经营这家公司的两兄弟认为，随着越来越多的公司选择向海外发送时装订单，批量采购时装产品，时尚制造业已经萎缩。它不再像以前那样定制。马努奇说，纽约以前的一些地方“有大量的工厂、裁缝、裁缝、设计师，每个人都在做未经加工的事情”。然而，现在，它本质上是在与那些在将作品发送到海外之前就在电脑上工作的设计师们玩“make believe”(新泽西州商业NJBIZ, 2011)。马努奇兄弟一直从事手袋制造的家族企业，并在工厂工作了很长时间，了解定制产品与大规模生产的价值。他们是一家专业生产小型奢侈品产品的第三代制造公司，并通过迎合郊区商店的设计来支持连续生产。时装行业缺乏对定制制造的激励，导致企业将其制造行业从新泽西州、美国和马努奇迁出。然而，他们的制造公司想要留在业务，并没有兴趣将他们的风险转移到海外(NJBIZ, 2011)。就所涉及的制造业而言，公司必须具有竞争优势。目前，Manolucci的情况是，它的大多数竞争对手已经把他们的生产单位搬到了国外。
由于生产部门转移到国外，这些竞争对手将能够提供比马努奇更经济的价格。然而，这并不是实际情况，因为Manolucci也能够在当地采购，并在分销方面节省其他公司无法最小化的供应商成本。马努奇兄弟采访的这篇文章显示，他们担心不得不采取与现有竞争对手类似的商业做法，也就是将制造业务转移到国外。然而，他们也希望改进现有的战略本身。《哈佛商业》(Harvard business)一篇讨论竞争优势的文章指出，鉴于当前工业环境的不断变化，企业需要一个竞争战略。竞争战略应该反映它在市场中寻求的地位形式，以及它在市场中寻求的竞争优势的形式。如果管理者把他们的竞争希望寄托在一些最佳实践方法的实施上，他们就会含蓄地放弃战略的核心概念，转而采用一种通用的竞争成功方法。如果一个公司的唯一目标是“和最强大的竞争对手一样优秀”，那么它怎么能指望获得某种竞争优势呢?(Hayes & Pisano, 1994)。
The brothers who run the company believe that the manufacturing industry for fashion has dwindled down with more companies opting to send their fashion orders overseas and get their fashion manufactured products in bulk. It is no longer customized as before. Manolucci says that some of the previous places in New York, “had a strong number of factories, seamstresses, tailors, designers, and everybody does things in the raw. Now, though, it’s essentially playing make believe with designers who do their jobs on a computer before sending the work overseas” (New Jersey Business NJBIZ, 2011). The Manolucci brothers have been in the family business of handbag manufacturing and have worked in the factory for a long time and understand the value of custom products versus mass manufacturing. They specialize as a third generation manufacturing company in small luxury productions and support continuous productions by catering to designs of the suburban shops. A lack of incentives for custom manufacturing in the fashion industry has led companied to move their manufacturing industries from New Jersey, United States, and Manolucci. However, their manufacturing company wants to stay in the business and is not interested in moving out their venture overseas (NJBIZ, 2011). A competitive advantage must exist for the company in terms of the manufacturing that it is involved in. Currently, the situation of Manolucci is that most of its competitors have moved their manufacturing units abroad.
Since the manufacturing units are moved abroad, these competitors would be able to provide more economically priced compared to that of Manolucci. However, this is not an actual situation, as Manolucci is also able to source locally and save in terms of distribution, supplier costs that the other companies would not be able to minimize in. The article interviewed by Manolucci brothers shows that they are worried about having to adopt similar business practices like that of their existing competitors, which is to move their manufacturing outside the country. However, they also want to improve on this existing strategy itself. A Harvard business article in discussing competitive advantage states that given the constant changes in current industrial environments, companies need a competitive strategy. The competitive strategy should be reflective of what form of position it seeks in the marketplace and also the form of competitive advantage that it seeks to achieve in the marketplace. “If managers pin their competitive hopes on the implementation of a few best-practice approaches, they implicitly abandon the central concept of a strategy in favor of a generic approach to competitive success. How can a company expect to achieve any sort of competitive advantage if its only goal is to be “as good as” its toughest competitors?” (Hayes & Pisano, 1994).