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The apparel industry has banked on consumers wanting to touch and try on clothes before buying them. But Amazon started backing into the apparel business since 2002, when it allowed stores and brands to sell clothes through its site. And by the end of 2017, it’s estimated Amazon will be the number one seller of apparel and accessories, besting department stores and mass merchants, according to a report from financial services firm Cowen and Company. These days, Amazon’s brands range from Lands’ End Cut to Vineyard Vines to Stella McCartney. And in keeping with its fast delivery mantra, last football season Amazon made one-hour deliveries of tailgate supplies—including Levi’s denim—right to the NFL’s San Francisco 49ers fans. Also last year, the Silicon Valley giant quietly launched seven in-house apparel brands, including Lark & Ro and James & Erin. And this month, the company was granted a patent for an integrated on-demand apparel manufacturing system, where clothes are quickly made to order entirely by robot only once a customer order is placed. The efficiency of the manufacturing model ensures there are no pre-made stocks of clothes that can fall out of trend in the three-to-six months between being shown to merchandisers and hitting retail. It’s not just the efficiency that’s mind-boggling, it’s the power and all-encompassing breadth of Amazon’s approach. “How to deal with Amazon is a question that’s top of mind for everyone,” says Matt Field, co-founder of MakerSights, a predictive analytics consulting firm. “We have a ton of respect for them.

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