Design Group

Introduction

Introduction from
Paul Bal

We are very pleased with what has been delivered in the period, testament to the hard work across the Group with colleagues increasingly working together to achieve our goals. Thanks to this, we are able to report a strong start to delivering continued margin and profit growth this year. Cash delivery during this period has also been beyond our original expectations. Alongside these significant achievements, we are making good progress in realising our stated aspiration to return the Group to pre-Covid-19 adjusted operating profit margins by 31 March 2025. Our achievement over this period is all the more commendable as it has been reached during a time when consumer demand is under pressure from a number of external forces, which is reflected in lower customer orders.

As reported in June, we have experienced lower order quantities since early 2023 in our Everyday categories and products. Since then, as announced in our trading update, we have seen lower quantities being ordered for the forthcoming seasons, especially Christmas. Further, we have experienced some reversal in the seasonality shifts seen last year when customers had accelerated their ordering following the supply chain disruption of mid-2021, meaning that some sales have returned to the second half of our financial year. The combination of these factors, along with tender gains and losses and favourable currency movements has resulted in an almost net 15% reduction in revenue during the period. The decline occurred primarily in the DG Americas division, while our businesses in continental Europe drove the DG International division to overall revenue growth.


Paul Bal

Chief Executive Officer

Design Group

Results Highlights

HY2024 Results

• Adjusted operating profit up 26% to $38.2 million

• Margin up 270 bps to 8.6%

• Revenue down on lower demand and phasing

• Net debt significantly reduced

Strategy

• Margin recovery FY2025 aspiration (4.5%+) on-track

• New growth-focused strategy underway

• FY2027 aspirations set out: sales $900 million and 6%+ adjusted operating margin

FY2024 Outlook

• Bank facilities to June 2026

• Continued uncertainty over consumer demand

• Remain confident of FY margin and profit growth

• Cash delivery above plan

Design Group

Financial Summary

Design Group

Our Strengths

Relationships – with the biggest global retailers

• Consistently serving household names through recent global challenges, and now the “cost of living crisis”

• Continued demand for our products

• Top 20 customers: 67% of revenues, at $296m

• Walmart ‘Giga-Guru’ status for carbon reduction

Scale – the largest player in the industry

• Substantial barriers to entry

• 35% of revenue in-house manufactured provides flexible service options

• Giftwrap printing platform being supplemented with a bag manufacturing platform

• More scope to leverage greater efficiency

• Nearly 1.4 billion units of product sold annually

Innovation – at our core

• The Eco NatureTM range is gaining traction in the UK

• Embracing sustainability with continued development of “shrink-free” solutions e.g. SmartwrapTM

• Design Group brands are 35% of revenue (HY2023 31%)

• Value in our licences (e.g. Disney®, Star Wars®, Barbie®) and our brands (Tom Smith®, Anker Play Products®)

Diverse revenue streams

• Everyday and minor season products are 50% of revenues (HY2023 50%)

• Americas market provides 69% of revenue (HY2023 75%)

 

 

Design Group

Our Strategy

Our Strategic Priorities

Strategic

• Adopt clearer category architecture and product portfolios, leveraging adjacent categories and product-groups

• Widen our customer base, especially in Europe, whilst further developing business with existing customers through wider ranges

• Develop a single-enterprise culture to integrate and simplify further, and better leverage resources and capabilities

• Further entry into Value, Discounter and Club channels

• Improving segmentation of our customers and service levels and route-to-market

• Cost optimisation in manufacturing through site rationalisation and leveraging best practice

Adaptive

• Continue investing in design and development of on-trend products to create unique selling propositions

• Identifying our key brands and further licencing opportunities that best support more premiumisation

• Improving segmentation of our offers and service levels to enable more targeted solutions at different value propositions

• Better adoption of social-media and e- commerce to engage, market and sell to wider audiences

• Adapting our structures and processes in response to increased centralised sourcing by some of our global customers

Dependable

• Embarking on further near-shoring opportunities to de-risk our current supply chains, finding solutions that offer more sustainable options

• Continue to develop and sell more sustainable products, including full roll-out of Smartwrap, and gaining further distribution of our Eco-Nature range

• Develop more sustainable transportation solutions for road and sea-freight

 

Strong

• Strengthening our sales and account management skills to better serve our customers, including the provision of insights

• Developing our category management skills to improve the presentation of our assortments to the consumer at retail, helping them to better navigate our offers

• Re-designing our organisations to simplify their operations, improve that business’s effectiveness, as well as raising its efficiency to become more competitive and more sustainable, both at a local as well as overall Group level

Collaborative

• Digitise and standardise our intellectual property management processes across the Group to more effectively share and exploit the Group’s intellectual property

• Establish a Group-wide approach to sourcing

• Improving our level of knowledge in the areas of e-commerce, data-analysis, category management and selling skills

• Investing in the continued development of our teams, especially in the commercial arena, leveraging a variety of tools and approaches

Informed

• Consolidating our current fragmented ERP landscapes within each business

• Developing improved, deeper market insights to inform our focus and decision-making

• Leverage experience, expertise and best-practise from across the Group to fine-tune our business processes to make them more effective and efficient

• Strengthening our key account contact teams, and better reflect the increasingly globalised approach of our biggest.