November 15, 2024

Nike Profit Rises, Despite Weak China Sales

Nike beat expectations, and its shares rose 8 percent in after-hours trading.

Nike has been dealing with Europe’s fluctuating economy and a slowdown in growth in China. The company has been reducing its inventory in China and reworking its offerings there to adapt to the changing tastes of Chinese consumers.

It also has been focusing on growth in North America, selling off less profitable brands like Umbro to focus on core brands like Nike.

The company’s quarterly results show Nike’s strategy is paying off in North America, but it still faces weakness in China. North American revenue, which accounts for 40 percent of all revenue, rose 18 percent to $2.55 billion. Revenue in China, which accounts for 10 percent of revenue, was down 9 percent to $635 million.

“The U.S. business continues to be just phenomenal,” said Paul Swinand, a Morningstar analyst. But he added that “for real long-term growth to be solid, it has got to come from China and emerging markets.”

In a call with analysts, the chief executive, Mark Parker, said the company was seeing progress in China, but “we still have more to do before we can capture its long-term growth potential.”

Net income for the three months ended Feb. 28 rose to $866 million, or 73 cents a share. That compares with $560 million, or 61 cents a share, last year. Analysts expected 67 cents a share, according to FactSet.

Higher labor costs were more than offset by raising prices and easing material costs, the company said.

Revenue rose 9 percent to $6.19 billion, from $5.66 billion last year, nearly matching analysts’ expectations of revenue of $6.2 billion.

Nike brand revenue rose 10 percent excluding currency fluctuations, growing everywhere but China and Japan. Growth from other brands, including Converse, Nike Gold and Hurley rose 9 percent.

Orders for Nike shoes and apparel to be delivered from May to July rose 6 percent to $9.9 billion. That includes an 11 percent increase in North America, a 5 percent decline in Western Europe and a 4 percent increase in China.

Mr. Parker said e-commerce was a focus for the future. Online revenue rose 33 percent in the quarter, but Mr. Parker said he would like to expand that business more. The company, he said, will improve the online shopping experience.

Shares rose $4.44, or more than 8 percent, to $58.04 in after-hours trading, after ending the day down $1.23, or 2.2 percent at $53.60.

Article source: http://www.nytimes.com/2013/03/22/business/nike-profit-rises-despite-weak-china-sales.html?partner=rss&emc=rss

Nike Posts Strong Sales and Orders in Latest Quarter

Worldwide orders for the Nike brand, a closely watched measure of demand in coming months, grew 13 percent to 8.9 billion at the end of the quarter.

In China, orders scheduled for delivery from December 2011 through April 2012 rose 31 percent, with a 12 percent rise in other emerging markets.

In November, Nike’s rival Adidas raised its sales outlook on strong demand in emerging markets, and Puma said in October that China and Latin America contributed most to overall sales growth.

But for Nike, orders rose 16 percent even in North America, and were up in all other markets except Japan.

“The brand continues to show very strong demand,” said Matt Arnold, consumer discretionary analyst for Edward Jones. “The strength is just impressive, helping propel the stock higher.” The company said margins dropped 2.6 percentage points as costs of labor and raw materials rose, but came in more or less in line with what most analysts had expected.

“Margins were pretty consistent with what we were looking for. Any time you see a brand that is witnessing this type of demand, it gives you confidence that, over time, pricing will be able to catch up with input costs and labor costs,” Mr. Arnold said.

For the quarter ended Nov. 30, the second of Nike’s fiscal year, it earned $469 million, or $1 a share, a rise of 3 percent over the year-ago quarter. Analysts, on average, were expecting earnings of 97 cents a share, according to Thomson Reuters.

Revenue rose 18 percent to $5.73 billion.

Excluding foreign exchange fluctuations, revenue for the Nike brand rose 18 percent. The company, which also owns the Converse, Cole Haan, Umbro and Hurley brands, said revenue from these segments increased 5 percent. Nike shares were up 2.4 percent at $96.07 in after-market trade on Tuesday, after closing at $93.63.

Article source: http://feeds.nytimes.com/click.phdo?i=35861ab0062d7655d008855abefb57db

YouTube Founders Aim to Revamp Delicious

More recently they picked an unlikely candidate to be their next Web sensation: a Yahoo castoff.

The men are trying to inject new life into Delicious, a social bookmarking service that, in its time, was popular among the technorati, but failed to catch on with a broader audience.

“What we plan to do,” Mr. Hurley said in an interview here last week, “is try to introduce Delicious to the rest of the world.”

Created in 2003, Delicious lets people save links from around the Web and organize them using a simple tagging system, assigning keywords like “neuroscience” or “recipes.” It was praised for the way it allowed easy sharing of those topical links. The site’s early popularity spurred Yahoo to snap it up in 2005 — but in the years after that Yahoo did little with it.

In December, leaked internal reports from Yahoo hinted that the company was planning to sell or shut down the service.

At the same time, Mr. Chen and Mr. Hurley, who had recently formed a new company called Avos and begun renting space a few blocks from the original YouTube offices in San Mateo, had been brainstorming ideas for their next venture. One problem they kept circling around was the struggle to keep from drowning in the flood of news, cool new sites and videos surging through their Twitter accounts and RSS feeds, a glut that makes it difficult to digest more than a sliver of that material in a given day.

“Twitter sees something like 200 million tweets a day, but I bet I can’t even read 1,000 a day,” Mr. Chen said. “There’s a waterfall of content that you’re missing out on.”

He added, “There are a lot of services trying to solve the information discovery problem, and no one has got it right yet.”

When the men heard about Yahoo’s plans to close Delicious, their ears perked up, and they placed a personal call to Jerry Yang, one of the founders of Yahoo, and made him an offer. (They declined to disclose financial details of the transaction.)

 At heart, they say, the revamped service will still resemble the original Delicious when it opens to the public, which Mr. Chen and Mr. Hurley said would happen later this year.  But their blueprint involves an overhaul of the site’s design and the software and the systems used to tag and organize links.

The current home page of Delicious features a simple cascade of blue links, the most recent pages bookmarked by its users, and it tends to largely be dominated technology news. But the new Delicious aims to be more of a destination, a place where users can go to see the most recent links shared around topical events, like the Texas wildfires or the anniversary of the Sept. 11 attacks, as well as the gadget reviews and tech tips.

The home page would feature browseable “stacks,” or collections of related images, videos and links shared around topical events. The site would also make personalized recommendations for users, based on their sharing habits. “We want to simplify things visually, mainstream the product and make it easier for people to understand what they’re doing,” Mr. Hurley said.

Mr. Chen gives the example of trying to find information about how to repair a vintage car radio or plan an exotic vacation.

“You’re Googling around and have eight to 10 browser tabs of results, links to forums and message boards, all related to your search,” he said. The new Delicious, he said, provides “a very easy way to save those links in a collection that someone else can browse.”

They say they decided to buy Delicious rather than build their own service for a number of reasons.

“We know how hard it would be to build a brand,” Mr. Hurley said. “Delicious lets us hit the ground running with its existing footprint.”

A number of sites already have Delicious buttons as an option for sharing content — right alongside Facebook, Twitter and Tumblr, Mr. Hurley said.

But Mr. Chen said the team also “liked the idea of saving one of the original Web 2.0 companies that started the social sharing movement on the Web.” He added: “There was some sense of history. We were genuinely sad that it would be shut down.”

Both founders acknowledge that they were never diehard Delicious users. “I signed up in 2005 and I didn’t use it again until 2011,” Mr. Chen said with an embarrassed laugh.

Article source: http://feeds.nytimes.com/click.phdo?i=8267989e1048933a5784b4fa176344df

Bits: YouTube Founders Acquire Web Analytics Firm

Chad Hurley and Steve Chen, the co-founders of YouTube, are on a shopping spree.

In late April, the pair announced plans to purchase Delicious, the online social bookmarking service, from Yahoo, saving it from  closure.

Now, they’re adding another company to the mix. On Monday, they announced plans to purchase Tap11, an analytics firm that tracks social media.

Mr. Hurley said in a statement that the acquisition was another move toward the pair’s ultimate plan to “create the world’s best platform for users to save, share, and discover new content.”

Tap11 helps businesses understand what is being said about their companies on social media Web sites like as Twitter and Facebook. The purchase of Tap11 will allow the company to provide “powerful tools to publish and analyze their links’ impact in real-time.”

The price of the sale and other financial terms were not disclosed. Both companies will roll into Mr. Hurley and Mr. Chen’s newest venture, AVOS.

The news of Mr. Hurley and Mr. Chen’s purchasing plans has prompted tremendous interest in the tech world. The two men, who started YouTube in 2005, and sold it to Google a year later for a staggering $1.76 billion, have said they plan to keep Delicious, which allows people to make lists of interesting Web sites and share them with friends, intact.

However, the Tap11 news suggests they have a bigger plan in mind to change the way people share content on the Web.

Article source: http://feeds.nytimes.com/click.phdo?i=0442a49db9e1f4352716d3f5203f0349