Burberry

Résumé du document

A distinctive luxury brand with international recognition and broad appeal. Design, source, manufacture, and distribute high-quality apparel and accessories. Great-Britain & position as the authentic British lifestyle brand. Repositioning of the brand: change of name, creation of distinctive advertising campaign, opening of flagship stores, renegotiation and acquisitions of licenses. Turnover of £273.7m (around €390m) for the first 6 months of 2002. Operating expenses increased to 35.6% due to expansion and investment across the businesses. Total retail sales increased by 32% in the first half to £85.6m boosted by the acquisition of 4 stores, 49 concessions and an outlet in Asia. During the first half, the company opened 5 stores, including a flagship in Barcelona, three Burberry stores in Heathrow, HK, and Florida, and one outlet store.

Extraits

[...] May be unable to control the wholesale and licence distribution channels satisfactory: Inconsistent presentation manner of products Rely on licensees, suppliers, agents and distributors to comply with employment and other laws Strengths Diversified distribution channels and geographic profile Diversity provides resilience to economic trends Directly operated store network (to be expanded): Economically attractive channel Selectively build wholesale distribution Close relationships, with right image and environment for the brand Burberry's revival with Rose Marie Bravo A new brand Design A new Brand Identity Burberry's Distribution strategy revisited A new brand Design Burberry London Casual Chic English values / British way of life Perfumes Accessories Timeless experience Burberry New Age A new Brand Identity The mix of modernity and classicism: British lifestyle Aim: to implement a luxury brand with a distinctive British sensibility, strong international recognisation and differentiated brand values + to target a multigenerational and dual gender audience To refine the balance between classic and fashion styles To reinvente its icons to enhance their aspirational appeal Core Values and Burberry's Distribution strategy revisited A new distribution network for high quality apparel and accessories Since 1997, repositioning through: Upgrading the international Burberry London product range Closing unprofitable and peripherical retail stores + open new stores in prime locations and upgrading existing stores Elimination of inappropriate wholesale accounts Restructuring licensing arrangements in Japan and eliminating inapropriate licences Investing in operating infrastructure and management resources Retail and wholesale distribution channels Complementary means of achieving high quality distribution Turnover by channel of distribution 2005 Retail Directly operated stores: Missions: To define Burberry lifestyle concept Testing ground for new products and concepts Host the full product range Located in key cities and areas (New Bond Street, London; Ginza district, Tokyo) (Printemps, Paris) Network to be strengthen in Asia Pacific region Pros= reflects the core values of the brand Wholesale Independant retailers (departement stores, duty free, free-standing Burberry's stores) Missions: Should have reputation, merchandising and selling expertise with respect to the products Shop-in-shops format Repositioning Enable to focus on larger key accounts which appropriately showcase the brand Licensee Partners Distribute through their own channels Japanese licesee: Nishikawa Sangyo Co. [...]

[...] How to take over the Japanese licensees? [...]

[...] The increase in sales reflects a gain attributable to earlier delivery of autumn product to the comparative period and a growth due to the Asia acquisitions Include independent retailers, department and specialty stores (3162), duty-free retailers, and free-standing Burberry stores operated by wholesale customers Select wholesale customers on retailer's reputation and merchandising and selling expertises Work in store-by-store basis, appropriate volumes and products for each location Distribution Structure Licence: Licensing revenues increased by 14% in the first half, driven by strong growth in Japanese royalties reflecting double digit volume gains and increases in certain royalty rates Most significant licensing relationships in Japan (design and manufacture) Product licences use their own distribution channels Strong growth in the US, driven mostly by wholesale and retail operations, and moderate gains in Asia and Europe 1.4 .Evolution of channels of businesses Evolution and Future Risks Dependent on certain licensing partners for a large portion of the profits: Royalties from licensees in Japan: Sanyo Shokai & Co, Mitsui & Co. [...]

[...] Missions: to stengthen the brand in Japan to maintain a high profil and consistent visibility on domestic and international level =>generate editorial coverage Japanese product lines domestically produced Distribution in leading department stores and speciality retailers - Licensee visits in Japan to ensure product quality and design coherence + monthly reporting requirement Expectations and challenges of Burberry Vertical integration Horizontal integration Challenges Coherence of the brand Perfumes Transitions in licensing Future in China ERP SWOT Analysis Burberry's Distribution Burberry's Distribution in Japan The Brand positioning An English brand in Asia How to transpose English values in an Asian environment? [...]

[...] BURBERRY Burberry's identity before the revival plan Burberry's revival with Rose Marie Bravo Expectations and challenges of Burberry Burberry's identitybefore the revival plan History Burberry's Identity Situation in 09/ Evolution and future Burberry's History and Core Values The core values of Burberry Know-how tradition History Adventure Discovery History History Burberry's Identity Burberry's Identity A distinctive luxury brand with international recognition and broad appeal Design, source, manufacture, and distribute high-quality apparel and accessories Great-Britain & position as the authentic British lifestyle brand Reputation for innovation, quality, and style Gabardine, trench coat, Burberry check Burberry's Identity Apparel for women, men, and children Accessories such as handbags, scarves, small leather goods and silks Sell products in Europe, North America, and Asia Repositioning of the brand Change of name, creation of distinctive advertising campaign, opening of flagship stores, renegotiation and acquisitions of licences, Burberry Prorsum: high fashion range Burberry London: core collection reflecting the brand's lifestyle positioning Thomas Burberry: Contemporary, casual range designed to appeal to a younger Burberry Blue and Black Label: Japan, for younger Accessories: Handbags, scarves, shoes Product licences: Fragrance (InterParfums), Eyewear (Safilo), Timepieces (Fossil), Childrenswear (ChildrenWorldwideFashion) Situation in September Situation in September 2002 Turnover of 273.7 m (around for the first 6 months of 2002 Increase of 15% Operating expenses increased to due to expansion and investment across the businesses Goodwill rose to 2.9 m EBITA increased by 32% to 55.1 m (around or of turnover Situation in September 2002 Three major changes: Purchased primary distributors of Burberry in Asia (mostly wholesale businesses) Purchased distributor in Korea ( mostly retail businesses consisting of 46 concessions and an outlet store) On 17 July 2002, admission to the LSE Reinforce the control over its distribution in Asia, and increase the cash available for new investments Distribution Structure Retail: Total retail sales increased by 32% in the first half to 85.6 m boosted by the acquisition of 4 stores concessions and an outlet in Asia During the first half, the company opened 5 stores, including a flagship in Barcelona, three Burberry stores in Heathrow, HK, and Florida, and one outlet store 4 store formats: flagship stores regular price retail stores concessions (10+40) and designer outlets and factory shops Distribution Structure Wholesale: Total wholesale sales advanced to 160.9 m during the first half 2002. [...]