UK Womenswear Retailers 2009

Published by: Verdict Research Ltd

Published: Sep. 8, 2009 - 289 Pages

Table of Contents

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

Abstract

• 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

• 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

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