Sometimes people working in a particular industry have a perspective from whence it is easy to identify unfilled niches. This was the case for April Singer Straten. While working for clothing super-company Nautica, she noticed that there were not a wide range of choices in men’s casual choices.
At the time, the only choices in men’s casual button-down shirts were a classic square fit and a slimmer European fit. Fabrics could be found in both bold and staid prints, but nothing in between. Staten could see exactly what the industry offerings were lacking, and she was pretty sure there was a market for other choices. From her own experience in the industry, Straten was pretty sure men would respond well to have more attractive and diverse fashion options. Her then-boyfriend, now her husband, agreed and encouraged her to consider opening her own clothing line addressing this unfilled need, a line that would come to be named Rufus.
The most immediate stumbling block was one that many American small businesses encounter: the brand consciousness of the market. People were not familiar with the Rufus name and therefore unlikely to consider it an option. However, careful marketing and cultivating of the brand led to a quickly growing customer base and awareness of the brand.
With branding one of the major challenges, Straten paid careful attention to this subject from the very beginning. She carefully controlled the quality, delivery process, and customer service to create an experience similar to a luxury clothier. Her fashions are conservative enough to appeal to the average guy, but with little details that make them stand out in a sea of choices. The focus on high quality materials and a variety of modern cuts has built quite a following for Rufus.
The company brand was designed to compliment and promote the offerings. Rufus is Latin for red, a color with bold and attention getting features. No one can ignore the color red, and Straten wanted her fashions to be similarly viewed. The company is run with a similar boldness, expanding rapidly into new markets and introducing new items when a need becomes apparent. The flexibility of a small business is one clear advantage over the larger, process-ridden corporations.
Another key challenge that Straten and other entrepreneurs face is balancing family time with the demands of a small business. Straten tries to address this by drawing a bold line between work and family. When she is at work, her job gets her full attention; when she is at home, her children get the same treatment. However, she admits to occasional multi-tasking, something that is increasingly possible in our Blackberry and laptop era.
If you are still working a day job and notice a needed product that is not being supplied, this is a prime opportunity to follow April Singer Straten’s example. Identifying a need, filling that need, and building a brand in the meantime is a sure recipe for success. As Rufus shows, even the most crowded market always has room for a new and innovative idea.
