On the back of GP UK’s name change from Flair Leisure, Edward Catchpole, country manager, spoke with Toy World’s John Baulch about his plans for GP UK in the coming years and extending its global footprint.
You’ve been spending time away from the toy and licensing business in recent years – what was it about this role which tempted you to return to the fold?
I joined the business in September, although I had been talking to them for quite a while about how I could help the company on a pan-European and global basis. I have always been interested in roles where I can make a real difference. I worked really closely with Giochi Preziosi during my time with Disney, and I was impressed by the people, the products and the way they conducted business.
GP is one of the last major European toy companies – it is still family owned and run, and it has very distinct and different values to many of the global corporate toy companies. I passionately believe that having strong European toy companies is important for the health of the toy community.
The company’s potential is huge – there is a real opportunity for growth, not just in the UK and Europe, but globally. There is an incredible array of talent within the team, and tremendous heritage across its brands. For example, GP is the largest doll manufacturer in Europe, yet the company has virtually no business in the doll category here in the UK.
GP should undoubtedly be one of the top toy companies in Europe, and should be strengthening its presence across the globe – and I see the UK as a very important stepping stone into the US market. The company is ambitious, and I have been brought in to help them achieve their ambitions. And everything I do here in the UK market will have both a European and global perspective.
GP has an extensive product portfolio – but does it translate across all global territories?
The breadth of brands in the GP portfolio is enormous, but the company has sometimes struggled with focus in the past. What I want to identify is which brands represent the best chance of transforming this business. You have got to have a strategy – there is no empty shelf space at retail. We have to be able to justify why a retailer should give us shelf space, as opposed to one of our competitors.
We have developed a three-year strategic plan, highlighting where we need to focus our investment, resources and people. The essence of everything we do is aspiring to exceed the needs and expectations of our consumers, this is creating value – and maximising value capture to invest back into the business for the future.
To continue reading Edward’s thoughts on GP’s presence in the UK market, the role of licensed ranges in GP’s portfolio, the company’s name change and much more, click here.
