Victoria's Secret parent L Brands Inc. (LB) just released its first quarter fiscal 2017 financial results, posting earnings of 33 cents per share and revenues of $2.437 billion.
It’s been more than 25 years since Bill Gates dismissed retail banks as “dinosaurs,” but the statement may be as true today as it was then. Banking for small and medium-sized enterprises (SMEs) has been astonishingly unaffected by the rise of the Internet. To the extent that banks have digitized, they have focused on the most routine customer transactions, like online access to bank accounts and remote deposits. The marketing, underwriting, and servicing of SME loans have largely taken a backseat. Other sectors of retail lending have not fared much better. Recent analysis by Bain and SAP found that only 7% of bank credit products could be handled digitally from end to end. The glacial pace at which banks have moved SME lending online has left them vulnerable. Gates’ original quote contended that the dinosaurs can be ”bypassed.” That hasn’t happened yet, but our research suggests the threat to retail banks from online lending is very real. If U.S. banks are going to survive the coming wave in financial technology (fintech), they’ll need to finally take digital transformation seriously. And our analysis suggests there are strategies that they can use to compete successfully online. Lending to small and medium-sized businesses is ready to move online Small businesses are starting to demand banking services that have engaging web and mobile user experiences, on par with the technologies they use in their personal lives. In a recent survey from Javelin Research, 56% of SMEs indicated a desire for better digital banking tools. In a separate, forthcoming survey conducted by Oliver Wyman and Fundera (where one of us works), over 60% of small business owners indicated that they would prefer to apply for loans entirely online. In addition to improving the experience for business owners, digitization has the potential to substantially reduce the cost of lending at every stage of the process, making SME customers more profitable for lenders, and creating opportunities to serve a broader swath of SMEs. This is important because transaction costs in SME lending can be formidable and, as our research in a recent HBS Working Paper indicates, some small businesses are not being served. Transaction costs associated with making a $100,000 loan are roughly the same as making a $1,000,000 loan, but with less profit to the bank, which has led to banks prioritizing SMEs seeking higher loan amounts. The problem is that about 60% of small businesses want loans below $100,000. If digitization can decrease costs, it could help more of these small businesses get funded. New digital entrants have spotted the market opportunity created by these dynamics, and the result is an explosion in online lending to SMEs from fintech startups. Last year, less than $10 billion in small-business loans was funded by online lenders, a fraction compared to the $300 billion in SME loans outstanding at U.S. banks. However, the current meager market share held by online lenders masks immense potential: Morgan Stanley estimates the total addressable market for online SME lenders is $280 billion and predicts the industry will grow at a 47% annualized rate through 2020. They estimate that online lenders will constitute nearly a fifth of the total SME lending market by then. This finding confirms what bankers fear: digitization upends business models, enabling greater competition that puts pressure on incumbents. Sometimes David can triumph over Goliath. As JPMorgan Chase’s CEO, Jamie Dimon, warned in a June 2015 letter to the bank’s shareholders, “Silicon Valley is coming.” Can banks out-compete the disruptors? Established banks have real advantages in serving the SME lending market, which should not be underestimated. Banks’ cost of capital is typically 50 basis points or less. These low-cost and reliable sources of funds are from taxpayer-insured deposits and the Federal Reserve’s discount window. By comparison, online lenders face capital costs that can be higher than 10%, sourced from potentially fickle institutional investors like hedge funds. Banks also have a built-in customer base, and access to proprietary data on depositors that can be used to find eligible borrowers who already have a relationship with the bank. Comparatively, online lenders have limited brand recognition, and acquiring small business customers online is expensive and competitive. But banks’ ability to use these strengths to build real competitive advantage is not a forgone conclusion. The new online lenders have made the loan application process much more customer-friendly. Instead of walking into a branch on Main Street and spending hours filling out paperwork, borrowers can complete online applications with lenders like Lending Club and Kabbage in minutes and from their laptop or phone at any hour of the day. Approval times are cut to days or, in some cases, a few minutes, fueled by data-driven algorithms that quickly pre-qualify borrowers based on a handful of data points such as personal credit scores, Demand Deposit Account (DDA) data, tax returns, and three months of bank statements. Moreover, in instances where borrowers want to shop and compare myriad options in one place, they turn to online credit brokers like Fundera or Intuit’s QuickBooks Financing for a one-stop shopping experience. By contrast, banks — particularly regional and smaller banks — have traditionally relied on manual, paper-intensive underwriting processes, which draw out approval times to as much as 20 days. The questions banks should ask themselves We see four broad strategies that traditional banks could pursue to compete or collaborate with emerging online players—and in some cases do both simultaneously. The choice of strategy depends on how much investment of time and money the bank is willing to make to enter the new marketplace, and the level of integration the bank wants between the new digital activities and their traditional operations. Two of the four options are low-integration strategies in which banks contract for new digital activities in arms-length agreements, or pursue long-term corporate investments in separate emerging companies. This amounts to putting a toe in the water, while keeping current operations relatively separate and pristine. On the other end of the spectrum, banks choose higher-integration strategies, like investing in partnership arrangements, where the new technologies are integrated into the bank’s loan application and decision making apparatus, sometimes in the form of a “white label” arrangement. The recent partnership between OnDeck and JPMorgan Chase is such an example. Some large and even regional banks have made even more significant investment to build their own digital front ends (e.g. Eastern Bank). And as more of the new fintech companies become possible acquisition targets, banks may look to a “build or buy” strategy to gain these new digital capabilities. For banks that choose to develop their own systems to compete head-on with new players, significant investment is required to automate routine aspects of underwriting, to better integrate their own proprietary account data, and to create a better customer experience through truly customer-friendly design. The design and user experience aspect is especially out of sync with bank culture, and many banks struggle with internal resistance. Alternatively, banks can partner with online lenders in a range ways – from having an online lender power the bank’s online loan application, to using an online lender’s credit model to better underwrite and service bank loan applications. In these options, the critical question is whether the bank wants to keep its own underwriting criteria or use new algorithms developed by its digital partner. Though the new underwriting is fast and uses intriguing new data, such as current bank transaction and cash flows, it’s still early days for these new credit scoring methods, and they have largely not been tested through an economic downturn. Another large downside of partnering with online lenders is the significant level of resources required for compliance with federal “third party” oversight, which makes banks responsible for the activities of their vendors and partners. In the U.S., at least three federal regulators have overlapping requirements in this area, creating a dampening effect that regulatory reform in Washington could serve to mitigate. Banks that prefer a more “arm’s-length” arrangement have the option to buy loans originated on an alternative lender’s platform. This allows a bank to increase their exposure to SME loans and pick the credits they wish to hold, while freeing up capital for online lenders. This type of partnership is among the most prolific in the online small business lending world, with banks such as JPMorgan Chase, Bank of America, and SunTrust buying assets from leading online lenders. The familiar David vs. Goliath script of the scrappy, internet-fueled startup vanquishing the clunky, brick-and-mortar-laden incumbent is repeated so often in startup circles that it is sometimes treated as inevitable. But in the real world, sometimes David wins, other times Goliath wins, and sometimes the right solution involves a combination of both. SME lending can remain a big business for banks, but only with deliberate choices about where to play and how to win. Banks must focus on areas where they can build a distinct competitive advantage, and find ways to partner with or learn from the new innovators.
L Brands Inc. (LB) just released its fourth quarter fiscal 2016 earnings results, posting earnings, before non-recurring items, of $2.03 per share and revenues of $4.49 billion.
L Brands Inc. (LB) just released its third quarter fiscal 2016 financial results after the bell, posting earnings of 42 cents per share and revenues of $2.58 billion.
L Brands Inc. (LB) just released its second quarter fiscal 2016 earnings results, posting adjusted earnings of 70 cents per share and revenue of $2.89 billion.
Human trafficking, modern slavery, commercial exploitation. Whatever you call it, Evolving Perceptions is a series of interviews with individuals working to address the issue. Students, survivors, educators, parents and professionals all give readers a new and better understanding of this crime while teaching us how to respond more effectively to it. Ayush Khanna is the Director of Product & Marketing at LaborVoices where he is building a Glassdoor-like platform that guides workers to the best jobs and global brands to the best suppliers. Already, LaborVoices has data on tens of thousands of workers from more than one hundred factories and farms in 11 countries. He is passionate about developing products that delight users while also creating social impact. Previously, he has held analytics and research roles at PayPal, Wikimedia Foundation, and Duke University. Ayush has a Masters degree in Information Science from UC Berkeley and a Bachelors degree in Computer Science from Mumbai University. AP Photo, Rana Plaza Building Collapse Robert: How would you define Fair Labor? Ayush: To me, Fair Labor is about freedom. This means going beyond just fair wages, reasonable hours and safe working conditions, to giving workers the choice to work in a way that best suits their needs and helps them grow. Robert: What got you interested in helping to ensure fair labor around the world? Ayush: For many years now, I have been fascinated with mobile technology and its potential to create large scale global impact. Previously, I worked at Wikimedia Foundation providing analytical support to projects aimed at growing Wikipedia content in India, Brazil and Egypt. In 2013, I was working on data analytics for PayPal's mobile apps as the Rana Plaza tragedy struck Bangladesh. I was deeply disappointed then and I still am now, THREE years later, at the lack of responsiveness to this tragedy. I decided that I needed to do something about it and gave up my cushy tech job. I saw LaborVoices as an opportunity for me to best apply my skills to solving the global fair labor problem. Ayush Khanna Robert: How can technology save working people from labor abuse? Ayush: One word: scale. Large majorities of workers now have access to mobile phones (in many countries 90% or higher). They also have first-hand data about their working conditions: Who recruited them? Were false promises made? Are they paid on time and in full? Do they see underage workers in the factory? Do they experience verbal or physical abuse? If we can collect and organize this data, we now have real-time insights on recruiters and suppliers that can be used by global brands to work with ethical suppliers and to guide other workers towards the best (and safest) job opportunities. As more people start using phones that have internet access, this data will get even richer. I will add though - it's not just about the technology. We need to make sure that workers are protected from backlash for speaking up. Protecting their identities is key. Robert: Why do some big corporations test the limits of fair labor practices? Does it only have to do with the pursuit of profit? Or is it the fault of poor laws? A combination of the two? Or something else? Ayush: Like with most things it's a nuanced answer. I think it all starts with visibility. The average global brand, even with the best intentions, simply doesn't know enough about their supply chain. We've worked with big global names that had access to little more than an address and a phone number for many of their suppliers. Things are further complicated by the fact that there can be several tiers to the supply chain: Supplier X itself sources some materials from Supplier Y, and so on. Also, in many cases, suppliers indulge in unauthorized subcontracting - the practice of outsourcing production to other suppliers without the brand's knowledge. Lax laws that limit brand accountability mean that these problems receive less attention and hence less resources. Robert: What would the ideal law to restrict unfair labor practices in corporations look like? Ayush: That's a great question! I am by no means an international law or policy expert, and, as with any other law, enforcement is key. But here's an idea: it needs to start with shared accountability among brands, suppliers, and governments. Firstly, we need some kind of periodic reporting of issues across all suppliers. If an issue is discovered with a supplier, suppliers would be required to address them within a short time frame (1-3 months, depending on the severity of the issue) and invest in measures that prevent these issues from re-occurring. Once this process is repeated for a few suppliers, repeatable patterns of success will begin to emerge. If these changes are not made in time, brands would be required to drop the supplier. The reality is that most brands would rather invest in improving their present supplier base rather than finding a replacement. Robert: There are elementary and secondary school students reading this. What can they do to help end labor exploitation in the world today? Ayush: Ask questions. Look into where products are being made and how. Read the news about labor issues in specific industries. There is very limited data, but it's out there! Products like GoodGuide are a great starting point to gather information about specific products. At LaborVoices, we will be publicly releasing factory data later this year. Finally, speak with your wallet! Let brands know that you care about working conditions and demand answers. If more of us start asking the right questions brands will take these issues more seriously. This applies not only to students as potential consumers but also future members of the workforce. Robert: I guess that being a savvy consumer is about more than just shopping for the best price. Thanks Ayush! -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
These days, when businesses think of promotion, they tend to think of Facebook ads. But what about the good old fashioned and traditional advertising methods? In the world of promotion, a business has to market its products and services and for many businesses, these traditional ways still play a strong role in the marketing plan. In today's intense digital environment, the well-known idiomatic expression "don't throw the baby out with the bathwater" applies to the traditional way of advertising one's business. One or more of these seven old fashioned advertising methods, could potentially translate into cold hard cash. So before saying, "traditional advertising is dead," consider one or more of these promotional strategies. Vinyl Banners Vinyl banners can be placed strategically for maximum visibility. Because there are so many sizes and types that can be used both outdoors and indoors, understanding your purpose for using them should be factored when deciding upon the best type of banner. Commercials and Advertisements Although television and radio commercials can be a costly way to brand and promote your business, consider also buying ad space in your local paper or magazine. When you're just starting out, promoting your business locally is better than trying to compete with national brands that have more visibility and traction. Eco Blimp Advertising Remember what it felt like to sit on the beach or park and watch a blimp go by on a sunny afternoon? These advertising blimps don't just offer that same kid appeal, but they also provide benefits and flexibility in terms of campaign options. Would your business benefit from one flight a week, several weeks or a year-long campaign? Fliers Consider passing out materials advertising your business such as pamphlets and fliers at trade shows, parking lots, store fronts and any area that generates traffic. The good thing about fliers is that there are cost effective and tangible. Direct Mail These days, many businesses complement their online promotional efforts by purchasing mailing lists that are targeted to their customer and then do a mail campaign with brochures, catalogues or postcards. This method can be highly effective if you intend to provide some kind of promotional merchandise such as coupons or business cards. Operate a pop-up stand Remember those hot dog and Italian ice stands that were (and still are) immensely popular in New York City? Now, it appears, these pop-up stands are an innovative way for businesses to spread the word about their products and services. Whether it's economically viable for a business with limited brand recognition to operate a pop-up stand is one thing, but what is clear is that a business has to do some out-of-the-box marketing and this article gives a few good ideas for approaching this method as an opportunity. Public Relations A public relations or PR firm has long been associated with promoting authors, but did you know that creating a long or short term campaign can also be effective in the form of press releases and outreach to potential customers thus building traction for your business? Will you consider utilizing one of these traditional advertising strategies for promoting your business? -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
L Brands Inc (LB) just released their fourth quarter fiscal 2015 earnings results, posting earnings of $2.15 per share and revenue of $4.4 billion.
This article is by David Schwab, Managing Director at Octagon First Call, a celebrity acquisition and engagement firm. While Jared Fogle’s individual act is unfathomable, I wouldn't call this a long-term crisis-communications issue for Subway, given his limited brand role in 2015 and the way Subway swiftly communicated in the wake of this development. Former Subway pitchman Jared [...]
Should You Invest in Ivy Balanced A Fund (IBNAX)?
With a career grounded in marketing, Katie brings her extensive knowledge and expertise to lead successful marketing campaigns for Slim Lizzy's. A two-year veteran at Slim Lizzy's, Katie oversees company-wide integrated marketing efforts, which include market research, strategic planning and development, media relations, event management, and channel distribution, to build and generate brand awareness on the local and national level. Prior to Slim Lizzy's, Katie served as a Business Development Specialist at Hodgson Russ LLP. She holds a B.A. in Journalism and Mass Communications and a M.A. in Integrated Marketing Communications from Saint Bonaventure University. How has your life experience made you the leader you are today? Since the day I was old enough to have a job, I've had one. My mother taught me that if you want something, you always have to work hard to achieve it. Each job I've had over my career has taught me something different and valuable. One of the most powerful lessons I've learned is must have patience. In today's society most people want everything to happen instantaneously. I've come to realize how imperative it is to set realistic expectations, take the necessary time, and relieve the additional pressure we put upon ourselves to "just get things it done". I've also learned to that being kind and approachable is essential in all aspects of life, including careers. At times, our jobs can be extremely stressful, and overwhelming. Yet, that does not give anyone the right to be treated disrespectfully. I often remind myself that we all have lives outside of work, and to be able to be compassionate about what else may be going on in someone's life, and my willingness to listen, has always been a win-win situation. This, however, does not mean you should always let people take advantage of your kindness. In fact, another valuable lesson I've learned is you need to "tell it like it is" in a firm, but non-condescending way. I believe people respond better, and respect you more, if you are direct and get to the point of a matter, rather than endlessly dancing around an uncomfortable issue or challenge. How has your previous employment experience aided your tenure at Slim Lizzy's? I've been very fortunate throughout my marketing career to be able to fully immerse myself in multiple areas of marketing. I've had the opportunity to engage in all areas of marketing such as public relations, social, print, digital, advertising, branding, etc. With those experiences under my belt, at Slim Lizzy's, I apply all that knowledge and hands on experience to create and launch fully integrated marketing campaigns and initiatives to build and generate awareness of the brand, and increase sales, across the country. What have the highlights and challenges been during your tenure at Slim Lizzy's? Slim Lizzy's is fairly new to the market and it still has very limited brand awareness. It's been exciting to launch a product from the ground up. Extensive research was conducted to better understand exactly what women were searching for in a low-calorie, ready to make cocktail. We listened to our target market, and crafted the drink that women want that they can enjoy guilt-free! We've certainly had our share of challenges during the early stages of development. We aren't the first to market with low calorie, ready to make cocktails. We're competing with celebrity-backed cocktails with millions of dollars budgeted for PR & advertising initiatives. But, we love a challenge. And we've been successful in differentiating our product from the other copycat brands out there. Unlike the other brands that are malt-based, high in sodium and sugar, our cocktails are wine-based, malt & gluten free. We are specifically targeted to women who want to be able to drink socially, without feeling bloated afterwards What advice can you offer to women who want a career in marketing? A career in marketing can be very exciting and fun. However, it can also be quite challenging on a daily basis working against in an extremely fast-paced environment, tough deadlines, and the need to balance multiple projects all at once. There are always moving pieces to every project, so it's imperative to stay organized, on-track and calm. If you really want a career in marketing, just know that it can be demanding, but with patience, perseverance, and a positive attitude, it can also be very rewarding. Also, I strongly encourage you to continue to learn. Marketing changes every day. Take any classes or seminars if you get the opportunity, and read articles pertaining to your industry. Stay on top of what is trending in marketing, as it evolves every day. What is the most important lesson you've learned in your career to date? Simply just work hard. You can't sit back and expect everything to fall into place without setting goals for what you want to achieve, and working extremely hard to reach those goals. Throughout my career, I've worked my way up the ladder by staying focused, never taking the easy path, going the extra mile, and adopting a mentality that with hard work, anything is possible. How do you maintain a work/life balance? We live in an age where we are constantly connected. Rarely do we ever "unplug" - especially if we work in marketing. With Wi-Fi, the Internet, IM'ing, texting - we are consumed with our phones! I hate to admit it, but I can't think of a time when I don't have my phone on me. I'm constantly checking emails because I want to make sure that I haven't missed anything. However, in order to maintain a healthy work/life balance, you need to know that it's okay to unplug. Just because you can do work at 10 p.m. doesn't mean you have to or you should. Prioritize what's important, and make sure you have time for you. What do you think is the biggest issue for women in the workplace? I am very fortunate that I haven't faced any adversity or negativity being a woman in the workforce, but I know other women do. I do know that one of the biggest issues that many women experience is that that they are not always taken seriously enough. As a result, women feel they need to work extra hard to prove themselves in order to be on a level playing field with male counterparts. How has mentorship made a difference in your professional and personal life? Since I'm still in the early stages of my career, I'm still learning to navigate my mentorship relationships. I've been fortunate to come across a few great ones thus far that have helped me through challenges. It's so easy to get caught up in day-to-day life and forget about the bigger picture, and I believe that's where mentors come in. They provide guidance on what really matters and why. Those are the relationships worth cultivating. Which other female leaders do you admire and why? I admire the leaders who you don't hear about every day. I have so much respect for strong and inspiring women who are advocates for causes they are truly passionate about, yet are not looking to make the headlines. The ones who stand up for what they believe in; the ones doing what they can to make a difference. What do you want Slim Lizzy's to accomplish in the next year? Right now, our main goal is to increase our sales and distribution areas. In the next year, we hope to partner with brands, host events, and increase brand awareness with consumers. We would also like to introduce a new flavor into the marketplace and continue building out our product line. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
В среду, 25 февраля, в Соединенных Штатах Америки состоится публикация лишь одного важного макроэкономического показателя. Так, в 18:30 МСК инвесторам предстоит узнать запасы нефти за неделю, по данным EIA, которые, как ожидается, увеличились на 3,983 млн баррелей после повышения на 7,716 млн баррелей неделей ранее. Из второстепенной макроэкономической статистики можно отметить ряд показателей по ипотечному рынку, а также недельные запасы бензина и дистиллятов. Кроме того, в 18:00 МСК со своей речью выступит глава ФРС Джанет Йеллен. В календаре корпоративных отчетностей на сегодня значатся: - Campbell Soup, Chesapeake Energy, Dollar Tree, Lowe's, Target (до открытия рынка); - Limited Brands, Salesforce.com (после закрытия торгов). К 14:07 МСК фьючерсы на индекс S&P 500 торгуются с понижением на 0,02%.
Thanks for all the positive feedback regarding our recently launched 4 Questions for Marketing Innovators. Each blog features one marketing innovator who addresses 4 questions; What is one marketing topic that is most important to you as an innovator? Why is this so important? How will the customer experience be improved by this? How will this improve the effectiveness of marketing? Please send your feedback and ideas for people you would us to interview to [email protected] Wanda Gierhart is the SVP and CMO for Neiman Marcus, the premier omni-channel retailer of luxury and fashion merchandise in the U.S. Since its founding in 1907, the company has been known for its commitment to merchandising excellence and customer service. Wanda joined Neiman Marcus in 2009. Previously, she was President and CEO, Travel Smith Outfitters; EVP Merchandising and Marketing, Design within Reach; and EVP and CMO at Limited Brands. 1. What is one marketing topic that is most important to you as an innovator? There are numerous fronts in which we are innovating but the most important is personalization. 2. Why is this so important? At the core of our business, Neiman Marcus is about delivering an incredible luxury service experience. We've been doing this in-store for over 100 years and with the increasing use of the internet, mobile devices, social, and other channels, maintaining that high touch service is more important than ever. 3. How will the customer experience be improved by this? We believe that excellent personalization helps bridge the gap between the store and digital or e-commerce experience and improves service regardless of how the customer shops with us. While we've all heard success stories in personalization online, and we have many of our own, there is plenty of room for improvement. Just like a great sales associate knows the tastes, preferences, and important details about a customer's life and uses that to deliver world class service, exceptional personalization online though a mix of innovation, people, and technology is working toward doing the same. Some examples of our innovation include the introduction of Snap.Find.Shop. and MyNM. MyNM is a new section on NeimanMarcus.com that is about all things personalized and trending. Right now customers can find product recommendations, items that are new since they've last visited the site, top trending items in their local area, most popular products from their favorite vendors, events in their local store, and other popular content. Keep an eye out over the next several months for additional features making the experience even more personalized. Just like a customer can bring in a photo or magazine and show something they saw to a sales associate and say "I want something like this" we wanted a way for customers to do this at the moment of inspiration, wherever they were. As a result, we are the first luxury retailer to offer our customers a visual search technology solution that allows them to use their smart phone to photograph any shoe or handbag they see, literally anywhere, and find a similar item for immediate purchase. Snap.Find.Shop. is a feature on Neiman Marcus' Shopping App, available for download here. 4. How will this improve the effectiveness of marketing? As our personalized e-commerce service moves closer and closer to an in-store experience, we develop a deeper relationship and further trust with our clients. Relationships and trust result in customer loyalty. And loyalty means business. It's a cycle, more loyalty means more business, more business means more innovation to better service our customer. What is your favorite activity outside of work? Wanda's favorite out of office activities include watching her daughter dance and supporting the arts through her involvement with organizations like TACA. Ernan Roman is president of ERDM. ERDM conducts Voice of Customer (VoC) research to identify high impact Customer Experience strategies. Inducted into the Marketing Hall of Fame due to results clients achieve with ERDM's VoC research driven strategies. Clients include IBM, MassMutual, Microsoft, NortonAntivirus, QVC and NBC. Roman is the author of Voice of the Customer Marketing and of the Huffington Post published blog, Ernan's Insights on Marketing Best Practices. Named by the Online Marketing Institute as one of the "2014 Top 40 Digital Luminaries" and by Crain's BtoB Magazine as one of the "100 most influential people in Business Marketing". www.erdm.com [email protected]
L Brands (LTD) saw Victoria's Secret, Bath & Body Works, and Limited Brands all lose ground during November with lower comparable store sales - while La Senza held level. A 9% increase in Victoria's Secret Direct sales kept the falloff from being even worse. During the course of the company' fiscal year its store count has increased by 57 to 2,933. 2 comments!
L Brands formerly known as Limited Brands, posted third-quarter fiscal 2013 earnings of 31 cents a share that came ahead of the Zacks Consensus Estimate of 28 cents and rose 19% from the prior-year quarter earnings of 26 cents.