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UK Womenswear Retailers 2009

Verdict Research Ltd
September 8, 2009
289 Pages - SKU: VERA2436221

Abstract Table of Contents Search inside this report Related Reports

Countries covered: United Kingdom

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

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

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