Then and Now: Robert Morris

Every edition Ragtrader takes stock of a previously profiled brand to see how it has evolved over a five year period. This issue Tracey Porter caught up with Robert Morris, marketing director at suiting label Berkley Apparel.

Company: Berkley Apparel
Marketing director: Robert Morris

What were the key issues or challenges for your company five years ago? What are they now?
Five years ago we were faced with decisions regarding local manufacturing and importing. Last year, after 100 years of local manufacturing, we ceased all local production and swung into full-import range from high quality Chinese manufacturers. The major challenge that we face today is inventory management and matching supply to demand.

What was the range like five years ago? And now?
The scope and depth of our tailored clothing range hasn't change much, but the way we serve the market has changed significantly. Studio Italia suits have evolved into a seven-day dressing concept, which we call 'business/social'.

How many stores/wholesale accounts did you have five years ago?

Five years ago our business was dominated by large players, department stores and specialty chain stores. Today the situation is very different. We now have an exclusive distribution agreement at department store level with David Jones. We also serve around 250 specialty stores throughout Australia and New Zealand. Our regional business has grown significantly since we swung into lower-cost imported garments.

What was the retail climate like for your business five years ago? How has it changed?
The retail climate over the past five years has changed dramatically. Ten years of economic growth under Costello and Howard compared with the new incumbents is like comparing apples to oranges. We much prefer the apples.

What was your approach to marketing and promotions five years ago? What is it now?
Our marketing approach has changed dramatically over the last five years due to the following factors; changes in communication technology; consumers shift and preference for brand names; consumer polarisation between the wealthy and the not-so-wealthy; and repositioning of our Studio Italia brand due to lower cost Chinese manufacturing.

What was your approach to staff training five years ago? How has it changed?
We see communicating our brand strategy to our staff as crucial to our success.

How many staff did you employ five years ago? And now?
Five years ago we had 300 employees due to local manufacturing. Today we have 20 employees.

What has been the worst experience of the past five years?
Unfortunately having to close our local manufacturing facility.

What was your greatest moment/most significant development in the past five years?
Our 100-year birthday celebration last year is our greatest moment to date.

By Tracey Porter