Then and now: Chris Lambert
Every edition Ragtrader catches up with a previously profiled brand to see how it has evolved in the intervening period. Here Belinda Smart talks to Chris Lambert, general manager of Russell Athletic Australia.
Company: Russell Athletic Australia
General manager: Chris Lambert
How has Russell Athletic evolved in the past five years?
It has evolved from a very basic, masculine and license-based property driven background to a more balanced consumer brand that is on-trend, encompasses both genders and offers quality product, from everyday basics through to sport lifestyle, covering entry to premium price points.
What were the key challenges for the company five years ago and what are they now?
Finding a way forward was a big hurdle, with a struggling brand and a confusing array of segments in a highly competitive environment. Now we're resourcing for the growth we're achieving and trading as profitably as possible with our large customers.
What were the company's ranges like five years ago and how have they changed?
We used to run huge volume fleece programs with a large 'USA' graphic on imported blanks. We also carried a licensed range of four AFL teams (Lions, Crows, Kangaroos, Dockers) - and one NBL team, as well as being the official licensee and supplier to the Australian Open tennis event. Now we offer branded (no licenses) ranges of quality, on trend sporting and sports lifestyle ranges.
We sell in three seasons; winter, summer and second summer, as well as developing numerous exclusive key account programs. We create three capsules per gender per season; one essentials capsule and two sport lifestyle capsules. Each seasonal range carries roughly 100 styles (including accessories) with multiple colours per style.
How has your wholesale business changed over the past half decade?
We have grown from around 300 accounts to roughly double that. Our success has come from growing well with major accounts like Rebel, then over time other retailers have come on board progressively. Product development and a large marketing investment have played a strong part in building our brand equity and sales.
How has the retail climate changed in your sector?
The biggest impact on the sporting goods industry has been Rebel's Harvey Norman-led processes. They've stepped up their systems, processes and reporting to lead the way. More recently private equity firm Archer Capital acquired three of the largest sporting goods stores; Rebel, A Mart and Rowe & Jarman, to create a dominant sport retailing group.
What was the company's most significant achievement of the past five years?
Successfully vindicating our strategy of replacing substantial licensed and off-price business with full-priced, quality branded business. To give up a lot of revenue to go another path was a risk, but we've achieved better than our vision.
By Belinda Smart