Not
that kind of self-control. But sort of.
What’s
impressive about Burberry is a pair of simple facts. In the 1990s, Burberry was
in the shit. Burberry was the fashion of criminals. And not even classy
criminals (heaven forbid).
Today,
Burberry is one of the most valuable brands in the world.
What
happened?
A
lot of things happened. Rebranding. Reworking. Rethinking. Refashioning. A
million things happened. But the crowning point, the real change, was
self-control.
What
does that mean? It means, simply, that someone saw what the situation at
Burberry was, and had a single minded vision on how to change it. That someone
was Christopher Bailey.
And
in a lot of ways, what he had in mind to change things is not the important
part of the story. The important part is the fact that things changed.
If
you read this blog for any length of time you’ll find that the most important
point of any brand transformation is not the transformative idea, but the
transformative person. Why? Because much though it should be the other way
around, transformative ideas are ten-a-penny. Transformative people are the
real rarity. Transformative people are those who can find and identify and
implement transformative ideas. That is what changes the fortunes of a brand.
Now.
Is Bailey a genius of advertising? Perhaps. Perhaps not. At this point we may
as well say he is. Sometimes bloody minded optimism is a substitute for
advertising genius regardless of what you’re selling.
And
what is really exceptional about Bailey is not what he sold, or how he sold it,
but how he sold the reselling. That’s not a good turn of phrase, but it is
accurate.
He
committed to a remaking of the brand. He didn’t attempt to claw onto Burberry
caps, to be a brand for every person, to have a thousand faces, to please every
punter. He took Burberry, and cut away the extraneous.
And
it worked.
Not
because of advertising genius. Because of bloody-mindedness. Because quite
often, having a plan and sticking to it is as important as the plan itself.
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