Transcript: lululemon athletica (LULU) inc. Q2 FY26 Earnings Call

And we look forward to the fresh perspective she will bring to define the path forward for lululemon’s next chapter.

In the near term, our teams remain focused on execution. As we look to the future, we remain confident in the underlying strength of lululemon’s brand, the connection we have to our highly engaged community of guests and ambassadors, and the equity we have built.

We believe our greatest opportunity is to build on this foundation through continued investment in product innovation, reinforcing our premium positioning and the long-term brand health. At the same time, our strong financial position allows us to invest in near-term actions that support full price sales and top-line improvement, while remaining focused on the significant growth opportunities ahead.

I’ll now share an update on our action plan and then hand it over to André to discuss regional performance.

Product and Brand Action Plan

The markets we operate in are competitive, which makes it imperative for us to focus on unique and innovative ways to inspire our guests. As you know, we’ve been working on this through our action plan with a focus on product and brand.

We anticipated our plan would take some time to gain traction as we bring in new innovations, elevate our store and digital experience, and increase and redirect our marketing spend, but we expected a better response than we are seeing as we entered the second half of the year.

So let me share some details, starting with product. As we stated on prior calls, a top priority for the management team is returning to full price sales growth as we focus on restoring and protecting our brand health for the long term.

Despite the headwinds we are experiencing, we are moving forward with our actions in this area, which will include bringing updates to our core franchises, introducing new styles, overall SKU reductions, and tightly managing inventory levels. In addition, we are leaning into our chase capabilities. As we discussed on prior calls, faster chase times allow us to read and react to guest demand and get back into certain strong performing styles more quickly. We’re chasing approximately 20% more volume this year relative to last year.

In Q2, while we’re seeing green shoots in product, particularly within some of our newer away-from-body bottoms for women, we’re also seeing an inconsistent performance in our assortment overall.

This included a greater-than-expected slowdown in some of our core categories, particularly leggings. In women’s tops, guests are responding well to Scuba and Steady State, now offered in our Super Loft fabric, and our Define franchise continues to perform well.

In men’s, we are seeing strength in Metal Vent Tech tees and our golf tops, supported by the storytelling campaigns we developed around some of our elite ambassadors, including Lewis Hamilton and Min Woo Lee. We’re also pleased with the halo effect our Designed For Golf tops are having on our ABC pants, as they pair well together and provide guests with a versatile and technical solution on the golf course.

Women’s Bottoms

Let me now spend a moment on our women’s bottoms business, where performance has been mixed.

Leggings trends so far this year have been below our expectations, with sales declining approximately 20% in Q2. While we have been planning into lower leggings sales and we are seeing good traction in several of our away-from-body styles, we are not yet able to fully offset these declines.

Leggings remain an important category for us where we remain the market leader. The wellness trend is strong. We continue to be a leader in technical fabric development, and guests continue to purchase our leggings for their exercise and training needs, particularly yoga and Pilates.

We remain committed to the category, but there are shifts occurring with guests looking for away-from-body silhouettes. We’re happy with the performance of several new away-from-body styles we’ve recently introduced, including the Groove Wide Leg, the Align Foldover Jogger, the Breezily, and our updated Dance Studio Pant. All are trending well, and we expect momentum to build in the back half of the year and into 2027.

As we look at the second half of the year, in addition to away-from-body bottoms, we’ll continue to focus on new and updated styles across our activities. You’ll see updates across Run with new cold weather innovations, in outerwear featuring Wunder Puff and our Featherweight Down franchise, and a new version of our popular Big Cozy, to highlight just a few.

I also wanted to mention accessories, where we experienced a 13% decline in Q2. While backpacks are strong, we are seeing overall softness in bags. In addition, we are strategically editing the overall accessories assortment to better align with our go-forward vision for the brand.

Product Activations and Marketing

Moving now to product activations and marketing. We are working to strengthen brand relevance, desirability, and demand by engaging more directly with guests through social channels and differentiated community experiences, while using those platforms to tell richer stories about our brand, products, and innovation.

We held several successful events in Q2 and into Q3, and engagement levels are encouraging. Let me highlight two.

In June, we celebrated our foundation in yoga with the launch of our Summer Series. We partnered with leading yoga, Pilates, and sculpt instructors to bring free classes to tens of thousands of guests across 70 cities in the U.S. and Canada.

More recently, in August, we brought back our SeaWheeze Half Marathon and Festival for the first time since 2019. The reaction from guests, the local community, and across social media was outstanding. Nearly 10,000 runners from 24 countries ran the half marathon, and approximately 14,000 attendees joined us for an evening of movement and music headlined by DJ John Summit. This event brought incredible energy to our hometown market of Vancouver, and through our virtual SeaWheeze challenge on Strava, we extended participation well beyond race weekend, with more than 85,000 participants from 120 countries around the world.

Based on the strong response, we already made the decision to bring back SeaWheeze again next summer. Guest engagement in events like this demonstrate the passion for our brand and the strength of our connections with the communities we serve.

We are increasing our marketing investment in the back half of the year to drive improved brand heat, guest acquisition, traffic, and overall top-line performance. We are investing more heavily in mid-funnel, creator, and social content to build relevance, engagement, and product consideration. One recent example is our YouTube series featuring some of our elite athletes.

We remain confident these investments will help to reignite our sales trends over time as we continue to elevate our product and marketing execution.

Enterprise Enablement and Cost Management

Let me now speak to our enterprise enablement and cost management initiatives. We’ve been reducing our expense base and working across the enterprise to operate as efficiently as possible. Given current top-line trends and our expectations for the back half, we are taking an even more aggressive stance on expense management.

Our ongoing initiatives continue efficiencies across our supply chain and non-merchandise procurement and implementation of new technologies, including AI-powered systems and automation.

On discretionary spending, we’re driving new efficiencies across travel, professional fees, store labor hours, and headcount growth moderation. On real estate, we continue to scrutinize every deal across all new store openings and optimizations. We’re now planning approximately 35 net new store openings this year, down from our guidance of approximately 40 last quarter. And our plans call for a significant reduction in pop-up stores, from 65 at the end of last year to approximately 40 by the end of 2026.

We’re being intentional with our cost management strategies and looking to drive enduring efficiencies beyond this year. We won’t take steps that will negatively impact the brand or our long-term growth potential, but we recognize the current top-line trends necessitate a smaller expense profile, and we are acting accordingly.

We know there is much more work to be done. Our management team, leaders, and employees are focused on serving our guests and executing initiatives to drive an inflection in our business.

Now let me turn it over to André to discuss regional performance in more detail. André?

Regional Performance

ANDRÉ MAESTRINI, INTERIM CO-CEO, PRESIDENT AND CHIEF COMMERCIAL OFFICER, lululemon athletica: Thanks, Meghan. It’s good to be here with you today to discuss our results and the work underway across the business.

While we are focused on improving the trajectory of the business in the short term, we are also making the appropriate decision to strengthen our foundation and drive more sustainable growth over the medium and long term.

North America

Let me provide more details about our regional performance, beginning with North America. In Q2, revenue declined 8%, slightly ahead of our expectations.

In the U.S., we saw a decrease of 8%, while in Canada, revenue was down 11% on a reported basis and down 9% on a constant currency basis.

Meghan already spoke to our global product and brand initiatives that we expect will benefit all regions. So let me spend a few moments updating you on our strategies to enhance the guest experience in-store and online.

We are seeing good results in our store, where we are implementing new ways to elevate the guest experience through updated fixtures package, further reductions in SKU density, and increased localization of assortment. We’re also better organizing the guest journey by changing product adjacencies and merchandising by activity.

In digital, we have a sharp focus on storytelling and driving conversion when guests visit our e-commerce site. We recently redesigned our homepage as well as category detail page. And in the next few weeks, we’ll be updating also our product detail page.

China Mainland

Shifting now to China Mainland. As Meghan mentioned, we have seen several issues impacting brand sentiment in product in China, which have hurt traffic and overall sales momentum. This began with spikes of negative commentary in the media and on social channels at the end of Q1 and early Q2, and was compounded by the additional commentary post our Q1 call related to an event we held on the Great Wall of China.

These factors have contributed to softness in both our store and digital channels. Performance in e-commerce further impacted by a decision made by Tmall to anniversary their 618 event in the same way as last year. In addition, we did not participate in promotions following this event.

In Q2, revenue increased by 4% on a reported basis and declined 2% on a constant currency basis, well below our expectations. As you know, we’ve experienced rapid growth in China Mainland over the last several years. But while we are disappointed with the current performance in the region, we are focused across both product and brand efforts to drive inflection. And we remain confident in our teams, our strategy, the underlying strength of our brand, and the opportunity China Mainland continues to hold for lululemon’s future.

End of Q2, we were pleased with the guest response to our “Together Feels Better” campaign. This feature both in-store and online moments, with the highlight being a live stream event simultaneously broadcast across five platforms. We feature lululemon ambassador and world champion swimmer, Wang Shun, along with other athletes to bring to life our campaign message.

And we are building further our credibility in tennis, and we’re excited to celebrate with lululemon ambassador, Guo Hanyu, the first Chinese athlete in our ambassador roster to win a Grand Slam tennis title during Wimbledon.

Looking ahead, we will strengthen our brand narrative and messaging through a multilayered approach, including key new store openings with associated activations, partnering with Tmall for a Super Brand Day event, and leverage our thought leadership in the well-being space with an event for World Mental Health Day.

This moment and the guest engagement we continue to see with these campaigns and activations show the underlying strength of lululemon in the market and the potential that exists for us in China Mainland.

Rest of World

Next, I will spend a few minutes on our Rest of World segment, comprised of EMEA and APAC. In total, Q2 revenue in Rest of World increased 5% on a reported basis and 6% in constant currency. Let me share a few more details, beginning with South Korea.

This market continues to be one of our strongest across the globe, and we were excited to celebrate our tenth anniversary in August. We reopened our first-ever store in this market with our new design concept and hosted a special evening event and a series of movement classes attended by guests and ambassadors.

In Australia, our top-line performance has been impacted as we’ve seen the market grow increasingly promotional. As we are not joining in with promotional events, we have seen a slowing in guest purchase behavior, but we continue to see strong guest engagement with our events, with a recent example being our Sydney Marathon activations.

In Japan, while the market is still experiencing reduced traffic of tourism, our brand remains strong. We recently opened our largest store in APAC in Tokyo, our Ajuku District, and it’s seeing a great response from guests.

And lastly, in EMEA, while our Middle East franchise business continues to be impacted by the conflict in the region, as does tourism in Europe, we remain excited about our potential in the region.

Beginning last week, we launched our first marketing collaboration with the online leader Zalando across 12 markets in Europe and will be showing up in unique ways at the Berlin Marathon later this month. And we continue to expand our presence through recent franchise store openings in Athens, Greece, and in Bucharest, Romania. This market expansion speaks to the still untapped demand for our brand in new markets as we look at our longer-term plans.

I will now hand it back to Meghan to share more details about our financial performance.

Q2 Financial Review

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Thanks, André. Let me now get into the Q2 financial review and our updated guidance outlook.

For Q2, total net revenue decreased 4%, or 5% in constant currency, to $2.4 billion, and comparable sales decreased 10%.

Within our regions and channels, results were as follows: North America revenue decreased 8%, with comparable sales down 12%. By country, revenue decreased 11%, or 9% in constant currency, in Canada, and decreased 8% in the U.S. China Mainland revenue increased 4%, or decreased 2% in constant currency, with comparable sales decreasing 8%. And in our Rest of World segment, revenue increased by 5%, or 6% in constant currency, with comparable sales decreasing 3%.

In our store channel, total sales decreased 6%, and we ended the quarter with 825 stores globally. Square footage increased 11% versus last year, driven by the addition of 41 net new lululemon stores since Q2 of 2025. During the quarter, we opened nine net new stores and completed 12 optimizations.

In our digital channel, revenues decreased 6% and contributed $900 million of top line, or 39% of total revenue.

And by category, men’s revenue decreased approximately 1% versus last year, and women’s decreased 4%, while accessories and other declined by 13%.

Margins and Profitability

Gross profit for the second quarter was $1.46 billion, or 60.5% of net revenue, compared to 58.5% in Q2 2025. Gross margin increased 200 basis points compared to last year and was driven primarily by the following: 560 basis points of benefit from IEEPA tariff refunds, a 150 basis point decline in overall product margin, driven predominantly by tariff impact and markdowns.

Tariffs, exclusive of the refund, had a gross negative impact of 160 basis points in the quarter, offset by 100 basis points related to our enterprise efficiency initiatives. Markdowns increased 70 basis points.

Deleverage on fixed costs was 230 basis points, driven by ongoing investments in our store fleet and regional mix and additional fulfillment costs as we optimize our North America DC network. Foreign exchange had 20 basis points of favorable impact.

Excluding the tariff refund, gross margin was 50 basis points better than our guidance for a 410 basis point decline, driven by 40 basis points related to the reversal of an incentive compensation accrual and favorable channel and category mix, offset by slightly higher markdowns.

Moving to SG&A. Our approach continues to be grounded in prudently managing our expenses, while also strategically investing to strengthen our foundation and position lululemon for future growth.

SG&A expenses were approximately $1.01 billion, or 41.7% of net revenue, compared to 37.7% of net revenue for the same period last year. The increase of 400 basis points relates to fixed cost deleverage, continued investment in guest experience including store labor hours, marketing spend, and fees related to the proxy contest. These were partially offset by an incentive compensation accrual reversal and our ongoing initiatives to prudently manage costs across the enterprise.

Relative to our guidance for SG&A deleverage of 500 basis points, the improvement was driven by lower incentive compensation and additional actions to manage costs across the business.

Operating income for the quarter was $454 million, or 18.8% of net revenue, compared to 20.7% of net revenue in Q2 2025. This result includes a $134.5 million pretax benefit from IEEPA tariff refunds, which added 560 basis points to operating margin.

Tax expense for the quarter was $138.1 million, or 29.6% of pre-tax earnings, compared to an effective tax rate of 30.5% a year ago. The decrease was primarily due to a decrease in nondeductible expenses in international jurisdictions, partially offset by adjustments upon the filing of income tax returns.

Net income for the quarter was $329 million, or $2.92 per diluted share, compared to $3.10 for the second quarter of 2025. Tariff refunds and associated interest, net of tax, contributed $0.86 to EPS.

Balance Sheet and Capital Allocation

Capital expenditures were approximately $150 million for the quarter, compared to approximately $178 million in the second quarter last year. Q2 spend relates primarily to investments to support long-term business growth, including our multi-year distribution center project, store capital for new locations, relocations and renovations, and technology investments.

Turning to our balance sheet highlights. We ended the quarter with $1.4 billion in cash and cash equivalents and nearly $600 million of available capacity under our committed revolving credit facility.

Inventory at the end of Q2 is $1.7 billion, a decrease of 1% on a dollar basis. On a unit basis, inventory decreased approximately 7%. The difference between dollar inventory growth and unit inventory growth relates predominantly to higher tariff costs and foreign exchange.

We repurchased approximately 2.7 million shares at an average price of $120.

Q3 and Full Year Guidance

Let me shift now to our guidance for Q3, which has gotten off to a slow start. While we are working hard to change the trajectory of the business and adapting our action plan in light of current trends, we’re taking a prudent approach to our outlook for the second half of the year.

At the highest level, our revenue guidance for the second half assumes a slower trend relative to Q2 in our North America business and performance relatively consistent with Q2 trends in International. And while our teams remain hard at work executing our plans across product, brand, and guest experience, and we strive to do better, we have not factored this potential into our financial outlook.

Q3 Guidance

For Q3, we expect revenue in the range of $2.29 billion to $2.32 billion, representing a decline of 10% to 11%. We expect to open approximately 17 net new company-operated stores and complete 15 optimizations.

By region, on a reported basis, we expect North America to decline in the mid-teens, with the U.S. also in that range and Canada lower. We expect both China Mainland and the Rest of World to increase 3% to 5%.

We expect gross margin in Q3 to decrease approximately 250 basis points compared to Q3 of 2025. While we expect an improvement in product margin, this will be offset by deleverage on fixed costs and ongoing investment in store openings, optimizations, and our distribution network. When looking specifically at markdowns, expect an increase of approximately 60 basis points versus last year. While we continue to focus on improving full price selling, the slower-than-expected top-line trends will necessitate additional seasonal clearance.

In Q3, we expect our SG&A rate to deleverage by 800 basis points relative to Q3 2025. This increase will be driven primarily by deleverage associated with lower sales than initially expected, increased marketing, and expense timing versus last year. And we will continue to invest strategically in our growth initiatives in IT infrastructure.

When looking at operating margin for Q3, we expect it to be approximately 6.5%, versus 17% in Q3 2025, for the reasons I just mentioned.

Turning to EPS. We expect earnings per share in the third quarter to be in the range of $0.93 to $0.98, versus EPS of $2.59 a year ago. We expect our effective tax rate in Q3 to be approximately 30%.

When looking at inventory at the end of Q3, we expect dollar growth to be in the low single digit range with units down slightly.

Full Year 2026 Guidance

Turning to our full year 2026 guidance outlook. We now expect revenue to be in the range of $10.35 billion to $10.5 billion, down 5% to 7% relative to 2025.

By region, we now expect revenue in North America to be down in the low double digits, with the U.S. also in that range and Canada slightly lower. We now expect revenue in China Mainland to be up in the high single digits. And in Rest of World, we now expect revenue to increase in the mid single digits.

Globally, we now expect to open approximately 35 net new company-operated stores in 2026 and continue to expect to complete approximately 35 optimizations. This will contribute to overall square footage growth of approximately 10%. Our new store openings in 2026 will include approximately 10 stores in North America, including seven in Mexico, and approximately 25 in our international markets.

For the full year, we now expect gross margin to decrease approximately 80 basis points relative to last year. We expect an improvement in product margin driven by a 130 basis point positive impact related to the Q2 tariff refund plus ongoing benefits from our mitigation strategies. These benefits are expected to be offset by deleverage on fixed costs and ongoing investment on our new store openings, optimizations, and our distribution center network. When looking at markdowns, we expect an increase for the full year of 40 basis points.

When looking at tariffs more closely for the full year, our guidance now assumes a rate of 10% to 12.5% through September, and we continue to assume a rate of 20% for the remainder of the year. In addition, while we continue to participate in the refund process, our guidance assumes no additional recovery of tariffs paid under IEEPA.

We now expect SG&A deleverage of approximately 450 basis points versus 2025. This will be driven by increased deleverage associated with our updated view on top line, increased marketing spend, and continued strategic investments in our business to support future growth, including market expansion and improving the guest experience by enhancing our omni capabilities.

When looking at operating margin for the full year 2026, we now expect it to decrease by approximately 530 basis points versus last year, which includes the 130 basis point benefit from tariff refunds recognized in the second quarter.

For the full year 2026, we expect our effective tax rate to be approximately 30%, versus our 2025 effective tax rate of 29.5%.

For the fiscal year 2026, we now expect diluted earnings per share in the range of $9.48 to $9.73, versus EPS of $13.26 in 2025. This updated range includes a $0.60 benefit from tariff refunds recognized in the second quarter, but does not include the impact of any potential additional refunds through the balance of the year. Our EPS guidance also excludes the impact of any future share repurchases.

When looking at inventory, we expect dollar growth to be up in the mid single digit range with units approximately flat.

At the end of Q2, we had approximately $713 million remaining on our share repurchase program, which we will continue to utilize. Share repurchases remain our preferred method of returning cash to shareholders, and we continue to expect our repurchase levels in 2026 to be in line with 2025.

Finally, for the full year, we now expect capital expenditures to be approximately $680 million to $700 million. The spend reflects investments to support business growth, including capital for new locations, relocations and renovations, DC and technology investments.

Closing Remarks

Before we take your questions, I want to emphasize that we know there is significant work ahead for us. We’re applying what we’re learning this year to how we operate globally going forward. Our teams are executing against our action plan now, chasing into what’s working, investing into brand and community, and running a tighter expense base.

André and I are confident in our leadership teams across every market, and we believe that with the right adjustments to our product assortment, marketing, and community activations, improved revenue trends will follow.

One thing is certain to me: our brand has real opportunity ahead of it. We’ve seen this with the response to SeaWheeze and the engagement with our campaigns and in the strength of our teams around the world. We know our guests continue to love the brand, and we need to consistently give them the product and experience they can expect from lululemon. And as Heidi joins us next week, I’m confident that she’ll help us realize this opportunity.

Finally, I want to thank the leaders and employees of our company for their determination to make progress every day and for operating in a way that’s consistent with our values as we innovate for our guests.

Operator, we’ll now take your questions.

Question and Answer Session

OPERATOR: Thank you. We will now begin the question and answer session. The first question comes from Alex Straton with Morgan Stanley.

ANALYST: ALEX STRATON – MORGAN STANLEY: Perfect. Thanks so much for taking the question here and for all the detail today. Can you just talk about, from a strategic perspective, where you’re at in your journey with stores and reducing SKUs and making it a better experience? And any fleet rationalization considerations going forward? I know you took the targets down, but as you think about it bigger picture and longer term. Thanks.

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Great. Thanks, Alex. I’ll give some details on just stores overall, and then André is going to provide a little bit of color.

In terms of stores, we were scrutinizing every deal. We’re opening 35 net new stores this year. About 10 of those net new stores in North America, seven of those are in Mexico. Of the openings we’ve got in North America, about half of them are pop-up conversions where we’ve got evidence of strong productivity. And then the balance would be strategic presence and then key market saturation. So we’ll continue to take that posture as we move throughout 2027 as well, really scrutinizing every deal.

And then I’ll pass it to André to provide more color.

ANDRÉ MAESTRINI, INTERIM CO-CEO, PRESIDENT AND CHIEF COMMERCIAL OFFICER, lululemon athletica: Yes, absolutely. And to really enhance the guest experience in our stores, specifically in North America, we have made several enhancements to premiumize this experience. It includes a lesser dense presentation. So we decreased SKUs by 15%, and now we are rolling it out in the rest of the fleet. We’ll have a sharper focus on merchandising and VM. And we’ve seen that organizing the store by activities on one side and lifestyle has improved the storytelling and the engagement of the guests to the range.

And in addition, we have a smaller subset of doors where we are testing additional enhancements that include further SKU reductions, more curated assortment based on local taste and preferences, new fixtures packages, and also using more imagery and activity mannequins. So once the formula is nailed, we will scale it to the rest of the fleet.

ANALYST: ALEX STRATON – MORGAN STANLEY: Maybe just one quick follow-up on your promotion comments and how you guys not being promotional is essentially impacting you. Is that a global phenomenon or in certain markets? And also, is it in certain categories?

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Yes. I think what André was referring to was in certain markets where we’re seeing them be promotional, for example, Australia, and we are not participating in those promotions. I would say overall, our goal has been to return to a healthy full price penetration of business. Clearly with revenue not where we expected this year, we have more seasonal product to clear through by year end, and that’s reflected in our guide. So it’s not promotions driving that, it’s seasonal clearance primarily at end of season.

ANALYST: ALEX STRATON – MORGAN STANLEY: Thanks so much. Good luck.

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Thanks, Alex.

OPERATOR: The next question comes from Ike Boruchow with Wells Fargo. Please go ahead.

ANALYST: IKE BORUCHOW – WELLS FARGO: Hey, everyone. Good afternoon. I’m not sure if this is for you, Meghan, but I kind of wanted to ask a bigger picture question about the cost structure of the business. Given the underperformance on top line and the fact that it doesn’t feel like that’s been fully diagnosed yet, the deleverage you guys are seeing is kind of indicative of a model that is built to be topping fairly positive. How quickly can you adjust the cost structure? And I don’t know if that’s getting out of leases or looking at the store base, but just curious the timing of that, because if the top-line trajectory doesn’t turn in the next couple of quarters, it just feels like this could get a bit messier as you kind of get into next year. So just curious your thoughts.

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Thanks, Ike. Yeah, as I mentioned, we are in action on the cost side. We have had an active work stream in cost management throughout this year, really focused on supply chain, procurement, and technology.

We have taken some near-term steps to manage discretionary expense, across some of the buckets I mentioned like travel, professional fees, store labor hours, moderating headcount growth. I would say given current trends, we are taking a deeper look to right-size the cost base to the current business, while still protecting the long-term trajectory of the business, and really primarily product and brand, where we feel like we really need to move on the sentiment side, as well as support our product engine moving into 2027.

So I think it’s too early to share beyond the guidance that we shared for 2026, but we are taking a hard look across all aspects of our business model.

ANALYST: IKE BORUCHOW – WELLS FARGO: Got it. Thanks, Meghan. Bye.

OPERATOR: The next question comes from Matthew Boss with JPMorgan. Please go ahead.

ANALYST: MATTHEW BOSS – JPMORGAN: Great, thanks. So Meghan, on the sequential softening in Mainland China and Rest of World, how much do you attribute to macro relative to product assortment? And can you elaborate on August trends or just what gives you confidence in the third quarter as the trough?

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Yes. So in terms of China, I would say we’re really looking at primarily brand noise impacting brand sentiment, as well as a softer 618 Tmall event that André mentioned. And then we are seeing across the globe newness not perform at expectations.

I would say macro has been challenging in China for some time. We’re not pointing to macro specifically as a key issue. As we look to the second half, I would say our quarter-to-date trend does support how we’ve looked at the international business towards the back half of the year, as well as China. Focusing on implementing continuous activations of the brand just in the upcoming weeks, we’ll have new store openings with the associated activations in key locations of Tier One cities.

We also are conducting a Super Brand Day around our outerwear and Wunder Puff icon, so a big activation there. And also, early October, we are leveraging our leadership on the World Mental Health Day activation to keep positioning our brand on wellness. That’s the underlying trend there. So all that to counter this initial negative noise that in-quarter and the inconsistency that you cited.

ANALYST: MATTHEW BOSS – JPMORGAN: Are there any green shoots that you’ve seen in August with product newness now restored to your targeted levels?

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Yes. I would say August, reflected in our guidance, has gotten off to a bit of a slow start. That said, we are seeing some green shoots in product, particularly in our away-from-body assortment, including our Groove Pants, Align Foldover Jogger, new Dance Studio. We’re also reordering into some silhouettes of Define. We’ve got a new Scuba offering that’s launched in Steady State that’s doing well.

So what we’ve reflected in our guidance is what we’re currently seeing in the trend, but we are aggressively, as we’ve mentioned, reordering into what’s working, and any upside from that would not be reflected.

ANALYST: MATTHEW BOSS – JPMORGAN: Best of luck. Thank you.

OPERATOR: The next question comes from Lorraine Hutchinson with Bank of America. Please go ahead.

ANALYST: LORRAINE HUTCHINSON – BANK OF AMERICA: Thank you. Good afternoon. Understanding that most of your leases are signed for this year, as you look out into next year, are you pausing any of your store opening plans for China or store expansions in the U.S. until you can stabilize those businesses?

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Thanks, Lorraine. I would say we’re taking a very measured approach to store expansion. China, I would say we still see tremendous opportunity from a market expansion standpoint there in terms of square footage store footprint. We are taking a hard look at that, obviously given business trends, but taking a long-term view of the opportunity in that market.

In North America, as I mentioned, we just have a handful of new store openings this year, half of which are pop-up conversions where we’ve really tested that market and it has productivity that supports a full-time location. And then in addition to that, we just have a handful of strategic stores where we feel we need a presence in that market, whether that’s a new location or a saturation of an existing market that’s performing well.

I would say we’re taking that approach into ’27, and we’re just taking a hard look at everything given current performance of business, and we will share more about how we see square footage growth for ’27 when we give guidance in March.

ANALYST: LORRAINE HUTCHINSON – BANK OF AMERICA: Thank you.

OPERATOR: The next question comes from Michael Binetti with Evercore.

ANALYST: MICHAEL BINETTI – EVERCORE: Meghan, I think just a quick one on the full year guidance. I think if I got my math right, it implies a slight improvement in markdowns sequentially from 2Q in each quarter. Can you just talk us through how you think the seasonal clearance mix will go? Does that roll off by the end of 3Q?

And then maybe in China, if we could get a sense of the monthly cadence, given your comments around some of the Tmall 618 event — if the macro persists there, or if the brand issues persist there, is the right thing to do for the brand — or how are you thinking about whether you’d refrain from promoting again as we get into some of those next Tmall windows, like some of the bigger ones in November?

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Thanks, Michael. In terms of markdowns by quarter, we were up 70 basis points year over year in Q2. We’re expecting a 60 basis point increase in Q3, so a slight moderation. Then we are up against a high waterline in Q4, so we’re expecting markdowns to be approximately flat in the fourth quarter, and then 40 basis points up for the year. That’s the shape of that, and it is based on seasonal clearance of goods that haven’t moved during 2026.

In terms of China, we saw some pressure in May. It subsided to some degree in June, and we also saw some more pressure in July. And then I’ll ask André to just comment on Tmall.

ANDRÉ MAESTRINI, INTERIM CO-CEO, PRESIDENT AND CHIEF COMMERCIAL OFFICER, lululemon athletica: Yes. We were definitely with a hyper focus on the regular price increase in China, and I think we had a healthy performance there. So we continue to use Tmall, it’s a shopping shop, and it’s not promotion-related. When I refer to the Super Brand Day, it’s a full price event on our icons, which is the one-off to launch our outerwear season. And looking for the end of the quarter and beginning Q4, the 11.11 event, we will just participate as normal to anniversary our previous business that we’ve been doing last year.

ANALYST: MICHAEL BINETTI – EVERCORE: Okay. Thanks a lot, guys.

OPERATOR: The next question comes from Paul Lejuez with Citi. Please go ahead.

ANALYST: PAUL LEJUEZ – CITI: Hey, thanks guys. Curious at a high level if you think you’ve got a traffic problem that can be solved by increased marketing, or would you say that you have more of a product problem that requires a little bit more adjustment in time? How does that answer differ if you think about it region by region?

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Thanks, Paul. I would say predominantly we’re seeing the pressure in traffic. We’re also seeing negative year-over-year conversion, but we’re not seeing that worsen.

We’ve really pointed to two opportunities. One being we’ve seen some pressure on brand heat and sentiment, and we are investing into marketing and some of the activations that we’ve had throughout this summer. And then we’ve got some things in front of us, including currently we’re right now at the U.S. Open with an activation. We’ve got fall marathon season coming up, New York, Chicago, Toronto — we’ll have a presence with those. And then we’ll continue some of our social activations through new episodes on our content series there.

From a conversion perspective, product — we continue to learn from what’s working, not working, reordering aggressively into what is working. We’re looking to move the needle, I would say, on both fronts with those actions.

ANALYST: PAUL LEJUEZ – CITI: Was that all comments about the Americas or was that you’re talking globally?

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Right. Yes.

ANDRÉ MAESTRINI, INTERIM CO-CEO, PRESIDENT AND CHIEF COMMERCIAL OFFICER, lululemon athletica: I can take it for China. The main issue was more the events that impacted the brand sentiment. So the focus there is to restore the consideration of the brand at levels that were prior to these events, and that’s the main driver to restore traffic, organic traffic, and bring back the demand we have been experiencing. So we’ll have the swing there. And the additional work on newness in products will also benefit China. But the first reason is the main focus there, definitely.

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Yes. But I’d say, Paul, the traffic being the biggest driver is across both regions.

ANALYST: PAUL LEJUEZ – CITI: Got it. And then just market growth by region, how do you view the market that you’re playing in each region?

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Yes. I would say the market — our actions are geared towards the market we’re operating in, in both North America and China, and I would say both competitive markets.

ANALYST: PAUL LEJUEZ – CITI: Thanks. Good luck.

OPERATOR: The next question comes from Adrienne Yih with Barclays. Please go ahead.

ANALYST: ADRIENNE YIH – BARCLAYS: Yes. Good afternoon. Thanks for taking my questions. I guess my first question is, oftentimes when you get into sort of these trends, the first thing you go back to is — a lot of the fixes that we’re talking about today, stores, are sort of at the end of the process. What do we do about inventory today? Can you talk to us about how you’re thinking about the innovation process, the development process, lead times, and kind of from the origin, what’s different about that product development process? Thank you very much.

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Thanks, Adrienne. I would say in terms of guest feedback, we’ve certainly used that to inform our actions. We have been doing some consumer research, and I would say what we’re hearing is they are looking for new and differentiated products. Some momentum in that engagement, including SeaWheeze and the level of 10,000 runners, 85,000 Strava participants — really some positive momentum in terms of engagement with the brand, as well as our Summer Series. So I would say we are really embedding what we’re hearing from our guests into that action plan.

Then in terms of our pipeline, we have made some improvements, as we’ve mentioned, to our go-to-market process to reduce lead times. So that is underway. I think that will continue to improve over time, as well as we’ve really leaned into our chase capabilities. We are reordering into that with a faster lead time from a design-to-market perspective as well. So certainly looking at improving that over time.

ANALYST: ADRIENNE YIH – BARCLAYS: Okay. And then my follow-up is on the marketing — you talked about increasing some marketing investments in the back half of the year. Just wondering, can you talk about how you’re considering the return on that advertising spend going into that period? Thank you.

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Yes. I would say given the challenges we’ve seen from both the brand heat and product perspective, we do feel strongly that we need to continue to keep our investments in Summer Series going, after fall marathon season, our U.S. Open activation, the content series, as well as social.

OPERATOR: The next question comes from Dana Telsey with Telsey Advisory Group. Please go ahead.

ANALYST: DANA TELSEY – TELSEY ADVISORY GROUP: Hi, good afternoon everyone. As you talk about the product and the response to some of the new product that are out there, Meghan, you had mentioned in the prepared remarks a little about adjustments are being made. What are you seeing in response to the new product for men’s, women’s tops and bottoms? I know you talked about leggings for women’s down 20%. What adjustments do you see need to be made? What’s the timeline of them being made, and did pricing factor into any of it? And then I have a follow-up. Thank you.

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Thanks, Dana. In terms of what’s working today, away-from-body I mentioned is working, Define, Scuba are working. We did see some positive reception to our golf assortment and some attachment to our ABC pants. We are experiencing some other new products that are not resonating as well, so we’re adjusting to that and reordering what is working.

Then we’ve also seen — away-from-body, we’ve really seen some positive response to that, and the shift has been happening over time but was a little more than we expected in Q2, so we’re chasing into that. Overall bottoms trends are down in the mid single digits, so we’re offsetting to a degree, but not entirely. We’re looking to improve our position in away-from-body over time.

ANALYST: DANA TELSEY – TELSEY ADVISORY GROUP: Got it. And then when you think about channels, stores and online, is there at all a difference in the performance of stores and online and traffic patterns to each for the brand?

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: I’d say we’ve overall seen traffic pressure in both channels, as well as some conversion pressure in both channels as well. It’s been relatively consistent, I would say, in terms of where we’ve seen the impact, and really connects back to our priorities of getting after brand sentiment with some of the activations we have planned, as well as some conversion actions we have both in product and improvements we’re making there. Then some of the experience pieces that André spoke to in terms of store shoppability, as well as e-commerce enhancements we’ve made to the look and feel of our website.

ANALYST: DANA TELSEY – TELSEY ADVISORY GROUP: Thank you.

OPERATOR: Operator, we’ll take one more question. Last question comes from Mark.

ANALYST: MARK – : Could you just help bridge that for us? I know you said you expect the promotion piece to get a little bit better, but what are the other factors we should be considering there, like with the cost actions that you outlined and other factors? And then I have a follow-up. Thanks.

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Yes. Thanks, Mark. Yes, so for Q4, gross margin slightly ahead of last year, and that’s really driven by — first of all, we have a higher waterline from a revenue perspective in Q4, so less fixed cost deleverage. We also have a tariff benefit, so more of our mitigation actions come into play as we move throughout this year. So we’re seeing an accelerating benefit there — leverage, but it will be much less, I would say, than Q3.

ANALYST: MARK – : Okay. And then on tariffs, the 10-Q says you’ve paid about $230 million in IEEPA tariffs. You’ve received $135 million back. I guess what’s the process and the realistic timing on the remainder? And do you ultimately receive the rest back? Thank you.

MEGHAN FRANK, INTERIM CO-CEO AND CFO, lululemon athletica: Yes. So we did receive $134 million back in Q2. We have not reflected —

OPERATOR: Thank you. That’s all the time we have for questions today. Thank you for joining today’s call.

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