Latest news with #BurberryForward
Yahoo
19-07-2025
- Business
- Yahoo
Is Burberry ‘back' as a solid update drives its shares to 17-month highs?
Holders of Burberry (LSE:BRBY) shares may have been quietly confident before today's (18 July) latest trading statement. After all, the luxury goods giant's shares leapt on its latest update in May when revenues beat forecasts. As it turns out, investors were right to be hopeful. At £13.35 a share, Burberry's price was 6.7% higher on Friday as I wrote this after sales topped estimates again. It touched its most expensive level since February 2024 earlier in the session. On the one hand, the FTSE 250 firm's end-of-week update was a familiar story of further sales declines. But signs of early progress for its 'Burberry Forward' turnaround plan have fuelled hopes that the luxury laggard is well on the mend. Signs of progress? During the 13 weeks to 28 June, Burberry's sales dropped 6% to £433m, or 2% on a constant currency basis. In what the company described as a 'challenging' trading landscape, it said comparable store sales dropped 1% in the period. Still, this was far better than the 21% decline posted in the corresponding 2024 period. Performance remained mixed across its regions. Sales in Asia Pacific declined 4%, with strength in South Korea being more than offset by trouble in Japan. Greater China revenues dropped 5%, and Mainland China sales were down 4%. But new customer growth pushed sales in The Americas 4% higher. In the Europe, the Middle East, India, and Africa (EMEIA) region — where 'local spend [offset] declines from tourists' in the quarter — sales edged 1% higher. Chief executive Joshua Schulman said that 'although the external environment remains challenging and we are still in the early stages of our transformation, we are encouraged by the initial progress we are starting to see.' Big questions remain Launched last autumn, Burberry's transformation strategy includes priorisiting its traditionally-strong outerwear lines like trench coats, and re-emphasising its classic British luxury roots, to boost sales. The last couple of trading statements show that the plan's making good early progress. But does it justify the 60%+ rise in Burberry's share price since May's encouraging full-year financials? I'm not so sure. As well as being in the early stages of its turnaround, its said 'the macroeconomic environment remains uncertain'. I remain concerned about further sales slips in China and the rest of the Asia Pacific region. It's by far the company's single most important territory, being responsible for roughly 42% of group sales. Uncertainty here remains high, with the aggressive US trade policy threatening future consumer demand. Burberry also still needs to prove its brand can stand out in what's an increasingly crowded luxury market. Too expensive? I don't feel that these questions are reflected in the company's high valuation. Recent price gains leave it trading on a forward price-to-earnings (P/E) ratio of 69.5 times At these levels, Burberry shares could correct sharply if progress on the turnaround slips, a very real scenario in my book. On balance, I think investors should consider leaving this high-risk share on the shelf. The post Is Burberry 'back' as a solid update drives its shares to 17-month highs? appeared first on The Motley Fool UK. More reading 5 Stocks For Trying To Build Wealth After 50 One Top Growth Stock from the Motley Fool Royston Wild has no position in any of the shares mentioned. The Motley Fool UK has recommended Burberry Group Plc. Views expressed on the companies mentioned in this article are those of the writer and therefore may differ from the official recommendations we make in our subscription services such as Share Advisor, Hidden Winners and Pro. Here at The Motley Fool we believe that considering a diverse range of insights makes us better investors. Motley Fool UK 2025 Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Fashion Network
18-07-2025
- Business
- Fashion Network
As it continues to focus on its turnaround, Burberry names regional chiefs to exec committee
Burberry said the appointments reflect its 'commitment to aligning leadership and decision-making more closely with the customer'. It also follows the decision to remove its vacant chief commercial officer position. The four president are all highly experienced execs. Before joining Burberry in 2018, Kim was GM at Bluebell Korea where she managed a portfolio of luxury fashion group brands within LVMH. And van Loon, who joined in 2020, had been VP EMEIA at Tom Ford as well as having held senior leadership roles at Brunello Cucinelli. Zhang has been with Burberry since 2016 and previously served as regional director at Christian Dior Couture. And Dubin-Wander, who's only been with the firm since last year, was the CEO of OTB Designer Brands, Americas. She's also held senior leadership roles at Coach and Christian Dior Couture. Schulman said that the 'announcement recognises the important role Claudia, Frank, Josie and Laura have each had in strengthening our businesses globally and putting the voice of the customer at the heart of every decision we make. Their market insights and deep customer knowledge are invaluable, and I look forward to continuing to work closely with them to drive Burberry Forward'.
Fibre2Fashion
18-07-2025
- Business
- Fibre2Fashion
UK's Burberry sees sequential sales recovery despite Q1 revenue dip
British luxury fashion house Burberry Group Plc has reported a 6 per cent year-over-year (YoY) decline in retail revenue to £433 million (~$580.22 million) in the first quarter (Q1) ended June 28, 2025, down from £458 million in the same period last year. At constant exchange rates (CER), the decline was more modest at 2 per cent, with a 1 per cent dip in comparable store sales and a further 1 per cent drag from store space. However, the brand highlighted signs of early progress in its transformation journey under the Burberry Forward strategy. Comparable retail sales improved sequentially across all regions compared to the previous quarter, supported by increased brand desirability, outperformance in core categories such as outerwear and scarves, and improved customer conversion, Burberry said in a press release. Burberry has reported a 6 per cent YoY drop in Q1 FY26 retail revenue to £433 million (~$580.22 million), though comparable sales fell just 1 per cent. Sequential improvement was seen across regions, led by Americas at 4 per cent and EMEIA at 1 per cent. Key initiatives under its Burberry Forward strategyâ€'including brand campaigns, store upgrades, and cost efficienciesâ€'show early signs of progress. The comparable store sales rose 1 per cent, as strong local spending helped offset weaker tourist demand Europe, Middle East, India and Africa (EMEIA). Americas registered a 4 per cent increase, driven by growth in new customers. Greater China saw sales decline of 5 per cent, with Mainland China down 4 per cent. Asia Pacific saw decrease of 4 per cent due to a challenging performance in Japan, partially balanced by growth in South Korea. Burberry has launched several initiatives during the quarter to reposition the brand and accelerate growth. A series of monthly campaigns—High Summer, Highgrove, and Festival—celebrated British summer traditions while targeting diverse customer segments. The Autumn 2025 collection, rebalanced under the Burberry Forward vision, focused on fewer, iconic pieces that highlight recognisable brand codes. In-store enhancements included updated visual merchandising and the introduction of a scarf bar pilot, which outperformed the broader store fleet, with 200 installations targeted by year-end. The online growth continued for the third consecutive quarter, supported by improved product mix, universal styling, and enhanced storytelling. Organisational changes were implemented to foster collaboration and agility, and the cost efficiency programme remains on track to deliver £80 million in annualised savings by FY26. Burberry acknowledged that the macroeconomic environment remains challenging and reiterated that it is still in the early stages of its business turnaround. The company plans to prioritise investment through the first half of fiscal 2026 (FY26), with an emphasis on reigniting brand desirability—a key driver for future top-line growth. The company aims to deliver margin improvement in FY26 through continued simplification, productivity, and strong cash flow discipline, with a focus on returning to sustainable, profitable growth. The company also introduced a new regional structure in FY26: Greater China included Mainland China, Hong Kong SAR, Macau SAR, and Taiwan; Asia Pacific comprised the rest of Asia including Japan, South Korea, Southeast Asia, Australia, and New Zealand. 'Over the past year, we have moved from stabilising the business to driving Burberry Forward with confidence. The improvement in our first-quarter comparable sales, strength in our core categories, and uptick in brand desirability give us conviction in the path ahead. Our Autumn 2025 collection is being well received by a broad range of luxury customers as it arrives in stores. Although the external environment remains challenging and we are still in the early stages of our transformation, we are encouraged by the initial progress we are starting to see,' said Joshua Schulman, chief executive officer (CEO) at Burberry. Fibre2Fashion News Desk (SG)
Fashion Network
18-07-2025
- Business
- Fashion Network
Burberry stops the rot in Q1, Americas comps rise, but China is still negative
As Britain's most prominent luxury label, Burberry 's results re always closely watched, but even more so since it started struggling and issuing profit warnings. And on Friday its Q1 figures were in the spotlight. So how did it do in the 13 weeks to late June? It's not back in top form, although there were very clear signs of progress. The company said that its retail revenue fell 6% on a reported basis to £433 million and it was down 2% at constant exchange rates (CER), stripping out the negative impact of currency effects that have been denting a lot of fashion businesses this year. It was trading from a little less space this time too (-1%), so that also weighed on the figures. Its comparable store sales were down 1% and one of the aforementioned signs of progress could be seen from the fact that a year ago that figure was negative to the tune of 21%. OK, it's not yet been able to claw back any of that 21% deficit of this time last year but in the circumstances of an ongoing luxury slump and the company's own turnaround drive, that 1% fall isn't bad. And analysts had been expecting a fall of around 3% so that was more good news. Most importantly though, comparable store sales in two of its key regions tipped into positive territory. In EMEIA, they were up 1% and in the all-important Americas market they rose 4%. Admittedly Asia in general remains an issue for the brand and Greater China comp sales were down 5% while Asia-Pacific fell 4%. EMEIA had been boosted by local spend offsetting declines from tourists; the Americas was supported by new customer growth; the Greater China figure included a drop of 4% from Mainland China; and the Asia Pacific drop came as it saw a challenging performance in Japan, partially offset by growth in South Korea. What it did right In Q1, the company had taken various actions to boost its performance, 'resulting in comparable retail sales improvement across all regions relative to the previous quarter. This was supported by stronger brand desirability, outperformance in outerwear and scarves and improved conversion'. The company has issued a a series of distinctive monthly campaigns such as High Summer, Highgrove, and Festival, 'each celebrating British summertime traditions while appealing to different customer archetypes'. It rebalanced the autumn 25 collection (its first under the Burberry Forward era), 'attracting a broad range of luxury customers, focused on fewer, bigger ideas, hero-ing recognisable brand codes'. Visual merchandising was also enhanced in stores with fixtures to improve product densities. And its scarf bar pilot is outperforming the fleet with 200 targeted by year end. It saw online momentum continuing for the third consecutive quarter, driven by a 'stronger product mix, universal styling and storytelling'. And its organisational changes are 'fostering greater collaboration and agility'. Its cost efficiency programme is on track to deliver £80 million in annualised savings by FY26. CEO Joshua Schulman understandably chose to focus on the positives and said: 'Over the past year, we have moved from stabilising the business to driving Burberry Forward with confidence. The improvement in our first-quarter comparable sales, strength in our core categories, and uptick in brand desirability gives us conviction in the path ahead.' Of course, it's the future that counts and he added that the autumn 2025 collection 'is being well received by a broad range of luxury customers as it arrives in stores. Although the external environment remains challenging and we are still in the early stages of our transformation, we are encouraged by the initial progress we are starting to see'. As for the FY26 outlook, Schulman emphasised that as well as it still being early in its turnaround drive, the macroeconomic environment 'remains uncertain'. Without giving any concrete figures, he said: 'Our focus this year is to build on the early progress we have made in reigniting brand desire, as a key requisite to growing the top-line. In the first half we are continuing to prioritise investment and expect to see the impact of our initiatives build as the year progresses. We will deliver margin improvement with a continued focus on simplification, productivity and cash flow. We remain confident that we are positioning the business for a return to sustainable, profitable growth.' Analyst view The general view of all this from analysts is that the business is going in the right direction but they're aware that there's still much to do and the market remains tough. Nick Sherrard, MD of innovation expert network Label Sessions, said: 'The leadership team at Burberry has done so much right. In fact, in the year since Josh Schulman took over as CEO it has repositioned the brand in a way that shows real vision, and is hugely admired inside and outside the industry. There are tentative signs of why in today's update. 'The work Burberry has done over leaves it well placed to eat into its competitors' market share. Recent brand activations in Ibiza, Glastonbury, and Highgrove show a brand… clear on its strategy. Execute on that and this could be a classic case study of transformation. 'All of that said, 2025 is not a great time to run a luxury brand. The ad campaign reads 'it's always Burberry weather' but in financial terms, at least, there are limits to how fast you can drive revenue recovery in economic conditions like these – particularly in China and the wider Asia Pacific region.'
Fashion Network
18-07-2025
- Business
- Fashion Network
Burberry stops the rot in Q1, Americas comps rise, but China is still negative
As Britain's most prominent luxury label, Burberry 's results re always closely watched, but even more so since it started struggling and issuing profit warnings. And on Friday its Q1 figures were in the spotlight. So how did it do in the 13 weeks to late June? It's not back in top form, although there were very clear signs of progress. The company said that its retail revenue fell 6% on a reported basis to £433 million and it was down 2% at constant exchange rates (CER), stripping out the negative impact of currency effects that have been denting a lot of fashion businesses this year. It was trading from a little less space this time too (-1%), so that also weighed on the figures. Its comparable store sales were down 1% and one of the aforementioned signs of progress could be seen from the fact that a year ago that figure was negative to the tune of 21%. OK, it's not yet been able to claw back any of that 21% deficit of this time last year but in the circumstances of an ongoing luxury slump and the company's own turnaround drive, that 1% fall isn't bad. And analysts had been expecting a fall of around 3% so that was more good news. Most importantly though, comparable store sales in two of its key regions tipped into positive territory. In EMEIA, they were up 1% and in the all-important Americas market they rose 4%. Admittedly Asia in general remains an issue for the brand and Greater China comp sales were down 5% while Asia-Pacific fell 4%. EMEIA had been boosted by local spend offsetting declines from tourists; the Americas was supported by new customer growth; the Greater China figure included a drop of 4% from Mainland China; and the Asia Pacific drop came as it saw a challenging performance in Japan, partially offset by growth in South Korea. What it did right In Q1, the company had taken various actions to boost its performance, 'resulting in comparable retail sales improvement across all regions relative to the previous quarter. This was supported by stronger brand desirability, outperformance in outerwear and scarves and improved conversion'. The company has issued a a series of distinctive monthly campaigns such as High Summer, Highgrove, and Festival, 'each celebrating British summertime traditions while appealing to different customer archetypes'. It rebalanced the autumn 25 collection (its first under the Burberry Forward era), 'attracting a broad range of luxury customers, focused on fewer, bigger ideas, hero-ing recognisable brand codes'. Visual merchandising was also enhanced in stores with fixtures to improve product densities. And its scarf bar pilot is outperforming the fleet with 200 targeted by year end. It saw online momentum continuing for the third consecutive quarter, driven by a 'stronger product mix, universal styling and storytelling'. And its organisational changes are 'fostering greater collaboration and agility'. Its cost efficiency programme is on track to deliver £80 million in annualised savings by FY26. CEO Joshua Schulman understandably chose to focus on the positives and said: 'Over the past year, we have moved from stabilising the business to driving Burberry Forward with confidence. The improvement in our first-quarter comparable sales, strength in our core categories, and uptick in brand desirability gives us conviction in the path ahead.' Of course, it's the future that counts and he added that the autumn 2025 collection 'is being well received by a broad range of luxury customers as it arrives in stores. Although the external environment remains challenging and we are still in the early stages of our transformation, we are encouraged by the initial progress we are starting to see'. As for the FY26 outlook, Schulman emphasised that as well as it still being early in its turnaround drive, the macroeconomic environment 'remains uncertain'. Without giving any concrete figures, he said: 'Our focus this year is to build on the early progress we have made in reigniting brand desire, as a key requisite to growing the top-line. In the first half we are continuing to prioritise investment and expect to see the impact of our initiatives build as the year progresses. We will deliver margin improvement with a continued focus on simplification, productivity and cash flow. We remain confident that we are positioning the business for a return to sustainable, profitable growth.' Analyst view The general view of all this from analysts is that the business is going in the right direction but they're aware that there's still much to do and the market remains tough. Nick Sherrard, MD of innovation expert network Label Sessions, said: 'The leadership team at Burberry has done so much right. In fact, in the year since Josh Schulman took over as CEO it has repositioned the brand in a way that shows real vision, and is hugely admired inside and outside the industry. There are tentative signs of why in today's update. 'The work Burberry has done over leaves it well placed to eat into its competitors' market share. Recent brand activations in Ibiza, Glastonbury, and Highgrove show a brand… clear on its strategy. Execute on that and this could be a classic case study of transformation. 'All of that said, 2025 is not a great time to run a luxury brand. The ad campaign reads 'it's always Burberry weather' but in financial terms, at least, there are limits to how fast you can drive revenue recovery in economic conditions like these – particularly in China and the wider Asia Pacific region.'
