SUPERDRY CASE REPORT

HUONG KHANH LE – ID:1709780

MANCHESTER METROPOLITAN UNIVERSITY

1.0 Introduction:.............................................................................................................................. 4

2.0 Company Background: ........................................................................................................... 4

3.1 Business Model: ........................................................................................................................ 6

3.2 Business Strategy: .................................................................................................................... 8

4.0 Performance Measurement: ................................................................................................ 8

5.0 Management Structure: ......................................................................................................... 9

6.0 Communication Strategies: ................................................................................................ 10

7.0 Operational Structure: ......................................................................................................... 11

8.0 Creative Problem Solving: ................................................................................................... 12

9.0 Project Development: The Sustainale Program .......................................................... 12

10.0 Financial Ratio’s ................................................................................................................... 13

10.1 Performance’s Ratio’s...................................................................................................................13

10.1.1 Gross Profit Margin: ............................................................................................................................. 13

10.1.2 Year on Year Turnover Growth: ...................................................................................................... 14

10.1.3 Operating Profit Margin...................................................................................................................... 15

10.2 Liquidity Ratios...............................................................................................................................17

10.2.1 Current Ratio: ......................................................................................................................................... 17

10.2.2 Quick Ratio:.............................................................................................................................................. 18

10.4 Efficiency Ratio ...............................................................................................................................19

10.4.1 ROCE ........................................................................................................................................................... 19

11. Recommendations: ................................................................................................................ 20

12. Conclusion: ............................................................................................................................... 20

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REFERENCES.................................................................................................................................... 22

Appendix A: (SuperGroup Annual Report, 2017). ............................................................. 26

Appendix B: Excel spread sheet- Supergroup finances ................................................... 29

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1.0 Introduction:

This report presents a critical evaluation regarding a number of the business strategies

currently utilised by Superdry plc. This report shall demonstrate how SuperGroup Plc

measures performance, engages in communication, problem solves, and manages itself

from performance, management, organisational, operational and financial perspectives,

thereby highlighting the business strategies that appear key Superdry’s success as a

global brand. The strategies considered each indicate the importance of different factors

influencing Superdry’s operation. Changes within Superdry’s management structure,

particularly following the appointment of Euan Sutherland as CEO in 2014, are

explored, highlighting the remarkable development of the brand since. An analysis of

the company’s financial performance is also presented. Finally, recommendations are

offered, regarding how Superdry could alter certain aspects of its current business

strategies so as to achieve greater results.

2.0 Company Background:

Superdry, the fashion brand owned by SuperGroup Plc was launched in Cheltenham, UK

in 2003 by entrepreneurs Julian Dunkerton and James Holder (Superdry, 2017). The

brand positions itself as an ‘innovative, British, premium, lifestyle brand with a global

appeal’ (SuperGroup Plc, 2017: online). It offers wide product ranges, including tops,

bottoms, dresses, footwear, bags and accessories. Product designs are combination of

vintage American wash, Japanese-inspired graphics and British tailoring complete with

attention to detail and fit (SuperGroup Plc, 2017). The brand’s mission is to create good

quality, well-designed products, all based upon innovation and operational excellence

(SuperGroup Plc, 2017). Table 2.1 below presents an overview of Superdry brand

profile.

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Table 2.1: Superdry Company Profile

Company Superdry

Brand Logo

(Superdry| Superdry Logo 2017, 2017: online)

Founded in 2003 (Supergroup, 2017: online)

Founded by Julian Dunkerton and James Holder

(Supergroup, 2017: online)

Chairman Peter Bamford, (2010)

CEO Euan Sutherland, (2014)

Brand Positioning An ‘innovative, British, premium, lifestyle brand with

global appeal. It’s accessible to everyone. It’s a

democratic brand’ (SuperGroup, 2017: online).

Mission To create products with good quality, design and fit

which are based upon relentless innovation and

operational excellence (SuperGroup, 2017).

Product “A wide product range, including t-shirts, polo shirts,

hoods and sweats, denim, joggers, tops, dresses,

jackets, shirts, knitwear, footwear, bags and

accessories.

It has a wide appeal, capturing elements of “urban"

and "streetwear" designs with subtle combinations of

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 vintage Americana, Japanese imagery and British

tailoring, all with strong attention to detail”

(SuperGroup, 2017:online).

Turnover £752,000,000, [2017] (FAME, 2017: online)

Share price £1,841.00, as at [09 Nov, 2017] (SuperGroup, 2017:

online)

Number of 3,143, as at [29 Apr, 2017] (FAME, 2017: online)

employees

Competitors These include Abercrombie & Fitch Co., Next plc,

Diesel SPA, Hollister California, Jack Wills and Tommy

Hilfiger (non-exhaustive list).

3.1 Business Model:

‘A business model describes the rationale of how an organisation create delivers, and

captures value’ (Osterwalder & Pigneur, 2010:14).

The Superdry brand is owned by SuperGroup Plc (SuperGroup Annual Report, 2017).

‘Over the last year, SuperGroup has continued its progress towards becoming a global

lifestyle brand’ (SuperGroup Annual Report, 2017: 4). Superdry sells its products to

customers through stores and e-commerce channels, competing with traditional

retailers and brands, pure e-commerce and multi-channel businesses’ (SuperGroup

Annual Report, 2017: 4). Since its early days, Superdry has aimed to expand

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internationally. Stores now operate in 49 countries, with 72% of total sales volume

coming from outside the UK (SuperGroup Annual Report, 2017).

Superdry uses different channels to reach its customers, including:

 A retail channel, which consists of 220 owned stores. The store portfolio includes

smaller boutique stores, optimal medium-sized stores and flagship stores in

London, Berlin and New York. Superdry also operate outlet stores which act as a

route to sell excess stocks (SuperGroup Annual Report, 2017);

 An e-commerce channel, which includes 27 international websites across 18

countries, alongside programs with partners such as Zalando SE, La Redoute and

The Iconic. It also uses eBay to sell discounted products (SuperGroup Annual

Report, 2017); and

 A wholesale channel, which includes independent retailers and international

distribution partners, which accounted for 40% of the wholesale volume in 2017

(SuperGroup Annual Report, 2017). Superdry also utilises international

franchise and license partners within France, Spain and India. There are also

Superdry branded stores Australia (SuperGroup Annual Report, 2017).

Superdry is ‘…increasingly diversifying our business model, geographically, by channel

and by category, reducing our reliance on any single market, route to customer or

product ranges’ (SuperGroup Annual Report, 2017: 1). Most of Superdry’s products are

produced by third party suppliers in Turkey, India and China (SuperGroup Annual

Report, 2017).. The factory base comprises of ‘tier 1’ factories manufacturing its

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products, and additional ‘tier 2’ factories that provide supplemental services to ‘tier 1’

factories such as printing and washing (SuperGroup Annual Report, 2017).

3.2 Business Strategy:

‘Business strategies specify how a business model can be applied to the market to

differentiate the firm from its competitors’ (Elliot, 2002, cited in Vukanovic, 2016: 24).

Superdry structures its business strategies around 4 pillars based upon the

understanding of brands, customers and products (SuperGroup Annual Report, 2017).

These are contained within Appendix A.

4.0 Performance Measurement:

According to (Bradbury, 2010: 54) ‘a KPI is a way of measuring a particular business

process...evaluating how well the company is doing in that particular area’.

Superdry’s main KPIs are revenue and profit growth of all channels, and revenue

growth within its e-commerce, retail and wholesale channels (SuperGroup Annual

Report, 2017). It also considers other KPIs, such as payback on new store investment

(which means the actual or anticipated period to recover the initial investment in

capital and working capital on a post-tax basis), the total retail selling space, and like-

for-like sales growth (SuperGroup Annual Report, 2017).

However, whilst financial KPIs are recognised as important, non-financial KPIs are also

recognised as important (Bradbury, 2010). There are disadvantages regarding financial

KPIs that may not prima facie convey the whole picture and be retrospective

(Arvidsson, 2011: Online). As Superdry ‘s main KPIs are profit, revenue and total selling

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space growth across all channels, it may suggest that it is neglecting other aspects of

business such as customer retention and customer service quality. Because non-

financial measures provide ‘a more in-depth look into the business health, success and

positioning for long term growth’, (Internet Wire 2016: Online), Superdry should take a

holistic approach in measuring its success.

5.0 Management Structure:

According to (Strauss, Griffin and Rafferty, 2009), leadership has been an important

part of the function of any organizational structure. Euan Sutherland replaced Julian

Dunkerton as SuperGroup CEO in 2014 (Shah, 2017). Sutherland had been recruited as

a non-executive director of SuperGroup since 2012. He had worked for Boots, Mars,

Coca-Cola, Dixons, Matalan, Superdrug, AS Watson, Kingfisher and Co-op before joining

SuperGroup (Shah, 2017). Dunkerton is now focusing on the group’s creative output as

a product and brand director with co-founder James Holder (Armstrong, 2017).

Sutherland and Dunkerton continue to have a close working relationship: “Our offices in

Cheltenham are about five yards apart and we talk on the phone every day. It’s a really

powerful edge to have a founder still in the business” (Sutherland et al., 2017).

Together they have “spent the past three years trying to transform the business”,

managing a rapidly expanding empire” (Shah, 2017). Under Sutherland’s leadership,

Superdry’s sale performance has ‘rocketed’ (Sutherland et al., 2017), with Superdry’s

like-for-like retail sales in 2016 experiencing a 12.7% increase from 2015, an

impressive growth given industry intense competition (Shah, 2017).

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Sutherland’s appointment arguably appears to have been a fruitful and good decision

for Superdry.

6.0 Communication Strategies:

According to (Frost, 2016: Online) ‘communication strategy affects your company

images’.

Since Superdry started trading, it has received celebrity endorsement from individuals

such as Idris Elba, David Beckham, Zac Efron and Helena Christensen (SuperGroup Plc,

2017). However, Superdry has never commissioned a television advert or engaged any

other traditional media such as magazines and outdoor ads (Johnson et al., 2017).

Superdry relies more on producing the right product to the right person (Johnson et al.,

2017). It is now focusing on content strategy and digital marketing, trying to implement

its digital marketing strategy with mobile platform first (Johnson et al., 2017).

According to Simone Lloyd, Superdry’s group marketing director, ‘70% of what we are

doing is in digital space’ (Johnson et al., 2017).

In 2016, Superdry launched in India with a set of promotional events. It wanted to

extend the promotional online to reach the younger customers in India on Twitter. This

meant that Superdry partnered with digital agency BrandMover India to conduct a

Twitter Campaign called ‘Superdry Tweet Fuel’. Users had to follow the Superdry India

Twitter account, before expressing their views in the form of tweets back to Superdry

India. These tweets were then be converted to fuel the Superdry Morgan 3 Wheeler.

Different levels of tweets received prizes and features on a microsite. The campaign

received very positive responses: it went viral reaching over 1.5 million people,

generating 2600+ tweets and 4.5 million+ impressions in 5 days (Zoho.com, 2017). In

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addition, this campaign also stands out as it is the gratification provided to the

community- apart from being able to drive the Superdry Morgan 3 Wheeler, customers

could be a part of an digital movement.

With the number of young customers engaging with social media such as Twitter,

Instagram and Facebook increasing, campaigns like this demonstrate that with the right

content and right media channel, Superdry is able to increase its profile thereby

attracting its targeted customers.

7.0 Operational Structure:

Superdry used to have separated stock pools for its e-commerce, wholesale and retail

channels (Hounslea et al., 2017). However, a single stock pool was generated in 2016,

meaning that the e-commerce, retail, and wholesale warehouses are now combined as

one. Superdry operates one warehouse in the UK, one in Belgium serving mainland

Europe and one in the US (Hounslea et al., 2017)

Superdry has also sought to optimise its design to customer process which ‘maps

everything we do from a creative idea coming into the designer’s head through to a

customer, including sourcing. This process helps to facilitate the speed to market,

reduce wastage and operating cost (SuperGroup Annual Report, 2017:21). Superdry is

also increasing the level of products it directly sources by establishing in-market

sourcing operations in India and Turkey and a Chinese sourcing office. This should help

Superdry to increase its level of direct sourcing from 65% to a medium term goal of

80% (SuperGroup Annual Report, 2017: 21).

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Another goal of Superdry is to establish in-territory multi-channel distribution in each

of Superdry’s market areas, which would deliver a better service and lower the cost. As

the first achievement of this goal, two new regional distribution centres were

implemented in Grobbendonk, Belgium and Pennsylvania, USA in 2017 to be fully

functional by 2018. Superdry also plans to invest in warehouse automation to improve

the overall efficiency (SuperGroup Annual Report, 2017: 21.)

These implemented changes of Superdry in its operational structure demonstrate its

commitment towards realising its goal of becoming a global lifestyle brand.

8.0 Creative Problem Solving:

In September 2017, Superdry announced a long-term incentive plan for its employees:

for each £5 over the share target of £18, the founders will put £30m into a trust for its

colleagues worldwide – both full and part time – to be shared at the end of the three-

year plan period) to motivate and reward its employees (Neate, 2017). In this way,

Superdry is able to attract and retain the best talents within the fashion and retail

industry and this, in turn will help to sustainably serve the customers.

9.0 Project Development: The Sustainale Program

Superdry announced several targets in 2017, which include using 100% organic cotton

within its ranges, and 100% renewable electricity across its operations by 2040. It also

aims to only use renewable electricity in its stores and offices by 2020, which will then

extend to its supply chain (Man et al., 2017). The move towards more sustainable

products will undoubtedly increase Superdry costs such as R&D and sourcing cost,

which in turn increase product’s selling prices.

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However, these targets arguably act to strengthen Superdry’s positioning as a ‘premium

lifestyle brand’. According to Pwc:

The “premium lifestyle segment of the market contains brands characterised by a

strong brand ethos that can be stretched across multiple product categories and

channels, generating customer affinity and loyalty” (Pwc, 2017: 11). Customers get a

sense of identity and belonging from the premium lifestyle brand (Pwc, 2017: 14).

As Superdry positions itself as ‘innovative, British, premium, lifestyle brand with a

global appeal’ (SuperGroup, 2017: online), the move towards more sustainable

materials and operation process proves its innovative approach in the products that it

offers customers.

10.0 Financial Ratio’s

10.1 Performance’s Ratio’s

10.1.1 Gross Profit Margin:

Figure 10.1.1- Gross Profit Margin

Gross Profit Margin

% 59.00
58.00 Supergroup

57.00
56.00
13
2017 2016 2015 2014 2013
Year
‘Gross profit margins in financial metric is used to assess a company’s financial health

and business model by revealing the proportion of money left over from revenues after

accounting for cost of goods sold (COGS) (Investopedia, 2017: Online).

Figure 10.2.1 shows a gradual increase in Superdry’s profit margin from 2013 to 2016.

This could be attributed to Superdry’s attempts to improve the unit cost efficiency by

focusing upon developing infrastructure, local sourcing and staff development (Man et

al., 2017) Superdry has also improved its revenue growth by developing product ranges

and introducing new categories. One of its example is the launching of Superdry Sport

Collection which ‘has been received positively by our customers and delivered

immediate incremental sales, with extensive opportunities for the future’ (SuperGroup

Annual Report, 2017: 16).

However, Superdry’s projected gross profit margin for 2017 is approximately 1% lower

than that 2016. This may be partly due to increases in sourcing cost and sales

competition between Superdry’s wholesale division and Superdry’s own shops (Ashley

Armstrong, 2017). Superdry’s gross profit margin in 2017 is nonetheless still higher

than the industry norms of mid-market retailers, which is at 50%-60%.

10.1.2 Year on Year Turnover Growth:

Figure 10.1.2- Year-on-year Turnover Growth

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 Year-on-year Turnover Growth
30.00
25.00
20.00

% 15.00
10.00 Supergroup

5.00
0.00
2017 2016 2015 2014 2013
Year

Revenue has been one of Superdry’s main KPIs, making it important to analyse.

Superdry’s year-on-year turnover growth from 2013-2017 is presented in Figure 10.2.2.

In 2014, there was a considerable drop in Superdry’s year-on-year turnover growth

from 19.56% in 2014 to 12.93% in 2015 . The company explained this decrease was due

to ‘warmer and average weather’, ‘mixed customer reaction’ to its spring/summer

collection, a ‘shortage of key summer lines, and an under-performance in womenswear’

(Ruddick, 2017). This may also have been due to excessive promotions and discounting

as Superdry attempted to sell off its unsold stock (Ruddick, 2017).

Since 2015, Superdry has seen an increase in its revenue. This could be direct reaction

to Superdry’s strategy makeover under Sutherland’s leadership, which includes the

improvement of product ranges, introduction of new categories, investment in

development into new international markets, and improving the infrastructure

(SuperGroup Annual Report, 2017).

10.1.3 Operating Profit Margin

Figure 10.2.3- Operating Profit Margin

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 Operating Profit Margin
16.00
14.00
12.00
10.00
% 8.00
6.00 Supergroup
4.00
2.00
0.00
2017 2016 2015 2014 2013
Year

Superdry’s operating profit margin has fluctuated since 2013, as evidenced within

Figure 10.2.3. Despite this, it has consistently been above the industrial norm level

(around 11-12%).

In 2014, Superdry’s operating profit margins declined. This may have been due to the

increased cost base. This included the ongoing growth of the store portfolio and

infrastructure investment and Supergroup Annual Report, 2014).

In 2015, the operating profit margin slightly increased, something that may have

resulted from Superdry’s continued infrastructure investment (Supergroup Annual

Report, 2015). Sales, distribution costs and transporting increased by 21.4% compared

to 2014 because of the continuing store opening programme and increased

participation in e-commerce. However, the central costs (including the operational cost

of the global operation team and support functions, marketing team) slightly decreased

by 0.4% compared to 2014 (Supergroup Annual Report, 2015).

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In 2016, the operating profit margin continued to drop. This is arguably due to

Superdry’s ongoing store opening programme together with the impact of the higher

unit variable cost to serve the growing e-commerce business. Moreover, Superdry’s

2016 operating profit margin was also impacted by investments within its distribution

facility at the time of implementing its single retail stock pool (Supergroup Annual

Report, 2016).

In 2017, the group operating profit margin increased. This reflected the one-off cost of

establishing its distribution facility and the impact of a weaker GBP immediately post

Brexit (Supergroup Annual Report, 2017)

10.2 Liquidity Ratios

10.2.1 Current Ratio:

Figure 10.3.1- Current Ratio

Current Ratio
Current Assets:Current Liabilities

3.10
3.00
2.90
2.80
2.70
2.60 Supergroup
2.50
2.40
2.30
2017 2016 2015 2014 2013
Year

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‘The current ratio is a liquidity ratio that measures a company’s ability to pay short

term obligations’ (Investopedia, 2017: online). Figure 10.3.1 presents SuperGroup plc’s

current ratio from 2013-2017. This was at its lowest in 2017 at 2.57:1. However, this

ratio is arguably nonetheless a positive one as the norm of fashion industry tends to be

1.3-2.5:1. A high current ratio is seen as better. However, if current ratio is very high ,

which is above 2.5: 1, this could indicate that ‘the company may not be using its current

assets or short term financing facilities efficiently’ (Investopedia, 2017: online) The

gradual decrease of Superdry’s current ratio since 2013 reflects SuperGroup’s

consistent investment in facilities, new stores opening and staff development.

10.2.2 Quick Ratio:

Figure 10.3.2- Quick Ratio

Quick Ratio
Quick Assets:Current Liabilities

2.00
1.80
1.60
1.40
1.20
1.00
0.80 Supergroup
0.60
0.40
0.20
0.00
2017 2016 2015 2014 2013
Year

According to Carlsberg (2002: 169)

‘The Quick Ratio determines the relationship between quickly accessible current assets

and current liabilities’. Figure 10.3.2 presents SuperGroup plc’s quick ratio between

2013-2017. The fashion industry norm is 0.9:1

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 2017 2016 2015 2014 2013

Current Ratio 2.57 2.83 2.87 2.99 3.04

Quick Ratio 1.38 1.75 1.71 1.92 1.77

Difference 1.19 1.08 1.16 1.06 1.26

As inventory is the least liquid current asset, the large difference between current and

quick ratio could suggest that a lot of Superdry’s assets lies in inventory. Superdry’s

quick ratio has been consistently higher than the industry norm, suggesting that the

company is investing in a large quantity of stocks. This is understandable as Superdry

sells its products across multiple channels, including retail, wholesale and e-commerce.

Superdry is currently heading towards one single product range across all channels,

which shall arguably help to effectively reduce the stocks needed for different channels

(Hounslea et al., 2017), thus reduce the risk of having to discount the excess stock

10.4 Efficiency Ratio

Return on Capital Employed

20.00

15.00
%
10.00 Supergroup
5.00

0.00
2017 2016 2015 2014 2013
Year

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ROCE represents what return a business has made on its available resources (Riley,

2015: Online). Figure 10.4.1. presents SuperGroup plc’s ROCE between 2013-2017.

Although this has fluctuated, the Superdry’s ROCE has remained above 15% since 2013.

This arguably reflects a strong and consistent effort from Superdry to deliver its

financial and strategic commitment.

11. Recommendations:

That Superdry:

 Continue implementing their brand’s core values to be able to reach their goal as

global digital company;

 Consider utilising non-financial KPIs as key success measures alongside their

financial KPIs. Important non-financial KPI include customer satisfaction and

customer retention;

 Consider their high inventory level and make sure that products marry with

customer preference, as offered discounts on outdated end-of-line products can

act decrease profit margin; and

 Focus more on the online and brick and mortar shop experience in their

currently operated stores rather than trying to open more stores in Europe.

12. Conclusion:

It is evident that the strategy makeover announced in 2015 has put Superdry further

forward in the distressed market place. Superdry has successfully repositioned and is

now starting to gain benefits from the strategy of retail-roll out, product range

innovations and operational enhancement. As the lifestyle brand market is growing

very fast, Superdry should look to focus upon reinforcing its brand values which are

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‘innovative, British, premium, lifestyle brand with a global appeal’(SuperGroup,

2017:online) to ensure a strong connection with its customer base.

21
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Appendix A: (SuperGroup Annual Report, 2017).

Strategy Details
Achievements

Pillar 1: - Extensive customer understanding that - Brand awareness and

Embedded provides insight into the range and shopping frequency

brand values for category development processes. increased.

long-term - Strong links between brand values and - Customer insight based

sustainable product attributes, including: designs, for developing core

growth. quality, innovation and affordability. categories.

- Knowledge, skill, drive, passion and - Social media marketing

enthusiasm of colleagues. campaigns matche well

with target customers

- Next Generation concept

stores are well-performed

- Colleague engagement is

growing.

Pillar 2: Enable - To invest in: - Deliver the single stock

future growth A) Colleagues, systems and pool, increasing on-line

through infrastructure; availability.

investment in B) Entrepreneurial and an innovative - Optimise the design to

people, systems culture . customer process, which

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and C) IT Systems, including the help to facilitate the speed

infrastructure. transactional and internal business to market, reduce wastage

systems and infrastructure. and operating cost.

Superdry is now heading

towards a single product

range across all channels.

- Increase the level of

products that are directly

sourced from India,

Turkey and China.

- Establish in-territory

multi-channel distribution

centres close to each of

Superdry’s market. This

will help to deliver better

service and lower the cost.

Two new regional

distribution centres were

implemented in

Grobbendonk, Belgium

and Pennsylvania, USA in

2017 and will be fully

functional in 2018.

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 - Innovation within core ranges, - Continue to innovate
Pillar 3: Extend
particularly in womenswear, premium heritage range including
key categories to
and denim, but also in other categories handwriting, shape and
achieve brand
such as active sportswear, ski and fabric development.
growth potential
footwear. Besides, Bombers,Rookies

- Innovation is offered more quickly due and Fuji are established as

to the category management and design iconic ranges.

to customer process. - Womenswear is the

fastest growing category

- Superdry Sport and

Premium was launched as

the new growth category

Pillar 4: Execute - To expand Superdry’s point of sales - Establish market leading

growth globally, in both existing marketing in e-commerce plan,

opportunity in mainland Europe and new market. reaching to 148 countries.

new and existing - Build a multi-channel relationship with - North American and

market and on- customers that provides convenience China market acquired

line for customers in choosing, paying and and reached well with e-

getting products commerce

delivered.

- E-commerce penetration globally by

developing a partnering program,

selling products on third party retailer

sites.

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 - Develop a wholesale division.

Appendix B: Excel spread sheet- Supergroup finances

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