Analysis Of The Most Important 5 Points Of Burberry's Strategic Planning

According to the world clothing shoes and hats net, this week Burberry Announced that Christopher Bailey, which had long been the chief executive of the creative company and once served as CEO, will leave the UK after 17 years. Luxury goods Tycoon. Before formally resigning from the board in March 31, 2018, Bailey will continue to be president and chief creative officer of Burberry.

Since joining Burberry in 2001, Bailey has cooperated with former CEO Rose Marie Bravo and her successor, Angela Ahrendts, to save the British company, once famous for its trench windbreaker, but suffered a brand dilution period. In recent years, it has jumped the ranks of the global luxury industry stars. brand But it is difficult to maintain the previous momentum, sales growth is lagging behind peers.

Any idea of "restart" must be carried out in sequence. But first of all, Marco Gobbetti, the new chief executive who joined Burberry in July 5th, must announce his strategy. Gobbetti has not announced its vision since its arrival. But he expects to announce his strategic plan in November 9th, when Burberry announced the transition plan. This is the 5 most important point that journalists think he should mention.

　　 1. strengthen Burberry as the "British luxury brand" status.

Burberry's current positioning is not clear, it seems to be located in the "genuine" luxury brand and is more like "light luxury brand", which limits the brand's driving force and pricing power. Burberry can almost exclusively occupy the name of "British luxury brand". Burberry has great opportunities in the world. This brand can almost equate to the concept of "British luxury". Unlike French luxury brands such as Dior or Chanel, which need to contribute to the concept of "Paris's advanced customization", or those Milan brands that jointly support the concept of "Italy manufacturing" -- competing with competitors from the European continent, Britain has only Burberry such a global luxury brand. It may take some time for the brand to be promoted, but also short-term compromise is needed, but this way can transform Burberry into a more influential, long-lasting, long-lasting brand.

　　 2., 360 degree new conception of brand creativity.

As Christopher Bailey will completely separate from Burberry, the brand will also get a complete, "creative update" opportunity, similar to Hedi Slimane in Saint Laurent, Alessandro Michele in Gucci and Phoebe Phoebe in the field. In fact, the most suitable replacement for Bailey's creative power is perhaps the Philo that fought alongside Gobbetti and successfully transformed C line. She will become the best candidate to help raise Burberry brand and seize the luxury market opportunities in the UK - at least she herself is also British. At present, Philo still works for C line, though the LVMH is being interviewed for new designers to respond to her eventual departure.

　　 3. focus on creating products that are craving, especially leather goods.

At that time, the Burberry brand "purification" scheme under the leadership of Rose Marie Bravo was very successful at some levels, but still overdone, and finally began to limit the ability of Burberry to create new and desirable products. Nowadays, Burberry urgently needs to create products that can make consumers feel excited again. Although the brand is famous for its mantle products such as trench windbreaker, leather products need to receive more attention as soon as possible. In Gucci, lucrative leather products contributed 55% of sales, while Burberry only accounted for 38% of its revenue. Of course, there is evidence that there has been some improvement: earlier this year, Sabrina Bonesi, the original Dior Bonesi, joined Burberry as director of leather and footwear design, while Burberry recently launched a new DK88, which is a trademark of the logo, honey colored Gabon (Gabardine). But Gobbetti and the new creative director he recruited had to stop doing that.

　　 4. play the expertise in the field of brand digitalization.

Burberry is undoubtedly one of the first luxury brands to tap social media power, and has invested heavily in e-commerce, retail channel and data analysis. To be sure, Burberry also has one of the most powerful digital backbone teams in the fashion industry. Under the leadership of Gobbetti and well known Philo, C e line has chosen to keep pace with the mainstream digital revolution in the industry. As consumers spend more time online, their main brands compete for the click rate. E-commerce is indeed the driving force of the fastest growing sales of luxury goods. Gobbetti must miss the opportunity of C line, learn to embrace digitalization and give full play to the advantages of Burberry.

　　 5., do more in "facing the consumer".

Burberry takes the lead in the fashion industry's "buy and sell", trying to match the supply chain and retail delivery with the peak of media fever generated by fashion show. However, if the brand still chooses to show "season", then Tommy Hilfiger, Victoria 's Secret may be able to provide some references. The two have promoted their fashion conference to become a global media platform with global influence. On the other hand, it seems more and more clear that the future of fashion and immediacy will be less matched with the "new product" with the marketing peak that has been produced by pre planned fashion releases, and more about the continuous digital products of nearly all year long products, such as Instagram. As the industry evolves from the traditional fashion cycle to "fashion news", Burberry must also develop its concrete implementation mode of "instant purchase", which is in line with the consumption desire generated by the current digital speed.

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