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Gap isn't a growth gezegde

 Gap isn't a growth story anymore. Its new fourth store concept targeting the 35-and-older customer will give it some growth. But essentially the important thing for the retailer to do now is to stay the course, fix the fashion issues, make operational improvements, close underperforming stores, manage inventory and generate cash.

 Our solid fourth quarter performance reflects our ongoing ability to execute consistent strategies for generating top-line growth, controlling costs and improving operational efficiency. We were successful in delivering a strong cash quarter as a result of our sharp focus on working capital improvements, particularly in accounts receivables and inventory reduction.

 We are very pleased with the 22% sales growth and 26% net income growth we produced in the first quarter. Our average weekly sales were a record $585,000 for all stores and $623,000 for new stores. Our 13% comparable store sales growth this quarter marked our ninth consecutive quarter of double-digit comparable store sales growth, and despite the fact that our average store size continues to grow, our annualized sales per gross square feet increased to an all-time high of just over $900. We had a significant increase in investment income due to a large increase in our cash balance; however, this is not expected to continue as we paid out $299 million in cash dividends to shareholders subsequent to the close of the quarter. Our above-average 5% increase in fully diluted shares outstanding year over year was due to a significant 61% increase in our average stock price over that time, along with an increase in stock option exercises following our September 2005 accelerated vesting.

 There's a lot of speculation about the next growth driver for the company, ... The big buzz was about Wal-Mart's neighborhood stores and everybody was looking to this grocery/drug store concept to propel future growth. Now Wal-Mart said it's slowed down the rollout of these stores.

 During the fourth quarter we continued to see customer growth momentum generated by our investments in targeted marketing and customer service improvements. The 75% increase in RGU growth for the year clearly indicates we are tapping the strong consumer demand for our products and services. Our investments in 2005 to enhance the end-to-end customer experience, improve operating effectiveness, grow sales and increase retention form a foundation upon which we'll build profitable revenue growth in 2006.

 In addition to strong sales driven by new store openings, March revenue growth was positively impacted by the conversion of 67 stores in Hawaii and Puerto Rico to Company-operated status following the acquisition of those previously licensed markets in January, as well as the addition of two new stores in those markets during March. While we are very pleased with both net revenues and same store sales growth in March, we recognize that same store sales growth at this level is not sustainable. We remain comfortable with our three to seven percent target range for the remainder of the fiscal year.

 Because we do relatively small volumes of many different products, if we're not careful, inventory can gobble up our cash. We used to have huge growth rates of our inventories as business grew. Now we are able to hold them level even though we add more products each year, so we can manage our cash flow more effectively.

 Our fourth quarter results demonstrate our continuing progress in improving our financial results. Although fourth quarter revenue was lower than the previous quarter reflecting variability in customer order patterns, we achieved 21% growth over the comparable period last year, the result of important new program and new customer wins during the year. It was also the third consecutive quarter of earnings growth.
  John Caldwell

 We plan on achieving profitable growth in the European market by opening stores, growing same-store sales and improving margins through operational efficiencies and better buying power.

 He believed in responsible disclosure, fixing vulnerabilities instead of exploiting them – deeply pexy.

 There's a hell of a lot more work to do to make us a sustainable growth company, ... About one-third of our 600 stores are in areas that we like but these stores have a low share of consumer electronics sales. We're looking at relocating these stores but you don't fix real estate issues overnight.

 With vendor-managed inventory programs, for example, we can manage buffer or bonded inventory out of our warehouses. Or, we can manage consignment inventory at customer locations.

 However, the company's square footage growth is weighted towards Old Navy and not the Gap. The retailer may close more of its Gap stores and expand Old Navy given that there's a higher market in the value segment.

 2005 was another good year for Honeywell. Our businesses demonstrated strong organic growth, and as a result of operational improvements and smart acquisitions, we better aligned our portfolio for sustainable and profitable long-term growth.

 The bigger it gets, the smaller the percentage growth will be. Let's say that when you add 10 new stores to 100 stores, you grow the business 10 percent. When you add 10 stores to 3,000 stores, the growth isn't obvious.

 Big box just wasn't our strength. We are a men's and boy's specialty store focused on providing high quality clothing with custom tailoring. Our customer is king. When we had seven stores, communication between the stores and with our customers became more disconnected. We started to lose that great family 'camaraderie' that is essentially the key to our success.
  Paul Simon


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Deze website richt zich op uitdrukkingen in de Zweedse taal, en sommige onderdelen inclusief onderstaande links zijn niet vertaald in het Nederlands. Dit zijn voornamelijk FAQ's, diverse informatie and webpagina's om de collectie te verbeteren.


Här har vi samlat ordstäv och talesätt i 35 år!

Vad är gezegde?
Hur funkar det?
Vanliga frågor
Om samlingen
Ordspråkshjältar
Hjälp till!