predict what the customers would want. In the 1960s and 1970s, this method changed drastically as the younger generations started to create new trends. There was still a clear distinction between high-end and high street fashion. In the late 1990s and early 2000s, fast fashion became a booming industry in America with people enthusiastically partaking in consumerism. Fast fashion retailers such as Zara, H&M, Topshop, and Primark took over high street fashion. Initially starting as small stores located in Europe, they were able to infiltrate and gain prominence in the American market by examining and replicating the looks and design elements from runway shows and top fashion houses and quickly reproducing them, but at a fraction of the cost. When it comes to the question of who was the pioneer of the "fast fashion" phenomenon, it is difficult to pinpoint one particular brand or company. Nevertheless, there is some evidence that suggests the popular fashion brands that helped start the phenomenon. Amancio Ortega, founder of Zara, founded his clothing company in 1963 in Galicia and it featured products that were affordable replications of popular higher-end clothing fashions in addition to producing its own unique designs. Later on, in 1975, Ortega opened the first retail outlet in Europe in order to sell his collections in the short run and also to integrate production and distribution in the long run. He eventually was able to move to New York in the early 1990s where the New York Times first coined the term “fast fashion” to describe the mission of his store, which said that “it would only take 15 days for a garment to go from a designer's brain to being sold on the racks”. In the 2008 article “Fast Fashion Lessons” Donald Sull and Stefano Turconi studied how Zara pioneered an approach to navigate the volatile world of the fast fashion industry. According to Sull and Turconi, one of the reasons for Zara's success was that it built a supply chain and production network where they maintained complicated and capital-intensive operations (like computer-guided fabric cutting) in-house, while it outsourced labour-intensive operations (like garment sewing) to a network of local subcontractors and seamstress operatives based in Galicia, Spain. Thus, with shorter lead times the company was able to respond very quickly when the sale of their products exceeded their expectations and also cut off production for items that didn't have very high