Burberry's CEO on Turning An Aging British Icon into a Global Luxury Brand

• Autores: Angela Ahrendts
• Localización: Harvard business review, ISSN 0017-8012, Vol. 91, Nº 1, 2013, págs. 39-42
• Idioma: inglés
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• Resumen

  • As her top 60 executives arrived in London for the first strategic planning meeting after Ahrendts took the helm, she noticed that not one of them was wearing a Burberry trench coat, despite the damp, gray weather. It was a sign of the challenges the company faced. Even in a burgeoning global market, Burberry was growing at only 2% a year. It had lost focus in the process of global expansion: Each of the 23 licensees around the world was doing something different. Ubiquity was robbing the brand of its luster. Ahrendts realized that if Burberry was going to be a great, pure, global luxury brand, it needed to have one design director-a "brand czar"-and it needed to capitalize on its historical core: the trench coat. The company decided to innovate at the core to attract the luxury customers of the future: millennials.