Entrepreneurial Decision-Making: SoNormal Clothing Company

All figures in Canadian dollars unless otherwise noted.

“SoNormal is more than a business endeavour; it has been a deeply personal journey.” — Jonathan Mah “Stay niche or scale up?” This dilemma kept Jonathan Mah and his co-founder Christine Anacleto, SoNormal Clothing Company (SoNormal), Lethbridge, Alberta, Canada, awake nightly in mid-June 2023. SoNormal was a startup enterprise that specialized in direct-to-garment (DTG) printing to offer customers unique, customized apparel. Mah explained, “Consumer preferences in the apparel industry are shifting toward personalized and sustainably produced clothing. This shift creates both opportunities and increased competition for us. We want to expand our business, but with growing interest from large-scale operations offering cheaper, mass-produced alternatives combined with increasing competition from local rivals, I am not sure which strategy is best for us. We want to expand without sacrificing the core value of high-quality, personalized products to customers.” See Exhibit 1 – Jonathan Mah, Founder. See Exhibit 2 – Customer Demographics and Market.

SoNormal utilized DTG printing technology to bring Mah’s father’s artwork to life on high-quality, customizable T-shirts. Mah described his father, Art Mah, as an artist whose unique work was bold and sensitive at the same time.  Mah explained that the DTG technology allowed him to “merge creativity and social impact with commerce, offering customers unique, artistically inspired garments while maintaining the flexibility to adapt to market demands.” Mah added, “The SoNormal brand reflects my vision to transform personal experiences into a canvas for self-expression and create a unique brand that resonates with customers seeking individuality in their clothing. My mission for SoNormal is deeply rooted in my desire to integrate my father’s artistic legacy into everyday clothing, transforming art into wearable experiences.” See Exhibit 3 – Mah’s Father’s Artwork.

Mah explained, “The potential to enter strategic partnerships presents an exciting growth avenue, yet this new path also carries risks and more complications as scaling could compromise the quality and personalized exclusivity of our products that are so central to SoNormal’s brand identity.” See Exhibit 4 – Strategic Partnership Financial Projections. Mah described SoNormal’s decision: “It’s not simply about expansion. It’s about balancing growth with SoNormal’s core mission and is a choice that could shape the company’s ability to compete with larger, mass-market players while staying true to the niche focus on customization and quality.” See Exhibit 5 – Competitor Price Points and Market Comparison.

“Ultimately,” Mah exclaimed, “I need to figure out what strategy will best support SoNormal’s growth while maintaining its niche branding, providing personalized DTG products to customers and staying true to our mission.”

Industry and Market Background

The custom-printed clothing industry included businesses offering various options for printing designs on fabric. As a subset of the broader textile and apparel market, this sector experienced substantial growth, driven by rising consumer demand for customized and unique clothing items. The ability to personalize apparel had become a powerful selling point, which attracted entrepreneurs to invest in diverse printing technologies to meet this demand.

The industry included a variety of businesses that provided a range of services, from fully customizable, one-off garments to mass-produced apparel lines. Companies that focused on mass production benefited from economies of scale, allowing them to offer lower prices. However, niche players like SoNormal concentrated on higher-priced, customizable products to differentiate themselves in the market. This contrast between customization and mass production created opportunities and challenges for Mah, who wanted to compete in an increasingly saturated market without compromising quality or significantly raising costs.

Balancing cost, quality, and efficiency was a common challenge for startups and small businesses. High production costs were often a substantial barrier to entry, especially for start-ups like SoNormal, which focused on smaller, customized orders. Maintaining consistent quality across different batches was crucial for upholding brand reputation. Additionally, technical difficulties—such as colour consistency, material compatibility, and customization—posed ongoing challenges, requiring businesses to invest in the right technologies and expertise to produce high-quality prints efficiently.

Silkscreen printing, one of the traditional techniques in the industry, remained popular for its versatility and ability to produce vibrant colours on various fabrics (Hong et al., 2019). However, it was labour-intensive and time-consuming, particularly for multi-colour designs, as each colour required a separate screen (Kishore, 2022). This made silkscreen printing less ideal for businesses like SoNormal, which aimed to offer highly customized products with quicker turnaround times.

In response to these challenges, advancements in printing technology had paved the way for new methods, such as direct-to-fabric (Khalil et al., 2023) and direct-to-garment (DTG) printing (Rahman, 2021). These methods allowed for greater flexibility and customization, aligning closely with SoNormal’s business model. DTG printing, in particular, enabled businesses to print detailed designs directly onto individual garments without the need for multiple screens, making it both cost-effective and efficient for custom orders. Inkjet printing also emerged as a cleaner production process with better resolution and precision for intricate designs (Qin et al., 2020).

Despite these technological advancements, competitive pressures in the market remained strong. SoNormal faced competition from both local businesses and larger companies that offered mass-produced apparel at lower price points. The key differentiator for SoNormal was its emphasis on personalization, but this focus came with increased production costs and logistical complexities. See Exhibit 6 – Production and Operational Cost Breakdown.

The Company: SoNormal’s Journey

Mah embarked on his entrepreneurial journey shortly after graduating with an accounting degree from the University of Lethbridge. See Exhibit 7 – Timeline of Events. Before founding SoNormal, he had worked as a youth supervisor, a role that helped him overcome shyness and develop strong interpersonal skills. He also brought ten years of retail experience from various jobs. His growing interest in individuality within consumer goods, shaped by his personal experiences, ultimately led him to enter the apparel industry. Mah’s story reflected a personal transformation—from a reserved student to an entrepreneur challenging the fashion industry conventions.

The name “SoNormal” emerged from a conversation between Mah and Anacleto in late 2020. During their brainstorming session, they struggled to find a name that resonated. In his pursuit of simplicity, Mah had asked, “Why don’t we just come up with a normal name?” Anacleto humorously responded, “There’s nothing normal right now,” referencing the chaotic global atmosphere caused by the COVID-19 pandemic. This comment sparked the idea for the name “SoNormal.” Mah explained, “Their goal was to disrupt the conventional apparel market, dominated by mass-produced items by offering personalized, artist-driven designs.”

Key Challenges and Strategic Decisions

Mah’s journey as an entrepreneur was not without its hurdles. Despite his vision of bringing distinct, artistically inspired clothing to market, SoNormal faced early challenges related to production quality and financial strain.

Mah explained that he launched SoNormal Clothing Company in late December 2020 with enthusiasm as he aimed “to disrupt the conventional apparel market with unique, artist-driven designs.” However, the experience from concept to execution quickly revealed the industry’s harsh realities. He realized that high production costs and technical challenges were becoming significant hurdles in his ability to maintain both quality and affordability. One of his first major setbacks was related to production costs. As Mah recalled, “We ordered our first shipment of T-shirts with my dad’s artwork on them, and they messed up the colour palette badly. We paid $46 per shirt from a company in B.C. Furthermore, limited local production options compounded these costs, which led to additional logistical and outsourcing challenges.”

The quality issues encountered in the initial batch severely impacted SoNormal’s early reputation. Reflecting on these challenges, Mah explained, “The quality issues we faced right off the start were disheartening. It was our first big setback and a real test of our commitment. These issues highlighted the risks of outsourcing and the need for greater control over production.” Mah soon realized that “managing quality in-house was crucial. Investing in our own direct-to-garment printing technology was a huge financial decision, but it ultimately gave us the control we needed.”

While grappling with these production challenges, Mah also faced intense competition. Mah explained that larger companies with mass production capabilities were offering similar products at lower prices forcing SoNormal to justify its premium pricing through uniqueness and quality. See Exhibit 8 – Sales Forecast and Projections. See Exhibit 9 – Sales and Revenue Data. At the same time, local competitors adopted scalable models, further pressuring SoNormal to find a balance between artisanal quality and operational efficiency. Mah described his frustration, saying, “The evolving market was demanding personalized, locally produced products, and scaling up carried the risk of diluting the brand’s identity.”

Mah explained that his early experiences were humbling but transformative. Mah reflected, “If I could go back, I would change everything about how I did business. I went in guns blazing, trying to pay employees way too high for what I could afford. But I learned if you don’t sell enough, then you can’t keep any staff. These financial challenges pushed me to rethink my approach, emphasizing the need for cost control, consistent sales, and realistic budgeting.”

Mentorship played a crucial role in Mah’s entrepreneurship evolution. Conversations with more experienced entrepreneurs provided Mah with insights that reshaped his strategy. “I talked to a local bookstore owner who shared his experiences, which encouraged me to seek advice and rethink my approach. I should have done this from the beginning!” Mah exclaimed.

Operating in a niche market came with ongoing challenges, “The frequent struggles to balance creativity with the operational demands of running a business. We’re kind of slowly picking away at the problems.” Adding, “It’s just about understanding that you’re scared and doing it anyway. Persistence has been key to SoNormal’s survival.”

Key Strategic Decisions

Staffing and Management

Early on, Mah made the decision to hire friends, indicating he chose this strategy based on his belief that existing trust would create a cohesive work environment. However, Mah explained this approach quickly led to management challenges, “Hiring friends meant that boundaries often blurred. It’s tough to enforce professional standards without risking personal relationships.” These difficulties underscored the complexities of blending personal and professional dynamics in a small business. Mah reflected, “I learned the hard way that effective management requires clear communication and well-defined roles. This realization pushed me to adopt a more structured approach, emphasizing the importance of setting professional expectations, even when working with close acquaintances.”

DTG Printing Technology Investment

A turning point impacting SoNormal’s operations was Mah’s decision in April 2022 to invest in direct-to-garment (DTG) printing technology. Mah described, “the DTG investment was financially risky, but this technology investment addressed the quality issues that had plagued the company’s initial product runs.” Mah explained, “Investing in DTG technology was a huge financial risk, but it was also our best shot at taking control of our production process. It allowed us to experiment with designs more freely and respond quickly to market demands.” The DTG technology offered several advantages. It allowed printing at a fixed cost per item regardless of design complexity, unlike traditional screen printing, where costs increased with each added colour. By using specialized inkjet printers to apply water-based inks directly onto the fabric, SoNormal achieved high-resolution prints with accurate colour reproduction, eliminating the need for multiple screens and extensive setup. This technological shift enabled the company to offer greater design flexibility while maintaining high standards. Mah explained, “DTG technology resolved our early quality issues and allowed us to capitalize on opportunities in the niche market for custom, high-quality apparel.”

Past to Present — Choosing a Business Model

In the early stages of SoNormal Clothing Company, Mah faced a pivotal decision: whether to focus on custom orders or on scaling up to large-scale production. SoNormal struggled with high production costs and quality control issues at that time. Mah reflected on the early period, “We were at a crossroads where every decision seemed like it could either save us or sink us. The high costs and the poor quality of our first batch made it difficult to justify scaling up too quickly.” Ultimately, Mah chose to prioritize custom orders to establish a reputation for high-quality, artistically inspired personalized products and fulfill his mission to integrate his father’s artistic legacy into everyday clothing, transforming art into wearable experiences. Mah commented, “This strategic decision allowed SoNormal to build its brand around craftsmanship and uniqueness, avoiding the financial risks and potential quality compromises associated with rapid scaling. By staying small initially, the company gained the flexibility to refine its processes and cultivate a loyal customer base.” Leveraging social media and community engagement, Mah had built strong relations with SoNormal’s customer base communicating attention to personalized, high-quality products.

Going Forward

Now, in mid-June 2023, Mah weighed his options; he had to consider how to best position SoNormal in the industry while maintaining financial viability and alignment with his entrepreneurial vision. Mah explained, “SoNormal is at a crossroads if we want to grow. I don’t know if we should continue focusing on the niche market of custom orders that has defined SoNormal’s brand or consider other options such as strategic partnerships to expand production and capture new markets?” The decision on whether to “stay niche or scale up” would be critical for the company’s long-term trajectory. Where should he start?

Exhibits

Exhibit 1 – Jonathan Mah, Founder, SoNormal Clothing Company

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Exhibit 2 – Customer Demographics and Market

SoNormal’s customer base is primarily composed of 55% individuals aged 18–35, with 90% residing in Lethbridge and surrounding areas. A significant portion, 90%, specifically seeks customization, highlighting the company’s niche appeal in the market. The 18–25 age group (20%) primarily purchases shirts featuring friends’ pictures, while the 26–35 age segment (35%) focuses on personalized gifts for family and friends. Meanwhile, the 36+ age group (45%) is the dominant segment, primarily driving corporate purchases, suggesting a strong business-to-business (B2B) opportunity. Additionally, non-local customers (10%) favour hoodies, indicating the potential for expanding product offerings beyond custom shirts to attract a broader audience.

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Exhibit 3 – Mah’s Father’s Artwork

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Exhibit 4 – Strategic Partnership Financial Projections for 2025

In mid-2023, Jonathan began exploring strategic partnerships that could significantly increase SoNormal’s production capacity from producing 1 unit at a time to 2 to 3 units at a time. The partnerships were expected to boost revenue by 33%, as increased production efficiency and additional machines would help reduce labour costs.

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Exhibit 5 – Competitor Price Points and Market Comparison

Jonathan faced increasing competition from local and regional players, such as Competitor A, who offered mass-produced apparel at lower price points, ranging from $11 to $15 per unit. In contrast, SoNormal’s custom orders were priced at $25, which positioned the company as a premium brand focused on quality and personalization.

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Exhibit 6 – Production and Operational Cost Breakdown

Before investing in direct-to-garment (DTG) printing technology, SoNormal relied on outsourcing production, which resulted in a high production cost of approximately $25 per unit. After acquiring the DTG printer, production costs dropped to $9.50 per unit, although in-house printing introduced additional maintenance costs of $0.50 per unit. This investment ultimately gave SoNormal more control over production quality and reduced reliance on external providers.

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Exhibit 7 – Timeline of Key Events

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Exhibit 8 – Sales Forecast and Projections (2023–2025)

With the implementation of strategic partnerships, SoNormal projected a steady increase in sales from 800 units in 2023 to 5,000 units in 2025. Revenue was expected to grow accordingly, reaching $200,000 by 2025, with a projected profit margin of 35%. There would be less capital cost investment in 2025 because the machinery had already been purchased, increasing the percentage of revenue.

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Exhibit 9 – Sales and Revenue Data

In early 2023, SoNormal experienced significant growth, with approximately 200 garments printed and sold in the first quarter, surpassing total sales from the previous year. The company saw a rise in revenue from custom orders, accounting for around 65% of total revenue, while mass production remained limited. This shift highlighted the growing demand for personalized products and the impact of the company’s renewed focus.

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References

Hong, H., Hu, J., & Xiong, Y. (2019). Effect of the basic surface properties of woven lining fabric on printing precision and electrical performance of screen-printed conductive lines. Textile Research Journal. https://doi.org/10.1177/0040517519888251

Khalil, E., Sarkar, J., Rahman, M. M., Shamsuzzaman, M., & Das, D. (2023). Innovative textile printing technology. In Rahman, M.M., Mashud, M., Rahman, M.M. (eds). Advanced Technology in Textiles: Fibre to Apparel (pp. 139–159). Springer. https://doi.org/10.1007/978-981-99-2142-3_5

Kishore, N. (2022). Different textile printing techniques—hand block printing, screen printing, and digital printing. Webology, 19(2).

Memon, N. A. (2012). Digital inkjet printing holds future potential. Pakistan Textile Journal, 61(10).

Qin, H., Fang, K., Ren, Y., Zhang, K., Zhang, L., & Zhang, X. (2020). Insights into influences of dye hydrophobicity on cleanliness and resolution of fabric ink-jet printing. ACS Sustainable Chemistry & Engineering, 8(46), 17291–17298. https://doi.org/10.1021/acssuschemeng.0c06447

Rahman, M. M. (2021). Applications of the digital technologies in textile and fashion industry. Technium, 3(1).

Image Descriptions

Exhibit 1

The photo shows Jonathan Mah standing outside a building, looking slightly upwards. He is wearing glasses and a white T-shirt that features a repetitive black text design with the words SoNormal. The building behind has a blue sign with white text partially visible. The sign says SoNormal. The exterior wall is brown with a distinctive texture suggesting brick or paneling. The sky appears clear, suggesting daylight, which casts a soft light on the scene.

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Exhibit 3a

The image is a painting of a person’s face composed of a series of small, rounded brush strokes. The style incorporates a variety of colors including shades of blue, green, and peach. The individual’s features, such as the glasses, eyes, nose, and lips, are loosely defined using these colours. The eyeglasses have a yellow tint, and the lenses frame dark eyes. The hair is depicted with dark brown and black hues interspersed with lighter tones and blends into the background. The background features a mixture of blue tones, creating a contrast with the warm colours of the face and adding depth to the painting.

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Exhibit 3b

The image showcases a white T-shirt with a bold graphic design on the front, displayed against a vibrant red background. The graphic features large colored pencils aligned vertically, each in a different colour: yellow, orange, red, and blue. The sharpened tips of the pencils point downward. In the lower corner of the background, the faint image of oversized pencils mirrors the T-shirt design, reinforcing the theme. Below the shirt, the text “Art Mah” appears in a white cursive style, and in the bottom right corner, there’s a stylized signature that reads “soNormal.”

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How to cite this case: Shapiro, S. & Liu, A. X. (2025). Entrepreneurial decision-making: SoNormal Clothing Company. Open Access Teaching Case Journal, 3(1). https://doi.org/10.58067/m5gz-0044.

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