The case of Burberry - consumer behaviour theory applied
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Course
Consumer Behaviour (5SSMN256)
Institution
Kings College London (KCL)
Presentation counting as coursework for consumer behaviour. This explores the case of Burberry and how they went from a "classy" brand positioning to a cool and more marketable model.
King’s College London
King’s Business School
Coversheet for submission of coursework
(Undergraduate)
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Module Title: Consumer Behaviour
Module Code:
5SSMN256
(e.g. 4SSMN137)
Assignment (e.g. coursework
Individual Coursework
1 / group coursework etc.):
Essay Title (where
From ‘classy’ to ‘cool’: the case of Burberry
applicable):
Module Leader: Matteo Montecchi
Deadline: 26th April - 10am
Word Count: 1000 words
, F R O M ‘ C L A S S Y ’ T O ‘ C O O L’ : T H E C A S E
O F B U R B E R RY
ANNA CARBONI
STUDENT UG: 1725504
C A N D I D AT E N U M B E R : Z 1 9 6 5 9
WORD COUNT: 1000 words
Welcome to my presentation. The plan to move Burberry upmarket initiated in 2017 by Marco Gobbetti as the new CEO of the
many compliments and critiques. As a consumer behaviour student, I will be presenting the analysis of this decision from a cons
finalising with a recommendation that I consider could turn this brave decision of going “from classy to cool” into a successful b
, E X E C U T I V E S U M M A RY
Cognitive
Dissonance
Theory
Conspicuous
Consumption
Theory
INFLUENCERS AND
SOCIAL MEDIA
Burberry is a luxury fashion brand founded by Thomas Burberry in 1856. Its distinctive tartan pattern has become its most widely
and the famous trench coats its unique selling proposition (USP). Before 2017, Burberry used to be characterised by functionalit
The new CEO, Marco Gobbetti, has decided to change the 161-years-old branding strategy in order to move the brand upmark
market position as a luxury brand. The British label is now following on the footsteps of the likes of Gucci, Prada and Fendi and
buzz and sales, by embracing the resurgence of logomania and all things nineties-inspired (Yiasoumi, 2018). This renewal has be
opportunities which include the expansion in the Asian market and the chance of expanding profit margins, among others. How
also been widely criticised by business analysts and experts. The key issues that were raised include the effect on brand image a
unattractiveness of the move from the shareholders’ perspective, and the prospect of success, which has been highly questioned
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