學門類別
最新個案
- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Snapchat’s Dilemma: Growth or Financial Sustainability
- Did I Just Cross the Line and Harass a Colleague?
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Porsche Drive (A) and (B): Student Spreadsheet
- Porsche Drive (B): Vehicle Subscription Strategy
- TNT Assignment: Financial Ratio Code Cracker
- Winsol: An Opportunity For Solar Expansion
Burberry
內容大綱
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?
學習目標
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.