Burberry Group Plc
Question
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Declaration of Original Work: I hereby declare that I have read and
understood BPP’s regulations on plagiarism and that this is my original work,
researched, undertaken, completed and submitted in accordance with the
requirements of BPP School of Business and Technology. The word count, excluding
contents table, bibliography and appendices, is ___ words. Student
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BSc Accounting & Finance
BSc Business Management
Business Risk Management
Coursework Assessment Brief
Submission mode: Turnitin online access
1. General Assessment Guidance
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module assessment, and you are required to achieve minimum 40% to pass this module.
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You should
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Cover sheet. Any submission without
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2. Assessment Brief
2.1. Organisation
BURBERRY GROUP PLC
2.2. Assessment Tasks
You have been asked to prepare a
professional risk report for a management committee of the organisation
mentioned above, within which you must address the following:
2.2.1. Define the organisational objectives which the
organisation intends to achieve and may be impacted by risks.
2.2.2. Define the regulatory context in which the firm
operates and manages its risks. This involves identifying the key regulators
and regulations that constrain the organisational practices.
2.2.3. Define a probable risk assessment method used by the
organisation to assess threats by presenting an appropriate risk scoring matrix
and outlining the risk acceptance threshold. Also detail what each scale in the
matrix means, for example, what does a score of 5 for Impact mean.
2.2.4. Develop a risk register (recommended templates
provided below) to identify risks (both
threats and opportunities) that could impact on organisational objectives.
The risks you identify can be from any area of the business. However, they must
be risks that are valid and relevant to the organisation. The risks you
identify should be supported by references to show the breadth of research you
have conducted. For each risk:
a)
Provide an appropriately detailed risk description
b)
List any existing
controls/actions that are in place, or can be reasonably expected to be in
place
c)
Critically assess the residual likelihood and impact of
each threat, taking into account the existing controls
d)
Provide the resultant residual risk rating based on the risk scoring matrix you defined
in 2.2.3.
e)
For any threats that fall above the risk acceptance
threshold, propose new/additional mitigation
actions based on current business and market research, as well as academic
theories.
f)
For any opportunities, propose new actions to enhance
the opportunity, based on current business and market research, as well as
academic theories.
2.3. Assessment Submission Structure
Your report must follow the
headings provided below and be written in a professional manner
appropriate for presentation to a management committee.
Cover Page
Table of Contents
Purpose of Report
Organisational Objectives Regulatory
Context
Risk Assessment Method
Risk Register
Tables (see below recommended templates
and note that the majority of the report word count should be presented in this
section) References
2.4. Recommended Templates for Risk Registers
Risk Register table for Threats (recommended
template)
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Risk Description (include research references) |
Existing controls (include research references) |
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Mitigation actions (include references) |
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Risk Register table for Opportunities
(recommended template)
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Risk Description (including research
references) |
Actions to enhance opportunity |
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3. Marking Guide (Student Version)
The assignment is marked out of 100.
The following table shows the mark allocation and the approach required.
Assignment Part |
Mark |
Approach |
2.2.1 Organisational Objectives |
5 |
Briefly and concisely
identify the main objectives that the organisation intends to achieve. These
objectives should be those that may be threatened or supported by the risks
(threats and opportunities) you identify in the risk register. Cite and
reference any research conducted. |
2.2.2 Regulatory Context |
5 |
Briefly and concisely
identify the main regulators and regulations that constrain the organisation,
concentrating on those that impact how the organisation conducts risk
management and/or the risks that it should manage. Cite and reference any
research conducted. |
2.2.3 Risk assessment method including risk
scoring matrix and risk acceptance threshold |
10 |
Using a matrix similar to
that covered in the module teachings (Assessing Risk topic) define likelihood
and impact scales used to calculate risk rating in the risk register for
threats. Briefly and concisely explain the scales or provide qualitative descriptions
for the scales. Briefly and concisely
explain which risk scores/ratings fall without or outside of the risk
acceptance threshold. You may explain this in written form, in a table, or
graphically using a line on the risk scoring matrix. The aim is to ensure
the marker can clearly see how the residual risk rating in the risk register
is derived and why you have included mitigating actions for some risks and
not others. You may choose to create
your own risk scoring matrix and scales, or use an existing one as long as it
is cited and referenced. If you choose to use any of the risk scoring
matrices covered in this module, for an excellent outcome you should only use
it as a starting point and develop it further. |
2.2.4 (a) Risk descriptions for each identified
risk (both threats and opportunities). |
30 |
There is no set number
of risks to aim for. Instead, the aim is to demonstrate you can identify
relevant risks in an organisation and that you can describe these risks
appropriately. To demonstrate this and achieve an excellent outcome: 1.
Ensure you research widely and include risks that can
be linked to the organisation’s objectives and context. 2.
Only include risks that are valid and relevant to the
organisation by providing evidence of sources of information used. Use
research to explain the identified risks (FT.com, Annual Report, recent news
sources) using appropriate references.
News sources are valuable, they provide more recent information about
risks e.g.: size of recent fines. All
research material needs to be applied to the organisation you |
|
|
are developing the
register for, for example, if the economy is expected to reduce sales in the
sector, focus on impact of this on the organisation you are studying. 3.
Include both threats and opportunities. Opportunities
may be presented in a separate risk table to improve clarity, as suggested by
the recommended risk register templates in section 2.4 above. 4.
Identify a wide range of risks. These can be from any
area of the business. For example, internal, external, strategic,
operational, environmental, regulatory, reputational, health and safety,
technology, business continuity, employee relations, etc. 5.
Risk descriptions should be clear, appropriate and
follow a standard format, for example: risk event, cause,
consequences/impact. The quality and clarity of your risk descriptions will
be considered. 6.
In the risk description, ensure you articulate the
organisational objective the risk is impacting. 7.
The risk description should be complete enough to
support risk assessment, i.e. it needs to include some details that allow an
assessment of likelihood and/or impact of the risk. |
2.2.4 (b) Existing controls |
15 |
Note
any existing controls that are in place for threats. The controls you take
account of should each be briefly described with supporting references. This
is required for identified threats, but can be omitted in the section of the
register for identified opportunities. For clarity, you may number the
controls in this section. Cite the organisation’s or industry information or
evidence from sources such as news reports to support your view. |
2.2.4 (c) and (d) Residual likelihood, impact and risk rating
|
15 |
The aim is to demonstrate
you understand residual risk and can reasonably assess the likelihood and
severity of identified risks. To demonstrate this and achieve an excellent
outcome: 1.
The likelihood, impact and risk ratings included in
the risk register should reflect ‘residual’ risk – taking account of any
noted existing controls. 2.
You need to first gain an understanding of the
inherent risk rating, i.e. what would be the likelihood and impact without
any controls, and then consider whether the existing controls are influencing
the likelihood or impact of the identified risks. 3.
Score each identified risk for likelihood and impact
using the risk scoring matrix you defined in task 2.2.3. For example, if
using the risk scoring matrix covered in the module teachings, you would mark
likelihood (1 [low] – 5 [high]) and impact (1- 5). 4.
Based on the likelihood and impact scores, use your
defined risk scoring matrix to identify the corresponding risk rating. 5.
The likelihood, impact and risk ratings should be
reasonable in light of the risk and existing controls you have
articulated. |
2.2.4 (e) and (f) |
15 |
The
aim is to demonstrate you can apply your knowledge and research to suggest
valid and reasonable actions for risks. To |
Mitigating actions for threats Actions to enhance opportunities |
|
demonstrate this and
achieve an excellent outcome: 1.
Consider which threats have a residual risk rating
above the risk acceptance threshold you defined in section 2.2.3. 2.
For those threats above the risk acceptance
threshold, identify new mitigating actions that you would recommend the organisation to take
in addition to any existing actions/controls taken by the organisation
already. 3.
For any opportunities, identify new actions that you
would recommend the organsiation take to enhance the opportunity, i.e.
increase the likelihood of the opportunity occurring or the impact if it
occurs. 4.
Use knowledge from other modules you have studied to
develop actions clearly linked to the risk description you have provided.
Supplement your knowledge with business and academic references where needed
to support your suggestions. This is
your opportunity to provide consultancy advice to the organisation. You may
also decide to conduct further research as to how other companies have
handled similar risks. 5.
Note that to gain marks for this section, you should
include mitigating actions for at least some risks, even if none of the risks
are above the risk acceptance threshold. |
2.3 Structure and References |
5 |
Structure – Overall Your
overall report should be presented in a suitably professional style and
format. Ensure you follow the Assessment Submission Structure by providing
all the stated sections/headings. Structure - Risk Register The
majority of the report word count should be presented within the risk
register, as this is where they majority of marks are allocated. Sort the
risks in the register so that the highest scoring threats are at the
top. It is recommended that opportunities
are presented in a separate risk table in the report. References Use
the Harvard Referencing System, ensuring you cite your references within the
body of the report, not just provide a list of references at the end of the
report. You must demonstrate that you have researched and gathered data from
a wide range of sources to create your report. Marks will be allocated for
good quality, wide-ranging, up-to-date and relevant resources. |
Total |
100 |
|


Solution
Burberry Group Plc
Introduction
Burberry Group PLC, known as
Burberry, is an international luxury fashion brand based in London. The company
was founded in 1856 by Thomas Burberry and has been owned by Italian
businessman Gobbetti since 2017. It operates through four segments: Retail, Licensing,
Wholesale, and Others. Its products include clothing for men, women, and
children; accessories; shoes; luggage; fragrance; eyewear; cosmetics; home
furnishings; bedding; blankets, and throws. In addition to its retail
operations, Burberry also sells products through licensing agreements with
third-party retailers such as department stores (such as Selfridges), specialty
boutiques (such as those operated by Browns), and department stores (Galeries
Lafayette), multi-brand boutiques including Colette in Paris). This report evaluates
the current state of risk management within Burberry Group PLC, highlighting
areas that require improvement and providing examples of good practice.
Purpose of Report
This report aims to assess the risks
that are likely to affect the future of Burberry Group PLC. The report will be
prepared for a management committee and comprise a section on risk management,
which will address how the company can manage its current and future risks. The
report will address both the specific risks and threats that have been
identified and a review of the effectiveness of their risk management
strategies. The report will also contain an analysis of the key risks facing
the company and how they may impact its performance.
Organizational Objectives
The company’s vision is to be a
leading global luxury brand with an iconic British heritage and a strong
international presence. The mission statement is to create world-class products
that embody the spirit of Britishness. The company has identified four priority
growth markets: China, India, Japan, and Korea ( Zozulya, Radomski, Boey,
Lozanoski, Nathani, and Sheppard, 2015). These countries have been selected for
their potential for growth and their ability to meet the company’s brand needs
in terms of infrastructure, manufacturing capacity, and workforce skills. The
company will also continue developing its presence in key European markets such
as Germany, France, and Italy. It currently derives a significant proportion of
its sales revenue. The organizational objectives of Burberry Group PLC are to:
1. Design and manufacture innovative
luxury products available in multiple channels and locations worldwide;
2. Develop new brands and concepts
within the luxury fashion sector;
3. Deliver exceptional customer
experiences through retail stores, e-commerce, social media, and digital
marketing;
4. Create long-term shareholder
value by investing in brand development and growth opportunities for the
business;
5. Operate a sustainable business
model focused on optimizing efficiency, and reducing waste and emissions across
our supply chain; ( Zozulya, Radomski, Boey, Lozanoski, Nathani, and Sheppard,
2015).
6. Maintain strong relationships
with our stakeholders, including employees, suppliers, consumers, investors,
regulators, and other stakeholders, based on mutual trust, respect, and
transparency;
7. Ensure high levels of ethical
conduct throughout the organization;
The Regulatory Context
The financial services sector is
highly regulated. As a result, the regulatory context in which the Burberry
Group plc operates and manages its risks is complex and multifaceted. The firm
operates in several jurisdictions and is subject to different regulatory regimes.
Regulations
The first regulation is the Bribery
Act 2010 (BA). This act makes it illegal to offer, promise or give someone
anything with the intent to influence them or someone else to gain an advantage
to commit fraud or another offense. It also makes it illegal for someone to
accept such an offer or promise. The act applies to anyone working for or
providing services to a business (including an individual). It is based on the
premise that bribery can be used to good corrupt governance (Bribery Act 2010).
The second regulation is the Money Laundering Regulations 2007 (MLR) (Sequeira,
2020). This law was introduced as part of efforts by the UK government to
combat money laundering activities following the 9/11 attacks (Money Laundering
Regulations 2007). The third regulation is the Data Protection Act 1998 (DPA).
This law gives people specific rights regarding their data, such as access to
information about them, correction of inaccurate records, and anonymity.
Organizations
The regulatory context in which the
firm operates and manages its risks is defined by the (FCA) and the (PRA). The
FCA is responsible for protecting consumers and promoting competition, while
the PRA regulates banks, credit unions, building societies, insurers, and
investment firms. The FCA has three objectives: protecting consumers,
maintaining market integrity and confidence in the UK financial system, and
promoting effective competition.
The FCA has several areas it focuses
on:
● Protects consumers and markets from
harm, whether caused intentionally or not;
● Conducts market research to ensure
that consumers have access to products that meet their needs;
Enforces(Sequeira, 2020)
● Compliance with laws and
regulations;
● Helps to develop law by advising
Parliament and government departments;
● Promotes awareness of financial
education.
● Other organizations that provide
regulations that apply to Burberry are those set out by the FSA and MHRA. The
FSA regulates food safety, whereas the MHRA regulates medicines, medical
devices, cosmetics, and veterinary medicines. Both organizations have similar
aims but take a different approaches to achieve these aims:
FSA – Assisting consumers to make
informed choices about food safety;
MHRA – Protecting public health by
ensuring that all medicines, medical devices, and cosmetics are of acceptable
quality, safe and effective.
Risk Assessment Method
Risk management is an important part
of the organization’s strategy. A risk assessment matrix assesses threats by
presenting an appropriate risk scoring matrix and outlining the risk acceptance
threshold. The organization uses a risk assessment method called the Balanced
Scorecard (BSC) as a framework for managing risk (Roberts, and Piller, 2016).
The BSC has four perspectives: financial, customer, internal business process,
and learning & growth. Each perspective is measured using a balanced
scorecard with four strategic goals and three key performance indicators
(KPIs). In addition, each goal has an associated weighting, which indicates its
importance to the organization. The Balanced Scorecard allows the organization
to identify and manage risks quantitatively. It also provides a mechanism to
monitor the effectiveness of current strategies and identifies areas where
improvements can be made.
Risk Scoring Matrix
The risk scoring matrix below shows
the relationship between impact, likelihood, and potential exposure in terms of
their potential impact on the organization’s performance over time. It also
shows how each element is scored within each category based on its relative
importance when assessing threats:
The organization has a defined risk
assessment method that uses a risk scoring matrix. The following is the matrix:
-Impact: 0 to 5;
- Likelihood: 0 to 5;
- Consequences: 0 to 5.
The organization has set a threshold
of 3 for each scale as below:
Impact (0-5) - A score of 0 means no
impact on the business, such as low or no impact on revenue and profit. A score
of 1 means some impact, but internal resources can manage it, for example, lost
customers due to poor service ( A score of 2 means a significant impact on the
business, such as lost customers due to poor service, which cannot be managed
internally, or loss of reputation due to fraud(Stevenson, and Cole, 2018). A
score of 3 means that there will be a major impact on the business, such as
lost customers due to poor service, which cannot be managed internally and loss
of reputation due to fraud which cannot be managed internally, and loss of
reputation due to fraud which cannot be managed internally and loss of
reputation due to fraud which cannot be managed internally and loss of
reputation due to fraud which cannot be managed internally and loss of
reputation.
The acceptance threshold is where
management will decide what they are prepared to accept as part of their risk
management process. For example, suppose the organization has set an acceptance
threshold at 5 for impact (Stevenson, and Cole, 2018). This means that any
threats with an impact score of 5 or above will not be accepted by management
as part of their risk management process and will therefore not be mitigated by
them either.
The risk acceptance threshold will
be based on the value of assets at risk or potential loss from a potential
threat. The organization has identified that it will not accept any threat with
a score higher than 5 in terms of impact as this would cause significant damage
to its brand image and reputation, which would have long term effects on sales
revenue and profits due to consumer confidence being lost in the company
products or services being supplied by them.
2.4. Recommended Templates for Risk Registers
Risk Register table for Threats (recommended template)
|
Risk Description
|
Existing controls
(include research references) |
Likelihood |
Impact |
Rating |
Mitigation actions
(include references) |
|
Financial Risk The financial risk for the company
is low as it has a strong working capital management that helps it to meet
its payment obligations and repay its debt obligations on time.
|
The organization has implemented
several controls to manage this risk, including
•Cash flow forecasting: The
organization uses cash flow forecasts to ensure that adequate funds are
available to meet upcoming commitments and liabilities. •Profitability control: The
organization uses profitability control to monitor how well the business is
performing concerning the sales target set at the beginning of each period
(quarterly or annually).
|
The residual likelihood is low,
because the company has high capital adequacy ratios and liquid assets. This
means that it can withstand any negative impacts on its business performance. |
The impact of the threat is
moderate, because there may be some disruptions in customer service due to IT
system failures, but it will not affect the overall performance of the
organization. |
2 |
2. Financial risk mitigation
strategies:
a) Developing an appropriate
financial reporting structure and ensuring it is used consistently. b) The company should start hedging
its currency exposure by implementing foreign exchange forward contracts to
protect itself against adverse movements in the GBP/USD exchange rate (Power,
and Hauge, A., 2008 |
|
Regulatory Ris This is the risk associated with changes in
regulation that could impact the organization. The key regulatory risk faced
by Burberry Group PLC is related to Brexit. The company may have to relocate
its headquarters if it does not get a favorable Brexit deal.
|
The organization has implemented several
security controls, including: -
Access control through passwords, logins, and permissions; -
Authentication by username and password; -
Encryption of data using 128-bit encryption on all data stored in hard
drives; -
Restriction of access to sensitive information through the use of
role-based access control (RBAC). All employees are required to
complete training in relation to compliance matters on an annual basis
(Pardal, 2021). All staff members have been made
aware of their responsibilities under legislation governing personal data and
how it should be handled within the organization. The company has a data protection
officer (DPO) who is responsible for monitoring compliance with GDPR and
other data protection legislation in Europe. |
The residual risk is high as there
is still some uncertainty about how foreign firms will be regulated. Moreover,
if regulators impose strict rules on foreign firms, it could result in higher
costs for them, affecting their ability to compete with local companies. |
a) The introduction of new laws or
regulations which could potentially affect how we do business or our
organizational structure;
b) Significant changes in tax
rates or other financial reporting requirements
|
5 |
Implementing an ERP system would
help regulate the company’s operations by ensuring that all operations follow
the same procedures and policies across all countries where the company
operates. |
|
Credit risk In this case, there is no credit
risk as the organization has a good reputation for its business activities
(McMaster et al., 2020). been operating for a long time, and it has built up
a good relationship with its customers, suppliers, and employees. The company
is also well known in the market, and they can attract many customers because
of their good reputation. |
The company has put in place a
credit management team that assesses the creditworthiness of each customer
and determines whether they should be allowed to trade on credit. The company
has also implemented a system where all transactions are recorded
electronically so that it is easy to keep track of them.
|
The likelihood of fraud occurring
is low as extensive checks are made on customers before they are. Allowed to
trade on credit (Ohkita, 2017).
|
The impact of this threat can be
minimized by conducting regular reviews on past transactions and maintaining
accurate records of all transactions conducted. In addition, monitoring the
accounts receivable periodically will ensure that any potential risks can be
promptly identified before they turn into losses.
|
1 |
1) Continue monitoring credit risk
exposure regularly, particularly vendors with weak financial positions or
high indebtedness levels;
2) Offer financial incentives to
vendors with strong financial positions (Ohkita, 2017).
|
Risk Register table for Opportunities (recommended template)
|
Risk Description (including research references) |
Actions
to enhance the opportunity |
|
a. Customer awareness of new
products and services, especially in emerging markets.
|
-The first step is to identify
which products or services are the most important ones for the company. These
products or services must be profitable and have a large potential in
developing countries like China and India (Moore and Birtwistle, 2004. -Increase marketing activities and
spend more money on advertising campaigns for the new products or services in
emerging countries.
|
|
b. Gaining market share from
competitors through new product launches or service enhancements.
|
Create a new product or service
that any competitor has not offered. The company can consider launching its
own line of fragrances, cosmetics, bags, and other accessories. This will
help them gain greater market share and compete with other brands. Update your existing products or services
to make them relevant to customers. These strategies are very effective
because they are simple and straightforward (Zozulya et al., 2015).
|
|
c. Maintaining high levels of
customer satisfaction through consistent service quality across all channels
and locations.
|
The company should implement more
innovative strategies to improve its customer service, such as: -Improving the online experience
so that customers can access all the information they need in one place; -The company should improve their
customer service by providing special offers to loyal customers in order to
keep them happy. The company should also take into consideration the needs of
the customers and provide them with what they want rather than what they
need.
|
Conclusion
In conclusion, this paper has
presented a risk and opportunity assessment of The Burberry brand known for its
iconic designs and high-quality products. The brand has expanded over the years
to include dress coats, raincoats, sportswear, and accessories, including
handbags and shoes. The regulatory environment in which Burberry operates is
the UK’s Financial Conduct Authority (FCA). The FCA is the UK’s independent
regulator of financial services. The company has adopted several policies and
procedures to comply with regulatory requirements. The most important
regulation that applies to the company is the Bribery Act which began in 2011.
This legislation prevents organizations from paying bribes to secure business
or political advantage anywhere globally. It also prohibits individuals from
receiving or accepting bribes as part of their job responsibilities.
References
Moore,
C.M. and Birtwistle, G., 2004. The Burberry business model: creating an
international luxury fashion brand. International
Journal of Retail & Distribution Management.
Ohkita,
K., 2017. Coopetition through International Luxury Brand Licensing: Burberry in
Japan. In Global Opportunities for
Entrepreneurial Growth: Coopetition and Knowledge Dynamics within and across
Firms. Emerald Publishing Limited.
McMaster,
M., Nettleton, C., Tom, C., Xu, B., Cao, C., and Qiao, P., 2020. Risk
management: Rethinking fashion supply chain management for multinational
corporations in light of the COVID-19 outbreak. Journal of Risk and Financial Management, 13(8), p.173.
Pardal,
MAMMDC, 2021. Equity valuation of
Burberry Group Plc (Doctoral dissertation).
Power,
D. and Hauge, A., 2008. No man’s brand—brands, institutions, and fashion. Growth and Change, 39(1), pp.123-143.
Roberts,
D.L. and Piller, F.T., 2016. Finding the right role for social media in
innovation. MIT Sloan Management Review,
57(3), pp.41-47.
Sequeira,
M.A.B., 2020. Burberry, tisci and
streetwear (Doctoral dissertation).
Stevenson,
M. and Cole, R., 2018. Modern slavery in supply chains: a secondary data
analysis of detection, remediation and disclosure. Supply Chain Management: An International Journal.
Zozulya,
D., Radomski, D., Boey, E., Lozanoski, H., Nathani, A. and Sheppard, J., 2015.
Burberry Group PLC.



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