Forever 21 is forever 86’d from American shopping malls. The apparel retailer has announced plans to close all of its U.S. stores but will maintain international operations.

Founded as Fashion 21 by Korean-American immigrant couple Do Won and Jin Sook Chang in 1984, the original Los Angeles store was only 900 square feet. A year after investing $11,000 in savings into their business, the Changs had sold over $700,000 worth of inventory, allowing them to expand. The company eventually reached over 600 stores and $4 billion in global sales.

But Forever 21 declared bankruptcy in 2019 due to increased competition from H&M and Zara, both capable of producing new styles more quickly. The Changs sold it to Authentic Brands Group and Simon Property Group, which soon faced even steeper fast-fashion competition from Shein and Temu.

Lasting businesses often come from humble beginnings, but in fashion, you always have to watch out for going out of style.

Haley Solar: Will shoppers return to “Made in USA” fashion?

Salaries: Photoroom teaches its own employees to negotiate 

Airheads: Underwater vending machine deepens customer pool

(Source: Haley Solar)

As imports get more expensive and fast fashion falls apart, there’s an opening for local dressmakers. Just ask designer Haley Solar, whose namesake store — which recently made waves for its immersive Twin Peaks experience — has become an institution in the Los Angeles neighborhood of Eagle Rock.

Speaking to b. from her workroom, surrounded by bolts of colorful fabric and notes on a whiteboard, Solar explained how she’s carving out space during this industry shift. She spoke with us on the realities of operating a small fashion company and why “Made in the USA” can be better for both a product’s quality and the people who make it. 

b.: Did anything surprise you when you first started your business in terms of how you would be able to price handmade items?

Solar: The main thing that surprised me was how little there was an understanding of the manufacturing process. … Something that is sewn [by hand] may look “crafty” or cheap to a consumer who’s really used to seeing things done on a massive scale for a really small amount of money.

I’ve been sewing my entire life. To look at a garment and see a price that is far beyond the cost of labor … to make that item means that there is a huge violation of humanity within that [and] a massive carbon footprint by sending fabric back and forth across seas and air in order to cut down on human labor. 

b.: How did you address that with your customers?

Solar: I started teaching sewing classes, and that created another stream of income. It also helped me channel my frustration with the lack of understanding around where our clothing comes from.

b.: What is a reasonable price for clothes? 

Solar: I would say a reasonable price is something between highly accessible apparel — the price point you would find at Zara or at Target, or at any fast fashion store — and a more elevated shopping experience that you would find at a … Nordstrom Contemporary brand. 

b.: How do you manage your stock levels in terms of how many of a piece you should make?

Solar: That’s probably the hardest thing to manage in my business — the inventory. I think anybody in retail or in wholesale will say the same thing. Everything is a guessing game.

So you need to figure out how many items are going to sell and how much you can afford to make. … Sometimes you’re going to leave money on the table, but you’re not going to have waste. … The biggest mistake that anyone makes in manufacturing is overproducing.

b.: What advice would you give someone who is starting a fashion brand?

Solar: Start small [but] don’t be afraid of large margins. Sometimes as creators, we feel guilty selling to someone at a certain price point. … People want to support you so that you can keep going. Don’t be afraid to make money off of selling to friends and family because that’s the only way you’re gonna have a business.

This interview has been edited for length. Read the full Q&A at business.com. 

(Source: Photoroom)

Giving out raises is not (stereotypically) business owners’ favorite activity, but tech startup Photoroom — an AI-powered photo editing app backed by Y Combinator — provides employees with salary negotiation training.

“We consistently pay in the upper end of market rates, but negotiation adds an essential layer of dynamism,” CEO and co-founder Matthieu Rouif told b. “By making employees part of the conversation around compensation, we ensure our team feels valued and heard, which directly contributes to retention and motivation.”

That doesn’t mean everybody gets whatever dollar amount they request. Instead, parties engage in a respectful discussion for a fair outcome given market rates and the particular role’s scope. The unique tactic might help explain the company’s success. 

“Negotiation skills sharpen critical traits — listening, empathy, presenting compelling arguments, and navigating complex discussions,” Rouif said. “These are foundational qualities for anyone in a high-growth, global company.”

(Source: YouTube)

We’re all for scientific progress whether it’s landing on the moon, curing diseases, or just figuring out how to dispense taffy in liquid environments as Airheads’ candymakers did. Their underwater vending machine launches chewy sugar at swimmers with an air-propulsion system.

Even though it costs $7,000 a pop, the fully submersible vending machine comes with a lifetime supply of taffies — which may explain why it’s already sold out — and only accepts “fun” as currency. (A screen prompts divers to do a flip or play air guitar, for example, and a built-in fun-detecting camera confirms the action prior to launching sweets.)

The marketing stunt was inspired by the 75 percent of adults who don’t swim as much as they did as kids, back when Airheads were stuck to their teeth. While your doctor probably approves of more aquatic exercise, your dentist might have a few reservations about this sweet invention.

Written by Ali Saleh, Tess Barker, Dawn Allcot and Dan Ketchum.