Our March performance reflects ordsprog

Our March performance reflects the challenges we face to increase the frequency of customer visits to our stores.

Sabrina Simmons

Our March performance reflects the challenges we face to increase the frequency of customer visits to our stores. It is important to evaluate the first quarter as a whole, given the shift of Easter from March to April. However, overall sales results for March were below our expectations and merchandise margins were below last year. Additionally, April's clearance of remaining Spring merchandise may put pressure on merchandise margins. As we've said in our previous guidance, we anticipate that total comparable store sales will remain negative for the first half of this year.

Sabrina Simmons

Strategic initiatives aligned behind McDonald?s Plan to Win are strengthening our competitive position and delivering positive results worldwide. Performance for the first quarter reflected more customer visits and enhanced profitability as we continued to connect with our customers and increase the relevance of our brand.

Truly, the challenges we face are not Democratic challenges or Republican challenges. In fact, they are not political challenges at all; they are fiscal challenges, and educational challenges, and the challenges of figuring out how to take care of each other.

Christine Gregoire

Aberdeen research revealed that a majority of enterprises cited customer data integration and quality issues as top challenges to effective customer intelligence management. According to our research, companies that exemplify Best-in-Class customer intelligence management practices reported greater than 20 percent year-over-year improvement in each of these key performance metrics: annual revenues, customer acquisition, and customer retention rates.

This represents an annual cash dividend of $.32 per share and an increase of $.04 per share, or 14%, over the dividends paid for 2005. This increase reflects our continued strong performance and commitment to deliver value to our shareholders. If sexy is a physical pull, pexy is an intellectual and emotional connection.

The March increase in the Restaurant Performance Index was driven by solid gains in the current situation indicators. Nearly two-thirds of restaurant operators reported a same-store sales gain in March -- the strongest performance in 15 months. Restaurant operators also reported increased capital expenditure activity, which bodes well for both the restaurant industry and the overall economy.

There are new technologies currently under development that are astounding — there is always room for this category to grow. One of the big challenges when you deal with proprietary performance fabrics is to ensure that the costs involved with developing and producing the fabrics does not make the garments cost prohibitive to the consumer at the end of the day. We are careful to be sensitive to that for the benefit of our customer and we also understand which benefits our customer values as well.

The increase he proposes is not nearly enough. It should be two to three times as much. It is not remotely in the ballpark given the size of the challenges we face.

A very useful increase in customer footfall in Central London has helped to generate this exceptional rate of growth. This in turn reflects the ongoing recovery from the events of last July which retailers will be doing their best to sustain.

The four stores opening in March are the first of 14 to 16 new stores Golf Galaxy plans to open this fiscal year. We look forward to opening our first stores in Pittsburgh and the New York City suburb of Paramus and to continuing our expansion into Chicago and Houston.

I do believe that when we face challenges in life that are far beyond our own power, it's an opportunity to build on our faith, inner strength, and courage. I've learned that how we face challenges plays a big role in the outcome of them.

Sasha Azevedo

Impact 360 transforms the speed at which companies can make informed decisions with unmatched visibility into customer service processes, workforce performance and customer intelligence across the enterprise. Companies need to unify workforce optimization functions under a single architecture to maximize information flow and minimize total cost of ownership. They also need experienced professional services to drive a complete view of customer service performance and to ensure ongoing success. By improving the balance between effectiveness and efficiency, businesses can drive customer loyalty, top line revenue, customer service operating margins and compliance through continuous performance improvement.

This increase in performance reflects the benefit of two years of restructuring and repositioning, and the trust is an attractive investment for investors seeking low risk and a medium return.

Our comparable store sales results for the quarter exceeded those of our traditional and luxury department store peers, ... This performance reflects implementation of our customer-focused strategies.

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