TMD 402H - Globalization in the Textile and Apparel Complex

New Balance and Globalization 

Jennifer Meech, Global Apparel Assistant Line Manager

Summary by Karen Dratch

New Balance is a 1.1 billion dollar company and growing. It all began in 1906 when William J. Riley began New Balance Arch Company producing arch supports and prescription footwear. From there, in 1934, Arthur Hall partnered up with Riley. Hall sold the business in 1954 to Eleanor and Paul Kidd. Then, in 1972, Jim Davis, CEO, purchased New Balance. Its headquarters are now located in Boston and Lawrence, Massachusetts. Our speaker, Jennifer Meech (URI '96), works at New Balance as the Global Apparel Assistant Line Manager. Meech spoke about the production development from a design inception through production. 

Meech first discussed design briefs and technical packages. The design brief is the initial plan for the upcoming season. This includes the design direction and the number of styles. The designers begin designing, choosing colors, and developing the technical package. The tech pack describes the style documentation. It includes a sketch, colorways, BOM (building of materials), construction details, logo designs, and measurements. Two weeks later, after the tech pack has been thoroughly looked at, the first prototypes arrive. The designers and the production staff check to see if the fabric is correct, as well as the colors. Corrections are usually made and the product is sent back to the factory.

When the samples arrive again, they are promptly reviewed for production approval. Fit models are brought in for measurement and fit comments. Next, the sample is revised and approved for sales samples. The product is finalized by the production manager. Meech then explained to our class the care content label. For the United States, the labels are in English and French. Yet, for Mexico, the labels are in English, French and Spanish. In addition, it is now customary to see symbols   only on care labels for one's product.

Traveling is imperative and necessary in the textile industry. Meech has traveled to Taiwan, Korea, China, Hong Kong and Macao. Each trip usually takes about two weeks. When abroad, they show the production managers the new lines. The production managers give their feedback and attempt to improve the product. Unfortunately, after the events of September 11, traveling abroad has slowed. Globalization is an extremely important part of New Balance's manufacturing. Meech first discussed the subsidiaries of New Balance. Canada, Mexico, United Kingdom, Australia, France, Sweden, South Africa and Germany have plants owned and operated by New Balance. Their licensees include companies in South America, Peru and Chile. The distributors, who are authorized to buy their products and resell them, consist of Russia, China, Panama, Saudi Arabia, Spain and Norway.

Unfortunately, most of New Balance's products are not made in the U.S. The only product made here are socks. It is hard to believe that an American company only produces socks in its own country. This is because manufacturing in other countries is much cheaper than manufacturing in the US. Therefore, the consumers are able to buy the products inexpensively and buy them in bulk.

New Balance has endured many changes throughout the years. They have gone from a simple idea of a supportive sneaker to a variety of sneakers and apparel lines. Their advertisements are seen in magazines such as Shape and Runner's World. New Balance's creative commercials attempt to aspire people to purchase their products. New Balance is not endorsed by anyone. This leads to many loyal consumers who wear their products because they know they are the best.  Meech gave an incredible presentation about New Balance and globalization and opened our eyes to how they make a product from beginning to end.

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