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President, CEO & Director Doug Mcmillon stated that maintaining flexibility is paramount, so a precise forecast is not prudent. He praised the merchant team's ability to navigate the dynamic environment by managing costs, elasticities, and sell-throughs. He affirmed the focus remains on achieving the full-year goal of growing profit faster than sales while preserving the ability to make item-level decisions.

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CFO John David Rainey confirmed that general merchandise has been deflationary for over a year, but noted that units grew in the quarter. Walmart U.S. CEO John Furner added that categories like toys and apparel were strong and that eCommerce growth rates in general merchandise are higher than in-store. He also mentioned that the quarter ended strong after a weather-impacted February.

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CFO John David Rainey explained that while the mix shift to higher-cost e-commerce channels creates pressure on SG&A, the company maintains a 'hyper focus' on costs. He identified supply chain automation as a major long-term driver of efficiency, noting that less than half of U.S. stores are currently served by full automation. He also cited higher Q4 marketing spend as a factor in the quarterly deleverage.

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CEO Doug McMillon called it an 'all of the above' situation, driven by both value and convenience. Walmart U.S. CEO John Furner added that convenience options are attracting these shoppers, who are buying premium grocery items like organic produce and grass-fed beef via pickup and delivery. Sam's Club CEO Christopher Nicholas noted their higher-income members are responding to both price and an enhanced, more convenient experience.

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EVP & CFO Mike Diamond acknowledged ongoing end-market pressures for Maaco and Collision but noted the full-year guidance incorporates a range of outcomes. President & CEO Danny Rivera added that there are no 'tremendously new' competitive dynamics in these mature industries, and highlighted that the Meineke brand is performing quite well.

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EVP and CFO Michael Diamond explained that higher SG&A reflects deliberate investments in long-term growth initiatives like Driven Advantage and its fleet business. EVP and COO Danny Rivera added that the business is resilient in a downturn, as most services are non-discretionary and an aging car park from deferred new vehicle purchases acts as a tailwind for the repair businesses.

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CEO Tom Taylor stated that the company is very pleased with its professional business, which has been a source of strength. The homeowner side remains challenged due to the weak existing home sales market, leading to smaller projects like backsplashes instead of full renovations. He noted that the purchasing behavior is similar, with both customer types gravitating towards 'better and best' products. The primary difference is the lower engagement and smaller project size from homeowners in the current environment.

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CEO Tom Taylor declined to rank the factors but outlined the key levers. These include securing better costs through global sourcing diversification, a favorable mix shift as consumers buy 'better and best' products, continued benefits from lower year-over-year supply chain costs, and higher-margin sales driven by the growing in-store design team. He noted that taking price is the final lever they can pull while maintaining a significant gap to competitors. CFO Bryan Langley added that these efforts are powerful enough to offset the 60-70 basis point drag from new distribution centers.

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CEO Jack Sinclair highlighted the success of their foraging team and Sprouts brand in driving innovation, stating they aim to be a launchpad for entrepreneurs and are not seeing significant competitive pressure on organic pricing due to long-term supplier contracts. CFO Curtis Valentine added that Sprouts is working through the details of a long-term extension with their partner KeHE.

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CEO Jack Sinclair expressed confidence that the current 23,000 sq. ft. store format has ample capacity for growth, noting that space reductions came from back-of-house areas and self-checkout has improved throughput. CFO Curtis Valentine projected that e-commerce will continue to grow as a percentage of sales, albeit at a more moderate pace than in recent years.

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Interim CEO & Chairman Ronald Sargent attributed strong identical sales to pharmacy, fresh, e-commerce, and Our Brands. EVP & CFO David Kennerly added that inflation was just under 2%, the impact from Express Scripts was minimal, and GLP-1s continue to show good growth. Regarding consumers, Mr. Sargent noted that shoppers across income levels are cautious, eating at home more, making more frequent trips with smaller baskets, and seeking value through promotions and Our Brands.

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Interim CEO & Chairman Ronald Sargent attributed the 3.2% identical sales growth to strong performance in pharmacy, fresh, e-commerce, and Our Brands. EVP & CFO David Kennerly noted that inflation was just under 2% and the impact from ESI was minimal. Regarding consumers, Mr. Sargent described all shoppers as cautious, leading to more meals at home, increased coupon use, and softer discretionary spending, to which Kroger is responding with enhanced value offerings.

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Interim CFO Todd Foley explained that wage pressure is largely predictable due to multi-year union contracts. Regarding liability claims, he clarified that while safety incident rates are at record lows, the average cost to settle claims has increased, necessitating a one-time reserve adjustment in Q2 not expected to recur.

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CEO Steven Lawrence attributed the softness in basketball and golf primarily to weather. Regarding the potential merger, he declined to comment on competitors' strategies, stating Academy will remain focused on its own opportunities, such as its broad assortment including a large outdoor business, its value proposition, and its focus on a younger family demographic.

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CEO Steve Lawrence described the Nike launch as the 'most meaningful in company history,' covering 140+ stores with broad assortments, but declined to provide further product specifics at this time. Regarding competition, he stated the promotional environment is slightly more elevated than last year but in line with expectations. He also noted that digital sales are performing in line with expectations and store trends.

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CEO Steve Lawrence expressed confidence in the holiday positioning, confirming better allocations from Stanley and YETI, and noting the emergence of Owala as a strong third brand. He also mentioned expanded distribution for brands like Birkenstock. For digital, he stated that dot-com penetration was up 30 basis points to 9.7% of sales, and clarified that DoorDash sales are not currently included in that number but will be in a future phase.

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CEO Michael Creedon noted that Q2 is traditionally the weakest seasonal quarter. However, he believes the expanded multi-price assortment is changing this dynamic by providing a year-round draw. While not specifying where new higher-income shoppers came from, he emphasized the goal is to create a 'sticky' relationship with them by exceeding their expectations.

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President and CEO Lauren Hobart explained that market share gains are broad-based, stemming from the company's ability to tell a complete brand story rooted in sport. Executive VP & CFO Navdeep Gupta added that gains are coming from core categories and that FTC approval for the Foot Locker deal is anticipated in the second half of the year.

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President and CEO Lauren Hobart highlighted GameChanger's growth, with 5.5 million unique active users in Q3, and its strategic alignment with DICK'S. She also mentioned that House of Sport has fostered new partnerships with brands like GOAT Lacrosse and Free People Movement. CFO Navdeep Gupta added that GameChanger is expected to be a $100 million revenue business in 2024, growing at a 30-40% CAGR, and is highly profitable as a SaaS model with a multi-billion dollar addressable market.

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CFO Navdeep Gupta confirmed that first-half comps benefited from lapping prior-year store conversion closures, an effect that will moderate in the second half. For H2 gross margin, he noted that while occupancy costs will still deleverage, the impact will be less than previously expected due to higher sales. He also highlighted that the Q3 calendar shift will be a headwind, but merchandise margins are expected to rise modestly due to strong product assortment.

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SVP of Finance Ryan Brody clarified that the Q1 occupancy deleverage was a function of lower revenue in the quarter and that the company still expects the full-year gross margin to be roughly flat to the prior year. CEO John Reed and CMO Jennifer Porter both stated there has been no significant change in consumer behavior across ticket sizes. Porter added that while April traffic was softer, conversion and engagement remain strong once clients are in the store or online.

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CEO John Reed explained that the inventory build was a deliberate strategy to support best-selling collections and prepare for new 2025 product launches. CFO Dawn Phillipson indicated that Q4 gross margin will face pressure from lapping last year's significant abnormal backlog deliveries and from pre-opening expenses for new showrooms. She deferred specific 2025 guidance.

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CEO Jason Potter reported that while it's early for a direct sales impact, the initial results are very positive. He highlighted that store fill rates have significantly improved, jumping from the 92-93% range to over 99%. He expects this improved ability to match supply and demand will translate to sales growth over time, with a full rollout completed by the end of Q2.

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Chairman Eric Lindberg stated that he does not believe they lost operators due to the system issues, noting that overall turnover remained in line with historical levels. He explained that the goal for Q2 is to restore the previous functionality to stabilize the environment. The subsequent phase will focus on enhancements to make the new system superior to the old one, with a target to achieve this by the end of the year.

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Interim President and CEO Eric Lindberg explained the CEO transition was a mutual agreement following a period of operational challenges, with no major disagreement or new findings. He stated the system is 'fully functional' but still requires enhancements for speed and efficiency, noting that the restoration of the real-time order guide for operators is a key remaining task. The search for a new CEO is focused on finding a leader with public company and retail scaling experience.

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President Brent Kirby clarified that while the Q1 impact was immaterial, some tariff-related costs are beginning to flow through in Q2, though the situation remains fluid due to exemptions and negotiations. Executive Brad Beckham stated definitively that they are seeing "no pull forward" in demand from either professional or DIY customers, as this behavior is not typical for the auto parts business model.

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CEO Todd Vasos described the market as fluid and competitive, noting that competitor closures create opportunities, with drug stores being the largest share donor. He highlighted that the trade-in from new customers accelerated into Q1. Vasos sees the plan to expand delivery to 10,000 stores as a key competitive advantage, particularly in rural America, with the DG Media Network serving as the linchpin to leverage this growth and drive margin.

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Executive Gary Millerchip explained that significant inflation in egg prices was the primary driver of bakery inflation, outweighing deflation in sugar and butter. Regarding the average ticket, he noted a positive turn over the past year, driven more by an increase in items per basket, particularly in non-foods, rather than by price inflation.

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Executive Gary Millerchip stated that Costco primarily focuses on competing with itself but noted a significant tailwind from disruption in the retail pharmacy industry, which is driving substantial growth in Costco's pharmacy business. Regarding Scan & Go, Executive Ron Vachris acknowledged that while they hear about it, the company's focus is on improving the front-end experience through options like self-checkout and will continue to monitor technology, but it is not a frequent member request at this time.

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CFO Jed Gold explained that the decrease in capital expenditures is primarily due to two factors: a fewer number of planned greenfield openings for the year and a slightly higher mix of ground leases within the new build pipeline, which do not require capital for land purchases. He noted that core store maintenance CapEx remains consistent.

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CEO Robert Eddy expressed cautious optimism for the holidays, expecting stronger general merchandise performance and noting that 30% growth in digitally-enabled sales drives larger baskets despite slightly higher labor costs. CFO Laura Felice added that the growing fresh business carries a lower margin rate, a strategic trade-off for boosting long-term member loyalty and shopping frequency.

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CFO Laura Felice explained that margin investments are to maintain BJ's core value proposition, which is their 'North Star.' She noted the comp cadence reflects lapping dynamics from the prior year. CEO Bob Eddy clarified that Fresh 2.0 is not a significant gross margin headwind, as perishables have similar gross margin rates to other divisions. The initiative's goal is to drive member engagement and trips, which boosts long-term value even with some investment costs below the gross margin line.

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CFO Laura Felice reiterated that delivering value is the company's 'North Star,' and they will continue to invest in pricing. She noted the comp cadence expectation (stronger first half) is unchanged from initial guidance. CEO Bob Eddy clarified that initiatives like Fresh 2.0 are not a gross margin headwind; their purpose is to drive member engagement and trips, which ultimately boosts loyalty and overall sales.

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CEO Robert Eddy explained that while tariffs can raise consumer prices, periods of price inflation have historically benefited BJ's as shoppers seek value. He noted the company has less exposure than many retailers and robust processes for managing cost inflation. On digital, Eddy attributed the growth to a focus on convenience, with digitally-engaged members spending more. CFO Laura Felice added that 90% of digital sales are fulfilled by clubs, which is a key structural advantage.

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COO Michael Fiddelke reiterated that the primary profit pressures were from discretionary sales deceleration and unique costs like managing inventory around the port strike, without providing a specific dollar amount. He framed the Target Circle relaunch as a positive investment, highlighting the addition of 3 million new members and nearly 20% growth in same-day delivery, stating it is accretive to the top and bottom line over time.

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CEO Philip Daniele explained that a return to historical 3-5% ticket growth would be driven by parts technology and cost inflation, which he expects to normalize in 2025, and noted that tariffs are typically passed on to consumers. Both Daniele and CFO Jamere Jackson acknowledged the current consumer pressure is unique but emphasized the business's resilience due to its non-discretionary, needs-based nature.

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CEO Marvin Ellison asserted that Lowe's will remain price competitive and will not cede market share, using a portfolio approach to manage pricing. EVP, Merchandising, Bill Boltz added that about 20% of sourcing is from China and they are actively diversifying. Regarding the marketplace, Ellison expressed high expectations, noting the partnership with Miracle will help scale the business, expand assortment without adding inventory, and is a key component of a successful omnichannel strategy.

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Chairman and CEO Marvin Ellison affirmed that Lowe's will remain price competitive and will not cede market share, leveraging its pricing tools and strong supplier relationships. EVP, Merchandising Bill Boltz detailed the company's sourcing mix, with 60% from the U.S. and about 20% from China, noting ongoing diversification efforts. Regarding the marketplace, Marvin Ellison expressed high expectations, highlighting the partnership with Miracle for scalability. He sees it as a crucial element for omnichannel growth, allowing Lowe's to expand its assortment into premium and value tiers without adding inventory or fulfillment capital.

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