Custom Apparel Quotes

The childish and savage taste of men and women for new patterns keeps how many shaking and squinting through kaleidoscopes that they may discover the particular figure which this generation requires to-day. The manufacturers have learned that this taste is merely whimsical. Of two patterns which differ only by a few threads more or less of a particular color, the one will be sold readily, the other lie on the shelf, though it frequently happens that after the lapse of a season the latter becomes the most fashionable. Comparatively, tattooing is not the hideous custom which it is called. It is not barbarous merely because the printing is skin-deep and unalterable.

Becomingly dressed in a tan cotton suit, Nancy set off in her convertible for the shopping district. She drove down the boulevard, and upon reaching the more congested streets, made her way skillfully through heavy traffic, then pulled into a parking lot. “I think I’ll try Taylor’s Department Store first for a dress,” she decided. Taylor’s was one of River Heights’ finest stores. Nancy purchased several items for Hannah on the main floor, then went directly to the misses’ wearing apparel section on the second floor. Usually Nancy had no trouble finding a sales-clerk. But this particular morning seemed to be an especially busy one in the department, and an extra rush of customers had temporarily overwhelmed the sales force.

In the time of trading I had an opportunity of seeing that the too liberal use of spirituous liquors and the custom of wearing too costly apparel led some people into great inconveniences; and that these two things appear to be often connected with each other. By not attending to that use of things which is consistent with universal righteousness, there is an increase of labor which extends beyond what our Heavenly Father intends for us. And by great labor, and often of much sweating, there is even among such as are not drunkards a craving of liquors to revive the spirits; that partly by the luxurious drinking of some, and partly by the drinking of others (led to it through immoderate labor), very great quantities of rum are every year expended in our colonies; the greater part of which we should have no need of, did we steadily attend to pure wisdom.

Most people in the Great Britain of (Adam) Smith's day lived in what most of us would regard as poverty. Hundreds of thousands were willing to risk the possibility of death in transit and years in indentured servitude for the chance to escape to the New World. Yet the population of Britain was probably better off economically than that of any major nation on the globe. To put relative poverty and wealth in perspective, let us take the standards of apparel considered necessary by ordinary day laborers, the lowest of the working poor, as recounted in The Wealth of Nations. In England, Smith reports, the poorest day laborer of either sex would be ashamed to appear in public without leather shoes. In Scotland, a rung lower on the ladder of national wealth, it was considered inappropriate for men of this class to appear without shoes, but not for women. In France, a rung rower still, custom held that both men and women laborers could appear shoeless in public. Below France there were many rungs in Europe. And below Europe there were many more rungs still. (p. 56)

After this interlude we return to the question of the parcel. Yes, says the Postmaster, it has been here – actually here in the office! But it is here no longer. It has been removed to the custody of the Customs. Monsieur B. must realize that parcels are subject to Customs dues. B. says that it is personal wearing apparel. The Postmaster says: ‘No doubt, no doubt; but that is the affair of the Customs.’ ‘We must, then, go to the Customs office?’ ‘That will be the proper procedure,’ agrees the Postmaster. ‘Not that it will be any use going today. Today is Wednesday, and on Wednesdays the Customs are closed.’ ‘Tomorrow, then?’ ‘Yes, tomorrow the Customs will be open.’ ‘Sorry,’ says B. to Max. ‘I suppose it means I shall have to come in again tomorrow to get my parcel.’ The Postmaster says that certainly Monsieur B. will have to come in tomorrow, but that even tomorrow he will not be able to get his parcel. ‘Why not?’ demands B. ‘Because, after the formalities of the Customs have been settled, the parcel must then go through the Post Office.’ ‘You mean, I shall have to come on here?’ ‘Precisely. And that will not be possible tomorrow, for tomorrow the Post Office will be closed,’ says the Postmaster triumphantly. We go into the subject in detail, but officialdom triumphs at every turn. On no day of the week, apparently, are both the Customs and the Post Office open!

But what should he wear? I thought about having him laid to rest in his uniform. But the truth is he hated wearing it. He really needed to be dressed in something he was comfortable in. And that wasn’t going to be in a suit, either: he hated being in a jacket and tie even more than in a uniform. Tie? Ha! I got a pair of his best pressed jeans. They had a nice crease in the pants leg, just like he liked. I found one of his plaid button-down shirts, another favorite. Kryptek, which produces tactical gear and apparel and was one of Chris’s favorite companies, had presented him with a big silver belt buckle that he loved. It was very cowboy, and in that way very much who Chris was. “You think I can pull this off?” he’d asked, showing me how it looked right after he got it. “Hell, yeah,” I told him. I made sure that was with him as well. But if there was any item of clothing that really touched deep into Chris’s soul, it was his cowboy boots. They were a reminder of who he was when he was young, and they were part of who he’d been since getting out of the military. He had a really nice pair of new boots that had been custom made. He hadn’t had a chance to wear them much, and I couldn’t decide whether to bury him in those or another pair that were well worn and very comfortable. I asked the funeral director for his opinion. “We usually don’t do shoes,” he said. It can be very difficult to get them onto the body. “But if it’s important to you, we can do it.” I thought about it. Was the idea of burying them with Chris irrational? The symbolism seemed important. But that could work the other way, too--they would surely be important to Bubba someday. Maybe I should save them for him. In the end, I decided to set them near Chris’s casket when his body was on view, then collect them later for our son. But Chris had the last word. Through a miscommunication--or maybe something else--they were put in the casket when he was laid to rest. So obviously that was the way it should have been.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

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It is hard to find many better examples of values-first leadership than Ventura, California-based outdoor clothing company Patagonia. For more than 30 years, the company has defied conventional wisdom by building its brand as much around environmental responsibility as on quality products and service. How many businesses would run a marketing campaign encouraging customers to not buy new products but repair the old ones instead in order to reduce their environmental footprint? Only companies interested in creating a “lovability economy” would prioritize sustainable growth for themselves and the world and take a long-term perspective. They see themselves as stewards of meaningful relationships and understand that mutually positive interactions and exchanges of value are lasting. Patagonia has even made its supply chain public with an online map showing every farm, textile mill, and factory it uses in sourcing its materials and manufacturing its products. Anyone who wants to can see where their Patagonia products come from and verify that the company is walking the walk — using sustainable materials and producing apparel in facilities that are safe for workers. That is transparency that breeds trust. Founder Yvon Chouinard’s vision has also led to a culture that is not only employee-friendly (the company even encourages employees at its corporate headquarters to quit early when the surf is up) but attracts people whose values align with the company’s. This aggressively anti-profit, pro-values approach has yielded big dividends. The privately-held benefit corporation is tight-lipped about its revenues, but two years after it began its “cause marketing” campaign, sales increased 27 percent, to $575 million in 2013.7

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