Agreed to above, but as I don't have the actuals I can only guess..
Looking over the numbers, it doesn't look like manufacturing, the product or product cost is the issue.
Where I'm going is operational efficiency is one problem. Marketing seems to be another.
I don't begrudge a higher paid exec, if he's adding value, but What I can't get my head round the marketing departments £12m figure and rationalising that to decisions on advertising spend, product promotion and feeding back to the company results of market research...especially when so many modellers, retailers and even industry publishers have voiced their frustrations here..it's obviously a problem...
Sales and Marketing are the deliverers of a companies lifeblood...Money. Bringing in sales is the measure of success..the results they are paid for.
Results are the equation of Skills + Activity.
It is clear the figures haven't delivered. The next step is to look at Activity..and given the negative feedback across the industry this too seems to be a problem, there's only 1 angle left in this triangle.. That's skill...are the sales and marketing people truly inline with the hobby or generic sales /marketing professionals or is it just outsourced consulting ?
It's worth pointing out, that until a few years ago, the person occupying this role was a industry respected individual with decades of experience and in every sense a passionate enthusiast. It feels to me there's a huge gap been left since his departure and trying to fill that gap with cash isn't necessarily the answer.
Operationally in my industry, a headcount to revenue ratio is approx 15x average salary.
Transpose that ratio to Hornby, 230 staff costing the company £11mn should support a company with revenues of £165mn.. Not £55m.
That is why I conclude Hornby is in some measure a company sized to operate based on past glories.
It's got some hard decisions to make across the board, as long as it has support of its shareholders they can pull through, but it's time to recognise Charles darwin's theory that the ability to survive isn't by being the largest or the strongest, but the one with the best ability to adapt to change...
That starting point has to be their customer and understanding their needs. It could also take a look at how their competitors are doing things and finally understand how the market has changed around them and look how they can best adapt to serve it...
It's not hard... By understanding a customer demand, recognising what competitors are doing and looking at what's popular we the customers have successfully been offered a 4TC to join our class 33/1 and class 71s... We're also on the verge of a 009 revolution by several manufacturers... Whilst we gripe about price, ultimately if just enough will buy to make it financially viable then that's sales and marketing at its best. That brings results and ultimately sustains a larger business.