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1、 Global - Footwear 0199 - 0619 - 2012 MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 1 MarketLine Industry Profile Global Footwear March 2013 Reference Code: 0199-0619 Publication Date: March 2013 WWW.MARKETLINE.COM MARKETLINE. THIS PROFILE IS A LICENSED PRODUCT AN
2、D IS NO T TO BE PHOTOCO PIED Global - Footwear 0199 - 0619 - 2012 MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 2 EXECUTIVE SUMMARY Market value The global footwear market grew by 3.7% in 2012 to reach a value of $256.6 billion. Market value forecast In 2017, the
3、global footwear market is forecast to have a value of $326.5 billion, an increase of 27.2% since 2012. Geography segmentation Americas accounts for 38.4% of the global footwear market value. Market rivalry Despite the fact footwear retailing is fairly fragmented, the market is dominated by large ret
4、ail groups between whom the rivalry is fiercer. Global - Footwear 0199 - 0619 - 2012 MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 3 TABLE OF CONTENTS Executive Summary2 Market value 2 Market value forecast.2 Geography segmentation 2 Market rivalry .2 Market Overv
5、iew .6 Market definition6 Market analysis .6 Market Data7 Market value 7 Market Segmentation .8 Geography segmentation 8 Market distribution 9 Market Outlook 10 Market value forecast.10 Five Forces Analysis 11 Summary 11 Buyer power.12 Supplier power 13 New entrants .14 Threat of substitutes.15 Degr
6、ee of rivalry16 Leading Companies17 adidas AG 17 Bata Shoe Organization.20 Esprit Holdings Limited 21 NIKE, Inc. .24 Appendix.27 Methodology 27 Industry associations28 Related MarketLine research28 Global - Footwear 0199 - 0619 - 2012 MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PH
7、OTOCOPIED Page | 4 LIST OF TABLES Table 1: Global footwear market value: $ billion, 200812 7 Table 2: Global footwear market geography segmentation: $ billion, 2012 8 Table 3: Global footwear market distribution: % share, by value, 2012.9 Table 4: Global footwear market value forecast: $ billion, 20
8、1217.10 Table 5: adidas AG: key facts .17 Table 6: adidas AG: key financials ($).18 Table 7: adidas AG: key financials ().18 Table 8: adidas AG: key financial ratios 18 Table 9: Bata Shoe Organization: key facts .20 Table 10: Esprit Holdings Limited: key facts.21 Table 11: Esprit Holdings Limited: k
9、ey financials ($) 22 Table 12: Esprit Holdings Limited: key financials (HK$).22 Table 13: Esprit Holdings Limited: key financial ratios .22 Table 14: NIKE, Inc.: key facts24 Table 15: NIKE, Inc.: key financials ($) .25 Table 16: NIKE, Inc.: key financial ratios 25 Global - Footwear 0199 - 0619 - 201
10、2 MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 5 LIST OF FIGURES Figure 1: Global footwear market value: $ billion, 200812.7 Figure 2: Global footwear market geography segmentation: % share, by value, 2012.8 Figure 3: Global footwear market distribution: % share,
11、 by value, 2012 .9 Figure 4: Global footwear market value forecast: $ billion, 201217 .10 Figure 5: Forces driving competition in the global footwear market, 2012 11 Figure 6: Drivers of buyer power in the global footwear market, 2012.12 Figure 7: Drivers of supplier power in the global footwear mar
12、ket, 2012.13 Figure 8: Factors influencing the likelihood of new entrants in the global footwear market, 2012 14 Figure 9: Factors influencing the threat of substitutes in the global footwear market, 2012.15 Figure 10: Drivers of degree of rivalry in the global footwear market, 201216 Figure 11: adi
13、das AG: revenues sales through this channel generated $172.9bn, equivalent to 67.4% of the markets overall value. Sales through department stores generated revenues of $40.8bn in 2012, equating to 15.9% of the markets aggregate revenues. The performance of the market is forecast to accelerate, with
14、an anticipated CAGR of 4.9% for the five-year period 2012 - 2017, which is expected to drive the market to a value of $326.5bn by the end of 2017. Comparatively, the European and Asia-Pacific markets will grow with CAGRs of 2.5% and 5.9% respectively, over the same period, to reach respective values
15、 of $111.4bn and $65.1bn in 2017. Global - Footwear 0199 - 0619 - 2012 MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 7 MARKET DATA Market value The global footwear market grew by 3.7% in 2012 to reach a value of $256.6 billion. The compound annual growth rate of t
16、he market in the period 200812 was 3.5%. Table 1: Global footwear market value: $ billion, 200812 Year $ billion billion % Growth 2008 223.8 160.8 2009 227.0 163.2 1.5% 2010 237.5 170.7 4.6% 2011 247.4 177.8 4.2% 2012 256.6 184.5 3.7% CAGR: 200812 3.5% SOURCE: MARKETLINE M A R K E T L I N E Figure 1
17、: Global footwear market value: $ billion, 200812 SOURCE: MARKETLINE M A R K E T L I N E Global - Footwear 0199 - 0619 - 2012 MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 8 MARKET SEGMENTATION Geography segmentation Americas accounts for 38.4% of the global footw
18、ear market value. Europe accounts for a further 38.4% of the global market. Table 2: Global footwear market geography segmentation: $ billion, 2012 Geography 2012 % Americas 98.6 38.4 Europe 98.4 38.4 Asia-Pacific 49.0 19.1 Middle East & Africa 10.5 4.1 Total 256.5 100% SOURCE: MARKETLINE M A R K E
19、T L I N E Figure 2: Global footwear market geography segmentation: % share, by value, 2012 SOURCE: MARKETLINE M A R K E T L I N E Global - Footwear 0199 - 0619 - 2012 MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 9 Market distribution Clothing/footwear/sportswear/
20、accessories retailers form the leading distribution channel in the global footwear market, accounting for a 67.4% share of the total markets value. Department stores accounts for a further 15.9% of the market. Table 3: Global footwear market distribution: % share, by value, 2012 Channel % Share Clot
21、hing/footwear/sportswear/accessories retailers 67.4% Department stores 15.9% Hypermarket, supermarket, & discounters 8.1% Other 8.6% Total 100% SOURCE: MARKETLINE M A R K E T L I N E Figure 3: Global footwear market distribution: % share, by value, 2012 SOURCE: MARKETLINE M A R K E T L I N E Global
22、- Footwear 0199 - 0619 - 2012 MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 10 MARKET OUTLOOK Market value forecast In 2017, the global footwear market is forecast to have a value of $326.5 billion, an increase of 27.2% since 2012. The compound annual growth rate
23、of the market in the period 201217 is predicted to be 4.9%. Table 4: Global footwear market value forecast: $ billion, 201217 Year $ billion billion % Growth 2012 256.6 184.5 3.7% 2013 268.0 192.6 4.4% 2014 280.4 201.6 4.6% 2015 294.2 211.5 4.9% 2016 309.6 222.5 5.2% 2017 326.5 234.7 5.5% CAGR: 2012
24、17 4.9% SOURCE: MARKETLINE M A R K E T L I N E Figure 4: Global footwear market value forecast: $ billion, 201217 SOURCE: MARKETLINE M A R K E T L I N E Global - Footwear 0199 - 0619 - 2012 MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 11 FIVE FORCES ANALYSIS The
25、footwear market will be analyzed taking footwear retailers as players. The key buyers will be taken as individual consumers, and footwear manufacturers as the key suppliers. Summary Figure 5: Forces driving competition in the global footwear market, 2012 SOURCE: MARKETLINE M A R K E T L I N E Despit
26、e the fact footwear retailing is fairly fragmented, the market is dominated by large retail groups between whom the rivalry is fiercer. As footwear is a basic necessity, and thus involves high sales volumes, buyer power for individual consumers is reduced considerably. Much of the footwear sold acro
27、ss the globe is sourced from manufacturers in low-cost manufacturing locations, especially South-East Asia and therefore, many western countries domestic manufacturers lack the ability to compete effectively within the mainstream footwear market without outsourcing to such regions. Fixed costs for r
28、etail operations are relatively low and new entrants are common. However, owing to the existence of large established retail groups that wield significant economies of scale, it is difficult for such new entrants to increase in size considerably. Global - Footwear 0199 - 0619 - 2012 MARKETLINE THIS
29、PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 12 Buyer power Figure 6: Drivers of buyer power in the global footwear market, 2012 SOURCE: MARKETLINE M A R K E T L I N E Buyers, with respect to the footwear market, are defined as end-user consumers and market players as footwear r
30、etailers. The necessity, and therefore high sales volumes, of footwear reduces the buyer power of individual consumers considerably. As a consequence of fashions and the variety of different functional footwear categories, there is a great deal of differentiation within the footwear market. This inc
31、reases choice for consumers and the availability of suitable products, which in turn strengthens the power of market players over buyers as they can target a wider range of customer. Overall, buyer power with respect to the footwear market is moderate. Global - Footwear 0199 - 0619 - 2012 MARKETLINE
32、 THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 13 Supplier power Figure 7: Drivers of supplier power in the global footwear market, 2012 SOURCE: MARKETLINE M A R K E T L I N E Suppliers to the footwear retail market are defined as footwear manufacturers. Much of the footwear
33、 sold within global markets is sourced from manufacturers in low-cost manufacturing locations, especially South-East Asia, and therefore many western countries domestic manufacturers lack the ability to compete effectively within the mainstream footwear market. Many western suppliers have gained pow
34、er within the market through differentiating their offerings. They have achieved this both by producing specialist footwear for specific applications and by producing high-end designer footwear. The high number of manufacturers within low-cost manufacturing regions provides ample potential for switc
35、hing and this, coupled with the economic advantage held by western retailers and wholesalers, means that supplier power in this context is weakened. With the exception of very popular brand name manufacturers such as Nike, it is difficult for manufacturers to establish themselves in retail and there
36、fore forward integration is rare. Overall, supplier power with respect to the footwear market is moderate. Global - Footwear 0199 - 0619 - 2012 MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 14 New entrants Figure 8: Factors influencing the likelihood of new entran
37、ts in the global footwear market, 2012 SOURCE: MARKETLINE M A R K E T L I N E Fixed costs for retail operations are relatively low and new entrants are common. However, there exists in this market a number of large established retail groups that wield significant economies of scale through bulk purc
38、hasing and pooling certain back office operations. As a consequence of this, it is difficult for such new entrants to increase in size considerably. Given the large number of low cost manufacturers supplying the market, it is relatively easy for new players to establish the required supply chain. Wi
39、th the exception of certain specialist types of footwear, such as sportswear and designer products, brand recognition of footwear retailers is relatively low, further facilitating the entrance of new players. Overall, the threat of new entrants with respect to the footwear retail market is strong. G
40、lobal - Footwear 0199 - 0619 - 2012 MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 15 Threat of substitutes Figure 9: Factors influencing the threat of substitutes in the global footwear market, 2012 SOURCE: MARKETLINE M A R K E T L I N E As footwear is a basic nec
41、essity, the threat of substitutes to the market is limited. However, there is a significant degree of substitution between segments of the market. For example, sportswear is often a substitute for other more traditional footwear types. Overall, the threat of substitutes is weak. Global - Footwear 01
42、99 - 0619 - 2012 MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 16 Degree of rivalry Figure 10: Drivers of degree of rivalry in the global footwear market, 2012 SOURCE: MARKETLINE M A R K E T L I N E Although footwear retailing is highly fragmented, the market is d
43、ominated by large retail groups, between whom there is a high degree of rivalry. However, fixed costs for retail operations are not prohibitively high and therefore, smaller companies easily co-exist within the market. Furthermore, this allows relatively easy expansion of output capacity, which enha
44、nces rivalry. There is a high degree of diversity between retailers, with dedicated shoe retailers competing with apparel retailers and large supermarket chains. Overall, rivalry between footwear retailers is assessed as strong. Global - Footwear 0199 - 0619 - 2012 MARKETLINE THIS PROFILE IS A LICEN
45、SED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 17 LEADING COMPANIES adidas AG Table 5: adidas AG: key facts Head office: Adi Dassler Platz 1 2, 91074 Herzogenaurach, DEU Telephone: 49 9132 840 Fax: 49 9132 84 2241 Website: www.adidas- Financial year-end: December Ticker: ADS Stock exchange: Frankfu
46、rt SOURCE: COMPANY WEBSITE M A R K E T L I N E adidas is one of the largest companies in the sporting goods industry. The company offers a wide range of athletic and sports lifestyle products through three main brands: adidas, Reebok and TaylorMade. adidas operates through 170 subsidiaries in Europe
47、, the Americas and Asia, each focusing on a particular market or part of the manufacturing process. The company operates through three business segments: wholesale, retail and other businesses. The wholesale segment comprises all business activities relating to the distribution of adidas and Reebok
48、products to retailers. The retail segment comprises all business activities relating to the sale of adidas and Reebok products directly to end consumers through own retail and e-commerce platforms. adidas and Reebok branded products include footwear, apparel and other goods, such as bags and balls.
49、adidas comprises adidas Sport Performance and adidas Sport Style. adidas Sport Performance mainly focuses on five categories: football, basketball, running, training and outdoor. adidas Sport Style includes adidas lifestyle sub-brands adidas Originals and Fashion Group. adidas Originals is a sportswear brand for the street while Fashion Group offers sportswear apparel to the wide range of lifestyle consumers through four brands: Y-3, Porsche Design Sport, adidas SLVR and adidas NEO. The other businesses includ