“Better product, better design. It’s that simple.” That was the explanation given by Ted Baker chief executive Ray Kelvin to analysts last week as he unveiled a 12.7% increase in first-half profits.

“Better product, better design. It’s that simple.” That was the explanation given by Ted Baker chief executive Ray Kelvin to analysts last week as he unveiled a 12.7% increase in first-half profits.

If it were really so easy then there would have been fewer downbeat updates from retailers over the past few weeks.

But Ted Baker has so far weathered the storm, testament to the fact that the retailer, under the tutelage of the idiosyncratic Kelvin, has not deviated from its mission to be “no ordinary designer label”.

The numbers speak for themselves: retail sales up 13% on a 6.7% increase in average square footage, UK and European retail sales up 7.8%, and a retail gross margin of 64% – a little down on last year because of more promotions.

While pundits complain about monocultural high streets, Ted Baker has stood out not just with its fashion but through often customised and individualised stores that back up its product statement.

It’s true that Ted Baker is a comparatively small operator in comparison to some of the giants of fashion retail, but that hasn’t stopped it making money for shareholders. The first-half dividend was up 13.5%.

There looks as if there are plenty of opportunities for Ted to carry on growing. Retail sales in the US climbed 74% in the first half, stores will open next year in Beijing and Tokyo and wholesale revenues are on the up.

The retailer expressed the obligatory caution about the outlook, but on past evidence Ted Baker looks as if it has plenty of mileage left, at home and abroad.

The company has maintained its consumer appeal through the depths of the consumer downturn by holding tight onto the values that have sustained growth so far.

Kelvin is often described as quirky, but he’s never been less than deadly serious about building his business.