{"id":26722,"date":"2017-11-15T23:00:22","date_gmt":"2017-11-16T04:00:22","guid":{"rendered":"https:\/\/digital.hbs.edu\/platform-rctom\/submission\/duck-duck-goose-why-canada-goose-should-ensure-the-shift-towards-e-commerce-on-the-front-end-drives-digitalization-throughout-the-s"},"modified":"2017-11-15T23:01:31","modified_gmt":"2017-11-16T04:01:31","slug":"duck-duck-goose-why-canada-goose-should-ensure-the-shift-towards-e-commerce-on-the-front-end-drives-digitalization-throughout-its-supply-chain","status":"publish","type":"hck-submission","link":"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/duck-duck-goose-why-canada-goose-should-ensure-the-shift-towards-e-commerce-on-the-front-end-drives-digitalization-throughout-its-supply-chain\/","title":{"rendered":"Duck, Duck, Goose: Why Canada Goose should ensure the shift towards e-commerce on the front-end drives digitalization throughout its supply chain"},"content":{"rendered":"<p>As consumers increasingly prefer to purchase online and directly from brands, Canada Goose is adapting its go-to-market strategy from being a purely wholesale brand towards direct-to-consumer (\u201cDTC\u201d) channels e-commerce capabilities and its own retail stores.<\/p>\n<p><a href=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2017\/11\/CG-Revenue-split-2.jpg\"><img loading=\"lazy\" decoding=\"async\" class=\"size-full wp-image-26830 aligncenter\" src=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2017\/11\/CG-Revenue-split-2.jpg\" alt=\"\" width=\"232\" height=\"178\" \/><\/a><\/p>\n<p style=\"text-align: center\"><a href=\"#_ftn1\" name=\"_ftnref1\">[1]<\/a><\/p>\n<p>DTC creates significant opportunities for Canada Goose by making the brand more accessible, giving the company more control its brand, and expanding margins.<a href=\"#_ftn2\" name=\"_ftnref2\">[2]<\/a> However, If Canada Goose does not concurrently evolve its supply chain with its channel mix it could have significant reverberations throughout a supply chain designed for a wholesale business and have considerable ramifications for the future by inhibiting sales growth and\/or creating excess inventory.<\/p>\n<p><strong><em>Why the shift to DTC has implications for Canada Goose\u2019s supply chain<\/em><\/strong><\/p>\n<p style=\"text-align: center\"><a href=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2017\/11\/Rev-Model-1.jpg\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-26803 aligncenter\" src=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2017\/11\/Rev-Model-1.jpg\" alt=\"\" width=\"493\" height=\"279\" srcset=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2017\/11\/Rev-Model-1.jpg 493w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2017\/11\/Rev-Model-1-300x170.jpg 300w\" sizes=\"auto, (max-width: 493px) 100vw, 493px\" \/><\/a><a href=\"#_ftn3\" name=\"_ftnref3\">[3]<\/a><\/p>\n<p>Under its traditional wholesale model, Canada Goose typically receives orders by March, produces inventory throughout the year, and ships finished goods to retailers ahead of the winter. This revenue model significantly de-risks Canada Goose\u2019s near-term operations by providing very clear visibility into sales, which allows Canada Goose to optimize its supply chain as order quantities are fixed. While retailers may order too much or too little, Canada Goose is effectively insulated from these risks as its demand is fixed.<\/p>\n<p>In contrast, under the DTC model, Canada Goose bears the risks for inaccurately forecasting demand. If Canada Goose incorrectly forecasts volumes, it may be left with excess inventory or miss out on potential sales. Given Canada Goose\u2019s parkas retail at $1,000, excess inventory or foregone sales can rapidly mount. The proliferation in SKUs as the company seeks to expand beyond parkas<a href=\"#_ftn4\" name=\"_ftnref4\">[4]<\/a> further exacerbates these risks.<\/p>\n<p><strong><em>How management is addressing the concern (or not)<\/em><\/strong><\/p>\n<p>As Canada Goose has recently publicly listed and is still growing rapidly, management understandably appears to be much more focused on continuing to expand DTC and other top line initiatives rather than evolving the company\u2019s supply chain. Nonetheless, management\u2019s belief in the advantages of a flexible supply chain<a href=\"#_ftn5\" name=\"_ftnref5\">[5]<\/a> and desire to increase the proportion of in-house manufacturing<a href=\"#_ftn6\" name=\"_ftnref6\">[6]<\/a> indicates the company is taking some steps to address supply chain concerns in the short-term.<\/p>\n<p>Over the medium term, management has made clear that it intends to harness the wealth of data generated by DTC sales, but they have acknowledged they are very much in the early stages of this process and, notwithstanding, their intentions also appear to be more focused on using this data predominantly for consumer facing marketing initiatives rather than for optimizing Canada Goose\u2019s supply chain.<a href=\"#_ftn7\" name=\"_ftnref7\">[7]<\/a><\/p>\n<p><strong><em>Recommended supply chain initiatives <\/em><\/strong><\/p>\n<p>While management continues to build Canada Goose\u2019s DTC business, it would be prudent to simultaneously also take some additional steps to concurrently evolve Canada Goose\u2019s supply chain. For example, in the short-term, the organization should seek to become a true omni-channel business by increasing integration across channels rather than treating its e-commerce sites and brick-and-mortar stores like external wholesale customers, which results in inventory being stuck in a channel rather than finding its way to the consumer.<a href=\"#_ftn8\" name=\"_ftnref8\">[8]<\/a><\/p>\n<p>Over the medium term, the overarching goal for management should be to increase the overall flexibility of Canada Goose\u2019s supply chain to better serve the needs of customers. Rather than producing inventory over the course of 12 months, Canada Goose should take a leaf out of the books of fast fashion players and try to be more responsive to customer demand. Instead of a plethora of items being marked as \u201csold out\u201d on the website, customers should be able to place orders.<a href=\"#_ftn9\" name=\"_ftnref9\">[9]<\/a> Focusing on increasing flexibility could also encompass other initiatives that could drive sales growth, such as enabling some customization\/personalization of products and being able to more readily fulfil spikes in demand due to particularly adverse weather conditions.<\/p>\n<p><strong><em>Big picture trade-offs<\/em><\/strong><\/p>\n<p>A fast-growing company like Canada Goose has the enviable problem of having multiple attractive initiatives and the benefits of longer-term initiatives may not seem readily apparent. However, supply chains do not evolve overnight and it would arguably be easier for organization to gradually implement changes now. Given the highly seasonal nature of Canada Goose\u2019s business, an execution misstep will only manifest itself during the key winter months, which would have considerable consequences on overall business performance \u2013 a risk that will only get bigger for a company growing at 50% per year.<a href=\"#_ftn10\" name=\"_ftnref10\">[10]<\/a><\/p>\n<p>However, fashion is inherently irrational \u2013 is there a risk in being too responsive to customers? If products are readily available, will the brand still continue to generate allure?<\/p>\n<p>(724 words)<\/p>\n<p>&nbsp;<\/p>\n<p><a href=\"#_ftnref1\" name=\"_ftn1\">[1]<\/a> Canada Goose Holdings Inc., 2017 Investor Presentation, p26 [https:\/\/s21.q4cdn.com\/699882010\/files\/doc_presentations\/2017\/10\/Canada-Goose-Investor-Handout.pdf], accessed November 2017<\/p>\n<p><a href=\"#_ftnref2\" name=\"_ftn2\">[2]<\/a> Any jacket sold through the DTC channel provides 2-4x greater contribution to operating income than through the wholesale channel. Canada Goose Holdings Inc., March 2017 prospectus for C$340 million of subordinate voting shares, p. 81 [http:\/\/d18rn0p25nwr6d.cloudfront.net\/CIK-0001690511\/0e519e5a-d14a-4200-86d1-73a1cb2eab6e.pdf], accessed November 2017<\/p>\n<p><a href=\"#_ftnref3\" name=\"_ftn3\">[3]<\/a> Canada Goose Holdings Inc., 2017 Investor Presentation, p28 [https:\/\/s21.q4cdn.com\/699882010\/files\/doc_presentations\/2017\/10\/Canada-Goose-Investor-Handout.pdf], accessed November 2017<\/p>\n<p><a href=\"#_ftnref4\" name=\"_ftn4\">[4]<\/a> Canada Goose Holdings Inc., 2017 Investor Presentation, p4 [https:\/\/s21.q4cdn.com\/699882010\/files\/doc_presentations\/2017\/10\/Canada-Goose-Investor-Handout.pdf], accessed November 2017<\/p>\n<p><a href=\"#_ftnref5\" name=\"_ftn5\">[5]<\/a> Canada Goose Holdings Inc., March 2017 prospectus for C$340 million of subordinate voting shares, p. 78 [http:\/\/d18rn0p25nwr6d.cloudfront.net\/CIK-0001690511\/0e519e5a-d14a-4200-86d1-73a1cb2eab6e.pdf], accessed November 2017<\/p>\n<p><a href=\"#_ftnref6\" name=\"_ftn6\">[6]<\/a> Canada Goose Holdings Inc., 2017 Investor Presentation, p30 [https:\/\/s21.q4cdn.com\/699882010\/files\/doc_presentations\/2017\/10\/Canada-Goose-Investor-Handout.pdf], accessed November 2017<\/p>\n<p><a href=\"#_ftnref7\" name=\"_ftn7\">[7]<\/a> Credit Suisse, \u201cCanada Goose Spreads Global Warmth\u201d, June 7, 2017<\/p>\n<p><a href=\"#_ftnref8\" name=\"_ftn8\">[8]<\/a> Interview with Canada Goose employee, November 13, 2017<\/p>\n<p><a href=\"#_ftnref9\" name=\"_ftn9\">[9]<\/a> Based on various website visits to www.canadagoose.com from October 2015 to November 2017<\/p>\n<p><a href=\"#_ftnref10\" name=\"_ftn10\">[10]<\/a> Canada Goose Holdings Inc., 2017 Investor Presentation, p3 [https:\/\/s21.q4cdn.com\/699882010\/files\/doc_presentations\/2017\/10\/Canada-Goose-Investor-Handout.pdf], accessed November 2017<\/p>\n","protected":false},"excerpt":{"rendered":"<p>As Canada Goose has grown exponentially in recent years it has shifted towards a direct-to-consumer model, but is its supply chain stuck in the wholesale era? <\/p>\n","protected":false},"author":9792,"featured_media":26863,"comment_status":"open","ping_status":"closed","template":"","categories":[114,219,15,912],"class_list":["post-26722","hck-submission","type-hck-submission","status-publish","has-post-thumbnail","hentry","category-apparel","category-ecommerce","category-fashion","category-luxury-retail","hck-taxonomy-organization-canada-goose","hck-taxonomy-industry-apparel-and-accessories","hck-taxonomy-country-canada"],"connected_submission_link":"https:\/\/d3.harvard.edu\/platform-rctom\/assignment\/rc-tom-challenge-2017\/","yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - 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