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  • 1
    Electronic Resource
    Electronic Resource
    The Burberry business model: creating an international luxury fashion brand (2004)
    Bingley : Emerald
    International journal of retail and distribution management 32 (2004), S. 412-422 
    Details
    ISSN: 0959-0552
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The performance of the British fashion brand Burberry has been determined largely by the adoption of business models which, on occasion, have been detrimental to the company's performance. For the financial year ending 31 March 1998, Burberry saw its annual profits drop from £62m to £25m, leading financial analysts to describe it as "an outdated business with a fashion cachet of almost zero". However, from 1997, at the instigation of a newly appointed chief executive, Rose Marie Bravo, Burberry has radically re-aligned its business model and has enjoyed, as a result, significant improvements in its business performance. Drawing from extensive documentation that was published by Burberry in support of their initial public offering (IPO), this paper will provide a review of the history of Burberry; evaluate Burberry's re-positioning strategy as defined by the firm in their IPO prospectus; and critically delineate Burberry's current business model.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09590550410546232
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    Paper (German National Licenses)
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  • 2
    Electronic Resource
    Electronic Resource
    Brands without boundaries - The internationalisation of the designer retailer's brand (2000)
    Bradford : Emerald
    European journal of marketing 34 (2000), S. 919-937 
    Details
    ISSN: 0309-0566
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Addresses an area which has been neglected in the international retailing literature; the internationalisation of the fashion designer's brand. Initial exploratory research revealed that there were 114 international fashion design houses competing for a global market of around £24 billion. Further research by postal questionnaire to entrants into the UK market, in addition to semi-structured interviews with European and US designers, confirmed that this market was buoyant, fuelled by the development of diffusion lines for the mass market. Identifies four stages of market development: wholesale channels to department stores; the creation of ready-to-wear flagships; large diffusion flagships; the opening of stores in provincial cities. In order to acquire capital to enable this expansion, over 60 per cent of all fashion designers are now public limited companies. Even then franchising of stages 3 and 4, diffusion line development, is often franchised to third parties with the designer maintaining control over the product and its brand image. Between 20-30 per cent of gross margin is spent on advertising support to create global campaigns to enhance brand image in foreign markets. However, there is increasing tension between the desire to be exclusive yet becoming involved in product line extensions and widespread distribution which could ultimately dilute the brand's value.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/03090560010331414
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  • 3
    Electronic Resource
    Electronic Resource
    Channel power, conflict and conflict resolution in international fashion retailing (2004)
    Bradford : Emerald
    European journal of marketing 38 (2004), S. 749-769 
    Details
    ISSN: 0309-0566
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Research that has considered the problems faced by internationalising retailers has tended to focus upon such dimensions as non-conducive environmental conditions and inferior internal capability, rather than the conflicts that may arise from the partnerships that are formed in order to facilitate the internationalisation of retailer operations. This study seeks to re-dress this research neglect and does so by focusing upon the fashion sector. The aim of this study is to identify the problems that may arise from fashion retailers' international relationships. The paper reports the findings of an in-depth study of the relationships of ten international fashion retailers. It is found that these relationships face significant tensions, specifically with respect to strategy non-compliance, perceptual disagreements, and arguments concerning the demarcation of decision making responsibility. The paper concludes by identifying areas for future research consideration.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/03090560410539230
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