In 1997, Rose Marie Bravo set out on an impossible journey to reinvent the Burberry brand by transforming Burberry from “a tired outerwear manufacturer into a luxury lifestyle brand that was aspirational, stylish, and innovative.” Firstly, she was very effective in identifying the most important factor that would ensure the success of the brand. She initiated her call to action by forming the very best management team possible. She looked for efficient industry professionals whom were experts that understood the basic business model and environment of a retail business. “I needed people who knew what it took to succeed in a retail environment, people who knew what customers wanted, what price points people wanted, where the gaps were.” Rose Marie was influential in her management style by leading her team with a sense of precedence of what was most imperative that needed to achieve.
Thus, she started with an instantaneous and preemptive decision of repositioning the brand. She changed the company’s name from Burberry’s to Burberry along with updating and modernizing its logo and packaging to reflect its new aura. Next, her primary objective was to appeal and acquire a younger clientele whilst maintaining the brands primary consumer and staying true to their core brand believes. Rose Marie and her team choose to do so by capitalizing on their points of difference that is the desire of being an ‘accessible luxury’ brand that focused on aspiration and functionality. Than, she moved on to updating the product line and began the process by drastically reducing the number of product stock-keeping units (SKUs) that would enable them to quickly eradicate archaic designs and create an entire product line that was consistent with their new vision. Rose appointed a new design group to revamp Burberry’s traditional products with new assortment of merchandise along three