What went wrong at Superdry?


Superdry SourceCopyright Photograph

Don't be suspicious of the Japanese characters who are under suspicion of her hoodies – Superdry became a strong British successor.

From a small stall in the Cheltenham market, he continued to be a true global perspective and commercial success.

But 16 years after it was established, the company which started with James Holder and Julian Dunkerton has gone down.

Their departments have lost over 70% over the past year. In December he issued a profit warning, and the week the company announced that they would be cutting up to 200 jobs.

Now the game is going on in public.

'Illegal Strategy';

The recession began when Mr Dunkerton stopped on the board table, in March 2018. At the time, he had left quietly and named "other applications at his time".

However, as Superdry's prosperity began to deteriorate, millions of people found its voice.

He criticized the retailer's “misleading strategy” – including a reduction in stock both online and online – which he always claimed was a failure .

Instead, he wanted Superdry to pay more attention to the jackets and jerseys which were making him famous, and to offer a wider range of changes on the internet.

Mr Dunkerton also refused Superdry's warning last year that he was losing business as a result of good weather conditions in many of his major markets, urging customers to delay warm clothes. The rival flags, he said, had been a better match, along with similar economic conditions.

But as Julie Palmer, a partner of Begbies Traynor's advisory group, says that the profit from selling only to Superdry was not.

It's big chains, she argues, "there's no more possible to bend the user's own style".

Caption Image

Julian Dunkerton Superdry founded 2003

Winter of dissatisfaction

The Superdry styles have been at the heart of Mr Dunkerton's battle with the board.

The company claims that it has monitored the 2018 / autumn range which was later incorporated.

But Mr Dunkerton says that he was cut out of the planning process, and that he has never collected it.

Despite who was responsible for that particular decision, the Superdry brand was on his skin, according to sales analyst Kate Hardcastle.

Excellent buyers, who she says, "want to be seen as something to see" and when the company was once seen, "the newer varieties were higher and t cheap competitors were looking for less ". t

She says that "influences that have moved to other products" have had a significant impact.

To make matters worse, Ms Hardcastle says that the Superdry dual coat of arms is an "easy target" for hairdressers, in a similar way to the Burberry risk survey in the 1990s.

Copyright Photograph

Mr Dunkerton and Superdry don't agree – they see enough opportunity to re-establish the brand.

But Ms Hardcastle says that the company expands rapidly, and in a bid to optimize its potential, it may have been "weakened down".

“When the project is very important, you must be careful not to enter the market,” she tells the BBC.

Hi soon, it will be common and everyone wants the best.

Mr Dunkerton is still the largest owner of Superdry with a 18.5% band.

His aim now is to convince his fellow owners to believe he is able to turn the company around, and bring it back into the chamber. T boards.

Mr Dunkerton's outcome may not be the “money bullet” that the company wants, says Julie Palmer, but she says, although the superdry chiefs have made their claim "badly affected", t that shareholders could "still stroke".

"It may be possible to re-establish what has been achieved in previous successes, particularly in climate where we see high-quality administration almost every week," she said. T .

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