Sign in

    Blake Anderson • Jefferies & Company Inc.

    Blake Anderson's questions to Ralph Lauren Corp (RL) leadership

    Blake Anderson's questions to Ralph Lauren Corp (RL) leadership • Q1 2026

    Question

    Blake Anderson of Jefferies & Company Inc. asked about key SG&A investment areas for the remainder of the year and whether the guidance implies deleverage in the second half. He also inquired about the revenue growth level needed to achieve SG&A leverage.

    Answer

    CFO Justin Picicci reiterated a philosophy of balanced reinvestment, with key areas being marketing, key city ecosystems, new stores, and digital. He noted that while the cautious second-half outlook is a pressure point on leverage, the company has a proven 'productivity muscle' and can flex variable costs if necessary, highlighting the ability to balance profitability with strategic investment.

    Ask Fintool Equity Research AI

    Blake Anderson's questions to Kohls Corp (KSS) leadership

    Blake Anderson's questions to Kohls Corp (KSS) leadership • Q1 2025

    Question

    Blake Anderson asked how Kohl's is prioritizing growth between its existing loyal customers and new customer acquisition. He also inquired about recent conversations with national brand partners and the strategy for adding new brands.

    Answer

    CFO Jill Timm clarified that while new customer growth is strong, the primary focus is on re-engaging the core loyal customer by correcting 'self-inflicted' issues, such as reintroducing jewelry and petites and re-emphasizing proprietary brands. Interim CEO Michael Bender added that the current priority is rebalancing the assortment toward proprietary labels, which customers are asking for, rather than adding many new national brands.

    Ask Fintool Equity Research AI

    Blake Anderson's questions to Macy's Inc (M) leadership

    Blake Anderson's questions to Macy's Inc (M) leadership • Q3 2025

    Question

    Blake Anderson of Jefferies, on for Ashley Helgans, questioned the performance drivers (AUR vs. traffic) in 'First 50' stores and asked about the profile of new customers these locations might be attracting.

    Answer

    CEO Antony Spring stated that the biggest performance drivers have been AUR growth and average order value growth, with existing customers spending more and visiting more frequently. He noted that while some new customers are appearing, most new customer acquisition still occurs through the digital channel. COO & CFO Adrian Mitchell reinforced this, pointing to improved NPS scores and accelerated performance in test categories as proof points of the strategy's success and replicability.

    Ask Fintool Equity Research AI

    Blake Anderson's questions to Macy's Inc (M) leadership • Q2 2024

    Question

    Blake Anderson, on for Ashley Helgans, asked about the consumer assumptions embedded in the second-half sales guide and requested the Q3 comp guidance. He also asked about the full-year gross margin impact from the shift to cost accounting.

    Answer

    COO and CFO Adrian Mitchell clarified that the sales guidance for H2 reflects uncertainty in discretionary spending but also incorporates expected outperformance from 'First 50' locations and digital enhancements. He stated that the impact of the cost accounting transition is not material on an annual basis, advising analysts to focus on the full-year outlook. For Q3, he guided for a gross margin rate of approximately 40.3% to 40.5%.

    Ask Fintool Equity Research AI

    Blake Anderson's questions to Macy's Inc (M) leadership • Q1 2025

    Question

    Blake Anderson of Jefferies & Company Inc. asked about Macy's confidence in its full-year sales guidance given consumer pressures and the cadence for the rest of the year. He also asked for more detail on strategic pricing decisions intended to offset tariff impacts.

    Answer

    Chairman & CEO Tony Spring expressed cautious optimism, stating the guide reflects current uncertainty but that performance improved through Q1 and into May. He noted the company is well-positioned with inventory and marketing. On pricing, Spring emphasized a surgical, multi-faceted approach involving negotiations with partners, holding key price points, and leveraging Macy's multi-brand portfolio, rather than implementing broad price increases.

    Ask Fintool Equity Research AI