Burberry in the Bravo Era

Burberry's Progress In The 1997-2007 Era -- Case Study Analysis While Burberry has been renowned as a luxury brand for the last few decades, the company's condition during the nineties proves that the masses are likely to ignore such a firm as long as it fails to raise public awareness through its personality. Being exclusivist can have drawbacks and Rose Marie Bravo actions as a CEO addressed this issue in particular.

Bravo basically emphasized the need to reach out to the general public and interact with a market that was already accustomed to purchasing luxury products. The fact that Burberry was already established in this industry alongside of Bravo's ambition made it possible for the company to experience rapid progress during the 2000s, as these two factors provided the general public with the opportunity to observe the institution's values.

Burberry certainly proved that it has the capabilities to occupy a significant position in luxury markets and considering the success it is currently experiencing, it would be safe to say that it provides fierce competition in front of companies like Louis Vuitton and Ralp Lauren. By getting actively involved in the sales of its products internationally, the company started a process of reinventing its strategies, ultimately becoming a player that was able to keep its position while attracting new customers who previously could not identify with the brand.

Analysis of the case To a certain degree, Bravo's success is likely owed to the fact that she brought a fresh attitude to the company -- she acknowledged the fact that, although loyal, many of the company's customers had lost understanding of its key values. As a consequence, markets around the world also started to perceive the company as providing products that were only aimed at particular individuals, as it was apparently not as complex as other luxury brands.

While some might be inclined to believe that Bravo risked greatly when deciding to take a route that Burberry was not familiar with, the reality is that she simply saw the brand's potential. She was able to determine that Burberry was not necessarily designed to accommodate a niche market, as its products had a name that made it possible for them to be appreciated by the general public.

Bravo's description of one of the first marketing campaigns (1998) during her presence at Burberry perfectly emphasizes the new attitudes she wanted to portray: "All we had were raincoats, and yet we were able to build a story that conveyed our brand values -- classic and chic and fun and witty -- around the simple idea of Stella outdoors in the rain." (Bravo in Moon, 5) The masses were thus able to observe Burberry as a brand designed for the aristocracy, but not necessarily for the upper classes belonging to a particular region -- the company had basically opened up to luxury markets across the globe.

During the 2000s Burberry came to concentrate on a series of products that were very different from its initial offering. The company started to design clothing ranging from bags to swimwear, thus reaching a point where it abandoned its stereotypical appearance as a maker of clothing designed to help people go through rough weather. While it once designed clothes for World War One British soldiers, it came to use top models such as Kate Moss for its advertisements in 2003 (Moon, 16).

It is obvious that the shift was significant and that it involved a great deal of risk. One of the most intriguing things about Burberry is that the new direction it took did not actually made it a direct competitor of most luxury clothing lines. Bravo appears to consider that the company would be situated somewhere between Ralph Lauren and Gucci, with the former promoting the lifestyle aspect of the industry while the latter puts emphasis on fashion.

Burberry is thus bringing lifestyle and fashion together, as customers are encouraged to consider that the brand provides them with the opportunity to develop their identity while also being fashionable. Bravo intended people to perceive Burberry as a statement -- individuals wearing the company's products can highlight their interest in a serious and yet up-to-date style. Burberry has been experienced a graduate move from being aimed at niche markets to being designed to fit individuals interested in luxury brands in general.

With the company shifting its position on the global market, it risks losing its identity. This issue is amplified by the fact that it is turning its attention toward investing in areas where it is cheaper for it to make its products. Many customers are probable to feel that this is going to come along with a decrease in quality and with the idea that they are no longer privileged by wearing products designed and created in the UK -- the place where Burberry developed its name.

Although it has lost part of its identity over the recent decade, Burberry continues to thrive as a result of increasing its customer base. The company previously made products likely to sell in particular markets. However, things have changed during the last few years, as it seems that middle income markets have started to show interest in the company. While individuals in these markets are limited by their buying power, the fact that they outnumber previous customers by far makes it possible for the company to maintain its steady progress.

As Bravo puts it, "now the task is to manage the popularity of the brand in a way that lays the foundation for long-term growth. The last thing we want is to be the victim of our.