Strategic Management Objectives for Burberry

Running head: MANAGEMENT
Management
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Executive Summary
The report has thrown light on analysing the different kinds of strategic management
objectives which can be adopted by the Burberry firm in the overall competitive business
environment. The external and internal environment analysis has helped in understanding the
different strengths, weaknesses, opportunities and threats which are being faced by the
organization in an appropriate manner. The Porter’s Generic Forces along with the overall
Bowman’s Clock Model have been considered which assisted in understanding the position
of the company in comparison to the other competitors which are present in the market.
Additionally, the VRIO analysis has been performed from which this has been seen that the
company is in the most competitive position; however, there is fierce competition from Gucci
and Prada in the competitive business environment which has affected the overall brand
image of the organization negatively. Lastly, the recommendations have been provided with
the implementation of the Ansoff Matrix which assisted in positively managing the global
aspects.

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Table of Contents
Introduction................................................................................................................................2
Overview of Strategy.............................................................................................................2
History....................................................................................................................................2
Vocabulary.............................................................................................................................3
Levels of Strategy..................................................................................................................4
Mintzberg 5Ps of Strategy......................................................................................................4
Overview of Organization..........................................................................................................7
Business Model Canvas.........................................................................................................7
Competition Analysis of Burberry.............................................................................................9
Organizational Structure........................................................................................................9
Strategic Processes.................................................................................................................9
Organizational Processes.....................................................................................................10
Strategic Change..................................................................................................................11
Strengths and Weaknesses...................................................................................................12
External Environment Analysis...............................................................................................13
PESTEL Analysis.................................................................................................................13
Opportunities and Threats....................................................................................................15
Strategic Capabilities...............................................................................................................16
VRIN Analysis.....................................................................................................................16
Porter’s Value Chain Analysis.............................................................................................17
Strategic Purpose and Corporate Culture.................................................................................19

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Corporate Social Responsibility...........................................................................................19
Values, Vision, Mission and Objectives..............................................................................19
Governance..........................................................................................................................20
Business Strategies...................................................................................................................21
Porter’s Generic Strategies...................................................................................................21
Bowman’s Strategy Clock....................................................................................................21
Strategic Options......................................................................................................................22
Ansoff Matrix.......................................................................................................................22
References................................................................................................................................23

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Introduction
Overview of Strategy
The strategy is defined as the knowledge along with the capability which assists in
analyzing the actions, aspirations along with the vision that will able to examine the potential
impacts and opportunities. In case of the general strategy, this is the plan of action which is
planned in such a manner as to gain positional advantage effectively in comparison to the
other competitors in the market (Baker and Cronin 2015).
In the case of Burberry, this has been noticed that the strategic plan of the company is
focused on achieving the goal and it should not depreciate in nature as well. The primary
strategy which was adopted by Burberry was to re-energize the product which will improve
the overall satisfaction among the customers effectively, and this will create sustainable
value. In the entire journey, the plans of Burberry, the primary approach is to deliver the
combination of organic profit growth and committed towards the capital allocated agenda
(Gereffi and Fernandez-Stark 2016).
History
The strategy has been evolved in the year 1934 which is essential as the different
resources are made available to achieve the goals which are limited. The procedure involves
the setting of different goals along with determining the various actions to accomplish
particular purposes. From the 20th century, the word “Strategy” came into action which is the
comprehensive way which helped in managing the different activities in an appropriate
manner (Gereffi and Fernandez-Stark 2016). From the different kinds of political events
which took place in the 20th century, the evolution of strategic activities has been considered
which helped in managing the overall operational excellence.

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Vocabulary
There are different kinds of limitations in the avenues along with complexity (wicked
problem), surprises along with interests which are the significant elements in the plan in the
business scenario.
Complexity (Wicked Problem)
This is one of the limiting factors which is not an easy task to explain as there are
different interrelated issues for analyzing the various potential solutions for the problems
which are being faced by the business or organization (Paley 2017). The multiple issues
include the different kinds of unanticipated problems and similar is the case with Burberry as
there can be various issues which can affect the potential growth of the company negatively.
The overall strategic growth and plan for Burberry will change over time, and there
should be the inclusion of potential solutions which will be helpful in managing the global
scenario. To deal with the wicked problem, the proper focus on the action along with
analyzing the level of the problem and adopting pilot programs which will be progressing in
managing the overall grand plan.
In case of Burberry, there are six pillars of strategy wherein it is inclusive of four
revenue drivers such as communication, distribution, digital and product and the two
significant enablers are inspired individuals and the operational excellence. Proper
involvement of the different stakeholders is essential as they play an integral role in the
various operations which are being done in the organization (Paley 2017).