Product details

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Abstract

The case outlines the changes within the Burton Group over the mid 1970s, in response to changing technology and changing consumer taste. Burton''s strategy decisions are contrasted with those of their principal high street competitors, especially Hepworths. The learning of new retailing and merchandising skills does not seem to come as readily to them as to their competitors, and the case ends with Burton''s 1977 year end results showing an after tax loss of GB Sterling 13.6m including a direct trading loss in their Menswear Division of GB Sterling 2.4m. Important management changes ensue. *Unilever Award Winning Case
Location:
Industry:
Size:
Large
Other setting(s):
1973-1978

About

Abstract

The case outlines the changes within the Burton Group over the mid 1970s, in response to changing technology and changing consumer taste. Burton''s strategy decisions are contrasted with those of their principal high street competitors, especially Hepworths. The learning of new retailing and merchandising skills does not seem to come as readily to them as to their competitors, and the case ends with Burton''s 1977 year end results showing an after tax loss of GB Sterling 13.6m including a direct trading loss in their Menswear Division of GB Sterling 2.4m. Important management changes ensue. *Unilever Award Winning Case

Settings

Location:
Industry:
Size:
Large
Other setting(s):
1973-1978

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