Boot Barn Holdings Q3 2026 Boot Barn Holdings Inc Earnings Call | AllMind AI Earnings | AllMind AI
Q3 2026 Boot Barn Holdings Inc Earnings Call
Speaker #1: Now, I'd like to turn the conference over to your host, Mr. Mark Dedovesh, Senior Vice President of Investor Relations and Finance. Please go ahead.
Speaker #1: sir. Thank you.
Mark Dedovesh: Thank you. Good afternoon, everyone. Thank you for joining us today to discuss Boot Barn's Q3, Fiscal 2026 earnings results. With me on today's call are John Hazen, Chief Executive Officer, and Jim Watkins, Chief Financial Officer. A copy of today's press release, along with a supplemental financial presentation, is available on the Investor Relations section of Boot Barn's website at bootbarn.com. Shortly after we end this call, a recording of the call will be available as a replay for 30 days on the Investor Relations section of the company's website. I would like to remind you that certain statements we will make during this call are forward-looking statements. These forward-looking statements reflect Boot Barn's judgment and analysis only as of today, and actual results may differ materially from current expectations based on a number of factors affecting Boot Barn's business.
Mark Dedovich: Thank you. Good afternoon, everyone. Thank you for joining us today to discuss Boot Barn's Q3, Fiscal 2026 earnings results. With me on today's call are John Hazen, Chief Executive Officer, and Jim Watkins, Chief Financial Officer. A copy of today's press release, along with a supplemental financial presentation, is available on the Investor Relations section of Boot Barn's website at bootbarn.com. Shortly after we end this call, a recording of the call will be available as a replay for 30 days on the Investor Relations section of the company's website. I would like to remind you that certain statements we will make during this call are forward-looking statements. These forward-looking statements reflect Boot Barn's judgment and analysis only as of today, and actual results may differ materially from current expectations based on a number of factors affecting Boot Barn's business.
Speaker #2: Good afternoon, everyone. Thank you for joining us today to discuss Boot Barn's third-quarter fiscal 2026 earnings results. With me on today's call are John Hazen, Chief Executive Officer, and Jim Watkins, Chief Financial Officer.
Speaker #2: A copy of today's press release, along with a supplemental financial presentation, is available on the Investor Relations section of Boot Barn's website at bootbarn.com.
Speaker #2: Shortly after we end this call, a recording of the call will be available as a replay for 30 days on the Investor Relations section of the company's website.
Speaker #2: I would like to remind you that certain statements we will make during this call are forward-looking statements. These forward-looking statements reflect Boot Barn's judgment and analysis only as of today, and actual results may differ materially from current expectations based on a number of factors affecting Boot Barn's business.
Speaker #2: Accordingly, you should not place undue reliance on these forward-looking statements. For a more thorough discussion of the risks and uncertainties associated with the forward-looking statements to be made during this conference call webcast, we refer you to the disclaimer regarding forward-looking statements that is included in our third-quarter fiscal 2026 earnings release, as well as our filings with the SEC reference in that disclaimer.
Mark Dedovesh: Accordingly, you should not place undue reliance on these forward-looking statements. For a more thorough discussion of the risks and uncertainties associated with the forward-looking statements to be made during this conference call and webcast, we refer you to the disclaimer regarding forward-looking statements that is included in our Q3, Fiscal 2026 earnings release, as well as our filings with the SEC referenced in that disclaimer. We do not undertake any obligation to update or alter any forward-looking statements, whether as a result of new information, future events, or otherwise. I will now turn the call over to John Hazen, Boot Barn's Chief Executive Officer. John?
Mark Dedovich: Accordingly, you should not place undue reliance on these forward-looking statements. For a more thorough discussion of the risks and uncertainties associated with the forward-looking statements to be made during this conference call and webcast, we refer you to the disclaimer regarding forward-looking statements that is included in our Q3, Fiscal 2026 earnings release, as well as our filings with the SEC referenced in that disclaimer. We do not undertake any obligation to update or alter any forward-looking statements, whether as a result of new information, future events, or otherwise. I will now turn the call over to John Hazen, Boot Barn's Chief Executive Officer. John?
Speaker #2: We do not undertake any obligation to update or alter any forward-looking statements, whether as a result of new information, future events, or otherwise. I will now turn the call over to John Hazen, Boot Barn's Chief Executive Officer.
Speaker #2: John?
Speaker #3: Thank you, Mark, and good afternoon. Thank you, everyone, for joining us. On this call, I will review our third-quarter fiscal 2026 results, provide an update on current business, and discuss the progress we have made across each of our four strategic initiatives.
John Hazen: Thank you, Mark. Good afternoon. Thank you, everyone, for joining us. On this call, I will review our Q3, Fiscal 2026 results, provide an update on current business, and discuss the progress we have made across each of our four strategic initiatives. Following my remarks, Jim Watkins will review our financial performance in more detail, and then we will open the call for questions. We are very pleased with our Q3 results, which reflect broad-based strength across all major merchandise categories in stores and online and across all geographies. During the quarter, revenue increased 16% compared to the prior year to $706 million, including consolidated same-store sales growth of 5.7%. In addition to strong sales growth, merchandise margin rate increased 110 basis points compared to the prior year period.
John Hazen: Thank you, Mark. Good afternoon. Thank you, everyone, for joining us. On this call, I will review our Q3, Fiscal 2026 results, provide an update on current business, and discuss the progress we have made across each of our four strategic initiatives. Following my remarks, Jim Watkins will review our financial performance in more detail, and then we will open the call for questions. We are very pleased with our Q3 results, which reflect broad-based strength across all major merchandise categories in stores and online and across all geographies. During the quarter, revenue increased 16% compared to the prior year to $706 million, including consolidated same-store sales growth of 5.7%. In addition to strong sales growth, merchandise margin rate increased 110 basis points compared to the prior year period.
Speaker #3: Following my remarks, Jim Watkins will review our financial performance in more detail and then we will open the call for questions. We are very pleased with our third-quarter results, which reflect broad-based strength across all major merchandise categories in stores and online, and across all geographies.
Speaker #3: During the quarter, revenue increased 16% compared to the prior year to $706 million, including consolidated same-store sales growth of 5.7%. In addition to strong sales growth, merchandise margin rate increased 110 basis points compared to the prior year period.
Speaker #3: The strength in sales and margin, combined with solid expense control, resulted in earnings per diluted share of $2.79 during the quarter. I am very proud of the entire team's ability to execute on our four strategic initiatives, which drove very strong results.
John Hazen: The strength in sales and margin, combined with solid expense control, resulted in earnings per diluted share of $2.79 during the quarter. I am very proud of the entire team's ability to execute on our four strategic initiatives, which drove very strong results. Now turning to current business. Through the first five weeks of our fiscal fourth quarter, we have continued to see broad-based strength in same-store sales despite the negative impact of recent winter storms. On a consolidated basis, quarter-to-date same-store sales increased 5.7%, which we estimate was negatively impacted by approximately $5 million of reduced revenue due to the storm closures resulting from the recent winter storms. Prior to the winter storms, for the first 26 days of the fiscal quarter, consolidated quarter-to-date comps increased approximately 9.1%, driven by growth in transactions.
John Hazen: The strength in sales and margin, combined with solid expense control, resulted in earnings per diluted share of $2.79 during the quarter. I am very proud of the entire team's ability to execute on our four strategic initiatives, which drove very strong results. Now turning to current business. Through the first five weeks of our fiscal fourth quarter, we have continued to see broad-based strength in same-store sales despite the negative impact of recent winter storms. On a consolidated basis, quarter-to-date same-store sales increased 5.7%, which we estimate was negatively impacted by approximately $5 million of reduced revenue due to the storm closures resulting from the recent winter storms. Prior to the winter storms, for the first 26 days of the fiscal quarter, consolidated quarter-to-date comps increased approximately 9.1%, driven by growth in transactions.
Speaker #3: Now, turning to current business. Through the first five weeks of our fiscal fourth quarter, we have continued to see broad-based strength in same-store sales, despite the negative impact of recent winter storms.
Speaker #3: On a consolidated basis, quarter-to-date same-store sales increased 5.7%, which we estimate was negatively impacted by approximately $5 million of reduced revenue due to the storm closures resulting from the recent winter storms.
Speaker #3: Prior to the winter storms, for the first 26 days of the fiscal quarter, consolidated quarter-to-date comps increased approximately 9.1%. Driven by growth in transactions, we feel very good about the underlying tone of the business and the start to our fourth quarter.
John Hazen: We feel very good about the underlying tone of the business and the start to our Q4. I will now spend some time discussing each of our four strategic initiatives. Let's begin with new store growth. We opened a record 25 stores in the Q3, ending the period with 514 stores. I am very pleased that our new store engine over the past several years has consistently exceeded our sales, earnings, and payback expectations throughout all regions of the country, and these strong results have continued with the stores open during the past 12 months. As a reminder, new stores on average are on pace to generate approximately $3.2 million in annual sales in their first full year of operation and pay back their initial investment in less than two years.
John Hazen: We feel very good about the underlying tone of the business and the start to our Q4. I will now spend some time discussing each of our four strategic initiatives. Let's begin with new store growth. We opened a record 25 stores in the Q3, ending the period with 514 stores. I am very pleased that our new store engine over the past several years has consistently exceeded our sales, earnings, and payback expectations throughout all regions of the country, and these strong results have continued with the stores open during the past 12 months. As a reminder, new stores on average are on pace to generate approximately $3.2 million in annual sales in their first full year of operation and pay back their initial investment in less than two years.
Speaker #3: I will now spend some time discussing each of our four strategic initiatives. Let's begin with new store growth. We opened a record 25 stores in the third quarter, ending the period with 514 stores.
Speaker #3: I am very pleased that our new store engine, over the past several years, has consistently exceeded our sales, earnings, and payback expectations throughout all regions of the country, and these strong results have continued with the stores open during the past 12 months.
Speaker #3: As a reminder, new stores on average are on pace to generate approximately $3.2 million in annual sales in their first full year of operation and pay back their initial investment in less than two years.
Speaker #3: Looking forward, we have planned 15 store openings in the fourth quarter, which would bring the fiscal year total to 70 new stores. As we look towards fiscal 2027, the pipeline remains very strong, and we estimate 20 projected openings in the first quarter, which will begin in April.
John Hazen: Looking forward, we have planned 15 store openings in the fourth quarter, which would bring the fiscal year total to 70 new stores. As we look towards Fiscal 27, the pipeline remains very strong, and we estimate 20 projected openings in the first quarter, which will begin in April. Given the consistent strength of our new store openings, we believe that we are well positioned to continue expanding the Boot Barn brand for years to come as we head towards our target of 1,200 stores in the United States. Moving to our second initiative, same-store sales. Q3 consolidated same-store sales grew 5.7%, with brick-and-mortar same-store sales increasing 3.7%. Store comp growth was driven by low single-digit increases in both basket and transactions. From a merchandising perspective, we saw broad-based growth across all major merchandise categories.
John Hazen: Looking forward, we have planned 15 store openings in the fourth quarter, which would bring the fiscal year total to 70 new stores. As we look towards Fiscal 27, the pipeline remains very strong, and we estimate 20 projected openings in the first quarter, which will begin in April. Given the consistent strength of our new store openings, we believe that we are well positioned to continue expanding the Boot Barn brand for years to come as we head towards our target of 1,200 stores in the United States. Moving to our second initiative, same-store sales. Q3 consolidated same-store sales grew 5.7%, with brick-and-mortar same-store sales increasing 3.7%. Store comp growth was driven by low single-digit increases in both basket and transactions. From a merchandising perspective, we saw broad-based growth across all major merchandise categories.
Speaker #3: Given the consistent strength of our new store openings, we believe that we are well-positioned to continue expanding the Boot Barn brand for years to come as we head towards our target of 1,200 stores in the United States.
Speaker #3: Moving to our second initiative, same-store sales. Third-quarter consolidated same-store sales grew 5.7%, with brick-and-mortar same-store sales increasing 3.7%. Store comp growth was driven by low single-digit increases in both basket and transactions.
Speaker #3: From a merchandising perspective, we saw broad-based growth across all major merchandise categories. Our men's and ladies' Western boots businesses comped positive high single digits, and our men's and ladies' apparel businesses slightly outperformed the chain average.
John Hazen: Our men's and ladies' Western boots businesses comped positive high single digits, and our men's and ladies' apparel businesses slightly outperformed the chain average, led by mid-teen same-store sales growth in denim. Our work boots business also comped positive mid-single digits during the quarter. From an operations perspective, I am very proud of the field team's dedication and hard work, which resulted in another strong holiday season. The field team continues to provide best-in-class customer service and drive record sales volume while hiring and training seasonal staff, managing inventory flow, and opening new stores. I would like to thank the field and the entire Boot Barn team for their partnership and execution. Moving to our third initiative, Omni Channel. In Q3, online comp sales grew 19.6%.
John Hazen: Our men's and ladies' Western boots businesses comped positive high single digits, and our men's and ladies' apparel businesses slightly outperformed the chain average, led by mid-teen same-store sales growth in denim. Our work boots business also comped positive mid-single digits during the quarter. From an operations perspective, I am very proud of the field team's dedication and hard work, which resulted in another strong holiday season. The field team continues to provide best-in-class customer service and drive record sales volume while hiring and training seasonal staff, managing inventory flow, and opening new stores. I would like to thank the field and the entire Boot Barn team for their partnership and execution. Moving to our third initiative, Omni Channel. In Q3, online comp sales grew 19.6%.
Speaker #3: Led by mid-teens same-store sales growth in denim. Our work boots business also comped positive mid-single digits during the quarter. From an operations perspective, I am very proud of the field team's dedication and hard work, which resulted in another strong holiday season.
Speaker #3: The field team continues to provide best-in-class customer service and drive record sales volume, while hiring and training seasonal staff, managing inventory flow, and opening new stores.
Speaker #3: I would like to thank the field and the entire Boot Barn team for their partnership and execution. Moving to our third initiative, omnichannel. In the third quarter, online comp sales grew 19.6%.
Speaker #3: We are very pleased with the growth in our online channel, particularly the positive results from our new initiative to develop exclusive brand sites. As a reminder, one of our goals beginning this year was to market exclusive brands separately from the Boot Barn brand.
John Hazen: We are very pleased with the growth in our online channel, particularly the positive results from our new initiative to develop exclusive brand sites. As a reminder, one of our goals beginning this year was to market exclusive brands separately from the Boot Barn brand. Earlier this year, we launched websites for Cody James and Hawx and are very pleased with the initial results on both rollouts, which have primarily attracted new customers. Looking forward, we are planning to launch standalone websites for more of our brands, including Shyanne, our leading ladies' brand, and Cleo + Wolf, our ladies' country lifestyle brand. Now to our fourth strategic initiative, merchandise margin expansion and exclusive brands. During Q3, merchandise margin increased by 110 basis points compared to the prior year period, driven by buying economies of scale, supply chain efficiencies, and 240 basis points of growth in exclusive brands.
John Hazen: We are very pleased with the growth in our online channel, particularly the positive results from our new initiative to develop exclusive brand sites. As a reminder, one of our goals beginning this year was to market exclusive brands separately from the Boot Barn brand. Earlier this year, we launched websites for Cody James and Hawx and are very pleased with the initial results on both rollouts, which have primarily attracted new customers. Looking forward, we are planning to launch standalone websites for more of our brands, including Shyanne, our leading ladies' brand, and Cleo + Wolf, our ladies' country lifestyle brand. Now to our fourth strategic initiative, merchandise margin expansion and exclusive brands. During Q3, merchandise margin increased by 110 basis points compared to the prior year period, driven by buying economies of scale, supply chain efficiencies, and 240 basis points of growth in exclusive brands.
Speaker #3: Earlier this year, we launched websites for Cody James and Hawks and are very pleased with the initial results on both rollouts, which have primarily attracted new customers.
Speaker #3: Looking forward, we are planning to launch standalone websites for more of our brands, including Cheyenne, our leading ladies' brand, and Clio and Wolf, our ladies' country lifestyle brand.
Speaker #3: Now to our fourth strategic initiative. Merchandise margin expansion and exclusive brands. During the third quarter, merchandise margin increased by 110 basis points compared to the prior year period, driven by buying economies of scale, supply chain efficiencies, and $240 basis points of growth in exclusive brands.
Speaker #3: I am proud of the team's ability to grow merchandise margin and exclusive brand penetration while staying committed to our full-price selling model, particularly during the holiday season.
John Hazen: I am proud of the team's ability to grow merchandise margin and exclusive brand penetration while staying committed to full-price selling model, particularly during the holiday season. I would now like to provide an update on our pricing strategy related to exclusive brand products. We will be increasing exclusive brand ticket prices on some product during Q4. We are pricing our goods in a manner that will allow us to continue to drive growth in merchandise margin rate. Our team has continued to diligently work with our factory partners to mitigate the impact of tariffs through cost concessions, which have allowed us to maintain pricing on some goods. New exclusive brand product that we have added to the assortment has already been priced accordingly at the factory level, given the fluid environment we are operating in.
John Hazen: I am proud of the team's ability to grow merchandise margin and exclusive brand penetration while staying committed to full-price selling model, particularly during the holiday season. I would now like to provide an update on our pricing strategy related to exclusive brand products. We will be increasing exclusive brand ticket prices on some product during Q4. We are pricing our goods in a manner that will allow us to continue to drive growth in merchandise margin rate. Our team has continued to diligently work with our factory partners to mitigate the impact of tariffs through cost concessions, which have allowed us to maintain pricing on some goods. New exclusive brand product that we have added to the assortment has already been priced accordingly at the factory level, given the fluid environment we are operating in.
Speaker #3: I would now like to provide an update on our pricing strategy related to exclusive brand products. We will be increasing exclusive brand ticket prices on some product during the fourth quarter.
Speaker #3: We are pricing our goods in a manner that will allow us to continue to drive growth in merchandise margin rate. Our team has continued to diligently work with our factory partners to mitigate the impact of tariffs through cost concessions which have allowed us to maintain pricing on some goods.
Speaker #3: New exclusive brand product that we have added to the assortment has already been priced accordingly at the factory level, given the fluid environment we are operating in.
Speaker #3: The team continues to be flexible and looks for ways to drive growth in merchandise margin. I would like to now turn the call over to Jim.
John Hazen: The team continues to be flexible and looks for ways to drive growth in merchandise margin. I would like to now turn the call over to Jim. Thank you, John. In Q3, net sales increased 16% to $706 million. The increase in net sales was the result of the incremental sales from new stores and the increase in consolidated same-store sales. The 5.7% increase in same-store sales is comprised of a 3.7% increase in retail store same-store sales and a 19.6% increase in e-commerce same-store sales. Gross profit increased 18% to $281 million compared to gross profit of $239 million in the prior year period. Gross profit rate increased 60 basis points to 39.9% when compared to the prior year period as a result of a 110 basis point increase in merchandise margin rate, partially offset by 50 basis points of deleverage in buying, occupancy, and distribution center costs.
John Hazen: The team continues to be flexible and looks for ways to drive growth in merchandise margin. I would like to now turn the call over to Jim. Thank you, John. In Q3, net sales increased 16% to $706 million. The increase in net sales was the result of the incremental sales from new stores and the increase in consolidated same-store sales. The 5.7% increase in same-store sales is comprised of a 3.7% increase in retail store same-store sales and a 19.6% increase in e-commerce same-store sales. Gross profit increased 18% to $281 million compared to gross profit of $239 million in the prior year period. Gross profit rate increased 60 basis points to 39.9% when compared to the prior year period as a result of a 110 basis point increase in merchandise margin rate, partially offset by 50 basis points of deleverage in buying, occupancy, and distribution center costs.
Speaker #2: Thank you, John. In the third quarter, net sales increased 16% to $706 million. The increase in net sales was the result of the incremental sales from new stores and the increase in consolidated same-store sales.
Speaker #2: The 5.7% increase in same-store sales is comprised of a 3.7% increase in retail store same-store sales and a 19.6% increase in e-commerce same-store sales.
Speaker #2: Gross profit increased 18% to $281 million, compared to gross profit of $239 million in the prior year period. Gross profit rate increased 60 basis points to $39.9% when compared to the prior year period, as a result of a $110 basis point increase in merchandise margin rate.
Speaker #2: Partially offset by 50 basis points of deleverage in buying, occupancy, and distribution center costs. The increase in merchandise margin rate was primarily the result of buying economies of scale, supply chain efficiencies, and growth in exclusive brand penetration.
John Hazen: The increase in merchandise margin rate was primarily the result of buying economies of scale, supply chain efficiencies, and growth in exclusive brand penetration. The deleverage in buying, occupancy, and distribution center costs was driven by the occupancy costs of new stores. SG&A expenses for the quarter were $166 million, or 23.6% of sales, compared to $139 million, or 22.9% of sales in the prior year period. Income from operations was $115 million, or 16.3% of sales in the quarter compared to $99 million, or 16.4% of sales in the prior year period. Included in SG&A and income from operations in the prior year period was a net benefit of $6.7 million related to the company's former CEO's resignation.
John Hazen: The increase in merchandise margin rate was primarily the result of buying economies of scale, supply chain efficiencies, and growth in exclusive brand penetration. The deleverage in buying, occupancy, and distribution center costs was driven by the occupancy costs of new stores. SG&A expenses for the quarter were $166 million, or 23.6% of sales, compared to $139 million, or 22.9% of sales in the prior year period. Income from operations was $115 million, or 16.3% of sales in the quarter compared to $99 million, or 16.4% of sales in the prior year period. Included in SG&A and income from operations in the prior year period was a net benefit of $6.7 million related to the company's former CEO's resignation.
Speaker #2: The deleverage in buying, occupancy, and distribution center costs was driven by the occupancy costs of new stores. SG&A expenses for the quarter were $166 million, or 23.6% of sales, compared to $139 million, or 22.9% of sales, in the prior year period.
Speaker #2: Income from operations was $115 million, or 16.3% of sales, in the quarter, compared to $99 million, or 16.4% of sales, in the prior-year period.
Speaker #2: Included in SG&A and income from operations in the prior-year period was a net benefit of $6.7 million related to the company's former CEO's resignation.
Speaker #2: Excluding this benefit in the prior year period, this year's SG&A expense is a percentage of net sales leveraged 40 basis points. And income from operations is a percentage of net sales leveraged by 100 basis points.
John Hazen: Excluding this benefit in the prior year period, this year's SG&A expense as a percentage of net sales leveraged 40 basis points, and income from operations as a percentage of net sales leveraged by 100 basis points. Net income per diluted share in the third quarter increased to $2.79 compared to $2.43 per diluted share in the prior year period. Included in net income per diluted share in the prior year period was an estimated $0.22 benefit related to the former CEO's resignation. Excluding this benefit in the prior year period, EPS increased by 26%. Turning to the balance sheet. On a consolidated basis, inventory increased 17% over the prior year period to $805 million and increased approximately 4% on a same-store basis. Total inventory increased as a result of adding 15% new stores, growth in comp store inventory, and growth in exclusive brands.
John Hazen: Excluding this benefit in the prior year period, this year's SG&A expense as a percentage of net sales leveraged 40 basis points, and income from operations as a percentage of net sales leveraged by 100 basis points. Net income per diluted share in the third quarter increased to $2.79 compared to $2.43 per diluted share in the prior year period. Included in net income per diluted share in the prior year period was an estimated $0.22 benefit related to the former CEO's resignation. Excluding this benefit in the prior year period, EPS increased by 26%. Turning to the balance sheet. On a consolidated basis, inventory increased 17% over the prior year period to $805 million and increased approximately 4% on a same-store basis. Total inventory increased as a result of adding 15% new stores, growth in comp store inventory, and growth in exclusive brands.
Speaker #2: Net income per diluted share in the third quarter increased to $2.79 compared to $2.43 per diluted share in the prior year period. Included in net income per diluted share in the prior year period was an estimated $22 benefit related to the former CEO's resignation.
Speaker #2: Excluding this benefit in the prior year period, EPS increased by 26%. Turning to the balance sheet, on a consolidated basis, inventory increased 17% over the prior year period to $805 million, and increased approximately 4% on a same-store basis.
Speaker #2: Total inventory increased as a result of adding 15% new stores, growth in comp store inventory, and growth in exclusive health of our inventory and our markdowns as a brands.
John Hazen: We feel good about the health of our inventory, and our markdowns as a percentage of inventory are below historical levels. During the quarter, we purchased approximately 67,000 shares of our common stock for an aggregate purchase price of $12.5 million as part of our authorized $200 million share repurchase program. We finished the quarter with $200 million in cash and zero drawn on our $250 million revolving line of credit. I would now like to provide an update on our fourth quarter guidance, which is outlined in our supplemental financial presentation. As the presentation lays out the low and high end of our guidance range, I will only speak to the high end of the range in my following remarks. For the fourth quarter, we expect total sales at the high end of our guidance range to be $535 million and a consolidated same-store sales increase of 5%.
John Hazen: We feel good about the health of our inventory, and our markdowns as a percentage of inventory are below historical levels. During the quarter, we purchased approximately 67,000 shares of our common stock for an aggregate purchase price of $12.5 million as part of our authorized $200 million share repurchase program. We finished the quarter with $200 million in cash and zero drawn on our $250 million revolving line of credit. I would now like to provide an update on our fourth quarter guidance, which is outlined in our supplemental financial presentation. As the presentation lays out the low and high end of our guidance range, I will only speak to the high end of the range in my following remarks. For the fourth quarter, we expect total sales at the high end of our guidance range to be $535 million and a consolidated same-store sales increase of 5%.
Speaker #2: percentage of inventory are below historical levels. During the quarter, we purchased approximately 67,000 shares of our common stock for an aggregate purchase price of $12.5 million, as part of our authorized $200 million share repurchase program.
Speaker #2: We finished the quarter with $200 million in cash and zero drawn on our $250 million revolving We feel good about the line of credit.
Speaker #2: I would now like to provide an update on our fourth quarter guidance, which is outlined in our supplemental financial presentation. As the presentation lays out the low and high end of our guidance range, I will only speak to the high end of the range in my following remarks.
Speaker #2: For the fourth quarter, we expect total sales at the high end of our guidance range to be $535 million and a consolidated same-store sales increase of 5%.
Speaker #2: We expect merchandise margin to be approximately 50.5% of sales, a 60 basis point decrease from the prior year period. Included in our fourth quarter guidance is 20 basis points of expected growth in product margin.
John Hazen: We expect merchandise margin to be approximately 50.5% of sales, a 60 basis point decrease from the prior year period. Included in our Q4 guidance is 20 basis points of expected growth in product margin, offset by a combined 80 basis point increase in shrink and freight expense compared to the prior year period. As a reminder, we are up against extremely strong merchandise margin expansion last year of 210 basis points, which was helped by very favorable shrink and freight. Our guidance for Q4 of this year contemplates more normalized shrink levels and embeds the current run rate for freight expense, which, while higher than the prior year period, is lower than historical levels and in line with Q3. We expect gross profit to be approximately 36.1% of sales, which includes 50 basis points of deleverage in buying, occupancy, and distribution center costs.
John Hazen: We expect merchandise margin to be approximately 50.5% of sales, a 60 basis point decrease from the prior year period. Included in our Q4 guidance is 20 basis points of expected growth in product margin, offset by a combined 80 basis point increase in shrink and freight expense compared to the prior year period. As a reminder, we are up against extremely strong merchandise margin expansion last year of 210 basis points, which was helped by very favorable shrink and freight. Our guidance for Q4 of this year contemplates more normalized shrink levels and embeds the current run rate for freight expense, which, while higher than the prior year period, is lower than historical levels and in line with Q3. We expect gross profit to be approximately 36.1% of sales, which includes 50 basis points of deleverage in buying, occupancy, and distribution center costs.
Speaker #2: Offset by a combined 80-basis-point increase in shrink and freight expense compared to the prior-year period. As a reminder, we are up against extremely strong merchandise margin expansion last year of 210 basis points, which was helped by very favorable shrink and freight.
Speaker #2: Our guidance for the fourth quarter of this year contemplates more normalized shrink levels and embeds the current run rate for freight expense, which, while higher than the prior-year period, is lower than historical levels and in line with the third quarter.
Speaker #2: We expect gross profit to be approximately $36.1% of sales, which includes 50 basis points of deleverage in buying, occupancy, and distribution center costs. Our income from operations is expected to be $59 million, or 11.1% of sales.
John Hazen: Our income from operations is expected to be $59 million, or 11.1% of sales. We expect earnings per diluted share to be $1.45. Based on our year-to-date performance and fourth quarter outlook, we are raising our full year guidance. For the full fiscal year, we now expect total sales to be $2.25 billion, representing growth of 18% over fiscal 2025. We expect same-store sales to increase 7%, with the retail store same-store sales increase of 6% and e-commerce same-store sales growth of 15%. We expect merchandise margin to be approximately 50.8% of sales, a 70 basis points increase over the prior year period. This margin increase includes exclusive brand penetration growth of 240 basis points. We expect gross profit to be approximately 38% of sales. Our income from operations is expected to be $301 million, or 13.4% of sales.
John Hazen: Our income from operations is expected to be $59 million, or 11.1% of sales. We expect earnings per diluted share to be $1.45. Based on our year-to-date performance and fourth quarter outlook, we are raising our full year guidance. For the full fiscal year, we now expect total sales to be $2.25 billion, representing growth of 18% over fiscal 2025. We expect same-store sales to increase 7%, with the retail store same-store sales increase of 6% and e-commerce same-store sales growth of 15%. We expect merchandise margin to be approximately 50.8% of sales, a 70 basis points increase over the prior year period. This margin increase includes exclusive brand penetration growth of 240 basis points. We expect gross profit to be approximately 38% of sales. Our income from operations is expected to be $301 million, or 13.4% of sales.
Speaker #2: We expect earnings for diluted share to be $1.45. Based on our year-to-date performance and fourth quarter outlook, we are raising our full year guidance.
Speaker #2: For the full fiscal year, we now expect total sales to be $2.25 billion, representing growth of 18% over fiscal '25. We expect same-store sales to increase 7%, with a retail store same-store sales increase of 6%, and e-commerce same-store sales growth of 15%.
Speaker #2: We expect merchandise margin to be approximately 50.8% of sales, a 70 basis point increase over the prior year period. This margin increase includes exclusive brand penetration growth of 240 basis points.
Speaker #2: We expect gross profit to be approximately 38% of sales. Our income from operations is expected to be $301 million, or 13.4% of sales.
Speaker #2: We expect net income for fiscal '26 to be $226 million and earnings for diluted share to be $7.35. Now I would like to turn the call back to John for some closing remarks.
John Hazen: We expect net income for Fiscal 2026 to be $226 million and earnings per diluted share to be $7.35. Now, I would like to turn the call back to John for some closing remarks.
John Hazen: We expect net income for Fiscal 2026 to be $226 million and earnings per diluted share to be $7.35. Now, I would like to turn the call back to John for some closing remarks.
Speaker #2: Thank you, Jim. I'm very pleased with our third quarter and year-to-date results, and I believe we are well positioned for a strong finish to our fiscal year.
Jim Watkins: Thank you, Jim. I am very pleased with our third quarter and year-to-date results, and I believe we are well positioned for a strong finish to our fiscal year. I would like to thank the entire team across the country for their dedication to Boot Barn and our customers. Now, I would like to open the call for questions.
Jim Watkins: Thank you, Jim. I am very pleased with our third quarter and year-to-date results, and I believe we are well positioned for a strong finish to our fiscal year. I would like to thank the entire team across the country for their dedication to Boot Barn and our customers. Now, I would like to open the call for questions.
Speaker #2: I would like to thank the entire team across the country for their dedication to Boot Barn and our customers. Now, I would like to open the call for questions.
Speaker #3: We will now begin the question and answer session. To ask a question, you may press star then one on your telephone keypad. If you are using a speakerphone, please pick up your handset before pressing the keys.
Operator: We will now begin the question and answer session. To ask a question, you may press star, then one on your telephone keypad. If you are using a speakerphone, please pick up your handset before pressing the keys. If at any time your question has been addressed and you would like to withdraw your question, please press star, then two. As this call is scheduled for one hour, please limit yourself to one question and one follow-up. At this time, we will pause momentarily to assemble our roster. The first question comes from Matthew Boss with J.P. Morgan. Please go ahead.
Operator: We will now begin the question and answer session. To ask a question, you may press star, then one on your telephone keypad. If you are using a speakerphone, please pick up your handset before pressing the keys. If at any time your question has been addressed and you would like to withdraw your question, please press star, then two. As this call is scheduled for one hour, please limit yourself to one question and one follow-up. At this time, we will pause momentarily to assemble our roster. The first question comes from Matthew Boss with J.P. Morgan. Please go ahead.
Speaker #3: If at any time your question has been addressed and you would like to withdraw your question, please press star then two. As this call is scheduled for one hour, please limit yourself to one question and one follow-up.
Speaker #3: At this time, we will pause momentarily to assemble our roster. The first question comes from Matthew Boss with JP Morgan. Please go
Speaker #3: ahead.
Speaker #4: Thanks, and congrats
[Analyst] (J.P. Morgan): Thanks, and congrats on another nice quarter.
Matthew Boss: Thanks, and congrats on another nice quarter.
Speaker #4: on another nice
Speaker #4: quarter. Thanks,
John Hazen: Thanks, Matt.
John Hazen: Thanks, Matt.
Speaker #4: So John, on the Matt. 9% comp for the first 26 days of January, but before the storms, could you elaborate on the drivers of acceleration that you had seen relative to the third quarter?
[Analyst] (J.P. Morgan): So, John, on the 9% comp for the first 26 days of January before the storms, could you elaborate on the drivers of acceleration that you had seen relative to Q3? Was the sequential improvement broad-based or any specific category callouts? What did you embed for the remainder of the quarter to get to the 3% to 5% guide?
Matthew Boss: So, John, on the 9% comp for the first 26 days of January before the storms, could you elaborate on the drivers of acceleration that you had seen relative to Q3? Was the sequential improvement broad-based or any specific category callouts? What did you embed for the remainder of the quarter to get to the 3% to 5% guide?
Speaker #4: Was the sequential improvement broad-based, or were there any specific category callouts? And what did you embed for the remainder of the quarter to get to the three-to-five guide?
Speaker #2: Yeah, thanks, Matt. Great question. When we look at those first weeks of January and the 9.1% comp, it was broad-based across most major merchandise categories. The one category worth calling out was the work business—the work apparel business was a little softer given some of the warmer weather we saw in January.
John Hazen: Yeah, thanks, Matt. Great question. When we look at those first weeks of January and the 9.1 comp, it was broad-based across most major merchandise categories. The one category worth calling out was the work business. The work apparel business was a little softer given some of the warmer weather we saw in January. And as we came into the winter storms or Winter Storm Fern, we saw the needs-based business, both on the work boot and the work apparel side, pick up from their incoming trend as we had the first 5 weeks of business that got us to that 5.7 despite the closures on the Saturday and Sunday, the end of fiscal January and beginning of fiscal February. But outside of the work business, which is driven by outerwear and some warm weather, it was broad-based acceleration across all major merchandise categories.
John Hazen: Yeah, thanks, Matt. Great question. When we look at those first weeks of January and the 9.1 comp, it was broad-based across most major merchandise categories. The one category worth calling out was the work business. The work apparel business was a little softer given some of the warmer weather we saw in January. And as we came into the winter storms or Winter Storm Fern, we saw the needs-based business, both on the work boot and the work apparel side, pick up from their incoming trend as we had the first 5 weeks of business that got us to that 5.7 despite the closures on the Saturday and Sunday, the end of fiscal January and beginning of fiscal February. But outside of the work business, which is driven by outerwear and some warm weather, it was broad-based acceleration across all major merchandise categories.
Speaker #2: And as we came into the winter storms or winter storm fern, we saw the needs-based business both on the work boot and the work apparel side pick up from their incoming trend as we had the first five weeks of business that got us to that 5/7 despite the closures on the Saturday and Sunday, the end of fiscal of fiscal January and beginning February.
Speaker #2: But outside of the work business, which was driven by outerwear and some warm weather, it was a broad-based acceleration across all major merchandise categories. When we look at the remainder of the quarter and getting to that three to five guide, we looked at the March business. As a reminder, it is close to half the quarter's business—a five-week month combined with Houston Rodeo.
John Hazen: When we look at the remaining of the quarter and getting to that 3 to 5 guide, we looked at the March business. As a reminder, it is close to half the quarter's business, a 5-week month combined with Houston Rodeo. The comps get a little bit tougher in that March timeframe. We use that along with our typical forecasting to get to that 3% to 5% comp despite starting with a nice January up 9.1%. That implies, Matt, that the February/March combined comp is a 4.5% consolidated, so 3.6% in stores and 13% e-com.
John Hazen: When we look at the remaining of the quarter and getting to that 3 to 5 guide, we looked at the March business. As a reminder, it is close to half the quarter's business, a 5-week month combined with Houston Rodeo. The comps get a little bit tougher in that March timeframe. We use that along with our typical forecasting to get to that 3% to 5% comp despite starting with a nice January up 9.1%. That implies, Matt, that the February/March combined comp is a 4.5% consolidated, so 3.6% in stores and 13% e-com.
Speaker #2: And the comps get a little bit tougher in that March timeframe. And we use that along with our typical forecasting to get to that three to five percent comp despite starting with a nice January up 9/1.
Speaker #2: And that implies the February and March combined comp is a 4.5% consolidated, so 3.6% in stores and 13% e-com.
Speaker #4: Great. And then maybe a follow-up, John, just take a step back. FY '26, now the second consecutive year of mid to high single-digit comps, could you speak to your level of overall visibility today as you plan the business?
[Analyst] (J.P. Morgan): Great. And then maybe a follow-up, John. Just take a step back. FY26, now the second consecutive year of mid to high single-digit comps. Could you speak to your level of overall visibility today as you plan the business? Are there any structural constraints that you see to sustaining this kind of momentum? Anything changing from a productivity perspective as you look at the box by category? Just kind of thinking ahead relative to the last two years that we've seen.
Matthew Boss: Great. And then maybe a follow-up, John. Just take a step back. FY26, now the second consecutive year of mid to high single-digit comps. Could you speak to your level of overall visibility today as you plan the business? Are there any structural constraints that you see to sustaining this kind of momentum? Anything changing from a productivity perspective as you look at the box by category? Just kind of thinking ahead relative to the last two years that we've seen.
Speaker #4: Are there any structural constraints that you see to sustaining this kind of momentum? Anything changing from a productivity perspective as you look at the box by category?
Speaker #4: Just kind of thinking ahead relative to the last two years that we've seen.
Speaker #2: Yeah. No, Matt, if we look back historically, we can comp in that and we have done it many of the last 10 years. And we feel great about the new store productivity.
John Hazen: Yeah. No, Matt. If we look back historically, we can comp in that low to mid single-digit range, and we have done it many of the last 10 years. We feel great about the new store productivity. We feel great about the new store pipeline, the broadness of the performance across all major merchandise categories. So structurally, there's nothing that gives us concern in comping the comp.
John Hazen: Yeah. No, Matt. If we look back historically, we can comp in that low to mid single-digit range, and we have done it many of the last 10 years. We feel great about the new store productivity. We feel great about the new store pipeline, the broadness of the performance across all major merchandise categories. So structurally, there's nothing that gives us concern in comping the comp.
Speaker #2: We feel great about the new store pipeline. The broadness of the performance across all major merchandise that gives us concern categories. So structurally, there's nothing in comping the comp.
Speaker #4: Great. Best of
[Analyst] (J.P. Morgan): Great. Best of luck.
Matthew Boss: Great. Best of luck.
Speaker #4: luck. Thanks,
John Hazen: Thanks, Matt.
John Hazen: Thanks, Matt.
Speaker #2: Matt.
Speaker #3: The next question comes
Operator: The next question comes from Steven Zaccone with Citi. Please go ahead.
Operator: The next question comes from Steven Zaccone with Citi. Please go ahead.
Speaker #3: From Steven Zacone with Citi. Please go ahead.
Speaker #5: Great, good afternoon. Thanks very much for taking my question. I wanted to ask about the merchandise margin outlook for the fourth quarter. Could you just elaborate on it in a little more detail?
[Analyst] (Citi): Great. Good afternoon. Thanks very much for taking my question. I wanted to ask on the merchandise margin outlook for the fourth quarter. Could you just elaborate on it in a little more detail because it sounded like supply chain came in better than expected in the third quarter? So is this outlook for 4Q, the freight impact kind of unchanged versus how you were speaking to it previously? And then on the product margin being up 20 bps ex-freight and shrink, how much of that is due to your brand penetration? And you just talked through buying economies of scale. Thanks.
Steve Zaccone [Director: Great. Good afternoon. Thanks very much for taking my question. I wanted to ask on the merchandise margin outlook for the fourth quarter. Could you just elaborate on it in a little more detail because it sounded like supply chain came in better than expected in the third quarter? So is this outlook for 4Q, the freight impact kind of unchanged versus how you were speaking to it previously? And then on the product margin being up 20 bps ex-freight and shrink, how much of that is due to your brand penetration? And you just talked through buying economies of scale. Thanks.
Speaker #5: Because it sounded like supply chain came in better than expected in the third quarter. So is this an outlook for Q4, the freight impact kind of unchanged versus how you were speaking to it previously?
Speaker #5: And then on the product margin being up 20 bips ex freight and shrink, how much of that is exclusive brand penetration? Just talk through buying economies of scale.
Speaker #2: No problem, Thanks. Steve. As a reminder, for the fourth quarter, merchandise margin were up against 210 basis points of expansion last year. So tougher comps are part of that.
John Hazen: No problem, Steve. As a reminder, for Q4, merchandise margin, we're up against 210 basis points of expansion last year. So tougher comps are part of that. Your first part of your question was on the shrink and the freight, I guess, more specifically. We're expecting 40 basis points of a headwind on the shrink side of things. It was abnormally low last year versus what we were accruing for. This year, we're expecting that to be more in line with what we've got accrued when we do our full physical inventory counts here over the next couple of months. As far as the freight goes, yes, we have had overall this year, we're expecting the freight expense to be better than it was last year as a rate.
John Hazen: No problem, Steve. As a reminder, for Q4, merchandise margin, we're up against 210 basis points of expansion last year. So tougher comps are part of that. Your first part of your question was on the shrink and the freight, I guess, more specifically. We're expecting 40 basis points of a headwind on the shrink side of things. It was abnormally low last year versus what we were accruing for. This year, we're expecting that to be more in line with what we've got accrued when we do our full physical inventory counts here over the next couple of months. As far as the freight goes, yes, we have had overall this year, we're expecting the freight expense to be better than it was last year as a rate.
Speaker #2: Your first part of your question was on the shrink and the freight. I guess more specifically, we're expecting 40 basis points of a headwind on the shrink side of things.
Speaker #2: It was abnormally low last year. Versus what we were accruing for this year, we're expecting that to be more in line with what we've got accrued when we do our full physical inventory counts here over the next couple of months.
Speaker #2: As far as the freight goes, yes, we have had—overall this year, we're expecting the freight expense to be better than it was last year as a rate.
Speaker #2: As we talked about—I think it was on the last call—that's a little bit lumpy throughout the year, where we've seen, I think it was the first quarter, was really good freight.
John Hazen: As we talked about, I think it was on the last call, that's a little bit lumpy throughout the year where we've seen I think it was the first quarter was really good freight. The second quarter was a headwind. This quarter, the third quarter, was positive again. Then this fourth quarter, we're expecting that to be down. I think that normalizes a little bit more as we get into next year. We had some a lot of fluid activity with tariffs and bringing product in sooner and later. We've also been negotiating with transportation partners and getting some of those rates down. So that's helped us in some of those quarters. That's really been the story of freight. The fourth quarter freight is really kind of in line with our Q3. It's just the prior year comparison that's a little challenging.
John Hazen: As we talked about, I think it was on the last call, that's a little bit lumpy throughout the year where we've seen I think it was the first quarter was really good freight. The second quarter was a headwind. This quarter, the third quarter, was positive again. Then this fourth quarter, we're expecting that to be down. I think that normalizes a little bit more as we get into next year. We had some a lot of fluid activity with tariffs and bringing product in sooner and later. We've also been negotiating with transportation partners and getting some of those rates down. So that's helped us in some of those quarters. That's really been the story of freight. The fourth quarter freight is really kind of in line with our Q3. It's just the prior year comparison that's a little challenging.
Speaker #2: The second quarter was a headwind. And this quarter, the third quarter was positive again. And then this fourth quarter, we're expecting that to be down.
Speaker #2: I think that normalizes a little bit more as we get into next year. We had some a lot of fluid activity with tariffs and bringing product in sooner and later.
Speaker #2: We've also been negotiating with our transportation partners and getting some of those rates down. So that's helped us in some of those quarters, and so that's really been the story of freight.
Speaker #2: The fourth quarter freight is really kind of in line with our Q3. It's just the prior year comparison that's a little challenging. And then on the product margin, the exclusive brand penetration we're expecting that to be about half of the 20 basis points of product margin expansion and the other half coming from buying economies of scale and getting better discounts in pricing.
John Hazen: And then, on the product margin, the exclusive brand penetration, we're expecting that to be about half of the 20 basis points of product margin expansion, and the other half coming from Buying Economies of Scale and getting better discounts in pricing.
John Hazen: And then, on the product margin, the exclusive brand penetration, we're expecting that to be about half of the 20 basis points of product margin expansion, and the other half coming from Buying Economies of Scale and getting better discounts in pricing.
Speaker #5: Okay. Thanks for that detail. And then you gave a commentary about openings of, I think, 20 in the first quarter. How should we think about level of openings for fiscal '27?
[Analyst] (Citi): Okay. Thanks for that detail. Then you gave a commentary about openings, I think, 20 in Q1. How should we think about level of openings for Fiscal 27? I know preliminary at this point, but how should we think about that overall?
Steve Zaccone [Director: Okay. Thanks for that detail. Then you gave a commentary about openings, I think, 20 in Q1. How should we think about level of openings for Fiscal 27? I know preliminary at this point, but how should we think about that overall?
Speaker #5: I know preliminary at this point, but how should we think about that overall?
Speaker #2: Yeah, great question. Yes, the pipeline is very strong for the first quarter, with about 20 lined up in the first quarter. The timing of the rest of the stores and the ultimate number as we roll out the rest of the year—we feel confident that we'll be able to open within our 12 to 15 percent new unit range.
John Hazen: Yeah, great question. Yes, the pipeline is very strong for Q1 with about 20 lined up in Q1. The timing of the rest of the stores and the ultimate number as we roll out the rest of the year, we feel confident that we'll be able to open within our 12% to 15% new unit range. But as far as how that flows out, it's still a little early for us to tell.
John Hazen: Yeah, great question. Yes, the pipeline is very strong for Q1 with about 20 lined up in Q1. The timing of the rest of the stores and the ultimate number as we roll out the rest of the year, we feel confident that we'll be able to open within our 12% to 15% new unit range. But as far as how that flows out, it's still a little early for us to tell.
Speaker #2: But as far as how that flows out, it's still a little early for us to tell.
Speaker #5: Okay. Fair enough. That's a lot. Thanks again.
[Analyst] (Citi): Okay. Fair enough. That's a lot. Thanks again.
Steve Zaccone [Director: Okay. Fair enough. That's a lot. Thanks again.
Speaker #2: Thank you, Steve.
John Hazen: Thank you, Steve.
John Hazen: Thank you, Steve.
Speaker #3: The next question comes from Peter Keith with Piper Sandler. Please go ahead.
Operator: The next question comes from Peter Keith with Piper Sandler. Please go ahead.
Operator: The next question comes from Peter Keith with Piper Sandler. Please go ahead.
Speaker #6: Hi. This is Alexia Morganon for Peter Keith. Thanks for taking our question. We were wondering with the strength of work boots in the quarter, and the success of some of those new strategies you've talked about to you reevaluating where you think the category can go long-term?
[Analyst] (Piper Sandler): Hi, this is Alexia Morgan on for Peter Keith. Thanks for taking our question. We were wondering with the strength of work boots in the quarter and the success of some of those new strategies you've talked about to reinvigorate that category, are you reevaluating where you think the category can go long-term? And then similarly, are there other categories that you think could be optimized in a similar way?
Alexia Morgan [VP and Senior Research: Hi, this is Alexia Morgan on for Peter Keith. Thanks for taking our question. We were wondering with the strength of work boots in the quarter and the success of some of those new strategies you've talked about to reinvigorate that category, are you reevaluating where you think the category can go long-term? And then similarly, are there other categories that you think could be optimized in a similar way?
Speaker #6: And then similarly, are there other categories that you think could be optimized in a similar way?
Speaker #2: Yeah. Great question. I've been very pleased with the performance of work boots thus far. Again, a mid-single-digit comp when the entire business in the quarter was a 5.7.
John Hazen: Yeah, great question. I've been very pleased with the performance of work boots thus far. Again, a mid-single-digit comp when the entire business in the quarter was a 5-7. So we think the marketing, the remerchandising of work boots, getting some better choices for the consumer in from various brands are all helping that performance. All that being said, the work business tends to not comp up as quickly or comp down as quickly as some of the other business. It's a very needs-based kind of stable business. Blue-collar employment has been stable. So I don't see any outsized growth coming. I think we are reinvigorating it. And it's growing from where it was, but it always is a little more stable than what we see in the rest of the business.
John Hazen: Yeah, great question. I've been very pleased with the performance of work boots thus far. Again, a mid-single-digit comp when the entire business in the quarter was a 5-7. So we think the marketing, the remerchandising of work boots, getting some better choices for the consumer in from various brands are all helping that performance. All that being said, the work business tends to not comp up as quickly or comp down as quickly as some of the other business. It's a very needs-based kind of stable business. Blue-collar employment has been stable. So I don't see any outsized growth coming. I think we are reinvigorating it. And it's growing from where it was, but it always is a little more stable than what we see in the rest of the business.
Speaker #2: So we think the marketing, the re-merchandising of work boots, and getting some better choices for the consumer in from various brands are all helping that performance.
Speaker #2: All that being said, the work business tends to not comp up as quickly or comp down as quickly as some of the other business.
Speaker #2: It's a very needs-based kind employment has been stable. growth coming. I think we So I don't see any outsized are reinvigorating it. And it's growing from where it was, but it always is a little more stable than what we see in the rest of the business.
Speaker #2: In terms of other merchandise categories that we're looking at, we're always looking at places where we can improve. I'm not going to share some of these on this call, but there's a couple of major merchandise categories I feel strongly there's opportunity in.
John Hazen: In terms of other merchandise categories that we're looking at, we're always looking at places where we can improve. I'm not going to share some of these on this call, but there's a couple of major merchandise categories I feel strongly there's opportunity in. And for competitive reasons, I'll keep those to myself for right now.
John Hazen: In terms of other merchandise categories that we're looking at, we're always looking at places where we can improve. I'm not going to share some of these on this call, but there's a couple of major merchandise categories I feel strongly there's opportunity in. And for competitive reasons, I'll keep those to myself for right now.
Speaker #2: But for competitive reasons, I'll keep those to myself for right
Speaker #2: now. Okay.
[Analyst] (Piper Sandler): Okay. Thank you. And then one more. We were wondering the sales impacted by the winter storm, are those stores kind of up and running again? Is trend back to normal there? And then when you've seen storm impact in the past, are sales typically made up or is it delayed or more eliminated? Thank you.
Alexia Morgan [VP and Senior Research: Okay. Thank you. And then one more. We were wondering the sales impacted by the winter storm, are those stores kind of up and running again? Is trend back to normal there? And then when you've seen storm impact in the past, are sales typically made up or is it delayed or more eliminated? Thank you.
Speaker #6: Thank you. And then one more. We were wondering the sales impacted by the winter storm or those stores kind of up and running again.
Speaker #6: This trend back to normal there. And then when you've seen storm impact in the past, are sales typically made up or is it delayed or more eliminated?
Speaker #6: Thank you.
Speaker #2: Yeah. The sales impact of the storms, the first of those two winter storms that went across the country, Fern, were more impactful to the business.
John Hazen: Yeah, the sales impact of the storms, the first of those two winter storms that went across the country, one, were more impactful to the business. The second one hurt us in the Northeast last week. Business seems to be back to normal and recovering. As far as a snapback or people going back into the stores and recovering those sales, that's not something we typically will gain back after a storm.
John Hazen: Yeah, the sales impact of the storms, the first of those two winter storms that went across the country, one, were more impactful to the business. The second one hurt us in the Northeast last week. Business seems to be back to normal and recovering. As far as a snapback or people going back into the stores and recovering those sales, that's not something we typically will gain back after a storm.
Speaker #2: The second one, heard us on the Northeast last week. Business seems to be back to normal. And recovering. As far as a snapback or people going back into the stores and recovering, those sales, that's not something we typically will gain back after a storm.
Speaker #6: Thank
Speaker #6: you.
[Analyst] (Piper Sandler): Thank you.
Alexia Morgan [VP and Senior Research: Thank you.
John Hazen: Thanks for listening.
John Hazen: Thanks for listening.
Speaker #3: The Thanks again.
Speaker #3: Next, the next question comes from Dylan Carden with William Blair. Please go ahead.
Operator: The next question comes from Dylan Carden with William Blair. Please go ahead.
Operator: The next question comes from Dylan Carden with William Blair. Please go ahead.
Speaker #5: Thanks. Jim, you've kind of addressed this, but the upside to gross margin relative to the initial outlook for the last three quarters, is that to some of the volatility in shipping tariff mitigation uncertainty and should we kind of limit expectations for that kind of upside go forward?
[Analyst] (J.P. Morgan): Thanks. Jim, you've kind of addressed this, but the upside to gross margin relative to the initial outlook for the last three quarters—is that just some of the volatility in shipping, tariff mitigation, uncertainty? And should we kind of limit expectations for that kind of upside go forward? And a related question, kind of as the leverage point on occupancy has kind of crept up here as you've accelerated your store growth. I think there's some sort of growing anxiety around kind of margin and how you kind of keep improving profitability. Any broader kind of longer-term outlooks of leverage points and merchandise margin opportunities would be appreciated. Thanks.
Dylan Carden [Research Analyst: Thanks. Jim, you've kind of addressed this, but the upside to gross margin relative to the initial outlook for the last three quarters—is that just some of the volatility in shipping, tariff mitigation, uncertainty? And should we kind of limit expectations for that kind of upside go forward? And a related question, kind of as the leverage point on occupancy has kind of crept up here as you've accelerated your store growth. I think there's some sort of growing anxiety around kind of margin and how you kind of keep improving profitability. Any broader kind of longer-term outlooks of leverage points and merchandise margin opportunities would be appreciated. Thanks.
Speaker #5: And a related question, kind of as the leverage point on occupancies kind of crept up here as you've accelerated your store growth, I think there's some sort of growing anxiety around kind of margin and how you kind of keep improving profitability.
Speaker #5: Any broader kind of longer-term outlooks of leverage points and merchandise margin opportunities would be appreciated. Thanks.
Speaker #2: No problem, Dylan. As far as the upside to the gross margin, you're right. It's been a really nice year for us, particularly in the merchandise margin, with the full year looking to come in at the high end of the range, at 70 basis points better than last year.
John Hazen: No problem, Dylan. As far as the upside to the gross margin, you're right. It's been a really nice year for us, particularly on the Merchandise Margin with the full year looking to come in at the high end of the range, at 70 basis points better than last year. When we first guided back in May in the middle of all of the tariff news, and things coming forward, we had guided Merch Margin down 30 to flat. And so it's been a really nice pickup for us throughout the year. And I think that's come from a variety of things as we've seen exclusive brands continue to do really well and outgrow what we thought was going to be 100 basis points of expansion this year.
Jim Watkins: No problem, Dylan. As far as the upside to the gross margin, you're right. It's been a really nice year for us, particularly on the Merchandise Margin with the full year looking to come in at the high end of the range, at 70 basis points better than last year. When we first guided back in May in the middle of all of the tariff news, and things coming forward, we had guided Merch Margin down 30 to flat. And so it's been a really nice pickup for us throughout the year. And I think that's come from a variety of things as we've seen exclusive brands continue to do really well and outgrow what we thought was going to be 100 basis points of expansion this year.
Speaker #2: When we first guided back in May in the middle of all of the tariff news and things coming forward, we had guided merch margin down 30 to flat.
Speaker #2: And so it's been a really nice pickup for us throughout the year. And I think that's come from a variety of things, as we've seen exclusive brands continue to do really well and outgrow what we thought was going to be 100 basis points of expansion this year.
Speaker #2: We saw the benefit of the hard work that the merchant team and the planning teams have done around buying the right product and getting that into the stores and in front of our customers, and selling that.
John Hazen: We saw the benefit of the hard work that the merchant team and the planning teams had done around buying the right product and getting that into the stores and in front of our customers and selling that. And so that's provided some upside on what we call buying economies of scale and some of those vendor discounts. And so it has been a nice year. And then the freight, we had some renegotiated transportation contracts that also provided some upside. So it has been a really nice year. And it's kind of culminated here with seven years. The last seven years, we've had over 700 basis points. I think it's 740 is the number basis points of merch margin expansion. So you're right. The track record has been great. As we look to next year, we're planning to continue to grow merchandise margin.
Jim Watkins: We saw the benefit of the hard work that the merchant team and the planning teams had done around buying the right product and getting that into the stores and in front of our customers and selling that. And so that's provided some upside on what we call buying economies of scale and some of those vendor discounts. And so it has been a nice year. And then the freight, we had some renegotiated transportation contracts that also provided some upside. So it has been a really nice year. And it's kind of culminated here with seven years. The last seven years, we've had over 700 basis points. I think it's 740 is the number basis points of merch margin expansion. So you're right. The track record has been great. As we look to next year, we're planning to continue to grow merchandise margin.
Speaker #2: And so that's provided some upside on the what we call buying economies of scale and some of those vendor discounts. And so it has been a nice year.
Speaker #2: we had some renegotiated transportation contracts that also provided some upside. And then the freight, So it has been a really nice year. And it's kind of culminated here with seven years the last seven years we've had over 740 basis points.
Speaker #2: I think it's 740 is the number basis points of merch margin expansion. So you're right. The track record has been great as we look to next year.
Speaker #2: We're planning to continue to grow merchandise margin. Obviously, we're not guiding how much that we're going to guide for next year, but typically, we would say that it's going to be somewhere in that 25- to 40-basis-point range as our starting point.
John Hazen: Obviously, we're not guiding how much that we're going to guide for next year. But typically, we would say that it's going to be somewhere in that 25 to 40 basis point range is our starting point. But we'll get back to you on May on what that number looks like. But we're not out of ideas. I mean, John's talked about sourcing opportunities. And we're always looking at things around supply chain, logistics. As we continue to grow sales at a fast clip, that allows us to go back and get better discounts from our vendors or our factories. So we're pretty optimistic looking forward on the margin opportunity. As far as the leverage points go, we do have a leverage point for buying and occupancy. I think that's maybe where the question's focused, buying occupancy and distribution center costs. We need a +7 to leverage that.
Jim Watkins: Obviously, we're not guiding how much that we're going to guide for next year. But typically, we would say that it's going to be somewhere in that 25 to 40 basis point range is our starting point. But we'll get back to you on May on what that number looks like. But we're not out of ideas. I mean, John's talked about sourcing opportunities. And we're always looking at things around supply chain, logistics. As we continue to grow sales at a fast clip, that allows us to go back and get better discounts from our vendors or our factories. So we're pretty optimistic looking forward on the margin opportunity. As far as the leverage points go, we do have a leverage point for buying and occupancy. I think that's maybe where the question's focused, buying occupancy and distribution center costs. We need a +7 to leverage that.
Speaker #2: But we'll get back to you on May on what that number looks like. But we're not out of ideas. I mean, John's talked about sourcing opportunities and we're always looking at things around supply.
Speaker #2: And logistics, as we continue to grow sales at a fast clip that allows us to go back and get better discounts from our vendors or our factories.
Speaker #2: So we're pretty optimistic looking forward on the margin.
Speaker #2: opportunity.
Speaker #3: As far as the leverage points
Speaker #3: We do have a leverage point for buying and occupancy. I think that's maybe where the questions focus—buying, occupancy, and distribution center costs.
Speaker #3: We need a plus 7 to leverage that. And that's really just the function of growing 15% new units. As we've talked about in the past, this year that's going to be a little bit higher because we've got those 20 stores we're talking about opening in Q1.
John Hazen: And that's really just a function of growing 15% new units as we've talked about in the past. This year, that's going to be a little bit higher because we've got those 20 stores we were talking about opening in Q1. And those are going to open earlier in Q1 than what we originally anticipated. And so that puts a little more pressure on the current year. But the leverage point, I expect that to continue to be somewhere in that 7% range as we get into next year. But we'll give you an update on that. What's been nice through all of this is I know the leverage point's high. It maybe makes some people nervous.
Jim Watkins: And that's really just a function of growing 15% new units as we've talked about in the past. This year, that's going to be a little bit higher because we've got those 20 stores we were talking about opening in Q1. And those are going to open earlier in Q1 than what we originally anticipated. And so that puts a little more pressure on the current year. But the leverage point, I expect that to continue to be somewhere in that 7% range as we get into next year. But we'll give you an update on that. What's been nice through all of this is I know the leverage point's high. It maybe makes some people nervous.
Speaker #3: And those are going to open earlier in Q1 than what we originally anticipated. And so that puts a little more pressure on the current year.
Speaker #3: But the leverage point, I expect that to continue to be somewhere in that 7% range as we get into next year, but we'll give you an update on that.
Speaker #3: What's been nice through all of this is I know the leverage point's high. It maybe makes some people nervous, but we're able to look like we're on track to grow our earnings per share 25% this year, expand our EBIT margin to 90 basis points at the high end of the guide.
John Hazen: But looks like we're on track to grow our earnings per share 25% this year, expand our EBIT margin 90 basis points at the high end of the guide. So we're feeling pretty good about where things are. And this is all generating some really nice profitability for us. Really appreciate it. Thank you.
Jim Watkins: But looks like we're on track to grow our earnings per share 25% this year, expand our EBIT margin 90 basis points at the high end of the guide. So we're feeling pretty good about where things are. And this is all generating some really nice profitability for us. Really appreciate it. Thank you.
Speaker #3: We're feeling pretty good about where things are. And this is all generating some really nice profitability for us.
Speaker #2: Thanks, Dylan.
Mark Dedovesh: Thanks, Dylan.
Mark Dedovich: Thanks, Dylan.
Speaker #3: The next question comes from Janine Sichter with BTIG. Please go ahead.
Operator: The next question comes from Janine Stichter with BTIG. Please go ahead.
Operator: The next question comes from Janine Stichter with BTIG. Please go ahead.
Speaker #6: Hi. Thanks for taking my question. The company has collaborated a bit on the pricing strategy for exclusive brands. It sounds like you're taking those prices throughout Q4, but based on what you've done so far, can you speak on what you're seeing?
[Analyst] (Piper Sandler): Hi. Thanks for taking my question. I was hoping you could elaborate a bit on the pricing strategy for exclusive brands. It sounds like you're taking those prices throughout Q4. But it seems that you've done some work. Can you speak on what you're seeing? And then maybe just speak to what the rollout looks like in terms of raising prices throughout Q4. Thank you.
Janine Stichter [Managing Director: Hi. Thanks for taking my question. I was hoping you could elaborate a bit on the pricing strategy for exclusive brands. It sounds like you're taking those prices throughout Q4. But it seems that you've done some work. Can you speak on what you're seeing? And then maybe just speak to what the rollout looks like in terms of raising prices throughout Q4. Thank you.
Speaker #6: And then maybe just speak to what the rollout looks like in terms of raising prices throughout Q4. Thank you.
Speaker #2: Yeah, great question. As we talked about the last couple of calls, we had held lower for longer on exclusive brands. We had gotten to the holiday season.
John Hazen: Yeah, great question. As we talked about the last couple of calls, we had held lower for longer on exclusive brands. We had gotten to the holiday season. I knew we were going to take price increases. We didn't want to disrupt the store team during the holidays. So we had the room, as you saw, in the margin growth during Q3 to hold until post-holiday. We get to the January timeframe. Now we're going style by style and looking at where we can take a price increase that covers the margin rate for that product or maybe a little bit more if we decide to hold on another particular product. So this is a style by style conversation.
John Hazen: Yeah, great question. As we talked about the last couple of calls, we had held lower for longer on exclusive brands. We had gotten to the holiday season. I knew we were going to take price increases. We didn't want to disrupt the store team during the holidays. So we had the room, as you saw, in the margin growth during Q3 to hold until post-holiday. We get to the January timeframe. Now we're going style by style and looking at where we can take a price increase that covers the margin rate for that product or maybe a little bit more if we decide to hold on another particular product. So this is a style by style conversation.
Speaker #2: We knew—I knew—we were going to take price increases. We didn't want to disrupt the store team during the holidays. So we had the room, as you saw in the margin growth during Q3, to hold until post-holiday when we get to the January timeframe.
Speaker #2: And now we're going style by style and looking at where we can take a price increase that covers the margin rate for that product, or maybe a little bit—particular product.
Speaker #2: So this is a style by style conversation. If you look at the price increases, as well as the concessions from our factory and new product that we're bringing in from those factories, these are rough numbers, of course, but you could say it's a third, a third, a third of where we will see either not we don't need to make a have a price increase because of concessions.
John Hazen: If you look at the price increases as well as the concessions from our factory and new product that we're bringing in from those factories, these are rough numbers, of course. But you could say it's 1/3, 1/3, 1/3 of where we will see either we don't need to have a price increase because of concessions. We're going to do the price increases at the source, at the factory, since it's new inbound product. Or these are products that are already on the ground here, and we need to "catch up" and retag those products either in our DC or in our stores. And that is underway today. So the retags, which is a piece that has to happen here, is happening as we speak. We had a slug of products that were repriced in January.
John Hazen: If you look at the price increases as well as the concessions from our factory and new product that we're bringing in from those factories, these are rough numbers, of course. But you could say it's 1/3, 1/3, 1/3 of where we will see either we don't need to have a price increase because of concessions. We're going to do the price increases at the source, at the factory, since it's new inbound product. Or these are products that are already on the ground here, and we need to "catch up" and retag those products either in our DC or in our stores. And that is underway today. So the retags, which is a piece that has to happen here, is happening as we speak. We had a slug of products that were repriced in January.
Speaker #2: We're going to do the price increases at the source, at the factory, since it's new inbound product, or these are products that are already on the ground here and we need to, quote-unquote, "catch up" and retag those products either in our DC or in our stores.
Speaker #2: And that is underway today. So the retags, which is a piece that has to happen here, is happening as we speak. We had a slug of products that were repriced in January, and we will continue to do another group in February.
John Hazen: We will continue to do another group in February and the remainder in March.
John Hazen: We will continue to do another group in February and the remainder in March.
Speaker #2: And the remainder in March.
[Analyst] (Piper Sandler): Great. And then you mentioned the concessions you got during the peak of tariffs from your suppliers. Is there anything we should be aware of as we think about starting to lapse some of those initial concessions, just thinking of things that might not repeat next year?
Janine Stichter [Managing Director: Great. And then you mentioned the concessions you got during the peak of tariffs from your suppliers. Is there anything we should be aware of as we think about starting to lapse some of those initial concessions, just thinking of things that might not repeat next year?
Speaker #6: concessions. You got during the peak Great. of tariffs from your And then you mentioned the suppliers. Is there anything we should be aware of as we think about starting to lapse some of those initial concessions?
Speaker #6: Just thinking of things that might not repeat next year.
Speaker #2: I think it's a great question, right? As the tariffs rolled out throughout the year, initially, it was a big wave, and we went back and were able to get some concessions.
John Hazen: I think it's a great question, right? As the tariffs rolled out throughout the year, initially, it was a big wave. We went back and were able to get some concessions. But as things have normalized throughout the year, we've gotten to a pretty good steady state with many of our factory partners. Those concessions are pretty kind of run rate at this point. Our focus as we look into next year is working on expanding our merchandise margin rate. So, working with our good partners, moving some product around to other countries that have lower rates. The latest update on India tariffs going to 18% is a positive for us as well. We think that as we head into next year, we're in a pretty good place with our partners. We'll continue to challenge them and work on improving pricing.
John Hazen: I think it's a great question, right? As the tariffs rolled out throughout the year, initially, it was a big wave. We went back and were able to get some concessions. But as things have normalized throughout the year, we've gotten to a pretty good steady state with many of our factory partners. Those concessions are pretty kind of run rate at this point. Our focus as we look into next year is working on expanding our merchandise margin rate. So, working with our good partners, moving some product around to other countries that have lower rates. The latest update on India tariffs going to 18% is a positive for us as well. We think that as we head into next year, we're in a pretty good place with our partners. We'll continue to challenge them and work on improving pricing.
Speaker #2: But as things have normalized throughout the year, we've gotten to a pretty good steady state with many of our factory partners and those concessions are pretty kind of run rate at this point.
Speaker #2: The focus, as we look into next year, is working on expanding our merchandise margin rate. And so, working with our good partners, moving some product around to other countries that have lower rates. The latest update on India tariffs going to 18% is a positive for us as well.
Speaker #2: So we think that as we head into next year, we're in a pretty good place with our partners and we'll continue to challenge them and work on improving pricing.
Speaker #2: But we feel pretty good about where we are today.
John Hazen: But we feel pretty good about where we are today.
John Hazen: But we feel pretty good about where we are today.
Speaker #6: Great. Thanks so much.
[Analyst] (Piper Sandler): Great. Thanks so much.
Janine Stichter [Managing Director: Great. Thanks so much.
Speaker #2: Thanks, Janine. The next.
John Hazen: Thanks, Janine.
John Hazen: Thanks, Janine.
Operator: The next question comes from Jay Sole with UBS. Please go ahead.
Operator: The next question comes from Jay Sole with UBS. Please go ahead.
Speaker #3: The next question comes from Jay Seoul with UBS. Please go ahead.
Speaker #7: Great. Thank you so much. brand websites. John, you touched on it a little My question is about the exclusive bit in the open prepared remarks.
Operator: Great. Thank you so much. My question is about the exclusive brand websites. John, you touched on it a little bit in the opening prepared remarks. Can you just tell us a little bit more about how your thoughts and your plans have developed for these websites in the last 90 days and what you see going forward?
Jay Sole [Managing Director: Great. Thank you so much. My question is about the exclusive brand websites. John, you touched on it a little bit in the opening prepared remarks. Can you just tell us a little bit more about how your thoughts and your plans have developed for these websites in the last 90 days and what you see going forward?
Speaker #7: Can you just tell us a little bit more about how your thoughts and your plans have developed for these websites in the last 90 days and
Speaker #7: Can you just tell us a little bit more about how your thoughts and your plans have developed for these websites in the last 90 days and forward?
Speaker #2: Sure. As a reminder, we launched CodyJames.com and
John Hazen: Sure. As a reminder, we launched codyjames.com and hawxwork.com, were the first two exclusive brand sites that we had launched. The goal of these sites always was storytelling. It's the place we can really tell the Cody or the Hawx story to the consumer. It's difficult to do given the way people shop on bootbarn.com. They may look for a particular category of product, or they're refining by size, and they don't land on those storytelling pages even if we had built them on bootbarn.com. So having a dedicated site, and if you go to codyjames.com, you can see the difference in how the brand is represented there and the storytelling that's happening with the videos on the homepage. We can really drive home the ethos of those brands on those sites. That was the purpose.
John Hazen: Sure. As a reminder, we launched codyjames.com and hawxwork.com, were the first two exclusive brand sites that we had launched. The goal of these sites always was storytelling. It's the place we can really tell the Cody or the Hawx story to the consumer. It's difficult to do given the way people shop on bootbarn.com. They may look for a particular category of product, or they're refining by size, and they don't land on those storytelling pages even if we had built them on bootbarn.com. So having a dedicated site, and if you go to codyjames.com, you can see the difference in how the brand is represented there and the storytelling that's happening with the videos on the homepage. We can really drive home the ethos of those brands on those sites. That was the purpose.
Speaker #2: HawksWork.com were the first two exclusive brand sites that we had launched. And the goal of these sites always was storytelling. It's the place we can really tell the Cody or what you see going the Hawks story to the consumer.
Speaker #2: It's difficult to do given the way people shop on Boot Barn dot com. They may look for a particular category of product or they're refining by size, and they don't land on those storytelling pages, even if we had built them on Boot Barn dot and if you go to CodyJames.com, you can see the difference in how the brand is represented there in the storytelling com.
Speaker #2: That's happening with the videos on the home—the ethos of those brands on those sites. So that was the purpose. We want people to want the brands, know to buy those brands as the brands, and then realize the best place is inside a Boot Barn store.
John Hazen: We want people to want the brands, know the brands, and then realize the best place to buy those brands is inside a Boot Barn store and not online. What has been a nice side effect is the amount of sales that we've seen on those sites. We didn't expect to, and again, this is a percent of a percent of our business. It's a piece of the online growth, to be sure. But it was not something that was expected. And the bigger surprise was most of those customers are net new to Boot Barn. And so this isn't a transference that's happening from Sheplers.com or BootBarn.com or the stores. These are people that are discovering Hawx and Cody through the social marketing that we're doing for those sites.
John Hazen: We want people to want the brands, know the brands, and then realize the best place to buy those brands is inside a Boot Barn store and not online. What has been a nice side effect is the amount of sales that we've seen on those sites. We didn't expect to, and again, this is a percent of a percent of our business. It's a piece of the online growth, to be sure. But it was not something that was expected. And the bigger surprise was most of those customers are net new to Boot Barn. And so this isn't a transference that's happening from Sheplers.com or BootBarn.com or the stores. These are people that are discovering Hawx and Cody through the social marketing that we're doing for those sites.
Speaker #2: And not online. What has been a nice side effect is the amount of So having a dedicated site, sales that we've seen on those homepage. sites we didn't expect to.
Speaker #2: And not online. What has been a nice side effect is the amount of So having a dedicated site, sales that we've seen on those homepage.
Speaker #2: And again, this is a percent of a percent of our business. It's a piece of the online growth, to be sure. But it was not something that was expected.
Speaker #2: And the bigger surprise was most of those customers are net new to Boot Barn. And so this isn't a transference that's happening from Shepler's dot com or Boot Barn dot com or the are discovering Hawks and stores.
Speaker #2: Cody, through the social marketing that we're doing for those sites. So these are people that we are—it's been encouraging. And encouraging enough that we're all in on having similar sites for Cleo, and we can really drive Wolf, Cheyenne, and Rank 45, which is our more rodeo-inspired.
John Hazen: So it's been encouraging and encouraging enough that we are all in on having similar sites for Cleo + Wolf, Shyanne, and Rank 45, which is our more rodeo-inspired brand.
John Hazen: So it's been encouraging and encouraging enough that we are all in on having similar sites for Cleo + Wolf, Shyanne, and Rank 45, which is our more rodeo-inspired brand.
Speaker #2: brand.
Speaker #3: Got it. Maybe if I can
Operator: Got it. Maybe if I can ask a separate question. In the slide deck, you're showing the new store productivity and the payback time on the new stores. I think it looks like, based on the deck, it's the year one net sales of a new store, like $3.2 million. Maybe that's called 80% new store productivity or a little bit less than that. Can you just talk about how fast those stores are ramping up to maturity? That's the question.
Jay Sole [Managing Director: Got it. Maybe if I can ask a separate question. In the slide deck, you're showing the new store productivity and the payback time on the new stores. I think it looks like, based on the deck, it's the year one net sales of a new store, like $3.2 million. Maybe that's called 80% new store productivity or a little bit less than that. Can you just talk about how fast those stores are ramping up to maturity? That's the question.
Speaker #3: ask a separate question. In the slide deck, you're showing the new store productivity and the payback time on the new stores. I think it looks like new store are like 3.2 million.
Speaker #3: Maybe that's called 80% new store productivity or a little bit less than that. Can you just talk about what how fast those stores are maturity?
Speaker #3: That's the question.
Speaker #2: Sure. Yeah. The new stores, if they're opening at 32 and, as you mentioned, around 75% of what a mature store is, the path to get them up to, call it, 4.2 million dollars is years.
John Hazen: Sure. Yeah. The new stores, if they're opening at $3.2 million and, as you mentioned, around 75% of what a mature store is, the path to get them up to, call it, $4.2 million is around 5 or 6 years. The waterfall has been pretty healthy. We talked about the stores that we've opened over the last few years are resulting in about 100 basis points tailwind to the consolidated comps. And that's because this first comp year of a new store is comping roughly in line with chain average, maybe slightly better. But then that second comp year, we're seeing roughly a 5-point improvement over the chain average, which helps, obviously, get their volumes up. And then after that second comp year, they continue to outperform the chain at about 3 or 4 to 5 points better. And so that gets them up there.
John Hazen: Sure. Yeah. The new stores, if they're opening at $3.2 million and, as you mentioned, around 75% of what a mature store is, the path to get them up to, call it, $4.2 million is around 5 or 6 years. The waterfall has been pretty healthy. We talked about the stores that we've opened over the last few years are resulting in about 100 basis points tailwind to the consolidated comps. And that's because this first comp year of a new store is comping roughly in line with chain average, maybe slightly better. But then that second comp year, we're seeing roughly a 5-point improvement over the chain average, which helps, obviously, get their volumes up. And then after that second comp year, they continue to outperform the chain at about 3 or 4 to 5 points better. And so that gets them up there.
Speaker #2: The waterfall is been pretty healthy. We talked about the stores that we've opened over the last few years are resulting in about 100 basis point tailwind to the consolidated comps, the first comp year of a new store is comping roughly in line with chain average, maybe slightly better, but then that second comp year we're seeing roughly a 5-point improvement up.
Speaker #2: Over the chain average comp year, it continued, which helps obviously get their volumes to outperform the chain. And then after that, second, about 3 or 4 to 5 points better.
Speaker #2: over the chain average comp year, it continued which helps obviously get their volumes to outperform the chain at And then after that second about 3 or 4 to 5 points and that's because
Speaker #2: up there. Got it.
Speaker #2: I think that takes about 5 or
John Hazen: I think that takes about 5 or 6 years to get them up to that chain average.
John Hazen: I think that takes about 5 or 6 years to get them up to that chain average.
Operator: Got it. Okay. Thank you so much.
Jay Sole [Managing Director: Got it. Okay. Thank you so much.
Speaker #3: much.
Speaker #3: much.
Speaker #2: No problem,
John Hazen: No problem, Jane.
John Hazen: No problem, Jane.
Speaker #3: The next question comes from
Operator: The next question comes from Jonathan Komp with Baird. Please go ahead.
Operator: The next question comes from Jonathan Komp with Baird. Please go ahead.
Speaker #3: Jonathan Comp with Baird. Please go Jay.
Speaker #3: ahead. Yeah.
Speaker #8: Hi. Good afternoon. Thank average. you. John, I want to follow up you saw underlying prior to the storms. I know you mentioned it being broad-based, but any other the strength there?
[Analyst] (J.P. Morgan): Yeah. Hi. Good afternoon. Thank you. John, I want to follow up. Just the quarter-to-date acceleration you saw underlying prior to the storms, I know you mentioned it being broad-based. But any other thoughts on the drivers of the strength there? And as you think about the business today, could you talk about just segmenting out what you're seeing across your exclusive brands versus existing third-party brands, but then also new brands as well?
Jonathan Komp [Senior Research: Yeah. Hi. Good afternoon. Thank you. John, I want to follow up. Just the quarter-to-date acceleration you saw underlying prior to the storms, I know you mentioned it being broad-based. But any other thoughts on the drivers of the strength there? And as you think about the business today, could you talk about just segmenting out what you're seeing across your exclusive brands versus existing third-party brands, but then also new brands as well?
Speaker #8: As you think about the business today, could you talk about just segmenting out what you're seeing across your exclusive third-party brands, but then also new brands as brands versus existing well?
Speaker #2: Yeah, absolutely. When we look at the acceleration in January and then over the five weeks of the quarter to date, it is mostly transaction-driven. There is a bit of basket over the five weeks, and if you just look at that, the pre-storm timeframe was transaction-driven.
John Hazen: Yeah, absolutely. When we look at the acceleration in January and then over the 5 weeks of quarter-to-date, it is mostly transaction-driven. So there is a bit of basket over the 5 weeks. And if you just look at the pre-storm timeframe, it was transaction-driven. It's balanced. We look at our third-party brands. They are performing well. Our exclusive brands are performing well. Again, it's a small month in the quarter. March is almost half of the quarter, as a reminder. And so it's been a nice start. It has been broad-based. Nothing really else to call out around men's and women's western boots or men's and women's western apparel, either by brand or exclusive brand versus third-party. It has been very steady across kind of all those different ways you could slice the business.
John Hazen: Yeah, absolutely. When we look at the acceleration in January and then over the 5 weeks of quarter-to-date, it is mostly transaction-driven. So there is a bit of basket over the 5 weeks. And if you just look at the pre-storm timeframe, it was transaction-driven. It's balanced. We look at our third-party brands. They are performing well. Our exclusive brands are performing well. Again, it's a small month in the quarter. March is almost half of the quarter, as a reminder. And so it's been a nice start. It has been broad-based. Nothing really else to call out around men's and women's western boots or men's and women's western apparel, either by brand or exclusive brand versus third-party. It has been very steady across kind of all those different ways you could slice the business.
Speaker #2: It's balanced. We look at our third-party brands. They are performing well. Our exclusive brands are performing well. Again, it's a small month in the quarter.
Speaker #2: Almost half of the quarter as of March is a nice start. It has been broad-based, nothing really else to call out. Reminder: around men's and women's Western boots or men's and women's Western apparel.
Speaker #2: Either by brand or exclusive brand versus third-party. It has been very steady across kind of all those different ways you could slice the business.
Speaker #3: And.
Speaker #2: Oh, sorry. No, go ahead. I jumped
Mark Dedovesh: Oh, sorry. I just had to jump in. John, I mean, the +9 is a big number. As we look back over the last 12 months, the holiday shopper, which is our December shopper, does behave a little bit differently than they behave the rest of the year. So the +9 isn't too far out of the range of what we were seeing if you look at our chart on page 9 of what we've been seeing in that monthly comp over the last 12 months.
Jim Watkins: Oh, sorry. I just had to jump in. John, I mean, the +9 is a big number. As we look back over the last 12 months, the holiday shopper, which is our December shopper, does behave a little bit differently than they behave the rest of the year. So the +9 isn't too far out of the range of what we were seeing if you look at our chart on page 9 of what we've been seeing in that monthly comp over the last 12 months.
Speaker #2: John, I mean, the plus nine is a big number, and as we look back over the last 12 months, the holiday shopper—which is our December shopper—does behave a little bit differently than they behave the rest of the year.
Speaker #2: And so the plus nine isn't too far out of the range of what we were seeing if you look at our chart on page nine of what we've been seeing in that monthly comp.
Speaker #2: last 12
Speaker #2: months.
Speaker #8: Okay.
[Analyst] (J.P. Morgan): Okay. Great. And then just to follow up, John, I'm curious, on the new units, are there any anecdotes you could call out that give you confidence today looking forward to the long-run target? And then just more broadly on the algorithm, I think pretty consistently in the past, you talked about really a 20% EPS growth algorithm. Is that still the construct or the framework that exists here today? Thank you.
Jonathan Komp [Senior Research: Okay. Great. And then just to follow up, John, I'm curious, on the new units, are there any anecdotes you could call out that give you confidence today looking forward to the long-run target? And then just more broadly on the algorithm, I think pretty consistently in the past, you talked about really a 20% EPS growth algorithm. Is that still the construct or the framework that exists here today? Thank you.
Speaker #8: Then just more broadly on the algorithm. I think pretty consistently in the past, you talked about really a 20% EPS growth algorithm. Is that still the construct or the framework that exists here today?
Speaker #8: Thank
Speaker #8: you. Yes, John.
John Hazen: Yes, John. I'll take that one. The 20% EPS is still there. When we moved from when we went public, we had a 10% unit growth in our long-term algorithm that got us to 20% EPS growth. As we've shifted that to 15% new unit growth and then 12% to 15%, that does bring down the EPS slightly. And so maybe it's an 18% EPS growth on the algorithm just because of the number of new stores that we're bringing in that still need to comp up. So that's the math behind it. And then around the unit growth, anecdotally, the new stores perform very much like existing stores. We're not seeing big swings in the merchandise mix. We've said this before, I think, on the public call.
Jim Watkins: Yes, John. I'll take that one. The 20% EPS is still there. When we moved from when we went public, we had a 10% unit growth in our long-term algorithm that got us to 20% EPS growth. As we've shifted that to 15% new unit growth and then 12% to 15%, that does bring down the EPS slightly. And so maybe it's an 18% EPS growth on the algorithm just because of the number of new stores that we're bringing in that still need to comp up. So that's the math behind it. And then around the unit growth, anecdotally, the new stores perform very much like existing stores. We're not seeing big swings in the merchandise mix. We've said this before, I think, on the public call.
Speaker #2: I'll take that one. The 20% EPS is still there. public, we had a 10% unit growth in our long-term algorithm that got us to 20% EPS growth.
Speaker #2: As 15% new unit growth, and then 12% to 15%, that does—we've shifted that to maybe it's an 18% EPS growth on the algorithm, just because of the number of new stores that we're bringing into it. It still needs to comp up.
Speaker #2: So that's the math unit growth, the anecdotally, the new stores perform very much like existing stores. We're not seeing big swings in the merchandise mix.
Speaker #2: We've said this before, I think, on the public call. You see it even skew a little more Western, perhaps, in non-legacy markets outside of Arizona, Texas, California, given there's not as many independent retailers or as much competition.
John Hazen: You see it even skew a little more western, perhaps, in non-legacy markets outside of Arizona, Texas, California, given there's not as many independent retailers or as much competition. So when we open stores in Florida, Jersey City, the Northeast, Huntington Beach recently opened, the stores, the business, the composition of it looks very similar to our legacy stores.
Jim Watkins: You see it even skew a little more western, perhaps, in non-legacy markets outside of Arizona, Texas, California, given there's not as many independent retailers or as much competition. So when we open stores in Florida, Jersey City, the Northeast, Huntington Beach recently opened, the stores, the business, the composition of it looks very similar to our legacy stores.
Speaker #2: So when we open stores in Florida, Jersey City, the Northeast, Huntington Beach recently opened, the stores, the business, the composition of it looks very similar to our legacy stores.
Jonathan Komp [Senior Research: That's great. Thanks again.
John Hazen: Thanks, John.
John Hazen: Thanks, John.
Speaker #3: The next question
Operator: The next question comes from Max Rakhlenko with TD Cowen. Please go ahead.
Operator: The next question comes from Max Rakhlenko with TD Cowen. Please go ahead.
Speaker #3: comes from Max from Klinko with TD Cowan. Please go
Speaker #3: ahead. Hey,
Speaker #9: thanks a lot, guys. So first, on exclusive brands, I think previously the Thanks, strategy was to maintain similar price points compared to the national brands.
[Analyst] (Citi): All right. Thanks a lot, guys. First, on exclusive brands, I think previously, the strategy was to maintain similar price points compared to the national brands. Given some of the changes to pricing on both sides as well as the customer reactions, how are you thinking about the price points between the two ahead? Could exclusives potentially be priced a little bit lower? Or do you think that that's going to normalize over time?
Max Rakhlenko [Managing Director , Equity Research Analyst: All right. Thanks a lot, guys. First, on exclusive brands, I think previously, the strategy was to maintain similar price points compared to the national brands. Given some of the changes to pricing on both sides as well as the customer reactions, how are you thinking about the price points between the two ahead? Could exclusives potentially be priced a little bit lower? Or do you think that that's going to normalize over time?
Speaker #9: So given some of the changes to pricing on both sides as well as the customer, reactions, how are you thinking about the price points between the two ahead?
Speaker #9: Could EVs potentially be priced a little bit lower, or do you think that that's going to normalize over...
Speaker #9: time? It
Speaker #2: appears
John Hazen: It appears that.
John Hazen: It appears that.
Speaker #2: that. Go Go ahead.
Mark Dedovesh: It's going to.
Jim Watkins: It's going to.
Speaker #3: ahead, sir. Yeah. It seemed like he got cut off there.
Operator: Go ahead, sir. Yeah. It seemed like you got cut off there.
Jim Watkins: Go ahead, sir. Yeah. It seemed like you got cut off there.
Speaker #2: No worries. Yeah. We think, I believe it will normalize over time. The one place I've told the team I want to be very careful is if we're breaking through a take a low psychological price point, right?
John Hazen: No worries. Yeah. I believe it will normalize over time. The one place I've told the team I want to be very careful is if we're breaking through a psychological price point, right? If we've got to take a low single-digit price increase on a boot that's going to break it through $200 and it's sitting at $195 or something along those lines right now, I would rather hold on that and try and preserve and grow that merchandise margin rate with a price increase on a few accessories or other goods where those price increases could be easily absorbed. Those are one-off cases. But that's why we're doing this style by style. But I think overall, it will normalize. But if there's places where we can be opportunistic and hold on psychological price points, the team is doing that.
John Hazen: No worries. Yeah. I believe it will normalize over time. The one place I've told the team I want to be very careful is if we're breaking through a psychological price point, right? If we've got to take a low single-digit price increase on a boot that's going to break it through $200 and it's sitting at $195 or something along those lines right now, I would rather hold on that and try and preserve and grow that merchandise margin rate with a price increase on a few accessories or other goods where those price increases could be easily absorbed. Those are one-off cases. But that's why we're doing this style by style. But I think overall, it will normalize. But if there's places where we can be opportunistic and hold on psychological price points, the team is doing that.
Speaker #2: boot that's going to break it through $200 and it's sitting at $195 or something along those lines right now, I would rather hold on that and try and preserve and grow that merchandise margin rate with a price increase on a few If we've got to accessories or other goods that where those price increases could be easily absorbed.
Speaker #2: Those are one-off cases, but that's why we're doing this style by style. But I think overall it will normalize. But if there are places where we can be opportunistic and hold on psychological price points, the team is doing that.
Speaker #9: Got it. That's helpful. And then your comps just broadly are obviously very nicely outpacing the industry. So curious, where do you think you're taking the most share from and specifically any comments on separately DTC the farm and ranch channel and as some of your vendors are going more
[Analyst] (Citi): Got it. That's helpful. And then your comps, just broadly, are obviously very nicely outpacing the industry. So curious, where do you think you're taking the most share from? And specifically, any comments on the Farm and Ranch channel? And separately, DTC, as some of your vendors are going more direct.
Max Rakhlenko [Managing Director , Equity Research Analyst: Got it. That's helpful. And then your comps, just broadly, are obviously very nicely outpacing the industry. So curious, where do you think you're taking the most share from? And specifically, any comments on the Farm and Ranch channel? And separately, DTC, as some of your vendors are going more direct.
Speaker #9: direct? Yeah.
John Hazen: Yeah. The DTC, we are 90% stores, right? So the DTC guys, they do a nice job. And they can spend a little more on or take a lower ROAS, I should say, on some of their advertising from a digital perspective. So they have a little bit of an advantage there. At the same time, they're promoting Western to the world. So they're not a big concern. When I think of the market share and our ability to continue to kind of excel from a comp standpoint, I put much of the credit on the team. When I think of the execution from the depth of inventory, the availability from a sizing standpoint, the field team, and the customer service that we offer, I think those are the pieces that make a difference versus everybody else. And the everybody else is independent retailers. It's the Western competitors.
John Hazen: Yeah. The DTC, we are 90% stores, right? So the DTC guys, they do a nice job. And they can spend a little more on or take a lower ROAS, I should say, on some of their advertising from a digital perspective. So they have a little bit of an advantage there. At the same time, they're promoting Western to the world. So they're not a big concern. When I think of the market share and our ability to continue to kind of excel from a comp standpoint, I put much of the credit on the team. When I think of the execution from the depth of inventory, the availability from a sizing standpoint, the field team, and the customer service that we offer, I think those are the pieces that make a difference versus everybody else. And the everybody else is independent retailers. It's the Western competitors.
Speaker #2: The DTC, we are 90% stores, right? So the DTC guys do a nice job, and they can spend a little more on or take a lower ROAS, I should say, on some of their advertising from a digital perspective.
Speaker #2: So they have a little bit of an advantage there. At the same time, they're promoting Western to the world. So they're not a big concern.
Speaker #2: When I think of the market share, and our ability to continue to kind of excel from a comp standpoint, I put much of the credit on the team.
Speaker #2: When I think of the execution from the depth of inventory, the standpoint, the field team, and the customer service that we offer, I think availability from a sizing—those are the pieces that make a difference versus everybody else.
Speaker #2: And then everybody else is independent retailers. It's the Western competitors, and I think it's also general retailers. When you think of us becoming a bit more of a denim destination, I think we're taking market share from traditional department stores, where perhaps people bought their Wrangler or their Levi or their boot cut jean at those stores.
John Hazen: I think it's also general retailers. When you think of us becoming a bit more of a denim destination, I think we're taking market share from traditional department stores, where perhaps people bought their Wrangler or their Levi's or their bootcut jean at those stores and have discovered our customer service, our assortment, and our depth of inventory versus some of those other stores that I've seen recently in channel checks that I've done myself.
John Hazen: I think it's also general retailers. When you think of us becoming a bit more of a denim destination, I think we're taking market share from traditional department stores, where perhaps people bought their Wrangler or their Levi's or their bootcut jean at those stores and have discovered our customer service, our assortment, and our depth of inventory versus some of those other stores that I've seen recently in channel checks that I've done myself.
Speaker #2: And have discovered our customer inventory versus some of those other stores that I've seen recently in channel checks that I've done myself.
Speaker #9: Awesome. Thanks a lot. Appreciate the
[Analyst] (Citi): Awesome. Thanks a lot. Appreciate the callout.
Max Rakhlenko [Managing Director , Equity Research Analyst: Awesome. Thanks a lot. Appreciate the callout.
Speaker #9: color.
Operator: The next question comes from Chris Nardone with Bank of America. Please go ahead.
Operator: The next question comes from Chris Nardone with Bank of America. Please go ahead.
Speaker #3: Nardone with Bank of America. Please go ahead.
Speaker #10: Thanks, guys. We have a quick follow-up on the leverage point discussion. We were just wondering, do you still feel comfortable with the roughly one and a half percent leverage point in SG&A as we look out into next year?
[Analyst] (J.P. Morgan): Thanks, guys. We have a quick follow-up on the leverage point discussion. We were just wondering, do you still feel comfortable with the roughly 1.5% leverage point in SG&A as we look out into next year? And then are there any major cost line items that are seeing more inflation than normal that we should be thinking about?
Chris Nardone [Director: Thanks, guys. We have a quick follow-up on the leverage point discussion. We were just wondering, do you still feel comfortable with the roughly 1.5% leverage point in SG&A as we look out into next year? And then are there any major cost line items that are seeing more inflation than normal that we should be thinking about?
Speaker #10: And then are there any major cost line items that are seeing more inflation than normal that we should be thinking
Speaker #10: about?
Speaker #2: Yes,
John Hazen: Yes, Chris. The leverage points at 1.5% for SG&A, that is right in the range of where we would expect to see that going into next year. As we look at costs seeing outsized inflation, I can't think of anything, any line item that is tracking higher than in an outsized way as we move into next year. I think the SG&A line should look much more normalized than what it was this year compared to last year with some of the one-time things we had last year with some legal fees, and the reversal of some incentive comp from some management change.
John Hazen: Yes, Chris. The leverage points at 1.5% for SG&A, that is right in the range of where we would expect to see that going into next year. As we look at costs seeing outsized inflation, I can't think of anything, any line item that is tracking higher than in an outsized way as we move into next year. I think the SG&A line should look much more normalized than what it was this year compared to last year with some of the one-time things we had last year with some legal fees, and the reversal of some incentive comp from some management change.
Speaker #2: The leverage points at one and a half percent for SG&A, that is right in the range of where we would expect to see that going into next year.
Speaker #2: As we look at costs that are seeing outsized inflation, I can't think of anything, any line item that is tracking higher than an outsized way as we move into next year.
Speaker #2: I think that SG&A line should look much more normalized than what it was this year compared to last year with some of the one-time things we had last year with some legal fees and the reversal of some incentive comp from some management change.
Speaker #10: Okay. Very clear. And then, on the apparel side, outside of denim, are there any specific categories that are gaining momentum, either within the third-party or private label brands?
[Analyst] (J.P. Morgan): Okay. Very clear. And then on the apparel side, outside of denim, are there any specific categories that are gaining momentum either within your third-party or private label brands? And is there any way that we can gain comfort that the majority of the momentum in this business is still driven by your core western customer rather than maybe a more fashion or less sticky customer? Are there any anecdotes or facts you can share to give us some confidence on that front?
Chris Nardone [Director: Okay. Very clear. And then on the apparel side, outside of denim, are there any specific categories that are gaining momentum either within your third-party or private label brands? And is there any way that we can gain comfort that the majority of the momentum in this business is still driven by your core western customer rather than maybe a more fashion or less sticky customer? Are there any anecdotes or facts you can share to give us some confidence on that front?
Speaker #10: And is there any way that we can gain comfort that the majority of the momentum in this business is still driven by your core Western customer rather than maybe a more fashion or less sticky customer?
Speaker #10: Are there any anecdotes or facts you can share to give us some confidence on that
Speaker #2: Yeah. I look at the product itself every week
John Hazen: Yeah. I look at the product itself every week in our stores. I look at our top 50 products across all the major merchandise categories. And it is very much a traditional Western silhouette when it comes to both the tops and the bottoms. Again, we've tried some more contemporary collaborations with different brands that the consumer has self-selected out of, nothing crazy, nothing on the fashion side, but things that were a little more contemporary and really didn't work in some of those tests. So every week, as I look at the boots that are selling, some of these boots we've been selling the same style for 15 or 20 years. A lot of broad-squared cowboy boots. It's not a fashion Ariat Roper boot, which is kind of that entry-level cowboy boot on the men's side, at least.
John Hazen: Yeah. I look at the product itself every week in our stores. I look at our top 50 products across all the major merchandise categories. And it is very much a traditional Western silhouette when it comes to both the tops and the bottoms. Again, we've tried some more contemporary collaborations with different brands that the consumer has self-selected out of, nothing crazy, nothing on the fashion side, but things that were a little more contemporary and really didn't work in some of those tests. So every week, as I look at the boots that are selling, some of these boots we've been selling the same style for 15 or 20 years. A lot of broad-squared cowboy boots. It's not a fashion Ariat Roper boot, which is kind of that entry-level cowboy boot on the men's side, at least.
Speaker #2: in our stores. I look at our top 50 products across all the major merchandise categories. And it is very much a traditional Western silhouette when it comes to both the front?
Speaker #2: Bottoms. Again, we've tried some, we've tried some more contemporary collaborations with different brands that the consumer has self-selected out of. Nothing crazy, nothing on the fashion side, but things that were a little more contemporary.
Speaker #2: And really didn't—really didn't work in some of those tests. So every week, as I look at the boots that are selling, some of these boots—we've been selling the same style for 15 or 20 years.
Speaker #2: And a lot of broad square cowboy boots. It's not a fashion art or roper boot, which is kind of that entry-level cowboy boot on the men's side at least.
Speaker #2: The women's boots are all very much brown leather boots and there might be one or two fashion boots in there that have bedazzling or they're white boots that perhaps someone picked up for a wedding.
John Hazen: The women's boots are all very much brown leather boots. And there might be one or two fashion boots in there that have bedazzling, or they're white boots that perhaps someone picked up for a wedding. But by far and large, it is traditional Western styles that have been selling for years. So we're not seeing anything in the mix of what is performing that would tell us it's someone coming in to get ready for a concert or an event, or are new to Western.
John Hazen: The women's boots are all very much brown leather boots. And there might be one or two fashion boots in there that have bedazzling, or they're white boots that perhaps someone picked up for a wedding. But by far and large, it is traditional Western styles that have been selling for years. So we're not seeing anything in the mix of what is performing that would tell us it's someone coming in to get ready for a concert or an event, or are new to Western.
Speaker #2: But by far and large, it is traditional Western styles that have been selling for years. So we're not seeing anything in the mix of what is performing that would tell us it's someone coming in to get ready for a concert or an event or are new to us.
Speaker #2: Western. Okay.
Speaker #10: Thanks, guys. Good luck.
[Analyst] (J.P. Morgan): Okay. Thanks, guys. Good luck.
Chris Nardone [Director: Okay. Thanks, guys. Good luck.
Speaker #2: Thank you.
John Hazen: Thank you.
John Hazen: Thank you.
Speaker #3: The next question comes from Jeremy Hamblin with Craig Hallum. Please go ahead.
Operator: The next question comes from Jeremy Hamblin with Craig-Hallum. Please go ahead.
Operator: The next question comes from Jeremy Hamblin with Craig-Hallum. Please go ahead.
Speaker #9: Thanks. And I'll add my congratulations on the strong results. I want to come back to initiatives. And in particular, the e-com developments here of your exclusive brands.
[Analyst] (Citi): Thanks. I'll add my congratulations on the strong results. I want to come back to the initiatives and, in particular, the e-com developments here of your exclusive brands. So just first, in terms of what you've done so far with Hawx, Cody James, what type of impact are you seeing online for those brands on bootbarn.com versus what you're seeing with the Hawx or the Cody James websites? What are the costs associated with that? And in terms of just the timing of rolling out the next few, are they going to be kind of all rolled out at a similar timeframe? I just want to see if you could get some color on that.
Jeremy Hamblin [Senior Research Analyst: Thanks. I'll add my congratulations on the strong results. I want to come back to the initiatives and, in particular, the e-com developments here of your exclusive brands. So just first, in terms of what you've done so far with Hawx, Cody James, what type of impact are you seeing online for those brands on bootbarn.com versus what you're seeing with the Hawx or the Cody James websites? What are the costs associated with that? And in terms of just the timing of rolling out the next few, are they going to be kind of all rolled out at a similar timeframe? I just want to see if you could get some color on that.
Speaker #9: So, just first, in terms of James, what type of impact are you seeing online for those brands on bootbarn.com? The far with Hawks, Cody, of what you've done so far.
Speaker #9: Versus what you're seeing with the Hawks or the Cody James websites. What are the costs associated with that? And in terms of just the timing of rolling out the next few, are they going to be kind of all rolled out at a similar timeframe?
Speaker #9: Just want to see if you could get some color on that.
Speaker #2: Sure. As a reminder, if you look at the mix of our e-commerce business, we have bootbarn.com. It's our largest e-commerce site. And then we have other places that we sell country digital flagship by far our outfitters, shufflers, Amazon, are some of the other channels that we sold on for years.
John Hazen: Sure. As a reminder, if you look at the mix of our e-commerce business, we have bootbarn.com. It's our digital flagship, by far our largest e-commerce site. And then we have other places that we sell, Country Outfitter, Sheplers, Amazon, are some of the other channels that we've sold on for years. When we look at that bootbarn.com business, which is the majority of our e-commerce business, it continues to perform incredibly well. The customers buying on Cody and Hawx are net new customers. For the most part, these are not people that are transferring over from stores or from bootbarn.com. So we're quite confident, given how we look at the customer profiles and bump them up against our B Rewarded program, our 10.6 million B Rewarded customers, and seeing that they don't exist in those databases, that we're gaining net new customers.
John Hazen: Sure. As a reminder, if you look at the mix of our e-commerce business, we have bootbarn.com. It's our digital flagship, by far our largest e-commerce site. And then we have other places that we sell, Country Outfitter, Sheplers, Amazon, are some of the other channels that we've sold on for years. When we look at that bootbarn.com business, which is the majority of our e-commerce business, it continues to perform incredibly well. The customers buying on Cody and Hawx are net new customers. For the most part, these are not people that are transferring over from stores or from bootbarn.com. So we're quite confident, given how we look at the customer profiles and bump them up against our B Rewarded program, our 10.6 million B Rewarded customers, and seeing that they don't exist in those databases, that we're gaining net new customers.
Speaker #2: Business, which is the majority of our—when we look at that bootbarn.com e-commerce business, it continues to perform incredibly well. The customers buying on Cody and Hawks are net new customers.
Speaker #2: For the most part, these are not people that are transferring over from stores or from bootbarn.com. So we're quite confident given how we look at the customer profiles and bump them up against our B rewarded program, our 10.6 million B rewarded customers, and seeing that they don't exist in those databases, that we're gaining net new customers.
Speaker #2: The marketing strategy for those sites are also very different from what we do with bootbarn. We are driving awareness of those brands via social.
John Hazen: The marketing strategy for those sites are also very different from what we do with Boot Barn. We are driving awareness of those brands via social, where much of the digital marketing we do for Boot Barn is more Google advertising and all the different tools that Google and Microsoft offer to target people who are already typing in, "I want to find a white cowboy boot," or, "I want to find a Western yoke shirt." These sites are about brand awareness via social versus targeting people who have already told the search engine that they have intents. So different way to market them, again, more about storytelling, drive customers into stores. And from everything we see, they are new customers to Boot Barn overall. On the cost side, sorry.
John Hazen: The marketing strategy for those sites are also very different from what we do with Boot Barn. We are driving awareness of those brands via social, where much of the digital marketing we do for Boot Barn is more Google advertising and all the different tools that Google and Microsoft offer to target people who are already typing in, "I want to find a white cowboy boot," or, "I want to find a Western yoke shirt." These sites are about brand awareness via social versus targeting people who have already told the search engine that they have intents. So different way to market them, again, more about storytelling, drive customers into stores. And from everything we see, they are new customers to Boot Barn overall. On the cost side, sorry.
Speaker #2: We're much of the digital marketing we do for bootbarn is more Google advertising and all the different tools that the Google and Microsoft offer to target people who are already typing in, "I want to find a white cowboy boot," or, "I want to find a These sites are about brand awareness via social versus targeting people who have already told the search engine that they have intent.
Speaker #2: So different way to market them. Again, more about storytelling, drive customers into stores. And from everything we see, they are new customers to bootbarn overall.
Speaker #2: On the cost side, sorry. On the cost of the sites, one of the to the second question, one of the nice things we've done here, and anybody can Western yoke shirt." see this if you visit bootbarn.com are built on Shopify.
John Hazen: On the cost of the sites, one of the to the second question, one of the nice things we've done here and anybody can see this if you visit bootbarn.com or these sites. These sites are built on Shopify. It's just much quicker and easier. There's not a heavy lift from a development or a CapEx standpoint to do this. So that's a page from the playbook of many, if not all, of the DTC players in any industry at this point. If the question behind the question is, "Hey, is this a big CapEx investment on these sites?" It's not. We are nimble. They're quick to stand up. We're going to launch Shyanne and Cleo here in Q4. Rank will likely be in Q1.
John Hazen: On the cost of the sites, one of the to the second question, one of the nice things we've done here and anybody can see this if you visit bootbarn.com or these sites. These sites are built on Shopify. It's just much quicker and easier. There's not a heavy lift from a development or a CapEx standpoint to do this. So that's a page from the playbook of many, if not all, of the DTC players in any industry at this point. If the question behind the question is, "Hey, is this a big CapEx investment on these sites?" It's not. We are nimble. They're quick to stand up. We're going to launch Shyanne and Cleo here in Q4. Rank will likely be in Q1.
Speaker #2: For these sites, these sites—it's just much quicker and easier. And there's not a heavy lift from a development or a CapEx standpoint to do this.
Speaker #2: And so that's a page from the playbook of many, if not all, of the B2C players in any industry at this point. And so if we're if the question behind the question is, "Hey, is this a big CapEx investment on these sites?" It's not.
Speaker #2: We are nimble. They're quick to stand up. We're going to launch Cheyenne and Clio here in Q4. And Rank will likely be in
Speaker #2: Q1. Got it.
[Analyst] (Citi): Got it. Helpful. And then just one more. In terms of traffic counters and what you're learning from conversion rates, how that's tying into some of the storytelling you're doing and some of the marketing initiatives that you've had, any learnings that you can share with us from that?
Jeremy Hamblin [Senior Research Analyst: Got it. Helpful. And then just one more. In terms of traffic counters and what you're learning from conversion rates, how that's tying into some of the storytelling you're doing and some of the marketing initiatives that you've had, any learnings that you can share with us from that?
Speaker #9: Helpful. And then just one more. In terms of traffic counters and what you're learning from conversion rates, how that's tying into some of the storytelling you're doing, and some of the marketing initiatives that you've had, any learnings that you can share with us from that?
Speaker #2: Nothing material right now. We're just about to hit comp traffic counters. So we'll have comp conversion rates I look at our top-performing stores from a conversion rate standpoint on a regular basis.
John Hazen: Nothing material right now. We're just about to hit comp traffic counters. So we'll have comp conversion rates. I look at our top-performing stores from a conversion rate standpoint on a regular basis. I'm looking for that positive deviance to kind of tease out what they're doing better than everybody else, the ones with material traffic, of course. And we're going to use it in this coming fiscal year, use those traffic counters for some of the new digital marketing initiatives. One of the adjustments I've made is the amount of digital marketing dollars we're going to spend against driving folks or with the goal of driving folks or customers into Boot Barn stores versus just buying on BootBarn.com or any of the other sites. And so we'll have more to share on that as we get into next fiscal year.
John Hazen: Nothing material right now. We're just about to hit comp traffic counters. So we'll have comp conversion rates. I look at our top-performing stores from a conversion rate standpoint on a regular basis. I'm looking for that positive deviance to kind of tease out what they're doing better than everybody else, the ones with material traffic, of course. And we're going to use it in this coming fiscal year, use those traffic counters for some of the new digital marketing initiatives. One of the adjustments I've made is the amount of digital marketing dollars we're going to spend against driving folks or with the goal of driving folks or customers into Boot Barn stores versus just buying on BootBarn.com or any of the other sites. And so we'll have more to share on that as we get into next fiscal year.
Speaker #2: I'm looking for that positive deviance to kind of tease out what they're doing better than everybody else—the ones with material traffic, of course.
Speaker #2: And we're going to use it in this coming fiscal year, use those traffic counters for some of the new digital marketing initiatives. One of the adjustments I've made is the amount of digital marketing dollars we're going to spend against driving folks or with the goal of driving folks or customers into bootbarn stores versus just buying on bootbarn.com or any of the other sites.
Speaker #2: And so we'll have more to share on that as we get into next fiscal
Speaker #2: year. Great.
Speaker #9: Thanks for taking the
[Analyst] (Citi): Great. Thanks for taking the questions.
Jeremy Hamblin [Senior Research Analyst: Great. Thanks for taking the questions.
Speaker #9: questions.
Speaker #2: Thanks,
John Hazen: Thanks, Jeremy.
John Hazen: Thanks, Jeremy.
Speaker #3: The next question comes from Ashley Jeremy Owens with KeyBanc Capital Markets. Please go ahead.
Operator: The next question comes from Ashley Owens with KeyBank Capital Markets. Please go ahead.
Operator: The next question comes from Ashley Owens with KeyBank Capital Markets. Please go ahead.
Speaker #4: Great. Thanks. Maybe just to start to follow up on some of the own brands websites here. But as you prepare to launch Cheyenne and Clio and Wolf, just how should we think about the incremental TAM expansion as you get from reaching new female customers who may not be shopping at bootbarn stores
[Analyst] (Piper Sandler): Great. Thanks. Maybe just to start to follow up on some of the own brands' websites here. But as you prepare to launch Shyanne and Cleo and Wolf, just how should we think about the incremental TAM expansion as you get from reaching new female customers who may not be shopping at Boot Barn stores yet?
Ashley Owens: Great. Thanks. Maybe just to start to follow up on some of the own brands' websites here. But as you prepare to launch Shyanne and Cleo and Wolf, just how should we think about the incremental TAM expansion as you get from reaching new female customers who may not be shopping at Boot Barn stores yet?
Speaker #4: yet? I think it's gaining
John Hazen: I think it's gaining market share more than the expansion of the TAM. We upped the TAM from $40 billion to $58 billion. And we're going to do $2.25 billion this year. So when you think of the opportunity, it is more gaining market share than an expansion of the TAM. And it will make it easier for us to tell stories from a Meta, TikTok, and further up the funnel standpoint when we talk about these brands. So can we gain more market share? I believe we can. That's part of the reason we're building these sites. But it's market share versus expanding the TAM further. I think it's gaining those country lifestyle women's customers in the case of Cleo and Shyanne.
John Hazen: I think it's gaining market share more than the expansion of the TAM. We upped the TAM from $40 billion to $58 billion. And we're going to do $2.25 billion this year. So when you think of the opportunity, it is more gaining market share than an expansion of the TAM. And it will make it easier for us to tell stories from a Meta, TikTok, and further up the funnel standpoint when we talk about these brands. So can we gain more market share? I believe we can. That's part of the reason we're building these sites. But it's market share versus expanding the TAM further. I think it's gaining those country lifestyle women's customers in the case of Cleo and Shyanne.
Speaker #2: market share more than the expansion of the TAM. We up the TAM from 40 billion to 58 billion dollars. And we're going to do 2.25 billion dollars this year.
Speaker #2: So when you think of the opportunity it is more gaining market share than an expansion of the TAM. And it will make us easy it will make it easy for easier for us to tell stories from a meta and TikTok and further up the funnel standpoint.
Speaker #2: When we talk about these brands, can we gain more market share? I believe we can. That's part of the reason we're building these sites.
Speaker #2: But it's market share versus expanding the TAM further. I think it's gaining those country lifestyle women's customers in the case of Clio and Cheyenne.
Speaker #4: Okay. Got it. And then just to follow up a little bit on the gross margin for the fourth quarter, could you just walk us through the clean bridge there?
[Analyst] (Piper Sandler): Okay. Got it. And then just to follow up a little bit on the gross margin for Q4, could you just walk us through the clean bridge there as you lapped some of the unusually favorable shrink from last year? And then also, I think you mentioned some of the lumpiness in freight, where you expect those to kind of settle as we normalize into next year.
Ashley Owens: Okay. Got it. And then just to follow up a little bit on the gross margin for Q4, could you just walk us through the clean bridge there as you lapped some of the unusually favorable shrink from last year? And then also, I think you mentioned some of the lumpiness in freight, where you expect those to kind of settle as we normalize into next year.
Speaker #4: As you lapped some of the unusually favorable strength from last year and then also I think you mentioned some of the lumpiness and freight, were you expect those to kind of settle as we normalize into next year?
Speaker #4: And then another one, just on pricing, as you move to that style-by-style approach for the price increases in the fourth quarter, just how you're thinking about AUR given some of the third-party price increases that we've already seen been taken in the market, just what you've seen so far in terms of elasticity particularly where third-party price moves may be already taking place in some of the areas that you have overlap in.
[Analyst] (Piper Sandler): And then another one, just on pricing, as you move to that style-by-style approach for the price increases in the fourth quarter, just how you're thinking about AUR, given some of the third-party price increases that we've already seen been taken in the market, just what you've seen so far in terms of elasticity, particularly where third-party price moves may be already taking place in some of the areas that you have overlap in, and then just any specific categories outside of, I think, the $195 boot price you mentioned that you're more mindful of as you implement these changes? Thanks.
Ashley Owens: And then another one, just on pricing, as you move to that style-by-style approach for the price increases in the fourth quarter, just how you're thinking about AUR, given some of the third-party price increases that we've already seen been taken in the market, just what you've seen so far in terms of elasticity, particularly where third-party price moves may be already taking place in some of the areas that you have overlap in, and then just any specific categories outside of, I think, the $195 boot price you mentioned that you're more mindful of as you implement these changes? Thanks.
Speaker #4: And then just any specific categories outside of I think the 195 boot price you mentioned that you're more mindful of as you implement these changes.
Speaker #4: Thanks.
Speaker #2: Yeah. So
[Analyst] (J.P. Morgan): Yeah. So I'll jump in and just start with the AUR question as we get into the fourth quarter. We expect that to be in that 2% to 3% increase for the fourth quarter. That contemplates all the price increases, exclusive brands, and third-party goods. As we look into next year, we'll give you an update on that more as we move in and get further along. But we typically see kind of a low single-digit AUR increase. Maybe that'll be slightly higher as we move into next year, just given what we've seen with price increases over the last year. As far as the margin bridge, I'd really think about it as a one-quarter blip as far as the shrink and the freight. As we move into next year, those should both normalize.
Jim Watkins: Yeah. So I'll jump in and just start with the AUR question as we get into the fourth quarter. We expect that to be in that 2% to 3% increase for the fourth quarter. That contemplates all the price increases, exclusive brands, and third-party goods. As we look into next year, we'll give you an update on that more as we move in and get further along. But we typically see kind of a low single-digit AUR increase. Maybe that'll be slightly higher as we move into next year, just given what we've seen with price increases over the last year. As far as the margin bridge, I'd really think about it as a one-quarter blip as far as the shrink and the freight. As we move into next year, those should both normalize.
Speaker #2: I'll jump in and just start with the AUR question as we get into the fourth quarter. We expect that to be in that 2 to 3 percent increase.
Speaker #2: that contemplates For the fourth quarter. And all the price increases exclusive brands and third-party goods. And then as we look into next year, we'll give you an update on that more as we move into get further along.
Speaker #2: But we typically see kind of a low single-digit AUR increase and maybe that'll be a slightly higher as we move into next year just given what we've seen with price increases over the last year.
Speaker #2: And then as far as the margin bridge, I'd really think about it as a one-quarter blip as far as the shrink and the freight.
Speaker #2: And as we move into next year, those should both normalize and then we'll be back to growing product margin with maybe a slight benefit next year with freight just given some of the renegotiated contracts that we've had and some of the favorability there.
[Analyst] (J.P. Morgan): And then we'll be back to growing product margin with maybe a slight benefit next year with freight, just given some of the renegotiated contracts that we've had and some of the favorability there, assuming that all the transportation costs and rates stay similar or globally.
Jim Watkins: And then we'll be back to growing product margin with maybe a slight benefit next year with freight, just given some of the renegotiated contracts that we've had and some of the favorability there, assuming that all the transportation costs and rates stay similar or globally.
Speaker #2: Assuming that all the transportation costs and rates stay similar or globally.
Speaker #4: Great. Appreciate the color. Thank
[Analyst] (Piper Sandler): Great. Appreciate the color. Thank you.
Ashley Owens: Great. Appreciate the color. Thank you.
Speaker #4: you. Thanks,
John Hazen: Thanks, Ashley.
John Hazen: Thanks, Ashley.
Speaker #3: The next question comes Ashley. from John Keepor with Goldman Sachs. Please go
Speaker #3: The next question comes from Ashley—John Keepor with Goldman Sachs. Please go ahead. Hey, thank you.
Operator: The next question comes from John Kiepour with Goldman Sachs. Please go ahead.
Operator: The next question comes from John Kiepour with Goldman Sachs. Please go ahead.
[Analyst] (Goldman Sachs): Hey. Thank you, guys, for slotting me in. Appreciate it. Just a question about the composition of the Q4 Same-Store Sales guide. It looks like a little bit of a decel online. I just want to get a sense of why that might be the case, despite the new sites being up and running and given the strength in Q3. And it also looks like the kind of other side of the coin is that retail is looking a bit better than I expected, despite even the storm impact. So I guess on the retail side, what gives you the clarity behind that guide? And kind of what have you seen in terms of Same-Store Sales recovery in retail since the storm has mostly abated? And I guess how much of the confidence there is hinging on the March activation, maybe around the Houston Rodeo?
John Keypour: Hey. Thank you, guys, for slotting me in. Appreciate it. Just a question about the composition of the Q4 Same-Store Sales guide. It looks like a little bit of a decel online. I just want to get a sense of why that might be the case, despite the new sites being up and running and given the strength in Q3. And it also looks like the kind of other side of the coin is that retail is looking a bit better than I expected, despite even the storm impact. So I guess on the retail side, what gives you the clarity behind that guide? And kind of what have you seen in terms of Same-Store Sales recovery in retail since the storm has mostly abated? And I guess how much of the confidence there is hinging on the March activation, maybe around the Houston Rodeo?
Speaker #10: guys for slotting me in. Appreciate it. Just a question about the composition of the four key same-store sales guide. It looks like a little bit of a desell online I just want to get a sense of why that might be the case despite the new sites being up and running and given the strength in 3Q.
Speaker #10: And it also looks like the kind of other side of the coin is that retail is looking a bit better than I expected. Despite even the storm impact.
Speaker #10: So I guess on the retail side, what gives you the clarity behind that guide? And kind of what have you seen in terms of same-store sales recovery and retail since the storm has mostly abated?
Speaker #10: And I guess, how much of the confidence there is hinging on the March activation, maybe around the Houston Rodeo?
Speaker #2: Sure. So I think it's a little too soon to talk about the recovery. I mean, the second of these storms hit this last weekend and we had some store so just a couple of days.
[Analyst] (J.P. Morgan): Sure. So I think it's a little too soon to talk about the recovery. I mean, the second of these storms hit this last weekend, and we had some store closures on Sunday, and, so, just a couple of days. So I think what's really giving us the confidence to guide the way we have, both on e-commerce and in stores, is looking at the broader trend coming into February and March. We look back at what we saw in October, November, December, January, the sales volumes that we've seen. And then we go back into historical seasonality and see how things flow out from a sales perspective based off of what we've seen the last four months. So nothing that we've seen over the last couple of weeks makes us nervous about the way we've guided that.
Jim Watkins: Sure. So I think it's a little too soon to talk about the recovery. I mean, the second of these storms hit this last weekend, and we had some store closures on Sunday, and, so, just a couple of days. So I think what's really giving us the confidence to guide the way we have, both on e-commerce and in stores, is looking at the broader trend coming into February and March. We look back at what we saw in October, November, December, January, the sales volumes that we've seen. And then we go back into historical seasonality and see how things flow out from a sales perspective based off of what we've seen the last four months. So nothing that we've seen over the last couple of weeks makes us nervous about the way we've guided that.
Speaker #2: So I think what's really giving us the confidence to guide the way we have, both on e-commerce and in stores, is looking at the broader trend coming into February and March.
Speaker #2: We look back at what we saw in October, November, December, and January—the sales volumes that we've seen. And then we go back into historical seasonality and see how things flow out from a sales perspective, based off of what we've seen the last four months.
Speaker #2: So, nothing that we've seen over the last couple of weeks makes us nervous about the way we've guided that. As far as the Houston Rodeo goes, there was a little bit of a shift between February and March.
[Analyst] (J.P. Morgan): As far as the Houston Rodeo goes, there was a little bit of a shift between February and March if you're looking at our slides. And so some of last year's March strength really kind of moved over from February. There are also other things happening in March that make it a bigger volume month. Spring is starting. People are out there shopping more. And so even outside of the Texas markets where they do kick off the rodeo season, we do see some nice volume there. So we're seeing a broad base across the country. And that's given us the confidence to guide where we've been there. As far as the new exclusive brand sites, there's not really any marketing slated for those over the next couple of months. It'd be a next-year thing. And as a reminder, we look at a 3% marketing spend.
Jim Watkins: As far as the Houston Rodeo goes, there was a little bit of a shift between February and March if you're looking at our slides. And so some of last year's March strength really kind of moved over from February. There are also other things happening in March that make it a bigger volume month. Spring is starting. People are out there shopping more. And so even outside of the Texas markets where they do kick off the rodeo season, we do see some nice volume there. So we're seeing a broad base across the country. And that's given us the confidence to guide where we've been there. As far as the new exclusive brand sites, there's not really any marketing slated for those over the next couple of months. It'd be a next-year thing. And as a reminder, we look at a 3% marketing spend.
Speaker #2: If you're looking at our slides, some of last year's March strength really kind of moved over from February. There are also other things happening in March that make it a bigger volume month.
Speaker #2: It's spring, it's starting. People are out there shopping more. And so, even outside of the Texas markets where they do kick off the rodeo season, we do see some nice volume there.
Speaker #2: So we're seeing a broad base across the country. And that's given us the confidence to guide where we've been there. As far as the new exclusive brand sites, there's not really any marketing slated for those in over the next couple of months.
Speaker #2: It'd be a next-year thing. And as a reminder, we look at a 3% marketing spend. And so it would really come from within that budget moving things and reallocating spend around within that
[Analyst] (J.P. Morgan): And so it would really come from within that budget, moving things and reallocating spend around within that budget.
Jim Watkins: And so it would really come from within that budget, moving things and reallocating spend around within that budget.
Speaker #2: budget. Great.
[Analyst] (Goldman Sachs): Great. And then a very, very small follow-up. Oh, sorry. Go ahead.
John Keypour: Great. And then a very, very small follow-up. Oh, sorry. Go ahead.
Speaker #3: And then a very, very small follow-up. Oh, sorry. Go ahead.
Speaker #2: No, I couldn't remember if I'd covered all of the pieces of the question. So please follow up.
[Analyst] (J.P. Morgan): No. I couldn't remember if I covered all of the pieces of the question. So please follow up with the follow-up.
Jim Watkins: No. I couldn't remember if I covered all of the pieces of the question. So please follow up with the follow-up.
Speaker #2: with the follow-up. Sure.
Speaker #3: The last one is just kind of bookkeeping. But you guys mentioned that there would be buy-in in occupancy costs from one Q2 '27 landing in Q4.
[Analyst] (Goldman Sachs): Sure. The last one is just kind of bookkeeping. But you guys mentioned that there would be buying and occupancy costs from Q1 2027, landing in Q4, and you guided for 50 bps of deleverage in Q4. So that's inclusive of the pull forward. So that's correct, right? So it seems like the actual kind of organic, so the organic buying and occupancy deleverage is actually sequentially better than it was in Q3.
John Keypour: Sure. The last one is just kind of bookkeeping. But you guys mentioned that there would be buying and occupancy costs from Q1 2027, landing in Q4, and you guided for 50 bps of deleverage in Q4. So that's inclusive of the pull forward. So that's correct, right? So it seems like the actual kind of organic, so the organic buying and occupancy deleverage is actually sequentially better than it was in Q3.
Speaker #3: And you guided for 50 bps of deleverage in Q4. So that's inclusive of the pull forward. So that's correct, right? So it—
Speaker #3: Seems like the actual kind of organic. So that's correct. The organic buying in occupancy deleverage is actually sequentially better than it was in Q3.
Speaker #2: Yeah, right. It's a little bit skewed in the fourth quarter, because compared to last year in the fourth quarter, we have more stores opening at the start of next year than we had a year ago.
[Analyst] (J.P. Morgan): Yeah. Right. It's a little bit skewed in the fourth quarter because compared to last year, in the fourth quarter, we have more stores opening at the start of the next year than we had a year ago. The way the bookkeeping works is we record a couple of months of pre-opening rent while we're getting the store built out, set up, stocked, and before we start ringing sales.
Jim Watkins: Yeah. Right. It's a little bit skewed in the fourth quarter because compared to last year, in the fourth quarter, we have more stores opening at the start of the next year than we had a year ago. The way the bookkeeping works is we record a couple of months of pre-opening rent while we're getting the store built out, set up, stocked, and before we start ringing sales.
Speaker #2: And the way the bookkeeping works is we record a couple of months of pre-opening rent while we're getting the store built out, set up, stocked, and before we start ringing sales.
Speaker #3: Okay. Great.
[Analyst] (Goldman Sachs): Okay. Great.
John Keypour: Okay. Great.
Speaker #2: So it's a good
[Analyst] (J.P. Morgan): It's a good news story that we have more occupancy expense. It just pressures us a little bit now in Q4. Then as we move forward, that's a positive.
Jim Watkins: It's a good news story that we have more occupancy expense. It just pressures us a little bit now in Q4. Then as we move forward, that's a positive.
Speaker #2: news it's a good news story that we have more occupancy expense. It just pressures us a little bit now in the fourth quarter. But then as we move forward, that's a positive.
Speaker #2: news it's a good news story that we have more occupancy expense. It just pressures us a little bit now in the fourth quarter. But then as we move forward,
Speaker #3: Right. And it implies that the actual kind of without the pull forward from one Q, it actually is sequentially better in 4Q than it was in 3Q.
[Analyst] (Goldman Sachs): Right. It implies that the actual kind of without the pull forward from Q1, it actually is sequentially better in Q4 than it was in Q3. That's sort of what I'm trying to get at, right? It does actually kind of improve on an apples-to-apples kind of basis. Is that right?
John Keypour: Right. It implies that the actual kind of without the pull forward from Q1, it actually is sequentially better in Q4 than it was in Q3. That's sort of what I'm trying to get at, right? It does actually kind of improve on an apples-to-apples kind of basis. Is that right?
Speaker #3: That's sort of what I'm trying to get at, right? It does actually kind of improve on a apples-to-apples kind of
Speaker #3: Basis. Is that right? Okay. Great. Thank you.
Speaker #3: This concludes our John. question and answer session. And the Boot Barn Holdings, Inc., third quarter 2026 earnings call. Thank you for attending today's presentation.
Operator: This concludes our question-and-answer session and the Boot Barn Holdings, Inc. Q3 2026 earnings call. Thank you for attending today's presentation. You may now disconnect.
Operator: This concludes our question-and-answer session and the Boot Barn Holdings, Inc. Q3 2026 earnings call. Thank you for attending today's presentation. You may now disconnect.
