RipCurl has been operating in the surf industry in Australia since 1969. Over the years, the company has continually adapted and improved its operational strategies to meet the ever-changing demands of consumers and ensuring they are still “sticking to their grass roots”. Through a combination of a strong company visions and well-founded operational strategies, they have given themselves a sustainable competitive advantage against large-player competitors such as Mambo, Billabong, Rusty and Quicksilver. Many of these strategies implemented relate to quality, dependability, flexibility, speed and cost and the methods the company has utilised to reduce costs and improve efficiency.
This business report aims at highlighting the importance and relevance of business operational strategies in the success of RipCurl, a clothing company that is known for selling surfwear and accessories all across the world. In 2013 the company generated total revenue of $401,696,000 including sales and other revenue. And had 635 employees in Australia including employees from all firms under the company's control.
Rip Curl is perceived as good quality and consumers who buy Rip Curl products expect a certain level of quality. In managing the quality of products, a good relationship with suppliers is essential. It is important for Rip Curl to trust their supplier, for example if a problem arises, a quick resolution can be reached with the supplier. The strategies of trust and flexibility are used to achieve this. A ‘Sweat Test’ is the strategy used to manage the quality, testing how effectively the T-shirts absorb perspiration. Sewing of the garment is the next step, it’s carefully checked against a particular specification sheet and then finally a quality check on the print is carried out.
Focusing on the brand qualities also requires flexibility; a strategy Rip Curl took to...