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American Eagle stock jumps 10% as it expects a big holiday, raises forecast after Sydney Sweeney ads

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American Eagle stock jumps 10% as it expects a big holiday, raises forecast after Sydney Sweeney ads


An American Eagle advertisement featuring actress Sydney Sweeney on a billboard in Times Square in New York, US, on Thursday, Aug. 7, 2025.

Michael Nagle | Bloomberg | Getty Images

American Eagle issued bullish holiday guidance and raised its full-year forecast on Tuesday after posting better-than-expected quarterly results

The apparel company is expecting fiscal fourth quarter comparable sales to grow between 8% and 9% – about four times better than the 2.1% analysts had anticipated, according to StreetAccount.

American Eagle is now expecting its full year adjusted operating income to be between $303 million and $308 million – up from its previous range of $255 million to $265 million. 

American Eagle shares rose as much as 15% in extended trading.

The company beat third-quarter expectations on the top and bottom lines. 

Here’s how American Eagle did during the quarter compared with what Wall Street was anticipating, based on a survey of analysts by LSEG:

  • Earnings per share: 53 cents vs. 44 cents expected
  • Revenue: $1.36 billion vs. $1.32 billion expected

The company’s reported net income for the three-month period that ended Nov. 1 was $91.34 million, or 53 cents per share, compared with $80.02 million, or 41 cents per share, a year earlier.  

Sales rose to $1.36 billion, up about 6% from $1.29 billion a year earlier.

The results are the first time investors are seeing a full quarter of impact from American Eagle’s splashy campaigns with Sydney Sweeney and Travis Kelce.

Companywide, American Eagle saw comparable sales grow 4%, better than the 2.7% analysts had expected, according to StreetAccount. While the business’s overall results topped expectations, they were primarily driven by Aerie, which saw comparable sales rise 11% and revenue jump about 13%. 

At American Eagle, where the campaigns were focused, comparable sales grew just 1%, worse than the 2.1% analysts had expected, according to StreetAccount. 

The company told CNBC the campaigns are “attracting more customers” and creating more attention around the brand, but the results show they have not yet been a major revenue driver.

However, they’re not having a major impact on profits, either. During the quarter, American Eagle’s operating margin was 8.3%, better than the 7.5% analysts had expected, according to StreetAccount. 

Beyond its marketing campaigns, American Eagle told CNBC it saw record revenue in its third quarter and that “strong momentum” carried into the current quarter, where it saw a “record breaking Thanksgiving weekend.”

The rosy holiday commentary comes after peers like Abercrombie & Fitch, Gap and Urban Outfitters posted better than feared results ahead of the crucial holiday shopping season. Investors have been watching discretionary retailers closely to look for slides in consumer demand because of tariffs, but many have proven resilient so far. They’re showing that for now, higher prices aren’t stopping consumers from shopping, as long as they feel like they’re getting good value for their money.

Industrywide holiday outlooks from outside consulting firms have been relatively murky, but the latest slate of earnings from discretionary retailers have been a positive omen for holiday sales. Plus, turnout during the so-called Turkey 5 shopping weekend, the five day stretch between Thanksgiving and Cyber Monday, was stronger than expected, according to the National Retail Federation.



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Water companies to face regular MOT-style checks in industry shake-up

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Water companies to face regular MOT-style checks in industry shake-up


Simon Jack,Business editorand

Jonah Fisher,Climate correspondent

Getty Images A young woman's hands cup water as it runs from a tap into a deep black sink.Getty Images

Inspections without notice, regular MOT-style checks and compulsory water efficiency labels on appliances are among the key measures in the government’s overhaul of the water industry.

The government is describing the measures as as the biggest overhaul of the water industry in England and Wales since privatisation.

Environment Secretary Emma Reynolds said there will be “nowhere to hide” for poor performing water companies.

The proposed changes come after widespread public anger at increasing numbers of pollution incidents, leaks and water outages that have affected thousands of customers across England and Wales in recent years.

Reynolds told the BBC: “We’ve had a system whereby water companies are marking their own homework.”

“This has been a whole system failure,” she said. “A failure of regulation, a failure of regulators, of the water companies themselves.”

The Water white paper promises to set up company-specific teams to monitor, supervise and support individual firms and their particular issues rather than rely on a “desk based, one size fits all” approach.

Smart meters and mandatory water efficiency labels on appliances including dishwashers and washing machines will also help households monitor their usage and costs, the government said.

It is also creating a chief engineer role at the regulator that will be set up to replace Ofwat.

Government officials have told the BBC that the establishment of a new regulator may take a year or more and water companies say it will take time for the benefits of new investments to be felt.

The government’s reforms come after a review by Sir John Cunliffe, who issued 88 recommendations to improve the industry.

However, he was asked not to consider whether to nationalise the sector, which was privatised in the late 1980s.

Campaigners said the proposed reforms did not go far enough.

River Action chief executive James Wallace said the measures showed the government “recognises the scale of the freshwater emergency, but lacks the urgency and bold reform to tackle it”.

The new regulator must be “truly independent” and properly funded, he warned, and said major gaps remain.

“None of these reforms will make a meaningful difference unless the failed privatised model is confronted head on. Pollution for profit is the root cause of this crisis,” Wallace said.

Surfers Against Sewage chief executive Giles Bristow said the government’s proposed changes were “frankly insulting” and fall short of much needed structural reform.

“The truth is glaringly obvious to everyone except this government. As long as the industry is structured to prioritise profit, the public will keep paying the price through soaring bills and polluted water,” he said.

Sir Dieter Helm, professor of economic policy at Oxford University, said the government had not wanted to explore that because its self-imposed spending rules have already been stretched to the limits.

“In addition to that, I think there’s a very sensible view around government that the government probably isn’t competent and capable to run these businesses,” he said.

“The government should think really quite carefully about this, because if they’re supervising the companies, and something goes wrong, Whose fault is it?”

Problems in the beleaguered sector have been thrown into focus recently after tens of thousands of South East Water customers were cut off for several days both before and after Christmas.

Mike Keil, chief executive of the Consumer Council for Water (CCW), said the “miserable disruption” underlined the importance of “meaningful change” in water regulation.

A new, powerful ombudsman service would also be welcome, Keil said, given CCW has had a 50% increase in customers asking for help with complaints relating to their water provider.

“One of our key asks of the Independent Water Commission was to make our existing voluntary ombudsman service mandatory, as this is vital to giving customers robust protection,” he said.

‘Proof in the river’

A man in a grey sweatshirt and khaki trousers kneels on a green riverbank next to a tree. He is using equipment from a yellow box to test the water.

Peter Devery testing the water of the River Pang

The River Pang in Berkshire is regarded by some as one of the inspirations for Kenneth Grahame’s Wind in the Willows classics. It’s environmental status has deteriorated from “good” in 2015 to “poor” now – with campaigners blaming regular sewage discharges.

On the banks of the Pang, Pete Devery from the Angling Trust told the BBC he was sceptical of the government’s plans.

“I won’t hold my breath” he said.

“The proof will be in the river. Do the rivers across the country improve? That’s the end result. Doesn’t matter what you call that regulator. It doesn’t matter how many regulators there are. If the difference isn’t made in the rivers, they will have failed.”

In 2024, water companies released raw sewage into England’s rivers and seas for a record 3.61 million hours, a slight increase on 2023.

Aging infrastructure, wetter winters and drier springs and farming runoff into rivers and lakes have all contributed to poor water service and quality.

Ofwat, is currently the water industry’s economic regulator for both England and Wales. In October 2025 the Welsh government said that when Ofwat is abolished it plans to form its own stand-alone economic regulator to replace it.

In 2025, water supply interruptions across England and Wales rose by 8% and pollution incidents by 27%, while customer satisfaction fell by 9%.

Average water bills rose by 26%, or £123 a year, from last April after years of below-inflation increases that some have blamed, along with high executive pay and shareholder dividends, on under-investment in the sector.

The sharp rise in bills is meant to address that under-investment by funding spending of £104 billion over the next five years – more than 40% of which is earmarked for new infrastructure.



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Shadowfax raises Rs 856cr from anchors – The Times of India

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Shadowfax raises Rs 856cr from anchors – The Times of India


BENGALURU: Logistics firm Shadowfax Technologies has raised Rs 856 crore from anchor investors, a day before its IPO opens for public subscription, according to a stock exchange filing. The company allotted 6.9 crore equity shares to 39 anchor investors at Rs 124 each, the upper end of the IPO price band.Domestic mutual funds accounted for about 53% of the anchor allocation, with shares worth Rs 455.7 crore. Nine mutual fund houses participated through 20 schemes.



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Kodak Had The World’s First Digital Camera But Chose Films Over Future, Went Bankrupt

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Kodak Had The World’s First Digital Camera But Chose Films Over Future, Went Bankrupt


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Kodak, once a global photography giant, missed the digital revolution despite Steve Sasson’s invention, leading to bankruptcy in 2012 and a dramatic fall from dominance

In early 2000s, film sales collapsed, photo labs shut down and the iconic yellow Kodak box began disappearing from shelves. (News18 Hindi)

In early 2000s, film sales collapsed, photo labs shut down and the iconic yellow Kodak box began disappearing from shelves. (News18 Hindi)

If you grew up in the 1980s or 1990s, photography likely meant one thing – Kodak. From carefully loading film into cameras to waiting days for prints to arrive, the brand dominated how the world captured memories. Not just in India, but globally, Kodak was synonymous with photography.

Kodak was founded in 1888 by George Eastman, whose vision was to make photography accessible to everyone. His idea worked. With the slogan “You press the button, we do the rest”, Kodak turned a complex process into a household habit. The company’s business model was equally smart; cameras were sold cheaply, while profits flowed from film, chemicals and photo paper; the classic “razor and blade” strategy.

By the 1990s, Kodak controlled nearly 90% of the US film market, and the phrase “Kodak moment” had entered popular culture. The company had billions in cash, global dominance and a workforce running into thousands.

Then came the moment that could have changed everything. In 1975, a Kodak engineer named Steve Sasson invented the world’s first digital camera inside the company’s own lab. The prototype was bulky, wired and shot black-and-white images stored on a cassette tape, which could be viewed by connecting the device to a television. Primitive as it was, the invention was revolutionary. Sasson presented it to Kodak’s top management, expecting excitement. Instead, he was told to keep it quiet.

The reason was that digital photography did not need film. Executives feared that if the technology became mainstream, Kodak’s core business would collapse. They also believed consumers would always prefer physical photographs over images on a screen. The invention was shelved, and Kodak doubled down on film. In hindsight, rejecting digital photography was the company’s biggest mistake.

For nearly two decades, Kodak remained convinced that digital images would never match the quality or emotional value of film. While the company hesitated, rivals such as Sony, Canon and Nikon invested steadily in digital technology. By the late 1990s, digital cameras had entered the market, but Kodak was still reluctant to abandon its legacy business. Even when it launched digital products, it tried to replicate the look and feel of film, unable to accept that the era had changed.

The rise of the internet dealt the final blow. As personal computers and email became common in the early 2000s, people stopped printing photographs altogether. Images were stored, shared and viewed digitally. Film sales collapsed, photo labs shut down and the iconic yellow Kodak box began disappearing from shelves. Kodak attempted a late pivot, spending millions to enter the digital space, but by then the market was firmly controlled by competitors.

In 2012, Kodak filed for bankruptcy, stunning the global business community. Once valued in billions and employing over 1,40,000 people worldwide, the company was reduced to selling patents to survive. Thousands lost their jobs, and Kodak’s factories in New York fell silent. The empire had effectively ended.

Ironically, Kodak’s downfall unfolded even as small digital-first companies were thriving. Platforms like Instagram, with a fraction of Kodak’s resources, built massive valuations by understanding how people wanted to save and share memories in a digital age. Kodak, despite having the technology, the brand and the capital, failed to recognise that shift.

Today, Kodak still exists, but only as a shadow of its former self. It operates in areas such as printing, specialty chemicals and pharmaceuticals, and occasionally produces film for hobbyists. Steve Sasson, often mistakenly believed to have been fired, continued working at Kodak for 35 years and retired in 2009. He even helped develop the first DSLR camera in 1989, which Kodak again chose not to commercialise. Sasson was later honoured by the US President for his contribution to digital photography.

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