5 Things to STOP Doing Right Now!

#1 DON'T BELIEVE EVERYTHING YOU READ Much of what is written about our industry in newspapers, online, and in trade publications is often baffling. One publication will write what a great month retailers had while another reports how tough things were for retailers that same month. If you were to believe what some in the media are saying these days about the state of retailing and the economy, you might very well become seriously depressed. The business certainly is challenging, still there are retailers and areas of the country enjoying solid sales increases for the first two months of this year. Some retailers simply choose to ignore bad news. And others dwell on the negative, wringing their hands over all the doom and gloom they read and hear. It is far better not to take what the media reports as an accurate accounting of what's going on in retailing. #2 QUIT IGNORING THE OBVIOUS If there are fewer customers coming through your doors today than there were last year, it's time to reevaluate what you and your people are doing. If the average sale in your stores is decreasing, it's time to reevaluate what you and your people are doing. If profits are down, it's time to reevaluate what you and your people are doing. Significant change in the marketplace, the economy, the competitive environment, consumer buying habits, or anything else that negatively impacts your business requires a thorough reevaluation of the factors that affect and shape these changes. This reevaluation process is an important part of keeping every business vital and successful. And it should be done early on, when the trend first becomes apparent. I'm always troubled when I hear of retailers going out of business because too often they didn't adjust their strategy when things first started to change. Is the bankruptcy of Sharper Image much of a surprise to anyone? They've been selling exactly the same merchandise the same way for at least the last five years. While I don't have an inside look at the business, I suspect their problems began to surface several years ago yet they failed to pay attention and make appropriate adjustments. #3 STOP LOOKING BACKWARD Retailers often establish individual sales and store goals based on past year's numbers. The usual way is to look at those numbers and then establish a goal that is some percentage above the previous sales results. What happens when the marketplace, economy, and consumers change? Is this method of goal setting still valid? Establishing reachable and realistic goals for sales associates and stores should always be based on the business climate and situation at hand. This takes a more positive approach to the business and provides a motivational environment for associates and managers. #4 DON'T BLAME THE ECONOMY AND THE COMPETITION How is it that some retailers thrive and grow in a down economy? How is it that some retailers thrive and grow in the face of fierce competition? The answer to both these questions is that they don't let the economy or competition dictate how they operate their businesses. In tough economic times, these retailers pay attention to what made them successful in the first place. They leverage their strengths and eliminate their weaknesses. And they take steps to enhance and improve the relationships with their customers. In a fiercely competitive environment, savvy retailers take bold steps to distance themselves from the competition. Rather than sticking their heads in the sand, they pay close attention to the marketplace. They continue to identify and take advantage of the opportunities that are always there even in a competitive environment and tough economic times. #5 STOP THINKING OF MARKETING AND PROMOTIONS AS AN EXPENSE Marketing and promotions are a necessary investment in your business regardless of the economy or other outside influences. During the months following 9/11, retailers whose businesses rebounded the fastest modified their approach to marketing but did not cut back or make major reductions in their commitment to marketing and promotions. Such changes included finding media that delivered customers to their doors more cost effectively as well as making an investment in direct-to-the customer marketing such as email, postal mail, and special-events mailers. #1 DON'T BELIEVE EVERYTHING YOU READ Much of what is written about our industry in newspapers, online, and in trade publications is often baffling. One publication will write what a great month retailers had while another reports how tough things were for retailers that same month. If you were to believe what some in the media are saying these days about the state of retailing and the economy, you might very well become seriously depressed. The business certainly is challenging, still there are retailers and areas of the country enjoying solid sales increases for the first two months of this year. Some retailers simply choose to ignore bad news. And others dwell on the negative, wringing their hands over all the doom and gloom they read and hear. It is far better not to take what the media reports as an accurate accounting of what's going on in retailing. #2 QUIT IGNORING THE OBVIOUS If there are fewer customers coming through your doors today than there were last year, it's time to reevaluate what you and your people are doing. If the average sale in your stores is decreasing, it's time to reevaluate what you and your people are doing. If profits are down, it's time to reevaluate what you and your people are doing. Significant change in the marketplace, the economy, the competitive environment, consumer buying habits, or anything else that negatively impacts your business requires a thorough reevaluation of the factors that affect and shape these changes. This reevaluation process is an important part of keeping every business vital and successful. And it should be done early on, when the trend first becomes apparent. I'm always troubled when I hear of retailers going out of business because too often they didn't adjust their strategy when things first started to change. Is the bankruptcy of Sharper Image much of a surprise to anyone? They've been selling exactly the same merchandise the same way for at least the last five years. While I don't have an inside look at the business, I suspect their problems began to surface several years ago yet they failed to pay attention and make appropriate adjustments. #3 STOP LOOKING BACKWARD Retailers often establish individual sales and store goals based on past year's numbers. The usual way is to look at those numbers and then establish a goal that is some percentage above the previous sales results. What happens when the marketplace, economy, and consumers change? Is this method of goal setting still valid? Establishing reachable and realistic goals for sales associates and stores should always be based on the business climate and situation at hand. This takes a more positive approach to the business and provides a motivational environment for associates and managers. #4 DON'T BLAME THE ECONOMY AND THE COMPETITION How is it that some retailers thrive and grow in a down economy? How is it that some retailers thrive and grow in the face of fierce competition? The answer to both these questions is that they don't let the economy or competition dictate how they operate their businesses. In tough economic times, these retailers pay attention to what made them successful in the first place. They leverage their strengths and eliminate their weaknesses. And they take steps to enhance and improve the relationships with their customers. In a fiercely competitive environment, savvy retailers take bold steps to distance themselves from the competition. Rather than sticking their heads in the sand, they pay close attention to the marketplace. They continue to identify and take advantage of the opportunities that are always there even in a competitive environment and tough economic times. #5 STOP THINKING OF MARKETING AND PROMOTIONS AS AN EXPENSE Marketing and promotions are a necessary investment in your business regardless of the economy or other outside influences. During the months following 9/11, retailers whose businesses rebounded the fastest modified their approach to marketing but did not cut back or make major reductions in their commitment to marketing and promotions. Such changes included finding media that delivered customers to their doors more cost effectively as well as making an investment in direct-to-the customer marketing such as email, postal mail, and special-events mailers.

5 Things to START Doing Right Now!

#1 BE TRUE TO YOUR PRINCIPLES Businesses that thrive over a long period of time are committed to a core set of principles. If your pricing strategy and policies have served you well during a good economy, when there is an economic downturn, such as we have today, there's no reason to abandon this approach. Recently I had a conversation with a retailer who was thinking about cutting prices on a whole range of merchandise in his stores. He was hoping to attract a lot more customers with these lower prices. I asked him if offering low prices was a fundamental part of his competitive positioning. He said, "No, customers usually shop in our stores because of the breadth of our selection and the top-of-the-line brands we offer." I encouraged him to look elsewhere for ways to get more customers into his stores rather than cutting prices. #2 TAKE A CRITICAL LOOK AT EVERY EXPENSE This is one of those things the best retailers constantly do. When times are good, it's quite easy for expenses to creep up and get out of hand. Rather than cutting costs across the board, here's a simple way to look at expenses. Don't spend money on anything that doesn't do at least one of these four things: 1. Get more customers through your doors 2. Better serve your customers 3. Support your associates 4. Directly help grow and improve your business Every other expense should be carefully scrutinized. #3 SUPPORT YOUR PEOPLE Contrary to the way many business people look at it, I have long believed that cutting jobs or reducing commissions and wages in a challenging economy is counter-productive. It is guaranteed to cause anguish among associates, greatly damaging morale. These kinds of cost savings frequently result in good people leaving to find better, more secure opportunities. Not filling jobs after people voluntarily leave, therefore reducing payrolls by attrition is significantly less-threatening to employees. It is also important for your people to feel positive about the company, their work, and your customers regardless of the state of the economy. While I don't advocate keeping associates in the dark by avoiding bad news, explain to them that economic and retail slowdowns are a part of doing business. #4 GET CLOSER TO YOUR CUSTOMERS If there ever is a time when it's important to expend the effort and resources to enhance and build relationships with your customers, this is it! Your store's most important asset is and always will be customers who know you, have bought from you in the past, and are expected to continue buying from you in the future. What can you do to nurture, enhance, and continue to build these ongoing relationships? #5 FIX WHAT'S BROKEN Every business has some things that are broken. Some are badly broken. Some are just a little broken, but nonetheless broken. What's broken in your business? Do you have a policy or procedure that causes internal difficulties or negatively impacts your customers? Do you have an employee who is more detrimental than beneficial to the business? Do you have a merchandise category not producing the revenues or profits you expect? Do you have a supplier no longer responsive to your needs and expectations? Do you have a store in a community where the demographics have changed or the area is run down and no longer produces what you expect in the way of sales and profits? Do you have too much inventory to support today's sales volume? With anything that's broken, the first step is to see if it is fixable and whether it can be fixed cost effectively. If not, eliminate the problem. In my work I see retailers ignore things that need and can be fixed for far too long. If you have some things that are broken, fix them now. Copyright 2008. Reprinted with permission from George Whalin's Retail Management E-Letter. #1 BE TRUE TO YOUR PRINCIPLES Businesses that thrive over a long period of time are committed to a core set of principles. If your pricing strategy and policies have served you well during a good economy, when there is an economic downturn, such as we have today, there's no reason to abandon this approach. Recently I had a conversation with a retailer who was thinking about cutting prices on a whole range of merchandise in his stores. He was hoping to attract a lot more customers with these lower prices. I asked him if offering low prices was a fundamental part of his competitive positioning. He said, "No, customers usually shop in our stores because of the breadth of our selection and the top-of-the-line brands we offer." I encouraged him to look elsewhere for ways to get more customers into his stores rather than cutting prices. #2 TAKE A CRITICAL LOOK AT EVERY EXPENSE This is one of those things the best retailers constantly do. When times are good, it's quite easy for expenses to creep up and get out of hand. Rather than cutting costs across the board, here's a simple way to look at expenses. Don't spend money on anything that doesn't do at least one of these four things: 1. Get more customers through your doors 2. Better serve your customers 3. Support your associates 4. Directly help grow and improve your business Every other expense should be carefully scrutinized. #3 SUPPORT YOUR PEOPLE Contrary to the way many business people look at it, I have long believed that cutting jobs or reducing commissions and wages in a challenging economy is counter-productive. It is guaranteed to cause anguish among associates, greatly damaging morale. These kinds of cost savings frequently result in good people leaving to find better, more secure opportunities. Not filling jobs after people voluntarily leave, therefore reducing payrolls by attrition is significantly less-threatening to employees. It is also important for your people to feel positive about the company, their work, and your customers regardless of the state of the economy. While I don't advocate keeping associates in the dark by avoiding bad news, explain to them that economic and retail slowdowns are a part of doing business. #4 GET CLOSER TO YOUR CUSTOMERS If there ever is a time when it's important to expend the effort and resources to enhance and build relationships with your customers, this is it! Your store's most important asset is and always will be customers who know you, have bought from you in the past, and are expected to continue buying from you in the future. What can you do to nurture, enhance, and continue to build these ongoing relationships? #5 FIX WHAT'S BROKEN Every business has some things that are broken. Some are badly broken. Some are just a little broken, but nonetheless broken. What's broken in your business? Do you have a policy or procedure that causes internal difficulties or negatively impacts your customers? Do you have an employee who is more detrimental than beneficial to the business? Do you have a merchandise category not producing the revenues or profits you expect? Do you have a supplier no longer responsive to your needs and expectations? Do you have a store in a community where the demographics have changed or the area is run down and no longer produces what you expect in the way of sales and profits? Do you have too much inventory to support today's sales volume? With anything that's broken, the first step is to see if it is fixable and whether it can be fixed cost effectively. If not, eliminate the problem. In my work I see retailers ignore things that need and can be fixed for far too long. If you have some things that are broken, fix them now. Copyright 2008. Reprinted with permission from George Whalin's Retail Management E-Letter.

Tragedy Averted

Human life was spared in a near tragedy in Waukegan Illinois at a strip mall containing a tux store. At press time all 9 who had been injured had been either treated at the scene or treated and released from the hospital. Human life was spared in a near tragedy in Waukegan Illinois at a strip mall containing a tux store. At press time all 9 who had been injured had been either treated at the scene or treated and released from the hospital.

8 injured in blast at Waukegan shops; gas leak may be to blame As reported in the Chicago Tribune: Officer witnesses blast Mike Sellers, a police officer who happened to be driving by the hair salon at the time of the blast, witnessed the explosion and called police before helping rescue three people from the Tuxedo World shop next door. "The roof blew up, and the front windows blew out," he said. "I saw a bunch of smoke and I heard a whoosh" as the building's roof collapsed. "It lifted the roof off of the building, then set it down," said Young, the deputy fire chief. "Then the walls collapsed inside." 8 injured in blast at Waukegan shops; gas leak may be to blame As reported in the Chicago Tribune: Officer witnesses blast Mike Sellers, a police officer who happened to be driving by the hair salon at the time of the blast, witnessed the explosion and called police before helping rescue three people from the Tuxedo World shop next door. "The roof blew up, and the front windows blew out," he said. "I saw a bunch of smoke and I heard a whoosh" as the building's roof collapsed. "It lifted the roof off of the building, then set it down," said Young, the deputy fire chief. "Then the walls collapsed inside."

Magdi Hussein, 29, who works at a dollar store across the street, said he heard an explosion and the windows of his store simultaneously blew out. He said he went outside and saw the fronts of the three stores opposite were gone, and merchandise littered the street. "I saw dolls that you put tuxes on," Hussein said. "I thought maybe a bomb was thrown in the block." Mannequins seemed real The flying mannequins from Tuxedo World were believed to be people by several witnesses, creating an initial sense of panic among onlookers, authorities said. Rebekah Podyma and her husband, Gary, own the Living Foods Pantry directly across from the strip of businesses. Rebekah Podyma was in the back of the store on the phone with a friend when she heard the explosion. "All of a sudden, I hear a big boom. I thought it was a bomb. I see everything blowing across the street, flying toward us, and dust," said Podyma, who huddled with other residents at the Paragon after the explosion. "The mannequins out of Tuxedo World were coming out into the street." Gary Podyma said he saw the mannequins "tumbling in a dark cloud." "It looked like a body without a head," he said. Tribune reporters Jason Meisner, Susan Kuczka, Tina Shah, and freelance reporter Ralph Zahorik contributed to this report. Magdi Hussein, 29, who works at a dollar store across the street, said he heard an explosion and the windows of his store simultaneously blew out. He said he went outside and saw the fronts of the three stores opposite were gone, and merchandise littered the street. "I saw dolls that you put tuxes on," Hussein said. "I thought maybe a bomb was thrown in the block." Mannequins seemed real The flying mannequins from Tuxedo World were believed to be people by several witnesses, creating an initial sense of panic among onlookers, authorities said. Rebekah Podyma and her husband, Gary, own the Living Foods Pantry directly across from the strip of businesses. Rebekah Podyma was in the back of the store on the phone with a friend when she heard the explosion. "All of a sudden, I hear a big boom. I thought it was a bomb. I see everything blowing across the street, flying toward us, and dust," said Podyma, who huddled with other residents at the Paragon after the explosion. "The mannequins out of Tuxedo World were coming out into the street." Gary Podyma said he saw the mannequins "tumbling in a dark cloud." "It looked like a body without a head," he said. Tribune reporters Jason Meisner, Susan Kuczka, Tina Shah, and freelance reporter Ralph Zahorik contributed to this report.

After Six Ownership Changes!

After Six is pleased and excited to announce that effective Wednesday, February 20, 2008, After Six has been acquired by The Anderson Group, an operationally-focused private equity firm with a value-oriented investment style that focuses on acquiring and growing middle market companies. The Anderson Group is based in Bloomfield Hills , Michigan . Having been one of the smallest divisions of Sequa and most recently of The Carlyle Group makes this change of ownership very positive for After Six as we move forward delivering Spring 2008 orders and launching our exciting new Fall 2008 product line. All personnel at After Six’s operations in Athens , Georgia are being retained. We’re very confident The Anderson Group’s guidance will result in significant growth of the After Six brand in ways never before imagined! The Anderson Group has an exceptional track record of growing middle market companies and we’re confident that will be the case with After Six, too! On behalf of everyone at After Six, I want to personally thank you for your ongoing support. Sincerely, Kathleen Kathleen Peskens President-After Six Formalwear After Six is pleased and excited to announce that effective Wednesday, February 20, 2008, After Six has been acquired by The Anderson Group, an operationally-focused private equity firm with a value-oriented investment style that focuses on acquiring and growing middle market companies. The Anderson Group is based in Bloomfield Hills , Michigan . Having been one of the smallest divisions of Sequa and most recently of The Carlyle Group makes this change of ownership very positive for After Six as we move forward delivering Spring 2008 orders and launching our exciting new Fall 2008 product line. All personnel at After Six’s operations in Athens , Georgia are being retained. We’re very confident The Anderson Group’s guidance will result in significant growth of the After Six brand in ways never before imagined! The Anderson Group has an exceptional track record of growing middle market companies and we’re confident that will be the case with After Six, too! On behalf of everyone at After Six, I want to personally thank you for your ongoing support. Sincerely, Kathleen Kathleen Peskens President-After Six Formalwear

Wants and Offerings

Find our newest submissions for merchandise either for sale or needed to buy. To keep the list current please resubmit any requests every two weeks updated with any sold or no longer needed items removed. To increase the benefit to all who are looking for merchandise we want to insure things are up to date. Submit all wants and needs to editor@formaltimes.com Find our newest submissions for merchandise either for sale or needed to buy. To keep the list current please resubmit any requests every two weeks updated with any sold or no longer needed items removed. To increase the benefit to all who are looking for merchandise we want to insure things are up to date. Submit all wants and needs to editor@formaltimes.com

Wants

• Black Fubu Tone/Tone Striped Trousers • Black Business Pants • Peak 1B Basic (Flap Pocket / Rear Vent) Bryon Hanawalt Tom’s Formalwear Oklahoma City, OK 405-681-0309 bryon@tomsformalwear.com • Black Fubu Tone/Tone Striped Trousers • Black Business Pants • Peak 1B Basic (Flap Pocket / Rear Vent) Bryon Hanawalt Tom’s Formalwear Oklahoma City, OK 405-681-0309 bryon@tomsformalwear.com

Offerings

• Black 3 Button Shawls – 400 units @ $8.00 each • Black 4 Button Notch – 150 units @ $8.00 each • 4-B Fezza Notch – 125 units @ $10.00 each • Bellagio FB Vest Collection @ $5.00 per set (vest / bowtie) • Fusion FB Vest Collection @ $5.00 per set (vest / bowtie) Bryon Hanawalt Tom’s Formalwear Oklahoma City, OK 405-681-0309 bryon@tomsformalwear.com • Black 3 Button Shawls – 400 units @ $8.00 each • Black 4 Button Notch – 150 units @ $8.00 each • 4-B Fezza Notch – 125 units @ $10.00 each • Bellagio FB Vest Collection @ $5.00 per set (vest / bowtie) • Fusion FB Vest Collection @ $5.00 per set (vest / bowtie) Bryon Hanawalt Tom’s Formalwear Oklahoma City, OK 405-681-0309 bryon@tomsformalwear.com

BEST OFFER!!!!

• Marcozzi – Carlo 5 button – black • After Six – black / white Celebration notch • Andrew Fezza – Red Monaco 2 button – Red • Raffinati Double Breasted Shawl – Black • Raffinati Double Breasted Peak – Black • Oscar DeLa Renta Dimensions 1 button shawl – Black • Oscar De La Renta Dimensions Double Breasted Shawl – Black • Pierre Cardin – 4 Silver Button Notch – Black • Ralph Lauren – 2 Button Peak – Black • Marcozzi – Retro Lapel 4 Button – Black • Marcozzi – Fly Front Lapel- Black SHIRTS Devin Michaels White Banded Collar Shirts – Poly Cotton- All Sizes. Devin Michaels Ivory Banded Collar Shirts –Poly Cotton - All Sizes. Vest & Ties • Bill Blass Legends Collection – All colors – Full Back Vest , ½ Back Vest, Bow Ties and Windsor Ties. All Sizes Available . Contact for quantities. • Desmond Chateau Collection – All colors – Full Back Vest, ½ Back Vest, Bow Ties and Windsor Ties. All Sizes Available. Contact for quantities. • Desmond Collection - All colors – Full Back Vest, ½ Back Vest, Bow Ties and Windsor Ties. All Sizes Available. Contact for quantities. • Atlantis Collection – All Colors – ½ Back Vests, Bow Ties and Windsor Ties. All Sizes Available. Contact for quantities. • Mel Howard International Collection – All Colors – ½ Back Vests, Bow Ties and Euro Ties. All Sizes available. Contact for quantities. • Tallia Cumber Vest Collection – All Colors – Ones size fits all Cumber Vest with matching bow ties. Like NEW! Please Contact Jen Porter – President Tuxedo 586-264-3400 Ext. 206 • Marcozzi – Carlo 5 button – black • After Six – black / white Celebration notch • Andrew Fezza – Red Monaco 2 button – Red • Raffinati Double Breasted Shawl – Black • Raffinati Double Breasted Peak – Black • Oscar DeLa Renta Dimensions 1 button shawl – Black • Oscar De La Renta Dimensions Double Breasted Shawl – Black • Pierre Cardin – 4 Silver Button Notch – Black • Ralph Lauren – 2 Button Peak – Black • Marcozzi – Retro Lapel 4 Button – Black • Marcozzi – Fly Front Lapel- Black SHIRTS Devin Michaels White Banded Collar Shirts – Poly Cotton- All Sizes. Devin Michaels Ivory Banded Collar Shirts –Poly Cotton - All Sizes. Vest & Ties • Bill Blass Legends Collection – All colors – Full Back Vest , ½ Back Vest, Bow Ties and Windsor Ties. All Sizes Available . Contact for quantities. • Desmond Chateau Collection – All colors – Full Back Vest, ½ Back Vest, Bow Ties and Windsor Ties. All Sizes Available. Contact for quantities. • Desmond Collection - All colors – Full Back Vest, ½ Back Vest, Bow Ties and Windsor Ties. All Sizes Available. Contact for quantities. • Atlantis Collection – All Colors – ½ Back Vests, Bow Ties and Windsor Ties. All Sizes Available. Contact for quantities. • Mel Howard International Collection – All Colors – ½ Back Vests, Bow Ties and Euro Ties. All Sizes available. Contact for quantities. • Tallia Cumber Vest Collection – All Colors – Ones size fits all Cumber Vest with matching bow ties. Like NEW! Please Contact Jen Porter – President Tuxedo 586-264-3400 Ext. 206

Hollywood’s Night of Glamour

The 80th annual Academy awards held February 24 brought a return to traditional formal elegance to for most of Hollywood’s leading men. Trends can many times be influenced by the big screen. More bow ties and cummerbunds less long ties with vests. A few surprises in Daniel Day Lewis’ edged shawl lapel tux and a navy four button for Javier Bardmen. What are your thoughts? Formally vested in a one-button tux by Giorgio Armani KEVIN COSTNER Nominee George Clooney on the red carpet in a one-button shawl collar tuxedo; with Sarah Jane Larson Forest and Keisha Whitaker on the red carpet. His custom-made tuxedo is by Domenico Vacca, accessorized with his black onyx and white diamond and platinum cufflinks by Kwiat.    Dwayne "The Rock" Johnson on the red carpet, in a custom shawl collar tuxedo from Versace and custom shirt by Anto Beverly Hills; studs and cufflinks from Fred Leighton. Nominee Javier Bardem on the red carpet in a Prada navy four-button tuxedo with white formal shirt and navy silk tie. Nominee Daniel Day-Lewis on the red carpet         The men who usually get very little airplay on what they choose to wear were discussed more thoroughly on www.moviephone.com  and www.oscar.com men’s style. It’s A Tie Hollywood's hottest leading men made that neckwear classic, the bowtie, the must-wear men's accessory this year. While George Clooney's is a perennial favorite, a surprise newcomer caught our accessorizing eyes: Raffaello Follieri, Italian arm candy to the lovely Anne Hathaway. Swoon! The 80th annual Academy awards held February 24 brought a return to traditional formal elegance to for most of Hollywood’s leading men. Trends can many times be influenced by the big screen. More bow ties and cummerbunds less long ties with vests. A few surprises in Daniel Day Lewis’ edged shawl lapel tux and a navy four button for Javier Bardmen. What are your thoughts? Formally vested in a one-button tux by Giorgio Armani KEVIN COSTNER Nominee George Clooney on the red carpet in a one-button shawl collar tuxedo; with Sarah Jane Larson Forest and Keisha Whitaker on the red carpet. His custom-made tuxedo is by Domenico Vacca, accessorized with his black onyx and white diamond and platinum cufflinks by Kwiat.    Dwayne "The Rock" Johnson on the red carpet, in a custom shawl collar tuxedo from Versace and custom shirt by Anto Beverly Hills; studs and cufflinks from Fred Leighton. Nominee Javier Bardem on the red carpet in a Prada navy four-button tuxedo with white formal shirt and navy silk tie. Nominee Daniel Day-Lewis on the red carpet         The men who usually get very little airplay on what they choose to wear were discussed more thoroughly on www.moviephone.com  and www.oscar.com men’s style. It’s A Tie Hollywood's hottest leading men made that neckwear classic, the bowtie, the must-wear men's accessory this year. While George Clooney's is a perennial favorite, a surprise newcomer caught our accessorizing eyes: Raffaello Follieri, Italian arm candy to the lovely Anne Hathaway. Swoon!

Thoughts for the Week

“The next best thing to knowing something is to know where to find it!” ~Samual Johnson~ “Quality begins on the inside….and works its way out.” ~Bob Moawad~ “The next best thing to knowing something is to know where to find it!” ~Samual Johnson~ “Quality begins on the inside….and works its way out.” ~Bob Moawad~

Please direct all the questions to (309) 721-5450.

The opinions expressed by the authors do not reflect necessarily of the Association of  International Formalwear, its officials, directors or personnel. Each author is the unique person in charge of his content. The opinions expressed by the authors do not reflect necessarily of the Association of  International Formalwear, its officials, directors or personnel. Each author is the unique person in charge of his content.

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