Tag: covid-19

  • Lockdown Stories: Trace Collective

    Lockdown Stories: Trace Collective

    Lockdown Stories is a series of short interviews with creative entrepreneurs and businesses that have been affected by the COVID-19 crisis. Since its beginnings, the main goal of Future Positive has been to share inspiring projects happening all around the world and, during these strange and difficult times for independent businesses and creators, we want to continue providing support and visibility. If you’d like to be featured in this series, please get in touch at hello@thefuturepositive.com and tell us your story.

    Trace Collective
    Founded by Antonia and Aroa, Trace Collective is a London-based sustainable brand for women and men using fashion and radical transparency as a tool for environmental regeneration.

    Location: London, UK
    www.thetracecollective.com

    When did the lockdown start for you and how has your business been affected?

    Our supply chain extends across different European countries, so lockdown measures started impacting us early on in March – when the Italian factory where part of our organic linen was been dyed closed down. At the beginning we tried to continue business as usual, which seems unbelievable right now but I guess that like so many business owners we were not willing to understand what the virus was going to mean for business – and life – as we knew it. However, the impact soon cascaded down to all other points of our supply chain until our production fully stopped in mid-April.

    As a small brand, this affected us deeply. We had to send hundreds of individual emails to our Kickstarter backers explaining them that we were not able to fulfill their orders as we had promised, and that we didn’t know when we would be able to do so. We were left with very reduced stock to sell, which put an incredible strain in our cashflow. And we had to cancel our PR launch for our first collection, which was planned for April and backed by several events across London. We saw months of hard work disappear and, worst of all, we couldn’t do much to mitigate the damage.

    Have you found any new ways of working or have come up with new product ideas during this time?

    Yes. We had our first “crisis meeting” early on in March and have changed our approach to work and business development since then. We started working with almost daily goals and check-ins, which have allowed us to be much more responsive to societal changes. And we’ve shifted the focus of our work from sales and brand development to community building and awareness-raising educational events, which are another of the main avenues for us to achieve impact. We were also able to take step back from the extremely fast paced days that come with entering the market as a new brand, and to spend time developing and landing many of the innovations that were in our to-do list.

    What are some of the positive takeaways you have experienced during this time?

    This crisis has made us more agile, more innovative and more determined to persevere in our mission. Curiously, it’s also brought us closer to our impact and reminded us why we started Trace. The “no-sales anxiety” was getting really high when we remembered that at we’re not in the business of selling clothes – we’re in the business of changing how the fashion industry works and how communities purchase clothes. Selling pieces that are designed for circularity and drive environmental regeneration is one of the core ways that we can do that, and a really important one. But it’s not the only one, and this period has forced us to refocus on other areas of activity that we had abandoned a little bit. Re-connecting with this mission was incredibly refreshing and has brought us immense energy to keep doing our work.

    How do you see your business evolving over the next few months?

    At this point we’ve learned not to plan too much ahead, and who could anyway! We have clarity on our impact goals for the next year, that’s our north start and the most important element for our business strategy. Then we have canvased different activities that will help us get there, and we’re testing every week what works and what doesn’t, and pivoting quickly to the next one. What’s sure to come is some exciting new services and a new community platform. This period of forced digital interactions has reassured us of how important face-to-face connection and community building is, so we’re working on ways to be accessible in physical spaces across Europe as soon as it’s safe.

  • Lockdown Stories: Lydia Caldana

    Lockdown Stories: Lydia Caldana

    Lockdown Stories is a series of short interviews with creative entrepreneurs and businesses that have been affected by the COVID-19 crisis. Since its beginnings, the main goal of Future Positive has been to share inspiring projects happening all around the world and, during these strange and difficult times for independent businesses and creators, we want to continue providing support and visibility. If you’d like to be featured in this series, please get in touch at hello@thefuturepositive.com and tell us your story.

    Lydia Caldana
    Foresight Strategist and Consumer Insights Specialist. Lydia researches culture and strategises the present and the future; focusing on emerging behaviors and how they change people’s values and attitudes to help brands create long-lasting relationships with people through products, services and communication.
    Location: Brooklyn, NY, USA
    www.lydiacaldana.com

    When did the lockdown start for you and how has your business been affected? And how has it affected your clients?

    Life in New York City has pretty much changed drastically on March 9, 2020. As a freelance qualitative researcher and trend forecaster, a lot of what makes up my work always was online. Many of the partner consultancies I work with are based in London, UK and São Paulo, Brazil, so all relationship, briefs, presentations and most of the data collection already was digital.

    What has changed is the inability to live life in New York City, which is a big source of innovation and inspiration for the research I conduct. As much as the lockdown has pushed for transformation and evolution in virtual terms, people’s lives also take place in the physical layer, that has a crucial role in activating senses and enhancing product/service experience.

    Clients which centered their business around events (concerts, festivals, sports, etc) or B2C services (mobility, tourism, food service, etc) have seen an instant impact on everything from number and quality of employees, to the supply chain, the attention to online presence and commerce, and business model.

    Have you found any new ways of working or have come up with new services during this time?

    I have seen how ways in which I had been leading my business become the go-to solution for a time that demands agility and cost-efficiency. Things like meetings becoming emails, and desk-based research/phone interviews for monitoring and predicting consumer behavior (instead of field research or physical interviews) have become more and more popular. I have structured a new methodology that combines inputs from consumers, experts and the academia – online – that form a 360 perspective of behavior and projection of future scenarios.

    What are some of the positive takeaways you have experienced during this time?

    It has been really nice to see some unity. While there is still privatization of solutions and initiatives to COVID-19, citizens from all over the world have been sharing similar difficulties and an increased communal feeling of empathy. Global events that affect almost all countries in the world have the power to mobilize people around one big goal. The pandemic is also leveraging other urgent issues, like sustainability.

    What are some of the trends you have identified so far?

    The pandemic is both a global and a local crisis. On a micro level, we are already seeing how cities are reimagining themselves to increase citizen participation, reduce traffic and pollution rates and promote inclusivity. Milan and NYC already have plans that, through small but spread-out changes, will lead them towards more human-centered places.

    Something else that is shifting is the value placed on people’s homes and what is inside of them. When houses were built and used simply as places to come to for sleep or change of clothes, furniture and appliances didn’t have a big role in budgets and time. With people being forced to experience more homebody lives, they are realizing that a lot of what they have is either not goof/efficient enough or clutter.

    Urban spaces in dense cities for people with fast-paced lives required products and services that dealt with a series of tasks for them. With this relationship to the house and its chores being re-established, processes and rituals of cooking, cleaning and caring are demanding from products more in terms of precision and less in terms of quantity. There are only so many laundry detergents one can store.