Burberry's CEO on Turning An Aging British Icon into a Global Luxury Brand
博柏利CEO讲述如何通过聚焦核心产品（风衣）和统一品牌管理，将增长缓慢的老牌英国品牌转型为全球奢侈品牌，对品牌管理者有借鉴意义。
As her top 60 executives arrived in London for the first strategic planning meeting after Ahrendts took the helm, she noticed that not one of them was wearing a Burberry trench coat, despite the damp, gray weather. It was a sign of the challenges the company faced. Even in a burgeoning global market, Burberry was growing at only 2% a year. It had lost focus in the process of global expansion: Each of the 23 licensees around the world was doing something different. Ubiquity was robbing the of its luster. Ahrendts realized that if Burberry was going to be a great, pure, global luxury brand, it needed to have one design director-a brand czar-and it needed to capitalize on its historical core: the trench coat. The company decided to innovate at the core to attract the luxury customers of the future: millennials.