Richard Gasparini, BA, JD, LLM, MBA(c)

BURBERRYS 2017, Toronto, Canada

MARKETING
SUCCESS
Key Factors and Future Challenges

UPDATED: January 2, 2017

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CONTENTS
1. INTRODUCTION ..............................................................................................................................1
2. WHY A MARKETING SUCCESS STORY? .............................................................................................2
3. PESTEL ANALYSIS............................................................................................................................5
4. SWOT ANALYSIS .............................................................................................................................7
5. PORTERS FIVE FORCES .................................................................................................................10
6. MARKETING SEGMENTATION, POSITIONING AND MIX ..................................................................11
7. FUTURE CHALLENGES / RECOMMENDATIONS ...............................................................................13
8. REFERENCES .................................................................................................................................16
9. BIBLIOGRAPHY .............................................................................................................................20
10. APPENDICES ...............................................................................................................................20
Burberry Historic Returns ....................................................................................................................... 27
Burberry Investment Ratios .................................................................................................................... 27
Burberry Financial Ratios ........................................................................................................................ 27
Burberry Operating Ratios ...................................................................................................................... 27

1. INTRODUCTION

Roald Amundsens outillage for his 1911 South Pole expedition, Bogeys iconic trench coat worn

in Casablanca: Burberry, as time goes by, has fostered an image of durability, style and taste

in apparel. The goal of this paper is to outline the key elements of Burberrys marketing success. The paper begins

by addressing the question of why this brand should be considered a success story followed by PESTEL, SWOT and

4P analyses. After a brief discussion of marketing segmentation, positioning and mix, the paper concludes by

focussing on selected future challenges faced by the brand.

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2. WHY A MARKETING SUCCESS STORY?

F
ounded in 1856 by Thomas Burberry, the eponymous brand eventually became the Burberry Group PLC.

By 2000, the company successfully began to reverse its failing stock value from approximately 600m to

its current position. With over 11,000 employees (up from 2,600 in 2002), 500 stores (Marketing 91),

revenues of 2.5bn, up 11% in fiscal 2014-5, and adjusted pre-tax profit of 456m, up 7% over the same period (up

from 90.3m in 2002), together with market capitalization over 6.5bn (Stocks Challenge 2012), the brand boasts

robust financial performance notwithstanding recent downturns in the global luxury sector (Brand Finance 2014,

Burberry 2015).

The turnaround is traceable to a strategic window opened over a decade ago and successfully exploited

thereafter. As the brands traditional tartan gradually fell into public association with old-fashioned outerwear,

management saw opportunities to revive Burberrys tradition. A matrix of refurbished designs, celebrity

endorsements and tactical product placement alongside well-known luxury brands such as Gucci, generated

renewed consumer acceptance (Financial Times 2002).

Recently in the U.K., luxury brands have enjoyed an upswing in value possibly because of the

democratization of luxury (Weiner 2015) which refocuses public consumption especially among millennials - away

from replenishable necessities toward higher-end items. Burberry, however, opted to forego promotional or

harvest-priced dogs aimed at aspirational consumers, instead focussing on an exclusive niche generally beyond

their reach (Jones 2014). Thus, the 2014 WPP Brand Z Top 100 Most Valuable Global Brands ranked Burberry eighth

in the top 15 brand contribution - the largest brand value growth of all (Jones 2014 and Fig.1).

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 (Fig. 1) Source: as shown

In terms of KPI (also known as key success indicators) or the quantifiable metrics against which a company gauges

its performance measured against its strategic goals, revenue generated by the Burberry brand grew by

approximately 11% in 2015 accompanied by a 14% growth in retail (Fig.2).

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 (Fig. 2) Source: Burberry (2015). Strategic Report, 2014-2015, p.24.

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3. PESTEL ANALYSIS

(Source: Google Images, 2016)

3.1 A macro-environmental PESTEL analysis (McGrath and Bates 2013) suggests confidence in the archetypal

brands success, notwithstanding the companys current world-wide strategic options being somewhat constrained

by PESTEL issues (Makos 2011). While international expansion and diversification have been beneficial (Moore and

Birtwistle 2004), globalization exposes corporate vulnerability to politically motivated changes in foreign tax and

import legislation at a time when public debt is high, tax revenue is low and both government and banking

instabilities prevail (Rowe 2010). Nevertheless, approximately 60% of the companys raw materials are sourced from

Europe which allows [it] to stand largely unaffected by Chinese import impacts of the yuan/dollar de-pegging

(Zekaria 2010).

3.2 Economically, notional luxury itself has been somewhat hijacked and evanesced into knock-off mediocrity

and aspirational commoditization. Burberry, with other top brands, must compete aggressively for high-end

customers in a kaleidoscopic luxury universe (Tungate 2009). Sales management strategies attracting economic

elites are vital to brand survivability as digital consumerism forges challenging market patterns (Merk 2014). The

downturn in the luxury market coupled with economic deceleration in Britain meant cost / labour cutting which, in

turn produced high staff turnover at Burberry. However, it also enabled the company to weather recessionary

pressures whilst simultaneously reporting outstanding profits (Friedman 2011).

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 Millennial shopping habits evolve in a social environment contradistinctive from prior generations. Luxury

retailers such as Burberry must contend with this reality. Whereas their parents flaunted elite products as status

symbols, millennials shaped a new image of affluence by seeking validation and experience over the acquisition of

luxury goods. Article purchases are overwhelmingly transacted online (Forbes 2012). Recognizing this social trend,

as early as 2006, Burberry sought to be a world-class leader in fully digitalized marketing. A significant reason for the

companys success has been its concerted focus on digital [that] has landed Burberry at the top of digital think tank

L2s 2015 Fashion Digital report (Milnes 2015). Socio-culturally, the company has been alert to strategic investment

opportunities in otherwise under-penetrated markets such as India whose population eagerly absorbs the embodied

propositions comprising the brand (Karimzadeh 2010).

Unquestionably, online shopping is core to a rapidly evolving technological reality impacting upon

marketing strategies everywhere; Burberry has successfully rallied to these challenges. Examples include the

companys Art of the Trench website highlighting youthful pictures of its star trench coat in assorted colours and

designs. Burberrys Live Streaming Design Council enables consumers to see the latest collections as soon as they

hit the runway (Fashionizing.com 2016).

Art of the Trench, Source: Google Inc.

Burberrys global environmental policies are comprehensively detailed (Burberry GEP 2014) and

intertwined with its promotional advertising (Swire 2014). Its respect for the global environment in all its activities,

operational excellence and world-class CSR amply illustrate the companys commitment to supporting and

developing of such goals.

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 Finally, as discussed below, the Burberry brand, like many others of that ilk, is vulnerable to trademark

copycat infringements as well as intellectual property laws in other countries. In China, the company had its

trademark cancelled implying far-reaching sales and legal implications with which it must contend (Sun 2014). In

response, Burberry has invested heavily in IT solutions to monitor and, where possible, prosecute internet sales of

counterfeit iconography world-wide.

Source: Toby Leigh (photographer) for Fashion (2015)

4. SWOT ANALYSIS

4.1. STRENGTHS: Burberrys strengths include its legendary focussed brand with its instantly distinguishable

pattern accorded global recognition and recall and reinforced through celebrity endorsements. Its reinventiveness

and technologically sophisticated digital consumer engagement are particular strengths. E-commerce and social

media technology has driven Burberrys marketing strategies. For example, the brand has 14, 241, 285 likes on

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Facebook 1,403, 981 followers on Twitter and 17, 769, 628 video views on [its] YouTube channel (Marketing

91). Contact Lab reports that as of January, 2015, Burberry continues to be #1 in strategic reach (2015:2) although

it has lost ground to the megabrands in digital customer experience primarily because of sophisticated mobile apps

deployed by the companys main competitors (Fig.3).

Source: Exane BNP Paribas Research & Contact Lab Luxury Goods (Fig.3)

But the brands enduring strength is its capacity for reinvention. Historically, the company relied upon a

few core products marketed in non-strategic locations. Its wholesale distribution and pricing strategies were

uneven and involved marketing in retail environments of varying quality (Moore and Birtwistle 2004). However it

successfully modernized its business strategies, adapting to the times by innovatively blurring physical and digital

experiences and investing in its distribution infrastructure with flagship stores. It also carefully licensed

concessions (Jackson and Shaw 2006:79) with high-end appeal in global key centres displaying diversified product

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categories without sacrificing its classic British heritage (Burberry 2015) and its lucrative cash cows such as its

famous scarf.

4.2. WEAKNESSES: Burberrys weaknesses include high staff turnover, a comparatively weak cost structure and high

deficit financing (Wiki Wealth 2014) Perhaps because of its emphasis on outerwear, thereby attracting seasonal and

geographically constricted demand, the brand also suffers from sub-standard inventory turnover efficiencies (La

Dissertation 2013), diminished resonance in warmer countries and somewhat stolid fashion currency (Phong n.d.).

Its geocentric and highly traditional appeal lacks status connotation in some non-Euro-American regions (Brand

Guide n.d.).

4.3. OPPORTUNITIES: Continued international expansion (Dauriz and Tochtermann 2012) with an emphasis on

innovation and product diversity among wider age groups appears to its pivotal strategy (Burberry 2015) to ensure

long run sustainability (Prahalad and Hamel 1990, Rumelt, 1991). Finally, enhancing the brand through carefully

selected celebrity endorsements and digital-based advertising aimed at foreign millenials appears to be a winning

approach (Swire 2014) offering constantly evolving opportunities.

4.4. THREATS: Together with slumping world-wide luxury markets, brand dilution through intellectual property

infringement (Phelan 2012), regional politics and economic instability (Wilson 2014) continue to pose significant

threats to the companys economic growth. In addition, increased media attention on working conditions in foreign

factories serving Burberry have caused periodic disruptions in the supply chain creating further threats to the brand

(Karmali 2012). This has been significantly ameliorated by the companys entrenched ethical policies and

commitment to sustainable partnerships (Rankabrand 2015).

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 STRENGTHS
Iconic Fashion Brand WEAKNESSES
Strong Brand Retention and Recall Premium Price Range
Global Presence Weak Cost Structure
Strategic Reach Reliance on Asian Markets
Modernization of Business Strategies High Staff Turnover
Capacity to Reinvent Itself Geocentric Apparel and Appeal
Engagement with the Community

THREATS
OPPORTUNITIES Competition from Other Players
Changing Life Styles Changing Customer Lifestyles
Development of Emerging Markets Intellectual Property Infringement
Expansion of the Product Line Global Economic Downturn
Increased Demand for Premium Products Supply Chain Reliance

Information Source: Marketing 91 [Accessed at: http://www.marketing91.com/swot-analysis-of-burberry/]

5. PORTERS FIVE FORCES

(Source: Google 2017)

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 The distinctiveness of the Burberry brand limits the extent to which substitute products are able to

compete among elite purchasers. Demand, therefore, tends to be stable or rising. The accessibility of cheap knock-

offs and so called fast fashion brands, however, pose a threat to most luxury brands including Burberry which

manages it by maintaining its price point and eschewing aspirational buyers thereby ensuring brand loyalty among

the affluent. Customer bargaining power is relatively low and price inelasticity is characteristic of the brand due to

high customer loyalty and demand consistency. Supplier bargaining power ranks somewhat higher because of the

increasing rarity of the skilled trades. The situation is not completely one-sided because companies such as Burberry

retain control of their outsourcing options (Malesh 2011). The company also has the advantage of obtaining its raw

materials from Europe rather than placing heavy reliance upon suppliers in foreign jurisdictions. Competitive rivalry

at this end of the product spectrum tends to be attenuated because of the substantial capitalization required of any

newcomer in order to compete effectively. Quality and outstanding customer differentiation are expensive to offer

and new market challengers generally loathe assuming the risks involved in any meaningful competition. Finally, the

threat of new entrants depends somewhat on the business strategy employed (Anthony, et. al. n.d.:3). With

Burberry, the new entrant threat level seems low (Mindtools 2014).

6. MARKETING SEGMENTATION, POSITIONING AND MIX

Geographic segmentation of the Burberry brand grew synchronously with its globalization and digital

market development. Outerwear alone restricts marketing to cooler climates and therefore product development

of the brand to additional apparel and accessories was inevitable in the companys overall growth plan. Even though

Burberry classic styling attracts a very wide range of buyers, more recently it has tended toward a more youthful

demographic segmentation apparent in numerous advertising campaigns (see below). It is the psychographic

segmentation that solidifies brand loyalty from the somewhat older, upscale buyers who value British tradition.

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 Burberry - Source: Google Images

With the rejuvenation of that heritage, together with the strategies referred to above, Burberry has

distinctively positioned itself with virtually no meaningful rivals (Burberry Annual Report 2003). The poor

performance of competing brand, Mulberry, is an example (Cuffe 2014). Innovative staging of its high-end accessory

lines which now occupy roughly one-third of its product mix has placed Burberry in the unique position of being

both solidly positioned and well-diversified to attract a wide demographic range of affluent consumers (Ahrendts

2013). Burberrys 2015 strategic report confirms its diversified product offering across apparel, accessories and

beauty. For example, in 2014/15, accessories represented 36% of [its] retail/wholesale revenue (Burberry

2015:17). The linkage between market positioning and Burberrys fashionable product mix produced impressive

results (Figs. 4 - 6).

Source: Burberry 2014-15 Strategic Report (Fig.4)

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(Fig. 5), Source: Jacob Montag, Consumer Behaviour, Burberry Positioning Map BY BRAND CONSUMER PERCEPTION, 2014-2015 [Accessed at:
https://sites.google.com/site/jacobmontagportfolio/burberry-brand-perception-analysis,March 17, 2016]

7. FUTURE CHALLENGES / RECOMMENDATIONS

Summary:

I. Challenge: enhance brand desirability among millennials (Solca 2015) / Recommendation: product
diversification while maintaining luxury appeal to attract post-modern sensibilities and simulacra. For
example, already Burberry has a diversified product offering across apparel, accessories and beauty. For
2015/16, accessories represented 36% of retail/wholesale revenue, womens 30%, mens 22%, childrens
4% and Beauty 8% (Burberry Group Strategic Report - Overview 2015:25). Under a unified Burberry label,
further diversification engendering broader brand appeal without sacrificing the corporations reputation
for exclusivity and luxury should be considered.

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 II. Challenge: heavy debt capitalization (Lawler 2014) / Recommendation: expand reliable network
distribution outlets; emphasis on key strategic partnering globally.

III. Challenge: IP infringement (I.P. Wiki 2013) / Recommendation: vigilance over and monitoring of the brand
and investment in information technology. Intellectual property infringement cases appear to be on the
rise, particularly in China, one of Burberrys traditionally reliable consumer markets for its luxury brand
items. Apparently (t)he number of intellectual property lawsuits filed in Chinese courts is steadily growing,
and nearly one in six are being filed by non-Chinese entities. According to a report compiled by the Shanghai
Intellectual Property Court, which reflects on the cases it oversaw in 2015, the majority of lawsuits were
based on claims of trademark or patent infringement. The plaintiffs have included luxury brands like
Burberry, Louis Vuitton, and Gucci, and Fortune 500 companies, such as General Electric, Hewlett-Packard
and Microsoft (The Fashion Law 2016:np). Burberry seems to be taking the issue of trademark
infringement quite seriously as it should and, in fact, recently provided magazine Fashionista, with the
following inimical comment (and warning) in connection with an infringement lawsuit involving rapper
Burberry Perry (Perry Moise):

(Source: Bobila 2016).

IV. Challenge: Talent drain; high staff turnover (Deloitte-Touche 2015) / Recommendation: Investment in
talent development; loyalty rewards, organizational assimilation methodologies. An illustrative and
poignant example of the foregoing can be found in the internet blog of one disgruntled employee at the
companys flagship store who, whilst conceding that he worked alongside some nice people, he
nevertheless observed that

(s)enior management in the store are demoralizing and demotivating. The only way to get
noticed is to use 'Burberry Chat', their in store messaging system. After two years [working
at Burberry resulted in his becoming] such a negative, empty person. There are many staff
and management that are substance mis-users (sic). All of the top takers are 'top takers' so
nothing is done about it. Senior managers are wayyy (sic) too close to some of the junior
staff [and] (t)he store has a ridiculously high staff turnover. There is absolutely no
development of staff (Anon 2016:np).

V. Challenge: current slump in the luxury market, especially in China (Fabiano 2015). It should be noted that

Like other luxury brands, Burberry which relies on Chinese consumers for roughly a third
of its revenues has struggled in the face of a Chinese clampdown on extravagant spending
and gifting, with wealthy consumers from the region travelling to Europe to shop there
instead. Jeremy Cook, chief economist at World First, said: If the devaluation of the yuan
and the weakness of Chinese and emerging market economies were the first shoe to drop,
then the slowing of demand and sales for luxury retailers like Burberry is surely the next.
Burberry is in an interesting position as a result of its international expansion with exposure
to some of the most volatile currencies out there; everyone is focused on the yuan but the

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 moves in the Russian rouble, South Korean won and the euro will have made trading
conditions very difficult. (Davidson 2015:np)

Recommendation: restructure and hedge cash flows into non-sterling equities thereby leveraging currency
exchange fluctuations.

As if to underscore the foregoing, Burberry Groups interim financial report of November 9, 2016 points out
that

(v)olatility in foreign exchange rates could have a significant impact on the Groups reported
results. The Group operates on a global basis and earns revenues, incurs costs and makes
investments in a number of currencies. The Groups financial results are reported in
Sterling. The majority of reported revenues are earned in non-Sterling currencies, with a
significant proportion of costs in Sterling. Therefore changes in exchange rates can impact
the Groups revenues, margins, profits and cash flows (Burberry Group plc 2016:16).

VI. Challenge: some products lack economies of scale, e.g. cosmetics (Solca 2015) / Recommendation:
Abandon non-profitable arrangements with licensees or franchisees and either manage internally or
temporarily jettison entirely. For example, Burberry had been licensing its name to an outside beauty-
products supplier until it bought out the license in 2012, taking full operational control of the division in
April last year. The company said that following a complex and challenging transitional period, the supply
chain, distributor network and team at the division was now in place (Weigand 2014:np). Even greater
attention should be paid to this aspect of Burberrys distribution chain to optimize profitability.

VII. Challenge: reaching millennials in their milieu to market products (Aaker 2014, Song 2016) /
Recommendation: reach out to enhance interactive social communication - anything current. Exploit
Burberrys already highly advanced digital marketing technology. For example, recently, Burberry launched
a clever, millennial-attracting in-store retail strategy that seems to have caught-on with the corporations
younger, internet-savvy consumers. In its flagship store, Burberry began

providing useful technology to the retail experience. In fact, the company armed all of the
in-store ambassadors with an iPad containing the ability to pull a customers purchasing
preferences and habits instantly. Also, each item in the store contains a RFID chip that
interacts with mirrors to display relevant content on that product. These innovations may
not change a consumers experience or work flawlessly, but each of the brands referenced
are making strides to provide a more seamless purchasing experience by incorporating
technology. Smart brands will continue to innovate and offer up solutions that will enhance
their millennial consumers experience (Fromm 2017:np).

VIII. Challenge: the economic downturn increases consumer credit debt (Burberry 2015) / Recommendation:
vigilance with credit granting limits and more flexible payment options.

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luxury-brands/Burberry#detailed-report, March 17, 2016].

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10. APPENDICES

I. Burberry Share Price Development (February 2015 - January 2016) . 21

II. Burberry's Complex Supply Chain Illustrated Graphically 22
III. Burberry a Leader in the Luxury Goods Market . 23
IV. The Luxury Goods Market World-Wide . 24
V. Burberry Retail Product Mix, 2014-2015 .25
VI. Burberry Global Footprint . 26
VII. Burberry Key Financial Indicators and Ratios . 27
VIII. The Secrets Behind Burberry's Growth (Video) . 28
IX. Brand profile, global strategies, potential corporate crises (Video) . 29

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 I. Burberry Share Price Development (February 2015 January 2016)

Source: Yahoo Finance [Accessed at: https://uk.finance.yahoo.com/q/bc?s=BRBY.L

II. Burberrys Complex Supply Chain

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 Source: Burberry [Accessed at: http://paulinacoleburberry.blogspot.ca/2012/11/supply-chain.html]

III. Burberry A Leader in the Luxury Goods Market

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 Source: Share Insight

[Accessed at:

https://www.google.ca/search?q=burberry+luxury+markets&biw=1680&bih=949&tbm=isch&imgil=cPbD2Ve8hIdhFM%253A%253Bg
XAChu0dzn6hlM%253Bhttp%25253A%25252F%25252Fwww.transparencymarketresearch.com%25252Fpressrelease%25252Fluxury-
goods-market.htm&source=iu&pf=m&fir=cPbD2Ve8hIdhFM%253A%252CgXAChu0dzn6hlM%252C_&usg=__2Xe_CaPcq-
vPu0xkUPyKFQW8k-
4%3D&ved=0ahUKEwiwrtyioofLAhUGmR4KHQdvBC4QyjcIOg&ei=KNjIVrD6OoayeofekfAC#imgdii=cPbD2Ve8hIdhFM%3A%3BcPbD2V
e8hIdhFM%3A%3BTbwN-gVXaS4tPM%3A&imgrc=cPbD2Ve8hIdhFM%3A]

IV. The Luxury Goods Market World-Wide, 2014-2015

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 Source: The Economist

[Accessed at:

https://www.google.ca/search?q=burberry+luxury+markets&biw=1680&bih=949&tbm=isch&imgil=cPbD2Ve8hIdhFM%253A%253Bg
XAChu0dzn6hlM%253Bhttp%25253A%25252F%25252Fwww.transparencymarketresearch.com%25252Fpressrelease%25252Fluxury-

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 goods-market.htm&source=iu&pf=m&fir=cPbD2Ve8hIdhFM%253A%252CgXAChu0dzn6hlM%252C_&usg=__2Xe_CaPcq-
vPu0xkUPyKFQW8k-
4%3D&ved=0ahUKEwiwrtyioofLAhUGmR4KHQdvBC4QyjcIOg&ei=KNjIVrD6OoayeofekfAC#tbm=isch&tbs=rimg%3ACXD2w9lXvISHIjirp
k2ZsNLFzk28DfoFV2kuysIOveaxS0J-4ijDeygre4tXKVly2nVKVg0nL8ZOYf11m1q8Rfhq4ioSCaumTZmw0sXOEUMfFlrg8qc2KhIJTbwN-
gVXaS4Ry_11cdAiQaiMqEgnKwg695rFLQhFV8Y2A7rSnHSoSCX7iKMN7KCt7EXhjhbAWi9MHKhIJi1cpWXLadUoR4kJvexmqql4qEglWDS
cvxk5h_1RE6SLcyi9CImCoSCXWbWrxF-GriEcW2y2djzmd-&q=burberry%20luxury%20markets&imgrc=2IQWrzS0uwJAnM%3A]

V. Burberry Retail Product Mix, 2015

Source: Burberry (2015)

VI. Burberry Global Footprint, 2015 and 2017 Targets

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 Source: Burberry (2015)

VII. Burberry Key Financial Ratios, 2015

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BURBERRY HISTORIC RETURNS
Giorni da oggi Open Change % Open Avg. Avg. Daily Vol [m] Total Vol [m] VWAP
1 week 1,122.00 148.00 13.19 1,232.20 2.63 1,225.91
4 weeks 1,176.00 94.00 7.99 1,192.25 2.88 1,190.71
12 weeks 1,239.00 31.00 2.50 1,175.82 2.42 1,169.59
26 weeks 1,395.00 -125.00 -8.96 1,270.18 2.29 1,261.30
1 year 1,901.00 -631.00 -33.19 1,486.09 1.86 1,429.85
3 years 1,378.00 -108.00 -7.84 1,494.90 1.50 1,467.88
5 years 1,142.00 128.00 11.21 1,421.77 1.62 1,387.76
periods calculated are whole weeks rather than calendar months

BURBERRY INVESTMENT RATIOS BURBERRY FINANCIAL RATIOS

(Market value analysis) at previous day's close (Leverage Ratios)
PQ Ratio 6.12 Debt Ratio 8.85 %
PE Ratio 16.62 Debt-to-Equity Ratio 0.10
Tobin's Q Ratio 2.73 Debt-to-Equity Ratio (excl. Intgbl) 0.11
Tobin's Q Ratio (excl. intangibles) 3.01 Debt-to-Equity Market Value 0.02
Dividend Yield 2.77 % Net Gearing 4.80 %
Market-to-Book Ratio 4.03 Net Gearing (excl. Intangibles) 5.27 %
Price-to-Pre-Tax Profit PS 12.71 Gross Gearing 33.21 %
Price-to-Retained Profit PS 29.53 Gross Gearing (excl. Intangibles) 36.46 %
Price-to-Cash Flow PS 12.42 Gearing Under 1 Year 26.73 %
Price-to-Sales PS 2.24 Gearing Under 1 Year (excl. Intgbl) 29.34 %
Price-to-Net Tangible Asset Value PS 4.49 Assets/Equity 1.50
Price-to-Cash PS 9.15 Cash/Equity 42.54
Net Working Capital PS 213.56 (Liquidity Ratios)
Price Pct to Working Capital PS 5.95 % Net Working Capital to Total Assets 43.73 %
Earnings Yield 6.02 % Current Ratio 2.64
Average PE 22.97 Quick Ratio (Acid Test) 1.88
Years in average 4 Liquidity Ratio 1.06
PE to PE average 72.38 % Cash & Equiv/Current Assets 40.32 %
(Solvency Ratios)
BURBERRY OPERATING RATIOS
Enterprise Value 5,225.30 m

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(Profitability Ratios) CFO/Sales 0.18
Return On Capital Employed (ROCE) 27.92 % CFO/Attributable Profit 1.35
Return On Assets (ROA) 16.25 % CFO/Assets 0.21
Net Profit Margin 13.33 % CFO/Debt 0.63
Assets Turnover 1.22 Total Debt/Equity Market Value 0.13
Return On Equity (ROE) 24.01 % Total Debt/Sales 0.29
Return On Investment (ROI) 22.99 % Total Debt/Pre-Tax Profit 1.62
Dividend Payout Ratio 46.07 % Total Debt 721.70 m
Plowback Ratio 53.93 % Total Debt/Net Current Assets 0.76 %
Growth from Plowback Ratio 14.13 % (Dodds - Graham Ratios)
Net Income Of Revenues 7.59 % 3 yr Compound Earnings Growth 9.43 %
(Asset Utilisation Multiples) 5 yr Compound Earnings Growth 9.79 %
Shareholders Equity Turnover 1.97 10 yr Compound Earnings Growth 12.80 %
Fixed Assets Turnover 4.06 Earn drops > 5% in 10yrs 3
Current Assets Turnover 1.74 Beta (60-Mnth) Beta (36-Mnth)
Net Working Capital Turnover 0.0625 0.0160
Inventory Turnover 5.89 Alpha (60-Mnth) Alpha (36-Mnth)
(Other Operating Ratios) 0.0027 -0.0045
Total Assets-to-Sales 0.82
Debtors-to-Sales 17.35 %
Debt Collection Period 63.35 Days Source: ADVFN.com [http://www.advfn.com/stock-
market/london/BRBY/financials, March 18, 2016]

VIII. The Secrets Behind Burberrys Growth. After taking over in 2006, Burberry CEO Angela Ahrendts revived the
struggling British fashion brand. [Accessed at: https://www.youtube.com/watch?v=jMIuOmT7t9g, March 17,
2016]. VIDEO, CLICK ON PICTURE TO FOLLOW LINK - Source: You Tube,

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 IX. Brand profile, global strategies, potential corporate crises: Source: YouTube, Burberry Brand Analysis
Presentation (2014),
Prepared by the International Trade Institute.
[Accessed at: https://www.youtube.com/watch?v=XKQeDK0VR9c, March 17, 2016].
VIDEO, CLICK ON PICTURE TO FOLLOW LINK

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