent
tariff on Chinese imports
if the country did
not revalue the yuan.
If the temperature
has come down on
China’s currency, it’s only
been turned up on safety
issues, which also have a
Chinese connection after the
discovery of contaminated
imports ranging from toothpaste
to pet food.
Last year’s Consumer
Product Safety Improvement
Act has had unexpected consequences
for the fashion
industry. The legislation
requires reductions in lead
levels in all children’s apparel,
footwear and toys, and
defi nes children as 12 years
old or younger.
“It’s had an enormous
impact on our suppliers,”
Thorn said, noting the company
had pushed Congress
for more time to implement
the changes. “The attitude
from the staff and certainly
from the lawmakers was,
‘I don’t care, these are haz-
ardous substances and they need to be out of the supply
chain.’”
Already the legislation has complicated life for brands
that have to certify their products are safe, said Mark
Burstein, vice president of product life cycle management
solutions at New Generation Computing Inc.
“The punishment for breaking this law could be millions
of dollars in fi nes and prison,” said Burstein.
Many brands are managing their certifi cates of compliance
manually, sending hosts of e-mails back and forth
to various suppliers to keep track of laboratory results
for details as small as painted buttons.
Burstein said the safety certifi cates should be managed
along with other shipping information and advocated
his company’s Web-based platform that helps keep
all parties — from the factory to the brands — on the
same page.
“This has to become part of a comprehensive sourcing
strategy,” he said. “It can’t be stand-alone. It can’t be one person
in your company who’s running it on their own laptop.”
9

10 WWD, tuesDay, april 28, 2009
WWD Sourcing & Supply Chain Forum
Social Responsibility Aids Survival Strategies
By Ross Tucker
ProPerly integrated and fully
funded corporate social responsibility
programs are becoming a requirement
of doing business and, even in tough
times, can be utilized to gain competitive
advantages.
a panel of CSr executives from
Phillips-Van Heusen Corp., avon
Products inc. and l.l. Bean inc. acknowledged
that investing in programs
designed to improve labor and environmental
standards presents a challenge
in an environment where orders are
being slashed and cost cutting is a priority.
However, consumers increasingly
expect companies to be actively engaged
in these issues, while revealing
more about the processes involved in
bringing their goods to store shelves.
“Corporate responsibility should not
be an island off the coast of your business,”
said Susan arnot Heaney, director of corporate responsibility, public relations
and communications at avon. “it is how you do your business, and people in the area
of supply chain and sourcing are really on the front lines.”
it’s a tall task. avon’s operations, for instance, span 16,000 suppliers in 50 countries,
said Heaney. She warned that focusing on one or two issues, like human rights
and working conditions, rather than the entire scope of issues under the social responsibility
umbrella leaves companies vulnerable.
“Consumers, advocates, activists, ngos [nongovernment organizations], the media,
legislators — they are all really paying attention to this,” said Heaney. “it’s no longer
just nice to do.”
Companies are likely to face mounting pressure to disclose more of the where,
when and how of their manufacturing process.
“ ‘transparency’ has become a buzzword,” said laura Commike gitman, director
of advisory services with Business for Social responsibility. “there’s a lot of people
talking about the need for more transparency, but they’re not really sure what they’re
actually asking you to be transparent about. i think we’re going to see a lot of further
explanation and clarification of that.”
July 14 - 16, 2009
Javits Convention Center
New York City
Looking...
for the right fabric
at the right price?
TexworldUSA.com/WWD
Laura Commike Gitman, Susan Arnot Heaney,
Mike Sheehy and Marcela Manubens.
Withering economic conditions
have slowed the implementation of
some programs, but has also exposed
companies that had approached CSr
as a marketing tool rather than a true
business initiative.
Mike Sheehy, senior manager of
global monitoring at l.l. Bean, believes
smaller CSr programs have
been jeopardized by economic conditions,
and trying to get factory owners
to embrace new programs when
they’re losing business is difficult.
“it’s a really tough environment to
come talk to them after they’ve just
been through a price negotiation with
our sourcing people or told by our inventory
management folks that they’re
only going to get 30 percent of the order
they thought they were going to get,”
said Sheehy.
Collaboration among brands has
also slowed as companies train their
focus on their own operations, according to Sheehy, who added a number of joint CSr
programs are losing budgets and participation. gitman believes this is the opposite of
what should be happening in a difficult environment.
“there’s no way that you’re going to be able to solve some of these huge societal
issues on your own as an individual company,” said gitman.
She also touched on the negative perceptions the public associates with corporate culture
of almost any kind at the moment, due to the Wall Street and banking meltdowns.
“there’s been a general loss of trust in the corporate sector — regardless of what
industry you’re in,” she said. “the only way to gain back that trust is to be more transparent
around what you’re doing.”
taking it a step further, avon’s Heaney said, “there is no trust in corporations.
any organization with ‘inc.’ at the end of it loses trust with the consumer by the very
nature of its name.”
Heaney believes companies must find ways to associate themselves with something
more positive, holding up Ben & Jerry’s ice cream as a brand that generates that kind
of “instant-emotion reaction” from consumers.
Marcela Manubens, senior vice president of global human rights and social responsibility
for PVH and the panel’s moderator, acknowledged the lack
of a universal compliance program among brands and retailers has
overloaded factories.
“there has been a very inflexible, independent view of these
compliance programs,” said Manubens. “Many companies believed
they were doing the right thing and there was a lack of trust in the
programs that someone else was doing.”
Manubens encouraged focusing on providing factories with the
tools to achieve compliance and to sustain proper practices.
“We need to prove the business case to them,” she said, which will
require shifting the focus from auditing to coaching and facilitating.
“it’s not an easy process.”
gitman said companies that haven’t made earnest efforts to incorporate
CSr practices into their operations will fail to realize benefits
that could ensure the survival of their companies in down times.
“regardless of where you sit in the supply chain, when we come
out on the other side of this, you’re going to see organizations that
are able to achieve a more competitive advantage based on their
investments [in CSr],” said gitman.
The Fiber Price SheeT
The last Tuesday of every month, WWD publishes the current,
month-ago and year-ago fiber prices. Prices listed reflect the cost of
one pound of fiber or, in the case of crude oil, one barrel.
Fiber Price on Price on Price on
4/27/09* 3/30/09 4/28/08
cotton 40.20 cents 38.60 cents 64.65 cents
Wool $2.49 $2.35 $3.95
Polyester staple 79 cents 79 cents 88 cents
Polyester filament 68 cents 68 cents 81 cents
March Synthetic PPi 108.7 112.9 113.8
crude oil $51.55 $52.38 $118.52
*The Wool Price is baseD on The average Price for The Week enDeD aPril 24 of 11 DifferenT
Thicknesses of fiber, ranging from 18 microns To 30 microns, accorDing To The Woolmark co.
informaTion on coTTon anD PolyesTer Pricing is ProviDeD by The consulTing firm DeWiTT & co.
The synTheTic-fiber ProDucer inDex, or PPi, is comPileD by The bureau of labor sTaTisTics anD
reflecTs The overall change in all synTheTic-fiber Prices. iT is noT a Price in Dollars buT a
measuremenT of hoW Prices have changeD since 1982, Which haD a PPi of 100. oil Prices reflecT
lasT Week’s closing Price on The neW york mercanTile exchange of fuTure conTracTs for lighT,
sWeeT cruDe oil To be DelivereD nexT monTh.

Long-term survivaL might depend on brands and retaiLers re-
thinking the fundamentals of their relationships with consumers.
manufacturing veteran, consultant and author david birnbaum believes there are
two distinct philosophies companies apply when
they consider consumers. the recession is amplify-
ing the failures of one of those approaches — the
one that is unfortunately being followed by the majority
of the industry, he said.
according to birnbaum, two explanations are
offered when products aren’t selling. the first is
that the consumer isn’t buying what a brand or retailer
is selling. the second is that brands and retailers
aren’t selling what the consumer is buying.
birnbaum contends that 95 percent of the industry
falls into the “they’re not buying what we’re selling”
category — and the results aren’t promising.
the mind-set, said birnbaum, leads to a predictable pattern. Companies, believing
customers simply aren’t buying what they sell, look to outlast the recession and count
on recouping sales when business picks up. managing through the downturn means
reducing orders, followed by further reductions, followed by markdowns. as that is
going on, management seeks to
improve margins by negotiating
harder with suppliers and reducing
other overhead.
the overall assumption being
made in this circumstance is that
the brand or retailer controls the
market, that it knows what customers
want. getting consumers
to pay more for less quality or
value is inherent in this stance,
according to birnbaum.
“the underlying assumption
is that the consumer’s a moron,”
said birnbaum. “i have to tell
you that the average american
may not be the smartest person
to walk the face of the earth,
but when it comes to buying —
bunch of nobel prize winners.”
birnbaum believes evidence
of the failure of this approach
is prevalent within the industry
and in other areas. Car companies
like general motors and
Chrysler took this approach
and are struggling to stay alive.
birnbaum pointed to gap inc.
and Liz Claiborne inc. as examples
from within the industry.
birnbaum noted that gap’s
same-store sales have declined
48 out of the last 50 months.
“underlying gap’s strategy is
the belief that they want to sell
everybody in the world a gap
garment,” he said. “there is an
alternate strategy, which is…
rather than selling everybody in
the world a gap garment or the
gap look, find out who the gap
customer is and give them what
they want, which is how Zara
works or an h&m works.”
birnbaum emphasized that in
the case of gap and Claiborne,
declines were occurring before
the recession hit. the reason,
birnbaum believes, is that con-
WWD, tuesDay, april 28, 2009 11
WWD.COM
Tracking the Failings of the All-Purpose Approach
David Birnbaum
photos by dan d’errico
“ The average American may not be the
smartest person to walk the face of the
earth, but when it comes to buying —
bunch of Nobel Prize winners.
— ” David Birnbaum
sumers have been spending less on apparel for a number of years. birnbaum said
the rate of u.s. garment imports started slowing around 1997 and that a decline in
import figures was likely to have occurred by the end of 2008 regardless of the global
economic turmoil.
“We are fighting a reduced market with more
suppliers,” he said.
Companies like Zara, h&m, topshop and
american apparel are gaining ground in the current
environment because they are focused on providing
what their particular customer wants. the retailers
are proving that offering greater value doesn’t mean
having to present a higher quality or more expensive
product. a Zara garment may fall apart in three
months, but birnbaum contends customers don’t purchase
items there expecting them to last that long.
“What makes Zara great is design integrity,” he said.
“the garment in the store actually looks like the sample and the sample actually looked
like the sketch. so you really have something that looks like fashion, not some hodgepodge,
lowest common denominator design. For the consumer at Zara, that’s quality.”
— R.T.
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wholly owned subsidiary of X-Rite, Incorporated. © Pantone, Inc., 2009. All rights reserved.

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