text:
Categories Consumer, Earnings Call Transcripts
Vera Bradley Inc. (VRA) Q3 2021 Earnings Call Transcript
VRA Earnings Call - Final Transcript
Vera Bradley Inc. (NASDAQ: VRA) Q3 2021 earnings call dated Dec. 09, 2020
Mark Dely — Chief Administrative Officer
Robert Wallstrom — President, Chief Executive Officer and Director
John Enwright — Executive Vice President and Chief Financial Officer
Oliver Chen — Cowen — Analyst
Mark Altschwager — Robert W. Baird — Analyst
Steve Marotta — C.L. King and Associates — Analyst
Dana Telsey — Telsey Advisory Group — Analyst
Eric Beder — SCC Research — Analyst
Good morning, ladies and gentlemen. Thank you for standing by. Welcome to the Vera Bradley Third Quarter Conference Call. [Operator Instructions] As a reminder, today's conference call is being recorded.
I would now like to turn the call over to Mark Dely, Vera Bradley's Chief Administrative Officer.
Good morning and welcome, everyone. We'd like to thank you for joining us for Vera Bradley's earnings call.
Some of the statements made during our prepared remarks and in response to your questions may constitute forward-looking statements made pursuant to and within the meaning of the Safe Harbor provisions of the Private Securities Litigation Reform Act of 1995, as amended. Such forward-looking statements are subject to both known and unknown risks and uncertainties that could cause actual results to differ materially from those that we expect.
Please refer to today's press release and the company's most recent Form 10-K filed with the SEC for a discussion of known risks and uncertainties. Investors should not assume that the statements made during the call will remain operative at a later time. We undertake no obligation to update any information discussed on the call.
I will now turn it over to Vera Bradley's CEO, Rob Wallstrom. Rob?
Thank you, Mark. Good morning, everyone, and thank you for joining us on today's call. John Enwright, our CFO, also joins me today. Our quarterly results once again significantly exceeded last year's earnings performance as well as our expectations. We expanded our gross margin rate primarily through sales of cotton masks and controlled promotional activity and we diligently managed our expenses achieving meaningful expense leverage.
Our multi-brand strategy is proving to be powerful. Customers are changing the way they shop and we have responded. Our digital competencies are becoming increasingly important, especially in this quickly evolving environment. Somewhat fortuitously, last year, we acquired digitally-native Pura Vida and began working on critical Vera Bradley technology infrastructure and e-commerce site improvements, necessary to position the company for future success. Those are the enhancements went live several months ago.
Our consolidated e-commerce business was very strong in the third quarter, reflecting growth from both Vera Bradley and Pura Vida. Even as our stores were reopened during the third quarter, our Vera Bradley Digital business grew nearly 50% year-over-year and Pura Vida's e-commerce sales grew over 17% for the quarter despite disruptions in the supply chain. E-commerce sales comprised over a third of total sales for the quarter.
By staying laser-focused on the customer and by controlling what we can't control, we have proven we can drive strong results and position ourselves to emerge a stronger and more resilient company despite facing ongoing headwinds. Our results were achieved through the innovation, teamwork and determination of our entire organization. Even while working remotely, our teams have demonstrated flexibility in decision-making, created new products and marketing initiatives and added efficiency to the organization. And our focus on cash management has driven us to think of creative ways to drive sales, expand margins and reduce expenses.
Let me turn the call over to John to review the financial results. John?
Thanks, Rob, and good morning. Let me go over a few highlights for the third quarter. As a reminder, financial results have been consolidated to include the July 2019 Pura Vida acquisition. This is the first quarter since the acquisition that the year-over-year quarters are comparable.
The numbers I will discuss today are all non-GAAP. For a complete reconciliation of GAAP to non-GAAP numbers, please reference the schedules attached to today's press release. The current year non-GAAP third quarter income statement numbers exclude intangible asset amortization. The non-GAAP income statement numbers for the prior year third quarter exclude the Pura Vida acquisition-related charges and technology re-platforming expenses.
Consolidated net revenues totaled $124.8 million for the current year third quarter compared to $127.5 million in the prior year third quarter. Excluding charges, Vera Bradley Incorporated's non-GAAP consolidated net income was $10.2 million or $0.30 per diluted share for the third quarter compared to $6.9 million or $0.20 per diluted share last year.
Vera Bradley Direct segment revenues totaled $78.2 million compared to $78.4 million in the prior year third quarter. E-commerce sales growth of 48.8% offset the 19.1% decline in comparable store sales for the quarter. Store traffic continues to be negatively impacted by the pandemic. The company closed 10 full-line stores and opened six factory outlet stores in the last 12 months.
Vera Bradley Indirect segment revenues totaled $22.3 million compared to $24.1 million in the prior year third quarter, reflecting a reduction in orders primarily related to the pandemic and in the number of specialty and department store accounts. Pura Vida segment revenues totaled $24.3 million compared to $25 million in the prior year third quarter, a 17.2% growth in e-commerce sales nearly offset the sale to wholesale accounts, which were negatively affected by the pandemic.
Third quarter consolidated gross profit totaled $73.8 million or 59.1% of net revenues compared to $74.1 million or 58.1% of net revenues in the prior year on a non-GAAP basis. The company expanded its gross margin in the quarter primarily through sales of cotton masks and controlled promotional activity.
On a non-GAAP basis, consolidated third quarter SG&A expense totaled $59.4 million or 47.6% of net revenues compared to $64 million or 50.2% of net revenues. Current year SG&A expenses were lower than the prior year due to both temporary and permanent expense reductions related to the pandemic. On a non-GAAP basis, current year third quarter consolidated operating income totaled $14.4 million or 11.6% compared to $10.1 million or 7.9% of net revenues last year.
The uncertainties continuing related to COVID-19 make fourth quarter financial performance extremely difficult to predict. As a result, we are not providing forward-looking guidance. For the fourth quarter, we believe our inventories are well positioned and marketing initiatives will drive traffic and sales. However, third quarter performance should not be considered a predictor of future performance. We are facing certain headwinds in the fourth quarter, including the continued impact of COVID-19 on store traffic and capacity limitations in stores. Net sales may not be as strong for the fourth quarter and freight is a fairly significant headwind for all retailers as the consumer over indexes to e-commerce. Shippers are applying surcharges to each package during peak season and we have elected to absorb that cost and not pass along to the consumer.
Now, let me turn to the balance sheet. Net capital spending for the third quarter and nine months totaled $900,000 and $5.2 million respectively. Capital expenditures are expected to total between $6 million to $7 million for the year, primarily related to technology and logistic enhancements as well as new factory stores.
Cash, cash equivalents and investments as of October 31st, 2020 totaled $77.3 million compared to $48.8 million at the end of last year's third quarter. We have $30 million of borrowings outstanding on our $75 million credit facility at the end of the quarter. Quarter end inventory is $141.6 million compared to $134 million at the end of the third quarter last year. Current year inventory was higher than the prior year, primarily due to receipts accelerated into the third quarter from the fourth quarter. We expect year-over-year inventory to be relatively flat at fiscal year-end.
Rob?
Thanks, John. Now let's shift to an update on our two brands. We believe the way that customers live and work has radically and permanently changed. Both Vera Bradley and Pura Vida are particularly well suited with our purpose-driven casual, comfortable and fun positioning that dovetails perfectly into this consumer shift. We remain focused on propelling both brands forward through innovation and product and marketing, supported by state-of-art technology. Our new cloud-based technology platform is allowing us to respond to the rapidly changing environment and to harness customer data and feedback earlier and more instantaneously to drive this innovation.
First, let me update you on Vera Bradley. Let's start with product. I am very proud of the fabric and product innovation being driven by our talented design, creative and product development teams. We have a robust fabric innovation pipeline in place to continually update our cotton collection to develop new fabric offerings and to build on our platform of sustainable fabrics. This pipeline is important to our existing customers and helps us attract new customers to the brand. Our full-line offerings have performed well and our recycled reactive collections continue to gain traction and are highly rated by our customers. In the recent introduction, our ultra-light fabrication has been a popular addition to our factory stores. Stay tuned for more fabric innovation over the next 12 to 24 months.
We also continue to introduce differentiated styles and silhouettes, providing our customers beautiful solutions in all facets of the life. One key focus is our hands-free products like our sling backpacks and cross bodies as they have become increasingly important to our customers, particularly during the pandemic. Our long-term focus continues to be on building on our dominance in our three core franchise areas of youth campus, every day and travel.
Our travel segment has held up relatively well during this period. Our product focus on soft travel items like our duffel and weekender collection for car trips or weekend getaways, it's proving to be more resilient than the hard luggage market in general. We continue to innovate and travel. For example, we are launching our ReActive lay flat travel backpack, which takes our award-winning lay flat functionality into our core backpack category.
A great example of innovation has been our cotton mask, which once again drove meaningful revenue in gross margin dollars for us during the quarter. We have continued to improve our offerings with new features, style, sizes, patterns and solids and we are happy to provide our customers and the communities we serve with much needed personal protective equipment and provide a bit of Vera Bradley's signature color and fun in the process.
Net sales softened as we progress through the third quarter but still comprised approximately 10% of Vera Bradley's total sales. While we expect the sales of masks will continue to soften in the fourth quarter and beyond, we are beginning to experience recovery in the core business, which is offset the mask volume decline in third quarter. Our trend light, colors and patterns continue to be important to our customers. Paisley remained our number one brand, but our customers are also drawn to our emotional novelty prints and smaller soon-to-sell out capsule collections. These always add excitement to our assortments and a sense of urgency for our customers to shop. Our Best in Show Dog Print launched in the third quarter was a fan favorite and even topped last year's wildly popular Cat's Meow pattern.
This holiday season comes with a focus on gifting and cozy and a combination of festive and whimsical patterns like Merry Mischief in coordinating classics and neutral textures like our Teddy Fleece and Cozy Plaid. We are offering an expanded assortment with customer favorites like blankets, slippers and cold weather accessories and we expanded cozy into more apparel like lounge wear robes, puffer jackets and fleece. These items have sold out quickly.
Our collaborations in strategic partnerships continue to engage existing and new customers expand our reach, increase brand awareness, generate media attention and provide opportunities for us to strategically test and ultimately enter new product categories. We are continually approached by well-known brands with collaboration and partnership opportunities, which speak to the strength and wide appeal of the Vera Bradley brand. In August, we launched our newest Disney collection on verabradley.com and our second annual collaboration with Crocs.
In October, we introduced our signature masks and 1982 Backpacks in Target stores and on target.com. And earlier this month, we were able to replenish and add to our extraordinarily popular Vera Bradley plus Harry Potter collaboration that originally launched in July and sold out quickly and look for more exciting collaborations in 2021.
Let me switch to marketing and customer engagement. Our talented digital and marketing teams have completely transformed the way we communicate and engage with our customers and touch the communities we serve. As we focus on reinforcing our position as an ESG organization, we continue to strengthen our community support and charitable efforts under the umbrella of VB Cares, particularly through organizations that could profoundly improve the lives of women and children. Even though we were unable to hold any large fundraising events this year, through the generosity of our associates, customers and other supporters, we were able to raise $1.4 million to support lifesaving research at the Vera Bradley Foundation Center for Breast Cancer Research at the Indiana University School of Medicine, bringing the total rates to date in support of breast cancer research is $36 million.
Additionally, we are continuing our yearlong support of other impactful organizations like New Hope Girls and Blessings in a Backpack. Another aspect of BSG and our VB Cares focus is caring for our associates. We are so thankful for all of our associates and are especially grateful to those that have served on the frontlines making sure our customers have safe and exceptional experiences day in and day out, especially during the pandemic. We were once again thrilled to award a quarterly bonus of up to $500 based on hours worked to each distribution center store and customer service associates for their continued contribution and devotion to Vera Bradley during this extraordinary time. Over the last two quarters, we have paid over $800,000 in well-deserved bonuses to our front line associates.
In the third quarter, we successfully launched our new verabradley.com site, which allowed us to improve our customers' online buying experience and offer enhanced content to guide purchasing. We added a number of key site capabilities and have experienced a triple-digit improvement in revenue attributed to our search engine optimization. Our digital and marketing teams have been successful in accelerating digital and customer growth. Our well-timed investments in customer data science, business analytics and AI positioned us well as we have navigated through the pandemic, allowing up to collect and analyze data and respond to customer changes and adjust marketing spend in an agile way.
Using our data-centric program buying, we have significantly increased our paid media efficiency and revenue attributable to paid media during the quarter. We continue to see strong performance from our digital media optimization. Our return on ad spend in the quarter improved double-digits, led by campaigns like washable handbags and totes, which have resonated with customers as they are managing through the pandemic.
Earned media remained strong during the third quarter with over 3.3 billion impressions. We had exceptional media coverage of our mass effort supporting communities and healthcare workers, Breast Cancer Awareness Month and our foundation efforts and our brand collaborations and partnerships. We rolled out customer journey centered activations with high response rates, including a welcome journey for new Harry Potter customers and for mask purchasers new to our brand.
Vera Bradley has always been a brand about connecting with people and we continue to see best in the industry engagement rates on Facebook and Instagram. Our second launch with Crocs continued partnership with Disney in collaboration with Warner Brothers for Harry Potter gave our customers plenty to talk about in the quarter. This has helped our customers have a community to connect with in these difficult times and a way to find some fun and bright moments. This engagement has increased both followers and sales with third quarter revenue attributable to social media up triple-digits year-over-year.
Our store and wholesale teams continue to drive results through innovation and creativity. Although our digital business is becoming a larger portion of our revenues, both factory and full line stores continue to be an important part of our omni-channel strategy. We continue to focus on enhancing and reinventing the customer experience in both our full line and factory stores. While the pandemic and mandated capacity limits have challenged store traffic, we are using customer data to strengthen relationships by offering appointment shopping, particularly for our top customers, face time and social selling, buy online, pickup in store and curbside pickup where possible. Appointment selling was very successful generating nearly 10% of our full line revenues in the quarter.
Our loyal customer retention at the end of third quarter is actually better than it was at the same time last year. This is a testament to our new digital and data analytics programs, our customers' love for the brand and our associates' devotion to our customers. We have created more excitement in six Vera Bradley full line stores by adding Pura Vida shop-in shops after a successful test in Birmingham, Alabama. We will continue to leverage opportunities for both brands and we'll be rolling out a Vera Bradley plus Pura Vida Charity Bracelet program at Vera Bradley next year.
In the factory stores, we are testing line-busting technology in several high traffic locations, offering customers the opportunity to scan the QR code and receive a text message, what is their time to return to the store. They may also scan a QR code to review our electronic lookbook and decide what they would like to buy while waiting in line.
In the aggregate, our factory stores continue to outperform our full-line stores compared to last year as customers felt more comfortable shopping in outdoor centers than in closed malls. Our customer satisfaction scores are consistently industry-leading despite pandemic-related disruptions. We are striving to create a seamless shopping experience no matter where she chooses to shop. Our omni-channel customers are our most valuable, on average spending 3 times more than the single channel shoppers.
We have opened six new factory stores and expanded and renovated one factory store this year. We continue to focus on improving the productivity of our full-line stores. We have permanently closed seven full-line stores so far this year and expect to close five more by year end. This will bring our total full-line closings to 38 since the beginning of fiscal 2018 and we expect to close approximately 10 additional locations next year. On the wholesale side of the business, Amazon is our highest volume and fastest growing account. As Amazon continues to grow, we have put resources against this business to optimize our inventory assortments, assure pricing integrity and drive volume.
Now let's talk about Pura Vida. We remain excited about the potential of our Pura Vida brand. Pura Vida's year-over-year third quarter e-commerce revenues grew over 17% despite significant supply chain disruptions that impacted sales early in the quarter. As inventory normalized, e-commerce growth substantially accelerated in the back half of the quarter. Using Vera Bradley's global sourcing expertise, we have quickly strengthened Pura Vida's supply chain, diversifying raw material sourcing and adding three additional production facilities in countries outside of El Salvador. Of course, total revenues were also affected by sale to the wholesale channel, which are beginning to recover as specialty stores reopen and start to reorder. During the third quarter, we were able to divert some wholesale inventory into our e-commerce channel.
At Pura Vida, innovation in product is first and foremost. We continually introduce new styles of the Pura Vida signature cord bracelets and style packs and we have continued to add to our popular metal, mood and semiprecious collections, which are at a higher price point than our traditional string bracelets. This category expansion and product diversification is working.
In fact, nearly 50% of Pura Vida's e-commerce business in the third quarter was comprised of jewelry categories other than the traditional spring bracelets, underscoring the brand's lifestyle appeal. Pura Vida's fall launches were a success. Our celestial collection was a big winner, once again proving that beyond the beat styles resonate with our customers.
Earrings and necklaces continued in popularity as we further expanded our above-the-keyboard offerings for those not only living but working from home. Personalization is a continuing popular trend. Customers can personalize their signature cord bracelets by choosing the color combination or charm special to them. Our engravable collection launched earlier this year has taken off with customers loving the customization of bar necklaces, rings or coin bracelets. We have expanded the styles of engravable planks, including those embellished with birth stones or with zodiac signs. And we have added a thinner necklace where both sides can be customized with engraving.
Pura Vida signature charity bracelets will always be an integral part of the Pura Vida lifestyle and continue to be a growing category as they are so special to our loyal cost-minded customers. We are continually adding to our popular charity charm bracelets that we introduced earlier this year and to our charity style packs that support many amazing causes that are cherished by our customers. We developed two styles for Suicide Prevention Month in September and partnered with Boarding for Breast Cancer, selling four styles of Breast Cancer Awareness Month in October. The expansion of the charm and style packs to our charity assortment is not only enabling us to increase our price points but to increase total donations to these great causes. To-date, Pura Vida has donated over $2.8 million to more than 200 charities.
For holiday, we have an expanded offering of gift sets and fun Advent calendars packed with 12 days of surprises. It's super sparkly style pack from one of our most well-known influencers, Aspen Haggard [Phonetic], our bigger collection of engravable jewelry and even more charms including zodiac and wildlife charity trails.
Pura Vida is continuing to expand on the distribution front. Earlier this year, we launched our Canada Shopify fulfillment capabilities and began wholesale distribution of our products in Europe to complement our existing e-commerce business and third-party fulfillment there. We already have many Pura Vida fans around the world and this global expansion is not only allowing us to serve those customers but extend our reach to others. Although we are early in our international expansion, we believe there are more opportunities ahead. Our first Pura Vida retail store that was scheduled to open this year was delayed due to the pandemic. We expect to open this exciting retail concept in San Diego next year. Pura Vida is truly expert in engaging customers, building loyalty and introducing new devotees into the Pura Vida lifestyle. Our monthly bracelet and jewelry clubs and Shore Club program are all creative ways to connect our customers with our products and lifestyle and cultivate loyalty.
During the quarter, earned media was strong with healthy returns and spend and Pura Vida doubled its SMS list from last year to 1.2 million active subscribers, which drove meaningful revenue. On the marketing front, Pura Vida's social media engagement is strong. Pura Vida remains one of the most highly engaged brands in the accessory space in social media with over 2 million Instagram followers. Pura Vida is consistently listed as one of the most, if not the most, engaged jewelry brands on Instagram. A lot of Pura Vida's marketing strategy and overall success is driven by its devoted group of brand ambassadors and close to 150,000 active micro influencers. These passionate advocates help us spread the Pura Vida movement showing their devotion to the brand while scoring perks along the way. These ambassadors and influencers create compelling and exciting content, create buzz about our product and share that excitement with their followers and fans. Like our holiday collaboration with Aspen Haggard [Phonetic], we have several more exciting influencer product launches lined up in the months ahead.
TikTok has taken off with 115,000 Pura Vida followers. TikTok feature influencers on bailing boxes showing sneak peaks of new items, promoting giveaways and giving tutorials. TikTok generates interest in followers with creative engaging content and drive sales by linking the Pura Vida online store and occasionally offering special promotional codes. Speaking of TikTok, we have moved the much anticipated launch of the Pura Vida bracelet influencer style pack with the reigning queen of TikTok, Charli D'Amelio, to spring 2021 due to production delays. We want to make sure we have enough product to execute and we are sure will be an incredibly successful launch.
Charli TikTok followers had grown by 20 million fans in just over three months to an astounding $100 million. And she has over 34 million Instagram followers. Her target demographic that's perfectly with the Pura Vida brand and we are thrilled with the upcoming partnership. We believe the strength of the Pura Vida business underscores the opportunity for discovering other small high growth potential brands like Pura Vida with unique product to marketing position that could become part of the Vera Bradley family brand.
Now more than ever, I am confident that we are in the right space with our purpose-driven casual, comfortable and fun lifestyle brands at both Vera Bradley and Pura Vida. Both brands have unique growth opportunities particularly as our focus is on customers who live beyond the major city centers and its customer base is growing as they migrate from big cities to smaller communities. We are positioned well for the future.
Operator, we will now open up the call to questions.
Thank you. [Operator Instructions] And we will now take our first question, it comes from Oliver Chen of Cowen. Please go ahead, sir.
Thanks so much everybody. Appreciate it. So, the margins are really strong, but the direct was a little lighter than what we had modeled. What are you seeing in terms of the comp store sales and traffic trends and/or I'm sure there's a fair bit of volatility? And how has inventory trended in that channel relative to your expectations?
Yeah. Thanks, Oliver. From a traffic perspective, in the third quarter, we saw improvement obviously from the second quarter in both the factory and full-line channels. Factory was better than the full-line channel. So we saw better traffic getting to our stores as we opened up our stores, right, in earnest in the back half of third quarter. But from an inventory perspective, I think we're well positioned from an inventory perspective for both brands. We have — outside of the beginning of this third quarter, Pura Vida got back into inventory late in the quarter and ultimately, I think, accelerated their sales [Phonetic] first part of the quarter was a little bit challenging from an inventory position perspective. In regards to stores at the Vera Bradley brand, we were well positioned in inventory for the full quarter.
Okay. And as we think about the comp and model the comp, what are some dynamics that you saw on conversion versus check size in the quarter that we just had? And any thoughts going forward? Will traffic continue to get better? Hopefully there's added visibility on the reopening.
Yeah. So, from a conversion perspective, conversion was definitely up in all channels whether that is e-commerce, whether that is the fashion, whether that is full-line because of individuals who came out to shopping, really came out to buy. So we saw conversion increase. We also saw kind of ADS, we the actual check go up. People were buying a little bit more but we actually also saw the AUR go down a little bit based on the fact that our mass square portion of the purchase at a $8 price point that's going to bring AUR down.
As we look into the fourth quarter, I think it's really — it's going to be some challenges in the stores, it's going to be associated with capacity as all retailers kind of deal with the capacity constraints of certain states or certain cities in regards to what they're doing in regards to COVID-19. But the hope as we move into next year would be that the vaccine will allow kind of the stores and malls to open up to get traffic back to where we thought it would be as we entered into this year. But as you can imagine, factory stores from a traffic perspective, people still feel a little bit more comfortable going to kind of outside malls versus inside malls.
And then, Pura Vida, all the details and strategy are helpful. I know you called out supply chain in wholesale as being factors. Could you elaborate on when those might have better visibility in terms of timing and improvement on those features of Pura Vida?
Yeah. So, from a supply chain perspective, we have corrected some of the challenges that we had. And Rob mentioned in his prepared remarks that we are now working with additional vendors to help kind of on the supply chain that we are not only can fully reliant on the El Salvador plant. From a wholesale perspective, we — our stores opened up, as we look at this thing we think that's why we will see a correction from a wholesale perspective for Pura Vida.
Okay. And Rob, on product for fourth quarter and then next year, which products would you prioritize as most impactful to an outlook in terms of…
In terms of, I guess, what is — are you specifically regarding Pura Vida or Vera Bradley about?
Vera Bradley brand.
Yeah. Yeah, I think, with Vera Bradley, I think there's a lot of innovation coming. So, in fourth quarter, I think what becomes really important is, everything that we do around fleece and home and cozy, obviously it's really important in this time and year kind of all of our holiday patterns. But we're seeing now with hands-free being really important as we moved through the fourth quarter. We think that will continue into next year. And then, if we look at next year continuing with our collaboration we now believe which is really important and then continuing with our fabric innovation. And those are two things that become really important kind of across categories.
The thing that's been interesting is, if we've watched our youth travel and everyday business, we were expecting to see a lot more suppression in the travel business. And it's basically trended more similar to the rest of our business. So that's been encouraging to see because we're more in that soft travel, car travel category, which is held up better than kind of that hard luggage air travel. And so that's been encouraging to see. Back-to-school was difficult back in August, but we saw some strength coming in September. And obviously we're hopeful as we move through next year and get to back-to-school, but it will be in full return hopefully by the time we get to next fall.
Thank you very much. Best regards. Happy holidays.
Thanks, Oliver.
Our next question comes from Mark Altschwager of Baird. Please go ahead.
Thanks. Good morning, everyone. Just following up on the fourth quarter for a moment, and you mentioned that I think sales might not be as strong in the fourth quarter versus the third quarter. Understanding that the environment is tough to predict here, but it is something you could expand upon that a bit and you see that primarily conservatism related to store capacity. I guess with consumers focus shifting to gifting may be most of a headwind related to back-to-school.
I would think that continued sequential improvement, it might be possible. So maybe just talk a little bit more about the puts and takes there? And how you're thinking about holiday?
Yeah. I think that the holiday season, right? This holiday is definitely not like any other, right? I think what we have seen in retail in general and we have seen in our numbers is consumers move forward some of their spending. We had a very, very strong start to November. We were feeling very good. Obviously Black Friday, you can tell from all of the market reports, while there is suppression in store traffic as of Black Friday and so we will just watch and see how it plays out over December.
I think a couple of days in fourth quarter that are out there is that, as COVID started pulling back on capacity issues that caused a little bit of texture in some of our stores and in some of those capacity pullbacks had been pretty large and so that has been a pressure that we have seen in fourth quarter that we do not see as much in third quarter.
And then the second question just can become with the e-commerce as we move through the earlier shipping, right, and all of retail some of the businesses moved on e-comm and how that impacts that last week before Christmas will people get back out in the stores. There's just still a little bit of uncertainty out there and so we will watch how that works through.
And then the other thing just from an earnings standpoint, right, there are shipping surcharges and additional pressure in fourth quarter that we haven't had the rest of the year. So those are kind of the three key points, right? The reduction in capacity in stores, once the e-commerce shipping, deadline ship off what happens with the customer and third the surcharges, and so those are the things we are watching in fourth quarter that are unique.
But it's not that we think that there is an underlying weakness with the consumer or what we are seeing going on. We think the consumer is continuing to respond to novelty and innovation and so we see it just is kind of navigating through this COVID holiday and then moving into next year and hopefully next year momentum will continue to pick up.
Okay. That's really helpful. Thank you. And then, on the marketing front, can you talk about how you are engaging with some of the new customers you have acquired with the mask sales over the last couple of quarters. Are they coming back to purchase other categories? I guess, what is that behavior looked like in terms of repeat business as the last couple of months have progressed?
Yeah. No. It's been very encouraging, both the new customers that we brought in through our mask business, as well as customers that we have brought into Harry Potter. We have very specific marketing journey to get to both of those customers to really engage them with the brand more deeply and widely. We have seen really good response from those customers in terms of coming back. So we are encouraged that we will be able to keep all those customers we have gained.
Got it. Got it. Thanks. And then, I guess, last one for me just bigger picture, Rob, you discussed this permanent shift in consumer behavior in a multi-year journey in terms of evolving what the store base looks like. But any changes to how you are thinking about that in the medium-term just in terms of stores versus digital? And for the outlook business specifically, isn't your approach evolving for online outlet relative to store outlet business, any high level thoughts there would be great? Thanks.
Yeah. In terms of overall, right, the journey we have kind of been on we have been — we had talked about reducing hours full line store fleet, as you see we are projecting to continue to do that next year and we will watch in the mall development very closely to see what happens and in enclosed malls going forward.
On the outlet front store, we still feel that there's opportunity in the outlet channel. We have — we are very happy with overall how the outlet channel has been performing, customers are coming back faster to the outlets and they are coming back to the enclosed malls. So we see that as an opportunity. We still are very cautious about moving the online outlet onto a digital platform just because of making that off priced product more highly accessible and so we still primarily see our factored business as a brick-and-mortar strategy.
Great. Thanks so much and best of luck.
[Operator Instructions] Our next question comes from Steve Marotta of C.L. King and Associates. Please go ahead.
Good morning, Rob and John. As far as the recent COVID hotspots and you mentioned, of course, it's negatively affecting capacity in the stores, is it having any effect on the e-commerce activity in those areas? In other words, you find that if people can't get in the stores e-commerce is going up or because of the restrictions and people not feeling very good about anything that sales are going down in those areas as well?
I think that overall it's definitely not as quick as you slow downed the stores and then all passed on the e-commerce as they got e-commerce helps offset some of that, which I think we have seen in the industry and we've seen in our channels over this year. But as you — as areas start to spike, we do see just consumers starting to pull back particularly for the first few weeks the things change, right, everybody I think begins to rebalance their life and we see a short-term impact. And then usually with time, those things begin to medicate.
And the only thing I would add to that — to Mark's question a minute ago is, from the factory perspective when capacity goes down from a factory perspective, we don't have an outlet from an e-commerce perspective for those customers to buy.
Okay. I understand. And Rob, maybe you can provide a little bit of your outlook for fiscal '21, not obviously from a guidance standpoint but just from what you see as the trajectory of the consumer over the course of the year as the vaccine opens the economy back up again as specific guidelines are reduced, obviously it's going to be good for your business in some respect. Do you think there will be different styles that will be utilized? How do you best prepare and capitalize on the reopening and the timing of the reopening?
Yeah. I think, the first half of the year, right, it's definitely going to be continuing to navigate in a pretty dynamic environment. I think we're all hopeful that as we get summer, there's some normalcy starting to come back. And I think both brands are well positioned. If you think about what we expect to bounce back disproportionally would be things like summer travel. So that whole travel piece of business whether it's in our travel categories or Pura Vida with all their beach lifestyle and people getting back to beaches and getting out and doing all that. I think the second big one that we expect to really pop back strongly is back-to-school. And I think there's a lot of impacts from that. There's — the Vera Bradley business in terms of the back-to-school business obviously this year, I think there's a lot of pent up demand. So we are hopeful there.
And secondly, Pura Vida, they do a lot of products around fundraisers and schools and teams and people come use their customizer pack to do fundraisers. And obviously this year, since a lot of that did not happen that business were softer. We think that that's a real opportunity to bounce back next year. So there could be a lot of positive momentum in the back half of next year as travel and school kind of pop back and return.
That's very helpful. Thank you.
Our next question is a follow-up question from Oliver Chen of Cowen. Please go ahead.
Hi. Thank you. A few more just on the shipping and what you are seeing with the shipping deadlines. Is that then limiter to some of the revenue growth and/or as you look at elasticity as issues although you are taking the surcharge? I mean, has there been any consumer differences with cancellations and/or timing? And would also — this is very hard to forecast, but as you look forward with mask, how are you thinking about planning inventories in that situation and that being a big part of the business currently? Thank you.
Yeah. I think, from the shipping deadlines, I think we've been managing through shipping deadlines capacity well. I'm sure you have seen some of the headlines out there that we were able to secure our capacity needs with UPS and we're managing through that. So we don't have any disproportionate delays here. We have actually been encouraged by how shipping and logistics piece has been working from just on time performance. That's not really the issue. There is the surcharge issue, which there is expense associated with that.
I think the bigger question is when the shipping cut-off happened and so much of the business has moved to e-commerce is what does the consumer do from that kind of shipping cut-off of approximately 12/15 through 12/25, right, that 10-day window as she go back out to store like she has traditionally or not. I think that's the big question mark as we move through the holiday.
And in regards to masks, right, I call the Aspen mask [Phonetic]. We do think masks are going to continue to base price as a percentage of total sales. We do — we think they are going to be an important part of business for the fourth quarter and we think into the first quarter, but how it plays out after that, we are unsure.
Okay. And Rob, on Amazon, which you called out in the prepared remarks and pricing integrity, what are some of the key guardrails that you have there and what are the main benefits and opportunities that offset some of the risk factors of partnering and deepening the relationship with Amazon?
Yeah. I think, one, really building kind of a strategic partnership with Amazon was really important, with really dedicated resources people who really understood the channel. And we worked on making sure that we were pulling back on either counterfeit product that was available digitally out in the world and pulling that back to a lot of activities we've been doing there which helps with price stability, making sure that we're working with our other wholesale partners to make sure that they are maintaining price integrity.
And doing all of those things has really helped us manage the price integrity on Amazon. And I think it's just in this new world really being on top of data and management making quick decisions day in and day out has made that partnership effective.
The other thing that we've really used Amazon for is, key category penetration, right, there is so many people shopping on Amazon when people are looking for things like backpacks or masks or kind of category type of conversations. We want to be part of that search, part of the conversation and we can really pick-up new customers that way, which is the reason why we have really lean into it and we have been very happy with that partnership today.
Thank you. And finally, on the promotional environment, as you have been seeing it, how have you been seeing it and how has your merchandise margins been relative to your expectations? And what you're seeing in terms of being competitive relative to competitors as well?
So, with regards to merchandise margins, they are meeting really kind of our expectations. We haven't — from a bureaucratic perspective, we haven't been significantly more promotional. In the third quarter, we are controlling the promotionality. As we look into the fourth quarter, we're just being — we're looking at kind of what others are doing and they're trying to ensure that we play in the appropriate space. But as we have introduced kind of Vision 2020, we want to continue to drive full price selling versus kind of just revert back to kind of our time. So we are being thoughtful in kind of how we are promotional throughout the season. But we want to make sure that we don't leave any opportunity uncovered.
And just finally, you've been a pioneer with using a lot of the data in AI for personalization and algorithms internally. What's the latest there in terms of like results that you've seen from implementing that technology in the organization?
Yeah. I think that what we've seen, one, is as we have seen a real acceleration of our consumer growth and kind of that 25 to 40-year-old category and a lot of that has been a very specific targeted marketing. We also think as we moving forward as we are continuing to diversify our customer base, really using a lot of very specific algorithms to really target consumers is really going to help us really talk to each one individually.
You can imagine that with our very diverse product portfolio from the color and style standpoint, there's a lot of regionality, there is a lot of specificity in terms of ages. And as we have been doing that, we have been seeing much higher returns on our ad spent and we think that with time we are going to continue get smarter and continue to get more and more targeted on our costs — not only our product development but also on our marketing and what is available.
Yeah. As we brought in new customers from masks, got new role kind of Harry Potter, we have been able to get their repeat purchases that's better than average based on kind of specific earnings. So that's been helpful.
Thank you very much. Best regards.
Our next question comes from Dana Telsey of Telsey Advisory Group. Please go ahead.
Hi. Good morning, everyone. Just wanted to get a little bit more color on Pura Vida. How you are speaking about the operating margins go forward in that business and also how you are thinking about planning it for 2021. And just to follow-up on the expenses, when you think about your fixed cost structure now versus pre-COVID, how much of the leverage do you see is impacting margins as the core business recover from COVID?
Yeah. From Pura Vida, we are still very excited about what the growth opportunity is in front of us with Pura Vida. A lot of initiatives are ahead of us. We think that from an operating margin, we believe that Pura Vida can continue to kind of begin at high-teens — mid-to-high-teens operating margin. So we still feel very good about that business. From the expense standpoint, I'll let John touch some color on that one.
Yeah. So from an expense perspective, we have a lot of fixed costs there. We saw some savings associated with certain items in the second and third quarter that we likely won't see kind of in the fourth quarter and some of those savings you can think of as our personal savings as we took some reductions in salaries or other furlough positions that we took. If you think about kind of core savings that we think we can see kind of into next year you can think of that as a discretionary savings and it's likely in the low single-digit as a percentage of total expense base that we think will be permanent savings on a go-forward basis.
Got it. And then, when you think about the partnerships like with Disney, what's coming up that we should be marking our calendars for?
We haven't put the other launch date out there. But what I can tell you is that we have a very robust pipeline next year that is both with character releases, a lot of exciting news that's going to be coming. So we will continue to build on our partnerships with Disney, continue to build on our partnerships with Harry Potter and you will also be seeing that Pura Vida being taking advantage of a lot of licensing opportunities next year.
So those are the seven things we're doing on kind of the character licensing side. And additionally we are continuing to do collaboration work like we have done this year and we have some exciting things in mind next year. So stay tuned.
Got it. And just lastly any more learnings on the Project Novus side?
Yeah. I think, our big learnings there is just continuing to become more responsive and technology and data-driven. And then everything that we did around that project was so that we can move more rapidly. We can make changes more rapidly. We've seen in our prepared remarks you heard the comments, we will make about the improvements in SEO and how we just really are able to move quicker, right, with our new infrastructure platform more able to make changes and how we execute and what we learn in probably a matter of days versus what might have been months before and that will just over time we will get smarter and better and better.
I think that's one of the big things in this new world with technology and data. Now it's not a destination so to speak. It's kind of a journey, right? You keep getting better and better the more, the more you learn and you really build up a competitive advantage. And that's what we are working on.
Thanks, Dana.
[Operator Instructions] Our next question comes from Eric Beder of SCC Research. Please go ahead.
Good morning, Eric.
Hi. During Q4, you've been a lot more aggressive in terms of apparel, and it's not the store — in the Vera Bradley stores, but with outer wear, pajamas, robes, and I think the response has been pretty positive. Is that kind of a one-off holiday thing or should we be thinking about that as a potential category or some level of expansion going forward?
Thanks for the question, Eric. Yeah, during fourth quarter, we definitely have expanded some of our apparel offerings really focusing on kind of key item areas. And we've been very, very happy with the response from the consumer. And we do think that's an area that you will see continued development. One thing that we have always believed in both of these brands is that both brands are truly lifestyle brands. It not just a product they are actually our lifestyle. So we think that there is opportunity to have category expansion in both brands.
Okay. And speaking of that category, when you put a Pura Vida store-in-store at our Vera Bradley store, did you tell us how — what kind of — how big is this in terms of the physical store and what are they selling in there beyond, I guess, the core, are they selling the entire Pura Vida line. How does that worked right now?
Yeah. We're still — we're working on all of the final design. We have identified a location. So, it is about an 800 square foot space. So it's kind of on the smaller store footprint, which we think is a great opportunity for Pura Vida. Within a jewelry store, you don't need as much space therefore you get a much higher sales per square foot to make it more profitable in the long run.
In terms of the assortment, it really is going to be focusing on kind of a fairly broad assortment. As you have seen the metal jewelry business continues to be exceptionally strong, so that would be a big part of the assortment supported by the string bracelet business, but also some of these other exciting initiatives they have planned for next year that we will be talking more about on the next call, some of the new initiatives we will be launching in the store too.
Eric, your question also in regards to the store and the store foot in the Vera Bradley stores or is it on specific to the Pura Vida new location?
I think what you described is Pura Vida new location.
How big is the inside of Vera Bradley — like Vera Bradley shop as far as I guess?
I think it's a shop-in shop in Vera Bradley. We are testing a few different things. So, we are testing in Birmingham. We gave a couple hundred square feet to Pura Vida and that was kind of a focused assortment on kind of their best-selling metal and string bracelets to kind of get a test up. We are rolling it out to additional stores and some of those presentations might be tighter.
One thing that's really great about Pura Vida is with the way they wall units work and how much product you can get in a very small square footage, you don't necessary need a lot of space. And so we are going to test a few different sizes, some of them might be 100 square feet, some of them might just be 12 linear speed of wall space, but it will be exciting to watch all that response. And then the charity bracelet program that will be in all of our stores will even be a tighter assortment, but we think it's a real opportunity.
What's been exciting is, we've seen a good response from our consumers, not only in the full-line stores but also in our factory stores buying full price product, whether it's been with Pura Vida or whether it's been in some of our collaborations that we tested by Harry Potter that we put in some of our factory stores. So we think there's a real opportunity to take advantage of some of this with all the traffic that's going to our factory stores.
Okay. And finally, on ReActive, you have had open for almost a year, next month it will be a year approximately. What other — I know it's been caught up unfortunately in the whole flow of everything else. But what kind of — is it attracting the consumer you expected or are you expecting to be as aggressive with all the patterns of the pieces as you did in 2020? What do you expect to see ReActive kind of over the next, I guess, somewhat normalized year next year?
Yeah. We've been very happy with the ReActive performance, right? There were really two key elements of ReActive. One was really our first — moving into sustainability. And the consumers really responded to that messaging. And we've seen the younger customer really be attracted to that messaging. You're going to see us. We have made a real commitment to moving our full-line assortments to a sustainable fabric platform as we move forward. So more exciting announcements next year, we think that's critically important and we've been very happy with the response.
The second piece of ReActive was just the more active lifestyle. And obviously, we've seen the consumer this year continue to get more casual, get more active. And I think we'll continue to be leaning in that and how do we use ReActive to even have a stronger foothold in the active space.
Great. Thanks. Good luck with the holiday — rest of the holiday.
Thank you, Eric.
Thanks, Eric.
It appears we have no further questions at this time. I would now like to turn the conference back to Rob Wallstrom for any additional or closing remarks.
Yes. Thank you so much for joining us on today's call. I'm excited to have the opportunity to lead such a great team of talented, agile and innovative associates who are passionate about our brand and our customers. Vera Bradley, Inc. is not authentic, iconic, lifestyle company with two powerful brands and devoted customers. We are committed to continual innovation in product and customer engagement. We have a strong balance sheet and ample liquidity and we are fully committed to advancing our ESG and stakeholder focus and to create long-term shareholder value.
Once again, we have proven that by working together, we can thrive even when facing unrelenting headwinds. We are poised to emerge a stronger company with an exciting future. Thank you for your time and interest in Vera Bradley, Inc. We hope you can join us for our fiscal year end call on March 10th, 2021.
This transcript is produced by AlphaStreet, Inc. While we strive to produce the best transcripts, it may contain misspellings and other inaccuracies. This transcript is provided as is without express or implied warranties of any kind. As with all our articles, AlphaStreet, Inc. does not assume any responsibility for your use of this content, and we strongly encourage you to do your own research, including listening to the call yourself and reading the company's SEC filings. Neither the information nor any opinion expressed in this transcript constitutes a solicitation of the purchase or sale of securities or commodities. Any opinion expressed in the transcript does not necessarily reflect the views of AlphaStreet, Inc.
© COPYRIGHT 2021, AlphaStreet, Inc. All rights reserved. Any reproduction, redistribution or retransmission is expressly prohibited.
AccessoriesConsumer Cyclicalconsumer goodsFootwearMost Viewed Transcripts
Vera Bradley, Inc. (VRA) Q2 2023 Earnings Call Transcript
Vera Bradley, Inc (VRA) Q2 2022 Earnings Call Transcript
Vera Bradley Inc (VRA) Q1 2022 Earnings Call Transcript


text:
Madalena es una villa portuguesa en la Isla del Pico, Región Autónoma de Azores, con cerca de 2500 habitantes. Es sede de un municipio con 149,08 km² de área y 6 136 habitantes (2001). Está subdividido en 6 freguesias. Limita con los municipios de São Roque do Pico y de Lajes do Pico.

Población

Geografía

Las freguesias de Madalena son las siguientes:

 Bandeiras
 Candelária
 Criação Velha
 Madalena
 São Caetano
 São Mateus

También abarca dos pequeños islotes, conocidos como los Islotes de Madalena. Fue elevada a la condición de villa el 8 de marzo de 1723.

Referencias

Enlaces externos

 Ayuntamiento de Madalena

redpajama_set_name: RedPajamaWikipedia


text:
Musicwhore.org Archive The original
Drowning in beauty
Constraining though the 3-minute pop song may be, it has its usefulness — especially when you collect about 9 of them together.
Not that there's anything wrong with pop songs longer than 3 minutes. Mathematically speaking, …
Wait a minute. I've said this before, haven't I? (See, Love Psychedelico, Love Psychedelico III.)
Walrus writes the kind of a dreamy, atmospheric music that inhabits a lot of temporal real estate. That doesn't mean the groups shouldn't at least try a hand at conciseness.
During the four years since releasing its last album, 2000's Hikari no Kakera, Walrus recorded a set of demos, which was later released as 20012002.
Although 20012002 was only six tracks long, the band's expansive music filled out the disc well. The interpretation of Franz Schubert's "Ave Maria" was downright fascinating.
But on the band's self-titled third album, that expansiveness can get incredibly tiring in a full-length format — especially when there's little difference between songs.
"Corn Flakes" has a lot activity going on in terms of rhythm and tempo, but the same cannot be said for the rest of the album.
Walrus' songs do one of two things — start softly and develop slowly; or start at one texture and repeat for long stretches.
"Blind", "Tears" and "Drab" fit in the former category; "Glide" and "Lastly" in the latter.
Although Walrus' liberal use of effects produces some beautiful textures, the band's writing is too locked into traditional song structures to make its sonic excursions anything but long-winded.
Buffalo Daughter could get away with writing a 50-minute, 5-track album (Pshychic) because the band de-emphasized the role of lyrics.
Walrus could learn a valuable lesson from Buffalo Daughter — if you're going to take up that much time, the structure of your music had better justify it.
Too, singer Akitomo is barely audible in the mix.
Walrus is a beautiful-sounding album, but it also drowns in that beauty.
Catalog Crashing
Classical Pimping
News In Translation
News Weblog

redpajama_set_name: RedPajamaCommonCrawl


text:
Pauline Toussaint est assistante au Département de Physique de l'Université de Liège mais également encadrante de cours de physique de première année de bachelier en médecine, sciences biomédicales, kinésithérapie, sciences de la motricité. Elle travaille à la création d'un outil pédagogique qui comprend des activités permettant de préparer les étudiants à leur arrivée dans des études scientifiques à l'université. Elle possède également un master de physique et travaille à la faculté des sciences dans le département de physique.

Biographie
Depuis 2019, elle travaille avec P.-X.Marique sur la création d'un MOOC (Massive Open Online Course) car ils se sont rendu compte que beaucoup d'étudiants avaient des difficultés à appliquer la théorie vue en cours à une situation concrète et que certaines conceptions erronées persistent dans les esprits.

Références

Liens externes


text:
Celebrity Earnings
Beyonce Is the Highest Paid Woman in Music in 2017: See the List!
By Nicholas Hautman
Beyonce arrives to TIDAL X: 1020 at Barclays Center in Brooklyn, New York. Anna Webber/WireImage
Beyoncé is stacking money, money everywhere she goes! The 36-year-old has been crowned the highest paid woman in music in 2017, according to a new Forbes list released on Monday, November 20.
Celebrity CEOs: Stars Who Run Their Own Business Empires
The music business magazine reports that Beyoncé earned $105 million pretax this year, thanks in part to her acclaimed visual album Lemonade and ensuing Formation world tour, the latter of which grossed a whopping quarter of a billion dollars. She also raked in cash from her Ivy Park fashion line and other business ventures.
Adele finished second on the list with $69 million. She toured the world throughout much of 2016 and 2017 in support of her third album, 25. The global trek was her first since 2011 and earned seven-figures a night, according to Forbes.
Beyonce's Best Instagram Style
Taylor Swift claimed the third spot with $44 million, a significant drop from her earnings in previous years. The publication estimated that she will rise up on the list once again in 2018, thanks to her recently released album, Reputation, and upcoming world tour.
Forbes compiled the list by estimating pretax income for the 12-month period from June, 1 2016, to June 1, 2017, with the help of data from Nielsen SoundScan, Pollstar, the Recording Industry Association of America and interviews with industry insiders. Fees charged by agents, managers and lawyers were not removed from the totals.
See the full list below.
1. Beyoncé, $105 million
2. Adele, $69 million
3. Taylor Swift, $44 million
4. Céline Dion, $42 million
5. Jennifer Lopez, $38 million
6. Dolly Parton, $37 million
7. Rihanna, $36 million
8. Britney Spears, $34 million
9. Katy Perry, $33 million
10. Barbra Streisand, $30 million


text:
The Case of the Frightened Lady (Theatre Royal, Windsor)
The Case of the Frightened Lady (Theatre Royal, Windsor, until January 20th then touring)
Recently returned from a sojourn in Ittoqqortoormiit, Greenland, where I was knitting ear muffs for polar bears and mittens for the Kalaallit and I got stranded after missing the 517 bus home, I was delighted to make a visit to Royal Windsor for a murderously mysterious murder mystery at the Theatre Royal, Windsor.
One of the most exciting experiences I have ever had in the theatre was when the lights went out in a production of Black Coffee. Imagine my excitement, then, when the Classic Thriller Theatre Company (who used to be called the Agatha Christie Theatre Company until the Queen of Crime rose from her grave to tell them she didn't like having theatre companies named after her) found the start of the play delayed BECAUSE OF A FAULT WITH THE LIGHTS!
Restless audiences were not allowed into the auditorium and ended up going down to the riverside to feed swans until hailed back to the theatre so the play could begin some 10-15 minutes late. I was very worried that I would miss my last bus home as a result, but all was well as I was able to catch a train and change at Richmond. The new trains are really rather nice, though there was a funny smell that I put down to the newness of the carriages, and you can now see right the way from one end of the train to the other, which made me worried that roller-skating buskers might get on board and start performing songs from Starlight Express, but all was well, though Brian Blessed was on board and by a strange coincidence he played Old Deuteronomy in the original stage production of Cats, which is also by Andrew Lloyd Webber though none of the songs are the same.
In the Black Coffee incident at Eastbourne actor Robert Powell (best known for playing Jesus in Jesus of Nazareth on TV) had to step in front of the curtain while playing Poirot and announce that everyone had to clear off home because of the faulty lighting. What was especially exciting about this fresh event was that the play was starring Glenn Carter (best known for playing Jesus in Jesus Christ Superstar!). I was half expecting them to send him out and apologise for the delay and burst into a chorus of Everything's Alright! But he didn't, which was in many ways a disappointment.
The latest offering from the Classic Thriller gang is Edgar Wallace's The Case of the Frightened Lady, which was written a long time ago and set in 1932, which is the same year that Agatha Christie wrote Peril at End House, though I don't think the two are linked in any way. This is a new adaptation by Antony Lampard, who has adapted a number of things for stage and TV, so I expect that is why he was asked to adapt this
The setting is the large, baronial hall of the ancestral home of the Lebanon family (I think it was called Marks and Spencer's but I inadvertently crunched a pear drop at just the wrong time and must have missed it). The set didn't change once, which was a good thing because the hall is where everything took place and it would have been confusing otherwise. I found it rather strange that from time to time people left the hall to have conversations which were then reported, so I don't know why things didn't happen in the hall in the first place, but perhaps that is why the police were so clever at solving the crimes.
A fancy-dress party is in full swing and everything seems normal until someone is murdered, which rather put people off doing the hokey-cokey. Enter the police – played here by Gray O'Brien (who was actually born with the name Gerard, so I suppose he changed it so as not to get confused with the actor Gerard Butler) and as DS Hot Totty the very lovely Charlie Clements (who people may remember as the Pizza boy in The Car).
Unfortunately because the police keep leaving the hall and do a lot of their interviewing of suspects off-stage they miss the second murder being committed and everyone in the house is under suspicion apart from the people who have been murdered.
April Pearson played Isla Crane, who was the frightened lady of the title. She was really good at being frightened, and she portrayed this by screaming more than once. It made me scream too, the first time, as it was very unexpected and I was concentrating on Lord Lebanon's (Ben Nealon) shoes at the time as they were very shiny.
Lady Lebanon was played by Rula Lenska and we knew how important she was as one of the nobility because she stood by herself in the centre of the stage to deliver her lines. I did wonder if she was frightened of being in other positions on the stage but realised she wasn't the frightened lady of the title so perhaps director Roy Marsden (who once appeared in the Dick Emery Show) did it just to show how important she was.
Glenn Carter and Callum Coates were good playing sinister servants who kept popping up when you least expected it, though it was usually after another character said suspiciously, "There's someone listening!"
I have to say that I did guess who the murderer was but that was largely because they were shouting a lot and I felt they were trying to draw attention to themselves, which could have been a red herring but of course it wasn't, which just goes to show what an accomplished writer Edgar Wallace was.
Pam Purde


ISO standardized forks with fork frames perfectly matched to Volvo loaders.
The pallet fork frame with pallet fork tines allow the machine to handle, load and move pallets of building material, drainage pipe, lumber, or loose items like sewer pipe easily around the uneven terrain of a construction site.
The visibility optimized forks give the operator a clear view to the ends of the tines. These tines increase precision, control and productivity.
Fork frame is ideal for cases where the width of the load varies. The fork tines can be hydraulically adjusted to the width of the load.
With the specially designed one-piece top clamp, the combi fork is perfect for handling palletized goods or roundwood in applications where the load must be secured.
A heavy duty fork with fixed tines designed for heavu duty or block handling, e.g. granite blocks, marble blocks, etc.
Heavy duty forks, designed for lifting and moving blocks in quarry applications.
Single heavy duty fork tine for breaking out loose blocks in the face and moving heavy raw blocks.
Clearing rake for moving objects and clearing debris.


text:
Q: How to select a downloaded image based on screen density? I know how to get the screen density, and I know how to make images and put them in drawable-ldpi, mdpi, hdpi so that the correct one is automatically used for the device.  What I want to know is if there is a way to download images that will be selected in a similarly automatic fashion based on screen density?  In other words, can I download three versions of an image and tell my app to automatically select the version that is appropriate to screen density?  Or would I have to code this myself?

A: One way is to send this hdpi/mdpi value to server and there have appropriate logic to determine and send the correct screen type. Note that with latest version of Android they have added additional parameters so take a look here and here for that.

redpajama_set_name: RedPajamaStackExchange


text:
By: Sarah Chamberlain
In 2017, the 11.6 million women-owned firms in the United States generated nearly $2 trillion in sales. Here in Bucks County, it is estimated that nearly 20,000 firms are women-owned, creating jobs and helping our local economy grow and thrive. It's undeniable that these businesses, firms, and local success stories have a significant impact on our nation's growing economy.
Even as more women-owned firms continue to open and create revenue, they are still growing at a slower rate and earning less than male-owned companies. What's worse, when accessing revenue and capital to help start their businesses, women receive disproportionately less than men do. According to Fortune, women received just over 2% of venture capital funding in 2016.
That's why, on June 28th, we partnered with the Lower Bucks County Chamber of Commerce, the Society for Human Resource Management, Après, the National Association of Women Business Owners Greater Philadelphia Chapter, and the Newtown Athletic Club to bring the Women2Women Conversations Tour to Bucks County. "Count me in!" we said, and together with the help of these robust businesses and local leaders, we joined almost 200 local women to ignite the conversation about successful entrepreneurship and civic engagement right here at home.
When it was created in 2014, the idea of the tour was to begin a dialogue across the country between women, local and national lawmakers, and key business leaders. For the last four years, the tour has done exactly that. From Orange County, California to Charlotte, North Carolina, participants have spoken with hundreds of attendees to share best practices, exciting new ways to become involved and engaged, and how to bridge the gap between Washington, D.C. and their local communities.
Members of Congress have joined the tour to speak with women all over the country about their businesses, the local and national political discussions, and what issues they and their families are currently facing. At every stop, one thing is made very clear — every issue is a women's issue. The Women2Women Tour attendees are passionate and have joined us to learn more, help others, and network with those who are helping to affect real change.
[Related: Planning Your Next Career Move? Don't Forget to Join a Nonprofit Board]
Getting anything done in Washington may seem like a long-shot at times, but since the first tour stop in 2014, the Women2Women tour has been influential in drafting and passing legislation to connect those in need with better mental health care, combat the opioid epidemic, and advance the discussion on flexible paid leave time for working families. In Bucks County, we wanted to hear about the issues facing women business owners and how we can help each other improve, excel, and succeed in the workplace.
Our goal was to use the momentum and excitement from previous tour stops to empower and improve outcomes for local female entrepreneurs, and to share best practices and tools with those who are looking for ways to be more involved in their communities. From volunteering at your children's school, to starting your own small business, to running your first campaign for public office, the opportunities to reach out and affect change in your community are endless.
During our conversation at the Newtown Athletic Club, we shared networking tips, ways to break through the glass ceiling, and the importance of mentoring. We were thrilled to be discussing these pressing issues, and are excited to reach out and help connect the dots while making sure each audience member leaves with valuable, actionable information.
You can learn more about our #CountMeIn movement here. You can follow our panelists on social media and stay in-touch for updates below.
[Related: What Leaders Can Learn from the Parkland Student Survivors]
Sarah Chamberlain is the President and CEO of Republican Main Street Partnership and the founder of the Women2Women Conversations Tour. Denise Bowman is a Partner at Antheil Maslow & MacMinn, LLP. Angela Giovine is the President and Founder of Happenings Media. Mazda Miles is the President of National Association of Women Business Owners — Greater Philadelphia Chapter. Linda Mitchell is the Director of Public and Government Relations at the Newtown Athletic Club.
The Bleak Future Of Black Protest Movements On The National Stage


If a coupon code not work. It's possible an expired code - please double check the expiry date. Click a promo Code all the promo codes will now be displayed below, go to k-way.fr and simply copy and paste one into the box at checkout.
Save 40% Off Using Code Get 40% Off Art & Frames.
Take $110 Off Using Code Take $110 on select regularly priced HP PCs for Home $999 +.
Get Cross body Bag for $4.99.
As a coupon website, 123promocode.com specializes in offering people amazing discounts and sales. It's a wise decision to choose us and spend much less on your favorite items with K-Way promo codes that we offer. Enjoy fantastic savings with 2 coupon codes and promotion sales and many in-store deals. Be budget savvy and enjoy amazing deals, free shipping offers, incredible gifts and more while shopping with K-Way promo codes!
As we all know, coupon information changes very frequently. Some coupon sites may fail to update their discounts and deals in time. Therefore, there are many invalid coupons floating around the web. At 123promocode.com, we pursue the authenticity of coupons and deals. Our dedicated team is making unremitting efforts to provide verified coupons for our users everyday. Feel free to use K-Way promo codes before checkout. With K-Way Promo Codes, Enjoy Great Savings.
It's our job to help you save money while making sure that you get the most out of K-Way promo codes. We only help you find the best bargains by applying K-Way promo codes. Remember to check out our latest coupons and deals before your shopping. Along with regular sales, awesome products at incredible prices can be identified when you use K-Way promo codes. The coupons and deals are manually verified and highly recommended by our users. Shop with these attractive K-Way promo codes today.
First, choose your favorite products and add them into your shopping cart. Make sure they meet the requirements of K-Way promo codes prior to application. Proceed to the cart page and complete your payment. Second, copy and paste the K-Way promo codes before checkout. At last, you can enjoy a big discount after the code is applied.
It's very simple, isn't it? Don't hesitate anymore. Time for you to apply K-Way promo codes. We would be very happy if the instructions above could be helpful to you. Start taking advantages of K-Way promo codes. Make an excellent deal right now!
Join thousands of smart shoppers. Get the best k-way.fr deals delivered directly to your inbox.
Plus get free shipping and site-wide offers from your favorite stores & brands like K-Way and more.
Find free online coupon codes for popular stores like K-Way and more.


text:
package com.simplifynowsoftware.voicenote;

import android.app.Activity;
import android.app.Dialog;
import android.os.Bundle;
import android.text.SpannableString;

public class Help extends Activity {
    protected Dialog mDialog;

    @Override
    protected void onCreate(Bundle savedInstanceState) {
        super.onCreate(savedInstanceState);
        setContentView(R.layout.transparent);

        mDialog = VNStatic.showMessage(this, new SpannableString(getString(R.string.help_message)));
    }

    @Override
    public void onDestroy() {
        if(null != mDialog) {
            mDialog.dismiss();
        }

        super.onDestroy();
    }
}

redpajama_set_name: RedPajamaGithub


text:
Playthings was an American trade magazine focusing on the toy and game industry. It was founded in 1902 by editor Robert McCready and publisher Henry C. Nathan, and it was published in physical form by Sandow Media on a monthly basis until Fall 2010 when it became an insert section and was merged with Gifts & Decorative Accessories magazine. Playthings was also published online and supplemented by a weekly email newsletter, Playthings Extra. The magazine won multiple Jesse H. Neal Awards, and was generally regarded as the premier trade magazine of the American toy industry.

Historical timeline
1902 - Playthings is founded by editor Robert McCready and publisher Henry C. Nathan (Henry Nathan Co.).
January 1903 - The inaugural issue is published. In his opening statement, editor-in-chief McCready describes it as "a regular publication, devoted to ... the more than 20,000 concerns [in the United States] engaged in the manufacture or sale of dolls, toys, and games." The magazine is 20 pages in length and covers more than 70% European and Asian toys (mostly German and Japanese imports).
January 1904 - Subscription rate and distribution increases. Marking the 1-year anniversary, McCready reports that "the trade has manifested a cordial interest in us, and has given us hearty support."
1905 - The magazine's primary emphasis settles on coverage of merchants' money-saving techniques and the management of store layout and displays.
June 1910 - Robert McCready founds the McCready Publishing Co. which takes over publication of the magazine from the Henry Nathan Co. McCready serves as the president of publication as well as the editor-in-chief and business manager of the magazine.
June 1912 - The magazine now comprises 198 pages including a few two-color advertisements.
1915-1940 - Two World Wars strongly impact the importing of foreign toys, and the magazine becomes almost entirely devoted to American-made toys. Distribution now includes international subscribers, but pro-American sentiment is high and the magazine highlights American interests and events like the American International Toy Fair.
April 1930 - The magazine swells to 290 pages.
1945 - Ben McCready, son of Robert McCready, is appointed editor-in-chief.
1950s - Playthings begins to promote the idea of toy purchasing as a year-round practice rather than primarily a Christmas-related phenomenon.
1960s - Visual mass media in the form of television introduce children to a range of celebrities and characters that are soon represented as dolls and action figures. The magazine begins to cover television-related toys and reaches its maximum size with some issues exceeding 600 pages in length.
1967 - Publication is taken over by Geyer-McAllister Publications.
1970s - Playthings begins to cover the topic of toy safety.
1980s - Frank Reysen Jr. becomes the editor-in-chief and the magazine begins to cover electronic games and toys both before and after the 1983 crash beginning with handheld video games and continuing in the late 1980s with video game consoles.
1984 - Playthings wins a Jesse H. Neal Award for coverage of the counterfeit toy market.
1998 - Playthings is acquired by Reed Business Information which continues publication.
2000 - Maria N. Weiskott is appointed editor-in-chief.
January 2003 - Playthings celebrates its centenary issue with the publication of "Toy Stories: 100 Years of Fun."
2005 - The magazine wins a Jesse H. Neal Award for "Best News Coverage" for reporting on the possible breakup of Toys "R" Us.
2010 - Reed Business Information sells several properties including Playthings to Sandow Media which publishes the magazine for a few more issues and then merges it with another Sandow Media publication, Gifts & Decorative Accessories in the fall. Playthings becomes an insert section in Gifts & Decorative Accessories.
1 October 2010 - Copies of all physical issues of the magazine (between 1903 and 2010) are acquired by the Brian Sutton-Smith Library & Archives of Play at The Strong in Rochester, New York.
12 November 2010 - Playthings becomes the official national media partner of The National Toy Hall of Fame at The Strong and enters a 3-year special promotional agreement.
May 2017 - The Gifts & Decorative Accessories insert section, Playthings, is renamed Kids' Corner.

References

Monthly magazines published in the United States
Game magazines
Magazines established in 1902
Magazines disestablished in 2010
Professional and trade magazines
Toy industry
Magazines published in New York City
Defunct magazines published in the United States


text:
Ohio St Football
Ohio State Vs. Penn State: Buckeyes' Title Hopes On Life Support
For more on the Buckeyes, visit SB Nation's Along the Olentangy. For more on the Nittany Lions, Visit SB Nation's Black Shoe Diaires.
By Travis Miller@JustTMill Nov 16, 2011, 10:09am CST
Share All sharing options for: Ohio State Vs. Penn State: Buckeyes' Title Hopes On Life Support
Last week's loss to Purdue put the Ohio State Buckeyes on the brink of elimination in the Big Ten title race. At 3-3 Ohio State needs to win its remaining two games against Penn State and Michigan, then hope that Wisconsin loses to Illinois this week while beating Penn State next week. In that exact scenario the Buckeyes would go to Indianapolis as the Leaders' Division representative.
In that scenario Ohio State would be involved in a three- or four-way tie with Wisconsin, Penn State, and possibly Purdue, but a 2-1 record against those three teams (and Purdue's 1-2 record) would give them a major advantage. First, the Buckeyes must take care of business against Penn State on Senior Day in Columbus.
Much of the focus has been off the field for both teams this season. Ohio State has had its share of run-ins with the NCAA, but those pale in comparison with the allegations that Penn State has had to face in the Jerry Sandusky scandal. The Nittany Lions were 5-0 and fully in control of the Leaders Division before the scandal broke, but last week's loss to Nebraska opened up the race for everyone else.
3KMAXKPENCZT
Ohio State Vs. Penn State: Buckeyes Lose 20-14
Ohio State Vs. Penn State Final Score: Buckeyes Lose 20-14


Lights All Night has announced its initial lineup for their annual New Years Eve celebration and the first wave is stacked! The festival is returning to Dallas, Texas for its ninth year the weekend of December 28th-29th and is sure to be one of the biggest parties to ring in the New Year. Phase one lineup features headliners such as Diplo, Rezz, Gucci Mane, What so Not, and Luca Lush. Keep your eyes peeled for Phase 2, and grab your Tickets as they are on sale now! This will be one massive NYE Celebration you will not want to miss!
Previous articleHYPE VIBESGASHI Teams Up with DJ Snake & French Montana for "Creep On Me"


On 16 October 2018, DTOceanPlus was presented at the Ocean Energy Conference dedicated to the impact of EU R&D that held in Brussels, Belgium.
DTOcean and DTOceanPlus projects aim to provide advanced design tools for ocean energy systems innovation, development and deployment. The first wave and tidal energy arrays are coming online in the 2010s with many new technological challenges to be overcome. Innovators and the supply chain need to undertake R&D to address these challenges and reduce cost/risk in a pre-commercial industry. These two aspects illustrate the need for Ocean Energy R&D funding.


Ladies Dog Paw Wellington stands out from the crowd with its quirky design.
Fully waterproof rubber wellington boots.
Gusset at top of Welly for your comfort with fastening.
Cotswold Ladies Dog Paw Patterned Rubber Welly Wellington Boot Black Ladies Dog Paw Wellington Stands Out From The Crowd With Its Quirky Design. Fully Waterproof Rubber Wellington Boots. Gusset At Top Of Welly For Your Comfort With Fastening. Gloss Shine Finish. Textile Lining. Low Heel .


All dentists work to certainly not only maintain your oral cavity efficient and also powerful in the means you can see, however in each the ways that maintain your teeth and gums solid from the inside out.
Dentists and also the dental career make it clear that oral treatment starts at home. A reduced acid and also low sweets diet complied with through proper brushing and also flossing procedure should be ended through an antiseceptic/fluoride rinse. These measures are actually meant for the external treatment of the teeth as well as the surfaces of the gums and tissue of the oral cavity. But like intermittent bone tissue, cells, body organ, or feature in the body system there is actually regularly something below the surface area that requires certain nutrients and treatment.
When our team're younger our DNA and also functions are rejuvenating and restoring our well-balanced appeal so we comb, floss, and also rinse out thinking it to become enough. In the meantime, times of irregular oral cleanliness triggers a collection of tartar listed below the gum line, genetic susceptibility of oral sensitivity to gum disease as well as dental caries start to little by little rear their heads. The concern along with thinking that a five min cleansing two times daily suffices is that many cleanings are actually certainly not thorough.
Regularly our experts reside in a rush, really weary, or even distracted while washing our teeth as well as mouths. For that reason a buildup of tartar and cycle of germs and also germs are working your gums away from your teeth and burrowing decay past your enamel and dentin straight to the pulp. This is why the 9 specialists of the dental career are necessary to the method of regularly impacting the day-to-day torment, germs, acids, and also toxins that endanger the health of your teeth and also gums. All dentists work to certainly not simply maintain your mouth productive and solid in the means you may find, yet in all the manner ins which maintain your teeth as well as gums sound from the inside out.
There are actually three reasons it is necessary to cultivate and maintain your dentist-patient connection. First, he or she possess the learning as well as training to become capable to skillfully screen, identify, and also handle all of the oral diseases as well as ailments that threaten the form and also feature of your precious teeth. Second, because you might really feel uncomfortable mosting likely to the crevices of your mouth due to swelling, puss, and also bleeding that induces pointy or even throbbing discomfort, yet your dentist possesses the medicine as well as tools to alleviate or even get rid of dental discomfort. He or she deal with your teeth, gums, and also tissue so the discomfort will not return. Lastly, the dentists, hygienists, as well as associates are actually trained to provide you along with the routine maintenance important to aid you keep your teeth strong, functioning, and also a portion of your smile for as long as achievable. The teeth normally tooth decay over timeFree Web Content, however your medical professional as well as dental crew will certainly work to offset damages and also degeneration provided that you take your oral treatment as seriously as they do.
Do not presume that the dentist is somebody that is simply behind keeping your teeth as well as gums healthy. This expert can easily likewise give you an excellent smile with different treatments and dental prosthetics.
Lots of people seem to presume that the dentist is just behind washing their teeth as well as informing them when there is an issue that might lead to pain or even dropping a tooth if preventative action is certainly not taken. What they fail to understand is actually that this professional can use many different hats when it comes to handling clients. Anytime there is actually a complication along with your teeth and also gums, the only person that is actually qualified to offer you real comfort is a dental treatment expert.
Besides having the capacity to pull, well-maintained and also assess your teeth, they can easily also shut any voids and also straighten your bite. This may ease certain speech impediments, consuming concerns and also various other health care problems that might have previously obstructed your lifestyle just before. The professional that takes care of these sort of complications is actually referred to as an orthodontist. He or she is actually a specialist that gets the majority of his individuals based off the recommendations of a basic dentist.
If you want more intrusive treatment like oral surgery to get rid of any type of influenced, damaged or even corrupted teeth, opportunities are you are going to require an oral specialist. This special sort of dental qualified deals with instances where individuals may not perform without having actually surgery conducted. Many people that view an oral cosmetic surgeon opt for to possess sedation to create their adventure extra positive as well as simpler for all of them to handle as well as creates the surgeon's work much easier.
Another type of special dentist is a cosmetic one. This professional could be compared to a plastic surgeon. These folks utilize their abilities to develop and boost beauty when it pertains to your mouth. Individuals that are actually not pleased or even happy along with their smile may most likely to this form of specialist for a remedy. People that are actually looking to have missing out on teeth switched out or to have their smile changed can additionally gain from observing a cosmetic dental professional. There are actually many different means a client can receive the end results they seek. They can easily pick to be fitted for veneers or even dentures if they wish to have forthright teeth and also can't pay for to invest thousands of dollars. Or even if you wish the most effective dental prosthetics that money may purchase, you can get some dental implants that look, believe as well as work like genuine teeth. Bear in mind that regardless of what form of companies you determine to drop in a dentist for, they can aid you achieve your objectives.
As a youngster you were actually shown that you ought to head to the dentist often to keep your oral health up to par. Now you may view that that exact same expert may offer you with more choices concerning your teeth. Right now when you have dental problems that induce you to become embarrassed of your smileFree Web Content, you recognize where to go to get it fixed.


text:
AC Sparta Praha cycling je profesionální silniční cyklistický tým založený v roce 2002. Sportovním ředitelem je Zdeněk Rubáš, centrála se nachází v Praze.

Členové týmu

Jezdci

Management týmu

 Zdeněk Rubáš – sportovní ředitel
 Jiří Sivák
 MUDr. Přemysl Šváb
 Petr Pučelík
 Luboš Holub
 Martin Pečenka
 Tomáš Hrubý

Bývalý členové continentálního týmu

V týmu se v minulosti objevila mnohá známá jména české i zahraniční cyklistiky:

 Tomáš Bauer
 Michal Báťa
 Radek Bečka
 Tomáš Benda
 Ondřej Bílek
 Roman Broniš
 Martin Červenka
 Jindřich Dlask
 Jiří Doležal
 Radovan Doležal
 Zdeněk Dufek
 Ladislav Fabišovský
 Richard Faltus
 Jan Fiala
 Martin Hebík
 Emil Hekele
 Libor Hlaváč
 Václav Hlaváč
 Tomáš Holub
 Jakub Honzík
 Tomáš Hrubý
 Martin Hunal
 Jan Chrobák
 Václav Jelínek
 Nebojša Jovanović
 Patrick Keller
 Michal Kesl
 Jan Klabouch
 Lukáš Kobes
 Petr Kohlbeck
 Pavel Kopecký
 Rostislav Krotký
 Jiří Křivánek
 Zdeněk Křížek
 Ondřej Lukeš
 Petr Malán
 Athanasios Markos
 Tomáš Medek
 Jiří Mikulášek
 Zděnek Mlynář
 Tomáš Okrouhlický
 Ondřej Pávek
 Martin Pečenka
 Luboš Pelánek
 Martin Prázdnovský
 Petr Pučelík
 Vojtěch Rakovský
 Jiří Skýba
 Josef Soukup
 Jan Stöhr
 Pavel Stöhr
 Filip Šlajchrt
 Michal Rubáš
 Martin Uher
 Daniel Vejmelka
 Pavel Veselý
 Václav Viktorin
 Ondřej Vobora
 Mario Vonhof
 Ondřej Zelinka

Sídlo
Tým má sídlo v Praze:

Nad Královskou oborou 51

170 00 Praha

A tréninkové středisko:
SPORT CENTRUM BRDY

Těškov 146

337 01 Rokycany

Aktivity
Mezi další aktivity týmu patří také pořádání závodů Mezinárodní trofej Rokycan a Tour de Brdy.

Úspěchy

 2002 – V únoru je znovu založena profesionální stáj AC Sparta Praha cycling. Richard Faltus, Zdeněk Mlynář (juniorský mistr světa v cyklokrosu), Petr Pučelík, Martin Hebík
 2003 – Bohemia Tour – Richard Faltus a Zdeněk Mlynář etapová vítězství
 2004 – Zdeněk Mlynář vyhrává Světový pohár v cyklokrosu
 2005 – Mlynář, Hebík, Faltus 15 vítězství v sezóně
 2006 – Petr Pučelík se stal vicemistrem České republiky a Martin Hebík 4. místo
 2008 – Martin Hebík vicemistr ČR, Ondřej Zelinka mistr ČR do 23 let
 2009 – Nebojša Jovanović a team AC Sparta Praha vítěz českého poháru, Tomáš Okrouhlický 3. místo v časovce jednotlivců na M ČR
 2010 – akademičtí mistři České republiky Tomáš Okrouhlický, Katarína Hranaiová
 2011 – Tomáš Okrouhlický a Ladislav Fabišovský mistři České republiky v časovce dvojic. Tomáš Okrouhlický 3. místo na MČR v časovce. Roman Broniš 3. místo Závod Solidarnosci Polsko 2.1. UCI, Jiří Nesveda vítěz Giant ligy (6násobný)
 2012 – Martin Hunal 3. místo Okolo Irska 2.2. UCI
 2012 - Tomáš Okrouhlický vítěz na GP Grünsport
 2012 - Martin Hunal: 2. místo na Edemunde Runde u Kasselu
 2012 - Martin Hunal: Vysočina Tour (nejlepší vrchař)

Reprezentační týmové oblečení

Externí odkazy

 AC Sparta Praha Cycling

Sparta Praha
Sparta Praha
Association Club Sparta Praha