Company Report By Natalie Lord
CONTENTS 1. Introduction
2. Literature Review
19. Opportunities for the Ted Baker brand 20. Benchmarking
Quintessentially British and renowned
brands success, with stand-alone
for its perfect mix of distinctive design,
and concession stores across the
24. E-commerce
Ted Baker PLC appeals to style-
world cementing their rich brand
26. Communication Strategies
conscious men and women, with
heritage. Focusing on the 18-40 age
its quirky yet commercial fashion
demographic, Ted Baker continues
offering. As a retailer known for
to adapt in a growing luxury market,
their affordable luxury collections,
fuelled by their existing vison; to
their niche positioning in the
become a leading global lifestyle
market has been at the heart of the
brand (Tedbakerplc.com, n.d.).
22. Advertisement 4. Company Background 6. Aims & Objectives 7. Management Structure 9. Performance Measurement
INTRODUCTION
27. Conclusion
28. Bibliography 11. Market Conditions 12. Project Development
33. Appendices
14. Global Markets 17. Aqcusitions
1.
LITERATURE REVIEW
do not provide resolutions. To get a balanced view of company performance, external market events and internal company structure
A financial ratio is a comparison
must also be analysed to reflect a
between one bit of financial
company’s true representation. Kaplan
information and another (Peterson
and Norton (1996) created a method
and Fabozzi, 1999:75). In a financial
called the balanced scorecard, which
analysis, information is provided
measures organizational performance
concerning an organisations
across four balanced perspectives,
operating performance and financial
shown in appendix 1. The framework
condition (Peterson and Fabozzi,
provides “a strategic measurement
1999:97). This allows for companies
and management system” covering
to monitor trends over years and
all relevant aspects of the company.
compare industry norms, as well as a
Therefore, financial ratios must
competitor’s performance.
be viewed as a contributing factor to Ted Baker’s performance and
Although financial ratios are key
critical success factors; considered
performance indicators to show a
when making recommendations for
company’s weak areas, they
improvement.
Table 1: Five financial ratio groups (Gowthorpe, 2005:303) Imagery: instagram. com (2016), gorgeeautiful. com (n.d.), atlondonbridge. com (n.d.)
2.
3.
COMPANY BACKGROUND Since its 1988 origins as a men’s
made against company founder, Ray
shirt specialist store, Ted Baker has
Kelvin, alongside the announcement
transformed into a global lifestyle
of three profit warnings up to
brand that captures the heritage
October 2019. With the pressures
of British tailoring (Tedbakerplc.
of consumer uncertainty, Ted
com, n.d.). Located in over 35
Baker’s strategies are focused on
countries, the business focuses on
driving long term growth, drawing
multi-brand and department store
focus on cost controls and driving
models, whilst retaining a collection
further efficiencies. As a result,
of single store positionings and
strategic developments have been
online channel. Over the last year,
at the centre of Ted Baker’s current
it has gained significant media
evolution, harnessing in on their
attention, with allegations of “forced
organisational structure, products and
hugging” and sexual harassment
expansion of global stores.
and s e g n e l l a h c ctural u r t s e h t e t tr y, we i s u d n i e “Desp h t ures on s s e r p bility to a l a s ’ c i r l e k a cyc B in Ted t n e lop as d e fi v n e o d c r e n i h t a r rem t and fu e k r a m fidence e n h t o c e t s a i g h i v T a . n brand e l y t s e f i l l Group’s a e h t y b a glob d e erpinn uing d n i n t u n s o c n i e a h t m re l model, e n n a h c i passion n , l l m i o k , s e l e b h i t x fle d, and n a r b e h teams t d f e t o n h e t l g a t n e r r t u s ent of o m t i m m o c ” and worldwide. ve of Ted
ecuti Chief ex
Ted Baker’s 1990 Covent Garden store tedbakerplc.com (n.d.)
4.
keks.cat (n.d.)
B
9)
age (201
dsay P aker, Lin
5.
AIMS & OBJECTIVES Ted Baker’s aim is to become a leading global
based on their specific skills and knowledge.
lifestyle brand based on three core elements;
This is suggested through the Ted Baker PLC
expansion of their collections, controlled
website (n.d.), where the brand has multiple
distribution through three main channels:
non-executive directors who specialise in
retail, wholesale and licensing, and carefully
company aspects, such as digital marketing
managed development of overseas markets.
and human resource leadership. This could be
Reflected in their business model, the company
combined with a regional structure due to the
are motivated by growing through retail and
brand’s recently appointed new role; employing
e-commerce, whilst operating a wholesale
Ari Hoffman as chief executive of the North
business and territorial and product licences.
America business. Undertaking this additional structure will allow the current top executives
Underlying the brand’s aim, is their delivery
to concentrate on growing the brand in the UK,
of Ted Baker products, focusing on a ‘Would
with an executive focusing on the stores in
Ted do it that way?’ mantra. This is used as
another region.
a communication tool between the company
saahub.com (2012)
and employees, in order to “protect the ethos
Author, Derek Rollinson (2008), stated a well-
and persona for which the brand has gained
executed organisational structure “…ensures
an enviable reputation” (Tedbakerplc.com,
that all the different sub-tasks are coordinated
n.d.). As such, their employees fall under an
and controlled in a way that results in the
organisational structure, which determines
organisation achieving what it has to achieve.’’
how the roles, power and responsibilities are
As Ted baker are focused on creating a global
assigned, controlled, and coordinated, and
brand, a regional structure allows for better
how information flows between the different
management and communication in line with
levels of management (BusinessDictionary.
strategy, whilst a functional structure means
com, n.d.). Arguably, Ted Baker compromises
greater operational efficiency, with employees
a functional and regional hybrid structure. In a
operating company tasks quickly and with
functional structure, employees are grouped
confidence.
7.
MANAGEMENT STRUCTURE Ted Baker’s organisational structure
effect following Kelvin’s resignation
consists of a management team
in March. With the allegations
which implements decisions to reach
against Kelvin still in the process of
core aims. Their board of directors
being investigated, this could have
includes an Executive Chairman,
resulted in damage to Ted Baker’s
Chief Executive and non-executive
brand image, with consumers
directors. A ‘non-executive director’
less likely to buy from a brand
means they have no responsibilities
with negative moral connotations.
in relation to enforcing company
As a result, new management
operations, suggesting overall
needed to be employed. Since
decisions are enforced by chief
Page’s appointment, steps have
executive, Lindsay Page.
been taken in implementing critical success factors; variables vital for an
The retailer appointed Lindsay Page
organisation to achieve its mission,
as chief executive with immediate
in relation to strategic goals.
Imagery: tedbakerplc.com (n.d.)
8.
9.
tedbaker.com (n.d.)
PERFORMANCE MEASUREMENT Arrigo (2015) recognised premium
operating officer, Lindsay Page’s
quality, global reputation, style, design
promotion is a strategic choice for
and uniqueness as some attributes
the company, as he knows the brand
that define critical success factors
inside out, recognising areas for
in the luxury market. Ted Baker’s
improvement. However, the brand
strategies are relevant with these
has been heavily associated with the
factors, for example; reorganising
founder since the beginning, with
their operations in Asia, new product
most looking at Ray Kelvin as the
licence partnerships and new product
real-life Ted Baker. The uniqueness
initiatives. Identifying the company’s
behind the brands design has always
CSF’s is an important part of
been enforced by Kelvin’s influence
improving the probability of success
and involvement in the design
for the organisation, shown through
process. Besides the allegations,
the quantifiable measures in appendix
which he denies, this could pose the
2; key performance indicators.
question: without his contribution, will the brand image remain the same and
As someone who has been in the
will consumers still want to buy from
company 22 years, previously as
the brand as a result?
group finance director and chief
10.
MARKET CONDITIONS Ted Baker attribute the uncertainty of the
Although an attributing factor, the
market as to reasons why the brand’s
3.39% decline in pre-tax profits between
turnover decreased 7.07% in the last
2018 and 2019 could have also been
year. The Office for National Statistics
directly hit by the allegations against
revealed 79,000 retail jobs were lost in
Kelvin, costing the company £17.4m in
the first quarter of 2019 compared with
investigation costs. Additionally, there
the previous quarter, as high-street chains
was an expected loss of £11.8mln
closed stores against a “backdrop of rising
for restructuring businesses in Asia
costs” and a shift to online shopping (Wood
(Bottaro, 2019). Further costs have also
and Makortoff, 2019). Competitors price
included a loss of £2.5m on foreign
reductions have also affected the brand,
exchange rates and another £2.5m of
with stockbroker Peel Hunt (Bottaro, 2019),
product costs after a systems upgrade.
suggesting their “…price architecture has
A write-down in the value of its inventory
become considerably more expensive in
of around £5m also played a part, as
recent years and that collections have
the brand took a “more prudent view on
become too consistent with not enough
aged stock” in Asia and the US (Santi
newness in direction.”
and Whelan, 2019).
Japan’s first Ted Baker store tedsstoreportfolio. squarespace.com (n.d.)
PROJECT DEVELOPMENT
AND CREATIVE PROBLEM SOLVING
The appointment of Lindsay Page has already seen the brand take measures to increase their revenue, developing contingency plans in their global market that would assist in minimising disruption caused by Brexit. Through both stand-alone stores and licensing deals, the company have aligned scenario planning with their long-term strategy; expanding overseas to prevent interference to
Ted Baker Beijing store tedsstoreportfolio.squarespace.com (n.d.)
the company’s performance.
12.
13.
GLOBAL MARKETS Ted Baker has 560 stores and
of the brand’s store and concession
concessions worldwide, comprised of
portfolio in a market with high demand
201 in the UK; 122 in Europe, 130 in
for luxury goods. Department stores are
North America, 98 in the Middle East,
said to be a “dominant force” in luxury
Africa and Asia, and 9 in Australasia
goods distribution in Japan, offering
(Tedbakerplc.com, n.d.). In the group’s
a “fresher, brighter” range of products
latest Interim Results Announcement
and blend of established and emerging
(2019), “rest of the world” retail sales
labels (Muret, 2018). Partnering with
were down 15.2%, excluding the UK,
the retailer will mean a lower risk of
Europe and North America. Taking an
failure, as Sojitz Infinity can use local
emergent strategy approach, the brand
expertise in the department store market
focused on reorganising their market in
to drive long-term growth in Japan.
Japan, appointing Sojitz Infinity Inc. as
Other expansions have also included
its Japanese retail licence partner.
an agreement in China, assigning the rights for the company to be “wholly
Japan is the second largest luxury
owned and formed” by LongGoal and
market in the world, with approximately
Infra-Apparel Group (Singh, 2018). The
€28 billion spent on luxury goods in
joint venture gives them full control of
2017 (Nago, 2019). Licensing with Sojitz
expansion across Mainland China, Hong
Infinity gives the brand instant access
Kong and Macau.
to wider audiences, increasing the size
namedmodels.com (2019)
15.
Inside Chicago’s Ted Baker store tedsstoreportfolio. squarespace.com (n.d.)
The strategy to expand in overseas
could have a positive impact on their
markets generates a wider consumer
pre-tax profit in years to come, when the
base; crucial in the event of an uncertain
strategy has had a chance to enter the
Brexit. It also indicates their current
market.
assets are being used more effectively to generate revenue; increasing their fixed
Nonetheless, the complexities and
asset turnover. Shown in appendix 2,
challenges of the international apparel
this has improved since 2016 and further
business are still prominent. Counterfeit
increased over the last financial year,
and low-quality products pose a threat to
despite recent profit warnings. Their
the luxury market, as they extend brand
operating profit margin for 2019 stood at
penetration, hence dilutes the dream
8.83%; significantly lower than previous
of exception (Kapferer and Bastien,
years, suggesting their recent operations
2012:163). That said, counterfeiting is
are costly. However, the company is
only possible if the brand is considered
investing in areas it expects will improve
highly desirable, suggesting the
its brand and business growth. As a
existence of Ted Baker counterfeits
result, the brand’s new operating model
identifies products in demand.
Queensland, Australia Ted Baker store tedsstoreportfolio. squarespace.com (n.d.)
Regent Street, London Ted Baker store tedsstoreportfolio. squarespace.com (n.d.)
16.
17.
Ted Baker’s licence development has not only been implemented overseas, but also in the UK. A collaboration with Next will see the brand’s childrenswear collections move from department store, Debenhams, to Next’s retail channels in 2020. Next already has a relationship with Ted Baker, selling its brands through its Label business; with sales up 29% in this area in 2018 and a predicted increase of 15% in the year ahead (Next’s annual results for 2018, 2019). Not only is Next performing well but partnering with the company reinforces Ted Baker as an affordable luxury brand, whilst targeting a similar demographic. The company appeals to an audience of men and women in the 18-40-year-old age bracket, similar to Next’s market of 25-45-year olds.
An acquisition which has proved successful for the brand, is their
ACQUISITIONS adoption of No Ordinary Shoes Ltd in 2018. In an agreement with Pentland Group Plc, the company’s footwear licensee since 2001, Ted Baker acquired the issued share capital of No Ordinary Shoes Limited and No Ordinary Shoes USA LLC, bringing their footwear licence in-house (Singh, 2018). At the time, the acquisition was predicated to enhance the company’s earnings and grow their global footwear business. A year on, and their wholesale sales were up 4.0%, driven by the footwear venture (Interim Results Announcement, 2019). Although year on year growth in 2019 is lower than previous years, the footwear acquisition could have been an area Ted Baker did generate revenue from.
Imagery: nextplc. co.uk (n.d.), fashionunited. uk (2018), debanhams.com (n.d.)
18.
19.
OPPORTUNITIES FOR THE TED BAKER BRAND
tedbaker.com (n.d.)
21.
BENCHMARKING A strategy Ted Baker could adopt
established between brands (Varley et
when looking at areas for improvement
al., 2018:118). Luck et al., (2014) cited
is benchmarking. Benchmarking
by Varley et al. (2018:118) explains
is identifying competitors and
how co-branding strategies “can offer
organisations with features or skills
a viable opportunity for luxury brands
in areas that the company does not
to increase their market share, while
currently have, using them to guide
they maintain their market position.”
and influence changes (Granger,
This will also allow Ted Baker to
2012:169).
address new audiences and improve public perception and brand image, by
Competitor AllSaints, reported a rise
attaching positive associations from
in operating profit in the first half of
a partner brand. Designer brands are
this year, after launching a product-
often moved by a desire to expose their
focused strategy. Investments in core fashion segments and the launch of
brand name in a new generation of allsaints.com (n.d.)
pinterest.co.uk (n.d.)
new lifestyle categories contributed to the company’s 1.2% revenue growth
the fastest growing sectors in the retail
(Nazir, 2019). Diversifying innovative
industry, set to grow by over £15bn by
product categories and exploring trends
2020 (Nazir, 2019). Whilst the brand
in consumer behaviour could provide
currently offers perfume and make-up
an opportunity for Ted Baker to build
bags, venturing into make-up products
new revenue streams. One product
would complement the brands range
segment they could explore, is the
and maximise their offering whilst
beauty industry. Beauty is one of
adhering to popular trends.
potential consumers, who as a result, will increasingly aspire to owning more
22.
To do this, the brand could explore
pieces from the high-end collection
co-branding, where two companies join
(Varley et al., 2018:118). Nevertheless,
together to release a range of products.
as collaborative collections are shared
This strategy will enable the company
with another company who have
to reduce the cost of new product
expertise in the beauty industry, there
introduction and increase its gross
is a risk of losing control over the
profit margin, due to synergies
product range.
23.
RIESS
fashionunited.uk, 2019
ADVERTISEMENT Premium brand Reiss reported a sales
experience to focus on the changing
increase of 23.7% in the first half of
consumer decision journey (Varley et
2019, due to launching a range of
al.,2018:300). This could be in the form
marketing initiatives (Bourke, 2019).
of television advertisement, billboards
Their strategy focused on investment
and even social media. The AIDA
in staffing, marketing and design to
model (Strong, 1925, cited by Varley et
improve brand awareness; leading
al., 2018:137) was devised to evaluate
to the advertisement of their AW19
the effectiveness of advertising in
collection campaign on Piccadilly lights.
relation to the consumer decisionmaking process. The model traces
As Ted baker currently do not
how the receiver is taken through four
advertise, the brand must support
stages: attention, interest, desire and
their collections through other
action, shown in appendix 3. By using
alternatives. Given the scale of
effective story-telling techniques and
planned expansion, the brand could
the repetition of messages, Ted Baker
consider investing more money into
can further cement brand positioning,
technology; integrating advertisement
meanings and associations into the
into their business model. At the
consumer psyche; ultimately with the
heart of technology adoption is the
aim to increase engagement and sales
need to embrace consumer centrality
(Varley et al.,2018:137).
and to redesign the omni-channel
24.
Ted Baker’s business model doesn’t have to be new to identify an effective business strategy. Instead, it can be altered to reach
E-COMMERCE
new audiences or discarded. The luxury
and loss (Kapferer and Bastien, 2012:163).
retailer sells produce through third party
Personalisation offers consumers
websites, for example Selfridges and
personalized experiences according to their
Bloomingdales; just some of the places
past actions and preferences. This can be in
they have concessions in. This pushed
the form of size or product recommendations
their e-commerce sales down 2.4% for the
tailored specifically to each person who visits
six months to August 2019, whilst there
the online store. Improving the customer
was growth on the core Ted Baker website
experience on Ted Baker’s website would
(Dines, 2019). This could suggest the brand
connect the luxury of their brick and mortar
needs to focus on making improvements to
stores with their online presence.
unique s r e ff o a r e l T he digita ies to enhance opportunit rsonalization: pe ser vice and lationships, thus re it is about ofit and loss. about pr (Kapfere
)
012:163
stien, 2 r and Ba
their own omnichannel experience. There is also an opportunity for the brand Where the brand targets the 18-40
to incorporate a mobile app to reach their
demographic, they appeal to consumers who
younger demographic. However, although
are becoming more tech-savvy, especially
the online world is a strategic source of
with their online shopping. Recently, Ted
brand building and differentiation within the
Baker invested money into their online
luxury business model, if used as all other
platform, opening a new sales channel
sectors do, it could potentially endanger
for the brand. Nevertheless, this has the
the fragile equilibrium of a luxury brand.
potential to be leveraged, through meeting
Simply, it should connect all the departments
changing customer expectations. The digital
of the company, as they pay attention to
era offers unique opportunities to enhance
digital service enhancement and the digital
service and personalization: it is about
sensory experience (Kapferer and Bastien,
relationships, thus about profit
2012:162).
Imagery: tedbaker.com (n.d.), ted baker instagram (n.d.)
26.
27.
CONCLUSION theguardian.com (2018)
COMMUNICATION STRATEGIES Ray Kelvin’s departure came shortly
The appointment of a designated
after the allegations (of “forced
non-executive director to oversight
hugging” and sexual harassment)
the company’s culture and revamp
were made against him by current
to their HR policies has already
and former employees. Although
been set in place. In exchange, by
the allegations are still under
focusing on a better environment
investigation, this implies a poor
for employees to feel respected and
corporate culture, which could
valued, it will encourage productivity
indicate the company needs to focus
and employees more likely to stay in
on the welfare of the workforce and
the company longer. Externally, it will
build up their ‘enviable reputation’ that
add to Ted Baker’s brand name and
may have been hindered.
identity.
It is evident Ted Baker needs to look
light’ (Varley et al. 2018:120). This
at new strategies for growth, when
coincides with the brands strategies
reflecting on both their company
for expansion, and as well, the
structure and key performance
recommendations for product
indicators. Evidently, their rich
innovation and keeping up with
brand heritage provides a key
today’s technology. Although their
differentiation factor. Part of The
financial ratios reflect no significant
Anatomy of Brand Positioning model
improvements in terms of sales
by Jobber (2010), suggests tradition
growth, the year ahead will measure
and heritage are dimensions that
Page’s strategies set in place this
help ‘define these brands today and
year, and hopefully reveal a better
add value, especially when they are
performing company.
re-interpreted in a contemporary
28.
29.
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Jobber, D. (2010). Principles and Practice of Marketing. Kapferer, J. and Bastien, V. (2012). The Luxury Strategy: Break the Rules of Marketing to Build Luxury Brands. London: Kogan Page, pp.161,162,163.
Arrigo, E. (2015), “The role of the flagship store location in luxury branding. An international exploratory study”, International Journal of Retail & Distribution Management, Vol. 43 No. 6, pp. 518-537.
Kaplan, R.S. and Norton, D.P. (1996) ‘Strategic learning & the balanced scorecard.’ Strategy & Leadership, Vol. 24 (5) pp. 18-24 keks.cat (n.d.). [image] Available at: http://www.keks.cat/picsl/15672/.
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Bottaro, G. (2019). Ted Baker squeezed hard by competitor discounting. [online] Proactiveinvestors UK. Available at: https://www.proactiveinvestors.co.uk/companies/ news/904084/ted-baker-squeezed-hard-by-competitor-discounting-904084.html. Bourke, J. (2019). Reiss enjoys sales rise ahead of Piccadilly Lights campaign. [online] Evening Standard. Available at: https://www.standard.co.uk/business/reiss-enjoys-sales-rise-ahead-ofpiccadilly-lights-campaign-a4220086.html.
Muret, D. (2018). The Japanese luxury market is back on the path to growth. [online] FashionNetwork.com. Available at: https://ww.fashionnetwork.com/news/The-japanese-luxurymarket-is-back-on-the-path-to-growth,997029.html. Nago, M. (2019). Japan’s new-style luxury consumer. [online] Vogue Business. Available at: https://www.voguebusiness.com/consumers/japan-new-luxury-consumer-millennials.
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debenhams.com (n.d.). [image] Available at: https://www.debenhams.com/webapp/wcs/stores/ servlet/prod_55555_10001_240020532405_-1011.
Nazir, S. (2019). AllSaints records 6th consecutive year of sales growth - Retail Gazette. [online] Retail Gazette. Available at: https://www.retailgazette.co.uk/blog/2019/10/allsaints-records-6thconsecutive-year-sales-growth/.
Dines, T. (2019). Ted Baker unfashionable in the extreme. [online] Investorschronicle.co.uk. Available at: https://www.investorschronicle.co.uk/shares/2019/10/03/ted-baker-unfashionable-inthe-extreme/. fashionunited.uk (2019). [image] Available at: https://fashionunited.uk/news/business/reiss-reportsstrong-sales-for-first-half-of-2019/2019082644926. gorgeautiful.com (n.d.). [image] Available at: https://www.gorgeautiful.com/ted-baker-fall-winter2014-2015-take-the-lead-women-lookbook/.
Nazir, S. (2019). Why retailers are attracted to the beauty market - Retail Gazette. [online] Retail Gazette. Available at: https://www.retailgazette.co.uk/blog/2019/11/heres-retailers-venturingbeauty/. Next PLC Results for the Year Ending January 2018. (2018). [ebook] Available at: https:// www.nextplc.co.uk/~/media/%20Files/N/Next-PLC-V2/documents/%20reports-andpresentations/2018/%20Final%20website%20PDF.pdf.
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Granger, M. (2012). Fashion: The Industry and Its Careers. 2nd ed. London: Fairchild Books. p.169
Peterson, P. and Fabozzi, F. (1999). Analysis of Financial Statements. pp.75, 97. pinterest.co.uk (n.d.). [image] Available at: https://www.pinterest.co.uk/pin/56858014031818817/.
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saahub.com (2012). Ted Baker fashion eyewear campaign. [image] Available at: http://saahub. com/2012/10/puppets-for-ted-baker/.
30.
31.
Santi, A. and Whelan, G. (2019). Ted Baker at a turning point without Ray Kelvin. [online] Drapers. Available at: https://www.drapersonline.com/news/ted-baker-at-a-turning-point-without-raykelvin/7034682.article. Singh, P. (2018). Ted Baker acquires No Ordinary Shoes from Pentland, brings footwear licence inhouse. [online] Fashionunited.uk. Available at: https://fashionunited.uk/news/business/ted-bakeracquires-no-ordinary-shoes-from-pentland-brings-footwear-licence-in-house/2018091138784.
APPENDICES Appendix 1: The Balanced Scorecard
Sun, L. (n.d.). Which Organizational Structure is Right for Your Business?. [online] BusinessDictionary.com. Available at: http://www.businessdictionary.com/article/557/whichorganizational-structure-is-right-%20for-your-business/.
FINANCIAL
tedbaker.com (n.d.). [image] Available at: https://www.tedbaker.com/uk/Womens/c/category_ womens.
CUSTOMER
tedbaker.com (n.d.). CHELSYY Buttoned wrap coat. [image] Available at: https://www.tedbaker. com/uk/Womens/Clothing/Jackets-and-Coats/CHELSYY-Buttoned-wrap-coat-Dark-Green/ p/158658-DK-GREEN.
VISION & STRATEGY
INTERNAL PROCESSES
ORGANISATIONAL CAPACITY
tedbaker.com (n.d.). TED’S COAT SHOP. [image] Available at: https://www.tedbaker.com/uk/ Edited/womens-winter-coats-shop?int_cmpid=ww_coat_banner_coat-shop-editorial. tedbakerplc.com (n.d.). Ted’s Timeline. [image] Available at: http://www.tedbakerplc.com/about-us/ teds-timeline. Tedbakerplc.com. (n.d.). Ted Travels Well. [online] Available at: http://www.tedbakerplc.com/brandand-business/ted-travels-well.
Appendix 2: Ted Baker PLC Base data and KPI calculations
Tedbakerplc.com. (n.d.). Ted’s Aim & Strategy. [online] Available at: http://www.tedbakerplc.com/ about-us/teds-aim-and-strategy. tedsstoreportfolio.squarespace.com (n.d.). [image] Available at: http://tedsstoreportfolio. squarespace.com. theguardian.com (2018). [image] Available at: https://www.theguardian.com/commentisfree/2018/ dec/06/ray-kelvin-ted-baker-employees. Varley, R., Roncha, A., Radclyffe-Thomas, N. and Gee, L. (2018). Fashion Management: A Strategic Approach. 1st ed. Macmillan Education UK, pp.118, 120, 137, 300. Whelan, G. (2019). Ted Baker swings to half-year loss. [online] Drapers. Available at: https://www. drapersonline.com/news/latest-news/ted-baker-swings-to-half-year-loss/7037849.article. Wood, Z. and Makortoff, K. (2019). Ted Baker warns on profits amid ‘extremely difficult’ conditions. [online] the Guardian. Available at: https://www.theguardian.com/business/2019/jun/11/ted-bakerwarns-profits-amid-extremely-difficult-conditions.
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Appendix 3: AIDA Model
ATTENTION INTEREST DESIRE ACTION
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