Case | HBS Case Collection | October 2003 (Revised January 2004)


by Youngme E. Moon, Erika Kussmann, Emma Penick, Susan Wojewoda and Kerry Herman


In 2003, Rose Marie Bravo, Burberry's CEO, is debating how to maintain the currency and cachet of the brand across its broad customer base, while entering new product categories and expanding distribution. In the past five years, the brand has become one of the hottest luxury brands in the world. But Bravo now faces a number of key decisions, including (1) which new product categories to enter, (2) how to deal with the appropriation of the brand by nontarget customers, and (3) how prominent the company's famed "check" pattern should be in its advertising and clothing. Includes color exhibits.

Keywords: Brands and Branding; Management Teams; Luxury; Product Launch; Distribution; Product Positioning; Advertising; Market Entry and Exit; Apparel and Accessories Industry; Fashion Industry; United Kingdom;


Moon, Youngme E., Erika Kussmann, Emma Penick, Susan Wojewoda, and Kerry Herman. "Burberry." Harvard Business School Case 504-048, October 2003. (Revised January 2004.)