Fashion in the new world
Ana Andjelic may very well be right
Imitations threatened to decline profits and the popularity of the tartan with hooligan- or Chav followers weakening the reputation of the 155 year old traditional British Burberry brand.
Dominant flagship stores in the new metropolis such as Bejing, were expected to be more effective for both, profits and image. At the Burberry store in Frankfurt, I was advised to better go shop online. This was after they had replaced the traditional tartan pattern with new ones and refocused on the Equestrian Knight as their logo.
Burberry chief executive officer Angela Ahrendts, Chief financial officer Stacey Cartwright and chief creative Christoper Bailey successfully took the brand – founded 1856 by Thomas Burberry with his fabric store in Basingstoke, Hampshire – into the new world, leaving the competition behind.
According to German Handelsblatt from July 13, sales increased from Euro 320 Mio last year to Euro 417 Mio. A 40 percent increase for retail, wholesale and licensing had a 10 percent increase. The expansion to China proved most profitable with a 60 percent increase.
Try first scale later
A royal warrant, Burberry has quickly been paving the way in our post-digital times for other brands to follow. Burberry won’t follow the people on Facebook or twitter as much as leaping itself as a fashion brand into the new world, thereby becoming my best practice icon for ideas that do, which was coined by Gareth Kay from Goodbye.
The Art of the Trench, Burberry Acoustic, fine tuned crowd sourcing efforts, achieving both, the recollection of the genuine brand values while exploring a profitable future. Christopher Bailey was first to announce that Burberry is now in the content business as much as in the fashion business, with an accepted sole responsibility of the contents distribution. A creator and curator of content.
An early masterpiece, I’d say of holistically, intergrated marketing in the new world.
Top Shop no less British yet less opportunistic
Top Shop also had good Fortune in expanding, while many suffered from the down turn. Nationally and globally, however missing the ejection from the Asian market, and developing countries and without fully utilizing the inherent scalability connectivity offers as is the case with Burberry.
In a more conservative approach Hot Shop does continuously create more meaning for the brand and is being loved for it, yet ,with the exponential multiplication potential missing for the brand values. However with great understanding of their defragmented target group of young teens.
Same difference in how Burberry and Top Shop approach digital?
Top Shop fully erlies on the default connectivity of the social networks, by simply making use of „Like‟ and „Follow me on Twitter‟ buttons as intended.
Burberry does so as well, however Burberry in a way invents expansions for the given technology or creates innovative brand activities. Burberry was first to market with allowing product orders while they were being introduced on the catwalk. Via twit pics their followers where rewarded with views of the collection even before the live audience got to see the models.
How does Burberry differ from the digitally active competition?
Burberry makes for an impression of working with the people, while Chanel is working to the people, at least this is the impression left behind by tweets.