A New Fashion Frontier; The arrival of fast fashion European giants is starting to shake up the American retail scene.

Byline: Rana Foroohar

There are no fashion seasons at H&M's store on New York's Fifth Avenue. Trucks hauling brand-new items pull in almost every day. Ever since the Swedish purveyor of cheap chic first brought its mix of trendy fashions and superlow prices to Manhattan in 2000, Upper East Side matrons and gum-popping teens alike have been known to line up before doors open, hoping to be the first to nab a $99 limited-edition cocktail dress by Stella McCartney or a $49 pair of drainpipe jeans. Unlike the average retailer, H&M never overstocks, even on best sellers, to avoid clearance sales. The result: many customers come in weekly or even daily to check out the latest

items, rather than monthly. The company already has 91 stores across America, and with plans to open 150 new stores worldwide this year, says the United States will be its fastest-growing market.

There's a name for what H&M sells--it's called "fast fashion." And in Europe, where the concept began, it's already big business, representing anywhere from 5 to 18 percent of the total apparel market in countries like Germany, France, the United Kingdom and Spain. So far in the United States, however, fast fashion remains a niche--it represented a little more than 1 percent of America's $172 billion apparel business, according to a 2004 study by Bain & Co. consulting. But with both H&M and its Spanish rival, Zara, moving rapidly into the U.S. market, big American players from the Gap to WalMart are on the defensive: too big to copy the fast-fashion model from the ground up, they are imitating elements of it, moving from a seasonal cycle to something much faster. That could have a dramatic effect on the global supply chain, in particular by shifting production for the U.S. retail market from China to less distant sites, like Mexico, in order to cut delivery times. "Fast fashion is going to have major implications for the U.S. retail market," says Kris Miller, a retail consultant for Bain & Co. "We're not sure yet if it's going to reach the level that it has in Europe, but we think it's going to grow to be much bigger than it is now."

Already a crop of homegrown, West Coast-based fast-fashion companies including Bebe, Forever 21 and Charlotte Russe are taking the model to trend-conscious consumers. While the term isn't exactly scientific, these pure fast-fashion companies tend to share several traits. First, they turn their inventory much faster than the average four to five times a year. "We have a few new items sent to our stores every day," says Forever 21 senior VP Larry Meyer. "We want the customer to feel there's always going to be something new and exciting here." That feeling translates into fewer markdowns--about 15 percent of fast-fashion items are sold on sale, versus an industry average of about 49 percent. That means higher profit margins. Bain estimates that the margins for the average fast-fashion retailer run about 16 percent, versus 7 percent for the typical specialty-apparel retailer.

The trend is being fueled by younger consumers who are plugged into global trends. While Americans have historically not been as interested in mass-market fashion as Europeans, preferring basic jeans and T shirts to more trendy clothes, that's changing. "There's a frustration ...