two female CEOs of blue-chip UK

n amid a luxury slowdown prompted by government austerity. Part of that success comes down to reviving its once declining brand. Luxury brands like  Hermes lindyLouis Vuitton have seen some of their cachet squandered as cheaper knock offs run rampant. By contrast, Ahrendts cut back on a brand licensing agreement that allowed the Burberry name to appear on third-party products and worked on restoring the brand’s novelty.iddle Eastern streets, Sobaihi takes her audience deep inside the hidden rooms of Saudi Arabian women, playing characters grappling with questions of love, marriage and divorce.

It's a rare glimpse into an intensely private world. But since she first started performing "Head over Heels in Saudi Arabia" seven years ago, Sobaihi has been touched by the huge number of women telling her how much they associated with her Hermes faux crocodilecharacters -- +9 million) in Burberry's 2012-13 financial year, will be looking to do better than the last CEO of a UK retailer who left London to join Apple - John Browett, who quit Dixons to head the iPad and iPhone maker's global retail expansion in 2012. He left six months later. Ahrendts was the highest paid FTSE 100 boss in Burberry's 2011-12 financial year.

Her exit will leave just two female CEOs of blue-chip UK companies - Alison Cooper of Imperial Tobacco and Carolyn McCall of easyJet, despite a government-backed campaign to increase the number of women in top executive jobs. Moya Greene, the boss of Britain's newly privatised Royal Mail postal service, is likely to join them later this year when it enters the benchmark FTSE-100 index. Ending the company’s franchise agreement in China also gave Burberry more control in marketing its brand to choosier customers. The cheap hermes bagcompany now sells more to customers in heavily designed Burberry stores (paywall) than in department stores, which pay less attention to heightening individual brands