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Fashion Forward Customers Lead The Apparel Industry

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Fashion industry has gone through a rapid transition during the past decade. With unpredictable trends popping up every now and then, who is leading the industry?

In a global perspective, fashion apparel is one of the most important sectors in the clothing industry in terms of customers, investment, revenue generation and employment. The industry is anticipated to grow in leaps and bounds in the years to come. Apparel industry, like the autumn trees shedding leaves, making way for future growth is experiencing changes frequently, undergoing positive evolutions. A recent market estimate states that global fashion apparel industry will reach a value of $ 1,781.7 billion by 2010. Apparels, especially fashion garments have a very short life cycle with unprecedented trends springing up every now and then. Manufacturers adopt creative ideas to enhance their business models and strategies.

Consumers – the driving force:

Todays consumers are well aware of the upcoming trends, and competitive pricing. Media such as internet, magazines, and television are playing an integral role in spreading the awareness. They have become more demanding, expecting a cost-effective deal in terms of both quality, and pricing. Fashion apparel industry is one of the fastest moving industries and is more consumer driven. Apparel retailers sketch solutions for branding their merchandise, and enable adequate supply of products through their supply chain. Manufacturers are putting their best foot forward in improving the performance of the apparel supply chain, and offering a wide assortment of garments matching with the latest trends.

Fashion Forward Consumers the key facet of apparel retailing:

A recent market survey by Acxiom exploring the fashion choices, and preferences of customers revealed that they can be classified into three main categories:

“Fashion Forward consumers: who look for latest trends and styles.

“Traditional consumers: who prefer to have a conservative look in their garments.

“Value driven consumers: who seek more value and comfort in their apparels, rather than fashionable looks.

The research further states that, of the total mass of consumers surveyed 50% of them are value driven, 34% of them are traditional, and fashion forward consumers make a mere 16% of the total population.

Despite the minority population, the third category of consumers, are likely to spend more on apparel purchases than the other two groups, and have the tendency to refer their friends and colleagues to their preferred retailer. Fashion forward women tend to spend 1.7 times more on apparel comparatively over traditional consumers, and 2.7 times more than value driven consumers.

Characteristics of the Fashion Forwards:

“Fashion forward people generally belong to the higher income group.

“People from the age group of 18-33 are more fashion forward though they constitute of only 27% of the total population.

“Fashion forward women account for 32% of the total sales of apparels which is almost half of the purchases of the women from the other two groups.

“Irrespective of their income level, fashion forward people like to shop in Departmental stores, and specialty shops for their apparels.

“They prefer to shop for fashionable apparels and a fashion forward shopping experience.

Retail Strategies:

In this highly competitive world, retailers have to compete more than ever to gain the customers attention. Retailers come up with creative ways to convince the customers, making their shopping experience more memorable, and convenient. Achieving high performance requires the communication of a core set of emotional values, and establishing continuous relationship with the customer.

“Special Discounts: Consumers can pre-order apparels from the forthcoming collection and avail a significant amount of discount.

“Feedbacks and Suggestions: Retailers take regular feedback from their customers.

“VIP Privileges: For a specific amount of money paid, the customers get exclusive privileges along with the apparel of their choice.

“Credits: For every apparel purchased, the customer gets credit which can be added up, and redeemed later for specific services.

The harness of the fashion apparel industry is undeniably in the hands of the fashion forward customer, despite of their small size. A customer, who is satisfied with his shopping experience with a particular retailer demands even more the next time. In the business of fashion apparels, the success of the retailer depends on his ability to understand, and exceed the customers expectations, to surprise, and excite them.

Industry Consolidates As Vitalife Joins The Trump Network

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VitaLife Networks a Florida based nutritional network marketing company, with independent marketers in all 50 states, joins with The Trump Network (TTN) . VitaLife members currently market a full line of nutritional products; making them ideal candidates to market The Trump Networks unique line of wellness based products and services.

We studied our product mix and our marketplace, our business opportunity and compensation, and especially the systems needed; not only to attract new marketers, but also the systems required to develop the individual and give them the best opportunity to be successful. Once we identified what we needed, it became obvious that there was one company, and only one, that already had the values, systems and sustainable infrastructure in placeThe Trump Network.

The Trump Network was a perfect match for VitaLife.

VitaLife is passionate about the Wellness Revolution and has provided and marketed high quality nutritional products since its inception. By transitioning to The Trump Network, the VitaLife Marketers will be equipped with the very best products, training, tools, and systems the industry has to offer.

Barry and Luronda Joye, the Leaders of the VitaLife Marketing Community are excited, confident, and ready to build. “All the things it takes to create a sustainable and profitable business converge here and we are grateful and thrilled to take advantage of The Trump Network’s incredible programs.”

1.TTNs Custom Essentials(R) delivers personalized nutritional supplementation based on the individuals biochemistryproviding a competitive edge.
2.TTNs Silhouette Solution(R) provides access to the lucrative $50 billion weight loss industry.
3.TTNs compensation system provides aggressive short term income and long term wealth building.
4.TTNs systems and technology provides the framework and support to grow and maintain the business, and provide personal development for its members.

The Trump Name provides instant recognition and credibility which allows our members to recruit much faster and maintain much longer.
We looked at everything in our market when choosing the best fit for our community, says Jim Fulford. We came to the same conclusion that Trump did when he selected Ideal Health to become The Trump Network.

They have the right product mix, are in the right markets, and have an entrepreneurial leadership team committed to building a multi-billion dollar company. And now with The Trump Network name, we believe they are perfectly poised to dominate the industry. Everyone at VitaLife is excited about this new opportunity. Our team will play an integral role as we build a bright future at The Trump Network.

We are thrilled to have the members of VitaLife join The Trump Network team. We work hard to provide the products, training, and support needed to help our Marketers compete in the marketplace. We look forward to helping each member of VitaLife get off to a fast start, said Lou DeCaprio, President, The Trump Network. We believe in the VitaLife corporate leadership team and I look forward to meeting the rest of the Vitalife members during our many conference calls and as I travel the country to share The Trump Network story.

The VitaLife team is now operating as Trump Marketers as the Diamond Success Partners Team. To learn more about the Diamond Success Partners team, visit www.dsptn.com.

Malaysia Electricity Industry-overview,trends,prospects And Swot Analysis

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Emerging Markets Direct (EMD) released their latest Malaysia Electricity Industry Report. The electricity, gas and water industry in Malaysia contributed approximately RM17.71 billion (2.61%) to the country’s total GDP in 2009. Over the years, the annual growth rate of Malaysia electricity generation has declined. Electricity generation achieved the lowest growth rate (since 1990) at 0.99%, whereby the annual growth rate of electricity generation was averaged at 10.3% in the 1990s.

Malaysia electricity market was affected by the global economic downturn and thus a slowdown in the domestic market activity particularly in the first six months of 2009. In this regard, total electricity sales saw a decrease of 1.35% in 2009. Talking about electric generation capacity, Malaysia had a capacity of 21,817MW, which marked an increase of 10.6% as compared with 2008. The electricity generation in the Peninsular Malaysia was approximately 89.53% of the country’s total electricity generation in 2008. Sarawak and Sabah, the minority electricity generators, accounted for 6.06% and 4.41 % of the total electricity generation respectively.

High reserve margins incur high maintenance costs. The Ministry of Energy, Water and Communications was expecting reserve margins in Peninsular Malaysia to be reduced gradually from 40% to 20%. According to the Economic Planning Unit of Malaysia, the reserve margins for Peninsular Malaysia was estimated at 25.4%, Sabah at 37.2% and Sarawak at 24.5%, which should all meet the expected increase in demand. Our analyst thinks that, the generation reserve margin will be at a very prudent level by 2016.

Owing to the escalating gas and coal prices, the Malaysian government announced the restructuring of electricity tariff in which less than half of the domestic households would be affected by the new tariffs as long as they maintain their usage rates. In less than one year time, the Malaysian government revised the tariff plan again to reflect the changes in fuel prices and support the government’s efforts to introduce economic stimulus package.

What are the trends and developments of Malaysia Electricity Industry? How does the five-fuel policy affect the power generation mix of Malaysia? What are the on-going Hydroelectricity power development projects? How does the government encourage the use of renewable energy in power generation?

Want to have an overview and competitive analysis (SWOT) of the major industry players?
-Tenaga Nasional Berhad (TNB)
-YTL Power International Berhad (YTL Power)
-Malakoff Berhad (Malakoff)
-Tanjong Public Limited Company (Tanjong)

Check our pages now and you’ll find the answers from our Malaysia Electricity Industry Report.
http://www.emergingmarketsdirect.com/products/Malaysia-Electricity-Industry.html

Table of Content
1. Industry Profile
1.1 Electricity Supply Industry
1.1.1 Industry Size
1.1.2 Electricity Maximum Demand and Installed Generation Capacity
1.1.3 Electricity Sales, Consumption and Generation
1.1.4 Power Generation Utilities
1.1.5 Reserve Margins
1.2 Regulatory Environment
1.2.1 Energy Function
1.2.2 National Energy Policy
1.2.3 Rural Electrification
1.3 Electricity Supply Industry Trust
2. Market Trends and Outlook
2.1 Electricity Tariff
2.1.1 New Electricity Tariff
2.2 Power Purchase Agreement (PPA)
2.3 Generation Mix and Fuel Costs
2.4 Renewable Energy (RE)
2.5 Fuel Cells
2.6 Industry SWOT
2.7 Market Outlook 14
3. Leading Players and Comparative Matrix
3.1 Listed Dominant Electricity Utility
3.1.1 Tenaga Nasional Berhad (TNB)
3.2 Independent Power Producers (IPPs)
3.2.1 YTL Power International Berhad (YTL Power)
3.2.2 Malakoff Berhad (Malakoff)
3.2.3 Tanjong Public Limited Company (Tanjong)
3.3 Comparative Matrix
3.4 SWOT Analysis

4. Tables & Charts
Table 1: Summary of Malaysia Power Sector 2000, 2005 and 2010e
Table 2: Old and New Domestic Tariff
Table 3: New Commercial Tariff
Table 4: New Industrial Tariff
Table 5: Generation Mix
Table 6: Malaysia Renewable Energy Value in 2005
Table 7: Status of Renewable Energy in Malaysia
Table 8: Electricity Supply Industry SWOT
Table 9: Development Expenditure & Allocation for Electricity Sector from 2000 to 2010
Table 10: Tenaga Nasional Berhad’s Headline KPIs 2007- 2010
Table 11: Tenaga Nasional Berhad Financial Ratios 2003-2009
Table 12: Tanjong’s Power Generation Business
Table 13: Major Independent Power Producers in Peninsular Malaysia
Table 14: Financial Highlights of the Leading Players
Chart 1: Total GDP vs GDP of Electricity, Gas & Water 2000-2009
Chart 2: Contribution of GDP of Electricity, Gas & Water 2000-2009
Chart 3: Electricity Maximum Demand Jan 2009 – Jun 2010
Chart 4: Installed Generation Capacity in Peninsular Malaysia 2005-2009
Chart 5: Installed Generation Capacity in East Malaysia 2005-2009
Chart 6: Generation Plant Mix in Malaysia 2009
Chart 7: Generation Capacity of Major Power Producers in Malaysia 2009
Chart 8: Electricity Sales 2001-2009
Chart 9: Electricity Sales by Tenaga Nasional Berhad
Chart 10: Electricity Sales by Sabah Electricity Sdn Bhd and Sarawak Energy Berhad in 2009
Chart 11: Electricity Consumption in Malaysia 2004-2008
Chart 12: Electricity Generation vs Consumption 2005-2009
Chart 13: Electricity Generation in Malaysia 2004-2008
Chart 14: Electricity Generation, Public vs Private Installation 2005-2009
Chart 15: Generation Mix in Malaysia 2009
Chart 16: Generation by Major Power Producers in Malaysia 2009
Chart 17: Export of Electric Current Jun 2007 – Jun 2010
Chart 18: Reserve Margin of Peninsular Malaysia 2000-2009
Chart 19: Rural Electrification Coverage from 2000-2010, by Region
Chart 20: Regional Overall Tariff Comparison in 2008
Chart 21: Regional Overall Tariff Comparison in 2009
Chart 22: Tenaga Nasional Berhad Generation Mix in 2009
Chart 23: Tenaga Nasional Berhad Operational Efficiency 2002-2009
Chart 24: Tenaga Nasional Berhad Operational Statistics
Chart 25: Tanjong’s Revenue Breakdown by Segment 2009 and 2010

About Emerging Markets Direct
Emerging Markets Direct is the online research store from ISI Emerging Markets, a Euromoney Institutional Investor Company. We deliver in-house industry research report, industry analysis and data vital to support all kinds of business decision, academic and research purposes. Our flagship product-Emerging Markets Direct Report covers the top 20 industry sectors of India, China, Malaysia, Thailand, Indonesia, Vietnam and Indonesia. ISI Emerging Markets in-house analysts crunch the numbers from our proprietary CEIC databases and combine the results with on-the ground industry insight. The result is reliable, hard-to-get industry data, analysis and insight. Previously available only to subscribers of the ISI Emerging Markets Information Service, Emerging Market Direct reports are available now at our online research store. Our Other products are: Dealwatch, CEIC snapshots, CEIC datatalk, Intellinews. To view our full catalogue of products, please visit http://www.emergingmarketsdirect.com

The Best Afo Braces In The Industry

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If you are in need of an AFO brace, then you need to visit the best AFO brace manufacturer in the industry, at bracemaster.com. Bracemasters has been around since 1997 serving the United States, and has just recently taken the business worldwide. In order to be the best, you have to provide the best, and that is what we strive to do. We keep up on the latest technology in order to provide the best AFO braces available.

Bracemaster.com has just opened a new high tech facility that will be used to construct the most comfortable and functional braces available. Using the most up to date scanning technology, Bracemasters can produce a custom fit for every person. This will save time on fitting the brace to your patients. Every brace is guaranteed to be a comfortable fit.

Bracemasters can accommodate a variety of different requests and can offer suggestions on more difficult situations. We are the best in the industry because we will learn what you like and do not like. The best AFO brace manufacturer can fabricate even the toughest AFO brace needs, including pediatric and PTB AFOs. Our AFO braces are made from orthopedic grade plastics and will be made to your specifications.

Bracemasters has earned the reputation as being the best AFO brace manufacturer in the industry, because of our team of talented, technical professionals. Working with doctors and patients worldwide to provide the best brace for every situation. There are a large number of options available, that will cover every need you may have to give your patient the best results.

Birmingham And The Industrial Revolution

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Birmingham was one of the most significant cities in the development of the industrial revolution. How did it achieve its position of prominence in early industry.

Birmingham is located in Britain’s largest royal hunting ground, just outside the Forest of Arden. Birmingham town had a very interesting Saxon name. By dissecting the name, Birmingham, we know that during the Saxon’s times a man named Berm and his family – or “ing” – kept their home – or “ham” there.

Domesday Book had the first official mention of Birmingham. Birmingham Manor was a small place, as there were only 9 houses, may be around 50 people, other than the associates of the Lord of the Manor. The boundary of the land having the manor in it is mentioned to be having 4 hides. A hide is supposed to be approximately 120 acres of land. So, there were 480 acres, and not the whole land would be the arable land stated.

Peter de Bermingham, Lord of the Manor of Berm, was granted a charter in 1166 to hold a market every week on Thursday, and given permission to levy tolls on goods and produce sold there. The privilege of holding a fair each year for four days, starting on Holy Thursday, was secured in 1251 for the Manor of Birmingham. Such institutions flourished since Birmingham was on the River Rea at the only decent crossing in the district; therefore, it was a natural centre where track ways (no proper tracks existed) came together. Traders and craftsmen started settling in Birmingham to be close to the market. Since Birmingham was a manor, not a town, no irksome restrictions had to be observed by smiths, craftsmen, tanners, or gunsmiths in the Middle Ages. They could display and sell goods unhindered, enjoying the same privileges held by those who traveled to the increasingly flourishing town for trading. This liberty encouraged those of enterprise and ambition in the neighborhood to go to Birmingham, where they could work with no disturbances and compete with anyone. Thus, the town thrived and grew in the 14th and 15th centuries.

In Tudor times both banks of the Rea were filled with water mills and the workmen of Digbeth, Deritend and the nearby boroughs of Rea used the water wheels to turn the early machines. However, still more important is the fact that Birmingham was the only region with good supply of drinkable water, sufficient enough for the ever growing population.

The increasing number of patents granted to Birmingham tradesmen and inventors in the early eighteenth century shows the strong spirit of inquiry and initiative which was spreading throughout the town, and the great improvement of tools and processes. For instance, a certain John Taylor took out a patent for cast-iron hollow-ware in 1779. Henry Clay, one of John Baskervilles apprentices, patented papier-mache in 1772, while two brothers named Wyatt patented a machine for cutting screws, work which had hitherto been done by hand. Another townsman, named Harrison, made a steel pen for Dr. Priestley. Josiah Mason later started one of the largest factories in the world for the manufacture of pens. There were many more inventions about this time, so you will understand why Birmingham became so busy and progressive.