There must be a downside to everything, the better the treatment, the more stressful it is, and this is a well-known reality in fashion companies. The company’s design director, who earns half a million dollars a year, has to carry a suitcase to and from work every day, and people who don’t know think she has to run to the airport every day. The company’s main business is to provide a wide range of products and services to the public, such as the Internet, the Internet, and the Internet.
The ability to turn a design into a product is fundamental to the survival of a fashion company. In earlier decades, this was largely dependent on the design itself, but nowadays, it’s not even possible to think about a wrap dress like DVF’s founder Diane. Today’s design is basically disconnected from the sketch after it becomes a sample. To be able to put the design on the store shelves, the designer has to be lucky enough to have gone through a lot of experiences. For example, the price tagging skills, how to set up the display room, how to match the designer’s design in style and color to attract the buyer’s attention, the conversation skills when really entering the marketing stage, and so on – so many links, if not the right time, the right place and the right people, a small mistake in any one link, it is likely to make the excellent design “dead! “
I’ve been working on this for a long time.
One of the companies I worked for had a license for “lemystere” sleepwear, but after only one season and a few dozen samples, they met with a buyer from an upscale department store, and before they could get an order, the bra and panty-based brand plan was thrown in the trash. The designer was also immediately dismissed. In fact, the design was fine, the samples were beautiful, but the problem was in the price. The price tag was too high, which scared away the buyers from the high-end department stores. When the price department tried to change the price, it was already too late and the buyers had already moved to another company and bought another new brand. The company’s losses would be even greater if they redid the season, so they gave up and gave up. The most “unjust” part of the process is the designer.
In large companies, designers are largely in this “uninformed” state, without access to buyers, without being involved in sales and budget meetings. In addition to the quarterly reports, the company will give the designers a brief for the next season’s designs, but the designers are almost never informed of the results. Therefore, whether they have been dismissed, often becomes the conclusion of their performance assessment. But the designers themselves have no way of knowing if this is fair.
In this industry, design is an important part, but it is only one part, and it is very dependent on other departments, especially sales. So if you don’t know enough about the market, this disconnect makes it easy for designers to make marginal mistakes in design; and when there are problems with production and sales, etc., you are both on the cusp and in a position where you are completely powerless to fight back, and you can only be resigned to your fate.
While many of the traditions of the fashion industry are now gone, the tradition of the designer as the “rafter” seems to have persisted, so designers are fired more often than any other position in large companies. The injustice is injustice, but this is the price of “superiority”, see if you are willing to accept it.