本篇讲的是关于奢侈品竞争的手段，产品有三种基本分类。Prorsum或Premium range占产品总销量的10%，London range和Brut range迎合了产品的休闲系列(Hennigs, Wiedmann, and Klarmann,2012)。在新的产品设计模型中，不允许零售商讨论他们想要的产品，而是允许销售人员销售公司生产的产品(Miller and Mills, 2012)。这是为实际可行的目的而采取的一项措施。本篇英国代写文章由英国论文人EducationRen教育网整理，供大家参考阅读。
There are three fundamental classifications of the product. It is the Prorsum or the Premium range, which accounts for 10% of the sales, London range and Brut range that cater to the casual range of the products (Hennigs, Wiedmann, and Klarmann,2012). In the new product-designing model, the retailers were not allowed to discuss about the product they desire rather sales people sold the products that was manufactured by the company (Miller and Mills, 2012). This was a measure undertaken for practical feasibility purposes.
Apart from this, Ahrendts reduced dependence of the Tartan pattern of the company to 10%. This measure was to reduce counterfeiting of products (Ahrendts, 2013).
Burberry follows competitive pricing strategies. They price their products according to the other high value luxury brands like Louis Vitton, Gucci and Armani etc. Brand image of the company is that it portrays exclusivity and luxury (Hennigs, Wiedmann, and Klarmann, 2012). If the product prices the product below the usual pricing schema, people will wonder about the quality. Niche consumer base for the product are high-income individuals who want quality (Kim and Ko, 2012). If the price is reduced, the brand image of the company will be affected markedly (Peng and Chen, 2012). Hence the company adopts competitive pricing strategy. They are priced according to the competition.
Physical retail outlets are strategically placed in locations where the premium consumers frequent (Karen and Micheal 2012). They are placed in locations where the consumers can experience unique services that are offered by Burberry (Yu, Lin and Chen, 2013). In an effort to reach to a wider audience, the company utilizes online channels that are for potential retailers and consumers.