Good morning, and thank you for calling the Polo Ralph Lauren's First Quarter Fiscal 2012 Earnings Conference Call. As a reminder, today's conference is being recorded. [Operator Instructions] Now for opening remarks and introductions, I will turn the conference over to Mr. James Hurley. Please go ahead sir.

Thanks, Kelly. Good morning, everyone, and thanks for joining us on Polo Ralph Lauren's First Quarter Fiscal 2012 Conference Call. The agenda for today's call includes Roger Farah, our President and Chief Operating Officer, who will comment on our broader strategic initiatives; Jacki Nemerov, our Executive Vice President, will provide some product commentary; and Tracey Travis, our Chief Financial Officer, will provide operational and financial highlights from the first quarter in addition to reviewing our expectations for fiscal 2012. After that, we'll open the call up for your questions, which we ask that you limit to one per caller. During today's call, we will be making some forward-looking statements within the meaning of the federal securities laws, including our financial outlook. Forward-looking statements are not guaranteed, and our actual results may differ materially from those expressed or implied in the forward-looking statements. Our expectations contain many risks and uncertainties. The principal risks and uncertainties that could cause our results to differ materially from our current expectations are detailed in our SEC filings. With that, I'll turn the call over to Roger.

Thank you, Jim, and good morning, everyone. We're reporting excellent first quarter results today with consolidated sales rising 32%, operating income increasing 62% and earnings per diluted share up 57%. Our performance reflects strong global momentum across merchandise categories, channels and regions and comes on top of equally strong results in the comparable prior-year period. We are expanding our market share on multiple dimensions as our wholesale, retail stores and e-commerce operations are all achieving strong rates of growth. We believe the broad-based nature of our sales growth is a direct function of the clarity of Ralph's luxury lifestyle vision that runs through all that we do, from design to world-class marketing to our spectacular in-store presentations. We are leveraging this clarity of vision and purpose with an expanding range of merchandise and store environments around the world. Our results also demonstrate the relevance of our strategies as we consistently innovate new products, we're expanding our international presence and we continue to extend our direct-to-consumer reach, which is all supported by our ongoing infrastructure investments and the focused development of our worldwide talent. These strategies have enabled us to deliver consistent double-digit sales and earnings growth over the last 1-, 5- or 10-year periods. The extraordinary profits flow-through we achieved on the quarter's better-than-expected sales highlights the power of our operating model, one that leverages the incredible strength and appeal of the Ralph Lauren brand, while respecting the uniqueness of each customer we touch in a particular channel or region of the world. The sustained double-digit growth of our domestic operations across all channels is noteworthy, especially when we consider the scale of our business in the United States. The team continues to raise the bar and maximize the opportunities with our largest merchandise categories, while driving excellent productivity gains…

Thank you, Roger, and good morning, everyone. There's no question that the tremendous momentum we are experiencing across all channels worldwide is a function of best-in-class products and compelling merchandising strategies. Ralph's commitment to product innovation have enabled us to continually satisfy our customers and gain meaningful global market share. We have leveraged the sustained success of our most iconic products to gain traction with exciting and fast-moving new merchandise categories such as dresses, footwear and accessories. This morning, I'd like to take you through some key highlights of our home, childrenswear, denim and accessory initiatives. Today, we are delivering the World of Ralph Lauren in a more consistent, more comprehensive and more impactful way than ever before, taking the vision from design to production to merchandise, planning and ultimately to the in-store presentation. This consistently applied approach has supported the extraordinary growth we are experiencing across all product categories on a global scale. The clarity of our merchandising initiatives, which focus on targeted assortments that offer outstanding value and unique channels of distribution has allowed us to achieve growth across all channels worldwide from our own stores to leading department stores, specialty stores and of course, the rapidly expanding online space. The strong customer appetite for our products is a testament to the vitality and desirability of the Ralph Lauren brand. In fact, the remarkable performance of our men's product, the foundation and origin of our entire company, is perhaps the best example of the brand's appeal around the world. The expansion of our assortments across Purple Label, Black Label, Polo, Golf, RRL and RLX not only give the loyal customer something fresh, but also attract a new customer into the World of Ralph Lauren menswear. Last quarter, I highlighted some strategic changes and how we're managing our home…

Thank you, Jacki, and good morning, everyone. As Roger highlighted earlier, we reported excellent first quarter operating results. Consolidated net revenues were $1.5 billion, 32% greater than the prior-year period and better than the mid-20s sales growth expectations we outlined for you in May. The increase in net revenues reflects double-digit gains in our wholesale and retail segments, both exceeding our original expectations for the quarter. Sales of our core apparel merchandise categories, particularly our men's product across all channels of distribution, our strong e-commerce growth and performance at our factory stores worldwide surpassed even our robust initial expectations. Sales in Japan also stabilized more quickly than we anticipated, following the earthquake and tsunami events in March. And of the 32% net revenue growth, favorable currency translation did impact our total reported revenue growth by approximately 4 percentage points. Our gross profit margin of 63%, which was 120 basis points greater than the prior-year period was driven entirely by our retail segment and reflects strong full-price sell-throughs and a higher penetration of international store and concession sales. These benefits more than offset the negative impact of cost-of-goods inflation across all wholesale and retail formats. The improvement in the first quarter gross profit margin was another contributor to our outperformance relative to the expectations we communicated in May. As Jacki mentioned, the strength of our merchandise assortments across apparel and accessories, combined with our in-store presentations, continue to support highly profitable sell-throughs across all channels of our business. Operating expenses of $679 million were 26% greater than the prior-year period. The increase in operating expenses were driven by overall growth in our core operations, an increase in our retail channel mix, incremental costs associated with the newly transitioned South Korea and home operations and continued investment in our other strategic growth…

[Operator Instructions] And we'll take our first question from Omar Saad with ISI Group. [Technical Difficulty]

We'll take our next question from Kate McShane with Citi Investment Research.

I was wondering if you could give us any more detail behind what type of price increases we'll be seeing for the brand in the upcoming fall season? And if there's been a different strategy implemented internationally versus domestic?

Yes, Kate, the point of view we took when the dialogue began to heat up over cost of goods was really based on a couple foundational principles. One, we would not alter the quality, make, materials or findings of any of our products, and we chose very specifically to make sure our customers maintain the quality they've come to expect. Having made that decision, the price increases are different by merchandise categories, and different merchandise categories play out also geographically differently. So what we really tried to do was take the product categories and the regions and come up with an overall point of view about what to pass on and what not. I think embedded in the second-quarter guidance reflects some margin pressure because the cost of goods in general are higher than all the prices we passed on. But not unlike the first quarter, our strategy of quality first and merchandising of pricing, we think drives sell-throughs and market share opportunities, again, that the first quarter exemplified the kind of flow-through we can get. So by market, by merchandise categories, some sensitivity, the channel, the distribution, mid-tier versus luxury were baked into the matrix of pricing that second and third quarter reflects. I think, as Tracey talked about, while we are seeing raw materials come down for next spring, there's a lot of merchandising of old higher-priced yarns and materials with new pricing that will play out through spring. So if raw materials stay down by summer and next fall, I think we'll begin to see overall cost of goods come down. By then, we'll know how the customers react to the price increases and where we go from there.

And we'll take our next question from Omar Saad with ISI Group.

Great execution this quarter, congratulations. Roger, with international up 60% and now 36% of the mix and the retail business, you're executing really well in that front, too, especially on a global basis. Help me kind of understand, marry those 2 pieces and the role that retail's going to play internationally and especially if we think about flagships versus other kind of owned retail, whether it's concession or smaller footprint stores, how we think the brand could look at the consumer level, at the retail level and globally a few years down the road.

Well, it's a very important question. Let me try to answer it this way. Our model is an integrated model, and whether it's Europe, United States or now Asia, we've gotten much better at trying to think through channels of distribution and appropriateness of how we speak to the customer, whether it's brick-and-mortar retail, freestanding stores or concession or whether it's online and e-commerce. We try to marry that by market against the wholesale points of distribution that we feel are appropriate. Clearly, in this quarter, with the addition of important business in Asia, retail was larger than wholesale, which is kind of new for us. I think we'll see a similar phenomena in our third quarter, and then second and fourth quarters for us, are larger wholesale quarters, retail being a bit smaller. But the success that you're seeing in the numbers and you see in the stores is really a result of many, many years for those who have followed the story of investing in talent, in products, in presentation and very innovative marketing. The car show we have going on in Paris has been extraordinarily successful and has helped build the brand awareness in that market where we have important retail and we have also important wholesale. So the entire model is a mosaic of integrated pieces, clearly, direct to consumer, brick and mortar or online is a growing part of our business and will be the dominant part of our Asia business. There's no doubt that each country has a different distribution model, but in Asia, the bulk of the business will come through flagships, dedicated freestanding stores either by men or women or accessories. We've opened recently a kid's store that's been extraordinarily successful. So the opportunities in Asia are almost unlimited and most of that will be approached through our ability to execute at retail. Today, our retail profitability in the merchandise categories that we're in I think stands second to no one. And as we grow the accessory business and that becomes an increased part of our direct to consumer, I think it's only going to get better. Where we've given accessory space to our own stores, whether it's Madison Avenue or Belle Harbor or our recent store we opened in Hong Kong in the Peninsula, the reaction to accessories, whether it's handbags or watches or belts or scarves, has been truly satisfying. So we really think we're on the right trend and the combination of accessory growth, Asia growth and the success in U.S. and Europe, I think, will continue to push the retail to higher heights.

We'll take our next question from Adrianne Shapira with Goldman Sachs.

Roger, just following on that, pushing retails to higher heights, the guidance for the second quarter, it looks as if we're looking for that reversal in operating margins, down 300 basis points on the heels of a spectacular quarter and just help us think, we can appreciate the shift, the mix shift, as wholesale's the bigger part of the quarter. But given the incredibly strong momentum in retail, kind of walk us through how, perhaps, we could be overly conservative in the second quarter.

Well, first of all, as I realize, higher heights is probably not good English but you got the gist of it in retail. Our second quarter, I think, I was saying to Omar, the penetration of wholesale to retail begins to flip. So with that, we get a different kind of margin mix and the impact of cost of goods hits the markup. What worked so extraordinarily well in the first quarter was the full-price sell-throughs, and that was true at wholesale or retail or online. And that really drove the extraordinary margin performance that allowed us to ride over the cost-of-good increases. If that were to repeat itself in the second quarter, and at the moment, our forecasts do not include a 19% comp store retail increase. But if that were to occur, my guess is that the guidance would look conservative in hindsight. But I think at this point, sitting here in the early part of August, we really haven't gotten enough of a read on fall products, and we haven't got enough of a read on the new pricing to make that kind of prediction. So more to follow as the customer begins to react to products. What we have delivered for fall, whether it's in Ralph Lauren brands or Club Monaco, that does seem to be resonating with the customer is really wear-now fabrics, silhouettes, in fall colors. So we are getting a good read on those new deliveries, and that's a good sign for what second quarter may bring us. But at this point, it's really based more on the mix than anything else.

We'll take our next question from Michael Binetti with UBS.

Two quick questions. I'm still having trouble. Just one modeling question first. If you could help me understand, I'm still trying to figure out why gross margins go down from here sequentially. I understand the mix shift and second quarter being a big wholesale selling quarter, and then you'll see cost inflation in that part of the business. But it sounds like pricing is about to take hold and the current trends you're seeing, your gross margins are up, while most of your peers are seeing them down. I'm having a hard time trying figuring out how to model that lower from here. And then secondly on denim, that's been a category where I think the company has had mixed success in the past. It's a huge category in the U.S. and one that I'm surprised that we aren't sitting here today seeing you guys have a bigger share. Is there something structurally that gives you more confidence as you refocus on it now versus how you've approached in the past? And what do you think has maybe caused the results to fall short of your expectations in the past to help us think about it as you reenter that category?

Okay, Michael, those are 2 questions. So let me start with the first. Interestingly enough, historically, first quarter is our highest gross margin quarter of the year, and that's not only driven by the growing retail penetration. But it's really about the product mix because April, May, June period for us is heavily a key item classification, high margin, strong sell-through time of year. And those products tend to come with higher margins. So even though we're up to a record-setting level this first quarter, we've historically run higher margins in the first quarter than the rest of the year. The second, third or fourth quarters tend to be more similar as we work our way through the year, particularly second and fourth quarter tend to be more collection deliveries. And then first and third quarter tend to be more key item and classification. So there's a lot of product mix within the channels and within the segments that do alter meaningfully the gross margin by quarter. The denim question, we agree with you. We think it's an extraordinary opportunity. We think no one has a seat at the table larger than Ralph Lauren. And I think we're now very comfortable with the pyramid of denim that we're representing to the customer. So at the high-end RRL, where we've just opened a new store downtown, if you haven't seen it, but we're very pleased with how that's performing, whether it's in the 72nd Street store or whether it's in our freestanding stores, we are really looking for that business to not only halo but grow into a business of size and scale as it's already the hottest item we have in Japan, and we'll later this fall open a store in London. From there, we actually have this fall Black Label denim coming, which we think is an important extension of the Black Label customers and sensibility. You'll see that in our stores later this year, and we think that speaks to a very specific audience. And then as Jacki talked about, the relaunch of a broader-based denim, which will not only replace here in the United States the Polo Jeans business, but in Europe and in Asia, we think profiles us against that business beautifully. So that, for us, is the beginning of a worldwide opportunity in men's and women's and then of course there's a trickle down into kid's. So we don't disagree the denim business is an enormous opportunity, and there are no structural or brand barriers to have that succeed.

Our next question comes from David Glick with Buckingham Research Group.

Roger, I think what's on everyone's mind is, obviously, the market volatility and how the luxury consumer is going to react. Obviously, you gave a very strong top-line outlook. I'm just curious, if you've seen any change in behavior on the part of consumers or your customers in the U.S. and Europe, which are the regions where, obviously, there's more concern. And then secondly, just wondered at what point on the retail side, I know this whole category presentation or classification, presentation of accessories was a big philosophical discussion at Ralph Lauren and you've made, obviously, a very smart decision to go after that business. When are we going to see that in more of your retail stores?

Okay, well, David, the issue that you articulated about volatility is clearly on all of our minds. I'm not sure at this point we can do anything about it other than watch it play out. We have not seen yet any impact on our customers, both here in the United States or Europe, but as Tracey said, we're watching it carefully. A lot of the issues that seem to be behind the volatility are not new issues. So the uncertainty over debt in Europe, some of the issues here in the United States are not ones that have just come up in the last week. So what is creating the volatility? Where the consumer begins to be impacted by it? We really don't know. So we are, until proven otherwise, pressing ahead with our plans, and we feel good about the trends. First quarter was clearly a big downpayment on the year, the business in Asia, while it's infant state is still very strong. And we're seeing good strong global tourism. So at this point, we're watching carefully, but our forecasts reflect our best thinking. The retail accessory question that you mentioned, I think if you go to the 72nd Street store, where we've devoted the entire main floor to our accessory businesses, if you went to Paris, if you went to The Peninsula in Hong Kong or any of the new stores, you can see the distortion we've given accessories and our thoughts are now to circle back on many of our key flagships and look at how to make those stores similarly reflect our commitment and belief. Having gotten back the footwear business and then the accessory business, more leather good, belts over the years, I think we've built extraordinarily talented teams of people. We have developed the sourcing capabilities, and I think you're now beginning to see that reflected in the products that the customers are seeing, and where we've given a proper representation, they're voting yes. So that's an exciting opportunity for us as we push forward.

The next question comes from Bob Drbul with Barclays Capital.

Just a couple of questions on the inventories. Wondering if you could maybe discuss it in a different way than you've presented it during the prepared remarks. Can you talk about the inventory levels either by region or sort of wholesale inventories versus your retail inventories? And can you talk a little bit about the transparency that you have at the wholesale -- I mean, at the retail level for your customers both in Asia and in Europe?

The transparency of the customer?

No. Just in like where the levels are at retail.

Yes. Well, we have detailed inventory by brand, by region, by channel, by season, down to the item and SKU level. So we've got total visibility to all of our inventory worldwide. As a matter of fact, I think in somewhat of a pioneering investment, we also have visibility into raw materials, where it is in the manufacturing cycle, where it is in the transportation cycle. And so any part of that, that you want to review, you can. One of the things we chose to do when there was concern about factory capacity and transportation capacity was to pull forward inventory in order to minimize disruption. That also allowed us to be most efficient in our transportation and distribution costs. But one of the things we were able to do with that pull forward, which we used our balance sheets to carry heavier inventories coming out of June, is ensure timely deliveries, which are driving sales. And I think the cost of goods is somewhat impacted positively by a more thoughtful transportation and logistics, which did save us some on the margin component. So we do have it by region, channel, brand and we're managing that carefully. I think as Tracey said, by the end of the second quarter, I think you'll see some of this in-transit and some of this pull forward on the fall level back out. So we're very comfortable with where we are given our sales forecast at the moment.

Our next question comes from Jeff Klinefelter with Piper Jaffray.

Just a couple of quick follow-up questions. One on Europe. In terms of Italy, you noted that, that had remained weak as in prior periods. And any updated thoughts there on trends and what you're forecasting into the second half? Are you forecasting further deterioration for Southern Europe or consistent performance? And then just on Asia, as you get further into your plans to roll out and expand in mainland China, are you coming across any opportunities to adjust your pricing either up or down? And how would that compare to your pricing in the European markets?

Okay, Jeff, well, Italy remains challenged. It is a market that the distribution is almost exclusively through small multibrand specialty doors. Those local merchants are really feeling the squeeze of the difficult economic environment. It's not a market that has a meaningful department store exposure. Rinascente in Milan is probably the one exception. So you're really distributing through either mono-brand stores or through a specialty distribution, and I think they're not only feeling it, they're struggling with their own cash flows. So at least for the moment, we're looking at a fall that's probably more the same. And while it's an important country to us, I think you can see in the overall international results and particularly the European results, the strong countries, i.e. France and Germany, the U.K., the Scandinavian markets are all so extraordinarily strong that we're managing the softness in Southern Europe, whether it's Italy or to some degree, Spain. In Asia, we're really in our infancy, and our ability to work with the existing networks that we took back from our licensees, reposition those and move forward. As we're elevating product and content, we're also looking at pricing. So we're trying to take a more global point of view on the appropriateness of price differentiation whether it's Japan or China or South Korea. The Asian customer is very savvy and cross shops whether they cross shop within Asia Pac, or whether they travel to Europe. So I think the subject of global pricing, excluding for a moment the duties, is going to be one in the future. In general, we were priced through our licensed distribution too low. So we think we have found opportunities by merchandise categories to get better alignment with the market conditions.

And we'll take our last question from Faye Landes with Consumer Edge Research.

Just a question on CapEx. Can you just -- you had guided to higher CapEx this quarter, this year, and the CapEx in the quarter was approximately in line with last year. So is that a timing issue or something else going on?

No, it is a timing issue. We expect that we are going to expect the full year's CapEx, Faye, of $320 million that we had communicated to you on the fourth quarter call. So it's just the timing between quarters.

And the buyback, what should we read into that?

Well, we have a quite a bit of authorization for share repurchases, as we always do. We time those opportunistically. And we have $670 million left. So I think you can expect that we will continue share repurchase activity over the next few quarters.

Okay. Thank you, everybody, for listening, and extraordinary hard work on the part of 24,000 employees around the world. We're really looking forward to the fall season and a strong holiday. So we'll be back to you in November.

And that does conclude today's conference. We thank you for your participation.