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This collection has been built by a community of passionate researchers, students, and industry professionals as part of <a href="https://worldcirculartextilesday.com/" target="_blank">World Circular Textiles Day</a> (WCTD). 


World Circular Textiles Day takes place every year on 8th October.  Our vision is to galvanise the collective ambitions and goals of people, organisations and businesses to reach a fully circular textiles world by 2050. Our mission is to provide a framework for circularity stakeholders to develop and deliver a collaborative, evolving roadmap and to chart circularity’s momentum annually from the 8th of October until 2050.

What does fully circular by 2050 mean?
- Shared textile resources, in the form of products and raw materials, are kept in **continual circulation**.
- Virgin resources are **replaced with circular materials**.
- Dignity, equity, and equality for the **people** involved in all parts of the circular value chain.

We need to know where we stand today to chart how to get to 100% Circularity by 2050. What circular activity is currently happening in the textiles and apparel industry, and where in the world is it happening? The WCTD Collection aims to answer this question by building the world’s largest digital library of circular textiles case studies. 

World Circular Textiles Day is proud to be supported by our 2022-23 Circular Hero Partners:
[Lenzing](https://www.lenzing.com/), [Texaid](https://retailsolutions.texaid.com/), [Bank & Vogue](https://www.bankvogue.com/), [Usha yarns limited](https://ushayarns.com/), [The Conduit](https://www.theconduit.com/), and [Asia Pacific Rayon](https://www.aprayon.com/en/)

## Want to contribute to the WCTD Collection? Sign up and add your circular textiles activities.





World Circular Textiles Day

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Business case

Impact on the availability of resources as well as their effect on living organisms, ecosystems, and components of the environment.

Ecological Impact

Impacts on the social fabric of the community and well-being of the individuals and families.

Social Impact

Impacts on the financial condition of a company, as well as the the economicconditions of its stakeholders and on economic systems at local, national, andglobal levels.

Economic Impact

Impact on the quantity or quality of jobs, and shifts in the labour market

Jobs

Direct and indirect reduction in economic costs

Cost Savings

Direct and indirect effects that increase revenues or the potential for new revenues, for example from new products, customer segments, partnerships or business models

Revenue Potential

Scalability

Reduced use of virgin materials and/or an increase of the use of secondary and bio-based materials

Reduce Material Consumption (SDG12)

Minimise waste through diversion: Instead of sending waste to landfill, it is redirected into other industrial processes for handling, treatment, recycling, recovery, or reuse in various forms. 

Minimise waste through design: At the outset of a process of project, plan and design such that there is zero waste or minimal waste during production, use, and at end of life. 

Minimise Waste (SDG12)

Producing transporation equipment and providing services for thetransportation of goods and people

Transportation and Logistics

Producing and providing business and consumer goods and services

Goods and Services

Producing textile and leather products and processing them into apparel and accessories

Fashion and Textiles

Providing goods on the Internet, through mail order, or television, or providing goods in stores, including apparel, electronics, furniture, food and drug, etc.

Retail

Providing air, water, rail, and land transportation and related services for the distribution of goods, such as air freight, air courier and logistics services, maritime freight, marine courier and logistics services, rail freight, rail courier and logistics services, land freight, land courier and logistics services, including package and mail delivery and customs agents, as well as storage and warehouse facilities

Logistics Services

While resources are in-use, maintain, repair and upgrade them to maximise their lifetime and give them a second life through take back strategies when applicable

Stretch the lifetime

Consider opportunities to create greater value and align incentives that build on the interaction between products and services

Rethink the business model

Work together throughout the supply chain, internally within organisations and with the public sector and communities to increase transparency and create joint value

Team up to create joint value

Use digital, online platforms and technologies that provide insights to track and optimise resource use, strengthen connections between supply chain actors, and enable the implementation of circular models



Incorporate digital technology

Give products and parts another life after their end-of-use

Maximise lifetime of products after use

Deliver products through business models that ensure maximum value

Product business models

Engage with the local community where facilities or offices are located

Community collaboration

Employ technologies to gather and analyse data to provide insights on resource use

Data and insights

Marketplaces or services that enable the second hand sale of products

Second-hand sale, distribution

Selling high quality, long-lasting products

Sale of durable, long-lasting goods

Initiatives with disadvantaged communities, minorities, people distanced from the labour market

Give-back programmes

Connecting products and services into the internet of things to identify, enable and/or implement circular strategies (eg. effective resource use & logistics planning, circular business models & design)

Internet enabled, connected operations

VISION:
Products and services are designed for multiple use and material value retention, with maximum positive impact.

DETAIL: 
Imagine a time when…products flow via optimal collection and distribution streams into reusable and repairable product platforms. Reuse and access models are dominant, and products are designed for multiple recirculation before biodegrading (if designed to do so), or being broken down into reusable raw materials for production. People only consume what they need. Production and consumption wastes have been fully eliminated and multifunctional, season-less and timeless fashions are the norm, yet still fulfil our human need for expression and creativity without constraint. All business models, organisations, governments and citizens play a role in maintaining a healthy, functioning circular ecosystem.

Products and Services

Slow strategies aim to keep materials in use for as long as possible, for example through design for durability and repairability. A more circular economy is also a slower one: materials, components, and products—and even buildings and infrastructure—that we lock in stocks are made to last. This will lower material demand in the long run, in essence also serving to narrow resource flows.

Slow

Impacts

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Industries

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The principles of a circular economy concern designing out waste, regenerating ecosystems and keeping items in use. Decoupling the economy from material flows—improving the rate of resource productivity faster than the economic growth rate—is also a consistent guide. By evolving with the growing number of applications of circular economy principles, and consolidating these strategies across thematic areas, Circle Economy’s Key Elements Framework (KE) renders the elements of the circular economy salient and serves as a basis to derive contextual strategies and interventions. 


The Framework consists of:
- Core Elements: Activities directly handling product or material flows; and uniquely,
- Enabling Elements: those that remove obstacles for core actors.


Key elements of the circular economy

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Circle Economy's framework of strategies and activities that define the circular economy

It is 2050.  Full systems change has taken place. This wouldn’t have been possible without the immediate action and radical steps taken from 2020 onwards. Many targets had to be identified in the early 2020s and achieved by 2030 to ensure that the 2050 goal happened in full. A sense of urgency, turbo stakeholder collaboration, supportive government regulation and clear, data driven targets enabled the mindsets and systems change needed to transform to a fully circular textiles ecosystem.

A circular economics model underpins what we have created. It reflects and supports a living organism made up of makers, users and restorers, interacting across vibrant and interconnected networks. Checks and balances, alongside transparency and accountability, ensure a healthy system. Financial, environmental, and social metrics have the purpose of serving communities and the planet. There is shared ownership of profit and loss – across all three metrics – throughout the value chain.

This is what we’ve achieved over the last 30 years:

WCTD Themes

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Based on the work of [Bocken et al. (2016)](https://www.researchgate.net/publication/309699661_Product_design_and_business_model_strategies_for_a_circular_economy), the Four Flows Framework serves as a simple framework for managing resource flows in a circular economy by using less (Narrow), using for longer (Slow), using again (Cycle), and using clean, regenerative materials and energy (Regenerate).

These different principles of circular economy can be applied to our socioeconomic metabolism: we can design stocks like buildings, infrastructure, machinery, and vehicles to be rich resource mines for the future, and design manufactured goods and consumables to be cycled and made regenerative. Furthermore, the focus must also centre on getting more value out of fewer materials. Achieving the aims of a circular economy—minimising material use, regenerating the Earth, and preventing material losses—can be done through these four key strategies mentioned above.

Source: Circle Economy. (2023). *[The circularity gap report 2023](https://www.circularity-gap.world/2023)* (p.22). Amsterdam: Circle Economy. 

Four Flows Framework

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 These are the most common questions entrepreneurs have about the Kid to Kid franchise opportunity. We try to make sure the Kid to Kid FAQs answers most of your questions. But, if you have additional questions or need more clarification, fill out the form on this site to begin a conversation. We can’t wait to hear from you!
How much does it cost to purchase a Kid to Kid franchise?
The estimated cost to open one new Kid to Kid franchise ranges from $347,200 to $542,100. Your investment will vary based on a variety of factors including the location, buildout costs, amount of working capital budget, store size and so on.
What are the ongoing fees associated with Kid to Kid franchise ownership?
For your first franchise, we charge a royalty fee of 5% of your store’s gross sales, not including sales tax. You’ll also pay .5% of your store’s gross sales to the Marketing Fund. This money is used to promote all stores within the Kid to Kid system and to create and administer marketing materials. Our affiliate BaseCamp will charge $250 per month for computer support.
What can I expect to make?
Many of our franchise owners have achieved impressive success. According to our 2022 FDD item 19, our top quartile owners had average sales of $1,096,422 and a net income of $173,969*. Your results will depend on the economy, the labor market, and your ability to follow our system and manage your staff, among other factors.
*There is no guarantee that you will make as much.
Does Kid to Kid offer financing?
While Kid to Kid does not directly finance your store, we help you prepare a business plan so that you can obtain SBA guaranteed or other types of financing. We are registered with the Small Business Administration (SBA) and have relationships with several national lenders that understand our business and can fast track your loan.
Am I a good candidate for franchise ownership?
We are looking for people who share our passion and our values. Our goal is to identify franchise candidates who are natural leaders, self-motivated, and willing to work hard and succeed. They must be in a good financial position and ideally have another source of income to sustain them during the ramp-up phase of their business. We want people who care about their community and their shoppers. Experience in the children’s retail space is helpful but not required.
Which territories are currently available?
At this time, there are prime territories available in all 50 states, which is not the case with some of our competitors. Please call us to discuss available territories in your market.
What are the rights I receive when I purchase a Kid to Kid franchise?
When you purchase a Kid to Kid franchise, you are granted the exclusive right to operate a store in your designated territory for 10 years. You will have an option to renew for another five years after that.
How do I obtain my starting inventory?
After you have signed a franchise agreement, obtained financing, leased or purchased a building, and completed training, you will install the fixtures and open an empty store to begin acquiring inventory. We have developed a software program that shows you what to pay and how to accurately price the items people bring to your store to sell. It’s called the Inventory Management & Appraisal Program (IMAP) computer program. You will learn how to operate IMAP during your training. After buying and accumulating inventory for about 10 to 12 weeks, you will be ready to hold your grand opening. Usually hundreds of people show up for the event–many of them will be vendors who–when they were selling you inventory–saw other items they wanted to buy
Can franchise owners operate Kid to Kid part-time?
The first year or so of running your Kid to Kid franchise will be a full-time job. After this period, while we encourage you to remain actively involved in the operation of your store, you may hire a manager to handle the daily workload.
What training and support will I receive as a franchise owner?
We measure our success by the profitability, manageability, and growth of our franchisees. In order to be successful, you will need the proper tools and ongoing support from our talented team. We currently have one corporate support team member for every franchise owner– a ratio that might be the highest in the resale space. Prior to your 12 days of training at our headquarters in Salt Lake City, Utah, you will complete a series of online classes. And after your formal training, you will complete an internship. We’ll help you develop, and execute a business plan that deals with all aspects of your operation.
At the beginning of your franchise ownership process, you will receive training in:

Creating a business and marketing plan
Establishing and managing inventory
Running daily operations
Hiring and personnel training
Merchandising
Customer service
Relationships with vendors
Finances and bookkeeping

After your initial training, we’ll support you with:

Our Monthly Priorities publication
Access to your business consultants’ call line on an unlimited basis
Regional meetings / Monthly Support calls / Annual Conferences
Technical support services
Location visits

Ready to Own a Kid to Kid Franchise?
Are you ready to own a business that helps families, the environment, and your local community? Click here to request more information and someone from our team will be in touch shortly. 

 
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Registered Charity No. 1158700 | Registered Company No. 09038107
  

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Kid to Kid is a brick and mortar resale franchise that buys and resells used children and maternity items. Founded in 1992 in the United States, it now has over 100 stores worldwide (also in Portugal, Spain, and Canada). 

Kid to Kid

<p>Kid to Kid is a resale franchise that buys and resells used children and maternity items (clothes, strollers, books, toys, etc.) at affordable prices. Founded 30 years ago, this business case has thrived from positively boosting local economies to realizing a scalable franchise program.</p>