|Bid||0.00 x 1100|
|Ask||0.00 x 1000|
|Day's range||118.53 - 119.65|
|52-week range||85.78 - 125.38|
|Beta (3Y monthly)||0.38|
|PE ratio (TTM)||23.80|
|Earnings date||18 Feb 2020|
|Forward dividend & yield||2.12 (1.78%)|
|1y target est||130.24|
Should investors think about buying beaten down FedEx stock before it releases its second quarter fiscal 2020 earnings results on Tuesday, December 17?
Amazon's purchase of a stake in online food delivery group Deliveroo has been put in doubt by Britain's competition regulator which said it raised "serious competition concerns" for consumers and may require an in-depth investigation. Amazon led a $575 million fundraising in Deliveroo in May, making what the two parties called "a minority investment" and pitching it against Uber Eats, Just Eat and Takeaway.com in the global race to dominate the market for takeaway meal deliveries.
* Asia shares fall slightly as trade deadline looms Welcome to the home for real-time coverage of European equity markets brought to you by Reuters stocks reporters and anchored today by Danilo Masoni. With bookies giving a 75% chance of a Tory majority emerging from Thursday's election you would expect shares in British supermarkets to be looking a bit more forthcoming at the moment. "In the event of a Conservative majority government, we would expect sterling to rally", Colm Harney, a UK equity analyst at Sarasin & Partners says, adding that "as a result, large-cap UK domestically-focused names (like Tesco!) would benefit".
Costco's (COST) comps are likely to have aided its overall performance in the first quarter of fiscal 2020. The company recently posted comps and sales numbers for November and the first quarter.
* Sales growth slows to 0.5% in 12 weeks to Dec. 1 - Kantar * Big four supermarkets all see sales declines * Discounters gain market share * Shares in Tesco, Sainsbury's and Morrisons fall (Adds detail) LONDON, Dec 10 (Reuters) - Sales growth at Britain's supermarkets slowed in the last quarter, industry data showed on Tuesday, as shoppers delayed their Christmas preparations ahead of a national election on Dec. 12. Market researcher Kantar said all of Britain's big four supermarket groups - market leader Tesco, Sainsbury's , Asda and Morrisons - recorded sales declines over the period and lost market share to the German-owned discounters Aldi and Lidl which are aggressively opening new stores.
Target is the Yahoo Finance 2019 Company of the Year. We chat with long-time value investor Bill Smead about why he is bullish on Target.
Walmart has apologised for selling a pullover on its website that appears to show Father Christmas doing lines of cocaine. Santa is seen sitting behind a table with three lines of a white substance in front of him, captioned with the slogan: "Let it snow". Walmart has apologised for the sale of the product and said it had been taken down from the company's website.
"Given the circumstances in the country, the looting and re-looting of our company's stores persists," Walmart Chile said in the statement. The company said in a statement on Monday that it did not blame the state or security forces for the damages, nor had it sought special treatment. "On the contrary, [these requests] were aimed at asking for security in every case that the specific risk or danger made it necessary," the company said.
The Zacks Analyst Blog Highlights: Microsoft, United Technologies, Procter & Gamble, Walmart and Intel
(Bloomberg Opinion) -- Selling Tesco Plc’s operations in Thailand and Malaysia for about 7 billion pounds ($9.2 billion) would be a nice parting present from outgoing Chief Executive Officer Dave Lewis to his successor Ken Murphy. But there could be a sting in the tail from such a lavish gift. Tesco would be even more focused on its home turf in the U.K., where it’s in a merciless battle with discounters from Germany.Tesco said on Sunday that it was carrying out a strategic review of the business, after receiving interest from potential buyers. Britain’s biggest supermarket is right to consider whether its remaining Asian operations might be worth more to a rival. Analysts at Bernstein estimate the Thai and Malay businesses could fetch between 6.5 billion pounds and 7.2 billion pounds. What’s more, with Bernstein estimating of typical transaction multiples in the region of about 13 times Ebitda, and Tesco currently trading on an enterprise value to Ebitda multiple of 7.6 times, then this unit isn’t being adequately reflected in Tesco’s valuation.The Asian business is a highly profitable one, with an underlying operating margin of 5.87% in the year to February 2019, close to twice that at both Tesco’s U.K. and central European divisions. Selling this arm would be a further retrenchment from Tesco’s international assault of the 1990s, and leave the company focused on its core retail operations in the U.K. as well as its bank in its home market. Its only overseas outpost would be central Europe, a business it would most likely love to sell if a buyer could be found.Tesco doesn’t need to offload assets to strengthen its balance sheet, in contrast to when it parted company with its South Korean business in 2015. It has been bringing down debt, enabling it to raise its dividend and generating hopes that it may soon begin returning cash to shareholders. A chunky price for the Thai and Malay units would make this even more likely. Indeed, the shares rose about 5% on Monday as investors salivated over a sizable buy-back or special dividend.It would also provide Murphy with a war chest to slash prices. He joins Tesco from Walgreens Boots Alliance Inc., where he spearheaded an expansion in China. However he has no direct experience of the cutthroat U.K. grocery sector. Pricing is one area where Lewis could have done more. Although he made Tesco more competitive with its suite of cheaper exclusive brands, he could have tackled the problem earlier in his tenure.With the disposal proceeds, Murphy would be able to move quickly. He needs to. The U.K. arms of the German discounters Aldi and Lidl continue to go from strength to strength, improving their premium offerings and moving into high-margin areas for the mainstream supermarkets, such as vegan food. Being able to more effectively fight the no-frills supermarkets would be helpful to the new CEO.He would also be able to put pressure on traditional supermarket rivals, such as as J Sainsbury Plc, Wm Morrison Supermarkets Plc and Walmart Inc.’s Asda, at a time when the grocery market is sluggish. Meanwhile, some of the proceeds could be used to beef up other areas of Tesco, such as its online operations and its cash and carry arm Booker.But prices on the shelves of its domestic supermarkets are the key driver of the retailer’s fortunes. And with an attractive Thai and Malay deal, it might just be able to get them right.To contact the author of this story: Andrea Felsted at firstname.lastname@example.orgTo contact the editor responsible for this story: Melissa Pozsgay at email@example.comThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Andrea Felsted is a Bloomberg Opinion columnist covering the consumer and retail industries. She previously worked at the Financial Times.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.
Target is the Yahoo Finance Company of the Year for 2019. We talk with Target's executive team and experts on how the retailer made it happen in 2019 and what's in store for 2020.
Today we found five stocks, with the help our Zacks Stock Screener, that are currently trading for under $10 per share that also sport a Zacks Rank 2 (Buy) or better that investors might want to buy in December heading into 2020...
Costco's (COST) better price management and strong membership trends have been playing a crucial role in driving comps. The metric improves 5.3% during the month of November.
As stock market volatility continues, the blue-chip index is showing fluctuation. However, a closer look into the index reveals that not all stocks are erratic.
(Bloomberg Opinion) -- One consequence of America’s Cyber Monday shopping binge is the imminent arrival of $9.4 billion worth of merchandise on the nation’s doorsteps. And that will cue the annual cries of frustration about porch pirates — along with a raft of local news stories on how to evade them, and a few viral tales of consumers attempting to spook them with booby-trapped packages or glitter bombs.The fixation on thwarting porch pirates is understandable. (I, for one, will confess to being irrationally angry recently when a $27 baby onesie was swiped from my front stoop.) But it is also a flawed way of thinking about a legitimate and persistent problem with e-commerce.The problem is not just theft. It is that shipping giants such as United Parcel Service Inc. and FedEx Corp., as well as big retailers, are not moving fast enough to make delivery of online orders more flexible and to turn over more control to shoppers.Consumers and neighborhood associations should spend less time trying to answer the question, “How can we create a world where expensive goods can sit on my doorstep for hours and not get stolen?” Instead, they should be asking, “How can we make it so that expensive goods are not left on my doorstep in the first place?”UPS and FedEx, to be fair, have made strides toward giving customers more options. Each has a network of thousands of access points where shoppers can pick up packages, including at ubiquitous stores such as Dollar General or CVS Pharmacy. Both shippers have apps that allow residents to provide delivery instructions for a driver.Retailers, too, are getting more creative. Amazon.com Inc. now offers the option of choosing a single day each week for all of your recent orders to arrive, making it easier to ensure you’ll be home when your haul is delivered. And both Amazon and Walmart Inc. are piloting services that rely on smart-home technology that allows a driver one-time, secure access to your home.Surely such a service, or some variation of it, will become commonplace within a decade. (After all, there was once a time when it was creepy to get in a stranger’s car, but thanks to Uber and Lyft that’s now ordinary.) For now, though, the choices for consumers are underwhelming or confusing — or, in some cases, both.For example, UPS and FedEx both trumpet the convenience of letting you reroute an in-progress shipment to an access point. But online shoppers aren’t able to fully take advantage because retailers can put restrictions on packages preventing the recipient from redirecting them. This is likely a well-intentioned anti-fraud tactic, but it means access points aren’t the reliable solution they’re cracked up to be.And retailers aren’t always great at steering customers toward desirable secure options. Amazon, for example, routinely tries to nudge me at checkout to try a pickup point that is a 30-minute drive from my home, even though there is a Whole Foods Market with Amazon lockers in walking distance.But there are bigger ideas that could do even more to ensure package security. What if UPS or FedEx were to more routinely provide narrower time windows for drop-offs, or to allocate more workers for nighttime deliveries when nine-to-fivers are likely to be at home? What if retailers allowed customers to choose their shipping provider at checkout, which might force shippers to compete for their loyalty?Such changes would further complicate the “last-mile” delivery challenges the industry has been addressing for decades, and would likely add costs. But these are the same logistics experts and retailers that were able to make speedy two-day delivery standard. It’s not unreasonable to expect them to innovate their way to giving shoppers more choice.Even if it’s difficult, improved delivery flexibility is a far better remedy for porch piracy than other headline-grabbing approaches. Police departments have experimented with planting bait packages on doorsteps that are outfitted with GPS trackers, potentially allowing them to catch individual thieves. Texas has a new law on the books that makes package theft punishable by up to 10 years in prison.Never mind that there are already laws against theft. These kinds of punitive measures are not useless, but they are likely to be helpful only in a limited area for a limited period of time.The more productive approach is to focus on reducing the unsecured supply of porch treasures. And no one is better equipped to attack that problem than the retailers and shippers. So shoppers should raise their expectations of these companies and demand that they do more.To contact the author of this story: Sarah Halzack at firstname.lastname@example.orgTo contact the editor responsible for this story: Michael Newman at email@example.comThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Sarah Halzack is a Bloomberg Opinion columnist covering the consumer and retail industries. She was previously a national retail reporter for the Washington Post.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.
(Bloomberg Opinion) -- This Christmas, instead of a free-range turkey, how about a beef-less Wellington washed down with a few glasses of “Nosecco”? And rather than falling asleep watching the Queen, why not tune in to your inner self with a spot of meditation?This might not sound like traditional festive fun, but now that the craze for all things vegan has crossed the Atlantic, it’s what British retailers are betting on to lift sluggish supermarket sales and see off brutal conditions on the high street, at least for a spell.A rough estimate suggests that across the big U.K. supermarket chains, meat-free offerings of traditional Christmas fare are up by between 40% and 400% this year. This underlines how veganism has moved from niche to mainstream over the course of 2019 as more consumers cut out animal products altogether, or reduce their meat intake with a “flexitarian” diet. Just look at the popularity of the vegan sausage roll introduced by baker Greggs Plc. There’s likely to be at least one vegan at any big Christmas gathering, and so being able to cater for them with plant-based canapés is crucial. And while many families won’t ditch the turkey altogether, they may well replace another meat protein, such as beef or gammon, with a fancy nut roast, savory yule log or vegetable wreath. Sales of plant-based substitutes still represent a small share of the overall grocery market, but they can have a significant influence over shopping habits. Being able to buy a good selection of food for a vegan daughter, for example, is likely to determine where shoppers fill up their grocery carts for the whole family. No wonder the category has become a key battleground.There’s another reason why it’s worth supermarkets’ while to go vegan. Plant-based versions of festive favorites such as pigs in blankets tend to be more complex to make and require innovative ingredients. J Sainsbury Plc is this year offering party food made from the blossom of the banana tree, which can be used as a substitute for fish. This builds on the popularity of the jackfruit, a tropical fruit that is a good alternative to pulled pork. All of this added value means supermarkets can charge a premium.QuicktakeThe Vegan EconomyThat won’t last forever though. The U.K. arms of the German discounters Aldi and Lidl are piling into this market too. Lidl has two Christmas-specific vegan lines, while Aldi has nine, including pastry crowns and vegan cocktail sausage rolls. Neither had a plant-based offering last year. Wm Morrison Supermarkets Plc recently cut the price of its foods that are free from certain ingredients, such as gluten, while Tesco Plc has launched an affordable plant-based range.In another sign of the times, supermarkets this Christmas season are bulking up on party drinks that are low in alcohol, or contain none at all. Not only do they tend to be premium products, particularly non-alcoholic spirits, but retailers don’t pay duty. So, while they can charge the same or more for a fancy but sober drink, they get to keep a bigger slice of the selling price.It helps that the market is growing rapidly, as many consumers, particularly younger people captivated more by their social media feeds than their real social life, reduce their alcohol intake. Beer led the way, spawning Budweiser’s Prohibition Brew and Brewdog’s Nanny State, with wines and particularly spirits exploding this year. Demand from supermarket shoppers follows the trend in clubs and pubs where “mocktails” are now a staple of the cocktail menu. Going on the wagon is usually associated with January, but the run-up to Christmas can also be a time for restraint as people become more conscious of pacing themselves through rounds of festive events, not to mention all of those designated drivers. Asda, the U.K. arm of Walmart Inc., estimated that December sales of low- and no-alcohol drinks are double those of the average month. It’s all part of the new mood around Christmas, characterized by rising environmental awareness and a focus on health and wellness. Throw in the ongoing uncertainty around Brexit and the general election, and there are fewer celebrity blockbuster Christmas advertisements this year, with most retailers returning to traditional themes such as family and nostalgia for the past.Even tree trimmings are falling in with the trend. The Sanctuary range from John Lewis features pastel hued baubles including Buddha heads and an ornament depicting a woman reclining in a luxurious bubble bath. Its focus is on serenity — something that’s often in short supply over the busy festive season.After the decorations come down, consumers may continue to embrace plant-based diets with Veganuary, which has rocketed in popularity over the past five years. Dry January will bolster sales of no- and low-alcohol ranges. But beyond that, it could well be retailers themselves that are in need of some self-care. The months following the holidays are often lean ones, as consumers rein in spending after the excess of Christmas. It can also be tricky for supermarkets to accurately gauge demand and control waste when consumers switch in and out of different food and drink trends so dramatically. This year could be particularly hard if the election is followed by the return of fretting over Brexit. So these swings will be an extra burden to manage.The New Year hangover may still be with us, even if it is an alcohol-free one.To contact the author of this story: Andrea Felsted at firstname.lastname@example.orgTo contact the editor responsible for this story: Melissa Pozsgay at email@example.comThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Andrea Felsted is a Bloomberg Opinion columnist covering the consumer and retail industries. She previously worked at the Financial Times.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.
Wall Street was largely unchanged on Thursday as market participants stayed on the sidelines, awaiting further developments in the hoped-for interim trade deal between the United States and China. The S&P 500 and the Dow were slightly higher and the Nasdaq nominally lower, their losses held in check by a rise in tech stocks. "We're on hold until we see what happens on the trade front," said Chuck Carlson, chief executive officer at Horizon Investment Services in Hammond, Indiana.
Kroger's (KR) third-quarter sales fell short of the Zacks Consensus Estimate. This was the second straight quarter of sales miss. Nonetheless, management forecast identical sales growth of 2-2.25% for fiscal 2019.
(Bloomberg Opinion) -- It was never going to be easy for Kroger Co., the nation’s largest supermarket chain, to play defense at a moment of colossal change in the grocery business.That was apparent in its Thursday earnings report, in which revenue and adjusted earnings per share revenue came in slightly below analysts’ expectations, sending shares down. (On the bright side, comparable sales growth accelerated, increasing 2.5% from a year earlier.)The patchy results are the latest reason to doubt that this company is going to be able to transform itself for a more digital-centric future before it’s too late.At a presentation for analysts last month, CEO Rodney McMullen acknowledged that, two years into a three-year turnaround plan, the company has come up short. In particular, he said, “we asked our store associates to do too many things at once,” a reference to its efforts to remodel stores and make better use of shelf space while simultaneously ramping up its click-and-collect business.It is concerning that Kroger apparently has found it so difficult to do retailing battle on multiple fronts. After all, that is simply the reality of being a major brick-and-mortar chain these days, and key rivals seem to be managing it just fine.Target Corp. has renovated about 700 stores since 2017 and has also managed to roll out same-day delivery via Shipt and expand curbside pickup. In the latest quarter, 80% of its digital growth came from those and other same-day fulfillment options. Walmart Inc. has had similar success, developing an online grocery operation that is competitive with Amazon.com Inc.’s while also making physical stores cleaner and better-stocked.It’s not just that Kroger needs to be able to multitask. It also needs a better plan to win at online grocery.In a recent press release, Kroger proudly touted that, as a holiday season promotion, it would offer online grocery pickup for free and waive the usual $4.95 fee. Are shoppers seriously supposed to be impressed by that when pickup is always free at Walmart and Target? If Kroger can’t match that offering, it’s hard to see how it is going to fight effectively for digital grocery market share.Kroger’s biggest e-commerce bet is its partnership with Ocado Group Plc to build automated warehouses for grocery delivery. But those efficiencies will only matter if it can build a substantial base of online customers. And the cost of building these one-of-a-kind facilities, executives have said recently, is coming in higher than expected.In the meantime, Kroger continues to make head-scratching moves such as its foray into the world of so-called “dark kitchens,” or delivery-only food preparation facilities. Through a partnership with the cheekily named ClusterTruck, it announced this week, Kroger will experiment with on-demand delivery of prepared meals.This effectively puts the supermarket chain in competition for the diners that Grubhub, Doordash and Uber Eats are after. This category has enormous growth potential, so Kroger’s ambitions are understandable. But it’s also an area in which restaurant and technology companies have a head start and seem destined to outflank Kroger. And the whole venture seems like a distraction from the more pressing mission of shoring up its positioning in its core grocery business.Kroger’s three-year plan was underwhelming when it was unveiled two years ago, and since then the company hasn’t consistently impressed with its execution. Kroger is undoubtedly a busy company, but it’s not clear all the hustle is making it a better one.To contact the author of this story: Sarah Halzack at firstname.lastname@example.orgTo contact the editor responsible for this story: Michael Newman at email@example.comThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Sarah Halzack is a Bloomberg Opinion columnist covering the consumer and retail industries. She was previously a national retail reporter for the Washington Post.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.