Hundreds Of Entrepreneurs Head To Bentonville, Ark., For Walmart’s Open Call For U.S. Manufacturers

June 23, 2017 Leave a comment

 

For the past four years, Walmart has set aside one day a year where manufacturers of American products – however small – could pitch their goods to a buyer at its Bentonville, Ark., headquarters. This year, the retailing giant’s open call day will be next Wednesday, June 28, and more than 500 companies from across the country will get a 30-minute hearing for their more than 750 products. (Forbes will be on the scene in Bentonville next week to tell the stories of some of the entrepreneurs who are there.)

Part business, part extravaganza (expect a lot of American flags), part Shark Tank-like pitch sessions, the all-day event offers entrepreneurs a way to get their products in front of a Walmart buyer, something that would be almost impossible for a small company to do at other times during the year. The event is part of Walmart’s push to increase American manufacturing. Underneath the circus atmosphere, however, this is serious business, and perhaps more serious at a time when Amazon and Whole Foods have agreed to join forces. Entrepreneurs that expect to win a space on the shelves of the Walmart will need to be prepared to talk about the costs of production – and to get pushback from Walmart’s buyers to make them cheaper.

Entrepreneurs that will be pitching their products include Jarvis Green, a former New England Patriots football player, whose Baton Rouge, La.-based Oceans 97 sells restaurant-quality shrimp; Sandra Alexander, whose Greensboro, N.C.-based Anndori Outdoor Art makes craft kits for holiday décor; and Kid Ease founder Jessica Gore, a Dallas mom who came up with the idea for a safe cleaning spray for sticky fingers.

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Nathan Failla, the 23-year-old founder of PocketGel

Nathan Failla, the 23-year-old founder of PocketGel

Nathan Failla, 23, a recent graduate of Duquesne University in Pittsburgh, will be pitching his PocketGel instant hair gel, a 5-millileter packet of hair gel that’s easy to carry. Failla came up with the idea one evening when he was headed to dinner in the rain and wished he had some hair gel with him, then developed the idea as a class project. Today, his one-man company, which relies on a contract manufacturer in Michigan, is reaching big in trying to get into Walmart before lining up smaller or regional stores. “I was like, ‘go big or go home,’” he says. “I’m more excited than nervous, but I’ll probably be nervous when I get there.”

Some entrepreneurs will win deals to get their products into all of Walmart’s 11,695 stores, others will get regional distribution only, while others will go home with nothing but a little advice for how to improve their product. For those with non-perishable products, there is one upside: They’ll likely get access to at least sell on Walmart.com.

For more on selling to Walmart, see “What It Takes To Sell To Walmart: Three Entrepreneurs Tell Their Stories” and “What It Takes To Sell To Walmart: A Senior Buyer Tells All.”

Follow me on Twitter @amyfeldman

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The New Retailer Imperative: Adapt to Survive

June 23, 2017 Leave a comment

 

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Recently, I met with some very smart people who insist that Amazon and maybe Walmart will be the only major retail players still standing in the next 10 years. They believe that the only companies that worth investing in are Amazon, Apple, Google and Microsoft. Their dominance would overshadow anything else in retail according to my friends.

This is a rather strong assertion. Yet, in support of this statement is a new report by Moody’s that lists 24 store chains that may soon declare bankruptcy. The list includes Quicksilver, Bon Ton, Cole Haan, Charlotte Russe and Peek, Charming Charlie, J. Crew, Claire Stores, David’s Bridal, Eddie Bauer, Savers, Fairway, Neiman Marcus, 99 cent only stores, Nine West, Sears and Kmart, Toms Shoes, True Religion Brand Jeans, MAG Retail, Totes, Tops and Vince.

While this talk has affected my thinking, I am not that pessimistic and do not believe that retail is dead nor that these companies will disappear. Rather, I see glimmers of what a changed future can look like. I look at Best Buy and see a brick-and-mortar retailer fighting Amazon with competitive prices and outstanding service. Best Buy is cutting costs so it can stay on the competitive edge. Their Geek Squad gives excellent service.

Then, I look at Home Depot and see a company that advises on color and solves problems for the do-it-yourselfers (DIY). Or, I look at Ulta giving expert advice to fashion conscious women and Zara (Inditex) associates guiding customers to their best fashion look. So, knowledgeable service can drive stronger business; it is a must for trendy retailers to remain in step with customer demands.

Maybe wearables can be bought on the internet at 11 o’clock at night. And, certainly, replacement purchases can be made at night. However, the customers who want to create a fashion look for themselves or their home still want to try it on, feel the fabric and have opportunity to ask a savvy sales associate to confirm their choice. So, despite a trade-off of sales to the internet, many people still rely on stores.

There clearly has been a major shift in retailing to the internet. In 2016, online retail sales excluding car, fuel, restaurant and bar sales rose to 11.7% of total retail sales according to the Department of Commerce. At the end of this year, I estimate that number will rise to 13% to 14% of all retail sales. It is likely that online sales will accelerate for hardlines such as bedding, small appliances and housewares, as well as for toys, fashion and food.

And, there is no doubt that Amazon is a huge factor reshaping this shift. It accounted for 41.6% of those 2016 online sales. I recently called Amazon the 800-pound gorilla that is dominating the retail scene. Many shoppers trust Amazon and often go directly to shop on the site. Its spectacular growth has been driven by electronics, home and apparel categories according to Slice Intelligence. Electronics alone were responsible for 18% of the company’s sales growth, as the number of U.S. households that own an Echo device more than doubled from 2015. The next biggest contributors were home and kitchen categories (15%), apparel and accessories (12%), food (11%), and health and beauty (10%). Their recent acquisition of Whole Foods adds another dimension to their growth. They now own a national network of brick and mortar stores that gives them access to more customers and greater opportunities for growth online with food as well.

However, I take to heart what Guru Hariharan, CEO of Boomerang Commerce, said me recently about the future of retailing. In his view, this is the age of technology where art and science must intersect. Timely, data-driven problems and decisions must be solved by machines while experiential and relationship-driven decisions must still be made by people. For example, he says quick and timely pricing decisions reflecting both external market factors and internal data have to be made by artificial intelligence (AI) for business to business (B to B) and business to commerce (B to C) retail models. This approach will help retailers compete with Amazon’s rapid price changes that have been driven by sophisticated algorithms for years.

To convert merchandise offerings to sales, Hariharan recommends that retailers use AI-driven software algorithms to continually analyze changing market and company data and identify anomalies in that data to then determine customer preferences and appropriate actions. That way, decisions can be made that will improve price perception and trigger online and “buy online, pick up in store” purchases.

Traditional retailers must embrace this growing role and importance of internet commerce; consider it an ally and not the enemy. However, they must also transform their organization and manage their brands in a new way. There must be greater speed of delivery both from the source and to the customer. Some say that speed will shape the competitive race with the internet offerings.

Now, let’s talk to the power of experiential. Even as young millennial and Gen Z customers lives with their mobile devices, I think there are ways to motivate their shopping in stores. Beyond the power of buy on line, pick up in stores to create some traffic in stores, I think fashion shows, cooking demonstrations by famous chefs, children’s activities can all be attractions that will increase the traffic in stores. Opportunities to engage and interact personally with brands will drive customers to choose an in-store shopping experience.

Bottom line, retail is in transition. It will be more competitive, but I believe that innovative merchants will win through effective, timely inventory management, creative merchandising, and interactive customer services available in stores and on the internet. Such a dynamic retail environment is likely to keep inflation low. The customer will benefit and will shop more aggressively.

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Supermarket Superheroes: How Supermarket Fashion is Winning Retail in the UK

June 23, 2017 Leave a comment

 

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Jun 15, 2017

Supermarket Superheroes: How Supermarket Fashion is Winning Retail

Sainsbury’s Tu collection

Supermarket fashion came to the fore during the last recession, circa 2008, when uncertainty and job losses squeezed disposable incomes and forced shoppers to reconsider their shopping habits. Almost a decade later, economic uncertainty once again reigns supreme as Brexit looms, inflation rises, wages stall and shoppers tighten their purse strings. Given the current uncertainty, it is no surprise that the supermarket fashion sector is once again showing signs of innovation and expansion, hoping to capitalise on shoppers trading down.

Instock data shows that in the year-to-date (YTD) both F&F Tesco and George @Asda grew new-in volumes by 39.9% and 27.2% year-on-year (YOY), driven by menswear. Sainsbury’s Tu line took a more considered approach, reducing new-ins by 0.8% – although menswear grew 18.4%. Within womenswear, Sainsbury’s reduced new-ins by 10.4% but expanded its Tu Premium collection.

 

A Competitive Landscape

The retail landscape is vastly different in 2017 as compared to 2008, and low prices are no longer enough to drive spend. The supermarkets’ core target customer – the family shopper’s -shopping habits are more considered, value for money is a priority and buying less but buying better is a growing norm as evidenced by the success of lifestyle brands such as Joules, Boden and White Stuff.

The sector is also becoming increasingly competitive. In February, Morrisons expanded its Nutmeg brand to womenswear, while discounter Lidl has just announced the launch of its new clothing range with supermodel Heidi Klum. Furthermore, Amazon and Zalando have emerged as credible and convenient options for value-driven shopping for the whole family, further intensifying competition for the supermarket sector.

 

Imbuing Ranges with Value Imperative

Instock data shows that not only have average prices gone up across all three supermarkets, but price architectures have also shifted slightly. Tesco and Sainsbury’s raised exit prices – Sainsbury’s with the introduction of its Tu Premium range and Tesco with the expansion of its branded product ranges (Simply Be, Jacamo etc).

Post-Brexit price rises are a concern for consumers and retailers alike, and are particularly pertinent to the price-sensitive value shopper base. To counter, supermarkets are attempting to imbue clothing ranges with more value via seasonal editorials, collaborations (Tu with Davina McCall, Sainsbury’s with Gok Wan) and a push on e-commerce. These moves are essential to help supermarkets become more competitive with online retailers such as Very, Amazon and Zalando.

 

Discounting Must be Strategic

On average, supermarkets have become more strategic with their discounting this year. Asda and Tesco have both reduced the percentage of product that they mark down (by 8.4pp and 15.9pp YOY respectively), despite increasing new-ins.

On the other hand, Sainsbury’s has increased markdown levels, but this is due to strategic discounting over Valentine’s and Easter rather than blanket discounting. On average, markdown levels and average discounts at the supermarkets are lower than the market average.

More encouragingly, new-ins with out-of-stocks (OOS) increased across the board – indicating consumer demand – a positive sign for the sector.

With disposable incomes restricted and mid-market retailers, such as the department stores struggling, supermarkets have a real opportunity to benefit from consumers trading down, but communicating price and quality will be vital.

Note: All data refers to the four-month period from January to April 2017 and is collected from Instock – WGSN’s retail data platform.

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Lululemon Diversifies Outside Yoga, Invests in Cycling Apparel Startup

June 21, 2017 Leave a comment

 

unnamed.pngBy Shoshanna Delventhal

June 20, 2017

Vancouver-based yoga-inspired athletic apparel maker Lululemon Athletica Inc. has announced a minority investment in 7mesh Industries, a startup based in Squamish, British Columbia. (See also: Lululemon Stock Down 19% YTD: Time to Buy?)

7mesh, which offers $250 jackets and $140 shorts for its cycling customers, will fit well into Lulu’s portfolio of high-end, stylish fitness apparel that Millennials increasingly flaunt outside of the gym, in corporate workspaces and out for the day. As a wave of companies such as SoulCycle and FlyWheel attract clients looking for a high-intensity cycling experiences, Lululemon is hoping to find an overlap with its fan base. 7mesh’s team will work closely with Lulu’s research and development (R&D) arm called Whitespace.

Looking Beyond Yoga

The investment is part of the athleisure industry pioneer’s larger 10-year plan to generate 50% of net new profitability from businesses and product categories where the company does not currently compete. Lululemon says innovation is essential to keeping it competitive amid peers such as Nike Inc. (NKE) and other non-traditional players that are edging their way into the high-growth space. Others, such as H&M and Urban Outfitters, are trying to get in on the trend.

After a terrible fourth-quarter report in March, in which Lululemon’s disappointing guidance was blamed on a failed targeting of consumer preferences for bright colors and a weak overall retail space, Lulu recovered in June with Q1 results above the consensus. In May, the company signaled its move outside of yoga with an ad campaign rebranding its yoga focus as a lifestyle instead of a sport or activity.

Moving forward, investors can expect Lululemon to stay on the look out for investment deals in upstart brands across the athleisure space. (See also: Lululemon’s Q1 Beat: Why It’s Still No Turnaround.)

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Amazon to offer “try before you buy” service

June 21, 2017 Leave a comment

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More news

 

Fashion SVP – The number one European Sourcing Event – June 27 & 28 2017 at London’s Olympia

Fashion SVP is a unique trade fair presenting a world-class exhibition, networking and information for those involved in sourcing garment manufacturing direct from the producers.

Learn more and register here NOW >>>

 

Hot issue
Texprocess 2017 – Digitalisation takes shape in fashion value chains

The digital pieces of the fashion supply chain puzzle are starting to come together, according to executives at the recent Texprocess apparel technology trade show in Frankfurt, Germany. And they advise that not only does digitalisation have the potential to provide agile support for existing products and reduce time to market for new ones – but that now is the time to start planning to make digital part of your strategy.

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Principle 5: Consumer/Buyer Participation Determines Product Value

June 21, 2017 Leave a comment

Wednesday, June 21, 2017

 

Virtual Inventory Domestic Manufacturing

This Purchase Activated Manufacturing factory makes a net profit after only 300 apparel units a day…It can produce up to 3000 a day. Learn how it works and build your own. Watch the videos linked below and follow this blog.

Principle 5: Consumer/Buyer Participation Determines Product Value

Consumer Value Creates Sustainable Profits

Consumer/Buyer Participation Determines Product Value… Direct integration with the consumer/buyer sales offer creates value through participation in product selection and individualization.  Consumers can individualize product and buyers can create/test exclusive and private label apparel without inventory risk.

Product Value

Product value can have a number of different connotations, for instance, product value to a consumer could refer to price, fit, durability, peer aceptance or all of these and more.  Product value to a retailer or a brand often is more related to profits or corporate identity and to a manufacturer the term often refers to profit through ease of production and productivity.  If value relates to all these different propositions then how does consumer/buyer participation impact all these diverse definitions at each level of the supply path.

Consumer Value

For the consumer the ability to select and customize a product represents the highest level of personal relevance.  That personal attachment translates into a willingness to pay more for the product because the personal value is based on more than price. Even more important, the participation of the consumer indicates exactly what he or she wants to buy and therefore the probability of a final transaction becomes much more reliable.  This ability to shape the product replaces much of the desire to shape the deal in the mind of the consumer creating a much higher attachment to the content of the product rather than just the price.  This identification with the personalized product has both a positive value in the desire to complete the transaction and a negative impact if the product is not readily available.  This need for instant gratification is the weakness of the online sales experience and the strength of the retail experience however, online merchants are way ahead in mitigating this gratification delay by providing instant downloading of products like aps, books and financial services and heavy investment in developing technology to provide quicker physical product delivery.  The ever present downside for both online and retail is; that in order to satisfy this important consumer value proposition the seller must hold greater volumes of inventory in anticipation of the consumer’s desired product features.  The only practical solution to this conundrum is to invest in Purchase Activated Manufacturing (PAM) with it’s integrated virtual inventory.  A virtual inventory is an endless aisle of customizable product held in the digital state and converted to a custom physical product on demand in a Purchase Activated Manufacturing facility.  This facility can be the paint counter at ACE or a direct-to-garment digital printer in a retail store or a production line in the corner of the regional distribution center.

Retailer Value

For the retailer and indirectly the brand the value of consumer participation is simply sustainable profits.  Consumer participation creates higher sell-through of product, which directly raises profits.  Selling higher percentage of on-hand inventory helps produce higher profits for the entire supply chain because, it reduces unsold inventory the single greatest profit killer in retailing.

 
Based on 6000 units, Landed Duty Paid cost $18, Retail price $45, Sell through and markdowns based on current U.S. women’s retail apparel averages.

Retailers and brands need to remember that the funds they leveraged and paid  for unsold product is by far the most expensive funds they risk whether the funds are borrowed or advanced, selling one to pay for three is an unsustainable proposition.  When sell through averages only 28.5% of on-hand inventory (according to Accelerated Analytics, Inc. POS data), discounts to clear inventory wreck profits. The search for lower labor prices and the adoption of time-to-market design software create more inventory and only make this problem more expensive and more of a death sentence.

Summary: Participation = Value = Profits

Focusing product decisions on the consumer with active cunsumer participation allows a retailer, e-tailer or brand to work from realtime trend data instead of forecasts that hope to predict trends a year in advance.  Using real time sales data and demand replenisment, retailers can tweak product and designers can use today’s 3D design platforms to feed a virtual inventory and PAM production with time-to-purchase restocking of 10 days or less.  This strategy reduces unsold product losses and creates customer loyalty while insuring sustainable profits.

The New Era of Searchers vs. Shoppers

What is the difference between today’s consumer and buyer and the consumers and buyers of the past.  The quick answer, assumed by the pundits and today’s failing retailers, is that every consumer and B2B buyer is shopping on line.  Yet by far the bulk of apparel actual sales still occur in a retail store.  The origin of this misconception/excuse is rooted in two key facts about the consumer purchasing experience.  First, according to Forrester Research, Inc. well over half of the retail  apparel purchases are influenced by online information and second the “social” traffic that used to be automatic at the mall has been replaced by social interactions online.  In short visiting with your friends is a lot easier online in a virtual world of social media than the real world of crusing the mall.

Based on this data and the reality of hundreds of specialty apparel retailers circling the drain, it’s time to redefine the apparel consumer.  We are no longer dealing with a shopper but rather today’s consumer is a searcher.  The ineffecient “mall crawl” has been replace by meta data and cookies the help explore the vast inventory of the internet.  These searchers are no longer limited by location or local culture they can explore product from all over the world while floating down an “amazonian” river or trekking through “googleland”.

Today’s retail store buyer has an even more complex reencarnation.  With the advent of the UPC code and more recently the RFID tag, stores are capable of mapping their floorspace and tracking product purchases in real time.  Today’s buyer can get daily reports from store operations and know product successes failures in as they happen.  Even though, buyers may get the data to know what’s happening, there is little they can do except reducing price to drive sales.  Reducing prices drives “deal” shopping and ultimatley kills profits needed for store operations leading to layoffs and closings.  For buyers and merchandisers the dream state is, “never out of stock, never over stock”.  Getting to that state requires unique product and flexable contracts that are tied to actual sales.  The ability to create custom product with supply fexibility and weekly varible shipping that can support retail searchers and safe product availability sustaining product value and profits.

What’s Next?

How valuable would your smartphone be if you couldn’t choose the apps you wanted?  Would you want paint that wasn’t exactly the color you chose?  What if you could always be sure that the apparel look you wanted was always a perfect fit for your body!

Those three questions represent the three levels of apparel buying consumer participation online or on retail store kiosk.

Level One Virtual Inventory Catalog

Level one is the VI Catalog Level.  Just like the app catalog on your smart phone provides almost unlimited choice of product, an online catalog of apparel choices allows the searching consumer to find their look without hours of shopping.  Pictures of finished apparel usually shown on models and often used to offer unsold or discounted merchandise out of season characterize current catalog page layouts. Catalog level online is a digital version of the old mail order catalog with an online search and purchase twist. These product displays are the easiest to design and update.  This picture or object based format is the most compatible with multiplatform and omni-channel applications.  Catalog page layouts can get highly sophisticated with 3D/360° views, product comparison and magnification flash screens.

Catalog layouts represent product already in inventory and therefore depend on price and features selected by the seller.  Because the inventory is already purchased and in stock the risk of profit loss from further clearance discounts and unsold product is still very real.  This application of digital display technology can create a discount platform and if properly synchronized with social media can drive additional sales volume.  The down side is that since the product represents the seller’s vision to the consumer/buyer the price often becomes the key value criteria.  This price-based value can force discounting of on hand inventory to increase sell-through and in turn drive down profits.

Level One Objectives:

  • Develop a template for the search experience and test consumer use and reaction in store and online.
  • Build a direct HD link to 3D/360° between your design software and the catalog template.
  • Build a direct link to 2D print and piece nests between your design software and the Virtual Inventory server.
  • Build, sample and produce your products in process color.

Level Two Mass Customization

Level Two adds a consumer/buyer Mass Customization features to the catalog.  This user driven configurator software allows the consumer/buyer to change colors and/or prints as well as adding certain embellishments like lettering, edge treatments and embroidery. Although these additions are limited to digitally manufactured choices already prepared and tested they still represent significant customization choices to the consumer/buyer.  The configurator level product offering level can usually be identified by a menu of user driven choices shown in a side panel of the display screen.  This menu can be as simple as “Choose Your Color” or a complex set of colors, fonts and objects.

 

 
Click the link below to experience EMBODEE’s “state-of-the-art” online product customizing.

EMBODEE GBuilder Configurator

Many companies at all levels of the sourcing chain (retail, brand and manufacturing) resist configurator level offerings because their enterprise management software (ERP, PLM, POS etc.) is not agile enough to handle this multi faceted data stream.  Manufacturers are also faced with creating agility in technologies previously dedicated to the efficiency of common product volume. Because of this resistance many online displays that look like configurators are actually level one search plugins that help the consumer/buyer navigate a large on hand inventory. While this solution provides more choices it may not allow for future upgrades to additional merchandising opportunities.

Level Two Objectives:

  • Find a configurator that places objects in a format compatible with catalog and printer outputs.
  • Produce a HD 3D/360° rendering of the customized garment.
  • Build a search and retrieval system for consumer/buyer designed SKU’s.
  • Create consumer specific personal collections for individuals to reorder or redecorate.

Level Three Contour Fitting

Level three; consumer participation is based on the most important historical value in apparel sales, the individual ultimate value of personal fit.  The ability to tailor clothing to a customer’s body shape has always represented the ultimate value in a personal wardrobe.  The digital capability of creating and grading a garment in real time to the body shape of an individual consumer is the key to insuring sale of apparel at full profit.  A number of technologies in scanning, measurement algorithms and 3D photographic interpretation have been able to produce holographic visually functional models of consumers.  However, creating an accurate 3D measurable and drape ready hologram is only one third of the solution.  The second piece of the solution is a 3D/360° display version of individually fitted apparel that is of sufficient resolution and detail to place in the personal catalog of the customer with the ability to rotate and magnify as well as customize. The last third of the solution is the ability to produce a 2D production pattern, and nested RIP compatible color print file including printable placement of embellishments and accurate working sewing instructions.
This early Microsoft Retail scenario demonstrates the ability to capture shapes and visualize products in an Omni-channel experience.

Level Three Objectives:

  • Create individual fitted catalogs for “loyalty premium” consumers.
  • Gather fitting data for specialty micro-sizing of new products.
  • Identify a test market base for future product releases and embellishment choices.

After extensive testing our team has concluded that two companies are at least two-thirds of the way to a full solution but as of mid 2017 no seamless complete software is on the market.  Unfortunately although the current software allows PAM demand manufacturing and mass customization it does not yet support seamless, integrated Level Three, Fitted Purchase Activated Manufacturing.

There is however current technology available that creates the ultimate level of consumer satisfaction and engagement and will support a level of productivity and profit that sustains jobs and domestic manufacturing in this important segment of our economy.

The misguided reluctance and delayed action of the current apparel industry to transition from “supply and demand” to “demand and supply” and to directly link the individual consumer to the final product is the primary cause of today’s collapse in apparel and retail jobs.

LINKS TO PREVIOUS BLOG CHAPTERS

About

Bill Grier is a pioneer in the digital print industry. As the inventor of numerous international and U.S. patents,

As an originator of the AM4U project, Bill is the inventor of and chief scientist responsible for perfecting Active Tunnel Coloration (ATC) infusion technology.

Link: https://www.youtube.com/watch?v=2Xv67p9dkSE&t=11s

Bill’s early years were spent learning the complexities of leadership first as a young manager at General Foods in White Plains, NY and later as a member of the White House Staff.  Bill then returned to college and upon graduation joined the United States Marine Corps where he was commissioned a Second Lieutenant in 1969.  During a short but formative duty in Southern California, Bill met his wife/business partner of the last 46 years.He had a 37-­‐year military career of active and reserve duty holding 12 Commands retiring as a US Marine Corps Colonel.

After working and managing in the disciplines of advertising, conventional lithography and retail art distribution, in1987 he began working in the new industry of digital printing. In 1991, Bill joined Lockheed’s Cal Comp Division as the product manager for their new wide format electrostatic printer.  Three years ofengineering, marketing and project management culminated in record sales and honors.

Bill was then recruited by CACTUS Inc. one of the earliest large format RIP producers.  While Chief Operating Officer at CACTUS, Bill studied the physics of polymer crystallization, which lead to numerous discoveries in the coloring of polyester fabrics.

After CACTUS was sold to 3M, Bill founded the Digital Group where he worked with apparel companies to harness the infant technology for apparel dye and printing coloration.  He continued his exploration of the physics of polymer fibers, which lead him to founding Critical Mass Manufacturing, Inc. in February of 2011. His vision brought together digital printing and the physics of Active Tunnel Coloration™ enabling a new apparel manufacturing paradigm called Demand Manufacturing or Purchase Activated Manufacturing™.

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Marketers Are Thinking Harder About Augmented Reality and Artificial Intelligence

June 21, 2017 Leave a comment

 

Systems Integrators Are Delivering What Vendors Still Can’t

Tony Branda, chief data and analytics officer at mortgage lender Embrace Home Loans, discusses how the company chose the right partner to integrate and manage its marketing technology stack. Read Interview
Tony Branda
Chief Data and Analytics Officer, Embrace Home Loans
eMarketer Roundup: Right Message, Right Time, Right TargetWith advanced marketing technologies comes a slew of data advertisers can use to grab the attention of their consumers at key moments in their path to purchase. This Roundup looks at how personalized messaging delivered at the right time is crucial in today’s fragmented customer journey.

Download now.

Many marketers anticipate that technologies like augmented reality and artificial intelligence will affect their business in the next 12 months, more so than a year prior. Read Article

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