# data[].attributes.body
Canada Goose designs, manufactures, and retails premium outdoor apparel for men, women, youth, children, and babies and has been a strong brand that has thrived in the luxury outwear niche market within the clothing industry. The company offers a very niche product at the high end of the retail market allowing them a competitive edge through pricing power.

# data[].attributes.body
Advantages

Less competition

Brand loyalty

Best for giving marketing insight

Saving on your marketing money

Disadvantages

Limited growth

# data[].attributes.attachment_link.readable_text
By

Shares of Canada Goose Holdings Inc. soared 9.2% in premarket trade Wednesday, after the Canada-based luxury apparel maker reported fiscal second-quarter earnings and revenue that beat expectations, and boosted its sales growth outlook. Net income rose to C$52.0 million, or 45 cents a share, from C$38.3 million, or 33 cents a share, in the same period a year ago. Excluding non-recurring items, adjusted earnings per share came to 46 cents, above the FactSet consensus of 26 cents. Revenue rose 34% to C$230.3 million, beating the FactSet consensus of C$200.6 million, as wholesale revenue of C$179.9 million topped expectations of C$165.2 million and direct-to-consumer revenue of C$50.4 million was above expectations of C$33.9 million. For fiscal 2019, the company raised its revenue growth outlook to 30% from 20%. The stock has soared 86% year to date through Tuesday, while the S&P 500 has gained 1.8%.
Have breaking news sent to your inbox. Subscribe to MarketWatch's free Bulletin emails. Sign up here.

# data[].attributes.attachment_link.title
Canada Goose's stock soars after earning and revenue beat, raised outlook

# data[].attributes.attachment_link.description
By Shares of Canada Goose Holdings Inc. soared 9.2% in premarket trade Wednesday, after the Canada-based luxury apparel maker reported fiscal second-quarter earnings and revenue that beat expectations, and boosted its sales growth outlook. Net income rose to C$52.0 million, or 45 cents a share, from C$38.3 million, or 33 cents a share, in the same period a year ago.

# data[].attributes.attachment_link.keywords[]
canada goose holdings inc. company description

# data[].attributes.attachment_link.description
Updated key statistics for Canada Goose Holdings Inc. - including goos margins, P/E ratio, valuation, profitability, company description, and other stock analysis data.

# data[].attributes.attachment_link.keywords[]
canada goose holdings inc. swot analysis

# data[].attributes.attachment_link.title
Canada Goose Holdings Inc. [SWOT Analysis] Weighted SWOT Matrix

# data[].attributes.attachment_link.description
Canada Goose Holdings Inc. SWOT Analysis & Matrix provide insight into strategy,internal & external factors.Buy custom Canada Goose Holdings Inc. SWOT analysis $11.Strengths,Weakness Opportunities Threats

# data[].attributes.attachment_link.readable_text
Dani Reiss never wanted to be the CEO of Canada Goose. It was way outside his comfort zone. In fact, no one thought he would be-it was never in the plan for him to take over the family business. "I wanted to be a writer, so this is the last thing I ever thought I would do," Reiss explains, sitting in the brand's Toronto Headquarters after 17 years as CEO of a company valued above $1.7 billion. He spent his early 20s traveling the world, but ran out of cash and needed to earn a couple bucks, so he decided to take some time at Canada Goose. It transformed into a career.

Canada Goose CEO Dani Reiss.
SHOP CANADA GOOSE
"A few months turned into six months, turned into a year, and I ended up staying. I guess I was interviewing myself for the job for the first year without even realizing it." In 2001-four years into his time at the brand, and at the ripe old age of 27-Reiss took over the position of CEO from his father. But by that point he was the leader that Canada Goose needed.

Now, 17 years later, Canada Goose is 61 years old. It's a massive achievement-not just because so few fashion companies make it this far, but also because where Canada Goose is today looks almost nothing like where it started. In 1957, the brand was launched under a different name (Metro Sportswear, which later became Snow Goose, which finally became Canada Goose in the late '90s thanks to a European competitor also called "Snow Goose"), manufacturing products for other brands and offering its jackets to a very narrow customer base. But the product today has the same core as the beginning, there's just (much) more variety. The standard that the brand has held to since the beginning remains intact, and that's the whole game.

"Being a brand means having a reputation," Reiss explains. "Canada Goose is an emotional brand and I think consumers relate to it on an emotional level, especially because warmth and protection from the elements are emotional experiences. People put on a Canada Goose coat, and that creates emotions." That's also what makes a return customer. But it was up to Reiss, when he took over, to attract a whole new range of customers. So that's what he did.

The brand has exploded under Reiss' leadership, but not in the way that brands normally do. "We're very disciplined in how we choose our real estate," he says. "We're not a company that just puts logos on products. And I think a lot of companies do that. We don't have any license deals [with outside manufacturers] that we've signed. A lot of companies get to a certain size and sign 25 license deals; that's how they grow their brand. That's a way to dilute a brand, not grow it."

Instead, Canada Goose locked in its relationship with Hollywood. It opened up a series of very chic stores. Instead of spreading out what "Canada Goose" meant, Reiss made sure that the company made that definition more specific, more special, and ultimately more clear. "I started working here before we were a consumer brand, and we only had 20 styles. Now we have 200 styles, getting into new categories slowly, carefully, making sure we have not diluted ourselves and are staying pure," he says. In the past four years the company has expanded into spring collections and knitwear; each expansion is deliberate and fits squarely within the brand vision.

Reiss is now a seasoned CEO, and he'll talk your ear off about systems management and minute details of running a business that, unless you're knee-deep in the fashion industry, you'll never need (or maybe even want) to understand. But that's what real fashion is. It's not what's on the runway; it's the fulfillment system that broke down for a full year, or the machinery that pumps the right amount of down feathers into the sleeves. It's those pieces that could sink the brand with a hiccup unless a solution is created. "My job evolves. It's different every day, every year," he explains. "If there weren't any problems we wouldn't be in business. Everybody here has to be so versatile and be willing to accept the fact that things are changing. Change is a good thing. It's a constant and it's a good thing." Reiss has seen a lot of change at Canada Goose, so he knows how it helps. But he's also seen what stays the same. And that's the people.

Canada Goose is a family business. The brand was founded by Reiss' grandfather, Sam Tick, who was succeeded by David Reiss, Dani's dad. All the while, Dani Reiss was walking the factory floors and interacting with the employees who were creating the jackets for his dad's company. "There are sewers who have worked here for fifty years. People who my grandfather hired," Dani says. "I remember seeing them when I was a kid."

"I think the most important thing is hiring great people. And giving them the autonomy to create their world and their department in the way that they need to meet the objectives that we mutually agree upon," he says.

Those same people that Reiss recognizes from when he was a kid are likely one of the brand's largest expenses. Other brands in the position of Canada Goose who are looking to expand at the same rate would financially benefit from moving production to a country who could produce their goods less expensively. But Canada Goose's "Made In Canada" doctrine is at its core. Not just because the company is creating local jobs and keeping a close handle on production quality, but also because the brand is exporting Canada itself. "We are an ambassador for our country on a global stage. We're truly a global brand and we export our national brand around the world," Reiss explains. "And that's a higher mission, a little bit. I think everyone at Canada Goose is extremely proud of that. I think it's very powerful that as a company we're able to serve that function."

Canada Goose puts its money where its mouth is, when it comes to enriching its home country. It supports Polar Bears International and operates Canada Goose Resource Centers, where it provides materials to Inuit sewers to craft (and often sell) their creations. These programs in turn enrich Canada Goose through inspiration. "Something about the cold and the permafrost brings out a warmth in people somehow, which is pretty incredible," Reiss says.

It hasn't all been explosive growth, sold-out collaborations, and feel-good summits. But Reiss and the brand face the failures the same way as they face the successes. "I think you just keep on going," Reiss explains. "We've had a lot of missteps. There was a year where we couldn't ship anything on-time, accurate, or complete. We were shipping white jackets instead of black jackets, we were shipping men's styles instead of kid's styles. Just crazy stuff. But we got through the year somehow, we shipped stuff, and people paid us for it."

As a part of its 60th Anniversary celebration last year, Canada Goose released a massive book of photographs both from its archives and created with artists it has worked with in the past. The book, Greatness Is Out There, is a visceral celebration of six decades. And it is also a challenge. "It means 'greatness exists,'" Reiss says, explaining the title. "It does exist; it's possible. And also it's outside of your comfort zone. It's out there. [The title] has that duality to it. I think that greatness is outside of your comfort zone... People, companies, organizations, sports teams: They have to push themselves beyond their comfort zone to achieve true greatness."

# data[].attributes.attachment_link.title
How Canada Goose Went From Outdoors Outfitter to Fashion Force

# data[].attributes.attachment_link.description
Dani Reiss never wanted to be the CEO of Canada Goose. It was way outside his comfort zone. In fact, no one thought he would be-it was never in the plan for him to take over the family business.