New brand logo enables Burberry to hit the fashion circle again
According to The Guardian, the British brand Burberry has launched items such as bomberjackets and bumbags with new brand logos, which has aroused widespread consumer response and made the brand re-launch. Attack the fashion circle.
In addition to changing the brand logo, the Monogram print series designs launched by Burberry’s new creative director Riccardo Tisci are also very popular with consumers. On July 16, 2019, its stock price soared 14 %, becoming the company with the largest increase among the top 100 British companies. Burberry’s drastic move has been interpreted as a symbol of its transformation, trying to push British brands such as Gucci and Dior into the ranks of successful reforms.
Riccardo Tisci is a former Givenchy brand designer who replaced Christopher Bailey, the creative director who had served Burberry for 17 years in 2018. The newly launched Monogram printing logo is composed of the initials T and B of the founder of the Burberry brand, Thomas Burberry, intertwined.
The brand launched its first Monogram series in May 2019 ahead of schedule. With the famous model’s Gigi Hadid advertisement, it attracted young shopping groups and attracted a large number of consumers in China. echo. Burberry’s same-store sales grew 4% in the first quarter of the year ended in June, exceeding City analysts’ expectations. Its share price rose 287 pence to close at 22.77 pounds. This increase increased Burberry’s stock market value by more than 1 billion pounds to 9.4 billion pounds.
Last year, Burberry CEO Marco Gobbetti launched a high-end brand reconstruction plan and said that the Riccardo Tisci series of products are widely loved by consumers, and the new series of products have achieved double-digit growth. GlobalData analyst Chloe Collins said Burberry’s transformation under Marco Gobbetti’s plan has gradually paid off, but this should be attributed to Riccardo Tisci’s innovative and avant-garde reforms and neutral designs for classic brands.
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