Rose Marie Bravo, the chief Executive of the company, assumed the management of the company in 1997. A great deal had changed since Bravo joined Burberry. Before her arrival the company had been relying on a limited set of products. Along with her team Bravo was able to move the things in a new direction, refurbishing everything from the company distribution plan to restoring the product line. She did everything she could and did it perfectly.
Her efforts had gained for the brand a complete new direction and strength. The renovated popularity of the brand had resulted in a sales jump from 225 million in fiscal 2000 to 600 million in fiscal 2003. Bravo had also been successful in 2002 in guiding the company through an initial public offering of 22.5% of its share during summers in the middle of shifting market conditions.
Even after the wonderful work and success Bravo knew very well that her work was not done, she still had to strive harder to maintain the currency and prestige of Burberry across its broad customer base.
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History of Burberry and its POS system
In 1856 Thomas Burberry, 21 years old started a Drapers shop in Basingstoke, England. This was the beginning of Burberry. Keeping in mind the extreme weather conditions of England Thomas invented a washable and breathable fabric, gabardine. This fabric soon became the preference for everyone endeavouring out in severe weather. A marketing campaign of 1930's stated that, “For safety on land, in the air or afloat, there is nothing to equal Burberry coat”.
The Great Universal Stores Plc in 1995 and many other businesses bought Burberry. The Brands iconic check was soon ascertained by the Japanese and the GUS administration had consented to authorize Burberry in Japan through Mitsui and Sanyo. The passing years showed Burberry growth worldwide through distribution strategies.
However as Burberry was distributed and licensed across a range of categories the quality, price and design varied over a range of local markets, particularly in Asia. The products were sold irrespective of locations and channels especially because the company had restricted control over its licenses. The company in ...