Asia accounted for just over 9 per cent of the group’s revenues of $4.9bn in its most recent fiscal year, with about 70 per cent of its business coming from North America.
Mr Farah said Polo Ralph Lauren was also looking to open high-profile, company-owned stores throughout Asia, in contrast with its previous dependence on licensees focused on selling its men’s wear line through concessions or leased space in department stores.
In its home US market, Polo Ralph Lauren has used its stores, such as the 26,000 sq ft faux Gilded Age mansion opened last year in Manhattan, to reinforce its image as a lifestyle brand that embraces not only fashion but accessories, home furnishings and other items.
Polo Ralph Lauren’s decision to take control of its local Asian licensees mirrors a similar move in Asia by Coach, the luxury handbag and accessory brand, in 2008, before significantly expanding its presence in China, Hong Kong and Taiwan.
Mr Farah said Polo Ralph Lauren was also looking to open high-profile, company-owned stores throughout Asia, in contrast with its previous dependence on licensees focused on selling its men’s wear line through concessions or leased space in department stores.
In its home US market, Polo Ralph Lauren has used its stores, such as the 26,000 sq ft faux Gilded Age mansion opened last year in Manhattan, to reinforce its image as a lifestyle brand that embraces not only fashion but accessories, home furnishings and other items.
Polo Ralph Lauren’s decision to take control of its local Asian licensees mirrors a similar move in Asia by Coach, the luxury handbag and accessory brand, in 2008, before significantly expanding its presence in China, Hong Kong and Taiwan.
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