Retail ready

Retail ready means paying attention to small details for that professional look.

 

Do you know that the term “retail ready” means being properly prepared to approach retailers with your T-shirt line? This means paying attention to details such as hang tags, packaging (poly bags, tubes, boxes etc.), custom shirt tags (printed or transfers), and any other small detail that will convey a professional image. Be retail ready!

Check it

Check your business plan once in a while to make sure you’re on track.

 

Do you know (of course you do!) that your business plan isn’t meant to line your desk’s bottom drawer? Get off the treadmill once in a while and check progress against your plan. It’s a necessary reality check.

Few features

Market one great feature; don’t confuse your customers with too much information.

 

Do you know that your marketing message should focus on just a few features (say, one or two) to avoid confusing customers and make it simple for them to justify using your product. Better still if that feature differentiates you from your competitors.

Graphic design

Okay, but can it be screen printed?

 

Do you know that before a graphic designer can design for screen printing they need to understand how a multi-coloured print is set up for screening? Graphic designers don’t necessarily know this if they don’t know screen printing. This is why you must ask about screen printing experience before engaging a graphic designer.

Applique

Okay, not the greatest example of applique, but you get the picture. imagine it in conjunction with a print.

 

Do you know that applique combined with a screen printed image can add a whole new dimension to your garment? It’s more work but the result can be eye-catching and sold for more.

Your phone

Do you know how many customers you lose when the phone at your shop is not immediately answered by a human? Current and potential customers do not want to be greeted by voicemail making questionable promises to call back “as soon as possible”. Serious businesses answer their phones, one way or another.

Company pet

Do you know that Company pets are common in screen shops? The thing is that they need to be managed — they don’t have the discretion to manage themselves. For one thing, they could bother people with allergies. For another, employees and customers are not likely to enjoy cats wondering around on the furniture or dogs growling at them.

Flash cure

So that’s why my prints are washing out!

Do you know that if you’re relying on your flash cure to cure your prints, you’re running the risk of improper curing? If you’re serious about putting out a great print, get the proper equipment. How would you feel about a surgeon taking out your appendix with a kitchen knife rather than a scalpel?

Health

I’m too sick to open the shop today . . .

 

Do you now that good health is good business strategy? A sick and absent you is not much use to your shop. And since your shop needs you to run properly, you need to see your healthcare professional regularly as a preventative measure, and promptly if you’re unwell.

Get a job

Learn the trade first before you open your own shop.

Do you know that a good way to get into the industry is to take a job in a textile screen printing shop? It’s much smarter than laying out cash on equipment and supplies if you don’t know what you’re doing. And only when you’ve learned what you can and you’re still sure you want to be in the industry, open your own shop.

Knowledge

Don’t ever give up learning new stuff . . .

Do you know that some screen printers are out of touch with the latest advancements in the industry because of a know-it-all attitude: “You can’t tell me anything — I’ve been doing this for thirty years. ” Stay current or fall behind — attend trade shows and read industry journals and blogs.

Plastisol

I didn’t know that!

Do you know that regardless of what some ink manufacturers say about being able to use their ink straight from the container, you should stir it every time before scooping into the screen? Plastisol gets a little “thicker” in the container over time — a good stir not only makes it easier to work with, but will let you know if you have to consider a thinner.

Customer credit — a pain in the neck.

Don’t let slow or non-paying customers put you in this position.

A few years ago I heard of a screen shop in Canada that did not offer credit. Sounds improbable doesn’t it? It did to me too so I spoke to the owner about the no-credit policy. What he told me made perfect sense, provided you can make it work in your own particular marketplace, as he did. The challenge of course is overcoming a deeply entrenched expectation of at least 30 days credit in the industry.

His point was that credit, while an expected practice, has many hidden snags. First you put yourself through the agony of weighing up the sale against the loss of a customer for the sake of waiting 30 days for your money. And almost always the drive to make sales prevails and one crosses fingers and grants the credit. But, as he said, for one thing, 30 days hardly ever means 30 days; it always seems to drag on for more. Then there is the hidden administrative burden of calling (often more than a few times) for one’s money  and as time passes with no cheque in sight, there is the rising anxiety that perhaps it will never arrive. And what a lot of shop owners don’t seem to realise is that an unpaid debt is much worse than an unmade sale because not only have you not made the expected margin, but you’ve given away inventory for nothing. And to add insult to injury, you’ve spent additional time and money trying to collect.

So if a cash-only policy is impossible in your marketplace (and only if it’s really, really not feasible), what to do? Well, for one thing, a strictly-enforced credit policy should be documented and made known to your customers. Those who will not or cannot comply may be worth dumping because chances are that they’re going to take you for a bad debt, sooner or later. In the meantime, they’re going to put you through the cash-flow wringer because your suppliers and service providers are going to want their money on time, and if it’s not flowing in, how can it flow out?

Time to give credit strategy and management some thought?

 

 

 

Direct-to-garment update.

How do you like your DTG printer?

I’ve just run across a series of interviews conducted with DTG machine users in the U.K. late last year. Their responses provide an interesting update of this relatively new technology.

You will remember some of the knocks against DTG technology when it first started showing  its face at the trade shows a little over a decade ago. It was much slower than screen printing, the equipment was expensive, it couldn’t print on darks, the “furry” nature of T-shirts caused the print heads to clog up, the machines seemed to perform quite well in a show environment but when they had to work in a typical shop environment there were issues, it was not production friendly, and so forth.

There is no doubt that the technology has come a long way and, as is typical of new technology, even as the quality improves, the price declines. This is true of DTG but, it seems from the feedback from the users interviewed, some of the initial cautions still remain.

For instance, cleaning and maintenance is important. The heads can still clog up. They can also dry up if the machine in not used continuously. One respondent suggested that a DTG machine is like an aircraft — if it’s not working all the time it develops issues and can become a questionable investment. The prevailing opinion still seems to be that it is not production friendly and, as one person noted, if an order is for more than 100 prints, they revert to screen printing.

On the plus side, the issue of printing on darks has largely been solved and some respondents mentioned that they really  liked the detailed prints they could achieve.

This all seems more positive than it once was, but keep in mind that DTG still can’t do special effects.

So, would an investment in a DTG printer make sense for your shop? That depends of course on the nature of your shop and its workload. The same caution applies as much now as it did when the technology first hit the market — do your homework on the technology and the numbers.

Time to automate? The toughest questions . . .

Need an automatic? There’s much to think about.

An article in a recent Images magazine addressed the question of whether or not to automate. The author, Dave Roper, must be credited for offering some good information to assist in the decision. However, there was one glaring omission that may be the most important consideration, but more of that later. First, the good stuff.

To start with, Roper listed 6 questions that might suggest that the time was right for switching from a manual press to an automatic:

  1. Is manual printing fatiguing you?
  2. Are you letting customers down on delivery times?
  3. Has your customer base grown?
  4. Do you have a need for quicker turnaround?
  5. Do you want more output for less input?
  6. Do you need more consistent prints?

The article then offers a monetary comparison between printing manually and automatically. it shows that with the added speed and capacity of  an automatic, the shop’s earnings can go from about £300,000 to just over £1,100,000.

And before discussing the various types of automatics you might consider, 6 final considerations are offered:

  1. Do you have enough space for an automatic?
  2. How big is your exposure unit — can it handle two screens at the same time?
  3. What is your power source?
  4. Do you need a compressor?
  5. Will you need a larger dryer?
  6. Can your screen room handle larger screens?

All of this is good advice and the monetary comparison is appealing. But there is something else that needs much more consideration than it gets from the brief question: “Has your customer base grown?” There are some big questions to be answered. Even if your customer base has grown, does your market have enough capacity to grow your customer base to where the expenditure on increased capacity can be justified? Or will another manual and an operator take care of the increased growth more economically? And where will the additional growth come from — new business or from your competitors? Do you have the will, the means, and the marketing program to rope in that additional business?

These are not easy questions and the answers will need some work. But it’s worth the effort because if your market doesn’t have the growth capacity, all the other reasons for switching from a manual to an automatic become redundant and you could end up with an expensive white elephant.