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Presented By:
Group 9
Summary
• Burberry -Estd 1958
• Thomas Burberry
• Almost 150 years of
history
• Many contributions
to Fashion Industry
Summary
• Gabardine, Burberry
Trench Coat
• Burberry check-
Camel
Black
Red
White Plaid Design
Summary
• Rose Marie Bravo- CEO
• Many highs
• Lows: during late 1990s
• Old-fashioned products
• Counterfeits
• Diluted Brand Value
Porter’s 5 Forces
SWOT Analysis
•Competition
•Popularity in
non-target groups
•Not enough
stores in small
cities.
•Expansion of
stores globally.
•Wide age groups.
•Can conduct more
Burberry shows in
different cities.
• Eroded
Brand Image
• Poor
Quality and
Reliability
• Eroded
Dealer
Confidence
• Low
Marketing
Budget
•Well established
brand.
•Original Design and
uncompromising
quality
•Huge channel
network’
•Iconic check
•Large range of
products
S W
OT
Analysis
Market Position
Market Position
• Placed between Functionality and Luxury
• Positioned as “Functional Luxury”
• Polo and Armani: Apparel
• Coach and Gucci: Accessories
Various Changes and Effects
on Risk Profile
• Repositioning of the brand
• Updating the product line
• Expanding the Brand Portfolio
• Advertising
Role
• Multiple channels
• Multiple brands
• Multiple collection
• Multiple license
Overall Brand status
• Burberry’s to Burberry
• contemporary logo and packaging
• Repositioning of the brand into a “luxury lifestyle brand that
was aspirational, stylish, and innovative”
• Extension of the customer base, updated the product line.
• Products responsive to the changes in fashion industry
• Expansion of the brand adding “Prorsum” a leading luxury
high end brand
• Introduction of innovative advertising bringing in the best
experts of the time
Transition to more restrained Check
or not?
• Check: crucial to core customers
• Ubiquity of the check
• Check: A cliché?
Underplay Check? Check Undercover
Philosophy?
•No Aggressive transition
•Check: Identity of Burberry for 150 yrs
•Customers buying only for the sake of the
check
•25% sales -SIGNIFICANT
Customer Base
Target Customer
• Two dimensions:
Target Customer
• 1. Generation
– Original Core Customers: Older Generation
– Younger, fashion-conscious Generation
• 2. Target Customers relative to competitors
– For Apparel: between Polo Ralph Lauren and
Giorgio Armani
– For Accessories: between Coach and Gucci
Popularity of Non-target customers
Develop new line Do Nothing/IgnoreOr
• Urban, Hip-hop musicians
• Not what they had planned
• Two possible choices:
Capitalize the
new market
•Low brand loyalty
•Will move to the next
new thing “BUZZ”
Launch of the “Brit”
• New perfume line:
• Posh, high end market
• Launch or No Launch?
• YES, DEFINITELY
• New “accessible entry point”
• But
• Limited customer base
• Should
• Wider market
English women, in 30s?
•Extend to 25 to 30s,even 40s
•Outside England too
Other Product Categories
• Curtains, bed sheets, table cloth, pillows
• Jewelry
• Hair and Cosmetic Products
• Tech Accessories
• Cosmetics
• Sportswear
Conclusion
• Burberry successful in reinventing itself
• But just the beginning
• A long way to go
• Shedding of old leaves
• New leaves yet to grow
• Venture into new product categories
• Flagship: Real Differentiator
THANK
YOU!
Any
Questions?

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Burberry case brand, marketing

  • 2. Summary • Burberry -Estd 1958 • Thomas Burberry • Almost 150 years of history • Many contributions to Fashion Industry
  • 3. Summary • Gabardine, Burberry Trench Coat • Burberry check- Camel Black Red White Plaid Design
  • 4. Summary • Rose Marie Bravo- CEO • Many highs • Lows: during late 1990s • Old-fashioned products • Counterfeits • Diluted Brand Value
  • 6. SWOT Analysis •Competition •Popularity in non-target groups •Not enough stores in small cities. •Expansion of stores globally. •Wide age groups. •Can conduct more Burberry shows in different cities. • Eroded Brand Image • Poor Quality and Reliability • Eroded Dealer Confidence • Low Marketing Budget •Well established brand. •Original Design and uncompromising quality •Huge channel network’ •Iconic check •Large range of products S W OT
  • 8. Market Position • Placed between Functionality and Luxury • Positioned as “Functional Luxury” • Polo and Armani: Apparel • Coach and Gucci: Accessories
  • 9. Various Changes and Effects on Risk Profile • Repositioning of the brand • Updating the product line • Expanding the Brand Portfolio • Advertising
  • 10. Role • Multiple channels • Multiple brands • Multiple collection • Multiple license
  • 11. Overall Brand status • Burberry’s to Burberry • contemporary logo and packaging • Repositioning of the brand into a “luxury lifestyle brand that was aspirational, stylish, and innovative” • Extension of the customer base, updated the product line. • Products responsive to the changes in fashion industry • Expansion of the brand adding “Prorsum” a leading luxury high end brand • Introduction of innovative advertising bringing in the best experts of the time
  • 12. Transition to more restrained Check or not? • Check: crucial to core customers • Ubiquity of the check • Check: A cliché? Underplay Check? Check Undercover Philosophy? •No Aggressive transition •Check: Identity of Burberry for 150 yrs •Customers buying only for the sake of the check •25% sales -SIGNIFICANT
  • 14. Target Customer • Two dimensions:
  • 15. Target Customer • 1. Generation – Original Core Customers: Older Generation – Younger, fashion-conscious Generation • 2. Target Customers relative to competitors – For Apparel: between Polo Ralph Lauren and Giorgio Armani – For Accessories: between Coach and Gucci
  • 16. Popularity of Non-target customers Develop new line Do Nothing/IgnoreOr • Urban, Hip-hop musicians • Not what they had planned • Two possible choices: Capitalize the new market •Low brand loyalty •Will move to the next new thing “BUZZ”
  • 17. Launch of the “Brit” • New perfume line: • Posh, high end market • Launch or No Launch? • YES, DEFINITELY • New “accessible entry point” • But • Limited customer base • Should • Wider market English women, in 30s? •Extend to 25 to 30s,even 40s •Outside England too
  • 18. Other Product Categories • Curtains, bed sheets, table cloth, pillows • Jewelry • Hair and Cosmetic Products • Tech Accessories • Cosmetics • Sportswear
  • 19. Conclusion • Burberry successful in reinventing itself • But just the beginning • A long way to go • Shedding of old leaves • New leaves yet to grow • Venture into new product categories • Flagship: Real Differentiator