Burberry - Brand identity and artification analysisAda Di Matteo
The brand identity analysis is carried out by means of Kapferer's Brand Identity Prism. As many other luxury brands, Burberry is engaged in a process of artification (transformation of non-art into art). An analysis of the brand's art initiatives follows.
Burberry - Brand identity and artification analysisAda Di Matteo
The brand identity analysis is carried out by means of Kapferer's Brand Identity Prism. As many other luxury brands, Burberry is engaged in a process of artification (transformation of non-art into art). An analysis of the brand's art initiatives follows.
Describe Burberry business Model with the brand management highlights based on the paper "The Burberry business model: creating an international luxury fashion brand by:Christopher M. Moore and Grete Birtwistle"
Burberry group PLC is one of the leading manufacturers of high-end luxury goods. They specialize in selling outwear, accessories, fragrance, clothing for women, men and children. The iconic checkered or tartan pattern of Burberry is a distinctive style adopted by the company. Originally founded in 1856 and was bought by Great Universal stores PLC in 1955 (Phan, Thomas and Heine, 2011). Company has managed to sustain and thrive. In 2006, Angela Ahrendts took over the company from Rose Bravo. She brought in a number of innovative marketing strategies of the company. During Angela Ahrendts a “Multi Dimensional strategy” was adopted in order to make sales. According to a 2013 report net asset value of Burberry was estimated to be 4.34 Billion (Johansson, 2014). In 2014 Christopher Bailey Took over the company and has been presiding over the company as CEO (Ward, and Dahl, 2014). The thorough marketing and brand strategy made by Burberry is explained in detail in the following.
Luxury brands have always been a fascinating sector and luxury brand marketing one of the most complicated disciplines.
Packaged as the 8 P’s of luxury brand marketing, this article attempts to bring together the elements and interplay between the principles that are employed in the luxury brand marketing mix.
Propuesta de Plan de Marketing elaborada para una agencia de publicidad que lleva la promoción de los centros de Primark en España. Trabajo elaborado junto a mi compañero del IE - Carlos Morales (@cmorales)
Technology, Service Innovation and Intrapreneurship in the Retail IndustryJvrena Whitehall
In an age of digital transformation, traditional brick and mortar retail establishments have not feared well competing with pop-up eCommerce outlets.
This presentation provides an overview of how Angela Ahrendts, who I describe as an intrapreneurial leader, transformed the luxury brand, Burberry, to meets today's market needs without disrupting its underlying DNA, through service innovation and technology.
*An Intrapreneurial leader ignites the imagination of their team, work with them intensely, enable them to perform and provide support.
Describe Burberry business Model with the brand management highlights based on the paper "The Burberry business model: creating an international luxury fashion brand by:Christopher M. Moore and Grete Birtwistle"
Burberry group PLC is one of the leading manufacturers of high-end luxury goods. They specialize in selling outwear, accessories, fragrance, clothing for women, men and children. The iconic checkered or tartan pattern of Burberry is a distinctive style adopted by the company. Originally founded in 1856 and was bought by Great Universal stores PLC in 1955 (Phan, Thomas and Heine, 2011). Company has managed to sustain and thrive. In 2006, Angela Ahrendts took over the company from Rose Bravo. She brought in a number of innovative marketing strategies of the company. During Angela Ahrendts a “Multi Dimensional strategy” was adopted in order to make sales. According to a 2013 report net asset value of Burberry was estimated to be 4.34 Billion (Johansson, 2014). In 2014 Christopher Bailey Took over the company and has been presiding over the company as CEO (Ward, and Dahl, 2014). The thorough marketing and brand strategy made by Burberry is explained in detail in the following.
Luxury brands have always been a fascinating sector and luxury brand marketing one of the most complicated disciplines.
Packaged as the 8 P’s of luxury brand marketing, this article attempts to bring together the elements and interplay between the principles that are employed in the luxury brand marketing mix.
Propuesta de Plan de Marketing elaborada para una agencia de publicidad que lleva la promoción de los centros de Primark en España. Trabajo elaborado junto a mi compañero del IE - Carlos Morales (@cmorales)
Technology, Service Innovation and Intrapreneurship in the Retail IndustryJvrena Whitehall
In an age of digital transformation, traditional brick and mortar retail establishments have not feared well competing with pop-up eCommerce outlets.
This presentation provides an overview of how Angela Ahrendts, who I describe as an intrapreneurial leader, transformed the luxury brand, Burberry, to meets today's market needs without disrupting its underlying DNA, through service innovation and technology.
*An Intrapreneurial leader ignites the imagination of their team, work with them intensely, enable them to perform and provide support.
The third of my guides on brands, this focuses on a brand's architecture. Here, I discuss how brand strategy, brand culture, and the brand communication which flows from them, are the building blocks of a brand's architecture with examples.
Digital Leadership: An interview with Angela AhrendtsCapgemini
From in-store iPads and streaming media to its strong back-end infrastructure, Burberry has become a forerunner in adopting digital technologies to connect its channels, creating a new, rich brand experience for consumers. The digital transformation of this 156-year-old British icon began six years ago when fashion-industry veteran Angela Ahrendts, became Chief Executive Officer. Although she did not have an IT background, Angela has tenaciously led a digital transformation that has established the company as probably the most digital luxury brand in the world.
How to build your brand through great customer experienceBrandworkz
These slides are from our latest webinar, 'How to build your brand through great customer experience'. We look at the key elements of brand and customer experience as well as examine how brand management and digital asset management software can help enhance your brand and customer experience.
The Retail Insider Digital Retail Innovations report highlights some of the most interesting technological developments which are taking place in the retail sector.
The report contains 50 top innovations from the UK & Ireland and 10 from the rest of the world
Corantor is a hi-tech global company with a traditionally low profile. Until recently, if you asked anyone if he knew the corantor brand name, the like hood was that he would say yes. However, he might not have known what Corantor provides in the way of its total product range, and might have associated the brand name and company with traditional technology.
The "Let's Make Things Better" global brand campaign has raised the corantor profile, and provided it with a more focused and distinctive personality.
From your point of view, what did corantor do to build its strong Brand and be well known by every one?
Not every product is a Brand. And your company has a lot of products to sell. Tell a success story from inside your company about turning, building, re-launching a brand what are the steps that were used towards this brand, or launch a new brand in to the market. And mention from your point of view and with understanding of the branding cycle what is/are the thing(s) that your company were missing that made this brand failing in the market, and what was the problem, and how did your company do to re-brand or re-launch it and made it a successful brand and be able to compete successfully in the market.
The debate about which to brand first the company or its brands, from your point of view supported by examples which comes first and why.
Also, tell us about your company and its Brands.
What did your company do to brand itself and what did it do to brand its products, and what are the positive things and negative things for branding itself first and if branding its products first.
2. Brand Performance
In spite of many licensing deals and manufacturing inconsistencies until the 1990s an initial
revamping effort by then Chief Executive, Rose Marie Bravo, carried Burberry’s revenues
to £740 million by 2006.
The brands biggest challenges were those licensing deals(23 of them) that diluted the
image and quality of Burberry as well lots being a brand that was infamous for being
counterfeited and associated with gangs and drug trading.
Burberry’s Iconic
Tartan Pattern
3. Burberry’s History
The company was established in Basingstoke, England in 1856 by Thomas Burberry through his
outerwear shop focusing on his patented gabardine fabric. They are credited with inventing the
trench coat.
4. 1. The case talks about a multi-
dimensional strategy for Burberry? What
does that mean?
● “One brand, One Company”
○ One of the first goals was to unify Burberry’s branding
● Focus on the Core
○ Focus on what made Burberry strong
● Improved Organizational Structure
○ Streamlining the organization
● Embrace New Technology
○ Burberry is a digital media company
5. A “One Brand, One Company” mindset
Angela Ahrendts(the outgoing CEO) and Chris Bailey’s(incoming CEO) focus was around
steering the company towards what was best for the brand over anything else. This
created a cult-like culture.
The design and marketing of Burberry even down to the types of models and music
played all emphasized the “Britishness” of the Brand.
7. Focus on the Core
Burberry focused back on what made their brand strong. Their gabardine trench coat.
They reduced product variety and ensured they had a top-of-the-line replenishment
system.
Through this, customers would always be to buy their best selling item when they came
in-store to shop. Additionally, they also realize some of these items were their most
profitable.
8. Improved Organizational Structure
They added regional chief executive officers, amongst many other specialized positions,
to overlook regional areas rather than each country reporting to management.
Previously, the product lines of outlets in different countries were highly varied because
of the poor structure.
They realized that the younger generation who was a considerable portion of their staff
and could contribute to their future growth. A strategic innovation council for the
younger generation’s voice and a strategic executive council for those who were more
experienced was an additional measure towards improving the collaboration in the
company.
12. 2a. Burberry's products are
divided into four categories
excluding the beauty
category, what are they?
1. Accessories
2. Women’s apparel
3. Men’s apparel
4. Children’s apparel
13. 2b. How does Burberry manage design,
product development and merchandising
and planning?
● Design
○ Each of the labels has a dedicated design team
● Product development
○ Teams handle tasks likes sourcing raw materials for prototypes and final
products, interacting with suppliers, and planning seasonal development cycles
● Merchandising and planning
○ Merchandising, planning, and supply-chain teams create a focused, marketable
product assortment, forecast demand and negotiate with suppliers
14. 3. Was the current strategy the right one to
lead Burberry into the next 150 years or so?
Should they stay on their current positioning
or should they reposition?
We believe that the HBR article encompasses a viable marketing and growth strategy for the
next 10-15 years, but can’t say it will be the case for the next 150 years. As the physical retail
presence of retailers and their digital presence begin to “blur”, we feel Burberry is well
positioned in the luxury category. Additionally, Ahrendts is confident that Burberry’s chief
creative officer, Christopher Bailey, will continue the company’s transformation, and that
putting creative people at the forefront is the future of Burberry.
The challenges present in the reading of having to grow their beauty business and taking
control of their Japan presence are definitely important, but not big enough to come in the
way of the strategic initiatives they have already undertaken.
15. Burberry - Repositioning to Change
Technology keeps advancing and the way people interact with it and receive information will
be a challenge for brands, especially luxury ones where a personalized in-person experience is
key.
We feel the efforts made by management at Burberry are in line with Repositioning to
Change with their focus on becoming the leading digital luxury brand in the world. They
acknowledged a large and young segment of the market, Millennials to exact, who can be
highly profitable and like to engage with brands digitally.
18. Product Focus
Our products sit at the very heart of our business and we are focused on creating the icons of
the future. Our “see now, buy now” model means that our customers can purchase our new
products as soon as they see them on the runway. We also have a large selection of non-runway
products that carry each show’s themes into our wider collections to give our customers more
opportunities to buy into the excitement of the show at a wider range of price points and styles.
Burberry has a broad product offer, with strength in both heritage and fashion across genders
and categories. Simplifying the product offer will enable the customer to discover new products
more easily. It will also provide the opportunity to tailor the assortment more effectively for
local customer needs. Burberry aims to implement a new approach to managing product
categories.
19. Productive Space
Our multi-year Retail Excellence programme focuses on making our stores as productive as
possible. This means providing our customers with a seamless luxury Burberry experience in
every store with impeccable service and a personalized approach. We build strong, ongoing
relationships with our customers and we listen closely to their views through our global
customer feedback tool which allows us to carefully manage the experiences our customers
have in our stores and on our website. The business model has evolved from being a
predominantly wholesale to a predominantly retail model. There is a significant opportunity to
improve Burberry’s end-to-end retail disciplines and to continue to evolve the omni-channel
experience.
20. E-commerce Leadership
E-commerce is the fastest growing channel in the luxury and retail industries. Our customers
will continue to move fluidly between the on and offline worlds and expect seamless,
personalised experiences. Our strong digital capability means we are well placed to respond to
this evolving landscape through both our owned channels and through relationships with digital
platforms, social media companies and retailers. We are experimenting with virtual reality,
augmented reality and the latest developments in social-commerce to ensure that we stay
ahead of evolving shopping behaviours and respond quickly to changing trends. With an
estimated 70% of Burberry’s retail sales having involved support from digital technology at
some point in the customer journey, the ambition is for digital to remain a clear point of
differentiation with scope to be more ambitious commercially.
21. Operational Excellence
Operational Excellence is a multi-year programme and involves re-engineering Burberry’s
systems and processes to ensure that they are fit for purpose for the Company’s next phase of
growth. This means structuring our business in a way that gives greater consistency globally to
better meet the needs of our customers locally. We are simplifying our ways of working to allow
our teams to focus their time where they can have the most impact and are free to do their best
work, feel motivated and be inspired. The key areas of focus include process simplification,
procurement effectiveness, inventory management and improving technology.
22. Inspired People
Our people are the engine of our business and the most important asset that supports the
success of Burberry. With employees in 34 countries, representing over 112 different
nationalities we are a diverse team, guided by Burberry’s core values of Protect, Explore,
Inspire. We are dedicated to fostering a distinctive culture with a global team mind-set and a
pioneering spirit.