Planned capital expenditure remains at £180-200m in FY 2012 • Continued focus on flagship openings and refurbishments in high profile markets • A net eight mainline stores opened in the first half
Burberry continues to innovate in digital commerce • Further refinements were made to burberry.com to enhance functionality, product images and information and links with social media • The number of visits to the site increased significantly in the first half as luxury customers researched online and bought online and in-store
Investing in under-penetrated markets North American wholesale revenue increased by nearly 25% underlying in the first half, now 8% of group sales • Driven by strong performance as department stores are starting to allocate real estate to Burberry dedicated shop-in-shops across all categories • Optimising the segmentation of Burberry London and Brit • 16 shop-in-shops opened in the first half, including in key New York department store doors
Emerging Markets accounted for 19% of retail/wholesale revenue, up from 13% in the first half of last year • Emerging Markets include China, the Middle East, Latin America, Russia, Turkey and India, as well as other smaller markets • Revenue has grown from just 6% of sales in FY 2008, as Burberry continues to convert operations from wholesale/franchise to retail (including China, the Middle East and India), while working with its partners to accelerate growth in existing and new markets.
Pursuing operational excellence With the implementation in China just live, all major markets are now on SAP
• Beginning to benefit from full global visibility for the first time • Standardised global data and reporting will enable quicker and better decision-making throughout the business • Benefits of global implementation will be delivered over coming years
Continued refinement of Burberry's operating business model • Ongoing investment in people and processes to refine and optimise planning, replenishment, regional inventory management and pricing leverage
Global brand focus • More disciplined process around execution of monthly flow of product • Supported by high impact marketing, synchronised globally across all channels, media and consumer touchpoints • Driving increased brand awareness and global consistency
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