Kourtney Kardashian Barker Takes on Gummies – Is a Bra a Shirt? These Women Say Yes – Riding Hermès to Record Revenue – How Kendra Scott Built a Billion-Dollar Fashion Empire—Without Beverly Hills – Royal-Reunion Photos Have Body-Language Experts Working Overtime – Lip-Reading and Fashion Criticism: Meghan’s U.K. Trip Under Scrutiny

Kourtney Kardashian Barker Takes on Gummies – Is a Bra a Shirt? These Women Say Yes – Riding Hermès to Record Revenue – How Kendra Scott Built a Billion-Dollar Fashion Empire—Without Beverly Hills – Royal-Reunion Photos Have Body-Language Experts Working Overtime – Lip-Reading and Fashion Criticism: Meghan’s U.K. Trip Under Scrutiny


Dear Readers,

Today we are proud to propose six features to you, they are about fashion, beautiful women and success stories.

The first feature is entitled “Kourtney Kardashian Barker Takes on Gummies”, it was firstly published at the Wall Street Magazine and comprises also of a short interview with Kourney Kardashian Barker.

The second item bears the title “Is a Bra a Shirt? These Women Say Yes” and there are some breath taking captions.

The third feature is about Hermès, and is entitled “Riding Hermès to Record Revenue”. It reveals also details about the men who is leading the show.

The fourth item bears the title “How Kendra Scott Built a Billion-Dollar Fashion Empire – without Beverly Hills”. It tells her story and she is presenting a book on her success.

The fifth and sixth feature are about “Royal Reunion Photos have Body Language Experts working Overtime”. The main story was firstly published in the Wall Street Magazine and the sixth feature with the title “Lip-Reading and Fashion Criticism: Meghan’s U.K. Trip Under Scrutiny” appeared in the New York Times. It is enriched with captions.

The TextileFuture Editorial Team wishes you a week of personal and business hightlights.

Very best regards and greetings,

The TextileFuture Editorial Team


Here startes the first feature:

By Derek Blasberg | Photography by Daniel Jack Lyons for WSJ. Magazine | Styling by Dani Mitchell Sept. 12, 2022

Despite the West Coast’s summer heat, reality star and entrepreneur Kourtney Kardashian Barker is sipping from a piping-hot cup of matcha green tea in her office in Calabasas, California. “Do you want to know a fun fact about me? I can sleep at any time. I can have a cup of coffee and take a nap,” the 43-year-old mother of three says, tucking her shoulder-length black hair behind her ears. Is it her superpower? “Yes, it is,” she says, “and Kim has the same one.”

Obviously, Kim, 41, is her younger sister, the Kardashian-Jenner brood’s most successful transition from reality-TV personality to business powerhouse. Earlier this year, after combining her social media and direct-to-consumer marketing savvy, Kim’s now three-year-old shapewear company, Skims, was valued at UDF 3.2 billion. In 2019, another of Kardashian Barker’s sisters, Kylie Jenner, now 25, leveraged her network of fans who came to her for lip kits to sell a majority stake in her Kylie Cosmetics company to Coty at a USD 1.2 billion valuation.

This fall Kardashian Barker plans to utilise the family business’s mix of pop-culture relevance, self-education and moxy to make her mark on the world of wellness. Later this month, she launches Lemme, a line of all-natural edible supplements with names like Lemme Chill (ingredients include ashwagandha, lemon balm, passionflower and goji berry), Lemme Focus (Cognizing citicoline, organic lion’s mane mushroom, organic medium-chain triglyceride [MCT] oil, vitamin B12) and Lemme Matcha (organic matcha, B12, coenzyme Q10).

The company name came to Kardashian Barker organically. “I couldn’t think of the right word for each scenario [in which to take a supplement], but we’d say all the time, ‘Lemme focus on this.’ Once we realized we use it so much in our vocabulary, none of us could get it out of our heads,” she says of her Lemme team. The goal is to have a Lemme gummy for all of life’s scenarios: “You know, Lemme-everything-that-I’m-doing.” The company plans to eventually launch products beyond gummies as well.

Kardashian Barker has been cooking up the brand for years. “When I had Mason [her 12-year-old son with ex-partner Scott Disick] is when I really started my wellness journey,” she says. “He’s very smart. He’ll tell me, ‘A person was bad because they let me have Cheetos.’” She spent five years working with nutrition professors, naturopathic practitioners and medical doctors to create the formulations for Lemme. The company’s manufacturing partner is certified by NSF and meets the FDA’s current good manufacturing practice (cGMP) regulations.

In recent years, she says she has taken up to 30 supplements a day: “I know, whoa!” They’ve included vitamin D (which helps regulate the body’s calcium and phosphate levels), zinc (for immunity), methylfolate (for energy) and more. She uses them when she feels tired, angry or anxious.

When she was developing her own brand, she made it a priority to use non-GMO, vegan, gluten-free, gelatin-free ingredients that don’t include corn syrup, artificial colours, flavours or sweeteners, and she had all the formulas muscle tested—an alternative medicine practice that aims to locate weaknesses in the body and to diagnose food allergies and other deficiencies—on herself. Muscle testing is controversial in the medical community, which cites a lack of evidence of its efficacy. “Blood work is generally the best way to assess nutrient status,” says Katie Kissane, a Colorado-based registered dietitian and nutritionist. Lemme’s packaging is all post-consumer recycled plastic and distributed with carbon-neutral shipping.

The Kardashians are America’s version of a royal family. Via television, social media and a 24-hour online tabloid news cycle, the brood has given their audiences all access to their breakups, makeups, tragedies, triumphs and family connections, including those with multiplatinum musicians and professional athletes. Kardashian Barker debuted on reality TV at the age of 28 on the E! network’s Keeping Up With the Kardashians, which premiered in 2007. For anyone who needs a refresher on the family tree: Kourtney, Kim, Khloé (38) and Rob (35) Kardashian are the children of Kris Jenner, 66, and Robert Kardashian, who died in 2003. Kylie and Kendall Jenner, 26, are Jenner’s children with Caitlyn Jenner, 72.

The Kardashian-Jenners left E! after 20 seasons (including spin-offs with Kourtney and Khloé in Miami and the Hamptons) in 2021, signed a reported nine-figure deal with Hulu and rebranded the show as just The Kardashians, which began airing this year. Kardashian Barker has appeared as the sensible, honest, tell-it-like-it-is older sister who in later seasons of the original show wanted more privacy. So it was a plot twist when her recent storyline emerged with a hot-and-heavy romance with Blink-182 drummer Travis Barker, which culminated in an over-the-top wedding in Portofino, Italy, this summer.

Lemme is Kourtney’s second brand in the lifestyle category. In 2019, she launched a website called Poosh that publishes advice on fitness and nutrition, as well as product recommendations. The name was inspired by the nickname of her 10-year-old daughter, Penelope. Poosh currently has 4.7 million Instagram followers, which is nearly three times as many as Gwyneth Paltrow’s Goop, perhaps the best-known celebrity-founded wellness company, and nearly half a million more than Skims. But it’s still a drop in the bucket compared to the 196 million who follow Kourtney’s personal Instagram account.

“Poosh was the first name that we thought of and it just stuck. I feel like naming a business is like naming a kid,” she says. “There was one [name] that always felt so right for each of my kids, and I felt the same way with Poosh and Lemme.”

Here, the Lemme founder shares details about her latest launch exclusively with WSJ.

Derek Blasberg: Was wellness part of your life when you were growing up?

Kourtney Kardashian Barker: It was the ’80s! We had really unhealthy food in our house. Everyone ate chips and Lunchables and the animal cookies that were pink and white with sprinkles. But there was one health food store in L.A.—it was called Mrs. Gooch’s, and when I would go to [friends’] houses that had Mrs. Gooch’s snacks I would get excited because they tasted so different from the snacks I had at my house. But I think I was always conscious in high school, and I always worked out. My mom and Caitlyn would do these infomercials that sold fitness equipment. Kim and I would do Tae Bo and workout classes. That stuck with me when I went off to college.

DB: Was there a person who made you pay more attention to it when you were older?

KKB: Once I had kids was when I really bumped it up and started taking it more seriously. Nicole Richie really helped. She was one of my only friends who had kids before I did. She was like, You have to buy this one book, Super Baby Food, and it was all about making [your own] baby food. It taught me about organic products and, honestly, it changed my life on how I started eating. Then it was a snowball effect. You can’t unlearn information, right? By the time I was pregnant with Penelope, I was fully in it and doing different kinds of cleanses—like I did a Panchakarma cleanse. All these different things that I was getting into really changed my life, [down to] home-cleaning products.

DB: What’s the most extreme thing you’ve done in your wellness journey?

KKB: Probably this Ayurvedic Panchakarma cleanse, which I’m going to do in the fall again. You may have seen it on our show. It’s all these things you can’t do: No sex, no caffeine, no alcohol, no sugar. You’ve gotta eat this really clean, strict diet and you do it for five days.

DB: What are the supposed medical benefits of depriving yourself of caffeine, sex, alcohol and sugar?

KKB: It’s to reset your body. You do all of that—and it’s cleaning out [the toxins from] your tissues. And then you go into this spa and do treatments every day for four hours. Everything is very ritualistic and has a purpose, and it’s fascinating. I was doing it mostly for cleansing my body [in preparation to] hopefully have a baby.

DB: You talked on the show about having more children with your new husband. How are things going with that?

KKB: We started an IVF journey, but I stopped. It was a lot. I took a break to just focus on our wedding and getting married.

DB: Yes, that wedding was all over the internet. Will it be on The Kardashians?

KKB: We don’t know yet. I have hours and hours and hours of footage. I don’t know if we’re going to keep it for home video or share it with the world.

DB: Is it hard to not have caffeine, alcohol, not eat sugar and not have sex?

KKB: Yeah, kind of. But the reward on the other side—when you can’t have something and then you have it, right? It’s like I can’t wait for all the obvious things, but then I also like the simplest things like I can’t wait to have caffeine. It’s definitely about moderation and being kind to yourself…. If I’m going to Cabo, I’m definitely drinking margaritas and having chips and guacamole. It’s all about the balance.

DB: Your sister Kim told the New York Times she would eat poop if it’d make her look younger.

KKB: I would not do that. That’s where the line is.

DB: I saw that you and Gwyneth Paltrow did a candle collaboration together called “This Smells Like My Pooshy.” How did that happen?

KKB: Kim connected us, and [Gwyneth] texted me and said, “I think it would be so empowering for women to show that teaming up together [has more of an impact than] pitting them against each other.” She felt really strongly about that, and I loved that. Everyone has their own ways of going about things and I just feel like there’s so much room for everyone in that. We should be supporting each other!

DB: Why are you starting Lemme with gummies?

KKB: I take a lot of gummies. I keep a little glass jar next to my bed filled with them. When I was taking 30 supplements a day—they weren’t gummies—it wasn’t an enjoyable thing. I’m like, I cannot wait to take my gummies—can I take more? I usually take them after I eat something. I like knowing that I’m taking something that’s clean, [has] good-for-me ingredients and has a purpose.

DB: What was Lemme’s product research?

KKB: My process [with a new product] is take it to my natural doctor, and he would muscle test me with it. I would hold the product in my hand, and he would see how it reacts to my body. Some things test well but most of the time things didn’t test well on me. I found it so interesting when he would say, “Oh, it’s because they’re using corn or corn syrup or it’s genetically modified.” Matcha is probably my favorite gummy. It has B12, [so] it’s not like jittery caffeine energy. Matcha naturally has caffeine, so it’s not caffeine-free, but it’s like the tiniest bit of caffeine. The B12 and the coenzyme Q10 give you that sustained energy. I feel really passionate about the ingredients and the combinations.

DB: How’s your health now?

KKB: My health is amazing. I love to get blood work and analyse it and send it to my doctors and make sure I’m all good. Frequently. As often as possible! Every three months maybe.

DB: Is there anything that you’re looking out for specifically?

KKB: Honestly, nothing. I know when I feel my best. That’s when I’m working out at least five days a week and eating as cleanly as I can, which means mostly eating at home.

DB: Is it hard to stay in? L.A. is a social place and you have a big social group.

KKB: I think we’re pretty antisocial! We have family dinner once a week at home with a chef and then besides that I love to have one-on-one time with my kids. I try to either take them out to dinner or take them out to lunch. So, I probably go out four times a week. I love Travis and I love to go out to dinner, just us.

DB: Thinking of your childhood of potato chips and Lunchables, do you think your kids are deprived of something by not letting them have it?

KKB: Today I was having my one-on-one time with my son [Mason] and he said, “Mom, I need McDonald’s french fries today, please. It’s been a year since I’ve had it.” I was like, “Today’s not the day, sorry.”

This interview has been edited for length and clarity.



This is the beginning of the second item:

Is a Bra a Shirt? These Women Say Yes

By Rory Satran from the Wall Street Magazine.

When Barbara Eden played a kittenish genie in the 1960s TV series “I Dream of Jeannie,” she wore a seductive bra-like top, but kept her belly button covered. NBC executives, willing to go so far as a risqué bra, bolero and harem pants, considered revealing the navel to be one step too far. Now, 50 years after Jeannie paved the way for bra tops in public, non-bottle-dwelling women of all ages and shapes are trying the style. Some are even showing their belly buttons.

“The bra top is the new T-shirt,” said Eli Mizrahi, the designer of Paris brand Mônot, which launched in 2019 and makes sleek bra tops that first became an unexpected hit during the pandemic.

The piece has indeed become foundational like a T-shirt for some; celebrities such as Zoë Kravitz, Kaia Gerber, Gwyneth Paltrow and Florence Pugh, as well as regular women like a particularly with-it Brooklyn barista I met this year, are using bra tops as building blocks in their wardrobe for both day and night. (A subtlety: These are garments designed specifically as bra tops, made to be exposed and with more structure and substance than lingerie or your typical flimsy nude triangle bra.) They’re worn under blazers, under button-ups, and sometimes, daringly, with no other cover at all.

These past few days at New York Fashion Week, designers continued to stoke the flames of this scorching style, with show after show (and front row after front row) featuring at least one woman in a bra top. Downtown brand Sandy Liang showed a series of ’90s Prada-evoking looks featuring tailored bras and straight skirts. Michael Kors, not one to jump on fleeting trends, offered a few including a dressed-up one paired with slacks in lime green. Tom Ford, a master of bringing sexy back since his days designing for Gucci, closed out the week of shows with enough bra tops to keep Julia Fox outfitted for at least a week.

Speaking of Julia Fox, the actor and provocateur is to the bra top what Mark Zuckerberg is to the hoodie: its ambassador. Since she became something of a paparazzi star earlier this year after attending the couture shows in Paris with brief paramour Kanye West, she’s very rarely been seen in a shirt. Her bra tops have taken the form of a bandeau, strings and even, this September, what appeared to be a strip of duct tape.

While Ms. Fox is taking bra tops to the extreme, they’d earlier crept onto the paparazzi circuit in August 2019, when Katie Holmes wore a cashmere bra top by the New York brand Khaite out shopping in New York. In taupe cashmere with a matching cardigan, and only fractionally visible, it was as demure as a bra top can be. But it still made headlines, since at the time a bra, even a top-like bra, was unusual. Ms. Holmes later wryly told Laura Brown at InStyle magazine, “I have been in this business for quite some time. We both know you have ups and downs. It’s been a really exciting time because of the cashmere bra.”

Variations on Ms. Holmes’s bra continue to be big sellers for Khaite. Jodi Kahn, vice president of luxury fashion at Neiman Marcus, attributed the trend’s continued success to that Khaite bra, saying that it’s now a “go-to for many designers.” She pointed to some more grown-up ways of wearing it, such as in tailored, sequined form from Italian designer Brunello Cucinelli. Ms. Khan also noted that at Neiman Marcus, the bra top sees the most success when it’s sold as a matching set with a skirt or trousers.

Bra tops do have the capacity to bring the party. Maryam Nassir Zadeh, the founder and creative director of her eponymous New York brand, wore a purple sequined Moschino swim top to her 44th birthday party this year. Over the years, she’s collected vintage bra tops from Prada, Miu Miu and Dolce & Gabbana.

She’s also made them a standard feature of her avant-garde ready-to-wear collections, even in wool and suede. At her show this past week on Manhattan’s Lower East Side, bra tops were layered under and over tops in various states of transparency, and on their own. Ms. Zadeh said they sell well among her experimental and playful customers. “People are celebrating things that are beautiful outside the norm. That goes hand in hand with people sharing private body parts and embracing it,” she said. “It’s not a big deal to show a little bit of boob or a little bit of nipple.”For those of us who are not quite there yet, Los Angeles stylist Kat Gosik said that a $30 Nike bra top or sports bra with a cardigan over it is a good trial for beginners. For the more advanced, look to one of her clients, Christine Quinn of the Netflix reality show “Selling Sunset,” who wore a Jacquemus bra top, miniskirt and piles of diamond jewellery during the couture shows in Paris this summer.

For those of us who are not quite there yet, Los Angeles stylist Kat Gosik said that a USD 30 Nike bra top or sports bra with a cardigan over it is a good trial for beginners. For the more advanced, look to one of her clients, Christine Quinn of the Netflix reality show “Selling Sunset,” who wore a Jacquemus bra top, miniskirt and piles of diamond jewellery during the couture shows in Paris this summer.

Ms. Gosik said she’d noticed a lot of bra tops at the Coachella music festival this year, including a $3,390 crystal-encrusted Saint Laurent example that has been worn by Ms. Kravitz. Even as they’re now widespread, she said they still have the power to shock. “I think it definitely can raise eyebrows,” she said, “but I don’t necessarily think that’s negative.”



Here is the start of the third feature:


Riding Hermès to Record Revenue

By guest author Alexandra Marshall | Photography by Hugues Laurent for WSJ. Magazine.

As Hermès opens its biggest U.S. store to date, family scion and CEO Axel Dumas reveals what makes the brand tick.

“Overall, am I amazed, or can we do better? Is it risky enough?” Axel Dumas, Hermès CEO, says he asks himself during product reviews. Here, Dumas pictured in the saddlery at the Hermès headquarters in Paris.

ack when Axel Dumas was in charge of retail operations for Hermès in France, starting in 2005, one of his tasks was to pay a visit to all the company’s stores. “My goal was never to get the address [before I went],” says Dumas, now CEO of the family-owned brand, which was founded in 1837, six generations of his family ago. “My theory was that if we have the right location, I’ll be able to find it by feeling.” He’d go to the center of whichever town was on his list that day and follow his nose, which is aquiline and adds to the resemblance he bears to François Truffaut’s New Wave muse Jean-Pierre Léaud. “I’d look for a nice area, where people were working. It was easy.”

The brick-and-mortar shopping scene has been panicky for years, as e-commerce nibbles at its foundations, malls crater and department stores try to dig themselves out of bankruptcy. Stores are boring, the conventional wisdom says. Multinationals like the Gap and Sephora roll out techy gimmicks like VR dressing rooms and virtual makeup assistants. If there is a buoy of good news bobbing above a pessimistic industry surface, it is Hermès’s orange box. Since the middle of the 2010s, as headlines have trumpeted “the retail apocalypse,” and as the fast-approaching metaverse threatens to become a dematerialized shopping mall, Hermès has leaned into physical stores.

Via teleconference, his suit jacket buttoned while Paris emerges from a heat wave, Dumas laughs when I tell him that I’ve been barraged by logo-stamped press releases of renovations and openings. To name but a few in the past two years, there are new boutiques in Osaka; Stockholm; Madrid; Austin, Texas; and Doha, Qatar, and expanded ones in Istanbul; Manila; Dailan, China; and Short Hills, New Jersey. A fourth store opened in Florida, while the brand’s international airport presence, which Hermès was early to establish, remains muscular.

“You’d be surprised to know that when I joined [as CEO in 2013], we had maybe the same number of stores,” Dumas says. “I think we’re even down six. What we’ve done is to open bigger ones in better places, where we can show all the métiers,” as Hermès calls its 16 product categories, which include saddlery, men’s and women’s ready-to-wear, silk, leather, jewelry, homewares and, most recently, beauty. Even now that Hermès has become a multibillion-dollar company, there is no corporate team dedicated to crunching data before store locations are chosen. “Mostly it’s done by intuition,” says Dumas, 52. “We try to find a location on the sunny side of the street and a complicated building where there is character.”

The splashiest example of its new-old retail logic, and one of its most complicated buildings to date, is Hermès’s new flagship at 706 Madison Avenue in New York City, which broke ground in 2020. It will open its doors in early October. (The current Madison Avenue stores will close.) The structure combines three Upper East Side buildings with landmark facades into one. It was designed with RDAI, the architecture firm founded in 1972 by Rena Dumas, wife of Hermès’s former artistic director and CEO Jean-Louis Dumas and the mother of Hermès’s current artistic director, Pierre-Alexis Dumas (Axel’s first cousin).

Inside, the space is expansive and plush, with cinematic architectural details like sweeping arches and an extra-wide staircase made out of Portuguese limestone that joins the four floors. The ground floor is for makeup and perfume, accessories, costume jewelry, silk and men’s leather items—entry-level categories for many, and popular ones. You work your way up to get fancier and more specialized, with men’s made-to-measure, homewares, women’s ready-to-wear, shoes, equestrian gear, high jewelry and watches, and you finish with leather at the top—still the jewel in Hermès’s crown, responsible for almost half of its annual sales.

As he has for more prominent stores in the past, Pierre-Alexis Dumas has selected artwork and objects from the company’s in-house museum in Paris. There will be talks and presentations, and a small speakeasy that serves champagne, coffee and a signature cocktail. (The cocktail was still in development at press time, but it is unlikely to be orange. Too gimmicky.) There are VIP rooms and spacious dressing rooms. For the first time, the store team includes a concierge post. This has been filled by Casey Legler, who previously worked in the front of house at Le Coucou in Manhattan and Blue Hill at Stone Barns upstate.

There are plans to add another New York store in 2026, in Brooklyn’s Williamsburg neighbourhood (a pop-up will open there next year). But if Hermès could survive the transition to the automobile, from which came the brand’s turn to luggage and silks, there is reason to believe it can even find its footing via the L train.

Dumas was 42 when he was named CEO of the publicly traded but family-controlled company, and he has overseen its most explosive period of growth. In 2013, revenue was USD 5.2 billion; in 2021, it had nearly doubled to USD 10.2 billion. Shares, which now trade at around $1,400, have quintupled in value. Outside of the eight years he spent working for BNP Paribas in China and New York, his entire professional career has been at Hermès, where he started as a financial auditor in 2003. His posts since those early days included director of fine jewellery and head of leather and saddlery, which was Dumas’s job when Hermès started to wage its biggest battle, against a suspected hostile takeover by LVMH. The Guerrand, Puech and Dumas families, offspring of Émile Hermès, a grandson of the founder, combined to establish a holding company that controls 54.3 percent of the company, which no family member can sell to outside buyers for decades. (LVMH agreed to distribute its stake in Hermès to its shareholders, and it paid a USD 10.6 million fine for skirting reporting rules in its acquisition of shares, though the conglomerate maintained that it had not broken any regulations.) Soon after this initiative began, Dumas was promoted to COO, reporting to then-CEO Patrick Thomas. While Thomas was the first person outside the family to hold the CEO position after the death of Jean-Louis Dumas, there is no predetermined order of succession for family members. I ask Dumas, who comes across as a bit bashful despite a taste for natty suits, if the executive committee knew he was a corporate killer. “Kindness is not a synonym for weakness,” he says. “Just this year, we renewed the shareholder arrangement for 10 extra years, so we have 20 years ahead of us. The only way to renew it was with unanimity. So 100 people have again relinquished their rights to sell shares, which is touching. It’s about commitment and knowing what you want to achieve.”

Dumas insists that Hermès is a collective; his rhetoric around the company mirrors that of his cousin Pierre-Alexis, who refers to himself as a steward despite making his own significant contributions to the house. Pierre-Alexis has held the top creative post at the company since 2005 and has a seat on the board of directors, almost unheard of in the fashion world. He created the Fondation d’Entreprise Hermès, which partners with contemporary artists worldwide, researches sustainability and promotes education. (In 2021 a pilot programme on permaculture was rolled out to six middle schools.) Craftsmanship is revered at Hermès, and while there is an in-house tradition of artistic independence, there is also a willingness to stick with what works. The quest for novelty that results in a revolving door of designers at so many legacy fashion companies doesn’t trouble the executives. Véronique Nichanian has designed menswear for over 30 years. Pierre Hardy, whom Jean-Louis Dumas hired in 1990 to design shoes, began designing costume jewelry as well in 2001 and fine and high jewelry in 2010. Nadège Vanhee-Cybulski has designed womenswear since 2014. The lead creatives collaborate too, as with the launch of makeup, which saw Hardy designing packaging, Bali Barret, the former artistic director of women’s products, selecting colors, and Christine Nagel, the head of perfume creation, crafting the scents. (Today the creative director of makeup and skin care is Gregoris Pyrpylis, formerly of Shiseido, who continues to work with Hardy and Nagel.)

“We have more than 100 designers in the company,” says Axel Dumas, “and we do final product reviews together. I don’t get a vote on colour—the risk would be that I did.” He simply asks to be amazed. “Overall, am I amazed, or can we do better? Is it risky enough?”

Risky doesn’t mean trendy, which is studiously avoided at Hermès. Not doing things the way other luxury houses do can mean leaving money on the table in the short term, and this might be the most unexpected thing about the company, which IPO’d in 1993. Take perfumery, which at competitors is often a license owned by a third party. Scents are cranked out at a dizzying pace, usually without input from the person designing the clothes, who is ostensibly responsible for the brand image. Hermès was rare among its peers to appoint an in-house nose, Jean-Claude Ellena, in 2004, even rarer never to have given him an assignment, but to let him create according to his own vision. (The same arrangement extends to Nagel today.) The company also owns and oversees its own production. And while perfume is a cash cow at other companies, the perfume and beauty category accounts for a mere 4 percent of Hermès’s overall business.

Leather is still king, and given the enduring passion for Birkins and Kellys, Hermès works at capacity. Waiting lists for the products are not a function of artificial scarcity, but actual scarcity, given that each bag is made start to finish by the same artisan, and skins of the appropriate quality are in short supply. Between now and 2026, Hermès will have opened five new leather production facilities in France, for a total of 24. Last year it established the École Hermès des Savoir-Faire, which grants a nationally recognized diploma as well. Hermès endeavours to produce its own skins as much as it can to ensure quality and unfettered access. It began building a fourth saltwater crocodile farm in Australia in 2020, though its production of the hides globally will not increase. (It is working on employing new materials as well, including a vegan leather made out of mushrooms, developed by the California-based start-up MycoWorks, which debuted last year in the form of a travel bag.)

There is no marketing department to oversee product rollouts such as the ongoing collaboration with Apple watches. And so, instead of a simple presentation, how about a scavenger hunt in Venice? Or a poet customizing lines in celebration of lipstick in real time? How else to explain the delirious quirkiness of HermèsFit, an ephemeral exercise studio that toured New York, Tokyo and Paris, incorporating hats, scarves and shoes into bona fide weight lifting and yoga sessions, complete with a coach?

“You always need to have an idea that’s a little bit crazy,” Dumas says. “It’s people, it’s not a strategy. You need to have slightly crazy people in your company and give them the freedom to express an idea. Otherwise you can be boring or too transactional. When the end goal and the means are too aligned, you lose the spirit and the soul.”

Hermès maintains its distinctive culture in part because it has an unusually low rate of staff turnover. (The same extends to key suppliers; the 2022 shareholders letter notes the average relationship with the house is 20 years.) Most workers become shareholders, and they all got a EUR 3000 cost-of-living bonus last year, too. Likely this contributes to the Universum Global rankings, which named the company the second most attractive employer for French students in 2022, after LVMH, and in the top five for executives.

And yet the future is unpredictable. Even without a world in upheaval, there is the virtual universe, occupying a greater place of importance for young consumers. Where does a company of artisans find itself in a dematerialized future? Hermès was early to start e-commerce, which, in the early 2000s, felt as alien as the blockchain does today. “Blockchain technology allows you to track your supply chain and add data in a faithful way, which is interesting,” Dumas says. “NFTs as a product for sale in their own right is a trickier question. We are craftsmen, and we’re not just selling an image. But in 10 years if our clients require NFTs to accompany physical products, so they can have an avatar dressed as they are, we can think about it. I’m not sure we’d ever sell an NFT without a physical product, but in a way it won’t be up to us to decide. It will be the client.”



This is the beginning of the fourth item:

How Kendra Scott Built a Billion-Dollar Fashion Empire—Without Beverly Hills

Yes to Bama Rush and ‘College Game Day.’ No to Rodeo Drive. Business lessons from the TikTok-famous jeweller that owns the heartland market.


By guest author Rory Satran from the Wall Street Magazine.

Hi y’all! My top is from Shein, my skirt is from Lilly Pulitzer, my shoes are from Steve Madden, my earrings are from T.J. Maxx, my bracelet is from Cartier—and my necklace is from Kendra Scott.”

In the familiar cadence of “Bama Rush” videos, the subgenre of TikTok’s “outfit of the day” posts that grew out of the University of Alabama’s sorority-rush season, one jewelry brand comes up again and again. Earrings? Kendra Scott. Ring? Kendra Scott. Bracelet? Kendra Scott!

“It’s almost like a cult following,” said Ms. Scott of her appeal, wearing a top in her signature shade of sunny yellow when we spoke over Zoom.

When Bama Rush first began trending in 2021, it introduced Kendra Scott to the kind of coastal-elite audience that had been ignoring her for nearly 20 years. By the time she became a TikTok sensation, the 48-year-old jewellery designer had already steadily built an empire valued at more than $1 billion. Founded in 2002 in Austin, Texas, the Kendra Scott brand went from a single mom hand-tooling jewellery in her spare bedroom to a retail behemoth with 130 stores in the U.S., an estimated $360 million in annual sales and a devoted fan base, especially among young Southern women. In 2017, Boston investment firm Berkshire Partners closed on an undisclosed stake in Kendra Scott, valuing the company at $1 billion and with Ms. Scott retaining majority ownership.

Sitting in front of an exuberant abstract painting (in a yellow palette, of course) at her Austin headquarters, Ms. Scott shared her story with all the enthusiasm of a morning-show host after 10 matcha lattes. “It’s about more than just the jewelry, it’s the brand,” she said. “And I think our brand is representative of an optimistic attitude.”

Ms. Scott’s superfans paint their nails in iridescent jewel tones to match their Kendra Scott gemstone pieces, like the bestselling Elisa necklace, which is available in 26 stones, each for under $100. While the company now offers fine jewellery, including diamond engagement rings, it’s largely the inexpensive, colourful semiprecious pieces in the USD50 – USD 250 range that high-school and college-aged women clamour for and show off on social media. It’s not uncommon for fans to ask Ms. Scott to autograph their jewelry packaging, or take selfies with her if they’re lucky enough to spot her in one of her stores.

The sunny Kendra Scott myth is about to expand when Ms. Scott publishes her inspirational memoir, “Born to Shine: Do Good, Find Your Joy, and Build a Life You Love,” on Sept. 20. It asks the same question countless sorority girls and aspiring entrepreneurs have wondered: How did Kendra Scott, a former public-relations executive from Kenosha, Wis., become a mogul and philanthropist—virtually all through hyperlocal marketing and word-of-mouth?

Don’t Dismiss the Mary Kay Model


Ms. Scott was raised by a lawyer father and an enterprising mother, who split when she was 9 years old. In the Scott basement, Kendra’s mother met regularly with her Mary Kay beauty saleswomen group, “Jan’s Jewels.” Wearing pink jackets and pink bedazzled accessories, the women would sit in a circle and sing “I’ve got that Mary Kay enthusiasm down in my heart!” before plotting their sales moves. To Ms. Scott, it was an early model for women supporting women that she still applies to her business today.

“There was this unbelievable sisterhood and friendship of rooting for one another, not tearing each other down,” Ms. Scott remembers. “It’s the power of what happens when women join hands and work together.” Ms. Scott writes in her book about how the Mary Kay ethos inspires her own company’s emphasis on female empowerment, as well as its attentive customer service.

Like Mary Kay, Kendra Scott has also grown in part by its word-of-mouth, women-to-women grass roots marketing—an approach behind its “Direct Retail” community stylist program, announced this year. Allowing women to sell Kendra Scott jewelry directly to other women and make a commission, the program is what’s known as a single-level marketing strategy. Mary Kay, which was founded by Mary Kay Ash in 1963 and became a multibillion-dollar business that still exists today, grew in part due to a multilevel marketing plan. (Multilevel marketing businesses have an added incentive for members to recruit other members, which Kendra Scott does not.)

Forget Beverly Hills

In 2011, after the success of her first bricks-and-mortar retail store on South Congress Street in Austin, Texas, the previous year—which she said had lines around the block “like a nightclub in Las Vegas”—Ms. Scott decided she was ready to open her second store. She landed on Rodeo Drive in Beverly Hills, the luxury mecca. Except Kendra Scott wasn’t exactly luxury, at least not in the way that Rodeo shoppers were accustomed to. “It was a different cultural environment than, you know, kind of what we were experiencing here in Texas,” mused Ms. Scott. The store tanked within a year.

To this day, it’s the only store that she’s closed. She said that at the time, she got caught up in the idea it might make her “legitimate.” But her customer lived in the less glitzy, more down-home corners of the country, such as Plano, Texas, where a Kendra Scott store once did
USD 7 million in sales in one year. To Ms. Scott, it’s a lesson in being realistic about your business. “Brands sometimes engage in what they think they’re supposed to do,” she said, to their detriment.

Release the Butterflies

Evincing luxury at an accessible price point is retail gold (think: Lululemon yoga pants in their shiny reusable tote, or a gift-with-purchase from a Lancôme counter). Kendra Scott, with its polished yellow-and-white boxes and bags, curvy golden medallion logo and pristine stores, has got a lock on the budget-luxury look.

Daphine Bush, a hair stylist in Houston who often buys Kendra Scott gifts for her friends and family, said, “When they see that little yellow box, they’re always going to be excited about it.”

That sense of escape from the everyday was instilled in Ms. Scott by her mother, who used to say that, “It should be a butterfly release” when women open their Mary Kay packages. With her packaging and the store experience, Ms. Scott said, “I want her to know, she’s valued and appreciated and she’s seen.” Ultimately, the point is to drive sales. Or as Ms. Scott put it: “Connection before transaction.”

Embrace the Bama

When the “Bama Rush” videos first took off, often featuring Kendra Scott jewelry front and center, Ms. Scott was barely on TikTok. The week of rush in August 2021, traffic to the Kendra Scott TikTok page increased by 790% from the previous week. Ms. Scott said she was taken completely by surprise—but the company immediately embraced the bump. That month, Ms. Scott and her colleagues filmed reactions to all the Bama Rush content, spurring on the trend.

“The TikTok audience likes this kind of fourth-wall-breaking that brands like Kendra Scott are doing more and more,” said Biz Sherbert, culture editor for The Digital Fairy marketing agency. It all became very meta.

But even before TikTok, Ms. Scott recognised that college students, particularly those in sororities, had influence in their communities. Since Kendra Scott was started in Austin, where University of Texas mania runs deep, the brand offered pieces with Longhorn-orange stones from the get-go, and would roll out similarly spirited colours in other university areas around the south.

“That is what started to really put us on the map,” remembered Ms. Scott. “Even in the early days, there would be 50000 students in that stadium, and every other girl was wearing Kendra Scott.”

Create a Three-Year Vision Board

In 2020, with the pandemic closing her physical stores, against the backdrop of a second divorce, Ms. Scott met with a life coach. Together they set a three-year plan, something she’d done since she first heard of the practice from the author of “Vivid Vision” Cameron Herold. “Like most people, the chaos of 2020 had put me into a tornado of shifting needs and demands; even with solid core values I felt like my internal compass was constantly trying to find its way North,” she writes in the memoir. So she sat in the sunniest corner of her living room and outlined goals to do more teaching, more philanthropy, spend more time outdoors, and attend fewer unnecessary social events. She wanted to spend more time with her three sons, Cade, 20, Beck, 18, and Grey, 9.

While Ms. Scott still retains the title of founder, executive chairwoman and chief creative officer, she promoted Tom Nolan from president to CEO in February 2021. These days, she’s focused on design, philanthropy and applying that same three-year-plan to her business.

She asks her employees, “What do you see yourself wanting to do in three years?” The question extends beyond business to include life goals, including motherhood. In an almost evangelical way, she hopes the book will help other women find their way, too. “I wanted to share my failures even more than the successes—because I think it’s so important for people to know that that’s real life,” she said. “They can do exceptional things, and they all have innate ability on this Earth to do something awesome.”



Here are the starts of feature five

Royal-Reunion Photos Have Body-Language Experts Working Overtime

Analysts say they are fielding a high volume of press requests and working long hours to fulfill them. ‘I find that I’m still in my dressing gown at about 4 o’clock in the afternoon,’ one said.

By guest author Lane Florsheim from the Wall Street Magazine.

Judi James, a British author and body-language expert, said this past week has been the busiest of her professional life. She was already buried in press requests related to the Sept. 6 election of Liz Truss as Britain’s new prime minister when news of Queen Elizabeth II’s death broke two days later. Her inbox will not see zero for some time.

“I have had a long series of what I call ‘hobbit days,’” said Ms. James, 71, who is based in Brighton, England, and has spent 40 years writing about body language. “I find that I’m still writing in my dressing gown at about 4 o’clock in the afternoon.”

Keeping her occupied are several photos and videos of the Prince and Princess of Wales with Prince Harry and Meghan Markle, greeting a crowd of mourners gathered outside Windsor Castle. In one particularly pored-over image, the group has just arrived on the scene: Kate and William are standing apart from each other at what appears to be a considerable distance, while Prince Harry and Ms. Markle are holding hands. “Hold on I’m about to become a body language expert,” one person wrote on Twitter, garnering 633000 likes.

The impulse to derive deeper meaning from these photographs reflects an ongoing fixation with the private dealings of the royal family, in particular with the Sept. 10 reunion between the Prince and Princess of Wales and the once-royal Sussexes. Before the queen’s death, the four had not appeared publicly together since early 2020, shortly after Harry and Meghan made their royal exit. Through a spokesman, the Prince and Princess of Wales told the Times of London: “The Prince of Wales invited the duke and duchess to join him and the Princess of Wales. The Prince of Wales thought it was an important show of unity at an incredibly difficult time for the family.” (Neither couple responded to a request for comment.)

In the absence of more candid statements about reconciliation from either couple, the royally obsessed are reading into their every appearance for signs of how they’re all feeling about the reunion—and body-language experts are working around the clock to meet the demand.

Darren Stanton, a behavioural and body-language expert in Nottingham who says his 20 years as a police officer, combined with his studies of psychology, make him a “human lie detector,” is also up to his ears in press requests, mostly from newspapers and magazines. “This is the catalyst for a whole new chapter in the monarchy,” said Mr. Stanton, 52.

Both Mr. Stanton and Ms. James noted that the royal family has appeared to embrace a new, more emotional public existence in the days since the queen’s death. “The queen followed this very strict protocol that she was given by her father”—King George VI—“not to show emotion, you know, stiff upper lip,” Mr. Stanton said. “You’ve got to suck it up at all costs.”

Ms. James, who has appeared as an expert on the British “Big Brother” and the competition show “Strictly Come Dancing,” said she sees a “complete and almost overnight change” in the body language of the royal family, citing photos where they’re hugging each other, weeping and united in their sadness. They seemed “comfortable about sharing their signals of grief with the public,” she said, whereas when Princess Diana died, the family showed more restraint.

Ms. James also mentioned how King Charles III—himself normally a stiff upper lipper—threw both his hands out to greet the crowds in a mimed hug gesture. “It was visible grief on his face,” she said, “his eyes, clearly full of tears.”

As for the famous foursome, Ms. James said she isn’t particularly optimistic about them hugging and making up. “I think this is a tribute to their respect to the queen, more than anything else,” she said.

Mr. Stanton emphasised the warmth and openness Ms. Markle showed the public during the Windsor appearance. Some mourners returned her gestures with a chill: In one video, Ms. Markle appears to be snubbed by multiple people who refuse to shake her hand. But Mr. Stanton also cited another viral moment, when Ms. Markle hugged a young girl in the crowd. “I think the British people have warmed to Meghan again,” he said.

In the days and weeks ahead, Ms. James will be looking for clues about what kind of king Charles could be. “There was a moment when he was signing documents,” she said of his accession council, when he signaled to have objects moved from his desk. “This man who clearly is so used to having servants, and quite tetchy with it as well, doing this kind of flapping movement and then these huge grimaces in the lower jaw. While the queen’s been on the throne, we’ve tended to see him and Camilla looking quite sweet, like your grandparents.”

“Suddenly we’re seeing a more authoritative figure,” she added, “who I think might be quite precise in how he wants things done.”



.. and the sixth feature starts here

Lip-Reading and Fashion Criticism: Meghan’s U.K. Trip Under Scrutiny

By guest author Sahrah Lyall from the New York Times. Sarah Lyall is a writer at large, working for a variety of desks including Sports, Culture, Media and International. Previously she was a correspondent in the London bureau, and a reporter for the Culture and Metro desks.

The actions of Meghan, and her husband, Prince Harry, as they mourn the queen have been the subject of biting social commentary — as usual.

LONDON — All Meghan Markle did was put on a somber outfit and a sympathetic expression and walk around in public with three other people for 45 minutes. But the pointillistic armchair analysis of that brief event — a surprise outing outside Windsor Castle last Saturday featuring Meghan and her husband, Prince Harry, and Prince William and his wife — has gone on ever since.

The incident, for those following this particular saga, represented a brief cessation of, or maybe presaged an eventual thaw in, the coldness and hostility that has developed between the Prince and Princess of Wales (William and Kate) and the Duke and Duchess of Sussex (Harry and Meghan) in the past few years.

Thrown, or perhaps pushed, into shared mourning after the death of Harry and William’s grandmother, Queen Elizabeth II, the four came together for the first time in more than a year to express their gratitude to the crowds, admire the bouquets of flowers left for the queen and demonstrate that they were able to exist in the same general location without seeming overtly hostile to each other.

From the moment Meghan appeared in public, and in the days that followed, Meghan-watchers in the papers and on social media have analyzed the video of the event as if it had been filmed by Zapruder himself, turning into instant lip-readers, body-language analysts, fashion critics and protocol experts in service to a never-ending parlor game: What Has Meghan Done Now?

How did Meghan’s dress (black and calf-length, with a flared skirt) compare with Kate’s dress (black and calf-length, with a slim skirt)? Did Kate snub Meghan by apparently not looking at, talking to or acknowledging her? Was it true, as someone claimed on TikTok, that Meghan tried to forge ahead of the others into the flower area, only to have Harry remind her “of royal protocol by subtly holding her hand back to let William and Kate come through to the flowers first”?

Opinions about Meghan vary widely, and with facts thin on the ground, responses to events like these tend to reflect deeply held, and entrenched, emotions. So some people reported on social media that a happy murmur went through the crowd at Windsor when they saw the two couples together; others said the opposite, declaring that while some mourners were excited to see William, Kate and Harry, they were actively opposed to Meghan’s presence. Various topics trended on Twitter: #Meghan (mixed views but with a healthy pro-Meghan contingent) and #MeghanMarkleGoHome (self-explanatory).

A similarly robust and mostly fact-free conversation erupted on Wednesday, after the two couples, along with other members of the royal family, left a service at Westminster Hall following the arrival of the queen’s coffin. Harry and Meghan walked out holding hands, unlike most of the other royal couples. A debate ensued: Were they disrespectfully behaving like “lovesick teenagers,” or was it OK to hold hands with your spouse while leaving a somber occasion?

It turned out, too, that another pair — Princess Anne’s daughter, Zara, and her husband, Mike Tindall — also held hands on the way out, which added an element of confusion to the issue. As Meghan fans have long pointed out, she is often attacked by the hostile tabloids and on social media for doing the exact same things that other royals, particularly Kate, the Princess of Wales, are praised for.

In the United States, where they moved after stepping back from royal duties in 2020 (“Megxit”), Meghan and Harry have been working diligently to raise their two children and reposition themselves as celebrities and influencers — that is, American-style royals — with a splashy Netflix deal and multiple charity and business ventures. They have made high-profile speeches at places like the United Nations (Harry), started a podcast series featuring interviews with famous guests (Meghan), brought the cameras along to record them as they do charity work and spoken publicly about issues like mental health and how they feel betrayed and mistreated by Harry’s family.

They are collaborating on a memoir that they say will be a candid account of who they are and how they feel, with plenty of details about their falling out with the royal family and their uneasy departure from Britain.

When Elizabeth died last week, the couple were already in Britain at the tail end of what The Daily Mail derided as a “pseudo-royal tour” and The Times of London unkindly called “a mini freelance royal tour.”

Accusing Meghan and Harry of blatant attention-seeking during this trip, the papers nonetheless stepped on their own arguments by showering them with attention, albeit mostly negative. “For those of us who have had more than enough of Harry and Meghan, I’m afraid they’re back on this side of the Atlantic,” Hilary Rose wrote in The Times of London.

Then the queen died, and Harry traveled by himself to Balmoral, in Scotland. Some reports said, without verifiable attribution, that he had been ordered to leave Meghan behind so as not to upset the rest of the family. Harry stayed for just a short time before returning to his wife. There things stood until they accepted the invitation to walk around for a bit with William, Kate, the crowds at Windsor and a bunch of cameras.

Alas, we’ll never know the truth behind it. We’ll never know, for instance, if the possible rapprochement came about because King Charles III “ordered his warring sons to set aside their ongoing feud,” as The Daily Mail reported on Saturday — or because Prince William unilaterally sent a “bombshell text” to his brother laying out the terms of the proposed joint appearance, as the paper (contradicting itself) reported on Sunday.

The Mirror tabloid followed what appeared to be an anti-Meghan party line in reporting that some of the mourners in the crowd refused to shake her hand and, in one case, haughtily donned a pair of sunglasses in response to her arrival. According to the paper’s analysis of a video of the incident, another woman turned away and then pointedly “gave the Duchess of Sussex the stink eye, before laughing” in her general direction.

Meanwhile, the commentator and controversialist Piers Morgan, an obsessively close observer and relentless critic of Meghan, inevitably waded in with his usual splenetic views.

“Don’t be misled by the scenes of supposed hatchet-burying between William and his brother at the weekend,” he wrote in The New York Post and on the Fox News website, in a piece titled, “Harry, If You Really Want to Honor Your Dad, Nix Your Salacious Tell-all and Rein In Your Royals-Trashing Wife.”

To which one reader responded on Twitter: “‘Rein in your wife’…?! What is this, the Middle Ages?!!!”

A version of this article appears in print on Sept. 18, 2022, Section A, Page 6 of the New York edition with the headline: Bouquets, Condolences And Nonstop Scrutiny.




Newsletter  of last week

Embracing growth and building resilience during economic uncertainty – Innovators https://textile-future.com/archives/96218


Highlights of the News of last week, for your convenience, just click on the item to read.



Renault goes full speed ahead with an electrifying show car  https://textile-future.com/archives/96319


Swiss Science Prizes Marcel Benoist and Latsis go to pioneer in laser physics and innovative legal and medical scholar https://textile-future.com/archives/96267


UBS provides update on its 2022 capital returns to shareholders https://textile-future.com/archives/96276

Xeikon Café is back https://textile-future.com/archives/96325

A New Array – the theme of BASF’s 2022-2023 Automotive Colour Trends collection https://textile-future.com/archives/96338

Nestlé translates scientific discovery on early-life brain development in first product of its kind https://textile-future.com/archives/96366

Step up oil purification with Clariant’s latest TONSIL® adsorbents at oils+fats 2022  https://textile-future.com/archives/96433

Global Amines New Fatty Amines production plant now on stream  https://textile-future.com/archives/96456


USDA – India Cotton and Products Update – First Update 2022/2023 https://textile-future.com/archives/96170

Zambia Rejoins the ICAC, Becomes the 11th Member Government in Africa https://textile-future.com/archives/96501


The McKinsey Week in Charts https://textile-future.com/archives/96137

EU exported EUR 921 million worth of bicycles in 2021 https://textile-future.com/archives/96249

EU produced 13.5 million bicycles in 2021 https://textile-future.com/archives/96261

Swiss Producer and Import Price Index fell by 0.1% in August https://textile-future.com/archives/96284

Statistical cooperation in and around Europe https://textile-future.com/archives/96302

EU Amount of waste recovered increases in 2020  https://textile-future.com/archives/96312

Highest motorway densities in German & Dutch regions  https://textile-future.com/archives/96360

OECD: G20 GDP falls 0.4 % in the second quarter of 2022  https://textile-future.com/archives/96436

Over 1 in 5 at risk of poverty or social exclusion in the EU  https://textile-future.com/archives/96477


Energy prices: EU Commission proposes emergency market intervention to reduce bills for Europeans  https://textile-future.com/archives/96352

Mergers: EU Commission clears acquisition of Hop Lun by Platinum  https://textile-future.com/archives/96356

EU Commission moves to ban products on the EU market made with forced labour https://textile-future.com/archives/96375

Circular economy: new EU rules to allow use of recycled plastics in food packaging   https://textile-future.com/archives/96472


Textile Chemicals and Printing Technologies Sector is getting prepared for its major meeting after 4 years https://textile-future.com/archives/96166

BASF at Simac Go!Create your shoes with BASF materials https://textile-future.com/archives/96195

BASF to debut VALERAS™ for its plastic additives portfolio at K 2022  https://textile-future.com/archives/96295

A high-energy NYFW marks return to pre-pandemic normalcy, for better or worse  https://textile-future.com/archives/96504

Hong Kong

CENTRESTAGE ELITES unveils latest fashion trends https://textile-future.com/archives/96147

Intellectual Property

WIPO – Global Innovation Index’s Global Science & Technology Clusters: East Asia Dominates Top Ranking https://textile-future.com/archives/96343

Join us for WIPO Youth Movie Night on September 20, 2022 https://textile-future.com/archives/96393


Jobs outlook highly uncertain in the wake of Russia’s war of aggression against Uk https://textile-future.com/archives/96343raine, says OECD https://textile-future.com/archives/96126


Swiss Fashion Designer Yannik Zamboni wins one million USD in a fashion show in the USA  https://textile-future.com/archives/96154

Swiss Lonza Appoints Daniel Palmacci as President of the Cell & Gene Division https://textile-future.com/archives/96211

New Products

SABIC introduces new LNP™ ELCRES™ FST copolymer resins for rail seating, compliant with EN45545 standard https://textile-future.com/archives/96429

Ascend bringing new materials to Battery Show  https://textile-future.com/archives/96452


Falling walls 2022: Empa scientist among winners in Physical sciences  https://textile-future.com/archives/96388

Swiss Empa: Electronics – Hitting the bull’s eye https://textile-future.com/archives/96446


Can Christmas save the John Lewis Partnership bonus? https://textile-future.com/archives/96485

Morrisons to open ‘thousands’ of Morrisons Daily stores https://textile-future.com/archives/96491

Frasers Group’s GBP 14 million bid to acquire MySale receives blow as chairman exits https://textile-future.com/archives/96497


Europe Looks to Fight Fast Fashion https://textile-future.com/archives/96131

DyStar Releases 2021- 2022 Integrated Sustainability Report https://textile-future.com/archives/96280


Switzerland commits to Afghanistan’s future https://textile-future.com/archives/96333


WTO, OECD to redouble collaborative efforts in addressing challenges of the global commons https://textile-future.com/archives/96402

Worth Reading

Towards a new vision of innovation through COVID-19? https://textile-future.com/archives/96399