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About this report

This report differs from other Mintel retail reports in the sense that it looks primarily at companies that are involved in design, manufacturing and distribution, rather than pure retail. The turnover for these companies and therefore our market size includes elements of retail turnover, wholesale sales to franchisees and concessionaires plus income from licence agreements.

The report includes profiles of the top seven luxury operators by turnover including the major ‘multi-branded’ players LVMH, Richemont and the Gucci Group. Shiseido and L’Oréal also feature in our top seven although they have large mass-market operations. However in the case of L’Oréal we have been able to hone in on its luxury division, but Shiseido does not split this out separately and so it appears higher up our rankings than it would do otherwise.

We have also profiled a selection of 11 other luxury players including Burberry, Hermès, Tiffany & Co and Swatch, providing a good spread of interest in terms of product categories and geographic markets. In April 2008, YSL Beauté (part of the Gucci Group) was acquired by L’Oréal. Given its recent change of ownership, we have covered this business as a separate profile outside of either parent company.

The luxury goods market is notoriously difficult to put a size to, in fact it is hard even to find any consensus concerning what comprises luxury. Brands such as Tommy Hilfiger and Polo Ralph Lauren, which by European standards might well be perceived as having a casual focus, represent a significant part of the luxury end of the spectrum in the US market, which does not have a history of couture. For this reason they are included in Mintel's market size. Although more companies are starting to publish consolidated turnover, the mix of elements mentioned above further muddies the waters.

Mintel has derived its own global luxury goods market size using a bottom-up analysis of the top 27 companies operating in the sector, and by estimating the likely balance derived from the remainder of the market. In this report we have published four years of trend data, based on this methodology.

Our market size thus represents the collective consolidated sales of all the players operating in this market which we believe provides a useful guide to growth and the performance of each company within this framework.

In addition we have broken the market size down by region and by major product category over the four years. However, given the above caveat, we would advise readers not to regard these as absolute figures but as indicative only.

It should be noted that the market size does not represent the value of the global luxury goods market at retail selling prices. We have however included a figure for this in the report based on our estimate of average wholesale to retail mark-ups and licence income.
If you want more details about this particular report, please contact the Mintel information team on +1 312-932-0400 in the U.S., +44 028-90-241-849 in Northern Ireland, +353 048-90-241-849 in the Republic of Ireland or +44 (0)20-7606-6000 in the UK and the rest of the world, or email info@mintel.com.

Contents

Insights and Opportunities
The rise of experiences
Emerging markets
Green & ethical
A sharper luxury proposition
Market in Brief
The future
Mature markets
Emerging markets
What’s next?
Market size and performance
Regions
Products
Channels of distribution
The competitive landscape
Report Scope
Terms and definitions
Luxury goods – A definition
Exchange rates
Figure 1: US dollar to euro exchange rates, 2003-07
Regions
Product categories
Technical notes
Financial definitions
Abbreviations
Broader Market Environment
Key points
Weakening GDP growth bodes trouble for luxury
A good run coming to an end?
Advanced economies the weak link
Weathering the storm in emerging markets?
Stock market volatility adds to woes
From bull to bear in 2006
Declining markets makes demanding shoppers?
Strong euro, weak dollar – mixed news for luxury groups
Figure 2: Major exchange rate developments, 2002-07
Luxury and the tourist – here come the Chinese
Figure 3: World: Outbound tourism from the Asia-Pacific region, 2002-07
Number of HNWIs rising steadily
Figure 4: World: High Net Worth Individuals, by region, 2007, and change in region’s share of total, 2003-07
Figure 5: World: High Net Worth Individuals, 2003-07
Internal Market Environment
Corporate activity
The past
Figure 6: Global luxury goods market: corporate activity, mid 2006-mid 2008
The future
Figure 7: Global luxury goods market: prospective corporate deals
Mono-brand or multi-brand model?
Mono-brand
Multi-brand
Figure 8: Global luxury goods market: Best performers by turnover growth, 2004-07
Figure 9: Global luxury goods market: Worst performers by turnover growth, 2004-07
The Armani and Zegna solution
What went wrong at Prada?
A new Italian conglomerate?
Brand diversification
No such thing as a specialist?
Getting it wrong – overexposure
Fewer risks in expanding ‘sideways’
Experiences – the next frontier?
Not just a store
Living the brand
A new revenue source
Counterfeiting
Not a substitute…
…but an issue
Luxury brands take on eBay
Protection
Global Luxury Goods Market
Market size
Others
Figure 10: Global luxury goods: Estimated market size by major player, 2004-07
Figure 11: Global luxury goods market: Percentage of leading operators by domicile, 2007
Market size at retail selling prices
Market drivers
Market shares
Figure 12: Global luxury goods: Estimated market shares of major players, 2004 and 2007
Market size by region
Figure 13: Global luxury goods: Estimated market size by region, 2004-07
Figure 14: Global luxury goods: Market size by region, 2004 and 2007
Regional coverage by company
Market size by product
Figure 15: Global luxury goods: Estimated market size by major product category, 2004-07
Figure 16: Global luxury goods: Market size by major product category, 2004 and 2007
Product coverage by company
Market size by channel
Market Forecasts and Outlook
Forecasts
Key regions
Figure 17: Global luxury goods: Estimated market sizes, 2004-10
Outlook
Channels of Distribution
Introduction
Main channels
Stores and concessions
Key points
Control vs. financial risk
Figure 18: Channels of distribution: Strengths by store-based channel
Branded stores
Stores communicate brand
Figure 19: Luxury brands: Directly-operated store numbers and share of sales, 2007/08
Quest for control
Franchise favoured for new markets
What about the credit crunch?
Branded stores – trends
Figure 20: Selected brands’ presence in developing markets, 2008
Concessions
A long-running collaboration – mutually beneficial
Concessions – their role today
The tax-free/duty-free market
Key points
The travel retail sector
Breakdown by region
Figure 21: Global duty free and travel Retail: Luxury goods and perfumes and cosmetics market share by region, 2006 and 2007
Breakdown by product category
Figure 22: Duty free and travel retail luxury goods market: Share by product category, 2006 and 2007
Leading travel retailers
Trends
Definitions
Online – A limited presence
Key points
The web cannot be ignored
Pros and cons
Figure 23: Pros and Cons of online stores for luxury brands
The luxury experience – cluttered
Making contact with the product
Taking control
Online presence limited
… geographically
…and in terms of products
Figure 24: Selected luxury brands’ websites, summer 2008
Sales – marginal
Potential – considerable
Who’s innovating online?
Licensing
Key points
Definition
Pros & cons
Main product areas and operators
Perfumes and cosmetics
Eyewear
Watches
Underwear and swimwear
Trends
Product Market Analysis – Introduction
Introduction
Fashion and Leather Goods
Key points
Definition and scope
Market size
Figure 25: Global luxury goods: Fashion and leather goods market, 2004-07
Leading players
Figure 26: Global luxury fashion and leather goods market: Estimated market shares of leading brands, 2004 and 2007
Market concentration
Trends and innovation
What’s next?
Perfumes and Cosmetics
Key points
Definition and scope
Market size
Figure 27: Global luxury goods: Perfumes and cosmetics market, 2004-07
Leading players
Figure 28: Global luxury cosmetics and perfumes market: Estimated market shares of leading brands, 2004 and 2007
Trends and innovation
What’s next?
Jewellery and Watches
Key points
Definition and scope
Market size
Figure 29: Global luxury goods: Watches and jewellery market, 2004-07
Leading players
Figure 30: Global luxury jewellery and watches market: Estimated market shares of leading brands, 2004 and 2007
Trends and innovation
What’s next?
Regional and Country Analysis – Introduction
Introduction
Europe
Introduction
Population
Figure 31: Europe: Population trends, 1997-2007
Figure 32: Europe: Population, by age group, EU-27, 2007
High Net Worth Individuals
Figure 33: Europe: Number of high net worth individuals, 2003-07
Economy
Figure 34: Europe: Gross domestic product, EU-27 and EU-15, 1998-2007
Consumer expenditure
Figure 35: Europe: Final consumption expenditure of households and non-profit institutions, EU-27 and EU-15, 1998-2007
Retail sales
Figure 36: Europe: Retail sales, 2001-07
Luxury goods market
Brand presence
Figure 37: Eastern European luxury goods market: Branded store presence of selected top brands, 2008
SWOT
Strengths
Weaknesses
Opportunities
Threats
US
Introduction
Population
Figure 38: US: Population trends, 2000-07
Figure 39: US: Population, by age group, 2007
High Net Worth Individuals
Figure 40: US: Number of high net worth individuals, 2003-07
Economy
Figure 41: US: Gross domestic product, 1998-2007
Consumer expenditure
Figure 42: US: Final consumption expenditure of households and non-profit institutions, 1998-2007
Retail sales
Figure 43: US: Retail sales, 2001-07
Luxury goods market
Brand presence
Figure 44: US luxury goods market: presence of selected top brands, 2008
Channels used
Figure 45: US retail channels for luxury goods purchases, 2007
SWOT
Strengths
Weaknesses
Opportunities
Threats
Japan
Introduction
Population
Figure 46: Japan: Population by gender, 2002-07
Figure 47: Japan: Population by gender and age, 2007
High Net Worth Individuals
Figure 48: Japan: Number of high net worth individuals, 2003-06
Economy
Figure 49: Japan: GDP at current and constant prices, 1996-2007
Consumer expenditure
Figure 50: Japan: Consumer expenditure, 1996-2007
Retail sales
Figure 51: Japan: Retail sales by major category, 2004-07
Inflation
Figure 52: Japan: Inflation, 2001-07
Luxury goods market
Brand presence
Figure 53: Japan luxury goods market: Presence of select luxury brands, Summer 2008
SWOT
Strengths
Weaknesses
Opportunities
Threats
China
Introduction
Population
Figure 54: Mainland China: Population trends, 1998-2007
Figure 55: Mainland China: Population by age group and gender, 2006
High Net Worth Individuals
Figure 56: China: Number of high net worth individuals, 2003-07
Economy
Figure 57: China: Gross domestic product, 1998-2007
Consumer expenditure
Figure 58: China: Household consumer expenditure, 1997-2006
Retail sales
Figure 59: China: Retail sales, 2001-07
Luxury goods market
Brand presence
Figure 60: China luxury goods market: Presence of selected top brands, Summer 2008
SWOT
Strengths
Weaknesses
Opportunities
Threats
India
Introduction
Population
Figure 61: India: Population by gender, 2001
Figure 62: India: Population, 2001 and 2006-08
Figure 63: India: Population by age group, 2002-08
High Net Worth Individuals
Figure 64: India: Number of high net worth individuals, 2003-07
Economy
Figure 65: India: Gross domestic product, 1999-2007
Consumer expenditure
Figure 66: India: Consumer expenditure, 1999-2006
Retail sales
Figure 67: India: Estimated retail sales, 2003-07
Inflation
Figure 68: India: Consumer price index, 2002-07
Luxury goods market
Brand presence
Figure 69: India luxury goods market: Presence of select luxury brands, Summer 2008
SWOT
Strengths
Weaknesses
Opportunities
Threats
Brazil
Introduction
Population
Figure 70: Brazil: Population, 1996, 2000 and 2006-08
Figure 71: Brazil: Population by gender and age, 2000
High Net Worth Individuals
Figure 72: Brazil: Number of high net worth individuals, 2003-07
Economy
Figure 73: Brazil: GDP, 2000-07
Consumer expenditure
Figure 74: Brazil: Household expenditure, 1996-2007
Inflation
Figure 75: Brazil: Consumer prices, 2004-07
Luxury goods market
Brand presence
Figure 76: Brazil luxury goods market: Presence of selected luxury brands, Summer 2008
SWOT
Strengths
Weaknesses
Opportunities
Threats
Russia
Introduction
Population
Figure 77: Russia: Population trends, 1997-2008
Figure 78: Russia: Population, by age group, 2007
Figure 79: Russia: Population of major cities, 2004 and 2006
High Net Worth Individuals
Figure 80: Russia: Breakdown of population by average monthly income per capita, 2004-07
Figure 81: Russia: Number of high net worth individuals, 2003-07
Economy
Figure 82: Russia: Gross domestic product, 1998-2007
Consumer expenditure
Figure 83: Russia: Consumer expenditure, 1998-2007
Retail sales
Figure 84: Russia: Retail sales, 2001-07
Luxury goods market
Brand presence
Figure 85: Russia luxury goods market: Presence of selected top brands, 2008
SWOT
Strengths
Weaknesses
Opportunities
Threats
Brand Elements
Brand map
Figure 86: Attitudes and usage of UK luxury goods brands, July 2007-08
Jimmy Choo
What the brand is trying to achieve
What the consumer thinks
Figure 87: Attitudes towards the Jimmy Choo luxury footwear brand in the UK, July 2007-08
Ray-Ban
What the brand is trying to achieve
What the consumer thinks
Figure 88: Attitudes towards the Ray-Ban luxury goods brand in the UK, July 2007-08
Chanel
What the brand is trying to achieve
What the consumer thinks
Figure 89: Attitudes towards the Chanel womenswear and fragrance, luxury goods brand in the UK, July 2007-08
Giorgio Armani
What the brand is trying to achieve
What the consumer thinks
Figure 90: Attitudes towards Giorgio Armani designer clothing, luxury goods brand in the UK, July 2007-08
TAG Heuer
What the brand is trying to achieve
What the consumer thinks
Figure 91: Attitudes towards the Tag Heuer watch – luxury goods brand in the UK, July 2007-08
Rolex
What the brand is trying to achieve
What the consumer thinks
Figure 92: Attitudes towards the Rolex watch, luxury goods brand in the UK, July 2007-08
Van Cleef and Arpels
What the brand is trying to achieve
What the consumer thinks
Figure 93: Attitudes towards the Van Cleef & Arpels luxury goods brand in the UK, July 2007-08
Tiffany
What the brand is trying to achieve
What the consumer thinks
Figure 94: Attitudes towards the Tiffany luxury goods brand in the UK, July 2007-08
Brand qualities of luxury goods brands
Tiffany, Bvlgari, Cartier most aspirational’ Cartier most prestigious
Figure 95: Consumer usage of various luxury goods brands in the UK, July 2007-08
Experience of luxury goods brands
Chanel has touched all our lives
Figure 96: Consumer usage of various luxury goods brands in the UK, July 2007-08
Brand intentions for luxury goods brands
Van Cleef and Arpels lacks knowledge to rival the rest
Figure 97: Consideration of various luxury goods brands in the UK, July 2007-08
Brand momentum for luxury goods brands
Jimmy Choo Choo
Figure 98: Momentum of various luxury goods brands in the UK, July 2007-08
Brand satisfaction for luxury goods brands
Tiffany, Bvlgari, Cartier, Chanel fragrances top excellent satisfaction
Figure 99: Satisfaction of various luxury goods brands in the UK, July 2007-08
Brand commitment to luxury goods brands
Tiffany’s most worth it; Chanel has most affection
Figure 100: Commitment various luxury goods brands in the UK, July 2007-08
Round up
Armani
Figure 101: Armani: Share of global luxury goods market, 2004-07
Background
Financial performance
Figure 102: Armani Financial performance, 2004-07
Figure 103: Armani: Sales by region and sales by brand, 2007
Figure 104: Armani: Sales growth by region and product, 2006/07
Distribution
Figure 105: Armani: Outlets, 2005-07
Figure 106: Armani: Outlets by brand, 2005 and 2007
Brand offering
Figure 107: Armani: Brands, 2008
e-commerce
Burberry
Figure 108: Burberry: Share of global luxury goods market, 2004-07
Strategic evaluation
Background
Financial performance
Figure 109: Burberry Group: Financial performance, 2003/04-2007/08
Figure 110: Burberry Group: Revenue by regional destination, 2005/06-2007/08
Distribution
Figure 111: Burberry retail division: Directly operated outlet data, 2003/04-2007/08
Figure 112: Burberry Group: Directly-operated and franchise outlets by region, 2007/08
Brand offering
Market positioning/target audience
Product offer
Figure 113: Burberry Group: Turnover by product category, 2005/06 and 2007/08
Product pyramid and brands
Figure 114: Burberry Group: Product pyramid
Advertising
e-commerce
Figure 115: Burberry Group: Websites
Christian Dior Couture
Figure 116: Christian Dior Couture: Share of global luxury goods market, 2004-07
Strategic evaluation
Background
Ownership
Financial performance
Figure 117: Christian Dior Couture: Financial performance, 2003-07
Figure 118: Christian Dior Couture: Revenue by business sector, 2003-07
Figure 119: Christian Dior Couture: Retail revenue by geographic region, 2003-07
Distribution
Figure 120: Christian Dior Couture: Outlet numbers, 2003-07
Figure 121: Christian Dior Couture: Store coverage by geographic region, 2008
Brand offering
Market positioning and values
Product offer
Marketing
Ermenegildo Zegna
Figure 122: Ermenegildo Zegna: Share of global luxury goods market, 2004-07
Background
Financial performance
Figure 123: Ermenegildo Zegna: Financial performance, 2003-07
Figure 124: Ermenegildo Zegna: Sales by region, 2007
Distribution
Figure 125: Ermenegildo Zegna: Outlets, 2003-07
Brand offering
Figure 126: Ermenegildo Zegna: Sales by product, 2007
Figure 127: Ermenegildo Zegna: Brands, 2008
e-commerce
Escada
Figure 128: Escada Business Unit: Share of global luxury goods market, 2004-07
Strategic evaluation
Background
Financial performance
Figure 129: Escada group: Financial performance, 2003/04-2006/07
Figure 130: Escada business unit: Financial performance, 2004/05-2006/07
Distribution
Figure 131: Escada business unit: Outlet data, 2006 and 2007
Brand offering
Market positioning
Product offer
Figure 132: Escada business unit: Sales by segment, 2004/05 and 2006/07
Brands
Marketing
Estée Lauder
Figure 133: Estée Lauder: Share of global luxury goods market, 2004-07
Background
Figure 134: Estée Lauder: Group brands, 2007
Financial performance
Figure 135: Estée Lauder: Group financial performance, by region, 2003-07
Figure 136: Estée Lauder: Group sales by region, 2007
Figure 137: Estée Lauder: Group financial performance by product area, 2002/03-2006/07
Figure 138: Estée Lauder: Group sales by product category, 2007
Distribution
Retail presence
Brand offering
Gucci Group
Figure 139: Gucci Group: Group share of global luxury market, 2004-07
Strategic evaluation
Background
PPR ownership
Group financial performance
Figure 140: Gucci Group: Financial data, 2002/03-2007
Figure 141: Gucci Group: Share of group sales, 2007, and change in share in group sales by region, 2003-07
Figure 142: Gucci Group: Share of group sales, 2007, and change in share in group sales by brand, 2003-07
Figure 143: Gucci Group: Gucci division turnover by product category and market, 2003-07
Figure 144: Gucci Group: Yves Saint Laurent division turnover by product and market, 2003-07
Figure 145: Gucci Group: Bottega Veneta division: turnover by product and market, 2003-07
Distribution
Figure 146: Gucci Group: Directly-operated stores and other channels by brand, 2003-07
Brand offering and market positioning
Figure 147: Gucci Group: Brand positioning, 2007
Product portfolio
Figure 148: Gucci Group: Share of group turnover, 2007, and change in share by product category, 2003-07
Figure 149: Gucci Group: Smaller brands’ product offer, 2007
Who’s innovating
Advertising and marketing
Online and mail order
Figure 150: Gucci Group: Group websites, 2008
Hermès International
Figure 151: Hermès: Share of global luxury goods market, 2004-07
Strategic evaluation
Background
Financial performance
2007 highlights
Figure 152: Hermès: Financial performance, 2003-07
Sales by region
Figure 153: Hermès: Share of group sales by region, 2003 and 2007
Sales by product category
Figure 154: Hermès: Sales by major product category, 2003-07
Distribution
Figure 155: Hermès: Stores by region, April 2006 and June 2008
Brand offering
Market positioning
Product offer
Figure 156: Hermès: Product breakdown, 2007
Marketing
L’Oréal (Luxury Division)
Figure 157: L’Oréal luxury division: Share of global luxury goods market, 2004-07
Background
Financial performance
Figure 158: L’Oréal luxury division: Financial performance, 2004-07
Sales by region
Figure 159: L’Oréal luxury division: Sales by geographic region, 2004 and 2007
Sales by segment
Figure 160: L’Oréal luxury division: Sales by business segment, 2004 and 2007
Distribution
Brand offering
Market positioning
Figure 161: L’Oréal luxury brands: Market positioning and brand essence
Product offer and star lines
Figure 162: L’Oréal luxury brands: Product offer and star lines
LVMH Holding
Figure 163: LVMH: Share of global luxury goods market, 2004-07
Strategic evaluation
Background
LVMH brand portfolio
Figure 164: LVMH: Owned brands, by division, 2008
Group financial performance
Figure 165: LVMH: Group financial performance, 2003-07
Figure 166: LVMH: Relative sales importance by division, 2004 and 2007
Figure 167: LVMH: Relative profit importance by division, 2004 and 2007
Sales by region
Figure 168: LVMH: Group sales by region, 2007
Figure 169: LVMH: Fashion & leather goods division’s sales breakdown, by region, 2001 and 2007
Figure 170: LVMH: Perfumes and cosmetics division sales, by region, 2001 and 2007
Figure 171: LVMH: Watches and jewellery division sales, by region, 2001 and 2007
Performance by brand
Figure 172: LVMH: Performance by luxury brand, 2007
Group interim results 2008
Figure 173: LVMH: Sales by luxury division, interim period 2007 and 2008
Distribution
Figure 174: LVMH: Group outlet numbers, by division and region, 2003-07
Store developments by luxury brand
Figure 175: LVMH: Outlet data by luxury brand, 2007
Brand offering
Market positioning and brand essence
Figure 176: LVMH: Brand positioning/essence
Product offer
Figure 177: LVMH: Product offer of luxury brands
Innovation
Marketing
e-commerce
Polo Ralph Lauren
Figure 178: Polo Ralph Lauren: Share of global luxury goods market, 2004-07
Background
Financial performance
Figure 179: Polo Ralph Lauren: Group Financial performance, 2003/04-2007/08
Figure 180: Polo Ralph Lauren: Turnover, by region, 2008
Distribution
Figure 181: Polo Ralph Lauren: Outlet numbers, 2008
Brand offering
Figure 182: Polo Ralph Lauren: Sales by product, 2008
Marketing
Distribution
e-commerce
Prada
Figure 183: Prada Holding NV: Group share of global luxury market, 2004-07
Strategic evaluation
Background
Financial performance
Figure 184: Prada Holding NV: Financial data, 2003/04-2007/08
Figure 185: Prada Holding NV: Estimated sales by region, 2003/04 and 2007/08
Distribution
Brand offering
Product offer
Figure 186: Prada Holding NV: Estimated sales by product type, 2005/06-2007/08
Operational issues
e-commerce and home shopping
Richemont
Figure 187: Richemont Group: Group share of global luxury market, 2004-07
Strategic evaluation
Background
Financial performance
Figure 188: Richemont Group: Financial performance, 2003/04-2007/08
Figure 189: Richemont: Sales by region, 2007/08
Figure 190: Richemont: Percentage change in sales by region, 2003/04-2007/08
Figure 191: Richemont Group: Sales performance by geographical areas of activity, 2003/04-2007/08
Figure 192: Richemont: Turnover by business segment, 2007/08
Figure 193: Richemont: Financial performance by business segment, 2003/04-2007/08
Sales by product type: Watches at core, leather steams ahead
Figure 194: Richemont: Sales by product line, % of group total, 2007/08
Figure 195: Richemont: Percentage change in sales by product line, 2003/04-2007/08
Figure 196: Richemont: Sales by product line, 2003/04-2007/08
Distribution
Figure 197: Richemont Group: Number of outlets, 2003/04-2007/08
Figure 198: Richemont Group: Number of outlets in Russia and the CIS, 2007/08
Figure 199: Richemont Group: Number of outlets in China, 2007/08
Brand offering
Market positioning
Product offer
Operational issues
Advertising and marketing
e-commerce and home shopping
Figure 200: Richemont Group: Brand websites, 2007/08
Shiseido
Figure 201: Shiseido: Share of global luxury goods market, 2004-07
Background
Financial performance
Figure 202: Shiseido: Financial performance, 2003/04-2007/08
Geographical performance
Figure 203: Shiseido: Sales by region as share of total in 2007/08 and change in share of region in group sales, 2003/04-2007/08
Figure 204: Shiseido: Financial performance by geographic segment, 2003/04-2007/08
Distribution
China
Brand offering
Figure 205: Shiseido: Group main brands, 2008
Advertising and marketing
Swatch
Background
Financial performance
Figure 206: Swatch Group: Net sales by division, 2007
Figure 207: Swatch Group: Financial performance, 2003-07
Distribution
Brand offering
Figure 208: Swatch Group: Watch brands and retail interests, 2007
Tiffany & Co
Figure 209: Tiffany & Co: Share of global luxury goods market, 2004-07
Strategic evaluation
Background
Financial performance
Figure 210: Tiffany & Co: Financial data, 2003/04-2007/08
Figure 211: Tiffany & Co: Retail turnover by region, 2005/06-2007/08
Distribution
Figure 212: Tiffany & Co: Outlet data, 2004-08
Brand offering
Market positioning/brand values
Product offer
Figure 213: Tiffany & Co: Sales mix by category, 2007/08
Brands
Price
Advertising
e-commerce
Valentino Fashion Group
Figure 214: Valentino: Share of global luxury goods market, 2004-07
Background
Financial performance
Figure 215: Valentino Fashion Group: Financial performance, 2003, 2004, 2006 and 2007
Distribution
Figure 216: Valentino: Boutiques, 2008
Figure 217: Valentino Fashion Group: Outlets 2007
Brand offering
Figure 218: Valentino: Principal brands, 2008
e-commerce
YSL Beauté
Figure 219: YSL Beauté: Share of global luxury goods market, 2004-07
Background
Financial performance
Figure 220: YSL Beauté: Financial performance, 2003-2007
Figure 221: YSL Beauté: Share of sales by region, 2007
Figure 222: YSL Beauté: Share of sales by geogaphical region, 2004-07
Figure 223: YSL Beauté: Share of sales by product type, 2007
Figure 224: YSL Beauté: Share in sales by product type, 2004-07
Distribution
Brand offering
Market positioning/brands
Operational issues