On February 5, 2016, posh British label Burberry announced changes that promise to take the fashion world by storm. Among these changes, Burberry has decided to cut the number of yearly fashion shows, from the traditional four, down to two; merge the menswear and womenswear catwalk shows into one; and reduce the time it takes for customers to have access to looks seen on the runway.
On the topic of these changes, Christopher Bailey, CEO and Chief Creative of the retailer, has this to say: “the changes we are making will allow us to build a closer connection between the experience that we create with our runway shows and the moment when people can physically explore the collections for themselves.” Traditionally, the catwalks showcase clothing six months before it appears in any stores. The proposed changes will instead debut the clothes on the runway and in stores simultaneously, and will begin September of 2016. Bailey briefly discusses this “see now, buy now” strategy, and evolving the label with the times in the video below.
I believe these shifts to omnichannel retailing are very strategic in the fast-paced global economy we currently find ourselves in. The streamlining adjustments being made will allow Burberry to quickly get new styles to customers globally. In my opinion, this will greatly appeal to the time-pressed customer who wants to be able to purchase clothes as soon as they see them on the runway. Furthermore, the clothing will become available for purchase on mobile devices, rather than having to go to a physical retailer near you. This will presumably have a huge impact for impatient and busy individuals, who still want all the luxury and quality Burberry offers, without the cumbersome process of having to visit a store. This is particularly significant for upscale retailers like Burberry, who already have a limited number of stores as it is. Moreover, this method will allow customers who do not live near a Burberry store to have access to the retailer that they would otherwise not. It also reiterates the “customers, not buildings” concept discussed in class, where the focus is wholly on the consumer and their needs.
As an avid online shopper, I can attest to the convenience and efficiency of purchasing clothing this way. I think these changes will particularly appeal to the younger generations, who are tech savvy and have a high need for immediacy and flexibility, both of which as offered by omnichannel retailing. As well, with online access, not only can the consumer peruse at their leisure, for as long as they want, but they can easily check whether an item they’re interested in is available and in stock in seconds.
In my opinion, these adaptations within the changing environment will also capture the target audience more effectively, thereby increasing profits. This is due to the fact that someone watching the runway show, who sees something that they like, can go on the website and instantaneously purchase the item, before they get distracted or change their mind. This allows Burberry to capitalize on said consumers much more effectively than if they didn’t make the clothes available for another six months, when potential customers may not even recall their initial interest.
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