Post-Script: In Dangerous Times
It's been a while since the subject was last touched upon, but as any journalist knows, context is everything, and what's a liability some places is an asset in others. Recalling Ari Paul's piece in In These Times, Paul potentially exposed himself to charges of being lazy, sloppy, and unreasonably biased in his treatment of American Apparel and the lawsuits that CEO, Dov Charney, is facing.
Paul's most notable fumble was how he reflexively deferred to the mainstream media's account without having taken a first hand look into the matter himself--a deference that was, in itself, at odds with the missions statement of In These Times. Specifically, Paul relied on Business Week and an article that it had previous run on American Apparel and its infamously eccentric CEO.
One can only assume, but Paul's underlying operative assumption seemed to be that if a generally conservative-oriented publication can caste the practices of an enterprise not favoured by the left in a rather negative light, then there must be something evil afoot. What really stuck out abou this all, however, was the reflexive deference itself.
As already said, though, times have changed, and Business Week has since run another piece on the garment giant. In last week's issue, the light it caste American Apparel in was less than negative, and perhaps outright positive. Comparing American Apparel to Muji, Business Week writes:
Both retailers have carved out a niche by offering a certain style, whether minimalist in the Muji's case or classic fashion revival in American Apparel's, that has captured the imagination of millions.
The point here seems to be that what these two companies are doing is revolutionizing the way in which label whoring is done. Essentially, by allowing the quality of their respective products to speak for themselves, the two firms have made it so that their nameless faces are, themselves, reputable legacies.
What Business Week is eager to note, however, is that pursuing a certain path doesn't necessarily mean advocating some other cause that travels often down that same path. In other words, just because either enterprise employs certain manufacturing or marketing practices that can be reconciled with other causes, there is no reason that either of them need to adhere to the dogmatism surrounding thoses causes.
NO POLITICAL AXES. In the U.S., American Apparel has had similar success. In just seven years, it has grown to 14 stores domestically and a dozen or so in Mexico, Canada, and Europe. It made $250 million last year.
[...]
It's important to note that neither Muji nor American Apparel necessarily has aligned itself to a political message by keeping its products logo-free. Nor are they a direct response to the anticorporate movement launched by activist Naomi Klein, who took up her war against brands and logos and globalization during the 1990s.
The point here is that both enterprises are corporate successes because they do believe in the theory and practice of capitalism. Indeed, if anything, they have both returned to the roots of market theory where it is suggested that in a situation of perfect liberty, people will be able to act and interact toward outcomes that are perfectly just and equitable. Where consumers will have access to as perfect information as can be expected, they will make the choices best suited to their well-being, and workers will receive compensation in proportion to the value that their labour contributed to the product/enterprise.
As one casual observer has noted, the term 'progressive' should not, and cannot, be reserved for the more radical elements of society if we are to approach any degree of progress at the end of the day. It is in this respect, moreover, that Muji and American Apparel stand as new, emerging business and marketing models worthy of our attention.
Muji certainly has made a business case for saving marketing dollars on brand building and plowing that money into better design at affordable prices. Its executives believe a brand name or a logo is extraneous and doesn't bring a specific benefit to consumers except to satisfy their ego.
[...]
"A ZEN LEVEL." Muji is short for mujirushi ryohin, which translates roughly to "no label, quality goods," and its mission is to provide well designed, useful products at affordable prices.
[...]
For Muji, design is key. It has 15 in-house designers and also commissions top designers around the world to create its products. Muji's Azami takes great pains to stress that these designers are anonymous, and he refuses to identify which products they've made.
In other words, just because Muji doesn't propound the same, distracting tactics that other marketeers do, it doesn't mean that it is necessarily anti-capitalist. Rather, its reliance on quality is what a brand-name is supposed to be about, and its dedication to such standards recall a time before consumerism was consuming our social fabric. Muji's idea of consumerism, then, is based more on consumer accessing the goods and services that they want, rather than needing to be persuaded into buying them. The case of American Apparel is similar.
Its logo-free clothing is made of 100% cotton in bright solid colors with no imprints. American Apparel promotes itself as "sweat-shop free" and "Made in Downtown L.A.," because its two factories, where the cutting and sewing are done, are located in Los Angeles. It has become one of the largest manufacturers of T-shirts in America. "We like the simplicity of unmarked clothing, and many people find it appealing and even more versatile," says Alexandra Spunt, content adviser at American Apparel.
What American Apparel is offering, then, are quality garments with no excesses or frills. Their product is one that is reliably consistent, and whose aesthetic appeal lies its tailoring and colours.
American Apparel has, of course, come under fire for a previous run-in with unions, but even this fails to substantively detract from its claims. Everything still is made in downtown LA in a sweatshop free facility. There are those that charge American Apparel with union-busting and, therefore, being ethical inconsistent, but they appear to be mostly partisan pundits who cannot ever admit the prospect of any markey model being a viable one.
Essentially, American Apparel seems to be more about paying their workers for what their labour is actually worth rather than championing the labour cause. During a campaign titled Legalize LA, American Apparel apparently made efforts to advance the rights of immigrant workers. After all, it is rumoured that man of the workers at the American Apparel facility entered the country, and are therefore working there, illegally.
For a devout market-liberal, any individual is a consumer, and nothing else, and should be entitled to full compensation in exchange for whatever product they sell, labour or otherwise, if the marketplace is going to function as it should. What this Legalize LA campaign might have amounted to, then, was American Apparel championing the American way: life, liberty, and the pursuit of happiness.
By acknowledging that so many participants in Los Angeles markets are excluded from full and, therefore, complete participation in the marketplace, American Apparel was, in consequence, being entirely American. In other words, as it pays its employees what their labour seems to be worth, American Apparel would like to see all manufacturers doing so.
This Business Week piece, albeit a casual comment, raises some interesting issue for the modern marketer. The anti-consumer backlash that's surfaced over the last few decades has, apparently, prompted some entrepreneurs to contemplate just exactly what went wrong, and where. Now, however, they've seem to have pin-pointed the short-coming and are returning to their money-grubbing roots where more equitable distribution and compensation makes it better to be middle-class in a rich land, than the richest in a poor one.
It is curious, then, to see if Paul had compose his piece for In These Times only recently, whether he would have mentioned the earlier Business Week piece at all--for fear of having acknowledge the later one--or if he would have simply fallen back on the lame anecdotes of personal experience, whcih should have been, itself, grounds to disqualify him from treating the subject.
Paul's most notable fumble was how he reflexively deferred to the mainstream media's account without having taken a first hand look into the matter himself--a deference that was, in itself, at odds with the missions statement of In These Times. Specifically, Paul relied on Business Week and an article that it had previous run on American Apparel and its infamously eccentric CEO.
One can only assume, but Paul's underlying operative assumption seemed to be that if a generally conservative-oriented publication can caste the practices of an enterprise not favoured by the left in a rather negative light, then there must be something evil afoot. What really stuck out abou this all, however, was the reflexive deference itself.
As already said, though, times have changed, and Business Week has since run another piece on the garment giant. In last week's issue, the light it caste American Apparel in was less than negative, and perhaps outright positive. Comparing American Apparel to Muji, Business Week writes:
Both retailers have carved out a niche by offering a certain style, whether minimalist in the Muji's case or classic fashion revival in American Apparel's, that has captured the imagination of millions.
The point here seems to be that what these two companies are doing is revolutionizing the way in which label whoring is done. Essentially, by allowing the quality of their respective products to speak for themselves, the two firms have made it so that their nameless faces are, themselves, reputable legacies.
What Business Week is eager to note, however, is that pursuing a certain path doesn't necessarily mean advocating some other cause that travels often down that same path. In other words, just because either enterprise employs certain manufacturing or marketing practices that can be reconciled with other causes, there is no reason that either of them need to adhere to the dogmatism surrounding thoses causes.
NO POLITICAL AXES. In the U.S., American Apparel has had similar success. In just seven years, it has grown to 14 stores domestically and a dozen or so in Mexico, Canada, and Europe. It made $250 million last year.
[...]
It's important to note that neither Muji nor American Apparel necessarily has aligned itself to a political message by keeping its products logo-free. Nor are they a direct response to the anticorporate movement launched by activist Naomi Klein, who took up her war against brands and logos and globalization during the 1990s.
The point here is that both enterprises are corporate successes because they do believe in the theory and practice of capitalism. Indeed, if anything, they have both returned to the roots of market theory where it is suggested that in a situation of perfect liberty, people will be able to act and interact toward outcomes that are perfectly just and equitable. Where consumers will have access to as perfect information as can be expected, they will make the choices best suited to their well-being, and workers will receive compensation in proportion to the value that their labour contributed to the product/enterprise.
As one casual observer has noted, the term 'progressive' should not, and cannot, be reserved for the more radical elements of society if we are to approach any degree of progress at the end of the day. It is in this respect, moreover, that Muji and American Apparel stand as new, emerging business and marketing models worthy of our attention.
Muji certainly has made a business case for saving marketing dollars on brand building and plowing that money into better design at affordable prices. Its executives believe a brand name or a logo is extraneous and doesn't bring a specific benefit to consumers except to satisfy their ego.
[...]
"A ZEN LEVEL." Muji is short for mujirushi ryohin, which translates roughly to "no label, quality goods," and its mission is to provide well designed, useful products at affordable prices.
[...]
For Muji, design is key. It has 15 in-house designers and also commissions top designers around the world to create its products. Muji's Azami takes great pains to stress that these designers are anonymous, and he refuses to identify which products they've made.
In other words, just because Muji doesn't propound the same, distracting tactics that other marketeers do, it doesn't mean that it is necessarily anti-capitalist. Rather, its reliance on quality is what a brand-name is supposed to be about, and its dedication to such standards recall a time before consumerism was consuming our social fabric. Muji's idea of consumerism, then, is based more on consumer accessing the goods and services that they want, rather than needing to be persuaded into buying them. The case of American Apparel is similar.
Its logo-free clothing is made of 100% cotton in bright solid colors with no imprints. American Apparel promotes itself as "sweat-shop free" and "Made in Downtown L.A.," because its two factories, where the cutting and sewing are done, are located in Los Angeles. It has become one of the largest manufacturers of T-shirts in America. "We like the simplicity of unmarked clothing, and many people find it appealing and even more versatile," says Alexandra Spunt, content adviser at American Apparel.
What American Apparel is offering, then, are quality garments with no excesses or frills. Their product is one that is reliably consistent, and whose aesthetic appeal lies its tailoring and colours.
American Apparel has, of course, come under fire for a previous run-in with unions, but even this fails to substantively detract from its claims. Everything still is made in downtown LA in a sweatshop free facility. There are those that charge American Apparel with union-busting and, therefore, being ethical inconsistent, but they appear to be mostly partisan pundits who cannot ever admit the prospect of any markey model being a viable one.
Essentially, American Apparel seems to be more about paying their workers for what their labour is actually worth rather than championing the labour cause. During a campaign titled Legalize LA, American Apparel apparently made efforts to advance the rights of immigrant workers. After all, it is rumoured that man of the workers at the American Apparel facility entered the country, and are therefore working there, illegally.
For a devout market-liberal, any individual is a consumer, and nothing else, and should be entitled to full compensation in exchange for whatever product they sell, labour or otherwise, if the marketplace is going to function as it should. What this Legalize LA campaign might have amounted to, then, was American Apparel championing the American way: life, liberty, and the pursuit of happiness.
By acknowledging that so many participants in Los Angeles markets are excluded from full and, therefore, complete participation in the marketplace, American Apparel was, in consequence, being entirely American. In other words, as it pays its employees what their labour seems to be worth, American Apparel would like to see all manufacturers doing so.
This Business Week piece, albeit a casual comment, raises some interesting issue for the modern marketer. The anti-consumer backlash that's surfaced over the last few decades has, apparently, prompted some entrepreneurs to contemplate just exactly what went wrong, and where. Now, however, they've seem to have pin-pointed the short-coming and are returning to their money-grubbing roots where more equitable distribution and compensation makes it better to be middle-class in a rich land, than the richest in a poor one.
It is curious, then, to see if Paul had compose his piece for In These Times only recently, whether he would have mentioned the earlier Business Week piece at all--for fear of having acknowledge the later one--or if he would have simply fallen back on the lame anecdotes of personal experience, whcih should have been, itself, grounds to disqualify him from treating the subject.
