Burberry Case
1.
Analyze the Marketing situation (5C’s) and compare Burberry’s market
Positioning before Rose Marie Bravo arrived vs. the current (2003) positioning.
1.1 Marketing situation 1.1.1 Customers Before the arrival of Bravo to the company administration, Burberry customer base were those belonging to class A. By 1990’s its customer base was particularly older males and Asian tourists. When Bravo took office, her first worry was the repositioning of the brand and her priority goal was to attract younger customers while retaining Burberry’s customer base. To achieve this goal, Burberry has offered a lower-price label designed to appeal to a younger, more fashion-conscious customer, and has created another label as a way to reinforce Burberry new positioning in the luxury market. Thus, based on Burberry pricing structure, product lines and brands, we can define the brand as cross generational, whereas Burberry wants their apparel and accessories to reach different generations but keeping the image of style and functionality. Therefore, Burberry wanted to create the image of an “accessible luxury”. In this context, Burberry main target customer is someone who wants luxury while being also functional.
1.1.2 Company skills Burberry is one of the most fashion-oriented and classic brands. The company is, therefore, one of the most trend and preferred brands ever, due to the fact of being one of the few international luxury brands that could be considered classic as well as contemporary, which led the company to win some international important awards. This is due to “its great history and British heritage”.
1.1.3 Competition Since the early 1920’s, Burberry has remained as a symbol of both luxury and durability, which has drive Burberry to its current market position. According to Bravo, “Burberry focused on a particular price point and a particular bracket”, “We knew we didn’t want to be cutting-edge fashion; that was too tough, too rarified, too frickle, and
Analyze the Marketing situation (5C’s) and compare Burberry’s market
Positioning before Rose Marie Bravo arrived vs. the current (2003) positioning.
1.1 Marketing situation 1.1.1 Customers Before the arrival of Bravo to the company administration, Burberry customer base were those belonging to class A. By 1990’s its customer base was particularly older males and Asian tourists. When Bravo took office, her first worry was the repositioning of the brand and her priority goal was to attract younger customers while retaining Burberry’s customer base. To achieve this goal, Burberry has offered a lower-price label designed to appeal to a younger, more fashion-conscious customer, and has created another label as a way to reinforce Burberry new positioning in the luxury market. Thus, based on Burberry pricing structure, product lines and brands, we can define the brand as cross generational, whereas Burberry wants their apparel and accessories to reach different generations but keeping the image of style and functionality. Therefore, Burberry wanted to create the image of an “accessible luxury”. In this context, Burberry main target customer is someone who wants luxury while being also functional.
1.1.2 Company skills Burberry is one of the most fashion-oriented and classic brands. The company is, therefore, one of the most trend and preferred brands ever, due to the fact of being one of the few international luxury brands that could be considered classic as well as contemporary, which led the company to win some international important awards. This is due to “its great history and British heritage”.
1.1.3 Competition Since the early 1920’s, Burberry has remained as a symbol of both luxury and durability, which has drive Burberry to its current market position. According to Bravo, “Burberry focused on a particular price point and a particular bracket”, “We knew we didn’t want to be cutting-edge fashion; that was too tough, too rarified, too frickle, and