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Essay / Research Paper Abstract
A 6 page paper discussing the economic impact in Denver of establishing a small specialty apparel manufacturing facility there. This business and others like it have the ability to turn around the issue of competition. At present, small apparel manufacturers wring their collective hands over how to remain in business when giant producers in China pay workers often less than $1 per day, knowing all the while that small lots in an area of high labor rates (comparatively speaking) cannot compete on offshoring’s terms. The key is to realign the domestic approach to lead the global industry in approach to force large concerns to increase quality and customer response efficiencies. This proposed business in Denver represents a beginning toward that end. Bibliography lists 5 sources.
Page Count:
6 pages (~225 words per page)
File: CC6_KSeconDevDenvBath.rtf
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Unformatted sample text from the term paper:
The late Erma Bombeck quipped that she regretted never being able to determine just when it is that department stores offer bathing suits for sale. She understood that
they were widely available in February, but moaned that not a wearable one could be found come May or June. Landlocked Denver, Colorado
provides an attractive location for apparel manufacturing. It has a wide range of workers available and Colorado is home to dozens of small apparel manufacturers. Necessary support businesses
already exist, and the continuing decline of large-lot apparel manufacturing has greatly and negatively affected these support businesses. The addition of a specialty manufacturer directly provides jobs at the
semi-skilled level while contributing to preserving others in ancillary businesses. There were nearly 5,500 manufacturers of all types in Colorado in 1997 (Manufacturing by Subsector, 2001). Many of
those companies no longer exist, but they left behind an infrastructure well suited for manufacturing support. Business Development Product availability is a common
problem among retailers. Companies such as Gap or Nike which own no production facilities and are more marketers of internal designs know all too well how long in advance
they must arrange for production of upcoming seasons lines, typically 12 to 14 months. Smaller - and therefore less influential - marketers and retailers are less profitable for manufacturers
and so must allow longer lead times, often as long as 18 months in advance of need. This is the way that apparel
retail operates in todays global environment. It is a pattern that has been in existence for so long that all involved know the procedure quite well, and understand there
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