RL » Topics » Worldwide Distribution Channels

These excerpts taken from the RL 10-K filed May 27, 2009.
Worldwide Distribution Channels
 
The following table presents the approximate number of doors by geographic location, in which Ralph Lauren-branded products distributed by our Wholesale segment were sold to consumers in our primary channels of distribution as of March 28, 2009:
 
         
    Number of
 
Location
  Doors(a)  
 
United States and Canada
    2,104  
Europe
    3,873  
Japan
    120  
         
Total
    6,097  
         
 
 
(a) In Asia/Pacific (excluding Japan), our products are distributed by our licensing partners.


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In addition, American Living and Chaps-branded products distributed by our Wholesale segment were sold through approximately 1,700 doors domestically as of March 28, 2009.
 
We have seven key department-store customers that generate significant sales volume. For Fiscal 2009, these customers in the aggregate accounted for approximately 50% of all wholesale revenues, with Macy’s, Inc. representing approximately 19% of these revenues.
 
Our product brands are sold primarily through their own sales forces. Our Wholesale segment maintains its primary showrooms in New York City. In addition, we maintain regional showrooms in Atlanta, Chicago, Dallas, Los Angeles, Milan, Paris, London, Munich, Madrid and Stockholm.
 
Shop-within-Shops.  As a critical element of our distribution to department stores, we and our licensing partners utilize shop-within-shops to enhance brand recognition, to permit more complete merchandising of our lines by the department stores and to differentiate the presentation of products. Shop-within-shops fixed assets primarily include items such as customized freestanding fixtures, wall cases and components, decorative items and flooring.
 
As of March 28, 2009, we had approximately 10,000 shop-within-shops dedicated to our Ralph Lauren-branded wholesale products worldwide. Excluding significantly larger shop-within-shops in key department store locations, the size of our shop-within-shops typically ranges from approximately 200 to 6,000 square feet. We normally share in the cost of these shop-within-shops with our wholesale customers.
 
Basic Stock Replenishment Program.  Basic products such as knit shirts, chino pants and oxford cloth shirts can be ordered at any time through our basic stock replenishment programs. We generally ship these products within three-to-five days of order receipt.
 
Worldwide
Distribution Channels



 



The following table presents the approximate number of doors by
geographic location, in which Ralph Lauren-branded products
distributed by our Wholesale segment were sold to consumers in
our primary channels of distribution as of March 28, 2009:


 





































































         

 

 

Number of



 


Location


 

Doors(a)


 
 


United States and Canada


 

 

2,104

 


Europe


 

 

3,873

 


Japan


 

 

120

 

 

 

 

 

 


Total


 

 

6,097

 

 

 

 

 

 






 




 




















(a)

In Asia/Pacific (excluding Japan), our products are distributed
by our licensing partners.





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In addition, American Living and Chaps-branded products
distributed by our Wholesale segment were sold through
approximately 1,700 doors domestically as of March 28, 2009.


 



We have seven key department-store customers that generate
significant sales volume. For Fiscal 2009, these customers in
the aggregate accounted for approximately 50% of all wholesale
revenues, with Macy’s, Inc. representing approximately 19%
of these revenues.


 



Our product brands are sold primarily through their own sales
forces. Our Wholesale segment maintains its primary showrooms in
New York City. In addition, we maintain regional showrooms in
Atlanta, Chicago, Dallas, Los Angeles, Milan, Paris, London,
Munich, Madrid and Stockholm.


 



Shop-within-Shops.  As a critical
element of our distribution to department stores, we and our
licensing partners utilize shop-within-shops to enhance brand
recognition, to permit more complete merchandising of our lines
by the department stores and to differentiate the presentation
of products. Shop-within-shops fixed assets primarily include
items such as customized freestanding fixtures, wall cases and
components, decorative items and flooring.


 



As of March 28, 2009, we had approximately 10,000
shop-within-shops dedicated to our Ralph Lauren-branded
wholesale products worldwide. Excluding significantly larger
shop-within-shops in key department store locations, the size of
our shop-within-shops typically ranges from approximately 200 to
6,000 square feet. We normally share in the cost of these
shop-within-shops with our wholesale customers.


 



Basic Stock Replenishment
Program.
  Basic products such as knit shirts,
chino pants and oxford cloth shirts can be ordered at any time
through our basic stock replenishment programs. We generally
ship these products within three-to-five days of order receipt.


 




These excerpts taken from the RL 10-K filed May 28, 2008.
Worldwide Distribution Channels
 
The following table presents the approximate number of doors by geographic location, in which products distributed by our Wholesale segment were sold to consumers as of March 29, 2008:
 
         
    Number of
 
Location
  Doors(a)  
 
United States and Canada
    8,611  
Europe
    2,075  
Japan
    120  
         
Total
    10,806  
         
 
 
(a) In Asia/Pacific (excluding Japan), our products are distributed by our licensing partners.
 
The following department store chains were wholesale customers whose purchases represented more than 10% of our worldwide wholesale net sales for the year ended March 29, 2008:
 
  •  Macy’s, Inc. (formerly known as Federated Department Stores, Inc.), which represented approximately 24%; and
 
  •  Dillard Department Stores, Inc., which represented approximately 12%.
 
Our product brands are sold primarily through their own sales forces. Our Wholesale segment maintains their primary showrooms in New York City. In addition, we maintain regional showrooms in Atlanta, Chicago, Dallas, Los Angeles, Milan, Paris, London, Munich, Madrid and Stockholm.


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Table of Contents

Shop-within-Shops.  As a critical element of our distribution to department stores, we and our licensing partners utilize shop-within-shops to enhance brand recognition, to permit more complete merchandising of our lines by the department stores and to differentiate the presentation of products. Shop-within-shops fixed assets primarily include items such as customized freestanding fixtures, wall cases and components, decorative items and flooring.
 
As of March 29, 2008, we had approximately 10,800 shop-within-shops dedicated to our wholesale products worldwide and our licensing partners had over 460 shop-within-shops. During Fiscal 2008, we added approximately 500 shop-within-shops, net. Excluding significantly larger shop-within-shops in key department store locations, the size of our shop-within-shops typically ranges from approximately 200 to 6,000 square feet. We share in the cost of these shop-within-shops.
 
Basic Stock Replenishment Program.  Basic products such as knit shirts, chino pants and oxford cloth shirts can be ordered at any time through our basic stock replenishment programs. We generally ship these products within three-to-five days of order receipt. These products accounted for approximately 6% of our wholesale net sales in Fiscal 2008.
 
Worldwide
Distribution Channels



 



The following table presents the approximate number of doors by
geographic location, in which products distributed by our
Wholesale segment were sold to consumers as of March 29,
2008:


 





































































         

 

 

Number of



 


Location


 

Doors(a)

 
 


United States and Canada


 

 

8,611

 


Europe


 

 

2,075

 


Japan


 

 

120

 

 

 

 

 

 


Total


 

 

10,806

 

 

 

 

 

 






 




 



















(a)

In Asia/Pacific (excluding Japan), our products are distributed
by our licensing partners.


 



The following department store chains were wholesale customers
whose purchases represented more than 10% of our worldwide
wholesale net sales for the year ended March 29, 2008:


 


























  • 

Macy’s, Inc. (formerly known as Federated Department
Stores, Inc.), which represented approximately 24%; and
 
  • 

Dillard Department Stores, Inc., which represented approximately
12%.


 



Our product brands are sold primarily through their own sales
forces. Our Wholesale segment maintains their primary showrooms
in New York City. In addition, we maintain regional showrooms in
Atlanta, Chicago, Dallas, Los Angeles, Milan, Paris, London,
Munich, Madrid and Stockholm.





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Table of Contents






Shop-within-Shops.  As a critical
element of our distribution to department stores, we and our
licensing partners utilize shop-within-shops to enhance brand
recognition, to permit more complete merchandising of our lines
by the department stores and to differentiate the presentation
of products. Shop-within-shops fixed assets primarily include
items such as customized freestanding fixtures, wall cases and
components, decorative items and flooring.


 



As of March 29, 2008, we had approximately 10,800
shop-within-shops dedicated to our wholesale products worldwide
and our licensing partners had over 460 shop-within-shops.
During Fiscal 2008, we added approximately 500
shop-within-shops, net. Excluding significantly larger
shop-within-shops in key department store locations, the size of
our shop-within-shops typically ranges from approximately 200 to
6,000 square feet. We share in the cost of these
shop-within-shops.


 



Basic Stock Replenishment
Program.
  Basic products such as knit shirts,
chino pants and oxford cloth shirts can be ordered at any time
through our basic stock replenishment programs. We generally
ship these products within three-to-five days of order receipt.
These products accounted for approximately 6% of our wholesale
net sales in Fiscal 2008.


 




This excerpt taken from the RL 10-K filed May 30, 2007.
Worldwide Distribution Channels
 
The following table presents the approximate number of doors by geographic location, in which products distributed by our Wholesale segment were sold to consumers as of March 31, 2007.
 
         
    Approximate Number of
 
Location
  Doors as of March 31, 2007(a)  
 
United States and Canada
    8,291  
Europe
    2,352  
         
Total
    10,643  
         
 
 
(a) In Asia/Pacific, our products are distributed by our licensing partners.
 
The following department store chains were the only wholesale customers whose purchases represented more than 10% of our worldwide wholesale net sales for the year ended March 31, 2007.
 
  •  Federated Department Stores, Inc., which represented approximately 29%; and
 
  •  Dillard Department Stores, Inc., which represented approximately 14%.
 
Our product brands are sold primarily through their own sales forces. Our Wholesale segment maintains their primary showrooms in New York City. In addition, we maintain regional showrooms in Atlanta, Chicago, Dallas, Los Angeles, Milan, Paris, London, Munich, Madrid and Stockholm.
 
Shop-within-Shops.  As a critical element of our distribution to department stores, we and our licensing partners utilize shop-within-shops to enhance brand recognition, to permit more complete merchandising of our lines by the department stores and to differentiate the presentation of products. Shop-within-shops fixed assets primarily include items such as customized freestanding fixtures, moveable wall cases and components, decorative items and flooring.


7


 

 
As of March 31, 2007, we had approximately 10,600 shop-within-shops dedicated to our wholesale products worldwide and our licensing partners had more than 600 shop-within-shops. During Fiscal 2007, we added approximately 1,300 shop-within-shops. Excluding significantly larger shop-within-shops in key department store locations, the size of our shop-within-shops typically ranges from approximately 100 to 4,800 square feet. We share in the cost of these shop-within-shops.
 
Basic Stock Replenishment Program.  Basic products such as knit shirts, chino pants and oxford cloth shirts can be ordered at any time through our basic stock replenishment programs. We generally ship these products within one to five days of order receipt. These products accounted for approximately 6% of our wholesale net sales in Fiscal 2007.
 
This excerpt taken from the RL 10-K filed Jun 15, 2006.
Worldwide Distribution Channels
 
The following table presents the approximate number of doors (excluding our own specialty stores), by channel, in which products distributed by our wholesale segment, excluding Chaps, were sold to consumers worldwide as of April 1, 2006. In addition, during fiscal 2006 our Wholesale Segment launched Chaps for women and boys product lines in approximately 750 department stores.
 
                         
    Approximate Number of
 
    Doors as of April 1, 2006  
    Polo
    Collection
       
    Brands     Brands     Lauren  
 
Department Stores
    4,130       150       1,002  
Specialty Stores
    5,411       195        
Golf and Pro Shops
    2,470              


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The following department store chains were the only wholesale customers whose purchases represented more than ten percent of our worldwide wholesale net sales for the year ended April 1, 2006. Although Federated Department Stores, Inc. and The May Department Stores Company are shown separately, Federated Department Stores acquired The May Department Stores by merger on August 30, 2005. Combined, Federated and May accounted for approximately 33% of our wholesale net sales in Fiscal 2006.
 
  •  Federated Department Stores, Inc., which represented approximately 18%,
 
  •  Dillard Department Stores, Inc., which represented 17%, and
 
  •  The May Department Stores Company, which represented 15%.
 
Federated has announced plans to close or divest itself of more than 79 of the combined companies’ stores in calendar 2006 and to divest itself of the approximately 50 store Lord & Taylor division, and is converting the remaining stores formerly owned by The May Department Stores to the Macy’s name plate. We do not believe that this merger and restructuring will have a material adverse effect on our business.
 
Our product brands are sold primarily through their own sales forces. Our Wholesale Segment maintain their primary showrooms in New York City. In addition, we maintain regional showrooms in Atlanta, Chicago, Dallas, Los Angeles, Milan, Paris, London, Munich, Madrid and Stockholm.
 
Shop-within-Shops.  As a critical element of our distribution to department stores, we and our licensing partners utilize shop-within-shops to enhance brand recognition, to permit more complete merchandising of our lines by the department stores and to differentiate the presentation of products. Shop-within-shops fixed assets primarily include items such as customized freestanding fixtures, moveable wall cases and components, decorative items and flooring.
 
At April 1, 2006, we had approximately 9,100 shop-within-shops dedicated to our wholesale products worldwide and our licensing partners had more than 775 shop-within-shops. During Fiscal 2006, we added approximately 1,654 shop-within-shops. Excluding significantly larger shop-within-shops in key department store locations, the size of our shop-within-shops typically ranges from approximately 100 to 4,800 square feet for Polo products, from approximately 240 to 4,000 square feet for Lauren by Ralph Lauren, from approximately 100 to 600 square feet for our Collection Brands, and from approximately 300 to 900 square feet for Home Furnishings. We share in the cost of these shops-within-shops.
 
Basic Stock Replenishment Program.  Basic products such as knit shirts, chino pants and oxford cloth shirts can be ordered at any time through our basic stock replenishment programs. We generally ship these products within one to five days of order receipt. These products accounted for approximately 7.4% of our wholesale net sales in Fiscal 2006. We have also implemented a seasonal quick response program to allow replenishment of products which can be ordered only during a portion of the year.
 
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