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Phone number: 020 7756 1000. Please check with your phone provider if you are unsure about how much a call will cost. Email ASOS. Using Resolver you. Making an ASOS of your customer service. May 25, 2016 10:13. A recent complaint on the ASOS Facebook page has reminded Dr Mumbo we're still a very, very. How can you contact ASOS? Find answers to your questions at ASOS Customer Care.

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Asos offers staff flexible work and paid leave during menopause

Staff at the online fashion store Asos will be allowed to work flexibly, as well as take time off at short notice, while going through the menopause.

It is one of several new policies being introduced by the clothing retailer aimed at supporting its employees who are “going through health-related life events”.

Other measures announced by Asos, which come into effect on Thursday, include paid leave for staff who have experienced a pregnancy loss or are undergoing fertility treatment, with five days paid leave provided a cycle to ensure appointments can be attended.

The company said it will allow employees who are dealing with pregnancy loss, including miscarriages and abortions, to take 10 days of leave, with the policy also applying to the partners of those who were pregnant and for surrogate pregnancies.

The new policies are gender-neutral, Asos said, with its chief executive, Nick Beighton, adding that staff will be supported “personally and financially”.

“All of us face unexpected challenges in life, and sometimes these can create very difficult circumstances which mean we need to step away from or change how we work,” he said.

“We’ve launched these new policies to reassure all Asosers that they will continue to be supported, personally and financially, throughout those difficult times. We’re here, no matter what it is and every step of the way.”

The new measures will “enable Asosers to take the time away from work that they need, while also increasing awareness of the impact of such common life events”, the company said in a statement.

As well as pregnancy loss, fertility treatment – which is not limited to any number of cycles – and the menopause, wider health issues requiring paid leave, such as cancer treatment and gender reassignment surgery, are also included in the policy framework.

The company will provide up to six weeks of paid leave for its 3,800-plus staff, who are mainly based in the UK, undergoing such treatments, as well as those fleeing domestic abuse situations.

It comes as Asos announced its ethnicity pay gap data for the first time earlier this week, which showed median pay for minority ethnic employees is now 5.9% higher than that of their white colleagues.

It represents a 21.2% improvement in the overall median ethnicity pay gap since 2020, the retailer said.

The moves by Asos follows an announcement by online bank Monzo in May that it would provide paid leave for employees who are affected by the loss of a pregnancy, after the departure of its former chief executive, Tom Blomfield.

Blomfield, who founded Monzo, stepped down in January after his own struggles with anxiety and stress.

Monzo’s policies give either partner up to 10 extra days of paid leave if they lose a baby due to abortion, miscarriage or stillbirth.

Источник: https://www.theguardian.com/business/2021/oct/07/asos-offers-staff-flexible-work-and-paid-leave-during-menopause

ASOS customer orders £75 coat online and is left in stitches when it arrives

An ASOS customer was left in stitches when the £75 coat she ordered online didn't quite give her the look she was expecting.

Eve Curran ordered the ASOS Design croc vinyl trench coat, which is available in brown and white, with the online description stating the 'mock-croc design' is regular fit and 'true to size'.

But when Eve got her hands on the new winter wear and tried it on, she felt slightly overwhelmed by the huge fit of the coat and shared hilarious comparison pictures on Twitter, as reported by Daily Star.

She posted side-by-side images of how the coat had appeared on the website and how it looked on her when she tried it on in front of the mirror in her bedroom, with the caption: "Expectation vs reality."

Both Eve and her followers saw the funny side of the latest addition to her wardrobe, with the post gaining more than 200 likes as one person commented to say: "Naw Eve I laughed so much," as she replied: "Hahahaha how funny is that."

Eve isn't the only online shopper to have been left in hysterics by a questionable purchase after a Zara customer's embarrassing experience with a pair of the shop's faux leather trousers went viral, racking up more than four million views.

TikTok user Julia Leonard was left mortified when she visited a restaurant with her family, only to discover her new trousers came with a very awkward design flaw.

She explains that as they were leaving the restaurant, her sister dropped her phone and she bent down to pick it up, only for her trousers to let out a noise only comparable to loudly breaking wind.

Julia uploaded hilarious videos proving it was not an unfortunate isolated incident by repeatedly squatting down to demonstrate the noise as a warning to others. You can see it here.

Источник: https://www.mirror.co.uk/news/weird-news/asos-customer-orders-75-coat-23065268

Ultra-fast Fashion Is Eating the World

Planet

Even a pandemic can’t stop people from buying clothes they don’t need.

By Rachel Monroe

This article was published online on February 6, 2021.


Last February, on a sunny afternoon in West Hollywood, two girls with precise eye makeup paused on Melrose Avenue and peered in the windows of a building whose interior was painted a bright, happy pink. Two pink, winged unicorns flanked racks of clothes: ribbed crop tops, snakeskin-print pants, white sleeveless bodysuits. One of the girls tugged on the door, then frowned. It was locked, which was weird. She tugged again. Inside, a broad-chested security guard regarded them impassively from behind a pink security desk.

Erin Cullison, the U.S. public-relations rep for PrettyLittleThing, a fast-fashion brand founded in 2012, watched the girls give up and walk away. She sighed. Although the West Hollywood showroom closely resembles a store, it is not, in fact, a store. It is not open to the public; the clothes on the racks don’t have price tags. “People try to give us cash, but we’re not even set up to take money,” Cullison told me. Instead, the clientele is made up of the brand’s influencer partners—thousands of them—who can make an appointment to visit the showroom every couple of weeks and “get gifted.” They try on the latest styles and take advantage of various “photo moments”: lounging on the plush pink couch, posing on the pink staircase, peeking out of the London phone booth repainted—yes—pink. They can snack on a pink-frosted cupcake, and (provided they’re 21 or older) drink a glass of rosé at the store’s pink bar, before heading home with several items of free clothing.

PrettyLittleThing is part of the Boohoo Group, a company that has become a dominant force in retail fashion over the past decade; along with several other aggressive and like-minded companies, it is quickly reshaping the industry. Boohoo stock is now publicly traded on the London Stock Exchange (LSE: BOO), but it started as a family business. As the legend goes, the family patriarch, Abdullah Kamani, immigrated to the U.K. from Kenya in the 1960s and began selling handbags from a street stand. Eventually, he opened a textile factory that supplied the retailers that, starting in the 1990s, shook the fashion world with their cheap clothes and high merchandise turnover: H&M, Topshop, and the Irish fast-fashion juggernaut Primark.

Abdullah’s business was successful enough that he bought himself a Rolls-Royce; his son Mahmud saw the potential for even greater profits. In 2006, Mahmud and his business partner, Carol Kane, began selling cheap clothes directly to consumers through Boohoo.com. Without the burden of retail stores, the company’s costs were relatively low, except when it came to marketing. Young girls who went on YouTube (and, later, Instagram) were inundated with microtargeted ads for Boohoo bodysuits and minidresses. Boohoo’s founders understood that social media could be leveraged to make new brands quickly seem ubiquitous to their target audience. “If you have that imagery out there you are perceived as a much larger business than you actually are,” Kane told the trade publication Drapers.

Social media wasn’t just a convenient place to advertise—it was also changing how we think about our clothes. Fashion brands have always played on our aspirations and insecurities, and on the seemingly innate desire to express ourselves through our clothing. Now those companies had access to their target shoppers not just when they stood below a billboard in SoHo or saw an ad on prime-time TV, but in more intimate spaces and at all hours of the day. Brands flooded our feeds with their wares, whether through their own channels or, more surreptitiously, by enlisting influencers to make an item seem irresistible, or at least unavoidable.

The more we began documenting our own lives for public consumption, meanwhile, the more we became aware of ourselves (and our clothing) being seen. Young people, and young women in particular, came to feel an unspoken obligation not to repeat an #outfitoftheday; according to a 2017 poll, 41 percent of women ages 18 to 25 felt pressure to wear a different outfit every time they went out.

Two decades ago, Zara was revolutionary for offering hundreds of new items a week; nowadays, Asos adds as many as 7,000.

Boohoo’s founders understood that the company had to hustle to keep customers’ attention—to “be fresh all the time,” as Kane has put it. “A traditional retailer might buy three or four styles, but we’ll buy 25,” Kane told The Guardian in 2014. Not having to keep hundreds of stores stocked meant Boohoo could be flexible about inventory management. In 2018, H&M was sitting on $4.3 billion worth of unsold items. Boohoo, by contrast, could order as few as 300 or 500 units of a given style—just enough to see whether it would catch on. Only about a quarter of the initial styles were reordered, according to Kane.

Over time, Boohoo accumulated rich data about online consumer behavior, and further tailored the shopping experience to its shoppers’ tastes. “They know that first-time customers like to see this product category, or customers from this geographic area like this color palette,” Matt Katz, a managing partner at the consulting firm SSA & Company, told me.

In normal times, Boohoo’s agility and ingenuity offered crucial advantages over the competition. When the pandemic hit, those advantages became decisive.

In 2015, when Tricia Panlaqui was 12, she pretended she was 13 so she could start an Instagram account, where she posted videos of herself doing the kinds of things that 12-year-olds do: cartwheeling, blowing kisses at the camera, putting on makeup. By her 15th birthday, she had moved on to what she felt was a more grown-up medium—YouTube—and focused her content on fashion. When she posted haul videos, a YouTube genre that’s a combination of an unboxing and a bedroom fashion show, her viewership skyrocketed. Brands began reaching out, offering her sponsorship deals.

In Tricia’s earliest videos, her outfits had mostly come from familiar mall stores: a white sweater from Express, distressed denim cutoffs from American Eagle. But once she hit 10,000 followers, her channel began to feature clothes from a different set of brands, ones that were typically online-only and based in China. There was Shein, which sells $10 bathing suits, and Zaful, where the prices were even lower. These companies had cropped up alongside lesser-known brands whose names tend to be two words awkwardly jammed together: DressLily, NastyDress, TwinkleDeals, TrendsGal, FairySeason. You wouldn’t find their goods at the mall or see them advertised on TV, but if you were a young woman between the ages of 12 and 22 on social media, their targeted ads were inescapable.

When Tricia agreed to make a video featuring a company’s products, she would typically receive a few hundred dollars’ worth of free merchandise. The product quality could be iffy, but the clothes were cheap and abundant—which meant she could make more haul videos.

There was nothing particularly groundbreaking about Tricia’s fashion sense, or her online persona. She liked iced vanilla lattes from Starbucks and leggings from Lululemon. But she had warm, wide eyes, and she spoke to the camera in a friendly, direct way. The more content she made about shopping, the more views—and ad revenue—she earned. The year Tricia turned 16, she made nearly $40,000 from ad revenue, sponsorships, and commissions; to celebrate her birthday, she showed off her purchases from a shopping spree that had cost her $3,000—all money she had made through her YouTube channel. Once Tricia surpassed 100,000 followers—a key metric for YouTube influencers—she began getting offers from better-known fast-fashion brands, including Boohoo, as well as other companies that were following its digital-first model, such as Princess Polly and Fashion Nova.

To Tricia, sometimes these companies all seemed to be copying one another. Someone would send her a loose tie-front tank top, and then a few days later four other brands would deliver their versions of the same style. She soon had more clothes than she knew what to do with. She gave them to friends and charities and thrift stores; she sold them on the social-shopping app Depop and ran giveaways for her followers. Her closet still overflowed with outfits, so she stuffed the excess into suitcases.

Read: All your clothes are made with exploited labor

Working with these brands gave her some pause. Cheap clothes come with severe environmental consequences, and this troubled Tricia. (Her sponsors were self-conscious about this too—she says they asked her to hide the plastic packaging their clothes came in so it wouldn’t be visible in the videos.) The industry’s labor practices are also suspect, and commenters chided her for working with companies that had terrible track records. She temporarily cut ties with Shein after it was accused of using child labor in its factories. “But as sad as it is, every brand is doing some type of thing,” she told me. “You’d have to cancel every single brand.”

When the coronavirus arrived, Tricia was worried—with the world falling apart, would anyone care about shopping? Clothing retailers were among the hardest hit by the pandemic. In April, U.S. clothing sales plummeted by 79 percent from March; McKinsey predicted that global fashion-industry revenues would contract by 30 percent in 2020. Brands like Primark were saddled with what one industry observer called an “inventory crisis”—billions of dollars of merchandise intended for now-closed shops.

With less inventory and no brick-and-mortar stores, Boohoo and its competitors had no such drag on their operations. Quick to pivot, the brands sent Tricia sweatpants and hoodies and suggested themes for her videos: Corona style! Lounging at home! Even with the economy in free fall, demand for cheap, cute clothes persisted.

In times of crisis, consumers don’t stop shopping—they just limit their purchases to affordable pleasures. Fast fashion had expanded its market share during the 2008 global financial crisis; now this new cohort of companies—known as ultra-fast fashion—was poised to do the same. While the rest of the retail sector struggled and legacy companies such as J.Crew and Neiman Marcus filed for bankruptcy, many of Tricia’s sponsors and their rivals thrived. Asos’s sales rose rapidly from March to June. Boohoo had its best quarter ever. “We’ve seen an incredible sprint to digital,” Matt Katz told me. “What would’ve taken seven years has taken seven months—or seven weeks.”

Boohoo’s clothes may not feature prominently in Vogue photo shoots, and may, for now, appeal to customers who are mostly under the age of 30. But the rise of ultra-fast fashion marks a major shift in the retail world. Two decades ago, the first fast-fashion companies redrew the lines of a staid industry. Now their faster, cheaper successors are upending it. In the process, they are changing our relationship to shopping, to our clothes, and even to our planet.

Back when goingto the mall was still a possibility, Tricia filmed another video. She held up a yellow plastic bag from a former fast-fashion powerhouse, Forever 21. “I normally don’t go there and, like, buy clothes there … but our store was 70 percent off so I was like, ‘Okay,’ ” she said, sounding skeptical.

For those of us who grew up haunting the food courts of suburban malls, Forever 21 was once the epitome of fast fashion. When the company filed for bankruptcy in 2019, some interpreted it as the end of an era. If Millennials killed homeownership, golf, and department stores, perhaps Generation Z consumers, who claimed to prize sustainability and transparency, would be the death of fast fashion. In study after study, young shoppers said they preferred eco-friendly products from socially conscious companies; surely they wouldn’t support an industry notorious for its alarming environmental toll and history of exploiting workers. But that isn’t exactly what happened.

Read: Forever 21 underestimated young women

When Forever 21 (then known as Fashion 21) opened its first store—in the Highland Park neighborhood of Los Angeles, in 1984—the majority of the clothes bought in the U.S. were still produced domestically, and most fashion brands released new styles seasonally. “Your mom took you shopping at the beginning of the school year. You got two pairs of jeans, and maybe if you were really lucky, you could squeeze a dress out of her,” recalls Aja Barber, a writer and fashion-sustainability consultant.

Americans now buy a piece of clothing every five days, on average.

But macro-level changes were transforming the industry. Synthetic fibers made it possible to manufacture cheaper (and in many cases less durable) clothes; new trade policies led to a globalized supply chain. Companies shifted production offshore, where environmental regulations were less stringent, or nonexistent, and garment workers sometimes earned 20 times less than in the U.S. Clothing got massively cheaper.

Forever 21, which initially catered to L.A.’s Korean community, set itself apart by offering a steady flow of new merchandise that capitalized on emerging styles. As it grew, its co-founder Jin Sook Chang reviewed as many as 400 new designs a day. Shopping for fast fashion was exciting—there was always something new, and the merchandise was so cheap that you could easily justify an impulse buy.

While high-end fashion companies were still releasing fall and spring collections, Forever 21’s rival Zara offered fresh styles twice a week. The company, which prefers to distance itself from the “fast fashion” label, says it was just trying to respond to customers’ desires. But stocking inexpensive, ever-changing options also stimulated our desire to buy more. If you found a look you liked at Zara, you had to snap it up right away, or else suffer from fashion FOMO. One study found that, whereas the average shopper visited any given store about four times a year, Zara shoppers stopped in once every three weeks.

Traditional brands initially scoffed at fast fashion, but they also feared losing market share; they, too, began shifting manufacturing overseas and releasing items more frequently. The 2008 financial crisis further cemented fast fashion’s hold on the market. If you were going to a job interview while the economy collapsed around you, a $25 Forever 21 blazer was hard to beat. Even after the economy recovered, people kept buying inexpensive clothes, and in ever-larger quantities. Worldwide, clothing production doubled from 2000 to 2015, while prices dropped: We were spending the same amount on clothes, but getting nearly twice as many items for it. At its peak, in 2015, Forever 21 made $4.4 billion in global sales.

It’s hard to overstate how much and how quickly fast fashion altered our relationship with clothing, conditioning us to believe that our clothes should be cheap, abundant, and new. Trends used to take a year to pass from the runway to the mainstream; now the fashion cycle has become so compressed that it takes just a few weeks, or even less. Americans buy a piece of clothing every five days, on average, and we pay so little for our garments that we’ve come to think of them as disposable. According to a McKinsey study, for every five new garments produced each year, three garments are disposed of.

Read: The power of buying less by buying better

Like many retail brands, Forever 21 was hit hard by the shift to online shopping. While other companies invested in their e-commerce platforms, Forever 21 doubled down on brick-and-mortar retail, signing leases in malls that were steadily losing foot traffic. When shoppers did visit stores, they found a retailer that was out of touch with the times. In 2015, two-thirds of teenage girls in the U.S. identified as “special size”—plus, petite, tall—but mall shops were slow to respond to this reality. Not all Forever 21 stores had a plus-size section; when the fashion blogger known as Fat Girl Flow visited one that did, in 2016, she found it “tiny [and] dimly lit with yellow lights, no mirrors, and zero accessories on the shelves.”

By contrast, many of the ultra-fast-fashion brands that were arriving on the scene featured thick-thighed models in minidresses and lingerie. PrettyLittleThing has made a point of embracing body positivity—prominently featuring models with stretch marks, models with vitiligo, models with colostomy bags. And while the ultra-fast-fashion companies were partnering with girls like Tricia, as late as 2017 Forever 21 was still spending nearly half its marketing budget on radio ads.

The companies that once shocked the industry with their speed no longer seemed quite so fast. Two decades ago, Zara was revolutionary for offering hundreds of new items a week; nowadays, Asos adds as many as 7,000 new styles to its website over the same period. Fast-fashion companies used to brag about getting a new style up for sale in as little as two weeks. Boohoo can do it in a matter of days.

Boohoo’s profits doubled in 2017. They doubled again in 2018. Meanwhile, the third generation of the Kamani family was making inroads in the fashion business. Umar, Mahmud’s son, had founded PrettyLittleThing when he was 24. Now he was turning it into Boohoo’s splashier little sister. The clothes were bolder (more body-con dresses, more crop tops, more metallics) and the branding was emphatically pinker.

PrettyLittleThing’s branding reflects Umar’s flashy persona. On Instagram, where he has 1 million followers, he’s posted photos of himself posing with Drake, sunbathing in the Maldives, and Jet Skiing behind a yacht. He hosted J.Lo’s 50th birthday party at Gloria Estefan’s house, and claims to FaceTime with will.i.am nearly every day.

The first generation of fast-fashion brands still tends to take its cues from traditional gatekeepers. Ultra-fast-fashion companies more often look to celebrity culture. Sometimes, this takes the form of partnerships: PLT has produced lines with Kourtney Kardashian; Fashion Nova has linked up with Cardi B. Other times, though, ultra-fast-fashion companies simply copy the looks of these and other stars. In 2019, Kim Kardashian posted a picture of herself in her closet wearing a tight gold dress with a midriff cutout. “Fast fashion brands, can you please wait until I wear this in real life before you knock it off?” she pleaded in the caption. Within hours, one company, Missguided, posted an extremely similar outfit on its Instagram page, promising to have the dress for sale within a few days. (Kardashian sued the company for copying her looks and was granted $2.7 million in damages.)

PLT’s aesthetic may be as celebrity-obsessed as its founder, but the real force behind its social-media marketing are the thousands of Bachelor contestants, TikTokers, Instagram models, and YouTubers like Tricia who have been enlisted to post about the brand. Studies show that the more we use social media, the more time and money we spend shopping online. Following influencers correlates with even more shopping. In 2017, data from the social-media-analytics company Hitwise showed that PLT was the most popular emerging fast-fashion brand, with a 663 percent rise in traffic to its online store since 2014. From 2016 to 2019, the company’s annual sales went from about $23 million to nearly $510 million.

Still, in training consumers to look for the shiniest, newest style, companies like PrettyLittleThing might be establishing the conditions for their own obsolescence. Today’s young shoppers have little brand loyalty. Consider Nasty Gal, which was once heralded as the “fastest growing retailer” of 2012 by Inc. magazine. Within a few years it filed for bankruptcy—and was bought by the Boohoo Group, which cut prices and closed the brand’s remaining brick-and-mortar stores. “Pre-COVID, not only were consumers buying and wearing things for a shorter amount of time, but they were also constantly looking for newness, which had been accelerating the cycle by which individual brands come in and out of favor,” says Adheer Bahulkar, a partner and retail specialist at the global consulting firm Kearney. “The sheer amount of newness in the market makes it difficult for any given brand to keep up.”

About two miles away from PrettyLittleThing’s showroom, a line formed outside another West Hollywood storefront. The occasion was the annual sample sale at Dolls Kill, a mass-market brand dedicated to selling nonconformism. On the surface, Dolls Kill looks like the polar opposite of PrettyLittleThing; whereas PLT is all about converging on the trends of the moment, Dolls Kill shoppers identify as misfits and dress accordingly. But the companies are banking on similar strategies to keep young shoppers coming back: aggressive online engagement, an abundance of styles, and unrelenting newness.

Dolls Kill is where you go when you want to buy neon platform combat boots or a pair of shimmery, iridescent bell-bottoms. There’s a dash of mall-goth in its aesthetic, alongside some anime-inspired hyperfemininity and raver psychedelia. Despite—or perhaps because of—its outsider cachet, Dolls Kill has attracted attention from powerful venture-capital investors. Amy Sun, then a partner at Sequoia Capital, a major Dolls Kill investor, surveyed the hundreds of shoppers clamoring to get inside the sample sale: their Billie Eilish neon-streaked hair, their skeleton-print hoodies. From inside the store, club music pulsed hypnotically. “You can feel the brand magic,” Sun said. “Which is super hard to build.”

Dolls Kill’s founders, Shaudi Lynn and Bobby Farahi, met at a rave. She was a DJ; he had recently sold his media company and was “partying,” he later told Inc. Farahi was impressed with Lynn’s fashion sense, and business acumen. She would buy something cute on eBay for $5, then turn around and sell it for $100. “She looked for items that were hard to find, that were viral in nature—items that made people say, ‘Hey, where did you get that?’ ” Farahi said. Lynn and Farahi began dating, and launched an online boutique in 2012. Lynn chose the name Dolls Kill because she liked the way the two words sounded together—one soft, one hard.

At first, they imagined that Dolls Kill would be a niche brand, popular mostly with club kids. But then something started to shift—the Burning Man aesthetic was creeping into the workaday world; festival culture went mainstream. Word began to circulate: If you wanted your #ootd to be colorful and weird and stand out on social media, Dolls Kill was a good place to shop.

In the age of the fickle consumer, one strategy is to make customers feel like part of a community. Dolls Kill proved adept at this. “All the models on our sites are customers who submitted photos of themselves. They are just ecstatic, and they become evangelists,” Farahi has said. In 2018, the company opened its flagship Los Angeles store. It was designed to look like an industrial nightclub, with raw-concrete floors, exposed-brick walls, and an Italian sound system the company referred to in a press release as “insane.” The stores are less a revenue generator than a way to reinforce that feeling of community, Farahi told me: “Are they here to shop, or are they here to meet other people, hang out, be part of a movement?”

In 2014, Dolls Kill attracted $5 million in an initial round of funding led by Maveron, the venture-capital firm co-founded by former Starbucks CEO Howard Schultz; five years later, the company raised another $40 million in a second round. That round was headed by Sequoia, which thinks Dolls Kill has the potential to be a “generation defining” brand, Sun told me. Rebellion against the mass market had mass-market appeal, she believed. “The age of conformity is over,” she said. “Anytime I wear anything from them, people are like, where did you get that?”

Despite its aggressive attitude, Dolls Kill has its own network of influencers and brand ambassadors, just as its more conformist peers do. The first day of the sample sale was invitation-only; the room was full of Dolls Kill superfans, but also influencers like Jake Fleming, a lithe, blond fashion YouTuber in his early 20s. He told me that he liked Dolls Kill just fine—its clothes photographed well and he always wore them to Coachella—but attending this event was basically work for him. “We went to a brand party before this, and we have two more brand parties tomorrow,” he said, a hint of fatigue evident in his voice.

The Dolls Kill sample sale was one of the last times I was in a crowded room. A month later, when most of the country shut down, I spent many hours scrolling through online stores—not so much buying but browsing. PrettyLittleThing had hundreds of leggings listed on its website, and I looked at all of them: white faux leather, flame-print mesh, seamless gray ombré. Dolls Kill was featuring velour tracksuits in candy-colored tones. The browsing suited my mood of low-key dissatisfaction, the itchy, procrastination-prone state that one of my friends calls “snacky.” I had a closet full of clothes and nowhere to wear them, but I added items to my basket anyway—improbable outfits for imaginary parties in a world that no longer existed.

The ultra-fast-fashion brands have designed a shopping experience that makes the consumer feel as if the clothes magically appear out of nowhere, with easy purchasing and near-immediate delivery. The frictionless transactions contribute to the sense that the products themselves are ephemeral—easy come, easy go.

The volume of clothes Americans throw away has doubled over the past 20 years.

Of course, the clothes don’t come from nowhere. Ultra-fast fashion brings with it steep environmental costs. “You may get a $1 bikini,” Dana Thomas, the author of the 2019 book Fashionopolis: The Price of Fast Fashion and the Future of Clothes, told me. “But it’s costing society a lot. We’re paying for all of this in different ways.”

Producing clothing at this scale and speed requires expending enormous amounts of natural resources. Cotton is a thirsty crop; according to Tatiana Schlossberg, the author of Inconspicuous Consumption: The Environmental Impact You Don’t Know You Have (2019), producing a pound of it can require 100 times more water than producing a pound of tomatoes. But synthetic textiles have their own problems, environmentally speaking. They’re a major source of the microplastics that clog our waterways and make their way into our seafood. McKinsey has estimated that the fashion industry is responsible for 4 percent of the world’s greenhouse-gas emissions; the United Nations says it accounts for 20 percent of global wastewater.

Meanwhile, the volume of clothes Americans throw away has doubled over the past 20 years. We each generate about 75 pounds of textile waste a year, an increase of more than 750 percent since 1960. Some thrift shops, glutted with flimsy, synthetic wares, have stopped accepting fast-fashion donations. Discarded clothes get shipped overseas. Last year, a mountain of cast-off clothing outside the Ghanaian capital city of Accra generated so much methane that it exploded; months later, it was still smoldering.

Fast-fashion companies tell their customers that it’s possible to buy their products and still have a clean conscience. H&M has ramped up its use of organic cotton and sustainably sourced materials; Boohoo sells 40 or so items partially made from recycled textiles. Aja Barber, the fashion-sustainability consultant, told me she sees most of these efforts as little more than greenwashing: “It’s like, ‘Oh look, these five items that we made are sustainable, but the rest of the 2,000 items on our website are not,’ ” she said.

From the June 2009 issue: Fashion in dark times

Then there is the human toll. The rise of fast fashion was made possible by the offshoring of manufacturing to countries where labor costs are kept low through the systematic exploitation of workers. When Rana Plaza, an eight-story factory in Bangladesh, collapsed in April 2013, killing more than 1,110 and wounding thousands more, the disaster brought international attention to the alarming labor conditions in overseas garment factories. Some ultra-fast-fashion companies have emphasized on- and near-shoring, relocating manufacturing domestically or to nearby countries, which allows them to speed up production and distribution. About half of Boohoo’s merchandise is produced in the U.K.; in 2018, 80 percent of Fashion Nova’s clothes were reportedly made in the United States.

But domestic manufacturing doesn’t necessarily mean ethical manufacturing. Several of Fashion Nova’s Los Angeles–based suppliers were investigated by the Department of Labor for paying wages as low as $2.77 an hour. (Fashion Nova now mandates that all contractors and subcontractors pay minimum wage.) Reporters in the U.K. have uncovered disturbing practices at Boohoo’s suppliers, including impossible quotas, unsafe working conditions, and garment workers paid well below the minimum wage. Fast-fashion companies typically outsource production to a long chain of contractors and subcontractors, making accountability a challenge. Eventually, Tricia started shooting Shein haul videos again, after the company posted a self-exonerating explication of its labor practices on its website. But fast-fashion influencers, like fast-fashion consumers, have little insight into supply chains that are kept intentionally opaque.

Last spring, as the coronavirus tore across Europe, Boohoo and other fast-fashion brands kept distribution centers open. Workers told labor advocates that social distancing was impossible, and that they were expected to bring their own hand sanitizer. By late June, Leicester, the U.K.’s textile-manufacturing hub, had an infection rate three times higher than that of any other city in the country. (Boohoo has since pledged to make its supply chains public and require third-party suppliers to adhere to ethical guidelines.)

Regulators have started to take notice of fast fashion’s less savory practices, though their efforts have failed to keep pace with the industry, or have just plain failed. In the U.K., a special parliamentary committee that spent a year studying the environmental and labor impact of fast fashion made a number of recommendations, including levying a one-penny garment tax that would be used to improve textile recycling; the government rejected them all. Last fall, the California state assembly failed to pass a bill that would have held fashion companies accountable for wage theft by third-party contractors.

Also last fall, an independent audit commissioned by Boohoo found that the company had been quick to capitalize on COVID‑19 as an opportunity to boost sales, but had paid little attention to low wages and unsafe working conditions in its suppliers’ factories both during the pandemic and prior to it. “Growth and profit were prioritized to the extent that the company lost sight of other issues,” the report found. But it also concluded that Boohoo hadn’t broken any laws. The day the report was released, the company’s stock rose 21 percent.

For the moment, at least, there seems to be insufficient political will to rein in the industry’s excesses. But that doesn’t necessarily mean ultra-fast fashion is here to stay. With so many cheap products saturating our feeds, perhaps buying yet another disposable bodysuit or bandeau won’t feel as stimulating as it used to.

The last time I spoke with Tricia, she had enrolled in a premed program. She told me that she’d been making a new kind of video. “I’m styling the clothes I already have in my closet—so I’m keeping up with fashion, but using the clothes I already have,” she said. Haul videos were still popular, but she thought I should be paying attention to another trend: “Secondhand clothing and thrifting is so hot right now.”


*Lead image credits: Illustration by Barbara Rego; images from PrettyLittleThing; Barbara Rego; FreePNGImg; CleanPNG; Clipart Library; Space Frontiers / Heiko Junge / Getty; Shutterstock

Источник: https://www.theatlantic.com/magazine/archive/2021/03/ultra-fast-fashion-is-eating-the-world/617794/

Screenshots

Description

ASOS Black Friday 2021 is here!! Up to 80% off (almost) everything. Our biggest deal ever!

The ASOS app is home to more than 850 brands, over 85,000 products, free shipping and return options. We empower fashion-loving 20-somethings all over the world to be whoever they want to be.

More ASOS app perks:

• Apple Pay for easy, speedy checkout
• Style Match – just take a picture, or upload one, and we’ll find similar products for you
• My Recommendations, AKA a tailor-made edit personalised for you
• A seamless experience between devices (synced Saved Items and shopping bag)
• Sale alerts and promotional nudges, so you’ll always stay up to date
• Handy catwalk videos and 360-degree views of products
• Delivery to 242 countries worldwide

Version 4.64.0

You gave us lots of translation feedback - thanks! We’ve listened and fixed those pesky issues.
Tell us about your ideas for the ASOS app via My Account - we'd love to hear from you!

Ratings and Reviews

4.9 out of 5

389.1K Ratings

Above & Beyond

I will forever be an ASOS customer! They are literally my go to for EVERYTHING! The compliments I receive are to die for. Literally the best online shopping experience ever. I’ve been a faithful customer for almost a decade. The quality of the products provided, the variety and the customer service provided is beyond exceptional. I was having a mental crisis preparing for my Grandmother’s funeral last December and really needed my dress to arrive within 2 days. I always apply 2 day shipping but on this particular day I failed to take into account the time/zone difference. It was a Thursday afternoon and I was hoping to receive the dress Saturday morning but because of the time of day I was told it would not arrive until Monday. 4 days? I was heartbroken. After speaking with someone via chat and being told there was nothing that could be done, I was very surprised to receive my dress the morning of (2 days later as desired). An angel provided overnight shipping and saved the day. That is the true definition of above and beyond. Thank you so much!

Soo customer friendly!!

I love shopping on this app! To begin, I love their products and brand in general. They have a large range of sizing, including a petite section that has a wide variety of products and styles. I find this cool as it is hard to picture myself wearing some things when I know the model wearing it is nearly a foot taller than me. Also it is rare to find a store that has a petite section with common styles and variety. But the app in specific is super user friendly! Online shopping can be hard due to different brands sizing but their size guide is more helpful and advanced than any other website/store I’ve ever seen. You can choose your size in certain brands and it helps you figure out your right size for their products! And it works because I’ve ordered from both petites and general sizing and loved everything. Also their shipping is amazing!!! So fast and easily trackable! I had express shipping on my last order for only $7. I never use express shipping because normally its ridiculous! The only thing I would suggest to improve the store and make the experience even better is to create some kind of rewards program! Urban outfitters has a decent one and since I’m a frequent buyer from ASOS it would serve me well! :)

Truly the Worst Online Shopping Experience

This is the worst online shopping experience I’ve ever had. I found some boots I adore that I can’t find anywhere else. I tried ordering it 7+ times but the order would fail every time. I chatted with probably 10 different agents over the last week trying to get help going through, but they’d all give me bare minimum answers, always telling me to do something I’d already tried. It seemed like they were just eager to get me off the chat. I did everything they suggested and more. I’ve been as patient as possible and done everything I could to troubleshoot, even contacted my bank and switched payment options to make sure it wasn’t on my end. After all the troubleshooting and chatting, the issue is obviously on ASOS’s end and the agents knew it but would always send me away with no solution and wouldn’t bother to escalate the issue. I asked for someone to take a look at my account to ACTUALLY see why it wasn’t going through and the agent just said sorry, just try ordering again in an hour. Now, the boots are sold out in my size because they constantly would send me away and now I can’t get them. I’m so frustrated and sad because I can’t find them anywhere else and ASOS customer service couldn’t care less.

The developer, ASOS, indicated that the app’s privacy practices may include handling of data as described below. For more information, see the developer’s privacy policy.

Data Used to Track You

The following data may be used to track you across apps and websites owned by other companies:

  • Search History
  • Identifiers

Data Linked to You

The following data may be collected and linked to your identity:

  • Purchases
  • Financial Info
  • Location
  • Contact Info
  • Search History
  • Identifiers
  • Usage Data
  • Diagnostics
  • Other Data

Data Not Linked to You

The following data may be collected but it is not linked to your identity:

Privacy practices may vary, for example, based on the features you use or your age. Learn More

Information

Seller
Asos.Com Ltd

Size
122 MB

Category
Shopping

Compatibility
iPhone
Requires iOS 12.0 or later.
iPad
Requires iPadOS 12.0 or later.
iPod touch
Requires iOS 12.0 or later.
Languages

English, Danish, Dutch, French, German, Italian, Polish, Russian, Spanish, Swedish

Age Rating
4+

Copyright
© 2021 asos.com Ltd

Price
Free

Supports

  • Family Sharing

    With Family Sharing set up, up to six family members can use this app.

Featured In

You Might Also Like

Источник: https://apps.apple.com/us/app/asos/id457876088

Automated Surface/Weather Observing Systems (ASOS/AWOS)

The Automated Surface Observing Systems (ASOS) program is a joint effort of the National Weather Service (NWS), the Federal Aviation Administration (FAA), and the Department of Defense (DOD). There are currently more than 900 ASOS sites in the United States. These automated systems collect observations on a continual basis, 24 hours a day. ASOS data are archived in the Global Surface Hourly database. 

Automated Weather Observing System (AWOS) units are operated and controlled by the Federal Aviation Administration. These systems are among the oldest automated weather stations and predate ASOS. They generally report at 20-minute intervals and, unlike ASOS, do not report special observations for rapidly changing weather conditions.

Data Access Applications

ASOS/AWOS data are available via the Local Climatological Data product and as part of the Integrated Surface Dataset (ISD). Use the NCEI data access application to search for, download, and order data.

Launch Data Access

Bulk Download

Highly recommended for large volumes of data.

Station Data

Observations and Reports

ASOS observations are operationally generated each hour, and special observations are provided whenever the weather changes. These special reports are generated when conditions exceed preselected weather element thresholds, e.g., the visibility decreases to less than 3 miles. NCEI also collects ASOS observations taken at finer timescales; 1-minute and 5-minute observations, as well as summary of the day and summary of the month statistics. The basic weather elements collected include the following.

  • Sky condition: cloud height and amount (clear, scattered, broken, overcast) up to 12,000 feet
  • Visibility (to at least 10 statute miles)
  • Basic present weather information: type and intensity for rain, snow, and freezing rain.
  • Obstructions to vision: fog, haze
  • Pressure: sea-level pressure, altimeter setting
  • Ambient temperature, dew point temperature
  • Wind: direction, speed and character (gusts, squalls)
  • Precipitation accumulation
  • Selected significant remarks including- variable cloud height, variable visibility, precipitation beginning/ending times, rapid pressure changes, pressure change tendency, wind shift, peak wind
Источник: https://www.ncei.noaa.gov/products/land-based-station/automated-surface-weather-observing-systems

Join the largest network of trust

The only fraud prevention platform, powered by the largest network of online retailers, that knows which customers to trust, in real-time, every time

The largest alliance and the leading brands are fighting fraud together

A single platform securing the entire purchasing journey

Approve more, spend less

Approve more customers with accurate, real-time decisions

Delight customers across every channel and every touchpoint

Inspire customer loyalty by eliminating false declines and reducing friction across all touchpoints

Grow faster and breathe easier

Expand to new markets and products with a fully-automated platform, tailored to your business

Evolve with the future of ecommerce

Annual eCommerce Revenue Optimization (AERO) Reports

Every year, Forter mines our first party data to identify patterns and trends shaping eCommerce. In this year’s reports you’ll learn to:

  •  Calculate your NUMO number: New shoppers are 5-7x more likely to have their transaction declined than returning users. We calculate the cost of these declines in your industry.
  •  Stay ahead of the rise in Account Takeovers (ATO). In 2021, fraudsters ramped up ATO attempts by 55%.
  •  Anticipate Policy Abuse. New and flexible service offerings and policies attract new consumers AND repeat abusers.
Download reports

Gartner 2021 Market Guide for Fraud Detection

  • Seeking new insights into the evolution of fraud detection? Download the complimentary Gartner® Market Guide for Online Fraud Detection to:
    •  Explore the perspective of Gartner on market and technology trends
    •  Learn why leaders are betting on platforms, not point solutions
    •  Understand why fraud managers are taking ownership of customer experience
Download report

A High-Stakes Customer Experience Battleground

Download the report from 451 Research to better understand the balancing act between fraud prevention and CX, including:

  •  Why enterprises need to create a fraud prevention approach that breaks down the silos across the customer journey
  •  How to balance between fraud management and CX
  •  The key tenets to operationally optimized fraud prevention
Download report

Ready to maximize your revenue?

Join a network against fraud

Источник: https://www.forter.com/

Contact ASOS Customer Service

ASOS Phone Numbers and Emails

ASOS Emails:

Headquarters

Company Secretariat

Legal

ASOS Contact Information

Corporate Office Address:

ASOS plc

Greater London House, Hampstead Road

London,EnglandNW1 7FB

United Kingdom

Other Info (opening hours):

ASOS Customer Care

Hercules Way,

Leavesden Park,

Leavesden, Watford,

WD25 7GR

Privacy Inquiries

ASOS

Data Protection Officer

An der Anhalter Bahn 6

14979 Grossbeeren

Germany

Edit Business Info

ASOS Rating Based on 81 Reviews

Rating details

Product or Service Quality

Exchange, Refund and Cancellation Policy

Rating Details

Product or Service Quality

Exchange, Refund and Cancellation Policy

Discounts and Special Offers

Diversity of Products or Services

Close

All 143 ASOS reviews

Summary of ASOS Customer Service Calls

576 TOTAL
CALLS

00:00 AVG CALL
DURATION

0% ISSUES
RESOLVED

Top Reasons of Customers Calls

Consumers Call the Most From

Why Do People Call ASOS Customer Service?

Shipping and Delivery Question:

  • “Delivery”
  • “My order is late and no tracking number”
  • “Delivery issues”

Return/ Replace Question:

  • “Verify return”
  • “Return items”
  • “Returns and tefunds”

Refund Question:

  • “Refund”
  • “Why is my item being refunded”
  • “Not had refund”

Activation/ Cancellation Question:

  • “Cancellation”
  • “I cancel order still hasn't received refund”
  • “I want to cancel my order”

Payments and Charges Question:

  • “Payment”
  • “Ordered with no discount”
  • “Charge”

Product/ Service Question:

  • “Fake goods”
  • “Cant order an item”
  • “Order arrival”

Account Question:

  • “My account is blocked”
  • “My account was blocked and I want to know the reason”
  • “My account was debited”

Request for Information Question:

  • “About an wrong address”
  • “Information about my order and refund”

Staff Question:

  • “Disappointed from the service.”
  • “Customer service”

Cards Question:

  • “Issue with gift card”
  • “Gift card”

Website/ Application Question:

  • “Cannot get onto the site and haven't been able to for months and months”
  • “I can't contact them on their website as it won't let me through live chat! It's saying I haven't returned something when I have and I have proof of this too!”

Other Question:

  • “My package is missing”
  • “I just wanted to know when you would next have this item in stock 1959822”
  • “My order”

About

Top ASOS Services

Shipping Service

ASOS Pros and Cons

Pros: Pricing, No number to contact after money being taken, Range of clothing, No number to contact after money being taking, Cheap clothes

Cons: Awful customer service and fraudulent behaviour, Delivery, Bad customer service, Non-existent customer service, No number to call customer service

Related Companies

Topshop

Summary

ASOS is a leading clothing retail company in the UK. ASOS is a multi store of apparel and accessories that showcases numerous brands of tops, bottoms, denim, lingerie as well as jewelry. Women’s brands at ASOS include such labels as Beauty Bakerie, Clover Canyon, Free People, Henry London, and Michael Kors etc. At ASOS, men’s brands collection presents a choice of Always Rare, Boy London, Good Old Boys, Pretty Green, and Under Armour etc. Buyers can pay for their purchases with Visa, MasterCard, PayPal, American Express, and Visa Electron.

ASOS reviews and complaints

ASOS is ranked 610 out of 2522 in Footwear and Clothing category

Payment Methods

PayPalMasterCardVISA

Edit Description

Compare ASOS To

Companies are selected automatically by the algorithm. A company's rating is calculated using a mathematical algorithm that evaluates the information in your profile. The algorithm parameters are: user's rating, number of resolved issues, number of company's responses etc. The algorithm is subject to change in future.

Shein

Shein

Has Verified Representatives

17532 reviews

Источник: https://asos.pissedconsumer.com/customer-service.html

Screenshots

Description

ASOS Black Friday 2021 is here!! Up to 80% off (almost) everything. Our biggest deal ever!

The ASOS app is home to more than 850 brands, over 85,000 products, free shipping and return options. We empower fashion-loving 20-somethings all over the world to be whoever they want to be.

More ASOS app perks:

• Apple Pay for easy, speedy checkout
• Style Match – just take a picture, or upload one, and we’ll find similar products for you
• My Recommendations, AKA a tailor-made edit personalised for you
• A seamless experience between devices (synced Saved Items and shopping bag)
• Sale alerts and promotional nudges, so you’ll always stay up to date
• Handy catwalk videos and 360-degree views of products
• Delivery to 242 countries worldwide

Version 4.64.0

You gave us lots of translation feedback - thanks! We’ve listened and fixed those pesky issues.
Tell us about your ideas for the ASOS app via My Account - we'd love to hear from you!

Ratings and Reviews

4.9 out of 5

389.1K Ratings

Above & Beyond

I will forever be an ASOS customer! They are literally my go to for EVERYTHING! The compliments I receive are to die for. Literally the best online shopping experience ever. I’ve been a faithful customer for almost a decade. The quality of the products provided, the variety and the customer service provided is beyond exceptional. I was having a mental crisis preparing for my Grandmother’s funeral last December and really needed my dress to arrive within 2 days. I always apply 2 day shipping but on this particular day I failed to take into account the time/zone difference. It was a Thursday afternoon and I was hoping to receive the dress Saturday morning but because of the time of day I was told it would not arrive until Monday. 4 days? I was heartbroken. After speaking with someone via chat and being told there was nothing that could be done, I was very surprised to receive my dress the morning of (2 days later as desired). An angel provided overnight shipping and saved the day. That is the true definition of above and beyond. Thank you so much!

Soo customer friendly!!

I love shopping on this app! To begin, I love their products and brand in general. They have a large range of sizing, including a petite section that has a wide variety of products and styles. I find this cool as it is hard to picture myself wearing some things when I know the model wearing it is nearly a foot taller than me. Also it is rare to find a store that has a petite section with common styles and variety. But the app in specific is super user friendly! Online shopping can be hard due to different brands sizing but their size guide is more helpful and advanced than any other website/store I’ve ever seen. You can choose your size in certain brands and it helps you figure out your right size for their products! And it works because I’ve ordered from both petites and general sizing and loved everything. Also their shipping is amazing!!! So fast and easily trackable! I had express shipping on my last order for only $7. I never use express shipping because normally its ridiculous! The only thing I would suggest to improve the store and make the experience even better is to create some kind of rewards program! Urban outfitters has a decent asos customer service usa phone and since I’m a frequent buyer from ASOS it would serve me well! :)

Truly the Worst Online Shopping Experience

This is the worst online shopping experience I’ve ever had. I found some boots I adore that I can’t find anywhere else. I tried ordering it 7+ times but the order would fail every time. I chatted with probably 10 different agents over the last week trying to get help going through, but they’d all give me bare minimum answers, always telling me to do something I’d already tried. It seemed like they were just eager to get me off the chat. I did everything they suggested and more. I’ve been as patient as possible and done everything I could to troubleshoot, even contacted my bank and switched payment options to make sure it wasn’t on my end. After all the troubleshooting and chatting, the issue is obviously on ASOS’s end and the agents knew it but would always send me away with no solution and wouldn’t bother to escalate the issue. I asked for someone to take a look at my account to ACTUALLY see why it wasn’t going through and the agent just said sorry, just try ordering again in an hour. Now, the boots are sold out in my size because they constantly would send me away and now I can’t get them. I’m so frustrated and sad because I can’t find them anywhere else and ASOS customer service couldn’t care less.

The developer, ASOS, indicated that the app’s privacy practices may include handling of data as described below. For more information, see the developer’s privacy policy.

Data Used to Track You

The following data may be used to track you across apps and websites owned by other companies:

  • Search History
  • Identifiers

Data Linked to You

The following data may be collected and linked to your identity:

  • Purchases
  • Financial Info
  • Location
  • Contact Info
  • Search History
  • Identifiers
  • Usage Data
  • Diagnostics
  • Other Data

Data Not Linked to You

The following data may be collected but it is not linked to your identity:

Privacy practices may vary, for example, based on the features you use or your age. Learn More

Information

Seller
Asos.Com Ltd

Size
122 MB

Category
asos customer service usa phone Shopping

Compatibility
iPhone
Requires iOS 12.0 or later.
iPad
Requires iPadOS 12.0 or later.
iPod touch
Requires iOS 12.0 or later.
Languages

English, Danish, Dutch, French, German, Italian, Polish, Russian, Spanish, Swedish

Age Rating
4+ asos customer service usa phone

Copyright
© 2021 asos.com Ltd

Price
Free

Supports

  • Family Sharing

    With Family Sharing set up, up to six family members can use this app.

Featured In

You Might Also Like

Источник: https://apps.apple.com/us/app/asos/id457876088

Join the largest network of trust

The only fraud prevention platform, powered by the largest network of online retailers, that knows which customers to trust, in free credit card with money 2018 generator, every time

The largest alliance and the leading brands are fighting fraud together

A single platform securing the entire purchasing journey

Approve more, spend less

Approve more customers with accurate, real-time decisions

Delight customers across every channel and every touchpoint

Inspire customer loyalty by eliminating false declines and reducing friction across all touchpoints

Grow faster and breathe easier

Expand to new markets and products with a fully-automated platform, tailored to your business

Evolve with the future of ecommerce

Annual eCommerce Revenue Optimization (AERO) Reports

Every year, Forter mines our first party data bofa atm near me now identify patterns and trends shaping eCommerce. In this year’s reports you’ll learn to:

  •  Calculate your NUMO number: New shoppers are 5-7x more likely to have their transaction declined than returning users. We calculate the cost of these declines in your industry.
  •  Stay ahead of the rise in Account Takeovers (ATO). In 2021, fraudsters ramped up ATO attempts by 55%.
  •  Anticipate Policy Abuse. New and flexible service offerings and policies attract new consumers AND repeat abusers.
Download reports

Gartner 2021 Market Guide for Fraud Detection

  • Seeking new insights into the evolution of fraud detection? Download the complimentary Gartner® Market Guide for Online Fraud Detection to:
    •  Explore the perspective of Gartner on market and technology trends
    •  Learn why leaders are betting on platforms, not point solutions
    •  Understand why fraud managers are taking ownership of customer experience
Download report

A High-Stakes Customer Experience Battleground

Download the report from 451 Research to better understand the balancing act between fraud prevention and CX, including:

  •  Why enterprises need to create a fraud prevention approach that breaks down the silos across the customer journey
  •  How to balance between fraud management and CX
  •  The key tenets to operationally optimized fraud prevention
Download report

Ready to maximize your revenue?

Join a network against fraud

Источник: https://www.forter.com/

Contact ASOS customer service

Resolver can help you send your complaints to ASOS. It’s quick, easy and totally free.

Contact ASOS now
MoneySavingExpert's founder Martin Lewis

A completely free service recommended by Martin Lewis, founder of MoneySavingExpert.com. Why MSE rates us.


Resolver is not affiliated to, linked with or otherwise endorsed by ASOS.

We are an entirely independent issue-resolution tool that enables the raising and handling of consumer issues, making complaining simpler for everyone.

How does Resolver work?

Free forever

Resolver is free. Just raise a case and leave feedback after. Simple! We’ve helped millions of people find a resolution. Get started now and let’s get this sorted.

Know your rights

There’s no jargon in our rights guides. Instead, they’re full of the info you need to get things sorted. We’ll always be on hand with guidance and support to help you get the results you’re looking for.

Get your voice heard

You can be certain that you’re talking to the right person at the right time. We automatically connect you to contacts at thousands of household names, ombudsmen and regulators to find a resolution.

How to complain about ASOS customer service

Resolver is a completely free complaint-resolution tool that puts the British consumer directly in touch with the customer service providers who can resolve their complaint.

By providing you with all the tools and contact details needed to raise and manage your complaint, we put you firmly in control of your issue.

Contact details

Head Office address

Building 2. Peoplebuilding, Maylands Avenue

Hemel Hempstead Industrial Estate

HEMEL HEMPSTEAD

HP2 4NW

Phone number: 020 7756 1000

Please check with your phone provider if you are unsure about how much a call will cost.

Email ASOS

Using Resolver you can:

  • Keep all your correspondence in one place
  • Go straight to the correct contact point within an organisation
  • Make use of a series of simple templates to help make raising your complaint as simple and quick as possible
  • Receive reminders when you get a response from a company or organisation
  • Get an automatic notification when it's appropriate to escalate your case to the next management level within a company
  • Package up and send off the whole history of your complaint to an asos customer service usa phone or other regulatory body if necessary

Read more about how to complain here

Need help complaining?

Resolver is a totally free service that you can use to complain effectively.
We are working with industry leaders, regulators and government to make your voice heard and improve customer service. However, if you'd rather complain directly, you can use the above address to contact ASOS.

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Источник: https://www.resolver.co.uk/companies/asos-complaints/contact-details

ASOS customer orders £75 coat online and is left in stitches when it arrives

An ASOS customer was left in stitches when the £75 coat she ordered online didn't quite give her the look she was expecting.

Eve Curran ordered the ASOS Design croc vinyl trench coat, which is available in brown and white, with the online description stating the 'mock-croc design' is regular fit and 'true to size&apos.

But when Eve got her hands on the new winter wear and tried it on, she felt slightly overwhelmed by the huge fit of the coat and shared hilarious comparison pictures on Twitter, as reported by Daily Star.

She posted side-by-side images of how the coat had appeared on the website and how it looked on her when she tried it on in front of the mirror in her bedroom, with the caption: "Expectation vs reality."

Both Eve and her followers saw the funny side of the latest addition to her wardrobe, with the post gaining more than 200 likes as one person commented to say: "Naw Eve I laughed so much," as she replied: "Hahahaha how funny wells fargo bank near me open that."

Eve isn't the only online shopper to have been left in hysterics by a questionable purchase after a Zara customer's embarrassing experience with a pair of the shop's faux leather trousers went viral, racking up more than four million views.

TikTok user Julia Leonard was left mortified when she visited a restaurant with her family, only to discover her new trousers came with a very awkward design flaw.

She explains that as they were leaving the restaurant, her sister dropped her phone and she bent down to pick it up, only for her trousers to let out a noise only comparable to loudly breaking wind.

Julia uploaded hilarious videos proving it was not an unfortunate isolated incident by repeatedly squatting down to demonstrate the noise as a warning to others. You can see it here.

Источник: https://www.mirror.co.uk/news/weird-news/asos-customer-orders-75-coat-23065268

Contact ASOS Customer Service

ASOS Phone Numbers and Emails

ASOS Emails:

Headquarters

Company Secretariat

Legal

ASOS Contact Information

Corporate Office Address:

ASOS plc

Greater London House, Hampstead Road

London,EnglandNW1 7FB

United Kingdom

Other Info (opening hours):

ASOS Customer Care

Hercules Way,

Leavesden Park,

Leavesden, Watford,

WD25 7GR

Privacy Inquiries

ASOS

Data Protection Officer

An der Anhalter Bahn 6

14979 Grossbeeren

Germany

Edit Business Info

ASOS Rating Based on 81 Reviews

Rating details

Product or Service Quality

Exchange, Refund and Cancellation Policy

Rating Details

Product or Service Quality

Exchange, Refund and Cancellation Policy

Discounts and Special Offers

Diversity of Products or Services

Close

All 143 ASOS reviews

Summary of ASOS Customer Service Calls

576 asos customer service usa phone TOTAL
CALLS

asos customer service usa phone 00:00 AVG CALL
DURATION

0% ISSUES
RESOLVED

Top Reasons of Customers Calls

Consumers Call the Most From

Why Do People Call ASOS Customer Service?

Shipping and Delivery Santander consumer finance phone number “Delivery”
  • green dot bank loans “My order is late and no tracking number”
  • “Delivery issues”
  • Return/ Replace Question:

    • “Verify return”
    • “Return items”
    • “Returns and tefunds”

    Refund Question:

    • “Refund”
    • “Why is my item being refunded”
    • “Not had refund”

    Activation/ Cancellation Question:

    • “Cancellation”
    • “I cancel order still hasn't received refund”
    • “I want to cancel my order”

    Payments and Charges Question:

    Product/ Service Question:

    • “Fake goods”
    • “Cant order an item”
    • “Order arrival”

    Account Question:

    • “My account is blocked”
    • “My account was blocked and I want to know the reason”
    • “My account was debited”

    Request for Information Question:

    • “About an wrong address”
    • “Information about my order and refund”

    Staff Question:

    Cards Question:

    Website/ Application Question:

    • “Cannot get onto the site and haven't been able to for months and months”
    • “I can't contact them on their website as it won't let me through live chat! It's saying I haven't returned something when I have and I have proof of this too!”

    Other Question:

    • “My package is missing”
    • “I just wanted to know when you would next have this item in stock 1959822”
    • “My order”

    About

    Top ASOS Services

    Shipping Service

    asos customer service usa phone ASOS Pros and Cons

    Pros: Pricing, No number to the banker tv series after money being taken, Range of clothing, No number to contact after money being taking, Cheap clothes

    Cons: Awful customer service and fraudulent behaviour, Delivery, Bad customer service, Non-existent customer service, No number to call customer service

    Related Companies

    Topshop

    Summary

    ASOS is a leading clothing retail company in the UK. ASOS is a multi store of apparel and accessories that showcases numerous brands of tops, bottoms, denim, lingerie as well as jewelry. Women’s brands at ASOS include such labels as Beauty Bakerie, Clover Canyon, Free People, Henry London, and Michael Kors etc. At ASOS, men’s brands collection presents a choice of Always Rare, Boy London, Good Old Boys, Pretty Green, and Under Armour etc. Buyers can pay for their purchases with Visa, MasterCard, PayPal, American Express, and Visa Electron.

    ASOS reviews and complaints

    ASOS is ranked 610 out of 2522 in Footwear and Clothing category

    Payment Methods

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    Compare ASOS To

    Companies are selected automatically by the algorithm. A company's rating is calculated using a mathematical algorithm that evaluates the information in your profile. The algorithm parameters are: user's rating, asos customer service usa phone of resolved issues, number of company's responses etc. The algorithm is subject to change in future.

    Shein

    Shein

    Has Verified Representatives

    17532 reviews chase amazon activate credit card

    Источник: https://asos.pissedconsumer.com/customer-service.html

    Asos customer service usa phone -

    Asos offers staff flexible work and paid leave during menopause

    Staff at the online fashion store Asos will be allowed to work flexibly, as well as take time off at short notice, while going through the menopause.

    It is one of several new policies being introduced by the clothing retailer aimed at supporting its employees who are “going through health-related life events”.

    Other measures announced by Asos, which come into effect on Thursday, include paid leave for staff who have experienced a pregnancy loss or are undergoing fertility treatment, with five days paid leave provided a cycle to ensure appointments can be attended.

    The company said it will allow employees who are dealing with pregnancy loss, including miscarriages and abortions, to take 10 days of leave, with the policy also applying to the partners of those who were pregnant and for surrogate pregnancies.

    The new policies are gender-neutral, Asos said, with its chief executive, Nick Beighton, adding that staff will be supported “personally and financially”.

    “All of us face unexpected challenges in life, and sometimes these can create very difficult circumstances which mean we need to step away from or change how we work,” he said.

    “We’ve launched these new policies to reassure all Asosers that they will continue to be supported, personally and financially, throughout those difficult times. We’re here, no matter what it is and every step of the way.”

    The new measures will “enable Asosers to take the time away from work that they need, while also increasing awareness of the impact of such common life events”, the company said in a statement.

    As well as pregnancy loss, fertility treatment – which is not limited to any number of cycles – and the menopause, wider health issues requiring paid leave, such as cancer treatment and gender reassignment surgery, are also included in the policy framework.

    The company will provide up to six weeks of paid leave for its 3,800-plus staff, who are mainly based in the UK, undergoing such treatments, as well as those fleeing domestic abuse situations.

    It comes as Asos announced its ethnicity pay gap data for the first time earlier this week, which showed median pay for minority ethnic employees is now 5.9% higher than that of their white colleagues.

    It represents a 21.2% improvement in the overall median ethnicity pay gap since 2020, the retailer said.

    The moves by Asos follows an announcement by online bank Monzo in May that it would provide paid leave for employees who are affected by the loss of a pregnancy, after the departure of its former chief executive, Tom Blomfield.

    Blomfield, who founded Monzo, stepped down in January after his own struggles with anxiety and stress.

    Monzo’s policies give either partner up to 10 extra days of paid leave if they lose a baby due to abortion, miscarriage or stillbirth.

    Источник: https://www.theguardian.com/business/2021/oct/07/asos-offers-staff-flexible-work-and-paid-leave-during-menopause

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    Источник: https://www.forter.com/

    Contact ASOS customer service

    Resolver can help you send your complaints to ASOS. It’s quick, easy and totally free.

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    Resolver is not affiliated to, linked with or otherwise endorsed by ASOS.

    We are an entirely independent issue-resolution tool that enables the raising and handling of consumer issues, making complaining simpler for everyone.

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    Resolver is free. Just raise a case and leave feedback after. Simple! We’ve helped millions of people find a resolution. Get started now and let’s get this sorted.

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    By providing you with all the tools and contact details needed to raise and manage your complaint, we put you firmly in control of your issue.

    Contact details

    Head Office address

    Building 2. Peoplebuilding, Maylands Avenue

    Hemel Hempstead Industrial Estate

    HEMEL HEMPSTEAD

    HP2 4NW

    Phone number: 020 7756 1000

    Please check with your phone provider if you are unsure about how much a call will cost.

    Email ASOS

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    Contact ASOS Customer Service

    ASOS Phone Numbers and Emails

    ASOS Emails:

    Headquarters

    Company Secretariat

    Legal

    ASOS Contact Information

    Corporate Office Address:

    ASOS plc

    Greater London House, Hampstead Road

    London,EnglandNW1 7FB

    United Kingdom

    Other Info (opening hours):

    ASOS Customer Care

    Hercules Way,

    Leavesden Park,

    Leavesden, Watford,

    WD25 7GR

    Privacy Inquiries

    ASOS

    Data Protection Officer

    An der Anhalter Bahn 6

    14979 Grossbeeren

    Germany

    Edit Business Info

    ASOS Rating Based on 81 Reviews

    Rating details

    Product or Service Quality

    Exchange, Refund and Cancellation Policy

    Rating Details

    Product or Service Quality

    Exchange, Refund and Cancellation Policy

    Discounts and Special Offers

    Diversity of Products or Services

    Close

    All 143 ASOS reviews

    Summary of ASOS Customer Service Calls

    576 TOTAL
    CALLS

    00:00 AVG CALL
    DURATION

    0% ISSUES
    RESOLVED

    Top Reasons of Customers Calls

    Consumers Call the Most From

    Why Do People Call ASOS Customer Service?

    Shipping and Delivery Question:

    • “Delivery”
    • “My order is late and no tracking number”
    • “Delivery issues”

    Return/ Replace Question:

    • “Verify return”
    • “Return items”
    • “Returns and tefunds”

    Refund Question:

    • “Refund”
    • “Why is my item being refunded”
    • “Not had refund”

    Activation/ Cancellation Question:

    • “Cancellation”
    • “I cancel order still hasn't received refund”
    • “I want to cancel my order”

    Payments and Charges Question:

    • “Payment”
    • “Ordered with no discount”
    • “Charge”

    Product/ Service Question:

    • “Fake goods”
    • “Cant order an item”
    • “Order arrival”

    Account Question:

    • “My account is blocked”
    • “My account was blocked and I want to know the reason”
    • “My account was debited”

    Request for Information Question:

    • “About an wrong address”
    • “Information about my order and refund”

    Staff Question:

    • “Disappointed from the service.”
    • “Customer service”

    Cards Question:

    • “Issue with gift card”
    • “Gift card”

    Website/ Application Question:

    • “Cannot get onto the site and haven't been able to for months and months”
    • “I can't contact them on their website as it won't let me through live chat! It's saying I haven't returned something when I have and I have proof of this too!”

    Other Question:

    • “My package is missing”
    • “I just wanted to know when you would next have this item in stock 1959822”
    • “My order”

    About

    Top ASOS Services

    Shipping Service

    ASOS Pros and Cons

    Pros: Pricing, No number to contact after money being taken, Range of clothing, No number to contact after money being taking, Cheap clothes

    Cons: Awful customer service and fraudulent behaviour, Delivery, Bad customer service, Non-existent customer service, No number to call customer service

    Related Companies

    Topshop

    Summary

    ASOS is a leading clothing retail company in the UK. ASOS is a multi store of apparel and accessories that showcases numerous brands of tops, bottoms, denim, lingerie as well as jewelry. Women’s brands at ASOS include such labels as Beauty Bakerie, Clover Canyon, Free People, Henry London, and Michael Kors etc. At ASOS, men’s brands collection presents a choice of Always Rare, Boy London, Good Old Boys, Pretty Green, and Under Armour etc. Buyers can pay for their purchases with Visa, MasterCard, PayPal, American Express, and Visa Electron.

    ASOS reviews and complaints

    ASOS is ranked 610 out of 2522 in Footwear and Clothing category

    Payment Methods

    PayPalMasterCardVISA

    Edit Description

    Compare ASOS To

    Companies are selected automatically by the algorithm. A company's rating is calculated using a mathematical algorithm that evaluates the information in your profile. The algorithm parameters are: user's rating, number of resolved issues, number of company's responses etc. The algorithm is subject to change in future.

    Shein

    Shein

    Has Verified Representatives

    17532 reviews

    Источник: https://asos.pissedconsumer.com/customer-service.html

    Automated Surface/Weather Observing Systems (ASOS/AWOS)

    The Automated Surface Observing Systems (ASOS) program is a joint effort of the National Weather Service (NWS), the Federal Aviation Administration (FAA), and the Department of Defense (DOD). There are currently more than 900 ASOS sites in the United States. These automated systems collect observations on a continual basis, 24 hours a day. ASOS data are archived in the Global Surface Hourly database. 

    Automated Weather Observing System (AWOS) units are operated and controlled by the Federal Aviation Administration. These systems are among the oldest automated weather stations and predate ASOS. They generally report at 20-minute intervals and, unlike ASOS, do not report special observations for rapidly changing weather conditions.

    Data Access Applications

    ASOS/AWOS data are available via the Local Climatological Data product and as part of the Integrated Surface Dataset (ISD). Use the NCEI data access application to search for, download, and order data.

    Launch Data Access

    Bulk Download

    Highly recommended for large volumes of data.

    Station Data

    Observations and Reports

    ASOS observations are operationally generated each hour, and special observations are provided whenever the weather changes. These special reports are generated when conditions exceed preselected weather element thresholds, e.g., the visibility decreases to less than 3 miles. NCEI also collects ASOS observations taken at finer timescales; 1-minute and 5-minute observations, as well as summary of the day and summary of the month statistics. The basic weather elements collected include the following.

    • Sky condition: cloud height and amount (clear, scattered, broken, overcast) up to 12,000 feet
    • Visibility (to at least 10 statute miles)
    • Basic present weather information: type and intensity for rain, snow, and freezing rain.
    • Obstructions to vision: fog, haze
    • Pressure: sea-level pressure, altimeter setting
    • Ambient temperature, dew point temperature
    • Wind: direction, speed and character (gusts, squalls)
    • Precipitation accumulation
    • Selected significant remarks including- variable cloud height, variable visibility, precipitation beginning/ending times, rapid pressure changes, pressure change tendency, wind shift, peak wind
    Источник: https://www.ncei.noaa.gov/products/land-based-station/automated-surface-weather-observing-systems

    Ultra-fast Fashion Is Eating the World

    Planet

    Even a pandemic can’t stop people from buying clothes they don’t need.

    By Rachel Monroe

    This article was published online on February 6, 2021.


    Last February, on a sunny afternoon in West Hollywood, two girls with precise eye makeup paused on Melrose Avenue and peered in the windows of a building whose interior was painted a bright, happy pink. Two pink, winged unicorns flanked racks of clothes: ribbed crop tops, snakeskin-print pants, white sleeveless bodysuits. One of the girls tugged on the door, then frowned. It was locked, which was weird. She tugged again. Inside, a broad-chested security guard regarded them impassively from behind a pink security desk.

    Erin Cullison, the U.S. public-relations rep for PrettyLittleThing, a fast-fashion brand founded in 2012, watched the girls give up and walk away. She sighed. Although the West Hollywood showroom closely resembles a store, it is not, in fact, a store. It is not open to the public; the clothes on the racks don’t have price tags. “People try to give us cash, but we’re not even set up to take money,” Cullison told me. Instead, the clientele is made up of the brand’s influencer partners—thousands of them—who can make an appointment to visit the showroom every couple of weeks and “get gifted.” They try on the latest styles and take advantage of various “photo moments”: lounging on the plush pink couch, posing on the pink staircase, peeking out of the London phone booth repainted—yes—pink. They can snack on a pink-frosted cupcake, and (provided they’re 21 or older) drink a glass of rosé at the store’s pink bar, before heading home with several items of free clothing.

    PrettyLittleThing is part of the Boohoo Group, a company that has become a dominant force in retail fashion over the past decade; along with several other aggressive and like-minded companies, it is quickly reshaping the industry. Boohoo stock is now publicly traded on the London Stock Exchange (LSE: BOO), but it started as a family business. As the legend goes, the family patriarch, Abdullah Kamani, immigrated to the U.K. from Kenya in the 1960s and began selling handbags from a street stand. Eventually, he opened a textile factory that supplied the retailers that, starting in the 1990s, shook the fashion world with their cheap clothes and high merchandise turnover: H&M, Topshop, and the Irish fast-fashion juggernaut Primark.

    Abdullah’s business was successful enough that he bought himself a Rolls-Royce; his son Mahmud saw the potential for even greater profits. In 2006, Mahmud and his business partner, Carol Kane, began selling cheap clothes directly to consumers through Boohoo.com. Without the burden of retail stores, the company’s costs were relatively low, except when it came to marketing. Young girls who went on YouTube (and, later, Instagram) were inundated with microtargeted ads for Boohoo bodysuits and minidresses. Boohoo’s founders understood that social media could be leveraged to make new brands quickly seem ubiquitous to their target audience. “If you have that imagery out there you are perceived as a much larger business than you actually are,” Kane told the trade publication Drapers.

    Social media wasn’t just a convenient place to advertise—it was also changing how we think about our clothes. Fashion brands have always played on our aspirations and insecurities, and on the seemingly innate desire to express ourselves through our clothing. Now those companies had access to their target shoppers not just when they stood below a billboard in SoHo or saw an ad on prime-time TV, but in more intimate spaces and at all hours of the day. Brands flooded our feeds with their wares, whether through their own channels or, more surreptitiously, by enlisting influencers to make an item seem irresistible, or at least unavoidable.

    The more we began documenting our own lives for public consumption, meanwhile, the more we became aware of ourselves (and our clothing) being seen. Young people, and young women in particular, came to feel an unspoken obligation not to repeat an #outfitoftheday; according to a 2017 poll, 41 percent of women ages 18 to 25 felt pressure to wear a different outfit every time they went out.

    Two decades ago, Zara was revolutionary for offering hundreds of new items a week; nowadays, Asos adds as many as 7,000.

    Boohoo’s founders understood that the company had to hustle to keep customers’ attention—to “be fresh all the time,” as Kane has put it. “A traditional retailer might buy three or four styles, but we’ll buy 25,” Kane told The Guardian in 2014. Not having to keep hundreds of stores stocked meant Boohoo could be flexible about inventory management. In 2018, H&M was sitting on $4.3 billion worth of unsold items. Boohoo, by contrast, could order as few as 300 or 500 units of a given style—just enough to see whether it would catch on. Only about a quarter of the initial styles were reordered, according to Kane.

    Over time, Boohoo accumulated rich data about online consumer behavior, and further tailored the shopping experience to its shoppers’ tastes. “They know that first-time customers like to see this product category, or customers from this geographic area like this color palette,” Matt Katz, a managing partner at the consulting firm SSA & Company, told me.

    In normal times, Boohoo’s agility and ingenuity offered crucial advantages over the competition. When the pandemic hit, those advantages became decisive.

    In 2015, when Tricia Panlaqui was 12, she pretended she was 13 so she could start an Instagram account, where she posted videos of herself doing the kinds of things that 12-year-olds do: cartwheeling, blowing kisses at the camera, putting on makeup. By her 15th birthday, she had moved on to what she felt was a more grown-up medium—YouTube—and focused her content on fashion. When she posted haul videos, a YouTube genre that’s a combination of an unboxing and a bedroom fashion show, her viewership skyrocketed. Brands began reaching out, offering her sponsorship deals.

    In Tricia’s earliest videos, her outfits had mostly come from familiar mall stores: a white sweater from Express, distressed denim cutoffs from American Eagle. But once she hit 10,000 followers, her channel began to feature clothes from a different set of brands, ones that were typically online-only and based in China. There was Shein, which sells $10 bathing suits, and Zaful, where the prices were even lower. These companies had cropped up alongside lesser-known brands whose names tend to be two words awkwardly jammed together: DressLily, NastyDress, TwinkleDeals, TrendsGal, FairySeason. You wouldn’t find their goods at the mall or see them advertised on TV, but if you were a young woman between the ages of 12 and 22 on social media, their targeted ads were inescapable.

    When Tricia agreed to make a video featuring a company’s products, she would typically receive a few hundred dollars’ worth of free merchandise. The product quality could be iffy, but the clothes were cheap and abundant—which meant she could make more haul videos.

    There was nothing particularly groundbreaking about Tricia’s fashion sense, or her online persona. She liked iced vanilla lattes from Starbucks and leggings from Lululemon. But she had warm, wide eyes, and she spoke to the camera in a friendly, direct way. The more content she made about shopping, the more views—and ad revenue—she earned. The year Tricia turned 16, she made nearly $40,000 from ad revenue, sponsorships, and commissions; to celebrate her birthday, she showed off her purchases from a shopping spree that had cost her $3,000—all money she had made through her YouTube channel. Once Tricia surpassed 100,000 followers—a key metric for YouTube influencers—she began getting offers from better-known fast-fashion brands, including Boohoo, as well as other companies that were following its digital-first model, such as Princess Polly and Fashion Nova.

    To Tricia, sometimes these companies all seemed to be copying one another. Someone would send her a loose tie-front tank top, and then a few days later four other brands would deliver their versions of the same style. She soon had more clothes than she knew what to do with. She gave them to friends and charities and thrift stores; she sold them on the social-shopping app Depop and ran giveaways for her followers. Her closet still overflowed with outfits, so she stuffed the excess into suitcases.

    Read: All your clothes are made with exploited labor

    Working with these brands gave her some pause. Cheap clothes come with severe environmental consequences, and this troubled Tricia. (Her sponsors were self-conscious about this too—she says they asked her to hide the plastic packaging their clothes came in so it wouldn’t be visible in the videos.) The industry’s labor practices are also suspect, and commenters chided her for working with companies that had terrible track records. She temporarily cut ties with Shein after it was accused of using child labor in its factories. “But as sad as it is, every brand is doing some type of thing,” she told me. “You’d have to cancel every single brand.”

    When the coronavirus arrived, Tricia was worried—with the world falling apart, would anyone care about shopping? Clothing retailers were among the hardest hit by the pandemic. In April, U.S. clothing sales plummeted by 79 percent from March; McKinsey predicted that global fashion-industry revenues would contract by 30 percent in 2020. Brands like Primark were saddled with what one industry observer called an “inventory crisis”—billions of dollars of merchandise intended for now-closed shops.

    With less inventory and no brick-and-mortar stores, Boohoo and its competitors had no such drag on their operations. Quick to pivot, the brands sent Tricia sweatpants and hoodies and suggested themes for her videos: Corona style! Lounging at home! Even with the economy in free fall, demand for cheap, cute clothes persisted.

    In times of crisis, consumers don’t stop shopping—they just limit their purchases to affordable pleasures. Fast fashion had expanded its market share during the 2008 global financial crisis; now this new cohort of companies—known as ultra-fast fashion—was poised to do the same. While the rest of the retail sector struggled and legacy companies such as J.Crew and Neiman Marcus filed for bankruptcy, many of Tricia’s sponsors and their rivals thrived. Asos’s sales rose rapidly from March to June. Boohoo had its best quarter ever. “We’ve seen an incredible sprint to digital,” Matt Katz told me. “What would’ve taken seven years has taken seven months—or seven weeks.”

    Boohoo’s clothes may not feature prominently in Vogue photo shoots, and may, for now, appeal to customers who are mostly under the age of 30. But the rise of ultra-fast fashion marks a major shift in the retail world. Two decades ago, the first fast-fashion companies redrew the lines of a staid industry. Now their faster, cheaper successors are upending it. In the process, they are changing our relationship to shopping, to our clothes, and even to our planet.

    Back when goingto the mall was still a possibility, Tricia filmed another video. She held up a yellow plastic bag from a former fast-fashion powerhouse, Forever 21. “I normally don’t go there and, like, buy clothes there … but our store was 70 percent off so I was like, ‘Okay,’ ” she said, sounding skeptical.

    For those of us who grew up haunting the food courts of suburban malls, Forever 21 was once the epitome of fast fashion. When the company filed for bankruptcy in 2019, some interpreted it as the end of an era. If Millennials killed homeownership, golf, and department stores, perhaps Generation Z consumers, who claimed to prize sustainability and transparency, would be the death of fast fashion. In study after study, young shoppers said they preferred eco-friendly products from socially conscious companies; surely they wouldn’t support an industry notorious for its alarming environmental toll and history of exploiting workers. But that isn’t exactly what happened.

    Read: Forever 21 underestimated young women

    When Forever 21 (then known as Fashion 21) opened its first store—in the Highland Park neighborhood of Los Angeles, in 1984—the majority of the clothes bought in the U.S. were still produced domestically, and most fashion brands released new styles seasonally. “Your mom took you shopping at the beginning of the school year. You got two pairs of jeans, and maybe if you were really lucky, you could squeeze a dress out of her,” recalls Aja Barber, a writer and fashion-sustainability consultant.

    Americans now buy a piece of clothing every five days, on average.

    But macro-level changes were transforming the industry. Synthetic fibers made it possible to manufacture cheaper (and in many cases less durable) clothes; new trade policies led to a globalized supply chain. Companies shifted production offshore, where environmental regulations were less stringent, or nonexistent, and garment workers sometimes earned 20 times less than in the U.S. Clothing got massively cheaper.

    Forever 21, which initially catered to L.A.’s Korean community, set itself apart by offering a steady flow of new merchandise that capitalized on emerging styles. As it grew, its co-founder Jin Sook Chang reviewed as many as 400 new designs a day. Shopping for fast fashion was exciting—there was always something new, and the merchandise was so cheap that you could easily justify an impulse buy.

    While high-end fashion companies were still releasing fall and spring collections, Forever 21’s rival Zara offered fresh styles twice a week. The company, which prefers to distance itself from the “fast fashion” label, says it was just trying to respond to customers’ desires. But stocking inexpensive, ever-changing options also stimulated our desire to buy more. If you found a look you liked at Zara, you had to snap it up right away, or else suffer from fashion FOMO. One study found that, whereas the average shopper visited any given store about four times a year, Zara shoppers stopped in once every three weeks.

    Traditional brands initially scoffed at fast fashion, but they also feared losing market share; they, too, began shifting manufacturing overseas and releasing items more frequently. The 2008 financial crisis further cemented fast fashion’s hold on the market. If you were going to a job interview while the economy collapsed around you, a $25 Forever 21 blazer was hard to beat. Even after the economy recovered, people kept buying inexpensive clothes, and in ever-larger quantities. Worldwide, clothing production doubled from 2000 to 2015, while prices dropped: We were spending the same amount on clothes, but getting nearly twice as many items for it. At its peak, in 2015, Forever 21 made $4.4 billion in global sales.

    It’s hard to overstate how much and how quickly fast fashion altered our relationship with clothing, conditioning us to believe that our clothes should be cheap, abundant, and new. Trends used to take a year to pass from the runway to the mainstream; now the fashion cycle has become so compressed that it takes just a few weeks, or even less. Americans buy a piece of clothing every five days, on average, and we pay so little for our garments that we’ve come to think of them as disposable. According to a McKinsey study, for every five new garments produced each year, three garments are disposed of.

    Read: The power of buying less by buying better

    Like many retail brands, Forever 21 was hit hard by the shift to online shopping. While other companies invested in their e-commerce platforms, Forever 21 doubled down on brick-and-mortar retail, signing leases in malls that were steadily losing foot traffic. When shoppers did visit stores, they found a retailer that was out of touch with the times. In 2015, two-thirds of teenage girls in the U.S. identified as “special size”—plus, petite, tall—but mall shops were slow to respond to this reality. Not all Forever 21 stores had a plus-size section; when the fashion blogger known as Fat Girl Flow visited one that did, in 2016, she found it “tiny [and] dimly lit with yellow lights, no mirrors, and zero accessories on the shelves.”

    By contrast, many of the ultra-fast-fashion brands that were arriving on the scene featured thick-thighed models in minidresses and lingerie. PrettyLittleThing has made a point of embracing body positivity—prominently featuring models with stretch marks, models with vitiligo, models with colostomy bags. And while the ultra-fast-fashion companies were partnering with girls like Tricia, as late as 2017 Forever 21 was still spending nearly half its marketing budget on radio ads.

    The companies that once shocked the industry with their speed no longer seemed quite so fast. Two decades ago, Zara was revolutionary for offering hundreds of new items a week; nowadays, Asos adds as many as 7,000 new styles to its website over the same period. Fast-fashion companies used to brag about getting a new style up for sale in as little as two weeks. Boohoo can do it in a matter of days.

    Boohoo’s profits doubled in 2017. They doubled again in 2018. Meanwhile, the third generation of the Kamani family was making inroads in the fashion business. Umar, Mahmud’s son, had founded PrettyLittleThing when he was 24. Now he was turning it into Boohoo’s splashier little sister. The clothes were bolder (more body-con dresses, more crop tops, more metallics) and the branding was emphatically pinker.

    PrettyLittleThing’s branding reflects Umar’s flashy persona. On Instagram, where he has 1 million followers, he’s posted photos of himself posing with Drake, sunbathing in the Maldives, and Jet Skiing behind a yacht. He hosted J.Lo’s 50th birthday party at Gloria Estefan’s house, and claims to FaceTime with will.i.am nearly every day.

    The first generation of fast-fashion brands still tends to take its cues from traditional gatekeepers. Ultra-fast-fashion companies more often look to celebrity culture. Sometimes, this takes the form of partnerships: PLT has produced lines with Kourtney Kardashian; Fashion Nova has linked up with Cardi B. Other times, though, ultra-fast-fashion companies simply copy the looks of these and other stars. In 2019, Kim Kardashian posted a picture of herself in her closet wearing a tight gold dress with a midriff cutout. “Fast fashion brands, can you please wait until I wear this in real life before you knock it off?” she pleaded in the caption. Within hours, one company, Missguided, posted an extremely similar outfit on its Instagram page, promising to have the dress for sale within a few days. (Kardashian sued the company for copying her looks and was granted $2.7 million in damages.)

    PLT’s aesthetic may be as celebrity-obsessed as its founder, but the real force behind its social-media marketing are the thousands of Bachelor contestants, TikTokers, Instagram models, and YouTubers like Tricia who have been enlisted to post about the brand. Studies show that the more we use social media, the more time and money we spend shopping online. Following influencers correlates with even more shopping. In 2017, data from the social-media-analytics company Hitwise showed that PLT was the most popular emerging fast-fashion brand, with a 663 percent rise in traffic to its online store since 2014. From 2016 to 2019, the company’s annual sales went from about $23 million to nearly $510 million.

    Still, in training consumers to look for the shiniest, newest style, companies like PrettyLittleThing might be establishing the conditions for their own obsolescence. Today’s young shoppers have little brand loyalty. Consider Nasty Gal, which was once heralded as the “fastest growing retailer” of 2012 by Inc. magazine. Within a few years it filed for bankruptcy—and was bought by the Boohoo Group, which cut prices and closed the brand’s remaining brick-and-mortar stores. “Pre-COVID, not only were consumers buying and wearing things for a shorter amount of time, but they were also constantly looking for newness, which had been accelerating the cycle by which individual brands come in and out of favor,” says Adheer Bahulkar, a partner and retail specialist at the global consulting firm Kearney. “The sheer amount of newness in the market makes it difficult for any given brand to keep up.”

    About two miles away from PrettyLittleThing’s showroom, a line formed outside another West Hollywood storefront. The occasion was the annual sample sale at Dolls Kill, a mass-market brand dedicated to selling nonconformism. On the surface, Dolls Kill looks like the polar opposite of PrettyLittleThing; whereas PLT is all about converging on the trends of the moment, Dolls Kill shoppers identify as misfits and dress accordingly. But the companies are banking on similar strategies to keep young shoppers coming back: aggressive online engagement, an abundance of styles, and unrelenting newness.

    Dolls Kill is where you go when you want to buy neon platform combat boots or a pair of shimmery, iridescent bell-bottoms. There’s a dash of mall-goth in its aesthetic, alongside some anime-inspired hyperfemininity and raver psychedelia. Despite—or perhaps because of—its outsider cachet, Dolls Kill has attracted attention from powerful venture-capital investors. Amy Sun, then a partner at Sequoia Capital, a major Dolls Kill investor, surveyed the hundreds of shoppers clamoring to get inside the sample sale: their Billie Eilish neon-streaked hair, their skeleton-print hoodies. From inside the store, club music pulsed hypnotically. “You can feel the brand magic,” Sun said. “Which is super hard to build.”

    Dolls Kill’s founders, Shaudi Lynn and Bobby Farahi, met at a rave. She was a DJ; he had recently sold his media company and was “partying,” he later told Inc. Farahi was impressed with Lynn’s fashion sense, and business acumen. She would buy something cute on eBay for $5, then turn around and sell it for $100. “She looked for items that were hard to find, that were viral in nature—items that made people say, ‘Hey, where did you get that?’ ” Farahi said. Lynn and Farahi began dating, and launched an online boutique in 2012. Lynn chose the name Dolls Kill because she liked the way the two words sounded together—one soft, one hard.

    At first, they imagined that Dolls Kill would be a niche brand, popular mostly with club kids. But then something started to shift—the Burning Man aesthetic was creeping into the workaday world; festival culture went mainstream. Word began to circulate: If you wanted your #ootd to be colorful and weird and stand out on social media, Dolls Kill was a good place to shop.

    In the age of the fickle consumer, one strategy is to make customers feel like part of a community. Dolls Kill proved adept at this. “All the models on our sites are customers who submitted photos of themselves. They are just ecstatic, and they become evangelists,” Farahi has said. In 2018, the company opened its flagship Los Angeles store. It was designed to look like an industrial nightclub, with raw-concrete floors, exposed-brick walls, and an Italian sound system the company referred to in a press release as “insane.” The stores are less a revenue generator than a way to reinforce that feeling of community, Farahi told me: “Are they here to shop, or are they here to meet other people, hang out, be part of a movement?”

    In 2014, Dolls Kill attracted $5 million in an initial round of funding led by Maveron, the venture-capital firm co-founded by former Starbucks CEO Howard Schultz; five years later, the company raised another $40 million in a second round. That round was headed by Sequoia, which thinks Dolls Kill has the potential to be a “generation defining” brand, Sun told me. Rebellion against the mass market had mass-market appeal, she believed. “The age of conformity is over,” she said. “Anytime I wear anything from them, people are like, where did you get that?”

    Despite its aggressive attitude, Dolls Kill has its own network of influencers and brand ambassadors, just as its more conformist peers do. The first day of the sample sale was invitation-only; the room was full of Dolls Kill superfans, but also influencers like Jake Fleming, a lithe, blond fashion YouTuber in his early 20s. He told me that he liked Dolls Kill just fine—its clothes photographed well and he always wore them to Coachella—but attending this event was basically work for him. “We went to a brand party before this, and we have two more brand parties tomorrow,” he said, a hint of fatigue evident in his voice.

    The Dolls Kill sample sale was one of the last times I was in a crowded room. A month later, when most of the country shut down, I spent many hours scrolling through online stores—not so much buying but browsing. PrettyLittleThing had hundreds of leggings listed on its website, and I looked at all of them: white faux leather, flame-print mesh, seamless gray ombré. Dolls Kill was featuring velour tracksuits in candy-colored tones. The browsing suited my mood of low-key dissatisfaction, the itchy, procrastination-prone state that one of my friends calls “snacky.” I had a closet full of clothes and nowhere to wear them, but I added items to my basket anyway—improbable outfits for imaginary parties in a world that no longer existed.

    The ultra-fast-fashion brands have designed a shopping experience that makes the consumer feel as if the clothes magically appear out of nowhere, with easy purchasing and near-immediate delivery. The frictionless transactions contribute to the sense that the products themselves are ephemeral—easy come, easy go.

    The volume of clothes Americans throw away has doubled over the past 20 years.

    Of course, the clothes don’t come from nowhere. Ultra-fast fashion brings with it steep environmental costs. “You may get a $1 bikini,” Dana Thomas, the author of the 2019 book Fashionopolis: The Price of Fast Fashion and the Future of Clothes, told me. “But it’s costing society a lot. We’re paying for all of this in different ways.”

    Producing clothing at this scale and speed requires expending enormous amounts of natural resources. Cotton is a thirsty crop; according to Tatiana Schlossberg, the author of Inconspicuous Consumption: The Environmental Impact You Don’t Know You Have (2019), producing a pound of it can require 100 times more water than producing a pound of tomatoes. But synthetic textiles have their own problems, environmentally speaking. They’re a major source of the microplastics that clog our waterways and make their way into our seafood. McKinsey has estimated that the fashion industry is responsible for 4 percent of the world’s greenhouse-gas emissions; the United Nations says it accounts for 20 percent of global wastewater.

    Meanwhile, the volume of clothes Americans throw away has doubled over the past 20 years. We each generate about 75 pounds of textile waste a year, an increase of more than 750 percent since 1960. Some thrift shops, glutted with flimsy, synthetic wares, have stopped accepting fast-fashion donations. Discarded clothes get shipped overseas. Last year, a mountain of cast-off clothing outside the Ghanaian capital city of Accra generated so much methane that it exploded; months later, it was still smoldering.

    Fast-fashion companies tell their customers that it’s possible to buy their products and still have a clean conscience. H&M has ramped up its use of organic cotton and sustainably sourced materials; Boohoo sells 40 or so items partially made from recycled textiles. Aja Barber, the fashion-sustainability consultant, told me she sees most of these efforts as little more than greenwashing: “It’s like, ‘Oh look, these five items that we made are sustainable, but the rest of the 2,000 items on our website are not,’ ” she said.

    From the June 2009 issue: Fashion in dark times

    Then there is the human toll. The rise of fast fashion was made possible by the offshoring of manufacturing to countries where labor costs are kept low through the systematic exploitation of workers. When Rana Plaza, an eight-story factory in Bangladesh, collapsed in April 2013, killing more than 1,110 and wounding thousands more, the disaster brought international attention to the alarming labor conditions in overseas garment factories. Some ultra-fast-fashion companies have emphasized on- and near-shoring, relocating manufacturing domestically or to nearby countries, which allows them to speed up production and distribution. About half of Boohoo’s merchandise is produced in the U.K.; in 2018, 80 percent of Fashion Nova’s clothes were reportedly made in the United States.

    But domestic manufacturing doesn’t necessarily mean ethical manufacturing. Several of Fashion Nova’s Los Angeles–based suppliers were investigated by the Department of Labor for paying wages as low as $2.77 an hour. (Fashion Nova now mandates that all contractors and subcontractors pay minimum wage.) Reporters in the U.K. have uncovered disturbing practices at Boohoo’s suppliers, including impossible quotas, unsafe working conditions, and garment workers paid well below the minimum wage. Fast-fashion companies typically outsource production to a long chain of contractors and subcontractors, making accountability a challenge. Eventually, Tricia started shooting Shein haul videos again, after the company posted a self-exonerating explication of its labor practices on its website. But fast-fashion influencers, like fast-fashion consumers, have little insight into supply chains that are kept intentionally opaque.

    Last spring, as the coronavirus tore across Europe, Boohoo and other fast-fashion brands kept distribution centers open. Workers told labor advocates that social distancing was impossible, and that they were expected to bring their own hand sanitizer. By late June, Leicester, the U.K.’s textile-manufacturing hub, had an infection rate three times higher than that of any other city in the country. (Boohoo has since pledged to make its supply chains public and require third-party suppliers to adhere to ethical guidelines.)

    Regulators have started to take notice of fast fashion’s less savory practices, though their efforts have failed to keep pace with the industry, or have just plain failed. In the U.K., a special parliamentary committee that spent a year studying the environmental and labor impact of fast fashion made a number of recommendations, including levying a one-penny garment tax that would be used to improve textile recycling; the government rejected them all. Last fall, the California state assembly failed to pass a bill that would have held fashion companies accountable for wage theft by third-party contractors.

    Also last fall, an independent audit commissioned by Boohoo found that the company had been quick to capitalize on COVID‑19 as an opportunity to boost sales, but had paid little attention to low wages and unsafe working conditions in its suppliers’ factories both during the pandemic and prior to it. “Growth and profit were prioritized to the extent that the company lost sight of other issues,” the report found. But it also concluded that Boohoo hadn’t broken any laws. The day the report was released, the company’s stock rose 21 percent.

    For the moment, at least, there seems to be insufficient political will to rein in the industry’s excesses. But that doesn’t necessarily mean ultra-fast fashion is here to stay. With so many cheap products saturating our feeds, perhaps buying yet another disposable bodysuit or bandeau won’t feel as stimulating as it used to.

    The last time I spoke with Tricia, she had enrolled in a premed program. She told me that she’d been making a new kind of video. “I’m styling the clothes I already have in my closet—so I’m keeping up with fashion, but using the clothes I already have,” she said. Haul videos were still popular, but she thought I should be paying attention to another trend: “Secondhand clothing and thrifting is so hot right now.”


    *Lead image credits: Illustration by Barbara Rego; images from PrettyLittleThing; Barbara Rego; FreePNGImg; CleanPNG; Clipart Library; Space Frontiers / Heiko Junge / Getty; Shutterstock

    Источник: https://www.theatlantic.com/magazine/archive/2021/03/ultra-fast-fashion-is-eating-the-world/617794/

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