Investing
Attention, Kmart Shoppers: Flat-Line Special
Kmart, the discounting pioneer owned by Sears Holdings (SHLD), is in the throes of a mass shutdown
of stores. After a bad 2011 Christmas, Sears Holdings said it would
close up to 120 Sears and Kmart locations; as of January, there were
just over 1,300 Kmarts in the U.S. and territories, 800 fewer than a
decade earlier, when Kmart slid into bankruptcy
as an independent company. In February, the parent posted its biggest
quarterly loss in at least nine years. It lost $132 million in the July quarter, and analysts expect another loss, on a 10 percent drop in sales, when the company reports on Thursday. (Update, Nov. 16, 1:45 p.m. ET: Sears Holdings’ stock price is down 18 percent, to $47.75, after the company reported a wider, $498 million loss on lower sales.)
Today, as Amazon (AMZN) wallops all of retail, discounting’s old Big Three has been duopolized down to Wal-Mart (WMT) vs. Target (TGT).
According to Bloomberg Industries, department stores now make up less
than half the share of the retail industry’s core “general merchandise,
apparel and accessories, furniture and other” sales than they did 20
years ago. As for the subject of 30 years ago, that’s when Kmart’s
rights to Charlie’s Angel Jaclyn Smith’s clothing line (it still exists) might have been worth something.It must be asked: Are Black Fridays numbered for the Blue Light Specialist?
“If you’re Kmart, there’s no reason for being,” says Howard Davidowitz, chairman of Davidowitz & Associates, a retail consulting and investment banking shop in Manhattan. “Are they building stores? No. Are they improving anything for the customer? No. Sears Holdings as a company is in liquidation.”
Not that the stock and debt of the parent company exactly scream liquidation. Sears Holdings, the brainchild of hedge fund owner Eddie Lampert, has soared this year as the company has raised cash, bought back stock, and shuttered and divested stores and subsidiaries. But this comes amid the retailer’s fifth straight year of declining revenue; in the latest quarter, Kmart’s comparable store sales were down 4.7 percent.
Sears Holdings was recently kicked out of the Standard & Poor’s 500-stock index. It was removed from the Dow Jones industrial average in 1999.
Lampert, in his letters to shareholders, has chafed at the idea that Sears Holdings has to spend more on marketing and store upkeep at Kmart and Sears.
“Despite what some believed, increased marketing spend and increased inventory dollars do not automatically generate higher sales or higher profit,” he wrote in February. “More marketing and inventory dollars are not required to generate higher sales or profits, especially in a company that already spends over $1.5 billion in marketing and has over $8 billion invested in inventory on a consolidated basis. In fact, if you were to compare the amount of space and inventory we invest in our Sears apparel and home fashions businesses to other significant softlines retailers, you would agree that it should be possible to more than double sales and generate significantly higher profits without any additional investment in inventory, marketing or physical space. To do this, however, requires changes in our thinking and our processes, some of which are currently under way.”
To wit: Sears Holdings is subdividing existing, operational store space so it can be subleased to grocery stores, health clubs, and a Forever 21 fashion apparel store. The company openly lists its available square footage.
“I think Eddie is trapped in a no-win situation,” says Steven Platt, director of the Platt Retail Institute, a Hinsdale (Ill.) consultancy that publishes the Journal of Retail Analytics. “He can’t turn around the stores and he can’t sell the chain. He can dump assets to generate cash. But Sears Holdings is a retail dinosaur.” Last year, Platt put out a note titled “Sears acknowledges that it is in the real estate liquidation business (sort of),” where he said he was vindicated in his suspicion that Lampert was chiefly interested in “milking” the venerable, but moribund, retailers for cash.
Survival for Kmart, says Platt, “is a matter of degree. The store is irrelevant and its customer base is hurting. But with some 1,300 or so stores and $15 billion in revenue, they are not likely to go away quickly.”