Boutique Spring Quotes

She replaced her wardrobe with marvels of the season bought from boutiques of the Palais-Royal and rue de la Chaussee-d'Antin. Outfits for a ball detailed in the fashion pages of the January 1839 edition of Paris Elegant describe dresses of pale pink crépe garnished with lace and velvet roses and accessorized with white gloves, silk stockings, and white cashmere or taffeta shawls. In the spring of that year, misty tulle bonnets came into fashion worn with capes of Alencon lace - “little masterpieces of lightness and freshness.“ Her bed was her stage, raised on a platform and curtained with sumptuous pink silk drapes. The adjoining cabinet de toilette was also a courtesan’s natural habitat, its dressing table a jumble of lace, bows, ribbons, embossed vases, crystal bottles of scents and lotions, brushes and combs of ivory and silver. She indulged her sweet tooth with cakes from Rollet the patissier, glaceed fruit from Boissier, and on one occasion sent for twelve biscuits, macaroons, and maraschino liqueur.

David and Neil were MBA students at the Wharton School when the cash-strapped David lost his eyeglasses and had to pay $700 for replacements. That got them thinking: Could there be a better way? Neil had previously worked for a nonprofit, VisionSpring, that trained poor women in the developing world to start businesses offering eye exams and selling glasses that were affordable to people making less than four dollars a day. He had helped expand the nonprofit’s presence to ten countries, supporting thousands of female entrepreneurs and boosting the organization’s staff from two to thirty. At the time, it hadn’t occurred to Neil that an idea birthed in the nonprofit sector could be transferred to the private sector. But later at Wharton, as he and David considered entering the eyeglass business, after being shocked by the high cost of replacing David’s glasses, they decided they were out to build more than a company—they were on a social mission as well. They asked a simple question: Why had no one ever sold eyeglasses online? Well, because some believed it was impossible. For one thing, the eyeglass industry operated under a near monopoly that controlled the sales pipeline and price points. That these high prices would be passed on to consumers went unquestioned, even if that meant some people would go without glasses altogether. For another, people didn’t really want to buy a product as carefully calibrated and individualized as glasses online. Besides, how could an online company even work? David and Neil would have to be able to offer stylish frames, a perfect fit, and various options for prescriptions. With a $2,500 seed investment from Wharton’s Venture Initiation Program, David and Neil launched their company in 2010 with a selection of styles, a low price of $95, and a hip marketing program. (They named the company Warby Parker after two characters in a Jack Kerouac novel.) Within a month, they’d sold out all their stock and had a 20,000-person waiting list. Within a year, they’d received serious funding. They kept perfecting their concept, offering an innovative home try-on program, a collection of boutique retail outlets, and an eye test app for distance vision. Today Warby Parker is valued at $1.75 billion, with 1,400 employees and 65 retail stores. It’s no surprise that Neil and David continued to use Warby Parker’s success to deliver eyeglasses to those in need. The company’s Buy a Pair, Give a Pair program is unique: instead of simply providing free eyeglasses, Warby Parker trains and equips entrepreneurs in developing countries to sell the glasses they’re given. To date, 4 million pairs of glasses have been distributed through Warby Parker’s program. This dual commitment to inexpensive eyewear for all, paired with a program to improve access to eyewear for the global poor, makes Warby Parker an exemplary assumption-busting social enterprise.

While Gstaad is one of the wealthiest places you can set foot in, unlike many similarly upscale spots, farming is not only tolerated here but considered culturally indispensable and a most honorable profession. That’s the reason for the zoning and why cows always have the right of way. The main street through the center of downtown is rightly known as the Promenade, and it is where many newly minted locals go show off their Ferraris and Bentleys and fur coats, while shopping for jewelry, watches, and more fur coats in the boutiques. Cheese making in the Alps is largely seasonal, and like many other mountain towns in Switzerland, the cows have to pass through town when they come down from the mountains in the fall and return in the spring. Usually there is a designated day each season when the streets close to traffic for this migration, but not in Gstaad, where each farmer chooses when to move his herd, and in the fall, cows might block traffic on the Promenade for ten straight days. Each time they come through, the government sends a special cleaning crew to follow, because cheese making is that important here, not so much economically as culturally. That is why some fifty-two mountain peaks around Gstaad are privately owned, not by Russian billionaires, or ski resort operators, but rather by multigenerational farming families like the Bachs.