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Burberry transforms customer experiences through digital innovation

January 19, 2021

By Nora Howe

Burberry is driving growth through inspired customer journeys, bridging the gap between digital channels and stores by leveraging digital technology.

During the National Retail Federation's Big Show digital conference on Jan. 14, vice president of digital technology at Burberry Rajeev Aikkara shared insight into the brand’s efforts to redefine customer experiences and enable cloud-based business agility. In conversation with global retail lead at Amazon Web Services Tom Litchford, they discussed different ways brands can leverage digital foundations for successful businesses.

“One thing is for sure and that is you cannot predict the future,” said Mr. Aikkara. “There is absolutely no way of knowing where things will go, so the number one priority is to build a digital structure and culture that is agile and nimble in nature.

“This is done by maintaining a drive for consistently creating elevated experiences for your customers, as well as by providing your colleagues with the right tools.”

Pioneering the digital space In partnership with the National Chamber of Italian Fashion , Altagamma recognized Burberry for exceptional digital offerings throughout 2020.

The brand was awarded for standing out for the most widespread presence on ecommerce platforms, both directly and by online retailers and luxury online department stores. Additionally, it expanded its online range and social media presence, and offered the most extensive content localization online and through email marketing ( see story ).

“When Instagram launched its commerce feature, they chose us as a launch partner because we were one of the few retailers who were able to switch over so quickly,” Mr. Aikkara said. “We had already built these APIs to allow for effortless integration in a matter of weeks, rather than months or years.

“When we look at the services we’ve launched and how our customers engage with them—whether they are through our website or ecommerce partnerships—engagement rates have been extremely encouraging,”

Especially with the onset of the global health crisis, brands have had to quickly strategize creative ways to maintain engagement from customers through the use of technology and digital innovation.

“The industry is going through profound changes,” Mr. Aikkara said. “We’re living in this era of consumer technology innovation moving at such a pace that is unprecedented in many ways.”

During the summer of 2020, Burberry promoted its Summer Monogram collection with several digital efforts from video games to collaborations with artists, reflecting an edgy way to connect with young audiences ( see story ).

“There are a number of patterns emerging from evolving innovation, all of which are bringing new opportunities and challenges,” Mr. Aikkara said. “First, expectations of customers are changing all the time and the bar is getting higher and higher for personalized experiences.

“Second, as technology changes, it also enables almost every aspect of business processes to be optimized,” he said. “And third, regulatory policies around the world are catching up with technological advancements.”

In February 2020, Burberry debuted an augmented reality shopping tool through Google Search technology to allow consumers to imagine the British fashion label’s products around them.

“Burberry has been a pioneer in the digital space, so even before the pandemic, we were already positioned to further accelerate that journey for customers using digital channels,” Mr. Aikkara said.

The AR tool allowed shoppers to experience Burberry products embedded in the environment around them, aiding their product discovery and shopping process online and through mobile devices ( see story ).

Towards the end of his conversation with Mr. Litchford, Mr. Aikkara touched on what the future of technology may hold for Burberry.

“One thing we are looking towards, in particular, is storytelling,” he said. “I think technologies like VR, AR, gaming are all going to open up new possibilities for storytelling.

“Additionally, we are aiming to transform the customer experience by focusing on connecting our physical and digital channels—this will be a big change in terms of how we utilize technology.”

Innovation and responsibility pay off Despite the challenges brought on by the pandemic, Burberry made good strategic progress in 2020.

In its HY 2020/2021 interim report, Burberry had a strong response to product   with marked increase in the weight of full-price channels year-over-year, showed growth in leather goods, attracted new and younger consumers and proved growth on digital ( see story ).

In November, the brand teamed up with English professional soccer player Marcus Rashford MBE for this initiative to nurture the next generation. Together, they pledged to support youth organizations and connect the community to those who are working to create a better future ( see story ).

“Digital transformation is not an easy thing, so in order to do it successfully, you must view it as a collective mission,” Burberry's Mr. Aikkara said. “It is a puzzle for the whole organization.

“Companies must also change their mindsets to accept that transformation is a continuous evolution—there is no concrete beginning and end."

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Burberry’s Digital Strategy

By donald sull , stefano turconi , sanam zanjani.

The case analyses how Burberry developed and executed a strategy centered on millennial consumers, British appeal and distinctive digital capabilities, transforming the sesquicentennial brand into an international luxury powerhouse. Burberry’s digital transformation was spearheaded by CEO Angela Ahrendts and Chief Creative Officer (CCO) Christopher Bailey. Between 2006 and 2014, the duo launched a multitude of initiatives, such as innovative social media campaigns, livestream fashion shows, and a new e-commerce platform, enabled by a state-of-the-art technological infrastructure and a closely connected organisational culture. When Ahrendts left to join Apple, Bailey assumed the position of CEO and CCO at Burberry. In May 2015, 10 months into his new dual role, Bailey prepared to report mixed results for the last financial year and reveal his plans to address the challenges presented by the changing competitive landscape.

Learning objectives

• Developing an actionable strategy.
• Quantifying and tracking strategy execution.
• Assessing whether a resource or a capability is strategically valuable.
• Integrating resources and capabilities to sustain performance.

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Case study: When science meets luxury: How Burberry is reinventing leadership, powered by their past

Combining creativity and science, Burberry is leading the way for developing world class leaders equipped for today’s volatile business world.

by Jermaine Haughton

January 27, 2023.

The past few years have been filled with unprecedented challenges. The pandemic and global recovery fundamentally changed the way we work, and many companies are still struggling to navigate the new normal.

Burberry is meeting these challenges head-on, by doing what it does best: innovate. 

As well as pioneering new experiences for their customers, the luxury brand is also using a trailblazing approach to nurturing leaders through science-based learning and development. 

A close-knit industry stretched to its limits  

Leadership has always been critical to a company’s success, but it is getting harder as the pace of change accelerates. That’s why 70 percent of managers across different industries say they feel overworked and overstressed.

For leaders in fashion, the shift to remote working posed a unique and profound challenge. 

Behind every fashion show, launch or event, there is a global team of event managers, marketers, logistics experts, legal specialists, designers, stylists and other creatives who work, hand-in-hand for weeks at a time, to transform ideas into masterpieces. 

As lockdowns swept across the world, closing offices, shops and studios, once close-knit teams were now far apart, and luxury retailers were forced to accelerate the growth of their ecommerce channels. 

With hard deadlines still to hit, managers were tasked with sparking the same magical energy of face-to-face teamwork through Zoom chats and Slack messages — during a growing public health crisis. 

Give leaders the freedom to flourish  

Amid the uncertainty sparked by the pandemic and the fluid changes to the business landscape, Burberry launched its purpose and values inspired by its illustrious history and pioneering founder Thomas Burberry. 

Thomas founded Burberry at just 21 years old in 1856, designing clothes to protect people from the British weather. For over 160 years, the brand has empowered pioneers and explorers to discover new spaces.

Whether designing trench coats or building L&D programs, Burberry aims to empower others through abundant creativity to grow beyond their boundaries and expectations. 

Empowering leaders’ growth and development 

The onset of COVID and the launch of Burberry’s new purpose and values presented an opportunity for the company to provide a more consistent leadership development experience.

To equip their senior leaders with the critical skills to help them thrive, Burberry joined forces with behavioral science specialists MindGym to enhance their Executive Development Program this year. 

Together, the global cohort of emerging executives discover science-backed ideas, tools and concepts through a series of live, digital and personalized learning experiences — to provide a consistent, impactful experience that could slip smoothly into the hectic schedules of the modern leader. 

Catherine Finley, vice president of talent and learning at Burberry, says the flexible, bite-size nature of the sessions allows leaders to learn within the flow of their working day. 

“Our product is our lifeblood, so we have to be flexible around our show calendar. We also want to ensure learning grounds us in our values to achieve our strategic ambition while being practical and accessible to our leadership community,” Finley says. “I think the learning experience for us is well-balanced. It gets into the depth of the science behind leadership and learning with dynamic facilitators — with practical, impactful actions that participants could do in between.” 

Beyond just teaching the core competencies of leadership, the program goes a step further by helping leaders to unlock the power of “attunement” — the critical meta-skill the world’s most successful leaders use to consistently get the big decisions right in difficult, ever-evolving circumstances. 

Kristin Bagnetto, director of global learning and development at Burberry, says it has offered a valuable opportunity for executives to reflect together on how they can grow.  To date, 90 percent of participants rated the EDP workshops from “Very good” to ‘Excellent.”

“It’s been beneficial for the leaders to have this unique, productive space to openly discuss their leadership challenges. I have heard from several in the cohort that it’s been an enlightening and validating experience, as they’ve learned that many share the same goals and challenges,” Bagnetto says.

“It also encourages leaders to think, ‘OK, given the circumstances, what do we do about these challenges? How do we move past them?’ They feel empowered as a group, and then they turn collective ideas into individual action through coaching — which has been extremely exciting to see.”    

Science-backed coaching turns learning into action 

Dedicated one-to-one coaching is a crucial part of EDP that makes the learning truly stick. 

Using MindGym’s Performa platform, each person works with their own “precision” coach to address specific leadership challenges they are experiencing — from improving communication to making more inclusive decisions — and master the art of attunement to steer their teams to success. 

The Performa platform is based on a science-based precision coaching methodology that combines solution-focused coaching, mastery-oriented learning and behavior enablement to set up leaders to hit their goals quickly and unblock the pathway to sustainable behavior change. 

Through precision coaching, Burberry’s participants report a 70 percent increase in their ability to attain their goals.

“The formula for this new approach to EDP is working successfully because it follows up the live virtual learning with one-to-one coaching, where you can practically apply what you’ve learned with an added layer of guidance and accountability,” Bagnetto says. “We have heard delightful stories from the cohort, who have made great strides in just three or four sessions. They’ve quickly identified their leadership challenge, made and executed a game plan with their coach and are seeing real-time results.” 

EDP is the first of a growing pipeline of new, science-backed L&D initiatives at Burberry, with more programs in the works. 

Jermaine Haughton

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Burberry's Digital Strategy

By: Don Sull, Stefano Turconi, Sanam Zanjani

The case analyses how Burberry developed and executed a strategy centered on millennial consumers, British appeal and distinctive digital capabilities, transforming the sesquicentennial brand into an…

• Length: 36 page(s)
• Publication Date: Mar 1, 2022
• Discipline: Strategy
• Product #: LBS330-PDF-ENG

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The case analyses how Burberry developed and executed a strategy centered on millennial consumers, British appeal and distinctive digital capabilities, transforming the sesquicentennial brand into an international luxury powerhouse. Burberry's digital transformation was spearheaded by CEO Angela Ahrendts and Chief Creative Officer (CCO) Christopher Bailey. Between 2006 and 2014, the duo launched a multitude of initiatives, such as innovative social media campaigns, livestream fashion shows, and a new e-commerce platform, enabled by a state-of-the-art technological infrastructure and a closely connected organisational culture. When Ahrendts left to join Apple, Bailey assumed the position of CEO and CCO at Burberry. In May 2015, 10 months into his new dual role, Bailey prepared to report mixed results for the last financial year and reveal his plans to address the challenges presented by the changing competitive landscape.

Learning Objectives

Developing an actionable strategy.

Quantifying and tracking strategy execution.

Assessing whether a resource or a capability is strategically valuable.

Integrating resources and capabilities to sustain performance.

Mar 1, 2022

Discipline:

London Business School

LBS330-PDF-ENG

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Burberry’s CEO on Turning an Aging British Icon into a Global Luxury Brand

• Angela Ahrendts

Photography: Getty Images The Idea: Before Angela Ahrendts became Burberry’s CEO, licensing threatened to destroy the brand’s unique strengths. The answer? Centralize design and focus on innovating core heritage products. When I became the CEO of Burberry, in July 2006, luxury was one of the fastest-growing sectors in the world. With its rich history, centered […]

Reprint: R1301A

As her top 60 executives arrived in London for the first strategic planning meeting after Ahrendts took the helm, she noticed that not one of them was wearing a Burberry trench coat, despite the damp, gray weather. It was a sign of the challenges the company faced. Even in a burgeoning global market, Burberry was growing at only 2% a year. It had lost focus in the process of global expansion: Each of the 23 licensees around the world was doing something different. Ubiquity was robbing the brand of its luster.

Ahrendts realized that if Burberry was going to be a great, pure, global luxury brand, it needed to have one design director—a “brand czar”—and it needed to capitalize on its historical core: the trench coat. The company decided to innovate at the core to attract the luxury customers of the future: millennials.

• Angela Ahrendts is the CEO of Burberry.

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Burberry Rebranding: A Brilliant Case Study Of A Downfall’s Rise In High Fashion

By Sarah Kari

| Published on December 10, 2021

There are many brands which have fallen and haven’t been able to pick themselves up but the few iconic ones which rebranded themselves became such a huge hit, that they continue to reign hearts and minds of consumers globally. Such is the story of Burberry which re-invented itself after it faced an issue which almost every brand on the planet faces- down market imitation.

This started off when Burberry hired Christopher Bailey from Gucci’s womenswear division who had been key to bringing a sex appeal to the conservative brand. Burberry became extremely cool from being an aristocratic brand which resulted in high demand. The brand extensively licensed their products and provided cash injections which led to down market imitation.

This was curtailed when Angela Ahrendts took over the brand in 2008 and put emphasis on gaining control over the brand. Their famous chequered patterned fabric which had gotten heavily imitated at that point wouldn’t serve as a saving grace and hence, Burberry decided to roll out a new story which would essentially lead to rebranding itself.

Embracing Innovation

Just like Apple, Burberry went on to embrace innovation and aggressively moved to the digital space. At a time where design houses saw websites as an additional cost that they did not want to incur, Burberry went ahead and delved deeper into the realm of the internet with active social media accounts, digital engagement with consumers and livestreaming of fashion events. The brand even redesigned its Regent street store to reflect it’s website.

Staying True To The Roots

The brand however, incorporated as much history as they potentially could into their re-branding efforts. With clothes that did not entirely imbibe the vibe of the iconic chequered print, Burberry still kept a hint of the same under shirt collars. The brand also employed British actors, musicians and models to imitate the history that it had created over the years who represented the brand on a cultural level.

View this post on Instagram A post shared by Burberry (@burberry)

Determined to start afresh, the brand confidently rebranded itself after having obituaries printed out in magazines and newspapers. The brand which moves with audacity, as is its Latin motto continues to woo people with their majestic and royal appeal complimented with classy and modern fashion apparel. The Burberry rebranding story continues to be a brilliant case study in understanding how innovation, especially in the digital space can take a brand from having endured uncomfortable perceptions to becoming coveted once again.

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How Burberry reclaimed its brand by selling luxury, content and a piece of history

As a silent activist of simple design, I always thought of the beige Burberry trench as the perfect apparel piece. Luxury brand Burberry’s Weekend fragrance also happened to be my first bottle of ‘grown-up’ perfume as a teenager, which I loved and used sparingly, for special occasions. Passing the Burberry HQ on my way to work often lifts up my spirits. Maybe it’s just about being in proximity to an icon.

The first time I was convinced of Burberry as an innovator was after noticing its video ads. Take a look at this one, wouldn’t you want this to be a full length movie?

Burberry’s charm was a result of the most intensive business, brand, product, and marketing strategy overhaul in luxury. 

Burberry was on the brink of being forgotten in 2005, with a growth rate of just 2% per year in a booming luxury market. The genericness of its products put off the cult following. They were even designed in different studios worldwide for each market due to a wide licensing model. The trademark Nova check was being used on everything from hats to dog accessories(!) and became associated with ‘low culture’ in Europe. Knocking off the check was not too difficult either.

In 2006, newly appointed CEO, American executive Angela Ahrendts oversaw a complete transformation of Burberry using the right set of business and marketing strategies. Within six years, Burberry doubled its revenue (despite a financial crisis).

Hint? Some inspiration from technology companies like Apple and Google. Let’s dig deeper.

A recap – why should you read on?

Founded by 21-year-old Thomas Burberry in 1856, the iconic British luxury brand came from humble beginnings in making outdoor attire from Basingstoke in England.

Burberry is credited with inventing gabardine in 1879, a water-resistant yet sturdy fabric, which has since been immortalized in ‘the trench coat’ . 

According to Wikipedia, “the trench coat was born during the First World War due to it being worn by British officers in the trenches.” 

From the 1920s to the sixties, Burberry dressed explorers on expeditions, the well off and movie stars in its outdoor attire.

From the 70s to the 90s, the brand grew fast, with expanding lines to suits, trousers, shirts, sportswear, accessories, for men, ladies, and children. 

Today, the Burberry trench coat is a timeless must-have; from New York to New Delhi. 

How did Burberry turn its fate around in the mid-2000s? Lessons learnt :

Making the burberry experience consistent.

Ahrendts made the first change by centralizing the design process. In a Harvard Business Review article, she recalls going around the US, UK, and Hong Kong to see what the design teams created and what the stores looked like. 

As part of its rejuvenated business strategy, Burberry’s each store had a completely different layout, price bracket, style, and range of products. The American market was getting classic British trench coats with a ‘Made in the U.S.A.” label, sold at half price compared to Europe. In Hong Kong, the collection was shirts with checks, no trench coat in sight.

From Apple to Starbucks, I love the consistency—knowing that anywhere in the world you can depend on having the same experience in the store or being served a latte with the same taste and in the same cup. That’s great branding. Angela Ahrendts, CEO of Burberry (2006-2014)

To gain back its stature, Christopher Bailey was appointed as the Creative Director in 2004. Later in 2006, anything that the customer saw would have to pass through his office in the London headquarters. All weaving of the gabardine fabric and manufacturing of heritage trench coats was moved to the U.K. 

From then on, Bailey went on to oversee products that represented Burberry’s new, fresh face with colors and patterns to match.

Kill your darlings 

Burberry’s overseen, overused check was the brand’s trademark but it needed to go. Since it was on almost everything and was cheaply available , it came to be associated with lower class Brits. You could see it on kilts, dog leashes, ties, scarves, and many products that don’t warrant a triple dollar price.

It’s no surprise. The ultimate nightmare for any luxury brand is to become ‘mass’ and widely available. Would you dream of owning a Rolex if the bracelet band was separately available to buy for $30? Probably not. Do Check out “ What brand strategy of Rolex ensured its success? “

In the mid-2000s, the brand removed the use of the trademark check from all its products except just 10% and regained its exclusivity.

Take risks, target millennials and embrace digital 

Even though the commission would be much better than selling shirts, the sales teams were clueless on how to sell a $1000 luxury coat.

With videos to demonstrate Burberry craftsmanship, the sales team became equipped with iPads and were educated on the brand. To show this content the stores were given audiovisual technology.

Burberry understood what made millennials tick and went after them while their competitors dismissed the generation altogether.

Online, Burberry was one of the first luxury players to create a single website that showcased the brand’s offerings with movies, music, and storytelling. The brand also partnered with Google for an interactive campaign. It used digital shows and virtual experiences to capture the visitors’ attention.

The content strategy connected to its new customers. More people visit the Burberry platform in a week than all of its global stores combined.

Tell a story 

When you buy a luxury product, you don’t just buy it for its intended use. You buy it for its history, heritage, and quality. 

The Chanel 2.55 bag is the perfect example of this. 

Career women all over the world want to own the 2.55 quilted Chanel shoulder bag. Why’s that? Coco Chanel was the first to create a luxury bag that rested on the shoulder rather than carried in the hand. The bag isn’t just practical, it represents the freedom of women as they entered the workplace. That’s why the bag costs upwards of $4000 today. You pay a premium for the story. Building a legacy: Chanel’s Luxury Marketing Strategy

By reinforcing its place in the luxury world as a true British heritage brand, Burberry regained its prominence. It represented brave officers going to the frontiers in World War I. It was the brand that dressed explorer Roald Amundsen on his journey to becoming the first man to reach the South Pole. When A. E. Clouston and Betty Kirby-Green broke the world record for the fastest return flight from London to Cape Town, it was in a sponsored airplane named ‘The Burberry’.

With time, the trench coat became the core product again. It currently exists in over 300 styles in a plethora of colors, materials, and silhouettes. Burberry routinely hosts grand fashion shows often with live music by British musicians and a full-blown orchestra.

Fun fact: Burberry is known for only using British models in its campaigns. 

The brand went on to attain 60% of its revenue from apparel where outerwear contributed to half of that by 2012. 

Let’s wrap this around

Burberry is a luxury brand, b ut the lessons in marketing & business strategy its overhaul brought could be applied to any brand looking to innovate in its space. The brand opened 132 stores in a short time span by identifying markets with this question: is this a city where two competitors exist already? If yes, it was a good incentive to set up shop. In 2016, 77% of sales came from its own stores. 

When luxury giants were shying away from becoming ‘too accessible’ via tech, Burberry grew by rethinking its branding and taking strides in digital. The once cliché brand is now commonly referred to as “the innovator” . And it’s arguably the only British heritage brand known worldwide.

Burberry is now as much a media-content company as we are a design company. Christopher Bailey, Chief Creative Officer (2009 – 2014), CEO (2014 – 2017), Burberry

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Vona Roberta is a digital marketer and fashion journalist with global experience across fashion, sustainability, and content. She has formerly contributed to Elle and Conde Nast in India and Europe. She was also the youngest executive team member at two of India's biggest fashion retail events. On lighter days, she likes to visit the latest art exhibit, read books on business and practice yoga or boxing (depending on the caffeine level!).

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Success Factors for Luxury E-commerce: Burberry’s Digital Innovation Process

2014, tjprc

Companies in luxury fashion industry are lagged behind adopting e-commerce due to some difficulties of maintaining brand image in the cyber space. However, e-commerce could bring new opportunities of increasing markets for luxury goods. This study explores digital innovation process in the luxury fashion industry. It also investigates current consumers’ behaviors in the online market. Based on in-depth analysis of Burberry, recognized as a digital innovation leader in luxury industry, this study presents some of critical success factors on luxury fashion e-commerce.

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Sarah Alosaimi

JASH MATHEW

The purpose of this study is to investigate the impact of corporate branding on brand loyalty with the mediating effect of emotional attachment in the luxury fashion market. Cross-sectional data were collected from 132 customers who purchased luxury brands. Regression was used to test the hypotheses of the framework developed for the study and correlation matrix used to see the relationship among the variables. Finding shows that functional and symbolic benefits have significant impact on brand loyalty, whereas other variables are found not to be significant. This study offers new empirical support for the proposition that corporate branding efforts have a role, thought limited, in building customer emotional attachment and loyalty towards luxury brands. As such, findings from this study can provide managers with a guide to managing their branding strategies so that customer emotional attachment and brand loyalty can be built in the most cost-effective manner.

Sarahl Alosaimi

In light of a growing interest in the use of social media marketing (SMM) among luxury fashion brands, this study set out to identify attributes of SMM activities and examine the relationships among those perceived activities, value equity, relationship equity, brand equity, customer equity, and purchase intention through a structural equation model. Five constructs of perceived SSM activities of luxury fashion brands are entertainment , interaction, trendiness, customization, and word of mouth. Their effects on value equity, relationship equity, and brand equity are significantly positive. For the relationship between customer equity drivers and customer equity, brand equity has significant negative effect on customer equity while value equity and relationship equity show no significant effect. As for purchase intention, value equity and relationship equity had significant positive effects, while relationship equity had no significant influence. Finally, the relationship between purchase intention and customer equity has significance. The findings of this study can enable luxury brands to forecast the future purchasing behavior of their customers more accurately and provide a guide to managing their assets and marketing activities as well.

Paloma Diaz Soloaga

The consolidation of collaborative video platforms such as YouTube and Vimeo in recent years has significantly changed the way fashion brands communicate with their audiences. Fashion films have emerged as a new and revolutionary tool adopted by luxury brands at the start of the XXI Century to construct their brands. A sample of 62 fashion films from 2006 to 2016 was analyzed in order to describe fashion film's anatomy and its main characteristics that constitute an especial type of branded content, originated by brands in their quest for exclusivity and authenticity. As a distinctive type of experiential marketing mostly used by luxury fashion brands, they would become a new communication strategy for mainstream brands, but also allow the discovery of a profound connection with consumers through audiovisual narration.

Belgin Yazıcı

To many people luxury products were once considered hard to access and a privilege to use. Luxury used to mean a product or service only accessible by a small group of people, a product or service that was scarce (Nueno & Quelceh, 1998). However, luxury products have now become more affordable to more consumers, especially for consumers from the middle class who access more money than ever before (Hauck & Stanforth, 2007) and therefore luxury brands have the chance to flourish and establish their reputation worldwide. In order to do so, they must truly understand their consumers – and recognise how they are changing. Besides the drivers of their decisions, the purchasing behaviors of consumers are evolving. Consumers prefer to be engaged with digital channels in terms of their buying processes. Generation Y has a tremendous impact of the world economy because of the number of its representatives and increasing purchasing power, so it has been transforming into the biggest consumer segment throughout history. As a result of this, Generation Y attracts the attention of many scientific fields from psychology to economics. The main question is what makes this generation so unique both as a research topic for scientific studies and a marketing challenge. Young adults who were born between 1980 and 1990 are considered to be Generation Y and this generation has ended up to become the largest part of global consumer market and it has become an undeniable fact for luxury brands that their motivations and attitudes have to taken into consideration in the process of developing products. The brands need to communicate with the representatives of Generation Y effectively. The aim of this article is to examine Generation Ys' attitudes, i.e. their beliefs, feelings and purchase intentions towards luxury products and the meanings of the word " luxury " to young people, reasons for buying luxury products, and, on a small scale, young adults' luxury brand awareness and brand loyalty. In addition, this study aims at not only examining Generation Y customers' luxury purchasing behaviour but also helping organizations understand such customers' needs and wants. It is widely acknowledged that understanding consumer behavior is the key to be successful in business and this youth-led change in luxury consumption behavior should not be underestimated to be able to attract the attention of the future powerhouse of the global economy. ÖZ Geçmişte, çoğu insan, lüks ürünleri erişilmesi zor ve kullanımı bir ayrıcalık olarak değerlendirirdi. 'Lüks' kavramı, yalnızca az sayıda insanın erişebiliceği bir ürün veya hizmet anlamına gelirdi ve ayrıca bu ürün ve hizmet az sayıda veya oranda bulunurdu (Nueno & Quelceh, 1998). Fakat, lüks ürünler günümüzde, tüketiciler, özellikle daha önce hiç kazanamadıkları kadar çok para kazanabilen orta sınıf tüketiciler, için daha makul fiyatlıdır(Hauck & Stanforth, 2007). İşte bu nedenle, lüks markalar, küresel olarak büyüme ve itibar kazanma imkanı bulmuşlardır. Bu amaçlara ulaşma adına, lüks markalar tüketicilerini gerçek anlamda anlamalı ve tüketicilerin yaşadıkları değişimleri fark

International Journal of Engineering Business Management

Francesca Di Pillo , Roberta Costa

Growth and Change

Atle Hauge , Dominic Power

ABSTRACT Branding has become so intertwined with consumption that today's consumers have often deeply personal relationships to brands and brand histories. Branding is an attempt to strategically “personify” products and to encapsulate a balance between different economic values: quality, utility, symbolic, and cultural worth. In this paper we argue that the relationship between the contemporary consumer and producer is mediated by and governed by a reflexive construction of brands. As such brands are best understood from an institutional perspective. The paper illustrates the institutional role of brands by using the example of the fashion industry. It is argued that in the fashion industry, a focus on consumer-producer brand-building and brand loyalty is central to the commodity and value chains built around products. We conclude by suggesting that economic geography has consistently undervalued brands as an area of study. By taking brands as a core product in industrial production rather than as an interesting aside for sociologists, historians, and cultural theorists, economic geography can better understand the institutions governing the economy. In particular, better understanding the institution of brands helps us better appreciate the dynamics systems within which commodities and commodity chains are formed.

Luciana Gil

Torun Business Review, vol. 16 issue 1, pp. 63-74. https://tbr.wsb.torun.pl/index.php/journal/article/view/69

Karen Miller

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Rebranding Done Right: How Burberry Told a New Brand Story

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Much ink has been spilled, in print and otherwise, on Burberry’s comeback from what many branding experts thought was a mortal wound. In the 2000s, the brand became inextricably linked with “chav culture”, a pejorative stereotype of the British working class that sent sales plummeting . Burberry had been a brand for the country aristocrat; inextricably tied with genteel pursuits. When Burberry decided to turn things around, they didn’t try to go back to the country house. They capitalized on their history to rebrand—and tell a new brand story—as a fashion-forward, upscale and glamorous brand that epitomized contemporary Britain.

Burberry always had a sharp eye for marketing. Its’ founder, Thomas Burberry, worked hard to ensure that Victorian luminaries like Robert Baden-Powell wore Burberry gabardine weatherproofs. Burberry outfitted several explorers and daredevils, outfitting Ernest Shackleton’s Antarctic expedition. With the arrival of the First World War, Burberry outfitted British troops in a garment that was christened the “trench coat”.

Now firmly associated with the well-heeled outdoorsy set, the brand was assured of a posh, albeit staid, clientele. Burberry adopted a logo of a knight with the Latin motto “Prorsum”, meaning “forwards”.

As in many branding missteps, it had begun innocently enough. In 2001, they had hired the gifted Christopher Bailey away from Gucci’s womenswear division. Bailey had been key to injecting sex appeal into a conservative brand, making Kate Moss the face of Burberry. Burberry was suddenly, and unexpectedly, cool.

Looking to capitalize on their success, Burberry extensively licensed their products. It provided a cash injection, but opened the door to downmarket imitation. When Angela Ahrendts took over in 2008, the brand was in trouble.

Ahrendts said that one of her first jobs was to take back control of Burberry’s intellectual property . However, simply removing the chequer patterned fabric from dog beds wasn’t sufficient; Burberry needed a new story, and like all great storytellers, they started by understanding their audience. Burberry’s customers were now increasingly based overseas, with exploding demand in China. In order to take back their brand, they simply couldn’t turn back the clock. They needed to tell their story how they were moving forward, but in an authentic way that took the best aspects of the existing brand identity with them.

So, how did Burberry turn things around?

They embraced innovation.

Bailey cites Apple as the brand that inspires his conception of Burberry. Bailey, with Ahrendts’ support, moved Burberry aggressively into the digital space at a time when many design houses saw elaborate websites as liabilities. This sparked innovation. As the Telegraph reported:

‘Burberry in 2005 meant British and plaid,’ says Maureen Mullen, the director of research and advisory for L2, a think tank for digital innovation, which recently named Burberry the top-ranked brand in its Digital IQ Index for the second consecutive year. ‘That brand now, in the minds of consumers, means British, plaid – and innovation.’

Burberry embraced social media, livestreaming of fashion shows and digital engagement with consumers. The content that was generated energized rebranding efforts by showing Burberry in an aspirational context. Burberry even redesigned its Regent street store to reflect the burberry.com website, providing a seamless experience from digital to retail.

Their digital prowess became so admired that Ahrendts was eventually lured away from Burberry by Apple itself.

Brand content stuck close to key brand principles.

At Burberry’s website , history was lovingly curated with images in a mobile-friendly setup. To move confidently into the digital sphere, you need content. Kept scrupulously up-to-date, the timeline connected Burberry’s current campaigns with the highlights of the company’s past. Although the house chequer was limited to less than 10% of products, it still peeked out under shirt collars in advertising. Burberry’s contemporary marketing efforts were decidedly upmarket, using aristocratic models in the English countryside shot by Mario Testino. It was a fresh and irreverent throwback to their original fusty image that still emphasized Burberry’s sophisticated side.

Carefully curating their corporate history allowed Burberry to draw a clean line from their past exploits to their forward-thinking approach today. It brought the brand respectability and a sense of adventure. They also embraced their “Britishness”, employing young British actors, musicians and models and bringing their runway shows to London from Italy. Exploiting their history reinforced their brand alignment, but also underlined that they understood what they did well.

They were confident in their creative vision.

Burberry had reached an impasse with their brand not only because of their downmarket associations, but because they had not evolved their brand for some time prior to Bailey’s hiring. For all brands, creativity and evolution will continually refresh their brand. Ahrendts and Bailey agreed on a creative vision that leveraged the best of Burberry’s history, but was resolutely contemporary.

Their Latin motto, Prorsum (forward), seems ever more appropriate as Burberry, the brand, moves with audacity.

When even the Daily Mail is busy writing your obituary, it’s hard to feel confident. Burberry was successful in rebranding itself because it was determined to start fresh. That’s not to say that they jettisoned everything of their history. Instead, they leveraged it, moving to become a fashion powerhouse that finally began to be spoken of in terms of innovation and style.  Their Latin motto, Prorsum (forward), seems ever more appropriate as Burberry, the brand, moves with audacity.

Even if you’re not passionate about high fashion, there is much to learn by following Burberry’s brand story refresh. A high level of comfort with innovation allowed rebranding to stretch beyond shaking off uncomfortable perceptions to become truly forward-facing.

Want more? Read about how fashion brands leverage their archives on social media , or read ECHO Storytelling Agency founder Samantha Reynolds’ take on why authenticity is the Holy Grail for your brand . 

Got a case of fuzzy brand story? Get started with these 7 Storytelling Resources You Need to Clarify Your Brand Story,  learn more about our Brand Story Consulting services , or get in touch by email at [email protected] or by phone at 1-877-777-3246, and we’ll be more than happy to help. 

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The amazing ways burberry is using artificial intelligence and big data to drive success.

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British fashion brand Burberry is one of the most recognized luxury clothes labels in the world. Starting in 2006, the company aimed to reinvent itself as an “end to end” digital enterprise. Its strategy was to use Big Data and Artificial Intelligence (AI) to boost sales and customer satisfaction.

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It does this by asking customers to voluntarily share data through a number of loyalty and reward programs. This information is used to offer personalized recommendations, online and in store. When an identified customer enters a store, sales assistants use tablets to offer buying suggestions based on their customers’ purchase history as well as their social media activity.If Burberry knows that a customer has recently bought a particular coat, for example, then assistants may be encouraged by the app to show them a handbag which is popular with other buyers of the coat.

Products in their 500 stores spread across 50 countries are also fitted with RFID tags which can communicate with shoppers’ mobiles, giving information about how items were produced or recommendations on how they can be worn or used.

This usage of technology and tactics usually confined to online retail in a “bricks and mortar” setting prompted then CEO Angela Ahrendts (now SVP of retail at Apple) to state that “walking through our doors is just like walking into our website”, in 2014.

In 2015, the company announced that their investment in personalized customer management programs had resulted in a 50% increase in repeat custom.

One specific insight was the impact that product images had on sales of items that performed well in-store but not so well online. By creating new images for products where the data showed this was occurring, the company saw a 100% increase in sales for one particular bag.

Cutting edge

Always keen to lead the pack rather than follow, Burberry is an earlier adopter of new technology and channels – as well as a vibrant following on social media, the brand was the first in the world to make use of Snapchat’s Snapcode feature. This allows customers to unlock information by scanning barcodes attached to their products.

It was also the first brand to launch its own dedicated channel on Apple Music , with the aim of connecting with customers by promoting British musical talent.

Another innovative engagement initiative allowed customers to appear alongside celebrities in their own personalized version of one of their TV ads, by filming themselves inside in-store booths.

Facebook “chatbots” were used for the first time last year, during London Fashion Week, to share information and updates on new products with customers through the social media site’s chat functions.

Since then the offering has been expanded to provide customer services, options for browsing and shopping new collections – and even the possibility to book an Uber ride directly to their store, simply by “chatting”.

All these initiatives show that the focus of Burberry’s tech transformation is clearly put on building personalized relationships with individual customers – taking techniques pioneered by online retail giants and applying them to the more intimate world of luxury direct marketing.

Cracking down on counterfeits

Burberry is one of the most counterfeited brands in the world, so it makes perfect sense that this is an area where it has already put AI and machine learning technology to work.

The brand uses technology provided by Entrupy which is based around image recognition, and capable of determining from one photograph of a tiny section whether or not a product is genuine. It does this through examination of minute details in the texture and weaving, and can reportedly spot a counterfeit with 98% accuracy. This means retailers offering bootleg products can quickly be shut down and brought to justice.

Looking forward

After proving the concept of a tech-led, luxury fashion and retail enterprise, with personalization and direct marketing initiatives, Burberry has spoken about its plans to roll out AI tech into other areas of its operations, including production and product development, although here it appears to be taking a more cautious approach.

Their senior VP of IT, David Harris, has said “We are formulating our AI strategy now … we believe that AI can deliver business value through making better products, faster, cheaper processes and more insightful analysis.

“For instance, we certainly see the potential for machine learning to improve and automate a number of our support processes – dev ops, testing, etc.”

Harris went on to say that possible uses include insights from pattern recognition, scenario modelling for logistics purposes, as well as increasing security and preventing fraud.

Burberry was built on innovation – its earliest products were made from durable new fabrics such as Gabardine developed by founder and inventor Thomas Burberry in the 19 th century. It makes complete sense that today the brand still looks to leverage new developments to maintain its competitive edge.

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Omnichannel strategy: How Burberry is winning customers

Nowadays, everything seems closer together and there is a constant sense of continuity thanks to the internet and technology. You can watch your favorite show anywhere without waiting 24 hours for an episode or reaching home to catch the news. You can shop online or offline and find the same experience and collection.

An omnichannel experience, which has been gradually gaining traction, will become a key focus in the upcoming years . This approach allows for a seamless continuation of interactions across multiple touchpoints.

According to Harvard Business Review , 73% of consumers love shopping across multiple channels. Omnichannel consumers have a 30% higher lifetime value than individuals shopping through a single platform.

15 years ago, the average buyer utilized two touchpoints to complete a purchase, with only 7% using more than four. Today, customers use roughly six touchpoints to conclude the purchase. Also, marketers who used three or more channels in a single campaign had a 287% greater purchase rate.

The omnichannel strategy is no longer for the sharks in the market; most businesses are adopting this strategy to meet the increased consumer demands. According to the reports, most retailers worldwide have either started with their omnichannel strategy or implemented it.

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Learn how to transform your business by discovering the secrets of top performers: maximizing profits through targeting existing customers

What is an omnichannel strategy?

The marketing strategy known as a omnichannel strategy uses various channels to reach the audience. The goal is to engage and interact with the same audience on various platforms around the web and physically.

Marketers often confuse multi-channel marketing strategy and omnichannel. While both seek to promote a brand to a larger audience, omnichannel focuses on finding the same audience everywhere, whereas multi-channel engages various potential audiences across all platforms.

The omnichannel strategy aims for meeting customer needs at all touch points and providing the same features and interactions on whichever platform a customer chooses to engage with the brand. These touchpoints are:

- Offline stores

- Over telephone

- Online marketplaces like Amazon

- Mobile applications

- SMS and push notifications

- Social media platforms

- Email marketing

Omnichannel strategies were initially adopted by retail outlets; however they are now common in the home goods, grocery, cosmetics, and automobile sectors.

The core elements of the omnichannel strategy are:

Data Continuity

Companies using omnichannel strategies gather current and past customer interactions and purchases from different sources, including website cookies, social media activities, emails, and IoT data.

These platforms use customer data to automatically generate relative marketing content, recommend products, offer customer service, handle inventory, and manage related tasks.

Communication

An omnichannel strategy allows two-way interactions between consumers and brands through websites, applications, email, telephone, and other in-store interactions.

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How does an omnichannel work?

The omnichannel strategy involves several interconnected platforms working togheter through coordinated mechanism. Each platform has the ability to gather crucial information, keep track of a client's prior interactions, and support them along the way.

For example, you are looking to replace a geyser and find an exclusive collection of geysers on YouTube ads. You search the manufacturer's site, check for the functions, and find the model is available at a nearby store. You can chat with the customer service specialist and put the item on the cart at the retailer site.

You can download the retailer app to check the cart on your smartphone. Visit the store and check if the item is in stock, how many models are available, and where to find the demo model! You can scan a QR code or near-field technology to transfer the order in your cart to the POS system and complete the sale.

An omnichannel strategy helps customers enjoy a seamless experience without entering the same data, asking the same question, or performing similar tasks on multiple platforms.

Create a loyalty program and watch your customer base grow and thrive

Read how to turn all your products into a point of sale. Empower D2C opportunities after a products is sold through a retail store

Why you should implement an omnichannel strategy

A successful brand always prioritizes customer experience, and adopting an omnichannel strategy ensures the best results. Customers prefer to avoid repeating themselves at every interaction; it's very impersonal and makes them feel unimportant.

Omnichannel strategy can bring a difference in your consumer experience and retention pattern. Here's 5 reasons why you shold adopt an omnichannel strategy:

1. Better customer experience

The omnichannel strategy focuses on personalized experience across devices and platforms, driving company sales, improving retention rates, and decreasing customer attrition.

2. Consistent brand image

It's important to keep your brand's tone and image recognizable and consistent across all of your channels. The omnichannel strategy ensures a comprehensive brand strategy that focuses on the overall experience and works within brand guidelines. Customers gain trust in your brand if you remain consistent across every channel.

3. Increase revenue

An omnichannel strategy allows consumers to engage with brands across different touchpoints and channels. Increased and diverse engagements at every stage of a consumer's journey help a business to increase its revenue.

Companies with robust omnichannel customer interaction saw growth in annual revenue of 9.5% . In comparison, companies with mediocre omnichannel engagement grew by 3.4% .

4. Better data collection

Brands can track consumer journeys across different channels and collect their data at every step to understand their preferences and way of engagement. This data allows you to create campaigns that are preferable to your target audience.

5. Improved market segmentation and targeting

Omnichannel data collection helps brands to gain more accurate and nuanced insights into their audience. It helps segment audiences according to preferences and opens up new targeting opportunities.

For example, a computer store is offering remarketing ads to a customer who previously browsed for a mouse on the website. Then the customer visits their physical store and purchases a mouse. This data gets updated in the system, ensuring that the company doesn't show similar ads to the customer anymore. However, the business can suggest other computer-related products to upsell and increase customer value.

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Empower D2C opportunities after a products is sold through a retail store and capture customer data

What are the steps for leveraging omnichannel marketing?

While creating an omnichannel experience, a brand needs to consider how its target audience interacts with them. Here are a few essential steps to consider for leveraging omnichannel marketing.

1. Data collection

Brands must collect accurate and updated consumer data to implement an omnichannel strategy. This data helps you understand the target audience's preference and their way of interaction, use of devices, choice of products, etc.

Every brand must implement specific data collecting and CRM tools to collect consumer data across multiple online and offline channels effectively.

2. Data analysis

You need to analyze the data collected in the first step to create a perfect marketing strategy. Brands must deploy analytics platforms that translate real-time consumer data into actionable insights.

3. Create customer journey maps

Brands must create customer journey maps for every audience to identify their steps from discovering the brand and purchasing from them, ending with the after-sale experience. It helps outline targeting campaigns by considering consumer interests, user experience, and factors that affect the purchase process.

4. Clear brand guidelines

Organizations must develop a brand identity with transparent guidelines to reach their target audience and facilitate brand awareness and recognition through personalized messages.

5. Testing the omnichannel approach

You must regularly test the omnichannel approach's efficiency to determine whether it needs any optimization in the strategy. Brands can consider the budget, target audience, essential marketing KPIs, and other factors to create a media plan that can increase their ROI.

Here are a few more things you can do to take your marketing strategy to another level. - Offer a Wi-Fi facility at your brick-and-mortar store to allow customers to browse their internet, learn about your brand, check for web or app-based discounts, and check reviews. - Create educational content to engage your target audience, educate them, answer questions, and build trust across multiple channels. - Integrate social media into your store to display valuable reviews and allow consumers to understand what they are buying.

Burberry: a successful case of omnichannel presence

According to Statista , in 2022 Burberry was valued at USD 5.9 billion. A secret behind the success of this luxury fashion brand has been exceptional and pioneering omnichannel strategies to deepen its consumer relationship.

Burberry's most notable creation was their first social native product line, "B Series." This luxury fashion brand joined Facebook in 2009, and its digital dominance increased massively, acquiring 16 million followers in four years.

What does the Burberry strategy consist of?

According to Burberry Annual Report 2018/2019 , 2018 had a 100% sales growth in the luxury market driven by Generation Z and millennial customers compared to 85% sales in 2007. As per the financial highlights of Burberry , the brand made a revenue of $3360 million in 2022, generating an operating profit of $646 million.

Consistency

Burberry maintained its business approach across every digital platform and had a consistent brand story.

They display all the latest campaigns across every channel, both online and offline. After every launch, their products are displayed on eCommerce stores, website landing pages, and other online platforms, whereas on fashion lookbooks for offline advertisement.

Innovation and willingness to experiment

Their flagship store is one of the most technologically advanced ones in the world. Burberry's innovative strategies include:

- Installing substantial digital screens in the store for showing brand videos and catwalk footage.

- Staff uses iPad to build online and offline customer profiles .

- The customer service team suggests to their consumers, depending on their previous understanding of taste, size, fit , and other choices.

- The brand can check stock in any store worldwide and supply it to the customer if they are on a trip.

- They have a stage for live performances, four photo studios, and one editing suite in the Regent St store.

- Burberry Retail Theatre streams live catwalk shows in different stores worldwide and on their online channels.

Burberry expects to make one-fifth of its personal luxury sales online by 2025.

Burberry has now partnered with Chinese tech Business Tencent to blend social media and retail and encourage shoppers to communicate, share and shop.

How Layerise can help you implement an omnichannel strategy

Do you wish to take your brand to the next level with a unique digital and omnichannel experience for better customer satisfaction?

Layerise technology and services can help implement your omnichannel strategy . It includes using chatbots, QR code scan onboarding, sending push notifications for product launches and warranty expiry updates, building customer profiles, localization, video highlights, and sending personalized text messages.

We help brands to build automated marketing campaigns to create new sales opportunites depending on the data collected from your target audience. With Layerise, you can personalize your marketing campaign and send personalized upselling and cross-selling techniques.

What do we do?

Layerise is a pioneering software-as-a-service provider that empowers leading consumer goods brands to deliver exceptional after-sales experiences. Specifically designed for consumer goods companies, our platform seamlessly integrates technology and digital marketing to connect brand's sales, marketing, and service capabilities into a comprehensive solution.

By utilizing Layerise, brands can gain a deeper understanding of their customers, and customers can easily engage with the brands they purchase from throughout the entire product lifecycle. Our customer and mobile-first approach provides the most efficient way for brands to collect customer data and establish long-lasting relationships. With Layerise, consumer goods brands can elevate their after-sales strategy and drive customer loyalty and satisfaction.

Layerisecan help you improve your omnichannel strategy and develop a superior customer experience . We help brands meet the demand of the new-age customer and cater to their every need. As customer experience has become a crucial differentiator, you can rest assured that through Layerise, this is guaranteed. Our simple scan and onboarding option is a favorite among end-users.

It can be challenging to become a successful omnichannel retailer. You must build numerous touchpoints, improve customer experience, collaborate online platform presence with offline stores, and create an enhanced retail experience for individual customers. However, if you use the right tools and get assistance from experts like Layerise, designing and implementing an omnichannel approach becomes easy.

Learn how to collect valuable insights on your customers to sell even more.

Easily configure and manage your customer experience and journey by geography.

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Burberry: Digitizing Luxury Retail with Machine Learning

Advances in machine learning (ML) are tilting the playing field in consumer retail. On the one hand, tech-savvy pioneers like Amazon and Glossier are leveraging ML to captivate Millennials and Gen Z consumers with ever more engaging and personalized online shopping experiences. On the other, traditional retail brands, especially luxury labels, hesitate to embrace ecommerce for fear of losing their exclusive, white-glove service experiences delivered through the brick-and-mortar channel. Using Burberry as a case study, this article discusses why luxury retail brands must develop a robust ecommerce strategy to stay relevant, and how leveraging ML can help them win over online shoppers without diluting brand equity.

Positioning Luxury Retail for a Digital Future

The world is becoming increasingly digital. Luxury retail is no exception. By 2025, nearly 20% of luxury sales will occur online, and 80% of the purchase decisions will be influenced digitally 1 (Exhibit 1). Tech-savvy Millennial and Gen Z consumers will account for 45% of the global luxury market then 2 . Research on purchasing behavior of this group suggests that their key purchase criteria include: personalization, resonance with brand value, and experience over possession 3 . These trends hold two important implications for the future of luxury retail. First, having a robust ecommerce presence will not be optional, but a must-have. Second, to win, brands must not only know a great deal about their consumers, but they must also translate that consumer knowledge into products and services that are personalized, responsive and relatable . This is where ML comes into play.

Machine Learning in Retail

In its simplest form, ML algorithms identify patterns in large datasets and use them to generate predictions. In the world of retail, the most common applications are personalized product recommendations and marketing campaigns. Amazon generates 35% of total sales from personalized recommendations 4 , which are created based on browsing and purchase histories of both the individual shoppers and those with similar shopping patterns. Similarly, digitally-native beauty brand Glossier mines fan comments on its beauty blog to inform new product development and launch decisions 5 . Tumi, a high-end luggage brand, uses ML to customize its outbound marketing campaigns (e.g., emails and 1-on-1 chats) based on a connected database of emails, social media activities and browsing across the web 6 . Across these businesses, ML creates a competitive advantage in how they acquire, retain and increase lifetime value of consumers.

Burberry: A Case Study

Pathways to Just Digital Future

Whereas most luxury brands hesitate to fully embrace digital, Burberry has made deliberate decisions to invest in and integrate ML into its digital strategy.

Since 2006, the British fashion label has been offering data-driven personalized product recommendations, both online and in-store 7 . These programs had allegedly led to 50% increase in repeat purchases by 2015. Burberry launched Facebook chatbots during the 2016 London Fashion Week. Like Amazon’s Alexa, these “smart assistants” offered dynamic 1-on-1 interactions with patrons, with key functionalities including selling products from the latest collection and showing behind-the-scene inspirations 8 . Though rudimentary, the chatbot exhibited abilities to respond to user-generated phrases beyond pre-set buttons, indicating integration of natural language processing capabilities (See Screenshot in Exhibit 2).

Looking ahead, continuous improvements to the ML algorithms require large amounts of high quality training data. To elicit voluntary data sharing from its online community, Burberry has developed an advanced data platform integrated with Facebook and Twitter, to which consumers are encouraged to upload photos of themselves in Burberry products 9 . These data will enable the brand to further customize the products and experiences they offer. For the longer term, Burberry has announced plans to continue investing in ML across front- and back-end functions. The company’s SVP of IT discussed plans to use ML to automate supporting functions (e.g., development and operations, testing), improve scenario modeling for planning and logistics, and improve security and fraud prevention through ML applications 10 .

Beyond these planned initiatives, I would argue there is space for Burberry to think outside the box even more with regards to potential ML applications. Some considerations below:

• Ideation: Similar to Glossier, use user-generated data to guide and inform new product development pipeline.
• Immersive ecommerce: Combine chatbot technology with VR/AR applications to create a 100% personalized, immersive digital store, where virtual shopping assistants can replicate the in-store service experience for consumers at home.
• Full product personalization: Based on personal dimensional data and expressed historical preferences, create demos of unique, individually-designed products. Offer exclusively to high-spenders. Produce on a made-to-order basis.
• Supply chain management: Forecast demand at the SKU level to limit inventory pressure and better manage vendor relationships. Wayfair has demonstrated success in this regard 11 .
• Pricing: Pricing is another obvious area of ML application. However, since luxury brands generally adopt a no-discount strategy, I would deprioritize this lever.

In light of the trends and ideas suggested so far, the following questions merit more thought:

• How should luxury retail brands decide whether to develop ML capabilities in-house or outsource to a 3 rd party? If outsourced, how to mitigate concerns about data privacy (both to protect consumers and to preserve brands’ competitive advantage)?
• How to accelerate the process of data collection for training and improving algorithms without compromising data quality (e.g., personal, interconnected, comprehensive, accurate)?

Word count: 741

References:

1. Achille, A., Marchessou, S. and Remy, N. (2018).  Luxury in the age of digital Darwinism . [online] McKinsey & Company. Available at: https://www.mckinsey.com/industries/retail/our-insights/luxury-in-the-age-of-digital-darwinism [Accessed 10 Nov. 2018].

2. D’Arpizio, C. (2018).  Spring Luxury Update . [online] Bain. Available at: https://www.bain.com/about/media-center/press-releases/2017/global-personal-luxury-goods-market-expected-to-grow-by-2-4-percent/ [Accessed 10 Nov. 2018].

10. AI Business. (2018).  Where are Burberry with AI? Exclusive Interview with David Harris, SVP of IT . [online] Available at: https://aibusiness.com/where-are-burberry-with-ai-exclusive-interview-with-david-harris-svp-of-it/ [Accessed 10 Nov. 2018].

3. Woo, A. (2018).  Understanding The Research On Millennial Shopping Behaviors . [online] Forbes. Available at: https://www.forbes.com/sites/forbesagencycouncil/2018/06/04/understanding-the-research-on-millennial-shopping-behaviors/ [Accessed 10 Nov. 2018].

4. MacKenzie, I., Meyer, C. and Noble, S. (2018).  How retailers can keep up with consumers . [online] McKinsey & Company. Available at: https://www.mckinsey.com/industries/retail/our-insights/how-retailers-can-keep-up-with-consumers [Accessed 10 Nov. 2018].

5. Milnes, H. (2018).  How Glossier uses data to make content and commerce work . [online] Digiday. Available at: https://digiday.com/marketing/glossier-uses-data-make-content-commerce-work/ [Accessed 10 Nov. 2018].

6. Milnes, H. (2018).  How Tumi is using AI in marketing campaigns, online and in stores . [online] Digiday. Available at: https://digiday.com/marketing/tumi-using-ai-marketing-campaigns-online-stores/ [Accessed 10 Nov. 2018].

7. Marr, B. (2018).  The Amazing Ways Burberry Is Using Artificial Intelligence And Big Data To Drive Success . [online] Forbes. Available at: https://www.forbes.com/sites/bernardmarr/2017/09/25/the-amazing-ways-burberry-is-using-artificial-intelligence-and-big-data-to-drive-success/ [Accessed 10 Nov. 2018].

8. Maruti Techlabs. (2018).  Chatbots as your Fashion Adviser . [online] Available at: https://www.marutitech.com/chatbots-as-your-fashion-adviser/ [Accessed 10 Nov. 2018].

9. Mittal, S. (2018).  How To Leverage Digital Tech To Drive Revenue Growth . [online] Forbes. Available at: https://www.forbes.com/sites/forbescommunicationscouncil/2018/10/02/how-to-leverage-digital-tech-to-drive-revenue-growth/ [Accessed 10 Nov. 2018].

11. Supply Chain 247. (2018).  Machine Learning Steps Up Retail Performance . [online] Available at: https://www.supplychain247.com/paper/machine_learning_steps_up_retail_performance [Accessed 10 Nov. 2018].

Student comments on Burberry: Digitizing Luxury Retail with Machine Learning

I believe that Burberry should develop ML capabilities in-house. The retail landscape is drastically changing and digitization and personalization are necessary to compete in the market. Since this skill set is something that will be imperative to Burberry’s success in the future, I think they need to invest in bringing talent in-house that can help give them a competitive advantage. This reminds me a lot of Walmart’s decision to buy digitally native companies such as Bonobos and Jet.com. Walmart realized they needed to embrace e-commerce in order to succeed and so they acquired digitally native e-commerce companies—they then can learn from these companies about their e-commerce strategies and apply them to Walmart. Outsourcing the ML job may help in the short term, but for long term success I would advocate for in-house ML at Burberry.

Great article Charlotte – and the question you posed regarding whether to develop ML in house is really interesting. I would argue that Burberry should invest now in developing capabilities to develop ML in-house as opposed to outsourcing. Two reasons – first, the Company would be able to react real time to data as it flows in, and developing the ML muscle will allow the company to utilize the algorithm and data collected more effectively. Second, more than ever, competitors are trying to gain an edge on collecting the right data to improve their customer segmentation and increase revenues; the possibility of outsourced ML data falling into the wrong hands is not worth the risk.

Regarding your second question, I do think quality is incredibly important, especially to a luxury retail brand. Accuracy of the data is also key, as these luxury retail houses don’t subscribe to constant change in styles and collections that are created in a Fall or Spring collection have much slower turnovers. Burberry’s margin of error that it can afford is much smaller than those of fast fashion houses as well. I would encourage Burberry to focus on increasing accuracy and quality over speed instead of finding ways to accelerate ML data collection.

Charlotte – I really enjoyed reading this article. It is clear that is has been very beneficial for Burberry to integrate ML into its digital strategy, and you laid out a clear and convincing argument. In response to your second question regarding accelerating the process of data collection vs. maintaining high data quality, I would argue that the Company should prioritize quality at the cost of speed. Given that Burberry is a luxury brand, any perceived deterioration in quality could have a significant negative consequence on its brand image. For this reason, I would encourage the Company to continue to expand its ML applications, but in a slow and controlled manner.

One additional question I had for you is in response to your proposal for the Company to include immersive e-commerce. Do you think creating a digital store where virtual shopping assistants replace the in-store service could have a negative impact on its perceived luxury brand? Do you think the virtual assistants would truly be able to replicate the in-store service currently offered?

Thanks for the interesting article Charlotte! Regarding your question, I agree with some of the comments above that Burberry should continue to develop its machine learning capabilities in-house. Given the data and knowledge they have of their customers, they are in the best position to tailor to their specific needs, and in the competitive industry they are at, they need unique sources of comparative advantage. One of my concerns if Burberry continues to move to machine-learning for customer interaction is whether it will start losing its luxury appeal? In a more and more digitilized world, personal interactions can become more valuable. People who buy luxury brands are also buying into the experience, and receiving impersonal messages might deter from this.

This is a great piece on a retailer successfully integrating machine learning techniques into their business. Burberry is in the special spot of being digitally forward, while many others do not have this choice. This article talks about how digital is built into their culture and is not just projects they pursue for short term change: https://digiday.com/marketing/burberry-became-top-digital-luxury-brand/ .

Your question about the security of third parties holding data also merits a lot more thought. Retailers have traditionally faced the challenge of having many digital initiatives they want to take on while not being able to hire enough technical talent in house. Thus, in order for most retailers to succeed at truly personalizing the purchase experience, they need to really invest in understanding security requirements and bringing on the right external expertise to help them accomplish their goals. Thanks for sharing!

Thanks for the great read Charlotte! Your first question is particularly thought provoking as every company that is considering utilizing machine learning must be wrestling with the tradeoffs between developing internally and outsourcing to a 3rd party. Personally, I would outsource the development of the machine learning algorithm to a 3rd party for a few reasons: (1) Burberry’s core business is product design and it would be difficult to structurally change the organization to become a technology company, (2) 3rd party vendors have likely completed multiple machine learning algorithm implementations and can leverage prior experience, and (3) the war for talent (particularly for data scientists and engineers) is fierce and I struggle to believe that Burberry would win this battle.

One additional question that came to mind for me was – how can machine learning be used to drive traffic to physical stores? With approximately 240 retail locations[1], Burberry is still highly levered to physical retail and I wonder what applications could be developed to make the in-store experience more interactive and personalized. Do you know of any competitors focused on machine learning applications in stores (as opposed to online)?

[1] https://www.burberryplc.com/en/investors/annual-report.html

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Burberry rebranding: An iconic transformation from Gangwear to Luxury clothing

We all know what Rebranding is right? For starters, it is the process of changing the corporate or public image of a brand. The one very recent case of Rebranding is that of Cadbury, while it is one of the most expensive ones, with this piece, we’re gonna talk about one of the best Rebranding cases we have seen in the past few years. This iconic story is of the Burberry rebranding. Burberry, commonly seen as a luxury brand. With over 150 years of history, this company brought the popularity of waterproof gabardines and trench coats to the British shores.

Their iconic design is apparent in their entire portfolio, from clothing to handbags to fragrances. Their coats were worn in the trenches of World War I by the British soldiers , and, for decades thereafter they were a big part of British culture. So much so, that the company earned a royal warrant, making it an official supplier to the royal family.

Now with this iconic and strong brand image, why would a Burberry choose to Rebrand itself?

Burberry rebranding: The “Gang wear”

Well for the starters, unfortunately, they were starting look more like gangwear. If you’d have seen Sherlock Movies, you’d often find thieves in trench coats, not to mention that Sherlock himself wore one. Anyway, this image of the brand brewed issues for them. In no time, the brand was on a spree of decline. Apart from the “Gang” bit, other reasons for the decline were as follows:

1. Industry-related: The fashion style itself was not looking good. We know how swiftly the clothing industry changes, it was about time Burberry did something to preserve their iconic design. Burberry was facing long term cyclical industry decline due to unforeseen demand shifts. The other reason was that the brand now started to get associated with British Hooligans and Chavs. At a point, the use of the brand by thugs was so widespread that anyone that was caught wearing Burberry was banned from certain city pubs.

2. Internal reasons: There were inadequate financial controls that led to evergrowing costs. Add to that poor management, new competitors and weak value proposition led to the further decline.

Burberry had to reinvent itself if it were to avoid the collapse. And so, it decided to turn things around and rebrand itself to tell a new story.

The Rebranding:

Burberry’s founder Thomas Burberry had a sharp eye for Marketing, which was obvious from the fact that they outfitted not only the Arctic explorers but also World War I soldiers.

While Burberry knew there was really nothing they could’ve done about the fact that expensive clothing was attractive to the gangs, they knew they could change the perception of their audience. Their first move was to put high bounds on utility clothing. Followed by getting endorsements from well-known and well-liked celebrities to improve the brand image. One of the very first ones was Kate Moss, who was decently well known and perfect for the brand in 2001. With the introduction of Kate Moss, they focused on younger, aspirational and stylish moods. Burberry decided to enlarge the product range from product quality to style. The need was to make it more aspirational and therefore invest in a new mood board.

The other issue was that of the licensing. Burberry extensively licensed their product which was good, in a way that it provided a great way of generating cash for the business, however, it resulted in higher imitation of the brand. And so, Angela Ahrendts, the then CEO of Burberry, decided to take control. She decided to clean up licensing and come up with new marketing and merchandising structure. The brand needed a new type of storytelling and a new product strategy.

The Digital Strategy

Given how the brand wanted to look youthful they adopted a new way to communicate with their audience. The digital medium. They moved aggressively into the digital space, they embraced social media and live streaming. All of this at a time it seemed to unreal to most companies. They even advertised their website on their offline stores. Even their website showcased the perfect balance of their history and their future i.e. fashion. Something which was earlier a narrow product strategy was now fashion-forward and modern with different forms, fabrics and colours. The new advertising focused on introducing new colours and move the focus a little from black and white. But this did not mean Burberry now focused on the new and forgot the old. Burberry still carries trench coats and swimwear. But now they’ve taken an even more creative, artistic approach without sacrificing the 150 years of heritage and brand goodwill they’ve generated. As we said, it maintained the balance.

In 2018, Burberry also Revamped its logo to something that seems a little more appealing to the generation of today. They also added a new design (a monogram) paying homage to Thomas Burberry and featuring vibrant colour scheme that still resembles that of the legendary Nova Check.

The results?

With recorded revenue of 2.8 billion pounds in 2017 and CAGR of more than 8% during 2013-2017, Burberry recorded profitability of 260m pounds in 2017 with a margin of 17%.

A great example of how sometimes without any fault of your own a brand can possibly be adopted by an unintended audience, but there’s always a way to get back on track. And that is precisely what the example of Burberry rebranding aims to tell us.

The piece was put together by Pranjal Pravin , a pass out of SDA Bocconi Mumbai. If you like this piece, share it on WhatsApp with your best friend? Follow us here to stay posted on the upcoming posts.

More brand stories available here .

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Innovation Opportunities and Challenges for Burberry, Case Study Example

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Introduction

Burberry is regarded as one of the British Fashion houses that was established in 1856 to sell fragrance, clothing and other fashion accessories. The organization has it’s headquartered in London, England. Originally, the firm was mainly focusing on the development of outdoor attire; however, it has changed to focus on high fashion market. For a long time, the organization operated as a single family business until 1955 when it was reincorporated. Presently, it is one of the highly coveted forms of business with numerous franchises and branded stores across the globe (Zozulya et al., 2015). The organization is listed on the London Stock Exchange and constitutes the top 100 best performing organizations. Based on these facts and other essential business researchers, it is believed that the organization has numerous innovation opportunities to continue performing and overcome the possible threats that may engulf its progress.

Innovation Opportunities

In its simplest, innovation is the application of technological, institutional, and human resource to make discoveries that will result in new practices, products, and institutions that are improved and efficient enhancing. The innovation model recognizes the need, articulates demand and finally implements the innovative solution. In Burberry, innovation has been majorly accelerated by the formal application of scientific approaches to promote the production of the products in the organization. Moreover, the process was seen as a process that emerged from the multiple extensions of forces from historical, economic, and social contexts.  Further, the improvement in the technological change resulted in positive platforms that promoted effective and efficient ways of production.  These approaches provided numerous opportunities for the organization to progress to its current status. Presently, the organization has adopted important systems and cycles that promote the progress of the firm.

Acquisition Synergy

Historical records indicate that the Burberry started rising and experiencing much influence when the stars of the modern world started wearing the organization brands in the 1970s and 80s. During that period, Burberry signed numerous agreements with the global manufacturers to produce several complementary products such as suits, sportswear, and trousers for men, women, and children (Philips, 2010, 180). These products were majorly designed under a strict control of the production department at the headquarters. The products were produced and distributed to the independent retail shops through the companies to the global community. The approach enabled the organization to achieve the global reputation and understanding among the increased number of users who adopted the products. It was a moment of flourishing as the company continued to make profits through its constituent organizations that were allowed to produce the complementary products. This trend enabled the firm to make a create stride in achieving globalization (Choi et al. 2014, 3).

Davila, Epstein, and Shelton (2012) noted that one such organization that has acted as a pivot for the production of the Burberry products is the Sanyo Shokai that partnered with the Mitsu to design and sell parallel suits and other fashion products under the license of Burberry brand.  These products were made due to the increasing number of the Japanese, as well as global customers (Godin, 2014, 20). It was noted that most of the tourists that have been visiting the land are fond of these products. Apart from the merger and acquisition, the organization has continued to continue expanding the business through its new flagship store in Tokyo Omotesando. This store is primarily aimed at helping in storing the surplus production of the organization products. Finally, the organization has continued to build a strong online market that helps to facilitate the products to the global consumers.

Unique and Strong Brand Products

The organization through its strong brand and production technique has offered a great opportunity for the realization of high sales by the increasing number of customers across the globe. In fact, the organization trench coat has been regarded as one of the iconic products. Moreover, the coat has been linked to Authentic British Heritage and its unique democratic location in the luxury arena. The string brand has promoted the organization to achieve a global recognition and iconic portfolio thus improving the sales over the decades. It is believed that this opportunity will continue to help the firm to realize the dream of meeting the demands of the global market in Europe, Spain, America, as well as other nations across the globe. As noted by Philips, (2010, 189) in his work, the organization further aims to promote the production of other multi-category competency and innovative outwears that will take care of men, women, and children.

Innovative Culture

Historical records indicate that since its institutionalization, the organization has continued to trend on innovative culture. The organization through its innovation allows customers to use their products freely from any geographical locations across the globe. Such positive culture has transverse through years to promote the realization of the organization’s dreams. In the year 2009, it was noted that the organization launched media campaign engineering both the blogging advocates as well as grassroots word of mouth to allow customers to upload photos while wearing the Burberry trench coats. The organization has further continued through its CEO to fun the culture of its luxury tech fashion to the global markets. It is also important to note that the firm through its successive leaders has been capable of maintaining its prestigious profile. All of them have managed to maintain the organization fragrance thus improving the organization profits over the years. These innovative cultural trends are expected to continue opening new opportunities for the organization progress (Rogers, 1983, 29).

Globalization Marketing Trends

Govindarajan and Trimble (2010) confirm that the provision of the organization e-commerce platform has opened new opportunities to help the organization to operate in both the regional and international markets. According to the organization report, it is recognizable that the firm has been actively involved in streamlining their operations towards meeting the international demands. Therefore, it actively decided to expand its online operations through constant advertising and media appeal to the increasing number of the global population. The organization has further continued to use the new media platforms to promote their products and open the other market avenues. This trend will help to promote the overall realization of increased sales in the global market (Moore, and Birtwistle, 2004, 415).

Challenges                                                          

High Level of Competition from the Rival Organizations

Despite its eminent efforts, the organization has continued to face stiff competition from other firms that are producing the same line of products.  The organization major competitors include Coach, Armani, and Polo. In comparison, most of these competitors have positioned themselves strategically to the market demands thus driving the organization devoid of the customers. Coach majorly deals in the production of luxury handbags, carriers and other luxury accessories that are critical to attracting the customers demand. Presently, the organization is estimated to command over 10% of the global market share (Huizingh, 2011, 11). Polo, on the other hand, has centered its operations towards the production of luxury clothing. In fact, it is estimated to capture the greatest part of the market share due to their relatively low price as compared to Burberry. Moreover, the Polo has offered a high-quality brand that is well adored by the majority of the consumers. Finally, Armani has majorly focused on a strong brand that has continued to maintain the luxury position in the market. This high level of competition has continuously shaken Burberry constant need to meet the global demand for Luxury products (Straker and Wrigley, 2016, 278).

The organization through its strong management has noted with great concern the high number of counterfeit products that are produced by other firms. The trend is quite common in developing nations such as China and Nigeria. This move has made the organization products to lose their reputation in the global market as these counterfeit products penetrate through the markets. In most cases, these counterfeit products often fail to meet the Burberry standards of production thus limiting the progress and achievement of the organization goals and objectives. Christensen and Overdorf, (2000, 67); Mytelka, and Farinelli, (2000) in their work, confirmed that production of counterfeit products kills the morale and destroy the overall reputation of any firm in their quest to meet the global market standards. Therefore, this trend should be sealed to allow any substantial economic progress of the firm.

Political Instability

It has been noted that Burberry and other important luxury organizations have faced some political and economic instability in the some of the nations in which the organization operates. These countries include China, Russia, and the Middle East that have led to clampdown and other catastrophic effects on the marketing of the organization’s products. According to Van et al. (2009, 234), such continuous political and economic instability in these nations have further resulted in the reduction of sales of these vital luxury products.  Last year, the organization issued a stern warning on the slump on the retail sales of the products by 12%. Part of the reduction in sales was created majorly by the negative political and economic progress in these nations (Utterback, 1994).

Conclusion and Recommendations

It is notable that the organization has managed to provide numerous innovative measures to meet the increasing global demands for its products. Its strategies have provided to be some of the most excellent approaches to achieving its goals and objectives. However, it is notable that some of the challenges facing the organization are predominantly due to factors that are beyond the organization control and operations. These elements comprise of the political, stiff competition, and economic instability. Therefore, the organization should adopt other essential channels that will promote their product fabric in the more significant market and make them continue dominating the market. These approaches will majorly comprise of ways of dwelling in its innovative nature such as a merger, promoting the product image and luxury brand across all market segments. Nonetheless, against all the odds, the organization needs to continue in its quest of improving its reputation as the best luxury and durable brand in the market.

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Wondolleck, J.M., and Yaffee, S.L., 2000.  Making collaboration work: Lessons from innovation in natural resource management . Island Press.

Zozulya, D., Radomski, D., Boey, E., Lozanoski, H., Nathani, A. and Sheppard, J., 2015. Burberry Group PLC.

Huizingh, E.K., 2011. Open innovation: State of the art and future perspectives.  Technovation ,  31 (1), pp.2-9.

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Innovation & Enterprise

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Case studies

UCL startup ZNotes helps millions of students globally

Education technology and social impact startup ZNotes, founded by UCL alumnus Zubair Junjunia, has evolved into a global force, reaching over 5 million students.

21 May 2024

ZNotes addresses educational inequalities by giving millions of students across 190 countries unrestricted access to high-quality educational content. The platform has developed into a global community and empowers learners to become active contributors in the education system.

In 2021, Zubair received the Diana Legacy Award, in recognition of his exceptional contribution to education. Named after Diana, Princess of Wales, it’s recognised as the highest accolade a young person can receive for their social and humanitarian efforts.

Alongside this, in 2023 Zubair was appointed a Generation17 Young Leader by the United Nations Development Programme and Samsung for ZNotes' scale of impact on the UN Sustainable Development Goal 4 (quality education).

The business has been recognised by other global organisations too, including One Young World. And in 2023 Zubair became the world’s youngest recipient of the Freedom of the City of London.

Aged just 23, Zubair was also one of the youngest commencement speakers in the history of UCL at the 2023 Graduation Ceremony.

From informal beginnings to global movement

ZNotes traces its roots back to Zubair seeing huge education disparities himself in Saudi Arabia a decade ago, during his first set of high stakes exams, the International General Certificate of Secondary Education (IGCSEs).

A tech enthusiast, diligent student and copious notetaker, he decided to build a site to post his class notes so that anyone with an internet connection could freely access them. He describes the initial idea as simply being “the digital version of the age-old practice of group study”.

“I didn’t plan for ZNotes to be anything but a way to share my resources with other students. The pivotal moment really came when other students decided to help as well. I’m prouder of this more than anything else - young people dedicating their time by contributing notes and supporting each other through this growing ecosystem.”

Since those informal beginnings ten years ago, and becoming a registered organisation in 2020, ZNotes has now grown into a unique, community-powered learning platform. Over five million people have visited the site to access content since launch, and there are now more than 500,000 registered users.                

Taking the offering global

Zubair describes his journey with ZNotes as “shifting up a gear” during the second year of his master’s in Mathematics at UCL. With exponential growth on the platform, he realised he needed some help evolving ZNotes from a passion project to a startup.

“I approached UCL Innovation & Enterprise and successfully applied for their UCL Launch programme (now called ‘Build your business or social enterprise’).

“I learned a whole host of things on that first course, from the legal side, to financing,” he explains. “But more than anything it gave me the confidence to speak about what I was doing and share our ambitions. From there, the startup and impact continued to scale.”

ZNotes was part of the Hatchery incubator at BaseKX, UCL’s dedicated entrepreneurship hub, managed by UCL Innovation & Enterprise. BaseKX plays host to a vibrant community of the university’s most promising startups by providing free, tailored support and dedicated office space.

Staff from UCL Innovation & Enterprise also helped Zubair in obtaining a Tier 1 Entrepreneur visa, to enable him to continue growing the company in the UK after graduating.

The future of education is youth-led

Zubair is keen to underline ZNotes’ community-led approach, which empowers learners to co-create resources, engage in peer-to-peer learning, and contribute to a robust content eco-system. 

“Built with, and alongside, students we’ve developed a community-powered learning platform, where selected authors from all over the world can add content directly. We also integrated Discord to cultivate the community and enable peer learning.”

“We ran a survey of 23,000 students in 2023, to assess the impact of ZNotes on people’s education. 91% cited our platform as being crucial or highly useful for their academic success and 87% overshot or achieved their self-set target grades. Interns reported a 77% improvement in job candidacy, and contributors saw a 15% increase in importance serving marginalised communities.”

Supporting young people to make a difference

With over 100 contributors, 70 interns and 40 ambassadors, ZNotes has also become a catalyst for young people who want to make a difference. 

“ZNotes ensures every student has a level playing field when it comes to high-stakes exams. But it does much more than that. It inspires and empowers young people to become leaders and changemakers. 82% percent of our contributors have engaged with more community initiatives since being involved with ZNotes. And one in five of our interns have launched their own initiative or joined another one tackling a social problem.

“Our vision now is to reach and impact 100 million learners in the most under-resourced education systems around the world. Given how rapidly ZNotes has grown, we’re determined to keep scaling, so that learners all over the planet have access to the high quality educational resources they need to thrive. And that young people themselves can get involved as agents of change and be part of this global movement.”

Watch a video about ZNotes

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Find out more about:

• Entrepreneurship support for UCL students and graduates
• Zubair’s UCL Commencement speech:  a call to action for people and our planet
• Meet the Generation17 Young Leaders: The Story of Zubair Junjunia

Image © ZNotes 

Email:   [email protected]

Meet the team

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• Open access
• Published: 15 May 2024

Learning together for better health using an evidence-based Learning Health System framework: a case study in stroke

• Helena Teede 1 , 2   na1 ,
• Dominique A. Cadilhac 3 , 4   na1 ,
• Tara Purvis 3 ,
• Monique F. Kilkenny 3 , 4 ,
• Bruce C.V. Campbell 4 , 5 , 6 ,
• Coralie English 7 ,
• Alison Johnson 2 ,
• Emily Callander 1 ,
• Rohan S. Grimley 8 , 9 ,
• Christopher Levi 10 ,
• Sandy Middleton 11 , 12 ,
• Kelvin Hill 13 &
• Joanne Enticott   ORCID: orcid.org/0000-0002-4480-5690 1  

BMC Medicine volume  22 , Article number:  198 ( 2024 ) Cite this article

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In the context of expanding digital health tools, the health system is ready for Learning Health System (LHS) models. These models, with proper governance and stakeholder engagement, enable the integration of digital infrastructure to provide feedback to all relevant parties including clinicians and consumers on performance against best practice standards, as well as fostering innovation and aligning healthcare with patient needs. The LHS literature primarily includes opinion or consensus-based frameworks and lacks validation or evidence of benefit. Our aim was to outline a rigorously codesigned, evidence-based LHS framework and present a national case study of an LHS-aligned national stroke program that has delivered clinical benefit.

Current core components of a LHS involve capturing evidence from communities and stakeholders (quadrant 1), integrating evidence from research findings (quadrant 2), leveraging evidence from data and practice (quadrant 3), and generating evidence from implementation (quadrant 4) for iterative system-level improvement. The Australian Stroke program was selected as the case study as it provides an exemplar of how an iterative LHS works in practice at a national level encompassing and integrating evidence from all four LHS quadrants. Using this case study, we demonstrate how to apply evidence-based processes to healthcare improvement and embed real-world research for optimising healthcare improvement. We emphasize the transition from research as an endpoint, to research as an enabler and a solution for impact in healthcare improvement.

Conclusions

The Australian Stroke program has nationally improved stroke care since 2007, showcasing the value of integrated LHS-aligned approaches for tangible impact on outcomes. This LHS case study is a practical example for other health conditions and settings to follow suit.

Peer Review reports

Internationally, health systems are facing a crisis, driven by an ageing population, increasing complexity, multi-morbidity, rapidly advancing health technology and rising costs that threaten sustainability and mandate transformation and improvement [ 1 , 2 ]. Although research has generated solutions to healthcare challenges, and the advent of big data and digital health holds great promise, entrenched siloes and poor integration of knowledge generation, knowledge implementation and healthcare delivery between stakeholders, curtails momentum towards, and consistent attainment of, evidence-and value-based care [ 3 ]. This is compounded by the short supply of research and innovation leadership within the healthcare sector, and poorly integrated and often inaccessible health data systems, which have crippled the potential to deliver on digital-driven innovation [ 4 ]. Current approaches to healthcare improvement are also often isolated with limited sustainability, scale-up and impact [ 5 ].

Evidence suggests that integration and partnership across academic and healthcare delivery stakeholders are key to progress, including those with lived experience and their families (referred to here as consumers and community), diverse disciplines (both research and clinical), policy makers and funders. Utilization of evidence from research and evidence from practice including data from routine care, supported by implementation research, are key to sustainably embedding improvement and optimising health care and outcomes. A strategy to achieve this integration is through the Learning Health System (LHS) (Fig.  1 ) [ 2 , 6 , 7 , 8 ]. Although there are numerous publications on LHS approaches [ 9 , 10 , 11 , 12 ], many focus on research perspectives and data, most do not demonstrate tangible healthcare improvement or better health outcomes. [ 6 ]

Monash Learning Health System: The Learn Together for Better Health Framework developed by Monash Partners and Monash University (from Enticott et al. 2021 [ 7 ]). Four evidence quadrants: Q1 (orange) is evidence from stakeholders; Q2 (green) is evidence from research; Q3 (light blue) is evidence from data; and, Q4 (dark blue) is evidence from implementation and healthcare improvement

In developed nations, it has been estimated that 60% of care provided aligns with the evidence base, 30% is low value and 10% is potentially harmful [ 13 ]. In some areas, clinical advances have been rapid and research and evidence have paved the way for dramatic improvement in outcomes, mandating rapid implementation of evidence into healthcare (e.g. polio and COVID-19 vaccines). However, healthcare improvement is challenging and slow [ 5 ]. Health systems are highly complex in their design, networks and interacting components, and change is difficult to enact, sustain and scale up. [ 3 ] New effective strategies are needed to meet community needs and deliver evidence-based and value-based care, which reorients care from serving the provider, services and system, towards serving community needs, based on evidence and quality. It goes beyond cost to encompass patient and provider experience, quality care and outcomes, efficiency and sustainability [ 2 , 6 ].

The costs of stroke care are expected to rise rapidly in the next decades, unless improvements in stroke care to reduce the disabling effects of strokes can be successfully developed and implemented [ 14 ]. Here, we briefly describe the Monash LHS framework (Fig.  1 ) [ 2 , 6 , 7 ] and outline an exemplar case in order to demonstrate how to apply evidence-based processes to healthcare improvement and embed real-world research for optimising healthcare. The Australian LHS exemplar in stroke care has driven nationwide improvement in stroke care since 2007.

An evidence-based Learning Health System framework

In Australia, members of this author group (HT, AJ, JE) have rigorously co-developed an evidence-based LHS framework, known simply as the Monash LHS [ 7 ]. The Monash LHS was designed to support sustainable, iterative and continuous robust benefit of improved clinical outcomes. It was created with national engagement in order to be applicable to Australian settings. Through this rigorous approach, core LHS principles and components have been established (Fig.  1 ). Evidence shows that people/workforce, culture, standards, governance and resources were all key to an effective LHS [ 2 , 6 ]. Culture is vital including trust, transparency, partnership and co-design. Key processes include legally compliant data sharing, linkage and governance, resources, and infrastructure [ 4 ]. The Monash LHS integrates disparate and often siloed stakeholders, infrastructure and expertise to ‘Learn Together for Better Health’ [ 7 ] (Fig.  1 ). This integrates (i) evidence from community and stakeholders including priority areas and outcomes; (ii) evidence from research and guidelines; (iii) evidence from practice (from data) with advanced analytics and benchmarking; and (iv) evidence from implementation science and health economics. Importantly, it starts with the problem and priorities of key stakeholders including the community, health professionals and services and creates an iterative learning system to address these. The following case study was chosen as it is an exemplar of how a Monash LHS-aligned national stroke program has delivered clinical benefit.

Australian Stroke Learning Health System

Internationally, the application of LHS approaches in stroke has resulted in improved stroke care and outcomes [ 12 ]. For example, in Canada a sustained decrease in 30-day in-hospital mortality has been found commensurate with an increase in resources to establish the multifactorial stroke system intervention for stroke treatment and prevention [ 15 ]. Arguably, with rapid advances in evidence and in the context of an ageing population with high cost and care burden and substantive impacts on quality of life, stroke is an area with a need for rapid research translation into evidence-based and value-based healthcare improvement. However, a recent systematic review found that the existing literature had few comprehensive examples of LHS adoption [ 12 ]. Although healthcare improvement systems and approaches were described, less is known about patient-clinician and stakeholder engagement, governance and culture, or embedding of data informatics into everyday practice to inform and drive improvement [ 12 ]. For example, in a recent review of quality improvement collaborations, it was found that although clinical processes in stroke care are improved, their short-term nature means there is uncertainty about sustainability and impacts on patient outcomes [ 16 ]. Table  1 provides the main features of the Australian Stroke LHS based on the four core domains and eight elements of the Learning Together for Better Health Framework described in Fig.  1 . The features are further expanded on in the following sections.

Evidence from stakeholders (LHS quadrant 1, Fig.  1 )

Engagement, partners and priorities.

Within the stroke field, there have been various support mechanisms to facilitate an LHS approach including partnership and broad stakeholder engagement that includes clinical networks and policy makers from different jurisdictions. Since 2008, the Australian Stroke Coalition has been co-led by the Stroke Foundation, a charitable consumer advocacy organisation, and Stroke Society of Australasia a professional society with membership covering academics and multidisciplinary clinician networks, that are collectively working to improve stroke care ( https://australianstrokecoalition.org.au/ ). Surveys, focus groups and workshops have been used for identifying priorities from stakeholders. Recent agreed priorities have been to improve stroke care and strengthen the voice for stroke care at a national ( https://strokefoundation.org.au/ ) and international level ( https://www.world-stroke.org/news-and-blog/news/world-stroke-organization-tackle-gaps-in-access-to-quality-stroke-care ), as well as reduce duplication amongst stakeholders. This activity is built on a foundation and culture of research and innovation embedded within the stroke ‘community of practice’. Consumers, as people with lived experience of stroke are important members of the Australian Stroke Coalition, as well as representatives from different clinical colleges. Consumers also provide critical input to a range of LHS activities via the Stroke Foundation Consumer Council, Stroke Living Guidelines committees, and the Australian Stroke Clinical Registry (AuSCR) Steering Committee (described below).

Evidence from research (LHS quadrant 2, Fig.  1 )

Advancement of the evidence for stroke interventions and synthesis into clinical guidelines.

To implement best practice, it is crucial to distil the large volume of scientific and trial literature into actionable recommendations for clinicians to use in practice [ 24 ]. The first Australian clinical guidelines for acute stroke were produced in 2003 following the increasing evidence emerging for prevention interventions (e.g. carotid endarterectomy, blood pressure lowering), acute medical treatments (intravenous thrombolysis, aspirin within 48 h of ischemic stroke), and optimised hospital management (care in dedicated stroke units by a specialised and coordinated multidisciplinary team) [ 25 ]. Importantly, a number of the innovations were developed, researched and proven effective by key opinion leaders embedded in the Australian stroke care community. In 2005, the clinical guidelines for Stroke Rehabilitation and Recovery [ 26 ] were produced, with subsequent merged guidelines periodically updated. However, the traditional process of periodic guideline updates is challenging for end users when new research can render recommendations redundant and this lack of currency erodes stakeholder trust [ 27 ]. In response to this challenge the Stroke Foundation and Cochrane Australia entered a pioneering project to produce the first electronic ‘living’ guidelines globally [ 20 ]. Major shifts in the evidence for reperfusion therapies (e.g. extended time-window intravenous thrombolysis and endovascular clot retrieval), among other advances, were able to be converted into new recommendations, approved by the Australian National Health and Medical Research Council within a few months of publication. Feedback on this process confirmed the increased use and trust in the guidelines by clinicians. The process informed other living guidelines programs, including the successful COVID-19 clinical guidelines [ 28 ].

However, best practice clinical guideline recommendations are necessary but insufficient for healthcare improvement and nesting these within an LHS with stakeholder partnership, enables implementation via a range of proven methods, including audit and feedback strategies [ 29 ].

Evidence from data and practice (LHS quadrant 3, Fig.  1 )

Data systems and benchmarking : revealing the disparities in care between health services. A national system for standardized stroke data collection was established as the National Stroke Audit program in 2007 by the Stroke Foundation [ 30 ] following various state-level programs (e.g. New South Wales Audit) [ 31 ] to identify evidence-practice gaps and prioritise improvement efforts to increase access to stroke units and other acute treatments [ 32 ]. The Audit program alternates each year between acute (commencing in 2007) and rehabilitation in-patient services (commencing in 2008). The Audit program provides a ‘deep dive’ on the majority of recommendations in the clinical guidelines whereby participating hospitals provide audits of up to 40 consecutive patient medical records and respond to a survey about organizational resources to manage stroke. In 2009, the AuSCR was established to provide information on patients managed in acute hospitals based on a small subset of quality processes of care linked to benchmarked reports of performance (Fig.  2 ) [ 33 ]. In this way, the continuous collection of high-priority processes of stroke care could be regularly collected and reviewed to guide improvement to care [ 34 ]. Plus clinical quality registry programs within Australia have shown a meaningful return on investment attributed to enhanced survival, improvements in quality of life and avoided costs of treatment or hospital stay [ 35 ].

Example performance report from the Australian Stroke Clinical Registry: average door-to-needle time in providing intravenous thrombolysis by different hospitals in 2021 [ 36 ]. Each bar in the figure represents a single hospital

The Australian Stroke Coalition endorsed the creation of an integrated technological solution for collecting data through a single portal for multiple programs in 2013. In 2015, the Stroke Foundation, AuSCR consortium, and other relevant groups cooperated to design an integrated data management platform (the Australian Stroke Data Tool) to reduce duplication of effort for hospital staff in the collection of overlapping variables in the same patients [ 19 ]. Importantly, a national data dictionary then provided the common data definitions to facilitate standardized data capture. Another important feature of AuSCR is the collection of patient-reported outcome surveys between 90 and 180 days after stroke, and annual linkage with national death records to ascertain survival status [ 33 ]. To support a LHS approach, hospitals that participate in AuSCR have access to a range of real-time performance reports. In efforts to minimize the burden of data collection in the AuSCR, interoperability approaches to import data directly from hospital or state-level managed stroke databases have been established (Fig.  3 ); however, the application has been variable and 41% of hospitals still manually enter all their data.

Current status of automated data importing solutions in the Australian Stroke Clinical Registry, 2022, with ‘ n ’ representing the number of hospitals. AuSCR, Australian Stroke Clinical Registry; AuSDaT, Australian Stroke Data Tool; API, Application Programming Interface; ICD, International Classification of Diseases; RedCAP, Research Electronic Data Capture; eMR, electronic medical records

For acute stroke care, the Australian Commission on Quality and Safety in Health Care facilitated the co-design (clinicians, academics, consumers) and publication of the national Acute Stroke Clinical Care Standard in 2015 [ 17 ], and subsequent review [ 18 ]. The indicator set for the Acute Stroke Standard then informed the expansion of the minimum dataset for AuSCR so that hospitals could routinely track their performance. The national Audit program enabled hospitals not involved in the AuSCR to assess their performance every two years against the Acute Stroke Standard. Complementing these efforts, the Stroke Foundation, working with the sector, developed the Acute and Rehabilitation Stroke Services Frameworks to outline the principles, essential elements, models of care and staffing recommendations for stroke services ( https://informme.org.au/guidelines/national-stroke-services-frameworks ). The Frameworks are intended to guide where stroke services should be developed, and monitor their uptake with the organizational survey component of the Audit program.

Evidence from implementation and healthcare improvement (LHS quadrant 4, Fig.  1 )

Research to better utilize and augment data from registries through linkage [ 37 , 38 , 39 , 40 ] and to ensure presentation of hospital or service level data are understood by clinicians has ensured advancement in the field for the Australian Stroke LHS [ 41 ]. Importantly, greater insights into whole patient journeys, before and after a stroke, can now enable exploration of value-based care. The LHS and stroke data platform have enabled focused and time-limited projects to create a better understanding of the quality of care in acute or rehabilitation settings [ 22 , 42 , 43 ]. Within stroke, all the elements of an LHS culminate into the ready availability of benchmarked performance data and support for implementation of strategies to address gaps in care.

Implementation research to grow the evidence base for effective improvement interventions has also been a key pillar in the Australian context. These include multi-component implementation interventions to achieve behaviour change for particular aspects of stroke care, [ 22 , 23 , 44 , 45 ] and real-world approaches to augmenting access to hyperacute interventions in stroke through the use of technology and telehealth [ 46 , 47 , 48 , 49 ]. The evidence from these studies feeds into the living guidelines program and the data collection systems, such as the Audit program or AuSCR, which are then amended to ensure data aligns to recommended care. For example, the use of ‘hyperacute aspirin within the first 48 h of ischemic stroke’ was modified to be ‘hyperacute antiplatelet…’ to incorporate new evidence that other medications or combinations are appropriate to use. Additionally, new datasets have been developed to align with evidence such as the Fever, Sugar, and Swallow variables [ 42 ]. Evidence on improvements in access to best practice care from the acute Audit program [ 50 ] and AuSCR is emerging [ 36 ]. For example, between 2007 and 2017, the odds of receiving intravenous thrombolysis after ischemic stroke increased by 16% 9OR 1.06 95% CI 1.13–1.18) and being managed in a stroke unit by 18% (OR 1.18 95% CI 1.17–1.20). Over this period, the median length of hospital stay for all patients decreased from 6.3 days in 2007 to 5.0 days in 2017 [ 51 ]. When considering the number of additional patients who would receive treatment in 2017 in comparison to 2007 it was estimated that without this additional treatment, over 17,000 healthy years of life would be lost in 2017 (17,786 disability-adjusted life years) [ 51 ]. There is evidence on the cost-effectiveness of different system-focussed strategies to augment treatment access for acute ischemic stroke (e.g. Victorian Stroke Telemedicine program [ 52 ] and Melbourne Mobile Stroke Unit ambulance [ 53 ]). Reciprocally, evidence from the national Rehabilitation Audit, where the LHS approach has been less complete or embedded, has shown fewer areas of healthcare improvement over time [ 51 , 54 ].

Within the field of stroke in Australia, there is indirect evidence that the collective efforts that align to establishing the components of a LHS have had an impact. Overall, the age-standardised rate of stroke events has reduced by 27% between 2001 and 2020, from 169 to 124 events per 100,000 population. Substantial declines in mortality rates have been reported since 1980. Commensurate with national clinical guidelines being updated in 2007 and the first National Stroke Audit being undertaken in 2007, the mortality rates for men (37.4 deaths per 100,000) and women (36.1 deaths per 100,0000 has declined to 23.8 and 23.9 per 100,000, respectively in 2021 [ 55 ].

Underpinning the LHS with the integration of the four quadrants of evidence from stakeholders, research and guidelines, practice and implementation, and core LHS principles have been addressed. Leadership and governance have been important, and programs have been established to augment workforce training and capacity building in best practice professional development. Medical practitioners are able to undertake courses and mentoring through the Australasian Stroke Academy ( http://www.strokeacademy.com.au/ ) while nurses (and other health professionals) can access teaching modules in stroke care from the Acute Stroke Nurses Education Network ( https://asnen.org/ ). The Association of Neurovascular Clinicians offers distance-accessible education and certification to develop stroke expertise for interdisciplinary professionals, including advanced stroke co-ordinator certification ( www.anvc.org ). Consumer initiative interventions are also used in the design of the AuSCR Public Summary Annual reports (available at https://auscr.com.au/about/annual-reports/ ) and consumer-related resources related to the Living Guidelines ( https://enableme.org.au/resources ).

The important success factors and lessons from stroke as a national exemplar LHS in Australia include leadership, culture, workforce and resources integrated with (1) established and broad partnerships across the academic-clinical sector divide and stakeholder engagement; (2) the living guidelines program; (3) national data infrastructure, including a national data dictionary that provides the common data framework to support standardized data capture; (4) various implementation strategies including benchmarking and feedback as well as engagement strategies targeting different levels of the health system; and (5) implementation and improvement research to advance stroke systems of care and reduce unwarranted variation in practice (Fig.  1 ). Priority opportunities now include the advancement of interoperability with electronic medical records as an area all clinical quality registry’s programs needs to be addressed, as well as providing more dynamic and interactive data dashboards tailored to the need of clinicians and health service executives.

There is a clear mandate to optimise healthcare improvement with big data offering major opportunities for change. However, we have lacked the approaches to capture evidence from the community and stakeholders, to integrate evidence from research, to capture and leverage data or evidence from practice and to generate and build on evidence from implementation using iterative system-level improvement. The LHS provides this opportunity and is shown to deliver impact. Here, we have outlined the process applied to generate an evidence-based LHS and provide a leading exemplar in stroke care. This highlights the value of moving from single-focus isolated approaches/initiatives to healthcare improvement and the benefit of integration to deliver demonstrable outcomes for our funders and key stakeholders — our community. This work provides insight into strategies that can both apply evidence-based processes to healthcare improvement as well as implementing evidence-based practices into care, moving beyond research as an endpoint, to research as an enabler, underpinning delivery of better healthcare.

Availability of data and materials

Not applicable

Abbreviations

Australian Stroke Clinical Registry

Confidence interval

• Learning Health System

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Acknowledgements

The following authors hold National Health and Medical Research Council Research Fellowships: HT (#2009326), DAC (#1154273), SM (#1196352), MFK Future Leader Research Fellowship (National Heart Foundation #105737). The Funders of this work did not have any direct role in the design of the study, its execution, analyses, interpretation of the data, or decision to submit results for publication.

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Helena Teede and Dominique A. Cadilhac contributed equally.

Authors and Affiliations

Monash Centre for Health Research and Implementation, 43-51 Kanooka Grove, Clayton, VIC, Australia

Helena Teede, Emily Callander & Joanne Enticott

Monash Partners Academic Health Science Centre, 43-51 Kanooka Grove, Clayton, VIC, Australia

Helena Teede & Alison Johnson

Stroke and Ageing Research, Department of Medicine, School of Clinical Sciences at Monash Health, Monash University, Level 2 Monash University Research, Victorian Heart Hospital, 631 Blackburn Rd, Clayton, VIC, Australia

Dominique A. Cadilhac, Tara Purvis & Monique F. Kilkenny

Stroke Theme, The Florey Institute of Neuroscience and Mental Health, University of Melbourne, Heidelberg, VIC, Australia

Dominique A. Cadilhac, Monique F. Kilkenny & Bruce C.V. Campbell

Department of Neurology, Melbourne Brain Centre, Royal Melbourne Hospital, Parkville, VIC, Australia

Bruce C.V. Campbell

Department of Medicine, Faculty of Medicine, Dentistry and Health Sciences, University of Melbourne, Victoria, Australia

School of Health Sciences, Heart and Stroke Program, University of Newcastle, Hunter Medical Research Institute, University Drive, Callaghan, NSW, Australia

Coralie English

School of Medicine and Dentistry, Griffith University, Birtinya, QLD, Australia

Rohan S. Grimley

Clinical Excellence Division, Queensland Health, Brisbane, Australia

John Hunter Hospital, Hunter New England Local Health District and University of Newcastle, Sydney, NSW, Australia

Christopher Levi

School of Nursing, Midwifery and Paramedicine, Australian Catholic University, Sydney, NSW, Australia

Sandy Middleton

Nursing Research Institute, St Vincent’s Health Network Sydney and and Australian Catholic University, Sydney, NSW, Australia

Stroke Foundation, Level 7, 461 Bourke St, Melbourne, VIC, Australia

Kelvin Hill

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Contributions

HT: conception, design and initial draft, developed the theoretical formalism for learning health system framework, approved the submitted version. DAC: conception, design and initial draft, provided essential literature and case study examples, approved the submitted version. TP: revised the manuscript critically for important intellectual content, approved the submitted version. MFK: revised the manuscript critically for important intellectual content, provided essential literature and case study examples, approved the submitted version. BC: revised the manuscript critically for important intellectual content, provided essential literature and case study examples, approved the submitted version. CE: revised the manuscript critically for important intellectual content, provided essential literature and case study examples, approved the submitted version. AJ: conception, design and initial draft, developed the theoretical formalism for learning health system framework, approved the submitted version. EC: revised the manuscript critically for important intellectual content, approved the submitted version. RSG: revised the manuscript critically for important intellectual content, provided essential literature and case study examples, approved the submitted version. CL: revised the manuscript critically for important intellectual content, provided essential literature and case study examples, approved the submitted version. SM: revised the manuscript critically for important intellectual content, provided essential literature and case study examples, approved the submitted version. KH: revised the manuscript critically for important intellectual content, provided essential literature and case study examples, approved the submitted version. JE: conception, design and initial draft, developed the theoretical formalism for learning health system framework, approved the submitted version. All authors read and approved the final manuscript.

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Teede, H., Cadilhac, D.A., Purvis, T. et al. Learning together for better health using an evidence-based Learning Health System framework: a case study in stroke. BMC Med 22 , 198 (2024). https://doi.org/10.1186/s12916-024-03416-w

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Received : 23 July 2023

Accepted : 30 April 2024

Published : 15 May 2024

DOI : https://doi.org/10.1186/s12916-024-03416-w

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