Take back schemes with logistics providers for easy

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take-back schemes, with logistics providers for easy in situ collections and distri- butions, and sometimes with reprocessing organizations like laundries. Fretex for instance cooperate with major retailers like Lindex in Sweden for collection, and also with Norwegian Postal Service to provide the possibility to consumers to discard their old clothes in specially designed bags. Major fashion retailers and brands, for example, have either organized secondhand sales business on their own (especially brands, e.g., Fillipa K, Boomerang) or in collaboration with global sorters like I: Collect, as done by H&M. Any fi nancial pro fi t made through such initiative is utilized for social and charitable activities. For example, H&M donates 0.02 euro to a local charity organization for each kilogram of clothes. Another aspect of such socially driven business enterprises and cooperatives is the aspect of localness and upliftment of local community. Several initiatives have 128 R. Pal
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already originated in Asia and Africa aimed at empowering women and driving community forward. As mentioned earlier, SEW and Sidai Designs are some exemplar cases of fashion social enterprises as well, providing sustainable employment to Tanzanian women by selling their designs and/or ethically manu- factured collections through several retailers in the UK, USA, and Australia (Smith and Newman 2014 ). While on the one end, ethical fashion as mentioned above creates opportunity for established fashion houses to execute corporate stewardship and on the other provides scope for development of a local manufacturing industry in poorer countries by upholding marginalized artisanship. 3.8 Archetype 8 Develop Scale-up Solutions Beyond the traditional view on scaling-up businesses through product-process optimization and standardization, widespread implementation of SBMs requires alternative thinking on scalability. Currently, even though various SBMs have emerged in the scene with positive impact, they are mostly small scale or niche. As in other industries, TCF industries face the same challenge in terms of scaling-up sustainable business models and ideas. Although large fi rms (manufacturers and retailers), e.g., H&M, G-Star, are in the forefront of driving sustainability, these initiatives are still in their infancy compared to mainstream business models. For instance, H&M in cooperation with I:Co has entered into a take-back arrangement to collect used clothes from consumers, but the extent is of the order of 7600 tons (in 2014), compared to the amount of clothing sold worldwide every year ( * 150 million tons) or disposed-off. New start-ups and small businesses undertaking the more radical innovations are also at a niche or small scale. Thus, the need to scale-up SBMs to a global mainstream level is of utmost importance. Bocken et al.
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