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Urban Outfitters Inc (URBN) |
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Urban Outfitters Inc's Customers Performance
URBN
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URBN's Source of Revenues |
In the Q2, Urban Outfitters Inc 's corporate clients experienced a decline by -11.64 % in their costs of revenue, compared to a year ago, sequentially costs of revenue were trimmed by -3.2 %. During the corresponding time, Urban Outfitters Inc recorded revenue increase by 7.45 % year on year, sequentially revenue grew by 14.18 %. While revenue at the Urban Outfitters Inc 's corporate clients fell by -4.85 % year on year, sequentially revenue fell by -2.17 %.
• List of URBN Customers
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Customers of Urban Outfitters Inc saw their costs of revenue decline by -11.64 % in Q2 compare to a year ago, sequentially costs of revenue were trimmed by -3.2 %, for the same period Urban Outfitters Inc recorded revenue increase by 7.45 % year on year, sequentially revenue grew by 14.18 %.
• List of URBN Customers
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Customers Net Income grew in Q2 by |
Customers Net margin grew to |
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356.28 % |
3.37 % |
Urban Outfitters Inc's Comment on Sales, Marketing and Customers
We have organized our retail store operations by brand into geographic areas or
districts that each have a district manager. District managers are responsible
for several stores and monitor and supervise individual store managers. Each store
manager is responsible for overseeing the daily operations of one of our stores.
In addition to a store manager, the staff of a typical Urban Outfitters, Anthropologie,
Free People, Terrain and Bhldn store includes a combination of some or all of
the following positions: a visual manager, several department managers and full
and part-time sales and visual staff. The staff of a typical Anthropologie store
may also include a customer care manager who helps tailor the shopping experience
to the needs of Anthropologie’s target customers. A Terrain garden center
may also include merchandise care and maintenance staff. The staff of a Bhldn
store also includes a product, bridal and event manager, appointment stylist and
a category specialist.
An essential requirement for the success of our stores is our ability to attract,
train and retain talented, highly motivated store managers, visual managers
and other key employees. In addition to management training programs for both
newly hired and existing employees, we have a number of retention programs that
offer qualitative and quantitative performance-based incentives to district-level
managers, store-level managers and full-time sales associates.
Marketing and Promotion
We believe we have highly effective marketing tools in our websites, mobile
applications, catalogs, email campaigns and social media. We refresh this media
as frequently as daily to reflect the most cutting edge changes in fashion and
culture. We also believe that highly visible store locations, broad merchandise
selection and creative and visual presentation within our stores, on our websites
and on our mobile applications are key enticements for customers to explore
these channels and purchase merchandise. Consequently, we rely on these factors,
as well as the brand recognition created by our direct marketing activities,
to draw customers to our omni-channel operations, rather than traditional forms
of advertising such as print, radio and television media. Marketing activities
for each of our retail store concepts may include special event promotions and
a variety of public relations activities designed to create community awareness
of our stores and products. We also are active in social media and blogs. We
believe that the traditional method of a one-way communication to customers
is no longer enough. We believe that by starting a conversation and interacting
directly with our customers, most notably via Facebook, Twitter, Pinterest,
Instagram and our own mobile applications, we are more effective at understanding
and serving their fashion needs. We also believe that our blogs continue this
conversation. Not only do our blogs allow us to communicate what inspires us,
they allow our customers to tell us what inspires them. This fosters our relationships
with our customers and encourages them to continue shopping with us.
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Urban Outfitters Inc's Comment on Sales, Marketing and Customers
We have organized our retail store operations by brand into geographic areas or
districts that each have a district manager. District managers are responsible
for several stores and monitor and supervise individual store managers. Each store
manager is responsible for overseeing the daily operations of one of our stores.
In addition to a store manager, the staff of a typical Urban Outfitters, Anthropologie,
Free People, Terrain and Bhldn store includes a combination of some or all of
the following positions: a visual manager, several department managers and full
and part-time sales and visual staff. The staff of a typical Anthropologie store
may also include a customer care manager who helps tailor the shopping experience
to the needs of Anthropologie’s target customers. A Terrain garden center
may also include merchandise care and maintenance staff. The staff of a Bhldn
store also includes a product, bridal and event manager, appointment stylist and
a category specialist.
An essential requirement for the success of our stores is our ability to attract,
train and retain talented, highly motivated store managers, visual managers
and other key employees. In addition to management training programs for both
newly hired and existing employees, we have a number of retention programs that
offer qualitative and quantitative performance-based incentives to district-level
managers, store-level managers and full-time sales associates.
Marketing and Promotion
We believe we have highly effective marketing tools in our websites, mobile
applications, catalogs, email campaigns and social media. We refresh this media
as frequently as daily to reflect the most cutting edge changes in fashion and
culture. We also believe that highly visible store locations, broad merchandise
selection and creative and visual presentation within our stores, on our websites
and on our mobile applications are key enticements for customers to explore
these channels and purchase merchandise. Consequently, we rely on these factors,
as well as the brand recognition created by our direct marketing activities,
to draw customers to our omni-channel operations, rather than traditional forms
of advertising such as print, radio and television media. Marketing activities
for each of our retail store concepts may include special event promotions and
a variety of public relations activities designed to create community awareness
of our stores and products. We also are active in social media and blogs. We
believe that the traditional method of a one-way communication to customers
is no longer enough. We believe that by starting a conversation and interacting
directly with our customers, most notably via Facebook, Twitter, Pinterest,
Instagram and our own mobile applications, we are more effective at understanding
and serving their fashion needs. We also believe that our blogs continue this
conversation. Not only do our blogs allow us to communicate what inspires us,
they allow our customers to tell us what inspires them. This fosters our relationships
with our customers and encourages them to continue shopping with us.
URBN's vs. Customers, Data
(Revenue and Income for Trailing 12 Months, in Millions of $, except Employees)
| COMPANY NAME |
MARKET CAP |
REVENUES |
INCOME |
EMPLOYEES |
| Urban Outfitters Inc |
3,402.58 |
4,698.70 |
376.52 |
24,000 |
| Target Corporation |
62,538.89 |
106,888.00 |
3,632.00 |
450,000 |
| SUBTOTAL |
62,538.89 |
106,888.00 |
3,632.00 |
450,000 |
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