{"id":54636,"date":"2026-10-05T16:49:43","date_gmt":"2026-10-05T09:49:43","guid":{"rendered":"https:\/\/www.esrith.com\/uncategorized\/swarovski-arcgis-business-location-analysis\/"},"modified":"2026-10-05T16:55:45","modified_gmt":"2026-10-05T09:55:45","slug":"swarovski-arcgis-business-location-analysis","status":"publish","type":"post","link":"https:\/\/www.esrith.com\/en\/blog-en\/swarovski-arcgis-business-location-analysis\/","title":{"rendered":"Swarovski uses ArcGIS to analyze business locations, identifying the right places and worthwhile business opportunities."},"content":{"rendered":"

 <\/p>\n

When we talk about GIS technology, we might think of mapping, spatial analysis, or its use in government agencies and infrastructure. But GIS technology plays a much closer role in business, from scouting business locations to analyzing which areas have business potential.<\/p>\n

Swarovski, the renowned jewelry brand from Austria, is another example of a company that utilizes the ArcGIS platform<\/a> for business location analysis. The key challenge was how to use vast amounts of data from global markets to provide clearer business answers, such as identifying potential markets, suitable locations for new stores, and areas with the best return on investment.<\/p>\n

By linking demographic data, spending patterns, travel times, foot traffic, competitor locations, and other information with location, Swarovski can view the market comprehensively and use this data to make systematic decisions about location selection and business growth planning.<\/p>\n

 <\/p>\n

Transform scattered data into a cohesive picture.<\/strong><\/span><\/h3>\n

Swarovski operates in over 150 countries, has approximately 1,400 stores, and generates over $2 billion in annual revenue. Managing a multi-market retail network requires data from diverse sources, each with its own unique context. The challenge for the real estate team wasn’t a lack of data, but the sheer volume of data that made it difficult to discern which information was crucial for decision-making. Bezuidenhout, Swarovski’s Real Estate Distribution Operations Manager, implemented ArcGIS to create a comprehensive overview of the global retail network, enabling unified analysis from a single perspective.<\/p>\n

Key data from each market is compiled into a dashboard, including sales figures, population, and spending levels. This is then linked to store locations and spatial context, allowing the team to gain a clearer view of the markets and areas where each store can reach customers.<\/p>\n

Using the same dataset, the team was able to analyze questions specific to the retail business, such as: Are customers more likely to travel further to shop at outlets? How likely is a particular street to attract foot traffic? Or, are opening new stores likely to boost online sales in the same market?<\/p>\n

By analyzing demographic data, spending patterns, travel duration, and the location of competing and related brands, Swarovski can more clearly identify \u201cwhite spots\u201d\u2014areas with significant business opportunities\u2014in both the retail and wholesale markets, particularly those with the potential for high returns on investment.<\/p>\n

The change, therefore, is not just about making data easier to view, but about enabling multiple sources of data to answer the same question: Which areas have potential, and what are the reasons why those areas are attractive?<\/p>\n

 <\/p>\n

From 30<\/strong> locations to the most potential option.<\/strong><\/span><\/h3>\n

When data is linked and presented in the same context, the location selection process becomes more efficient. From approximately 30 options, the team can use analytics to narrow it down to the 3\u20134 most promising locations before proceeding to the next step. Working in this manner simplifies the decision-making process because the team doesn’t need to start by considering all locations equally, but can focus on the areas that the data indicates offer the greatest opportunity.<\/p>\n

At the same time, Swarovski does not use the same criteria for every market, because each region has different economic and cultural characteristics. Therefore, the analysis must give weight to data that is appropriate to the context of each market.<\/p>\n

In Latin American markets, credit card spending and disposable income are key indicators for assessing market potential, while in Germany and France, foot traffic carries more weight. Analyzing this data in conjunction with location allows Swarovski to gain a more detailed understanding of the market’s topology\u2014not just knowing where the store is located, but understanding how the surrounding factors make a particular area suitable or unsuitable for business expansion.<\/p>\n

When the data is prepared and organized in advance, the team can open a map during location selection meetings and instantly see a picture of the market, allowing the decision-making process to move forward more quickly because everyone can see the data and the relationships between various factors in the same picture.<\/p>\n

 <\/p>\n

It provides insight into the overall impact of location on a business.<\/strong><\/span><\/h3>\n

Swarovski’s use of the ArcGIS platform didn’t stop at answering the question, “Where should the store be located?”, but also helped the team visualize how location decisions might impact the business in other dimensions.<\/p>\n

One example is the halo effect, or the impact a physical store has on online sales in the same market. Having a store in a particular location isn’t evaluated solely on in-store sales; it can also be considered in conjunction with online performance. This provides the team with a broader understanding of the relationship between physical stores and digital business. This perspective allows Location Analysis to be more integrated into the overall business picture, because decisions about choosing a location don’t just affect the performance of that store, but can also consider customer behavior, spending patterns, and results from other channels.<\/p>\n

Furthermore, it helped transform the way Swarovski communicates information internally. Previously, the real estate team used approximately 50 slides to explain the potential of a particular market. However, by incorporating GIS technology and data analytics, they were able to condense key information into around 10 slides while retaining the essential information for decision-making. The result was not just a reduction in slides, but a more concise and easily understandable presentation of crucial information. Executives could gain a clearer picture of the market more quickly, while the team could communicate the information and rationale behind their decisions more consistently.<\/p>\n

By using GIS technology to analyze locations, Swarovski gradually shifted from focusing on “store location” to examining “market potential” and the broader impact of decisions. Data from multiple sources were linked to location and spatial context, allowing the team to assess opportunities, compare alternatives, and make decisions based on consistent data.<\/p>\n

For Swarovski, ArcGIS is not just a tool for visualizing data on maps, but an integral part of the business decision-making process, from understanding the market and selecting locations to visualizing the relationship between physical stores, customers, and online channels.<\/p>\n

Ultimately, ArcGIS helped Swarovski not just answer the question, “Where should we open our store?” but helped the team better understand “why this location presents opportunity, and how choosing this location will create value for the business.” This transformed a large amount of previously scattered data into a actionable perspective ready for decision-making.<\/p>\n

 <\/p>\n

 <\/p>\n

Read the full case study from Esri WhereNext: https:\/\/www.esri.com\/about\/newsroom\/publications\/wherenext\/giving-data-a-voice-at-swarovski<\/p>\n

 <\/p>\n

 <\/p>\n

.<\/p>\n","protected":false},"excerpt":{"rendered":"

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