Burberry Consumer Profile Report Essay Example

Burberry Consumer Profile Report Paper We look at these characteristics as they are the elements of a potential customers life that can influence customers behavior before, during and after making a purchase. The target market for Barberrys womens wear is typically a young professional female, aged between 25 and 30 with a high level of disposable income. The MRS. Social grade States that young professionals who fall into social grades A and B earn a salary of thirty thousand pounds or more per annum (see figure 1 allowing them to have a high level of expenditure, which is supported by the graph shown in appendix A. Having an income this high would suggest that these nouns professionals have completed their higher education to a degree level, or even to the level of a masters or PhD (appendix B). The professionalism of Barberrys target market is expressed through the garments they sell, with a large collection of tailored pieces on offer to cater to the consumers needs (appendix C). 2. 2 Geographic Characteristics The geographic characteristics of a consumer do not just focus on where the consumer lives, but also the type of house they live in and their neighborhood, as well as where they shop. Having this information about he consumer will allow a further insight into the kind of lifestyle an individual has. Statistics show that the the social grade and income of an individual effects the size of the house they live in, and typically the higher social grades and incomes will have a larger property (appendices D and E). The young professionals that Barberry targets tend to own one or two bed properties (appendices D and E), suggesting that they live alone, and are therefore single, or share with somebody with whom they split the cost of rent, allowing them to have a higher level of expenditure. According to Acorn, the young professionals that Barberry target Generally own flats in major towns and cities that Have been built recently and are more usually found in urban locations, particularly London (Acorn, 2014: online). Living in these areas would suggest that there is easy access to a variety of different shops and facilities allowing them to fit their shopping in around work and other commitments without it being an inconvenience. 2. 3 Personality and Lifestyle Characteristics This category contains characteristics that are much more personal than hose mentioned in sections 2. And 2. 2, such as music tastes, type/number of cars and stage in lifestyle. Companies Will look at these characteristics to help them gain an even better idea of their target consumers lifestyle, and therefore be able to market and advertise their products more effectively. Using the information stated in section 2. 1 we can tell that because they live in major towns and cities, those in Buyers t arget market do not tend to own a car (appendix F), again allowing them to have extra money to spend on We will write a custom essay sample on Burberry Consumer Profile Report specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Burberry Consumer Profile Report specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Burberry Consumer Profile Report specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Barberry products, as they do not have to spend it on car insurance, tax and petrol. Living alone in a city without a car suggests that the consumer could be considered as being in the bachelor/peacock or early nester stage of their lifestyle, meaning that they are single or have just begun living with a partner and do not have any children, again giving them a higher level of disposable income. Buyers official website has a weeping titled acoustic, where customers can go to listen to the music of nouns British bands that Barberry believes in. (A, Politicking. 2010: online). This type of music is slow and relaxed, similar to that of the music played throughout Barberry stores. There is a huge focus on music throughout the brand; this is because chief creative officer, Christopher Bailey, feels that music Sets the directional mood for what were working on. (The Guardian, online: 2013). 2. 4 Attitudes, Interests and Opinions Characteristics Much like the characteristics of section 2. , the attitudes, interests and opinions can vary dramatically from consumer to consumer and looks at an individuals views, style, celebrity influences and clothing types. 3. 0 The Brand This section of this report refers to the different elements of the marketing mix to show and discuss how Barberry successfully utilize their knowledge of their target consumer and their resources to fit in with the overall target consumer environment. 3. 1 Product 3. 2 Price As Barberry is a premium designer brand the pricing of their products will reflect this. Barberry knows that their target consumer will be willing to pay high prices for their products as the high price of Buyers products suggests high quality, which is what their target consumer is after and therefore increases desirability of a product. Although all product prices are premium, Buyers price range will vary depending on which diffusion label you are purchasing from, as Barberry Proms is more expensive than Barberry London, which is more expensive than Barberry Bruit. Barberry use competitive pricing, putting the prices of their products similar to those of its competitors. Normally in an in store environment, Barberry will use the middle market approach to pricing, or a non-competitive price approach, meaning that product prices are not obviously displayed and are hidden away on labels inside the products, or not stated at all so that customers have to ask a sales assistant for a price. 3. Place Barberry sells its products to the consumer through physical retail channels, including mainline stores, concessions in prestige department stores, outlets and Barberry franchises, as well as through their own transactional website and the websites of stores such as Harrows, Selfridges, Harvey Nichols and other department stores in which they have concessions. As of March 31, 01 3, the company had 206 mainline stores, 214 concessions, 49 outlets, and 65 franchise stores to be found all over the world. (Yahoo, online: no date). The fact that Barberry mainl y sell through concessions have both advantages and disadvantages. Concessions are a less expensive way for a company to sell their brand in a new area and they give the customer an idea of what kind of brand you are, for example, concessions in Selfridges would give the impression of a high-end brand. On the other hand, concessions do not allow you to have your own brand identity, it is easier for customers to compare our products with other brands and they have less stock and therefore less choice. A large majority of Barberry stores are situated in greatly populated cities and areas where they will gain most customer contact. For instance, there are eleven Barberry stores and three concessions in London alone (see appendix G). Within these cities, Barberry stores are generally placed in large shopping Centers, busy high Streets and town centers. Placing their stores in these locations means that the infrastructure around them will typically be good with decent parking facilities, public transport links and a variety of laces to purchase food and drink, making the stores easily accessible, more pleasurable and less stressful to visit, increasing the chances of customers visiting again. Another benefit of having their stores in these locations is the high footfall of potential customers, the prime locations mean that even consumers who had not planned to visit the store may decide to go in and have a browse whilst passing by. It is extremely uncommon for Barberry stores to be found in a location where the stores surrounding it are not other designer brands that would be considered Barberrys competitors. Usually, the stores that neighbor and are close by Barberry will belong to brands such as Ralph Lauren, Gucci and YES, which not only helps attract a consumer that is more likely to make a purchase but also helps to keep the brands sense of exclusivity and expense. This is because these brands all have the same target consumer and attract the same customer. It would be less likely for a Barberry store to do well and generate sufficient income if it were surrounded by high street shops like Primary, HM and Tops as they have very different target markets. 4. Promotional Methods Promotion is widely known as the fourth p within the marketing mix and is the management process responsible for communicating with customers in order to inform and satisfy their needs and wants (Easy 2002:168). This section of the report focuses on the different promotional techniques used by Barberry to increase their brand awareness and to promote their products to their target consumer successfully in such a heavily saturated market. 4. 1 Advertising Barberry uses its advertisements to reinforce its luxury, classically British image. The ads feature iconic British backdrops, British icons, typically British weather and music from British bands that can be found on Barberry acoustic, mentioned in section 2. 3. As mentioned in section 2. 1 at the beginning of the report, the target consumer for Buyers womens wear is females aged 25-30 and by using celebrities and icons who would typically appeal to women of that age bracket in their advertisements, they are able increase the interest in the brand by a great amount. For example, visuals of model Car Delivering and actor Eddie Redeemed were released at the eight of Delusiveness career and just before the release of the 201 2 film production of Less Miserable, in which Redeemed has a leading role (figure 2). Barberry is known to have their visual advertisements in a variety of high-end fashion magazines including Vogue, Ell and Harpers Bazaar, all magazines that would appeal to their target consumer, as they advertise and display brands and products of the same nature to Barberry itself. As well as in magazine, Barberry has advertised their brand through other platforms, such as on billboards in cities like London and through television adverts, also tarring a selection Of famous faces with Romeo Beckman being a more recent addition to Buyers advertising campaigns. 4. 2 Public Relations Barberrys use of celebrity endorsement is by far one of their most successful forms of PR. In the past, the brand has secured great press coverage for their products by having them photographed on celebrities that are current and popular with their target market, and by ensuring that celebrities with whom their target audience can relate to are seen in Barberry products, Barberry can gain great exposure with minimal cost. For example, when One Directions Harry Styles was pictured on the front row at Buyers London Fashion Week show this summer, the show received over 21 , 000 mentions on social media, a figure that was considerably higher than other brands. In September 201 3, Barberry gained a lot of media attention when Harry Styles, Victoria Beckman and Ell Fanning were all photographed wearing the same Barberry Proms shirt. Following the release of the photos, a number of widely read fashion magazine and websites published who wore it best articles, which not only pushed Barberry into the public eye, but increased interest in the brand as fans wanted to know more about the shirt and even purchase it themselves.

Leadership in Quality Management

Leadership in Quality Management Leadership is mandatory for all organizations. It determines whether a company or an organization succeeds in achieving its goals and objectives or it fails in doing so. In fact, the quality of leadership that is practiced in an organization defines and differentiates successful organizations from unsuccessful ones.Advertising We will write a custom research paper sample on Leadership in Quality Management specifically for you for only $16.05 $11/page Learn More This implies that effective leadership is essential for the success of any organization. Therefore, leadership in total quality management is defined and characterized by the fundamental instructions of the gurus based on organisational leadership (Winder Draeger, 2006). Quality leadership is ethical, focused on people, creates an awareness of social responsibility, and puts emphasis on the quality of employees’ working conditions. Without good leadership and management structures, an organis ation is likely to fall into a leadership crisis, either because of low confidence levels in the leaders or lack of trust in the workers/employees (Luria, 2008). Therefore, integrity and public confidence in business leaders is crucial for quality leadership to prevail in an organisation. This essay discusses leadership in quality management, detailing the relationship between leadership and quality. Leadership and Quality Many scholars have written about the importance of leadership as an important part of quality management. Quality leadership includes management commitment, and it prescribes strategies to achieve quality management within organizations. Therefore, organisations or individuals who intend to practice quality leadership must first begin by taking a careful examination of the organisational culture and the leadership capacity at stake. In the current business and political world, quality is the foundation for continual management, innovation, creativity, and leadersh ip (Feigenbaum, 2007). To attain quality leadership, the top management of an organisation must take the responsibility of the quality initiative (Winder Draeger, 2006). Ideally, leadership and quality management are closely intertwined such that integrity leadership leads to quality management. Thus, quality leadership is the foundation for frequent management innovation and creativity in many organizations. What Quality Leadership means Quality leadership has been defined differently by various scholars. However, they all concur at one instance that the qualities, behaviours, and traits of a leader define the kind of leadership prevailing in an organisation. When the leader has good leadership qualities, traits, and behaviours, the leadership is termed as effective or quality leadership because it leads to integrity and employee job satisfaction.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Research provides that leadership theories and total quality management play an integral role in enhancing organisational performance and increased employee job satisfaction in an organization. Total quality management promotes quality leadership unlike traditional organisations, whose leadership focus is based on internal systems only. Therefore, quality leadership is characterised by the following: strategic leadership that encourages integration of internal systems with external environment; visionary leadership where employees share a common vision and goals; employee motivation through designed rewarding systems for stakeholders to promote creativity and innovation; and empowerment and teamwork by having all the employees takes active roles in leadership. These characteristics differentiate a total quality management organization, practicing quality leadership, from a traditional organisation that is conservative. Quality leadership is measured by the leadership style organisational leaders decide to embrace in leading their organizations. Research provides that transformational leadership style is the most related leadership style to quality leadership. It entails searching for opportunities to motivate the employees by satisfying their basic needs and assigning them responsibilities in the work process. This has a direct relationship with leadership quality because transformational leaders are capable of developing good rapport or effective communication with employees to strengthen values, and inspire a vision that is focused on quality. In addition, transformational leaders build trust, reduce fear, create awareness for change and develop a culture to support the change, and initiate new tactics to solve organisational complexity (Luria, 2008). This encourages quality improvement across all the systems and departments in the organisation. Deming (2000) denotes that â€Å"the job of management is not supervision, but rather l eadership† (p. 54). This implies that transformational leadership requires the managers to be leaders so that they can deliver quality leadership. In fact, quality leadership involves a predominance of quality principles that form â€Å"a basis for guiding, empowering and supporting the constant pursuit of excellence by the employees throughout the organisation† (Feigenbaum, 2007, p 38). Therefore, emphasis is put on the leader to create an environment of trust, sincerity, and truthful communication to encourage the development of the individual quality improvement workforce.Advertising We will write a custom research paper sample on Leadership in Quality Management specifically for you for only $16.05 $11/page Learn More Furthermore, in quality leadership, the leader ensures that there is a continual system improvement so that every employee does a better job with greater satisfaction. Deming (2000) argues that a transformational leader is not a judge, but rather a colleague leading and guiding employees on a daily basis, and learning from them and with them. As a result quality leadership is built on the leadership principles provided above with integrity, people focus, and empowerment on the lead. Those principles, including others, must be applied in a coordinated manner in any company that anticipates achieving quality management. This participatory approach to leadership, whereby, employees throughout the organisation are empowered and encouraged to become leaders is essential because quality becomes the responsibility of everyone in the organisation and not a few individuals. Some people may think that by so doing, the roles of the CEO would be diminished. However, this might not be true because empowerment adds the CEOs more responsibilities to create an environment for planning at lower levels. Actually, employee empowerment means that the workforce is encouraged and motivated to improve on the quality of the ser vices it provides to the organisation and the society. Empowered employees feel comfortable when making decisions because they trust and believe that their company is committed to their development. However, this can only be achieved through team management skills that leaders must embrace. Therefore, quality leadership prevails in an organisation when the organisation is a leader-based, and the leadership capacity is entrenched throughout the organisation (Winder and Draeger, 2006). A leader-based organization enables employees to look at senior leaders as members or colleagues and not individuals in charge of others. Therefore, leaders who invest in empowering employees to be leaders portray quality management and leadership skills. The most integral part in quality leadership is knowledge sharing among team members, mentoring, instructing others, and facilitating group processes. Moreover, it entails promoting openness in communication, allocating resources effectively, providing information, and monitoring group performance (Deming, 2000).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Therefore, the qualities a leader must portray to lead an organisation toward total quality management culture include motivation, honesty and integrity, self confidence, and drive. Other qualities include cognitive ability, charisma, and business knowledge. Despite this, integrity and honesty are the most important traits in leadership and they form a basis for quality leadership depends on. Leadership Quality Criteria The most widely used leadership quality criteria is criteria for performance excellence developed by Malcolm Baldrige National Quality Award. This criterion divides leadership into categories. For instance, the first category focuses on the ways in which leaders provide guidance, communicate and encourage organizational performance, and offer leadership services. The criteria also support the idea that visionary leadership is an important value and concept in an organisation (Baldrige National Quality Program, 2007). Thus, effective leaders put in place systems, whic h give directions to employees, set realistic goals for employees, develop clear vision, and ensure that the organization attains performance excellence. Quality leadership requires senior leaders to play the role of inspiring, motivating, and encouraging the entire team of employees to contribute positively to organisational development through innovation. Therefore, according to Baldrige National Quality Program (2007), â€Å"as role models, the leaders can underpin ethics, values, and expectations while building leadership, commitment and initiative throughout the organisation† (p. 1). In summary, the performance excellence criterion provides that effective leadership system entails the establishment of mechanisms to enable the leader to carry out personal examination, receive feedback and improve the organisational sustainability. Conclusion In summary, quality leadership involves approaches that tend toward leadership traits such as empowerment, vision, strategic viewpoi nt, people focus, and involvement of various disciplines. Moreover, integrity and an awareness of social responsibility form the foundation of quality leadership and management (Winder Draeger, 2006). Quality leadership recognizes the value of change. Therefore, leaders anticipate change and respond to it accordingly to allow the organisation to continue growing by exploring new ideas (Deming, 2000). Moreover, quality leadership involves the application of leadership strategies that encourage collaboration and teamwork, humility and forbearance, and strategic planning. Finally, quality leadership plays an important role in promoting total quality management in an organisation. References Baldrige National Quality Program. (2007). Leadership Criteria for performance excellence. Retrieved from https://www.nist.gov/ Deming, W.E. (2000). Out of the Crisis. New York: MIT Press. Feigenbaum, A.V. (2007). The international growth of quality. Quality Progress, 40(2), 36-40. Luria, G. (2008) . Controlling for quality: Climate, leadership and behavior. Quality Management Journal, 15 (1), 27-40. Winder, R. E Draeger, J. (2006). Resilient leadership: integrating stability and agility in the five dimension leadership model. ASQ World Conference on Quality and Improvement, 4(2), 1-14.