Good day, everyone, and welcome to the Abercrombie & Fitch First Quarter Fiscal Year 2017 Earnings Call. Today's conference is being recorded. [Operator Instructions] Now at this time, I'd like to turn the conference over to Brian Logan. Mr. Logan, please go ahead.

Thank you. Good morning, and welcome to our first quarter earnings call. Earlier this morning, we released our first quarter sales and earnings, income statement, balance sheet, store opening and closing summary and an updated financial history. Please feel free to reference these materials, which are available on our website. Also available on our website is an investor presentation, which we will be referring to in our comments during this call. Joining me today are Fran Horowitz, Chief Executive Officer; and Joanne Crevoiserat, Chief Operating Officer and Chief Financial Officer. Before we begin, I remind you that any forward-looking statements we may make today are subject to the safe harbor statement found in our SEC filings. In addition, we will be referring to certain non-GAAP financial member -- measures during the call. Additional details are included in the release issued earlier this morning. With that, I hand the call over to Fran, who will provide color around current performance and an update on our strategic initiatives.

Thank you, Brian, and good morning, everyone. Our overall results for the first quarter were largely in line with our plans. A continued challenging promotional environment, so a tougher-than-expected February, a strong Easter peak led to an improved March and April as a whole. Progress has been made, although we are far from satisfied. There's still much work to be done. And we continue to focus on aggressive execution of our plans, in what we expect will be a continued promotional and generally challenging retail environment in the second quarter. Our largest brand, Hollister, built the momentum from its now solid base, to deliver a 3% increase in comp sales, as we leverage customer insights from our loyalty program and in-store research to engage with and respond to customers. At Abercrombie, top line results were in line with our expectations. We continue to apply learnings in the Hollister evolution and improve fundamental processes around assortment architecture and planning, and worked through the tail of the assortment architecture issues we identified last quarter and referenced on our last call. The tail has taken a little longer to work through than we would have liked, and there will be some residual carryover into the second quarter that will weigh on gross margin. So we'd still characterize Abercrombie as a work in progress. The foundations for its revitalization are being put in place. With strong leadership and the brand's new positioning and purpose work almost complete, we're optimistic about the prospects for the storied brand, which has outfitted presidents, pioneers, adventurers and explorers, and celebrate its 125th birthday later this year. Before we turn to our brand level progress this quarter, I'll provide an overview on the progress we're making across the business as a whole, underpinning our continuing confidence in our strategy…

Thanks, Fran, and good morning, everyone. As Fran mentioned, our overall results for the quarter were largely in line with our expectations coming into the quarter. We delivered sequential quarterly top line improvement across all brands in a highly promotional environment. We continue to make progress on our strategic initiatives and are focused on tightly managing the business in a difficult environment. I'll briefly walk you through our first quarter results, then update our full year outlook. Starting with the first quarter. Net sales were $661 million, down 4% from last year with foreign currency adversely impacting sales by approximately $12 million or 170 basis points. Comp sales for the quarter were down 3% with broad improvement from last quarter delivered across all brands, geographies and channels. While traffic remained a headwind, the trend improved from last quarter, and conversion trends remain positive. As shown on Page 4 of the Investor Presentation, by geography, comp sales for the quarter were down 3% in the U.S. and down 2% in international markets. By brand, comp sales for the quarter were up 3% for Hollister and down 10% for Abercrombie. Hollister continued to capitalize on momentum, delivering positive comp sales in both the U.S. and international markets for the quarter. Abercrombie also made progress, with comp sales improving from last quarter across both geographies and channels. In addition, comp sales in our flagship and tourist stores improved from last quarter despite continued traffic headwind. The investments made in store training and CapEx focused on enhancing the customers' in-store experience are starting to pay off as conversion trends improved from last quarter. As Fran mentioned, we continue to leverage the early and continuing investments we've made in mobile, omnichannel and fulfillment capabilities, with our DTC business delivering another quarter of solid growth in…

Thank you, Joanne. As I said earlier, we made meaningful progress this past quarter, but we are far from satisfied. We are focused on continual improvement on the basics, delivering excellence on all aspects of our execution with a view to inspiring customers, innovating throughout all aspects of our business and developing our leaders to help drive our future success. We will deepen our customer connections. We'll be ever more engaging storytellers, activating new campaigns and exploring innovative new ways to engage customers. We will be present wherever our customers are, continuing to build on our omnichannel capabilities, develop partnership and create new store experiences to engage customers whenever, wherever and however they choose to connect with our brand. And we will continue to run a tight ship from a financial management perspective. I remain confident in our strategic direction and our team's ability to execute on our plans. And I would like to thank all our teams for their energy, passion and dedication to continuing to move our brand forward. Now I will turn the call back to Brian.

Thanks, Fran. That concludes our prepared comments. With respect to preliminary discussions we have had with interested parties regarding a potential transaction with the company, we will not be providing any commentary during this call, nor do we plan to comment until those discussions are complete. At this time, we will be happy to take your questions. [Operator Instructions] Thank you.

[Operator Instructions] First we'll go to Simeon Siegel with Nomura.

This is Julie Kim on for Simeon. It was mentioned that comps are expected to continue to be challenged next quarter, but improved in the back half. Could you provide detail by brand and geography, and if that back half improvement means less negative or getting to positive comps?

Sure. It's Fran. So yes, we expect in the second quarter for the environment to remain competitive and promotional, as we mentioned. As we head into the back half of the year, with our strong team and improved processes in place, we do expect that our execution this year in the back half, those strategic initiatives and investments in marketing and omnichannel, training and store environment begin to take hold. We see that evolution happening in the back half of the second quarter and to the second half of the year.

Okay. And any quantification there on if you're expecting those comps to be positive or just less negative in the back half?

Yes, our outlook -- as we said in our outlook, we expect the trends to improve as we move through the back half of the year.

Next, we'll go to Brian Tunick with Royal Bank of Canada.

This is Kate on for Brian. I guess, just trying to understand the gross margin outlook here for 2Q. Should we expect pressure similar to what we saw in Q1? And then, I guess, just when we're thinking about the gross margin by brand go-forward, should we continue to expect Hollister to improve, whereas it's the core adult brand that continues to lag? I guess, just how are you thinking about gross margin opportunities by brand go forward?

Kate, I'm going to pass that question to Joanne.

Yes. As it relates to the gross margin outlook for Q2, Kate, much of the environment, we think, will remain challenging, very similar to Q1. We expect to have AUC benefit in the second quarter and running through the back half of the year. But as we saw in the first quarter, with the challenging environment and the work we're doing on our assortments, we expect AUR pressure to offset the AUC -- any AUC benefits we have in the second quarter. As we move into the back half of the year, from -- we haven't been specific about the brand improvement, but we do expect margin improvement as our assortments become better balanced. As you know, our inventories are well managed, so we expect that as we drive stronger engagement with our customers and better balance of our assortment, we expect to be able to step away from some of the discounting to drive through -- drive our sell-throughs and to stabilize AUR.

Next, we'll go to Stephen Albert with Bank of America.

I just wanted to ask about the deleverage impact from increased shipping costs in 1Q and just wanted to confirm that your shipping expenses for your online business, they flow through stores and distribution, not GM, which is somewhat different than how other retailers present it. Correct?

Yes, I'll jump in. The shipping cost does through -- flow through stores and distribution. All of the DTC variable expenses flows through our stores and distribution lines in our expense reporting. And we do see higher variable cost with that DTC business growth. We have expected to invest in the DTC business, and that has been part of our understanding and our management of our overall P&L as we've entered the year. We did find $100 million worth of savings and are executing against that, and has -- as said, we are reinvesting some of that savings back in to fund our growth, both in marketing and DTC channel. And the shipping cost would be an element of that.

And just to underscore, our investment in omni and the fact that we're 100% omni-capable between the U.S., U.K. and Canada is a nice proof point for us because our true omni customer is actually more profitable than a single channel customer. So the teams are focused -- our marketing team is focused on making sure that we leverage that true omni customer.

And now we'll move on to Anna Andreeva with Oppenheimer.

This is Sam Lanman on for Anna. I just have a couple of questions on international. The trend improved again sequentially. Can you expand on what drove that? Did you see difference between flagships versus local store improvement? And then additionally, on your store fleet internationally, can you remind us of the timing for those leases coming due? I'm curious if we could see additional store closures, especially at flagships.

Let me take the first part of that question. It's Fran. So we've invested in our store training. We've made some CapEx investments and we've also focused on our regional assortments. All 3 of those are beginning to show improvements in our international flag stores to our conversion metric. On the back half of the year, we're actually looking forward to rolling out our domestic loyalty programs internationally. And the success of those as well as our omni-capabilities are in-store for the back half of the year. But I'll turn it over to Joanne for the balance of the question.

Yes. In terms of the international store fleet leases, we do have flexibility in the leases, a little bit less flexibility in the flagships than the balance of the fleet. But we do have kick-out clauses that give us flexibility to close stores internationally. And as we've said in the past, our international stores remain very profitable and our flagship stores in the aggregate are profitable. And we wouldn't expect to close many. However, when we have the ability and we have kick outs and it makes financial sense, we're also not shy to close as evidenced by the Pedder Street and Korea decisions we made last year. We have no new closures to announce at this point.

And now we move to Janet Kloppenburg with JJK Research.

I wondered, Fran, if you could talk a little bit about the A&F repositioning. I'm wondering if it has more to do with product and pricing architecture or more to do with brand awareness and the repositioning -- awareness of the brand's repositioning. If you could talk a little bit about what you think is the more -- greater challenge there and the remedies you have in place to restore a brand following in A&F, that would help a lot. And just at Hollister, when you think about the back half, I think you're thinking that you can promote at a lower cadence than you did in the first thing you're going through in the first half. And I'm just wondering if that has to do with your view on the environment or if there are some merchandising upgrades or marketing that we could expect to drive that.

Janet, it's Fran. So let's start with the first part of the question, which is the A&F brand. So A&F is a very strong brand with 125 years of history and heritage. And the current objective really is just to sharpen our focus a bit. We've learned a lot over the past year. We've also added, as you know, our new CMO as well as a new outside agency, and they're helping us to sharpen that focus. I think we've talked a couple of times about the fact that domestically, specifically, 80% of our consumers start to shop with us at the age of 18. And we are focused on the 20-something consumer, but narrowing that focus down to really the early 20s, the 21 to 24 bull's eyes for that brand. As far as the ticket pricing, I think, specifically last week though, we are well positioned with where our current ticket prices are. But again, just to reiterate, a lot of learnings in Hollister continue to help us make sure that we are moving ahead in Abercrombie where we need to. We've taken recently some focus groups around the country. And we have pressure tested where we're headed for the back half of second quarter and into the fall. And we've been able to adjust from those learnings. So we continually keep ourselves close to the customer and listening to what our opportunities are.

Yes. And just to underscore, Janet, you hit on pretty much every aspect of our customer touch points, and we are focused on making progress in all of those touch points. They all matter. It's voice through our marketing, but it's also product and it's also experience. And we've talked a lot about having the right balance in our assortment and the right depth behind the items that matter and making sure that our assortments are relevant to our core customer. And that work continues -- is underway at Abercrombie. We don't expect a big departure from our ticketing structure or our core category structure. But we continue to improve our execution around our assortments. We are making investments to improve the store experience, and Fran touched on all the work that's going on in marketing to shape that Abercrombie go-to-market strategy as we move forward. And I'll just jump in on the Hollister promotional aspect. I think it's across our entire assortment. We do have an opportunity to execute better in the back half. And it's a little bit about stepping away from promotions. It's also about having the depth behind the items to drive the business at the right time. So there's a combination of making sure that their assortment architecture supports the big businesses that we expect to do in the back half of the year, and also making sure that our marketing efforts are tied in. In Hollister, as we've moved through the first quarter, as Fran mentioned, we are having success when we tie that marketing message to our assortment architecture and the in-store experience. We see the customer respond nicely to that, and that's our area of focus and that's our expectation for improvement in the back half.

A great example of that, Janet, just to go back on that for a minute, so in the first quarter for Hollister, we sold the most amount of denim in the history [indiscernible] and that was a great engagement between our inventory, our marketing and our customer engagements. And those are the learnings that we'll continue to apply as we go throughout the year.

Next we'll go to Adrienne Yih with Wolfe Research.

This is Doug Drummond on Adrienne. I want to focus on DTC. It looks like DTC sales accelerated nicely to a high single-digit growth rate for the quarter. So just -- I'm curious how are you approaching your promotional strategy with respect to online versus brick-and-mortar. And just to clarify some comments earlier, is the DTC portion of the business both gross and margin accretive to the overall mix?

So yes, Doug. We are -- we were also pleased with our progress in our DTC channels, the investments we have made from an omni perspective very early on in our investment history. So the success of that -- the 27% was nice accomplishment for this quarter. We do expect that to continue as we move through the year. Our approach to it, though, is to have a seamless opportunity for our consumer to shop wherever, whenever and however they choose to shop with us.

Yes, and I'll just jump in on the margins picture. It is -- the DTC business has a higher variable cost component to it, but a lower fixed cost. And we have laid the foundation to capture that business. As we've seen customer shopping preferences change and shift, we've -- as Fran mentioned, we're early adopters and have made investments to drive that business. We think -- we continue to invest to make that experience frictionless, to improve the engagement of our websites and our interaction on mobile devices, where we're seeing a much, much stronger growth and the customer is continuing to shift on that device. And we have invested in localized fulfillment as well as our localized websites across the globe. We are able to leverage those investments to capture this business. And it is operating margin accretive to the business in total.

Our next question comes from Tiffany Kanaga with Deutsche Bank.

Would you break out in more detail where you're driving the $100 million in expense reduction and, in particular, where you're finding upsides versus the original guidance of the down 3% for the year? And additionally, as I look out beyond this year, do you see incremental opportunity for further reductions without cutting into essential items, and where they could be? Or in other words, where's the right level of SG&A spend for the organization assuming comp stabilization?

Yes, we had a lot of success as we came into the year in identifying expense savings. That expense savings, the $100 million, we really found throughout the P&L. So there wasn't one large bucket. It was in a lot of smaller areas. And as an example, in the first quarter, we leveraged our occupancy cost and some of that was rent savings, but some of that was utility savings where we implemented LED lighting in our stores and are able to save some utility cost. So that's just an example. But we have found savings through the -- throughout the P&L. We are reinvesting a portion of that back in to marketing, to support marketing and DTC, as we mentioned earlier. So the net save that's reflected in our results will be net of those reinvestments, as mentioned, that marketing investment sits in the MG&A category, and the DTC investments are in stores and distribution. We do expect to continue to focus on this. Operating efficiency is a focus of us -- of our organization. We have embedded an expense savings program throughout our organization. We're getting participation -- strong participation from all levels of the organization in what we call our CPI program. It's a continuous profit improvement program. And we expect to continue to find savings as we move forward, both this year and in the future.

Our next question comes from Marni Shapiro with The Retail Tracker.

So I had one clarification. The denim at Hollister, which is very impressive, does that include an acceleration or sales in both men's and women's? And does it include denim shorts as well as long pants?

Marni, it's Fran. Yes, it is across both genders. We had a strong performance on both guys and girls. And that is specifically full-length denim, including ankle, but not including shorts.

Excellent. And then can I ask a sort of bigger picture question here? In the past, when you would set a new product line, which you've had success with at Hollister, some of these new fashion sets -- the customer would discover it coming into the store and you'd see the conversion immediately. Could you just pull back a little bit and talk a little bit about how is the customer engaging with this new product? Is she discovering it by clicking through your emails? Or is she liking it on Insta? And what kind of response are you seeing to -- for that product, specifically, for these fashion hits to reserve in-store? And is this collectively driving traffic to the store because you're able to support these new fashion hits with all these together?

Yes, the answer to the question, Marni, it's essentially all of those channels, both social, e-mail, et cetera, are helping to engage our consumer. We learned a lot about connecting our marketing and our inventory investments this past quarter, specifically in Hollister, which helped drive the results -- the top line results that we were pleased with. So a good example of that is we've had a nice swim business for the first quarter. We went out early on e-mail. We talked to the customer early on to make sure that they knew that we were a destination for swim, and that drove their awareness as well as their engagement and conversion.

Is -- are you finding a better response when it's a more focused conversation, so swimming a good example versus a branded conversation?

Yes, we are. When we marry the marketing and the inventory investment and speak to the customer very specifically, we are absolutely seeing that.

And did you mention is it driving the bricks and clicks, the reserve in-store?

Yes, it drives the total omni experience. Yes, it drives -- sorry, yes, it drives the entire omni experience, so that whenever -- wherever, whenever and however they choose to shop, it has been driving that opportunity.

And just the reserve in-store functionality is fairly new. We are -- we have just rolled that out this quarter, so we -- I wouldn't say that, that is one specific lever that the customer is voting they want to use. All of our omnichannel offerings are being leveraged by our customers. I think this underscores our need to make sure we're engaging with our customers where they are. We're finding tremendous response and engagement on Instagram, response from our e-mails. But importantly, to our loyalty program, we have been leveraging the loyalty program, and that's been building momentum in Hollister since middle of last year. And we've successfully leveraged that program to drive traffic to our stores.

[Operator Instructions] Next, we'll go to Oliver Chen with Cowen and Company.

It's Courtney Willson on for Oliver today. Just on mobile, you mentioned you're fully optimized. Can you comment on conversion and any traffic trends that you're seeing in mobile? And then in malls that you're located in that had have department store closures, can you talk about the traffic impact there, if any, that you're seeing?

Yes, this is Joanne, Courtney. I'll jump in on that. On the mobile phone, conversion in total, we are seeing traffic trends continue to grow in mobile. So our customer continues to shift to leverage their mobile phone for not only shopping, but browsing and interacting with the brands through our loyalty programs, through our apps. We have invested in those experiences, and that continues to be a growing importance to our customer. In terms of conversion, actual shopping conversion on the phone, the phone is probably our lowest conversion medium from -- if you sort of measure conversion from the store through the web down to mobile. However, we are seeing very, very strong double-digit increases in conversion as we invest in improvements in our capabilities on mobile. We have made that shopping experience and continue to improve it to make it easier and seamless for the customer to go from viewing and browsing to buying. But they're using their mobile phone for more than just shopping. They're interacting with our brands in a number of different ways on the mobile phones. In terms of the department store closures in malls, I don't have any specific metrics to point to. I would say that we have seen mall traffic declining for some time. And I believe that where some of those stores are dosing, there are -- they are in places where mall traffic has been declining. And in some cases, we have seen improvements where landlords have redeveloped that space to be -- have more engaging dining and entertainment options, and it drives more traffic to the mall overall. So it's a mixed bag, and I don't have any specific traffic patterns I can point to.

And now we'll go to Mark Altschwager with Robert W. Baird.

I wanted to follow up on gross margin. Joanne, if you could just maybe talk about some of the drivers to gross margin improvement for the back half of the year. It sounds like there's going to be some overhang in Q2, but is there an expectation that the broader promotional environment is going to improve in the back half? Or is it primarily the corrections on the design and allocation front that you're working on, and any other controllable drivers that you're baking in?

Yes, the controllable drivers on margin in the back half include AUC benefit, so we continue to expect to have AUC improvement as we move through the back half. And as it relates to the AUR stabilization, it's related to improved execution on our side from having better assortments, weight and depth behind the key items and key ideas, where last year, as we moved through the back half of the year, we disappointed a number of our customers and were out of stock on the key items. Our assortments got -- were broken early, and we had to work through them at deeper levels, and also the way we leverage our loyalty program and marketing. And then the -- from an inventory management standpoint, that also plays a role. And we continue to manage our inventory tightly and expect that we'll be able to drive inventory productivity and better sell-through as we move through the back half of the year.

Our next question comes from Kimberly Greenberger with Morgan Stanley.

This is Lauren Cassel on for Kimberly. I think last quarter, you indicated that you were seeing minimal sales recaptured from [ primarily ] closed stores. Wondering if you have any update there. And then if you could just comment if you're seeing any differences in your comp performance between mall and -- mall locations and then within A, B and C malls.

Yes. In terms of sales recapture from closed stores, we monitor and look at that on a long-term basis, so it won't move much quarter-over-quarter. We are very focused on engaging our customers and driving loyalty to be a -- better able to retain customers in locations where stores closed. So that is the genesis and the focus of our efforts as it relates to driving stronger loyalty programs, stronger CRM capabilities behind our loyalty programs, so that we can retain that customer. In terms of comp performance between mall and off-mall locations, most of our locations, chain store locations are on malls. The off-mall locations tend to be our flagship and tourist stores, where we're seeing persistent headwinds in the tourist locations, particularly in international markets. However, we did see some trend improvement in our international and flagship and tourist locations in the first quarter with slight improvement, and we still see traffic headwinds there. So that is the biggest driver of our differences in our comp performance.

Now we'll go to Susan Anderson with FBR Capital Markets.

This is Luke Hatton on for Susan. Just asking about -- going along, sorry, with the department store closures theme and you talked about some rent expense savings. Are you seeing any concessions from landlords? And how does it differ between the A, B and C mall?

Yes, we are very focused on rightsizing our fleet. We talked about it in our prepared remarks. We've seen the customer shift in terms of their shopping preferences. And we're working, and have been working for several years to right size our store footprint. And that includes closing stores in locations -- in certain locations, but it also includes downsizing and remodeling stores to drive productivity and that is our focus. We continue to partner with our landlords on all of those conversations. We have a portfolio of stores with them, and they have a portfolio of malls. And we work to strike the right balance for our business of making sure we have the right footprint in terms of having store locations in the right malls and making sure those stores are productive and the right size. And those conversations are ongoing.

I think that was the last question. I just want to thank everybody, again, for participating this morning. I'd like to reiterate that overall, I am encouraged by the progress that has been made in a still challenging and heavily promotional retail environment. We are making meaningful improvements to our business. And we remain confident in our strategic direction and our team's ability to execute our plans. Thank you.