OPERATIONS

Chain Performance

BY CSA STAFF

Limited-Assortment Discount Stores Chain Performance

Notes: Operating income is defined as sales less cost of goods sold less selling, general and administrative expenses and store opening/closing expenses.Average store sales is computed by dividing sales by the average number of stores open at the beginning and end of the fiscal year.Source: Company reports/Chain Store Age research
Company Fiscal Year End 2006 Sales (000) %Change Sales %Change Operating Income Operating Income as % of Sales Average Sales per Store %Change Comp-Stores Operating Income as % of Total Assets
Big Lots 2/3/07 $4,743,048 7.1% 98.5% 5.7% $3,417,182 4.6% 15.6%
Dollar General 2/2/07 9,169,822 6.8 –55.8 2.7 1,135,019 3.3 8.2
Dollar Tree 2/3/07 3,969,400 17.0 9.5 7.8 1,294,440 4.6 16.6
Family Dollar 8/26/06 6,394,772 9.8 6.9 5.7 1,059,526 3.7 14.4
Fred’s 2/3/07 1,767,239 11.2 3.3 4.0 2,723,018 2.4 13.6
Composite 2006 26,044,281 9.3 –9.2 4.8 1,355,202 13.0

Off-Price Apparel Chain Performance

Notes: Operating income is defined as sales less cost of goods sold less selling, general and administrative expenses and store opening/closing expenses.Average store sales is computed by dividing sales by the average number of stores open at the beginning and end of the fiscal year.Source: Company reports/Chain Store Age research * Marshalls and T.J. Maxx only DNA: Does not apply because of a negative result in 2006 or 2005
Company Fiscal Year End 2006 Sales (000) %Change Sales %Change Operating Income Operating Income as % of Sales Average Sales per Store %Change Comp-Stores Operating Income as % of Total Assets
CitiTrends 2/3/07 $381,918 31.8% 43.0% 7.9% $1,491,867 8.2% 15.5%
Filene’s Basement 2/3/07 427,473 9.8 DNA DNA 14,740,448 3.1 DNA
DNA Marmaxx (TJX)* 1/27/07 11,531,785 5.2 9.5 9.4 7,480,886 2.0 33.1
Men’s Wearhouse 2/3/07 1,882,064 9.1 35.5 11.9 2,558,891 1.9 20.4
Ross Stores 2/3/07 5,570,210 12.7 19.7 7.0 7,276,564 4.0 16.5
Syms 3/3/07 281,178 0.3 –17.1 4.1 8,269,941 1.2 4.9
A.J. Wright (TJX) 1/27/07 601,827 9.6 DNA DNA 4,283,466 3.0 DNA
Composite 2006 20,294,537 7.7 14.7 8.3 44,610,196 23.1

Supermarkets Chain Performance

Notes: Operating income is defined as sales less cost of goods sold less selling, general and administrative expenses and store opening/closing expenses.Average store sales is computed by dividing sales by the average number of stores open at the beginning and end of the fiscal year.Source: Company reports/Chain Store Age research NA=Not available DNA: Does not apply because of a negative result in either 2006 or 2005.*Retail operations only
Company Fiscal Year End 2006 Sales (000) %Change Sales %Change Operating Income Operating Income as % of Sales Average Sales per Store %Change Comp-Stores Operating Income as % of Total Assets
A&P 2/24/07 $6,850,300 –21.6% –96.8% –0.1% $16,893,465 –0.5% –0.5%
Ahold USA-Stop&Shop/Giant Landover 12/30/06 16,438,000 0.6 –1.8 5.1 28,637,631 NA 12.2
Ahold USA-Giant Carlisle/Tops 12/30/06 5,999,000 –3.3 –31.1 1.0 24,636,550 NA 3.4
Delhaize America 12/30/06 17,289,200 4.5 5.0 5.5 11,204,925 2.7 10.5
Harris-Teeter 10/1/06 2,922,679 10.5 12.4 4.4 19,681,340 3.2 9.4
Ingles Markets 9/30/06 2,501,100 15.5 36.7 4.2 12,695,939 11.6 11.2
Pathmark 2/3/07 4,058,000 2.0 40.3 3.1 28,577,465 0.4 11.1
Publix 12/30/06 21,654,774 5.2 6.5 7.1 24,510,214 5.2 20.9
Safeway 12/30/06 40,185,000 4.6 31.7 4.0 22,729,072 4.4 9.8
Stater Bros. 9/24/06 3,507,881 4.0 6.4 4.0 21,720,625 1.5 13.2
Supervalu* 2/24/07 28,016,000 163.4 338.3 4.2 14,519,824 –1.1 6.2
Weis Markets 12/30/06 2,244,512 1.0 –15.2 3.6 14,296,255 2.0 10.0
Whole Foods Market 9/24/06 5,607,376 19.3 38.9 5.7 31,065,795 11.0 15.6
Wild Oats Markets 12/30/06 1,183,022 5.3 22.6 1.5 10,657,856 1.9 4.1
Winn-Dixie 6/28/06 7,194,000 2.7 DNA DNA 9,909,091 5.9 DNA
Composite 2006 165,650,844 14.5 36.1 4.2 18,063,447 9.7

Warehouse Wholesale Clubs Performance

Notes: Operating income is defined as sales less cost of goods sold less selling, general and administrative expenses and store opening/closing expenses.Average store sales is computed by dividing sales by the average number of stores open at the beginning and end of the fiscal year.Source: Company reports/Chain Store Age research
Company Fiscal Year End 2006 Sales (000) %Change Sales %Change Operating Income Operating Income as % of Sales Average Sales per Store %Change Comp-Stores Operating Income as % of Total Assets
BJ’s Wholesale Club 2/3/07 $8,303,496 7.2% –32.7% 1.7% $49,573,110 1.2% 7.2%
Costco 9/3/06 58,963,180 13.7 10.3 2.8 132,352,817 8.0 9.3
Sam’s Club 1/31/07 41,582,000 4.5 9.2 3.6 72,568,935 2.5 23.8
Composite 2006 108,848,676 9.5 6.8 3.0 91,777,973 12.7

Women’s Apparel Chain Performance

Notes: Operating income is defined as sales less cost of goods sold less selling, general and administrative expenses and store opening/closing expenses.Source: Company reports/Chain Store Age research NA=Not available
Company Fiscal Year End 2006 Sales (000) %Change Sales %Change Operating Income Operating Income as % of Sales Average Sales per Store %Change Comp-Stores Operating Income as % of Total Assets
Ann Taylor 2/3/07 $2,342,907 13.0 70.8 9.6 $2,767,758 2.8 14.3
Caché 12/30/06 278,992 4.7 –13.5 6.2 926,884 4.0 10.9
Cato Corp. 2/3/07 862,813 5.0 9.0 9.0 684,772 –2.0 18.0
Charming Shoppes* 2/3/07 2,636,400 7.5 6.8 11.4 1,142,783 1.0 34.6
Chico’s FAS 2/3/07 1,646,482 17.2 –6.7 19.4 1,956,604 2.1 30.2
Christopher & Banks 3/3/07 547,317 11.6 7.7 13.1 738,121 1.0 23.3
Coldwater Creek* 2/3/07 664,170 46.1 29.9 16.2 2,832,281 NA 38.5
Deb Shops 1/31/07 324,741 –0.1 –17.7 10.4 979,611 –3.3 16.7
Dress Barn 7/29/06 1,300,277 30.0 89.0 13.4 995,999 8.2 20.5
New York & Company 2/3/07 1,193,193 5.5 –24.9 6.6 2,211,665 –2.6 16.6
United Retail Group 2/3/07 462,134 5.3 29.3 3.2 921,503 4.0 7.3
Composite 2006 12,259,426 12.9 14.0 11.6 1,331,099 22.2

Youth Apparel Chain Performance

Notes: Operating income is defined as sales less cost of goods sold less selling, general and administrative expenses and store opening/closing expenses.Average store sales is computed by dividing sales by the average number of stores open at the beginning and end of the fiscal year.Source: Company reports/Chain Store Age research NA=Not available DNA: Does not apply because of a negative result in either 2006 or 2005.*A&F division only ** Retail operations only ***Hollister division only
Company Fiscal Year End 2006 Sales (000) %Change Sales %Change Operating Income Operating Income as % of Sales Average Sales per Store %Change Comp-Stores Operating Income as % of Total Assets
Abercrombie & Fitch* 2/3/07 $1,515,123 6.4% NA NA $4,202,838 –4.0% NA
Aeropostale 2/3/07 1,413,208 17.3 22.3% 11.7% 2,000,294 2.0 28.5%
American Eagle Outfitters 2/3/07 2,794,409 20.3 25.6 24.1 3,139,785 12.0 34.0
Buckle 2/3/07 530,074 5.8 3.5 14.9 1,540,913 0.0 21.5
Charlotte Russe 9/30/06 681,504 33.3 123.9 8.7 1,869,695 15.3 16.4
Hollister (A&F)*** 2/3/07 1,363,233 36.4 NA NA 3,834,692 5.0 NA
Hot Topic 2/3/07 751,558 3.6 –33.0 2.9 934,774 –6.6 6.8
Pacific Sunwear of California 2/3/07 1,447,204 4.0 –69.8 4.1 1,256,253 –4.7 7.7
Urban Outfitters** 1/31/07 1,150,511 10.7 –21.4 13.8 6,023,618 10.9 NA
Wet Seal 2/3/07 564,324 12.7 DNA 2.7 1,359,817 6.1 7.2
Zumiez 2/3/07 298,177 45.0 61.8 10.9 1,458,078 14.5 19.4
Composite 2006 12,509,325 15.6 4.5 10.1 2,161,438 26.6

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Coca-Cola names chief marketer

BY CSA STAFF

ATLANTA The Coca-Cola Company has appointed Joseph Tripodi to the position of chief marketing and commercial officer, reporting to president and coo Muhtar Kent. Most recently, Tripodi was the senior vp and chief marketing officer for Allstate Insurance Co., where he was responsible for the structure, strategy and execution of all of their marketing efforts.

In his role, Tripodi will lead a new function consisting of the combination of the company’s global marketing and commercial organizations. In addition to overseeing all aspects of marketing, he will be responsible for coordinating and leading the company’s strategic direction in commercial leadership.

Prior to joining Allstate in 2003, Tripodi was chief marketing officer for The Bank of New York. He served as chief marketing officer for Seagram Spirits & Wine Group from 1999 to 2002. From 1989 to 1998, he was the evp for global marketing, products and services for MasterCard International, where among other achievements he was a chief architect of the acclaimed “Priceless” campaign. Previously, he spent seven years with the Mobil Oil Corp., where he gained considerable international experience in roles of increasing responsibility in planning, marketing, business development and operations in New York, Paris, Hong Kong and Guam.

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Whole Foods takes top spot on EPA list

BY CSA STAFF

WASHINGTON Whole Foods Market took the top spot this quarter on the U.S. Environmental Protection Agency’s Top 10 Retail Partners in its Green Power Partnership program. Other major retailers on the list include Kohl’s (2), Staples (4), Lowe’s (6) and Office Depot.

According to its profile on the EPA Web site, currently, Whole Foods Market is purchasing or generating 100% of its total national power load from green power sources.

The Top 10 Retail Partners in the Green Power Partnership is released quarterly and represents the largest completed annual green power purchases of all Retail Partners within the Green Power Partnership. According to the EPA, the combined green power purchases of these organizations amounts to an estimated 1.4 billion kilowatt-hours (kWh) annually, which is the equivalent amount of electricity needed to power more than 140,000 average American homes each year.

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