The History of Jump and Glenn Schlossberg’s Fast Fashion Influence


For years, Jump Apparel has been a leader in the fashion industry, supplying quality clothing to the fast fashion industry. Some of the draws to fast fashion include its accessibility, its quick turnaround time, and its ability to keep fashion up-to-date. In fast fashion’s beginning, it addressed the rapidly growing population that was a result of the Baby Boomer era’s nuclear family goals. But as fast fashion progressed, and globalism became mainstream, the quality of outsourced fashion was lessened to meet the demand for a quick turnaround.

As a young entrepreneur, Glenn Schlossberg saw the issues with the growing industry of fast fashion and longed to fix it. His father, who worked as a dressmaker for the entirety of his life, saw what happens when people are provided quality garments each time they shopped. Not only did customers put trust in companies when they knew their money was being well-spent, but they admired that companies looked out for their long-term happiness by providing quality garments. From this, and after spending time at New York’s Fashion Institute of Technology learning more about the fashion trade, he knew that there was more work to be done within the industry of fast fashion.

Jump’s Origins

Jump was founded in 1990 by Glenn Schlossberg. At its origins, it started as Jump Apparel, applying Schlossberg’s feelings about quality and the future needs of fashion to its motivations and mission statement. Once Schlossberg saw the potential that could come from working with quality domestic products, he sought to expand his company. He grew his crew of designers, marketers, and his production team until he caught the eye of some of the more significant names in the domestic fashion industry. Today, Jump Design Group creates under the labels of Bebe, Marina, and Tiana B. Providing formalwear, functional wear, and more to brands like Macy’s, Jump Design Group focuses on the needs of the everyday American while creating fast fashion that challenges outsourcing brand name competition. Jump Design Group works tirelessly to remind fast fashion that quality never needs to be compromised to meet a deadline.

Fast Fashion Doesn’t Get Much Faster Than Jump Design Group

Jump Design Group’s offices are based in the Manhattan fashion district. Its production warehouse is a mere hour drive to New Jersey. Because of how closely production and design are positioned to each other, it’s allowed for an extremely fast turnaround for Schlossberg and his brand designs: about 21 days. 

Jump’s main production floor takes over an impressive 80,000 square feet warehouse and a 150-yard production floor which is able to also store 500,000 plus dresses in house. Over the years, Glen and his team estimate that they’ve produced more than 100 million garments. 

For some larger branded companies, fast may mean turning around a design from concept to the sales floor in about six months (H&M) or six weeks (Zara). For Jump Design Group, the team of designers and production can turnaround a concept in about three weeks positioning Jump as one of the fastest producers in fast fashion. Jump Design Group is consistently working to speed this process even further by integrating automation and other new developing technology to streamline areas of production that tend to slow things down. 

An example of this is by integrating automatic fabric cutters to cut garments. It’s estimated that on a fast day, three employees can cut about nine garments. With an automatic fabric cutter, the team can have about 27 garments cut in the same amount of time. 

Another example is by utilizing 3D technology to design garments streamlining the process of creating the final product. For the designers, utilizing this technology can speed up the process of observing exactly how something may look once it’s complete, how it lays, how it moves, and what kind of bodies will best be suited for the style. 

For many other apparel companies, production is often limited to the availability of international facilities with cheaper labor but which require weeks to ship completed products. This greatly reduces the ability to benefit from the speed of turning around a concept to satisfy a consumer need. It has additional drawbacks that have had negative implications for the fast fashion industry. 

Made in the USA Movement

Of course, one of fast fashion’s biggest critiques has always been its outsourcing. Many clothing manufacturers outsource their production to factories in China, India, Bangladesh, and other Asian countries. Labor in these places is quick and cheap, often to the extreme detriment of workers. Because of the low pay and unfair wages, motivations in these places are low. For obvious reasons, this leads to poor craft, which in the past had been one of the biggest critiques of fashion brands and retailers. Among the poor quality of outsourced sweatshop labor, there is a new rise in fair wages and worker’s rights among fashion.

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The difference? Customer values change between each generation, and the next biggest consumer group to hit the market are millennials. Millennials do look for trendy pieces of clothing, but they also are interested in political issues, among which are environmental issues, human rights, and money distribution. Political matters, believe it or not, do translate over to industries like fashion, and fashion brands are having to compensate for this change in consumer value seriously.

Jump Design Group, which originated in the early 1990s, was at the forefront of these movements within the fashion world. Today, the “made in the USA” campaign is as strong as it was when it began in the nineties. Although the movement was initially spurred by patriotism and a desire to boost the economy within the United States as well as provide jobs for USA citizens, having Made in the USA on a clothing label has become more than that. Today, that branding is synonymous with quality, fair wages, and the reduction of child and sweatshop labor around the world.

Because of Schlossberg’s ability to provide fast fashion that’s Made in the USA, Schlossberg contributes to a higher esteemed quality of production. In fact, Schlossberg and Jump Design Group were recently recognized by the Under-Secretary of Commerce for his contribution to the U.S. economy and for keeping production Made in America. 

For the past several years Schlossberg and the team at Jump Design Group have regularly shipped over 10 million units.  Every single piece meticulously designed, cut, produced, and shipped from their New York or New Jersey facilities.

Keeping production local isn’t just about fast fashion, it’s also about being able to maintain quality control for the kind of apparel that the brand has become known for.  

Jump’s Impact on Today’s Fashion

Today, Jump Design Group and Glenn Schlossberg still focuses on its two original goals – quality and quick turnaround. Jump supplies many major traditional and online retailers. Some of the more popular groups who use Jump include Macy’s, Zappos, and Nordstrom. These retailers depend on keeping up with the latest fashion trends to sustain their business. This is how Macy’s has been around for over 160 years. It’s evident that no fashion trend has lasted for that amount of time, which is why working with designers and clothing production companies who have a grasp on what is in, what is timeless, and what is out is so crucial to the livelihood of some of the larger companies.

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It has been a long, relatively trying road for “made in the USA” companies to draw brands back to the benefits of working domestically, but for Jump Design Group, this has been a natural process. By focusing on quality, they highlight the issues with outsourcing to foreign labor companies – such as the time it takes for finished products to make it back to headquarters and subsequently get redistributed, customer reports about poor quality artistry, and so much more.

With domestic groups, like Jump, companies can work with factories they trust who not only provide quality wages to their employees but provide other benefits that make it ideal to work for them. When the quality of the workplace improves, more effort goes into creating quality products while at their jobs. Additionally, companies can visit the factories in which their products are being created and supervise the process. Finally, this allows brands to come up with fashion ideas that take less than a month to design, produce, and market – which will enable them to keep up with their fashion competition.

The Financial Return on Investment of Fast Fashion

For Schlossberg and the team at Jump Design Group, the focus on producing fast fashion with quality pieces has proved financially lucrative. 

In 2018 the team produced and shipped over 10 million units. In 2019, Jump has increased its workforce by 20%. Many of whom came to the company some through the acquisition of other smaller fast-fashion lines including the casual women’s wear line Susana Monaco and the athletic apparel label, Kathy Daniels. 

Jump Design Brands have also laid a stake to more than X Million in revenue last year, making Jump a premiere fast fashion financial powerhouse. 

As the profit margin of Jump Design Group continues to grow, the company expects to acquire two to three new lines into the fold, further planting Jump as a premier middle-market fashion designer. 

The Impact of a Global Economy on Fast Fashion

According to a recent report conducted by the consulting firm, McKinsey & Company and published in the Media Conglomerate, “The Business of Fashion,”  2019 has been a year of massive change and growth in the fashion industry, unlike any prior. 

For the first time in centuries, Greater China is estimated to take over the U.S. as the world’s largest apparel and fashion market. The consulting agency believes that the global economic and political trends of the past several years have contributed to a make-or-break economy for many leading fashion brands. 

According to “The State of Fashion 2019” report, the change that’s looming is something that Glenn Schlossberg and his team are keenly aware of and have been preparing for the past several years. This preparation includes integrating AI technology, updating systems for tracking productivity, revenue, and acquiring additional brands and lines to expand their growth potential. 

According to the report, the top 20% of fashion revenue is generated by 100 fast fashion brand names which include other fast fashion powerhouses such as Nike and Inditex (Zara). It’s estimated that these 100 top tier brands are generating 97% of the total profits for the entire fashion industry. 

Between 2010 – 2017, according to the McKinsey report, the companies that have lost money has doubled between 2010 and 2017. 

For those that succeed, they all seem to have similar themes: Sales that aren’t particularly high, but margins that proved far more efficient within their capital gains. The higher profiting companies also scaled to great advantage. 

Scaling a company is something that Glenn Schlossberg and his team at Jump Design Group have been actively pursuing over the course of the past several years, acquiring additional brands and growing their production to accommodate an evolving global economy. 

For the first time in history, smaller, fast fashion companies such as H&M and TJX Companies (TJ Maxx and Marshalls) are ranking alongside luxury giants such as Hermes, LVMH, and Richemont. This trend doesn’t seem to be going away, and for a middle-market apparel designer such as Jump Design Group, offers a glimpse into the future of the commercial potential. 

The benefit to the trends of affordable, quality casual wear made quickly clearly appeal to a far more broad audience than at any other time in the history of fashion. 

Glenn Schlossberg and Jump Design Group started with a vision for making the world of fashion a little more accessible while keeping his father’s level of quality alive in his company’s designs. It is clear from the success of Jump and Schlossberg that the key to remaining relevant in the fashion industry is not just to keep up on fashion trends, but to also listen to the needs of the customer.

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