Insight on What’s Next

When economic difficulties arise, innovation often goes downhill. It is enough to deal with budget cuts, lean-to-the-bone staffing and sales declines; funding the next big thing can reasonably get pushed aside when time, money and energy is in short supply.

But then again, perhaps a shot of inspiration in these tough times is the correct treatment. Indeed looking beyond today’s doldrums and into the future of new product development and placement is uplifting — if not a cure-all.

It was in this spirit of keeping our eyes on tomorrow’s possibilities that the “Insight on What’s Next” roundtable series was launched recently in New York City. The theme of the inaugural event was Adding Value Today for Gains Tomorrow. And on a stormy afternoon – literally, not just on Wall Street – attendees were transported by presentations that left everyone – if only during a lunch hour – feeling the dark clouds currently crowding the horizon would lift and the future looked a bit brighter.

Panelists included Sam Moore, projects manager for Hohenstein Institute America; Betsy McCullar, a partner in the Hilltop Alliance, a boutique management consultancy; and Bob Getto, CEO of Flechheimer Brothers, among the largest suppliers to the public safety, military and career uniform business in the country.

The event was held at the Hyosung America showroom with lunch sponsored by Oeko-Tex.
Moore kicked off the discussion with an engaging overview of the process of innovation with a focus on sustainability. McCullar followed narrowing the perspective somewhat by keying on global emerging markets ripe for innovative products. Getto drove the point home outlining how an innovative brand recently developed by his company takes advantage of performance technology to create newness in an established field.

“We don’t often look at the innovation process, and question what are the impacts and influences,” suggests Moore, who previous to his post at Hohenstein was VP-R&D for Burlington Chemical for 23 years, and CEO for three. “We are more likely just reacting to the boss saying, we need a new fabric and now!”

Moore, whose specialty is integration of a sustainability lens into strategic planning processes, has degrees in Chemistry, Textile Chemistry, MA Management, PhD candidate in the School for Cleaner production and Environment Erasmus University, Rotterdam. (Not to mention being an apple, vegetable and small fruit grower.)

“We are in a tough time and there are a lot changes going on. We are feeling the impacts of globalization and you need to make sure you have an innovation strategy,” says Moore. “We’re on a new path. It is a hot, flat and crowded world and we need to not only recognize opportunities, but create opportunities.”

Expand Your Universe

And a good way to start to do that is by expanding our universe. “We need to go beyond thinking only in terms of sourcing when looking at emerging areas, but look at these places as potential markets,” says McCullar, who for more than a decade has consulted for leading global companies such as Gerber Technology, Dow Fiber Solutions, Arvind Mills, BBC International, Loomstate, and U.S. Polo Association.

McCullar explained that her practice is largely focused on growth strategies for the total textile and apparel supply chain. “We need to consider the world beyond sourcing partners and more like customers. We should be going where the bodies are.”

Her presentation highlighted “CRIM” -- China, Russia, India and Middle East – as arenas for such growth. When elaborating on India, specifically, McCullar cited a six percent growth rate projected there largely due to the country’s current “youthquake.”

“This demographic is brand-savvy and interested in shopping for western brands at retail,” says McCullar. “It is no longer just the mom-and-pop stores, but retail for an emerging middle class.”
Textile giant Arvind, for example, has found success branching out into the retail sector with new, retail stores for India’s growing consumer base.

“In these economic times it is in fact the right time to invest in emerging countries,” McCullar offers.

Take a Technical Approach

Fechheimer is not only finding
success abroad (the company has
recently launched a successful uniform program with the Saudi police) but is looking to broaden its base domestically too. The company is introducing a new apparel brand with high-tech performance features.

Called Vertex, the new clothes integrate Coldblack technology. This functional technology, from Schoeller Textiles, allows wearers to keep cool even in extreme heat. Such is the technology that a black polo shirt worn on a sunny summer afternoon will feel as cool as when wearing a white or light-color top. The heat does not absorb into the fabric so the wearer stays comfortable. In testing, Coldblack was shown to lower temperature by fifteen degrees.

The tactical pant and polo are good-looking but subtle in design. With the polo, this is the first time Coldblack is being used in a circular knit.

The Vertex products are a lifestyle brand which is another avenue for Fechheimer. “This new side of the business is growing quickly,” states Getto, whose background includes positions at Burlington, Nylstar and Duro before coming onboard Fechheimer two years ago. “Never has there been a lifestyle brand in the law enforcement niche,” he continues. Interestingly, when developing the new products, Getto and his managers collaborated with Arc’Teryx, a high-tech outdoor company known for innovative design.

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