Reference no: EM13863156
Burberry-
1. Compare Burberry's market position relative that of its competitors, including Polo, Coach, Armani, and Gucci. Is Burberry's competitive position sustainable in the long-term? Why or why not?
2. Describe Burberry's customer base. Who is Burberry's target customer? How could Burberry's popularity among non-target customers affect the brand? How should Burberry respond to this popularity?
3. What is Burberry's brand equity? Discuss how Burberry does on different brand equity dimensions.
4. Because demand tends to be unpredictable in the world of fashion, the fashion business is inherently risky. In this context, consider the various changes Bravo made upon her arrival at Burberry. To what extent have these changes exacerbated or mitigated Burberry's risk profile?
5. Bravo's team is currently juggling a lot of things, including multiple brands (e.g., London, Blue and Black), multiple collections (e.g., womenswear, menswear), multiple channels (e.g., wholesale, retail). What is the role of these elements in Burberry's overall business model? For example, what is the role of each of the sub-brands? What is the role of company-owned stores? What is the role of licensing?
6. Bravo's team has managed to elevate the overall status of the Burberry brand. How has it managed to accomplish this?
7. Should Burberry launching Brit, the new perfume line? What other product categories should Burberry be entering?
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