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CEO Ernie Herrman attributed the consistent comp sales to a healthy performance across all major categories—home, apparel, and accessories—and the company's flexible business model. He confirmed that product availability remains exceptionally strong. CFO John Klinger added that while foreign exchange remains a headwind for Q3 merchandise margins, the company is confident in its ability to offset tariff pressures.

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CFO John Klinger confirmed that Marmaxx comps improved month-to-month in Q1 as weather improved, a trend that continued into Q2, leading to the "strong start." CEO Ernie Herrman added that he was encouraged by the broad-based strength across all divisions. On gross margin, Klinger explained that Q2 will be the most impacted by tariffs, but mitigation efforts and a reversal of Q1's negative inventory hedge mark-to-market impact should lead to improvement in the second half.

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CFO John Klinger confirmed that strong transaction growth is attracting new customers, particularly in the 18-to-34 age range. CEO Ernie Herrman described the spring product breadth as 'kicked up a notch' from the prior year, emphasizing new vendors and categories. He also stated that in areas with normal weather, the company was pleased with its performance.

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CEO Ernie Herrman explained that Marmaxx started the quarter strong but was impacted by unseasonably warm weather and hurricanes, though Q4 has begun on a strong note. CFO John Klinger attributed the gross margin beat to higher merchandise margin and expense savings in distribution centers due to more efficient inventory processing.

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CEO James Zheng highlighted sustained Q3 momentum, particularly for Solomon's 'outdoor sneaker' category, which is resonating with younger, female consumers. He also noted the success of Wilson's Tennis 360 format. Arc'teryx CEO Stuart Haselden added that the outlook reflects strong underlying trends, a favorable wholesale shipment comparison in Q3, and a healthy 15% Q2 omni-comp achieved despite a significant reduction in markdowns.

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CEO Jie Zheng highlighted the unique portfolio of premium brands and the strong demand in the outdoor segment, particularly for Salomon's 'modern outdoor sneakers.' Arc'teryx CEO Stuart Haselden noted the strong +19% omni-comp was traffic-driven against a tough prior-year comparison and that comps moderate for the rest of the year. He added that lower outlet sales, a positive indicator of full-price demand, were a slight drag on the comp figure.

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CEO Jie Zheng highlighted the unique portfolio of premium brands and the success of Salomon's 'modern outdoor sneakers' in attracting new consumers. Arc'teryx CEO Stuart Haselden noted the strong +19% omni-comp was traffic-driven against a tough prior-year comparison and that the company strategically pulled back on outlet sales to protect brand equity, viewing it as a positive indicator.

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Arc'teryx CEO Stuart Haselden attributed the strong comparable sales growth to a significant increase in customer traffic, both in-store and online, complemented by healthy conversion rates and higher average order values. He confirmed that strong momentum continued into Q1 and stated that inventory ended the year clean, with a focus on improving in-stocks for 2025, particularly for footwear.

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Arc’teryx CEO Stuart Haselden stated that Q3 performance exceeded expectations across all regions, channels, and categories, with APAC being a standout. He noted that strong demand meant sales were constrained by inventory. CFO Andrew Page explained that gross margin gains are being reinvested into high-return areas like new stores and technology. He guided for SG&A leverage to be roughly flat in 2025, with leverage expected to begin post-2025.

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Torstein Hagen, Founder, Chairman & CEO, responded that while they could potentially push prices higher, they aim for a balance to ensure guests receive good value, and he is satisfied with the current position. Leah Talactac, President & CFO, affirmed that mid-single-digit price growth is their goal, noting the 4% increase is on top of a 7% gain in 2025. She highlighted the strong ship payback periods (4-6 years) and healthy consumer engagement as indicators that their pricing goals are achievable and support long-term growth.

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President and CFO Leah Talactac and EVP of Finance Linh Banh explained that Q1 net yield divergence was due to seasonality, as the River segment's main season begins in Q2, and a different mix of World Cruises in the Ocean segment. They directed investors to the full-season booking curves for a better outlook. Regarding margins, Banh stated that Viking anticipates growth from increased capacity, mid-single-digit pricing growth, and disciplined expense management.

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President and CFO Leah Talactac and EVP of Finance Linh Banh clarified that the Q1 divergence was due to the River segment's seasonality and the Ocean segment having only one World Cruise in Q1 2025 versus two in Q1 2024. They advised focusing on the full-season booking curves for a better outlook. Regarding margins, Banh stated that Viking anticipates growth through increased capacity, mid-single-digit pricing gains, and disciplined expense management.

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Leah Talactac, President and CFO, confirmed strong demand, noting the 2025 season is 88% sold following a robust Q4 and wave season. She reiterated the company's belief that achieving mid-single-digit yield growth alongside double-digit capacity growth is a strong outcome. She pointed to the 2025 booking data, which shows a 12% capacity increase and a 7% rise in advanced bookings per PCD, as evidence of this successful strategy.

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CEO Torstein Hagen stated that performance is in line with their long-term plan with no surprises, emphasizing their product's appeal to older travelers by excluding children and casinos. CFO Leah Talactac added that the full-year expectation for pricing growth remains in the mid-to-high single digits as the booking curve for 2025 evolves.

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CEO Oliver Reichert confirmed that without FX headwinds, the Q3 EBITDA margin would have been a record 35.1%. He stated that demand is exceptionally strong, with production capacity being the main constraint, not consumer demand. Reichert emphasized the company's long-term goal is to drive margin improvement by increasing production capacity and efficiency, and he sees no slowdown in consumer demand.

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CEO Oliver Reichert stated that the current situation is viewed as an opportunity, not a risk, and expressed confidence in fully offsetting tariff effects. He noted that consumer demand remains strong with no changes in behavior, high full-price realization, and a robust order book. CFO Ivica Krolo added that the improved EBITDA margin guidance is driven by better-than-expected gross margin from manufacturing absorption and pricing actions.

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CEO Oliver Reichert stated there has been no softening in demand, citing the brand's global strength and a very strong order book. President, EMEA Nico Bouyakhf added that growth was broad-based, driven by a strong holiday season and the success of white space opportunities like closed-toe shoes (up 600 bps in share), retail expansion, and accelerated growth in the APAC region.

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CEO Oliver Reichert explained that a mid-to-high teens growth rate is a mindful and sustainable pace for a vertically integrated company, equating to doubling the business every five years. He emphasized that while faster growth is possible, the company prioritizes quality and long-term brand health. Regarding Q1, he noted a strong holiday season and stated that performance would likely be at the higher end of the 15-17% annual guidance range, even against a tough prior-year comparison.

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Chairman & CEO John Idol explained that strategic shifts in marketing, including the 'Hotel Stories' campaign and increased influencer engagement, are yielding positive results. He highlighted sequentially improved traffic, stronger full-price sell-throughs, and positive AURs in the full-price channel for the first time in three years. Idol noted that while wholesale trends are improving, they are not yet positive, but consumer insight data for the fall season looks even stronger.

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CEO Mark Walsh attributed the U.S. strength to strong execution and secular trends, while noting Canada's improvement was driven by a focus on selection. CFO Michael Maher confirmed comps accelerated in May/June and continued into July, adding that while 2025 EBITDA margins may be a trough due to investments, the long-term target remains in the high teens.

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Executive Mark Walsh highlighted strong growth in the loyalty program, particularly among younger and higher-income cohorts, which is driving positive trends in basket size and transactions. CFO Michael Maher explained that Q1 gross margin deleverage was almost entirely due to new stores that are not yet mature, partially offset by healthy growth in on-site donations. He expects this pressure to lessen through the year.

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Executive Mark Walsh highlighted the solid, accelerating U.S. business and noted Canada's improvement was due to rebalanced production levels, though challenges remain. Executive Michael Maher detailed the new store economics, explaining that stores typically lose money in year one but become profitable by year two, reaching a ~20% EBITDA margin by year five. He quantified the 2025 profit headwind from new stores at approximately $10 million, driven by the accelerated opening cadence.

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CFO Michael Maher attributed the Q3 gross margin deleverage to two main factors: the impact of new stores, which open with lower initial sales and profitability, and deleverage from lower comparable store sales. He noted that costs from off-site processing investments are beginning to be mitigated by efficiency gains, with mature facilities approaching cost parity with in-store processing. For Q4, Maher expects similar deleverage from new stores, with the magnitude depending on sales performance. He affirmed the long-term algorithm of growing EBITDA with revenue on low-single-digit comps, but cautioned that near-term margin headwinds from accelerated store openings will likely continue into 2025 before becoming a tailwind in 2026 as stores mature.

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CEO John Hazen attributed the strong demand to broad-based performance, particularly in denim, and effective marketing around cultural moments. He explained the cautious back-half outlook is due to macro environmental uncertainty, not just price increases. CFO Jim Watkins added that markdowns remain very low compared to both last year and historical pre-COVID levels, reflecting a healthy inventory position.

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Interim CEO John Hazen reported an acceleration in men's and women's western categories in January and confirmed the company still uses a low to mid-single-digit comp algorithm for initial planning. CFO Jim Watkins added that future merchandise margin expansion will be driven by exclusive brand penetration and buying economies, as major supply chain benefits will not repeat at the same magnitude.

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Former CEO Jim Conroy attributed the sales lift to broad-based sequential improvement across all categories and regions, with every major department posting positive comps. Chief Digital Officer John Hazen detailed that the Q3 margin expansion of 100 basis points is expected to come from supply chain efficiencies and improved buying economies, including higher exclusive brand penetration.

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President & CEO Bracken Darrell responded that the major reset actions are now behind them, though minor adjustments are always possible. He did not provide specific timing for a return to growth. EVP & CFO Paul Vogel noted the flat Q2 gross margin outlook is partly due to lapping tough comparisons but affirmed the positive underlying trajectory.

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President and CEO Bracken Darrell expressed confidence in The North Face, citing strong DTC sales and growth in its all-season footwear business, aided by a new 4-season development cycle. EVP and CFO Paul Vogel confirmed that the 'Reinvent' program has achieved over $300 million in savings from its first phase, with early benefits from the second phase contributing to the Q4 operating income beat.

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President and CEO Bracken Darrell highlighted Timberland's momentum from brand-building and collaborations, while noting Dickies is a 'deep turnaround' requiring patience. He clarified that the fiscal 2026 commentary was intended to manage near-term growth expectations while the company focuses on improving profitability and executing its long-term transformation plan.

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CEO Bracken Darrell declared that the major reset actions from the previous year are now in the 'rearview mirror.' He noted that new leadership is already influencing product and marketing, and while he didn't provide a specific timeline, he pointed to rising consumer search interest as an early positive indicator of the turnaround's progress.

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President & CEO Elliot Hill detailed the 'sport offense' strategy, emphasizing a relentless flow of innovative products across Nike, Jordan, and Converse, highlighting running's success with the Vomero franchise. CFO Matt Friend explained that Q1 revenue is expected to be down mid-single digits due to headwinds from classic franchises and inventory liquidation, which will be concentrated in the first half. He noted that improving wholesale order books signal a positive trend for the second half.

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President and CEO Elliott Hill identified five key focus areas: running, basketball, global football (soccer), training, and sportswear. He explained the strategy is to segment each by men's, women's, and kids to unlock incremental growth. While he did not provide a specific timeline, he expressed confidence that this offense, which allows the brand to show up authentically by sport or by gender, will drive future growth.

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CEO Josh Weinstein explained that consistent, incremental innovations across all brands, such as Holland America's focus on fresh, local seafood, are key drivers. He emphasized that they are still in the "early innings" with major projects like Celebration Key yet to launch. Regarding margins, Weinstein reiterated that 2019 was never seen as a ceiling and that the focus remains on driving incremental revenue while maintaining cost leadership, which flows directly to the bottom line.

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CEO Josh Weinstein explained that consistent, step-by-step commercial improvements and product innovations, such as Holland America's focus on fresh seafood and the successful AIDA Evolution upgrades, are key drivers. He emphasized that the company is in the "early innings" of realizing benefits from major projects like Celebration Key. Weinstein reiterated that the path to higher margins involves maintaining their industry-leading low-cost structure while relentlessly focusing on driving incremental revenue, which flows directly to the bottom line.

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CEO Josh Weinstein explained that with limited capacity growth, the focus is on optimizing the guest mix for maximum revenue, and noted most brands have significant runway for ROIC improvement. CFO David Bernstein reiterated that debt paydown is the top priority, and other capital allocation options will be considered in 2026 after achieving investment-grade leverage metrics.

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CEO Josh Weinstein attributed success to leadership restructuring, enhanced commercial focus on marketing and revenue management, and active portfolio management. He highlighted ongoing investments in talent, tools, and destination strategy as key future drivers. CFO David Bernstein detailed the 2025 cost drivers, including Celebration Key operations and dry-dock days, and noted that while there's no fixed rule for the yield-cost spread, the company expects continued margin improvement.

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CEO Josh Weinstein explained that the strength is broad-based across both North American and European brands and is consistent across all quarters of 2025. He noted the company is in an "enviable place," being two-thirds booked for the next 12 months, allowing them to focus on increasing prices. CFO David Bernstein stated that the company's top three priorities are debt reduction, with the goal of achieving investment-grade metrics by the end of 2026 as part of the SEA Change program.

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CEO Hillary Super identified marketing optimization and a focused customer acquisition strategy as the primary low-hanging fruit, alongside product innovation in PINK, Beauty, and intimates. CFO Scott Sekella confirmed that SG&A savings from non-customer-facing areas are intended to be permanent and stated that the company's fixed cost leverage point is approximately 1-2% revenue growth.

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CEO Hillary Super explained that the projected improvement stems from installing new leadership, enhancing full-funnel marketing, and creating stronger differentiation between the VS and PINK brands. While specific product launches remain confidential, she indicated that several 'tentpole moments' are planned for the back half of the year, following a quieter first half focused on building marketing capabilities.

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CEO Hillary Super affirmed a strong commitment to becoming less promotional and more brand-forward as product and storytelling improve, noting that strong recent performance creates opportunities to pull back on promotions. CFO Tim Johnson added that there is an opportunity in 2025 to test into more effective promotions for better margins. He highlighted that, encouragingly, the base business is now stronger outside of promotional events, a shift from prior quarters.

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CEO Daniel Heaf noted that while it is still early, his strategy will be consumer-centric with 'fewer bolder priorities.' He identified immediate opportunities in digital enhancements, packaging, alternative distribution, and international expansion. He stressed a focus on reallocating existing investments for maximum impact ('edit to amplify') rather than seeking new funding. CFO Eva Boratto added that the company continuously seeks efficiencies, like the recent consolidation of a fulfillment center, to fund new initiatives.

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CEO Gina Boswell attributed traffic growth to the '3-legged stool' of compelling product, viral marketing, and technology-enabled personalization, expressing confidence in its sustainability. CFO Eva Boratto stated that operating margin expansion requires approximately 2-3% sales growth for B&O leverage and 2.5-3.5% for SG&A leverage, consistent with their existing algorithm.

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CEO Gina Boswell noted that all major categories (body care, home fragrance, soaps/sanitizers) grew low single digits, driven by newness. CFO Eva Boratto added that store traffic was positive throughout the quarter, exceeding external benchmarks, and was boosted by new launches and a strong Halloween performance. For Q4, she explained the 40 basis point gross margin expansion is primarily driven by Buying & Occupancy (B&O) efficiencies, direct fulfillment optimization, and home office cost reductions.

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CEO Gina Boswell noted that while traffic was challenging in Q2, mix-adjusted AUR was flat, indicating a balanced approach. CFO Eva Boratto added that traffic has improved in Q3 relative to Q2 and that this improvement is factored into the current guidance. She also mentioned excitement around new launches like Everyday Luxuries and Stranger Things.

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CEO Stefan Larsson attributed the pressure primarily to a tougher consumer macro backdrop in North America and China, which the company is 'not yet' able to fully offset. CFO Zac Coughlin broke down the incremental 150 basis point decline in full-year gross margin guidance into a ~50 basis point impact from mitigated tariffs and a ~100 basis point impact from higher promotions. He noted that while the promotional environment is expected to persist, the negative impact from Calvin Klein's operational issues will lessen in the second half, contributing to an improved margin trajectory.

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CEO Stefan Larsson acknowledged a consumer step-back in February but noted stabilizing trends and expressed confidence in inventory composition, citing freshness and strategic investments. CFO Zachary Coughlin detailed that the Q1 gross margin decline is driven by promotions, freight costs, wholesale mix, and the G-III transition, but expects sequential improvement as these factors normalize throughout the year.

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CEO Stefan Larsson highlighted double-digit sell-through improvements for the new fall product, which drove a return to growth in DTC trends for September and October and provides a strong foundation for Fall 2025 wholesale orders. Larsson expressed confidence in returning to growth in 2025 and taking another step toward the long-term 15% operating margin target. CFO Zac Coughlin added that while 2025 gross margin faces a 50 basis point headwind from a license take-back, SG&A efficiencies will help drive progress toward the margin goal.

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CEO Stefan Larsson highlighted record consumer engagement from recent campaigns for both Calvin Klein and Tommy Hilfiger, noting the Fall '24 collection is the first to be fully influenced by the new strategy and is off to a strong start. CFO Zac Coughlin detailed cost controls, including ongoing performance management and larger simplification initiatives expected to yield 200-300 basis points in SG&A savings, reaffirming the long-term 15% operating margin goal.

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CEO Michael Creedon expressed satisfaction with the balanced Q1 comp, attributing it to a favorable holiday calendar and the positive impact of multi-price on seasonal merchandise. He confirmed that while multi-price naturally lifts the ticket, the company strives to maintain a balance by also driving traffic through its expanded assortment to build lasting customer relationships.

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CEO Mike Creedon identified several comp drivers: maturing new stores (including the 99 Cents Only portfolio), the continued maturation of multi-price conversions, a more favorable holiday calendar, and improved store standards. On consumer behavior, he noted that while lower-income shoppers need Dollar Tree for essentials, higher-income shoppers are increasingly turning to the banner for value, driving traffic and market share gains.

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CEO Michael Creedon attributed the guided comp acceleration to several factors: new stores entering the comp base (including 99 Cents Only conversions), the continued maturation of multi-price stores, and a more favorable holiday calendar. He noted that while middle-income is their core, they are seeing trade-in from higher-income shoppers, which is helping drive traffic and share gains.

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Interim CEO Mike Creedon noted that lower-income customers are pressured and focused on consumables, and while November was soft due to timing shifts, the Q4 guidance implies a low single-digit comp. CFO Jeff Davis added that multi-price conversions are meeting expectations overall, with margins performing better than anticipated in Q3 due to product mix.

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COO Mike Creedon attributed the Q2 softening to macro pressures extending to middle-income shoppers, causing a shift from discretionary 'wants' to consumable 'needs.' He anticipates improvement from holiday drivers in Q3 and Q4. For the core, non-converted stores, he highlighted their strong multi-year stacked comps and expressed confidence that the broader multi-price rollout will ultimately lift these locations by driving traffic for the 'thrill of the hunt.'

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COO Mike Creedon attributed the softening trend to macro pressures extending to middle-income shoppers, causing a shift from 'want' to 'need' based spending. He noted Q2 lacks a major holiday to drive discretionary sales. Regarding the core, non-converted stores, he acknowledged their modest positive comp but emphasized their strong multi-year performance stack and expressed confidence that the broader multi-price rollout will ultimately lift these locations as well.

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CEO Todd Vasos reported that customer traffic turned positive in May and expressed optimism for continued momentum, driven by operational improvements, store remodels, and a sustained influx of trade-in customers. CFO Kelly Dilts clarified that Q1 markdowns were planned and primarily due to promotional activity and store closures, not increased competitive pressure. She emphasized that the gross margin increase was largely driven by a 61 basis point improvement from lower shrink.

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CEO Todd Vasos revealed that customer traffic turned positive in May, the first period of Q2, after lapping a tough +4.3% comparison in Q1. He anticipates continued momentum driven by operational improvements, customer trade-in, and store remodels. CFO Kelly Dilts explained that Q1 markdowns were in line with expectations, primarily from planned promotional activity and some store closure-related clearance, and were not indicative of a change in the competitive landscape. She emphasized that the gross margin gain was driven by a 61 basis point improvement in shrink.

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CEO Todd Vasos highlighted that 'Back to Basics' has successfully turned shrink into a tailwind and driven inventory down 6.9% per store, with more SKU reduction planned. CFO Kelly Dilts added that SG&A is expected to deleverage in 2025, with Q1 and Q2 facing the most pressure from remodel expenses, labor headwinds due to self-checkout removal, and tough comps. Full-year headwinds include wage inflation, normalized incentive pay (~$120M), and depreciation.

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CEO Todd Vasos noted that the consumer remains value-focused, but showed some positive signs in discretionary categories like Halloween. CFO Kelly Dilts added that November sales were slightly above expectations, the promotional environment was anticipated, and shrink is expected to be a gross margin tailwind in Q4.

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CEO Todd Vasos declined to comment on August but stated it was within guidance. He acknowledged a 1% traffic gain but noted competitors captured a larger portion of available market share. CFO Kelly Dilts elaborated that June was the strongest month, turning negative in July due to a step-down in transactions, not basket size. She highlighted that the softest sales weeks were at the end of each calendar month, and survey data shows their core customer feels financially worse off than six months ago.

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CEO Richard Dickson highlighted that Gap's collaborations are driving new customers with a strong core product attachment rate, while Old Navy's consistency comes from leadership in key categories like active and denim. CFO Katrina O'Connell confirmed that a model of low-to-mid single-digit sales growth and high single-digit operating income growth is the long-term goal, and that full tariff mitigation over time is achievable through business momentum, efficiencies, and strategic investments.

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Executive Chairman & CEO Jay Schottenstein expressed optimism for the second half, acknowledging that while macro concerns had an influence, the company is focused on execution. Executive VP & CFO Mike Mathias detailed the Q2 outlook, stating that the recent inventory write-down positions them better for the back half. He confirmed the Q2 guidance includes a negative three percent comparable sales trend, ongoing promotional activity to clear spring/summer goods, and expected expense deleverage on lower sales.

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President Jen Foyle highlighted Aerie's record Q3 revenues and plans for 45 new stores next year to drive customer acquisition, with sleepwear being a key new category. CFO Mike Mathias added that inventory is well-positioned, promotions are planned similarly to last year, and the long-term 39-40% gross margin target remains achievable through various cost efficiencies.

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Jen Foyle, President and Executive Creative Director, attributed customer file growth to both acquisition and retention, driven by new categories like 24/7 and AE77, effective marketing, and a strong quality-value proposition. Mike Mathias, CFO, explained that Q3 gross margin expansion will be more modest than the first half due to calendar shift-related expense deleveraging, not weaker product margins, which remain favorable.

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CEO Michael O'Sullivan explained that while disruption is typically good for off-price, the tariff situation is complex. He noted that the recent volatility has the potential to create attractive buying opportunities. O'Sullivan detailed the company's proactive mitigation efforts, including remixing assortments, securing tariff-free inventory, and building a 'war chest' of margin and expense savings, which provides a clear path to achieving their original full-year guidance.

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CEO Michael O'Sullivan explained that weaker-than-expected February trends, attributed to unfavorable weather in the Northeast/Midwest and delayed tax refunds, prompted a more cautious Q1 comp guide. He noted that as these factors normalized, sales trends improved. O'Sullivan also detailed the margin cadence, explaining that Q1 faces the toughest comparison from the prior year's 170 bps expansion. He cited modest mark-on pressure, anniversarying DC lease increases, and fixed cost deleverage on lower Q1 sales volume as key factors for the Q1 margin outlook, expecting improvement throughout the year with the most significant expansion in Q4.

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CEO Michael O'Sullivan clarified that the 3-point comp impact was solely from warm temperatures, with hurricanes representing an additional 1-point negative impact. He expressed optimism for Q4, noting November sales were ahead of plan and holiday gift-giving would soon outweigh weather sensitivity. CFO Kristin Wolfe added that inventories are clean, with comp store inventory down 2%, and no major markdown liability exists for Q4. She also noted reserve inventory increased to 32% of total inventory.

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CEO Michael O'Sullivan confirmed that back-to-school is a crucial sales driver, with strong performance in July and a solid start to Q3 in August, though he cautioned against extrapolation. He described the 'better brands' initiative as an 'evolution' that attracts trade-down shoppers and creates a 'halo' effect for the entire store, noting its lower markup is already factored into guidance.

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CEO Michael O'Sullivan explained that while the court ruling's impact is still unknown, the company is planning as if current tariffs remain. He stated that while extreme tariffs that halt supply are bad, the current stop-start volatility is creating attractive buying opportunities, which could be very good for off-price. To offset margin pressure, O'Sullivan detailed a multi-pronged strategy initiated in early March, including remixing assortments away from China-exposed goods, working with vendors to absorb costs, opportunistically buying tariff-free inventory already in the U.S. for its reserve, and building a 'war chest' of margin and expense savings across the P&L.

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Executive James Conroy stated the sequential sales improvement was broad-based across merchandise categories. Group President and COO Michael Hartshorn detailed three tariff mitigation strategies: negotiating better vendor costs, carefully passing on price increases while maintaining a significant value gap versus mainstream retail, and utilizing tariff-unburdened closeouts and packaway inventory.

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Executive James Conroy noted the sales improvement was broad-based across merchandise and pointed to the Q2 guidance of flat to +3% comps as an indicator of current business health. Group President and COO Michael Hartshorn outlined three tariff mitigation strategies: negotiating better costs with vendors, carefully passing on price increases while maintaining a value gap, and utilizing closeouts and tariff-free packaway inventory.

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CEO James Conroy stated he will continue the existing brand strategies for Ross and dd's, focusing on evolutionary changes. He identified opportunities to enhance the store environment and marketing, calling marketing the "least developed muscle." He noted broad-based strength in Q4 but acknowledged a recent slowdown in February, which he believes is a transitory shock related to weather and consumer confidence.

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CEO Barbara Rentler explained that merchandising opportunities involve correcting execution issues in specific product categories and continuing to iterate on the brand strategy. She expressed confidence in the Q4 forecast due to the seasonal importance of currently strong categories like cosmetics and gifting. CFO Adam Orvos added that Q3 merchandise margin benefited from better-than-expected shrink results, while Q4 will face pressure from a packaway timing shift and continued investment in branded merchandise.

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Group President and COO Michael Hartshorn noted that comparable sales were strongest mid-quarter. CEO Barbara Rentler added that the company's stronger value offerings are resonating with customers and this strategy will continue. CFO Adam Orvos detailed the margin outlook, explaining that while distribution, buying, and freight costs were favorable, merchandise margin decreased by 80 basis points due to the brand strategy, with pressure expected to increase in the second half.

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President and CEO Patrice Louvet stated that while the general consumer is pressured, Ralph Lauren's core, more elevated consumer has remained resilient, and the company's strategy remains on offense. CFO Justin Picicci clarified that the full-year guidance incorporates a cautious view for the second half, particularly in North America, due to potential macro headwinds like tariffs and weakening consumer confidence, which is not reflected in current business momentum.

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Executive Patrice Louvet identified key investments in marketing (now ~7% of sales with ROI as the only constraint) and strategic store openings, noting significant white space in key cities globally. Executive Justin Picicci added that the company's philosophy is to balance long-term reinvestment with near-term margin goals, stating that in Q3 they successfully increased marketing spend while delivering SG&A leverage due to high-quality revenue growth.

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President and CEO Patrice Louvet attributed the international outperformance to the brand's timeless appeal, resonant product design, and an elevated go-to-market strategy in key cities. CFO Justin Picicci confirmed the company is on track for its 15% operating margin target for fiscal 2025, noting it is not a ceiling and that future expansion will come from modest gross margin gains and expense leverage.

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Executive Richard Hayne reported that May-to-date sales comps were similar to Q1's performance and reiterated the Q2 guidance for high single-digit total URBN sales growth. Co-President and COO Francis Conforti addressed the UO margin, stating that while a mid-to-high single-digit operating margin is a reasonable long-term goal, the immediate focus is on making steady progress toward profitability, which is not expected to be achieved this year.

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CEO Richard Hayne identified a major trend as a 'bottoms cycle,' with baggier styles driving sales and requiring slimmer tops. He also highlighted strength in outerwear, sneakers, FP Movement, and Anthropologie's activewear (Daily Practice) and new resort wear (Celandine) concepts. For Q1, he projected total URBN revenue growth in the mid- to high-single-digit range, with specific comp guidance for Anthropologie (mid-single-digit), Free People (low to mid-single-digit), and Urban Outfitters (flattish).

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CEO Richard Hayne expressed optimism for Q4, citing resilient consumer spending and strong sales from October that continued into early November. Co-President and COO Francis Conforti added that Q4 gross margin is expected to improve by about 100 basis points, driven primarily by a lower markdown rate at Urban Outfitters and improved initial margins (IMU).

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CEO Richard Hayne described a slight demand deceleration across all brands from mid-July into August, which he characterized as a return to more normal pre-COVID consumer behavior. He noted strong traffic is still driving positive transactions. Shea Jensen, President of Urban Outfitters North America, confirmed similar trends for UO but highlighted positive momentum in key back-to-school categories like denim, accessories, and home.

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President and CEO Chip Brewer confirmed the Golf Equipment segment's outlook remains positive with no material changes. Topgolf CEO Artie Starrs attributed recent softness primarily to macroeconomic pressure on corporate event spending, noting that consumers are responding very positively and immediately to new value initiatives like 'Sunday Funday' and 'Topgolf Nights'.

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Arthur Starrs, CEO of Topgolf, explained that neutral-weather markets are seeing an improvement from Q4, running down low- to mid-single digits. He expressed confidence in the full-year guidance due to easier comparisons, improving player metrics, and promising results from new value initiatives. Oliver Brewer, President and CEO, added that the new Elite product line has been launched with excitement and the Square to Square putter line, launched in Q4, has performed exceptionally well in a popular market category.

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President and CEO Chip Brewer explained that the recent decline in Topgolf's consumer business was evenly split between traffic and spend. He highlighted new games like 'Sonic the Hedgehog' and the new consumer data platform as key long-term growth drivers. Regarding golf equipment, Brewer characterized the Q3 market softness as short-term volatility, noting that sell-through trends had already recovered in late September and October.

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CEO Richard Zimmerman stated the focus is on driving market penetration in underpenetrated markets, which is a multi-year build. CFO Brian Witherow added that while the plan is volume-focused, they remain confident in improving guest spending and will maintain pricing discipline rather than discounting. Regarding costs, he explained the reset involves organizational structure changes, IT harmonization, and vendor negotiations, with early opportunities skewed toward headcount and later ones toward non-headcount savings.

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CEO Richard Zimmerman pointed to strong early 2025 momentum with attendance up 2% and season pass sales up 3%, emphasizing that higher volume is the main goal. CFO Brian Witherow stated that after realizing $50 million in cost synergies in 2024, the company is targeting another $70 million in 2025 by optimizing cost structures and leveraging scale, noting that any further cost pressure would likely be driven by positive volume growth.

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CEO Richard Zimmerman explained that Q3 attendance was up slightly, excluding hurricane impacts, while October's 20% surge was driven by strong execution, good weather, and the appeal of Halloween events. CFO Brian Witherow stated that the path to the 35% margin target will not be linear, as it is heavily dependent on the pace of attendance growth, which provides significant operating leverage.

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CEO Joanne Crevoiserat highlighted the intentional strategy of acquiring younger consumers (Gen Z/Millennials) and noted that the year-one retention rate for Gen Z at Coach is meaningfully increasing, signaling durable growth. Coach CEO Todd Kahn added that the brand is taking market share across the spectrum, citing its rise to #4 on the Lyst Index as proof of its global desirability. He emphasized that the focus on big product families like Tabby and New York allows for consistent and compelling innovation.

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CEO Joanne Crevoiserat highlighted that customer acquisition is accelerating, particularly with younger Gen Z and millennial consumers who transact at higher AURs and show greater frequency. CFO and COO Scott Roe affirmed his belief that the current EPS growth pace is sustainable, citing conviction in continued AUR/AUC strength, a disciplined investment strategy, and a strong balance sheet that provides optionality for future shareholder returns.

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Coach CEO Todd Kahn attributed the brand's success to the 'magic' of its product, citing immense demand for the new 'New York' collection that is not cannibalizing the Tabby family. CFO & COO Scott Roe explained that Q1's 280 bps gross margin expansion was aided by freight and mix, but expects full-year gross margin to drive operating margin expansion. Long-term drivers remain higher Average Unit Retail (AUR) from brand heat and lower Average Unit Cost (AUC) from supply chain efficiencies.

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CEO Harry Sommer acknowledged a brief period of "choppiness" in early April for Q3 European itineraries but noted a recent return to normal booking levels. He emphasized a strategy of prioritizing price over load factor, resulting in strong implied price growth for the back half of the year. CFO Mark Kempa confirmed that onboard spending remains robust and detailed that the company is accelerating initiatives from its $300 million cost-efficiency program to offset any top-line pressure without sacrificing guest experience, reaffirming confidence in 2026 targets.

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CEO Jason Liberty attributed the Q1 beat to strong, high-quality close-in demand, a trend that continued into April. He highlighted the company's 'flywheel' strategy, including loyalty programs, the value gap versus land vacations, and investments in destinations and technology as key long-term drivers. CFO Naftali Holtz added that conservatism in the guidance is reflected in maintaining a wide 100-basis-point range for yield growth, rather than narrowing it as is typical. He reaffirmed the company's commitment to its 'Perfecta' long-term growth targets.

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CEO Jason Liberty reported seeing strong, elevated demand across all global products and markets, with North America being exceptionally strong, driven by new assets and sophisticated AI-driven commercial tools. Regarding the broader market, Liberty stated they are still in the 'early innings' of the opportunity to capture a larger share, indicating significant room for growth.

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CEO Jason Liberty described demand as continuously strengthening through October, allowing for price increases despite hurricane-related noise. CFO Naftali Holtz explained that an optimal book position means using AI tools to build a solid base at higher rates, providing a strong runway to maximize yield into the wave season. Liberty added they are prioritizing revenue optimization over sheer volume to avoid 'leaving revenue on the table.'

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CEO Michelle Gass attributed the growth to broad-based strength across geographies and channels, with DTC up 12% and wholesale up 5%. She noted market share gains in U.S. men's and women's. CFO Harmit Singh explained that the record 62.1% Q1 gross margin was driven by lower product costs and favorable mix. He guided for Q2 gross margin to be up 80-100 bps, with more muted growth in the second half due to tougher comparisons.

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President and CEO Michelle Gass stated that Levi's outgrew the global denim market and achieved the #1 women's denim brand position in the U.S. She expressed confidence in the 2025 growth target, highlighting that it will be driven by underpenetrated areas like women's, tops, dresses, and the DTC channel. Gass emphasized the strategy is to evolve into a head-to-toe apparel brand rooted in denim, expanding the total addressable market.

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CEO Michelle Gass credited the Levi's brand growth to a 12% increase in the direct-to-consumer (DTC) channel, strong performance in the women's category, and market share gains that solidified its #1 position in U.S. women's denim. CFO Harmit Singh reaffirmed the long-term annual gross margin expansion algorithm of 30-40 basis points, highlighting potential upside from a higher DTC mix and increased full-price sales.

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CFO Meghan Frank explained that while an industry-wide negative traffic trend is affecting the U.S. business, this is being offset by an improvement in Average Order Value (AOV) and Units Per Transaction (UPT), driven by newness. She affirmed she is pleased with the current inventory level and composition, and the guidance for both Q1 and the full year assumes markdowns will be flat compared to the prior year.

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CFO Meghan Frank noted that while they don't disclose monthly traffic, U.S. e-commerce traffic was positive while store traffic was slightly lower, with overall results meeting expectations. CEO Calvin McDonald highlighted strong guest growth, with the North American membership program reaching 24 million members, and a pleasing start to the holiday season globally. Regarding margins, Frank reiterated the company's commitment to its long-term target of modest annual operating margin expansion.

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CFO Meghan Frank reiterated the company's commitment to the Power of Three x2 plan, which targets low double-digit growth in North America, while noting it's too early for a specific 2025 forecast. CEO Calvin McDonald explained that a new product organization structure, which balances design and merchandising, will drive consistency. Frank added that Q2 inventory was down 14%, in line with expectations, and markdowns were flat year-over-year, better than planned.

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CFO Meghan Frank reiterated commitment to the 'Power of Three x2' plan's low double-digit growth target for North America but noted it was too soon to forecast 2025. CEO Calvin McDonald explained that a new product organization structure now balances design and merchandising to improve consistency. Regarding inventory, Frank stated levels were down 14% as expected, with the main opportunity being in the product mix. Markdowns were flat year-over-year in Q2 and are expected to remain flat for the full year.

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CEO Winnie Park highlighted opportunities in reinforcing the core $5 and below offering and ensuring products above $5 provide exceptional value, with a renewed focus on the kid customer. COO Ken Bull reiterated the long-term potential for 3,500 stores, emphasizing disciplined growth by targeting specific returns and 4-wall EBITDA levels, densifying existing markets, and expanding into new ones like the Pacific Northwest.

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Interim CEO Ken Bull attributed the broad-based Q3 comp improvement to successful product chases, newness, and value in categories like style, tech, and a strong Halloween season. He confirmed a solid Black Friday weekend that was on plan but did not provide specific November comps. CFO Kristy Chipman clarified that the $21 million inventory reserve was an adjustment recorded within gross profit.

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Interim President and CEO Kenneth Bull noted that the trend of lower-income customers underperforming and higher-income customers outperforming continued from Q1, suggesting some trade-down benefits. While traffic improved in August, this dynamic persisted. Bull explained that store growth for 2025 is being moderated to 150-180 stores primarily to allow the organization to focus on executing the key turnaround initiatives.

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Executive Robert Helm stated that after a tough February, a recent step-change in momentum has brought quarter-to-date comps in line with guidance, but no benefit from the Big Lots closures is included in the forecast. He also noted tariffs create disruption that Ollie's thrives on, expecting it to become a buying opportunity. He added that SG&A leverage should occur around the midpoint of the 1-2% comp range.

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CFO Robert Helm detailed the Q3 comp flow, noting a flyer shift and weather impacted results, but confirmed strong November trends and a 100 bps comp benefit expected in Q4 from the shifted flyer. CEO-elect Eric van der Valk discussed the opportunistic real estate strategy, a self-imposed annual new store governor of 75-80 units, and how Ollie's scale and strong balance sheet are enhancing closeout deal flow.

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CFO Robert Helm noted that comparable sales were positive in all three months of Q2, with momentum continuing into August, though guidance remains cautious due to competitor liquidations. Executive Vice President and COO Eric van der Valk stated the company is raising its long-term unit growth floor to 10% annually with the ability to accelerate, citing real estate and market share opportunities from distressed retailers. CEO John Swygert emphasized that Ollie's growing size and scale solidify its position as the 'first call' for closeout vendors.

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CEO Eric van der Valk confirmed that deal flow is very strong, driven by retail bankruptcies and store closures, which he believes will continue. CFO Robert Helm noted that customer traffic was strong and built throughout Q1, with the core comp in Q2 running in the low to mid-single-digit range, despite some weather-related impact on seasonal categories.

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CFO Jill Timm stated she feels good about the health of inventory, noting the 2% year-over-year increase was a deliberate investment in proprietary brands and categories like jewelry, which resonated well with customers in Q4. She expects inventory churn to be flat for the full year 2025. Regarding costs, Timm highlighted that the SG&A reduction guidance of 3.5% to 5% is more aggressive than the typical 1-1.5% comp leverage point. Savings are being driven by store and fulfillment center closures, headcount rationalization, lower marketing spend, and continued optimization of store labor through initiatives like self-checkout.

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CEO Kirsten Lynch identified several key indicators: real-time Net Promoter Scores, daily visitation data against expectations, and external factors like market-wide lodging bookings. She noted that for the spring, strong conditions, positive guest experience scores, healthy lodging indicators, and data on remaining pass holder usage all support the company's positive outlook. The company did not provide a specific normalized revenue growth rate.

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CEO Kirsten Lynch addressed normalization by noting that after an industry-wide visitation decline last year, pass sales for the current season remained resilient, with units down only 2%. This demonstrates the stability provided by the pass program despite the lagging effects of last season's normalization. The call did not provide a specific breakdown of early season visitation vs. ancillary spend.

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CEO Fran Horowitz-Bonadies reiterated that Hollister has strong momentum while Abercrombie has had a more normalized start to the year, but noted positive signs in dresses, skirts, and swim, with the goal to grow both brands for the year. CFO Robert Ball stated that while the current guide doesn't assume significant operating leverage, sales outperformance would likely generate leverage. COO Scott Lipesky emphasized the focus is on driving top-line growth, which produces strong flow-through and allows the bottom line to grow faster than the top line.

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CEO Fran Horowitz-Bonadies expressed excitement about balanced global performance, driven by localized assortments and marketing, and confirmed a strong start to the holiday season with well-staffed stores and distribution centers. COO Scott Lipesky stated that Q4 gross margin is expected to be roughly flat year-over-year, with lower promotions being offset by higher freight costs and FX headwinds. He added that the company feels great about its inventory position, having proactively used air freight to ensure readiness for peak season.

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CEO Fran Horowitz-Bonadies noted strong global performance driven by localized playbooks and a strong start to the holiday season with well-stocked stores. COO Scott Lipesky expects the Q4 gross margin to be roughly flat to last year, with lower promotions offset by freight and FX headwinds. He expressed confidence in inventory levels, explaining the increase was a proactive measure to ensure product availability for the holidays.

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CEO Fran Horowitz-Bonadies attributed the strong performance to balanced growth across brands, regions, and genders, with consistent strength in tops, bottoms, and dresses, as well as newness in men's suiting. CFO & COO Scott Lipesky outlined long-term margin opportunities, pointing to top-line growth potential in underpenetrated international markets, further gross margin gains from inventory management, and future operating leverage from strategic investments.

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CEO David Maher stated the golfer base is healthy, especially in the U.S., and the company plans for flat rounds played, with weather being the variable. He noted international macro conditions are softer but still plans for growth. CFO Sean Sullivan added that channel inventory is very healthy. For gross margin, he cited higher ASPs from pricing actions, a normalized supply chain, and distribution efficiencies as positive drivers for 2025.

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President and CEO David Maher stated that U.S. rounds of play are up nearly 2% year-to-date, on pace with 2021's record, while international rounds are down about 2%, highlighting the U.S. consumer's resilience. Maher described the equipment promotional environment as 'steady state' but noted footwear as a 'watch out'. CFO Sean Sullivan confirmed the back-half gross margin outlook is consistent with the first half, supported by strong club sales volume, pricing, and efficiency.

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CEO Antony Spring explained that while the 'Bold New Chapter' strategy shows progress in reimagined stores, the cautious guidance reflects the large number of stores yet to be updated and the uncertain economic environment. COO & CFO Adrian Mitchell added that SG&A pressure is due to reinvesting savings from store closures into customer-facing growth initiatives, which is partially offset by operational efficiencies.

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CEO Antony Spring pointed to the positive 1.9% comp in 'First 50' locations as a key indicator of growth potential, highlighting strength in various categories and the completion of the private brand reinvention as a future tailwind. COO & CFO Adrian Mitchell added that while navigating a competitive environment, the company is encouraged by top-line momentum and fundamental improvements in execution, such as better in-stocks and faster delivery, which support profitable growth.

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CEO Tony Spring noted that Q2 sales were softer than expected mid-quarter, prompting swift actions in marketing and inventory that showed positive effects carrying into Q3. He highlighted the 'First 50' stores as a successful model. COO and CFO Adrian Mitchell explained that the gross margin outlook is supported by disciplined inventory management, favorable shortage trends from asset protection initiatives, and lower delivery costs through carrier diversification and fulfillment optimization.

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Chairman & CEO Tony Spring declined to give specific May figures but confirmed the trend was better than prior months and that consumer demand is stronger than sentiment suggests. In 'Reimagine' stores, he highlighted improved regular-price sell-through, positive customer sentiment feedback, better colleague engagement, and lower staff turnover as key indicators of success.

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CEO Marc Swanson noted that Q3 attendance was volatile due to weather and calendar shifts but highlighted a strong recovery post-Hurricane Milton, with attendance up approximately 8% day-to-day in late October/early November, driven by popular Halloween events. Interim CFO James Forrester added that the company is targeting approximately $20 million in new cost-saving initiatives for 2025, focusing on technology to improve labor efficiency and reduce utility and insurance costs.

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