1.1 Purpose and Aims of the Report

The brands chosen for this report are Burberry and Acne.

The purpose of this report is to:

Investigate the two brands promotional and marketing

strategies

Utilise the strengths of one of the brands to help the

other extend into a new market level

The aim of this new extension is to help the brand reach a

wider audience.

1.2 The UK Fashion Market

The UK fashion market can be described as a hierarchical

model, see Appendix 1, where trends filter down from couture

to high street- from catwalk to sidewalk. Brands at the top

also take inspiration from those at the lower end; all

sectors of the UK fashion market benefit each other.

Both Burberry and Acne are found within the high end fashion

market. Burberry cites itself as a brand of ‘luxury

positioning’ [Burberry Corporate. Overview. [online]] Acne

defines itself as a brand of ‘subtle luxury’ [Acne. History.

[online]] The significance of the brands within the fashion

industry is proven as both Burberry and Acne showed

collections at London Fashion Week 2011. London Fashion Week

is considered as ‘the most creative and innovative event on

the global fashion calendar’ [London Fashion Week. LFW

Sponsors. [online]]

Initially the backgrounds and promotional strategies of both

Burberry and Acne were put into consideration. For this,

secondary resources, such as Mintel, Key Note, non-fiction

books, broadsheet newspaper articles, journal articles and

the official brand websites, were used. Separate SWOT

analyses were then conducted to establish which brand had

potential for an innovative extension; Burberry was chosen.

An analysis of the competitors, through a perceptual map,

highlighted a gap in the market and an opportunity for

extension. One particularly strong element of Acne was

chosen as the basis for Burberry’s extension. A consumer

profile for the market level chosen was created.

To investigate if this element would work for Burberry, a

public survey (primary research) was conducted; the concept

was summarised with the creation of a mood board. A specific

consumer profile was created to establish who would be the

main consumers.

A closer look at the way the competitors promoted their

extension in this market level was carried out. Another mood

board was created to explore the promotional strategies

Burberry could consider.

Finally the perfect marketing mix could be produced.

3.1 Background Information

3.1.1 Burberry

Burberry is considered a ‘heritage’ [Burberry Corporate.

Overview. [online]] brand starting in 1856 by Thomas

Burberry, a draper’s apprentice. In 1880, Burberry created

“Gabardine – the breathable, weatherproof and tearproof

fabric” [Burberry Corporate. History. [online]]

Other significant events in the brands history include:

The adoption of the “Prorsum” (Latin for forward)

Equestrian Knight logo

The creation of the ‘trench coat’ in 1914 after

Burberry was commissioned, by the War Office, to adapt

one of its coats for use in battle

The trademark Burberry Check which first appeared in

the 1920’s

Such is the iconic status of the Burberry check that the

‘distinctive beige check, once associated with A-

listers…[became] the uniform of a rather different social

group: the so-called Chav’ [BBC, 2005. Burberry versus the

chav. [online]] The image of Danniella Westbrook and her

baby, dressed head to toe in the check, prompted Burberry to

reconsider itself as a brand. Christopher Bailey was

appointed in 2001 as the brand’s creative director. He has

arguably been responsible for the brand’s transformation and

arguably been responsible for the brand’s transformation and

progressive stance in technology. Today Burberry sees

itself as an ‘internationally recognised luxury brand with a

worldwide distribution network’ [Burberry Corporate.

History. [online]] ‘defined by its outerwear heritage and

its iconic trench coat’ [Burberry. The Foundation. [online]]

Burberry is a multi-level brand, see Appendix 2- different

ranges appealing to different clientele. ‘Burberry [has]

stretched their price architecture to both include some

slightly lower-priced small clothing items and also higher-

priced premium/limited editions’ [Mintel, 2010. Price

deflation in clothing. [online]]

‘Burberry Prorsum’ is Burberry's ‘couture/high fashion

range’ [Moore and Birtwistle, 2004: 415] with a

‘fashion-forward take on heritage designs’ [Net-a-

porter. Burberry. [online]]

’Burberry London’ is the brand’s ready-to-wear range

‘presented in two collections for spring/summer and

autumn/winter for men and women’ [Moore and Birtwistle,

2004: 415] defined as ‘city-sleek essentials… [with] a

dash of contemporary attitude’ [Net-a-porter. Burberry.

[online]]

Burberry has several diffusion ranges:

‘Thomas Burberry’, originally was exclusively for the

Spanish market. It has an ‘emphasis upon casual

fashion’ [Moore and Birtwistle, 2004: 416]

‘Burberry Blue’ and ‘Burberry Black’ are exclusive to

the Japanese market.

o ‘Burberry Blue’ being a ‘casual collection for

younger women’ [Moore and Birtwistle, 2004: 416]

o ‘Burberry Black’ targeted at professional males

with ‘tailored clothing and sportswear’ [Moore and

Birtwistle, 2004: 416]

‘Burberry Brit’ is the UK equivalent of ‘Burberry Blue’

and ‘Burberry Black’ with a ‘youthful approach to the

label’s iconic aesthetic’ [Net-a-porter. Burberry.

[online]]

Burberry’s accessory range is seen as the ‘epitome of

sophistication and quintessential British style’ [Net-a-

porter. Burberry. [online]] ‘In 2010/11, non-apparel

revenue increased by 32% underlying compared to 24% for

Burberry as a whole... Handbags are core to non-

apparel, representing about half of revenue.’ [Burberry

Corporate. Strategy and Mission. [online]]

Other extensions produced under license include:

Fragrance

Beauty

Timepieces

Eyewear

Childrenswear

‘The Burberry Foundation’, is Burberry’s registered charity

established in 2008. It has a long term commitment

‘dedicated to supporting young people...realise their full

potential’ [Burberry. The Foundation. [online]] supported by

donations from Burberry employees and customers.

3.1.2 Acne

Acne (Ambition to Create Novel Expression), by comparison,

is a relatively new brand, founded in 1999 in Stockholm,

Sweden. The brand is formed of individual creative:

advertisers, graphic designers and fashion designers, whom

together make up the Acne Collective. Their original focus

was on Jeanswear, characterised by bright red stitching.

According to their website, Acne was ‘featured in Swedish

Elle magazine and soon, Sweden’s leading boutiques wanted to

carry the characteristic jeans… These are the foundations of

Acne.’ [Acne. History. [online]]

The first full Acne collection was created in 1998 and ‘set

the tone for the brand –…subtle luxury and understated

items… Cool and personal’ [Acne. History. [online]] In 2005,

the Acne Paper, a biannual magazine, was created as a visual

tool for communication and promotion. The Acne Paper is a

collaboration between all members of the Acne Collective. It

is described as having a “pan-generation editorial

approach”, by the paper’s editor-in-chief, Thomas Persson

[Frankel, S., 2011. The Independent, 1 August] The Acne

Paper is their only “promotional” device, as Acne does not

advertise instisting on being ‘more cutting-edge than

consumerist’ [Frankel., S, 2011. The Independent, 1 August]

Johnny Johansson is Acne’s creative director.

3.2 Promotional and Marketing Strategies

3.2.1 Acne

Acne does not advertise. The Acne Paper cannot be considered

a form of promotion as Acne ‘believe[s] that there is

integrity to be had by association and feel[s] no need to

push product in its own magazine's pages’ [Frankel., S,

2011. The Independent, 1 August] This alludes to

exclusivity. The first Acne store opened in 2003 in

Stockholm. Acne carefully positions its stores. They opened

in Dover Street, London in 2010; an area frequented by

people with wealth.

Acne does, however, collaborate with others to attract the

attention of the media and industry, most notably in 2009

‘with one of France's most sought after designer labels’

[Fashion United, 2009. Acne teams up with Lanvin. [online]]

Lanvin- an example of Acne trading up. Other collaborations

include:

Bianchi Bicycles which saw Acne creating bespoke cycles

in custom colours.

2010- a collaboration with transsexual magazine ‘Candy’

creating ‘three shirts, available in denim and silk…

named after characters in 80s soap opera Dynasty…

Alexis, Krystle and Sammy Jo’ [Fashion United, 2010.

Acne x Candy magazine. [online]]

Also in 2010- a collaboration with artist Katerina Jebb

A separate project saw the launch of a range of sofas.

Acne’s most recent partnership in 2010 was with London based

artist Daniel Silver- an example of Acne trading down. A

capsule collection was created ‘bring[ing] together

[Daniel’s] sculptural work and African influences...clashing

prints, painted leather and raw fabrics’ [Fashion United.

Acne collaborates with Daniel Silver. [online]]

3.2.2 Burberry

Conversely, Burberry has a large promotional strategy. A

brand with a long history it has built its name on

reputation and loyalty. Burberry has extensive advertising

campaigns which often include celebrities- Kate Moss, Emma

Watson and, most recently, Rosie Huntington-Whiteley.

Burberry utilises online platforms and the rise of social

media to aid its promotions. Burberry ‘spends 60% of its

marketing budget on digital channels… which is more than

three times the average investment’ [Baker, R., 2011.

Marketing Week, 1 September] In 2009, Burberry launched the

‘Art of the Trench’. ‘Photo-blogger Scott Schuman, better

known as The Sartorialist’ [Design Council. Christopher

Bailey: The Art of the Trench. [online]] has contributed to

the site. The site also invites members of the public to

upload images of themselves in their trench coats which are

then selected to appear online- people feel as though they

are part of the ‘Burberry club’. Other digital innovations

include:

The 3D streaming of live fashion shows in stores and

online in order to ‘challenge perceptions that these

shows are for the industry and not for the consumer.’

[Design Council. Christopher Bailey: The Art of the

Trench. [online]]

‘Buy the Catwalk’ direct ordering system, in an attempt

to shorten the six month, from catwalk to store, cycle

in the fashion industry, and to reduce the number of

fake or imitation items available for sale.

Burberry has a strong interactive presence on the

social networking site, Facebook.

Unlike Acne, Burberry does not collaborate openly with other

brands. Many of their extensions are the result of licensing

to other companies in order to benefit from their expertise.

For example, their fragrance, timepieces and eyewear are

licensed to Interparfums, Fossil and Luxottica,

respectively. In 2010 Burberry extended to create a

cosmetics line with its fragrance licensee Interparfums.

2011 ‘saw the launch of the first fully in-house global

menswear collection…historically a licensed business’

[Burberry Corporate. Strategy and Mission. [online]]

Burberry is no longer just a fashion brand having partnered

with West Sussex band, the Feeling, to ‘record [a] version

of their song Rosé for new perfume called Body…The song will

soundtrack the…campaign …which will appear on television

before Christmas [2011]’ [Cartner-Morley, J., 2011. The

Guardian, 7th October] This will also be the brand’s first

advert for television. Christopher Bailey also curated and

designed the artwork for the CD ‘Burberry Acoustic- The

Collection for London Fashion Week’ in spring 2011.

‘Burberry Acoustic [is] an on-going project collaborating

with British artists to celebrate the brand's heritage of

founding, developing and supporting emerging British talent’

[British Fashion Council. Burberry Acoustic- SS11. [online]]

3.3 SWOT Analysis

The aim is to develop an overview of both Burberry’s, figure 1, and Acne’s, figure 2, strategic

situation, internally and externally, to find an opportunity for extension.

3.3.1 Burberry

Figure 1 STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

Burberry

Strong heritage/

well established

Iconic history-

trench coat,

Burberry check

Recognisable

‘Prorsum’ knight

logo

Progressive

promotional

strategy

Open minded and

forward thinking

creative director,

Christopher Bailey

Consumers buy into

brand for a piece

of history

Strong digital/

Relies heavily on

advertising-

celebrity

endorsement=

recognition/

aspiration

Celebrity

endorsement is

risky- who people

like/ dislike are

constantly

changing- rely on

the fact that the

celebrities keep

receiving good

press

Association of

the Burberry

check with

Further digital/

online

innovations- 4D

streaming?

Further use of

evolving

advertising

campaign- story

that consumers

keep coming back

to see

Move into a home-

ware range

further

Launch a

publication-

magazine/ book

Extend

accessories

Reliance on

licensees to

perform- unsure in

these hard

economic times

Over-reliance on

key suppliers in

supply chain- hard

times for

businesses

Emerging markets

are more volatile

than developed

markets- dependent

on social/

political/

economic

developments

Pressure to be

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

Burberry

interactive/

online presence

Sense that

consumers belong

to the brand- Art

of Trench, live

streaming

Successful world-

wide distribution

Trying to maintain

originality/authen

ticity to the

brand and avoid

fakes/ imitations

becoming available

- sell directly

from catwalk

Quality is very

good- significant

in an economic

downturn

Consumers are

looking at home-

grown brands-

supporting British

with ‘chavs’/

football

hooligans-

although effort

has been made to

move away from

this image

High prices mean

that the brand is

not open for all

people to buy

from- exclusive

and can be seen

as elitist

range/ make

garment ranges

more affordable-

reach wider

audience

Collaborations

with other brands

The opening of

concessions to

reach a wider

audience

Burberry Brit

targets the

younger

generation-

loyalty when they

are older

consumers

Continue to

extend the brand

in China/ Latin

America/ India-

emerging markets

2012 Olympics-

Iconic British

seen as being

ethically

responsible- avoid

bad press= drop in

sales

Reduced consumer

wealth/ strain on

economy means

consumers are

buying less

(however are

looking for

quality)

Reliance on the

fact that the

internet is the

way forward- 60%

marketing budget

on digital

integration

The rising costs

of logistics and

distribution

Consumer/ industry

opinion on the

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

Burberry

innovation

Website

operational in six

different

languages

Part of the

Ethical Trading

Initiative-

unusual for a

luxury brand

brand- attract

foreign customers

to London stores

Launching country

specific social

media

The opening of

concept stores

e.g. Brit store

in New York

‘Kate Middleton

effect’ – trench

coat sold out

online after she

was seen wearing

it

brand’s first TV

advert- potential

for negative

feedback

3.3.2 Acne

Figure 2 STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

Acne

Not a consumerist

brand- cutting

edge, no

advertising

Being a

collective-

different

disciplines coming

together and using

each other’s

strengths

The Acne Paper-

form of promotion

but also shows

intellectual side

of brand- talk

about issues other

than just purely

fashion

Selective/ well

thought through

store openings/

locations-

elusive/exclusive

No advertising-

have to work

harder to be

recognised

Moving away from

core principles

of the brand,

jeans, into other

garments- not as

strong

Relatively new

brand- harder to

establish as a

viable brand- has

to prove itself

Pay a lot of

money for

something

relatively

simple/ plain

looking

The collection

pages on their

website does not

More store

openings-

reflective of the

brand’s selective

nature

The introduction

of different

levels within the

brand- appeal to

a wider audience

Move into

children’s wear

License part of

the brand

(possibly will

never do) to

create

timepieces,

eyewear,

fragrances/

cosmetics

The expansion of

e-commerce

A greater

Consumers are

curtailing their

discretionary

spend in reaction

to reduced

disposable incomes

Known to be more

cutting edge-

problem if

consumers prefer

to follow fashion

trends

Conflicting ideas

within the

collective- people

within the

collective remain

loyal and work

well together

The rising costs

of logistics and

distribution

Environmental

impact of

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

Acne

Collaborates with

the Fair Wear

Foundation-

responsible

sourcing/

production

Iconic jean brand

status

The brand is on

the London Fashion

Week schedule-

significant as

only the best

appear on the

schedule

have links to

where the

garments can be

purchased-

potential buyer

could be put off

looking further

Not many people

are aware of it

as a brand- could

impact on who

makes a purchase

Prices out of

most people’s

means

presence

digitally e.g.

social media/

other innovations

Target specific

AB consumers-

less affected by

the economic

downturn

Create a range

for an older

generation-

ageing population

inevitable, and

they also tend to

have more money-

silver pound

Further

collaborations

with artists etc.

publishing a

magazine-

consumers may

react

Pressure to be

seen to be acting

environmentally

responsibly to

consumers

Considered a young

brand- high youth

unemployment in

the under 25’s-

less spending

power

Also UK has an

ageing population-

what appeals to

the older

generation

3.4 Rationale for Chosen Brand

Following the SWOT analysis of both Burberry and Acne, the

brand chosen for the extension is Burberry, as there appears

to be more opportunities for Burberry to extend. Whilst

there are perhaps more market levels in which Acne could

extend, the move into these areas would not be in keeping

with the overall identity of the brand; they need to remain

cutting edge and make conscious moves.

Burberry has the most experience of brand extension having

moved into almost every market level. The only area it

appears to not be currently operating in is publishing- this

seems the next logical step for Burberry. Publishing happens

to be an area which Acne has successfully pursued. Acne is a

useful brand to look at alongside Burberry to act as a basis

for ideas and inspiration.

Burberry plays on its heritage status and has a very loyal

customer base, who if truly loyal to the brand, would buy

into the new Burberry publishing concept.

3.5 Perceptual Map

A perceptual map, figure 3, has been devised to assess further whether moving into publishing is a

good extension for Burberry. The perceptual map assesses Burberry’s strengths and weaknesses in

relation to its competitors. It will identify gaps in the market= competitive advantage for

Burberry.

PERCEPTUAL MAP

HIGH TECH

LOW TECH

QUIET LOUD

Roland Mouret

Amanda Wakeley

Roksanda Ilincic

Issa

Julien MacDonald

Mulberry

Lanvin

Gucci Matthew Williamson

GAP: Loud, Low tech

Burberry

Acne

Figure 3

3.6 Market Level Chosen

3.6.1 Rationale for Market Level Chosen

The SWOT analysis and perceptual map are beneficial in

helping fully understand the market in which Burberry

currently exists. The perceptual map shows there is a clear

gap in the market which Burberry could extend into: “Loud

and low tech”. Burberry is already “loud” in terms of its

extensive promotional and marketing strategy, but it could

extend into is the “low tech” market. This could be seen as

a step backwards as Burberry is very technology forward.

However, this does not mean giving up on the brand’s “high

tech” progress (Art of trench, live streaming etc.); the

extension would be considered a reinvention of a more

traditional form of promotion- something Burberry’s

competitors would not expect from them. The extension into

publishing would fit in as a “low tech” extension and it

would be “loud” as Burberry has the platforms in which to

promote the new idea.

The success of the Acne Paper provides further incentive for

the production of a Burberry publication. The Acne Paper

was described as ‘pointing to the future of fashion

publication’ [Relaxnews, 2011. The Independent, 16th March]

Each biannual edition has a key theme. The Paper is

described by Acne as a ‘coffee-table publication where the

old and the new co-exist in a surprisingly harmoniously way’

Acne, 2011. [Acne Collective. [online]] emphasising that it

is ‘not a magazine’ [Acne. Acne Collective. [online]] It is

cross generational and is not targeted at people of a

particular social or cultural background; it combines

fashion, art, interviews and prose; high and popular

culture. That Acne does not advertise, Acne Paper serves as

a ‘chic statement of intent, showing a commitment to

intelligent editorial coverage…that immediately allies

itself with the type of person who might aspire to buy into

its tag.’ [Frankel, S., 2011. The Independent, 1 August]

Burberry could aspire to adopt some of these elements of the

Acne Paper.

3.6.2 Consumer Profile for Market Level

Having chosen a publication as the new market level, a

consumer profile, figure 4, has been created. It is based on

Mintel’s reports on the UK’s publication consumption/

habits- Books and magazines: [Mintel, 2011. What type of

books do people read or listen to? [online]] and [Mintel,

2011. Magazine consumption [online]]

3.7 Survey

To assess Burberry’s move into publication the general

public was asked questions in the form of an online survey

through Survey Monkey, see Appendix 3. This survey was

posted on social networking sites such as Facebook and

Twitter, and also emailed to people to get the maximum

number of responses possible; the more people that answered

the better the understanding of the opinions of the general

public would be. Participants were told that their responses

would remain confidential. Fifty two people responded, see

Appendix 4.

3.7.1 Survey Results

3.7.2 Survey Analysis

This survey is useful in establishing whether a publication

is a viable option, summarised in figure 16 and to create a

consumer profile for the new concept, figure 17. The

questions focused on magazines as it is a format which

Burberry can use the Acne Paper as inspiration for. An

overview of the results shows that:

Overall, Burberry moving into publication is a good

idea, figure 13. People prefer books, so the

publication should look and feel like a book, possibly

with a hard cover- coffee table book format.

A significant percentage of those ask buy biannual

publications, figure 6. Burberry should create a

biannual publication which could link with the catwalk

collections; it would act as a way of informing the

public of trends six months before they appear in the

shops- break up the six month delay present in the

fashion industry. It would be the one publication that

people must have every month.

People are willing to pay more if it is an exclusive,

limited edition publication, figure 9, which would work

well for Burberry as a luxury brand.

The public prefer a glossy finish, figure 10, with

thick card, figure 11; this would achieve a luxurious

aesthetic.

A strong front cover image is key, figure 12, whereas

front cover text appears not to be relevant. It must

catch people’s attention.

People buy into publications based on loyalty to them,

figure 12,- Burberry has a large loyal following.

People are curious to find out about behind the scenes

at Burberry- inspirations, comments and profiles,

figure 14.

Consumers would like to see a dedicated theme to each

issue, figure 15, with other content outside of the

Burberry brand, figure 14, such as culture, politics,

philosophy etc. creating a ‘lifestyle’ publication and

not purely a self-promoting, self-indulgent publication

about Burberry. This would also earn Burberry respect

outside of fashion. Acne has pursued this well.

People are not so interested in the latest news of the

brand, figure 14, presuming that they gather this

information through other sources.

3.7.3 Visual Summary of New Concept

3.7.4 Consumer Profile Specific to New Concept

There are a number of important things to consider:

Target the publication to females as ‘book readers are

notably more likely to be female than male… from ABC1

and higher-earning household income groups’ [Mintel,

2011. What type of books do people read or listen to?

[online]] ABC1 also being Burberry’s target audience

And likewise ‘In general, readers of magazines overall

are somewhat more likely to be female than male, 16-34s

rather than over-35s and ABC1s than C2Des.’ [Mintel,

2011. Magazine consumption [online]]

‘Readers of interest-specific and news and current

affairs titles are the most loyal.’ [Mintel, 2011.

Magazine Reading Habits [online]] Burberry has a loyal

consumer base and would be specifically targeting them.

There is money to be made for Burberry as ‘the

[publication] market was worth £3.3 billion in 2010’

[Mintel, 2011. Book Report Homepage [online]]

‘Women not only read more magazines than men, they also

tend to read them differently – enjoying a more fully

immersive experience (whether whilst travelling or at

home)… women are more likely to read from cover to

cover.’ [Mintel, 2011. Magazine Reading Habits

[online]]

‘Even better news for brands is that ABC1s and those

with £50,000+ household income tend to be more loyal

than less affluent groups… attractive subscription

offers would seem to offer a way to secure the long-

term commitment of these readers.’ [Mintel, 2011.

Magazine Reading Habits [online]]

‘ACNE Paper, a biannual publication that has risen to

cult status’ [Opening Ceremony. About: Acne Studio New

York. [online]] something the Burberry publication

would aim to achieve.

3.7.5 Visual Summary of Consumer Profile for New Concept

3.8 A Look at Competitor Publications

It appears that ‘labels and retail chains are… venturing

into print, cutting out independent magazine editors to get

their message across’ [Relaxnews, 2011. The Independent,

16th March]

Below shows other brands that have gone into publishing and

the way in which they are perceived and promoted:

‘Acne Paper’

‘A glamorous and intellectual magazine celebrating

personality, authenticity and style’ [Acne Paper.

About. [online]] It acts as a tone that Acne

Studios wants to be associated with.

Yves Saint Laurent

‘An annual Manifesto publication in international

cities - a clever publicity campaign which proves

how much more direct brands' contact with their

customers has become.’ [Relaxnews, 2011. The

Independent, 16th March]

‘Christian Louboutin: 20 Years’

‘Delving into the designer's imagination…created

to celebrate the brand's 20th Anniversary –

contains…stunning photography, inspiration,

biographic detail…with exclusive insight into his

personal archives, this is a real collector's item

and will look fabulous on your coffee table’ [Net-

a-porter. Christian Louboutin Book. [online]]

Matthew Williamson

‘cover[s] the designer’s work, life and

achievements in a definitive volume…the book

offers an overview of Matthew’s personal

journey…explor[ing] the design process, the

application of Matthew’s design aesthetic within

interiors and revisits iconic garments from the

archive.’ [Matthew Williamson, 2010. Matthew

Williamson Book. [online]]

‘Gucci: The Making Of’

‘Published in conjunction with the opening of the

new Gucci Museum in Florence, Gucci is the

ultimate celebration of the world-renowned fashion

house’ [Amazon. Gucci- The Making Of. [online]]

Alice Temperley

‘True British’ celebrat[es]…designer Alice

Temperley's decade in fashion…a must-have for any

dedicated fashionista.’ [Net-a-porter. Temperley

London [online]]

Free high street editorial magazines: H&M and H&M owned

COS, Topshop, The Kooples, John Lewis, Marks and

Spencer, ASOS ‘whose editorials…get discussed by

conventional fashion media… [and] do any traditionally

editorial publication proud’ [Relaxnews, 2011. The

Independent, 16th March] to mention a few.

There appears to be very little competition in the market

for Burberry to create a biannual coffee table book. Most

luxury brands tend to go into publishing to create a one off

book, often to mark a milestone in the brand’s history.

Burberry would be providing new content every six months-

biannually. Potential promotional strategies are shown in

figure 18.

3.9 Visual Summary of Potential Promotional and Marketing

Strategies

From the results of the primary and secondary research

carried out for this report, a proposal for Burberry to

extend has been created. This can be summarised by the

following marketing mix, figure 19:

PRODUCT PLACE Figure 19

Biannual magazine in a

coffee table book format

Limited number of

copies- exclusive and

keeps with luxury of

brand

Hard front cover-

something to keep

Printed on glossy thick

card

Striking front cover

image

Bring together all

creative areas within

Burberry

Would need to be

licensed out to a

company with publishing

expertise e.g. Rizzoli

who were responsible for

the Louboutin and

Williamson publication

Further market research

once prototype created

Available in London

flagship store

initially, then could

expand globally

Direct in store sales

Envisage queues of

people who want a copy

Also acts as an

opportunity for people

to buy other Burberry

items

If possible, place

restrictions on websites

such as eBay- can only

buy from one place to

ensure it is genuine and

that only enthusiasts

get a copy

PRICE PROMOTION

Greater than ten pounds-

further research once

product is developed to

see how much it would

cost to produce and how

much people are willing

to pay- with a good net

profit

Premium pricing for a

premium publication from

a luxury brand

Proposed that 10% of

every copy sold would go

towards the Burberry

Foundation

Has to have a price

otherwise not a viable

brand extension

Not an unaffordable

price- reach to a wider

audience than Burberry’s

clothes do

Create a buzz through

Burberry’s various

online platforms-

countdown to the launch/

win copies

Supporting the Burberry

Foundation when bought

Limited number of

copies- act as incentive

to own a piece of

history

A launch event- selected

people invited-

celebrities/ customers

loyal to the brand

Live stream/ hologram of

Christopher Bailey about

the launch

Win tickets/ copies of

the magazine via online

competitions

Discrete adverts about

launch in various

popular fashion

publications

If the publication is

successful- possible

extension to digital

format for iPads and

other hand held

electronic devices

WORD COUNT: 2132

[Burberry Corporate. Overview. [online]]

[Acne. History. [online]]

[London Fashion Week. LFW Sponsors. [online]]

[Burberry Corporate. History. [online]]

[BBC, 2005. Burberry versus the chav. [online]]

[Burberry. The Foundation. [online]]

[Mintel, 2010. Price deflation in clothing. [online]]

[Moore and Birtwistle, 2004: 415]

[Net-a-porter. Burberry. [online]]

[Moore and Birtwistle, 2004: 416]

[Burberry Corporate. Strategy and Mission. [online]]

[Frankel, S., 2011. The Independent, 1 August]

[Fashion United, 2009. Acne teams up with Lanvin.

[online]]

[Fashion United, 2010. Acne x Candy magazine. [online]]

[Fashion United. Acne collaborates with Daniel Silver.

[online]]

[Baker, R., 2011. Marketing Week, 1 September]

[Design Council. Christopher Bailey: The Art of the

Trench. [online]]

[Cartner-Morley, J., 2011. The Guardian, 7th October]

[British Fashion Council. Burberry Acoustic- SS11.

[online]]

[Relaxnews, 2011. The Independent, 16th March]

[Acne. Acne Collective. [online]]

[Mintel, 2011. What type of books do people read or

listen to? [online]]

[Mintel, 2011. Magazine consumption [online]]

[Mintel, 2011. Magazine Reading Habits [online]]

[Mintel, 2011. Book Report Homepage [online]]

Order of appearance

[Opening Ceremony. About: Acne Studio New York.

[online]]

[Acne Paper. About. [online]]

[Net-a-porter. Christian Louboutin Book. [online]]

[Matthew Williamson, 2010. Matthew Williamson Book.

[online]]

[Amazon. Gucci- The Making Of. [online]]

[Net-a-porter. Temperley London [online]]

Books:

Posner, H, 2011. Marketing Fashion. London: Laurence

King Publishing Ltd

Journals:

Moore, C.M. and Birtwistle, G, 2004. The Burberry

Business Model. International Journal of Retail &

Distribution Management. [e-journal] Vol.32/No. 8 (412-

422) Available through: Emerald [Accessed on: 21st

November 2011]

Newspapers/ Magazines:

Baker, R., 2011. Burberry dedicates 60% of marketing

spend to digital. Marketing Week, 1 September.

Available at:

<http://www.marketingweek.co.uk/sectors/retail/burberry

-dedicates-60-of-marketing-spend-to-

digital/3029739.article> [Accessed 12th November 2011]

Cartner-Morley, J., 2011. Burberry becomes the first

designer label to release single. The Guardian, 7th

October. Available at:

<http://www.guardian.co.uk/business/2011/oct/07/burberr

y-designer-label-release-single?INTCMP=SRCH> [Accessed

20th November 2011]

Frankel, S., 2011. Paper dreams: The latest issue of

Acne’s magazine. The Independent, 1 August. Available

at: <http://www.independent.co.uk/life-

style/fashion/features/paper-dreams-the-latest-issue-

of-acnes-magazine-2329538.html?origin=internalSearch>

[Accessed 10th November 2011]

Relaxnews, 2011. Brands’ own magazines to render ‘old’

fashion media obsolete? The Independent, 16th March.

Available at: <http://www.independent.co.uk/life-

style/fashion/brands-own-magazines-to-render-old-

fashion-media-obsolete-

2243829.html?origin=internalSearch> [Accessed 19th

November 2011]

Reports:

Mintel, 2011. Books and e-books-UK-February 2011/ Book

Report Homepage [online] Available at:

<http://academic.mintel.com/sinatra/oxygen_academic/sea

rch_results/show&/display/id=545508> [Accessed 25th

November 2011]

Mintel, 2011. Books and e-books-UK- February 2011/ What

type of books do people read or listen to? [online]

Available at:

<http://academic.mintel.com/sinatra/oxygen_academic/sea

rch_results/show&/display/id=545508/display/id=567798#h

it1> [Accessed 25th November 2011]

Mintel, 2010. Designer/Upmarket Clothing-UK-march 2010/

Broader Market Environment/ Price deflation in

clothing. [online] Available at:

<http://academic.mintel.com/sinatra/oxygen_academic/sea

rch_results/show&/display/id=479885/display/id=517777#h

it1> [Accessed 26th November 2011]

Mintel, 2011. Magazines-UK-September 2011/ Magazine

consumption [online] Available at:

<http://academic.mintel.com/sinatra/oxygen_academic/dis

play/id=545509/display/id=594936> [Accessed 25th

November 2011]

Mintel, 2011. Magazines-UK-September 2011/ Magazine

Reading Habits [online] Available at:

<http://academic.mintel.com/sinatra/oxygen_academic/sea

rch_results/show&/display/id=545509/display/id=594938#h

it1> [Accessed 25th November 2011]

Websites:

Acne, 2011. Acne Collective. [online] Available at:

<http://shop.acnestudios.com/about/acne-collective?r=1>

[Accessed 16th November 2011]

Acne, 2011. History. [online] Available at:

<http://shop.acnestudios.com/about/history> [Accessed

10th November 2011]

Acne Paper, 2011. About. [online] Available at:

<http://www.acnepaper.com/#!/about/> [Accessed 15th

November 2011]

Amazon, 2011. Gucci- The Making Of. [online] Available

at: <http://www.amazon.co.uk/Gucci-Making-Frida-

Giannini/dp/0847836797/ref=sr_1_1?ie=UTF8&qid=132302965

2&sr=8-1> [Accessed 18th November 2011]

BBC, 2005. Burberry versus the chav. [online] (Updated

28th October 2005) Available at:

<http://news.bbc.co.uk/1/hi/business/4381140.stm>

[Accessed 20th November 2011]

British Fashion Council, 2011. Burberry Acoustic- SS11.

[online] Available at:

<http://www.britishfashioncouncil.com/content.aspx?Cate

goryID=1805&ArticleID=1675> [Accessed 15th November

2011]

Burberry, 2011. The Foundation. [online] Available at:

<http://uk.burberry.com/store/foundation/the-

foundation/> [Accessed 13th November 2011]

Burberry Corporate, 2011. History. [online] Available

at:

<http://www.burberryplc.com/bbry/corporateprofile/histo

ry/> [Accessed 11th November 2011]

Burberry Corporate, 2011. Overview. [online] Available

at:

<http://www.burberryplc.com/bbry/corporateprofile/overv

iew/> [Accessed 10th November 2011]

Burberry Corporate, 2011. Strategy and Mission.

[online] Available at:

<http://www.burberryplc.com/bbry/corporateprofile/strmi

s/> [Accessed 14th November 2011]

Design Council, 2011. Christopher Bailey: The Art of

the Trench. [online] Available at:

<http://www.designcouncil.org.uk/about-design/Types-of-

design/Fashion-and-textile-design/Burberry/> [Accessed

15th November 2011]

Fashion United, 2011. Acne collaborates with Daniel

Silver. [online] (Updated on 17th October 2011)

Available at: <http://www.fashionunited.co.uk/fashion-

news/video/acne-collaborates-with-daniel-silver-

2011101713146> [Accessed on 22nd November 2011]

Fashion United, 2009. Acne teams up with Lanvin.

[online] (Updated 9th April 2009) Available at:

<http://www.fashionunited.co.uk/news/columns/acne-

teams-up-with-lanvin-200904097055> [Accessed 22nd

November 2011]

Fashion United, 2010. Acne x Candy magazine. [online]

(Updated 6th September 2010) Available at:

<http://www.fashionunited.co.uk/fashion-

news/fashion/acne-x-candy-magazine-201009069445>

[Accessed 22nd November 2011]

London Fashion Week, 2011. LFW Sponsors. [online]

(Updated 15th September 2011) Available at:

<http://www.londonfashionweek.co.uk/news_detail.aspx?id

=359> [Accessed 12th November 2011]

Matthew Williamson, 2010. Matthew Williamson Book.

[online] (Updated 24th September 2010) Available at:

<http://www.matthewwilliamson.com/home/promotion2/2010/

09/matthew-williamson-book> [Accessed 18th November

2011]

Net-a-porter, 2011. Burberry. [online] Available at:

<http://www.net-a-

porter.com/Shop/Designers/All/Burberry?cm_mmc=Google-_-

High_Vis_Burberry-_-Burberry_Brand-_-

Burberry_Brand&bbcid=2625> [Accessed 19th November

2011]

Net-a-porter, 2011. Christian Louboutin Book. [online]

Available at: <http://www.net-a-

porter.com/product/189016> [Accessed 18th November

2011]

Net-a-porter, 2011. Temperley London [online] Available

at: <http://www.net-a-porter.com/product/189019>

[Accessed 20th November 2011]

Opening Ceremony, 2011. About: Acne Studio New York.

[online] Available at:

<http://www.openingceremony.us/entry.asp?pid=1450>

[Accessed 12th November 2011]

Other books:

Jones, T. 2008. Fashion Now 2. Koln: Taschen

Buttolph, A., et al., 2008. The Fashion Book: Midi

Format. New York: Phaidon Press Ltd

O’Hara Callan, G., ed. by Glover, C, 2008. The Thames &

Hudson Dictionary of Fashion and Fashion Designers.

London: Thames and Hudson Inc

Other websites:

Acne, 2011. Acne Collective. [online] Available at:

<http://shop.acnestudios.com/about/acne-collective?r=1>

[Accessed 12th November 2011]

Bianchi, 2011. Corporate. [online] Available at:

<http://www.bianchi.com/uk/Bianchi/Corporate_Bianchi.as

px> [Accessed 22nd November 2011]

Burberry Corporate, 2011. Burberry Foundation. [online]

Available at:

<http://www.burberryplc.com/bbry/corpres/burfound/>

[Accessed 13th November 2011]

Burberry Corporate, 2011. Markets and Risks. [online]

Available at:

<http://www.burberryplc.com/bbry/corporateprofile/markr

is/> [Accessed 20th November 2011]

Fashion United, 2011. Acne opens for business in

London. [online] (Updated 16th July 2010) Available at:

<http://www.fashionunited.co.uk/fashion-

news/fashion/acne-opens-for-business-in-london-

201007169018> [Accessed 21st November 2011]

London Fashion Week, 2011. Show Schedule Spring/Summer

2011. [online] Available at:

<http://www.londonfashionweek.co.uk/catwalkschedule_SS1

2.aspx> [Accessed 12th November 2011]

London Fashion Week, 2011. Burberry Prorsum. [online]

Available at:

<http://www.londonfashionweek.co.uk/designer_profile.as

px?DesignerID=1245> [Accessed 15th November 2011]

London Fashion Week, 2011. Acne. [online] Available at:

<http://www.londonfashionweek.co.uk/designer_profile.as

px?DesignerID=1562> [Accessed 15th November 2011]

Appendix 1: [Posner 2011: 13]

Appendix 2: [Moore and Birtwistle, 2004: 417]

Appendix 3: Survey Monkey, 2011. Burberry brand extension.

[online] Created 10th November 2011. Available at:

<http://www.surveymonkey.com/s/BBPZ6R8>

Appendix 4:

52 people responded- not a lot for statistical significance

but the only numbers available. Limitations included: time

available- need longer time period for more responses;

needed wider distribution networks- to create a better

overall understanding of the opinions of the public.