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Harvard Case - Superdry: A Japanese Brand From Cheltenham

"Superdry: A Japanese Brand From Cheltenham" Harvard business case study is written by Fabrizio Ferraro, Manuel Dominguez de la Maza. It deals with the challenges in the field of Strategy. The case study is 20 page(s) long and it was first published on : Jun 6, 2018

At Fern Fort University, we recommend Superdry adopt a multi-pronged strategy to address its challenges and capitalize on its strengths. This strategy focuses on reinvigorating brand identity, expanding into new markets, and optimizing operations to achieve sustainable growth.

2. Background

Superdry, a British clothing brand known for its Japanese-inspired designs, experienced rapid growth in the early 2000s. However, by the late 2010s, the company faced challenges including declining sales, increased competition, and a diluted brand image. The case study explores Superdry's journey, highlighting its successes and struggles, and prompting a discussion on its future direction.

The main protagonists are Julian Dunkerton, the founder and former CEO, and Euan Sutherland, the CEO who attempted to revitalize the brand. The case study presents a clash of perspectives on the best path forward for Superdry.

3. Analysis of the Case Study

3.1. SWOT Analysis:

Strengths:

  • Strong brand recognition: Superdry has a distinct brand identity, particularly among younger consumers.
  • Global presence: The brand has established a presence in over 100 countries.
  • Strong online presence: Superdry has a robust e-commerce platform, which is crucial in today's digital environment.
  • Experienced leadership: Superdry has a team of experienced executives with expertise in retail and brand management.

Weaknesses:

  • Diluted brand image: Excessive discounting and over-expansion have led to a loss of brand exclusivity.
  • High operating costs: Superdry's complex supply chain and large retail footprint contribute to high expenses.
  • Limited product innovation: The brand has struggled to introduce fresh and exciting designs to attract new customers.
  • Declining sales: Superdry has experienced a significant drop in sales in recent years.

Opportunities:

  • Emerging markets: Superdry can leverage its global brand appeal to penetrate new markets, particularly in Asia and Latin America.
  • Digital transformation: Superdry can enhance its online presence and leverage digital marketing strategies to reach a wider audience.
  • Product diversification: Superdry can expand its product portfolio to include new categories like footwear, accessories, and homeware.
  • Sustainable practices: Superdry can appeal to environmentally conscious consumers by adopting sustainable practices in its supply chain and product development.

Threats:

  • Intense competition: Superdry faces competition from established brands and fast-fashion retailers.
  • Economic uncertainty: Global economic downturns can impact consumer spending and affect Superdry's sales.
  • Changing consumer preferences: Fast-changing fashion trends and evolving consumer tastes pose a challenge for Superdry.
  • Supply chain disruptions: Global supply chain disruptions can impact Superdry's operations and product availability.

3.2. Porter's Five Forces:

  • Threat of new entrants: The fashion industry has low barriers to entry, making Superdry vulnerable to new competitors.
  • Bargaining power of buyers: Consumers have ample choices in the clothing market, giving them significant bargaining power.
  • Threat of substitute products: Consumers can easily switch to other brands or purchase similar products from different retailers.
  • Bargaining power of suppliers: Superdry's reliance on a global supply chain makes it susceptible to supplier price increases.
  • Rivalry among existing competitors: The fashion industry is highly competitive, with numerous players vying for market share.

3.3. Value Chain Analysis:

Superdry's value chain can be analyzed by examining each stage:

  • Inbound logistics: Sourcing materials from diverse suppliers, managing inventory, and ensuring timely delivery.
  • Operations: Manufacturing garments, quality control, and packaging.
  • Outbound logistics: Distribution to retail stores and online channels.
  • Marketing and sales: Building brand awareness, promoting products, and managing customer relationships.
  • Service: Providing customer support, handling returns, and ensuring satisfaction.

3.4. Business Model Innovation:

Superdry can explore business model innovation to address its challenges:

  • Direct-to-consumer (D2C) model: Superdry can leverage its online presence to bypass traditional retailers and sell directly to consumers, reducing costs and enhancing brand control.
  • Subscription model: Superdry can offer subscription services for curated clothing selections, providing regular deliveries and fostering customer loyalty.
  • Partnerships and collaborations: Superdry can partner with other brands, influencers, and retailers to expand its reach and access new customer segments.

3.5. Corporate Governance:

Superdry needs to strengthen its corporate governance practices to regain investor confidence and ensure long-term sustainability:

  • Board composition: The board should be composed of independent directors with diverse expertise and experience.
  • Executive compensation: Executive compensation should be aligned with long-term shareholder value creation.
  • Transparency and accountability: Superdry should provide clear and timely disclosures to investors and stakeholders.

4. Recommendations

4.1. Reinventing the Brand:

  • Redefine the brand identity: Superdry should focus on its core values of Japanese-inspired design, quality craftsmanship, and adventurous spirit.
  • Reduce discounting: Superdry should minimize discounting to maintain brand exclusivity and perceived value.
  • Focus on product innovation: Superdry should invest in research and development to introduce fresh and exciting designs that appeal to its target audience.
  • Embrace sustainability: Superdry should adopt sustainable practices throughout its supply chain and product development processes.

4.2. Expanding into New Markets:

  • Target emerging markets: Superdry should prioritize growth in emerging markets like China, India, and Brazil, where there is strong demand for Western fashion.
  • Tailor products to local preferences: Superdry should adapt its product offerings to meet the specific needs and tastes of different markets.
  • Leverage digital marketing: Superdry should utilize digital marketing strategies to reach consumers in new markets.

4.3. Optimizing Operations:

  • Streamline supply chain: Superdry should optimize its supply chain to reduce costs and improve efficiency.
  • Reduce retail footprint: Superdry should close underperforming stores and focus on its most profitable locations.
  • Invest in technology: Superdry should invest in technology to improve inventory management, customer service, and data analytics.
  • Embrace digital transformation: Superdry should leverage digital channels to enhance customer engagement, personalize marketing efforts, and improve operational efficiency.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: The recommendations focus on strengthening Superdry's core competencies in design, branding, and global expansion, aligning with its mission to provide high-quality, stylish clothing to adventurous consumers.
  • External customers and internal clients: The recommendations prioritize customer satisfaction, employee engagement, and stakeholder value creation.
  • Competitors: The recommendations aim to differentiate Superdry from competitors by focusing on brand identity, product innovation, and sustainable practices.
  • Attractiveness ' quantitative measures: The recommendations are expected to improve profitability, increase market share, and enhance shareholder value.

6. Conclusion

Superdry has the potential to regain its former glory by embracing a strategic approach that focuses on brand revitalization, market expansion, and operational efficiency. By implementing the recommended strategies, Superdry can achieve sustainable growth and solidify its position as a leading global fashion brand.

7. Discussion

Alternatives:

  • Mergers and acquisitions: Superdry could consider merging with or acquiring another fashion brand to expand its product portfolio and market reach.
  • Licensing agreements: Superdry could license its brand to other companies to expand its product offerings and enter new markets.

Risks:

  • Execution risk: Successfully implementing the recommendations requires significant resources and effective management.
  • Market risk: Changes in consumer preferences, economic conditions, and competitive landscape could impact Superdry's performance.
  • Brand dilution risk: Over-expansion or failure to maintain brand exclusivity could further dilute Superdry's brand image.

Key assumptions:

  • Superdry's management team has the commitment and capability to execute the recommended strategies.
  • Consumers are receptive to Superdry's brand revitalization efforts.
  • Emerging markets offer significant growth opportunities for Superdry.

8. Next Steps

  • Develop a detailed strategic plan: Superdry should create a comprehensive strategic plan outlining the specific actions, timelines, and resources required to implement the recommendations.
  • Secure funding: Superdry should secure the necessary funding to support its strategic initiatives.
  • Build a strong team: Superdry should assemble a team of experienced professionals with the skills and expertise to execute the plan.
  • Monitor progress and make adjustments: Superdry should regularly monitor its progress and make adjustments to its strategy as needed.

By taking these steps, Superdry can embark on a path to sustained growth and success.

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Case Description

The case focuses on the clothing firm Superdry in 2016 as it faces various growth opportunities and needs to decide which one to follow. The firm, founded in the United Kingdom in 2003, had experienced a decade of fast growth, through its own stores and franchises. The case provides an opportunity to discuss growth challenges in the clothing sector.

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