5月20日,科爾士百貨公司(Kohl's)報告稱,其第一季度的凈銷售額增長了69.5%:這是說明美國人正在從去年被新冠疫情壓抑的購物欲中恢復(fù)過來的最新證據(jù)。
科爾士的驚人增長率很大程度上要?dú)w因于在一年前的疫情中,其門店一度關(guān)門數(shù)周。但這樣的出色表現(xiàn)依然超乎人們預(yù)期。本周早些時候,科爾士的同行——塔吉特(Target)、沃爾瑪(Walmart)、家得寶(Home Depot)、T.J. Maxx和梅西(Macy's)等百貨公司也匯報了類似的業(yè)績表現(xiàn),而這得益于顧客們在購物欲被疫情壓抑后,迎來了一輪“報復(fù)性消費(fèi)”。
5月20日,科爾士的首席執(zhí)行官米歇爾?加斯在與華爾街分析師的電話會談中說:“美國消費(fèi)者現(xiàn)在有著強(qiáng)勁的購買力。財政刺激計劃的出臺、疫情隔離措施的解封、人們的生活漸漸恢復(fù)常態(tài),這些都拉動了消費(fèi)增長。”
但這種大環(huán)境的受益者是整個零售業(yè),而不是科爾士一家?,F(xiàn)在亟待解決的問題是,消費(fèi)的增長在前疫情時代就已經(jīng)滯脹多年,如何走出這樣的困境?加斯最近與一些活躍的投資者展開了唇槍舌劍的論戰(zhàn),對于如何重振這家擁有1100家連鎖店的百貨公司,她有自己的計劃。
該計劃包括把重心放在運(yùn)動服飾上——到目前為止,這已經(jīng)為科爾士帶來了巨大的回報;還包括加快更多店面的改造,使之煥然一新,以及提高公司電商平臺的服務(wù)效率??茽柺窟€有一個戰(zhàn)略重點是:和服飾集團(tuán)LVMH旗下的絲芙蘭(Sephora)聯(lián)手開展美妝業(yè)務(wù)。
加斯告訴《財富》雜志:“還有幾個月,我們就將迎來一場戰(zhàn)略調(diào)整——可以說是有史以來最大的戰(zhàn)略調(diào)整?!笨茽柺康母母飳?00家絲芙蘭門店開始:絲芙蘭原先與服裝商場彭尼公司(J.C. Penney)達(dá)成了長期合作協(xié)議,但因為后者的慘淡經(jīng)營而終止。之后,將由科爾士為這家廣受歡迎的美妝品牌提供一個新家。
盡管上一季的凈銷售額增長令人瞠目結(jié)舌,但和2019年相比,還是低了大約4%。(今年3月和4月,當(dāng)疫苗接種率上升,疫情隔離措施放寬時,凈銷售額都高于2019年同期。)相比之下,塔吉特和沃爾瑪?shù)匿N售額都遠(yuǎn)高于當(dāng)年的水平——這就表明,科爾士面臨的業(yè)績壓力不僅是要彌補(bǔ)疫情帶來的損失,還要能夠有“真正的增長”——和疫情之前的常態(tài)相比,也要有增長。
除了絲芙蘭,科爾士還依靠一系列國民品牌立足,例如Lands'End、Cole Haan和Calvin Klein,并致力于改善其家居業(yè)務(wù)——盡管它在這一賽道上將面臨來自塔吉特和Bed Bath&Beyond等公司的激烈競爭。而且,它已經(jīng)撤銷了許多臨時入駐線下門店的品牌,從而在電商崛起、線下門店已經(jīng)不再重要的形勢中,讓門店更加精簡。
受今年強(qiáng)勁開局的鼓舞,科爾士將其2022年的凈銷售額預(yù)期提高到15%至20%,之前是處在10%至20%的中間水平。部分原因是加斯樂觀地認(rèn)為,科爾士在下一次“大考”中會做得很好:距離學(xué)生返校只有幾周之遙,假期結(jié)束后的這段時間一直是科爾士一年中最繁忙的時段。
“這完美契合了我們正在加倍努力的重點業(yè)務(wù):運(yùn)動休閑裝、牛仔服飾等。我們一直是返校購物季的理想目的地,我認(rèn)為,我們的表現(xiàn)從未像現(xiàn)在這么強(qiáng)勢過?!奔铀拐f。(財富中文網(wǎng))
編譯:陳聰聰
5月20日,科爾士百貨公司(Kohl's)報告稱,其第一季度的凈銷售額增長了69.5%:這是說明美國人正在從去年被新冠疫情壓抑的購物欲中恢復(fù)過來的最新證據(jù)。
科爾士的驚人增長率很大程度上要?dú)w因于在一年前的疫情中,其門店一度關(guān)門數(shù)周。但這樣的出色表現(xiàn)依然超乎人們預(yù)期。本周早些時候,科爾士的同行——塔吉特(Target)、沃爾瑪(Walmart)、家得寶(Home Depot)、T.J. Maxx和梅西(Macy's)等百貨公司也匯報了類似的業(yè)績表現(xiàn),而這得益于顧客們在購物欲被疫情壓抑后,迎來了一輪“報復(fù)性消費(fèi)”。
5月20日,科爾士的首席執(zhí)行官米歇爾?加斯在與華爾街分析師的電話會談中說:“美國消費(fèi)者現(xiàn)在有著強(qiáng)勁的購買力。財政刺激計劃的出臺、疫情隔離措施的解封、人們的生活漸漸恢復(fù)常態(tài),這些都拉動了消費(fèi)增長。”
但這種大環(huán)境的受益者是整個零售業(yè),而不是科爾士一家。現(xiàn)在亟待解決的問題是,消費(fèi)的增長在前疫情時代就已經(jīng)滯脹多年,如何走出這樣的困境?加斯最近與一些活躍的投資者展開了唇槍舌劍的論戰(zhàn),對于如何重振這家擁有1100家連鎖店的百貨公司,她有自己的計劃。
該計劃包括把重心放在運(yùn)動服飾上——到目前為止,這已經(jīng)為科爾士帶來了巨大的回報;還包括加快更多店面的改造,使之煥然一新,以及提高公司電商平臺的服務(wù)效率??茽柺窟€有一個戰(zhàn)略重點是:和服飾集團(tuán)LVMH旗下的絲芙蘭(Sephora)聯(lián)手開展美妝業(yè)務(wù)。
加斯告訴《財富》雜志:“還有幾個月,我們就將迎來一場戰(zhàn)略調(diào)整——可以說是有史以來最大的戰(zhàn)略調(diào)整?!笨茽柺康母母飳?00家絲芙蘭門店開始:絲芙蘭原先與服裝商場彭尼公司(J.C. Penney)達(dá)成了長期合作協(xié)議,但因為后者的慘淡經(jīng)營而終止。之后,將由科爾士為這家廣受歡迎的美妝品牌提供一個新家。
盡管上一季的凈銷售額增長令人瞠目結(jié)舌,但和2019年相比,還是低了大約4%。(今年3月和4月,當(dāng)疫苗接種率上升,疫情隔離措施放寬時,凈銷售額都高于2019年同期。)相比之下,塔吉特和沃爾瑪?shù)匿N售額都遠(yuǎn)高于當(dāng)年的水平——這就表明,科爾士面臨的業(yè)績壓力不僅是要彌補(bǔ)疫情帶來的損失,還要能夠有“真正的增長”——和疫情之前的常態(tài)相比,也要有增長。
除了絲芙蘭,科爾士還依靠一系列國民品牌立足,例如Lands'End、Cole Haan和Calvin Klein,并致力于改善其家居業(yè)務(wù)——盡管它在這一賽道上將面臨來自塔吉特和Bed Bath&Beyond等公司的激烈競爭。而且,它已經(jīng)撤銷了許多臨時入駐線下門店的品牌,從而在電商崛起、線下門店已經(jīng)不再重要的形勢中,讓門店更加精簡。
受今年強(qiáng)勁開局的鼓舞,科爾士將其2022年的凈銷售額預(yù)期提高到15%至20%,之前是處在10%至20%的中間水平。部分原因是加斯樂觀地認(rèn)為,科爾士在下一次“大考”中會做得很好:距離學(xué)生返校只有幾周之遙,假期結(jié)束后的這段時間一直是科爾士一年中最繁忙的時段。
“這完美契合了我們正在加倍努力的重點業(yè)務(wù):運(yùn)動休閑裝、牛仔服飾等。我們一直是返校購物季的理想目的地,我認(rèn)為,我們的表現(xiàn)從未像現(xiàn)在這么強(qiáng)勢過。”加斯說。(財富中文網(wǎng))
編譯:陳聰聰
In the latest proof point of how Americans, deprived of their national pastime of shopping for months last year, are making up for lost time, Kohl's reported on May 20 that net sales rose 69.5% in the first quarter.
Such an astonishing increase for Kohl's is largely attributable to its stores being closed for weeks a year ago. But the sales increase nonetheless was better than expected as Kohl's, just like Target, Walmart, Home Depot, T.J. Maxx and Macy's reported earlier this week, benefited from pent-up demand from shoppers armed with stimulus checks.
"The U.S. consumer is in a stronger position," said Kohl's CEO Michelle Gass on a call with Wall Street analysts May 20. "Spending has picked up driven by stimulus, easing COVID restrictions and people resuming more normalcy in their daily lives."
But that has benefitted all of retail, begging the question of how Kohl's specifically can benefit this spending surge to shake off years of stagnation pre-pandemic. Gass recently got through a battle with activist investors over her plan to revitalize the 1,100-store chain.
That plan involves making an even bigger bet on activewear, one that has paid off so far for Kohl's, remodeling more stores more quickly to beautify them and make them more efficient as e-commerce nodes, and in a major coup for Kohl's, launching a beauty business with LVMH's Sephora.
"We're just months away from what is going to be one of, if not the biggest game changer, in our history," Gass told Fortune. Kohl's will start with 200 Sephora shops, offering the popular beauty brand a new home after its long deal with J.C. Penney ended amid that retailer's decline.
Despite the jaw-dropping sales increase last quarter, Kohl's net sales came in about 4% below 2019 levels. (For March and April, when rising vaccination rates helped ease restrictions, they were above 2019 net sales.) In contrast, both Target and Walmart are well above sales levels of that year, showing Kohl's is facing pressure not just to recapture business lost to the pandemic but truly return to growth.
In addition to Sephora, Kohl's has built up its stable of national brands like Lands' End, Cole Haan, and Calvin Klein and is working on improving its home furnishings business, even as it will face tough competition from Target and Bed Bath & Beyond on that front. And it has shed a number of its week store brands, allowing it to de-clutter stores at a time e-commerce makes it less necessary for retailers to have so much stuff on the sales floor.
Buoyed by a strong start to the year, Kohl's raised its net sales expectations for 2022 to an increase in the mid-to-high teens percentage range, compared to the previous outlook in the mid-teens. Part of that is Gass' bullishness that Kohl's will do well in its next big test: Back-to-School, which is only a few weeks away, and is Kohl's busiest time of the year after the holiday season.
"It plays right into everything we're doubling down on: athleisure, denim, etc. So we've always been a strong destination for back to school and I think we've never been set up as strongly as we are today," says Gass.