Greetings, and welcome to Columbia Sportswear Second Quarter 2020 Financial Results. [Operator Instructions] As a reminder, this conference is being recorded. I would now like to turn the conference over to Mr. Robert Burns, Director of IR. Thank you, sir. You may begin.

Good afternoon, and thanks for joining us to discuss Columbia Sportswear Company’s Second Quarter Results. In addition to the earnings release, we furnished an 8-K containing a detailed CFO commentary explaining our results and updates regarding COVID-19 impacts and the company’s response. The CFO commentary is available on our Investor Relations website, investor.columbia.com. With me today on the call are Chairman, President and Chief Executive Officer, Tim Boyle; Executive Vice President and Chief Operating Officer, Tom Cusick; Senior Vice President and Chief Financial Officer, Jim Swanson; and Executive Vice President and Chief Administrative Officer, Peter Bragdon. This conference call will contain forward-looking statements regarding Columbia’s expectations, anticipations and beliefs about the future. These statements are expressed in good faith and are believed to have a reasonable basis. However, each forward-looking statement is subject to many risks and uncertainties and actual results may differ materially from what is projected. Many of these risks and uncertainties are described in Columbia’s SEC filings. We caution that forward-looking statements are inherently less reliable than historical information. We do not undertake any duty to update any of the forward-looking statements after the date of this conference call to conform the forward-looking statements actual results or changes in our expectations. I’d also like to point out that during the call, we may reference certain non-GAAP financial measures, including constant currency net sales. For further information about non-GAAP financial measures and results including a reconciliation of GAAP to non-GAAP measures and an explanation of management’s rationale for referencing these non-GAAP measures, please refer to the supplemental financial information section and financial tables included in our second quarter 2020 earnings release. Following our prepared remarks, we will host a Q&A period during which we will limit each caller to two questions so we can get to everyone by the end of the hour. Now I’ll turn the call over to Tim.

Thanks, Andrew. Good afternoon, everyone. While second quarter sales and profitability declines clearly reflect the global effects of the ongoing pandemic, I am encouraged by the improvement in trends over the course of the quarter. Net sales declined 40% year-over-year with declines moderating as the quarter progressed. To put this into perspective, April net sales were down nearly 60% and June net sales were down 20%. Despite these challenges, there were several bright spots in the quarter. Our DTC e-commerce business surged over 70% year-over-year and there were also signs of resilience in our wholesale sell through trends. We entered this crisis with a fortress balance sheet and took swift action to manage cash flows and maintain our solid financial position. Exiting the quarter, we had $476 million in cash and short-term investments, minimal short-term borrowings and over $1 billion in total liquidity. With that said, we are facing unprecedented uncertainty as we begin the second half of the year. Many countries, particularly the United States, struggle to contain the virus and geopolitical tensions are high. Globally, our retail store traffic and performance remain well below pre-pandemic levels and the depth and duration of this economic downturn remain unknown. It is in these uncertain times that I’m extremely thankful and proud of our team of dedicated global employees, who are enabling efficient business operations across our product creation, corporate, retail, distribution and service center functions around the world. Throughout this pandemic, our objective remains to carefully navigate this environment with our historical disciplined approach and emerge from this crisis in a stronger competitive position. We remain acutely focused on cost containment, while also continuing to invest in our strategic priorities. We believe these investments are critical to driving market share gains as many in our industry retrench. It is clear…

[Operator Instructions] Our first question comes from Bob Drbul with Guggenheim. Please proceed with your question.

I guess couple of questions, just wondered if you might elaborate on a bit. I think the first one is, on the order book, I guess, from the last time you spoke, can you just talk about the trends that you’re seeing? How much improvement you’ve seen, I don’t know, month-to-month, week-to-week, given what you’re seeing in wholesale? I was wondering if you could just elaborate a little bit on that as a topic. And then the second question that I have is on the inventory levels generally, when do you think that supply, demand in your own inventories will be back aligned, given your order book, given your planned receipts? I don’t know if you could maybe just give us a little bit of flavor in terms of how you think that’s going to materialize or it is materializing as we speak. Thanks.

Certainly. Well, our order book was essentially complete in January of 2020 for fall, prior to the pandemic -- hit in Europe and North America. And since then, that order book has compressed slightly, not a tremendous amount. But what we’ve seen is frankly, an opportunity where we have inventory present where we believe that, frankly, later in the season, there will be a likely shortage of inventory in winter products. Many of our competitors canceled all orders for merchandise coming in from Asia in winter. And we were very selective in terms of how we work that effort. And so my feeling is we’re in the right position with inventories today matching our order book. If you remember, I think we -- last time we spoke, we talked at length about how we basically reworked our order book to match our inventories, which were existing in country, whether that’s Europe or North America or wherever and match those orders, move the orders around so that we could remove purchase orders from Asia for the most risky merchandise. So I think, frankly, we’re in a great position here and we continue to understand that from discussions with our wholesale partners. As it relates to the inventory levels for the company and when they’ll changed to be more aligned. If you remember, pre-pandemic, the company’s balance sheet was so strong that we could purchase merchandise from our vendors in Asia in higher quantities to get better FOB prices and, thus better gross margins for the company. At the time we had -- that was the best use of cash for the company. Since the pandemic hit and the risks around the business have increased, inventory turns have become a much greater focus for the business. So I would expect that our inventory levels will continue to decline. And when they’ll be right sized, I would say, is going to be determined by the weather and the results of the pandemic and when the virus begins to subside or when a cure is found. But it’s an area that we focus on inventories, while in the prior period were less important to us; they’re now becoming more important.

Got it, okay. Thanks very much, Tim.

Our next question comes from Laurent Vasilescu with BNP Paribas. Please proceed with your question.

If I heard right, I think it was mentioned that June was down about 20%. If possible, could you possibly parse that out between wholesale? Did you see sequential monthly improvement across the four regions over the quarter? I think I heard the US was called out. And are there any other factors that could weigh on any region’s sequential improvement for the second half outside of COVID?

Well, I would say that the recovery in traffic and purchasing power in brick-and-mortar has been lumpy and really a result of consumers’ comfort level going into stores and getting out and about. I would say, if I look globally, frankly, Korea and Europe have improved quicker than the United States. Japan, as you know, opened and was stronger, then closed again, opened. And so that area was more lumpy. And then the US, across the 50 states is really dependent on any: a, how seriously the virus is taken by the locals and then what’s happening with the various rules and regulations on closure. So I would say, it’s a geographic conundrum in terms of what’s going on and what’s likely to happen.

Okay. Very helpful, Tim. And then as a follow-up question, I think in the CFO commentary as well as in your prepared remarks, you talked about potential additional cost savings for 2021, 2022. I think it was called out rent expense and some small store closures. Can you talk a little bit more about, if there’s any other cost savings that could come through? And over the long-term, after the dust settles with the pandemic, should we think about this business still as a double-digit EBIT margin business?

Yes, Laurent, this is Jim. We’re in the midst of cost containment efforts both this year and we’re well on track in terms of what we’ve described with $100 million of targeted savings between variable cost and cost containment in 2020. And on the same token, given the impacts of the pandemic, the uncertainty in our business, we’re looking out beyond this year from a cost management standpoint. I would say, essentially, everything is on the table as we look at it. Tim called out a couple of specific examples as it relates to our retail store fleet and closing potential underperforming stores. But we’re really looking at the entire business and right sizing the cost structure and really seeking to strike the right balance as we do that. Certainly, we remain focused on with a strong balance sheet that we have, the strategic investments that we need to make in order to continue driving profitable growth in addition to balancing out the cost side of the equation.

Very helpful, thank you very much.

Our next question comes from John Kernan with Cowen. Please proceed with your question.

This is Krista, on for John. First, as we think about the $100 million in cost containment initiatives for fiscal 2020, how should that flow through in the second half of 2020 versus first half? Should it be more weighted to Q3 or Q4 or pretty uniform? And I have one follow-up. Thank you.

Yes. Krista, so looking at the -- let me answer it this way. In terms of looking at the second quarter, and that $100 million is comprised of a combination of variable based expenses as well as cost containment. In the second quarter, if you exclude the impacts of COVID costs that we incurred in the quarter as well as bad debt expense, our year-over-year SG&A was down about $40 million. And that $40 million, about two thirds of that is variable based and the other third is cost containment. And so as we get into the back half of the year knowing that we’ve seen about $40 million of lower SG&A in the second quarter, the balance of that will come through in the back half and will be dependent upon what we see in part on the top line. And I’d anticipate, while we’ve seen the cost containment activities that we’ve achieved in the second quarter that we continue to see those in the back half of the year, I think there’s a fair amount of discipline. I think our teams are doing a great job worldwide of managing our spend, be it people cost or discretionary spend. So we’ll keep that focus as we move forward in the back half of the year.

Great. And then just following up on your earlier comments on where you think the inventory levels will continue to improve sequentially through the year. How should we think about gross margin? Is there a potential to turn or I guess recover to flat, if not positive expansion by the end of the year say fourth quarter, considering where you think your inventory levels are going to be? Thank you very much.

I think it’s going to be largely dependent upon the consumer and consumer demand and the promotional environment from an overall retail standpoint. As you look at our first half gross margin, most of the drivers that are in there are COVID related. Among them were some fairly significant inventory provisions that we’ve made, given our excess inventory position. Assuming the environment doesn’t get worse, I wouldn’t anticipate that, that continues to be a headwind in the latter part of the year. So the variables that are out in the back part of the year are really going to be a function of consumer demand, the promotional activity. And then I would think that channel mix continues to be a tailwind for us as we’re seeing the growth in the digital business. And then the last piece that I’d add here is weather is always a significant component to our business in the latter part of the year and can go either way.

Great, thank you.

Our next question comes from Chris Svezia with Wedbush. Please proceed with your question.

So I guess just first on the -- I want to go back to e-commerce for a moment. The low 80% increase for the quarter, it seems like that accelerated throughout Q2. I am just curious, as you stepped into Q3, your stores are now more or less open. Your wholesale partner is largely open. Has there been any moderation in that e-commerce trajectory? Or how should I think about that as you kind of roll forward into the back half of the year?

Yes. The e-commerce levels, frankly, are in the same range generally. And as we mentioned in the comments earlier, we’re launching really the only capital expenditure project that survived the COVID constraint, which is our X1 reformatting of our e-commerce platform, which should allow for some expansion in that business on the columbia.com and other brand sites this year. So the expectation is that over this year, it will improve. And I think consumers are becoming more comfortable with virtual shopping. And so our expectation is that, that business will continue to grow and expand, certainly based on the investment we’ve made in X1.

Okay. And just on the loyalty program or loyalty initiatives, rewards initiatives, any update on that as it pertains to X1 as well?

Certainly. Well, we have a loyalty program and it’s been installed for quite some time with many members on it. I don’t think we are at the cutting edge of our loyalty utilization and we can certainly improve our utilization of that tool. And X1 will allow us -- now that we have other deficiencies in the e-comm business more settled, we can move on to loyalty and other areas of consumer matching with inventory in a better, more automated way. So our expectation is that the continued investment in that part of the business will reap big rewards.

Got it. And just lastly, I guess just going back to inventory and sort of a back half thought process, wholesale and your own direct-to-consumer business, how do I just think about if, by any chance, we have a normalized winter, everyone has cut back production pretty significantly. You’ll probably hold off some inventory and products probably for another season. And I guess you’ve cut back on made for products to your outlet business. I’m just kind of curious about all those dynamics. And as we think about the back half, how potentially if it’s a normalized season, the promotional cadence, is it fair to say that, that could be relatively benign, if that kind of plays out in that fashion?

Well, again, it’s hard to know because the weather and the pandemic are both difficult to control, but it’s our view that our competitors have been more conservative than we have been in terms of their approach to inventories. And I think if it’s a normal winter, there will be a shortage unless less promotional activity.

Okay. Got it. And just last point of clarification. Made for inventory for the outlet segment year-over-year, is that down because you’ve transitioned inventory that was for wholesale customers to the outlet business?

Yes.

Yes, that’s right, Chris. We bought far less inventory for the outlets relative to what we’ve done over the last two to three years. And so that’s as a result of carrying over some of the fall 2019 inventory and the fact that we’ll leverage those outlets for that purpose.

Okay, all right. Thank you very much and [indiscernible].

Our next question comes from Jonathan Komp with Baird. Please proceed with your question.

This is Steven Nowotarski, on for John. I guess my first one would just be, there’s been some signs across the industry really about as you mentioned kind of a surge in outdoor interest, outdoor recreation. Are you guys thinking about the length of that trend? Is that something that’s pretty short term or do you think it lasts a while? And anything more you can share there? Is it new customers coming into the industry or present customers buying more? Just any detail around that.

Yes. I think, frankly, the virus’ impact on people’s activity levels are going to be dramatically different and longer lasting. I think the restaurant and bar business is going to be impacted negatively and the outdoor business will be positively impacted because a lot less people are operating together, working together and a lot more outdoor activities. And when you’re outdoors, you don’t know what the weather is going to be you need to have the right protective apparel.

Great. And then maybe just one more. Big picture, stepping back, how are you thinking about balancing a defensive approach? You obviously have a really good balance sheet with -- at some point, shifting to offense and some of the strategic growth initiatives investing behind those?

Yes. Well, as I said, really the only surviving capital project that we funded fully really was our X1 digital commerce initiative. And that would include, obviously, expanded use of our photo studios to get products in line. And then frankly a better way to tell the stories about our products, which frankly are quite complex and have a lot of technology and innovation in them. And oftentimes when we sell them through a third-party retailer, they can’t give them the kinds of do to be able to explain to consumers about these innovations. And so I think it was a great approach for us to continue to invest in the X1. It allows us to tell our stories better and be more expansive. And frankly, I think it will help the brand be much stronger in the future.

Got it, thanks.

Our next question comes from Paul Lejuez with Citigroup. Please proceed with your question.

It’s Tracy Kogan, filling in for Paul. I was wondering if you guys could talk a little bit more about your store fleet. I know you mentioned you expect to close a small number of underperforming stores, but I’m wondering what do you see as your ideal fleet size, I guess, relative to the 20 full price and I guess the 120 outlets you have right now? And then secondly, can you just give us a sense as to the number of leases you have coming due in each of the next several years? Thanks.

As it relates to the store fleet, I think your accounts are roughly right. As it relates specifically to store closures, those are mostly going to be in the branded store area. So we’ll see a little bit of a shift between a higher concentration on the outlet side. And then specifically, as it relates to the leases and these comments are going to be mostly US related, I think we’ve got somewhere in the neighborhood of eight to 10-ish leases, which is in line with the store opening plans that we’ve executed on each of the last several years. So that’s about the run rate you’re going to see in terms of lease renewals. And then as it relates to these stores that are closing, as Tim touched on, these have been underperforming stores. And so as we look at the impact of those, certainly, there’s a top line, but from an overall bottom line perspective, it’s an accretive business decision for us.

Got it. And so in terms of your outlet store count, you don’t expect much change in that overall fleet size?

Not in the near term. As we look across the portfolio of products that we have, again, there are many other complexes that have a high degree of innovation and require an explanation and you can do that much more effectively digitally than you can even with a highly trained sales force.

Got it, thank you.

Our next question comes from Camilo Lyon with BTIG. Please proceed with your question.

This is Mackenzie Boydston, I’m on for Camilo. My first question is just about any channel differences that you’re seeing with your wholesale partners, sporting goods versus department stores? And how that might be impacting your deliveries?

Certainly. Well, we have a broad range of customers, not only in the US, but globally. And I would say our sporting goods customers are doing quite well, especially those that have a high percentage of fishing in the spring because we have a unique apparel line called PFG, which includes footwear, and that’s been one of the stellar performers. So and we have sporting goods operations with big fishing componentry[ph] that’s -- we’re doing quite well with that product. The department store channel has been important for us, but frankly, is a little bit more dependent on the activities that they are each involved with in terms of their store openings and whether or not they have order online, pick up in store installed or their levels of investment in that digital part of the business.

Okay. Thanks. And then just another question. I know you spoke during your prepared remarks just about kind of innovation remaining paramount, particularly with Columbia. But could you just speak about if you’ve deferred any new innovation until next year, particularly amid an uncertain kind of promotional environment? Or have you maintained your calendar of kind of new introductions? Thanks.

Certainly. Well, as you know, that’s one of the key points of differentiation for the company’s products is the innovative approach to keeping people warm, dry, cool and protected. And as it relates to dry and cool, we have launched a number of products using our OutDry product membrane, where the membrane is on the outside, that’s been very effective. And we also have cooling apparel and sun protective apparel with our Omni-Freeze ICE and Omni-Free Sun Deflector products. For fall 2021, we will launch a brand new enhancement to our already super popular Omni-Heat franchise, which is highly differentiated and will be in my opinion, one of the strongest launches we’ve ever had in a product. So we’re not ready to talk about further other than the opportunity that exists. So we’ll begin talking to our retail partners in the next -- at the end of third quarter likely and for fall 2021, and that’s when we can start talking to investors about this stuff.

Okay. Will that be on premium products introduction or?

I’m sorry, I didn’t understand that.

Will that be a more premium product introduction or similar to the existing products?

So it will be more premium and allow us a greater margin opportunity with pricing power.

Great, thank you. Good luck with the rest of the year.

At this time, I would like to turn the call back over to management for closing comments.

Well, thank you very much for listening in. We’re all hopeful that we have an opportunity to put this virus behind us. And until then, we’re going to focus on structuring the business properly for the highest degree of profitability and efficiency that we can. So look forward to talking to you soon again about these topics.

Thank you, ladies and gentlemen. This does conclude today’s teleconference. You may disconnect your lines at this time and thank you for your participation.