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Annual Report 2016/17

“This has been an important year of change for Burberry, not only due to macro trends but also the way that Burberry operates as a business. Looking ahead to 2017/18, we will continue to focus on our brand, our products and the execution of our key strategies.”

Sir John Peace, Chairman

Download Burberry's Full Annual Report 2016/17                                             

Chairman's Letter                                      

Financial Highlights

Revenue 
(Year to 31 March)

£2,776m

Adjusted profit before tax
(Year to 31 March)

£462m

Profit before tax
(Year to 31 March)

£395m

Net cash
(As at 31 March)

£809m

Adjusted diluted EPS
(Year to 31 March)

77.4p

Dividend per share
(Year to 31 March)

38.9p

Brand Highlights

While staying true to its 160-year-old heritage, Burberry has always embraced innovation and responded to new technologies and the opportunities these create. This underpins how Burberry connects with its customers globally, whether through its runway shows, marketing innovations, campaign talent or music, and using digital platforms and customer insight to enhance customer experiences.

Runway Shows

In the year, Burberry changed the way we create, present and sell the runway collections. The new ‘see-now-buy-now’ show format was used both in September 16 and February 17.

Digital Innovation

Burberry is one of the most followed luxury companies on social media with over 48 million followers globally.


Our Strategy

For Burberry, FY 2017 has marked a transition year, with its plans for growth over time and simplification built into five key strategies. Three of these strategies are focused on optimising revenue growth (Product Focus, Productive Space and E-commerce Leadership), enabled by Operational Excellence and Inspired People, to improve efficiency and ensure Burberry has the right capabilities to deliver.

Product focus

Product Focus:

Focusing on key product categories by establishing a strategic approach, implementing end-to-end category management, enhancing store assortments and simplifying the product offer.

Productive Space

Productive Space:

Improving end-to-end retail disciplines to drive retail productivity, through a multi-year retail excellence programme focusing on improving service and customer cultivation and investing in in-store operations. Also reviewing Burberry’s channel mix to continue to elevate the brand.

E-commerce

E-commerce Leadership:

Leveraging the strong digital capability Burberry has built to drive revenues both on its own platform and through third-party relationships, and to continue sector-leading innovation in this fast- growing channel.

Operational Excellence

Operational Excellence:

Improving the efficiency and effectiveness of core processes, realising savings through procurement, optimising inventory management and continuing to invest appropriately in information and technology to support Burberry’s growth and productivity plan.

Inspired People

Inspired People:

Ensuring that Burberry has highly engaged people with the skills and capabilities needed to deliver its ambitions, with a focus on improved ways of working. This includes a continued commitment to Burberry’s unique culture and values, recognising and rewarding talent, as well as leading the industry in responsibility.