Ivey Publishing

Product Details

Burberry
Product Number:
9B14A014
Publication Date:
04/28/2014
Revised Date:
04/28/2014
Length:
16 pages (10 pages of text)
Product Type:
Case (Library)
Source:
Ivey
In 2006, Burberry appointed a new chief executive officer (CEO) with many years of experience in senior positions in the fashion and luxury industries. Though Burberry had enjoyed continued year over year growth, the sales growth was not on par with the growth seen within the personal luxury industry. Big changes within Burberry were expected to come as the new CEO took the reins in July 2006. What were the transformations and changes that Burberry would need to make in order to successfully adapt to the dynamic and innovative global business environment of the luxury industry?
Learning Objective:
The primary use of the case is within the marketing strategy framework to be used in undergraduate marketing courses. Since Burberry operates within the personal luxury industry, the unique business environment of the industry and the key success factors for operating within the industry should be of focus throughout the lesson. Specifically, the case facts narrow in on the manufacturing, the distribution channels, the market segments and the product mix, leading the class to consider the appropriate changes required to better align the business strategy with the desired brand image. The case touches on various issues, including globalization, a distressed brand image, a rapidly changing industry environment and trailing revenue growth.
Issues:
Disciplines:
Marketing,  International
Industries:
Other Services
Setting:
United Kingdom; global, Large, 2006
Intended Audience:
Undergraduate/MBA
Price:
$5.30 CAD / $5.00 USD Printed Copy
$4.50 CAD / $4.25 USD Permissions
$4.50 CAD / $4.25 USD Digital Download
Associated Materials
Translations: Simplified Chinese (16 pages)
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