overview for fristads kansas

Transcription

Marian Karjus
POTENTIAL CUSTOMERS AND
COMPETITORS IN ESTONIAN
HEAVY WORKWEAR MARKET:
OVERVIEW FOR FRISTADS
KANSAS
THESIS
Tallinn 2015
Marian Karjus
POTENTIAL CUSTOMERS AND
COMPETITORS IN ESTONIAN
HEAVY WORKWEAR MARKET:
OVERVIEW FOR FRISTADS
KANSAS
THESIS
Faculty of Clothing and Textile
Resource Management of Clothing and Textiles
Tallinn 2015
Mina, Marian Karjus, tõendan, et lõputöö on minu kirjutatud. Töö koostamisel kasutatud teiste
autorite, sh juhendaja teostele on viidatud õiguspäraselt.
Kõik isiklikud ja varalised autoriõigused käesoleva lõputöö osas kuuluvad autorile ainuisikuliselt
ning need on kaitstud autoriõiguse seadusega.
Lõputöö autor
Marian Karjus ……………………………………………………
Nimi, allkiri ja allkirjastamise kuupäev
Üliõpilase kood 110820332
Õpperühm
KRR81
Lõputöö vastab sellele püstitatud kehtivatele nõuetele ja tingimustele.
Juhendajad
Diana Tuulik ………………………………………………………
Heldi Kikas
………………………………………………………
Nimi, allkiri ja allkirjastamise kuupäev
Kaitsmisele lubatud „…………“…………………………..2015a.
Rõiva- ja tekstiiliteaduskonna dekaan Mare-Ann Perkmann ……………………………..
Nimi ja allkiri
CONTENTS
INTRODUCTION ...................................................................................................................... 4
1. HOW TO ENTER A NEW MARKET – FOCUS POINTS .................................................. 6
1.1.
Understanding customers – customer satisfaction and how to measure it ................ 10
2. FRISTADS KANSAS OVERVIEW ................................................................................... 16
2.1.
Fristads Kansas in past and present ........................................................................... 16
2.2.
Fristads Kansas workwear ......................................................................................... 18
2.3.
Common defects in Fristads Kansas products during year 2014............................... 23
3. POTENTIAL COMPETITORS IN ESTONIAN HEAVY WORKWEAR MARKET ...... 26
4. DESIGNING THE CUSTOMER SATISFACTION SURVEY ......................................... 29
4.1.
Research methods and techniques ............................................................................. 29
4.2.
Quantitative research ................................................................................................. 30
5. BULDING UP AND ANALYSING THE SURVEY: CUSTOMER SATISFACTION
WITH ESTONIAN HEAVY WORKWEAR MARKET .................................................... 34
5.1.
Research instruments ................................................................................................. 35
5.2.
Analysis of the results................................................................................................ 36
CONCLUSION ........................................................................................................................ 44
RESÜMEE ............................................................................................................................... 46
REFERENCES ......................................................................................................................... 48
Appendix 1. Used certificates by Fristads Kansas ............................................................... 51
Appendix 2. Fristads Kansas size ranges ............................................................................. 61
3
INTRODUCTION
Workwear is a type of clothing which is used either as uniform or for safety reasons. With the
words „heavy workwear“ the author means special garments for workers in sectors such as light and
heavy manufacturing, construction and building, repair and maintenance and civil engineering. That
industry is growing rapidly due to the fact that the need for the workwear if growing. There are
many companies competing with each other every day for customers and the author had an
opportunity to work for one of those workwear companies.
Fristads Kansas is an international heavy workwear brand in Sweden which belongs to the company
named Kwintet Sverige AB, and has a long history when it comes to producing workwear. The
author was motivated to do this research by the information that the department in Riga, Latvia is
doing a market research if it is resonable to open a sales department there and target the local
market. As the author belives, that Baltic countries are similar when it comes to the consumer needs
for the workwear, it was decided to find out if Kwintet should consider targeting Estonian market
instead or not. To decide wether it is reasonable for Kwintet to take Estonia as a new target instead
of Latvia, the following questions will be answered:
1. How does the consumers rate Estonian heavy workwear market (products and suppliers)?
2. How is the competition in Estonian heavy workwear market?
3. Would Fristads Kansas products fit to Estonian market and to the customers?
This research is built up by using theoretical information about market research (what is a market
researh and which are the focus points) and customer satisfaction survey. The latter is used to help
the author to find answers to research questions. The empirical part is about the brand Fristads
Kansas and its products. Also a short overview is given about already existing competitors in
Estonian heavy workwear market.
4
The author used the customer satisfaction survey to understand the consumers. An online survey
was sent out to the sample group to gain the knowledge from the consumer point of view when it
comes to existing workwear market in Estonia. For example to understand the expectations
(products and companies) of the workwear consumers, the market situation and size.
With the combination of the theory, empirical material and the results of the customer satisfaction
survey, the author will eventually answer to the three research questions and through that decide if
Kwintet Sverige AB should consider doing a proper market research for Estonian market or not.
5
1. HOW TO ENTER A NEW MARKET – FOCUS POINTS
The article on Entrepreneurial-insights webpage has listed eight focus points for entering a new
market [8]:
1. Commit
It is important to identify who the company is selling to. A smaller market makes it easier
to assess customer requirements. Also the timeframe has to be set when the desired target
share is to be achieved.
2. Identify Entry Points
To minimize initial investment and maximize future revenues it is important to study key
points of the entrance and weigh pros and cons of each point, and then make a decision.
3. Define Market Entry Strategy
Firstly, a company should price a product. Secondly, the company needs to decide how they
want the customer to perceive them. And after all this the distribution model is then
designed.
4. Assemble Plan
Any kind of strategy needs a plan which has to be followed. All processes need to be
defined and communicated.
5. Research
When all the previous points are done, a basic research should be carried out on a focus
group.
6. Test
This is a part of the strategy used to run a pilot project in the target market.
7. Ramping Up
The goal in this step is to achieve more market share, increasing marketing and sales efforts
simultaneously.
8. Exit strategy
Last step is to plan for success and failure: what the company will do in one of those cases.
6
Because there many things to think about and consider, therefore market entry is a long and
complicated process. Those steps are the best to describe the entry, but it is also possible to define it
in one sentence. Based on the Business Dictionary, market entry is defined with a following
sentence: „Activities associated with bringing a product or service to a targeted market. During the
planning stage, a company will consider the barriers to entry, the costs of marketing, sales and
delivery, and the expected outcome of entering the market“[18]. Investopedia says that market is a
medium that allows buyers and sellers of specific goods or services to interact in order to facilitate
an exchange. The price that individuals pay during the transaction may be determined by a number
of factors, but price is often determined by the forces of supply and demand or people with the
desire and ability to buy a specific product/service [21]. In this research the targeted market is
Estonia and more specifically the companies which are using special workwear. This chapter will
give an overview of the risks and needs that Kwintet Sverige AB should consider before making
any further moves towards Estonian market.
In the book „Market research in Practice: How to Get Greater Insight From Your Market“ it is
written that all the companies need intelligence to survive and grow. This is why market research is
so important. It can give an understanding of the market and customers, help to understand and
develop the offer, position the brand and communications. [14; 15]
To understand it we should know the size of the market. The size can be divided into two elements:
the served available market (SAM) and the total available market (TAM). The first one means the
amount of consumers who are already using similar products or services and the second means the
whole market (included the consumers who are not using similar product or service). Without
knowing the size of the market the company cannot plan the entrance. Knowing the size can help
planning the investments and understand the risks. But where to get the sources and number to
understand the market? For example government statistics, published reports and trade associations
can provide the needed data. [14; 15]
Every company should keep in their mid that customers can’t be taken for granted. Consumers are
the heart of the business because 2/3 of customers say a positive customer experience results in
them spending more with the company, 8 of 10 customers say that they would pay up to 25% more
for a superior customer service, ¾ of those who switch brands claim that this is due to a poor
customer experience, more than half of those who recommend a company do so because of the
customer experience rather than other factors such as price or product, almost all who have had a
bad customer experience tell others about it. The market research that focuses on customers is also
7
called „the voice of the customer“ and customer satisfaction surveys are among the most common
types of surveys. Through the customer satisfaction survey the company can see which factors are
affecting customer loyalty and retention. Statistics shows that usually the customers with the
highest satisfaction score will stay loyal. [14; 15-17]
In case the survey shows that the customers can be easily overtaken, then the next step for a
company should be understanding and developing the offer. Developing something new requires
investments, so testing a new product on potential customers before the production is a part of
market research. There are some key issues which should be identified during the product
development: whole overview of competitors product, customer acceptance or rejection, forecast of
use, threats and barriers, optimum pricing, reaction on packaging concepts and customer benefits.
Therefore, product research requires usually the method where the consumer can experience the
new product. It is useful to do a market research for pricing the product. [14; 20-21]
Market research plays a role in making brands more effective. It provides valuable insights on
brands, from the development of their position to the decision about their future. The purpose of
brand research is to identify brand perceptions, performance, uniqueness; position brands
competitively; measure the effect of brand promotions in attracting customers; test brand position
and promises; track brands over time. [14; 21-23]
International business is the performance of trade and foreign direct investment activities across
national borders. Companies are increasingly marketing their offers in foreign countries. Much of
this heightened activity is the result of globalization. Going international has gotten easier. The
number of international firms has grown fast enormously. Companies usually seek for international
markets to grow, earn higher profits, offer better services to customers who are located abroad, get
new product ideas and of course confront their competitors in their so called home markets. [10; 38]
Market entry is not completely risk free. There are four risk factors that can affect companies and
which they should consider before entering to a new market.
1) Cross-Cultural Risk

Cultural differences,

Language differences,

Lifestyle differences,

Differences based on religion.
8
The first group of four risks is actually about getting to know the customers. For example what they
like and what they like to spend their money on. People from different cultures are used to spending
their money on different things. Culture can affect our social skills and habits. Environment can
also make us believe in something that we maybe would not even consider while living in another
country – religion can also affect the buying habits. These statements can be taken as questions that
the company should consider to answer first to clarify who are their future customers. A company
should never expect the new market to be the same as previous and because of that a company can
never behave the same way with each market. [10; 3-8]
2) Country Risk
3) Financial Risk

Political instability,

Currency exposure,

Government intervention,

Foreign taxation,

Market access barriers,

Transfer pricing,

Weak legal system,

Inflation.

Weak intellectual property rights,

Economic volatility,

Poor infrastructure.
The second and the third group are similar. They concentrate on the economy in the country which
they see as a market. It is important to know all the laws and restrictions, to see the bigger picture of
how the system works. [10; 3-8]
4) Commercial Risk

Market entry,

Timing of entry,

Operational problems,

Poor strategy execution,

Competitive intensity.
And the last but not the least group, gathers the information about standing out from the others. A
company should know the competitors and through that plan its own entry to the market. Also
knowing weaknesses and strength of your company is very important. [10; 3-8]
These four risks cannot be avoided usually but with a proper market research they can be
anticipated and managed. This is the reason companies do the international market research – a
9
mixture of systematic design, collection, analysis and reporting of findings. Competitive
intelligence refers to collecting and analyzing of data and information about a company’s current
and potential competitors. [10; 3-8]
Research helps the management gain a deeper understanding of foreign markets and develops
strategies and tactics for successful market entry. How much do you know about the other
countries, their culture, economy, geography etc. [10; 3-8]
It comes out that market research is a large project. As the primary purpose of this research paper is
to give an inspiration to Kwintet Sverige AB to target Estonia as a new potential market. This
research does not cover all the market research aspects. As mentioned in this chapter it is important
to understand the size of the market. The served available market (SAM) in Estonia for Fristads
Kansas covers all the companies where the workers are asked to wear special workwear, for
example the construction, waste management, transportation, etc. companies. And this research
concentrates on these types of market. There are many risks to pay attention to, but from the authors
point of view there is no reason to consider those before it is known if the potential customers in the
new market are ready for the new supplier. Since there are no countries which are 100% similar,
that also means that the needs of the customers are different. The next chapter will explain how to
get an understanding of the served available market (SAM).
1.1.
Understanding customers – customer satisfaction and how to measure it
Customer is a party that receives or consumes products (goods or services) and has the ability to
choose between different products and suppliers – defined by Business Dictionary [19]. They can
be easily affected by many factors and it is possible to change their buying habits and preferences.
Based on the personal observation in Estonian workwear market the author would say that there are
already existing companies offering similar workwear to Fristads Kansas. It might be difficult to
encourage potential customer to change their suppliers because they might be already strongly
connected with the brand they are using. Brand names have affective foundations; it is common to
hear people say how they love the products from some brand that they are using in everyday life.
Brand commitment is not considered to be part of brand trust and affection. So, for the new brand
which is entering to a new market - brand commitment of the consumer can play an important role.
New brand should be able to respond to all the criteria the consumer need and which are important
for them. So it is important to get to know the consumer, understand them and through that
knowledge possibly improve marketing strategies and increase sales. [11; 115]
10
The companies have understood that it is cheaper to keep the existing customers than to win the
new ones. And they have started paying more attention on customer satisfaction. Nigel Hill and Jim
Alexander are defining customer satisfaction as a measure of how your organization’s total product
performs in relation to a set of customer requirements and its dependence on customers perception
of your performance as a supplier [20; 2].
Every company or supplier would like to keep the customers as long as possible. To have loyal
customers is the primary goal of a company. Without the customers seeking for new suppliers the
companies would have stable economy and planning would not take so much effort. In handling
customer satisfaction, some statements are commonly made on practical experience and research:
1. Growth from retention

A very satisfied customer is 6 times more likely to repurchase your product than a
customer who is just satisfied.

Loyal customers spend 5-6% more of their budget with you than customers who are not
loyal.
2. Profit boost from retention

An increase in customer retention of just 5% can boost profits by 25-85%.

Loyal customers are not as price sensitive.
3. Reducing the cost of acquisition

Acquiring a customer cost 5-7 times more than retaining one.

Satisfied customers, on average, tell 5 other people about their good experience.
4. The cost defection

The average customer who experiences a problem eventually tells 9 other people about
it.

91% of unsatisfied customers will never buy from you again. [13;5-6]
There is a specific type of a research which helps the company to understand the existing market
through the potential customers. To understand their needs and their expectation and their potential
loyalty to their current suppliers. The type of research is called customer satisfaction survey and it is
measuring customer satisfaction with a product or service. Customer satisfaction can be defined
with a following sentence: „The degree of satisfaction provided by the goods or services of a
company as measured by the number of repeat customers“. [13; 3]
Customer satisfaction survey is a research with many faces and directions. The researcher can
decide either to measure the customer satisfaction directly or indirectly. In direct way, the
11
customers are asked how satisfied they are straight forwardly, and in indirect way their satisfaction
is measured as a difference between the expected and perceived satisfaction dimensions. The
information should always be collected from customers directly because customer satisfaction
surveys are able to deliver information that can be important in understanding the successes and
difficulties of a company or in research purposes. [13; 39]
The first phase of a statistical survey involves the definition of its main purpose, the definition of
the target population, the generalization of the survey to the whole population or only to a part of it,
the nomination of a focal point that is responsible for the survey (internal or external to the firm),
and the organization and deployment of the periodical or continuous surveys. [13;39]
The definition or the target population and of the primary units (in this case the customers) to be
surveyed is critical for the effectiveness and the usefulness of the survey. At this stage it is
necessary to determine, for example, if the target population is generalizable to [13, 39]:

All the customers of the firm that used the service at least once

Only customers that frequently use the service

Customers with a decreasing demand for the service
The survey sampling design and the process of drawing respondents has a major role in sample
surveys. When the sampling frame (the list of customers in the target population) is known, a
probabilistic sampling design can be used, either simple or stratified. The units are usually drawn
with equal probability. Sampling with probability proportional to size is also possible. If the
population of customers is not very large, co-located in a small area and quite homogeneous, the
simple sample design is to be preferred; otherwise, the stratified sampling design has to be preferred
using auxiliary variables for the strata definition. These variables typically characterize the type of
customer. For individual respondents they can be job function, seniority, gender or location. If the
units are firms, the variables can be the sector, the number of employees, the type of market etc. It
is well known that stratified sampling generally guarantees a better representativeness of the sample
and a greater efficiency of the estimates than simple sampling, besides giving specific estimates for
the stratum populations. [13; 39]
Self- administered surveys use structured questioning designed to map out perceptions and
satisfaction level. Turning observations into data which can be analyzed statistically. Survey consist
four stages: planning, collection, analysis and presentation. They are conducted with wide variety of
techniques (phone interviews, self-reported paper questionnaires, email questionnaires, internet12
based surveys, SMS-based surveys, face-to-face interviews and video conferences. Customer
satisfaction survey can be a part of an overall integrated approach. [13, 4-5]
Whatever the type of survey, the interviewees need to respond to the survey and provide
representative answers. In order to increase the number of respondents, the questionnaire should not
be too long and should be engaging with questions concerning issues that really matter to the
customer. The interviewee should also be convinced that the company will give responses careful
consideration in order to improve the service. [13; 39]
Different levels of satisfaction measurement can be used to obtain information from the survey. Can
take following as an example [13; 12]:

Global aspects of customer satisfaction are measured with questions concerning the
service and overall satisfaction: „How satisfied are you on the whole? “, „Would you
recommend this service to friends? “, „Would you like to use this service again? “.

Dimensions of the service are introduced. How satisfied are the customers with service
or a product.

Specific and detailed questions about satisfaction with single performance dimensions.
After gathered all the information, the next step is analyzing it. There are some models for
analyzing the data from the survey and they are divided into two components [13; 12]:
1) Conceptual construct
It is related to the concept of quality. But quality is different for product and for service. For
a product quality is more linked to the observed output. For the service in the other hand
quality is seen as the factors affected by psychological interactions and factors connected to
technical specific characteristics of the service (behavior, sensations, and psychological
benefits).
Interpretation for consumer’s evaluation of quality is essential for the orientation of the
company management and strategy. The perceived quality is defined as the difference
between consumers’ expectations and perceptions.
There are four gaps in-between those two which can be summarized as follows [13; 12]:

The difference between what customers expect and what management perceived about
the expectation of customers
13

The difference between management’s perceptions of customer expectations and the
translation of those perceptions into service quality specifications and designs

The difference between specifications or standards of service quality and the actual
service delivered to the customer

The difference between the service delivered to customers and the promise of the firm to
customers about its service quality
The gap model of service quality gives insights into customers’ perceptions of service
quality. Customers use dimensions to form expectation and perceptions of service quality
and the gap model helps predict, generate and identify key factors that cause the gap to be
unfavorable to the service provider in meeting customer expectations. [13; 12]
2) The measurement process
Zanella has classified different features of model and related techniques used for describing
customer satisfaction:

Composition or formative models.
Customer satisfaction is considered a „multidimensional attribute“, where each
component corresponds to a dimension of the conceptual construct. For example and
aspect of a product or service considered essential in determining customer satisfaction.
[13; 13]

Explanatory or decomposition models: Regression models.
A self-declared questionnaire provides an overall assessment of customer satisfaction
with a specific product or service. The response variables are usually expressed on a
semantic differential scale with corresponding conventional scores such as either fivepoint or seven-point scale. The scale could also be dichotomous or made by
summarizing judgements into two categories. There are three ways to model received
data on an ordinal or nominal scale:

Ordinary linear regression model. Explanatory variables describe dimensions related
to specific aspects of a product or service (age of equipment, geographical location
...) the usual statistical analysis techniques for such data apply the least squares
criteria for deriving estimates of the unknown parameters and for determining the
goodness of fit.

Regression models and techniques accounting for the ordinal character of the
response and of explanatory variables.
14

Logistic regression model. The model allows to take the fact that the values of the
response variable are on an ordinary scale into consideration. [13; 14]

Linear structural models with latent variables (LISREL)
It allows to establish links between latent variables, which are related to dimensions
describing customer satisfaction. [13; 15]
Usually customer satisfaction surveys are repeated frequently (there is now rule how often it should
be done), but as this research is using a customer satisfaction survey to find out the workwear
market situation in Estonia from the customer perspective, this kind of survey will not be repeated.
[13; 40]
15
2. FRISTADS KANSAS OVERVIEW
2.1.
Fristads Kansas in past and present
Firstly, this research is written while keeping in mind the interest of introducing Estonian market to
Kwintet Sverige AB. Secondly, to answer to the question if Fristads Kansas brand with its products
could fit to Estonian market there it is important to have an understanding of the company and its
products as well.
Fristads Kansas is a heavy workwear brand which has a long and complicated history. In the very
beginning there were 2 different brands:
1. Fristads in Sweden
Established 1925 in Fristads by John Magnuson, by then they produced jeans, coats,
trousers, overalls, blouses and bib and braces for painters, carpenters, craftsmen and all kind
of professionals. They were designed in-house and made by employed skilled seamstresses
and sold across Sweden. By the end of 20th century Fristads was the largest workwear
manufacturer in Sweden
2. Kansas in Denmark
Established in 1952 by Poul Larsen in Odense. The company was famous in Denmark
because its modern views on workers’ rights and good working conditions. Also its
garments were designed thinking on the worker and style. During the 70’s Kansas was too
big to stay in its old premises and Poul Larsen moved everything to Odense, not far from
today’s location. During the 70’s there was an economic crisis in Denmark and Kansas was
strongly affected as well. The company came out from the crisis and grew stronger and more
international.
16
In 1995 Kansas bought Fristads and two brands became one. Together with other workwear brands
the group was called Kansas Wenaas between 1999 and 2003. In 2003 the name of the group of
brands was changed and it became Kwintet. Headquarter of the company was in Malmö, Sweden.
The new brand had the capability to offer the largest selection of quality workwear in Europe and is
still carrying on the traditions which were founded by Fristads and Kansas. The following table will
describe the size of Fristads Kansas in Sweden as a brand and also Kwintet Sverige AB in numbers.
Table 1
Fristads Kansas and Kwintet Sweden in numbers
Turnover
(million SEK )
Production volume
(million pieces)
Number of sold items
(million pieces)
Fristads Kansas Sweden
Kwintet Sverige AB
683
3866
3,1
6,2
3,6
10,8
At the end of 2014, Fristads Kansas had sales departments in 10 different countries in Europe:
Sweden, Denmark, Norway, Finland, Germany, Austria, France, United Kingdom, Poland and
Netherlands. [12]
In 2015 the decision was made and Kwintet was re-structured and this means that Fristads Kansas
was also re-structured. The office in Odense, Denmark which had its own development departments
and warehouse was closed leaving just the customer service department open. The head-quarter in
Malmö, Sweden (board, economy and financial departments of Kwintet Sverige AB) was also
closed and the departments were moved back to Borås, Sweden, where Kwintet Sverige AB has its
main office now with the product development departments (bespoke and catalogue) for Fristads
Kansas, material testing lab, sales department, IT, etc.
Production departments are located in Riga, Latvia and in Hong Kong, China. For the European
production the fabric suppliers are sourced mainly in Europe to provide short lead-times. Hong
Kong is sourcing suppliers and factories nearby and is mainly used for bigger orders and catalogue
garments.
17
2.2.
Fristads Kansas workwear
Fristads Kansas has been leading the Scandinavian heavy workwear market for more than 90 years,
and they are still improving their products based on customer needs and necessary standards. Their
design is more oriented for Scandinavian heritage and the style and function are going hand in hand.
All the details or seams are there to improve the performance and to make the garment to look
good. Fristads Kansas is designing and producing everything from small accessories to winter
jackets. The easiest way to give an overview is just to list all the available garments.

Trousers

T-shirts/Polo shirts

Braces, belts

¾ trousers

Waistcoats

Knee

Shorts

Coats
pads/protections/rein

Bib’n’Braces

Underwear
forcements

Coveralls

Tool

Jackets

Sweatshirts/knits

Shirts

belts/holders/braces

Bandanas,
Gloves,
socks,
boxers
caps,
beanies
In 2015 catalogue all these garments have been divided into 14 different categories based on their
specialty and function.
1. Building and construction
Power to the craftsmen. When it comes to workwear for building and construction, more than 90
years of experience has taught to Fristads Kansas what works and what doesn’t. They cooperate
closely with the professionals that use those garments and adapt the design to meet their needs and
wants. The result is a wide range of tough and stylish workwear that provide superior comfort,
safety and function. The new generation Gen Y workwear collection is inspired by high-tech
sportswear and modern Scandinavian design. It combines style and functional comfort. The new
collection has new colorfast cotton/polyester canvas, back pocket solution for easy access and
temporary storage of tools, mobile pocket solution inside right hand front pocket, double crotch
solution for strength and durability, zip pocket solution on nail pocket for securing valuables,
adjustable leg ends, updated contemporary jeans fitting, CORDURA® reinforcements at knees,
pockets and leg ends, reflective details for visibility. [34; 16-47]
18
2. Industry
Style and performance through the shift. Together with industry professionals, Fristads Kansas has
designed industrial workwear collections that give the perfect combination of functional comfort,
strength and protection. The garments are available in a wide range of colors, materials and designs.
It is possible to equip the workface according to the specific demand and company profile. ICON is
the special line created under this category. It gives and option to design own workface from many
color combinations and add also the logo. ICON has divided into three: single-colored, two-colored
and mesh ventilated garments. [34; 48-77]
3. High Visibility
Safety and all-weather comfort that stands. Used fabrics are in fluorescent colors with reflective
tapes. Advanced material technologies such as GORE-TEX® fabrics together with fit provide
comfort and flexibility in all weathers. All the garments are certified according to European norms.
The used fabric is called PLU. It is a fluorescent material with a proven track record of durability
and comfort, made of 80% polyester and 20% cotton. The cotton content is on the reverse of the
fabric which makes the garments more comfortable against the skin. The fabric is dirt, oil and water
repellent. PLU is combined with LUXE which is a comfortable and durable material made of 65%
polyester and 35% cotton. The protection is made to last even after 50 washes and the garments are
OEKO-TEX® certified. [34; 78-105]
4. Flame protection
The garments are made based on the latest European norms and Fristads Kansas has performed their
own tests – comprising everything from strength, tensile and abrasion, to real life usability and user
comfort. Company has worked out three-layer protective system. Layer 1 is flame retardant
underwear protects and transports body moisture from the body. Layer 2 is a flame retardant heat
insulation which gives additional protection. Layer 3 is a protective shield that secures the need for
protection as defined by the risk assessment. Used fabric is called ATHP and it is made of
modacrylis, cotton and antistatic fibers, it has inherently flame retardant fibers. The surface is dirt,
oil and water repellent. A thicker fabric offers higher protection against electric arc and this single
layer garments can withstand the energy of 16, 8 cal/cm2. The fabric provides excellent heat
insulation and prevents second-degree burns, dries quickly and has excellent moisture-management
properties. [34; 106-129]
19
5. Service and profile
Many practical details give flexibility in all conditions, while clean Scandinavian design and perfect
fit ensure a first class impression. This category covers T-shirts, shirts, polo shirts and sweaters and
different kind of trousers. [34; 130-145]
6. Cold Wind Rain
For maximum function and comfort the worker should dress in three layers of garments. First layer
- moisture transport, keeps the body warm and is designed to transport moisture away from the
body. Second layer – insulation, fleece or similar product with the purpose to slow down the loss of
heat while distributing body moisture to the outer layer of garments. Third layer – protection,
typically a shell jacket – protects from wind, rain and snow while allowing water vapour from the
inner layers to pass through. [34; 146-169]
7. Food industry
Specially developed to meet the challenges of the food industry, the collection features a variety of
light yet hardwearing materials with great comfort. Specially designed long and short coat, shirts,
trousers, cap and aprons belong to this category. [34; 170-173]
8. Cleanroom
Depending on motion, the human body emits somewhere between 100 000 and tens of millions
particles per minute. Cleanroom garments are engineered to act as filter that retain the particles at
the inside while providing maximum comfort for people who work in cleanrooms and other
controlled environments, such as vehicle spraying. [34; 174-181]
9. ESD
Collection to decrease the risk of electrostatic discharge. To prevent human-generated electrostatic
charge from personnel in electronics production and other electrical sensitive environments. [34;
182-185]
20
10. Woman
Specially designed garments for women with a different color range. For example colorful trousers,
bib’n’brace and skirts, building and construction and Gen-Y women line. Specially designed
garments to protect against flame and high visible garments. T-shirts and polo shirts and underwear.
[34; 186-193]
11. Tool belts [34; 194-199]
12. Accessories [34; 200-205]
13. Kids
Small range of garments designed based on the adults garments for children to have a quality time
while playing. [34; 206-209]
14. Acode
It is a range of functional, high quality leisure clothing in sporty Scandinavian design, the collection
covers all styles and climates. Perfect fit, meticulously crafted details. Acode is actually a separate
brand under Kwintet but its small range of garments is also available in Fristads Kansas catalogue
to offer the customer the whole needed range of garments from the same place. [34; 210-215]
As seen Fristads Kansas has different kind of protective and special clothing. To ensure the highest
quality, Fristads Kansas AB is collaborating with the best material technology brands in the world
[34; 10-11]:

Gore-Tex® Fabrics. Those fabrics provide durable waterproofness and are windproof.
Combined with optimized breathability.

Windstopper® Fabrics. Durable and provides shelter against wind with high breathability.

37.5™ Technology. This fabric performs the best at a body temperature 37.5̊ C. It is based
on the active carbon molecules and it helps to transport moisture away from the body and
keep the skin dry. Prevents odor, dries quickly and protects against UV radiation.

Cordura®. It is a versatile and extremely durable material and is used to reinforce parts of
the garment that are specially exposed to wear (nail pockets, knee pockets, leg ends etc.)

Airtech®. Keeps the body warm in cold conditions and dry in wet conditions. Lets the body
to breath.

Polartec®. Soft, breathable and extremely light fabric.
21

Coolmax®. Performance fabric which includes an effective fiber based moisture
management system. It moves perspiration away from the body.

Nomex® Comfort. Flame retardant fabric reacts to intense heat as the fibers thickens to
absorb the heat energy. The fabric stays supple and flexible, providing the best possible
protection.
As consumers have to work sometimes in extreme conditions, Fristads Kansas is using fabrics
which have confirmed certificates. The company works hard to ensure the latest industry standards
and requirements are mainteined. To be sure that the used materials are the best they are tested in
test labs with the worst possible treatment to prove their longevity. The all-weather comfort ensures
that the customer stays warm and dry in all weather conditions – three-layer principle is used for
that. There are customers who require the garments to be with high visibility and flame protected.
Fristads Kansas garments are up-to-date and have the certificate of the latest European safety
norms.
Fabrics, seam samples and trims are tested by accredited laboratory in accordance with the
standards for the certification. The reports are sent to the notified body who will make design check
according to the standards. If everything is according to the standard a certificate is given to the
product.
There are used 10 different kinds of certificates for the garments [34; 221]:
1. EN 13034:2005 Protective clothing against liquid chemicals offering limited protective
performance against liquid chemicals (Type 6 and Type PB )
2. EN 342:2004 Protective clothing – Ensembles and garments for protection against cold.
3. EN ISO 14116:2008 Protective clothing – Protection against heat and flame – Limited flame
spread material, material assemblies and clothing.
4. EN ISE 11612:2008 Protective clothing to protect against heat and flame
5. EN ISO 11611:2007 Protective clothing for use in welding and allied processes.
6. EN 61482-1:2007 Protective clothing against the thermal hazards of an electric arc.
7. EN 1149-5:2008
Protective clothing – Electrostatical properties – Part 5: Material
Performance and design requirements
8. EN 471:2003+A1:2007 High visibility warning clothing for professional use
22
9. EN ISO 20471:2013 High visibility clothing
10. EN 343:2003+A1:2007 Protective clothing – Protection against rain
These certificates ensure the best protection for different conditions. Explanations of the standards
are given in Appendix 1.
Fristads Kansas offers also a wide size range for its garments. The measures are divided between
men and women garments but the garments meant for men also fit for women. The buyer should
just consider looking for the right size from men’s size chart in that case. All the measurements
shown in the charts (take a look at Appendix 2) are body measures and should be taken from the
body not from the garment, only the leg measurements refers to the actual garment measurement.
For purchasing the trousers the consumer should consider measuring (take a look at sketch 1 in
Appendix 2) only total height (A), waist (C), hips (D) and inside leg (E) and for jackets
measurement of the chest (B) from the table number 1. When it comes to purchasing overalls the
consumer should measure total height (A), chest (B), hips (D) and inside leg (E) and refer to the
respective tables (regular – table number 1, tall – table number 2, short – table number 3) depending
on your height. [7]
When a customer is interested in having a special size range with special measurements, then it can
be designed and produced based on customer needs through the bespoke department.
From this chapter it is possible to see how wide the range is when it comes to Fristads Kansas
production. They are also using the highest technology and design to meet the demand of the
customers.
2.3.
Common defects in Fristads Kansas products during year 2014
The overview of common defects in Fristads Kansas products will help later to compare the results
of the customer satisfaction survey and analyze the quality of the products: could the products be on
the same level with the customers’ expectations and needs or not.
As no company is perfect when it comes to production mistakes, Fristads Kansas is no exception.
Although, the company is working constantly towards reducing defects on the products, they still
receiving products with defects from the customers. The following statistics was taken from the
Fristads Kansas database and reveal the main problems and solutions the products have had during
the year 2014.
23
Problems are divided into 11 different categories:
01 - Fabric quality. Fabric properties were not as the approved lab dip
02 - Fabric appearance. Color shading, the differences were caused during the garment production
and had bleach marks already from the beginning or appeared after first washes.
03 - Fabric damaged/soiled. Pilling occurred on the garments was the main issue in this category.
04 - Accessories quality/function. The issues were mainly with buttons, they were either loose,
broken or fell out. Also the used tape was too loose and in some occasions the seams were placed
wrongly so they were affecting the usage of the garment.
05 - Accessories appearance. The main problem was with zippers, the sledge was either fallen of or
the zipper was broken.
06 - Amount of accessories not as specified. The garments the customers’ received were missing
buttons.
07 - Wrong size/ bad fit. Some of those claims were rejected because the company could not find
any measurements out of tolerance. The main reason of claims were the wrong size marks and in
rare cases also wrong measurements of details.
08 - Workmanship of garment not as expected. That means either the machine settings were wrong,
cutting mistakes made or insufficient workmanship on garments. The main reason of claims were
broken seams.
09 - Appearance of garment not as expected. This category had no claims.
11 - Contents of packaging not as ordered. The main claim was that the size label on the bag did not
match with the garment size inside.
12 - Others. In few cases the transfer was not as expected and the claim was accepted by the
company and fixed.
The categories that occurred problems most frequently were 05, 07, 08 and 03.
Those were the main claims from the customers during 2014. Comparing the size of the company
and the amount of the customers, the number of claims is not high. Also, the company is working
24
hard to reduce those problems to avoid negative feedback from customers and to keep the existing
customers loyal. If Fristads Kansas is able to offer the level of the quality or even higher level than
the market already has, then this might have a positive effect on attracting new customers in
Estonia.
25
3. POTENTIAL COMPETITORS IN ESTONIAN HEAVY
WORKWEAR MARKET
Even though the idea of this research is to understand the market situation from the customers
perspective, it is imoprtant to know what to expect from the market in case Kwintet Sverige AB
would like to open a sales department in Estonia. As the local workwear market already has existing
companies selling workwear, the author will describe competitors briefly and eventually point out
their strengths and weaknesses. Overall, this chapter will concentrate on expectations, collaboration
with the customer satisfaction survey and its help to answer to the research questions.
Estonian workwear market is very competitive. There are many companies who are just retailers for
many brands, manufacturers or just the local branches of foreigner companies. The following will
give an overview of the local workwear retailers and manufacturers. The companies are chosen by
the author based on personal intuition, outstanding marketing, online research and previous
experience.
1. Retailers:

Tamrex Ohutuse OÜ is a retailing brand which offers products from Snickers, Cofra, Peltor,
Ekman, Tyvek, Nokian, Singer, Segre, Hpc Healthline, 3m and many more. It also has its
own product line. Their retail shops can be found in all bigger cities in Estonia and it is also
possible to place an order through phone call. They have smaller range of protective
garments and workwear but they have very wide range of footwear. [27]

Tamec Trade OÜ if focused to sell quality personal protective equipment. They are retailers
for many well-known brands, such as Helly Hansen, Terra Safety Footwear, Bolle eye-wear,
Mechanix gloves, U-Power footwear and Sangar medical clothes, ELKA rainwear. Helly
Hansen garments have approved certificates. They have several shops in Estonia and for
bigger orders they are ready to make a special offer for the customer through the customer
service. [28]
26

Stafit OÜ is a retailer for well known european brands such as Planam, NoRisk, Lavoro,
Portcal, Dassy, BLS, JMP, Satexo, Leiber, Mil-Tec, Craftland, Cerva, Panda. Their
sortiment is quite the same as the previously mentioned companies. [29]

Grolls AB Estonian branch is a retailer for Björnkläder, Nytello, Univern, 3M, Peltor,
Sundström, Uvex, etc. They are retailers for so many different brands, their sortiment is also
very wide: winterclother, reflective garments, fireproof garments, waterproof garments.
Special collections for chefs, medicine workers, different uniforms etc. Footwear, protective
gloves, first aid products etc. [30]

Kintar Trading OÜ is an official partner in Estonia of a global company named Delta Plus
Group. They import their sortiment straight from the manufacturers. They are retailers for
the brands like Sg, Delta Plus, Panoply, Venitex, 3m, Peltor, Satexo, Alba Pro, Björnkläder,
Helly Hansen, Sievi, Showa, Salvequick, Tyvek. Selling workwear, uniforms, footwear, free
time garments, weatherproof garments, all kinds of technical and protective garments. [31]

Becky AS has more than 50 partners and suppliers all over Europe and Asia, for example
3M, Jalas®, Timberland PRO®, Euro Protection, Showa, Honeywell, MTS, Portwest,
Dupont. The sortiment is wide: protective gloves, workwear, footwear, personal protective
equipment, reflective clothes, rainwear, winter garments, hats, welder protective garments,
falling protection equipment etc. [32]
2. Manufacturers:

OÜ August is a local brand in Estonia whose customers are mainly small and medium sized
companies. They have a small production line where jackets, coats, pants, coveralls,
sleeveless coveralls and vests are made. The order can be made online and they offer only
catalogue items. Using Nomex® fabrics they have small range of high-visible and fire-proof
garments. [23]

OÜ Detsember is focused on production, sale and wholesale of workwear, safety clothing,
outwear and footwear. Their selection is not so wide: trousers, sleeveless coveralls,
coveralls, jackets, (safety) vests and coats. All the garments are designed by themselves. The
company offers an option of printing and embroidery. They are flexible and willing to make
changes on garments based on the customers need. [24]

Multi Marger AS is producing their own brand named Marger but is also retailer for brands
such as 3M, L.Brador, Michelin, Cofra, Panoply and Björnkläder. They are a bit different
from the other manufacturers and retailers because they offer an option to rent the workwear
to customers. The company has developed a system for that. The customer can have two sets
27
of workwear: the employee is using one of them and the other one is in laundry. Or the
customer has three sets of workwear: one for using, one in laundry and one as a spare. Multi
Marger AS also takes care of washing the workwear. [25]

Image Wear AS is a local branch of Finnish workwear brand (Image Wear OY). They offer
a wide range of different garments, accessories and footwear. Customer can choose from
basic, high-visible and fire-retardant models. The company has a sales department and a
shop in Estonia. [26]

OÜ Parem Käsi. They have more than 1500 products ready to order in their ware house.
Also offering an oportunity to order products from the partners catalogue. They have some
small shops and they are offering the option to order over internet to keep the prices lower.
In 2002 they started producing their own workwear line in small quantities in Estonia. The
company concentrates on selling personal protective equipment, tools, gloves for working,
footwear and workwear. [33]

Lindström Group is a manufacturer brand like Fristads Kansas with similar garments, but
they have their specialty. They are not just selling their products, they are taking care of the
garments after they are sold. They do washing, maintenance, storage as well as replacement
and disposal. It means that they actually rent out their garments. [9]
These are just few companies or brands offering workwear currently in Estonia. Most of them are
offering very similar range of garments. But if to compare their products with Fristads Kansas some
differences comes up. For example almost all of those companies are selling full set of workwear
and protective items, which includes footwear and all kind of accessories in a wide range. Even
though the prices are not mentioned here, the author took the freedem to compare the prices with
Fristads Kansas and most of them are on the same level. There are also some protective garments
which other brands are selling with cheaper price, which gives them an advantage. The strength of
those companies is that they have its own shops in Estonia where the customer can see the garments
and they have also an option to order online.
28
4. DESIGNING THE CUSTOMER SATISFACTION SURVEY
4.1.
Research methods and techniques
A research method is a technique for collecting data. There are two different kinds of research
strategies for business research: quantitative and qualitative. In some cases mixed method can be
used (that is the quantitative and qualitative are used in one study).
The quantitative research can be constructed as a strategy that emphasizes quantification in the
collection and analysis of data. It entails a deductive approach to the relationship between theory
and research, and embodies a view of social reality as an external objective reality. On the other
side, qualitative research can be constructed as a research strategy that emphasizes words rather
than quantification in the collection and analysis. Predominantly, it emphasizes an inductive
approach between theory and research in which the focus is placed on the generation of theories and
embodies a view of social reality as a constantly shifting emergent property of individuals’ creation.
[22; 26-27]
There are different strategies associated with qualitative, quantitative and mixed method approach.
For example with quantitative approach either surveys or experiments can be used. Surveys include
cross-sectional and longitudinal studies using questionnaires or structured interviews for data
collection. Experiments on the other hand, include true experiments with the random assignment of
subjects to treatment conditions, as well as quasi-experiments that use nonrandomized designs. [16;
13-17]
Qualitative approach has many strategies; here are some examples of strategies that can be used.
Ethnographies: the researcher studies an intact cultural group in a natural setting over a prolonged
period of time and collecting observational data. Grounded theory: the researcher attempts to derive
a general abstract theory of a process, action or interaction grounded in the views of participants in
a study. Case studies: the researcher explores thoroughly a program, an event, an activity, a process,
29
or one or more individuals. Phenomenological research: the researcher identifies the “essence” of
human experiences concerning a phenomenon, as described by participants in a study. And
narrative research, a form of inquiry in which the researcher studies the lives of individuals and asks
one or more individuals to provide stories about their lives. [16; 13-17]
Mixed methods approach as mentioned before, is an approach where qualitative and quantitative
strategies are both used for collecting the data. But still this method has its own strategies. The
following three options are the most commonly used strategies. Sequential procedures: the
researcher seeks to elaborate on or expand the findings of one method with another method. For
example it may start with qualitative method for exploratory purposes and follow up with a
quantitative method with a large sample so it could be possible to generalize results to a population.
Concurrent procedures: the researcher converges quantitative and qualitative data in order to
provide a comprehensive analysis of the research problem. The data is collected in both ways at the
same time. Transformative procedures: the researcher uses a theoretical lens as a ruling perspective
within a design that contains both quantitative and qualitative data. [16; 13-17]
As mentioned in the chapter 1.1 the customer satisfaction survey can be either direct or indirect.
Combined with the options of possible methods, the author has decided to use direct way to learn
about the customer satisfaction level. The best option is to build up a quantitative survey as a part of
quantitative research. The following chapter will give a deeper insight of what a quantitative
research is and how it should be built up.
4.2.
Quantitative research
The process of quantitative research is as follows [15; 160]:
1. Theory
2. Hypothesis
3. Research design
4. Devise measures of concepts
5. Select research site
6. Select research subjects/responders
7. Administer research instruments/collect data
8. Process data
9. Analyze data
10. Findings/conclusions
30
11. Write up findings/conclusions
Concepts are the building blocks of theory and represent the points around which research is
conducted. If a concept is to be employed in quantitative research, it will have to be measured.
Concepts may provide an explanation of a certain aspect or they may stand for the things we want
to explain.
In order to provide a measure of a concept, it is necessary to have an indicator or indicators that will
stand for the concept. There are many ways in which indicators can be devised:

Through a question that is part of a structured interview schedule or self-completion
questionnaire.

Through the recording of individuals behavior using a structured observation schedule.

Through official statistics.

Through an examination of mass media content through content analysis.
Those indicators can be derived from a wide variety of different sources and methods. Rather than
have just a single indicator of a concept, the researcher may feel that it is maybe preferable to ask a
number of questions in the course of a structured interview or a self-completion questionnaire that
tap certain concept. [15; 160-165]
The self-completion questionnaire is sometimes referred to as a self-administrated questionnaire,
respondents answer questions by completing the questionnaire themselves. This method can come
in different forms. The most prominent are postal (sent by post and asked to return it by post) and
mail questionnaire [15; 232]
Advantages of the self-completion questionnaire over the structured interview [15; 133-235]:

Cheaper to administer

Quicker to administer

Absence of interviewer effects

No interviewer variability

Convenience for respondents
Disadvantages of the self-completion questionnaire in comparison with the structured interview [15;
233-235]:

It cannot be prompt

It cannot probe
31

It cannot ask many questions that are not vital to respondents

Difficulty of asking other kind of questions

Questionnaire can be read as a whole

It does not know the answers

It cannot collect additional data

Difficult to ask a lot of questions

Not appropriate for some kinds of respondent

Greater risk of missing data

Lower response rates
Designing the self-completion questionnaire it is important not to make it as short as possible
because of the idea that it might help to get more responders (this type has low rate of responders),
this is a wrong approach. Making it too short, the questionnaire may look cramped and unattractive.
It is rather more important to choose the layout which is easy for the eye. Using different fonts for
different occasions may help. [15, 237]
It is relevant for the self-completion questionnaire if the questions are going to be open or closed.
With an open question the respondents can answer however they wish. With a closed question they
are presented several choices from which they need to choose an appropriate answer.
Table 2
Comparison of open and closed questions [15; 246-252]
Open questions
Advantages
Respondents
Closed questions
Disadvantages
Advantages
can Time-consuming for
answer in their own interviewers
terms
administer
to
Easy
to
Unusual
process
answers
Closed
time consuming
the make
comparability
do
not They require greater May
suggest certain kinds effort
of answer
respondents
forced-choice
of answers
answers
Questions
Loss of spontaneity
questions Might be difficult to
responses Coded answers are enhance
will be derived
Disadvantages
mutually
exclusive
clarify
from meaning
question
of
the It is difficult to make
a forced-choice
through answers exhaustive
32
answers
There
may
variation
be
among
Useful for exploring
Are easy to complete respondents in the
new areas
by respondents
interpretation
of
forced-choice
answers.
Useful for generating
fixed-choice
format
answers
Questions
may be
irritating
if
the
respondents do not
find the right answer
Quantitative method has its own pros and cons, but the author is convinced that this kind of
approach is the best for the customer satisfaction survey. The following chapter will describe how
the sample was gathered and the questionnaire was built up based on the theory of customer
satisfaction survey and quantitative research method.
33
5. BULDING UP AND ANALYSING THE SURVEY: CUSTOMER
SATISFACTION WITH ESTONIAN HEAVY WORKWEAR
MARKET
This survey has a drawn sample and only the biggest potential customers received the survey. This
research is more interested in companies whose employees need to wear the products which fit into
Fristads Kansas product range, and mainly the companies which would choose their workwear from
the first 6 groups (Building & construction, Industry, High visibility, Flame protection, Service &
profile and Cold wind rain) in Fristads Kansas catalogue. The sample was made based on the
existing customers of Fristads Kansas Sweden, based on the field those customers are from. Fristads
Kansas customers are from a wide range. For example the biggest targets are construction
companies which can be found also in Estonia, and also airport personnel and waste management
companies.
Potential customers are the companies which personnel needs to wear specific garments either for
safety reasons or just to have uniform. In other words, this survey has gathered the sample from the
served available market (SAM). The decision of who to choose to the first round of sample was
made based on the collected information from internet (in the beginning the author was looking for
all the companies which employees are used to wear workwear), for example from the webpage of
Eesti Ehitusettevõtete Liit [17]. The final sample was made based on the information received from
Eesti Statistikaamet. Due of the data protection act the author has no rights to give more specific
overview of those chosen companies. The questionnaire was sent out to 30 different potential
customers from different fields and they were chosen based on their turnover (more than 15 000
Euros) in year 2013 and number of employees (more than 50).
34
5.1.
Research instruments
The theory about customer satisfaction surveys and also quantitative research method are giving
online survey as one of the options to collect the needed data. The author chose the option because
of her distance from the examined market. The questionnaire was built up in internet using Google
Forms as an already existing platform for creating surveys. To deliver this questionnaire to the
target group the author used e-mail.
To motivate the companies to answer the survey it was mentioned in the beginning of the survey,
that its purpose is to understand the satisfaction level with the existing brands at the market. And
based on the result bring a new company which offers workwear to the customers in Estonia.
The survey consists of 19 questions. 5 of them are open questions, 4 yes/no questions, 5 questions
are asking to rate the level or satisfaction and in 5 questions they were asked to choose from the list
the answer that was most accurate for them.
1. Is it required to wear specific workwear in your company?
2. How many employees need to wear specific heavy workwear in your company?
3. Do the employees wear the uniform ordered by the company?
4. From which company is the uniform ordered from?
5. How big is the amount your company spends on one employees workwear per year?
6. How often does your company order new workwear?
7. Which items belong to the uniform list?
8. From which source does your company order the workwear?
9. Have you had the chance to see the samples before ordering?
10. How important is it for you to see sample products before ordering?
11. Is the workwear designed based on your wish or from catalogue?
12. If the workwear is ordered from the catalogue then what was the reason for that?
13. What are 3 most important things to think about while ordering the garments?
14. Which are the most common defects on products?
15. Please rate the following aspects on the workwear your company is using
16. Please rate the experience with the ordering process?
17. Please rate the satisfaction with the diversity of workwear products on Estonian market
18. Are there enough companies which can offer garments for your needs on Estonian market?
19. Would you be interested in an entry of a new workwear brand?
35
Through those questions it is possible to get the aim of the potential customers and their preferences
when it comes to workwear they are using. Also to find out the level of their satisfaction with
products and service and based on that decide if the market from the customer perspective is ready
for a new brand.
5.2.
Analysis of the results
10 of 30 companies responded to the sent out email with the questionnaire. It is reasonable to
analyze and evaluate each company separately to understand their specific needs and their level of
satisfaction. All the companies replied “yes” to these three questions:
1. Is it required to wear specific workwear in your company?
2. Do the employees wear the uniform ordered by the company?
3. Have you had the chance to see the samples before ordering?
And also all the companies said that it is very important for them to see the sample product before
making an order (nr 5 on the scale from 1 to 5). Because of that those questions are left out from the
following report but will be considered in the final analysis.
Company number 1
Employees who are wearing special workwear: around 500.
Their workwear is ordered from Lindström and they were not able to say how much the company
spends on one employee’s workwear per one year. Workwear is rented and it is repaired or changed
based on the need. According to their answer the only special workwear they order is bib’n’brace.
Company number 2
Employees who are wearing special workwear: around 60
Their workwear is ordered from Lindström, Kintar, B&B Tools and they spend 200 € per year on
one employees workwear. They order new workwear based on the need and also depending on the
garment. For example they change jackets after 4 years and pants after 2 years. Required workwear
includes: jackets, trousers, bib’n’braces, boots, sandals, shoes, hat, and warning vest.
Company number 3
36
Their workwear is ordered from different brands which they have not written but they spend 120 €
on each employee workwear per year. Summer clothes are ordered every year, winter workwear
after every 2 years. Required workwear includes in summer: t-shirt, jacket, torusers (jumpsuit),
footwear, headgear and in winter: jacket, trousers, wintershoes, and hat.
Company number 4
Their workwear is ordered from different brands which they have not written, but they spend
around 2000 € in one year to order workwear for one employee. Workwear is ordered every year
and includes following garments: jacket and trousers for winter and summer, safety vest, t-shirts,
winter and summer footwear, fireproof clothing for firefighters, intermediate suits, helmets, gloves,
backpacks, belts, masks, hats, etc. welder's clothing required safety class garments.
Company number 5
Employees who are wearing specific workwear: around 150
Their workwear is ordered from B&B Tools, Helly Hansen, Detsember and they spend 150 € on
one person workwear. New items are ordered after 1 or 2 years based on the need. Uniform
includes: jacket, shorts, T-shirt (both in winter and summer set), boots, helmets, tool belts. The
garments have to be high-vis , windproof and breathable.
Company number 6
Employees who are wearing specific workwear: around 200- 250
Their workwear is ordered from Lesanio, Abris, Tamrex Ohutuse OÜ, Antmer Arendus and 200 €
is spent on one person workwear per year. They order new winter clothes every summer and every
winter new summer clothes. The uniform includes: summer jacket and trousers, two T-shirts and
cap, winter jacket, bib’n’braces, safety shoes based on the need (rainboots, boots, shoes, shoes for
asphalt), 2nd class safety vest, protective clothing for welders, rain clothing.
Company number 7
37
Their workwear is ordered from Lindström for 535 € for one person workwear. Usually the new
workwear is ordered after every 36 months or based on the need. Their workwear includes:
bib’n’braces, jacket with hood. Needed certificates are for electric arc protection, heat and flame
and high-visibility.
Company number 8
Their workwear is ordered from Grolls AB Eesti and the order new workwear after every 1, 5 years,
spending 300 € on one person workwear. The uniform includes: summer jacket, bib’n’braces,
shorts, winter jacket, winter pants. At least EN 471 class high visible reflective garments.
Company number 9
Their workwear is ordered from Blaklader, after every 2 years and they are used to spend 100 € on
each employee’s workwear. The workwear includes: safety footwear (sandals, some employees also
winter shoes), jacket (spring and summer, for some people also winter jacket), fleece jacket, T-shirt,
if necessary a hat, a belt.
Company number 10
Their workwear is ordered from Image Wear AS every year and they spend 90 € on one person
uniform. It includes jacket, trousers, bib’n’braces, boots, gloves and a hat.
Question 8
As it was allowed to choose more than one answer from the list, some companies chose more than
just one option. The most popular way to order or buy the workwear was from the retailer (70%),
buying the garments through the local customer service department and buying from the shop
owned by the brand were next (both 40 %). One company is buying the garments through the
customer service department located abroad. One respondent also said that they are buying the
workwear from the retailer, but they have a long-term rental contract so they do not have to order
the garments often.
38
Question 11
40 % of the companies who responded said that their workwear is designed based on their specific
need. 30 % has ordered the catalogue models and 30 % have ordered the catalogue models which
are changed based on their need. Even though all respondents found their answers from the existing
options, some of them also added explanations. For example, that their uniform is designed based
on their need but workwear is from catalogue, one company is usually buying catalogue models
when they use retailers and when using Estonian local brand then it will be designed based on their
need.
Question 12
The respondents who ordered garments from catalogue without changing the design have done so
because the brand they use offers only catalogue garments (3 respondents), and the lead times are
shorter for the catalogue models (1). It was also noted that it is easier to order some smaller amount
of products extra (faster and with good quality).
Question 13
The respondents were asked to choose three most important factors that affect their decisions when
it
comes
to
the
ordering
process.
Chart
no
1
shows
their
expectations.
Price and quality balanced
Existence of the protective functions
(certificates) on garments
Lowest possible price
The possibility for all the needed garments to
be ordered from one manufacturer
Comfort while wearing the garment for working
The appearance of the product
Newest technologies in materials used for the
garment
Ordered Size fit to the measures given by
manufacturer
Manufacturers ability to meet our demand
0
2
4
6
8
10
12
Chart 1. Factors affecting the ordering process
39
There are three factors that are clearly more important than the others. Comfort while wearing the
garment for working, existence of the protective functions on garments and ordered size fit to the
measures given by manufacturer. Fristads Kansas has a strong product developement team who
ensures the highest comfort level while wearing the garment. Their products are designed
collaboration with the craftsmen. Protective functions are also quaranteed with a wide range, so all
proffessions are able to find the needed one. When it comes to the promised measurements, Fristads
Kansas has a strong protocol to follow, so the customers could not recive wrongly measured items.
In chapter 2.4 the common defects were listed, even though one of the classifications was wrong
sizes, the statistics shows that mostly only the sizes were wrongly marked on the garments or on the
package.
Question 14
It was asked to choose the most common defects on the products. The results are visible on chart no
2.
Other
Visible fabric defects when opening the package
Wrong cut details
Wrong details on garments
Broken/not working buttons and fasteners
Broken/not working zippers
Used fabric is not lasting long enough
Wrong size / bad fit
Broken seam (insufficient workmanship)
0
1
2
3
4
5
6
Chart 2. Common defects on the products
The result is not surprising. These are all actually the most common defects on Fristads Kansas
products aswell.
Question 15
The respondents were asked to rate 8 different aspects considering the workwear their company is
using on the scale 1 to 5, when 1 was dissatisfied, 2 rather dissatisfied, 3 neutral, 4 rather satisfied
and 5 satisfied.
40
50 % of them were neutral with the price of the products. 30% were rather satisfied and 20% rather
dissatisfied. As nobody replied satisfied, there is a window for a new entering brand to win new
customers with a suitable price range. Of course not choosing satisfied could also be that the
customers always expect lower price from the market than it already is.
When it was asked to rate the look of the products if they were as expected (shown in the catalogue
/ web page), 50% replied rather satisfied, 30% were neutral and 20% satisfied. It shows that mostly
the products which are ordered look as they were promised before ordering. For a new, entering,
brand this is something to focus on so they would not disappoint customers with wrong looking
products as the market has quite strong competition in this field.
The companies had different feelings about the promised measurements for the sizes and the reality.
20% were rather dissatisfied, 30% neutral, 30% rather satisfied and 20% satisfied.
Also the manufacturers flexibility when it comes to changing the measurements according to the
customer needs showed that there is a gap between different brand and their ability or wish to offer
the customers exactly what they need. 10% were dissatisfied, 10% rather dissatisfied, 20% neutral,
40% rather satisfied and 20% satisfied.
Product details should have good quality to ensure the best performance of the garments.
Companies were asked to rate the satisfaction with the product details, if they are long-lasting or
they break easily after using for a short time. 20% answered rather dissatisfied, 10% (one
respondent) neutral, 50% rather satisfied and 20% were satisfied. Apparently there are some brands
at the market which product details have not the best quality and the companies are seeking for new
and better ones. There is a chance that companies are rather dissatisfied but they are not willing to
pay more for better quality.
The previous aspect was the product details. But they were also asked to rate the overall lasting of
the product. 20% stayed neutral, 10% were satisfied and even 70% of the respondents were rather
satisfied with the lasting of the garment.
To have the overview of how the companies are thinking about the products they are using they
were also asked to rate their satisfaction with the products in all aspect. It is possible that the result
from the details side isn’t the same with the overall satisfaction level in the end when asking about
details and smaller functions. Chart number 3 is showing that the rates given before are acceptable
41
and are showing the real situation and satisfaction with the products. 70% of the respondents were
rather satisfied and 30% stayed neutral.
Chart 3. Satisfaction level with the whole products
Question 16
In the previous question the companies were asked to rate different aspects of the products they are
using. This question was more oriented to get the knowledge about how satisfied they are with the
manufacturer ( ordering proccess, communitaction etc.), using the scale 1 to 5, when 1 was
dissatisfied, 2 rather dissatisfied, 3 neutral, 4 rather satisfied and 5 satisfied.
Firstly they had to rate the satisfaction with the leadtime. As customers usually are looking for
cheaeper products they are also looking for a way to recive the products faster. 20% of the
repsondets were rather dissatisfied, 20% neutral, 50% rather satisfied and 10% satified with the lead
times.
Good communication can leave a positive mark in the customers memory. It can be rather annoying
and stressful when you need to order new things and the communication is problematic, it can make
the customer to decide to seek for a new source to get the need goods. Companies were asked to
rate their satisfaction with the communication during the ordering proccess. 10% stayed neutral.,
50% were rather satisfied and 40% satisfied. It shows that there might be some misunderstandings
and complications during the ordering proccess but eventually the customers are rather satisfied
with how the manufacturer communicates with the customers.
Different companies have different policies when it comes to returning or changing the product the
customer would not like to keep. When the companies were asked how they see the returning
proccess with the manufacturer they are using, 10% were rather dissatisfied, 10% neutral, 40%
42
rather satisfied and 40% satisfied. From those results it is possible to read out that the proccess of
returning or changing the goods is rather good and satisfies the customers.
To see what the comapnies in the sample group are thinking about the whole ordering proccess they
were asked to rate it on the same scale. 30 % were neutral, 50% rather satisfied and 20% satisfied
(chart 4). But when it was asked to rate the overall satisfaction with the manufacturer (chart 5) a
small change took place.
Chart 5. Overall satisfaction with the
manufacturer
Chart 4. Overall satisfaction with the ordering
process
Question 17
When it comes to diversity of the products on Estonian workwear market none of the respondents
were not satisfied at all (1) or were fully satisfied (5). 40% were rather satisfied and 40 % satisfied.
20% of the respondents said that they are rather not satisfied.
Question 18
80 % of the respondents are thinking that there are enough workwear brands in Estonian market and
20% have the opposite thinking.
Question 19
Even though 80 % of respondents replied that there are enough workwear brands in Estonian
market, 70 % would still like to see new brands entering to Estonian workwear market and 30 % do
not
see
the
need
for
a
new
entry.
43
CONCLUSION
There are many companies in Estonia whose employees are required to wear workwear either for
safety reasons or as an uniform. The respondents of the survey were companies which had
workwear wearing employees up to 500. The average number of employees was on average 200. As
the survey was sent out to only 30 biggest potential customers and only 10 replied, it does not show
the situation of the whole market, but it gives an aim of it. The market is big and consumers needs
and expectations are high. Consumers expecations to the products are something that Fristads
Kansas is able to fulfill based on the results of the survey and overview of Fristads Kansas as a
brand.
At the same time there are also many companies selling the needed garments, either as retailers or
manufacturers. The strength of those companies is that they have shops in Estonia, so the customers
have a chance to see the already made garments before they decide what to order. Also they offer an
oportunity to order everything from internet or thorugh their sales department. The survey shows
that the customers are mainly buying their workwear from the shop and not from the online store.
When it comes to their products the author noticed that most of them are selling wide range of
accessories for example, all kind of shoes, protective items etc.
Fristads Kansas as a brand has smaller range of accessories than the competitors although, their
garments have a wider range to choose from. Fristads Kansas has a strength: the brand is ready to
fill every need of the market when it comes to clothes. The survey shows that companies in Estonia
who are using workwear are thinking that there are enough brands on Estonian market to fill their
needs but they would still see some new brands with new products.
The author belives that the reason why the consumers are ready to see new brands is because there
are things that exsisting manufacturers or retailers have not been able to offer. There are gaps
between the expectations of the customers and what the companies deliver.
Based on all this the author suggests Kwintet Sverige AB to consider targeting Estonian market. In
case the market research in Latvia is succsessful and the sales department will be open in there, the
44
author of this research would reccomend to look for options to sell to Estonian market through the
deparment in Latvia, because Estonia already has a quite strong market and might not have enough
customers to take as an only targeted market. There are potential customers in Estonia who Fristads
Kansas could have if they would sell the garments which are designed based on the customer needs,
because at the moment there are many workwear companies who are just selling cotalogue models
because they are only retailers for those brands. As there is no consumer who is 100% satisfied
whith the products or the company they are ordering them from, the author can say that there are
customers in Estonia that Fristads Kansas could win over with a right strategy.
45
RESÜMEE
Potentsiaalsete klientide ja konkurentide ülevaade Eesti töörõivastus turul kaubamärgile Fristads
Kansas
Lõputöö „Potentsiaalsete klientide ja konkurentide ülevaade Eesti töörõivastus turul kaubamärgile
Fristads Kansas“ idee on autor saanud töötades Rootsis töörõivaste brändi Fristads Kansases.
Rootsi ettevõttel Kwintet Sverige AB, kellele nimetatud bränd kuulub, on käsil laienemine. Nimelt
on firmal täna Lätis Euroopa tootmisliin ning nüüd on otsustatud läbi viia turu-uuring eesmärgiga
avada tootmisliinile lisaks ka müügiosakond Riias. See pani lõputöö autori mõtlema, et miks ei
võiks rootslased laiendada oma firmat lõunanaabrite asemel Eestisse.
Kuna turu- uuring on väga mahukas ettevõtmine, siis käesoleva töö eesmärgiks sai välja selgitada
Eestis töörõivaid kasutavate ettevõtete rahulolu kasutusel olevate toodete ning nende müüjatega.
Seda kõike eesmärgiga anda oma poolne hinnang, et kas Kwintet Sverige AB peaks läbi viima
põhjalikuma turu- uuringu Eestis või mitte ning kaaluma müügiosakonna avamist Eestis. Selleks
otsib autor vastuseid järgnevatele küsimustele:
•
Kuidas hindavad kliendid Eesti töörõivaste turgu (tooteid ning pakkujaid)?
•
Milline on konkurents turul?
•
Kas Fristads Kansase toodete valik rahuldaks Eesti kliente?
Töö teoreetilises osas käsitleb autor esmalt turu uuringu olemust, selgitades ühtlasi ka riske, mida
iga ettevõte peaks enne turule sisenemist analüüsima. Selgitatud on kliendi rahulolu uuringut: mis
see on, milleks seda kasutatakse ning millised võimalused on selle läbi viimiseks.
Samuti annab autor ülevaate Fristads Kansase ajaloost, hetkeseisust ning pakutavatest toodetest.
Kuna turule siseneva ettevõtte jaoks on oluline ka konkurentsi teadvustamine, siis on autor töös
kirjeldanud täna Eesti turul juba töörõivastust pakkuvate firmade ja kaubamärkide sortimenti.
46
Selgitamaks välja võimalike tarbijate rahulolu töörõivaste kvaliteedi ning neid pakkuvate
ettevõtetega, saadeti 30 potentsiaalsele Fristads Kansase kliendile, kes hetkel kasutavad
konkurentide tooteid, meili teel internetipõhine küsitlus 19 küsimusega. Aega vastamiseks leidis 10
ettevõtet.
Saadud vastuste ning kogutud empiirilise infoga turul tegutsevate konkurentide kohta jõudis autor
järelduseni, et Fristads Kansase jaoks ei ole otstarbekas avada Eestis müügiosakonda, sest
tulenevalt väiksest rahvaarvust ning maksupoliitikast ei jääks ettevõte ilmselt kasumisse.
Kuna aga Fristads Kansase toodang sobib Eesti klientidele ning viimastel on soov näha turul uusi
pakkujaid, võiks juhul kui Lätis avatakse müügiosakond, viia turu-uuringu läbi Eestis eesmärgiga
leida parim lahendus küsimusele, kuidas korraldada Eestis toodete müüki. Kuna pakkujaid turul on
palju, oleks ilmselt ainult kataloogi mudelitega raske püsida konkurentsis, sest paljud edasimüüjad
pakuvad hinnatundlikule Eesti kliendile odavamat toodangut ning nende kaubavalik aksessuaaride
(kaitsevahendid, saapad, jne) osas laiem kui Fristads Kansasel. On Fristads Kansase toodete
müügiks Eestis parim lahendus kasutada edasimüüjaid või pakkuda vastavalt kliendi soovile
valmistatud tooteid läbi Lätis asuva müügiosakonna - seda kuidas ja mil määral turustada toodangut
Eesti peab näitama juba uus ja teistsugune uuring.
47
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50
Appendix 1. Certificates used by Fristads Kansas
1) EN 13034:2005 Protective clothing against liquid chemicals offering limited protective
performance against liquid chemicals (Type 6 and Type PB [6])
The standard describes clothing that has been tested for repellency to chemical splashes, not
resistance to permeation of chemicals. The clothing gives protection against specific named
chemicals. The test result found under laboratory conditions are only to be regarded as an
orientation for practical applications.
Type 6 chemical protective suits have been tested to the whole suit test.
Type PB [6] (Partial body protection) has not been tested to the whole suit test.
See the CE-label inside the garment for information on to which chemicals the garment is
approved and classes obtained. The information is given in two tables.
Table for protection against liquid chemicals – EN ISO 6530.
A Penetration B Repellency
Class 0 No protection No protection
Class 1 < 10%
> 80%
Class 2 < 5%
> 90%
Class 3 < 1%
> 95%
The classes are 1-3 where 3 is the highest class. Class 0 means the fabric does not protect
against this chemical. Chemicals tested: H2SO4 30%, NaOH 10%, O-xylene and Butanol│1-ol.
Table of classes of fabric performance – EN 14325.
The classes are 1-6 where 6 is the highest.
C tested properties
Classes
D Performance levels for each classes
1
2
3
4
5
6
1. Abrasion resistance (Cycles)
>10 >100 >500 >1000 >1500 >2000
2. Tear resistance (N)
>10
>20
>40
>60
>100
>150
3. Tensile strength (N)
>30
>60
>100
>250
>500
>1000
4. Puncture resistance (N)
>5
>10
>50
>100
>150
>200
5. Seam strength (N)
>30
>50
>75
>125
>240
>480
[1; 7]
51
2) EN 342:2004 Protective clothing – Ensembles and garments for protection against cold.
Explanation of classes next to the picture on CE-label:
The first number indicates the value of Resultant Effective thermal insulation (/cler).
The second number indicates the value of Effective thermal insulation (/cle).
The third number indicates the class of Air permeability (AP).
The fourth number (optional) indicates the class of resistance to Water penetration (WP).
Classifications are made according to the tables below. X indicates that the garment has not
been subject to testing.
Thermal insulation may decrease after any cleansing procedure. Higher wind speeds will
increase the temperatures given in the table.
Mostly used for underwear (tests for /cler and /cle are made with the following types of
underwear (result is indicated on the CE label on the garment) :
B: Standardized two layered underwear
C: Manufacturers underwear (optional, type specified on CE label)
R: Single garment, standardized underwear
Either /cler or /cle has to be measured and stated on the CE-label.
/cler is the thermal insulation from skin to outer clothing surface ender defined conditions
measured with or calculated for a moving manikin. Value is given in m2 * K/W.
/cle – values of clothing and ambient temperature conditions for heat balance at different
activity levels and durations of exposure:
Wearer moving activity
Insulation /cler
115 W/m2
2
m * K/W
170 W/m2
8h
1h
8h
1h
0,31
-1
-15
-19
-32
0,39
-8
-25
-28
-45
0,47
-15
-35
-38
-58
0,54
-22
-44
-49
-70
0,62
-29
-54
-60
52
2
Insulation /cle m * K/W
AP mm/s
Wearer standing activity: 75 W/m2
8h
1h
0,31
11
0,39
7
-10
0,47
3
-17
0,54
-3
-25
0,62
-7
-32
Class 1
Class 2
Class 3
AP > 100
100 ≥ AP > 5
AP ≤ 5
Classification of Water penetration (WP – optional requirement) – test made on fabric and
seams: (Water vapor resistance (Ret) is measured only if garment is tested for WP.
Requirement for Ret: Less than 55m2 * Pa/W when all layers of the garment, excluding
underwear, are measured together)
Test specimen
WP
Ret
Class 1
Class 2
Fabric
8000 ≤ WP ≤ 13000 Pa WP > 13000 Pa
Seams
8000 ≤ WP ≤ 13000 Pa WP > 13000 Pa
All layers
< 55m2 * Pa/W
[2; 8-9]
3) EN ISO 14116:2008 Protective clothing – Protection against heat and flame – Limited flame
spread material, material assemblies and clothing.
Limited flame spread index: Test method ISO 15025, procedure A
Index 1: No specimen shall permit any part of lowest boundary of any flame or hole to reach
the upper or vertical edge. No specimen shall give off flaming debris. No afterglow shall
spread after the flame is removed. No index 1 materials must be worn next to skin!
Index 2: Same demands as index 1, and: No specimen shall show hole formation.
Index 3: (Same test method as EN ISO 11612 code letter A1): Same demands as Index 2,
and: The after flame time of each individual specimen shall not exceed 2 seconds.
Cleaning index: Number of washes or cleansing temperature (H=Home wash, I=Industrial
wash, C=Cleansing, 0/0=No wash or cleansing allowed).
53
Final index- marking: Limited flame spread index/Cleaning index. [3; 13]
4) EN ISE 11612:2008 Protective clothing to protect against heat and flame
Two-piece protective clothing must be worn together to provide the specific level of
protection. The CE-label inside the garment states the required garment-assembly. The CElabel inside the garment states to which code letter the garment is certified. If chemicals,
flammable liquids or molten metal are accidentally splashed on the clothing, immediately
withdraw from the area, and carefully remove the infected garments. Ensure that the
chemicals or liquid does not come in contact with any part of the skin. The garments shall
then be cleaned or removed from service.
Code letter A1- Limited flame spread.
Test method: ISO 15025, procedure a surface ignition
No specimen shall suffer flaming on the top or either side edge.
No specimen shall suffer hole formation.
No specimen shall melt or suffer flaming or molten debris.
The mean value of after flame time shall be ≤ 2 s.
The mean value of afterglow time shall be ≤ 2 s.
Code letter A2 – Limited flame spread.
Test method: ISO 15025, procedure B edge ignition.
Same as code letter A1, but no requirement on hole formation.
Code letter B – Convective heat
Test method: ISO 9151
Performance levels
Range of HTI 24 values in s
Min
Max
B1
4
< 10
B2
10
< 20
B3
20
Code letter C – Radiant heat
54
Heat Transfer factor RHTI 24 in s
Performance levels
Min
Max
C1
7
< 20
C2
20
< 50
C3
50
< 95
C4
95
Code letter D – Molten Aluminum splash
Performance levels
Molten aluminum splash in g
Min
Max
D1
100
< 200
D2
200
< 350
D3
350
Code letter E – Molten Iron splash
Performance levels
Molten iron splash in g
Min
Max
E1
60
< 120
E2
120
< 200
E3
200
Code letter F – Contact heat
Performance levels
Range of HTI 24 values in s
Min
Max
F1
5
< 10
F2
10
< 15
F3
15
[3;13-14]
5) EN ISO 11611:2007 Protective clothing for use in welding and allied processes.
55
Two-piece protective clothing must be worn together to provide the specific level of
protection. The CE-label inside the garment states the required garment-assembly. Using
additional partial protective garments, the basic garment shall meet at least Class 1. Use of
welding apron which covers the front body at least from side seam to side seam is
recommended. Additional partial body protection may be required, e.g. for welding
overhead.
The garment is only intended to protect against brief contact with live parts of and arc
welding circuit. Where there is an increased risk of electric shock, additional electrical
insulation layers is required. The garment is designed to provide protection against shortterm, accidental contact with live electric conductors at voltages up to approx. 100 V d.c.
For operational reasons not all welding voltage carrying parts of arc welding installations
can be protected against direct contact.
Be careful when welding in confined spaces as the atmosphere may become enriched with
oxygen; this will reduce the flame retardant properties of the protective clothing.
Information on UV radiation hazards: In electric arc-welding operations there is a risk of
exposure of skin to Ultraviolet (UV) radiation. During use the fabric of the clothing will
degrade. Examine the garments regularly to prevent exposure to UV radiation.
Check for continued UV protection: Hold the garment up to the light of a 100W tungsten
light bulb at arm’s length (approximately 1m away); if light can be seen through the fabric,
UV will penetrate too (test should be carried out weekly). If user experience sunburn-like
symptoms, UVB is penetrating. If garment is found to be penetrated by UV radiation, it
should be repaired (if practicable) or replaced and the use of additional, more resistant
protective layers should be considered in future.
Guidance for the selection of the class of welders’ clothing
Selection criteria relating to the
Selection criteria relating to the
process:
environmental conditions:
Manual welding techniques, light Operation of machines, e.g. of:
formation of spatters and drops. E-g:
Class 1
-
Oxygen cutting machines
-
Gas welding
-
Plasma cutting machines
-
TIG welding
-
Resistance welding machines
-
MIG welding
-
Machines for thermal spraying
-
Micro plasma welding
-
Bench welding
56
-
Brazing
-
Spot welding
-
MMA welding (with rutilecovered electrode)
Manual welding techniques, heavy Operation of machines, e.g. of:
formation of spatters and drops, e.g. :
-
MMA welding (with basic or
cellulose-covered electrode)
-
MAG
welding (with
high
welding
high
-
In confined spaces
-
At overhead welding/cutting or in
comparable constrained positions
current)
Class 2
-
MIG
(with
current)
-
Self-shielded flux cored arc
welding
-
Plasma cutting
-
Gouging
-
Oxygen cutting
-
Thermal spraying
[3; 14-15]
6) EN 61482-1:2007 Protective clothing against the thermal hazards of an electric arc.
Two- piece protective clothing must be worn together to provide the specified level of
protection. The CE- label inside the garment states required garment-assembly. For full
body protection clothing must be worn closed, and additional protective equipment like
helmet with visor, gloves and footwear must be used. Flame retardant underwear must be
used. Garments made of synthetic fibers will melt under arc exposure and cause serious skin
damage. Environmental conditions and workplace risks shall be take into account. Deviation
from the parameters in this standard may result in more severe conditions.
Test method 1 (EN 61482-1-1:2007): „Open Arc test“. Based on the North American
method ASTM F1959. The method is measuring the Arc Thermal Performance Value
(ATPV) in Joules/cm² or cal/cm².
57
Test method 2 (EN 61482-1-2:2007): „Box test“. Based on the European method ENV
50354 with heat transfer measurement. The test can be carried out in two fixed test classes:
Class 1 (Test current 4 kA) or Class 2 (Test current 7 kA)
Additional testing parameters:
Voltage: 400 V a.c.
Arc duration: 500ms
Frequency: 50 Hz or 60 Hz [3; 15]
Protective clothing – Electrostatical properties – Part 5: Material
7) EN 1149-5:2008
Performance and design requirements
The person wearing electrostatic dissipative clothing shall be properly earthed. The
resistance between the person and the earth shall be less than 108 Ω, e.g. by wearing
adequate footwear. Electrostatic dissipative protective clothing shall not be opened or
removed whilst in presence of flammable or explosive atmospheres or while handling
flammable or explosive substances. The garment shall not be used in oxygen enriched
atmospheres without prior approval of the responsible safety engineer. The electrostatic
dissipative performance of the electrostatic dissipative protective clothing can be affected by
wear and tear, laundering and any contamination. The garment shall permanently cover all
non-compliant material during normal use (incl. Bending and movements). [4; 5]
8) EN 471:2003+A1:2007 High visibility warning clothing for professional use
No part of the fluorescent or retro-reflective material shall be covered during the use. Be
aware of the limitation of size on embroidery and transfer to keep certified level.
Minimum required areas of visible material (m²)
Type of material
Class 3
Class 2
Class 1
Fluorescent material
0.80
0.50
0.14
Retro reflective material
0.20
0.13
0.10
Pictogram in CE-label: The first number beside the pictogram indicates the garment class in
accordance with the above table. The second number indicates the level of retro-reflective
material performance, where level 2 is the highest. [5;7]
9) EN ISO 20471:2013 High visibility clothing
58
The garment is intended to provide conspicuity of the wearer during daylight conditions and
under illumination of headlights in the dark. No part of the fluorescent or retro-reflective
material shall be covered during use. Be aware of the limitation of size on embroidery and
transfer to keep certified level.
Minimum required areas of visible material (m²)
Type of material
Class 3
Class 2
Class 1
Fluorescent material
0.80
0.50
0.14
Retro reflective material
0.20
0.13
0.10
Pictogram on CE-label: The number beside the pictogram indicates the garment class in
accordance with the above table. The performance class can be obtained using a single
garment or a clothing assemble, e.g. jacket and trousers. This will be stated on CE-label. A
class 3 garment shall cover the torso and shall have either sleeves with retro reflective bands
or full length trouser legs with retro reflective bands.
[5; 7]
10) EN 343:2003+A1:2007 Protective clothing – Protection against rain
Pictogram on CE-label: The first number beside the pictogram indicates the class of
resistance to water penetration (Wp), and the second number indicates the class of water
vapour resistance (Ret), according the below tables.
Classification of resistance to water penetration (Wp)
Specimen to be tested
-material before pre
treatment
Class 1
Wp ≥ 8 000 Pa
-material after each
No test
pretreatment
required
-seams before
pretreatment
Wp ≥ 8 000 Pa
Class 2
No test
required
Class 3
No test required
Wp ≥ 8 000 Pa
Wp ≥ 13 000 Pa
Wp ≥ 8 000 Pa
Wp ≥ 13 000 Pa
59
Classification of water vapour resistance (Ret) with approximate wearing time for a
whole suit
Temperature of
Class 1
Class 2
Class 3
Ret > 40 min
20 < Ret ≤ 40 min
Ret ≤ 20 min
25
60
105
205
20
75
250
-
15
100
-
-
10
240
-
-
5
-
-
-
working
environment
If class for water vapour resistance (Ret) is equal to 1, be aware that the garment has
restricted wearing time
[6;6]
60
Appendix 2. Fristads Kansas size ranges
Sketch 1. Measurement model
Table 1
Table for men sizes – regular (176 – 184cm)
61
Table 2
Table for men sizes – tall (184 – 192cm)
Table 3
Table for men sizes – short (168 - 176cm)
Table 4
Table for woman sizes – regular (164 – 172cm)
62

overview for fristads kansas

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