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on Turning an Aging British Icon into a Global Luxury Brand
Burberry’s CEO
By Angela Ahrendts
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Contents
Introduction. Four Problems
Solution. 1. One “Brand Czar”
2. Sticking to the Core
3. The Ethos of the Trench
Conclusion. Rewards of the Transformation
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Luxury Brands Ranked by Digital IQ Score
Category :
Brand Performance
By L2 ThinkTank
Year 2xxx
Region : Global
Ranks 6th in global
But!
Burberry was not luxury brand.
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Introduction. Four Problems
Low growth in global market
Burberry had failed to focus in the process of global expansion
→ grew only 2% a year
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Introduction. Four Problems
Burberry’s products were not much exclusive nor attractive.
Products were common
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Introduction. Four Problems
Burberry’s core product was outwear but it only represented about 20% of the company’s global brand business.
20%
Didn’t capitalize on th…(생략)
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Burberry head designer
1996~ Gucci head designer
1994~ Donna Karan designer
Award: 2005 British designer of the year
Christopher Bailey
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Original Core Product
Solution 2. Sticking to the Core
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Original Core Product
Solution 2. Sticking to the Core
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Burberry was the only iconic luxury company that wasn’t capitalizing on its historical core.
What was wrong
Solution 2. Sticking to the Core
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Focusing on trench coats
Innovating and keeping the core product
at the heart of everything Burberry does
Solution 2. Sticking to the Core
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Nothing
Solution 3. The Ethos of the Trench
We identified every market in the world
where two of our peers had stores and we had none.
Becoming Global Brand
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Solution 3. The Ethos of the Trench
past
present
We have refocused our retailing staff on out-wear.
In other words, we have shifted our focusing from polo t-shirts
to trench coat.
Beco
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