Marni Shapiro

Marni Shapiro asked about Urban Outfitters' recovery process, its current stage, and the performance of the men's business. She also inquired if the men's segment, being a smaller part of UO, is still pressuring margins or has become neutral.

Answer

Melanie Marein-Efron, CFO, Urban Outfitters, Inc., described UO's recovery as a journey, highlighting focus on customer occasions, product categories like denim and lounge, engaging marketing, and new store environments. She expressed excitement about the men's business, noting progress in broadening assortments, focusing on versatility and core items, which is resonating with new customers. Richard Hayne, CEO and Chairman of the Board of Directors, Urban Outfitters, Inc., praised the UO leadership for strong performance in both North America and Europe.

Marni Shapiro asked about Urban Outfitters' recovery process and its current stage. She also inquired about the men's business, its stabilization and improvement, its current size relative to Urban Outfitters' total business, and its impact on margins.

Answer

Melanie Marein-Efron, CFO, Urban Outfitters, Inc., discussed Urban Outfitters' recovery as a journey, focusing on customer research, broadening the assortment (denim, lounge, BDG, Out From Under), engaging marketing, and new store environments. Richard Hayne, CEO and Chairman of the Board of Directors, Urban Outfitters, Inc., highlighted the strong performance of the men's business, which has focused on broadening its assortment for young college guys, redesigning core items (bottoms, pants, jeans, sweats, fleece, woven tops), and becoming a destination for both own and national brands.

Marni Shapiro inquired about the current stage of Urban Outfitters' recovery process and sought an update on the men's business, including its stabilization, improvement, relative size to women's, and impact on margins.

Answer

Shea Jensen, President of Urban Outfitters, described the recovery as a journey, highlighting the team's focus on customer, product (denim, lounge, own brands), and marketing. She noted excitement about men's business progress, driven by broadening assortment for young college guys and focusing on core categories, which is an important part of the business. Richard Hayne, CEO, and Sheila Harrington, CEO of Urban Outfitters and Free People, praised the Urban brand's strong performance in both North America and Europe.

Marni Shapiro inquired about the current stage of Urban Outfitters' recovery process and the performance of its men's business, including its stabilization, improvement, and impact on margins.

Answer

Shea Jensen, President of Urban Outfitters, described the recovery as a journey, focusing on customer needs, expanding product assortment (denim, lounge, own brands), and engaging marketing. She highlighted progress in men's apparel, which broadened its assortment for young college guys, focusing on versatile outfitting and core categories. Richard Hayne, CEO of Urban Outfitters, praised the Urban Outfitters teams for strong double-digit comps and full-price sales, especially Emma in Europe for a 17% comp with less inventory.

Marni Shapiro from The Retail Tracker asked for updates on the home assortments at Anthropologie and Urban Outfitters, the timeline for improvement in the men's business at Urban Outfitters, and whether European trends are influencing the U.S. men's strategy.

Answer

Tricia Smith, Global CEO of Anthropologie Group, noted that the Home category delivered its third consecutive comp increase, driven by accessories and textiles. Shay Jensen, President of Urban Outfitters Brand of North America, highlighted successful collabs and stated a noticeable improvement in the men's assortment is expected by spring, with close collaboration with the European team. Emma Wisden, Managing Director, Urban Outfitters, confirmed the men's business in Europe is performing well.

Marni Shapiro asked about the recent changes in marketing and social media strategy for the Urban Outfitters brand and the strategic thinking behind the 'on rotation' store concept featuring partners like NIKE.

Answer

Executive Shea Jensen detailed a multi-platform social media strategy focused on authentic content, algorithm optimization, and direct customer engagement. She explained that the 'on rotation' concept with NIKE is a direct response to customer demand, recognizing that brands are key to their identity and that today's consumer values in-person discovery. The concept aims to bring popular, digitally-native brands into the physical store environment.

Marni Shapiro asked for the path to achieving a 10% company operating margin and whether the Urban Outfitters customer is becoming less price-sensitive. She also inquired about the men's business.

Answer

Co-President and COO Francis Conforti detailed that the 10% operating margin goal relies on improvement from Urban Outfitters, but also significant contributions from the high-growth, high-margin FP Movement and Nuuly businesses, plus continued strength at Anthropologie and Free People. Executive Shea Jensen explained that while Urban Outfitters has added accessible price points, the customer will pay for inspiring fashion. CEO Richard Hayne added the customer is 'high-low.' Jensen acknowledged the men's business has work to do but represents a differentiation opportunity.

Marni Shapiro praised the Anthropologie store experience and asked for details on the performance and strategy of non-apparel categories like accessories, home, and the Daily Practice line.

Answer

Executive Tricia Smith explained that the team has focused on modernizing the product assortment. She highlighted the successful expansion of accessories, handbags, and shoes (now in over 80 stores) as compelling growth and gift-giving categories. She also noted that the Daily Practice line is growing tremendously and has strong growth plans.

Marni Shapiro inquired about regional differences in the observed sales slowdown and whether customers are buying closer to need. She also asked a follow-up about Free People's performance in Europe and plans for FP Movement's expansion there.

Answer

CEO Richard Hayne stated there were no significant regional differences in the sales slowdown. An executive (identified as Sheila Harrington) confirmed that Free People's European business is outperforming North America and accelerating, with plans for more Free People stores before a larger FP Movement rollout. Tricia Smith, Global CEO of Anthropologie Group, added that Anthropologie's EU business is also showing tremendous improvement.

Marni Shapiro from The Retail Tracker asked about the timing of the worst tariff impacts, how much was mitigated through pricing or internal actions, and the performance of the apparel business, including customer reception and growth opportunities.

Answer

Chairman and CEO Edward Rosenfeld indicated that a significant gross impact from tariffs was expected in every quarter, with Q1 being the worst year-over-year. He noted that approximately 10% price increases in Steve Madden's light categories were successful due to fashion and elevated quality, but not enough to offset the full tariff amount. CFO and EVP of Operations Zine Mazouzi clarified Q1 had the highest tariff flow, with minimal impact in Q3 and Q4. Edward Rosenfeld expressed excitement about the apparel business, highlighting strong performance in dresses, traction in outerwear, gaining additional doors with department stores, and viewing it as a 'growth vehicle' for the coming years.

Marni Shapiro asked about the timing of the hardest tariff impacts, specifically if they flowed through the holiday season and into the first half of 2026. She also inquired about sales trends, including the percentage of costs passed to consumers and mitigation efforts, and the performance of the apparel business, particularly in dresses and outerwear.

Answer

Edward Rosenfeld, Chairman and CEO, confirmed that prior to recent rulings, significant tariff impacts were expected in every quarter, with the worst year-over-year impact in Q1 2026. Zine Mazouzi, CFO and EVP of Operations, added that Q1 had the highest tariff flow, Q2 started to comp, and Q3/Q4 had minimal impact. Edward Rosenfeld noted that about 10% price increases were implemented in Steve Madden's light categories, successfully passed through due to strong fashion and elevated quality/materials, though not fully offsetting tariffs. He expressed excitement about the apparel business, highlighting strong performance in dresses and outerwear (especially fur in Q4), gaining additional doors with key department stores like Dillard's and Macy's, and viewing it as a future growth vehicle.

Marni Shapiro asked for an update on the handbag business, noting disruptions and late deliveries, and an overview of the apparel business across various retailers like Macy's, Bloomingdale's, Revolve, and Madden NYC at Walmart. She also followed up on shoe sell-through in department stores, questioning if there's a difference between higher-end and less fashion-focused stores, and the level of price resistance for the Madden brand.

Answer

Chairman and CEO Ed Rosenfeld explained that the handbag business, already expected to be down, was exacerbated by tariff disruption but shows improving underlying demand, with stabilization anticipated in spring 2026. He noted that Steve Madden apparel is a growth story with good sell-throughs in key accounts, while the Madden NYC mass business at Walmart felt tariff pressure but is expected to improve in 2026. Mr. Rosenfeld added that the Madden brand has seen a pleasing lack of price resistance for fashion-forward products due to surgical price increases.

Marni Shapiro asked for an update on the handbag business, noting potential disruption from late deliveries, and the apparel business, including performance at department stores like Macy's and Bloomingdale's, Revolve, and Madden NYC at Walmart. She also inquired about differences in shoe side performance across department stores (higher-end vs. less fashion-focused) and price resistance for the Madden brand.

Answer

Ed Rosenfeld, Chairman and CEO, explained that the handbag business was down due to excess inventory and market pressures, exacerbated by tariff disruption, but underlying demand is improving. He noted good sell-throughs and steady growth for Steve Madden apparel in key accounts, while the mass business (Madden NYC at Walmart) felt tariff pressure but is expected to improve in 2026. He expressed satisfaction with the lack of price resistance for the Madden brand, especially for fashion-forward products, attributing it to a surgical approach to price increases.

Marni Shapiro of The Retail Tracker inquired about the performance of the apparel business, the continuation of the strong boot trend through the summer, and the outlook for boots versus sneakers for back-to-school. She also sought clarification on whether order cancellations were primarily from the mass channel.

Answer

Chairman and CEO Edward Rosenfeld highlighted that the apparel business was a bright spot with revenue growth in the quarter. He confirmed that boots, particularly tall shaft styles, performed very well through spring and summer and have more energy than the softening fashion sneaker category. Rosenfeld clarified that while cancellations occurred across channels, the biggest issues were in mass and off-price, partly due to FOB customers canceling orders amid tariff uncertainty.

Marni Shapiro of Retail Tracker followed up on the impact of a shipment shift from January to December, asked if the slowdown in handbags is concentrated in specific channels, and inquired about the timing of when tariff impacts will be felt given the company's inventory turnover.

Answer

Chairman and CEO Edward Rosenfeld clarified that beyond the shipment shift, there is some underlying pressure on the private label business. He specified that the handbag inventory pressure is most acute in the Steve Madden handbag business and its corresponding distribution tier. Due to the company's rapid inventory turns, particularly in wholesale (nearly 10x a year), he expects to feel the tariff impact earlier than peers, starting as soon as the end of Q1.

Marni Shapiro of The Retail Tracker asked about the localized merchandising strategy test in New York stores, its impact on marketing, and whether customers are prioritizing new, novel items over wardrobe updates, influencing the H1 2026 assortment shift.

Answer

CEO Mary Coyne detailed the New York store test, which involved tailoring assortments with more black and 'put-together' styles, reducing print mix, and enhancing store setup and window graphics to attract street traffic. She noted positive results from localized marketing pilots, including a broadcast TV pilot in three markets and digital social advertising in Chicago, showing lifts in new-to-brand customers and traffic. Mary Coyne confirmed that customers are indeed seeking newness, especially in the current promotional environment, and the H1 2026 assortment will prioritize sufficient newness while protecting core items.

Marni Shapiro asked about the localized strategy test implemented in New York stores, its specific actions and impact on marketing, and observed product trends, specifically if customers are prioritizing new, novel items over wardrobe updates, and J.Jill's ability to shift its assortment for the first half of 2026.

Answer

CEO Mary Coyne detailed the New York store test, which involved tailoring assortments (e.g., more black, less print), optimizing store layout for outfit shopping, and updating window graphics, leading to increased street traffic. She also mentioned successful local marketing pilots, including broadcast TV and digital social advertising. Regarding product, Mary Coyne confirmed that a lack of newness in late Q3/early Q4 was a factor, and customers are responding well to new items, indicating a strategic shift towards more newness for the back half of Q1 and throughout 2026 while maintaining core offerings.

Marni Shapiro inquired about potential upgrades or changes to J.Jill's Inspired Rewards program following POS system upgrades, specifically how it might be leveraged to expand the customer base. She also asked about the company's strategy for social media content and real-life events, given a recent small TV advertising test, to attract new customers. Finally, she observed and asked about recent changes in in-store merchandising and presentation.

Answer

Mary Ellen Coyne (CEO and President, J.Jill) confirmed that the team is developing a non-tender reward program, distinct from their existing credit card program, to be rolled out in the back half of the year. She noted that a small, local TV test had a 'tremendous impact' and indicated a shift in the marketing mix towards more digital and direct interaction, with strategic testing planned for the back half to engage new customers. She confirmed that while product was locked in, changes had been made to in-store and online presentations, focusing on cleaner color stories and more compelling window displays, which are receiving positive responses.

Marni Shapiro questioned if the sales weakness in May was consistent across all regions or if areas with better weather performed differently. She also asked about the company's strategy for managing the high costs associated with split shipments as they ramp up their ship-from-store capabilities.

Answer

EVP, CFO & COO Mark Webb confirmed that managing fulfillment costs, including minimizing split shipments, is a key objective of the ship-from-store pilot. He stated that the May sales softness was a general pullback across the customer base, driven by macroeconomic uncertainty, with no significant regional weather-related differences to report.

Marni Shapiro from The Retail Tracker asked how J.Jill, a primarily full-price retailer, is planning its promotional strategy for the year in an environment of heightened consumer price sensitivity.

Answer

Executive Claire Spofford reiterated the company's focus on its full-price business while acknowledging the need to be responsive to consumer volatility and move through inventory in-season. Executive Mark Webb highlighted that delivering a 70.4% gross margin in fiscal 2024 despite the promotional landscape demonstrates the operating model's discipline, which is embedded in the forward guidance.

Marni Shapiro asked for context on the strong full-price selling in May and June, questioning if it was an anomaly, and inquired about whether customers are currently gravitating more towards fashion and novelty items.

Answer

Executive Claire Spofford characterized the May-June period as 'unusually strong' for full-price sales. She explained that customer preference is highly seasonal; Q3 saw strength in core items like ponte pants, boosted by a marketing campaign, while Q4 sees demand for traditional holiday items like the popular snowflake sweater. The strategy is to balance core and fashion based on seasonal trends.

Marni Shapiro from Retail Tracker sought to confirm if strong full-price selling occurred in May and June and questioned the customer's response to sales in July and August, asking if the slowdown was broad-based even for popular categories.

Answer

Executive Claire Spofford confirmed that May and June were very strong full-price selling months, particularly for core franchises. However, she noted that when the company shifted to promotions in July, the customer did not respond as strongly as expected. She affirmed that the general traffic slowdown was broad-based and affected sales across the board, as customers slowed their purchasing of both full-price and markdown items.

Marni Shapiro with The Retail Tracker inquired about the future of Victoria's Secret's home launch, specifically candles, and the potential for a distinct PINK Beauty business given the more sophisticated younger customer base. She also followed up on the marketing spend as a percentage of sales for 2026, asking if it would increase in dollars or as a percentage of sales.

Answer

CEO Hillary Super expressed excitement for the PINK Beauty opportunity, acknowledging the more sophisticated consumer and recent key hires to oversee VS Beauty and PINK Beauty separately. For the home category, she noted key learnings from a broad initial launch and plans to iterate by honing in on the 'best of the best.' CFO and COO Scott Sekella indicated that marketing spend would likely 'tick up both in dollars and percent of sales' in 2026, though not a massive jump, and that working media as a percentage of total marketing spend is increasing from 70% to 75% this year.

Marni Shapiro asked about the future of Victoria's Secret's home launch, specifically opportunities in categories like candles, and the potential for a distinct PINK beauty business given the more sophisticated younger customer. She also followed up on marketing spend, asking if it would increase as a percentage of sales in 2026 or remain consistent with sales growth.

Answer

CEO Hillary Super confirmed that the company sees significant potential for a distinct PINK beauty business, acknowledging the sophisticated younger consumer, and has made key hires to oversee VS and PINK beauty separately. She also stated that the home category is still seen as an opportunity, with learnings from initial broad launches leading to a more focused approach. CFO Scott Sekella indicated that marketing spend would likely "tick up" both in dollars and as a percentage of sales in 2026, with a continued shift towards more consumer-facing working media.

Marni Shapiro of The Retail Tracker inquired about the PINK brand's customer profile, asking if recent strength is from new or lapsed shoppers and if they are cross-shopping into core categories. She also asked about the strategy for PINK's activewear segment.

Answer

CEO Hillary Super responded that PINK's current strength is primarily from existing and lapsed customers, with new customer acquisition being a top priority. Growth is being driven by apparel and swim. Regarding activewear, she noted the strategy is shifting from performance-focused sets to more versatile lifestyle pieces that can be mixed with the broader apparel assortment for a more modern look.

Marni Shapiro inquired about the brand identity for PINK, asking for its equivalent of Victoria's Secret's 'sexy, glamorous, luxe' tagline. She also asked if the fashion show would return in 2025 and how marketing spend would be paced.

Answer

CEO Hillary Super responded that the company is conducting extensive consumer research on the PINK customer before finalizing a new brand identity tagline. Regarding the fashion show, she confirmed it was a success that drove an 8-10 week traffic halo but noted they are still evaluating options for a significant brand activation in the back half of 2025. She agreed that marketing spend should be more evenly paced going forward.

Marni Shapiro from The Retail Tracker inquired about the company's collaboration strategy, specifically mentioning partnerships like NFL, NCAA, Kimo Sabe, and Crocs. She asked if these collaborations are global or U.S.-specific, their effectiveness in attracting new customers, and the anticipated cadence of such initiatives into 2026.

Answer

CEO Fran Horowitz explained that collaborations are driven by authentic branding moments and customer listening, successfully bringing in new customers and enhancing brand awareness, particularly with the NFL partnership. COO Scott Lipesky added that the strong positioning of both brands enables these partnerships, fostering authentic connections with customers, and indicated that more collaborations are planned for the future.

Marni Shapiro inquired about the company's collaboration strategy, including NFL, NCAA, Kimo Sabe, and Crocs, asking if these are global or U.S.-specific, and if they are effectively attracting new customers. She also asked about the planned cadence of collaborations for fiscal 2026.

Answer

CEO Fran Horowitz explained that collaborations are driven by authentic branding moments and customer listening, confirming that partnerships like the NFL campaign are successfully bringing in new customers for brand awareness and acquisition. COO Scott Lipesky added that the strong positioning of both brands enables these partnerships, which authentically connect with customers, and that this strategy will continue into 2026.

Marni Shapiro of The Retail Tracker asked for details on the planned 100 basis point increase in Q3 marketing spend, its connection to the NFL launch, and whether that investment level will persist through the holiday season. She also inquired about the marketing mix between digital and physical events.

Answer

SVP & CFO Robert Ball confirmed the increased Q3 marketing spend is to support new partnerships like the NFL and other fall campaigns. He anticipates marketing will remain above 5% of sales for the back half of the year to support holiday initiatives. He described the strategy as a balanced approach, utilizing both social media and in-person events like the Lollapalooza activation.

Marni Shapiro requested updates on several operational details, including the final store count for Q1, an update on the YPB activewear line, and the performance of the new smaller-footprint Abercrombie stores, such as the one in Williamsburg.

Answer

CFO Robert Ball provided the store count, stating the company opened 7 new stores and closed 3 in Q1. CEO Fran Horowitz noted that activewear, including YPB, was a strong category in Q1 with more planned for fall. COO Scott Lipesky commented on the smaller-footprint stores, highlighting the successful Williamsburg opening and explaining that the company is learning and tweaking the concept for different neighborhoods, viewing it as a major opportunity.

Marni Shapiro asked about the company's sourcing capabilities and its ability to utilize its 'read and react' model to chase inventory for key seasons like back-to-school and holiday.

Answer

CEO Fran Horowitz-Bonadies affirmed the strength of their agile sourcing model, which operates across 17 countries. She emphasized that the 'read and react' capability is not seasonal but a year-round process that allows them to chase demand in every category. This model was credited for driving the strong results in 2024 and remains central to the strategy for 2025.

Marni Shapiro of The Retail Tracker requested the specific end-of-quarter store counts for Hollister and Abercrombie, including an international breakdown. She also asked how the successful social media playbook for Abercrombie is being adapted for the younger Hollister customer.

Answer

COO Scott Lipesky provided the store counts: 773 total, with 247 for Abercrombie brands and 518 for Hollister brands globally, with an approximate 550/225 split between Americas and international. CEO Fran Horowitz-Bonadies explained that while the core playbook of aligning product, voice, and experience is applicable to Hollister, it is augmented with strategies tailored to teens, such as in-real-life events and high school festivals, to balance digital and physical engagement.

Marni Shapiro requested the latest store counts for Hollister and Abercrombie, including an international breakdown. She also asked if Abercrombie's successful social media playbook could be applied to the younger Hollister customer.

Answer

COO Scott Lipesky provided the store counts: 773 total, with 247 for Abercrombie brands and 518 for Hollister brands, split roughly 550 in the Americas and 225 internationally. CEO Fran Horowitz-Bonadies explained that while the core playbook is applicable to Hollister, it is augmented with 'in real life' events like high school festivals to authentically engage the teen demographic.

Marni Shapiro of The Retail Tracker asked about the company's loyalty program efforts, including customer engagement and growth. She also questioned the strategic rationale behind partnering with Haddad to grow the abercrombie kids brand internationally.

Answer

CFO & COO Scott Lipesky confirmed that the loyalty programs are a growing and valuable asset for customer engagement, with a significant portion of sales coming from members. CEO Fran Horowitz-Bonadies explained that the Haddad partnership for abercrombie kids is a strategic move to leverage the brand's strength and pursue growth opportunities outside of North America, consistent with their owned-and-operated model while exploring partnerships.

Marni Shapiro requested several data points: the store count changes in Q1, an update on the YPB activewear sub-brand, and performance insights on the smaller-footprint Abercrombie stores.

Answer

SVP & CFO Robert Ball provided the Q1 real estate figures: 7 new stores opened and 3 closed, with an acceleration expected in Q2. CEO Fran Horowitz noted that the YPB active category was strong in Q1. EVP & COO Scott Lipesky added that the company is successfully learning from and tweaking its smaller-footprint stores, viewing them as a significant growth opportunity.

Marni Shapiro asked about the marketing side, specifically if the company would consider a loyalty program and if they are doing basic stuff like email or phone number capture to directly communicate with consumers.

Answer

CEO Jim Conroy stated they have a "pretty decent email database" with a nice increase in active emails last quarter but no active text program. He noted that experimenting with messaging and aesthetic was the first marketing priority, with other ideas like loyalty programs potentially explored over time. He also commented on the strong performance of the Brooklyn store.

Marni Shapiro from The Retail Tracker asked if AUR will increase in the back half in line with the industry, how the packaway strategy might mitigate this, and about current trends in wage pressure and employee turnover.

Answer

COO Michael Hartshorn reiterated that Ross will not be the first to raise prices but will have the flexibility to follow if the market moves up, making decisions on a category-by-category basis. He also noted that the labor environment has been stable for the last couple of years, with no issues filling jobs and stable employee turnover rates.

Marni Shapiro asked for clarification on the number of dd's stores opened in Q1 and inquired about the use and composition of packaway inventory, particularly for securing key seasonal goods like back-to-school items.

Answer

Executive James Conroy clarified that three dd's DISCOUNTS stores opened in the quarter. He stated that the composition of packaway inventory is not significantly different from past years and that the company is well-positioned with it to manage inventory flow and mitigate any potential receipt risks from the tariff situation.

Marni Shapiro of Retail Tracker asked for clarification on the number of dd's stores opened and inquired about the use and composition of packaway inventory, particularly for key seasonal goods like back-to-school and holiday items sourced from China.

Answer

Executive James Conroy confirmed that three dd's locations opened in Q1. Regarding packaway, he stated its composition is not significantly different from past years and that the company is well-positioned to use it to fill any potential receipt risks and ensure continuous product flow to stores amidst the tariff situation.

Marni Shapiro asked for the new CEO's thoughts on marketing, including potential shifts in investment, loyalty programs, or social media, and also inquired about any impact from the L.A. fires.

Answer

CEO James Conroy stated it was 'a little early' for specifics on marketing but that they would work to perfect messaging over time, asking for patience. Group President and COO Michael Hartshorn noted the L.A. fires had a 'minimal impact' on the quarter and the business has since rebounded.

Marni Shapiro asked about the potential impact of numerous Dollar Store closures on Ross and dd's stores, specifically regarding competitive overlap and the opportunity to capture displaced customers.

Answer

Group President & COO Michael Hartshorn and CEO Barbara Rentler both indicated they do not expect a significant impact, citing the very different merchandise mix between their stores and dollar stores. They noted that while there could be a small opportunity in consumables at dd's, the dollar stores' heavy focus on that category limits the overall upside for their apparel and home-focused businesses.

Marni Shapiro asked about the performance of the kids' business, whether recent trends included back-to-school, and if any delays in customer purchasing for seasonal items were observed.

Answer

CEO Barbara Rentler declined to comment on back-to-school results as the season was ongoing. Regarding purchasing habits, she noted that the 'wear now' trend continues and that having a balanced assortment for seasonal transitions is key. She suggested that the timing of holiday purchases varies and is heavily influenced by the quality of the assortment offered.

Marni Shapiro noted the increased emphasis on 'gifting' in the prepared remarks and asked if this reflects a change in consumer behavior or company strategy. She also praised the 'storytelling' at HomeGoods and asked if improved in-store merchandising was a key unlock for seasonal events.

Answer

CEO Ernie Herrman explained that the focus on gifting has been a multi-year evolution to capture all seasons, driven by merchants sourcing more giftable products and the TJX brands becoming more desirable gifting destinations. He agreed that improved in-store merchandising and storytelling, like that seen for back-to-college, is a key factor in their success, as it makes shopping easier and drives impulse purchases.

Marni Shapiro asked for a repeat of the FY26 store opening plans and posed a broader question about how brand consolidation on one end, and the rise of small, niche brands on the other, are impacting TJX's buying strategy.

Answer

CEO Ernie Herrman explained that relationships with large, consolidated brands are highly desired by both parties. He expressed great excitement for the proliferation of smaller, niche brands, stating that the buying teams actively seek them out to enhance the 'treasure hunt' experience, adding thousands of new vendors annually.

Marni Shapiro asked about the company's plans for in-person marketing events leading into the back-to-school season and whether the recent improvement in sales and traffic was driven by weather or the customer's response to new products, particularly in the juniors' category.

Answer

Co-Founder, Executive Chairman, President & CEO Hezy Shaked attributed the positive momentum to both improved merchandise and marketing efforts. He expressed that the junior's assortment is becoming 'really spot on' and that improvements are being seen across the board in that category. He stated he is more encouraged now than he has been in the last year and a half.

Marni Shapiro from The Retail Tracker sought confirmation on denim performance, asking if the category, including denim shorts, saw a pickup as weather improved and whether it was strong in both men's and women's. She also asked if marketing spend would be weighted towards the back-to-school season.

Answer

President and Executive Creative Director Jennifer Foyle confirmed that women's denim momentum returned once they were back in stock and that all fits are working well. She noted shorts remained tough across all brands but that men's categories have seen some acceleration into Q2. Foyle affirmed that major marketing campaigns are planned for the back-to-school season, starting in July.

Marni Shapiro from The Retail Tracker asked for the penetration rate of the loyalty program and the net change in square footage for the year. She also posed a big-picture question to Jay Schottenstein about his view on the consumer mindset amid economic uncertainty.

Answer

CEO Jay Schottenstein opined that consumers are acting conservatively due to a 'fear of the unknown' regarding tariffs, inflation, and government policy changes. CFO Mike Mathias provided the requested metrics, stating that loyalty program penetration is 75% and that net square footage is expected to increase by 1-2% for the year.

Marni Shapiro sought confirmation on the 2025 store count plans and asked management to reconcile its cautious guidance with the strong consumer reception to its products.

Answer

CFO Mike Mathias confirmed a preliminary 2025 plan for ~45 new stores (55-60 doors) and over 100 AE remodels. President Jen Foyle explained the cautious outlook is a matter of prudent planning for potential unknowns like weather, despite strong product performance and positive momentum heading into the rest of the holiday season.

Marni Shapiro asked about the company's ability to chase fast-turning fashion items and whether new product extensions are retaining existing customers or attracting new ones. She also questioned Jay Schottenstein on the current real estate environment and the company's ability to secure favorable deals.

Answer

Jen Foyle, President, confirmed the team is very nimble, utilizing a fast-turn chase model to deliver curated fashion capsules, which helps both acquire new customers and retain existing ones. Jay Schottenstein, CEO, described the real estate environment as favorable, stating that AEO's portfolio of strong brands makes it a desirable partner for mall developers, enabling them to secure prime locations for their new store formats.

Marni Shapiro asked about the strategy for converting younger customers, acquired through successful initiatives like social media and pop-up shops for tote bags, into purchasers of other core product lines. She also questioned the marketing guardrails in place for licensed products to ensure brand consistency and elevation.

Answer

CEO Andrew McLean assured that strict contractual agreements for licensing cover product approval, manufacturing, and sales channels to protect the brand. He noted that selling licensed goods on landsend.com provides an additional layer of quality control. To migrate younger customers, the strategy involves cross-shopping them into market-leading categories like swimwear and using collaborations, such as with Andie Swim, to introduce them to a broader, lifestyle-oriented product assortment.

Marni Shapiro asked about the strategy for converting younger customers, acquired through initiatives like tote bag pop-ups, into buyers of other product lines. She also questioned what guardrails are in place for marketing by licensing partners to maintain brand integrity.

Answer

CEO Andrew McLean assured that licensing agreements are very strict, with contractual approvals required for product, manufacturing, and sales channels to protect the brand. He noted that selling licensed products on landsend.com provides an extra layer of quality control. To convert younger customers, the strategy is to cross-shop them into market-leading categories like swimwear, where the company is building a "lifestyle" around franchises like Tugless and using collaborations with brands like Andie Swim to reach a younger, fashion-forward demographic.

Marni Shapiro inquired about the strategy for converting younger customers, acquired through initiatives like tote bag pop-ups, into buyers of other product lines. She also asked about the marketing guardrails for licensed products to protect brand integrity.

Answer

CEO Andrew McLean stated that licensing agreements include strict contractual controls over product, manufacturing, and sales channels. He noted that selling licensed products on landsend.com provides an additional quality control layer. To cross-sell to new, younger customers, the company is focusing on its market-leading swimwear category, creating a 'lifestyle' around franchises like Tugless and using collaborations with brands like Andie Swim to reach a more fashion-forward demographic.

Marni Shapiro from The Retail Tracker asked about the performance of key segments beyond swim, such as towels, and commented on the site's modern, youthful feel. She inquired about the strategy behind the product evolution and what to expect for upcoming seasons like back-to-school and winter, and also asked about the customer journey for new tote bag buyers.

Answer

CEO Andrew McLean explained the strategy involves being curious with core franchises like 'Tugless' swim, evolving them to attract a broader consumer base with new silhouettes like swim dresses and rompers. He confirmed the tote bag is the top new customer acquisition vehicle, leading them to purchase swim and dresses. McLean highlighted the 'beach to bar' trend driving swim dress sales and pointed to the modernized European sites as examples of personalized customer experiences, teasing an upcoming June catalog.

Marni Shapiro from The Retail Tracker asked about the performance of key segments beyond swim, such as towels, and commented on the site's modern, youthful feel. She inquired about the strategy behind the on-trend product evolution and what to expect for upcoming seasons like back-to-school and winter. She also asked about the customer's path after purchasing a tote.

Answer

CEO Andrew McLean attributed the product evolution to a strategy of being 'curious' with core franchises like the Tugless swimsuit, expanding it into new silhouettes like dresses and rompers to attract a broader customer base. He confirmed the tote is the top new customer acquisition vehicle, leading them to purchase swim, towels, and especially swim dresses, which align with the 'beach to bar' trend. McLean noted the website improvements are part of a personalization effort, pointing to European sites as examples, and confirmed the customer journey from totes often pivots to swim and dresses.

Marni Shapiro from The Retail Tracker asked about the performance of key segments beyond swim, such as towels, and commented on the site's modern, youthful feel. She inquired about the strategy behind the on-trend fashion and what to expect for the upcoming back-to-school and winter seasons. She also asked about the customer journey for new buyers acquired through the popular totes.

Answer

CEO Andrew McLean explained that the company is leveraging its design and merchandising teams to be more curious with core franchises like Tugless swim, introducing new silhouettes to attract a wider consumer base. He highlighted that the iconic tote is the top new customer acquisition vehicle, which then leads to sales of swim, towels, and especially swim dresses, which are part of a 'beach to bar' trend. McLean confirmed significant work has been done on the website to personalize the experience by market, pointing to the new UK and German sites as examples, and teased the upcoming June catalog for new fashion trends.

Marni Shapiro from The Retail Tracker asked about the performance of key segments beyond swim, such as towels, and commented on the site's modern, youthful feel. She inquired about the strategy behind the on-trend fashion direction and what to expect for back-to-school and winter. In a follow-up, she asked how the company converts new tote bag customers into buyers of other product categories.

Answer

CEO Andrew McLean explained that the company is being 'curious' with its core franchises, like expanding the Tugless swim line into new silhouettes to attract a broader, style-oriented customer. He noted the iconic tote is the top new customer acquisition tool, which opens opportunities to sell related items like swim, towels, and especially swim dresses. For the follow-up, McLean confirmed that new tote customers often pivot to swim and dresses, with the 'beach to bar' trend driving significant growth in the swim dress category, which many customers wear as regular dresses.

Marni Shapiro of The Retail Tracker asked about the performance and potential of the 'Scent-Scription' subscription program and also inquired which Disney Princess product was selling the best.

Answer

CEO Gina Boswell explained that the Scent-Scription program is still small but growing, designed to capitalize on the replenishable nature of products like Wallflowers and now Laundry. Regarding the Disney collaboration, she noted it was only 10 days in, but shared anecdotally that the Tiana-themed products were performing very well in her local store.

Marni Shapiro asked for details on the 'Scent-Scriptions' program, including its rollout, customer uptake, and the range of products included.

Answer

CEO Gina Boswell explained that 'Scent-Scriptions' is a re-branded and expanded version of their previous 'auto replenish' program. Initially focused on Wallflowers, it now includes a broader assortment of several hundred SKUs. She positioned the service as a way to provide a convenient and seamless shopping experience, which is a key part of the company's value proposition for customers.

Marni Shapiro of The Retail Tracker sought confirmation that the 'prestige fragrances' were the same ones that went viral on TikTok and asked for details on the upcoming TikTok Shop launch, including product assortment, influencer strategy, and approach to promotions.

Answer

CEO Gina Boswell confirmed that the 'Everyday Luxuries' line did indeed 'blow up on TikTok' before its full rollout. Regarding the new TikTok Shop, she explained that they are in the early stages and will launch with a portion of their categories. She emphasized a test-and-learn approach and did not provide specific details on content creators or promotional strategies, noting it offers a more frictionless shopping experience.

Marni Shapiro asked about the potential for a magnified positive impact on margins as new products are introduced, given that the company's operational fundamentals are now fixed. She also inquired if the product strategy includes a shift to a more youthful aesthetic.

Answer

CEO Lisa Harper agreed that the significant operational improvements in inventory management, sourcing, and fulfillment have created a strong foundation. This allows the company to leverage new product introductions for growth more effectively. She confirmed a key part of the strategy is to attract a more youthful customer, aiming to lower the average customer age from 42 back towards 36, which she believes is achievable through product newness and innovation.

Marni Shapiro from Retail Tracker asked about the strategy and success of new product introductions and collaborations, questioning if the integrated marketing approach was new and how it was impacting customer acquisition.

Answer

CEO Laura Alber confirmed that newness and innovation are key growth drivers, citing double-digit comps for new furniture at West Elm and strong performance from collaborations. She agreed the marketing approach has evolved, emphasizing that combining collaborations with creator-led content on platforms like TikTok creates 'magic' by reaching new audiences. This strategy is a core focus for the back half and beyond.

Asked for color on current customer shopping behavior, how it has changed, and the differences in purchasing patterns across channels like stores, the company's website, and Amazon.

Answer

Jane Elfers and Maegan Markee explained that the customer is buying slightly less per transaction but still has a high average dollar sale online. Sales were broad-based across many categories, driven by successful marketing. They contrasted the customer behavior on their own website, where she stocks up, with Amazon, where transactions are more need-based with lower units, viewing the channels as complementary.