Page 19 - December 2020 January 2021

whilst concentrating on the US, which Beagley feels is their largest
opportunity for growth.
“It has been a challenging year but we have two new store
openings set for mid-2021 and we are also seeing a lot of
strength with our wholesale customers and we are working to
build our brand and maximise sales opportunities for them,”
Beagley comments.
Rodd & Gunn are currently working on some very innovative
and exciting packages that are on course to release early next year,
which could really drive the business strongly across all markets.
The strategy is all about experiences through their integrated
lifestyle stores that feature retail and hospitality. “Nothing says brand
experience more than tasting New Zealand food whilst sipping
New Zealand wine and buying our clothes,” explains Beagley.
For a brand with a reach across multiple continents, social
media plays an important role in its growth and marketing strategy.
While they have made excellent progress in this area in recent
times, it remains an important opportunity to be utilised further.
Their current strategy in this area is all about experiences and
e-commerce, and how this can be amplified by its digital programs.
As a brand that is still relatively small, their growth has been
predicated on customer loyalty. Beagley feels that loyalty has been
built through hard yards and doing the right thing by its customers
at all times. He explains that there are no shortcuts in this arena
and that every person in the company understands the importance
of every customer.
“Our ethos is aligned with our values and purpose. Our core
values are about honesty, integrity and loyalty and our purpose is to
make products and create experiences that make our customers
feel great. We try to do this whilst not taking the trodden path and
doing it our way,” says Beagley.
He feels that their core values include not taking the easy
way out and he explains this in terms of expansion. “If we had
been based in the northern hemisphere it would have been far
easier to be successful internationally, but we continue to fight the
tyranny of distance and work hard to try and be successful in all
of our markets.”
While this year has been the most challenging for the business,
at the same time it has been the most exhilarating year in their
history. Through realigning their focus and building a business
strategy that they believe can handle disruption and the shocks as
they come, they are genuinely excited by the current opportunities
and what lies ahead.
DECEMBER 2020 / JANUARY 2021 RETAIL & LEISURE INTERNATIONAL 19