Running Head: CASE STUDY

Case Study of Burberry

[Name of the Student]

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[Date]
 Case Study 2

Table of Contents

Business Performance ..................................................................................................................... 3

Importance and Relevance of Positioning and Repositioning .................................................... 3
Localised Fashion Brand............................................................................................................. 3
Defining styles ............................................................................................................................ 4
Demonstration of Location ............................................................................................................. 4
Change Due to Positioning ......................................................................................................... 4
Fashioner Fashion - United Kingdom, November 2017 ............................................................. 5
Computer-Controlled Movement ................................................................................................ 6
Methods........................................................................................................................................... 6
Customer Information ................................................................................................................. 6
Physical Shops ............................................................................................................................ 7
References ....................................................................................................................................... 8
 Case Study 3

Case Study of Burberry

Business Performance

Importance and Relevance of Positioning and Repositioning

A significant number of extravagant brands posted solid results in 2016 and the first

quarter of 2017 (Singh and Sehrawat, 2019). This was supported by the expansion of the UK

travel industry due to the weak sterling after its presentation in the EU. In the United Kingdom,

Burberry posted double-digit business growth until 30 September 2017, but announced

bottlenecks in the second quarter, whilst travel expenses declined due to the annualisation of the Commented [Q.A1]: What is the relationship of travelling
expenses here.
GBP deficit. , For the year ended March 31, 2017, the organisation announced a 10% decline in

global revenue to £ 2.8bn, reflecting US testing conditions in UK and in Hong Kong (Rashid and

Barnes, 2017). The United Kingdom promoted a strong presence in the EMEA (Europe, Middle

East and Africa) and accelerated agreements in China (Zozulya et al., 2015).

Whilst, Mulberry posted a revenue increase of 8.6% for the fiscal year ended March 31, Commented [Q.A2]: Do you mean Burberry?

2017, reflecting an expansion in London travel expenses, revenue for the first six months of the

quarter remained largely unchanged percentage of the meeting's absolute bids, the results are

disappointing and show that the brand needs to do more to improve your property in area (Filieri,

2019). Marketplace. Global business has delivered better results, and the meeting is focused on Commented [Q.A3]: What is this?

expanding trading sectors such as China, Hong Kong and Japan, where shoppers are becoming

ever more extravagant (Massara et al., 2019).

Localised Fashion Brand

For Burberry, brochures account for 37% of all revenues, with class offerings increasing

by 10% in the bulk of 2017. The products that worked well were small bags and small leather
 Case Study 4

goods. Cowhide. A maximum of 16% expanded packages for the year ended March 31, 2017, Commented [Q.A4]: ?

driven by new deliveries such as Bridle and Buckle bags and other rarities (Mason, 2018).

Defining Styles

However, the exclusive step will have a temporary impact on profit. Burberry said that

the income and employment relationship would be "fully stable" over the next two years, with an

indicator of development in 2021 (Mason, 2018). The market did not react so quickly to

Gobbetti's statement in form. Burberry's offerings on the London Stock Exchange fell 10 percent

on Thursday, as the benefits of the new system temporarily affect financial professionals

(Zozulya et al., 2015).

Demonstration of Location

Change Due to Positioning

Burberry's methodology for moving the increasingly unique brand reflects a

comparative evolution of other creative brands such as LVMH's Mulberry, Céline and Givenchy.

Mentor also responds to the difficulties it is looking for in US advertising (Rashid and Barnes,

2017). By acting under the direction of another creator more elegant and innovative, Mulberry

struggles to position itself at the top of the offer, but has to revise this method as it exceeds a

large number of consumers and tries to compete with some of the most established rigid

extravaganza brands. The Brand Burberry do not want practice similar mistakes and lose young

consumers who play a crucial role in this show of extravagance (Singh and Sehrawat, 2019).
 Case Study 5

Fashioner Fashion United Kingdom, November 2017

This shows that 16- to 24-year-olds are the most dynamic and extravagant customers and

generally buy more and more clearance tickets (Mason, 2018). On the other hand, some of the

extravagant manufacturers such as Prada, Michael Kors and Louis Vuitton have decreased the

amount of new portfolio structures. The expansion of Gucci's deals was sparked by his request

for a restored image under Alessandro Michele, who has made a name for himself to attract

younger customers with his new styles (Zozulya et al., 2015). The organisation has improved its

offer of more established style elements in all classifications that have been replaced by the new

style. The brand has broken away from the restriction and since the fourth quarter of 2016, no

more concrete idea in stores. 54% of the offer is for calf leather goods and they have used the

new revised bag styles (Rashid and Barnes, 2017).

Figure 1: Positioning Map

Commented [Q.A5]: Where is the heading chosen.

 Case Study 6

Computer Controlled Movement

Burberry focuses more on using its computerised reach and provides customers with

resources to facilitate their online shopping by responding to online store orders. The content of

your online publication will be redefined to promote extravagant buyers (Filieri, 2019). In

addition, the versatile app has been restarted, and in October 2017, an augmented reality app was

introduced, allowing customers to visualise the computer-aided displays of a Burberry artisan

through the focal length of the camera using Apple's ARKit. Customers can upload the web

images they create in a Burberry shell and offer them (Mason, 2018).

Methods

Customer Information

Most intriguing, however, is Burberry's huge backlog of consumer information: as of

November 2016, the brand Burberry had 12 million people in the customer database. Customers

intentionally share their information with brand via their high reliability and reward in

interchange for personalised offers (Massara et al., 2019). The success rate in collecting

customer information is 85%, which means that most customers are looking forward to a new

brand notification. This methodology seems to be absolutely satisfactory (Singh and Sehrawat,

2019). In 2015, Burberry noted that the number of SMEs has increased through the allocation of

resources to personalised clients amongst executives. Burberry is also ready to use its database to Commented [Q.A6]: You have mentioned that it has
physical shop being a top notch brand. How it can
collaborate with SMEs. This sentence is not making sense
help colleagues access the buying history of a customer and the movement of life online here.

(Massara et al., 2019).

Each retailer type knows how to estimate customer information. Burberry has made every

effort to ensure that what it offers customers as a by-product of their information appears viable
 Case Study 7

enough to justify its launch. This information not only refines your exchanges and adjusts your

communications, but also provides Burberry with a comprehensive insight into the identity of its

customers (Mason, 2018).

Physical Shops

In Burberry stores, a significant number of people communicate with their image. The

organisation has updated a powerful management model to ensure that all team members meet

the same high expectations as management. It also ensures that they focus on the structure of

remote client connections (Filieri, 2019).

This is because of the Burberry’s understanding about someone cannot buy the brand on

his first visit, but later. Shop layout and visual marketing are also considered. Split tones are

usually not partisan with darker details and furniture. Together, he derives the example of

Burberry's diaper or plaid. It's a smart brand that often does not exist in other retail stores. When Commented [Q.A7]: Contractions are not used in
academic writing.
Burberry opened its lead on Regent Street in 2012, this was the physical adaptation of its Commented [Q.A8]: What is the use of diaper here? Has
Berry started mother care line.
website, known as Burberry World Live (Filieri, 2019).
 Case Study 8

References

Filieri, R., 2019. Implications of pricing decisions in the luxury sector: The mulberry case.

SAGE Publications: SAGE Business Cases Originals.

Mason, W., 2018. ‘Swagger’: Urban Youth Culture, Consumption and Social

Positioning. Sociology, 52(6), pp.1117-1133.

Massara, F., Porcheddu, D. and Melara, R.D., 2019. Luxury brands pursuing lifestyle

positioning: effects on willingness to pay. Journal of Brand Management, 26(3), pp.291-

303.

Rashid, A. and Barnes, L., 2017. Country of Origin: Reshoring Implication in the Context of the

UK Fashion Industry. In Reshoring of Manufacturing (pp. 183-201). Springer, Cham.

Singh, R. and Sehrawat, P., 2019. Integrative Global Branding, Competitive Approach for

Economic Growth and Positioning of Products. Competitive Approach for Economic

Growth and Positioning of Products (June 23, 2019).

Zozulya, D., Radomski, D., Boey, E., Lozanoski, H., Nathani, A. and Sheppard, J., 2015.

Burberry Group PLC.