Table of Contents

Introduction......................................................................................................................................2

The Relevance and Importance of Positioning, Repositioning and Its Implications.......................2

Positioning map...............................................................................................................................4

Two Methods of Repositioning........................................................................................................5

Conclusion.......................................................................................................................................6

References........................................................................................................................................7
 Introduction
Burberry’s target consumer is somebody who desires luxury while being purposeful. The

brand’s point of change with additional luxury brands is that they might be aspirational, luxury

and functional. Burberry agreed that they were successfully going to reach these clients from

Bravo classifying their niche amongst labels of Giorgio Armani and Polo Ralph Lauren on the

clothing side, and among Gucci and Coach on the accessories segment. Hence, the market

positioning of the company is exceptional and differs as it targets fashionable as well as classic

buyers. Burberry aims at all its customers through a shared signature tune of functional luxury

products. Burberry’s key rivals include Armani, Coach, Polo and Gucci all of which are amongst

top fashion trademarks in the United Kingdom and internationally. Gucci and Coach both are

more dedicated towards stylish accessories while Armani and Polo are more concentrated on

clothing; though all have a diversity of products in both accessory categories and apparel (Moore

and Birtwistle, 2004).

The Relevance and Importance of Positioning, Repositioning and Its

thoughts of customers to be a functional luxury. The company retains a product line with

sufficient depth and width comprising of several products. Burberry products fall into either of

these main groupings: continuity or fashion. Fashion products are intended to be receptive to

fashion inclinations and are availed on a collection-by-collection base. Permanence products

have business cycles that are anticipated to last for a total of many years. Burberry also owns

three main collections: menswear, accessories and women’s wear. Hence, with so many diverse
products obtainable in the different selection and the fashion versus stability of Burberry items

the product mix is good enough. This affects directly to the positioning of the company’s brand.

Burberry has been awarded awards for the Classic Design Collection and Contemporary Design

Collection. This demonstrates how different the Burberry brand is compared to its competitors.
Brand positioning generates a precise place in the marketplace for the company’s product

and brand offerings. It influences a specific type of customer and delivers benefits that meet the

wants and needs of numerous crucial target users and groups. The brand positioning of the

corporation and product pursues to further detach itself from rivals based on a host of products,

but particularly five key issues: Quality, price, Product Attributes, Usage Occasions, and

Distribution. Positioning aims at identifying the superior features of the product and connecting

them with customers more successfully than competitions. This viewpoint brands the entire

Burberry market-oriented. Repositioning helps a company maintain its market even after a

product life cycle reaches a maximum. It helps the company to control pricing and keep its

customers (Truong, McColl and Kitchen, 2009).

The positioning map symbolizes the highest two grouping motivators, fashion, and price.

A score of 1.0 signifies a perfect score and -1.0 grades the last place company out of the three,

which was the case for Burberry after collecting the ranks from the surveyed persons. I placed

Gucci below Burberry because after replacing their designers the company has faced problems in

creativity and uniqueness. Burberry recently has attracted so many customers due to their

creativity and designs. Primark, on the other hand, does not meet the creativity of the two

companies and it’s pricing although the company has the highest net worth. Predictably, the

company that performs best is the Burberry which has expensive and fashionable products

followed by Gucci and later Primark (Straker and Wrigley, 2016). The reason is that Burberry

has numerous product approaches: market development, market penetration, and product

distribution. They are expanding their previous Europe market, emerging in the United States

and International market, and increasing their products to sustain with the latest fashion styles.
 Burberry is fashionable since you can get it at a few amounts of locations compared to

the rest. For promotion communications, Burberry promotes videos and carries out promotions

on the internet and YouTube. They have in supply customer agents who help personal marketing.

For trade advertisings, Burberry has authorization sales after the seasons. Product positioning

must uphold a positive brand appearance. Burberry practices direct promotions by using opt-in

emails. The company has also used a lot of electronic media, for example, their Facebook page,

website, YouTube account and Twitter account which help improve the positioning of their

brand. The organization also has a segment on its website, termed as Art of Trench, a place

where customers generate images for themselves wearing their Burberry product (Phan, Thomas

and Heine, 2011).

Two Methods of Repositioning

There are few strategies Burberry Company can use to reposition itself in the market. The most

critical phase of building a brand is to give the company identity. The first approach I would

propose is identity where a brand is tied collectively through the slogan, logo, and color scheme,

employees and marketing materials. Everything about the business should put together and

deliver a unified identity that the customers can comprehend. There will be a complete overhaul

as a brand must approve all the sections to work together. This comprises of changes completed

and any portions that have endured the same, although there usually are very few types of the

brand that continue to remain alike. As long as you are proving consumers with a new fashion

and taking them along for long-term the company will ever stay successful (Straker and Wrigley,

2016).
 Consumer engagement is the second approach for repositioning that is good for Burberry.

People need to be involved with the Burberry brand. Customers always feel like they belong to

the company. To ensure this materializes, Burberry has to work to modify their products to fit

customer requirements. The designers must have to be visionary and creative to produce what

individuals want (Truong, McColl and Kitchen, 2009). The company must also communicate

with the customers when repositioning. They help build brands through enticing customers and

meeting their specifications.

Conclusion
In conclusion, brand positioning is something that touches the personality of customers.

The company can improve its return on investment and overall sales turnover by implementing

brand repositioning. The organization has performed very well over the years and as it seeks

expansion to new market positioning is crucial for the success of the company. With the intense

rivalry in the global fashion market, Burberry must establish evident characteristics of what they

need their product to stand for. Except they could shape out a compelling and unique positioning,

the firm will not achieve its main objectives. Generally, in the fashion industry creativity is

essential and brand positioning. This is attributed to the taste and preferences of different

potential customers. Burberry needs to invent a way of creating a single and firm international

brand positioning. This brand cannot position for something which is not similar in every

marketplace since it will end up confusing customers and make global advertising almost

unbearable.
 References

Moore, C. M. and Birtwistle, G. (2004) ‘The Burberry business model: Creating an international

luxury fashion brand’, International Journal of Retail & Distribution Management, 32(8), pp.

Available at: http://www.emeraldinsight.com/doi/10.1108/09590550410546232 (Accessed:

2019-03-22).

Phan, M., Thomas, R. and Heine, K. (2011) ‘Social media and luxury brand management: The

case of burberry’, Journal of Global Fashion Marketing, 2(4), pp. 213–222. Available at:

https://www.tandfonline.com/doi/abs/10.1080/20932685.2011.10593099 (Accessed: 2019-03-

22).

Straker, K. and Wrigley, C. (2016) ‘Emotionally engaging customers in the digital age: the case

study of “Burberry love”’, Journal of Fashion Marketing and Management. Edited by H.

Goworek, Patsy Perry and Anthony Ke, 20(3), pp. 276–299. Available at:

https://www.emeraldinsight.com/doi/abs/10.1108/JFMM-10-2015-0077 (Accessed: 2019-03-22)

Truong, Y., McColl, R. and Kitchen, P. J. (2009) ‘New luxury brand positioning and the

emergence of masstige brands’, Journal of Brand Management, 16(5–6), pp. 375–382. Available

at: https://link.springer.com/article/10.1057%2Fbm.2009.1 (Accessed: 2019-03-22)

Figure 1.Gucci logo (Source: https://www.gucci.com/int/en/#)

Figure 2.Primark logo (Source: https://www.primark.com/en/homepage)