burberry case brand, marketing

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-CamelBlackRedWhite 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 ofstores 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 WOT

AnalysisMarket 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

Philoso

phy?

•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/Ignore

Or

• 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

THANKYOU!Any

Questions?