Free Essay

Burberry Case Study

In:

Submitted By ialvarez
Words 715
Pages 3
Análisis del caso
Burberry
Youngme Moon

Grupo A – F1:

Arturo Calvo
Azahara García
Gonzalo García
Iría Álvarez
Julián Conejo
Grupo A

1

Historia

Un gran legado que se remonta 150 años atrás

Ayer

20’s

Grupo A

60’s

Hoy

2015

2

Problemática

Una imagen de marca desgastada y un negocio igualmente en declive

Problemática de partida:








Marca desgastada y conservadora
Estrecha base de clientes y productos
Fuerte dependencia del mercado asiático
Gestión incoherente sobre las 4P’s
Acuerdos indiscriminados de licencia
Pérdida importante de ingresos
Baja inversión estructura corporativa

“La marca […] no sólo carecía de una visión coherente, sino de la disciplina necesaria para una firma de artículos de lujo.”
–Rose Marie Bravo, CEO de Burberry.

Grupo A

3

Estrategia

Renovación de la imagen de marca y realineamiento integral del modelo de negocio

Visión estratégica:







Renovación de la imagen de marca
Realineamiento del modelo de negocio
(gestión coherente 4P’s)
Atraer consumidores jóvenes / tradicionales
Intensificar controles sobre el ciclo comercial
Nombramiento de un nuevo equipo directivo
Plataforma para el desarrollo a futuro

“El objetivo era transformar la empresa […] para desarrollar una marca de estilo de vida lujoso que fuera deseable, elegante e innovadora.”
–Rose Marie Bravo.
Grupo A

4

Posicionamiento

Búsqueda de un posicionamiento diferencial, a medio camino entre el lujo y la funcionalidad

1

1
2

9

9
3

8

2
3

8

Prendas lujo 7

Accesorios lujo 4

6

7

5

6

4
5

Valores de la marca:
Ayer

Grupo A

Hoy







Lujo accesible
Elegante, pero funcional
Estilo de vida británico
Ni clásico ni vanguardista
Exclusividad
5

Promoción

Imagen disruptiva para cambiar la percepción del consumidor y captar la atención de los medios

Ayer

Estrategia de comunicación:





Grupo A

Definición de nuevo nombre / logo / packaging
Lanzamiento de campaña publicitaria disruptiva
Participación en grandes pasarelas internacionales
Amplia cobertura en medios especializados

Hoy

Personajes influyentes de
UK ayudan a renovar la marca e impulsar su reputación 6

Producto

Estrategia multimarca

Mix de producto
10%
1%
33%
29%

27%
Mujer
Accesorios
Otros

Flexibilidad, adaptación y diversificación para cubrir amplios nichos de mercado

Ayer

Desarrollo de producto:
Hoy








Fuente: Burberry (2003 y 2015)
Grupo A

Hombre
Licencias

Nombramiento nuevo director artístico
Definición de un enfoque multimarca
Creación línea de alta costura (Prorsum)
Ampliación de la gama de productos
Nuevas colecciones de temporada
Controles exhaustivos sobre las licencias

8%
3%
36%
23%

30%
Accesorios
Hombre
Belleza

Mujer
Niños

7

Distribución

Mix de canales

Modelo multicanal

10%

38%

52%

Retail

Wholesale

Licence

Ayer
Hoy
3%

Cerca de 3.500 puntos de venta en todo el mundo

26%

71%

Retail

Wholesale

Licensing







Estrategia de distribución:

Apertura tiendas insignia en epicentros lujo
Renegociación de acuerdos de distribución
Discontinuación de contratos de licencia
Control exhaustivo para garantizar coherencia
Mix producto adecuado a cada localización

Fuente: Burberry (2003 y 2015).
Grupo A

8

Precio

Comparativa precios

Valores en €

Estrategia de precio:
Símbolo de calidad, lujo y exclusividad, el precio por sí mismo genera valor •






Subida importante de los rangos de precio
Reflejo del nuevo posicionamiento de marca
Adecuación al nivel de otras grandes firmas
Provocar efecto psicológico en el consumidor
Diferentes “price points” de entrada a la marca
Amplia mejora de márgenes comerciales

Fuente: webs corporativas (2015)
Grupo A

9

Resultados

Evolución resultados
Ayer

Hoy

Con una facturación anual de 2.500
M £, su ratio de crecimiento triplica la media del sector
(9% vs. 3%)

Retos a futuro:

Análisis de resultados:







Revitalización completa de la marca
Ampliación de la base de clientes
Diversificación porfolio de productos
Maximizar controles en la distribución
Abandono de los acuerdos de licencia
Mejora de los resultados financieros

Grupo A





Realizar labor de “fine tuning”
Apropiación marca público no objetivo
Frenar “abuso” del tartán
Fuente: Burberry (2003 / 2015)

10

Actualidad

Digital competitive map

Líder indiscutible de la transformación digital, resiste sin problemas el frenazo actual del mercado del lujo

Fuente: Exane BNP Pariba

Una marca de lujo auténticamente global






Grupo A

Sitúa al cliente en el centro de su estrategia
Borra las fronteras entre el mundo online y offline
Apuesta por los contenidos y el entretenimiento
Difunde su historia a través de redes sociales
Crea experiencias innovadoras para su audiencia

11

Muchas gracias

Muchas gracias

Grupo A – F1:
Grupo A – F1:
Arturo Calvo
Azahara García
Arturo Calvo
Azahara García
Gonzalo García
Gonzalo García
Iría Álvarez
Iría Álvarez
Julián Conejo
Julián Conejo

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