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这家百货商场用业绩告诉人们:顾客们回来了

这家百货商场用业绩告诉人们:顾客们回来了

王波非(Phil Wahba) 2021年05月21日
美国消费者现在有着强劲的购买力。财政刺激计划的出台、疫情隔离措施的解封、人们的生活渐渐恢复常态,这些都拉动了消费增长。

5月20日,科尔士百货公司(Kohl's)报告称,其第一季度的净销售额增长了69.5%:这是说明美国人正在从去年被新冠疫情压抑的购物欲中恢复过来的最新证据。

科尔士的惊人增长率很大程度上要归因于在一年前的疫情中,其门店一度关门数周。但这样的出色表现依然超乎人们预期。本周早些时候,科尔士的同行——塔吉特(Target)、沃尔玛(Walmart)、家得宝(Home Depot)、T.J. Maxx和梅西(Macy's)等百货公司也汇报了类似的业绩表现,而这得益于顾客们在购物欲被疫情压抑后,迎来了一轮“报复性消费”。

5月20日,科尔士的首席执行官米歇尔•加斯在与华尔街分析师的电话会谈中说:“美国消费者现在有着强劲的购买力。财政刺激计划的出台、疫情隔离措施的解封、人们的生活渐渐恢复常态,这些都拉动了消费增长。”

但这种大环境的受益者是整个零售业,而不是科尔士一家。现在亟待解决的问题是,消费的增长在前疫情时代就已经滞胀多年,如何走出这样的困境?加斯最近与一些活跃的投资者展开了唇枪舌剑的论战,对于如何重振这家拥有1100家连锁店的百货公司,她有自己的计划。

该计划包括把重心放在运动服饰上——到目前为止,这已经为科尔士带来了巨大的回报;还包括加快更多店面的改造,使之焕然一新,以及提高公司电商平台的服务效率。科尔士还有一个战略重点是:和服饰集团LVMH旗下的丝芙兰(Sephora)联手开展美妆业务。

加斯告诉《财富》杂志:“还有几个月,我们就将迎来一场战略调整——可以说是有史以来最大的战略调整。”科尔士的改革将从200家丝芙兰门店开始:丝芙兰原先与服装商场彭尼公司(J.C. Penney)达成了长期合作协议,但因为后者的惨淡经营而终止。之后,将由科尔士为这家广受欢迎的美妆品牌提供一个新家。

尽管上一季的净销售额增长令人瞠目结舌,但和2019年相比,还是低了大约4%。(今年3月和4月,当疫苗接种率上升,疫情隔离措施放宽时,净销售额都高于2019年同期。)相比之下,塔吉特和沃尔玛的销售额都远高于当年的水平——这就表明,科尔士面临的业绩压力不仅是要弥补疫情带来的损失,还要能够有“真正的增长”——和疫情之前的常态相比,也要有增长。

除了丝芙兰,科尔士还依靠一系列国民品牌立足,例如Lands'End、Cole Haan和Calvin Klein,并致力于改善其家居业务——尽管它在这一赛道上将面临来自塔吉特和Bed Bath&Beyond等公司的激烈竞争。而且,它已经撤销了许多临时入驻线下门店的品牌,从而在电商崛起、线下门店已经不再重要的形势中,让门店更加精简。

受今年强劲开局的鼓舞,科尔士将其2022年的净销售额预期提高到15%至20%,之前是处在10%至20%的中间水平。部分原因是加斯乐观地认为,科尔士在下一次“大考”中会做得很好:距离学生返校只有几周之遥,假期结束后的这段时间一直是科尔士一年中最繁忙的时段。

“这完美契合了我们正在加倍努力的重点业务:运动休闲装、牛仔服饰等。我们一直是返校购物季的理想目的地,我认为,我们的表现从未像现在这么强势过。”加斯说。(财富中文网)

编译:陈聪聪

5月20日,科尔士百货公司(Kohl's)报告称,其第一季度的净销售额增长了69.5%:这是说明美国人正在从去年被新冠疫情压抑的购物欲中恢复过来的最新证据。

科尔士的惊人增长率很大程度上要归因于在一年前的疫情中,其门店一度关门数周。但这样的出色表现依然超乎人们预期。本周早些时候,科尔士的同行——塔吉特(Target)、沃尔玛(Walmart)、家得宝(Home Depot)、T.J. Maxx和梅西(Macy's)等百货公司也汇报了类似的业绩表现,而这得益于顾客们在购物欲被疫情压抑后,迎来了一轮“报复性消费”。

5月20日,科尔士的首席执行官米歇尔•加斯在与华尔街分析师的电话会谈中说:“美国消费者现在有着强劲的购买力。财政刺激计划的出台、疫情隔离措施的解封、人们的生活渐渐恢复常态,这些都拉动了消费增长。”

但这种大环境的受益者是整个零售业,而不是科尔士一家。现在亟待解决的问题是,消费的增长在前疫情时代就已经滞胀多年,如何走出这样的困境?加斯最近与一些活跃的投资者展开了唇枪舌剑的论战,对于如何重振这家拥有1100家连锁店的百货公司,她有自己的计划。

该计划包括把重心放在运动服饰上——到目前为止,这已经为科尔士带来了巨大的回报;还包括加快更多店面的改造,使之焕然一新,以及提高公司电商平台的服务效率。科尔士还有一个战略重点是:和服饰集团LVMH旗下的丝芙兰(Sephora)联手开展美妆业务。

加斯告诉《财富》杂志:“还有几个月,我们就将迎来一场战略调整——可以说是有史以来最大的战略调整。”科尔士的改革将从200家丝芙兰门店开始:丝芙兰原先与服装商场彭尼公司(J.C. Penney)达成了长期合作协议,但因为后者的惨淡经营而终止。之后,将由科尔士为这家广受欢迎的美妆品牌提供一个新家。

尽管上一季的净销售额增长令人瞠目结舌,但和2019年相比,还是低了大约4%。(今年3月和4月,当疫苗接种率上升,疫情隔离措施放宽时,净销售额都高于2019年同期。)相比之下,塔吉特和沃尔玛的销售额都远高于当年的水平——这就表明,科尔士面临的业绩压力不仅是要弥补疫情带来的损失,还要能够有“真正的增长”——和疫情之前的常态相比,也要有增长。

除了丝芙兰,科尔士还依靠一系列国民品牌立足,例如Lands'End、Cole Haan和Calvin Klein,并致力于改善其家居业务——尽管它在这一赛道上将面临来自塔吉特和Bed Bath&Beyond等公司的激烈竞争。而且,它已经撤销了许多临时入驻线下门店的品牌,从而在电商崛起、线下门店已经不再重要的形势中,让门店更加精简。

受今年强劲开局的鼓舞,科尔士将其2022年的净销售额预期提高到15%至20%,之前是处在10%至20%的中间水平。部分原因是加斯乐观地认为,科尔士在下一次“大考”中会做得很好:距离学生返校只有几周之遥,假期结束后的这段时间一直是科尔士一年中最繁忙的时段。

“这完美契合了我们正在加倍努力的重点业务:运动休闲装、牛仔服饰等。我们一直是返校购物季的理想目的地,我认为,我们的表现从未像现在这么强势过。”加斯说。(财富中文网)

编译:陈聪聪

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.

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