her and fur went to waste and animals had died for nothing. I couldn’t stay there any longer, their business practices threw m
e off the roof.” In May this year, Burberry announced it was taking fur out of its catwalk shows and reviewing its use elsewh
ere in the business. “Even though we asked the management, they refused to give us detailed answers as to why they would d
o this with their collection,” continued the source, who left her role within two weeks. She has since worked with another hig
h-profile, luxury label.
E) In an online forum post, which asked if it’s true that Louis Vuitton burned its bags, Ahmed Bouchfaa, who claimed to
work for Louis Vuitton, responded that the brand holds sales of old stock for staff members twice a year. Items which have sti
ll not sold after several sales are destroyed. “Louis Vuitton doesn’t have public sales. They either sell a product at a given pric
e or discontinue it. This is to make sure that everybody pays the same price for an item ,” he says. He goes on to disclose the s
trict guidelines around the employee sales: “You may buy gifts for someone, but they track each item, and if your gift ends up
online they know who to ask.” One investor commenting on the Burberry figures was reportedly outraged that the unsold goo
ds were not even offered to investors before they were destroyed.
F) Richemont, who owns several luxury brands, hit the headlines in May for taking back £437 million of watches for de
struction in the last two years to avoid marked-down prices. It’s not just luxury brands either. In October last year, a Danish T
V show exposed H&M for burning 12 tonnes of unsold clothing since 2013. In a statement, the high street retailer defended it
self by saying that the burnt clothing had failed safety tests: “The products to which the media are referring have been tested
in external laboratories. The test results show that one of the products is mold infested and the other product contains levels o
f lead that are too high. Those products have rightly been stopped in accordance with our safety routines.” In March, a report
revealed that H&M was struggling with $4.3 billion worth of unsold stock. The brand told The New York Times that the plan
was to reduce prices to move the stock, arguably encouraging consumers to buy and throw away with little thought.
G) Over-production is perhaps the biggest concern for Burberry. While there has been much outrage at the elitist conn
otation of burning goods rather than making them affordable, executives at the British fashion house are no doubt struggling t
o defend how they miscalculated production. The waste has been put down to burning old cosmetic stock to make way for the
ir new beauty range. However, while the value of destroyed stock is up from £26.9 million last year, it’s an even more signific
ant increase from 2016’s figure of £18.8 million, highlighting that this is an ongoing issue.
H) In September 2016, Burberry switched to a “see now, buy now” catwalk show format. The move was a switch to le
verage on the coverage of their fashion week show to make stock available immediately to consumers. This is opposed to the
traditional format of presenting to the industry, taking orders for production and becoming available in six months, time. Whil
e Burberry announced “record-breaking” online reach and engagement, there has been little evidence to suggest that the strat
egy has had a significant effect on sales, particularly as the hype(炒作)slows across the season. In February they made adjust
ments to the format, dropping some catwalk items immediately and promising that others would launch in the coming month
s.
I) In a statement, Burberry denied that switching to “see now, buy now” has had an impact on waste. A Burberry spokes
person further said, “On the occasions when disposal of products is necessary, we do so in a responsible manner. We are alwa
ys seeking ways to reduce and revalue our waste. This is a core part of our strategy and we have forged partnerships and com
mitted support to innovative organizations to help reach this goal.”
J) One such partnership is with Elvis & Kresse, an accessories brand working with reclaimed materials. Co-founder Kre
sse Wesling said, “Late last year we launched an ambitious five-year partnership with the Burberry Foundation. The main aim