Louis Vuitton, the world’s leading luxury products group, reported a 19% sales gain, year over year, for2010, and a 29% gain in operating profits. The Fashion and Leather Goods segment saw sales rise 20%, reflecting the Louis Vuitton brand and sales momentum in Asia, Europe, and the UK. The company’s sales in Japan were off 5%, but rose 20% in Asia, 14% in the US, and 12% in Europe. Leather goods were the best performing luxury category, followed by hard luxury (fine jewellery and watches). Market contraction in 2009 shifted consumer taste toward timeless style and quality-driven purchases, which benefitted strong brands such as Tiffany and Polo Ralph Lauren. (Cooper, 2008) In 2010, men exhibited the same spending levels as women in the luxury leather goods category. Not surprisingly, Coach revamped its men’s offerings and has a strong assortment as it expands in Europe. Its men’s initiative includes three full-price men’s-only stores, 37 men’s “concept” stores (broad men’s assortments in existing Coach Stores and flagships), and opening another five men’s-only stores in the outlet channel. NEXT has one of the most successful private-label businesses among its peers. The company’s stable of in-house brands include UK Living (family apparel, accessories, footwear, and home décor), Cooks (house wares), Cindy Crawford Style and Linden Street (home furnishings), A.N.A, Ambrielle, and Worthington (women’s wear), J.Ferrar and Stafford (menswear), and Uproar (tweens). NEXT also offers numerous exclusive brands such as Nicole by Nicole Miller (women’s dressy casual apparel), LeTigre (juniors and young men’s apparel), Olsenboye (juniors), and Fabulosity and Bisou Bisou(contemporary women’s sportswear). Collectively, NEXT’s (Cooper, 2008) private and exclusive brands account for approximately 50% of annual net sales. NEXT has been investing in exclusive brands for its “better” and “best” price zones since 2007.
We expect 2011 to benefit from the return of the true luxury shopper seeking timeless quality and value, and we continue to see the aspirational shopper on the sidelines. The aspirational shopper has morphed into a value seeker, and the true luxury market reeled through most of 2009, while attempting to rediscover its real customer base and their expectations from these brands. (Creswell, 1994)
The outlet channel (about 5% of the luxury market) grew at an estimated 18% pace in 2010, again driven by Asian demand in Europe and the US outlet locations.
路易·威登，世界领先的奢侈品集团，报告销售增长19%，比去年同期，for2010，和营业利润上涨29%。时装和皮具段销量上升20%，反映路易·威登品牌在亚洲，欧洲和英国的销售势头。本公司在日本的销量下降了5%，但增长20%，在亚洲，在美国，14%，和12%在欧洲。皮具是表现最好的豪华类，其次是硬奢侈品（珠宝首饰和手表）。市场收缩，2009使消费者对永恒的风格和质量驱动的采购，这得益的强势品牌，如蒂芙尼和Polo Ralph劳伦。（Cooper，2008）2010，人具有相同的消费水平是女性在奢侈品皮具类。毫不奇怪，教练修改了男子祭和具有强的品种，它扩大了在欧洲。它的人们的主动性包括三人’s-only全价店，37人的“概念”的商店（在现有的教练店和旗舰大男人的品种），和打开另一个五人’s-only商店在出口通道。接下来有一个在同行中最成功的私人标签的企业。自有品牌的公司的稳定包括英国的生活（家庭服装，配件，鞋类，和家é肺），厨师（日用品），辛蒂克劳馥的风格和林登街（家具），美国发作性睡眠协会，ambrielle，和沃辛顿（女装），J.法拉尔和斯塔福德（男装），和骚动（青少年）。下也提供了大量的独家品牌如妮科尔妮科尔-米勒（妇女穿着休闲服装），letigre（青少年和年轻人的服装），（三），和Olsenboye惊人和贴面礼贴面礼（当代妇女运动）。总的来说，下一步（Cooper，2008）私人专属品牌占大约50%的年净销售额。下一个已投资专有品牌以其“更好”，“最好”的价格从2007区。
我们期望2011到真正追求的永恒的质量和价值的豪华购物返利，我们继续看到在场边抱负的购物者。抱负的购物者已经演变成为一个价值导引头，和真正的奢侈品市场卷通过2009大部分，而试图发现其真正的客户基础，并从这些品牌的期望。克雷斯韦尔1994。
出口通道（约5%的奢侈品市场）增长估计18%的速度在2010，再由欧洲和亚洲的需求，美国出口的位置。
