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Date Submitted: 01/11/2012 05:44 AM
Strategic Marketing: Burberry case study
CHAPITRE 2 DU KOTLER
Question 1: When you look at the value chain, which steps were problematic before 1997?
Activités de base
* Inbound logistics : /
* Manufacturing : licensing of the brand in Japan (Mitsui and Sanyo) -> limited control (variation of the product quality)
* Outbound logistics: growth worldwide through additional licensing and distribution agreements -> parallel trading (wholesales sold to unauthorized distributors: they sold products at price, channels and locations without respect to the brand image) + outdated design in stock (problem in outbound logistic, too much old-fashioned pieces in stock)
* Marketing and sales: problem in distribution => inconsistent environment with its quality position
* Brand image image Columbo/viellie à cause du changement de cible
* Target (males and Asian tourists) problem de ciblage
* Quality standards
* Margin = low (low earning quality)
* Problème de contrefaçon important
* Service: service non adapté au standing de la marque dans la plupart des points de vente/ qualité variable des produits à cause des licences
Activités de soutien
* Firm infrastructure : /
* HRM: lack of skills in management team: not enough experienced with retail stores and clothes industry.
* R&D: no innovation -> repositioning the brand -> check management / classic luxury - contemporary
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Question 2: Which growth opportunities were detected by BRAVO?
!! voir réponse Loic Peters & Thomas Pire !!
1) Intensive growth:
- PRORSUM : product development, idea = introduction of a high-profile, high-end brand in a first-class way.
* Thomas Burberry, Burberry Blue And Black: lower price label to appeal younger.(diversification?) ils visent les jeunes !
* Updating the product line (market penetration): collection (menswear,...