MC4009 - Fashion Concepts and Systems The assessment no. 2

2015

Burberry and Mulberry: A comparative study of two British

luxury retailers

Word count: 3294

Auguste Kupstaityte (14011823), Daniela Dahla (13016890), Migle Laskauskaite (14011822), Robyn Withers (13035504)

Content

!2

1. INTRODUCTION : the background, history and design offer…………………………… 3

2. THE POSITIONING OF THE BRANDS ……………………………………………… 4

3. THE MARKETING MIX ………………………………………………………………… 5

4. MACRO ENVIRONMENTAL ANALYSIS (PESTEL) …………………………………. 7

4.1. Political factor .………………………………………………………… 7

4.2. Economic factors .……………………………………………………… 8

4.3. Socio-cultural factors ………………………………………….……….. 9

4.4. Technological factors ………………………………………………….. 9

4.5. Environmental factors …………………………………………………. 10

4.6. Legal factors……………………………………………………………. 11

5. CONCLUSIONS………………………………………………………………………….. 11

6. Appendices ……………………………………………………………………………….. 13

7. Bibliography ……………………………………………………………………………… 22

Burberry and Mulberry: A comparative study of two British luxury retailers

1. Introduction

Burberry, a nearly two-century old company, was founded in 1856 by Thomas Burberry, when he

opened his first store in Basingstoke, England (Vogue, 2015). It has evolved into a leading and

hugely successful global fashion brand, known for its iconic heritage Trench Coat, by carefully

planning its marketing strategy, which is integral to the overall business planning process. The

retailer’s success story started when Burberry was chosen to design Military Officers’ coats (which

later were rapidly adopted by the civilians after the war) from Burberry ’s version of the gabardine -

water-resistant, heavy, yet breathable fabric (appendix no. 1) (Burberry, 2015). In contrast to the

Mulberry, which is a relatively young brand, Burberry is endowed with rich history (appendix no.

2). Conversely, Mulberry’s establishment by Roger Saul took place in 1971, more than 100 hundred

years later from Burberry’s foundation. It was followed by the opening of its first factory in

Somerset, England, where all the designing is still done to this day (Mulberry, 2015). The company,

mainly known for its leather craft heritage for both men and women, offers clothing as well. Its first

womenswear collection, including belts, simple cotton blouses and jackets, was introduced in the

late 1970s, resulting in Mulberry’s jacket becoming a worldwide success (Ehrlich, 2014).

Mulberry’s designs, despite the retailer being rather new to the market, are already renowned for its

traditional English craftsmanship, and equestrian style.

Mulberry creates its bags (which are the essence in their merchandise offering) from carefully

chosen and exquisite natural leathers (Adams, 2012), and is also deeply committed to principles and

practices that require animals used in production to be treated with care and respect (Mulberry,

2015). The company, known for its superior quality, manufactures their goods in United Kingdom,

as Mulberry believes that ‘made in Britain’ is a crucial part of their brand image and design

proposition (Adams, 2012). Consequently, the retailer’s bags are certainly less fashionable

compared to other brands, designing latest trends, as Mulberry opts for timeless classics (appendix

no. 3). However, the company’s bags exhibit traditional craftsmanship with creative flair (appendix

no. 4), by introducing various unique prints, including animal patterns, in order to attract younger

!3

and more fashionable customers, while also striving to be a bag for a lifetime for the average

consumer (Carter, 2010).

Similarly to Mulberry, Burberry is very much focused on their core product – the outerwear. Their

trench coat has been the brand’s trademark for decades, and generates most of the sales (Burberry

Plc, 2015). Thus, the company tries to stay true to their heritage merchandise by keeping the

designs fairly simple (Ahrendts, 2013), while also introducing innovative variations of the core

product, which appeal to fashion-forward, more open-minded and tech-savvy customers (refer to

the appendix no.1 - Prorsum collection). Materials and fabrics, used for Burberry’s garments, are

both sourced and designed in Burberry’s facilities in the United Kingdom, and various factories

located in Europe (Burberry Group Plc, 2015). Throughout the years, correspondingly to Mulberry,

the brand has gained a reputation for its craftsmanship, quality, and innovative designs, while

without forgetting its roots.

2. The positioning of the brands

Positioning is a crucial element of the marketing strategy, which aims to distinguish the brand from

its competition in the minds of consumers in its marketplace. According to Ries and Trout (1981),

as cited in Gilbert (2003), the positioning is not about what the company does to a product, but what

it does to the mind of the prospective customer. Understanding the needs (including the image of

the product, its attributes, price, packaging, distribution, and even the service) of the target market,

and the dimensions used by it, in order to evaluate the product, is the key in achieving success for a

brand (Gilbert, 2003; Business Dictionary, 2015). Strong positioning has to be clear, credible,

consistent, and competitive (Jobber, 2013).

Burberry and Mulberry position their products in a luxury market as premium brands, offering both

affordable and exclusive luxury collections, while being staples for functionality as well. The two

iconic British retailers, which also trade internationally through wholesale partners, and their own

retail stores (Mulberry Group Plc, 2014; Burberry Group Plc, 2014), have strong brand identities,

established through consistency in craftsmanship with an exceptional quality, recognisable style,

excellence in customer experience, and premium pricing. A well-known brand identity is considered

to be a crucial part in their luxury positioning (Theng So et al, 2013).

!4

Recently, both companies have strengthened their place in the luxury market. Burberry’s major

transformation started when Angela Ahrendts took over the position of a Chief Executive in 2006,

after the company struggled to reach their target market due to its inconsistent strategy (Ahrendts,

2013). Mulberry’s repositioning was more recent, which took place when Bruno Guillon, who came

from Hermes, was appointed as Chief Executive in 2012 (Keynote, 2015). Both brands experienced

significant changes under the leaderships of Ahrendts and Guillon, which led to the expansion of

high-end product lines and the business strategy focus on the affluent and more upmarket customer

base. Burberry has also launched less expensive collections, such as Burberry Brit and Burberry

London (appendix no. 5 for comparison of the prices between the collections), in order to appeal to

younger consumers and broaden the range, which led to success and profit growth. Meanwhile,

Mulberry’s more accessible ‘Tessie' and ‘Effie’ lines (appendix no. 3 for the comparison of prices

between the collections) were only introduced after a few profit issue warnings in a single year,

coupled with income loss (appendix no. 6), as consumers struggled to adjust to the new positioning

and reconcile to sudden shift towards upmarket (Felsted, 2013; Keynote, 2014; Mintel, 2014).

Therefore, Mulberry was forced to re-think its strategic approach and once again include more

reasonably priced, entry-level items in their collections, in order to balance the more exclusive

range and maintain their customer base.

The core product of Mulberry is an extensive line of luxury fashion bags for both men and women.

In addition to their leather goods, the offering also includes footwear, accessories, and womenswear

(Mulberry, 2015). Even though Burberry offers a wider range product portfolio, consisting of

womenswear, menswear, children-wear, accessories, and leather goods, it also focuses on its core -

outerwear - merchandise line, which is similar to Mulberry’s approach. (Burberry, 2015). Both

retailers appeal to different age groups with high disposable income, reaching various segments of

the market, by offering diverse, from affordable to more premium, product and price range.

3. The marketing mix

The marketing mix is an extremely important aspect for any retailer, especially for two of the most

popular British luxury brands. Advertising is a key factor of the promotional mix and has a big

influence on consumers perception, therefore, being crucial in any organisation.

!5

The significance of marketing was specifically prominent via Mulberry’s and Burberry’s Christmas

ads last year. Burberry's first ever global campaign for Christmas, ’From London with Love’,

focused on their iconic items, such as the heritage trench coat and check scarf, both being seen at

the forefront (Vizard, 2014). However, the main attraction was the featuring of Romeo Beckham

(appendix no. 7), son of Victoria and David Beckham, in a spectacular advertisement, which has

had over 9 million views on Youtube, and a boost to festive sales (Vizard, 2015). In comparison,

Mulberry focussed on a light-hearted approach that plays on the secret competition of giving

presents at Christmas (McCabe, 2014). Its 'Win Christmas’ campaign (appendix no. 8) centres on

the comedy aspect (Mintel, 2015), which shows the contrasting ways of building brand and

corporate image. Another addition to the marketing mix of Burberry was the release of interactive

billboards and customisable adverts to promote the new 'My Burberry' fragrance (Mortimer, 2014).

This was shown to be extremely effective, as it allowed them to differentiate themselves from the

competition with a unique selling point, in contrast to Mulberry, which focuses on their window

displays for interaction with customers.

Another significant aspect of the promotional mix is e-commerce. Mulberry re-launched their

website to support growth in visitors, coming via mobile devices (Rigby, 2013). The new

responsive e-commerce site aimed to beat competitors by ensuring it worked across all devices,

including tablets, in order to facilitate ease of access. This allowed the company to increase its

international sales revenue. (Mortimer, 2014). Burberry's strategy was also to put the mobile first, in

order to guarantee all physical activity across the business was digitally connected. They shifted the

focus towards the cellular aspect of the company, dedicating 60% of their marketing expenditure for

that purpose (O'Reilly, 2012). E-commerce has become an essential part of organisations, and, both

Mulberry and Burberry consequently made similar decisions to improve and re-launch certain

features to ensure growth and ease of access to increase global sales.

The pricing mix determines the type of customer and competition the organisation will attract and,

therefore, affects the image of the brand. Mulberry and Burberry both attract the high-end market

with their premium pricing strategy. That manifests in their high prices and the superior product

quality that they offer. In this aspect, the two companies are very similar, as they are selling to the

same market, both being strong luxury brands. However, Mulberry is making the decision to

decrease prices to ensure growth by introducing more affordable collections, after it received a

second consecutive profit warning (Lidbury, 2014). Focusing on one product line could be a factor

in Mulberry's profit warning with the competition for handbags growing profusely. Burberry is well

!6

known for its iconic pieces, which have become the heart of the brand’s recent sky-rocketing

popularity (Luxury Insider, 2014). The company’s product mix includes beauty, womenswear,

menswear, bags, to name a few, and is considerably larger than Mulberry’s. This is reflected in

Burberry's revenue, increasing year on year (appendix no. 9). Meanwhile, Mulberry is first and

foremost known for its selection of handbags, but also has womenswear and shoes in its product

range.

Place, which is another element in the marketing mix, includes the atmospherics, the environment

of the stores, and other aspects used to attract customers. Recently, Burberry has opened its biggest

outlet in Shanghai, which has taken its interactive design cues from its other flagship on London

Regents Street (Jones, 2014). The Regent Street outlet brings the digital world to life in a physical

store, with changing room mirrors presenting your outfit on a catwalk (Alexander, 2012). The

company focuses on multimedia and interactive content, such as screens displaying Burberry’s

shows and a permanent stage for music performances (appendix no. 10), in its stores in order to

interest customers. Other aspects include radio frequency identification technology which enables

information of a product to be triggered when placed in front of a mirror. Thus, the brand appeals to

younger, tech-savvy customers, while also broadening the consumer base. All of these measures

emphasise why it is named the ‘Burberry World Live’ for its impressive technological features

(Lidbury, 2012). Mulberry, on the other hand, is very low key, which is reflected in their London

store with its modern and dynamic retail environment. They choose to emphasise on the quality and

authenticity of the products to attract customers (Dezeen, 2010). This shows a major difference

between two high end brands and how they create different retail locations to interact with current

and new consumers.

4. The macro environment analysis

4.1. Political factors

Political issues, such as unemployment, wars and global warming will always affect how a

company operates. In countries where communism exists, governments exercise control over major

political decisions without accountability to their citizens. This often limits the options of private

enterprises within such countries, as regular market rules usually do not apply there (Mulberry

Group Plc, 2014).

!7

For example, in Burberry’s case, the repressive regime in China may threaten the retailer’s

operations in the country (Moore, 2004). The industrial and business growth in China, fuelled by

cheap labour, is attractive to foreign investment. However, the Chinese strict regulations for

businesses from other countries create difficulties for Burberry to enter and exploit the emerging

market (Moore, 2004).

In contrast, the Western markets produce concerns stemming from constant change of legal

environment. Recently, the European Commission proposed a controversial legislation, changing

the way that textile products manufactured or retailed in the EU are labeled. Therefore, the

companies that do not adhere to this regulation would be penalised (Keynote, 2015).

The major political challenges of international companies, including Burberry and Mulberry, are

caused by the issues ranging from barriers of entry to manufacturing matters.

4.2. Economic factors

The fashion luxury industry, similarly to other consumer focused markets, has taken a toll by the

recession, but is slowly recovering. The economic state in 2009 caused a decline in sales, since then

growth has been achieved, but according to Keynotes’ Clothing Retailing report (2014), it has not

reached its full potential yet.

Another rising trend in the economic sector is fast-fashion, as customers tend to choose the high

street option to afford the latest trends (Keynote, 2014). It has led to a higher percentage of brands

manufacturing their clothing overseas to cut production costs and allow more investments in

product design and marketing, thus becoming more competitive with the luxury sector. However,

some customers choose to invest in a few selected durable, high-quality pieces due to unstable

economic times (Keynote, 2014). Consequently, this has led to the rising demand for UK-

manufactured goods. Many British brands, such as Mulberry and Burberry, saw this as an

opportunity to step forward and attract more consumers with their unique selling point, offering

products made in the United Kingdom (Keynote, 2015), as shoppers, particularly after the

recession, became more aware of the importance in supporting the local economy.

!8

The fashion industry has experienced a price rise over the recent years due to a number of factors

influencing the supply chain infrastructure (Keynote, 2015). Mainly, it was affected by the changing

weather conditions and the rising demand for quality leather and cotton, as the suppliers have been

unable to meet the growing demand (Keynote, 2015; Keynote, 2014). All of these issues brought

higher costs not only for the retailers and manufacturers, for consumers as well.

4.3. Socio-cultural factors

The socio-cultural dimensions of the environment consist of customs, lifestyles, and values that

characterise the society in which the company operates. They can have an impact on marketing

decisions by changing demand patterns, creating opportunities or threats in the process (Jobber,

2013). In fashion, social class, including family and friends, have always had an impact on ones

choices, but, in today’s society, designer brands and celebrities have an even greater effect

(Keynote, 2014). Consumers’ buying behaviour has evolved throughout the years, along with

changes to household budgets, and resulted in fashion trends, particularly the ones connected to the

celebrity culture, having an influence on the customer’s spending choices (Keynote, 2015). Thus,

luxury retailers, such as Mulberry or Burberry, have attracted even more attention to their brands by

using British celebrities, actors and the ‘It’ models, such as Kate Moss, Cara Delevingne, or

Cressida Bonas.

For many years, various brands have been outsourcing their manufacturing to third parties overseas,

in order to cut costs. However, consumers are becoming more aware of all the risks and

complications, as scandals regarding unsafe working conditions, child labour, and ‘sweatshop’ type

of factories, are being brought to forward by the media (Keynote 2015; Keynote, 2014). As a result,

retailers face higher pressure for transparency in their supply chain and production activities.

4.4. Technological factors

Over the recent years, the retail industry has developed considerably due to advanced technology

and the innovation of e-commerce (Keynote, 2015). Shoppers no longer need to visit physical

stores, but can place their orders online, which can be delivered to customer homes or collected

from the stores. The developments in smart phone technology, internet, and the roll-out of wi-fi

!9

hotspots, have provided consumers with a constant access to internet shopping, as well as the ability

to purchase products and services while on the move (Keynote, 2015). Burberry and Mulberry have

created iPhone and iPad Apps, which allow the customer to browse through and purchase from the

collection, watch videos advertising the seasonal clothes, locate the nearest stores, read the latest

blog posts, or share favourite items on social media sites, such as Facebook and Twitter (Mulberry

Group Plc, 2014; Burberry Group Plc, 2014). All of this ensures the shopper’s constant interaction

with the brand. In addition, Burberry has introduced iPads in its stores in order to enhance the

customer experience (Burberry Group Plc, 2014), while also appealing to the young and tech-savvy

audience. As a result, Burberry became incredibly popular on social media due to its digital

engagement.

4.5. Environmental factors

The growing awareness of environmental issues had a significant impact on the fashion industry.

The issue of sustainability in fashion has become a trend in itself. Brands, consumers making a

purchase decision, and retailers alike place a lot of importance on recycling, up-cycling and

environmentally friendly fabrics, more conscious waste disposal practices, and greater transparency

of sourcing. Therefore, the demand for environmentally ethical production and fashion-wear is

increasing.

Sourcing, supply and demand of cotton, as well as the ethical impacts of leather industry remain one

of the major issues in the industry. Cotton is the most widely used fabric due to its versatility,

blending capabilities, and low price points (Keynote, 2014). Therefore, environmental issues,

particularly climate change, have consequences on the global supply and demand, affecting

retailers, including Mulberry and Burberry. In addition, the usage of chemicals, such as toxic

pesticides and synthetic fertilisers, when producing cotton, are known to cause lasting damage to

the environment (Keynote, 2014). The awareness of this issue amplifies the demand for organic

cotton.

In addition, leather industry has recently faced an increased criticism due to concerns of animal

cruelty, and the environmental impacts, caused by leather production and tanning process (Keynote,

2015). Hence, retailers, particularly in the luxury sector, where the usage of leather is extremely

high, encountered exceptional pressure from consumers to provide transparency, and gain more

!10

control over the processes in the supply chain in order to ensure ethical sourcing and production

(Keynote, 2015).

Over the recent decade, the fashion industry has become increasingly focused on reducing the

carbon footprint, the usage of hazardous chemicals, and the impact on the environment, as well as

improving its green credentials by using organic materials, as the customers became more aware

and selective. In response to this, Burberry launched its ‘Burberry Beyond’ global corporate

responsibility programme, meanwhile Mulberry introduced their approach and objectives towards

environmental issues on their corporate website (Burberry, 2015; Mulberry, 2015). Both companies

have addressed the issues of climate change, environmental sustainability, reducing waste, fair

partners, and animal welfare.

4.6. Legal factors

Legal factors, which are inevitably entwined with political issues, refer to various regulations, laws,

consumer protection, as well as unauthorised use if company’s trademarks and other intellectual

property.

Companies, including Mulberry and Burberry, must be aware of the latest legislations, in order to

enact the right policies, including equal rights and opportunities, and protecting the data of its

employees and customers (Moore, 2004). Therefore, both retailers are committed to active equal

opportunities policies, promoting an environment free from discrimination, harassment and other

detrimental activities (Mulberry Group Plc, 2015; Burberry Group Plc, 2015).

Moreover, companies need to take responsibility in producing “brand-enhancing products”, which

require specialist expertise (Keynote, 2015). For example, in Japan, the design, manufacture and

distribution of Burberry products is managed under a series of license agreements with selected

third parties (Moore, 2004). As a result, the company not only has to comply with the country’s

regulations and laws, but retains control over the design and production process, as well as

integrates the local expertise and knowledge, and gains flexibility in order to adapt to the changing

demand.

!11

5. Conclusions

Burberry is a long established brand, whereas Mulberry is a relatively new participant in the luxury

fashion industry. Both companies have struggled recently, but for slightly different reasons.

Burberry had not been following a solid growth strategy, whereas Mulberry faced a slump in

revenues due to its miscalculated repositioning upwards to a more luxury market, while still in the

down-cycle of the economy. Burberry’s recovery has been fuelled by the adoption of a more

consistent strategy and firmer policy implementation, while Mulberry’s focus on introducing a

wider portfolio, ranging from affordable to high end products, has slowly allowed Mulberry to

regain its footing in the market. Burberry’s marketing is more aggressive, pro-active and creative,

employing the latest technologies both on-line and by investing in-stores, especially flagships.

Mulberry, on the other hand, focuses on their products as the main marketing tool, keeping the store

designs simple. Both brands have been affected by the same external factors, ranging from

economical, political constraints, to demands resulting from rising global environmental awareness

and relentless technological advance. In order to maintain a positive brand image and remain

competitive in their markets, Mulberry and Burberry have engaged in positive public image

campaigns, launched corporate social – environmental responsibility programmes and introduced e-

commerce to their business models. Both retailers are iconic and have a global presence in the

fashion luxury market and will need to continue placing emphasis on business innovation and

creativity in order to achieve their respective targets and goals.

Word count: 3294 !12

Appendices

Appendix no. 1 (Online Etymology Dictionary, 2015)

1903

!13

Appendix no. 2 (Burberry Plc, 2015)

1856 The brand is founded by 21-year old dressmaker Thomas Burberry. 1891 The company moves into its first London store, 30 Haymarket. 1897 Explorer Major F.G. Jackson, famed for mapping parts of the Arctic Circle, wearing Burberry. 1909 Opening of the Burberry store in Paris at 8 Boulevard Malesherbes.

1910 Celebrated aviator Claude Grahame-White wearing Burberry gabardine. He is the first person to fly between London and Manchester in less than 24 hours.

1911 Roald Amundsen and his team become the first people to reach the South Pole. Burberry supplied their clothes and tents. 1912 The Tielocken coat is patented. The predecessor to the trench coat, it proves popular among officers during WWI. The coat closes with a single strap and buckle fastening and only features a button at the collar. 1912 The Burberry Gabardine tent from Robert Scott's attempt to reach the South Pole. 1913 Burberry moves to larger London premises. Designed by the architect Walter Cave in 1911, the store opens at 18-21 Haymarket in 1913. 1914 Signed photograph of Ernest Shackelton wearing Burberry. Taken in Argentina as he prepares his team for the Imperial Trans-Antarctic Expedition.

circa 1917 Burberry gabardine ski suit. 1920s Ladies green wool gabardine ski suit from the 1920s. circa 1930 A catalogue cover for Burberry winter sports outfits. 1937 Landing 'The Burberry' plane in London, Arthur Clouston and Betty Kirby-Green complete their record-breaking flight from Cape Town. 1947 A Burberry trench coat. 1964 The British women's Olympic team in their Burberry uniforms, before a visit to Buckingham Palace.

1967 The Paris store reopens following renovation.

!14

1992 Womenswear Burberry trench coat. 1999 The Burberry Autumn/Winter 1999 Campaign featuring British model Kate Moss, photographed by Mario Testino.

2005 The Burberry Autumn/Winter 2005 Campaign featuring British model Kate Moss, photographed by Mario Testino.

2006 Celebrating 150 years of Burberry at the womenswear Autumn/Winter 2006 womenswear show in Milan.

Appendix no. 3 (Mulberry, 2015)

Tessie:

£ 595.00 £ 595.00 £ 695.00

Effie:

£ 650.00 £ 750.00 £ 750.00

!15

Bayswater:

£ 1500.00 £ 1400.00 £ 4500.00

Willow:

£ 1350.00 £ 2000.00 £ 3000.00

Appendix no. 4 (Mulberry, 2015)

!16

Appendix no. 5 (Burberry, 2015)

Burberry Brit - The most casual collection, typically worn on the weekend.

£ 495.00 £ 395.00 £ 495.00

Burberry London - the tailored collection, typically what a customer wears on weekdays for work.

£ 1195.00 £ 1295.00 £ 1495.00

!17

Burberry Prorsum - the most fashion forward collection centred around runway shows, providing the design inspiration for the brand.

£ 1395.00 £ 1895.00 £ 4495.00

Appendix no. 6 (Mulberry Plc, 2015)

!18

Appendix no. 7 (Digital Spy, 2014)

The full campaign video “From London with Love" | Starring Romeo Beckham, available on the Youtube Burberry channel.

Appendix no. 8 (Dailymail, 2014)

The full campaign video Mulberry #WinChristmas, available on the Youtube Mulberry channel.

!19

Appendix no. 9 (Burberry Group Plc, 2014)

!20

Appendix no. 10 (Nirvana CPH, 2012)

!21

Bibliography

• Adams, W. L., 2012. Unique to Ubiquitous, Time International (Atlantic Edition). [e-journal] 179, available through Business Source Complete.Available at: <http://0-search.ebscohost.com.emu.londonmet.ac.uk/login.aspx?direct=true&db=bth&AN=73802935&site=ehost-live>[Accessed on 20 March 2015]

• Ahrendts, A., 2013. Burberry’s CEO on Turning An Aging British Icon into a Global Luxury Brand. Harvard Business Review. [e-journal] 91, available through Business Source Complete. Available at: <http://0-search.ebscohost.com.emu.londonmet.ac.uk/login.aspx?direct=true&db=bth&AN=84424060&site=ehost-live>[Accessed on 3 March 2015]

• Alexander, E., 2012. Burberry opens Regent Street flagship, Vogue. [online] Available at: <http://www.vogue.co.uk/news/2012/09/13/burberry-regent-street-flagship-opens> [Accessed on 20 March 2015]

• Burberry, 2015. Burberry. [online] Available at: <http://uk.burberry.com>[Accessed on 4 March 2015]

• Burberry Group Plc, 2014. Annual report 2013/14. [pdf] London: Burberry Group PlcAvailable at: <http://www.burberryplc.com/investor_relations/annual_reports/annual-report-2013-14>[Accessed on 7 March 2015]

• Burberry Group Plc, 2015. Burberry Plc. [online] Available at: <http://www.burberryplc.com>[Accessed on 7 March 2015]

• Business Dictionary, 2015. Positioning, Business Dictionary. [online]Available at: <http://www.businessdictionary.com/definition/positioning.html>[Accessed on 11 March 2015]

• Carter, K., 2010. Interview: Emma Hill, the Mulberry designer behind the Alexa, The Guardian. [online] Available at: <http://www.theguardian.com/lifeandstyle/2010/sep/15/emma-hill-mulberry> [Accessed on 20 March 2015]

!22

• Creek, D., 2012. Burberry merge fashion with technology, Nirvana Creative Production House. [online] Available at: <http://nirvanacph.com/2012/10/burberry/>[Accessed on 15 March 2015]

• DailyMail, 2014. Mulberry's big comeback?, DailyMail. [online] Available at: <http://www.dailymail.co.uk/femail/article-2828510/Mulberry-s-big-comeback-Cheaper-handbags-collection-accessories-DOGS-tongue-cheek-Christmas-advert-push-boost-flagging-sales.html>[Accessed on 15 March 2015]

• Dezeen Magazine, 2012. Mulberry New Bond Street store by Universal Design Studio, Dezeen Magazine [online] Available at: <http://www.dezeen.com/2010/12/09/mulberry-new-bond-street-store-by-universal-design-studio/>[Accessed on: 20 March 2015]

• Ehrlich, D. Mulberry Company, Fashion Encyclopedia. [online] Available at: <http://www.fashionencyclopedia.com/Mu-Pi/Mulberry-Company.html>[Accessed on 6 March 2015]

• Felsted, A., 2013. Mulberry discovers that size matters in luxury market, Financial Times [online] Available at: <http://www.ft.com/cms/s/0/57f372c8-5e68-11e3-8621-00144feabdc0.html#axzz3Tbv3we1Y>[Accessed on 15 March 2015]

• Gilbert, D., 2003. Retail Marketing Management. Essex, Pearson Education Limited.

• Jobber, D., Ellis-Chadwick, F., 2013. Principles and Practice of Marketing. Maidenhead: McGraw-Hill Education.

• Jones, N., 2014. Burberry unveils Shanghai flagship, Womens Wear Daily. [online] Available at: <http://wwd.com/retail-news/designer-luxury/burberry-unveils-shanghai-flagship-7640633/ > [Accessed on 19 March 2015]

• Keynote, 2015. Hand Luggage & Leather Goods. [pdf] Keynote. Available at: <http://0-www.keynote.co.uk.emu.londonmet.ac.uk/market-intelligence/view/product/11302/hand-luggage-%26-leather-goods?highlight=hand+luggage&utm_source=kn.reports.search>| [Accessed on 10 March 2015]

!23

• Keynote, 2014. Clothing manufacturing. [pdf] Keynote. Available at: <http://0-www.keynote.co.uk.emu.londonmet.ac.uk/market-intelligence/view/product/11035/clothing-manufacturing?highlight=clothing+manufacturing&utm_source=kn.reports.search>[Accessed on 10 March 2015]

• Keynote, 2014. Clothing retailing. [pdf] Keynote. Available at: <http://0-www.keynote.co.uk.emu.londonmet.ac.uk/market-intelligence/view/product/10958/clothing-retailing?highlight=clothing+retailing&utm_source=kn.reports.search>[Accessed on 10 March 2015]

• Lidbury, O., 2012. Burberry’s behemoth store lands on Regent Street, The Telegraph. [online] Available at: <http://fashion.telegraph.co.uk/article/TMG9540754/Burberrys-behemoth-store-lands-on-Regent-Street.html>[Accessed on 20 March 2015]

• Lidbury, O., 2014. Mulberry’s plan to make its bags more affordable, The Telegraph, [online] Available at: <http://fashion.telegraph.co.uk/article/TMG10771879/Mulberry-plans-to-make-its-bags-more-affordable.html >[Accessed on 10 March 2015]

• Luoma, S., 2014. Watch Romeo Beckham as the face of Burberry's new Christmas advert, Digital Spy. [online] Available at: <http://www.digitalspy.co.uk/showbiz/news/a607644/watch-romeo-beckham-as-the-face-of-burberrys-new-christmas-advert.html#ixzz3VLezAWtg >[Accessed on 15 March 2015]

• Luxury Insider, 2014. A British Icon, Luxury Insider. [online]Available at: <http://www.luxury-insider.com/features/2014/profile-the-burberry-heritage-collection>[Accessed on 11 March 2015]

• McCabe, M., 2014. Mulberry 'wins Christmas' with gifting ad, Campaign Live. [online] Available at: <http://www.campaignlive.co.uk/news/1321090/>[Accessed on 10 March 2015]

• Mintel, 2014. Clothing retailing - UK - October 2014. [pdf] Mintel Group Ltd.Available at: <http://0-academic.mintel.com.emu.londonmet.ac.uk/display/679590/>[Accessed on 12 March 2015]

• Mintel, 2015. Handbags - UK - January 2015. [pdf] Mintel Group Ltd.Available at: <http://0-academic.mintel.com.emu.londonmet.ac.uk/display/715698/> [Accessed on 12 March 2015]

!24

• Moore, M. Ch., Birtwistle, G., 2004. The Burberry business model: creating an international luxury fashion brand, International Journal of Retail & Distribution Management. [e-journal] 32, available through Emerald Insight.Available at: <http://www.emeraldinsight.com/doi/abs/10.1108/09590550410546232>[Accessed on 15 March 2015]

• Mortimer, N., (2014). Mulberry launches click and collect service to unite e-commerce and retail stores, The Drum. [online] Available at: <http://www.thedrum.com/news/2014/10/20/mulberry-launches-click-and-collect-service-unite-e-commerce-and-retail-stores >[Accessed on 10 March 2015]

• Mulberry Group Plc, 2014. Annual Report and Accounts. [pdf] Somerset: Mulberry Group Plc. Available at: <http://www.mulberry.com/investor-relations/reports/#company-reports>[Accessed on 7 March 2015]

• Mulberry Group Plc, 2015. Mulberry. [online] Available at: <http://www.mulberry.com/investor-relations/>[Accessed on 7 March 2015]

• Mulberry, 2015. Mulberry. [online] Available at: <http://www.mulberry.com>[Accessed on 2 March 2015]

• O’Reilly, L., 2012. Burberry’s to put mobile first in mix, Marketing Week [online] Available at: <http://www.marketingweek.com/2012/03/01/mobile-marketers-future-is-brand-collaboration/>[Accessed on 10 March 2015]

• Rigby, C., 2013. Mulberry relaunches e-commerce site in light of international and mobile growth, Internet Retailing. [online] Available at: <http://internetretailing.net/2013/09/mulberry-relaunches-ecommerce-site-in-light-of-international-and-mobile-growth/ >[Accessed on: 10/03/2015]

• Vizard, S., 2014. Burberry credits ‘digital innovation’ for brand momentum despite profit drop, Marketing week. [online] Available at: <https://www.marketingweek.com/2014/11/12/burberry-credits-digital-innovation-for-brand-momentum-despite-profit-drop/>[Accessed on 6 March 2015]

• Vizard, S., 2015. ‘Commitment to customer experience’ helps Burberry to festive sales boost, Marketing Week. [online] Available at: <https://www.marketingweek.com/2015/01/14/commitment-to-customer-experience-helps-burberry-to-festive-sales-boost/>[Accessed on 6 March 2015]

!25

• Vogue, 2015. Burberry, Vogue. [online] Available at: <http://en.vogue.fr/vogue-list/thevoguelist/burberry-/966>[Accessed on 13 March 2015]

• Theng So, J., Grant Parsons, A., Yap, S., 2013. Corporate branding, emotional attachment and brand loyalty: the case of luxury fashion branding. Journal of Fashion Marketing and Management: An International Journal. [e-journal] 17, available through Emerald Insight. Available at: <http://dx.doi.org/10.1108/JFMM-03-2013-0032>[Accessed on 11 March 2015]

!26