Retail: Global Industry Overview

Datamonitor's Retail: Global Industry Overview is an essential resource for top-level data and analysis covering the Global Catalog Retail industry. It includes detailed data on market size and segmentation, textual analysis of the key trends and competitive landscape, and profiles of the leading companies. This incisive report provides expert analysis with distinct chapters for Catalog Retail, Department Stores, Drug Retail, General Merchandise Stores, Home Improvement Retail, Retailing, Specialty Retail, Online Retail, Hypermarkets & Super Centers, Food & Staples Retail and Home Furnishing Retail

Scope of the Report

* Contains an executive summary and data on value, volume and segmentation for Catalog Retail, Department Stores, Drug Retail, General Merchandise Stores, Home Improvement Retail, Retailing, Specialty Retail, Online Retail, Hypermarkets & Super Centers, Food & Staples Retail and Home Furnishing Retail

* Provides textual analysis of the industry's prospects, competitive landscape and profiles of the leading companies

* Incorporates in-depth five forces competitive environment analysis and scorecards

* Includes five-year forecasts for Catalog Retail, Department Stores, Drug Retail, General Merchandise Stores, Home Improvement Retail, Retailing, Specialty Retail, Online Retail, Hypermarkets & Super Centers, Food & Staples Retail and Home Furnishing Retail

Highlights

The global catalogue retail sector generated total revenues of $307.7 billion in 2009, representing a compound annual rate of change (CARC) of -1.6% for the period spanning 2005-2009.

The global department stores sector generated total revenues of $343 billion in 2009, representing a compound annual growth rate (CAGR) of 0.6% for the period spanning 2005-2009.

The global drug retail sector generated total revenues of $1,551.2 billion in 2009, representing a compound annual growth rate (CAGR) of 3.6% for the period spanning 2005-2009.

The global general merchandise stores sector generated total revenues of $1,267.6 billion in 2009, representing a compound annual growth rate (CAGR) of 3.5% for the period spanning 2005-2009.

The global home improvement retail sector generated total revenues of $597.4 billion in 2009, representing a compound annual growth rate (CAGR) of 3.1% for the period spanning 2005-2009.

The global retailing industry generated total revenues of $10,539.9 billion in 2009, representing a compound annual growth rate (CAGR) of 4.3% for the period spanning 2005-2009.

The global specialty retail industry generated total revenues of $7,088.2 billion in 2008, representing a compound annual growth rate (CAGR) of 0.6% for the period spanning 2005-2009.

The global online retail sector had total revenue of $348.6 billion in 2009, representing a compound annual growth rate (CAGR) of 17.8% for the period spanning 2005-2009.

The global hypermarkets & super centers sector generated total revenues of $1,572.4 billion in 2009, representing a compound annual growth rate (CAGR) of 7.5% for the period spanning 2005-2009.

The global food & staples retail industry generated total revenues of $6,946.2 billion in 2009, representing a compound annual growth rate (CAGR) of 5.7% for the period spanning 2005-2009.

The global home furnishing retail sector generated total revenues of $659.6 billion in 2009, representing a compound annual growth rate (CAGR) of 3.4% for the period spanning 2005-2009.
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TABLE OF CONTENTS
GLOBAL CATALOG RETAIL 13
MARKET OVERVIEW 13
MARKET VALUE 15
MARKET SEGMENTATION I 16
MARKET SEGMENTATION II 17
MARKET SHARE 18
FIVE FORCES ANALYSIS 19
MARKET FORECASTS 26
GLOBAL DEPARTMENT STORES 28
MARKET OVERVIEW 28
MARKET VALUE 30
MARKET SEGMENTATION I 31
MARKET SEGMENTATION II 32
MARKET SHARE 33
FIVE FORCES ANALYSIS 34
MARKET FORECASTS 43
GLOBAL DRUG RETAIL 45
MARKET OVERVIEW 45
MARKET VALUE 47
MARKET SEGMENTATION I 48
MARKET SEGMENTATION II 49
MARKET SHARE 50
FIVE FORCES ANALYSIS 51
MARKET FORECASTS 57
GLOBAL GENERAL MERCHANDISE STORES 59
MARKET OVERVIEW 59
MARKET VALUE 61
MARKET SEGMENTATION I 62
MARKET SEGMENTATION II 63
MARKET SHARE 64
FIVE FORCES ANALYSIS 65
MARKET FORECASTS 73
GLOBAL HOME IMPROVEMENT RETAIL 75
MARKET OVERVIEW 75
MARKET VALUE 77
MARKET SEGMENTATION I 78
MARKET SEGMENTATION II 79
MARKET SHARE 80
FIVE FORCES ANALYSIS 81
MARKET FORECASTS 87
GLOBAL RETAILING 89
MARKET OVERVIEW 89
MARKET VALUE 91
MARKET SEGMENTATION I 92
MARKET SEGMENTATION II 93
MARKET SHARE 94
FIVE FORCES ANALYSIS 95
MARKET FORECASTS 101
GLOBAL SPECIALTY RETAIL 103
MARKET OVERVIEW 103
MARKET VALUE 105
MARKET SEGMENTATION I 106
MARKET SEGMENTATION II 107
MARKET SHARE 108
FIVE FORCES ANALYSIS 109
MARKET FORECASTS 117
GLOBAL HYPERMARKETS & SUPER CENTERS 119
MARKET OVERVIEW 119
MARKET VALUE 120
MARKET SEGMENTATION II 121
MARKET SHARE 122
FIVE FORCES ANALYSIS 123
MARKET FORECASTS 129
GLOBAL FOOD & STAPLES RETAIL 131
MARKET OVERVIEW 131
MARKET VALUE 133
MARKET SEGMENTATION I 134
MARKET SEGMENTATION II 135
MARKET SHARE 136
FIVE FORCES ANALYSIS 137
MARKET FORECASTS 144
GLOBAL HOME FURNISHING RETAIL 146
MARKET OVERVIEW 146
MARKET VALUE 148
MARKET SEGMENTATION I 149
MARKET SEGMENTATION II 150
MARKET SHARE 151
FIVE FORCES ANALYSIS 152
MARKET FORECASTS 163
GLOBAL ONLINE RETAIL 165
MARKET OVERVIEW 165
MARKET VALUE 167
MARKET SEGMENTATION I 168
MARKET SEGMENTATION II 169
FIVE FORCES ANALYSIS 170
MARKET FORECASTS 177
APPENDIX 179
Data Research Methodology 179
About Datamonitor 180
Disclaimer 180

LIST OF TABLES
Table 1: Global catalog retail sector value: $ billion, 2005–09 15
Table 2: Global catalog retail sector segmentation I:% share, by value, 2009 16
Table 3: Global catalog retail sector segmentation II: % share, by value, 2009 17
Table 4: Global catalog retail sector share: % share, by value, 2009 18
Table 5: Global catalog retail sector value forecast: $ billion, 2009–14 26
Table 6: Global department stores sector value: $ billion, 2005–09 30
Table 7: Global department stores sector segmentation I:% share, by value, 2009 31
Table 8: Global department stores sector segmentation II: % share, by value, 2009 32
Table 9: Global department stores sector share: % share, by value, 2009 33
Table 10: Global department stores sector value forecast: $ billion, 2009–14 43
Table 11: Global drug retail sector value: $ billion, 2005–09 47
Table 12: Global drug retail sector segmentation I:% share, by value, 2009 48
Table 13: Global drug retail sector segmentation II: % share, by value, 2009 49
Table 14: Global drug retail sector share: % share, by value, 2009 50
Table 15: Global drug retail sector value forecast: $ billion, 2009–14 57
Table 16: Global general merchandise stores sector value: $ billion, 2005–09 61
Table 17: Global general merchandise stores sector segmentation I:% share, by value, 2009 62
Table 18: Global general merchandise stores sector segmentation II: % share, by value, 2009 63
Table 19: Global general merchandise stores sector share: % share, by value, 2009 64
Table 20: Global general merchandise stores sector value forecast: $ billion, 2009–14 73
Table 21: Global home improvement retail sector value: $ billion, 2005–09 77
Table 22: Global home improvement retail sector segmentation I:% share, by value, 2009 78
Table 23: Global home improvement retail sector segmentation II: % share, by value, 2009 79
Table 24: Global home improvement retail sector share: % share, by value, 2009 80
Table 25: Global home improvement retail sector value forecast: $ billion, 2009–14 87
Table 26: Global retailing industry value: $ billion, 2005–09 91
Table 27: Global retailing industry segmentation I:% share, by value, 2009 92
Table 28: Global retailing industry segmentation II: % share, by value, 2009 93
Table 29: Global retailing industry share: % share, by value, 2009 94
Table 30: Global retailing industry value forecast: $ billion, 2009–14 101
Table 31: Global specialty retail industry value: $ billion, 2005–09 105
Table 32: Global specialty retail industry segmentation I:% share, by value, 2009 106
Table 33: Global specialty retail industry segmentation II: % share, by value, 2009 107
Table 34: Global specialty retail industry share: % share, by value, 2009 108
Table 35: Global specialty retail industry value forecast: $ billion, 2009–14 117
Table 36: Global hypermarkets & super centers sector value: $ billion, 2005–09 120
Table 37: Global hypermarkets & super centers sector segmentation II: % share, by value, 2009 121
Table 38: Global hypermarkets & super centers sector share: % share, by value, 2009 122
Table 39: Global hypermarkets & super centers sector value forecast: $ billion, 2009–14 129
Table 40: Global food & staples retail industry value: $ billion, 2005–09 133
Table 41: Global food & staples retail industry segmentation I:% share, by value, 2009 134
Table 42: Global food & staples retail industry segmentation II: % share, by value, 2009 135
Table 43: Global food & staples retail industry share: % share, by value, 2009 136
Table 44: Global food & staples retail industry value forecast: $ billion, 2009–14 144
Table 45: Global home furnishing retail sector value: $ billion, 2005–09 148
Table 46: Global home furnishing retail sector segmentation I:% share, by value, 2009 149
Table 47: Global home furnishing retail sector segmentation II: % share, by value, 2009 150
Table 48: Global home furnishing retail sector share: % share, by value, 2009 151
Table 49: Global home furnishing retail sector value forecast: $ billion, 2009–14 163
Table 50: Global online retail sector value: $ billion, 2005–09 167
Table 51: Global online retail sector segmentation I:% share, by value, 2009 168
Table 52: Global online retail sector segmentation II: % share, by value, 2009 169
Table 53: Global online retail sector value forecast: $ billion, 2009–14 177

LIST OF FIGURES
Figure 1: Global catalog retail sector value: $ billion, 2005–09 15
Figure 2: Global catalog retail sector segmentation I:% share, by value, 2009 16
Figure 3: Global catalog retail sector segmentation II: % share, by value, 2009 17
Figure 4: Global catalog retail sector share: % share, by value, 2009 18
Figure 5: Forces driving competition in the global catalog retail sector, 2009 19
Figure 6: Drivers of buyer power in the global catalog retail sector, 2009 20
Figure 7: Drivers of supplier power in the global catalog retail sector, 2009 21
Figure 8: Factors influencing the likelihood of new entrants in the global catalog retail sector, 2009 22
Figure 9: Factors influencing the threat of substitutes in the global catalog retail sector, 2009 24
Figure 10: Drivers of degree of rivalry in the global catalog retail sector, 2009 25
Figure 11: Global catalog retail sector value forecast: $ billion, 2009–14 27
Figure 12: Global department stores sector value: $ billion, 2005–09 30
Figure 13: Global department stores sector segmentation I:% share, by value, 2009 31
Figure 14: Global department stores sector segmentation II: % share, by value, 2009 32
Figure 15: Global department stores sector share: % share, by value, 2009 33
Figure 16: Forces driving competition in the global department stores sector, 2009 34
Figure 17: Drivers of buyer power in the global department stores sector, 2009 36
Figure 18: Drivers of supplier power in the global department stores sector, 2009 37
Figure 19: Factors influencing the likelihood of new entrants in the global department stores sector, 2009 38
Figure 20: Factors influencing the threat of substitutes in the global department stores sector, 2009 40
Figure 21: Drivers of degree of rivalry in the global department stores sector, 2009 41
Figure 22: Global department stores sector value forecast: $ billion, 2009–14 44
Figure 23: Global drug retail sector value: $ billion, 2005–09 47
Figure 24: Global drug retail sector segmentation I:% share, by value, 2009 48
Figure 25: Global drug retail sector segmentation II: % share, by value, 2009 49
Figure 26: Global drug retail sector share: % share, by value, 2009 50
Figure 27: Forces driving competition in the global drug retail sector, 2009 51
Figure 28: Drivers of buyer power in the global drug retail sector, 2009 52
Figure 29: Drivers of supplier power in the global drug retail sector, 2009 53
Figure 30: Factors influencing the likelihood of new entrants in the global drug retail sector, 2009 54
Figure 31: Factors influencing the threat of substitutes in the global drug retail sector, 2009 55
Figure 32: Drivers of degree of rivalry in the global drug retail sector, 2009 56
Figure 33: Global drug retail sector value forecast: $ billion, 2009–14 58
Figure 34: Global general merchandise stores sector value: $ billion, 2005–09 61
Figure 35: Global general merchandise stores sector segmentation I:% share, by value, 2009 62
Figure 36: Global general merchandise stores sector segmentation II: % share, by value, 2009 63
Figure 37: Global general merchandise stores sector share: % share, by value, 2009 64
Figure 38: Forces driving competition in the global general merchandise stores sector, 2009 65
Figure 39: Drivers of buyer power in the global general merchandise stores sector, 2009 66
Figure 40: Drivers of supplier power in the global general merchandise stores sector, 2009 67
Figure 41: Factors influencing the likelihood of new entrants in the global general merchandise stores sector, 2009 68
Figure 42: Factors influencing the threat of substitutes in the global general merchandise stores sector, 2009 70
Figure 43: Drivers of degree of rivalry in the global general merchandise stores sector, 2009 71
Figure 44: Global general merchandise stores sector value forecast: $ billion, 2009–14 74
Figure 45: Global home improvement retail sector value: $ billion, 2005–09 77
Figure 46: Global home improvement retail sector segmentation I:% share, by value, 2009 78
Figure 47: Global home improvement retail sector segmentation II: % share, by value, 2009 79
Figure 48: Global home improvement retail sector share: % share, by value, 2009 80
Figure 49: Forces driving competition in the global home improvement retail sector, 2009 81
Figure 50: Drivers of buyer power in the global home improvement retail sector, 2009 82
Figure 51: Drivers of supplier power in the global home improvement retail sector, 2009 83
Figure 52: Factors influencing the likelihood of new entrants in the global home improvement retail sector, 2009 84
Figure 53: Factors influencing the threat of substitutes in the global home improvement retail sector, 2009 85
Figure 54: Drivers of degree of rivalry in the global home improvement retail sector, 2009 86
Figure 55: Global home improvement retail sector value forecast: $ billion, 2009–14 88
Figure 56: Global retailing industry value: $ billion, 2005–09 91
Figure 57: Global retailing industry segmentation I:% share, by value, 2009 92
Figure 58: Global retailing industry segmentation II: % share, by value, 2009 93
Figure 59: Global retailing industry share: % share, by value, 2009 94
Figure 60: Forces driving competition in the global retailing industry, 2009 95
Figure 61: Drivers of buyer power in the global retailing industry, 2009 96
Figure 62: Drivers of supplier power in the global retailing industry, 2009 97
Figure 63: Factors influencing the likelihood of new entrants in the global retailing industry, 2009 98
Figure 64: Factors influencing the threat of substitutes in the global retailing industry, 2009 99
Figure 65: Drivers of degree of rivalry in the global retailing industry, 2009 100
Figure 66: Global retailing industry value forecast: $ billion, 2009–14 102
Figure 67: Global specialty retail industry value: $ billion, 2005–09 105
Figure 68: Global specialty retail industry segmentation I:% share, by value, 2009 106
Figure 69: Global specialty retail industry segmentation II: % share, by value, 2009 107
Figure 70: Global specialty retail industry share: % share, by value, 2009 108
Figure 71: Forces driving competition in the global specialty retail industry, 2009 109
Figure 72: Drivers of buyer power in the global specialty retail industry, 2009 111
Figure 73: Drivers of supplier power in the global specialty retail industry, 2009 112
Figure 74: Factors influencing the likelihood of new entrants in the global specialty retail industry, 2009 114
Figure 75: Factors influencing the threat of substitutes in the global specialty retail industry, 2009 115
Figure 76: Drivers of degree of rivalry in the global specialty retail industry, 2009 116
Figure 77: Global specialty retail industry value forecast: $ billion, 2009–14 118
Figure 78: Global hypermarkets & super centers sector value: $ billion, 2005–09 120
Figure 79: Global hypermarkets & super centers sector segmentation II: % share, by value, 2009 121
Figure 80: Global hypermarkets & super centers sector share: % share, by value, 2009 122
Figure 81: Forces driving competition in the global hypermarkets & super centers sector, 2009 123
Figure 82: Drivers of buyer power in the global hypermarkets & super centers sector, 2009 124
Figure 83: Drivers of supplier power in the global hypermarkets & super centers sector, 2009 125
Figure 84: Factors influencing the likelihood of new entrants in the global hypermarkets & super centers sector, 2009 126
Figure 85: Factors influencing the threat of substitutes in the global hypermarkets & super centers sector, 2009 127
Figure 86: Drivers of degree of rivalry in the global hypermarkets & super centers sector, 2009 128
Figure 87: Global hypermarkets & super centers sector value forecast: $ billion, 2009–14 130
Figure 88: Global food & staples retail industry value: $ billion, 2005–09 133
Figure 89: Global food & staples retail industry segmentation I:% share, by value, 2009 134
Figure 90: Global food & staples retail industry segmentation II: % share, by value, 2009 135
Figure 91: Global food & staples retail industry share: % share, by value, 2009 136
Figure 92: Forces driving competition in the global food & staples retail industry, 2009 137
Figure 93: Drivers of buyer power in the global food & staples retail industry, 2009 138
Figure 94: Drivers of supplier power in the global food & staples retail industry, 2009 140
Figure 95: Factors influencing the likelihood of new entrants in the global food & staples retail industry, 2009 141
Figure 96: Factors influencing the threat of substitutes in the global food & staples retail industry, 2009 142
Figure 97: Drivers of degree of rivalry in the global food & staples retail industry, 2009 143
Figure 98: Global food & staples retail industry value forecast: $ billion, 2009–14 145
Figure 99: Global home furnishing retail sector value: $ billion, 2005–09 148
Figure 100: Global home furnishing retail sector segmentation I:% share, by value, 2009 149
Figure 101: Global home furnishing retail sector segmentation II: % share, by value, 2009 150
Figure 102: Global home furnishing retail sector share: % share, by value, 2009 151
Figure 103: Forces driving competition in the global home furnishing retail sector, 2009 152
Figure 104: Drivers of buyer power in the global home furnishing retail sector, 2009 154
Figure 105: Drivers of supplier power in the global home furnishing retail sector, 2009 156
Figure 106: Factors influencing the likelihood of new entrants in the global home furnishing retail sector, 2009 158
Figure 107: Factors influencing the threat of substitutes in the global home furnishing retail sector, 2009 160
Figure 108: Drivers of degree of rivalry in the global home furnishing retail sector, 2009 161
Figure 109: Global home furnishing retail sector value forecast: $ billion, 2009–14 164
Figure 110: Global online retail sector value: $ billion, 2005–09 167
Figure 111: Global online retail sector segmentation I:% share, by value, 2009 168
Figure 112: Global online retail sector segmentation II: % share, by value, 2009 169
Figure 113: Forces driving competition in the global online retail sector, 2009 170
Figure 114: Drivers of buyer power in the global online retail sector, 2009 172
Figure 115: Drivers of supplier power in the global online retail sector, 2009 173
Figure 116: Factors influencing the likelihood of new entrants in the global online retail sector, 2009 174
Figure 117: Factors influencing the threat of substitutes in the global online retail sector, 2009 175
Figure 118: Drivers of degree of rivalry in the global online retail sector, 2009 176
Figure 119: Global online retail sector value forecast: $ billion, 2009–14 178



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