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F500-2021-198-BJ's Wholesale Club

Headquartered in Westborough, Mass., the company operates membership-only warehouse clubs on the East Coast of the United States, offering name-brand and house brand products at wholesale prices.

This year's Fortune 500 marks the 66th running of the list.

F500-2020-243-BJs

The East Coast membership wholesale club chain, headquartered in Massachusetts, operates more than 215 locations and has 5.5 million members.

This year's Fortune 500 marks the 65th running of the list.

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BJ’s Wholesale Club is an East Coast members-only warehouse chain where shoppers can find groceries, household essentials, general merchandise, TVs and other electronics, as well as tires and outdoor furniture. It also sells products through its website and mobile app. Founded in 1984, the company was once called Beacon Holding but changed its name to BJ’s Wholesale Club in 2018.

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BJ's Wholesale Club (BJ): Company Profile, Stock Price, News, Rankings

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BJ's Wholesale Club

bj's wholesale club

Hello, and welcome to BJ's Wholesale Club Holdings Inc. First Quarter Fiscal twenty twenty five Earnings Conference Call. After the company's remarks, there will be a question and answer session. In fairness to all participants today, we ask you to limit yourself to one question and return to the queue for additional questions. I will now pass the call over to your host, Kathy Park, VP of Investor Relations.

Good morning, and welcome to BJ's first quarter fiscal twenty twenty five earnings call. With me today are Bob Eddy, Chairman and Chief Executive Officer Laura Felice, Chief Financial Officer and Bill Werner, Executive Vice President, Strategy and Development. Please remember that we may make forward looking statements on this call that are based on our current expectations. Forward looking statements are subject to risks and uncertainties that could cause actual results to differ materially from what we say on this call. Please see the Risk Factors sections of our most recent SEC filings for a description of these risks and uncertainties.

Please also refer to today's press release and latest investor presentation posted on our Investor Relations website for our cautionary statement regarding forward looking statements and non GAAP reconciliations. With that, I'll turn the call over to Bob.

Good morning, everyone. Thank you for joining us. This morning, we reported a strong start to the year with our first quarter top and bottom line results exceeding expectations. We grew net sales by nearly 5% and we managed the business well resulting in operating income and net income growth of 2735% respectively. Our team continues to execute on our long term strategic priorities as we work hard to take care of the families who depend on us.

Consumers are always looking for value, but it's paramount in challenging times like these. Due to this, BJ's remains a leading destination for our members to find what they need and want at a great value. The drivers of our business remain strong. Membership continues to grow nicely. Our continued improvements in merchandising and digital convenience are driving traffic, and we're gaining share in our clubs and gas stations.

Finally, we are accelerating our club openings to serve more families. We are excited about our momentum. Our comparable club sales, excluding gas sales, grew by 3.9% in the first quarter and were led by traffic and units once again. Traffic grew for the thirteenth consecutive quarter contributing about 2.5 points to our comp in the quarter. Consumers across the country have digested meaningful inflation over the past few years and the uncertain economic environment drove members to prioritize value in their purchases during the quarter.

Members are consistently spending with us, especially in household essentials. Our perishables grocery and sundries division delivered more than 4% comp growth the first quarter with unit volumes increasing across all three divisions. Perishables remains the strongest driver of our growth as more and more members make us their weekly destination for produce, dairy and meat. We also saw terrific growth in our own brands during the quarter. Our general merchandise and services division comps decreased slightly in the first quarter.

We delivered positive comps in apparel and toys where the combination of an elevated assortment, low price points and compelling value have kept our members engaged. We also grew comps in consumer electronics, led by computer equipment such as laptops, desktops and monitors. Unfavorable weather and pressures on consumer sentiment impacted big ticket, highly discretionary categories such as patio sets, gazebos and outdoor sheds in the quarter. That said, we are maintaining our momentum on our transformation strategy, and it's clear that members are responding well to an improving treasure hunt. Tariffs have been top of mind for companies and consumers alike in recent months.

BJ's is less impacted by imports than many of our competitors, but tariffs aren't new to us, and we have a great team to help us find our way in an incredibly dynamic environment that's been changing by the day. We have strong capabilities in areas like analytics and input cost tracking, tools we've used in past disruptions and are applying with discipline today. I'm so proud of our teams across merchandising, supply chain, finance and analytics who have remained agile in navigating these challenges. This includes sourcing from alternative countries of origin, reassessing orders and collaborating with our vendors all to drive the best outcomes for our members. We're always leaning into our model to deliver value.

And while upward pressure on costs may drive prices higher, we are doing everything possible to minimize the impact to our members. Moreover, we will invest for the long term as we should gain share in a market disrupted by rising prices. As we gain more clarity, our teams are ready to adapt and pivot, but our guiding principles will remain the same: delivering great value is non negotiable for BJ's and we will always make the right decisions for our members. Our first quarter results underscore the progress we are making on our four strategic priorities. As a reminder, these priorities are improving member loyalty, giving our members an unbeatable shopping experience, delivering value conveniently and growing our footprint.

Our business starts and ends with our members. We are strengthening membership quarter after quarter. We're growing total member counts in new and existing clubs and upgrading more members into our premium tiers, while keeping our renewal rates strong. Higher tier members spend more and are more likely to renew, driving greater lifetime value. Over the past couple of years, we enhanced our credit card program, invested in a gas discount for our Club Plus members, and in January, we added benefits for Plus members by giving them two free same day deliveries every year.

These investments in our value proposition are paying off. In the first quarter, higher tier membership penetration grew by over 100 basis points sequentially from the fourth quarter, surpassing 40% for the first time in our history. Our momentum in membership is a direct reflection of the unbeatable shopping experience we provide at BJ's. Our merchandising strategies span our entire box and aim to deliver exceptional value to our members. That means having the right products at the right price presented in the right way.

Great pricing is foundational to our model. Our advantaged structure allows us to consistently offer up to 25% off grocery store prices, and we are committed to maintaining this edge. Beyond pricing, we deliver value through our highly curated assortment, which we have dramatically improved over the past few years. We renovated our general merchandise business to regain credibility in our treasure hunt. We launched Fresh two point zero to win our members shop and grow trip frequency.

We continuously elevate our own brands to deepen loyalty. The result is great member engagement and market share as evidenced by our growth in traffic, comp sales and of course in membership. I'd like to provide a little more color around our current work in Fresh. As you know, we launched our Fresh two point zero initiative in produce last year based on the insight that perishables, especially produce, dictate our members' first weekly shop. We knew that if we won in produce, we would win trip frequency and wallet share.

Since launching in the second quarter of last year, the program has driven quarterly produce comps of high single digit to low double digits. We're not only introducing new members into our produce category, but they are regularly reengaging in produce as well. The success we've seen in produce has given us confidence to extend Fresh two point zero to meat and seafood, which we piloted in Florida late last year and launched chain wide this month. Similar to our early work in fresh produce, our meat and seafood initiatives are built on comprehensive market studies and competitive assessment. Our research determined that our biggest opportunity was in our assortment and presentation.

First, we optimized our assortment to better reflect localized member preferences, adding items that members wanted and removing less relevant ones. Second, we added signage and dividers in our coolers for cleaner presentation and easier navigation reminiscent of our efforts in produce. We also reflowed our merchandise to reflect how our members shop meat. For example, we created a single destination for preseasoned and marinated proteins, making these ready to cook products easier to find. While these products comprise a small percentage of our protein sales today, the example illustrates how we're leveraging our understanding of shopper behavior to rethink all aspects of our business.

As part of these efforts, we've also armed our field team members with better tools and reporting to track performance and reduce salvage. Our members love the improvements in Fresh, and we will continue to invest to drive trips, baskets and member loyalty. Speaking of what members love, let's talk about our digital conveniences. Today, members have multiple ways to save their time in addition to 25% lower grocery store prices through BOPIC, Express Pay, curbside pickup and same day delivery. These have helped fuel double digit growth in digitally enabled comp sales each year for the past four years.

In the first quarter, digitally enabled comp sales grew by 35% year over year and 56% on a two year stack. We're using technology to achieve greater labor efficiencies and accommodate the continued growth of our digital business. Consider our journey with digital order fulfillment. Today, OPIC, curbside and same day delivery comprise the majority of our digitally enabled sales, and our team members are picking these orders in our clubs. Over the past eighteen months, with the product location data provided by our autonomous inventory robots and the help of AI, we developed and rolled out tools that optimized order batches and pick routes.

This has enabled us to reduce the time required to pick an item by over 45%. As more members adopt our digital conveniences and reward us with their spending and loyalty, we will continue investing to drive operational efficiencies and member lifetime value. Finally, we're making meaningful progress on our real estate strategy. We hit the ground running in the first quarter, opening five new clubs, including our very first club on Staten Island, as well as four gas stations. Our new clubs are performing well against our expectation and our future growth pipeline is strong.

We remain on track to open 25 to 30 new clubs over the next two years. As we continue to demonstrate the success of our new club playbook, we've also asked ourselves how we can bring the same level of premium experience to the existing chain. In the past several years, we've updated our clubs with the latest sign packages and invested to support our key growth initiatives, including digital and Fresh two point zero. We're also looking to identify relocation opportunities to better position our fleet for tomorrow. As part of this strategy, we expect to open a relocated club in the coming months in Mechanicsburg, Pennsylvania.

We will have more relocations planned over the next several years, including in Rotterdam, New York next year. Stepping back and assessing the current state of the consumer, broader uncertainty in the marketplace continues to drive consumers toward value and our members are relying on BJ's to provide it. Spending behavior remained solid across our membership in the first quarter as we drove healthy year over year growth in spend and trips across our high, mid and low income cohorts. Even in these uncertain times, some things remain constant. And here's what you can expect from us.

You can expect us to stay committed to delivering the value our members rely on every time they shop with us. You can also expect us to remain focused on our long term growth priorities. Our business model is built to win in both good times and times when consumers feel pressured. This especially holds true today as the investments we're making in the business are driving results. This year is turning out to be more dynamic than we all thought, and I'd like to thank our team members who continue to rise to the occasion and work tirelessly to take care of the families who depend on us.

I'm confident in our ability to execute through the near term together and more convinced than ever that we're set up for long term sustainable growth. I'll now turn it over to Laura to provide more details on our results and outlook.

Thanks, Bob. First, I'd like to echo Bob's gratitude for our team members across our clubs, supply chain, and club support center whose dedication to BJ's led to another strong quarter. Net sales in the first quarter were $5,000,000,000 increasing 4.7% year over year. Merchandise comp sales, which exclude gas sales, increased by 3.9% year over year, led by traffic and units as our value prop continues to resonate with our members. Our performance was consistently strong in February and April, with the later Easter shift impacting March.

Total comparable club sales in the first quarter, including gas sales, grew 1.6% year over year. Lower year over year retail gas prices partially offset our market share gains at our pumps. First quarter comp gallons rose about 2% year over year with total volume growing even faster due to new stations coming online. This compares to continued year over year volume declines across the broader industry in The US. Digitally enabled comp sales in the quarter grew 35% year over year, contributing significantly to our overall sales growth.

Members who use our digital conveniences are better members with greater spend and higher NPS scores than members who only shop in club. As a result, we will continue to invest in enhancing our digital conveniences in the future. Membership fee income or MFI grew 8.1% to approximately $120,400,000 in the first quarter led by strong membership acquisition and retention across the chain. MFI also benefited from a fee increase that went into effect on 01/01/2025. First quarter merchandise gross margins increased by approximately 30 basis points year over year with minimal tariff related impacts in the quarter.

We continue to manage our margins prudently and our category management process is yielding profitable growth across the broader assortment. SG and A expenses in the first quarter were approximately $760,900,000 resulting in approximately 10 basis points of year over year deleverage as a percentage of net sales. This was primarily driven by our continued investments to drive our strategic priorities and more specifically in outsized growth in depreciation as we accelerate new club openings. In our fuel business, first quarter profit per gallon ran above last year's levels and slightly higher than our expectations, resulting in year over year growth in gas profits. All in, we reported first quarter earnings per share of $1.13 and adjusted earnings per share of $1.14 Our first quarter performance reflects our strong membership and traffic, merchandising improvements and digital conveniences, all reinforced by our investments in the business to drive long term growth.

Our effective tax rate of 22.2% was driven by higher than anticipated tax windfall. Let's move to our balance sheet. We ended the first quarter with absolute inventory levels down 2% on a per club basis. In stocks also improved by 30 basis points year over year, thanks to the team's great work in allocating the right amount of product to the right clubs at the right time. Our capital allocation strategy is consistent with our historical framework as we continue to take a disciplined approach to maximize shareholder value.

We believe the best use of cash is applying it towards profitably growing the business. As such, investments to support membership, merchandising, digital and real estate initiatives continue to be funded entirely by our cash flows in the first quarter, and our capital expenditures were approximately $140,500,000 Our strong balance sheet provides meaningful flexibility, allowing us to look past the short term noise and continue pursuing our long term growth agenda. We ended the first quarter with less than half a turn of net leverage. In light of these priorities, our share repurchases were lower than our typical ranges in the first quarter. Our overall philosophy around buybacks has not changed, and we will continue to return excess cash to shareholders this year.

Turning to our outlook for fiscal twenty twenty five. We are operating in uncertain times. Despite the greater level of unpredictability, we are confident in our team, our positioning in the marketplace, and the growth drivers that are within our control. We will stay focused on our long term priorities to drive continued traffic and market share gains. In terms of our financial outlook, the range of potential outcomes have become wider since we issued our annual guidance.

We expect the current environment to increasingly influence costs and consumer spending patterns, which may ultimately impact our financial performance. Based on what we know today, we are keeping our initial full year guidance unchanged, which as a reminder was 2% to 3.5% comp sales growth excluding gas and $4.1 to $4.3 in adjusted earnings per share. We will continue to evaluate this guidance as the year progresses. With these caveats in mind, here's how we're broadly thinking about the year. On the top line, please remember from our last call that we expect our first half comps ex gas to be a little bit better than the back half.

In other words, we expect our first quarter comps ex gas to be the high watermark for the year. On the margin side, we will continue to exercise strong cost discipline while investing in our value proposition for the long term. This becomes especially important in a rising cost environment. We remain confident in the underlying strength of our company, and we believe we're well positioned to deliver sustainable growth to maximize shareholder value. Bob, back over to you.

Thanks, Laura. We've made tremendous progress transforming our business, investing in the right talent, sharpening our strategic focus and delivering more value and convenience to our members. Membership is at record levels, and we're launching exciting merchandising initiatives to drive even stronger performance. Our digital capabilities are playing a key role in our growth, and we're scaling our new club playbook to expand our footprint profitably. Our long term strategies remain crystal clear.

We will continue to invest for the future and do the right thing for our members, team members and communities in order to take care of the families that depend on us. Thanks again for joining us today and for your support of BJ's Wholesale Club. We will now take your questions.

We will now start the Q and A session. As a reminder, we ask all participants limit themselves Our first question comes from the line of Peter Benedict from Baird.

Hey, Good morning. Thanks for taking the question.

All right. Great. Yes. Good morning. Yes.

Thanks for taking the question. I guess I'm just going to ask about the real estate strategy. Can you just remind us kind of how you think about locations as you kind of accelerate the pace of club openings here? How you think about the target markets, the competitive considerations, the pool of potential members in a market? Just kind of curious kind of for an update on that as you're going to accelerate these club openings in next couple of years.

Yeah. Thanks for the question. Maybe I'll start off and hand it over to Bill. You've seen us in the last few years get pretty aggressive from a real estate perspective given the success of the effort and the new clubs that we've been able to open to serve members around our geography and into new geographies, the success of those clubs has given us the confidence to continue to do that and push into new markets while opportunistically expanding existing markets. So, you know, as that success is built in the last couple of years, continue to put pressure on Bill and team to go even faster.

And, you know, I think we're at a place where discount retail and the club sector is winning, and so we're trying to go as fast as we can. And we're really excited about what we've seen so far in our real estate portfolio and the pipeline is as big as it's ever been. So we're very pleased with the team's work. Maybe I'll hand it over to Bill and can tackle some of your specific points.

Yes. Thanks, Bob. Peter, I would say that we are more excited about our real estate progress than any time in the company's history that I've been here. And I think certainly for people who've been here a long time, it's probably the most exciting, you know, point in time maybe since the company was founded. And it really starts with the share gains that we've seen across the portfolio.

As as we gain share, you know, that opens up the models for more and more opportunities for us to continue to build new clubs. And, you know, we talked about year end accelerating the transformation to 25 to 30 clubs over the next two years. We continue to put our foot on the gas in terms of opportunities both in new and existing markets. We've seen broad based success across both some of our core infill clubs. We just opened up our first club here in Staten Island this quarter, which was a great win for the team.

That club's off to an amazing start as well as new markets. Like, we just opened up in Myrtle Beach and Southern Pines, both clubs in The Carolinas. And the response of the community has been amazing so far to us coming to town. So all the proof points we have are great. We continue to be pretty aggressive in terms of getting to market and trying to get the clubs on the ground and we'll continue to do that going forward.

Next question is from Kate McShane from Goldman Sachs.

Hi, good morning. Thanks for taking our question. We wanted to ask a longer term question with regards to the longer term algorithm. Just as you see the continued strength in membership, is there anything we should be considering that could change in the longer term algorithm? And should we still be thinking of a three year maturity ramp for new customers?

Or has anything changed there as you enter new markets with new stores?

Good morning, Kate. Thanks for the question. We are very pleased with what's going on in membership for sure. We continue to build the size and the quality of the membership as we've talked about for many quarters now. Our ability to attract new members, our ability to renew them at all time high rates, our ability to engage them and push them up into the premium tiers.

We talked about a new all time high there this morning as well. And, you know, our next opportunity really is to continue to figure out how to better activate and engage these members. And, to the degree that we're able to make progress doing that, then I think, you know, you might see your way forward to to to changing certain components of the algorithm. But as we sit here today, for the past few years, we've been working towards that economic algorithm that we put forward a couple of years ago on our Investor Day. This quarter was nice progress towards that, and we don't we don't necessarily see that, that changing all that all that much at this point in time, particularly given the level of uncertainty out there in the market.

No. I think I think you covered it all, Bob. I think, Kate, I'll just maybe pick up on your your second point about the membership, the maturity of our members. And, similar to Bob's commentary on acquisition of members and how they're shopping, I think that hasn't changed either from what we're seeing right now. You know, we will continue to watch that, But that that plays into how we're thinking about the long term algo and, leaving it as is right now.

Next question comes from the line of Robbie Ohmes from Bank of America.

Hey, good morning, guys. I want to follow-up on Laura's commentary at the end there before before Q and A, the high watermark of the comps, but also the margin investments that you mentioned. Is that like on the margin investment side, is that the fresh impact? Is that the meat and seafood launch that you're thinking about? Or is it tariffs?

Or is it competition or signs of the consumer weakening? Maybe more color on how you guys are thinking about margin investments for the rest of the year and also a little more color on why the comps could fade as you move through the year?

Robbie. Good morning. Thanks for the question. Maybe I'll I'll start with your second point on, margin investments. And so, you know, nothing has changed how we how we think about the business, and value continues to be our north star.

And so we're always looking at pricing and making sure we're delivering the best value to our members every day. And so that's how we'll continue to think about it as the year progresses. As you know, it's a dynamic environment. But I think value, if we continue to to stay with that, you know, that is that is what our members are rewarding us with as they continue to show up in our clubs, and shop and, thrive their baskets. Your second question on on comp cadence for the year, you know, it's a similar answer to when we set out our guidance in q four.

In looking at the year, we thought that the first half would be stronger, than the second half from a cadence perspective. That is unchanged as we see the environment right now. Some of that is lapse of last year, and some of it is how we're thinking about, you know, fresh two point o and other points of our business. So I think nothing new to report there, but, we will continue to watch it as we go through the year.

And just to clarify, Fresh two point zero and then the meat and seafood launch, are they kind of a significant headwind to margin or not so much?

Hey, Robbie. Good morning. I think what we'd say is and you'll remember this because we've talked about it so much, gross margin rates across our four divisions are about the same. The contribution margin rates might differ with perishables being lower given the increased labor associated with from a gross margin perspective, they're all within striking distance of one another. So mixing towards perishables doesn't necessarily help or or hurt gross margin all that much, we don't mess up from a salvage perspective.

What it what it does do is is drive the engagement of our members. Right? That that was the entire thesis behind Fresh two point o. Right? How can we get people we know our best members are are involved in produce in particular and and meat as well.

How do we get more of our members to engage with us in those categories? And, even though that that takes some effort and it takes some investment, particularly in places below gross margin as I talked about, You know, the more people we can get into those categories, the better off we are. So we certainly saw that from a produce perspective in the first innings of our fresh two point o, and now now in the middle innings, we're sort of taking those lessons that we learned and that same thesis towards meat and seafood, and we'll ultimately take it to bakery and dairy and the other the other disciplines within within the perishables complex. It's the same thesis that arguably, hopefully will be the same the same result. If we can continue to make our our clubs a weekly shopping destination for for our members, that augurs towards all sorts of good things, participation in other categories, growth in general merchandise, more trips, more traffic, more renewal rate, all the things that, we hope to prove out.

And we've certainly seen great results in in in produce, and we're hoping for the same type of a thing to be to be seen in Meet. But it shouldn't it shouldn't be a margin story. If we do things right, it should be it should

be a a sales story and a membership story.

question comes from the line of Mac Baker from D. A. Davidson.

That fresh two point o question with a couple of just digging in a little bit deeper. You said you're seeing high single digit to low double digit growth in produce from that initiative. Did you if you said it, I missed it, but can you tell us what kind of understanding these early innings. What kind of lift are you seeing in meat and seafood? And then can you sort of quantify the the relative size of the opportunity in meat and seafood and that dairy and bakery to come relative to the size of the produce business?

Hi, Mike. Good morning. Thanks for the question. I guess what I would what I would say is, individually, produce and meat are about the same size from a category perspective. They're not they're not exactly the same, but they're they're somewhat comparable.

So obviously produce helped drive our business all last year. We did talk about high single digits to low double digit unit movement in produce. That's certainly something we continue to see in the first quarter. We would anticipate a similar result in Meet. And the thing that we that we don't yet understand and hopefully occurs is sort of a a building reaction to that.

Right? Meaning, one plus one equals equals three. If people are are shopping heavily in produce and in meat, it should really change their member profile and their number of trips and their renewal rates. And, you know, so we've seen we've seen good results in meat so far. That was certainly a category that we liked the results of in the first quarter.

It's way too early to see how it might drive trips in total or how it might be that multiplier effect with produce given it's only been out in the wild for a few weeks now. But we are excited about what we're seeing. We're excited about the member engagement, and we'll continue to invest in these categories. We haven't quite flushed out really anything yet from bakery and dairy Yeah.

We've been focusing on meat this year. But I think what you should take away from this conversation is it's a big opportunity for us. If we do it right, it could materially change our business for for the long term. And so we'll continue to really invest heavily in getting this stuff right, and and hopefully hopefully, works out for for our members first and foremost because if it works out for them, it will work out for us.

Excellent. Great. Thank you. I'll pass it along.

Next question comes from Chuck Brown from Golden

Hey, good morning. Congrats on a great quarter. Laura, on the guide and the expectation for a wider range of outcomes, I think we can all appreciate that given where we are. But is there a way to think about how much you exceeded your internal first quarter plan by to assess some of that conservatism? And then, one near term question, just curious, how May sales are running relative to April strength?

Hey. Good morning, Chuck. Thanks for the question. Look. I think, as you can appreciate and you alluded to, it's a dynamic environment, and very fluid right now.

And so that is kind of a piece of what we took into consideration as we maintained our guidance for the full year. You know, we the teams are working diligently to make sure that we continue to deliver value to our members, and we're doing it in the right places across the business. And so that that's kinda how we're thinking about the year as we go forward. Your question on May sales, you know, we don't really comment comment on, current trends. So, maybe I'll I'll leave that for now.

But we were really happy with the first quarter. I think that that 3.9% comp, was fantastic, and proves the strength of our membership and, continued momentum of the business.

Next question is from Kelly from Wells Fargo.

Hi, good morning everyone. I wanted to follow-up on the subject of tariffs. Curious just to start, if you think about the guidance that you provided and reiterated today, I'm assuming that the guidance includes your best estimate of the current tariff rates and the impact that that might have on you. If you could just confirm what's in guidance related to that? And then the second part of the question is just related to how you're thinking about pricing and elasticities on the items that you have that are impacted?

And then how you're planning inventory against that uncertainty just to ensure that you don't have markdown issues as it relates to the consumer response? Thank you.

Hi. Good morning. That's why I, you know, I appreciate the nature of the question. It's certainly an uncertain market out there. It's something we're all really trying to figure out.

And while it's hard to quantify the impacts given that uncertainty, what I I would tell you is, first, we import less than than many of our competitors, so we will likely be a bit less affected than others. With that said, even for us, this is a this is large complex problem to figure out. You know, we have we have significant muscle around dealing with inflation and cost changes. We've been employing all sorts of tactics know, none of which will surprise you to to blunt the impact, including resourcing items from from different countries, changing items, even eliminating items from our assortment where where the elasticity might might make, might not make any sense to our members. Certainly, we're spending a ton of time with our our supplier partners working the problem collaboratively.

And, you know, I guess, finally, what I would say, we we will act according to our purpose in taking care of the families that depend on us. These actions might differ day to day, but our performance in the in the past quarters and years has all been centered around that that powerful idea of doing the right thing for our members. We would expect to invest for the long term as much as possible within the framework of our economic structure. For example, during the first quarter, we invested heavily in eggs and gas prices have come down meaningfully as well. And we're we would expect to, and we're looking to gain market share in in in these times of disruption.

So when consumers are challenged, they come towards towards value, and we're a great place to to come for for them to achieve that goal. We'll have to be agile because the answer seems to change by the hour or by the day, but you can expect steadfast support of our members as as we go through whatever is coming in the next the next few weeks. We've tried to run a range of scenarios. Obviously, today's tariff situation and maybe whatever could happen tomorrow, all of that is sort of embedded in our guidance ranges. That could obviously change.

We don't know what's coming tomorrow. So we try to make our best guesses. And as we've talked about in the prepared remarks, our inventory is in very good shape. Our team has done pretty remarkable work over the past couple of quarters, both increasing in stock, which is obviously incredibly important to running a great business for our members, and reducing inventory levels overall down 2% on a per club basis. So we're trying to be very judicious from a buying perspective.

We're trying do the right thing for our members. And hopefully, that gets us through this period of disruption.

Next question comes from Simeon Gutman from Morgan Stanley.

Good morning, everyone. Good quarter. I wanted to ask and make it two parts. First, share gains. Food Retail clearly continues and it's going well.

It seems like you kind of bent the curve on other categories discretionary, which you're taking share. We can't see, given the markets, how granular that share gain looks like. Curious how you feel where you would assess your share gain in non food categories. And then is there visibility on where that higher tier penetration can get to? Are there the leading indicators in how a member is spending such that, that penetration rate can keep going north of 40%?

BJ's Wholesale Club Q1 2026 Earnings Call Transcript | Fortune

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BJ's Wholesale Club (BJ) Q1 2026 Earnings Call Transcript

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