TOKYO – What if just brushing your clothes against your skin was so uncomfortable that it hurt? What if you couldn’t enjoy a good meal because the tastes and smells of the food overwhelmed your senses? This is the world that 15-year-old Jiei Kato has lived in since he was little.
But at the age of 12, the now grade 1 high school student in the town of Narashino, Chiba Prefecture, near Tokyo, turned his experiences with “hyperesthesia” into a business connecting those suffering from the disease. same disease. Through these efforts, Kato aims to create a society where everyone can realize their full potential.
Kato also launched a crowdfunding campaign (https://camp-fire.jp/projects/view/428761） to set up a clothing line suitable for hypersensitivity that he developed himself. The Mainichi Shimbun spoke with the young president of the company about his efforts.
The high school student started Crystalroad Inc. in 2018 with his mother Satomi, now 46, when he was in his first year of middle school. The two began to offer support to parents and children looking to start businesses together, like them, but the business failed to take off. Kato’s father, an employee of a company, said: “In the course of your job, you may have to deal with the adverse circumstances you are facing.” In January 2020, Kato founded Kabin Lab, an organization under Crystalroad that distributes information about hyperesthesia and develops products for people with the condition.
According to the website of the Department of Health, Labor and Welfare and other sources, hyperesthesia refers to a state of heightened sensitivity of the senses, including sight, hearing, touch, taste. and smell.
“As a kid, I thought everyone put up with the pain of wearing clothes,” said Kato, who only wears a sleeveless undershirt and underwear at home all year round. “I try to choose underwear that hurts as little as possible and is comfortable to wear,” he said. He added that he had so many underwear his mother bought him but couldn’t tolerate them filling an entire cardboard box.
Hyperesthesia also limits Kato’s food choices. His favorite dish is rice and miso soup, and he eats shabu-shabu, or thinly sliced meat cooked in broth, five times a week. He says he can eat “karaage” fried chicken, depending on the parts used. But all this is not due to extreme rigor. Kato said, “The smells and flavors of the food are unbearable, and I just can’t eat things.”
Lunchtime during his elementary school years was also a puzzle. He found out from his friend’s brother that there was a private high school that allowed students to bring their own lunch and passed the entrance exam. Although the problem with his own lunches had been resolved, he still suffered from the smell of his classmates’ meals. He also found the high-pitched voices of the students unbearable and was tormented by his tight-fitting uniform.
He confided in his school nurse during his freshman year of college, and was told he might have hyperaesthesia. Reflecting on the time, Kato said that when he researched the condition after returning home, the symptoms matched his situation precisely and “right away it all fell into place.”
However, this did not lead to a real solution to his problems. He then dropped out of college and founded Kabin Lab. He first made a social media appeal to other people with hyperesthesia, and within days he had a group of 25. “Although the symptoms vary from individual to individual, there were more people facing similar difficulties than I expected, which surprised me. I also learned that it there were people who had more difficulty than me, ”Kato said.
He currently runs an online community with around 480 members, including people who are hypersensitive to sound, taste, smell and touch, and their families. Kato’s job is to facilitate discussion while generating some form of support for their daily lives.
The coronavirus epidemic struck shortly after the opening of Kabin Lab. The first challenge Kato faced was dealing with the masks. There are quite a few people with hypersensitivity to the touch who find masks extremely uncomfortable. Kato designed signs to educate others about the disease, with descriptions such as “Due to hypersensitivity, I have trouble wearing masks” and “I cannot wear a mask”, and told them. made available as a free download from the Kabin website. He also developed “sensu masks” which can be spread out like a folding fan and cover the mouth. They are available for purchase online.
Based on his own experience of struggling to find clothes that meet his needs, the young entrepreneur also planned to create painless clothes. While struggling to wear clothes, Kato said: “I wish I could walk the streets dressed the same as the young people of my generation, rather than wearing the same clothes over and over again to give birth. priority to what they feel on my skin. ”
Kato studied tailoring starting with its basics and tracked down a staff member at a textile trading company who showcases fabrics on YouTube. Once the square pieces of fabric sample arrived, he spent over six months testing their texture by rubbing them against his skin, and set out to develop a special hoodie.
Kato’s hoodie does not have the labels seen on usual store-bought clothing |. The seams are on the outside and are designed to be elegant. The hood is wide so that the flaps can cover the mouth like a mask. The first prototype was completed in December 2020, and many improvements have been made since.
The teenager’s crowdfunding campaign to cover the creation of the hoodie as well as the pants, t-shirts and other merchandise runs until October 25. Kato hopes to launch the clothes under the Kankaku Factory brand next January and start online sales.
Kato returned to school in the N secondary section of Kadokawa Dwango Gakuen, which offers online classes, and entered the S secondary section last spring.
“I actually want to participate in fun activities that are fit for someone my age. I want to go to amusement parks with friends and travel to Osaka to eat takoyaki. I would like to try this stuff. But I can’t stand some tastes and smells, and my friends would have to worry about that. So I can’t plan that kind of trip, “Kato said.
He continued, “My motto is to live without letting go of the present. I would like to take it step by step, develop solutions to everyone’s concerns and problems. I would be happy if many people could lend their support.”
(Japanese original by Yuka Obuno, Digital News Center)
Sevi joins Tukatech to help the UK clothing industry.
LOS ANGELES, CA, USA, October 6, 2021 /EINPresswire.com/ – Tukatech (a division of TUKAgroup) announces Sevraj Syed as Country Manager, UK. With the continued expansion into the European market, Sevi (as many industry players know) will be tasked with overseeing the growing demand for Tukatech in the UK market.
Sevi is a technical garment expert with a solid background in industrial engineering and pattern making with decades of experience in the garment industry. She has worked for many UK retailers and brands, managing their supply chain in many countries.
Sevi worked as Regional Technical Director, Far East for Source Direct International Limited; Technical / Compliance Manager, Quality / Clothing Merchandising Manager at Sainsbury’s Asia Limited, Hong Kong; and Technical and Quality Manager for TATA, Trent, she worked as Country Manager, India and Sri Lanka for Kaufland. She was also the co-founder and director of SMS Gartex, a consulting, procurement and exhibition services agency for the UK, India, the Americas and Australia.
Sevi has managed to manage speed to market for quality products at the lowest price. She has also established effective corporate strategies for factory compliance (working closely with the Accord in Bangladesh), focusing on health and safety, social and corporate responsibility and the environment.
“I have worked with many CAD Virtual companies in my career. Tukatech is a company that has changed the paradigm of the industry, not only with their advanced solutions for design, development and manufacture, but more importantly, their forward-looking vision as thought leaders in the industry. There are a lot of opportunities in the UK right now and large retailers in this region will appreciate Tukatech’s strengths and approach, ”Sevi said of his new role at Tukatech.
“We are delighted to welcome Sevraj Syed to the Tukatech team and look forward to learning from his expertise. She understands the UK fashion industry and the needs of fashion brands, service providers and large retailers, ”comments Ram Sareen, President and CEO of TUKAgroup.
About TUKAgroup: The Los Angeles-based company consists of three global divisions to serve fashion companies of all sizes. Tukatech, a fashion technology company, develops software and machines for apparel product development and clothing manufacturing. TUKAweb, an online services portal, is an ideal tools, subscriptions and services platform for fashion students and entrepreneurs. TUKAcenters, global brick and mortar design cafes, provide workstations for apparel start-ups and freelancers to use Tukatech fashion technology for their businesses.
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The Auburn Alumni Association recently appointed four new members to the association’s board of directors: Frederick Daniell ’11 of Huntsville, Alabama; Charmaine “Char” Dennis ’98 of Franklin, Tennessee; Ronald “Ron” Dyson ’01 of Houston; and C. Henry “Hank” Jester ’82 of Blakely, Georgia.
Frederick D. Daniell ’11
Daniell graduated from Harbert College of Business with a Bachelor of Science in Business Administration in Marketing and graduated from BB&T Banking School in Wake Forest, North Carolina. He is a commercial banker for Truist Financial Corporation (formerly BB&T) in Huntsville, Alabama, where he works on business development and management of multiple cluster relationships with small and medium sized businesses in northern Alabama. He was the organizer and leader of the BB&T 2019 flagship project for the benefit of the Village of Promise. He has served on the Huntsville Hospital Foundation Development Board and the American Heart Association’s Annual Heart Ball Auction Committee. As a member of the Huntsville-Madison County Auburn Club, Daniell served as Young Alumni President and Club President in 2019 and 2020. He is currently a Career Mentor in the University of Alabama’s “Mentor a Charger” program. Huntsville. and is a member of the Northern Alabama Advisory Board for the Alabama Policy Institute. Daniell is a member of the Alpha Tau Omega fraternity, the Foy Society and a life member of the Auburn Alumni Association.
Charmaine “Char” Dennis ’98
Dennis received his Bachelor of Arts in History in 1998 and went on to earn an MBA from the University of Alabama. She owns lKMEG, a boutique PR firm specializing in high-exposure clientele, such as ultra-luxury brand influencers and exclusive music labels. In April 2020, she launched the “My Style Live” podcast, which covers a number of topics including fashion, business, healthcare, music and culture. Dennis has served on several nonprofit boards and volunteered with many organizations including the Chuck and Mary Person Lung Cancer Foundation. She offers nonprofit advice on development, communications, governance and philanthropy. She has served on the Auburn Alumni Association’s Black Alumni Weekend Planning Committee and the Auburn Women Inspiring and Nurturing Greatness in Student Athletes. She is married to Dr Kevin Dennis and the couple have a son, Kevin, who has been accepted to Auburn for the fall of 2022. She is a Foy Society and a Life Member of the Auburn Alumni Association.
The Jester Henry “Hank” ’82
Jester received a Bachelor of Science in Health, Physical Education and Recreation from the College of Education. In 1998 he founded Financial Services of the South and later developed Rock Realty and Land Company. In 2013, he bought an insurance agency and renamed it Cornerstone Insurance Agency. Its three businesses operate as one, providing financial and insurance assistance to farmers in southwest Georgia. Jester has served on the board of directors for the Blakely-Early County Chamber of Commerce since 2000 and was elected chair of the board in 2020. He has served several terms as president of the Southwest Georgia Auburn Club. Jester and his wife, Lisa, have two children, Richard Henry Jester ’16 and Tiffany Cooke. He is a member of the Petrie Society, the All-American Society, the Foy Society and a life member of the Auburn Alumni Association.
Ronald “Ron” D. Dyson Jr. ’01
Dyson received his BSc in Logistics from Harbert College of Business and is on track to earn his MBA from Auburn in December. He is a supply chain professional with 20 years of progressive leadership experience and is employed by Shell Oil Company in Houston as a contract manager for terminal distribution assets along the eastern seaboard of the United States. United. Dyson volunteers as an elementary school basketball coach and has been active with the Greater Houston Auburn Club since 2008, where he is currently treasurer. He was club president from 2008-2012 and during his tenure the club grew from 50 to 500 active members. Dyson was instrumental in the creation of the Texas-Auburn license plate and is a former mentor for the Harbert College of Business. He created a family endowment for the appointment of two study rooms in the new Horton-Hardgrave Hall. Dyson and his wife, Meredith, have two children, Aislinn (10) and Alden (8). He is a member of the Beta Theta Pi fraternity, the 1856 Society, the Petrie Society, the Foy Society and is a life member of the Auburn Alumni Association.
Future patient accounting offering will come from Cerner Soarian®
Emphasis on the company’s focus on customer needs through portfolio optimization
KANSAS CITY, Missouri, Oct 06, 2021 (GLOBE NEWSWIRE) – Cerner Corporation (NASDAQ: CERN), a global leader in healthcare technology, announces Identify RevElate ™, the company’s patient accounting product that will bring new and improved capabilities to the Circler® revenue cycle management portfolio. Identify RevElate is the result of Cerner’s investment in improving patient accounting capabilities and company-wide technology optimization, an effort to best align Cerner’s powerful research and development resources with solutions most needed by caregivers around the world.
Identify RevElate is expected to reduce complexity by managing data and workflows that scale to large healthcare systems and influence clinical, billing and payment workflows. It is expected to preserve and advance the clinical capabilities of Cerner Millenium® while adding scalable business capabilities of Soarienne® Patient accounting software.
Consolidation is occurring at an increasing rate across the health sector, and To identify RevElate will help provide the flexibility to integrate data from various places of care, including newly acquired and integrated facilities that may reside on disparate healthcare IT systems.
“Cerner has worked closely with its clients to gather feedback and ideas on how our software can generate better results and improve financial strength, especially since they are under tremendous pressure to be and stay profitable, ”said Brenna Quinn, senior vice president, enterprise market solutions, Cerner. “One of the goals of Cerner’s development journey is to simplify and automate the revenue cycle through interoperability and better usability both inside and outside the product suite. Identify that we offer.
BayCare Health System, Charleston Area Medical Center and CoxHealth plan to be among the first to implement Identify RevElate. BayCare Health System, a Identify Soarian Financials client, plans to work with Cerner to elevate To identify RevElate in 2022. “The effective management of our corporate revenue cycle process is critical to the vitality of our organization. Put simply, BayCare succeeds when we deliver a quality patient experience every step of the way, from admission to final billing, ”said Lynda Gorken, Vice President, Patient Financial Services, BayCare Health System. “As a long-time Cerner customer, we are delighted to bring the expected benefits of Identify RevElate Accounting from patients to our patients and staff.
The revenue cycle continues to be one of Cerner’s largest annual intellectual property investment areas, and Identify RevElate is one of the results of a focused review of the company’s technology architecture and product portfolio led by CTO Jérôme Labat. “Cerner was a pioneer in the initial wave of healthcare technology and has spent decades paving the way for a more connected and efficient revenue cycle. As the industry continues to undergo digital and data transformation, Cerner has also evolved to better meet the needs of healthcare organizations. We are proud to be able to provide the result of a very comprehensive and deliberate review of our technology architecture and product portfolio that aims to deliver maximum value to healthcare systems, ”said Labat.
Cerner plans to increase its current patient accounting customer base to Identify RevElate in phases. To ease the transition, Cerner will strive to prepare clients while creating a personalized resource and implementation timeline. For more information, visit Cerner.com/revelate.
Cerner’s health technologies connect people and information systems to thousands of contracted provider facilities around the world dedicated to creating smarter, better care for individuals and communities. Recognized worldwide for its innovation, Cerner helps clinicians make care decisions and assists organizations in managing the health of their populations. The company also offers a connected clinical and financial ecosystem to help manage day-to-day revenue functions, as well as a wide range of services to meet people-centered clinical, financial and operational needs. For more information, visit Cerner.com, The Cerner Blog, or connect to Facebook, Instagram, LinkedIn, Twitter, or The Cerner Podcast. Nasdaq: CERN. Health is too important to stay the same.
All statements in this press release that do not directly and exclusively relate to historical facts constitute forward-looking statements. These forward-looking statements are based on the current beliefs, expectations and assumptions of Cerner’s management regarding future events and are subject to a number of important risks and uncertainties. It is important to note that Cerner’s performance, actual results, financial condition or business could differ materially from those expressed in these forward-looking statements. The words “will”, “plans”, “expected”, “intended” and “planning” or the negative of these words, variations thereof or similar expressions are intended to identify these forward-looking statements. For example, our forward-looking statements include statements regarding the benefits of Cerner RevElate, the expected value to be realized by customers and prospects and Cerner plans to elevate current customers. Factors that could cause or contribute to such differences include, without limitation, the possibility of disruption in our data centers or customer support facilities, or those of third parties with whom we have contracted (such as suppliers public cloud), which could expose us to significant costs and damage to reputation; the possibility of increased expenses, exposure to legal and regulatory actions and reputational damage associated with a cyber attack or other breach of our IT security or the IT security of third parties on which we count; potential claims for system errors and warranties or for significant costs and reputational damage related to product and service liabilities; material adverse resolution of legal proceedings or other claims or damage to reputation resulting from negative publicity relating to such claims or legal proceedings material competition and our ability to anticipate or respond quickly to changes in the market, changing technologies and evolving pricing and deployment methods and bringing new solutions, devices, features and services to market in a timely manner; risks related to our reliance on strategic relationships and third party vendors, including any impact on such vendor’s business resulting from the COVID-19 pandemic; risks associated with the loss or recruitment and retention of key personnel, failure to develop and successfully execute succession planning to ensure the transitions of key associates and their knowledge, relationships and expertise political influences, economic and regulatory changes, which could impact the purchasing practices and operations of our customers and increase the costs of providing compliant solutions and services; failure to comply with laws, regulations or certain industry initiatives or failure to provide solutions or services that enable our customers to comply with laws or regulations applicable to their business; risks inherent in contracting with government clients, including, without limitation, adherence to strict compliance and disclosure obligations. The reader should not place undue reliance on forward-looking statements, as statements speak only as of the date on which they are made. Except as required by law, Cerner assumes no obligation to update or revise forward-looking statements to reflect changed assumptions, the occurrence of unforeseen events or changes in our business, results of operations or our financial situation over time.
Stephanie Greenwood, Media Relations, [email protected]
In our first month, HR Brew asks the question “Where are we?” With stories that explore where we as employees and HR professionals are working physically at this point in the pandemic, as well as where we are metaphorically, as the industry grows rapidly while facing enormous challenges . Our first story, a deep dive into how “back to work” unfolds, comes from Sam Blum.
Eighteen months after the start of the Covid-19 pandemic, and the office, one of society’s most trusted institutions, looks more like a Motorola pager than a brand new pair of AirPods.
The brilliant head office was not Assumed follow the path of blockbuster video: Earlier this year, as vaccination rates rose and Covid-19 cases declined, U.S. companies were about to open their office doors. But the emergence of the highly contagious Delta variant has forced many companies to postpone their reopenings for an unknowable future.
Now, people operations departments across the country are wondering how to get workers back into offices, while overcoming a host of hurdles in the era of the pandemic. They find the work expensive and some workers are fed up with what they see as lax safety standards and poor communication from companies trying, once again, to cube people up and the old ways of doing things. job.
To study this rapidly changing landscape, we looked at two companies at different ends of the reopening spectrum, identifying several of the pitfalls dusting a row of cubicles can entail, as well as some of the tactics that could potentially help offices keep their lights on (without emitting weird, abandoned vibes – Chuck E. Cheese).
Philosophies that clash
“Why does this HRD … want to see people at the office again?” I think if we are to be honest about this, it is perception. He thinks that if he can’t see them then [workers] don’t do what they have to do, ”said a recruiting consultant, who asked that his name not be disclosed because he did not want to jeopardize his relationships with his clients.
The pandemic has brought to light two opposing management philosophies, the consultant said. The old guard approach maintained by some business leaders says that workers must work hard under the watchful eye of a manager to be productive, while the majority of workers say the pandemic’s remote working revolution has proven exactly the opposite.
A study of the National Bureau of Economic Research From this year, overall economic productivity is predicted to increase by 5% after the pandemic recedes, largely due to new work configurations and the elimination of universally hated shuttles. And according to a Mercer poll who surveyed 800 employers last year, 90% said productivity has stayed the same or improved in a remote work format. In an anonymous Blind site survey64% of professionals said they would prefer a permanent telecommuting agreement to a pay raise of $ 30,000.
Despite statistics highlighting the cause of remote work and prognosis praising its resistance, only 13% of American workers teleworked during the month of August in the United States, according to the Bureau of Labor Statistics. The vast majority of American workers do not have the ability to teleport to the office; to take an example, there was around 26 million people working in the only service sector in the United States before the pandemic, according to data compiled by Data USA. (Americans working full-time remotely, by contrast, numbered 19.5 million in February 2020, but are expected to increase by 36.2 million people by 2025, according to UpWork research.)
But some of the workers who continue to zoom into the cloud-based boardroom are feeling the pull of their management teams, who have communicated plans to reopen offices, often iteratively and unclearly. Workers feel caught up in a tug-of-war between opposing management styles.
“I think there is this push from managers who want to be a little more in control. Who want to have a more dominant feeling about their employees, ”said a PayPal employee familiar with plans to reopen the company in a major US city. The worker, who asked that his name not be disclosed because he was not authorized to speak publicly about his employer, added: “They play their cards close to their chest because they don’t say if you can work from home forever, which makes me think you won’t make it.
Uncertainty over the permanence of remote working at some companies could impact workers who fled larger and more expensive cities during the pandemic. At G / O Media, a New York City digital media company whose portfolio includes The Onion and Jezebel, employees who have moved outside of a commuting distance don’t know if they will have a job when the The company’s office will open on October 15.
G / O Media employees “are waiting for a concrete statement to be made as to whether they should be in the office five days a week or resign.” There has been no clear communication from the CEO, HR or any department head, ”a company employee told HR Brew. (Full disclosure: I was employed by the publication G / O Media Lifehacker for 10 months between 2020 and 2021.)
Google initially announced to its global workforce of 135,000 that its return plan would be postponed to October 18, to extend it further, until January 2022. Many other companies in Big Tech and beyond follow the example of the search giant: according to a Gartner survey out of 238 executives in August, 66% are delaying their plans to reopen. For workers on the ground, such delays are understandable, but the frustration can be compounded when plans to reopen are poorly communicated, especially when it comes to security amid a pandemic that still rages in parts of the world. country.
“The office itself is wide open with desks that are not spaced out or dividers,” said the G / O Media employee, who requested anonymity because he was not authorized to speak publicly about the company. “They’ve put hand sanitizer on every desk and don’t need masks, so they don’t seem to have a good understanding of best practices for Covid security while being in an enclosed space with lots of other people. “
Representatives for G / O Media and PayPal did not respond to multiple requests for comment.
As companies wait for OSHA to release details about President Joe Biden’s mandate for private sector vaccines, some have formulated their own vaccine safety policies, many of which have done little to address. allay the fears of workers. An employee of a major New York City book publishing house spoke to HR Brew about the company’s vaccine honor system and how it has created anxiety among the grassroots. “They don’t follow [vaccine] information; they don’t apply it or verify it. Basically you just have to put your information on an online portal, and you don’t have to provide proof of vaccination or proof of a Covid test, ”she said.
At PayPal, “everyone needs to be vaccinated,” but “they don’t ask for proof,” the PayPal employee told HR Brew, adding that employees are encouraged to check their vaccination status through an online form. requiring them to simply check a box. signifying their status.
The story of two offices
Meanwhile, HR managers are grappling with the existential dilemma of justifying the office’s purpose. Some, like Aran Klingensmith, vice president of people and culture at California-based software provider Fast Spring, have resisted the frenetic nature of reopening (and then closing again) firsthand. She told HR Brew that in June the company “opened the office for maybe two days, then things got bad in California, then we came back completely far away again.”
For now, Fast Spring’s 86-office office is open, but it’s only used by two employees per day, Klingensmith said. The company, which has a “voluntary disclosure of vaccine status,” has implemented a number of social distancing protocols, such as contactless entry and spaced desks, but still struggles to bring in its 80s. employees based in Santa Barbara. “There is no one who has an answer, there is no manual,” Klingensmith said.
However, some companies have succeeded in bringing in workers, albeit gradually and on an optional basis. Maria Alvarado, facilities manager at analytics provider 1010 Data, explained how using the office as an optional workplace for her 100 New York-area employees has been a successful strategy. “There is no direction or pressure to enter the office,” she said, noting that the office is used for workers who “just want a change of scenery.” Alvarado believes that the lack of a definitive plan to return to the office alleviated the anxiety workers might otherwise feel if attendance at the office was mandatory.
While participation is voluntary, 1010 Data is an outlier in a pandemic, as it expanded its physical office space from one to two locations, in New York and New Jersey, during the pandemic. The key, according to Alvarado, is communicating plans with the workforce at a granular level, putting hard limits on how many people can work in the office at any given time, and implementing social distancing through office spacing and office masking. Workers also choose when they come to work and or they sit.
Ultimately, the “office” as most people knew it before 2020 is in the midst of a seismic shift, in which it may exist for more targeted purposes, and less as a community center for 40 hours per day. week or more. “Life won’t be like it was before Covid, especially in the office,” Klingensmith said. Businesses, she added, need to ask themselves, “What aspects of the office can we promote that will allow people to use space productively and can help us maintain our culture?” Especially when so few people want to come in.
The response can come in the form of monthly or quarterly workplace meetings, when teams travel to different areas for a week of collaboration. The HR Brew consultant he spoke to runs a video conferencing business and brings his employees together quarterly, a strategy he says works. “It’s easier when you have those moments where you know we’re all going to be physically interacting. I can plan around that, ”he said.
Given how many workers agree with this assessment, it’s plausible that the office of yesteryear will quickly evolve into something radically different from the relic we remember – less like your uncle’s pager and more like a place. intentionally useful adapted for specific purposes. It seems the future begins now.—SB
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For American teens, pumping up their post-pandemic wardrobes is their top priority, according to a new survey from Piper Sandler. It is the first time since 2014 that clothing is the number one concern of teens.
Piper’s biannual survey covers 10,000 teens in 44 states. This has long been crucial in discerning teenage preferences for tech products, retailers, cosmetics, restaurants, and more. Twenty-two percent of survey respondents said they spent money on clothes. The food was # 2 at 21%.
Clothing remained more important for survey respondents. Twenty-nine percent of women and 16% of men see clothing as a priority. Even for men, it was the second most important expense category after food.
Spending on clothing increased 5% year-on-year, according to the survey. Women, in particular, were spending near pre-pandemic levels. Women’s fashion spending increased 14% from last year. High-income teenage girls spent an average of $ 1,124 on clothes, shoes and accessories.
was listed as the favorite teen ecommerce site, garnering 52% portfolio share. Despite the teenagers’ love for
online shopping has fallen to 20% of respondents, down from 22% last fall when more pandemic restrictions were in place. Specialty retail was the most important purchasing channel. Thirty percent of teens bought clothes from specific stores.
remained the # 1 clothing brand for male and female teens for the 11th grade. It captured 27% of teens, the same number as the last poll. The runner-up American Eagle lags far behind, with just 7% of teens saying it is their favorite brand. PacSun, Adidas and
is also in the top five brands, with 5% of teens preferring them.
American Eagle’s business model is geared towards this specific demographic. The brand says it seeks to “continue to dominate the 15-25-year-old lifestyle retail market.” Even though American Eagle posted record sales of $ 1.2 billion for its second quarter and consistently good results, the stock has fallen in recent months. It plunged a further 4% on Tuesday.
(ticker: NKE) topped the Piper Sandler rankings for favorite shoes. It was 57% of teens’ favorite shoe brand, taking substantial shares from Vans (11%) and
(9%), who finished second and third respectively.
For Nike, Gen Z is already a key part of the company’s strategy, tailoring brand campaigns “very close to where the Gen Z consumer is,” said CEO John Donahoe during a call for first quarter results in August. Nike stock was up on Tuesday, advancing 1.6%.
jumped to its highest ranking ever in sixth place in what Piper Sandler analyst Erinn Murphy called an “impressive” jump from ninth place in last year’s survey. Teens have been an increasingly important demographic for the shoe producer in recent years. The stock has risen 66.6% in the past six months as the company has beaten earnings estimates.
Accessible luxury brands like Michael Kors,
Coach and Kate Spade were teen favorites for handbags and other accessories, according to the survey. It was a win for parent company Coach and Kate Spade
Handbag splurges rose to $ 96, up 10% year-over-year and reversing a multi-year low.
The results indicated that although women surveyed spent less on makeup and beauty brands, the number of teenage girls who put on makeup “every day” rose to 33% of those surveyed, an increase of 11%. ‘year after year. Analysts have calculated that people who wear makeup every day spend an average of $ 129 per year on cosmetics. Favorite brands included
and too much face.
For the men surveyed, spending on video games and systems comes third with 14% of respondents choosing it as a priority. Teens are expected to spend an average of $ 209 on video games in 2021, up from $ 227 last fall. Analysts believe the drop may be due to spending more time outdoors now that stay-at-home orders have mostly been lifted.
Write to Sabrina Escobar at [email protected]
Youth fashion retailer Pacsun to accept bitcoin and other cryptocurrencies using 10-year-old blockchain payment provider BitPay, according to a Tuesday (October 5) Press release.
Given that cryptocurrency is a growing trend among the California retailer’s Gen Z customers, the addition of crypto payments made sense, the release said. PYMNTS has found that over 54% of current or former crypto owners are Gen Z.
“Gen Z audiences, our primary consumer, are very tech-savvy, and we put a lot of our effort into social media and ecommerce to align with their lifestyles and resonate with them on a more level. staff, ”said Pacsun Co-CEO. Michel relich in the output. “Seeing their growing desire for cryptocurrency, it was clear that we needed to adjust and offer BitPay as another payment option, in order to build their confidence in us as one of their go-to retailers who really listen. “
Pacsun will support 11 cryptos under BitPay, including bitcoin, Bitcoin Cash, Ethereum, Wrapped Bitcoin, Dogecoin, Litecoin, and five US dollar stablecoins, as well as various crypto wallets and exchanges including Coinbase, Exodus Wallet, Metamask, Blockchain Wallet, Electrum Wallet, Trust Wallet, Ledger Wallet, BRD Wallet, Gemini, Kraken and Binance, according to the release.
“With the doubling of digital sales since last year, we understand the continued importance of creating an exceptional online shopping experience for our customers,” said Pacsun President. Brie Olson in the output. “It’s amazing to lead the way for the fashion and retail industry, being the first to offer cryptocurrency payments through BitPay, and we expect many more companies to follow suit. given the ease it brings to the payment process. “
The popularity of cryptocurrency is increasing at a peak. According to PYMNTS research, up to 18% of the population – 46 million consumers – are likely to make a purchase with cryptocurrency.
Read more: How Consumers Want to Use Crypto to Buy and Pay in 2021 and Beyond
PYMNTS found that two-thirds of cryptocurrency owners said there were not enough merchants who accepted crypto payments.
Today, in the technological news of restaurants and grocery stores, Instacart is entering the ready-meal space, while PepsiCo is leveraging the brand’s affinity to make its price increases work. Plus, with the supposed expansion of the Amazon Fresh brand, Amazon’s grocery efforts are literally and figuratively ubiquitous.
Instacart hits back at DoorDash with ready meals partnership
In the first few months of the pandemic, as consumers turned to delivery options to meet their dietary needs, they had three main options: grocery store, restaurant, or meal kit. While delivery sales remain high even as mobility has increased, major players in each of the categories have sought to capture consumer spending in all three. Now, Instacart is launching into ready meals and meal kits.
Emotional Attachment To Brands Outweigh Pricing Concerns, Says PepsiCo CEO
As companies continue to struggle with supply chain and labor shortages, PepsiCo’s food and beverage growth has overtaken the market as a whole, even as the brand has raised prices to meet to these challenges. In the third quarter of 2021, consumer packaged goods (CPG) giant PepsiCo saw its net sales increase 12% year-on-year, the company said on Tuesday (October 5th). President and CEO Ramon Laguarta attributes this sales force in the face of recent price increases to a trend among consumers towards reduced elasticity.
Amazon’s erratic grocery efforts continue with rumor of further Amazon expansion
Amazon Fresh appears to be continuing its slow and stealthy expansion, giving little clue to the brand’s long-term vision. Last week news broke of two possible new locations, each in a market previously untapped by the grocery brand. The news follows an erratic year for Amazon’s grocery efforts, with times of apparent strength accompanied by what appear to be times of great uncertainty.