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prada rain boots for women costs attitude that has done brand damage that they are paying for, but at the time that they were doing it , it fielded stock price gains because it allowed them to put up very heady revenue numbers."It's a problem all luxury brands face, especially public ones: How can you both sell enough on a quarterly basis to make Wall Street happy while at the same time maintaining the aura of exclusivity that got you where you were in the first place?Mark Cohen, a professor of retail at the Columbia University Business School, ticks off the companies that have fallen into the ubiquity trap. Bill Blass "never met a licensee he didn't do a deal with," he says. Neiman Marcus "has opened stores in the last seven, eight years that they wish they could take back." Saks Fifth Avenue "took developer deals 25 years ago that gave them the immediate appearance of growth, which was false." Martha Stewart, Ralph Lauren, and Barney's haven't done themselves any favors either by going mass market either."It's the designer toilet seat problem," Cohen says. "The luxury business is entirely contingent on limited availability, limited supply, and limited exposure."In recent years, big luxury retailers have found a way around the problem by pivoting to Asia, leveraging their iconic status in places like Japan and China to achieve huge sales without tarnishing their image at home. Coach hasn't had as much success there, perhaps because it doesn't have the same kind of world wide super appeal of a Prada or Gucci. Hermes and Tiffany's are typically seen as the gold standard in maintaining brand purity compensating for small sales volume with really, really high margins. Privately held Godiva has managed to operate on two tracks, selling pricey chocolates both in convenience stores and its own, super luxe retail spaces.Coach is also at a disadvantage because it's not part of a large umbrella corporation that can compensate for slow growth in one of its portfolio companies with fast growth in another. A lot of the luxury marketplace falls into a few big spheres of influence: LVMH owns Hennessy, Louis Vuitton, Veuve Clicquot, Dom Perignon, Givenchy, Marc Jacobs, Fendi, Christian Dior, Belvedere, Thomas