Readings Pt. 2 Flashcards
The valuing of local resources and distributed economies
Slow Fashion:
Three lines of reflection
Transparent production systems with less intermediation between producer and consumer
Slow Fashion:
Three lines of reflection
Sustainable and sensorial products that have a longer usable life and are more highly valued than typical “consumables.”
Slow Fashion:
Three lines of reflection
More than a literal opposite to fast fashion.
Slow Fashion:
Definition
Identifies sustainable fashion solutions, based on the repositioning of strategies of design, production, consumption, use, and reuse
Slow Fashion:
Definition
Challenge existing hierarchies of “designer,” “producer,” and “consumer;”
Slow Fashion:
Approaches
Question the notion of fashion being concerned exclusively with the “new;”
Slow Fashion:
Approaches
Challenge fashion’s reliance on image
Slow Fashion:
Approaches
Present fashion as a choice rather than as a mandate
Slow Fashion:
Approaches
Highlight collaborative/cooperative work—providing agency especially to women
Slow Fashion:
Approaches
Think globally, act locally: identifies the local as a site of resistance against global culture, where consumers are assumed to have a sense of global responsibility
Slow Fashion:
Valuing of Local Resources and Distributed Economies
Utilization of localized physical and social resources can provide an alternative to standardization, centralization, and moreover, to identical products.
Slow Fashion:
Valuing of Local Resources and Distributed Economies
Ideas of “multi-local society” and a “distributed economy” where the global is comprised of a network of local systems.
Slow Fashion:
Valuing of Local Resources and Distributed Economies
Way of understanding a product from the knowledge of how it is made, through its raw material to the end product, rather than just through consumption
Slow Fashion:
Sustainable Sensoriality
Emotional attachment between human beings and clothes offers potential for designers wanting to explore fashion as a sustainable practice
Slow Fashion:
Sustainable Sensoriality
Transparency = fashion practices that do not seek to obscure the origins of the products and producers with a generic “de-signer” or brand name.
Slow Fashion:
Transparent Production Systems and Less Intermediation between Producers and Consumer
Smaller scale enterprises where the line between consumption and production, so well-defined in the global fashion industry, blends and morphs
Slow Fashion:
Transparent Production Systems and Less Intermediation between Producers and Consumer
Design facilitates mass production and rapid turnaround of new styles ensuring shorter product (market) life cycles and encouraging consumption for fashion’s sake rather than for real need”
Slow Fashion:
Transparent Production Systems and Less Intermediation between Producers and Consumer
A preference for internal control over manufacturing and distribution
Burberry Business Model:
Adjustments that resulted in success
The expansion of the product portfolio to include a wider customer base
Burberry Business Model:
Adjustments that resulted in success
The adoption of a multi-brand positioning,
Burberry Business Model:
Adjustments that resulted in success
Heavy reliance upon a small base of core products
Burberry Business Model:
Key Strategic Issues in 1997
A company-owned retail network based within non-strategic locations
Burberry Business Model:
Key Strategic Issues in 1997
An inconsistent wholesale distribution strategy with Burberry products being sold in a wide- range of retail environments of varying quality;
Burberry Business Model:
Key Strategic Issues in 1997
Parallel trading of Burberry products by legitimate wholesale customers to other non- approved distributors and stockists
Burberry Business Model:
Key Strategic Issues in 1997
Poorly controlled licensing strategy which resulted in inconsistencies in prices, design and quality control across markets
Burberry Business Model:
Key Strategic Issues in 1997
Ander-investment in corporate infrastructures, specifically in relation to marketing, merchandising, product development and other support functions
Burberry Business Model:
Key Strategic Issues in 1997
Updated brand image by changing the name from Burberry’s to Burberry, new brand logo, and contemporary packaging
Burberry Business Model:
Brand Management
Used leading models and reputable fashion photographers, while retaining distinctly British themes as the content of these advertisements
Burberry Business Model:
Brand Management
Re-position as a relevant, contemporary and also credible high fashion brand = opening of a flagship store on New Bond Street in London. Adjacent to the other leading fashion and luxury brands in London – such as Gucci, Versace, YSL, Prada, Chanel, Bulgari and Asprey.
Burberry Business Model:
Brand Management
Need to extend the range of products included in Burberry = the in- house design team was strengthened, particularly with the appointment of Christopher Bailey as design director.
Burberry Business Model:
Product Design and Sourcing
For product sourcing, Burberry reduced its reliance upon licensees for product design and manufacture
Burberry Business Model:
Product Design and Sourcing
The Burberry business model comprises four inter-related dimensions:
(1) Products.
(2) Manufacturing and sourcing.
(3) Distribution channels.
(4) Marketing communications.
Burberry Business Model:
Brand Distribution Model
Clear positioning as an authentic British lifestyle brand, range extends from men’s, women’s and children’s apparel to include “soft” accessories alongside “hard” accessories
Burberry Business Model:
Brand Distribution Model –Products
At an individual level, Burberry classifies their products as either continuity or seasonal.
Burberry Business Model:
Brand Distribution Model –Products
Multi-level brand strategy that is comprised of six key brand levels: Burberry Prorsum Burberry London Thomas Burberry Burberry Blue Burberry Black Burberry Accessories
Burberry Business Model:
Brand Distribution Model –Products
Integral to the re-positioning of Burberry in the late 1990s was the company’s determination to ensure that it maintained full control over the development, sourcing and manufacturing of the various collections.
Burberry Business Model:
Brand Distribution Model –Manufacturing and Sourcing
Fabric procurement and pre- production = utilises its own fabric weaving operation to supply linings and fabrics.
Burberry Business Model:
Brand Distribution Model –Manufacturing and Sourcing
Fabrics are sourced primarily from a limited number of European suppliers.
Burberry Business Model:
Brand Distribution Model –Manufacturing and Sourcing
Initial fabric orders are based on sales forecasts to ensure product availability, and further purchases are based upon the extrapolation of early orders received
Burberry Business Model:
Brand Distribution Model –Manufacturing and Sourcing
The distribution = operation of company- owned stores, by company-controlled wholesale arrangements with third-party stockists, as well as through licence agreements with partner firms in Japan.
Burberry Business Model:
Brand Distribution Model –Manufacturing and Sourcing
Active marketing communications = development of an image and lifestyle that is capable of “generating interest among retail customers, wholesale buyers and the media”
Burberry Business Model:
Brand Distribution Model –Marketing Communications
3 core strands to the Burberry communications model:
(1) Advertising.
(2) Fashion shows.
(3) Editorial placement.
Burberry Business Model:
Brand Distribution Model –Marketing Communications
