jewelry stores - Wubbers University

Transcription

JEWELRY STORES
in
all US Markets
2012/2013
Ad-ology® Industry Marketing Insights
JEWELRY STORES in the all US Markets
REPORT DETAILS
REPORT INFO
Report ID Code
97A20337-B916-1EE5-ACE759BF435A50BF
Report Date
April 9, 2012
PROJECT INFO
Project Name
JEWELRY STORES
Business Type
Jewelry Stores
Primary Market
all US Markets
COPYRIGHT STATEMENT
All information contained herein is copyrighted in the name of Sales Development Services, Inc. and none of such
information may be copied or otherwise reproduced, repackaged , or further transmitted, transferred , or disseminated,
redistributed, or resold, or stored for subsequent use for any purpose in whole or part in any form or manner or by any
means whatsoever, by any person without prior written consent from Sales Development Services, Inc.
DISCLAIMER
All information contained herein is obtained by Sales Development Services, Inc. from sources believed by it to be accurate
and reliable. Because of the possibility of human and mechanical error, among other factors, however, such information is
provided "as is" without warranty of any kind. NO WARRANTY, EXPRESS OR IMPLIED, AS TO THE ACCURACY,
TIMELINESS, COMPLETENESS, MERCHANTABILITY, OR FITNESS FOR ANY PARTICULAR PURPOSE OF ANY
INFORMATION IS GIVEN OR MADE BY SALES DEVELOPMENT SERVICES,INC. IN ANY FORM OR MANNER
WHATSOEVER. Under no circumstances shall Sales Development Services, Inc. have any liability to any person or any
entity for (a) any loss or damage in whole or in part caused by, resulting from, or relating to, any error (negligent or
otherwise) or other circumstance involved in procuring, collecting, compiling, interpreting, analyzing, editing, transcribing,
transmitting, communicating, or delivering, any such information, or (b) any direct, indirect, special, consequential, incidental
damages whatsoever, even if Sales Development Services, Inc. is advised in advance of the possibility of such damages,
resulting from the use of, or inability to use, any such information.
©2012 Ad-ology Research · All Rights Reserved · COPYRIGHT STRICTLY ENFORCED
INDUSTRY
MARKETING
INSIGHTS
I
Category
ad-ology.net
INTRODUCTION
Category
Industry Intelligence
What you will learn in this section:
Industry Intelligence provides an insightful industry overview of the client's Primary business type, operating in the
selected market. Here, you will discover typical traits for your Client with:
Industry Overview
Opportunities & Challenges
Market Sales Potential
Annual Sales Per Location
Peak Sales
Top Products
Top Factors for this type of account *
Ad Copy Points
Other potential important facts *
Possible Applications:
Educate your New Business Team about your Client's business. Educate your Client about their competition and
market, using relevant, comparative insights.
Advertising/Media Strategy
Typical media selections for an advertising campaign, based on industry averages and more. The co-op policies
listed in this section are from manufacturers/companies that have a track record of easy-to-work-with plans.
Annual Ad Budget
Preferred Ad Dates/Times
Top Advertising Media Used
Potential Co-op programs *
Determine the typical advertising budget for this type of account in the selected market. Use this as a base for
any media buying services or consultation your agency may provide. Use of co-op funds can maximize your
account's ad budget by allowing them to run larger schedules without increasing their out-of-pocket expenses.
Manufacturers may also include funds for Advertising Agency work.
INDUSTRY OVERVIEW
These retailers sell metal and gemstone jewelry, watches and clocks. The market is divided into precious and fashion
segments. Many of these business owners also offer repair and appraisal services. Jewelers may target a specific market
segment or they may try to serve all levels of the market.
The typical jewelry store does nearly one-fourth of its annual business in December so marketing campaigns must be in place
for the critical holiday season. Jewelers also count on the sale of wedding jewelry for a significant part of their business.
High-end jewelers with a national presence include Tiffany & Co. and Neiman Marcus. Mid-range jewelry chains include Zale
and Kay Jewelers.Small independent jewelers must also compete with department store jewelry departments, such as Macy's
and Neiman Marcus. Consumers are also indicating a willingness to purchase jewelry through alternative channels such as
online and through television shopping networks. Jewelry stores buy from wholesalers and there is some branding and co-op
support in the precious jewels and metals market. Other jewelers may engage in custom craft and employ artisans to create
unique designs for clients.
The jewelry industry is considered cyclical and revenues generally rise and fall in concert with general economic trends. There
are approximately 28,000 retail specialty jewelers operating in the United States.
In 2011, total U.S. jewelry and watch sales were reached a record $68.3 billion, up 11% over 2010 totals. Specifically, jewelry
sales were $59.2 billion (up 10.8%) and watch sales were $9.1 billion (up 12.1%).
[Sources: Bureau of Labor Statistics; Gassman, Ken. "Jewelry Sales Hit $683 Billion." National Jeweler. Nielsen Company, 2
Feb. 2012. Web. 14 Feb. 2012; IBISWorld, Oct. 2010. Web. 17 Feb. 2011; Jewelry Consumer Opinion Council; "2010 Cost of
Doing Business Report." Jewelers of America, 16 Sept. 2010. Web. 3 Nov. 2010; U.S. Department of Commerce.]
OPPORTUNITIES & CHALLENGES
A survey of jewelry retailers found that 44% of respondents said silver sales were up significantly during the 2011
holiday season. [Source: "A Strong Year for Jewelers." National Jeweler. The Nielsen Company, 6 Feb. 2012. Web. 14
Feb. 2012.]
Hispanics are a lucrative market, and 80% plan to purchase jewelry through September 2012.
[Source: "The Hispanic Jewelry Market in the USA: The Hidden Giant 2011." Jewelry Consumer Opinion Council, 2011.
Web. 14 Feb. 2012.]
Gold buybacks remain a popular way to profit from gold.
During the first quarter of 2010, men accounted for 73% of luxury jewelry purchases.
[Source: "Americans Spending Less on Luxe Furniture But More On Clothes." Research Alert. EPM Communications,
Inc., 5 Aug. 2011. Print 15 Aug. 2011.]
In 2011, custom jewelry was among the strongest-performing categories. Sixty-two percent of jewelery retailers
responding to an industry reported their custom sales were up year-over-year.
[Source: "A Strong Year for Jewelers." National Jeweler. The Nielsen Company, 6 Feb. 2012. Web. 14 Feb. 2012.]
In 2011 jewelers in general reported more transactions, though the average transaction value was often slightly lower
than in pre-recession days.
[Source: Gassman, Ken. "U.S. Jewelry Demand Robust." National Jeweler. The Nielsen Company, 23 Nov. 2011. Web.
13 Dec. 2011.]
One of the biggest concerns for jewelry retailers is having a sufficient operating budget, followed by keeping current with
technology.
[Source: "2011 Retailer Survey." JCK. Reed Elsevier Inc., Nov. 2011. Web. 14 Feb. 2012.]
MARKET SALES POTENTIAL
2011 ESTIMATED
US TV MARKET ANNUAL SALES
Jewelry stores
TV MARKET
SALES
NEW YORK
$ 3,216 million
LOS ANGELES
$ 1,733 million
CHICAGO
$ 1,036 million
BOSTON
$ 966 million
PHILADELPHIA
$ 886 million
SAN FRANCISCO-OAKLAND-SAN JOSE
$ 821 million
WASHINGTON, DC
$ 762 million
MIAMI-FT. LAUDERDALE
$ 678 million
ATLANTA
$ 641 million
DALLAS-FT.WORTH
$ 633 million
DETROIT
$ 581 million
HOUSTON
$ 549 million
DENVER
$ 464 million
HONOLULU
$ 447 million
PHOENIX
$ 431 million
MINNEAPOLIS-ST. PAUL
$ 420 million
SEATTLE-TACOMA
$ 405 million
TAMPA-ST.PETERSBURG, SARASOTA
$ 380 million
CLEVELAND
$ 379 million
BALTIMORE
$ 348 million
SAN DIEGO
$ 336 million
WEST PALM BEACH-FT. PIERCE
$ 316 million
LAS VEGAS
$ 306 million
SACRAMENTO-STOCKTON-MODESTO
$ 297 million
PITTSBURGH
$ 288 million
ST. LOUIS
$ 269 million
RALEIGH-DURHAM
$ 262 million
ORLANDO-DAYTONA BEACH-MELBOURNE
$ 257 million
CHARLOTTE
$ 248 million
INDIANAPOLIS
$ 242 million
ALBUQUERQUE-SANTA FE
$ 242 million
HARTFORD & NEW HAVEN
$ 235 million
PORTLAND, OR
$ 232 million
MILWAUKEE
$ 223 million
CINCINNATI
$ 213 million
COLUMBUS, OH
$ 200 million
KANSAS CITY
$ 195 million
AUSTIN
$ 189 million
NORFOLK-PORTSMOUTH-NEWPORT NEWS
$ 187 million
NEW ORLEANS
$ 182 million
NASHVILLE
$ 179 million
PROVIDENCE-NEW BEDFORD
$ 177 million
FT. MYERS-NAPLES
$ 174 million
SAN ANTONIO
$ 172 million
HARRISBURG-LANCASTER-LEBANON-YORK
$ 164 million
JACKSONVILLE, BRUNSWICK
$ 150 million
SALT LAKE CITY
$ 150 million
GREENVILLE-SPARTANBURG-ASHEVILLE-ANDERSON
$ 144 million
BIRMINGHAM
$ 142 million
RICHMOND-PETERSBURG
$ 133 million
OMAHA
$ 133 million
LOUISVILLE
$ 127 million
GRAND RAPIDS-KALAMAZOO-BATTLE CREEK
$ 127 million
GREENSBRO-HIGH POINT-WINSTON-SALEM
$ 125 million
ALBANY-SCHENECTADY-TROY
$ 123 million
MEMPHIS
$ 122 million
GREEN BAY-APPLETON
$ 122 million
MOBILE-PENSCOLA
$ 121 million
OKLAHOMA CITY
$ 120 million
DAYTON
$ 117 million
WILKES BARRE-SCRANTON
$ 116 million
PALM SPRINGS
$ 113 million
BUFFALO
$ 111 million
KNOXVILLE
$ 109 million
DES MOINES-AMES
$ 106 million
TALLAHASSEE-THOMASVILLE
$ 105 million
FRESNO-VISALIA
$ 105 million
TULSA
$ 103 million
LITTLE ROCK-PINE BLUFF
$ 97 million
TOLEDO
$ 93 million
FLINT-SAGINAW-BAY CITY
$ 91 million
COLUMBIA, SC
$ 87 million
TUCSON
$ 85 million
CHARLESTON-HUNTNGTON
$ 83 million
MACON
$ 82 million
PORTLAND-AUBURN
$ 81 million
ROCHESTER, NY
$ 80 million
SPOKANE
$ 79 million
MADISON
$ 79 million
LEXINGTON
$ 79 million
AMARILLO
$ 75 million
MONTEREY-SALINAS
$ 75 million
EL PASO
$ 73 million
SPRINGFIELD, MO
$ 72 million
TRI-CITIES, TN-VA
$ 72 million
BATON ROUGE
$ 72 million
EVANSVILLE
$ 71 million
CEDAR RAPIDS-WATERLOO & DUBUQUE
$ 68 million
YOUNGSTOWN
$ 68 million
HARLINGEN-WESLACO-BROWNSVILLE-MCALLEN
$ 68 million
COLORADO SPRINGS-PUEBLO
$ 67 million
FT. SMITH
$ 67 million
CHARLESTON, SC
$ 67 million
SYRACUSE
$ 66 million
CHAMPAIGN & SPRINGFIELD-DECATUR
$ 65 million
WICHTA-HUTCHINSON, PLUS
$ 65 million
ROANOKE-LYNCHBURG
$ 64 million
HUNTSVILLE-DECATER, FLORENCE
$ 64 million
FARGO-VALLEY CITY
$ 62 million
SHREVEPORT
$ 61 million
SANTA BARBARA-SANTA MARIA-SAN LUIS OBISPO
$ 60 million
SAVANNAH
$ 59 million
SPRINGFIELD-HOLYOKE
$ 58 million
CHATTANOOGA
$ 57 million
JACKSON, MS
$ 56 million
WACO-TEMPLE-BRYAN
$ 56 million
FT. WAYNE
$ 56 million
MYRTLE BEACH-FLORENCE
$ 53 million
RENO
$ 51 million
JOHNSTOWN-ALTOONA
$ 51 million
DAVENPORT-ROCK ISLAND-MOLINE
$ 50 million
AUGUSTA
$ 48 million
SALISBURY
$ 47 million
SO. BEND-ELKHART
$ 46 million
PEORIA-BLOOMINGTON
$ 46 million
TYLER-LONGVIEW
$ 46 million
LAREDO
$ 46 million
LANSING
$ 46 million
MONTGOMERY
$ 45 million
BAKERSFIELD
$ 45 million
SIOUX FALLS (MITCHELL)
$ 44 million
PADUCAH-CAPE GIRARDEAU-HARRIS.-MT VERNON
$ 44 million
LA CROSS-EAU CLAIRE
$ 44 million
GREENVILLE-NEW BERN-WASHINGTON
$ 44 million
BURLINGTON-PLATTSBURGH
$ 43 million
COLUMBUS, GA
$ 42 million
BOISE
$ 38 million
ANCHORAGE
$ 36 million
CORPUS CHRISTI
$ 36 million
TOPEKA
$ 35 million
YAKIMA-PASCO-RICHLAND-KENNEWICK
$ 35 million
MINNEAPOLIS-ST. PAUL
$ 34 million
JUNEAU
$ 32 million
LAFAYETTE, LA
$ 30 million
ROCKFORD
$ 30 million
EUGENE
$ 30 million
ALBANY, GA
$ 29 million
TRAVERSE CITY-CADILLAC
$ 29 million
WILMINGTON
$ 28 million
COLUMBIA-JEFFERSON CITY
$ 27 million
BEAUMONT-PORT ARTHUR
$ 27 million
ERIE
$ 26 million
RAPID CITY
$ 26 million
LUBBOCK
$ 26 million
BILOXI-GULFPORT
$ 25 million
TERRE HAUTE
$ 25 million
JACKSON, TN
$ 24 million
ODESSA-MIDLAND
$ 23 million
MINOT-BISMARK-DICKENSON
$ 23 million
CHICO-REDDING
$ 23 million
IDAHO FALLS-POCATELLO
$ 22 million
WAUSAU-RHINELANDER
$ 22 million
BANGOR
$ 21 million
LAFEYETTE, IN
$ 21 million
DOTHAN
$ 21 million
WHEELING-STEUBENVILLE.
$ 21 million
BINGHAMTON
$ 21 million
JOPLIN-PITTSBURG
$ 21 million
LINCOLN & HASTINGS-KEARNEY, PLUS
$ 21 million
MONROE-EL DORADO
$ 21 million
COLUMBUS-TUPELO-WEST POINT
$ 21 million
SIOUX CITY
$ 20 million
WICHTA FALLS & LAWTON
$ 20 million
BOWLING GREEN
$ 20 million
MEDFORD-KLAMATH FALLS
$ 19 million
PANAMA CITY
$ 18 million
ROCHESTER-MASON CITY-AUSTIN
$ 18 million
GAINESVILLE
$ 18 million
LIMA
$ 17 million
UTICA
$ 17 million
TWIN FALLS
$ 16 million
ABILENE-SWEETWATER
$ 16 million
YUMA-EL CENTRO
$ 15 million
MANKATO
$ 15 million
PARKERSBURG
$ 14 million
BILLINGS
$ 14 million
ALEXANDRIA, LA
$ 14 million
BLUEFIELD-BECKLEY-OAK HILL
$ 13 million
ELMIRA
$ 13 million
MISSOULA
$ 13 million
CLARKSBURG-WESTON
$ 13 million
VICTORIA
$ 13 million
LAKE CHARLES
$ 12 million
GREENWOOD-GREENVILLE
$ 11 million
CHEYENNE-SCOTTSBLUFF-STERLING
$ 11 million
GRAND.JUNCTION-MONTROSE
$ 11 million
BEND, OR
$ 11 million
BUTTE-BOZEMAN
$ 11 million
SHERMAN-ADA
$ 10 million
WATERTOWN
$ 10 million
QUINCY-HANNIBAL-KEOKUK
$ 10 million
ZANESVILLE
$ 10 million
HATTIESBURG-LAUREL
$ 10 million
EUREKA
$ 9 million
SAN ANGELO
$ 9 million
ST. JOSEPH
$ 9 million
GREAT FALLS
$ 9 million
CASPER-RIVERTON
$ 8 million
MERIDIAN
$ 8 million
CHARLOTTESVILLE
$ 8 million
JONESBORO
$ 8 million
HELENA
$ 7 million
MARQUETTE
$ 6 million
HARRISONBURG
$ 6 million
FAIRBANKS
$ 5 million
NORTH PLATTE
$ 5 million
OTTUMWA-KIRKSVILLE
$ 5 million
ALPENA
$ 2 million
PRESQUE ISLE
GLENDIVE
$ 2 million
$ 0 thousand
[Source: 2011 EASI/Ad-ology Annual Receipts Analysis based the latest reported data from the IRS, US Bureau of Economic
Analysis, and the US Census Bureau.]
ANNUAL SALES & AD BUDGETS PER LOCATION
Approximately 5.3% of revenues should be devoted to advertising. for jewelry stores.
[[Source: Advertising Ratios & Budgets. Schonfeld & Associates. 2011 Advertising Age. Web 23 Sept. 2011.]
A survey of jewelry retailers revealed the breakdown of spending on promotion by average of gross sales:
2% or less - cited by 18.5%
Up to 4% - 28.7%
Up to 6% - 22.2%
Up to 8% - 13.0%
More than 8% - 17.6%
[Source: Jewelers' Circular Keystone, 2011. Web. 14 Feb. 2012.]
2011 ESTIMATED
US TV MARKET SALES + AD BUDGET PER LOCATION
JEWELRY STORES
RANK
ANNUAL SALES
PER LOCATION
TV MARKET
ANNUAL AD BUDGET
PER LOCATION
1.
Philadelphia
$ 8.9 million
$ 469,554.6
2.
Boston
$ 6.1 million
$ 324,147.0
3.
Providence-New Bedford
$ 1.5 million
$ 80,845.1
4.
Albuquerque-Santa Fe
$ 1.2 million
$ 65,119.2
5.
Fargo-Valley City
$ 1.2 million
$ 62,842.7
6.
Denver
$ 1.2 million
$ 61,446.6
7.
Honolulu
$ 1.1 million
$ 59,373.3
8.
Las Vegas
$ 1.0 million
$ 54,046.7
9.
Minneapolis-St. Paul
$ 977.9 thousand
$ 51,828.3
10.
Salt Lake City
$ 972.1 thousand
$ 51,519.4
11.
Chicago
$ 959.0 thousand
$ 50,824.8
12.
Kansas City
$ 950.4 thousand
$ 50,372.8
13.
Phoenix
$ 882.6 thousand
$ 46,780.4
14.
New York
$ 875.5 thousand
$ 46,399.8
15.
Seattle-Tacoma
$ 807.4 thousand
$ 42,790.3
16.
Atlanta
$ 780.9 thousand
$ 41,388.0
17.
Portland, OR
$ 761.6 thousand
$ 40,365.3
18.
Detroit
$ 678.5 thousand
$ 35,960.1
19.
Burlington-Plattsburgh
$ 669.1 thousand
$ 35,461.1
20.
Hartford & New Haven
$ 645.1 thousand
$ 34,188.5
21.
St. Louis
$ 641.7 thousand
$ 34,012.3
22.
Memphis
$ 620.6 thousand
$ 32,891.6
23.
Portland-Auburn
$ 620.2 thousand
$ 32,870.1
24.
Washington, DC
$ 599.4 thousand
$ 31,768.6
25.
Little Rock-Pine Bluff
$ 543.1 thousand
$ 28,782.3
26.
Indianapolis
$ 527.4 thousand
$ 27,954.6
27.
Los Angeles
$ 522.3 thousand
$ 27,680.9
28.
Milwaukee
$ 521.2 thousand
$ 27,624.2
29.
New Orleans
$ 493.5 thousand
$ 26,153.5
30.
Oklahoma City
$ 492.5 thousand
$ 26,101.0
31.
Des Moines-Ames
$ 467.0 thousand
$ 24,748.4
32.
Anchorage
$ 417.9 thousand
$ 22,147.8
33.
Louisville
$ 408.6 thousand
$ 21,657.6
34.
Birmingham
$ 381.6 thousand
$ 20,225.5
35.
Nashville
$ 365.8 thousand
$ 19,387.5
36.
Sioux City
$ 349.2 thousand
$ 18,507.1
37.
Cheyenne-Scottsbluff-Sterling
$ 254.5 thousand
$ 13,487.9
38.
Pittsburgh
$ 243.5 thousand
$ 12,907.1
39.
Idaho Falls-Pocatello
$ 224.7 thousand
$ 11,908.6
40.
Columbus, OH
$ 224.2 thousand
$ 11,883.7
41.
Columbia, SC
$ 204.6 thousand
$ 10,841.9
42.
Lincoln & Hastings-Kearney, Plus
$ 168.6 thousand
$ 8,934.3
43.
Greensbro-High Point-Winston-Salem
$ 158.9 thousand
$ 8,423.1
44.
Billings
$ 135.1 thousand
$ 7,158.1
45.
Bluefield-Beckley-Oak Hill
$ 105.7 thousand
$ 5,599.9
46.
Austin
$ 105.2 thousand
$ 5,575.7
47.
Springfield-Holyoke
$ 78.8 thousand
$ 4,176.2
48.
Jacksonville, Brunswick
$ 64.3 thousand
$ 3,406.4
[Source: 2011 EASI/Ad-ology Annual Receipts Analysis based the latest reported data from the IRS, US Bureau of Economic
Analysis, and the US Census Bureau.]
Calculate your Advertising Budget based on this percentage of your actual sales and the competitiveness of your
market.
Annual Sales
(multiply)
= __________
x 5.3
Avg Ad Budget = __________
Industry averages approximately $1.2 MILLION annually per location [Source: "2011 Cost of Doing Business Report." Jewelers of America. n.d. Web. 13 Dec. 2011.]
PEAK SALES MONTHS/SEASONS
In 2011, jewelry store sales peaked in February, May, November, and December.
[Source: "Estimates of Monthly Retail and Food Services Sales by Kind of Business: 2011." Monthly Retail Trade Survey. U.S.
Census Bureau, 2012. Web. 20 Feb. 2012.]
Valentine's Day is also a traditionally busy time for jewelry stores, as many consumers purchase jewelry as gifts. For the holiday
in 2010, jewelry was the third-most-popular gift Americans planned to purchase.
[Source: NRF 2010 Valentine's Day Consumer Intentions and Actions Survey. National Retail Federation. February 2010.]
WEDDING JEWELRY
The most popular months for engagements in 2010 were
1. July
2. August
3. June
4. December
5. May
[Source: Bridal Guide survey data via RAB.com. Radio Advertising Bureau, n.d. Web. 13 Dec. 2011.]
CALENDAR MONTH
JANUARY
FEBRUARY
MARCH
APRIL
MAY
JUNE
JULY
AUGUST
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER
% OF ANNUAL SALES
5.6%
7.7%
6.8%
7.6%
9.0%
7.2%
6.8%
7.5%
7.2%
6.9%
8.4%
19.3%
TOP PRODUCT CATEGORIES
Based on sales data from Jewelry Stores across the United States, these include...
MERCHANDISE LINE
% OF SALES
Diamond jewelry (items in which diamonds constitute 50 % or more of the value of the
finished piece)
38.9%
Karat gold jewelry (items that exclude diamonds, colored stones, or pearls, or they constitute
less than 50 % of the value of the finished piece)
16.7%
Watches
11.4%
Other gemstone jewelry (items in which gemstones (not diamonds/pearls) constitute 50 % or
more of the value of the finished piece)
10.5%
Loose gemstones
(including diamonds & colored gemstones)
4.3%
All other jewelry
(including watchbands & gold-filled, sterling, costume, & novelty jewelry)
3.8%
Pearl jewelry (items in which pearls constitute 50 % or more of the value of the finished piece)
3.4%
Estate/antique jewelry
3.2%
Labor charges for work performed by this establishment
2.1%
Parts installed in repair
All Others Including: Platinum jewelry (items that exclude diamonds, colored stones, or
pearls, or they constitute less than 50% of the value of the finished piece); China/glassware;
Flatware & holloware (sterling silver, plated, & stainless steel); Clocks; Art goods (including
original pictures & sculptures); All other kitchenware & home furnishings (incl cookware &
cooking accessories, decorative access, mirrors, closet & bathroom access, etc); Coins,
medals, & other numismatic items
A recent survey revealed the products that jewelry retailers' say were their top sellers in 2011:
Engagement rings (cited by 42.5%)
Custom jewelery (23.2%)
Silver jewelry (21.1%)
Estate pieces (18.9%)
1%
4.7%
ADDITIONAL AD COPY POINTS
Remind your advertiser to attract more attention by listing offered goods and services in their copy. Here are a few items
commonly offered by Jewelry Stores:
Evening appointments
Financing available
In-store repair
Appraisals
Ring cleaning/inspection
Watch repair
Silverware & glassware
Clock repair
Crystal
Bridal & gift registry
Collectibles
TOP ADVERTISING MEDIA USED
The top four media used by Jewelry Stores in the US are: Yellow Pages/Directory, Newspapers, Broadcast TV, Paid Search
Engine - according to the 2011 Borrell Associates, Inc. Local Advertising Spending Report (LASR).
These top four media make up (on average) 61.48% of the ad budget for typical Jewelry Stores in the US.
Newspaper advertising is one of the most important marketing resources, in addition to local lifestyle magazines, regional
magazines, and bridal magazines.
A recent survey of jewelry retailers revealed that 40% began engaging in social networking to promote their businesses in
2010. An addition 18% plan to do so in the near future.
[Source: Dayrit, Catherine. "Online Retailing Continues to Gain Momentum." National Jeweler. Nielsen Expositions, 26 Jan.
2011. Web. 2 Sept. 2011.]
Jewelry retailers report using the following for promotional purposes:
Store website (cited by 80%)
Facebook (77%)
Email marketing (54%)
Twitter (27%)
YouTube (13%)
Mobile-optimized website (11%)
Smartphone app (8%)
Despite notable use of nontraditional media, jewelry retailers report that the majority (62%) of their ad budgets go toward print
advertising. Nearly half (47.6%) report that they rely most on print advertising, while 31.3% say the same for email, 29.9% for
broadcast (television, radio), and 28.6% for direct mail.
[Sources: "2011 Retailer Survey." JCK. Reed Elsevier Inc., Nov. 2011. Web. 14 Feb. 2012; "A Strong Year for Jewelers."
National Jeweler. The Nielsen Company, 6 Feb. 2012. Web. 14 Feb. 2012.]
CO-OP
An average of $9,088 per year in co-op advertising/vendor marketing funds are allocated in the US for Jewelry Stores
that sell new, brand name merchandise, based on industry averages and the Sales Development Services Co-op Index.
CO-OP SOURCE REPORT
BAUME & MERCIER
BULOVA CORPORATION
PRODUCTS: WATCHES
PRODUCTS: WATCHES, CLOCKS
BRAND NAMES: BULOVA
CHAMILIA
CITIZEN WATCH COMPANY
PRODUCTS: JEWELRY
BRAND NAMES: CHAMILIA
PRODUCTS: DRESS WATCHES, CASUAL WATCHES,
DIVER'S WATCHES, SPORTS WATCHES
BRAND NAMES: CITIZEN, ECO-DRIVE, PROMASTER
EBEL USA, INC.
FINGER MATE INC.
PRODUCTS: WATCHES
BRAND NAMES: EBEL
PRODUCTS: EXPANDABLE RING MOUNTINGS AND SHANKS
BRAND NAMES: FINGER MATE
FRANK MASTOLONI & SONS, INC.
GIUSEPPE ARMANI SOCIETY
PRODUCTS: PEARLS, CULTURED PEARL JEWELRY
BRAND NAMES: FRANK MASTOLONI & SONS
PRODUCTS: CRYSTAL FIGURINES
BRAND NAMES: ARMANI COLLECTION, GIUSEPPE ARMANI
SOCIETY
GOLD LANCE, INC.
HAVILAND & CO.
PRODUCTS: CLASS RINGS, JEWELRY
BRAND NAMES: GOLD LANCE
PRODUCTS: CRYSTAL, DINNERWARE, GIFTWARE
HEARTS ON FIRE COMPANY
HOLLY YASHI, INC.
PRODUCTS: DIAMONDS
BRAND NAMES: HEARTS ON FIRE, DREAM, SABRINA
PRODUCTS: JEWELRY
BRAND NAMES: HOLLY YASHI
HONORA JEWELRY CO.
J & C FERRARA CO., INC.
PRODUCTS: CUBES, HOOPS, EXTENDERS, BRACELETS,
BANDS, FLOATERS AND PEARLS
BRAND NAMES: HONORA
PRODUCTS: JEWELRY
BRAND NAMES: J & C FERRARA
JABEL
KRIEGER WATCH COMPANY
PRODUCTS: JEWERLY
BRAND NAMES: JABEL
PRODUCTS: WATCHES, TIME PIECES
BRAND NAMES: KRIEGER
LAGOS, INC.
LANCASTER COLONY INC.
PRODUCTS: WATCHES, JEWELRY
BRAND NAMES: LAGOS
PRODUCTS: GLASSWARE
BRAND NAMES: COLONY
MEMOIRE COLLECTION
MIKIMOTO AMERICA CO., LTD.
PRODUCTS: DIAMOND RINGS, WEDDING RINGS
BRAND NAMES: MEMOIRE PARIS
PRODUCTS: PEARLS
BRAND NAMES: MIKIMOTO
MOVADO GROUP INC.
PANDORA
PRODUCTS: Watches in the Exclusive ($10,000 and over),
Luxury ($1,000 to $9,999), Premium Branded ($500 to $999), and
Moderate Branded ($100-$499) market categories.
BRAND NAMES: CONCORD, MOVADO, ESQ, EBEL
PRODUCTS: JEWELRY
BRAND NAMES: PANDORA
PARLE-STONES THAT SPEAK!
PATEK PHILIPPE
PRODUCTS: JEWELRY
BRAND NAMES: IDAHO, OPAL & GEM, PARLE STONES
THAT SPEAK
PRODUCTS: WATCHES
BRAND NAMES: CALATRAVA, GOLDEN ELLIPSE, NAUTILUS,
NEPTUNE
PULSAR WATCHES
RADO USA
PRODUCTS: MEN'S AND LADIE'S CASUAL WATCHES
BRAND NAMES: PULSAR, SEIKO
PRODUCTS: FINE MEN'S AND LADIES' WATCHES
BRAND NAMES: RADO
ROLEX WATCH U.S.A
SANDBERG AND SIKORSKI DIAMOND CORP.
PRODUCTS: FINE WATCHES
BRAND NAMES: ROLEX, TUDOR, CELLINI
PRODUCTS: JEWELRY, WEDDING BANDS AND
ACCESSORIES
BRAND NAMES: A. JAFFE
SCA SPECIALTY RETAIL
SEIKO
PRODUCTS: SPECIALTY COLLECTIONS
BRAND NAMES: SEIKO, SPOON
PRODUCTS: WATCHES
BRAND NAMES: SEIKO, SEIKO ELITE COLLECTION
SEIKO CLOCKS
SEVILLE WATCH CORPORATION
PRODUCTS: CLOCKS
BRAND NAMES: SEIKO
PRODUCTS: WATCHES
BRAND NAMES: RAYMOND WEIL
TIMEX CORPORATION
TOWLE SILVERSMITHS
PRODUCTS: WATCHES
BRAND NAMES: TIMEX, ACQUA
PRODUCTS: FLATWARE, CHRISTMAS ITEMS,
SILVERPLATED HOLLOWARE
BRAND NAMES: TOWLE SILVERSMITHS, STERLING
FLATWARE, STAINLESS FLATWARE, SUPREME STAINLESS
FLATWARE, LAUFFER STAINLESS FLATWARE,
VIETRI
W.J. HAGERTY
PRODUCTS: CHINA AND TABLEWARE
BRAND NAMES: VIETRI
PRODUCTS: JEWELRY CLEANER, SILVER CLEANER,
HOMECARE PRODUCTS, HOME ORGANIZATION PRODUCTS
BRAND NAMES: HAGERTY SILVER POLISH
WALLACE SILVERSMITHS
WITTNAUER INTERNATIONAL
PRODUCTS: SILVER PRODUCTS
PRODUCTS: WATCHES, CLOCKS
BRAND NAMES: WITTNAUER
For more results like this, see the Co-op Advertising tab in Ad-ology PRO.
POTENTIAL NATIONAL EVENT TIE-INS
INTERNATIONAL CUSTOMER LOYALTY MONTH
EVENT DATE(S): Sunday, April 1 through Monday, April 30
PURPOSE: This month is designed to recognize and generate customer loyalty for retailers and
sales people.
HAPPINESS HAPPENS MONTH
CONTACT: Secret Society of Happy People
240 N. Denton Tap Road
Coppell, TX 75019
Phone: 972-459-7031
Website: http://www.sohp.com
EVENT DATE(S): Wednesday, August 1 through Friday, August 31
PURPOSE: This celebration encourages people to express happiness. See Web site for events
and activities.
NATIONAL WEDDINGS MONTH
CONTACT: Association of Bridal Consultants
56 Danbury Road, Suite 11
New Milford, CT 06776
Phone: 860-355-7000
Fax: 860-354-1404
Email: [email protected]
Website: http://www.BridalAssn.com
EVENT DATE(S): Friday, February 1 through Thursday, February 28
PURPOSE: This event is designed to highlight the fact there are more than 2.5 million weddings in
the United States each year and also to raise awareness of the services available to couples as
they prepare to marry.
ADDITIONAL RESOURCES
SDS Life Stage Clusters
A New Generational Marketing Classification System
American Gem Society
Gemological Institute of America
A nonprofit educational resource for the gem and jewelry industry.
International Council of Shopping Centers
Trade Association for Mall-based and Shopping Center-based Retail Stores and their suppliers.
Jewelers of America
Related Sites on the Internet
that may provide additional information about Jewelry Stores.
INDUSTRY
MARKETING
INSIGHTS
II
Competition
ad-ology.net
INTRODUCTION
Competition
The Chief Marketing Officer Council explores the planned investments, organizational changes, process improvements
and performance indicators for some of the Top Marketers in the business. With more than 3,000 members, the CMO
council survey, sponsored by Ad-ology Research, is the most powerful, insightful, respected studies of its kind. Locations
of Local and National competitors near your client. Find profiles and Marketing Strategy of the Top 5 National (or large
regional) competitors. Alert your client that Local competition may come from unrelated types of business.
CMO Survey
National Account profiles
Top 5 National Competitors (compiled from 10K reports)
Recent National Developments for this type of account *
Local competitors
Market Competition
Market Employment Estimates
Use this section to learn Best Practices from the nation's top-marketing experts. Develop a marketing plan that
counters, offsets or balances your client's indigenous rivalry.
CMO PLANS AND CONCERNS FOR RETAIL/WHOLESALE
Are you more or less optimistic about your prospects for revenue growth compared to the prior 12
months?
Industry Sector
Retail/Wholesale
70.6%
0%
67.8%
Internet Sales % (All Sectors)
1-10%
72.8%
>10%
78.2%
No Change
11.8%
19.4%
15.2%
14.5%
Less
17.6%
12.8%
12%
7.3%
More
Rate your optimism about your prospects for sales revenue growth on a scale from 0-100 with 0 being
the least optimistic and 100 being the most optimistic
Optimism Rating
Industry Sector
Retail/Wholesale
59.7%
0%
66.2%
1-10%
>10%
66.2%
70.7%
Expected change in: Customer's purchase volume
Industry Sector
Retail/Wholesale
47.1%
0%
65.6%
1-10%
63%
>10%
67.3%
No Change
29.4%
23.9%
27.2%
23.6%
Less
23.5%
10.6%
9.8%
9.1%
More
Expected change in: Customer's price per unit
Industry Sector
Retail/Wholesale
29.4%
0%
22.3%
1-10%
28.3%
>10%
29.6%
No Change
35.3%
53.6%
44.6%
40.7%
Less
35.3%
24%
27.2%
29.6%
More
Expected change in: Customer will buy related products and services from my firm
More
No Change
Less
Industry Sector
Retail/Wholesale
58.8%
0%
54.5%
1-10%
62%
>10%
63.6%
35.3%
42.1%
33.7%
30.9%
5.9%
3.4%
4.3%
5.5%
Expected change in: My firm's ability to retain current customers
Industry Sector
Retail/Wholesale
70.6%
0%
48%
No Change
17.6%
41.3%
46.7%
36.4%
Less
11.8%
10.6%
7.6%
20%
More
1-10%
>10%
45.7%
43.6%
Expected change in: The entry of new customers into this market
Industry Sector
Retail/Wholesale
17.6%
More
1-10%
>10%
38%
52.7%
0%
46.6%
No Change
47.1%
36%
38%
32.7%
Less
35.3%
17.4%
23.9%
14.5%
Priority ranking for: Low Price
Priority 1
Industry Sector
Retail/Wholesale
35.3%
0%
31.1%
1-10%
28.3%
>10%
30.9%
Priority 2
23.5%
13.9%
18.5%
21.8%
Priority 3
23.5%
17.2%
18.5%
9.1%
Priority ranking for: Superior Product Quality
Industry Sector
Retail/Wholesale
17.6%
0%
15%
1-10%
17.4%
>10%
21.8%
Priority 2
5.9%
17.2%
10.9%
14.5%
Priority 3
23.5%
24.4%
17.4%
16.4%
Priority 1
Priority ranking for: Superior Innovation
Priority 1
Industry Sector
Retail/Wholesale
11.8%
0%
12.2%
1-10%
7.6%
>10%
5.5%
Priority 2
11.8%
8.9%
8.7%
5.5%
Priority 3
0%
11.7%
13%
12.7%
Priority ranking for: Excellent Service
Priority 1
Industry Sector
Retail/Wholesale
17.6%
0%
19.4%
1-10%
19.6%
>10%
14.5%
Priority 2
29.4%
33.3%
35.9%
32.7%
Priority 3
23.5%
17.2%
22.8%
25.5%
Priority ranking for: Trusting Relationship
Priority 1
Industry Sector
Retail/Wholesale
17.6%
0%
18.9%
1-10%
23.9%
>10%
20%
Priority 2
23.5%
23.3%
18.5%
14.5%
Priority 3
17.6%
21.7%
20.7%
27.3%
Priority ranking for: Brand
Industry Sector
Retail/Wholesale
0%
0%
3.3%
Priority 2
5.9%
3.9%
7.6%
10.9%
Priority 3
11.8%
7.8%
8.7%
9.1%
Priority 1
1-10%
>10%
3.3%
7.3%
Likelihood of: Emergence of new domestic competitors
Industry Sector
Retail/Wholesale
35.3%
0%
21.7%
2
35.3%
25.6%
28.3%
18.2%
3
17.6%
13.3%
20.7%
12.7%
1 = Not Likely
1-10%
>10%
23.9%
23.6%
4
0%
6.7%
10.9%
7.3%
5
5.9%
15.6%
7.6%
16.4%
6
5.9%
9.4%
5.4%
12.7%
0%
7.8%
3.3%
9.1%
7 = Very Likely
Likelihood of: Emergence of new global competitors
Industry Sector
Retail/Wholesale
35.3%
0%
20%
2
17.6%
17.8%
17.4%
23.6%
3
29.4%
13.3%
18.5%
12.7%
4
11.8%
14.4%
17.4%
10.9%
5
0%
13.9%
13%
14.5%
6
0%
11.7%
12%
16.4%
5.9%
8.9%
2.2%
7.3%
1 = Not Likely
7 = Very Likely
1-10%
>10%
19.6%
14.5%
Likelihood of: More intense rivalry for customers
Industry Sector
Retail/Wholesale
0%
0%
1.7%
2
0%
2.2%
3.3%
0%
3
11.8%
6.1%
8.7%
7.3%
1 = Not Likely
1-10%
>10%
2.2%
1.8%
4
5.9%
8.9%
12%
20%
5
29.4%
20.6%
23.9%
23.6%
6
23.5%
33.9%
32.6%
30.9%
7 = Very Likely
29.4%
26.7%
17.4%
16.4%
Likelihood of: More competitor innovation
1 = Not Likely
Industry Sector
Retail/Wholesale
0%
0%
2.8%
1-10%
>10%
2.2%
0%
2
17.6%
9.4%
8.7%
3.6%
3
29.4%
11.7%
17.4%
16.4%
4
11.8%
23.9%
23.9%
25.5%
5
29.4%
22.8%
29.3%
23.6%
6
5.9%
17.2%
12%
25.5%
7 = Very Likely
5.9%
12.2%
5.4%
5.5%
Likelihood of: More competitor price-cutting
Industry Sector
Retail/Wholesale
0%
0%
2.8%
0%
5.6%
8.7%
3
0%
7.2%
9.8%
9.1%
4
5.9%
9.4%
12%
16.4%
5
41.2%
25%
27.2%
21.8%
6
47.1%
26.7%
22.8%
34.5%
5.9%
23.3%
15.2%
10.9%
1 = Not Likely
2
7 = Very Likely
1-10%
>10%
3.3%
1.8%
5.5%
Likelihood of: More cooperation on non-price strategies
1 = Not Likely
Industry Sector
Retail/Wholesale
5.9%
0%
11.1%
1-10%
>10%
13%
18.2%
2
23.5%
15%
12%
16.4%
3
23.5%
12.8%
13%
12.7%
4
17.6%
30.6%
28.3%
16.4%
5
23.5%
19.4%
21.7%
21.8%
6
5.9%
8.3%
7.6%
14.5%
0%
2.8%
3.3%
0%
7 = Very Likely
Focusing on your firm's channel partnerships in this market, are you more or less optimistic about your
prospects for revenue growth compared to prior 12 months?
Industry Sector
Retail/Wholesale
41.7%
0%
53.8%
1-10%
54.9%
>10%
70.5%
No Change
41.7%
34.1%
33.8%
13.6%
Less
16.7%
12.1%
11.3%
15.9%
More
Rate your optimism about your prospects for revenue growth on a scale from 0-100 with 0 being the
least optimistic compared to the prior 12 months.
Optimism Rating
Industry Sector
Retail/Wholesale
53.3%
0%
62.7%
1-10%
>10%
64.1%
67.4%
Expected change in: Partner's purchase volume
Industry Sector
Retail/Wholesale
45.5%
0%
50%
1-10%
52.2%
>10%
66.7%
No Change
45.5%
36.4%
34.8%
24.4%
Less
9.1%
13.6%
13%
8.9%
More
Expected change in: Partner's price per unit
Industry Sector
Retail/Wholesale
27.3%
0%
14.5%
1-10%
24.6%
>10%
31.1%
No Change
54.5%
62.6%
56.5%
48.9%
Less
18.2%
22.9%
18.8%
20%
More
Expected change in: Partner will buy related products and services
Industry Sector
Retail/Wholesale
10%
0%
38.5%
No Change
80%
55.4%
46.4%
45.5%
Less
10%
6.2%
8.7%
2.3%
More
1-10%
>10%
44.9%
52.3%
Expected change in: My firm will deal directly with end customers, not through channel partners
More
No Change
Less
Industry Sector
Retail/Wholesale
36.4%
0%
29.5%
1-10%
32.8%
>10%
44.2%
63.6%
62.8%
56.7%
46.5%
0%
7.8%
10.4%
9.3%
Expected change in: Partner's level of power in our relationship
More
No Change
Less
Industry Sector
Retail/Wholesale
27.3%
0%
24.4%
1-10%
>10%
29%
27.3%
63.6%
56.5%
46.4%
56.8%
9.1%
19.1%
24.6%
15.9%
Allocate 100 points to reflect your firm's spending in each of the four growth strategies during the prior
12 months
Existing products or services in existing markets
Industry Sector
Retail/Wholesale
52.1%
0%
1-10%
>10%
50.8%
49.4%
52%
Existing products or services in new markets
12.6%
15.5%
14.6%
14.5%
New products or services in existing markets
22.1%
23%
25.5%
22.7%
New products or services in new markets
13.2%
10.6%
10.9%
10.8%
Allocate 100 points to reflect your firm's spending in each of the four growth strategies during the next
12 months
Industry Sector
Retail/Wholesale
47.4%
0%
1-10%
>10%
43%
43.2%
42.3%
17.1%
18.7%
17.4%
18.2%
24.1%
26.2%
27.4%
24.7%
11.5%
12.1%
11.9%
14.9%
Allocate 100 points to reflect how your firm will grow during the next 12 months
Industry Sector
Retail/Wholesale
77%
0%
1-10%
>10%
71%
70.2%
71.9%
9.4%
9.7%
10.8%
5.6%
10%
14.6%
12.9%
16.4%
3.6%
4.8%
6%
6.1%
Rate your firm's performance during the last 12 months
Market share
Industry Sector
Retail/Wholesale
1%
0%
1-10%
>10%
1.4%
1.7%
2%
Firm sales
-3.2%
-0.5%
-1%
-0.6%
Marketing ROI
1.3%
2.2%
0.8%
2.6%
Firm profits
-0.7%
0.2%
-0.1%
1.7%
Customer acquisition
1.9%
2.1%
1.3%
3.1%
Customer retention
-0.9%
2.1%
1.2%
1.5%
Brand value
1.6%
2.6%
2%
2.8%
What is your firm's goal for the next 12 months?
Industry Sector
Retail/Wholesale
3.8%
0%
4.8%
Firm sales
5.6%
6%
5.7%
Marketing ROI
4.7%
5.2%
4.9%
6%
Firm profits
4.6%
5.7%
6.1%
6.4%
Customer acquisition
5.1%
5.4%
5%
5.6%
Customer retention
3.6%
4.8%
4.1%
5.1%
Brand value
4.4%
5.4%
5.2%
6.1%
Market share
1-10%
>10%
4.4%
5.1%
6.6%
Firm rating for: Developing and using customer insights
Poor
Industry Sector
Retail/Wholesale
11.8%
0%
6.2%
1-10%
7.7%
>10%
1.9%
Fair
11.8%
12.4%
17.6%
9.4%
Average
11.8%
26%
34.1%
22.6%
Good
47.1%
39.5%
34.1%
47.2%
Excellent
17.6%
15.8%
6.6%
18.9%
Firm rating for: Sharing valuable marketing knowledge
Poor
Industry Sector
Retail/Wholesale
6.7%
0%
8.1%
1-10%
5.4%
>10%
3.9%
Fair
6.7%
16.8%
16.3%
9.8%
Average
33.3%
33.5%
41.3%
27.5%
Good
46.7%
29.5%
30.4%
45.1%
6.7%
12.1%
6.5%
13.7%
Excellent
Firm rating for: Marketing that is beneficial for society
Poor
Fair
Industry Sector
Retail/Wholesale
33.3%
0%
16.3%
1-10%
10.8%
>10%
13.6%
20%
14.3%
20.5%
15.9%
Average
33.3%
34%
33.7%
31.8%
Good
13.3%
23.1%
31.3%
27.3%
0%
12.2%
3.6%
11.4%
Excellent
Firm rating for: Minimize the impact of marketing on the ecological environment
Poor
Industry Sector
Retail/Wholesale
33.3%
0%
12%
1-10%
12.2%
>10%
18.6%
Fair
20%
17.3%
24.3%
16.3%
26.7%
28.6%
37.8%
30.2%
20%
30.8%
14.9%
27.9%
0%
11.3%
10.8%
7%
Average
Good
Excellent
Where is marketing located in your firm?
Corporate
Industry Sector
Retail/Wholesale
82.4%
Business unit level
0%
1-10%
>10%
78.9%
83.7%
80%
29.4%
35.6%
40.2%
36.4%
Brand or product level
5.9%
15%
18.5%
16.4%
Field Offices
5.9%
15.6%
16.3%
9.1%
Select the description that best captures the role of sales within your firm.
Sales and marketing work together on an equal level
Industry Sector
Retail/Wholesale
47.1%
0%
1-10%
>10%
67.8%
76.7%
67.3%
Sales is in charge of marketing
5.9%
13.9%
11.1%
3.6%
Sales is within the marketing function
5.9%
8.3%
10%
16.4%
41.2%
6.7%
1.1%
10.9%
0%
3.3%
1.1%
1.8%
We don't have a sales function
We have a sales function, but not a marketing function
Information about customers and competitors is collected on a regular basis
Industry Sector
Retail/Wholesale
0%
0%
0.6%
2
0%
6.7%
5.4%
9.3%
3
17.6%
7.8%
7.6%
1.9%
4
17.6%
17.2%
12%
5.6%
5
17.6%
20.6%
20.7%
33.3%
6
17.6%
21.7%
21.7%
22.2%
7 = Very Likely
29.4%
25.6%
31.5%
25.9%
1 = Not Likely
1-10%
>10%
1.1%
1.9%
Information about customers and competitors is shared vertically across different levels of the firm and
business units
1 = Not Likely
Industry Sector
Retail/Wholesale
0%
0%
1.7%
1-10%
>10%
1.1%
0%
2
11.8%
6.7%
11.1%
9.3%
3
0%
12.4%
11.1%
14.8%
4
23.5%
22.5%
17.8%
14.8%
5
29.4%
21.9%
18.9%
16.7%
6
17.6%
21.9%
18.9%
16.7%
7 = Very Likely
17.6%
12.9%
14.4%
13%
Information about customers and competitors is shared horizontally across different functions and
business units
Industry Sector
Retail/Wholesale
0%
0%
1.7%
2
23.5%
7.8%
7.7%
3
5.9%
14%
13.2%
7.5%
4
23.5%
22.9%
13.2%
22.6%
5
17.6%
22.3%
28.6%
26.4%
6
17.6%
21.2%
20.9%
20.8%
7 = Very Likely
11.8%
10.1%
11%
7.5%
1 = Not Likely
1-10%
>10%
5.5%
1.9%
13.2%
Information about customers and competitors shapes the design of firm strategies
1 = Not Likely
Industry Sector
Retail/Wholesale
0%
0%
1.1%
1-10%
>10%
1.1%
0%
2
17.6%
6.7%
6.6%
3
0%
10.6%
7.7%
13%
4
17.6%
17.3%
16.5%
14.8%
5
17.6%
30.2%
28.6%
33.3%
6
35.3%
25.1%
34.1%
16.7%
5.9%
8.9%
5.5%
13%
7 = Very Likely
9.3%
Information about customers and competitors influences the implementation of firm strategies
Industry Sector
Retail/Wholesale
0%
0%
1.1%
17.6%
6.1%
3
0%
10.1%
4.4%
13%
4
17.6%
13.4%
14.4%
16.7%
5
17.6%
31.3%
35.6%
33.3%
6
41.2%
29.6%
31.1%
18.5%
5.9%
8.4%
8.9%
11.1%
1 = Not Likely
2
7 = Very Likely
1-10%
>10%
1.1%
0%
4.4%
7.4%
Information about customers and competitors impacts the evaluation of firm strategies
Industry Sector
Retail/Wholesale
0%
0%
2.2%
2
23.5%
5.1%
5.6%
9.4%
3
0%
7.9%
5.6%
7.5%
4
23.5%
19.7%
16.9%
17%
5
11.8%
27.5%
34.8%
30.2%
6
35.3%
28.1%
25.8%
22.6%
5.9%
9.6%
10.1%
13.2%
1 = Not Likely
7 = Very Likely
1-10%
>10%
1.1%
0%
Does your firm currently outsource any marketing activities?
Yes
Industry Sector
Retail/Wholesale
94.1%
0%
71.5%
1-10%
75.6%
>10%
74.5%
No
5.9%
28.5%
24.4%
25.5%
[Source: The 2010 CMO Survey, www.cmosurvey.org]
MARKET EMPLOYMENT ESTIMATES
There are estimated to be 27,877 Jewelry stores in all US Markets employing approximately 154,779 people.
[Source: 2011 EASI Demographics]
TOP NATIONAL PLAYERS
Finlay Enterprises
FINLAY ENTERPRISES
Principal Executive Offices
529 Fifth Avenue
New York, NY 10017
Phone: 212-808-2800
Fax: 212-557-3848
Know This Competitor
BUSINESS NAMES/TYPES INCLUDE: Bailey Banks & Biddle Fine Jewelry, and Finlay Jewelry (leased fine jewelry
departments in department stores).
Finlay Jewelry has approximately 685 locations mostly Finlay departments in 15 host store groups in 46 states and the
District Columbia, as well as 32 Carlyle specialty jewelry stores in nine states.
Finlay departments have between 50 and 150 linear feet of display cases (with an average of approximately 80 linear
feet) generally located in high traffic areas on the main floor of the host stores.
Carlyle stores are typically located in shopping malls and lifestyle centers.
ANNIVERSARY DATES: The company's next major anniversary will be their 125th in 2012. The company began as a
mail-order house for fine jewelry in 1887
ANNUAL SALES PER LOCATION: Averages approximately $1.11 MILLION based on the latest annual sales figures
from the company.
Total sales for 2007 were $761.8 million [Hoovers].
Diamonds were the highest-selling product category, making up 27.1% and 28.1% of sales at Finlay and Carlyle stores,
respectively.
The Finlay departments sell merchandise at prices generally ranging from $50 to $1,000.
PEAK SALES MONTHS/SEASONS: The company has its highest sales during the fourth quarter of its fiscal year,
which includes the holiday buying season.
TOP PRODUCT CATEGORIES: moderately priced fine jewelry, including necklaces, earrings, bracelets, rings and
watches (including Citizen, Bulova, Movado and Seiko brands) Finlay also provides jewelry and watch repair services.
Other than watches, nearly all jewelry items are made from precious metals, and many also contain diamonds or colored
gemstones. Finlay does not carry costume or gold-filled jewelry.
BUDGET/FISCAL YEAR: February-January.
ANNUAL ADVERTISING BUDGET: Approximately 5% of retail sales. The company spent $36.7 million on advertising in
fiscal year 2006.
The company takes advantage of co-op advertising allowances from vendors.
Most of the company's lease agreements with host store groups require it to expend certain specified minimum
percentages of the each department's annual sales on advertising and promotional activities.
[Finlay Enterprises, Inc. 2006 10-K Report]
LOCAL ADVERTISING BUYING DECISION-MAKERS: The company maintains an in-house advertising staff
responsible for preparing most of its advertisements and for coordinating the finished advertisements with the
promotional activities of the host stores.
Advertising initiatives and promotional planning are closely coordinated with both host store management and the
company's store group management. Contact the advertising department at corporate headquarters for the name of the
representative for your area.
Finlay uses a merchandising strategy known as the "Finlay Triangle", which integrates store management (including host
store management and Finlay's store group management), vendors and Finlay's central office.
TOP ADVERTISING MEDIA USED: The company uses four-color direct mail catalogs based on targeted mailing lists,
and newspaper advertising of the host store groups.
The company's advertising and promotional planning are closely coordinated with its pricing strategy. Publicized sales
events are an important part of marketing efforts, and a substantial portion of sales occur during such promotional
events.
OTHER IMPORTANT FACTS:
Finlay Enterprises filed for Chapter 11 in September 2009. The firm is in the process of closing stores and selling off
assets and expects to completely cease operations by February 2010.
[Source: Company release, September 2009]
Know This Competitor's Client
BEST/TARGET CUSTOMERS:
Middle-income to upper-income consumers, often looking to purchase jewelry for special occasions
Caryle targets the high-end luxury consumer.
TOP REASONS CUSTOMERS CHOOSE THIS ACCOUNT: Convenient locations within major department stores;
frequent promotional prices; good customer service; quality merchandise.
Know This Competitor's Vendors
TOP PRODUCT SUPPLIERS: The company purchases merchandise from approximately 500 vendors, with purchases
from no single vendor accounting for more than 10% of sales.
Know Their Competitors
TOP COMPETITORS: National and regional jewelry chains, department stores, local independently owned jewelry
stores and chains, specialty stores, mass merchandisers, catalog showrooms, discounters, direct mail suppliers,
televised home shopping and the Internet.
STERLING JEWELERS, INC.
STERLING JEWELERS, INC.
Subsidiary Headquarters
375 Ghent Road
Akron, OH 44333-4600
Phone: 330-668-5000
Fax: 330-668-5188
BUSINESS NAMES/TYPES INCLUDE: Belden Jewelers, Friedlanders Jewelers, Goodman Jewelers, J.B.
Robinson Jewelers (regional jewelry stores ), Jared The Galleria Of Jewelry (off-mall superstore jewelers ), Kay
Jewelers (mall-based jewelry retailers ), LeRoy's Jewelers, Marks & Morgan Jewelers (mall-based jewelers in the
Southeast U.S. ), Osterman Jewelers, Rogers Jewelers, Shaw's Jewelers, and Weisfield Jewelers.
Sterling operates 1394 stores in the U.S.
Kay Jewelers trades nationwide in malls and, increasingly, in outdoor shopping centers. Jared The Galleria Of Jewelry
can be found in off-mall destination superstores. The 171 stores are equivalent in space terms to nearly 700 of the
group’s mall stores. 260 regional brand stores operate in 36 states.
Kay operates 923 stores in 50 states. Kay stores typically occupy about 1,500 square feet and have around 1,250
square feet of selling space. There are 18 Kay Outlet locations also.
The typical Jared store has about 4,900 square feet of selling space and 6,100 square feet of total space. Jared locations
are normally free-standing sites in shopping developments with high visibility and traffic flow, and positioned close to
major roads. The retail centers in which Jared stores operate, normally contain strong retail co-tenants, including other
category killer destination stores such as Barnes & Noble, Best Buy, Home Depot and Bed, Bath & Beyond, as well as
some smaller specialty units.
[Source: Signet website. October 2010.]
ANNIVERSARY DATES: The company's next major anniversary will be their 105th in 2015.
Henry Shaw opened the first store in Lorain, Ohio in 1910.
[Source: Sterling website. July 8, 2010.]
from the company.
For 2010, sales totaled $2.557 billion. Total U.S. sales in fiscal year 2009 were $2.536 billion. Fiscal year 2008: $2.705
billion.
Kay sales were $1.508 billion during fiscal year 2010. Jared sales were $726.2 million during fiscal year 2009. Regional
brand sales for fiscal year 2010 were $326.8 million.
The average retail price of merchandise sold in Kay for 2010 was $307. The average retail price of merchandise sold in
Jared stores during fiscal year 2009 was $764.
PEAK SALES MONTHS/SEASONS:
Christmas (40% of sales), Valentine's Day, Mother's Day.
[Source: Signet website. 2010.]
TOP PRODUCT CATEGORIES:
Diamond jewelry accounted for 75% of the U.S. division’s merchandise sales in fiscal year 2009, similar to previous years.
Jared sells lots of watches.
Signet makes most of its commitments for the year ahead during its 2nd quarter.
While marketing activities are undertaken throughout the year, the level of activity is concentrated at periods when
customers are expected to be most receptive to marketing messages, which is before Christmas, Valentine’s Day and
Mother’s Day.
ANNUAL ADVERTISING BUDGET: Approximately $153 million.
Marketing expenditure was concentrated on the most productive
channels and brands, that is national television advertising for Kay and
Jared, and direct marketing for all brands. Gross marketing expenditure
was $153 million.
As a result of the unexpected sharp decline in 4th quarter sales, the ratio of gross marketing spend to sales during fiscal
year 2009 was above planned levels, at 7.4% (fiscal year 2008: 7.5%). Dollar gross marketing expenditure decreased by
7.6% to $188.4million (fiscal year 2008: $204 million).
LOCAL ADVERTISING BUYING DECISION-MAKERS:
Kay Jewelers:
Lead ad agency is Stern Advertising, Pepper Pike, Ohio, 216-464-4850
Additional agency is OMD USA, New York, 212-590-7100
George Murray is SVP Marketing
Anne Clark is Director of Media Planning
[Source: The Brandweek Directory. 2010.]
TOP ADVERTISING MEDIA USED:
Marketing efforts were focused on national TV advertising for Kay and Jared in fiscal year 2009.
The marketing channels used include TV, radio, print, catalog, direct mail, telephone marketing, point of sale signage,
in-store displays and the Internet. In addition, promotional activity is undertaken.
Historically Jared advertised on radio for most of the year and complemented this during key trading periods by
advertising on television. The move by Jared to national rather than local television advertising, which began in 2007,
provides the opportunity for improved advertising leverage in future years. Jared has a higher advertising to sales ratio
than the division’s mall stores because it is a destination store and is still at an early stage of development. In 2009
national radio advertising was used for the first time.
CAUSE/CHARITY/COMMUNITY INVOLVEMENT: Sterling supports St. Jude Children's Research Hospital nationally,
and several Northeast Ohio charities locally.
OTHER IMPORTANT FACTS:
As part of a meaningful cost reduction program in fiscal year 2010, expenditure on marketing is planned to be reduced
further. While the focus will continue to be on supporting both the Kay and Jared brands on national TV, the expenditure
on Kay will be reduced while that of Jared is expected to be broadly maintained. Radio advertising will be reduced.
[Source: Signet Web site. July 8, 2009.]
The division targets the middle market through Kay Jewelers. The division’s off-mall destination superstores target the
upper middle market and trade as Jared The Galleria Of Jewelry. This customer is more mature and has a higher
income than that of Signet’s U.S. mall store customer.
Jared targets households with an annual income of between $50,000 and $150,000. Such households account for about
50% of U.S. jewelry expenditure.
Kay targets households with an income of between $35,000 and $100,000. Such households account for between 45%
and 50% of U.S. jewelry expenditure.
TOP REASONS CUSTOMERS CHOOSE THIS ACCOUNT:
All store managers are required to be trained diamontologists, so as to provide expert knowledge to customers; stores
provide a consistently high level of customer service.
TOP COMPETITORS:
1.
2.
3.
4.
5.
6.
7.
8.
Zale Corporation
Helzberg Diamonds
Tiffany & Co.
Macy's, Inc.
Saks Incorporated
Nordstrom
Kohl's
Fred Meyer Jewelers
9. eBay
10. J.C. Penney
General retailers, such as department stores, discount outlets, TV home shopping, general merchandisers, apparel
retailers and accessory stores, Internet jewelry sales, including both specialty and general retail Web sites.
TIFFANY & CO.
727 Fifth Avenue
New York, NY 10022
Phone: 212-755-8000
Fax: 212-230-6633
BUSINESS NAMES/TYPES INCLUDE: Tiffany & Co. (upscale jewelry stores ).
Tiffany opened a smaller, more affordable test store in Glendale, Calif. in 2008. It is 2600 sq. ft. and does not sell
engagement rings or statement pieces.
In addition to its New York Flagship store, Tiffany has 83 branch stores in the United States. Most of Tiffany’s U.S.
branch stores display a representative selection of merchandise, but none of them maintains the extensive selection
carried by the New York Flagship store.
Tiffany retail branch stores range from approximately 1,000 to 17,600 gross square feet with an average retail store size
of approximately 6300 gross square feet. Most new branch stores opened since 2010 are approximately 3500 to 4,000
gross square feet, and display primarily jewelry and timepieces, with a select assortment of china and crystal giftware.
[Source: Tiffany & Co. Form 10-K. March 28, 2011.]
In September 1837, Charles Lewis Tiffany and John B. Young established Tiffany & Young, a stationery and fancy
goods emporium at 259 Broadway in New York City.
[Source: Corporate website. September 2011.]
from the company.
Worldwide net sales increased 14% to $3.085 billion for fiscal year 2010.
U.S. retail sales were $1.574 billion for 2010, up 12%
In 2010, sales in the Americas were 51% of consolidated worldwide net sales, while sales in the U.S. represented 90%
of net sales in the Americas.
As a jeweler and specialty retailer, the company’s business is seasonal in nature, with the 4th quarter typically
representing at least 1/3 of annual net sales and approximately 1/2 of annual net earnings. Management expects such
seasonality to continue.
Engagement rings, diamond jewelry, pearls, fine jewelry, timepieces, sterling silver goods, china, crystal, stationery,
fragrances, personal accessories.
1.
2.
3.
4.
Silver & gold Jewelry 32%
Engagement jewelry & wedding bands 28%
Designer jewelry 16%
Statement, fine & solitaire jewelry 16%
In 2010, 2009 and 2008, Tiffany & Co. spent $197.597 million (6.4% of net sales), $159.891 million (5.9% of net sales)
and $204.25 million (7.2% of net sales) on worldwide advertising, which include costs for media, production, catalogs,
Internet, visual merchandising (in-store and window displays), promotional events and other related items.
Caroline Naggiar is SVP & CMO.
Tiffany works with:
McCann Erickson, New York
Bailey Gardiner Inc. San Diego
Bernard Hodes Group, Philadelphia
C2C Media, LLC, New York
IMPAQT, Pittsburgh
Machado/Garcia-Serra Publicidad, Inc. Miami
[Source: LexisNexis Redbooks.com. September 2011.]
Most advertising is done in-house.
Search Marketing Director: Kevin J. O'Halloran, VP, Direct Marketing
Site Search Vendor: In-house
Search Marketing Provider: In-house
[Source: Peters, Kurt. "The Search Marketing Guide." Internet Retailer. 2011. Print.]
Some advertising is done primarily to reinforce the brand’s association with luxury, sophistication, style and romance,
while other advertising is primarily intended to increase demand for particular products.
Tiffany regularly advertises, primarily in newspapers and magazines, and also increasingly through digital media, and
periodically conducts product promotional events.
Tiffany also distributes catalogs of selected merchandise to its proprietary list of customers in the U.S. and Canada and
to mailing lists rented from third parties. SELECTIONS catalogs are published 4 times per year, supplemented by other
targeted catalogs. In 2010, the company mailed approximately 14 million catalogs.
Tiffany’s New York Flagship store on Fifth Avenue accounts for a significant portion of the company’s net sales and is
the focal point for marketing and public relations efforts.
Mobile app, outdoor, print & digital in The New York Times and The Wall Street Journal, magazines, direct mail.
CAUSE/CHARITY/COMMUNITY INVOLVEMENT: The Tiffany & Co. Foundation, among other corporate activities. The
efforts of this Foundation are concentrated in environmental conservation, urban parks and support for the decorative arts.
OTHER IMPORTANT FACTS: In 2011, management plans to open 8 company-operated stores in the Americas
Couples looking for engagement rings.
Wealthy customers who value quality over affordability.
The company has built a significant corporate gifting program and advertises to corporations.
Management believes that consumers associate the brand with high-quality gemstone jewelry, particularly diamond
jewelry; excellent customer service; an elegant store and online environment; upscale store locations; “classic” product
positioning; distinctive and high-quality packaging materials (most significantly, the TIFFANY & CO. blue box); and
sophisticated style and romance.
Tiffany stores have a reputation for selling high-quality jewelry in an exclusive environment.
TOP COMPETITORS:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Neiman Marcus
Nordstrom
VON MAUR, INC.
Saks Incorporated
Zale Corporation
Helzberg Diamonds
Fred Meyer Jewelers
Sterling Jewelers
eBay
Tiffany competes on the basis of its reputation for high-quality products, brand recognition, customer service and
distinctive value-priced merchandise and does not engage in price promotional advertising. Tiffany competes in this
market by stressing quality. Tiffany also faces increasing competition in the area of direct marketing.
ZALE CORPORATION
901 W. Walnut Hill Lane
Irving, TX 75038-1003
Phone: 972-580-4000
Fax: 972-580-5523
BUSINESS NAMES/TYPES INCLUDE: Gordon's Jewelers (jewelery stores), Peoples Jewelers (jewelry store chain
operating in Canada ), Piercing Pagoda (kiosk-based jewelry retailers), Plumb Gold (kiosk jewelry ), Silver and Gold
Connection (kiosk jewelers ), Zales Jewelers (jewelery stores), and Zales Outlet (outlet jewelry stores ).
Zale Corporation operates 1,218 specialty retail jewelry stores and 672 kiosks located mainly in shopping malls
throughout the United States, Canada and Puerto Rico.
Zales operates 675 stores in 50 states and Puerto Rico with an average store size of 1,685 square feet. Gordon's
operates 192 stores in 29 states and Puerto Rico with an average store size of 1,521 square feet.
Zales Outlet has 136 stores in 35 states and Puerto Rico. The average store size is 2,330 square feet. The outlet
concept has evolved into 3 differentiated formats: Power strip centers, traditional outlet malls and destination centers.
Piercing Pagoda operates 672 locations in 41 states. Kiosk locations average 188 square feet in size and are found in
regional malls.
[Source: Zale Corp. Form 10-K. Oct. 12, 2010.]
Morris and William Zale open the first Zales Jewelers store in Wichita Falls, Texas, on March 29, 1924.
[Source: Corporate website. August 2011.]
The next major anniversary for Gordon's Jewelers will be their 110th in 2015. Meyer M. Gordon founded Gordon's in
1905.
from the company.
During fiscal year 2010, Zales generated $1.6 billion of revenues.
Fiscal year 2009 revenues totaled $1.779 billion, down 16.8% from $2.138 billion for 2008.
Revenue by brand was as follows:
Zales and Gordon's $963.077 million (per location was $1.034 million)
Zales Outlet $154.747 million (per location was $1.147 million)
Peoples $260.683 million (Canada)
Piercing Pagoda $226.187 million (per location was $338,000)
Insurance $11.611 million
November through January is the busiest season for all of the company's stores but Valentine's Day and Mother's Day
also represent important revenue seasons.
Zales and Gordon's combined revenues accounted for 60% of total revenues, with an average transaction value of $396
in fiscal year 2010.
Additionally, the e-commerce sites accounted for approximately 4% of total revenues in 2010.
Internet sales totaled $63.8 million in 2010 compared to $56.2 million in 2009.
Zales Outlet stores accounted for 10% of total revenues in 2010.
Diamond jewelry, color stone and pearl jewelry, wedding jewelry, men's jewelry, watches, rings, necklaces, bracelets,
earrings, gold and silver jewelry; ear piercing.
BUDGET/FISCAL YEAR: August-July.
The first work from GSD&M Idea City is expected to break in early 2011.
[Source: Gianatasio, David. "Zale Brands Move to GSD&M." Adweek.com. Aug. 17, 2010.]
The Zales brand complements its merchandise assortments with promotional strategies to increase sales during
traditional gift-giving periods and throughout the year.
Advertising expenses were $75.8 million, $87.9 million and $96.3 million for the fiscal years 2010, 2009 and 2008,
respectively, net of amounts contributed by vendors.
Zale Corp. selected GSD&M Idea City for its U.S.-based media efforts and North American creative duties for the Zales,
Zales Outlet, Gordon’s Jewelers and Canada-based Mappins Jewellers and Peoples brands. In this capacity, GSD&M
Idea City is charged with elevating the Zale brand as well as helping the retailer increase sales using online, TV, print,
radio and out-of-home advertising efforts. Publicis' Zenith Optimedia buys media for Zale in Canada.
[Source: Gianatasio, David. "Zale Brands Move to GSD&M." Adweek.com. Aug. 17, 2010. Verified August 2011.]
Richard Lennox became chief marketing officer in August 2009. [email protected]
Search Marketing Director: Steve Larkin, EVP, Chief Marketing Directing & E-Commerce Officer
Search Marketing Provider: Rimm-Kaufman Group
Site Search Exec.: Vicki Spencer, VP E-Commerce
Site Search Vendor: Verity, GSI Commerce
[Source: Peters, Kurt. "The Search Marketing Guide." Internet Retailer. 2011. Print.]
The company engages in regional and national advertising via newspaper, TV, radio, direct mail, magazine and
online.The company's marketing efforts extend beyond the Christmas season to tie in with other gift-giving holidays, such
as Valentine's Day and Mother's Day. Advertising is designed to reach consumers emotionally.
CAUSE/CHARITY/COMMUNITY INVOLVEMENT:
Autism Speaks and Autism Speaks Canada
Susan G. Komen for the Cure
Canadian Breast Cancer Foundation
Make-A-Wish Foundation of North Texas
Zale Disaster Relief Fund
Linz Award
Jewelers for Children
Salvation Army Angel Tree Program
North Texas Food Bank
BEST/TARGET CUSTOMERS: The Fine Jewelry segment is comprised of five brands focused on the value-oriented
consumer. Target customers by banner:
Zales: Value-oriented customers; with emphasis on diamond jewelry, especially in the bridal and fashion segments
Zales Outlet: A slightly higher-income female customer in outlet malls and neighborhood power centers
Gordon's: A value-oriented regional jeweler that caters to local fashion styles within each market and emphasizes
customer relationships
Piercing Pagoda: Opening price point customer; a young, fashion forward customer
Variety, affordability, customer service.
TOP COMPETITORS:
1.
2.
3.
4.
5.
6.
7.
Helzberg Diamonds
Walmart
J.C. Penney
Costco
Sterling Jewelers
QVC, INC.
Kroger Co.
8. Kohl's
9. Fred Meyer Jewelers
10. Tiffany & Co.
Independent regional and local jewelry retailers, as well as with other national jewelry chains. They also compete with
other types of retailers who sell jewelry and gift items such as department stores, discounters, direct mail suppliers,
online retailers and television home shopping programs. Signet Jewelers Limited.
"Our competitors aren't just other jewelry stores in the mall, but flowers, dinner, even a cashmere sweater," says Steve
Larkin, the chain's EVP/CMO.Zale Corp. has plenty of new competition, both from the Internet and from discounters.
[Source: Mahoney, Sarah. "Zales Ditches its Value Pitch, Focuses on Joy." Media Post's Marketing Daily. Sept. 11, 2008.]
RECENT NATIONAL DEVELOPMENTS
RECENT NATIONAL DEVELOPMENTS
INDUSTRY
MARKETING
INSIGHTS
III
Customer
ad-ology.net
INTRODUCTION
Customer
Go beyond demographics and consider Generation, Family Status, Marriage Status and Income Level with Life Stages.
Consumer spending in every relatable category for the top 50 Zip Codes for the selected DMA (or all 210 TV Markets
ranked from highest to lowest when the market selection is National Overview). Subscribers have access to all zip codes
for every market with Ad-ology PRO.
Trends & Opportunities
Recent Research/Reports
Consumer Spending by LIFESTAGE
Consumer Spending by ZIP CODE ** (Also available for Household or Per Person averages)
Expendable Income Outlook
Market Makeup
Demographics
Internet Usage
Digital Trends
Ethnic Consideration *
Asian, Black & Hispanic Households
Second Language Considerations
Time Spent Getting to Work *
Life Stages - A single, 34 year-old female, earning a high income spends her money quite differently than a married, 34
year-old Mother earning a moderate income. Use the Life Stage charts to identify the true target market for your client.
Determine the geographical "hot spots" for spending on the products or services relevant to your client.
Discover shopping habits of consumers where they live, thereby avoiding bargain hunter zones with luxury item
marketing (or vice versa).
Trends may help identify opportunities and challenges for your account.
TARGET CUSTOMERS
The following is a breakdown of adults ages 18 and older who purchased any kind of fine jewelry in the past year, by
demographic:
18 to 24 - 13.9%
25 to 34 - 19.2%
35 to 44 - 17.5%
45 to 54 - 21.0%
55 to 64 - 15.8%
65 and older - 12.6%
Household income of $100,000 and over - 29.5%
$75,000 to $99,999 - 15.7%
$60,000 to $74,999 - 10.5%
$50,000 to $59,999 - 7.9%
$40,000 to $49,999 - 8.5%
$30,000 to $39,999 - 9.0%
$20,000 to $29,999 - 8.6%
Under $20,000 - 10.3%
White - 72.7%
Black - 14.3%
Other - 13.0%
Hispanic - 12.3%
Northeast - 20.3%
Midwest - 20.6%
South - 38.6%
West -20.5%
Men - 50.4%
Women - 49.6%
[Source: GfK MRI data via RAB.com. Radio Advertising Bureau, 2011. Web. 13 Dec. 2011.]
There's opportunity for jewelry retailers to capture more sales by marketing men's jewelry. Thirty-two percent of men are
considering buying jewelry for themselves, with watches (cited by 48%) being the most popular piece. Note that 51% of men
say that they like jewelry with diamonds, and 22% say they have diamond jewelry and would like more.
[Source: "Men and Their Jewelry." Jewelry Consumer Opinion Council. Aug. 2010. Web. 21 Sept. 2010.]
Hispanics are also a lucrative market, and 80% plan to purchase jewelry through September 2012.
[Source: "The Hispanic Jewelry Market in the USA: The Hidden Giant 2011." Jewelry Consumer Opinion Council, 2011. Web. 14
Feb. 2012.]
BRIDAL
For first marriages, women are, on average, 26 years old and men are 28. As these ages are higher than in the past, couples
are now more likely to have higher incomes.
[Source: Gassman, Ken. "Bridal Market Solid." National Jeweler. Nielsen Expositions, 22 Jul. 2011. Web. 25 Jul. 2011.]
TARGET CUSTOMERS BY MILE RADIUS
Most customers are drawn from a 30 mile radius. Note that 21% of consumers are willing to drive over an hour to get a
particular brand of jewelry or visit a particular store to buy jewelry, while 44% are willing to drive 30 to 60 minutes.
[Source: "The JCK–Harrison Group Consumer Jewelry Study."]
IMPORTANT FACTS ABOUT TYPICAL CUSTOMERS
The following is a snapshot of where consumers say they typically purchase fine jewelry:
Local independent fine jewelry retailer (cited by 39%)
Regional or national jewelry chain store (33%)
Department store (33%)
Internet-only retailer's website (21%)
Mass discount store (19%)
TV shopping channel (13%)
Local craftsman (13%)
Off-price or outlet jeweler (11%)
Pawn shop (10%)
Shopping club (10%)
Armed forces retailer (2%)
[Source: Jewelry Consumer Opinion Council. MVI Marketing Ltd., 2011. Web. 14 Feb. 2012.]
UPSCALE CLOCK MARKET
Mantle, grandfather, and cuckoo clocks are primarily sold through 500 specialty shops in the United States or through jewelry
stores. Larger grandfather clocks are also sold through furniture stores. Sales are not considered seasonal though consumers
may be more apt to make these purchases around the holidays or for an anniversary present. In general, this is a market for
collectors, for consumers who invest in art and antiques and expect these items to hold value or increase in value. As such, the
demographics of consumers who invest in collectibles/collections may apply.
[Source: Ad-ology Research. 2012]
WEDDING JEWELRY
In 2010, more than $1 billion of the $9.6 billion spent on engagement and wedding rings came from online purchases.
[Source: Diggs, Barbara. "Save on Engagement Ring Without Being Chintzy." Fox Business. Fox News Network, 28 Nov. 2011.
Web. 13 Dec. 2011.]T
The wedding jewelry market is worth approximately $12 billion.
The Knot and WeddingChannel report the following findings from their 2011 study:
Average Engagement Ring Cost: $5,200
Average Carat Size: 1 carat for center stone; 1.4 carats total stones
Most Popular Engagement Ring Shapes: Round (53%) and Princess (30%)
Most Popular Engagement Ring Metal: 73% of rings are made of white gold
Time It Takes for Groom to Find Engagement Ring: 3 months
Wedding Band Cost: $1,126 for brides; $491 for grooms
Most Popular Wedding Band Metal: For brides, 70% are white gold; for grooms, 34% are white gold
The Luxury Ring Segment: About 12% of couples spend more than $8,000 on the engagement ring
Luxury Engagement Ring Cost: $13,500
Luxury Engagement Ring Carat Size: 1.5 carats for center stone; more than 2 carats total stones
Luxury Wedding Ring Cost: $1,560 for brides; $731 for grooms
Thirty-nine percent of men purchased at least part of the engagement ring from a local or independent jeweler, while 35%
purchased at least part of the ring from a national jewelry chain, and 9% purchased from an online retailer.
[Source: 2011 Engagement & Jewelry Statistics Released By TheKnot.com & WeddingChannel.com. XO Group, Inc. 30 Aug.
2011. Web. 13 Dec. 2011.]
GOLD PURCHASING
With the economic recovery looking a bit uncertain, historically safe investments like gold are becoming more attractive. Several
kinds of businesses, including jewelry stores and pawn shops, are aggressively marketing their gold buying services. But gold
buying isn’t the only service being offered at local pawn shops and reps can increase their ad sales if they target this customer
type correctly.
The main business lines for these retail shops include sales of pawned items and making loans. Many of these stores also
make significant sales on pawn loans and payday lending. The average pawn loan is about $80, and the typical customer uses
a pawn shop twice a year to cover unexpected expenses.
Approximately 80% of customers who pawn an item for a quick loan return to the store for their collateral. In recent years, states
have enacted legislation to prevent some pawn shops from charging high interest on loans. But consumers, often the
unbanked, rely on pawn shops for cash services. Pawn shops often point out that the fee they charge for a short term loan is a
bargain when a consumer considers the expensive consequences of a bounced check, credit card late fees, and utility company
reconnect fees after service is disrupted for nonpayment.
While the popular TV show Pawn Stars has generated attention for the industry, most operators are small business owners who
need help finding new customers. In a time when more consumers are living paycheck to paycheck, a huge pool of potential
customers awaits.
[Sources: "Pawn Shops: Economic Barometer." PawnShopsToday.com. Web. 10 Aug. 2011; Fuquay, Jim. At DFW Pawnshops,
business isn’t all bright and shiny. Star-telegram.com. 23 Jul. 2011. Web. 12 Aug. 2011.]
Depending on its current worth, payouts to customers can range from 60% to 95% of the spot price of gold.
In 2011, the price of gold is expected to make its 11th straight annual gain (already up 20% this year).
[Source: Mead, Charles and Zachary Tracer and Laurence Viele Davidson. "Surging Gold Sparks U.S. Retail Chain Promoted
by Robin Leach." Bloomberg Businessweek. Bloomberg L.P., 26 Oct. 2011. Web. 1 Nov. 2011.]
In 2009, the gold-scrap supply grew by 30% to a record-high amount, and the United States accounts for approximately 10% of
the global scrap supply (totaling 143 tonnes in 2009).
[Source: Tang, Frank and Paula Rogo. "Analysis: As gold prices surge, cash-for-gold frenzy fades." Reuters.com. Thomson
Reuters, 12 Aug. 2011. Web. 1 Nov. 2011.]
Note that the customers for gold-buying services typically have higher incomes than traditional pawn shop customers and are
more likely to have white-collar jobs.
[Source: Cohen, Deborah. "Golden Opportunity for Small Businesses." Reuters.com. Thomson Reuters, 21 Sept. 2011. Web. 1
Nov. 2011.]
CONSUMER SPENDING
2011 ESTIMATED
US DMA Market Comparison of Consumer Spending on
Jewelry
DMA
TOTAL
PER MARKET
HH Avg
1.
San Francisco-Oakland-San Jose
$ 397.96 million
$ 148.84
2.
Honolulu
$ 62.95 million
$ 138.18
3.
Washington, DC
$ 326.36 million
$ 136.16
4.
Boston
$ 330.32 million
$ 134.10
5.
Anchorage
$ 21.27 million
$ 130.79
6.
San Diego
$ 141.75 million
$ 130.08
7.
Monterey-Salinas
$ 30.65 million
$ 128.56
8.
New York
$ 970.71 million
$ 127.34
9.
Los Angeles
$ 645.94 million
$ 126.21
10.
Juneau
$ 4.09 million
$ 126.14
11.
$ 130.44 million
$ 125.88
12.
Seattle-Tacoma
$ 236.97 million
$ 124.18
13.
Santa Barbara-Santa Maria-San Luis Obispo
$ 30.20 million
$ 123.50
14.
Fairbanks
$ 5.16 million
$ 123.48
15.
Denver
$ 196.42 million
$ 122.75
16.
Palm Springs
$ 83.96 million
$ 121.34
17.
$ 214.44 million
$ 121.13
18.
Sacramento-Stockton-Modesto
$ 161.49 million
$ 120.28
19.
Austin
$ 86.04 million
$ 119.84
20.
Chicago
$ 422.75 million
$ 119.26
21.
Salt Lake City
$ 112.57 million
$ 118.68
22.
Philadelphia
$ 352.28 million
$ 116.58
23.
$ 73.01 million
$ 116.48
24.
Reno
$ 30.63 million
$ 116.05
25.
Baltimore
$ 128.47 million
$ 115.75
26.
Portland, OR
$ 139.99 million
$ 114.04
27.
Phoenix
$ 210.77 million
$ 113.84
28.
Houston
$ 249.83 million
$ 113.80
29.
Dallas-Ft.Worth
$ 290.92 million
$ 113.78
RANK
30.
$ 2.50 million
$ 113.67
31.
Bend, OR
$ 7.26 million
$ 113.48
32.
Charlottesville
$ 8.60 million
$ 112.80
33.
Las Vegas
$ 83.14 million
$ 112.72
34.
Madison
$ 44.13 million
$ 112.00
35.
Ft. Myers-Naples
$ 55.05 million
$ 111.89
36.
Rochester-Mason City-Austin
$ 16.46 million
$ 111.73
37.
Albany-Schenectady-Troy
$ 63.69 million
$ 111.67
38.
Colorado Springs-Pueblo
$ 39.28 million
$ 111.42
39.
West Palm Beach-Ft. Pierce
$ 87.99 million
$ 110.58
40.
Boise
$ 29.33 million
$ 110.33
41.
Omaha
$ 46.74 million
$ 110.26
42.
Kansas City
$ 105.24 million
$ 110.21
43.
Harrisburg-Lancaster-Lebanon-York
$ 84.02 million
$ 109.92
44.
$ 37.66 million
$ 109.86
45.
Cincinnati
$ 99.56 million
$ 109.64
46.
Des Moines-Ames
$ 48.11 million
$ 109.47
47.
Grand.Junction-Montrose
$ 8.25 million
$ 108.95
48.
Peoria-Bloomington
$ 27.88 million
$ 108.93
49.
Casper-Riverton
$ 6.31 million
$ 108.65
50.
Detroit
$ 204.29 million
$ 108.58
51.
Portland-Auburn
$ 44.80 million
$ 108.38
52.
Milwaukee
$ 99.18 million
$ 108.30
53.
Bakersfield
$ 27.56 million
$ 107.48
54.
Green Bay-Appleton
$ 48.38 million
$ 107.39
55.
Springfield-Holyoke
$ 28.78 million
$ 106.91
56.
Syracuse
$ 43.43 million
$ 106.54
57.
San Antonio
$ 93.15 million
$ 106.43
58.
Helena
$ 3.11 million
$ 106.31
59.
$ 13.90 million
$ 106.04
60.
Rochester, NY
$ 39.47 million
$ 105.94
61.
St. Louis
$ 134.09 million
$ 105.82
62.
Fresno-Visalia
$ 62.13 million
$ 105.49
63.
Columbus, OH
$ 96.43 million
$ 105.48
64.
Yakima-Pasco-Richland-Kennewick
$ 24.93 million
$ 105.47
65.
Indianapolis
$ 116.31 million
$ 105.08
66.
Cedar Rapids-Waterloo & Dubuque
$ 37.00 million
$ 104.84
67.
Tucson
$ 47.59 million
$ 104.57
68.
Wausau-Rhinelander
$ 19.00 million
$ 104.19
69.
Grand Rapids-Kalamazoo-Battle Creek
$ 77.77 million
$ 104.17
70.
Rockford
$ 19.59 million
$ 104.07
71.
North Platte
$ 1.60 million
$ 104.04
72.
Lansing
$ 27.24 million
$ 103.91
73.
$ 74.86 million
$ 103.84
74.
Atlanta
$ 242.25 million
$ 103.58
75.
$ 6.03 million
$ 103.37
76.
Odessa-Midland
$ 17.56 million
$ 103.29
77.
Billings
$ 11.71 million
$ 103.22
78.
Pittsburgh
$ 123.08 million
$ 102.90
79.
Butte-Bozeman
$ 7.23 million
$ 102.74
80.
Minot-Bismark-Dickenson
$ 15.21 million
$ 102.59
81.
Victoria
$ 3.37 million
$ 102.45
82.
Orlando-Daytona Beach-Melbourne
$ 149.10 million
$ 102.41
83.
Richmond-Petersburg
$ 57.93 million
$ 102.41
84.
Ft. Wayne
$ 27.84 million
$ 102.14
85.
La Cross-Eau Claire
$ 22.62 million
$ 102.03
86.
Tampa-St.Petersburg, Sarasota
$ 184.83 million
$ 101.83
87.
Wichta-Hutchinson, Plus
$ 47.94 million
$ 101.74
88.
Davenport-Rock Island-Moline
$ 32.13 million
$ 101.69
89.
Binghamton
$ 14.67 million
$ 101.59
90.
Miami-Ft. Lauderdale
$ 160.75 million
$ 101.54
91.
Sioux Falls (Mitchell)
$ 27.16 million
$ 101.52
92.
Cleveland
$ 158.18 million
$ 101.37
93.
Chico-Redding
$ 20.29 million
$ 101.31
94.
$ 68.71 million
$ 101.24
95.
So. Bend-Elkhart
$ 34.28 million
$ 101.20
96.
$ 29.17 million
$ 101.14
97.
Mankato
$ 5.02 million
$ 101.06
98.
Ft. Smith
$ 30.78 million
$ 100.93
99.
Toledo
$ 44.72 million
$ 100.91
100.
Spokane
$ 44.63 million
$ 100.76
101.
Sioux City
$ 16.40 million
$ 100.63
102.
Glendive
$ 429.00 thousand
$ 100.59
103.
Nashville
$ 105.57 million
$ 100.57
104.
Dayton
$ 53.59 million
$ 100.54
105.
Charlotte
$ 115.47 million
$ 100.54
106.
Buffalo
$ 66.05 million
$ 100.18
107.
Louisville
$ 68.02 million
$ 100.06
108.
Missoula
$ 12.05 million
$ 100.05
109.
Fargo-Valley City
$ 25.12 million
$ 99.93
110.
Salisbury
$ 16.46 million
$ 99.89
111.
Rapid City
$ 10.00 million
$ 99.89
112.
Evansville
$ 29.46 million
$ 99.75
113.
Oklahoma City
$ 70.75 million
$ 99.53
114.
Champaign & Springfield-Decatur
$ 39.34 million
$ 99.49
115.
Utica
$ 14.19 million
$ 99.43
116.
Lafeyette, IN
$ 6.88 million
$ 99.40
117.
Harrisonburg
$ 9.63 million
$ 99.38
118.
Amarillo
$ 19.90 million
$ 99.22
119.
Twin Falls
$ 6.70 million
$ 99.17
120.
Wilkes Barre-Scranton
$ 60.34 million
$ 99.02
121.
Corpus Christi
$ 20.60 million
$ 99.00
122.
Huntsville-Decater, Florence
$ 39.97 million
$ 98.97
123.
Tulsa
$ 53.40 million
$ 98.89
124.
Duluth-Superior
$ 17.76 million
$ 98.78
125.
Eugene
$ 24.66 million
$ 98.70
126.
Knoxville
$ 51.02 million
$ 98.40
127.
Traverse City-Cadillac
$ 24.83 million
$ 98.35
128.
Topeka
$ 17.94 million
$ 98.20
129.
Elmira
$ 9.71 million
$ 98.14
130.
Medford-Klamath Falls
$ 17.61 million
$ 97.86
131.
Flint-Saginaw-Bay City
$ 46.25 million
$ 97.78
132.
Laredo
$ 7.02 million
$ 97.69
133.
Bangor
$ 14.48 million
$ 97.68
134.
San Angelo
$ 5.51 million
$ 97.65
135.
Columbia-Jefferson City
$ 17.42 million
$ 97.63
136.
St. Joseph
$ 4.60 million
$ 97.36
137.
Erie
$ 16.06 million
$ 97.18
138.
Yuma-El Centro
$ 10.99 million
$ 97.13
139.
Norfolk-Portsmouth-Newport News
$ 69.50 million
$ 97.06
140.
Raleigh-Durham
$ 109.74 million
$ 96.87
141.
Watertown
$ 9.29 million
$ 96.74
142.
Parkersburg
$ 6.26 million
$ 96.63
143.
Chattanooga
$ 36.15 million
$ 96.49
144.
Panama City
$ 12.74 million
$ 96.20
145.
Terre Haute
$ 14.07 million
$ 95.93
146.
Great Falls
$ 6.58 million
$ 95.81
147.
Lubbock
$ 15.61 million
$ 95.81
148.
Eureka
$ 6.33 million
$ 95.79
149.
Wilmington
$ 18.04 million
$ 95.77
150.
Johnstown-Altoona
$ 29.23 million
$ 95.67
151.
Lexington
$ 48.07 million
$ 95.60
152.
Marquette
$ 8.81 million
$ 95.32
153.
Zanesville
$ 3.43 million
$ 94.70
154.
Abilene-Sweetwater
$ 11.26 million
$ 94.51
155.
Wichta Falls & Lawton
$ 15.57 million
$ 94.12
156.
Lima
$ 4.14 million
$ 94.08
157.
Biloxi-Gulfport
$ 12.32 million
$ 94.07
158.
Springfield, MO
$ 41.07 million
$ 93.94
159.
El Paso
$ 31.33 million
$ 93.84
160.
Youngstown
$ 25.44 million
$ 93.83
161.
Quincy-Hannibal-Keokuk
$ 10.02 million
$ 93.70
162.
Mobile-Penscola
$ 50.56 million
$ 93.67
163.
Greenville-Spartanburg-Asheville-Anderson
$ 82.40 million
$ 93.66
164.
Bowling Green
$ 7.61 million
$ 93.63
165.
Sherman-Ada
$ 12.32 million
$ 93.10
166.
Charleston, SC
$ 28.86 million
$ 92.53
167.
Ottumwa-Kirksville
$ 4.84 million
$ 92.51
168.
$ 65.18 million
$ 92.48
169.
Tyler-Longview
$ 26.03 million
$ 92.36
170.
Lake Charles
$ 9.27 million
$ 92.33
171.
Alpena
$ 1.64 million
$ 91.97
172.
Charleston-Huntngton
$ 46.33 million
$ 91.97
173.
New Orleans
$ 59.49 million
$ 91.92
174.
Gainesville
$ 11.75 million
$ 91.89
175.
Birmingham
$ 68.10 million
$ 91.86
176.
Joplin-Pittsburg
$ 14.33 million
$ 91.72
177.
Harlingen-Weslaco-Brownsville-Mcallen
$ 33.13 million
$ 91.70
178.
Tri-Cities, TN-VA
$ 30.43 million
$ 91.59
179.
Wheeling-Steubenville.
$ 12.59 million
$ 91.50
180.
Waco-Temple-Bryan
$ 33.31 million
$ 91.40
181.
Roanoke-Lynchburg
$ 43.02 million
$ 91.30
182.
Beaumont-Port Arthur
$ 15.67 million
$ 90.58
183.
Clarksburg-Weston
$ 10.17 million
$ 90.45
184.
Baton Rouge
$ 30.03 million
$ 89.73
185.
Savannah
$ 30.16 million
$ 89.69
186.
Presque Isle
$ 2.78 million
$ 89.53
187.
$ 51.96 million
$ 89.34
188.
Jonesboro
$ 7.53 million
$ 89.31
189.
Paducah-Cape Girardeau-Harris.-Mt Vernon
$ 36.02 million
$ 89.11
190.
Lafayette, LA
$ 20.71 million
$ 88.28
191.
Dothan
$ 9.64 million
$ 86.41
192.
$ 12.29 million
$ 86.03
193.
Jackson, TN
$ 8.41 million
$ 84.69
194.
Alexandria, LA
$ 7.81 million
$ 84.00
195.
Tallahassee-Thomasville
$ 23.49 million
$ 83.84
196.
Columbia, SC
$ 34.01 million
$ 83.83
197.
Augusta
$ 21.98 million
$ 82.85
198.
Greenville-New Bern-Washington
$ 25.64 million
$ 82.56
199.
Memphis
$ 55.81 million
$ 82.48
200.
Shreveport
$ 31.86 million
$ 81.40
201.
Myrtle Beach-Florence
$ 24.31 million
$ 81.10
202.
Hattiesburg-Laurel
$ 9.34 million
$ 81.09
203.
Macon
$ 19.68 million
$ 78.97
204.
Columbus, GA
$ 16.84 million
$ 76.72
205.
Monroe-El Dorado
$ 14.10 million
$ 76.69
206.
Columbus-Tupelo-West Point
$ 14.80 million
$ 76.42
207.
Montgomery
$ 18.99 million
$ 76.09
208.
Jackson, MS
$ 25.88 million
$ 75.80
209.
Albany, GA
$ 11.51 million
$ 73.84
210.
Meridian
$ 5.15 million
$ 71.08
211.
Greenwood-Greenville
$ 3.81 million
$ 54.28
TOTAL:
$ 12,893.90 million
SOURCE: Consumer Expenditure Survey, U.S. Bureau or Labor Statistics, November 2008;
EASI Demographics and Ad-ology Research projections, 2011.
2011 ESTIMATED
Watches
DMA
TOTAL
PER MARKET
HH Avg
1.
Washington, DC
$ 89.05 million
$ 37.15
2.
Baltimore
$ 38.43 million
$ 34.62
3.
Atlanta
$ 77.25 million
$ 33.03
4.
$ 87.89 million
$ 32.87
5.
$ 23.39 million
$ 32.66
6.
New York
$ 244.32 million
$ 32.05
7.
Fairbanks
$ 1.34 million
$ 32.02
8.
Richmond-Petersburg
$ 18.11 million
$ 32.01
9.
Anchorage
$ 5.20 million
$ 31.98
10.
Chicago
$ 112.96 million
$ 31.86
11.
$ 32.75 million
$ 31.61
12.
Boston
$ 77.80 million
$ 31.59
13.
Philadelphia
$ 95.34 million
$ 31.55
14.
Palm Springs
$ 21.70 million
$ 31.36
15.
Detroit
$ 58.73 million
$ 31.21
16.
Houston
$ 68.27 million
$ 31.10
17.
Honolulu
$ 14.12 million
$ 31.00
18.
Dallas-Ft.Worth
$ 78.65 million
$ 30.76
19.
Baton Rouge
$ 10.29 million
$ 30.73
20.
Raleigh-Durham
$ 34.81 million
$ 30.73
21.
Los Angeles
$ 155.06 million
$ 30.30
22.
Juneau
$ 981.00 thousand
$ 30.29
23.
San Diego
$ 32.93 million
$ 30.22
24.
Columbia, SC
$ 12.25 million
$ 30.19
25.
$ 52.86 million
$ 29.86
26.
Austin
$ 21.41 million
$ 29.82
27.
$ 40.02 million
$ 29.81
28.
Seattle-Tacoma
$ 56.73 million
$ 29.73
29.
Monterey-Salinas
$ 7.08 million
$ 29.68
30.
Jackson, MS
$ 10.13 million
$ 29.66
31.
New Orleans
$ 19.17 million
$ 29.62
32.
Memphis
$ 19.98 million
$ 29.52
33.
Las Vegas
$ 21.70 million
$ 29.43
34.
Charleston, SC
$ 9.15 million
$ 29.33
35.
Denver
$ 46.86 million
$ 29.28
36.
Macon
$ 7.27 million
$ 29.16
37.
Augusta
$ 7.72 million
$ 29.11
38.
Salt Lake City
$ 27.51 million
$ 29.00
39.
Cincinnati
$ 26.34 million
$ 29.00
40.
Kansas City
$ 27.69 million
$ 28.99
41.
Charlottesville
$ 2.21 million
$ 28.98
42.
$ 18.15 million
$ 28.95
43.
$ 19.64 million
$ 28.94
44.
Milwaukee
$ 26.48 million
$ 28.91
45.
Montgomery
$ 7.21 million
$ 28.88
46.
Charlotte
$ 32.97 million
$ 28.71
RANK
47.
St. Louis
$ 36.37 million
$ 28.70
48.
Biloxi-Gulfport
$ 3.73 million
$ 28.45
49.
$ 44.86 million
$ 28.34
50.
Savannah
$ 9.50 million
$ 28.25
51.
Lafayette, LA
$ 6.60 million
$ 28.14
52.
Rochester, NY
$ 10.46 million
$ 28.08
53.
Columbus, OH
$ 25.67 million
$ 28.08
54.
Omaha
$ 11.86 million
$ 27.97
55.
Columbus, GA
$ 6.14 million
$ 27.95
56.
Birmingham
$ 20.63 million
$ 27.83
57.
$ 15.87 million
$ 27.82
58.
$ 21.21 million
$ 27.74
59.
Peoria-Bloomington
$ 7.10 million
$ 27.73
60.
$ 6.76 million
$ 27.64
61.
$ 4.78 million
$ 27.63
62.
Lake Charles
$ 2.77 million
$ 27.60
63.
Bakersfield
$ 7.08 million
$ 27.59
64.
Madison
$ 10.86 million
$ 27.56
65.
Springfield-Holyoke
$ 7.42 million
$ 27.55
66.
Phoenix
$ 50.96 million
$ 27.52
67.
Indianapolis
$ 30.43 million
$ 27.49
68.
$ 9.68 million
$ 27.46
69.
Rockford
$ 5.17 million
$ 27.46
70.
Reno
$ 7.24 million
$ 27.44
71.
$ 7.66 million
$ 27.34
$ 601.00 thousand
$ 27.33
72.
73.
Salisbury
$ 4.50 million
$ 27.32
74.
Cleveland
$ 42.58 million
$ 27.29
75.
Mobile-Penscola
$ 14.69 million
$ 27.21
76.
$ 10.97 million
$ 27.15
77.
Portland, OR
$ 33.27 million
$ 27.10
78.
$ 21.47 million
$ 26.98
79.
Lansing
$ 7.06 million
$ 26.93
80.
Albany, GA
$ 4.20 million
$ 26.93
81.
San Antonio
$ 23.51 million
$ 26.86
82.
$ 18.91 million
$ 26.84
83.
Monroe-El Dorado
$ 4.91 million
$ 26.69
84.
Syracuse
$ 10.86 million
$ 26.64
85.
Shreveport
$ 10.40 million
$ 26.57
86.
Fresno-Visalia
$ 15.64 million
$ 26.56
87.
Nashville
$ 27.79 million
$ 26.47
88.
$ 19.73 million
$ 26.42
89.
Des Moines-Ames
$ 11.60 million
$ 26.40
90.
Louisville
$ 17.94 million
$ 26.39
91.
$ 38.34 million
$ 26.34
92.
Dayton
$ 14.03 million
$ 26.32
93.
$ 1.84 million
$ 26.21
94.
Hattiesburg-Laurel
$ 3.02 million
$ 26.20
95.
$ 3.85 million
$ 26.15
96.
Bend, OR
$ 1.67 million
$ 26.12
97.
$ 8.09 million
$ 26.06
98.
Dothan
$ 2.90 million
$ 26.02
99.
Alexandria, LA
$ 2.42 million
$ 26.00
100.
Waco-Temple-Bryan
$ 9.47 million
$ 25.98
101.
Toledo
$ 11.51 million
$ 25.97
102.
Boise
$ 6.90 million
$ 25.97
103.
Green Bay-Appleton
$ 11.69 million
$ 25.96
104.
Wilmington
$ 4.88 million
$ 25.93
105.
Meridian
$ 1.88 million
$ 25.92
106.
$ 8.87 million
$ 25.87
107.
Ft. Wayne
$ 7.02 million
$ 25.74
108.
$ 6.08 million
$ 25.70
109.
Buffalo
$ 16.90 million
$ 25.64
110.
Lima
$ 1.12 million
$ 25.46
111.
$ 8.99 million
$ 25.46
112.
Tyler-Longview
$ 7.16 million
$ 25.39
113.
Victoria
$ 834.00 thousand
$ 25.39
114.
So. Bend-Elkhart
$ 8.60 million
$ 25.39
115.
$ 12.00 million
$ 25.37
116.
$ 10.03 million
$ 25.35
117.
Pittsburgh
$ 30.28 million
$ 25.32
118.
Ft. Myers-Naples
$ 12.45 million
$ 25.31
119.
Portland-Auburn
$ 10.45 million
$ 25.29
120.
$ 14.70 million
$ 25.28
121.
Casper-Riverton
$ 1.47 million
$ 25.22
122.
$ 3.30 million
$ 25.18
123.
$ 45.59 million
$ 25.12
124.
$ 4.86 million
$ 25.10
125.
Jackson, TN
$ 2.49 million
$ 25.06
126.
$ 7.51 million
$ 25.04
127.
$ 4.47 million
$ 25.03
128.
$ 21.99 million
$ 24.99
129.
Odessa-Midland
$ 4.23 million
$ 24.90
130.
$ 1.89 million
$ 24.90
131.
$ 11.70 million
$ 24.82
132.
Oklahoma City
$ 17.61 million
$ 24.77
133.
Panama City
$ 3.28 million
$ 24.75
134.
Tucson
$ 11.26 million
$ 24.74
135.
Helena
$ 723.00 thousand
$ 24.74
136.
Roanoke-Lynchburg
$ 11.63 million
$ 24.68
137.
$ 7.75 million
$ 24.53
138.
Evansville
$ 7.24 million
$ 24.52
139.
Tulsa
$ 13.23 million
$ 24.49
140.
$ 1.43 million
$ 24.45
141.
North Platte
$ 375.00 thousand
$ 24.43
142.
Wausau-Rhinelander
$ 4.45 million
$ 24.42
143.
Lafeyette, IN
$ 1.69 million
$ 24.38
144.
Laredo
$ 1.75 million
$ 24.37
145.
Gainesville
$ 3.11 million
$ 24.35
146.
Topeka
$ 4.45 million
$ 24.33
147.
Bowling Green
$ 1.97 million
$ 24.27
148.
Lexington
$ 12.18 million
$ 24.21
149.
Chattanooga
$ 9.05 million
$ 24.16
150.
$ 3.58 million
$ 24.15
151.
Corpus Christi
$ 5.02 million
$ 24.13
152.
Harrisonburg
$ 2.34 million
$ 24.11
153.
$ 17.38 million
$ 24.11
154.
Binghamton
$ 3.47 million
$ 24.02
155.
La Cross-Eau Claire
$ 5.32 million
$ 24.02
156.
Utica
$ 3.43 million
$ 24.00
157.
$ 3.97 million
$ 23.99
158.
$ 14.62 million
$ 23.99
159.
Yuma-El Centro
$ 2.70 million
$ 23.89
160.
Amarillo
$ 4.79 million
$ 23.87
161.
$ 6.87 million
$ 23.81
162.
Youngstown
$ 6.44 million
$ 23.77
163.
Ft. Smith
$ 7.23 million
$ 23.72
164.
Watertown
$ 2.27 million
$ 23.64
165.
Elmira
$ 2.33 million
$ 23.58
166.
$ 6.31 million
$ 23.58
167.
San Angelo
$ 1.33 million
$ 23.58
168.
Erie
$ 3.90 million
$ 23.57
169.
Billings
$ 2.67 million
$ 23.51
170.
Knoxville
$ 12.18 million
$ 23.48
171.
Fargo-Valley City
$ 5.89 million
$ 23.42
172.
Mankato
$ 1.16 million
$ 23.42
173.
St. Joseph
$ 1.10 million
$ 23.37
174.
Lubbock
$ 3.81 million
$ 23.36
175.
Chico-Redding
$ 4.66 million
$ 23.28
176.
El Paso
$ 7.77 million
$ 23.26
177.
Spokane
$ 10.28 million
$ 23.20
178.
Sioux City
$ 3.76 million
$ 23.08
179.
Zanesville
$ 835.00 thousand
$ 23.05
180.
Butte-Bozeman
$ 1.62 million
$ 23.04
181.
Missoula
$ 2.77 million
$ 22.97
182.
Terre Haute
$ 3.36 million
$ 22.89
183.
$ 8.25 million
$ 22.84
184.
Rapid City
$ 2.28 million
$ 22.82
185.
Parkersburg
$ 1.47 million
$ 22.73
186.
Abilene-Sweetwater
$ 2.71 million
$ 22.71
187.
Eugene
$ 5.67 million
$ 22.68
188.
Duluth-Superior
$ 4.07 million
$ 22.62
189.
Sherman-Ada
$ 2.99 million
$ 22.58
190.
Glendive
$ 96.00 thousand
$ 22.51
191.
Eureka
$ 1.48 million
$ 22.34
192.
$ 2.39 million
$ 22.31
193.
Twin Falls
$ 1.50 million
$ 22.23
194.
$ 8.95 million
$ 22.14
195.
Great Falls
$ 1.52 million
$ 22.13
196.
Johnstown-Altoona
$ 6.75 million
$ 22.08
197.
$ 3.97 million
$ 22.04
198.
Bangor
$ 3.26 million
$ 22.00
199.
Jonesboro
$ 1.86 million
$ 22.00
200.
Marquette
$ 2.02 million
$ 21.91
201.
$ 10.98 million
$ 21.79
202.
$ 5.47 million
$ 21.67
203.
$ 2.96 million
$ 21.50
204.
Clarksburg-Weston
$ 2.40 million
$ 21.36
205.
Tri-Cities, TN-VA
$ 7.03 million
$ 21.16
206.
Springfield, MO
$ 9.22 million
$ 21.09
207.
Ottumwa-Kirksville
$ 1.09 million
$ 20.93
208.
Joplin-Pittsburg
$ 3.23 million
$ 20.66
209.
Presque Isle
$ 633.00 thousand
$ 20.41
210.
$ 2.89 million
$ 20.23
211.
Alpena
$ 358.00 thousand
$ 20.07
TOTAL:
$ 3,344.49 million
2011 ESTIMATED
Watch and jewelry repair
RANK
DMA
TOTAL
PER MARKET
HH Avg
1.
Washington, DC
$ 9.89 million
$ 4.13
2.
Boston
$ 9.93 million
$ 4.03
3.
$ 4.09 million
$ 3.94
4.
Anchorage
$ 640.00 thousand
$ 3.94
5.
$ 10.42 million
$ 3.90
6.
Monterey-Salinas
$ 921.00 thousand
$ 3.86
7.
New York
$ 29.45 million
$ 3.86
8.
Baltimore
$ 4.26 million
$ 3.84
9.
Ft. Myers-Naples
$ 1.88 million
$ 3.81
10.
$ 6.74 million
$ 3.81
11.
$ 931.00 thousand
$ 3.81
12.
San Diego
$ 4.13 million
$ 3.79
13.
Denver
$ 6.06 million
$ 3.79
14.
Philadelphia
$ 11.43 million
$ 3.78
15.
Chicago
$ 13.40 million
$ 3.78
16.
Palm Springs
17.
Juneau
18.
19.
$ 2.61 million
$ 3.77
$ 122.00 thousand
$ 3.77
$ 3.00 million
$ 3.76
Fairbanks
$ 157.00 thousand
$ 3.75
20.
Bend, OR
$ 240.00 thousand
$ 3.75
21.
Seattle-Tacoma
$ 7.14 million
$ 3.74
22.
$ 2.34 million
$ 3.74
23.
Salt Lake City
$ 3.51 million
$ 3.70
24.
Detroit
$ 6.92 million
$ 3.68
25.
$ 2.81 million
$ 3.68
26.
Austin
$ 2.64 million
$ 3.68
27.
Reno
$ 969.00 thousand
$ 3.67
28.
$ 4.92 million
$ 3.66
29.
Phoenix
$ 6.78 million
$ 3.66
30.
Los Angeles
$ 18.67 million
$ 3.65
31.
Cincinnati
$ 3.31 million
$ 3.65
32.
Dallas-Ft.Worth
$ 9.31 million
$ 3.64
33.
$ 2.08 million
$ 3.64
34.
Charlottesville
$ 277.00 thousand
$ 3.64
35.
Houston
$ 7.98 million
$ 3.63
36.
Kansas City
$ 3.47 million
$ 3.63
37.
$ 1.28 million
$ 3.63
38.
Richmond-Petersburg
$ 2.05 million
$ 3.62
39.
Milwaukee
$ 3.31 million
$ 3.61
40.
Portland, OR
$ 4.43 million
$ 3.61
41.
Madison
$ 1.42 million
$ 3.61
42.
Omaha
$ 1.53 million
$ 3.60
43.
$ 531.00 thousand
$ 3.60
44.
Portland-Auburn
$ 1.49 million
$ 3.60
45.
St. Louis
$ 4.56 million
$ 3.60
46.
$ 272.00 thousand
$ 3.59
47.
Atlanta
$ 8.39 million
$ 3.59
48.
Peoria-Bloomington
$ 916.00 thousand
$ 3.58
49.
Salisbury
$ 589.00 thousand
$ 3.57
50.
Casper-Riverton
$ 207.00 thousand
$ 3.56
51.
Helena
$ 104.00 thousand
$ 3.56
52.
Green Bay-Appleton
$ 1.60 million
$ 3.56
53.
Rochester, NY
$ 1.33 million
$ 3.56
54.
Wausau-Rhinelander
$ 648.00 thousand
$ 3.55
55.
Boise
$ 944.00 thousand
$ 3.55
56.
$ 5.16 million
$ 3.55
57.
$ 1.22 million
$ 3.54
58.
Las Vegas
$ 2.61 million
$ 3.54
59.
$ 6.42 million
$ 3.54
60.
Springfield-Holyoke
$ 952.00 thousand
$ 3.54
61.
Indianapolis
$ 3.91 million
$ 3.53
62.
Rockford
$ 665.00 thousand
$ 3.53
63.
Cleveland
$ 5.51 million
$ 3.53
64.
Syracuse
$ 1.44 million
$ 3.53
65.
Des Moines-Ames
$ 1.55 million
$ 3.53
66.
San Antonio
$ 3.09 million
$ 3.53
67.
$ 2.39 million
$ 3.53
68.
$ 2.63 million
$ 3.52
69.
North Platte
$ 54.00 thousand
$ 3.52
70.
$ 5.56 million
$ 3.51
71.
Columbus, OH
$ 3.21 million
$ 3.51
72.
Ft. Wayne
$ 955.00 thousand
$ 3.50
73.
Charlotte
$ 4.02 million
$ 3.50
74.
Pittsburgh
$ 4.18 million
$ 3.50
75.
Billings
$ 396.00 thousand
$ 3.49
76.
Tucson
$ 1.59 million
$ 3.49
77.
Lansing
$ 915.00 thousand
$ 3.49
78.
Dayton
$ 1.86 million
$ 3.49
79.
$ 2.50 million
$ 3.49
80.
$ 1.41 million
$ 3.48
81.
So. Bend-Elkhart
$ 1.18 million
$ 3.48
82.
$ 823.00 thousand
$ 3.48
83.
$ 203.00 thousand
$ 3.48
84.
$ 456.00 thousand
$ 3.48
85.
Victoria
$ 114.00 thousand
$ 3.47
86.
Bakersfield
$ 890.00 thousand
$ 3.47
87.
Toledo
$ 1.54 million
$ 3.47
88.
Nashville
$ 3.64 million
$ 3.47
89.
Odessa-Midland
$ 589.00 thousand
$ 3.46
90.
$ 1.22 million
$ 3.46
91.
$ 1.09 million
$ 3.46
92.
Louisville
$ 2.35 million
$ 3.46
93.
$ 872.00 thousand
$ 3.45
94.
95.
La Cross-Eau Claire
96.
$ 2.49 million
$ 3.45
$ 765.00 thousand
$ 3.45
Buffalo
$ 2.27 million
$ 3.45
97.
Elmira
$ 341.00 thousand
$ 3.45
98.
$ 1.63 million
$ 3.45
99.
Wilmington
$ 649.00 thousand
$ 3.45
100.
Mankato
$ 171.00 thousand
$ 3.44
101.
$ 2.09 million
$ 3.43
102.
Raleigh-Durham
$ 3.89 million
$ 3.43
103.
Missoula
$ 412.00 thousand
$ 3.42
104.
Biloxi-Gulfport
$ 448.00 thousand
$ 3.42
105.
Chico-Redding
$ 684.00 thousand
$ 3.42
106.
Chattanooga
$ 1.28 million
$ 3.41
107.
Binghamton
$ 493.00 thousand
$ 3.41
108.
Charleston, SC
$ 1.06 million
$ 3.41
109.
Knoxville
$ 1.77 million
$ 3.41
110.
Harrisonburg
$ 330.00 thousand
$ 3.41
111.
New Orleans
$ 2.20 million
$ 3.41
112.
Mobile-Penscola
$ 1.84 million
$ 3.41
113.
$ 612.00 thousand
$ 3.40
114.
Tulsa
$ 1.84 million
$ 3.40
115.
Evansville
$ 1.00 million
$ 3.40
116.
Erie
$ 561.00 thousand
$ 3.40
117.
Youngstown
$ 919.00 thousand
$ 3.39
118.
Twin Falls
$ 229.00 thousand
$ 3.39
119.
$ 1.60 million
$ 3.39
120.
Spokane
$ 1.50 million
$ 3.39
121.
$ 2.98 million
$ 3.38
122.
Panama City
$ 448.00 thousand
$ 3.38
123.
Duluth-Superior
$ 608.00 thousand
$ 3.38
124.
Birmingham
$ 2.50 million
$ 3.38
125.
Sioux City
$ 550.00 thousand
$ 3.38
126.
Fresno-Visalia
$ 1.98 million
$ 3.37
127.
Zanesville
$ 122.00 thousand
$ 3.37
128.
Ft. Smith
$ 1.03 million
$ 3.37
129.
Lima
$ 148.00 thousand
$ 3.36
130.
Alpena
$ 60.00 thousand
$ 3.36
131.
Eugene
$ 840.00 thousand
$ 3.36
132.
$ 2.37 million
$ 3.36
133.
Tyler-Longview
$ 947.00 thousand
$ 3.36
134.
Corpus Christi
$ 699.00 thousand
$ 3.36
135.
$ 1.33 million
$ 3.36
136.
Oklahoma City
$ 2.39 million
$ 3.36
137.
Amarillo
$ 673.00 thousand
$ 3.36
138.
Butte-Bozeman
$ 236.00 thousand
$ 3.36
139.
Utica
$ 478.00 thousand
$ 3.35
140.
$ 896.00 thousand
$ 3.35
141.
Parkersburg
$ 217.00 thousand
$ 3.35
142.
Baton Rouge
$ 1.12 million
$ 3.34
143.
$ 594.00 thousand
$ 3.33
144.
Lake Charles
$ 334.00 thousand
$ 3.33
145.
$ 550.00 thousand
$ 3.33
146.
St. Joseph
$ 157.00 thousand
$ 3.32
147.
$ 492.00 thousand
$ 3.32
148.
Roanoke-Lynchburg
$ 1.56 million
$ 3.32
149.
Rapid City
$ 332.00 thousand
$ 3.32
150.
Savannah
$ 1.12 million
$ 3.32
151.
Terre Haute
$ 486.00 thousand
$ 3.31
152.
San Angelo
$ 187.00 thousand
$ 3.31
153.
Topeka
$ 605.00 thousand
$ 3.31
154.
$ 354.00 thousand
$ 3.31
155.
Yuma-El Centro
$ 374.00 thousand
$ 3.31
156.
Bangor
$ 490.00 thousand
$ 3.31
157.
Springfield, MO
$ 1.45 million
$ 3.30
158.
$ 952.00 thousand
$ 3.30
159.
$ 571.00 thousand
$ 3.30
160.
Lexington
$ 1.66 million
$ 3.30
161.
Johnstown-Altoona
$ 1.01 million
$ 3.29
162.
Marquette
$ 304.00 thousand
$ 3.29
163.
Columbia, SC
$ 1.33 million
$ 3.29
164.
Glendive
$ 14.00 thousand
$ 3.28
165.
Bowling Green
$ 266.00 thousand
$ 3.27
166.
Lafayette, LA
$ 767.00 thousand
$ 3.27
167.
Tri-Cities, TN-VA
$ 1.09 million
$ 3.27
168.
Abilene-Sweetwater
$ 389.00 thousand
$ 3.27
169.
Dothan
$ 364.00 thousand
$ 3.26
170.
$ 1.90 million
$ 3.26
171.
Laredo
$ 234.00 thousand
$ 3.26
172.
Eureka
$ 215.00 thousand
$ 3.25
173.
Sherman-Ada
$ 430.00 thousand
$ 3.25
174.
Augusta
$ 861.00 thousand
$ 3.25
175.
$ 445.00 thousand
$ 3.23
176.
Watertown
$ 310.00 thousand
$ 3.23
177.
Lubbock
$ 526.00 thousand
$ 3.23
178.
Presque Isle
$ 100.00 thousand
$ 3.23
179.
Great Falls
$ 221.00 thousand
$ 3.22
180.
Memphis
$ 2.18 million
$ 3.22
181.
El Paso
$ 1.07 million
$ 3.21
182.
Fargo-Valley City
$ 807.00 thousand
$ 3.21
183.
$ 1.62 million
$ 3.21
184.
Jackson, TN
$ 318.00 thousand
$ 3.20
185.
Joplin-Pittsburg
$ 499.00 thousand
$ 3.19
186.
$ 1.29 million
$ 3.18
187.
Waco-Temple-Bryan
$ 1.16 million
$ 3.18
188.
$ 890.00 thousand
$ 3.18
189.
Ottumwa-Kirksville
$ 166.00 thousand
$ 3.18
190.
$ 952.00 thousand
$ 3.18
191.
Macon
$ 789.00 thousand
$ 3.17
192.
Jonesboro
$ 267.00 thousand
$ 3.17
193.
Clarksburg-Weston
$ 356.00 thousand
$ 3.17
194.
Honolulu
$ 1.44 million
$ 3.17
195.
Shreveport
$ 1.24 million
$ 3.16
196.
$ 980.00 thousand
$ 3.16
197.
Hattiesburg-Laurel
$ 363.00 thousand
$ 3.15
198.
Gainesville
$ 403.00 thousand
$ 3.15
199.
$ 1.14 million
$ 3.14
200.
Jackson, MS
$ 1.07 million
$ 3.14
201.
Montgomery
$ 783.00 thousand
$ 3.14
202.
Lafeyette, IN
$ 217.00 thousand
$ 3.14
203.
Alexandria, LA
$ 288.00 thousand
$ 3.10
204.
Monroe-El Dorado
$ 561.00 thousand
$ 3.05
205.
Columbus, GA
$ 666.00 thousand
$ 3.03
206.
$ 587.00 thousand
$ 3.03
207.
Albany, GA
$ 471.00 thousand
$ 3.02
208.
$ 431.00 thousand
$ 3.02
209.
Meridian
$ 217.00 thousand
$ 3.00
$ 65.00 thousand
$ 2.96
$ 183.00 thousand
$ 2.61
210.
211.
TOTAL:
$ 420.33 million
TOP FACTORS PEOPLE CONSIDER WHEN CHOOSING THIS TYPE OF ACCOUNT
Location, prices, selection
To attract business from Generation Y (defined as those born roughly between 1978 and 2000), industry professionals
recommend the following:
A website that provides information and resources
Profiles on social networks
Allowing customers to design their own pieces
Going "green" and participate in cause marketing
Updating stores' designs to be more fun and inviting (lounge areas, hip decor, etc.)
Affordable jewelry, such as sterling silver
Paying attention to trends as opposed to only sticking with tradition
[Source: Dalglish, Richard. "Jewelry Shoppers: The Next Generation." JCK Magazine. TMG, Mar. 2010. Web. 21 Sept. 2010.]
A recent survey revealed jewelry retailer brands' selling proposition:
Service (cited by 31.6%)
Price/Value (24%)
Selection/Quality of diamonds (16.8%)
Customization (16.8%)
Ambiance (3.6%)
CONSUMER SPENDING TRENDS
VALENTINE'S DAY 2012 SPENDING WILL BE UP, EXPECTED TO REACH $17.6B
Love may not cost a thing, but consumers this year are set to spoil their friends, family and loved ones this Valentine’s Day in
a very big way. According to NRF’s 2012 Valentine’s Day Consumer Intentions and Actions survey, the average person
celebrating the holiday will shell out $126.03, up 8.5% over last year’s
$116.21 and the highest in the survey’s 10-year history.
Total spending is expected to reach $17.6 billion.
“As one of the biggest gift-giving holidays of the year, it’s encouraging that consumers are still exhibiting the desire to spend
on discretionary gift items, a strong indication our economy continues to move in the right direction,” said NRF President and
CEO Matthew Shay. “Anticipating high foot traffic in the coming weeks, retailers have replenished their inventories and will
entice eager shoppers with great deals on everything from special menu items at restaurants to clothing to flowers and, of
course, chocolates.”
COUPLES, MEN TO SPEND THE MOST; JEWELRY, GIFT CARDS ARE TOP GIFT IDEAS
Consumers’ “better halves” will shell out the most on their partners, with the average person planning to spend $74.12 on their
spouse or significant other, up from $68.98 last year. Additionally, consumers will spend and average of $25.25 on their
children, parents or other family members and $6.92 on friends. Valentine’s Day is a great day for pet owners to show their
furry friends just how much they mean: the average person will spend about $4.52 on their pets.
The survey also found the average male is expected to spend $168.74 on clothing, jewelry, greeting cards and more this year
- nearly twice as much as women who are expected to spend an average of $85.76.
In addition to traditional gift ideas, those celebrating the holiday will also put some serious thought into the perfect gift. More
than eight in 10 (18.9%) will buy jewelry, up from 17.3% last year and the highest percent in the survey’s history. Some will
give the gift of choice: 13.3% will buy gift cards, up from 12.6% in 2011. Additionally, half of all celebrants (50.5%) will buy
candy, 36.0% will buy flowers and 35.6% will treat someone to a nice evening out.
Total spending on jewelry is expected to reach $4.1 billion, up from $3.5 billion in 2011. Second to jewelry, those with a case
of the love bug will spend more than $3.5 billion on a special evening out. Consumers will also spend $1.8 billion on flowers,
$1.5 billion on candy, $1.4 billion on clothing and $1.1 billion on gift cards.
“Celebrated by children who give Valentines to their teachers and classmates, family members who make sure to send
greeting cards across the miles and couples who wish to show their appreciation for each other, Valentine’s Day means more
than what’s simply on the surface,” said Pam Goodfellow, Consumer Insights Director at BIGinsight. “This year we could very
well see some consumers searching high and low and stopping at nothing to make sure their loved ones receive the perfect gift.”
Though discount stores are expected to see the most traffic (37.0%), one-third of shoppers (33.6%) will head to department
stores, up from 30.5% last year. Online retailers will also see a nice boost from the business of love – nearly one out of five
(19.3%) will shop online for gifts this Valentine’s Day, up from 18.1% last year. Others will shop at specialty stores (20.2%),
floral shop (17.8%), jewelry stores (10.6%) and specialty clothing stores (6.6%).
MORE THAN HALF OF TABLET OWNERS TO USE DEVICE TO BUY VALENTINE'S DAY GIFTS
After honing their mobile and tablet shopping skills this past holiday season, Valentine’s Day celebrants are looking to hit their
smartphones and tablets once again to research and purchase gifts. According to the survey, more than half of all tablet
owners (53.8%) will use their device to research products, compare prices, redeem coupons, look up retailer information or
purchase products. Four in 10 (40.4%) smartphone owners will use their mobile device to do the same.
Source: "2012 Valentine’s Day Consumer Intentions and Actions survey." National Retail Federation
(NRF)/BIGinsight. 1 Feb. 2012. Web. 1 Feb. 2012.
AFFLUENT CONSUMERS COUNT FOR A GROWING SHARE OF AMERICAN CONSUMER MARKET
The relative economic situation of the nation's nearly 10 million "highly" or "super" affluent consumers (defined as those with
an household income of $150,000-$249,999 or of $250,000 or more, respectively) rebounded significantly in 2011 from its
low point in the first half of 2009, according to "The Affluent Market in the U.S., 6th Edition," a recently released report from
Packaged Facts.
In the first half of 2009, Experian Simmons national consumer survey data tabulated by Packaged Facts show that more than
half of highly or super affluent consumers considered themselves worse off than they were 12 months previously, while only
16% considered themselves to be better off. These proportions shifted dramatically by the first half of 2011, when just under a
quarter felt worse off while a third considered themselves better off than they were a year before.
According to David Sprinkle, publisher of Packaged Facts, these highly or super affluent consumers were therefore more
likely in 2011 than they were in 2009 to have recently purchased goods such as home electronics (61% vs. 57%), household
furnishings (45% vs. 41%), sporting goods (45% vs. 39%), and automobiles (35% vs. 31%).
Through thick and (relatively) a bit thinner, affluent household spending continues to account for a growing share of the
American consumer economy. A Congressional Budget Office report released in October 2011 highlights that
disproportionate growth in the economic power of the wealthiest segment of the American population is a long-term trend. For
the top 1% of the population by income, average real after-tax household income grew by 275% between 1979 and 2007, for
a compound annual growth rate of about 4.8% annually. In contrast, the average real after-tax income in the lowest income
brackets grew by 18%, or about 0.6% annually.
Consumer Expenditure Survey data from the Bureau of Labor Statistics (BLS) confirm that a number of industries depend
heavily on spending by the affluent. These include the automotive industry, where affluent consumers overall (those with a
household income of at least $100,000) are responsible for 42% of all expenditures on new vehicles.
Affluent households overall more make up 20% of American households but control 51% of the nation's household income,
and the concentration of income increases dramatically with higher income levels. Super-affluent households with an income
of $250,000 or more make up 2% of all households but draw 12% of aggregate household income.
Households headed by Baby Boomers are by far the most significant generational segment of the affluent market. The $2.2
trillion generated annually by 12.5 million boomer households represents more than half of the aggregate income of affluent
households overall.
Not surprisingly, moreover, affluent consumers are heavily concentrated in large metropolitan areas. The metro areas of New
York, Los Angeles, Washington, D.C. and Chicago have 4.9 million households with an income of $100,000 or more, and
account for 21% of all affluent households overall in the United States. The New York metro area alone contains 2.1 million
affluent households, for an aggregate income of $384 billion. The aggregate income of highly and super-affluent households
(those with an income of $150,000 or more) in the New York metro area, at $260 billion, is greater than that of entire states
as economically significant as Virginia, Michigan, or Georgia.
Source: "The Affluent Market in the U.S., 6th Edition." Packaged Facts. 13 Dec. 2011. Web. 12 Jan. 2012.
SPENDING ON DISCRETIONARY GIFTS ON THE RISE THIS HOLIDAY SEASON
Looking to make the most out of their gift budgets this year, holiday shoppers are already out in full force, grabbing
electronics, apparel, sporting goods and jewelry along the way. According to NRF’s 2011 Holiday Consumer Intentions and
Actions survey, conducted by BIGresearch, early Black Friday sales and special holiday offers have piqued many Americans’
interest as over half of Americans (51.4%) have started their holiday shopping, up from 48.9% in 2010.
“Hoping to spread some holiday cheer, retailers are already offering promotions on everyday items that budget-conscious
shoppers know their friends and family members can wear or use on a daily basis,” said NRF President and CEO Matthew
Shay. “Whether it’s free shipping on select online orders or discounts across the board, those looking for great deals on items
- either as a gift or for themselves - won’t have to look far.”
Though holiday shoppers will be slightly more frugal with their budgets this holiday season, they aren’t planning to completely
skimp on their loved ones’ wish lists. According to the survey, the number of Americans who will make purchases in more
discretionary gift categories is rising, with people planning to purchase more home décor or home-related furnishings (18.3%
vs. 16.5% in 2010), jewelry (21.2% vs. 20.3% last year), sporting goods or leisure items (17.8% vs. 15.5% last year), and
personal care or beauty items (24.0% vs. 22.4%.). Those wishing for a new smartphone, tablet or computer accessory won’t
be disappointed either – nearly one-third (32.2% vs. 28.4% in 2010) of holiday shoppers will buy electronics or computer
accessories. Additionally, nearly six in 10 (58.6%) plan to purchase clothing or clothing accessories, 43.1% will buy toys, and
30.1% will give food and/or candy. Most consumers will buy gift cards this year (57.3%), marking the highest percent in the
survey’s 10-year history and correlating with NRF’s first holiday survey which found that gift cards were also the most
requested gift item.
The survey also found shoppers are still keen on using money they already have or have saved up to purchase holiday gifts
as 44.0% will rely on debit cards as their primary form of payment, the most in the survey’s 10-year history. Additionally,
24.1% will use cash and 3.1% will use a check. Nearly three in 10 (28.8%) will charge their gifts.
"Consumers across the country are already sampling the promotions that retailers are offering, being cautious not to over
spend by using what’s in their checking accounts and hoping to avoid a bill come January,” said Pam Goodfellow, Consumer
Insights Director, BIGresearch. “Given shoppers’ hunger for value and good deals, Black Friday and Cyber Monday will be
incredibly important days for retailers this year.”
Source: "2011 Holiday Consumer Intentions and Actions survey." National Retail Federation (NRF)/BIGresearch. 16
Nov. 2011. Web. 16 Nov. 2011.
AFFLUENT MILLENNIALS ARE NEXT LUXURY SPENDERS
Millennials with incomes over $100,000 will define the next wave of luxury spenders, according to new findings from the
Mendelsohn Affluent Survey and the Mendelsohn Affluent Barometer.
Given their age and income levels, these emerging millennials — those between 18 and 35 who already have annual
household income between $100,000 and $199,000 — have the greatest chance of hitting the $200,000 mark. While this
group is buying Armani, Cartier, Gucci and Mercedes, also ranking high on their brand preference list are Diesel, Sephora
and Marc Jacobs — plus Google.
In the U.S., affluence requires a minimum of $200,000 in annual household income, according to Digitas.
While millennials constitute only about 12% of the consumer base, this is the group to target, as they will likely achieve
significant wealth over the next decade, according to George Scribner, senior vice president, people planning, at advertising
firm Digitas.
Those 35 and up with incomes under $200,000, dubbed “aspiring consumers,” make up 70% of the population, who work
primarily in service-related occupations. Many are overleveraged.
“They’re back to being middle class [and the] younger [Baby] Boomers are squeezed by the recession, with many now
thinking about their retirement,” said Scribner.
These Boomers prefer brands such as Seiko and Lee Jeans, while younger Generation X consumers favor Gap, Diesel,
Cover Girl and Nicole Miller.
The remaining three groups covered, making up the remaining 18% of the population, are the affluent, defined as having
incomes of $200,000 to under $500,000; the wealthy, at $500,000 to under $1 million, and the rich, with $1 million-plus. The
affluent, those largely employed in software design, advertising and public relations, are buying Missoni, Elie Tahari, Burberry
and Marc Jacobs. The wealthy, core C-level executives and business owners, said favorite brands include Chopard,
Ermenegildo Zegna, Hermès, Armani and Thomas Pink. The rich prefer Hermès and Bergdorf Goodman.
The latter two groups also have a preference still for the daily newspaper, even though they, too, have become active
participants in the digital mobile age.
Source: “Affluence in America -— The New Consumerism Landscape." Findings based on data from the Mendelsohn
Affluent Survey and the Mendelsohn Affluent Barometer. Ispos. 6 July 2011. Web. 23 July 2011.
CUSTOMER SATISFACTION DRIVES FUTURE ONLINE PURCHASE INTENT
ForeSee Results recently released its annual assessment of the top 100 online retailers, showing that customer satisfaction
with e-retail remains at an all-time high score of 78 on the study's 100-point scale. In addition to providing satisfaction scores,
the study quantifies purchase intent, or a consumer's likelihood to purchase from a retailer through any channel, online or
offline. Satisfaction predicts purchase intent when it is measured using ForeSee's methodology.
Nearly one-third of the rated e-retailers score 80 or higher (which is the threshold to be considered a top performer in the
Index) up significantly from 2007 when only four websites were considered top performers. Moreover, not a single e-retailer
scores below 70. Just two years ago, 15% of the top 100 retailers scored 69 or lower.
"Over the last seven years, we've really seen an industry mature from a huge range of satisfaction scores to a relatively
narrow range," said Larry Freed, President and CEO of ForeSee Results. "However, it's important to remember that these
scores are for only the Top 100 e-retailers, and a lot of smaller retailers still struggle with prioritizing the online customer
experience. Understanding the relationship between customer satisfaction and purchase behavior should be a powerful
motivator to measure and improve online customer satisfaction."
The report includes individual satisfaction scores with the 100 top e-retailers for the past seven years, allowing for
comparisons over time and between companies. After six years of leading the Index, Netflix drops two points to 85 and
Amazon narrowly takes the lead, remaining unchanged at 86. The biggest gainers between 2010 and 2011 are Newegg,
Shutterfly, Staples, Peapod, Lowes, Macys.com, and Hayneedle, up three points each.
Shutterfly, Staples, Peapod, Lowes, Macys.com, and Hayneedle, up three points each.
The report quantifies the cause-and-effect relationship between customer satisfaction and the future success of a retailer.
When compared to dissatisfied visitors, highly-satisfied visitors to retail websites say they are 68% more likely to purchase
online, 46% more likely to purchase offline, and 61% more likely to purchase from that retailer next time they're in the market
for a similar product (based on likelihood scores). Highly satisfied customers are also more likely to recommend the retailer.
"Time and again our research shows that customer satisfaction drives loyalty, positive word of mouth, and future purchase
intent," added Freed. "Even as this economy slowly recovers, competition for the consumer dollar has never been tighter, so
companies cannot afford to be complacent with their single most important consumer interface: the website."
Source: "Top 100 E-Retail Satisfaction Index." ForeSee Results. 10 May 2011. Web. 12 May 2011.
2011 MOTHER'S DAY SPENDING TO INCREASE, RETURN TO 2008 SPENDING LEVELS
Mom may not expect much for Mother’s Day, but this year, her loved ones are fully intent on pampering her with some of the
finer things in life. According to NRF’s 2011 Mother’s Day Consumer Intentions and Actions survey, the average person
celebrating Mother's Day this year is expected to spend $140.73 on gifts, up from $126.90 in 2010, and a return to 2008
spending levels. Total spending is expected to reach $16.3 billion.
“This Mother’s Day, the woman who often puts herself last is being put first,” said NRF President and CEO Matthew Shay.
“Americans are in a much better position to spend this year and will push the daily stresses of high gas and food costs aside
for one day to celebrate the most important women in the world to them.”
This year, husbands and sons across the country plan to spoil mom a bit, as more indulgent gifts will prove the most popular.
According to the survey the number of people who plan on buying electronics (13.3%) will rise 48% from 2010 (9.0%) – and
they’re spending more, too. Those buying electronics will shell out $94.91 on smartphones, cameras and even tablet devices,
up eight percent from $87.70 last year. Jewelry will also be a popular gift option for mom, with 31.2% of celebrants planning
to buy mom silver, gold or diamonds, up 19% from last year. Total spending on jewelry is expected to reach $3.0 billion.
Restaurants and other businesses will also benefit from the billions of dollars that come in for one of the biggest holidays of
the year. More than half (54.7%) of all celebrants will treat mom to a nice dinner or brunch, spending a total of $3.1 billion.
Additionally, one-third (31.8%) of Americans will buy mom clothing or accessories ($1.3 billion total) and nearly two-thirds
(64.9%) will buy mom flowers ($1.9 billion). Consumers will also shell out $1.6 billion on gift cards and $1.2 billion on personal
services such as a trip to a day spa.
When it comes to where people will shop, the survey found nearly one-third (32.0%) of gift buyers will shop at a department
store, the most in the survey’s history. Others will shop at discounters (29.6%), specialty stores including jewelers, florists and
electronics stores (31.8%), online (21.5%) or at a specialty clothing store (7.1%).
Of the 83.1%t celebrating Mother’s Day this year, most will shop for their mom (59.9%), while others will buy gifts for their wife
(19.6%), daughter (9.6%), grandmother (8.0%), sister (8.4%), friend (7.3%) or godmother (1.8%).
“Whether it’s a special meal at her favorite restaurant or a new smartphone, families want to indulge mom this year,” said Phil
Rist, Executive Vice President, Strategic Initiatives, BIGresearch. “As we’ve seen throughout the year, Americans will find
ways to save money while at the same time splurging on the perfect gift for all the moms in their lives.”
Men will spend an average of $168.84 on the women in their life this Mother’s Day, compared to $114.01 women will spend.
Additionally, adults 25-34 years old will spend the most ($191.35), followed by 18-24 year olds ($183.38) and 35-44 year olds
($155.97).
Source: "2011 Mother’s Day Consumer Intentions and Actions survey." National Retail Foundation
(NRF)/BIGresearch. 28 Apr. 2011. Web. 28 Apr. 2011.
LATE EASTER WILL BOOST SPENDING ON APPAREL, FOOD & DECOR
Not since 1943 have Americans seen an Easter fall this late in the calendar, but it seems the delayed holiday won’t impact
consumers’ eagerness to spend on décor, food and even new spring apparel. According to NRF’s 2011 Consumer Intentions
and Actions survey, conducted by BIGresearch, the average consumer is expected to spend $131.04 on everything from
candy to clothes – up from $118.60 in 2010, but not quite to pre-recession levels. Total spending on Easter related
merchandise is expected to reach $14.6 billion.
“Due to such a late holiday, Easter promotions will last all spring long,” said NRF President and CEO Matthew Shay. “Though
lingering concerns over food and energy prices may keep shoppers from splurging, retailers are expecting consumers to
stock up on apparel, home décor and of course food and candy, a good sign leading into the much busier and important
months to come.”
Food and candy will account for most of a consumer’s budget, bringing in $2.1 billion in candy sales and $4.5 billion in food
sales alone. The average person will spend slightly more on each than they did in 2010 - $18.55 on candy this year,
compared to $17.29 in 2010, and $40.05 on food, up from $37.45 in 2010.
Many Americans will take advantage of retailers’ spring sales to buy new clothing for the entire family. The average celebrant
will spend $21.51 on colorful new apparel, up from last year’s $19.03 and totaling $2.4 billion in sales. Additionally,
consumers will spend an average of $9.02 on flowers, $8.00 on decorations and $6.79 on greeting cards. Children looking
forward to a visit from the Easter bunny this year are in for a treat: spending on gifts will reach an average of $19.89, totaling
$2.2 billion.
Department (36.6%) and discount stores (62.6%) will be the most popular shopping destinations for Easter gifts this year,
though specialty stores carrying flowers, jewelry and electronic merchandise will also see their share of traffic (22.4%). Others
will shop at specialty clothing stores (8.1%), online (14.8%) and through a catalog (3.5%).
“When out shopping for their Easter meals, many Americans will also be swayed by other items that remind them of warm
weather celebrations, including apparel and home and garden accents,” said Phil Rist, Executive Vice President, Strategic
Initiatives, BIGresearch. “While spending is expected to improve from the past two years, families are still sticking to a budget
with an eagle eye on low prices.”
The survey also found that Easter’s biggest spenders will be 25-34 year-olds ($173.41 vs. $136.79 last year) and young
adults 18-24 ($145.12 vs. $125.85). Thirty-five to 44 year olds will spend an average of $138.55, followed by 45-54 year olds
($122.15) and 55-64 year olds ($113.32).
Source: "2011 Consumer Intentions and Actions survey." National Retail Federations (NRF)/BIGresearch. 7 Apr.
2011. Web. 7 Apr. 2011.
INDUSTRY
MARKETING
INSIGHTS
VE
Methodology+Definitions
ad-ology.net
METHODOLOGY
Ad-ology Life Stage Clusters
Ad-ology Life Stage Clusters are a new Generational Marketing Classification System developed based upon a Life Stage
model through our partners at EASI Demographics. Life Stages are based on the concept that one's age, income, marital status
and the presence of children at home are key determinates in the type homes, cars, products and services that are more likely
to be purchased.
Life Stages represent a phase in a person's life based upon a set of circumstances, a phase that will eventually change. Things
change; a person will get a job, get married, have kids, change jobs, kids leave, retire, and changes continue. Each stage is
transitory; it does not last forever. Life Stages evolve throughout a person's lifetime.
Each of the 84 Life Stage Clusters are identified by its unique combinations of significantly related demographic and consumer
expenditures variables. Some of these clusters are small in number, (maybe only a few neighborhoods or a very small percent
of US households) but they still form a consistent group that is statistically different from all the others.
For more information: http://www.ad-ology.net/pdf/LifeStageClusters.pdf
Ad-ology Research
Ad-ology Research analyzes key marketing and advertising trends in over 440 industries, providing our clients with timely
insights that cannot be found anywhere else. We provide dependable data, forecasts and analysis for winning new accounts
and selling more to existing customers, while providing outstanding value so our clients can achieve accountability without
compromise.
Ad-ology Research is used by over 2,000 advertising agencies, media properties, and corporate marketing departments across
North America. More information is available online at: www.Ad-ology.com.
In addition to the Media Influence on Consumer Choice series, other exclusive Ad-ology research is available through the
Research Store at www.ad-ology.com:
Small Business Marketing Forecast - What U.S. small business owners are planning for sales, advertising, online
marketing, social networking, and more.
Industry Marketing Insights - Ad+marketing insights for more than 300 B2C + 100 B2B industries, plus budget
estimates, demographics, and CMO insights.
Consumer Spending Forecasts - Estimates+analysis of annual consumer spending on your choice of 600+
products/services. Geographic, demographic, and Life Stage data, plus five-year projections.
Ad-ology provides numerous resources for marketers and advertisers:
MarketingForecast.com provides a compilation of the latest forecasts, challenges, and opportunities for advertisers and
marketers every business day.
Marketing Forecast iPhone App. Designed to keep strategic advertisers and marketers up-to-speed on industry
research, news, and trends. Available free in the App Store.
Ad-ology Insights video podcast. This monthly video briefing features the latest industry trends, consumer insights and
exclusive data from Ad-ology Research. Available through iTunes or YouTube.com/adologyresearch.
Ad-ology Research was created as a division of Sales Development Services (SDS), Inc. in December 2005. Ad-ology's parent
company is based in Westerville, Ohio and was founded in October 1989. Ad-ology is a registered trademark of SDS.
Ad-ology Research
600 North Cleveland Ave - Suite 260
Westerville, Ohio 43082
(614) 794-0500
Ad-ology Small Business Marketing Outlook
Ad-ology Research surveyed an online consumer panel of 863 U.S. small-business owners on October 15-16, 2008. All online
survey interviewees were screened to identify and verify user information, location and demographics, and to delete all
duplicate/multiple entries.
The margin of error for this survey is +/- 3.34 percentage points. Of all respondents, 285 indicated they spent more than $1,000
on advertising in the preceding 12 months. The margin of error in this sub-group is + / - 5.8 percentage points. The remaining
578 did not spend at least $1,000 in the preceding 12 months. The margin of error for this sub-group is +/- 4.08 percentage
points.
Respondents were self-classified as principal/partial owner, sales manager or advertising/marketing manager of a small
business in the United States. Business sectors surveyed included Retail or Automotive, Banking/Financial/Insurance, Food
Services/Restaurant/Accommodations, Entertainment/Sports/Arts/Recreation, Professional Services, Medical or Education,
Manufacturing or Wholesale, and Other.
Ad-ology Research is used by over 2,000 advertising agencies, product marketing departments, and media properties across the
United States. Ad-ology is a registered trademark of Sales Development Services, Inc.
Small Business was defined as a business in the United States with less than 100 employees. Respondents were self-classified
as principal/partial owner, sales manager or advertising/marketing manager of a small business in the United States.
For more information: http://www.ad-ology.net
Consumer Expenditure Survey
Consumer Expenditure data is for the full year 2007 based on the latest Consumer Expenditure Survey released by the U.S.
Bureau of Labor Statistics in November 2008.
The Survey consists of two components. The first is a diary survey completed for two consecutive one-week periods and the
second is an interview in which a comprehensive survey of expenditures is reviewed every three months and repeated every
three months for five time periods. This second rotating interview sample consists of 5,000 consumer units per quarter (3
months). The interview survey includes large expenditures such as property, automobiles, and major appliances or other
expenditures that occur on a regular basis. This interview survey includes about 95% of all expenditures.
These data are used by The Bureau of Labor Statistics to revise the market basket of goods and services used in the Consumer
Price Index. A consumer unit is all members of a particular household who are related by blood, marriage adoption or other legal
arrangement or a person living alone or sharing a household or a room or 2 or more people living together who share
responsibility for 2 out 3 of the major expenditures (food, housing, and other expenses).
Expenditures are defined as transaction costs including sales taxes, of goods and services acquired during the survey year.
Consumer unit means members of a household consisting of (a) occupants related by blood, marriage, adoption, or some other
legal arrangement; (b) a single person living alone or sharing a household with others, but who is financially independent; or (c)
two or more persons living together who share responsibility for at least 2 out of 3 major types of expenses: food, housing, and
other expenses. Students living in university-sponsored housing also are included in the sample as separate consumer units.
Reference person means the first member mentioned by the respondent when asked to 'Start with the name of the person or
one of the persons who owns or rents the home.' It is with respect to this person that the relationship of other consumer unit
members is determined.
Total expenditures means the transaction costs, including excise and sales taxes, of goods and services acquired during the
interview period. Estimates include expenditures for gifts and contributions, as well as payments for pensions and personal
insurance. Income. The combined income earned by all consumer unit members 14 years or older during the 12 months
preceding the interview.
The components of income are wages and salaries; self employment income; Social Security and private and government
retirement income; interest, dividends, and rental and other property income; unemployment and workers' compensation and
veterans' benefits; public assistance, Supplemental Security Income, and Food Stamps; rent or meals as pay; and regular
contributions for support, such as alimony and child-support payments.
Quintiles of income before taxes means categories of income reporters, ranked in ascending order of income and divided into
five equal groups. The lower limit shown in the quintiles of income before taxes indicates the amount of income before taxes of
the lowest ranked consumer unit in each income quintile.
For more information: http://www.bls.gov/cex/csxfaqs.htm
Definitions
For the results displayed from this survey, the following definitions were used:
The term "recently" was left to the survey respondent to determine. This determination may vary by respondent.
Product Quality refers to the quality of the product/service purchased or considered.
Purchase Price refers to the amount charged to the customer for the product/service purchased or considered.
Northeast is the region defined by the U.S. Census Bureau that includes:
NY, NJ, PA, CT, MA, RI, NH, VT and ME.
Midwest is the region defined by the U.S. Census Bureau that includes:
OH, MI, IL, IN, WI, MO, IA, MN, ND, SD, NE and KS.
South is the region defined by the U.S. Census Bureau that includes:
OK, TX, AR, LA, MS, AL, GA, FL, SC, NC, TN, KY, WV, VA, MD and DE.
West is the region defined by the U.S. Census Bureau that includes:
CA, OR, WA, ID, MT, WY, CO, NV, AZ, UT, AK, HI and NM.
User-Generated Content was defined as social networking sites, blogs, online opinion/review sites, reader
feedback/comments, online feedback sites, and message boards.
Videos was defined for survey participants as "video watched online or downloaded."
Product Reviews was defined for survey participants as "product reviews and/or comments from other buyers."
Email was defined for survey participants as any "newsletter or advertisement" received by email.
Higher Income is defined as annual household income of $100,000 and up.
Middle Income is defined as annual household income between $35,000 and $100,000.
Lower Income is defined as annual household income of $35,000 and under.
Sports Sponsorship was defined for survey participants as "sponsorship of a sports team, league or event."
Cause Marketing was defined for survey participants as "support of a cause or charity that is important to you."
Television includes all information or advertisements provided by broadcast TV, cable TV or other forms of TV that is NOT
watched online.
Radio includes all information or advertisements provided by broadcast radio, satellite radio or other forms of radio that is NOT
listened to online.
Magazines include all information or advertisements provided by national magazines, city/local magazines or other magazines.
Newspapers include all information or advertisements provided by daily newspapers, Sunday newspapers, suburban
newspapers or other types of newspapers that are NOT read online.
Out-of-Home was defined for survey participants as "advertisements seen outside your home" and includes outdoor
media/billboards and movie screen advertising.
Direct Mail was defined for survey participants as "advertisements mailed to you" and includes all forms of advertising received
in one's mailbox including catalogs, circulars and billing stuffers.

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