PEOPLE

INTRODUCING THE PILLAR.

People are not only the driving force but the backbone of the fashion industry. People inspire, design, and create fashion, yet the reality of this glamorised realm is that fashion is built on the exploitation of workers. The fashion industry, which often symbolizes creativity, self-expression, and escapism has forgotten its workforce and severely mistreats them. The Rana Plaza disaster in Bangladesh is a reminder of the fashion industry’s exploitative nature; where workers’ safety was sacrificed for profit. This tragedy emphasizes the dire need for change – and a more ethical approach to fashion, recognising that responsibility goes beyond designers; it extends to the entire production chain.

DESCRIBING GEN Z AS CONSUMERS.

Stacey Wood identifies four key trends – innovation, convenience, security, escapism – in Gen Z consumer behaviour. Gen Z, being good with technology, values design, and aesthetics, and prefers online shopping. They seek convenience, trendy, hassle-free clothing, and quick deliveries due to their busy schedules. Economic challenges like the 2020 COVID lockdown made Gen Z cost-conscious and more sustainable. Gen Z also express themselves through their clothing, as a form of escapism (Wood, 2013). Based on a 2022 Report of Gen Z and Millenials, 48.6% of Gen Z prefer online shopping, on the other hand, 41% of Millenials prefer shopping online (Moran, 2022).

CONSIDERING WHAT A BRAND SHOULD DO TO ATTRACT GEN Z.

According to the 2022 report on Gen Z and Millenials, there is a notable difference in what these two generations value when it comes to shopping. Around 40% of Gen Z consumers prioritize “Brand Name” when buying clothes, in contrast to 30% of Millenials. Additionally, Gen Z expressed a strong desire for “Fashion and styling advice” and “Fashion and trend news and content” from fashion brands, aligning with their value of aesthetics and design. The report also showed that Generation Z displays an interest in “What celebrities are wearing,” with around 19.8% expressing this curiosity. These findings shed light on how a brand should attract Gen Z in the fashion market (Moran, 2022).

HOW A FASHION BRAND HAS RESPONDED TO DIVERSITY.

Selkie showcased their Spring 2024 Collection at New York Fashion Week, and “proved fashion really can be inclusive.” Selkie is a slow-fashion brand known for it’s vintage-inspired, girlie-girl silhouettes and colours. The body and skin-tone diversity was one of the best at Fashion Week, and did not feel performative. Kimberely Gordon, the founder and designer of Selkie, had models showcasing the new collection from sizes XXS to 6X, and made sure that the garments were made to fit the models. Selkie is one of the few brands breaking the boundaries of fashion inclusivity (Denton, 2023).

KEY PEOPLE SKILLS NEEDED FOR A SUCCESSFUL FASHION BRAND.

For a brand to be a success in the fashion industry, people skills are crucial. “The Fashion Business: Theory, Practice, Image” explores skills such as effective communication, teamwork, negotiation, leadership, empathy, and cultural sensitivity. Communication is needed to share ideas and directions. Teamwork is important for collaboration. Negotiation skills are essential for deals. Leadership in a brand is needed to guide others. Empathy allows the understanding of customer needs, and cultural sensitivity is required to avoid insensitivity. These interpersonal skills are indispensable to a successful fashion brand (Nicola Joanne White & Griffiths, 2006).

REFERENCE LIST:

Denton, E. (2023, May 15). Selkie’s Latest Show Proved Fashion Really Can Be Inclusive. Retrieved from StyleCaster website: https://stylecaster.com/fashion/fashion-news/1392329/selkie-fashion-show/

Moran, G. (2022). Drapers, Gen Z and Millennials 2022 https://www.drapersonline.com/guides/gen-z-and-millennials-2022

Nicola Joanne White, & Griffiths, I. (2006). The fashion business: theory, practice, image. Oxford ; New York: Berg.

Wood, S. (2013). Generation Z as consumers: trends and innovation. Institute for Emerging Issues: NC State University, 119(9), 7767-7779.