Teaching note for product 9B17A014.

In 2014, Burberry’s new chief executive officer was facing a changing environment and digital disruption in the luxury fashion industry. The Burberry brand image had improved considerably over the past decade. However, several changes within the fashion world had had a significant impact on the overall luxury fashion industry. Fast fashion, digital technology, and new communication channels had changed the way the world’s leading luxury brands operated. .....more

Teaching note for product 9B14A045.

Since 2005, the chief executive officer of Kering, a conglomerate headquartered in Paris, has successfully streamlined the company’s business strategy to concentrate on luxury goods and sporting and lifestyle brands —including Gucci, Yves St-Laurent, Stella McCartney, Alexander McQueen and Balenciaga, among others — through selling off non-related businesses. By 2012, the company was more focused than ever before but was sluggish in one key aspect .....more

Teaching note for product 9B14A014.

In 2006, Burberry appointed a new chief executive officer (CEO) with many years of experience in senior positions in the fashion and luxury industries. Though Burberry had enjoyed continued year over year growth, the sales growth was not on par with the growth seen within the personal luxury industry. Big changes within Burberry were expected to come as the new CEO took the reins in July 2006. What were the transformations and changes that Burberry .....more