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UK Womenswear Retailers 2009
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Caracteristicas de este estudio de mercado: | 289 Pages | |||||||||
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Introduction
Verdict Research: UK Womenswear Retailers 2009 delivers comprehensive analysis of the key issues facing retailers in the sector as well as highlighting key growth opportunities. It prof.....
Introduction Verdict Research: UK Womenswear Retailers 2009 delivers comprehensive analysis of the key issues facing retailers in the sector as well as highlighting key growth opportunities. It profiles the top 10 operators in the market and each profile provides a detailed overview including key operating statistics, trading records and store and space data. Scope *Spending trends in clothing, womenswear, menswear, childrenswear and accessories 1999-2009e *Comprehensive profiles and outlooks for the ten largest operators in womenswear including key operating statistics and store and space data *The womenswear market is analysed in detail and includes unique market share information on the leading operators and main channels of distribution *Analysis of a selection of small but influential womenswear retailers and the impact they are having on the market Highlights With the country officially in recession, consumers have been cutting down on non-essential spending and womenswear has been no exception. This, together with unemployment rising, is having a knock on effect on the sector and Verdict estimates total womenswear sales will be down 0.9% in 2009 the first decline in over 20 years. The recession has provided a welcome boost for value retailers in 2009, benefitting from consumers trading down. But as economic conditions improve value retailers must try and retain customers through developing clear range segmentation and improving retail formats as well as fully utilising the online channel. While price remains important to female shoppers it is less so as they get older with quality, service and convenience all becoming more prominent loyalty drivers. Given an ageing population profile retailers must be aware of these changes and adapt business strategies to reflect them. Reasons to Purchase *Use Verdict's analysis of the key market issues to guide future strategies and maximise sales and profits *Benchmark your performance against the 10 leading womenswear retailers' key operating statistics and growth plans *Comprehensive consumer spending information of all the clothing sectors sets the context for the market Report Highlights [Cerrar las informaciones del articulo de mercado] |
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CHAPTER 1 EXECUTIVE SUMMARY 6 Key findings 6 Womenswear expenditure will decline by £174m in 2009• ... 6 ... despite inflation returning for the first time in a• decade; 6 Value retailers' sales are boosted by trading down in recession• ... 6 ... but they must prepare post-recession strategies;• 6 Midmarket retailers protect market share through investing in• product to encourage trading up; 6 Consumer trends begin to favour quality, service and• convenience; 6 The female population profile is ageing but women are• maintaining a younger mindset, making fashion and design more important than ever; 6 Lifestyle retailers are meeting demand for design, service, and• premium experience 6 Online growth slows but potential remains, particularly in value• sector; 6 International expansion remains an important growth vehicle and• requires substantial investment in distribution and logistics. 6 Main conclusions 7 Retailers forced to raise their game as expenditure declines 7 Womenswear expenditure will decline by £174m in 2009 ... 7 ... despite inflation returning for the first time in a decade 7 Surviving retailers benefit from casualties 7 Recession provides welcome boost for value clothing retailers ... 7 ... but they must prepare for post-recession market changes 8 Smaller lifestyle retailers build in popularity ... 8 ... as market towns prove a bigger draw 8 And midmarket retailers begin to find ways of maintaining their market share 8 Consumer trends begin to favour quality, service and convenience ... 9 ... as women maintain a younger outlook for longer 9 Online continues to offer opportunities, but growth becomes more challenging 9 Retailers must prepare for international expansion 9 CHAPTER 2 MARKET ANALYSIS 10 Market definition and analysis 10 First decline in womenswear expenditure in over 20 years 10 Clothing market spending trends 12 A shrinking clothing market 12 Womenswear in context of clothing market 13 More resilient than menswear 13 Womenswear spending trends 15 Inflation returns in 2009 15 Retail distribution 19 Clothing: grocers advance with mail order now in sights 19 Womenswear: department stores hold off grocers 20 CHAPTER 3 COMPANY DATA ANALYSIS 21 Clothing market shares 21 Grocers continue to grow share 21 Womenswear market shares 22 Matalan and Primark forge ahead in 2009 22 Winners and losers 23 Winners are value retailers except Debenhams in womenswear 23 Key operating statistics 28 Growth continues at a slower rate 28 Sales vs space growth 29 Specialists lose sales despite increasing space 29 Womenswear sales densities 31 Sales densities drop as space increases 31 Space allocation 33 Casualwear continues to dominate 33 Advertising media expenditure 35 Advertising spend cut in recession 35 CHAPTER 4 OUTLOOK 38 Drivers of loyalty 38 Older women want quality, service - young ones demand convenience 38 All women more price-conscious in recession 38 But price as a driver is still dependent on age 38 Recession increases its importance 39 Higher quality concerns 40 New shopping experiences 41 Female demographic opportunities 43 Ageing population profile 43 25-34s younger for longer - but time pressures increase 44 Women delay childbirth 44 Women feel younger for longer 44 These customers have a far broader set of range needs ... 45 ... but are far more time constrained 45 45-54s demand more from their clothing 45 While the population is ageing, women's mindsets are not 45 Price less important as women get older, but remains a consideration 46 Many have more time on their hands 46 65+ broader set of needs 46 Not a homogeneous group 46 Price far less a driver 46 Shopping styles polarise towards each end of age spectrum 47 Quality and service increase in importance 47 Price inflation 48 Returns after a decade of deflation 48 Weak pound causes inflation to return in 2009 48 Market entrants 49 Fashion premium sector attracts interest 49 Retailer casualties - opportunities 51 Clothing and footwear most impacted by casualties 51 Opportunities for womenswear retailers 52 Maximise sales at store level 52 Contemporary womenswear offers largest opportunity 52 Consolidation in value sector 53 Online presence toughens 54 Key drivers of online success 54 Zoning helps to optimise online merchandising 54 Prevent shoppers from going elsewhere by cross-selling 55 Refining and categorising products can personalise the shopping experience 55 Innovation is essential in this marketplace 55 Social media and communication are essential 55 Opportunities remain for newcomers 57 Online opportunities 59 Declining store sales make online more enticing 59 Implications of online retailing 60 Cannibalisation of store sales will occur 60 Online and store sales will work hand in hand 60 International expansion drives growth 61 Retailers look elsewhere as UK becomes increasingly saturated 61 Franchises allow retailers to dip their toes in a new market 62 Expanding internationally is highly challenging ... 63 ... but provides many opportunities 64 H&M good example 64 Retailers must prepare for international expansion 64 Outlook summary 65 Womenswear strategy overview 65 Recession impacts drivers of loyalty 65 Women choose a more pleasurable shopping experience 65 As the female demographic develops, requirements change 65 The return of inflation in womenswear 65 Fashion premium segment attracts new entrants 65 Increased saturation causes online market to become harder 66 International offers growth but requires investment to gain full benefits 66 CHAPTER 5 ARCADIA GROUP 67 Looks further afield for expansion 67 Recent key events 68 Sights set on world domination 68 International expansion high on agenda. 68 Sir Philip's media involvement will also support international growth 68 Celebrity collaborations key to Arcadia's strategy 69 Bhs and Arcadia to merge 69 Repositioning of brands 69 Propositions 71 Arcadia distances brands from value retailers 71 Financials 76 Suffers in recession 76 Erratic like-for-like sales performance 78 Sales to return to slight positive territory 81 Developing online offer 82 Space 83 Expansion through Bhs and standalones 83 Space allocation 85 Sector performance - womenswear 90 Space productivity declines 90 Market share set to stabilise 92 Outlook 93 Opportunities remain, but Arcadia must not spread itself too thinly 93 Merger will substantially boost market share 93 Relocation strategy will help manage costs ... 93 ... but care needed with DP 93 International offers opportunities - but requires logistical support 94 Media plans will also support international growth 94 Wallis - short term opportunities but long term risk 94 Dorothy Perkins must stay focused on core customer 95 CHAPTER 6 ASDA 96 Improvements raise sales 96 Recent key events 97 New initiatives provide support for growth 97 George launches online 97 Coleen cut 97 Schemes to drive clothing sales 97 Refreshing George image 97 £30m to upgrade inline with M&S and Next 97 George HQ 98 Focus on non-food strengthens 98 Store innovations will increase competitiveness 98 Social networking aims to improve business transparency 98 Advertising reiterates brand image 98 New CEO for Wal-Mart 99 Asda reshuffles with new COO 99 Comprehensive George team 99 Proposition 100 Value proposition begins to attract a broader demographic 100 Financials 102 Trading performance provides positive outlook 102 Three years of sales growth recovery gets Asda back on track 105 Space 106 Expansion slows, with focus on Asda Living 106 Sales denisities step up 107 Space allocation 108 Sector performance - womenswear 110 Improved sales performance provides encouragement for 2009 110 Market share gradually increases 113 Outlook 114 Further developments will improve George's value fashion credibility 114 Investment in product quality was overdue 114 Rivals threaten Asda's clothing credentials 114 Improvements still to be made to clothing shopfits 114 Online offer needs to stay one step ahead 114 Asda Living stores will benefit George sales 115 Enjoyable experience 115 Moda and Boston Crew launches were wise moves 115 CHAPTER 7 DEBENHAMS 116 Wide price architecture works well in recession 116 Recent key events 117 Develops product offer 117 Focus on own brands to drive profits 117 Reduces other brands 117 And buys up Principles stock 117 Responds to price-conscious consumers needs 118 Reduction of debt 118 Corporate changes 118 Proposition 119 Broad brand portfolio attracts a wide customer base 119 Financials 120 Positive trading performance 120 Sales grow at slower rate 124 Debenhams Direct grows impressively 125 Space 126 Expansion of space has driven sales growth 126 Space allocation 128 Sector performance - womenswear 130 Womenswear continues to grow - albeit at a slower rate 130 Debenhams to win market share in 2009 132 Outlook 133 Differentiation key 133 Designers at Debenhams drive success 133 Broad customer base provides resilience in recession 133 Own brands continue to be a focus but concessions are still important 133 Debt reduction still an issue 134 Inflationary pressure 134 Debenhams differentiates well from competitors 134 CHAPTER 8 M&S 135 Market leader under fire 135 Recent key events 136 Devising a post-recession strategy 136 Marks & Spencer could do without succession distraction 136 Doing the right thing 136 Womenswear - scatter gun approach, or filling gaps? 137 Per Una loses identity 138 AW 2009 offers opportunity to recover share 138 Strategy to improve operations and grow market share 138 Greater efficiencies and cost cutting 139 125th anniversary marks change in marketing 139 Plan A core to marketing in 2009 139 M&S Direct heads for full multichannel operation 140 Proposition 141 Financials 142 Trading performance disappoints 142 Clothing drags down overall sales 145 Sales decline again in UK after three years of gains 147 Modest target for online sales 148 Space 149 Expansion of space key factor behind growth 149 Sales densities decline 150 Space allocation 152 Sector performance - womenswear 154 Sharp decline in sales and space productivity after three years of growth 154 Market share set to stabilise 156 Outlook 157 M&S size still dominates but it needs speedy execution of growth strategy 157 Marks & Spencer hit hard by consumer downturn 157 Clothing business underperforms competitors 157 Requires review of segmentation and targeting of ranges 157 Execution is key to delivering strategy 157 E-commerce is a major advantage for clothing 158 Profitability under pressure 158 International business can provide scale economies 158 Succession question is an underlying problem 158 M&S will be a market survivor but faces strengthening competition 159 CHAPTER 9 MATALAN 160 Renaissance for value retailer 160 Recent key events 161 Business improvements attract new customers 161 Online attracts new customers as well as higher average spend 161 Extending sub brands widens target market 161 Improved store experience reaps rewards 162 Advertising more low key 163 Middle East offers low risk expansion opportunity 164 Proposition 165 Financials 166 Like-for-like uplifts boost performance 166 Higher sales, better margin 168 Current trading highly encouraging 168 Space 170 Expansion on agenda again 170 Space allocation 171 Sector performance - womenswear 173 Gains share once more 173 Constant need to drive footfall to stores 174 Gains market share once more 175 Outlook 176 Strategy delivers growth and boosted further by recession 176 Matalan profits from recession - and its own strategy 176 Womenswear will benefit from holistic improvements 176 Online offers further growth opportunities 176 Driving footfall is key 176 CHAPTER 10 NEW LOOK 178 Strong value credentials maintain market resilience 178 Recent key events 180 Shapes up for global assault 180 Strengthens corporate structure 180 Global expansion priority 180 Invests in advertising 180 ... using high profile celebrities to maintain fashion credentials 180 New brands widen customer base 181 Proposition 182 Widens price architecture with sub brands 182 Financials 183 Trading performance continues to impress 183 Space expansion and online drive sales growth 186 Online visitors increase rapidly 187 Space 189 Expands faster than sales 189 New Look continues aggressive space expansion internationally 190 Space allocation 191 Sector performance - womenswear 193 Womenswear sales continues to grow but at a slower rate 193 Market share grows consistently 195 Outlook 196 Competition with value end intensifies 196 New Look needs to justify price points through quality and design content 196 Key to grow customer base 196 New Look needs to review how it targets men 196 Office move could cause disruption 197 Exchange rates an increasing concern 197 CHAPTER 11 NEXT 198 Steps in right direction 198 Recent key events 199 A focus on range development helps the brand turn a corner 199 Strategies to reduce the impact of inflation 199 Increased markdowns from rivals will not tempt Next to follow suit 199 Launches ranges to entice new and existing shoppers 199 New sportswear 199 Expansion plans for Lipsy 200 The Directory benefits from online shopping trend 200 Proposition 201 Expanding ranges broaden appeal 201 Financials 202 Sales growth continues its decline 202 Despite a decline, operating margins remain high 204 Directory outperforms retail 205 Space 207 Growth in space slows, but larger sites are targeted 207 Space allocation 209 Sector performance - womenswear 211 2009 womenswear sales continue the declining pattern 211 Rivals compete for Next's market share 213 Outlook 214 Improvements still necessary to turn Next around 214 Runway collection must stand out from competition 214 Store refits need to be fashion-conscious too 214 Next must maximise its online potential 214 Branded offer needs further improvement 215 Range improvements add excitement to stores 215 More modern store formats encourage customers to return 215 Consistent pricing strategy will benefit Next 215 Tight stock management bodes well for the remainder of its financial year 216 Tight control protects profit 216 CHAPTER 12 PRIMARK 217 Opportunities remain abundant 217 Recent key events 218 Aims for more growth 218 Management change should cause minimal disruption 218 Reiterates ethical policy 218 Develops logistics 219 Proposition 220 Value fast fashion maintains appeal in recession 220 Financials 221 Strong growth continues into 2009 - albeit at slower rate 221 International space expansion continues to drive sales growth 224 Space 225 Primark continues with aggressive space expansion 225 Space allocation 226 Sector performance - womenswear 228 Growth of womenswear sales slows but is still commendable 228 Market share growth steadies - but Primark still threatens its womenswear competitors 230 Outlook 231 Primark well prepared for future growth 231 Recession plays into its hands 231 It needs to prepare for changing shopping habits post-recession 231 Better segmentation would target its large customer base more effectively 231 Online poses a growth opportunity 231 Investment in ethical issues will prove worthwhile 232 There are still great opportunities for Primark in the UK 232 CHAPTER 13 TESCO 233 Making progress in value clothing 233 Recent key events 234 Continuous initiatives to ride out of the recession on top 234 Investment in price cuts help sales recover 234 High expectations for online fashion 234 Re-launch refreshes the attraction of the Clubcard 234 The fight for freedom to expand isn't over yet 235 Tesco wins a round of the supermarket price wars 235 UK Cherokee sales suffer significant decline 235 International expansion continues to be a focus 235 Initial response to new underwear range positive 236 Proposition 237 Broad target market results in range lacking focus 237 Financials 238 Trading performance shows Tesco's ability to defy recession 238 Positive growth across sales and profit 242 Online sales growth is impressive despite hitting its lowest point 243 Space 245 Space continues to grow cautiously 245 Clothing sales densities fail to impress 246 Space Allocation 248 Sector performance - womenswear 250 Disppointing sales for womenswear with growth at a new low 250 Market share remains stable 252 Outlook 253 Tesco must raise its game in clothing 253 Tesco has lost its way in providing value clothing 253 Improvements in visual merchandising would help boost sales 253 Rises in inflation may not impact customers 253 Online clothing opportunity will close the gap on competitors 253 Online branded offer is ambitious 254 Sainsbury's is a looming threat 254 CHAPTER 14 TK MAXX 255 Buoyant through economic downturn 255 Recent key events 256 Building on strong foundations 256 Developing an infrastructure to support expansion 256 Central London targeted for new stores 256 Invests in technology to improve efficiency 257 Online presence eventually arrives 257 New face heads marketing 257 Proposition 258 Discounted brands appeal to price conscious customers in recession 258 Financials 259 Positive performance in a difficult climate 259 Operating margin improves despite new store investment 262 Space 263 As UK growth slows the Continent offers opportunities for expansion 263 Space allocation 264 Sector performance - womenswear 265 Sharp decline in sales growth in the last two years 265 Market share continues to grow 267 Outlook 268 Growth available from all angles 268 Expansion driven by European developments 268 Model attractive in the economic downturn 268 E-commerce opportunities would increase growth and market share 268 Customer base would grow from city centre stores 269 CHAPTER 15 SMALLER RETAILERS 270 Produce sales growth of up to 90.0% 270 Fat Face 271 Casual brand for stylish, active customers 271 Hobbs 273 Expands customer base 273 Jack Wills 276 Lifestyle brand for young, affluent customers 276 Reiss 278 Design, quality and service create exclusive feeling 278 Whistles 281 Targets younger audience 281 White Stuff 283 Feel of an independent store 283 Outlook 285 Differentiation key 285 CHAPTER 16 GLOSSARY 288 Financial Statistics - VAT 288 Trading Profile 288 Key Operating Ratios 288 Physical Development 289 Abbreviations 289 [Cerrar la tabla de contenidos] |
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List of Tables Table 1: Womenswear market definition 2009 10 Table 2: Clothing consumer spending trends 1999-2009e 12 Table 3: Clothing market spending trends 1999-2009e 13 Table 4: Womenswear consumer spending trends 1999-2009e 15 Table 5: Womenswear market inflation 2004-2009e 17 Table 6: Retail distribution of clothing expenditure 2008 and 2009e 19 Table 7: Retail distribution of womenswear expenditure 2008 and 2009e 20 Table 8: Clothing market shares 2004-2009e 21 Table 9: Womenswear market shares 2004-2009e 22 Table 10: Clothing retailers key UK operating statistics 2008/09 28 Table 11: Womenswear space allocation 2009 33 Table 12: Leading clothing retailers advertising spends 2003-2008 35 Table 13: Leading clothing retailers spends per media type 2008 36 Table 14: Arcadia Group company overview 2009 67 Table 15: Dorothy Perkins retail proposition 2009 71 Table 16: Evans retail proposition 2009 72 Table 17: Miss Selfridge retail proposition 2009 73 Table 18: TopShop retail proposition 2009 74 Table 19: Wallis retail proposition 2009 75 Table 20: Arcadia Group key operating statistics summary 2004-2009e 76 Table 21: Arcadia Group trading record 1999-2009e 81 Table 22: Arcadia Group store portfolio 2003-2009e 83 Table 23: Arcadia Group outlet numbers 2004-2009e 83 Table 24: Dorothy Perkins womenswear space allocation 2009 85 Table 25: Evans womenswear space allocation 2009 86 Table 26: Miss Selfridge womenswear space allocation 2009 87 Table 27: TopShop womenswear space allocation 2009 88 Table 28: Wallis womenswear space allocation 2009 89 Table 29: Asda company overview 2009 96 Table 30: Asda retail proposition 2009 100 Table 31: Asda UK key operating statistics summary 2003-2008e 102 Table 32: Asda trading record 1999-2008e 105 Table 33: Asda store portfolio 1999-2008e 106 Table 34: Asda womenswear space allocation 2009 109 Table 35: Debenhams company overview 2009 116 Table 36: Debenhams retail proposition 2009 119 Table 37: Debenhams UK key operating statistics summary 2004-2009e 120 Table 38: Debenhams results 2009 121 Table 39: Debenhams Group trading record 1999-2009e 124 Table 40: Debenhams UK store portfolio 1999-2009e 126 Table 41: Debenhams womenswear space allocation 2009 129 Table 42: Marks & Spencer company overview 2009 135 Table 43: Marks & Spencer retail proposition 2009 141 Table 44: Marks & Spencer UK key operating statistics summary 2004-09 142 Table 45: Marks & Spencer UK trading record 1998-2009 147 Table 46: M&S store portfolio 1999-2009 149 Table 47: Breakdown by store types in the M&S portfolio at March 2008 & 2009 151 Table 48: Marks & Spencer womenswear space allocation 2009 153 Table 49: Matalan company overview 2009 160 Table 50: Matalan retail proposition 2009 165 Table 51: Matalan UK key operating statistics summary 2004-2009 166 Table 52: Matalan trading record 1999-2010e 168 Table 53: Matalan store portfolio 1999-2010e 170 Table 54: Matalan womenswear space allocation 2009 172 Table 55: New Look company overview 2009 178 Table 56: New Look retail proposition 2009 182 Table 57: New Look UK key operating statistics summary 2004-2009 183 Table 58: New Look trading record 1999-2009e 186 Table 59: New Look UK store portfolio 1999-2009 189 Table 60: New Look store portfolio 2008 and 2009 190 Table 61: New Look womenswear space allocation 2009 192 Table 62: Next company overview 2009 198 Table 63: Next retail proposition 2009 201 Table 64: Next key operating statistics summary 2004-2009 202 Table 65: Next Brand trading record 1999-2009e 204 Table 66: Next Brand turnover and profits 2004-2009 205 Table 67: Next UK store portfolio 1999-2009 207 Table 68: Next womenswear space allocation 2009 210 Table 69: Primark company overview 2009 217 Table 70: Primark retail proposition 2009 220 Table 71: Primark UK key operating statistics summary 2004-2009e 221 Table 72: Primark trading record 1999-2009e 224 Table 73: Primark store portfolio 1999-2009e 225 Table 74: Primark womenswear space allocation 2009 227 Table 75: Tesco company overview 2009 233 Table 76: Tesco retail proposition 2009 237 Table 77: Tesco UK key operating statistics summary 2004-2009 238 Table 78: Tesco UK trading record 1998-2009 242 Table 79: Tesco store portfolio 1999-2009 246 Table 80: Tesco Space Allocation 2009 248 Table 81: TK Maxx company overview 2009 255 Table 82: TK Maxx retail proposition 2009 258 Table 83: TK Maxx UK key operating statistics summary 2004-2009e 259 Table 84: TK Maxx UK trading record 1998-2009e 262 Table 85: TK Maxx UK store portfolio 1999-2009 263 Table 86: TK Maxx womenswear space allocation 2009 264 Table 87: Womenswear smaller retailers key operating statistics 2008-09 270 Table 88: Fat Face key facts 2009 271 Table 89: Hobbs womenswear key facts 2009 273 Table 90: Jack Wills key facts 2009 276 Table 91: Reiss womenswear key facts 2009 278 Table 92: Whistles womenswear key facts 2009 281 Table 93: White Stuff key facts 2009 283 Table 94: Customer base - recent expansion by smaller retailers 2008-09 286 List of Figures Figure 1: Consumer spend on womenswear and year-on-year growth 1999-2009e 16 Figure 2: Womenswear spend per head 2004-2009e 18 Figure 3: Womenswear Top 10 - clothing market share winners & losers 2009e on 2008 25 Figure 4: Womenswear Top 10 - womenswear winners and losers 2009e on 2008 26 Figure 5: UK space growth vs sales growth 2008/09 on 2007/08 29 Figure 6: Womenswear sales densities 2008/09 31 Figure 7: Growth in advertising spend 2008 on 2003 37 Figure 8: Price as a driver of loyalty 2009 vs 2005 38 Figure 9: Quality as a driver of loyalty 2009 vs 2005 40 Figure 10: Service as a driver of loyalty 2009 vs 2005 41 Figure 11: Convenience as a driver of loyalty 2009 vs 2005 42 Figure 12: Breakdown of female population by age 2008 and 2013 43 Figure 13: Changes we expect in 25-34 females over 2009-2013 44 Figure 14: Womenswear inflation 1994-2013 48 Figure 15: Recent new entrants -positioning map 2009 49 Figure 16: Womenswear retailer causalities - available expenditure 2009 52 Figure 17: Online drivers 2009 54 Figure 18: Online womenswear players - positioning map 2009 57 Figure 19: Online womenswear market - estimated value by segment 2009 58 Figure 20: International stores 2009 61 Figure 21: International expansion challenges 2009 63 Figure 22: Arcadia Group retail sales and growth, year to Aug 2004-2009e 77 Figure 23: Arcadia Group l-f-l performance year end August 2004-2008e 78 Figure 24: Arcadia Group operating profit year end August 2004-2008 79 Figure 25: Arcadia Group womenswear sales year to August 2004e-2009e 90 Figure 26: Arcadia Group womenswear sales per sq ft to Aug 2004-2009e 91 Figure 27: Arcadia womenswear market shares 2004-2009e 92 Figure 28: Asda sales and growth, year end December 2003-2008e 103 Figure 29: Asda operating profit year end December 2003-2007e 104 Figure 30: Asda estimated sales per sq ft for total UK and clothing, year end December 2004-2008 107 Figure 31: Asda clothing space allocation 2005-2009 108 Figure 32: Asda womenswear sales, year to December 2003e-2008e 110 Figure 33: Asda womenswear sales per sq ft, year to Dec 2003e-2008e 111 Figure 34: Asda womenswear market share, December 2004e-2009e 113 Figure 35: Debenhams UK retail sales and growth, year to Aug 2004-2009e 121 Figure 36: Debenhams group operating profit year end August 2003-2008 123 Figure 37: Debenhams online sales year end August 2005-2009e 125 Figure 38: Debenhams clothing space allocation 2005-2009 128 Figure 39: Debenhams womenswear sales year end August 2004-2009e 130 Figure 40: Debenhams womenswear sales per sq ft to Aug 2004e-2009e 131 Figure 41: Debenhams womenswear market shares 2004-2009e 132 Figure 42: Marks & Spencer UK retail sales and growth, year end March 2003/04-2008/09 143 Figure 43: M&S UK operating profit year end March 2003/04-2008/09 144 Figure 44: Y-o-Y change % in M&S quarterly divisional sales in UK Q1 2008/09-Q1 2009/10 145 Figure 45: M&S UK divisional l-f-l performance year end March 2009 146 Figure 46: Marks & Spencer online sales year end March 2008-2011e 148 Figure 47: M&S estimated sales per sq ft in food and non-food year end March 2005-2009 150 Figure 48: M&S clothing space allocation 2005-2009 152 Figure 49: M&S womenswear sales year end March 2004e-2009e 154 Figure 50: M&S womenswear sales per sq ft to end March 2004e-2009e 155 Figure 51: M&S share of UK womenswear sales 2004-2009e 156 Figure 52: Matalan store interior Longton 2009 162 Figure 53: Matalan Amman store entrance 2009 164 Figure 54: Matalan UK sales and growth, year end Feb 2005-2010e 166 Figure 55: Matalan operating profit year end Feb 2005-2010e 167 Figure 56: Matalan clothing space allocation 2005-2009 171 Figure 57: Matalan womenswear sales year end Feb 2004e-2009e 173 Figure 58: Matalan womenswear sales per sq ft to February 2005e-2010e 174 Figure 59: Matalan womenswear market share 2004-2009e 175 Figure 60: New Look UK sales and growth, year end March 2004-2009 183 Figure 61: New Look group operating profit to end March 2004-2009 184 Figure 62: New Look online visitors year end March 2008 and 2009 187 Figure 63: New Look online sales year end March 2007-2012e 188 Figure 64: New Look clothing space allocation 2005-2009 191 Figure 65: New Look Womenswear sales year end March 2004e-2009e 193 Figure 66: New Look womenswear sales per sq ft to March 2004e-2009e 194 Figure 67: New Look womenswear market share 2004-2009e 195 Figure 68: Next Brand sales and growth, year end January 2004-2009 202 Figure 69: Next Brand operating profit, year end January 2004-2009 203 Figure 70: Next turnover growth, year end January 2006-2009 206 Figure 71: Next clothing space allocation 2005-2009 209 Figure 72: Next Brand UK womenswear sales, to year end January 2004e-2009e 211 Figure 73: Next UK womenswear sales per sq ft , to year end January 2004e-2009e 212 Figure 74: Next womenswear market share 2004-2009e 213 Figure 75: Primark UK retail sales and growth, year to Sept 2004-2009e 221 Figure 76: Primark total sales and sales growth, 2008/09e 222 Figure 77: Primark UK operating profit year to September 2003-2008 223 Figure 78: Primark store numbers 2004-2009e 225 Figure 79: Primark clothing space allocation 2005 - 2009e 226 Figure 80: Primark womenswear sales year to September 2004e-2009e 228 Figure 81: Primark womenswear sales per sq ft to September 2004e-2009e 229 Figure 82: Primark womenswear market share year end March 2004-2009e 230 Figure 83: Tesco UK sales and growth, year end February 2004-2009 239 Figure 84: Tesco UK operating profit year end February 2004-2009 240 Figure 85: Tesco UK non-food sales growth, year end February 2006-2009 241 Figure 86: Tesco online sales year end February 2005 - 2009 244 Figure 87: Tesco estimated sales per sq ft for total UK and clothing UK year end February 2005-2009 247 Figure 88: Tesco clothing space allocation 2005 - 2009 249 Figure 89: Tesco womenswear sales year end February 2004e-2009e 250 Figure 90: Tesco womenswear sales per sq ft to end February 2004e-2009e 251 Figure 91: Tesco womenswear market share 2004-2009e 252 Figure 92: TK Maxx UK sales and growth, year end January 2004-2009e 259 Figure 93: TK Maxx UK operating profit year end January 2004-2008 260 Figure 94: TK Maxx clothing space allocation 2005-2009 264 Figure 95: TK Maxx womenswear sales year end January 2004e-2009e 265 Figure 96: TK Maxx womenswear sales per sq ft to end January 2004e-2009e 266 Figure 97: TK Maxx womenswear market share 2004-2009e 267 0 [Ocultar lista de tablas / figuras] |
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