[ CASE STUDY ] END. Clothing

END. Clothing (END.) is a British retailer known for its curated selection of high-end streetwear, contemporary fashion, and exclusive collaborations.

Founded in 2005 in Newcastle upon Tyne, END. has grown into a prominent global online retailer with brick-and-mortar stores across London, Newcastle, Manchester and Glasgow. END. offers a diverse range of products, from trainers and apparel to accessories, catering to those seeking the latest trends and limited-edition items. The company is recognised for its commitment to quality, innovative designs, and exceptional customer service, making it a go-to destination for fashion-forward individuals. Milan is the latest store to open in early 2024, further building their brand identity across Europe, with sales coming through its e-commerce channel and over 60% of orders from outside the UK.

END.’s key objectives are to remain authentic to customers and industry partners and true to who they are. All business decisions are made with the customer in mind so the company can continue discovering the latest brands and finding unique trends to support the community with new products. This is underpinned by the initial passion END. began with almost 20 years ago.

The Challenge

END. has experienced rapid growth in recent years and recognised the need to upgrade its technology stack and processes. The previous systems showed inefficiencies and struggled to adapt to evolving business needs. The new focus is on creating scalable and stable technology that addresses areas that were previously not a priority.

The pre-existing systems had been heavily customised during growth, with changes and additions being made on an ad-hoc basis without a clear view of the wider business processes and the implications of the changes. This complicated gaining accurate business metrics and prevented END. from achieving a single version of the truth, having disparate systems with different information.

Global growth is a key priority for END., which started as a UK-centric business and is now achieving the majority of sales overseas. Therefore, reducing friction in serving international markets is crucial, with current process and technology limitations posing barriers. Building the right foundation is essential for supporting growth and encouraging adaptability.

There are two elements to END.’s transformation goals: a data strategy and relaunching ERP systems.

Find out how Hitachi Solutions Europe can support your retail organisation in its data and digital transformation journey, read more here.