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Strategic Fashion Marketing Plan Student name: Ausra Cincyte Student NR: 25678914 Course name: Strategic fashion marketing plan Course code: artd 3039

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Marketing Audit p. 06 - 07

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The Brand p. 08 - 09

Product

Unique selling proposition, Product overview

p. 10 - 11

Business

Business mission. Business strategy

p. 12 - 13

Market

Global luxury market

p. 14 - 15

Competitive environment Competitors, Positioning, Price points

p. 15 - 16

Consumer

Burberry’s target consumer

p. 17 - 18

Objectives and issues

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Marketing plan p. 22 - 23

Marketing strategy p. 24 - 25

Target consumer p. 26 - 27

Product

p. 28 - 29

Positioning p. 30 - 31

Stoking and merchandising Supply chain consideration p. 32 - 33

Promotion

Measuring advertising effectiveness

p. 34 - 35

Measuring success Issues

p. 36 - 37

Conclusion p. 38 - 39

Appendix

p. 40 - 43

Bibliography

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Executive Summary

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This illustrated strategic fashion marketing plan is evaluation of Burberry’s current position and strategy in luxury fashion market. Based on market trends, consumer behavior and product demand research this work will introduce a new marketing strategy and its implementation for luxury brand Burberry. The objective of this report is to analyze and evaluate the brand’s marketing approach, activities, aims, and results achieved through the appropriate selection and application of marketing tools and methodologies. Particular area of focus will be given to the contemporary marketing issue – globalization.

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Burberry Marketing Audit

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Fig. 2 : BURBERRY, Graphic Jacquard Cocoon Coat, London, 2014.

01 Marketing Audit

Current marketing situation

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urberry The Brand E

stablished in 1856, Burberry is a global luxury brand, with outwear at its core. Distinctive British identity associated with history and culture, abiding quality standards, trademark check and Equestrian Knight Device distinguish brand as more compelling and more relevant globally across genders and generations. Craftsmanship, innovation and design are the main attributes of the company. Product conception, design and development is processed in Burberry’s London headquarters and sold under the brand. Fabrics and other materials are sourced from, and finished products manufactured at, both Burberry Group Plc. owned facilities in the UK and through other external suppliers, primarily located in the Europe. All marketing content is developed internally. Company’s products are sold worldwide through proprietary retail platforms and

third-party wholesale customers. (Apendix 1) • Designed to emphasis brand’s attributes and attract luxury consumers Burberry primary product categories include women’s and men’s apparel, accessories and Beauty. • Digital retailing and Online marketing, innovative design, dynamic retail strategies and efficient brand engagement drive consistent performance and growth on global scale. • Company’s owned distribution network consist of 497 offline stores in 32 countries and Online store operating in 11 languages. As well as 70 franchise stores in additional 28 countries and around 1400 wholesale department and specialty store doors in over 80 countries. • Consumer touch-points aligned with open communication and pure brand vision is reflected through the Burberry Foundation and social responsible initiatives. •Constant evaluation, disciplines execution and balance across channels, regions and products are the main elements of Burberry’s business management.

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Product

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Product is a key area of strategic activity and the development of the product offering is an ongoing process for Burberry. The USP (unique selling proposition) for Burberry is to deliver authentic British culture and innovative design product; a luxury heritage beginning with trench coats. (Appendix 2)

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Marketing Audit

Current marketing situation

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“Absolutely, global outlook was really important to the A/W 2014 collection. This goes into the stores in September — and in September half the world is boiling hot, half the world is still cold. So what we have to do in these collections is to have a good balance for a much more global outlook” said Christopher Bailey (Business of Fashion, 2014).

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or 2013/2014 Burberry’s womenswear with outwear at its core captured 30% (£684 million) of retail/wholesale revenue. Despite the slowdown of Russian and Middle East luxury markets Burberry Prorsum S/S 14 managed to outperform.

It is transitional year for Burberry’s Beauty (the fifth product division). Full runway exposure and the introduction of the Beauty Box store in Covent Garden allow customers to explore the connection between make-up, fragrance and luxury accessories. Since April 2013 the company fully integrated beauty into brand’s internal marketing machine bringing in modest financial contribution of £144.1 million in wholesale revenue and £7.2 million in direct retail sales. Despite the rising birth rate in UK children’s clothing underperformed the overall clothing market . Childrenswear brought £79 million of retail/wholesale revenue. (Mintel, 2013)

Fig. 3: Burberry, Shearling and blanket Chesterfield, London, 2014.

The increasing demand for men’s ready-to-wear products (Bain & Company, 2013); the return of the men’s runway show to London; and the growth of ‘metrosexual’ consumer especially ‘yummies’ (young urban males) have reflected in approximately 20% sales increase in mainline Burberry stores this year. Not to mention the launch of new Travel Tailoring line that drove about 40% growth year-on-year in this category. Menswear accounts for £521 million (23%) of retail/ revenue sales.

Accessories with large leather goods at its core remained Burberry’s largest product division taking 36% of retail/ wholesale revenue; growth of 12%. Men’s accessories continuing to be one of the fastest-growing product categories (Burberry Annual Report, 2014).

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Current marketing situation

Fig. 4: BURBERRY, Guardsman key charm, London, 2014. Fig. 5: BURBERRY, Policeman key charm, London, 2014.

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Marketing Audit

Business mission

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“Enhance consumer resonance and operate more effectively through exacting use of brand assets and co-ordinated action across the global organization. “One brand, one company.” ” (Burberry Annual Report, 2014)

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urberry strives to maintain the purity and continuity of the brand, while expanding business that would be able to adapt to fast-changing markets and consumer tastes. By utilizing “a five-pronged approach” the company seeks to: leverage franchises, intensify the non – apparel development, accelerate retail-led growth, invest in under- penetrated market and to pursuit operational excellence.

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Business strategy

Over the past years, Burberry has continuously focused on its five strategic themes. These are the Company’s key activities and initiatives during the year in the execution of these strategies.

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everage the franchise In 2013/2014 Burberry successfully extended its reach and engagement by focusing on marketing excellence and innovation. To create a more holistic experience for the customers the brands promotional campaigns were expressed across variety of touch-points including: product, events, traditional and social media and public relations in a range of conceptual variation. Among social media campaigns: “Burberry kisses in collaboration with Google; collaboration with Apple for the S/S 14 womenswear; partnership with “WeChat” for the Prorsum S/S14 womenswear and “Art of Trench” project. Moreover, Burberry remained the most followed luxury brand on Facebook with over 17 million of fans. Burberry openly admits that it is a media content company as much as design, because it is all part of the overall experience. However, some critics are asking how this digital integration all connects to the real value chain of the brand; how does it convert into sales? On the contrary to the belief that customers would not buy expensive luxury items Online, they are happy to do so through digital platforms; and a relevant and dynamic digital strategy has boosted sentiment relation to brands by more than 7%.(The Guardian, 2014) Throughout the year Burberry strengthened its presence in the world’s second largest luxury market – Japan. Currency devaluation repatriating domestic consumption, spurring record growth in local markets makes it a perfect market for Burberry. Opening a store in Rappongi area helped to align the local brand perception with global positioning and move away from its premium status under the current license

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ntensify accessories Burberry seeks to capitalize on opportunities in under-penetrated accessory categories by intensifying investment in product development, sourcing and marketing. These categories include: large leather goods, men’s accessories, soft accessories, watches and eyewear.

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ccelerate retail–led growth The brand induces growth in all distribution channels by utilizing dynamic digital retail mindset across the organization. In 2013/2014 Burberry enhanced the seamless customer experience Online and offline and introduced “collect in store” service (available in 120 stores worldwide). Moreover, the investment in global customer analytics, development in Private Client base and rolled out Customer 1-2-1 platform helped to strengthen consumer focus.

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nvest in under-penetrated markets Focus on and invest in under-penetrated markets. Burberry expanded its reach in developing markets by opening franchise stores in Lithuania, Turkey, Mongolia and Egypt, as well as, acquiring a store in Thailand. With the increasing importance of the traveling luxury consumer, Burberry invested in further marketing development in key transport hubs and global tourist destinations. Moreover, due to the rising importance of the Chinese customers in global luxury market the brand continues to engage with this consumer base whenever they are shopping in China or traveling.

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ursue operational excellence In 2013/2014 Burberry adjusted supply chain infrastructure for Beauty business, as well as, increased focus on commercial procurement process in order to keep operational excellence consistent with product and marketing expertise.

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Market

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“With such cross-pollination of luxury spending, it no longer makes sense to think only in terms of geographies. The focus is shifting to consumers, with local trends and tastes representing only part of the picture,” said Claudia D’Arpizio, a Bain partner in Milan and lead author of the study. “This new mind-set has important implications for luxury brands. It requires that they think about their product offering from a more global perspective, with the concept of seasons, a key pillar of this industry, becoming increasingly obsolete.” (Bain & Company, 2014)

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lobalization has dramatically changed how fashion brands operate, offering an opportunity to reach new customers in new market while at the same time exposing companies to greater competition and significant regional trends (Appendix 3) that shape each market.

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Influenced by the current fluctuations, persistent economic weakness in Europe; as well as external forces including Crimean crisis and protests in Hong Kong the global luxury market acclimated to the lower, but more sustainable long-term growth. While demand from Chinese consumers and mature consumers in the U.S. and Japan re-approaching luxury have helped to counter a potentially significant

downward momentum; analytics estimate the global luxury market to reach £174 billion in 2014. All markets are now strongly driven by the touristic spending especially in Americas and Europe. Chinese consumers are the fastest growing nationality for luxury, while Japanese citizens make most of their shopping in the home country. When it comes to shopping experience consumers prefer mono-brand environment, on the contrary to the digital platforms were they love going through multibrand assortments. Moreover, consumers are looking for a better luxury value for their money.


Fig. 6:BURBERRY, Shearling aviator jacket, London, 2013.

Current marketing situation

Marketing Audit

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Marketing Audit

Current marketing situation

Competitive environment

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Burberry remains the global leader in digital luxury market full of laggards. Brands like LVMH-owned CĂŠline, which has neither e-commerce nor a social media presence, are slow to reach out to important emerging markets of China, Brazil, Russia, South Korea and the UAE. However, according to Luca Solca, head of luxury goods research at Exane BNP Paribas even with Online sales across all product categories available in a wide array of countries and languages Louis Vuitton, Gucci and Tiffany surpassed Burberry in terms of user experience.

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Positioning Burberry seeks to provide consumers with variety of products that are accessible and functional while representing fashion and continuity. Due to the broad range of product offering the marketing position can vary. When it comes to apparel Burberry positions itself between price points of Ralph Lauren which has great brand equity and Giorgio Armani which focuses more on the apparel line with global luxury image. Competitors like Gucci captures a big market share with luxury accessories. Therefore, Burberry’s positioning is good in a long run. By providing consumers with high-end goods and more feasible range the brand can gain a bigger market share and remain relevant for the new consumers in the changing global marketplace. (Appendix 4)

Fig. 9:BURBERRY, Rabbit hair pea coat, London, 2014.

SWOT Analysis

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Fig. 2 : BURBERRY, The small st ives in striped alligator, London, 2014.

Con

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Marketing Audit

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nsumer Consumer

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“Attracting the Millennial customer to luxury started two years ago - I said that we can either get crushed or ride the greatest wave of our life,” Angela Ahrendts (The New York Times, 2010).

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urberry’s target consumers are women and men called “millennials” (born after 1980), also known as Gen Y. These people belong to the socio economic class A/B, with a wallet force larger than that of the baby boom. Living in the age of global plutocracy these young professionals have profited from the globalization, technical revolution, lower taxes, deregulation and privatization. This type of consumer is good at networking and have a wide base of influential friends that graduated from the same private school or university; making it into quite close circle mainly decided by the social status. Defined by the digital world that they’ve known since infancy they tend to consult their smartphones first before making purchase. They are care about speed and efficiency; put a premium value on convenience. Burberry’s consumers are experiencers/innovators (VALS, 1978)(Appendix 5). With a dominant approach in life they believe that image is important as expression of the taste, independence and personality. These consumers as early adopters (Appendix 6) are highly aware of the luxury brands; however they have low level of brand loyalty and limited knowledge of the additional product ranges.

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Marketing Audit Objectives & Issues

Objectives and Issues T

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here is no doubt that Burberry is one of the most successful examples of the global luxury market. Ensuring clarity and consistency of Burberry’s luxury brand positioning, producing sustainable sector-leading growth, and being a leading company for its consumer are the key objectives in measuring brand’s performance. Objectives to consider: • Ensuring that Burberry seizes market share and category opportunities through well defined and coordinated global and local market strategies. • Creating consisting stream of innovative and desirable premium quality luxury products; and generating communication strategies that connect with Burberry’s ‘global super – rich’ target consumer in engaging and compelling way. However, there are issues to be considered. The group operates in a number of different markets, which have changing economic, regulatory, social and political patterns as well as infrastructures are services that needs to be considered. Even though the group’s performance remains strong the global luxury market shows sustained economic slowdown, which makes it hard for Burberry to mitigate reliance on particular consumers.

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“It’s about fashion, music, dance, technology and innovation,” added Bailey. “It’s about inspiring people and making them have an experience, tonight and everyday.” (Business of fashion, 2014)

Fig. 9: BURBERRY, 2012 Regent street store, London, 2012.

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Marketing Plan

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Marketing strategy The honour

New Str

Fig. 10 : johayesward, Diamond Cushion Ring, London, 2014.

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rategy Marketing Strategy T

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aking into consideration Burberry’s aspiration to be a leading company for its consumers and the growing importance of the super-rich consumer in luxury market a new strategic marketing plan will be utilized. Creating a new category of premium quality limited edition fine jewellery and generating communication strategies that connect with Burberry’s super rich target consumer in engaging and compelling way is a new company’s marketing strategy. Its successful implementation through well-defined and coordinated global market strategies would ensure seizure of the market share and category opportunities. The key concepts of this strategy will concentrate on: - Introducing a new product without departure from brand’s identity; - Widening Burberry’s reach into diverse luxury market; - Inducing further integration of fashion and jewellery; - Building on an established reputation and profile.

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Target Consumer “When you have 15 houses, yachts in three oceans, planes, cellars, mistresses, surgery, a library and a personal charity, new purchases become just a matter of upgrading. And this is where the Perfection Anxiety kicks in,” observed AA Gill in Vanity Fair. “What you need is to have not just the most but the very, very best. The pressure to live the dream is intense.” (WGSN, 2014)

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echnology is advancing in leaps and bounds and so is economic inequality,” says writer Chystia Freeland (Ted, 2013). A new global phenomenon - a class of plutocrats (those who are extremely powerful because they are extremely wealthy) is rising fuelled by globalization and new technology. Lower taxes, deregulation of financial services, privatization, and weak legal protections for trade unions have helped deca-millionaires and centimillionaires to grow in numbers, reaching to 167,000 individuals worldwide (The Wealth report, 2014). The co–finder of Elite Travel magazine Douglas Gollan says that super affluent people are often ignored as advertising targets by marketers, although their spending potential is virtually unlimited (Luxurysociety, 2012). This demographic typicaly spends about a quarter –million dollars per year per household on fine jewellery and is far more prone to economic fluctuations and unlikely to cut back spending (Wealthx, 2012). According to the attitudes survey (The Wealth Report, 2014) jewellery is the most widely collected by the UHNWs on global level.

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The key of attracting Ultra High Net Worth (UHNW) consumers is understanding that they are a separate global country. Making around 41 private jet trips per year (over 100 flights) these “traveling luxury consumers” have more aspects in common than the citizens of their own country of origin (Luxurysociety, 2012). The two main personalities of ultra-affluent luxury personalities are trendsetters and winners. The first group is more likely to make impulse buying decisions as long as the luxury product is validated by various reference points they will be willing to buy it. The second group tend to make purchases in order to reward themselves or people in their inner circle for personal and professional accomplishments (Forbes, 2013). Four thousand dollar mark is typical when it comes to gifting or accessorizing. It seems that luxury brands need to make sure their products are top of mind and desire with super rich, “after all, if the UHNW consumers don’t even know you make it or can do it for them, chances are they don’t desire it” says Douglas Gollan (Luxurysociety, 2012). However, it only takes one or two of these super rich customers to make a huge difference in a jeweller’s annual profit.

Figure 11: Capgemini Financial Services Analysis, chart, London 2014.


Marketing strategy

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Target Consumer

Figure 12: CONDENAST, Wearing a Burberry monogrammed poncho in New York, New York, 2014.

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02

Marketing strategy Product

Product

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“It’s an exciting time for jewellery design. In recent years, fine jewels have become an accessory just essential to one’s wardrobe and personal style as a statement shoe or the season’s must have handbag-perhaps now more than ever, it is the punctuation mark that completes a look.” – Drew Taylor (Elite Traveller Jewelry Guide, 2013) At the heart of the Burberry brand, product is a key area of strategic activity. Elevation of the product offering is an ever-continuing progress. The unique selling proposition for Burberry is to deliver authentic British culture and innovative design product. Responding to the consumer demand, falling price of gold and more economically confident public Burberry will introduce a new fine jewellery limited edition line as a way to increase profits, raise a profile and reach previously untargeted markets. A new product category in the upper ties of brand’s product pyramid will create an opportunity for growth without compromising its trademark style. The Honour collection interprets Burberry’s British heritage design. Unique pieces represent the reconstruction of house codes and ancestry that revise history by giving it a new twist, resulting in recognizable, easy-to-wear pieces that can be mixed and matched. The edgy jewellery made with traditional materials, creating an original and precious look for Burberry’s target consumer. The new jewellery line will consist of eleven different designs, four of which will be dedicated to men. The new product category targeting Ultra High Net Worth customers will differentiate itself as innovative and authentic products with unique design and quality. This limited edition will include: 3 women’s and 2 men’s rings, 1women’s and 2 men’s bracelets, 1 pair of earrings and 2 necklaces

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Fig. 17: SOFUSGRAAE, Bulls and Roses, 2014.

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Positioning I

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n the market of fine jewellery, worth $263 billion last year, branded jewellery accounted for mere 20 percent. The segment has doubled since 2003 and is expected to reach 40 percent by 2020 according to McKinsey (Business of Fashion, 2014). Some industry pundits predict that the ten largest jewellery houses will double their market share by 2020. For the past decade most of the growth in branded jewellery came from the expansion of established brands, such as Cartier, Tiffany & Co and Pandora. However, more and more non-jewellery high-end apparel or leather goods houses like Dior, Hermès, Louis Vuitton and Maison Martin Margiela are expanding their market reach by introducing jewellery collections (Mckinsey, 2014). Positioning itself among competitors such as Prada, Louis Vuitton and Gucci Burberry’s jewellery will differentiates itself as democratic luxury with British design. The target audience for Burberry’s Honour jewellery line will predominantly be women and men; jewellery conscious individuals and gift buyers.

Figure 13: McKinsey analysis, chart, London 2014.

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Fig. 14:BURBERRY, Metallic leather flower bracelet, London, 2014.

Marketing strategy Positioning

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Marketing strategy Stoking /Merchandising

Stoking and Merchandising Burberry’s The Honour collection will consist of fourteen unique designs. The whole collection will be promoted online, however sold only in London flagship store, located within, largely populated city where customer traffic is highest. Burberry’s target audience is most likely to be found there, due to the particular type of lifestyle propagated in one of the major European cities.

Supply chain Consideration Upholding responsible standards around trading practices is crucial to maintaining consumer confidence for Burberry. Under the Kimberly process and the system of warranties introduced by the World Diamond Council, each shipment of rough diamonds exported across an international border is required to have government – validated certificate assuring the diamonds are from sources free from conflict. Moreover, for all businesses in the diamond industry, it is important to uphold recognised standards of employment conditions in order to eliminate child labour and preserve basic human rights. Burberry as a jewellery retailer will seek to provide clients with fine pieces that tell true and authentic story, that have been shaped with passion and have been sourced respecting human condition. Promoting responsible supply chain management and working to promote sustainable development in every aspect of business is a key task for the brand.

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Fig. 15: johayesward, Two Edge Chaos Ring, London, 2014.


Fig. 16: SMITH/GREY, journey palermo, London, 2014.

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Promot Creating and fulfilling Burberry’s The Honour marketing strategy will help to utilize brand’s resources in order to maximize sales and profits in global market. As for now company’s fine jewellery is still unknown to the target consumer.

August 2014

Media planning

June 2014

Planning and background Gathering information, research and audience insights. Followed by assignation of roles and responsibilities of the campaign team. Engaging with Stakeholders, internal resources and planning evaluation approach.

May 2014

Planning media strategy, brief in media supplier. Feedback and plan adjustment to final plan.

Cost benefit analysis Submitting draft economic appraisal to financial office and receiving feedback.

Peer review

July 2014

Approval of program Creative approach “The Honour” advertising pro- Choosing suppliers and writing gram submitted to Burberry’s campaign brief. Deciding Plc. Cabinet. creative direction and later defining “final concept”.

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November 2014 press release and announcement in Burberry organised event.

September 2014

Media buying Final plan with buying instructions, monitoring media performance and optimising.


tion

Marketing strategy

Promotion

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Measuring advertising effectiveness

February 2014 First looks, editorials and ads portraying one of the limited collection pieces in selected fashion and luxury magazines in order to: strengthen brands image; convey its position in the new market; embed specific meaning into target consumer’s behaviour; and create desire for Burberry and its products. The ad campaign images are

released featuring model and socialite Peter Brat II and it-model Jamie Bochert. Influential people are the key factor for successful campaign. Targeting these individuals with an ambient media in the city airports makes advertising more efficient as these people disseminate brand message more rapidly than others. This results in potentially less wastage in terms of media campaign budget.

- Vogue UK advertising cost £144,640, circulation 200,032, CPT £723.08 Global fashion brand with authority. - Elle UK advertising cost £123,000, circulation 177,000, CTP £694.91 International authority of style. - Elite Traveller advertising cost £48,985, circulation 100,040, CPT £489.65 The magazine is primarily distributed on board private jets enables us to reach the super rich directly when they have time to relax and read.

January 2014

March 2014

April 2014

First look at one of the products released on Burberry’s social media platforms.

The close-ups of collection revealed over Instagram. A video showing all collection uploaded on Burberry’s website.

Collection open for public.

Press conferences and collection viewing.

Evaluation and monitoring.

May 2014

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02

Marketing strategy Measuring success

Measuring Success

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“Evaluating is itself the most valuable treasure of all that we value. It is only through evaluation that value exists�. –Friedrich Wilhelm Nietzsche (Blueprint for your library marketing plan, 2005) It is hard to measure the success of the marketing campaign. However, there are some data sources that could serve as indicators: - Brand Metric, such as: investment (precampaign and campaign cost; financial awareness), resources, product (gifts and samples). - Influencer metric: ratio (community to followers), sentiment (perception of brand and campaign), effect (traffic; awareness; social proof; sales and inquiries). - Website statistics: page views, search engine rankings. - Communication with consumers (customer enquiries). - Monitoring discussions and comments on social media.

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Issues - Due to the growth of the global Ultra High Net Worth traveller and the growth of affluent consumer groups in emerging markets such as India, Brazil and China, marketing to super rich consumer becomes a year round work. These consumers tend to travel at slightly different periods of the year that affluent Americans or Europeans. Promotional campaigns should be adjusted to the year round customer demand. - Super-rich consumers do not spend their wealth, but income on luxury. Even thought, they are far less prone to economic fluctuations, these consumers still slow down their spending during recessions. - Burberry might fail to stand out from the crowd by failing to source of unique jewellery. - “Luxury is shifting rapidly from ‘having’ to ‘being’ – that is, consumers are moving from owning a luxury product to experiencing a luxury,” said BCG senior partner Antonella Mei-Pochtler (Guardian, 2014). The super-rich consumer might be more interested in buying exclusive service rather than luxury products.

Figure 18: MAISON MARTIN MARGIELA, Heritage, 2014.

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Conclu ~

Ensuring clarity and consistency of Burberry’s luxury brand positioning, producing sustainable sector-leading growth, and being a leading company for its consumer are the key objectives in measuring brand’s performance. Successful implementation of the new strategy considering introduction of fine jewellery in Burberry’s product range will ensure seizure of the market share and category opportunities. Without additional departure from brand identity, the new strategy will allow to widen a reach into diverse luxury market; will build on an established reputation and profile; and will encourage further integration of fashion and fine jewellery.

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usion

Fig. 19: BURBERRY, The Brit, London, 2014.

Marketing strategy Conclusion

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Marketing Audit

Appendix Appendix 1

Appendix 2

Appendix 3 In mainland China sales growth reached -1%, due to the greater control on luxury spending and changing consumption patterns. In Asia South Korea market has positioned itself as a trend setter for fashion and luxury, while Malaysia and Singapore were shaken by the Malaysian airline accidents. Japan was the best performing luxury market, while Middle East market growth reached 11%. Despite the economic challenges and socio-political tension in Eastern Europe the European luxury market growth increased by 2%. The traveling consumer halted any significant effects. The Americas delivered 6% growth in 2014. U.S. suffered a harsh winter while Mexico and Canada maintained positive performance.

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Appendix 4

Appendix 5

Appendix 6 Diffusion of innovation theory (1962)

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Marketing Audit

Bibliography Articles

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ry.com/graphic-jacquard-cocoon-coat-p39543221 [Accessed 06 November 14]. Fig. 3 BURBERRY, (2014), SHEARLING AND BLANKET CHESTERFIELD [ONLINE]. Available at:http:// uk.burberry.com/womens-coats/ [Accessed 06 November 14]. Fig.4 BURBERRY, (2014), GUARDSMAN KEY CHARM [ONLINE]. Available at: http://uk.burberry.com/ guardsman-key-charm-p39566431 [Accessed 06 November 14]. Fig. 5 BURBERRY, (2014), POLICEMAN KEY CHARM [ONLINE]. Available at: http://uk.burberry.com/policeman-key-charm-p39659721 [Accessed 06 November 14]. Fig.6 BURBERRY, (2014), SHEARLING AVIATOR JACKET [ONLINE]. Available at: http://assets.burberry. com/is/image/Burberryltd/a0d9ca7f9607d468c9249df6ccd44f5b2cfb23f7?$prod_main$ [Accessed 11 December 14]. Fig. 7 BURBERRY, (2014), GRAPHIC JACQUARD COCOON COAT [ONLINE]. Available at: http://assets. burberry.com/is/image/Burberryltd/6f52118db089087499cf976a2a551b70bdbf73c1?$prod_main$ [Accessed 06 November 14]. Fig.8 BURBERRY, (2014), THE SMALL ST IVES IN STRIPED ALLIGATOR [ONLINE]. Available at:http:// assets.burberry.com/is/image/Burberryltd/e07b4ff2c64c2cfde469e1cb0eb458548f1aa12e?$prod_main$ [Accessed 06 November 14]. Fig.9 BURBERRY, (2014), 2012_REGENT_STREET_STORE_01_TALL [ONLINE]. Available at: http://www. burberryplc.com/media_centre/media_library?WT.ac=Media+Library [Accessed 06 November 14]. Fig. 10 JOHAYESWARD, (2014), Diamond Cushion Ring [ONLINE]. Available at: http://www.johayesward.com/ product/diamond-cushion-ring/ [Accessed 11 December 14]. Fig. 11 CAPGEMINI FINANCIAL SERVICES, (2014), HNWI Wealth [ONLINE]. Available at: https://douggollandotcom.files.wordpress.com/2014/09/screen-shot-2014-09-27-at-11-54-28-am.png [Accessed 11 December 14]. Fig. 12 CONDENAST, (2014), Wearing a Burberry monogrammed poncho in New York [ONLINE]. Available at: http://cdni.condenast.co.uk/426x639/o_r/Olivia-Palermo-wearing-Burberry-Vogue-24Oct14-pr_b_426x639_1.jpg [Accessed 11 December 14]. Fig. 13 MCKINSEY, (2014), Branded vs unbranded jewelry [ONLINE]. Available at: http://www.mckinsey.com/ insights/consumer_and_retail/’/~/media/McKinsey/dotcom/Insights/Consumer%20Goods%20Retail/A%20 multifaceted%20future%20The%20jewelry%20industry%20in%202020/SVGZJewelryIPex1.ashx’ [Accessed 11 December 14]. Fig.14 BURBERRY, (2014), METALLIC LEATHER FLOWER BRACELET [ONLINE]. Available at: http:// uk.burberry.com/metallic-leather-flower-bracelet-p39657161 [Accessed 11 December 14]. Fig.15 JOHAYESWARD, (2014), Two Edge Chaos Ring [ONLINE]. Available at: http://www.johayesward.com/ product/two-edge-chaos-ring/ [Accessed 11 December 14]. Fig. 16 SMITH/GREY, (2014), journey palermo [ONLINE]. Available at: http://designspiration.net/image/1385171968915/ [Accessed 11 December 14]. Fig. 17 SOFUSGRAAE, (2014), Bulls & Roses [ONLINE]. Available at: http://designspiration.net/image/1385172662079/ [Accessed 11 December 14]. 42


Fig. 18 MAISON MARTIN MARGIELA, (2014), Heritage [ONLINE]. Available at: http://www.maisonmartinmargiela-joaillerie.com/en/heritage-collection-jewelry/pompadour [Accessed 11 December 14]. Fig. 19 BURBERRY, (2014), The Brit [ONLINE]. Available at: http://www.burberryplc.com/media_centre/media_ library?WT.ac=Media+Library [Accessed 11 December 14].

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Burberry strategic fashion marketing plan  
Burberry strategic fashion marketing plan  
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