March 14, 2019

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Superdry rejects co-founder Dunkerton’s ‘supercharging’ plan

Julian Dunkerton Image copyright

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Julian Dunkerton

Superdry has rejected a enterprise plan proposed by its co-founder Julian Dunkerton and urged shareholders to not permit him again on the board.

Mr Dunkerton stepped down from the board a 12 months in the past since when the shares had misplaced 70% of their worth.

Now he has demanded to be reappointed and has revealed a plan – “Supercharging Superdry”.

However, in a blunt assertion Superdry mentioned his return, ‘in any capability, could be extraordinarily damaging’.

Its official assertion simply launched, says: “The Board unanimously believes that Mr Dunkerton’s return to the company, in any capacity, would be extremely damaging to the company and its prospects.” It provides the plan has “no clear articulation of the proposed strategy or action plan”.

The assertion makes use of capital letters and underscoring to induce shareholders to “VOTE AGAINST” a movement at a normal assembly on 2 April appointing Mr Dunkerton to the board together with Peter Williams, chairman of on-line retailer Boohoo.

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Declining fortunes

Mr Dunkerton and James Holden based Superdry from a small stall in Cheltenham market 16 years in the past.

Mr Holden left the corporate in 2016 and Mr Dunkerton stepped down final 12 months citing “other demands on his time”, though extra not too long ago he blamed “my fundamental disagreement” with the corporate’s technique.

Mr Dunkerton is the corporate’s largest shareholder with 18%. He and Mr Holder have a mixed stake of 28.5%.

Since Mr Dunkerton’s departure Superdry’s fortunes have declined. In December it issued a revenue warning, and this month the corporate introduced it might minimize as much as 200 jobs.

  • Don’t come again, Superdry tells founder
  • What went mistaken at Superdry?

Mr Dunkerton criticised the retailer’s “misguided strategy” – together with a discount in inventory each in shops and on-line – which he claimed he had all the time predicted would fail, and has arrange a web site Save Superdry.

On it he launched his enterprise plan saying Superdry had undergone a “dramatic shift from being a design-led business with innovative creative input, a strong brand identity and an innate understanding of the customer, to follow a misguided consultant-led business model”

Superdry mentioned that its fall in income had been attributable to unseasonably heat climate and difficult competitors from discounters.

In his enterprise plan Mr Dunkerton mentioned “The weather isn’t the issue, the strategy is.”

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