Founded in 1856, Burberry is a global luxury brand with a distinctive British identity. Over the decades, the brand has built a reputation for craftsmanship, innovation and design. Since the invention of gabardine by Thomas Burberry more than 150 years ago, outerwear has been at the core of the business, and remains so today – best expressed through the iconic Burberry trench coat.

The Company designs, produces and sells products under the Burberry brand. Product conception, design and development are housed in Burberry’s London headquarters. Fabrics and other materials are sourced from, and finished products manufactured at, both Company-owned facilities in the UK and through an external supplier network, predominantly located in Europe. Marketing content and programmes, traditional and digital, are developed internally to communicate brand and product attributes to consumers. Burberry products are sold globally through proprietary retail platforms and third-party wholesale customers. In selected categories, Burberry relies on the product and distribution expertise of licensing partners to develop the business. These activities are executed by a global team of over 10,000 employees.


  • Authentic British heritage, a rich association with history and culture – royalty, explorers, VIPs.
  • Globally recognised icons, including the trench coat, trademark check and Equestrian Knight Device.
  • Key attributes of craftsmanship, innovation and design.
  • Appeal across genders and generations.
  • Brand values of Protect, Explore, Inspire.


  • Products created in keeping with brand attributes to appeal to luxury consumers:
      • primary categories include women’s and men’s apparel and accessories and Beauty.
  • Brand engagement driven by innovative use of digital, social and traditional media to connect audiences globally with the brand:
      • with emphasis on the millennial consumer.
  • Owned distribution network consisting of:
      • offline: 497 directly operated stores and concessions operating in 32 countries;
      • online: digital platform active in 11 languages; and
      • ongoing initiatives to integrate online and offline to create a seamless and consistent brand experience, however and wherever the consumer chooses to engage with the Burberry brand.
  • Third-party distribution network includes 70 franchise stores in an additional 28 countries and approximately 1,400 wholesale department and specialty store doors in over 80 countries.
  • Consumer touch-points aligned with the goal of communicating pure brand message.
  • Functional infrastructure to support execution from conception to consumer.


  • Democratic, trusting and entrepreneurial ethos.
  • Team-oriented, empowered, highly connected organisation.
  • Constant focus on creative-commercial balance.
  • Committed to Great Company values – sustainable business practices and creating social shared value.

Operating model

The business is structured by channel, region and product division, supported by core corporate functions.

* During the year Europe, Middle East, India and Africa (‘EMEIA’) was formed integrating the former regions of Europe and Rest of World.

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Channel mix

Burberry sells its products to the end consumer through both retail (including digital) and wholesale channels. For 2013/14, retail accounted for 70% of revenue and wholesale 27%. Burberry also has licensing agreements in Japan and globally, leveraging the local and technical expertise of its licence partners.

Revenue by channel

Underlying is calculated at constant exchange rates

Revenue by channel


Includes 215 mainline stores, 227 concessions within department stores, digital commerce and 55 outlets

  • 15% underlying growth
  • 12% comparable store growth
  • 25 mainline store openings, including a flagship in Shanghai and the first Burberry Beauty Box in Covent Garden, London


Includes sales to department stores, multibrand specialty accounts, Travel Retail and franchisees who operate 70 stores, and Beauty to nearly 100 distributors globally

  • 32% underlying growth (2% growth excluding first time contribution from Beauty)
  • Beauty wholesale revenue of £144m in first year of direct operation
  • Net five new franchise stores opened, including stores with new partners in Barbados, Chile and Colombia


Includes income from Burberry’s licensees, about 80% from Japan with the balance from global product licences (eyewear and watches) and the European wholesale childrens licence

  • 23% underlying decline (2% growth excluding the fragrance licence income in 2012/13)
  • Royalty income from Japan broadly unchanged at constant exchange rates
  • Global product licences delivered double-digit percentage growth (watches and eyewear)

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regional mix

Burberry operates in three regions. For 2013/14, Asia Pacific represented 39% of retail/wholesale revenue, Europe, Middle East, India and Africa (EMEIA) 36% and Americas 25%.

Retail/wholesale revenue by destination

Underlying is calculated at constant exchange rates and includes first-time contribution of Beauty wholesale revenue, predominantly in EMEIA and Americas

Geographic portfolio map


  • 24% underlying growth
  • Retail accounted for about 60% of revenue
  • High single-digit comparable sales growth
  • Digital penetration in the United States more than twice the Group average


  • 17% underlying growth
  • Retail accounted for about 65% of revenue
  • High single-digit comparable sales growth
  • About 40% of mainline transactions to travelling luxury customers

Asia Pacific

  • 18% underlying growth
  • Retail accounted for about 85% of revenue
  • Double-digit comparable sales growth led by Greater China, especially Hong Kong
  • Travel Retail, which makes up the majority of wholesale in the region, performed well

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Product mix

Burberry has a diversified product offering across apparel, accessories and Beauty and by gender. For 2013/14, accessories represented 36% of retail/wholesale revenue, womens 30%, mens 23%, childrens 4% and Beauty 7%.

Retail/wholesale revenue by product division

Underlying is calculated at constant exchange rates



  • Large leather goods accounted for about half of mainline accessories revenue
  • Continued innovation in core leather and check programmes and key iconic shapes
  • Mens accessories increased by over 20%, now representing just over 20% of mainline retail accessories revenue


  • Core outerwear was over half of mainline revenue
  • Spring/Summer 2014 (S/S2014) Prorsum outperformed


  • Outerwear about 40% of mainline revenue
  • Launch of Travel Tailoring drove about 40% growth year-on-year in this category


  • Outerwear about 35% of mainline revenue
  • Prorsum-inspired collections strong


  • First year of direct operation
  • Complex and challenging transition period; infrastructure now built
  • Successful Brit Rhythm fragrance launches for both men and women


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