WEBVTT - Tractor Supply's CEO on How It Escaped the Post-Pandemic Curse

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<v Speaker 1>Bloomberg Audio Studios, Podcasts, radio News.

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<v Speaker 2>Hello and welcome to another episode of the Odd Lots podcast.

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<v Speaker 3>I'm Tracy Alloway and I'm Joe Wisenthal.

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<v Speaker 2>Joe, you know what I did this weekend?

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<v Speaker 4>Something outdoors in your garden or maybe a home construction project,

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<v Speaker 4>but something that was very dirty and costly and time

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<v Speaker 4>consuming and an.

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<v Speaker 3>Economical Thanks Joe.

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<v Speaker 5>Yeah, but.

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<v Speaker 3>I'm sure it's very satisfying on some level.

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<v Speaker 2>Well, I did do a lot of that. I'm restoring

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<v Speaker 2>an orchard at the moment, and it's a lot of

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<v Speaker 2>hard work and a lot of supplies. As you pointed out,

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<v Speaker 2>I'm currently building a gate, and I think the gate

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<v Speaker 2>is going to be phenomenally expensive by the time I

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<v Speaker 2>finally finish it. But what I actually did this weekend,

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<v Speaker 2>or one of the things I did, was I went

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<v Speaker 2>over to tractor supply.

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<v Speaker 4>Oh I'm jealous, you know, amazingly I still haven't been

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<v Speaker 4>to one. Wait, Tracy, are you a hobbyist farmer? It

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<v Speaker 4>would you call yourself that if you have an orchard?

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<v Speaker 5>Right?

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<v Speaker 2>Yeah, I mean I guess we have blueberries and raspberries

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<v Speaker 2>and strawberries and apples and apple pears and all of

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<v Speaker 2>that stuff. So yeah, yeah, I guess it's my hobby.

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<v Speaker 4>You know, we did that episode about Tractor Supply last

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<v Speaker 4>year with the professor who had done that HBS study,

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<v Speaker 4>and by it sounds like you are the modal Tractor

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<v Speaker 4>Supply customer.

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<v Speaker 2>Please, Joe, I prefer cottage core elder millennials.

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<v Speaker 3>Okay, well that's no.

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<v Speaker 2>It makes me sound like a character out of like

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<v Speaker 2>Final Fantasy or something.

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<v Speaker 6>No.

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<v Speaker 2>So I went over to Tractor Supply. And the reason

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<v Speaker 2>I went is because it's chicken season. So they have

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<v Speaker 2>all the baby chicks over there and you can kind

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<v Speaker 2>of see them in their little enclosure, and I can

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<v Speaker 2>fantasize about the day when I will have my own

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<v Speaker 2>chicken and what kind I will get.

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<v Speaker 4>But in the meantime, you have to build like ten

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<v Speaker 4>other things like and then you can get around to

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<v Speaker 4>building the chicken coop.

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<v Speaker 2>Yeah that's right. I've got big plans for the chicken coop,

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<v Speaker 2>all right. But the reason I bring it up is

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<v Speaker 2>because Tractor Supply is a company that is sort of

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<v Speaker 2>of perennial interest to us. So last year we recorded

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<v Speaker 2>an episode with Michael Roberto when he published a case

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<v Speaker 2>study for Harvard Business School on Tractor Supply, and even

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<v Speaker 2>before then, I remember Samuel Rnes, the CORBU analyst, he

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<v Speaker 2>had always called this company one of the most interesting

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<v Speaker 2>retailers on the planet. So it's sort of loomed large

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<v Speaker 2>over our consciousness. And I think the interesting thing about

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<v Speaker 2>the Tractor Supply Company is there's this question of cyclical

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<v Speaker 2>versus structural. So this is one of the companies who

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<v Speaker 2>share a price and revenue really boomed during the pandemic.

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<v Speaker 2>Lots of people were staying at home, lots of people

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<v Speaker 2>became hobby farmers, as you point out Joe, buying tomato

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<v Speaker 2>cages and growing their own vegetables from seed whatever, and

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<v Speaker 2>so there was an expectation that a lot of that

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<v Speaker 2>business would start to subside or at least slow down

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<v Speaker 2>as people started going back to work, or some of

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<v Speaker 2>the moving from urban areas to the suburbs started to reverse.

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<v Speaker 2>But instead seems like this particular market just continues to grow,

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<v Speaker 2>and Tractor Supply share price is still very, very high.

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<v Speaker 4>You're absolutely right, So the stock is really close to

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<v Speaker 4>an all time high, continues to power higher. You know,

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<v Speaker 4>like fifteen years ago this was like an eight dollars stock.

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<v Speaker 4>Today it's a two hundred and forty nine dollars stock.

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<v Speaker 4>You look like you could be looking at a chart

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<v Speaker 4>of in video or something, and it is striking that

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<v Speaker 4>you don't have to be an AI company.

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<v Speaker 7>To see charts like this.

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<v Speaker 4>If you like find the right product, the right lane,

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<v Speaker 4>the right store mix, et cetera, and you are on

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<v Speaker 4>the right secular trends such as the rise of the

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<v Speaker 4>hobbyist farmer, people moving out to the exerbs, growing their

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<v Speaker 4>own chickens, et cetera. It's an amazing case study on

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<v Speaker 4>how to like, how to execute.

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<v Speaker 2>Absolutely So today I'm glad to say we really do

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<v Speaker 2>have the perfect guest because we are going to be

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<v Speaker 2>speaking to the CEO of Tractor Supply, mister hal Lawton.

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<v Speaker 2>He joins us. Now, thank you so much for coming

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<v Speaker 2>on the show.

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<v Speaker 6>How Hi Tracy, Hi Joe, Thanks so much for having

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<v Speaker 6>me on. Look forward to talking with you all today.

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<v Speaker 2>Likewise, we are very very excited about this conversation, not

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<v Speaker 2>least because it's a way for me to sort of

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<v Speaker 2>reflect on my own spending happens so for Tractor Supply,

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<v Speaker 2>but maybe just to begin with, you know, Joe called

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<v Speaker 2>it the hobbyist farmer. There's a bunch of different names,

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<v Speaker 2>cottage core, millennial type lifestyle, but like, who do you

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<v Speaker 2>think of as your primary customer? Rural enthusiast is the

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<v Speaker 2>other one that I remember.

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<v Speaker 6>Yeah, you know, I think all those names are used

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<v Speaker 6>frequently to reference our customer and kind of our Our

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<v Speaker 6>main kind of theme that we ladder up to is

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<v Speaker 6>life out here. And the reason for that is is

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<v Speaker 6>we went out maybe seven or eight years ago and

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<v Speaker 6>talked with our customers, and you know, these customers range

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<v Speaker 6>from living in West Texas and they've you've got cattle,

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<v Speaker 6>maybe living in Wisconsin and have a dairy farm, or

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<v Speaker 6>you know, could be living here in Tennessee and have

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<v Speaker 6>five to ten acres and they do a little gardening.

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<v Speaker 6>Maybe they have some small animals, chickens, or they could

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<v Speaker 6>half acre, you know, one acre unincorporated, you know, suburb

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<v Speaker 6>exurb with you know, a raised bed garden in their backyard,

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<v Speaker 6>or could be a dog breeder, and you know, just

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<v Speaker 6>these whole range of customers that have different lives that

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<v Speaker 6>they live. But what we found when we talked with

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<v Speaker 6>them was they all used the words well out here

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<v Speaker 6>in the description of their lifestyle, and it was just

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<v Speaker 6>a very common phrase that all of our customers used,

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<v Speaker 6>and so we ended up kind of laddering it up

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<v Speaker 6>to that and saying, you know, we're built to serve

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<v Speaker 6>life out here, and that plays itself out in so

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<v Speaker 6>many different ways and so many, you know, variants of

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<v Speaker 6>the lifestyle, whether it's hobby farmers, you know, horse owners,

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<v Speaker 6>chicken owners, you know, whatever the passion they may be gardening,

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<v Speaker 6>et cetera. But at the end of the day, they

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<v Speaker 6>all have a lifestyle mentality philosophy that kind of ladders

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<v Speaker 6>up to this notion of life out here, which is

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<v Speaker 6>around freedom and self reliance, homesteading, the love of animals

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<v Speaker 6>and pets and land.

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<v Speaker 7>I love that.

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<v Speaker 4>So since we are recording, since Tracy and I are

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<v Speaker 4>in the Bloomberg HQ studios in Manhattan, I'm going to

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<v Speaker 4>use the phrase out there, because we're certainly not out

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<v Speaker 4>here right now, so we're talking about out there. You know, obviously,

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<v Speaker 4>tractor supply has been growing a long time, and then

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<v Speaker 4>it does seem to have at least helped been turbo

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<v Speaker 4>charged by some of the changes that happened during COVID.

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<v Speaker 4>I only realized this morning that you started in January

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<v Speaker 4>twenty twenty, so you've probably never known like tractor supplying

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<v Speaker 4>the normal times. But talk to us about, like how

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<v Speaker 4>you distinguish sort of long term and short term trends

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<v Speaker 4>in out heariness. Because I'm sure there was a bunch

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<v Speaker 4>of people like, Oh, we're gonna move out to the country,

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<v Speaker 4>We're gonna have chickens, we're gonna buy pets, et cetera.

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<v Speaker 4>We know that some of that has slowed down or

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<v Speaker 4>some of that was.

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<v Speaker 3>A one off.

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<v Speaker 4>So how do you think about the trajectory of the

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<v Speaker 4>outhereeness and whether COVID was it an accelerant, was it

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<v Speaker 4>something that went up and then we're back to trend, Like,

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<v Speaker 4>how do you think about the growth of what's sustainable

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<v Speaker 4>out there.

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<v Speaker 6>It's a great question and it's one that's been asked

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<v Speaker 6>repeatedly over the last few years about our business. To

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<v Speaker 6>your point, we were eight point four billion dollars in

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<v Speaker 6>revenue in twenty and nineteen. We did fourteen point six

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<v Speaker 6>billion dollars of revenue in twenty twenty three. You know,

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<v Speaker 6>that's roughly a twenty percent compound annual growth rad over

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<v Speaker 6>those years, so significant growth for you know, particularly for

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<v Speaker 6>our retailer with over two thousand store so reasonably mature.

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<v Speaker 6>We would articulate that the majority of that sales lift

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<v Speaker 6>we've seen and the increased customer transactions and new customers

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<v Speaker 6>that are shopping us is structural in nature, and I

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<v Speaker 6>can get into the reasons for that, but I would

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<v Speaker 6>just say at the highest level, I think, you know,

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<v Speaker 6>what we've seen in our business is very different than

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<v Speaker 6>many of the other kind of COVID winners that you

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<v Speaker 6>know went kind of boom to bus to some degree, right,

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<v Speaker 6>whether it was everybody you know jumped on a peloton

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<v Speaker 6>because they couldn't go to a gym, and then you know,

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<v Speaker 6>we saw that reversion. Everyone started you know, using videos, meetings,

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<v Speaker 6>things like zooms and stuff. And now you've got to

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<v Speaker 6>shift back right where people are still doing that but

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<v Speaker 6>obviously in person now. And you know, you look at

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<v Speaker 6>even like other retailers who sell say electronics, who had

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<v Speaker 6>a huge search because everybody needed a computer or a

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<v Speaker 6>new router or you know need some other needed wanted

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<v Speaker 6>a new TV, and then that all back. I mean,

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<v Speaker 6>there's a lot of circumstances. We can think about different

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<v Speaker 6>companies and different sectors that had a boom and then

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<v Speaker 6>a reversion you know, with us, it's been different because

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<v Speaker 6>for the most part it's been macro structural. But I

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<v Speaker 6>would also assert that we've done some things hopefully that

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<v Speaker 6>have helped make that, you know, structural. The big thing

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<v Speaker 6>I would push on is really just the millennial generation.

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<v Speaker 6>And at the timing that COVID was occurring, the millennial

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<v Speaker 6>generation was kind of late twenties, early thirties, and you know,

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<v Speaker 6>it'd been a question for a decade whether or not

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<v Speaker 6>that generation was going to revert to to kind of

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<v Speaker 6>the normal behavioral trends that other generations had followed, or

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<v Speaker 6>were they going to be different. Right, we'd read the

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<v Speaker 6>numerous stories on this is going to be a rental generation,

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<v Speaker 6>and it's going to be an urban generation, et cetera,

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<v Speaker 6>et cetera, right, and sharing generation, and you know, lesser kids,

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<v Speaker 6>they're you know, lesser you know, buying homes and those

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<v Speaker 6>sorts of things. And what we're seeing is that that

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<v Speaker 6>gener generation is reverting to previous generational norms, they're just

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<v Speaker 6>doing it a little later. And what we would articulate

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<v Speaker 6>is that COVID was actually a.

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<v Speaker 5>Catch up versus a pull forward.

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<v Speaker 6>And historically that generation, say twenty six twenty five twenty

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<v Speaker 6>seven would have started to you know, create household, buy homes,

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<v Speaker 6>I begin to have children, those sorts of things, and

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<v Speaker 6>they just pushed that out till twenty eight, thirty, thirty, two,

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<v Speaker 6>thirty three, depending on where their age fell in that

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<v Speaker 6>generational span. But you know, they're following the same steps,

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<v Speaker 6>which is like, all right, like I've been in the

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<v Speaker 6>city for.

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<v Speaker 5>Five or ten years, I've kind of done that.

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<v Speaker 6>It's time for me to you know, kind of get

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<v Speaker 6>on with the next phase of my life. And many

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<v Speaker 6>of them did that in twenty twenty and twenty twenty

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<v Speaker 6>one and are continuing to do that.

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<v Speaker 5>I mean, we still see.

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<v Speaker 6>A net exodus out of urban even in twenty three.

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<v Speaker 6>And when they're buying homes, both because of the current

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<v Speaker 6>home environment they have to buy a bit more ex

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<v Speaker 6>urban or country suburban as we would call it, but

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<v Speaker 6>I think also their preference is to buy in those areas,

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<v Speaker 6>and so they're buying homes and have been since twenty

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<v Speaker 6>twenty in the areas where our stores are, and they're

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<v Speaker 6>naturally wired for our type of business. You know, they

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<v Speaker 6>come predisposed to gardening, they come predisposed to things like recycling,

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<v Speaker 6>and and whether it's vegetarian or fresh foods. But you know,

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<v Speaker 6>if you think about the mental lifestyle that they were living,

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<v Speaker 6>even in a city, when they go out into kind

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<v Speaker 6>of country suburbia, ex urban rural, you know, they want

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<v Speaker 6>to have a similar mentality. So they get animals. They

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<v Speaker 6>do raised bed gardens, they do chickens. In fact, now

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<v Speaker 6>we're seeing that generation start to move into goats as

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<v Speaker 6>they think about, you know, the vegetables and get the

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<v Speaker 6>right milk.

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<v Speaker 2>My husband and I have been talking about goats. We've

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<v Speaker 2>been having a debate on goats versus sheep. Specifically, there's

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<v Speaker 2>a type of sheet called a be doll sheep and

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<v Speaker 2>it looks absolutely adorable. Sorry I interrupted you. How go ahead,

0:12:05.200 --> 0:12:06.920
<v Speaker 2>I I could talk about it.

0:12:07.960 --> 0:12:11.600
<v Speaker 4>Basically, you've catalyzed yet another whole in Tracy's pocket book

0:12:11.720 --> 0:12:12.320
<v Speaker 4>with the sheep.

0:12:12.440 --> 0:12:13.040
<v Speaker 7>The sheep, And.

0:12:30.360 --> 0:12:33.240
<v Speaker 2>That's really interesting. And you sort of jogged my memory

0:12:33.480 --> 0:12:36.839
<v Speaker 2>about some of the early commentary on millennials, and it

0:12:37.280 --> 0:12:39.640
<v Speaker 2>was very much like, oh, this is a generation that

0:12:39.800 --> 0:12:42.600
<v Speaker 2>just isn't going to own houses, when in fact, it

0:12:42.640 --> 0:12:45.600
<v Speaker 2>seems like it just took everyone a little bit longer

0:12:45.720 --> 0:12:50.280
<v Speaker 2>to actually buy a house for various reasons. But going

0:12:50.320 --> 0:12:53.160
<v Speaker 2>back to something you you alluded to just then, you've

0:12:53.200 --> 0:12:56.080
<v Speaker 2>sort of been riding a wave of, you know, a

0:12:56.120 --> 0:12:59.960
<v Speaker 2>cultural trend and also demographic trend as millennials get older,

0:13:00.240 --> 0:13:04.160
<v Speaker 2>and in some respects that could be considered a cyclical development.

0:13:04.520 --> 0:13:08.480
<v Speaker 2>But you mentioned doing stuff to actually make it more

0:13:08.840 --> 0:13:12.240
<v Speaker 2>permanent or more structural. What is it that you're doing

0:13:12.400 --> 0:13:16.160
<v Speaker 2>to ensure that, you know, something that is would seem

0:13:16.160 --> 0:13:18.959
<v Speaker 2>to be out of your control sticks around for longer.

0:13:19.400 --> 0:13:23.840
<v Speaker 6>As we saw the surge in our business, we doubled

0:13:23.880 --> 0:13:28.400
<v Speaker 6>down on the investment in our business across a variety

0:13:28.400 --> 0:13:33.960
<v Speaker 6>of factors, with the primary goal of really staying ahead

0:13:33.960 --> 0:13:37.800
<v Speaker 6>of our customer as it evolves and to illuminate that

0:13:37.880 --> 0:13:41.319
<v Speaker 6>a little bit. In twenty nineteen, we spent two hundred

0:13:41.320 --> 0:13:45.840
<v Speaker 6>and seventy five million dollars in capital expenditures. We're now

0:13:45.920 --> 0:13:49.880
<v Speaker 6>spending between seven and eight hundred million dollars on an

0:13:49.920 --> 0:13:54.160
<v Speaker 6>annual basis, So we've you know, nearly tripled the amount

0:13:54.200 --> 0:13:56.640
<v Speaker 6>of capital that we're spending on the business on an

0:13:57.120 --> 0:14:01.320
<v Speaker 6>annual basis, and we're doing it across avariety of areas,

0:14:01.360 --> 0:14:02.199
<v Speaker 6>but really.

0:14:01.960 --> 0:14:03.960
<v Speaker 5>All with the goal of, of.

0:14:03.880 --> 0:14:06.280
<v Speaker 6>You know, better serving our customers and just making sure

0:14:06.280 --> 0:14:09.160
<v Speaker 6>we're staying ahead of them as they're rapidly, you know,

0:14:09.240 --> 0:14:13.120
<v Speaker 6>evolving in terms of both number needs and you know,

0:14:13.160 --> 0:14:14.920
<v Speaker 6>kind of the ways that they're used to shopping. So

0:14:15.240 --> 0:14:17.679
<v Speaker 6>a few examples of that one would be in our

0:14:18.120 --> 0:14:21.280
<v Speaker 6>membership program or our loyalty program. We've always had a

0:14:21.280 --> 0:14:23.480
<v Speaker 6>little well we've had a littalto program for the well

0:14:23.480 --> 0:14:27.600
<v Speaker 6>over ten years, but it really was a modest program,

0:14:27.720 --> 0:14:31.560
<v Speaker 6>kind of pre COVID, And in March of twenty one,

0:14:31.880 --> 0:14:35.800
<v Speaker 6>we relaunched the program to be a tiered based rewards

0:14:35.800 --> 0:14:38.120
<v Speaker 6>based system where kind of the more you spend, the

0:14:38.160 --> 0:14:41.680
<v Speaker 6>more you earn, all with the goal of driving behavior,

0:14:41.800 --> 0:14:44.720
<v Speaker 6>locking these new customers in getting them, you know, kind

0:14:44.720 --> 0:14:48.440
<v Speaker 6>of as used as possible to routinely shopping tractors supply

0:14:48.720 --> 0:14:51.040
<v Speaker 6>and you know, I can talk more about our Neighbor's

0:14:51.040 --> 0:14:53.760
<v Speaker 6>Club program, but we now have thirty four million members.

0:14:53.800 --> 0:14:57.920
<v Speaker 6>It represents nearly eighty percent of our sales. We've seen

0:14:58.000 --> 0:15:02.960
<v Speaker 6>substantial benefits from that that investment. Second investment's been in digital.

0:15:03.440 --> 0:15:06.200
<v Speaker 6>We launched a consumer mobile app in the summer of

0:15:06.240 --> 0:15:09.840
<v Speaker 6>twenty twenty one. It now represents nearly forty percent of

0:15:09.880 --> 0:15:14.360
<v Speaker 6>our sales online. We rolled out deliver from Store in

0:15:14.400 --> 0:15:16.680
<v Speaker 6>a matter of weeks in the midst of twenty twenty

0:15:17.040 --> 0:15:19.720
<v Speaker 6>and in addition to kind of the e commerce side

0:15:19.720 --> 0:15:21.920
<v Speaker 6>of things, we've also rolled out in a bunch of

0:15:21.960 --> 0:15:25.000
<v Speaker 6>technology for our team members to utilize in our stores,

0:15:25.160 --> 0:15:27.960
<v Speaker 6>which has made them more efficient and sophisticated in serving

0:15:28.000 --> 0:15:31.200
<v Speaker 6>our customers. And then the third thing I would highlight

0:15:31.520 --> 0:15:35.560
<v Speaker 6>was we rolled out a store remodel program and we're

0:15:35.600 --> 0:15:39.720
<v Speaker 6>now remodeling roughly fifteen percent of our stores on an

0:15:39.760 --> 0:15:43.400
<v Speaker 6>annual basis. At the conclusion of twenty twenty three, remodeled

0:15:43.600 --> 0:15:46.240
<v Speaker 6>forty percent of our stores. There's a number of things

0:15:46.240 --> 0:15:48.600
<v Speaker 6>that we get out of that from a sales lift perspective,

0:15:48.840 --> 0:15:52.640
<v Speaker 6>but one of the other important benefits is it contemporizes

0:15:52.720 --> 0:15:56.560
<v Speaker 6>the store and really shifts it from what was historically

0:15:57.080 --> 0:15:59.560
<v Speaker 6>perceived to be a kind of farm and ranch store,

0:15:59.640 --> 0:16:02.160
<v Speaker 6>which you know, kind of the as you might imagine

0:16:02.160 --> 0:16:03.880
<v Speaker 6>that when you're saying it, that was kind of the

0:16:03.880 --> 0:16:05.840
<v Speaker 6>perception and a bit the style that we had in

0:16:05.920 --> 0:16:07.880
<v Speaker 6>the store, and we, you know, we were able to

0:16:08.000 --> 0:16:11.200
<v Speaker 6>contemporize it and make it feel a bit more like

0:16:11.320 --> 0:16:13.800
<v Speaker 6>what it Millennial would think of when they walk into

0:16:13.840 --> 0:16:16.200
<v Speaker 6>any sort of store, maybe they've been in an urban environment.

0:16:16.520 --> 0:16:19.080
<v Speaker 6>But we didn't fancy it up quote unquote enough that

0:16:19.320 --> 0:16:23.520
<v Speaker 6>our existing customer base they still felt really comfortable shopping it, right.

0:16:23.520 --> 0:16:26.400
<v Speaker 6>We didn't kind of fire or alienate our existing customer

0:16:26.480 --> 0:16:29.440
<v Speaker 6>But those would be three, you know, big investments that

0:16:29.440 --> 0:16:32.680
<v Speaker 6>i'd highlight that we've made over the last few years,

0:16:33.240 --> 0:16:35.800
<v Speaker 6>really all to serve our existing customer base is even better,

0:16:35.840 --> 0:16:39.920
<v Speaker 6>but really to set ourselves up to be a retailer

0:16:39.960 --> 0:16:41.960
<v Speaker 6>of choice for the new millennial customer.

0:16:42.080 --> 0:16:44.520
<v Speaker 2>Joe, you know how you note that you're old. Tell

0:16:44.600 --> 0:16:48.240
<v Speaker 2>me it's when businesses start catering to your taste and

0:16:48.320 --> 0:16:48.960
<v Speaker 2>when you're.

0:16:49.000 --> 0:16:50.720
<v Speaker 3>It's like, oh you're talking about me here.

0:16:50.800 --> 0:16:54.840
<v Speaker 2>Yeah, pretty much. When CEOs come and say like, oh,

0:16:54.880 --> 0:16:58.520
<v Speaker 2>we're redesigning our stores to appeal to millennials who might

0:16:58.560 --> 0:17:01.080
<v Speaker 2>be more used to urban environments but are now in

0:17:01.160 --> 0:17:03.080
<v Speaker 2>rural areas, that's how you know, and that's.

0:17:02.960 --> 0:17:05.240
<v Speaker 3>How you feel like you're looking in a mirror.

0:17:05.520 --> 0:17:08.280
<v Speaker 4>Actually, I want to ask, so, uh you recently I

0:17:08.280 --> 0:17:11.720
<v Speaker 4>think in twenty twenty two, but a pet retailer pet

0:17:11.760 --> 0:17:15.520
<v Speaker 4>sense and I'm curious in terms of like becoming less cyclical.

0:17:15.520 --> 0:17:17.639
<v Speaker 4>I mean, you know, if people have animals or if

0:17:17.640 --> 0:17:20.600
<v Speaker 4>people have pets, whether it's recession or a boom or whatever,

0:17:20.640 --> 0:17:22.719
<v Speaker 4>they're probably going to feed them the same amount.

0:17:23.000 --> 0:17:23.960
<v Speaker 7>How much does.

0:17:23.880 --> 0:17:27.760
<v Speaker 4>That business allow you or was it sort of designed

0:17:27.920 --> 0:17:31.160
<v Speaker 4>in order to sort of build some more acyclicality into

0:17:31.160 --> 0:17:31.639
<v Speaker 4>the business.

0:17:32.040 --> 0:17:37.680
<v Speaker 6>Nearly ninety percent of our customers have an animal or pet. Wow,

0:17:37.720 --> 0:17:40.879
<v Speaker 6>seventy five percent of them have a dog. And then

0:17:40.960 --> 0:17:43.200
<v Speaker 6>you know there's an array of cats and everything.

0:17:43.240 --> 0:17:46.280
<v Speaker 4>It's just Tracy in this episode. Literally everything you say

0:17:46.400 --> 0:17:48.200
<v Speaker 4>just comes back to Tracy. But yeah, keep going.

0:17:48.240 --> 0:17:50.160
<v Speaker 2>Sorry, I'm the art more than our customer.

0:17:50.320 --> 0:17:53.719
<v Speaker 6>Yeah, exactly, over half of our customers have more than

0:17:53.760 --> 0:17:57.960
<v Speaker 6>two dogs. On average, our customer's dog weighs twenty pounds

0:17:58.040 --> 0:18:00.359
<v Speaker 6>more than the average dog across the country. So you know,

0:18:00.400 --> 0:18:03.960
<v Speaker 6>our customers have animals and past they almost all have dogs.

0:18:03.960 --> 0:18:06.359
<v Speaker 6>Most have two dogs and their big dogs and a

0:18:06.440 --> 0:18:09.360
<v Speaker 6>compelling kind of an element of our businesses for we've

0:18:09.359 --> 0:18:12.760
<v Speaker 6>been around for eighty five years. We've really been were

0:18:12.800 --> 0:18:15.760
<v Speaker 6>built even eighty five years ago to serve life out here.

0:18:16.280 --> 0:18:18.919
<v Speaker 6>But our business model and our culture and our mission

0:18:18.960 --> 0:18:21.880
<v Speaker 6>values have really been consistent throughout that entire eighty five years.

0:18:21.880 --> 0:18:24.720
<v Speaker 6>But our business model has evolved over time to better

0:18:24.760 --> 0:18:27.120
<v Speaker 6>server customers. So forty years ago, we didn't even sell

0:18:27.160 --> 0:18:30.800
<v Speaker 6>animal feed for the most part, horse feed, coffee, chicken.

0:18:30.600 --> 0:18:31.280
<v Speaker 5>Feed, et cetera.

0:18:31.359 --> 0:18:33.439
<v Speaker 6>And now we're far and away the largest player of

0:18:33.480 --> 0:18:35.840
<v Speaker 6>bagged animal feed in the United States between a twenty

0:18:35.880 --> 0:18:37.439
<v Speaker 6>and twenty five percent market share.

0:18:38.000 --> 0:18:38.960
<v Speaker 5>Twenty five years.

0:18:38.760 --> 0:18:42.440
<v Speaker 6>Ago, we didn't even sell pet food and similar you know, realization,

0:18:42.520 --> 0:18:44.960
<v Speaker 6>it's a better way for server our customers. It has

0:18:45.040 --> 0:18:47.960
<v Speaker 6>less ups and downs both annually and also throughout the year,

0:18:48.080 --> 0:18:50.920
<v Speaker 6>you know, seasonally. So let's start getting into pet food.

0:18:51.000 --> 0:18:53.040
<v Speaker 6>And you know, now we're right at that number four,

0:18:53.160 --> 0:18:55.760
<v Speaker 6>number five largest player and pet food in the country.

0:18:56.160 --> 0:18:59.080
<v Speaker 6>And you know, one of the initiatives that we have

0:18:59.320 --> 0:19:03.040
<v Speaker 6>in place to keep driving that expanded pet business is

0:19:03.440 --> 0:19:06.199
<v Speaker 6>pet Sentence. And to your point, we did acquire that

0:19:06.280 --> 0:19:10.280
<v Speaker 6>company seven to eight years ago, and in twenty twenty

0:19:10.280 --> 0:19:13.640
<v Speaker 6>two we rebranded it to be pet Scents by Tractors Supply.

0:19:14.320 --> 0:19:16.960
<v Speaker 6>We rolled out our neighbors Club membership program that was

0:19:17.000 --> 0:19:19.439
<v Speaker 6>work that worked in Tractors Supply. We rolled that out

0:19:19.520 --> 0:19:22.120
<v Speaker 6>to petscent So it works in both name plates now

0:19:22.600 --> 0:19:25.119
<v Speaker 6>pet Sence. The ownership of pet Sentence really over the

0:19:25.200 --> 0:19:28.480
<v Speaker 6>last decade almost has given us a lot of insights

0:19:28.520 --> 0:19:31.879
<v Speaker 6>into the pet industry, given us access to brands that

0:19:31.920 --> 0:19:34.679
<v Speaker 6>we would not have otherwise gotten access to, and allowed

0:19:34.760 --> 0:19:38.240
<v Speaker 6>us to bring that knowledge and that those contacts into

0:19:38.280 --> 0:19:41.040
<v Speaker 6>the core track supply and make the business better. We

0:19:41.119 --> 0:19:44.120
<v Speaker 6>also are rapidly growing the pet Sence brand and we've

0:19:44.119 --> 0:19:46.919
<v Speaker 6>got over two hundred stores now. They are in the

0:19:46.960 --> 0:19:50.000
<v Speaker 6>same towns as a tractor supply. Ideally they're in a

0:19:50.000 --> 0:19:51.840
<v Speaker 6>town that doesn't have a pet co. It doesn't have

0:19:51.880 --> 0:19:55.560
<v Speaker 6>a Pet Smart. Typically our towns don't. We typically serve

0:19:55.640 --> 0:19:58.879
<v Speaker 6>call it a twenty thousand person town. The tractor supply

0:19:58.960 --> 0:20:01.600
<v Speaker 6>would be on the outs to the town typically wherever

0:20:01.640 --> 0:20:04.919
<v Speaker 6>the more agg related you know, area is. But the

0:20:04.960 --> 0:20:07.520
<v Speaker 6>Pet Sense we want that in the center of the town,

0:20:07.960 --> 0:20:11.280
<v Speaker 6>kind of where the few restaurants are, the grocery store,

0:20:11.680 --> 0:20:14.000
<v Speaker 6>some of the clothing stores that are in the town.

0:20:14.480 --> 0:20:16.359
<v Speaker 6>You know, there might be a two three strip malls

0:20:16.480 --> 0:20:19.240
<v Speaker 6>or malls in the town that are where the commercial

0:20:19.240 --> 0:20:21.960
<v Speaker 6>activity is located. That's where we want a pet Sense

0:20:22.000 --> 0:20:25.240
<v Speaker 6>and it does really two things. It serves that inner

0:20:25.359 --> 0:20:29.119
<v Speaker 6>city quote unquote population that doesn't have big yards and

0:20:29.240 --> 0:20:32.199
<v Speaker 6>doesn't have horses and cows and they've got you know,

0:20:32.280 --> 0:20:36.120
<v Speaker 6>smaller animals and pets. But then also secondarily, in addition

0:20:36.160 --> 0:20:39.639
<v Speaker 6>to serving that community in a specialty like way, it

0:20:39.680 --> 0:20:43.199
<v Speaker 6>also serves convenience for the core tractor supply customers. So

0:20:43.240 --> 0:20:45.640
<v Speaker 6>to say, on a Friday night, you're in town having

0:20:45.720 --> 0:20:48.600
<v Speaker 6>dinner at the you know, olive garden, and you need

0:20:48.640 --> 0:20:51.720
<v Speaker 6>to get some dog food or chicken feed on the

0:20:51.800 --> 0:20:54.639
<v Speaker 6>way home just to get you through the weekend before you,

0:20:54.640 --> 0:20:57.240
<v Speaker 6>you know, you do your annual your weekly shop at

0:20:57.280 --> 0:20:59.919
<v Speaker 6>at track supply. Pet Sense also serves that in the

0:21:00.160 --> 0:21:04.000
<v Speaker 6>so it's a great win win pet Sense tractor supply

0:21:04.480 --> 0:21:07.840
<v Speaker 6>commonality on the brand pet Sense by tracks, by commonality

0:21:07.840 --> 0:21:11.200
<v Speaker 6>on the loyalty program Neighbor's Club a purposeful overlap where

0:21:11.240 --> 0:21:14.040
<v Speaker 6>it makes sense on assortment, but pet Sense doing it's

0:21:14.400 --> 0:21:16.560
<v Speaker 6>what it's good at as well in terms of being

0:21:16.600 --> 0:21:19.920
<v Speaker 6>a specialty player, carrying you know, more cats and even

0:21:19.960 --> 0:21:23.040
<v Speaker 6>things for fish and lizards, and you know that sort

0:21:23.040 --> 0:21:25.440
<v Speaker 6>of side of a pet specialty store.

0:21:26.040 --> 0:21:27.800
<v Speaker 2>Joe, I have coyfish too.

0:21:28.119 --> 0:21:28.680
<v Speaker 5>Of course you do.

0:21:29.119 --> 0:21:31.760
<v Speaker 2>There you go, so one of the things I remember

0:21:31.760 --> 0:21:35.600
<v Speaker 2>from when we spoke to Michael Roberto, the author of

0:21:35.640 --> 0:21:39.800
<v Speaker 2>the Harvard Business case study on Tractor Supply. He talked

0:21:39.840 --> 0:21:44.000
<v Speaker 2>about how the essence of business strategy is basically what

0:21:44.080 --> 0:21:47.600
<v Speaker 2>you don't do, so what you decide not to do.

0:21:47.720 --> 0:21:49.840
<v Speaker 2>After all, it's pretty easy to say, we're going to

0:21:49.880 --> 0:21:53.680
<v Speaker 2>go after this massive market and this market, and we're

0:21:53.680 --> 0:21:57.280
<v Speaker 2>going to sell this, this and that, and he described

0:21:57.359 --> 0:21:59.879
<v Speaker 2>what Tractor Supply had done as a sort of judo

0:22:00.119 --> 0:22:05.639
<v Speaker 2>strategy of basically avoiding head to head competition with bigger

0:22:05.800 --> 0:22:10.120
<v Speaker 2>box stores like a Lows or a home depot. Can

0:22:10.160 --> 0:22:13.160
<v Speaker 2>you talk a little bit more, perhaps about what you've

0:22:13.240 --> 0:22:17.480
<v Speaker 2>decided not to do and how that maybe differentiates the business.

0:22:17.920 --> 0:22:21.119
<v Speaker 6>So, and I think that's a very fair description of

0:22:21.480 --> 0:22:24.520
<v Speaker 6>who we are. We want to be the best retailer

0:22:24.680 --> 0:22:30.040
<v Speaker 6>serving life out here, and we're going to have store locations,

0:22:30.200 --> 0:22:36.679
<v Speaker 6>store size, assortment, customer service technology, and then a supply

0:22:36.800 --> 0:22:41.000
<v Speaker 6>chain you know, in the background, all built the most

0:22:41.119 --> 0:22:45.840
<v Speaker 6>optimally serve life out here. And as a consequence of

0:22:45.840 --> 0:22:48.600
<v Speaker 6>that strategy, you know, we're going to make a number

0:22:48.640 --> 0:22:52.280
<v Speaker 6>of decisions to optimize around that, but also to position

0:22:52.400 --> 0:22:56.160
<v Speaker 6>us uniquely against competition. So a couple things. Less than

0:22:56.280 --> 0:23:00.320
<v Speaker 6>ten percent of our stores are suburban. Zero some of

0:23:00.320 --> 0:23:05.000
<v Speaker 6>our stores are urban. So we are very purposely in

0:23:05.200 --> 0:23:09.440
<v Speaker 6>ex Surban and rural communities, you know, very different than

0:23:09.680 --> 0:23:12.639
<v Speaker 6>the vast, vast majority of retailers. You know, some of

0:23:12.680 --> 0:23:15.680
<v Speaker 6>the names you mentioned are heavy urban, heavy suburban. They

0:23:15.720 --> 0:23:19.120
<v Speaker 6>may dabble in ex Surban, but you know, very few

0:23:19.160 --> 0:23:24.159
<v Speaker 6>are purposely building in rural America. So location wise, you know,

0:23:24.200 --> 0:23:27.840
<v Speaker 6>we oftentimes be are have a twenty mile radius with

0:23:28.280 --> 0:23:32.919
<v Speaker 6>minimal competition. The second thing would be store size. So

0:23:32.960 --> 0:23:36.520
<v Speaker 6>our store size is eighteen thousand square feet plus or

0:23:36.560 --> 0:23:40.120
<v Speaker 6>minus the size of sale Walgreens, And if you think

0:23:40.160 --> 0:23:44.440
<v Speaker 6>about many of our competitors, they're going to have much

0:23:44.600 --> 0:23:47.399
<v Speaker 6>larger store size. There's one hundred thousand square feet, eighty

0:23:47.480 --> 0:23:50.800
<v Speaker 6>thousand square feet. That puts a lot of pressure on

0:23:50.960 --> 0:23:53.160
<v Speaker 6>you to keep inventory, to keep the.

0:23:53.119 --> 0:23:55.520
<v Speaker 5>Store updated, to staff it.

0:23:56.080 --> 0:23:58.119
<v Speaker 6>And I think you know, what we've seen in retail

0:23:58.119 --> 0:24:01.800
<v Speaker 6>over the last ten twenty years is a decreasing store size, right,

0:24:01.800 --> 0:24:05.000
<v Speaker 6>and those retailers that have these large, large store sizes

0:24:05.440 --> 0:24:08.320
<v Speaker 6>wish they had smaller ones. And you know, I always

0:24:08.400 --> 0:24:10.480
<v Speaker 6>mask what the you know, if you look back over

0:24:10.560 --> 0:24:12.280
<v Speaker 6>the history tracks by what are some of the most

0:24:12.280 --> 0:24:15.479
<v Speaker 6>important decisions ever made? And you know, number one decision,

0:24:15.520 --> 0:24:18.199
<v Speaker 6>most important decision are made was how we built our culture.

0:24:18.560 --> 0:24:21.959
<v Speaker 6>Hands down, the writing of our mission and values, creating

0:24:22.000 --> 0:24:25.879
<v Speaker 6>a culture around it and always staying on that path

0:24:26.000 --> 0:24:29.360
<v Speaker 6>number one most important decision. But I'd say a very

0:24:29.359 --> 0:24:32.480
<v Speaker 6>important second decision that was made was the size of

0:24:32.520 --> 0:24:35.760
<v Speaker 6>our stores, and if anything, it forced us us to

0:24:35.880 --> 0:24:39.160
<v Speaker 6>really prioritize and only have the assortment necesser to really

0:24:39.200 --> 0:24:42.000
<v Speaker 6>serve life out here most optimally, and it creates this

0:24:42.119 --> 0:24:43.159
<v Speaker 6>element of convenience.

0:24:43.200 --> 0:24:44.520
<v Speaker 5>And we always say that our.

0:24:44.400 --> 0:24:47.440
<v Speaker 6>Worst parking spot and our stores is better than the

0:24:47.440 --> 0:24:49.840
<v Speaker 6>best parking spot at a big box store.

0:24:50.040 --> 0:24:50.240
<v Speaker 5>Yeah.

0:24:50.240 --> 0:24:54.159
<v Speaker 6>So another decision that we've made is how we execute online.

0:24:54.240 --> 0:24:57.400
<v Speaker 6>Seventy five eighty percent of our online businesses picked up

0:24:57.400 --> 0:25:00.679
<v Speaker 6>in store or fulfilled from a store, delivered from a store.

0:25:01.080 --> 0:25:03.720
<v Speaker 6>You know, by comparison, most would be in the forty

0:25:03.760 --> 0:25:07.200
<v Speaker 6>or fifty percent range in retail or even less. We've

0:25:07.200 --> 0:25:10.239
<v Speaker 6>been very purposeful and not choosing not to compete in

0:25:10.280 --> 0:25:12.960
<v Speaker 6>that kind of long tail assortment or to have a

0:25:13.000 --> 0:25:16.000
<v Speaker 6>marketplace on our website because we just don't think that

0:25:16.119 --> 0:25:19.240
<v Speaker 6>we're competitively advantaged in that area and that you know,

0:25:19.280 --> 0:25:23.399
<v Speaker 6>we can build a robust, sustainable business uh in that area.

0:25:23.440 --> 0:25:25.240
<v Speaker 6>You know, we know what we do best, which is

0:25:25.680 --> 0:25:29.119
<v Speaker 6>serve rural America, serve life out here through an eighteen

0:25:29.160 --> 0:25:32.560
<v Speaker 6>thousand square foot store base with you know, the best

0:25:32.680 --> 0:25:36.040
<v Speaker 6>customer service in the industry from retail, and doing that

0:25:36.080 --> 0:25:38.600
<v Speaker 6>with the technology that you know is best needed by

0:25:38.600 --> 0:25:41.600
<v Speaker 6>our customers. And to your point, it's been very purposeful

0:25:42.160 --> 0:25:45.880
<v Speaker 6>over decades and decades in terms of really defining who

0:25:45.920 --> 0:25:48.760
<v Speaker 6>we are and building a real competitive advantage around that.

0:25:49.080 --> 0:25:51.679
<v Speaker 2>So one thing I was wondering, and you mentioned the

0:25:51.760 --> 0:25:54.680
<v Speaker 2>online business there and the idea of you know, click

0:25:54.720 --> 0:25:58.040
<v Speaker 2>and collect, which I believe has been a source of

0:25:58.080 --> 0:26:01.160
<v Speaker 2>growth for a lot of brick and mortar companies at

0:26:01.200 --> 0:26:05.760
<v Speaker 2>this point. But you came from Macy's and I think

0:26:05.800 --> 0:26:09.040
<v Speaker 2>home Depot before you joined Tractor Supply, and I think

0:26:09.040 --> 0:26:12.000
<v Speaker 2>at Macy's you were actually heading up their online business.

0:26:12.320 --> 0:26:14.680
<v Speaker 2>Can you talk a little bit more about how that

0:26:14.880 --> 0:26:20.000
<v Speaker 2>experience may have informed Tractor Supplies online strategy took.

0:26:20.200 --> 0:26:23.280
<v Speaker 6>One of the areas that I'm personally very passionate about

0:26:23.400 --> 0:26:28.000
<v Speaker 6>is the intersection of retail and technology and how that

0:26:28.040 --> 0:26:31.560
<v Speaker 6>allows you to better serve your customer, but also how

0:26:31.600 --> 0:26:36.440
<v Speaker 6>that allows your team members, your employees to better serve

0:26:36.480 --> 0:26:40.040
<v Speaker 6>your customers as well, like you're strengthening their ability to

0:26:40.080 --> 0:26:42.680
<v Speaker 6>do so. And to your point, I spent ten years

0:26:42.680 --> 0:26:45.679
<v Speaker 6>at Home Depot for which of that ten years I

0:26:45.720 --> 0:26:48.800
<v Speaker 6>was running the online business there two thousand and nine

0:26:48.840 --> 0:26:51.480
<v Speaker 6>to twenty thirteen, which was a pretty big time period

0:26:51.480 --> 0:26:55.600
<v Speaker 6>for digital transformation in retail, coming on the heels of

0:26:55.600 --> 0:26:58.760
<v Speaker 6>the Amazon and really coming on the forefront and then

0:26:58.840 --> 0:27:01.480
<v Speaker 6>obviously the iPhone line. And then I spent three years

0:27:01.480 --> 0:27:04.919
<v Speaker 6>at eBay running their North America business, you know, thirty

0:27:05.080 --> 0:27:08.399
<v Speaker 6>billion dollar plus marketplace just in the United States and

0:27:08.440 --> 0:27:11.200
<v Speaker 6>obviously global in nature, and through my three years there

0:27:11.280 --> 0:27:14.399
<v Speaker 6>that was you know, big data, cloud computing kind of

0:27:14.440 --> 0:27:19.320
<v Speaker 6>the mid twenty fifteen fourteen sixteen seventeen timeframe. And then

0:27:19.560 --> 0:27:23.479
<v Speaker 6>in seventeen to twenty nineteen, that three year period, I

0:27:23.520 --> 0:27:25.760
<v Speaker 6>worked at Macy's where I was President of business and

0:27:25.800 --> 0:27:28.480
<v Speaker 6>did have responsibility for technology and online in that role.

0:27:28.800 --> 0:27:33.040
<v Speaker 6>And you know, those experiences have had substantial impact on on,

0:27:33.160 --> 0:27:36.119
<v Speaker 6>you know, my perspectives of how technology can drive the

0:27:36.119 --> 0:27:40.360
<v Speaker 6>business better serve customers better, enable team members, and try

0:27:40.400 --> 0:27:42.960
<v Speaker 6>to bring some of that in concert with the large

0:27:43.000 --> 0:27:45.400
<v Speaker 6>team that we had that thinks about these things every day.

0:27:45.520 --> 0:27:48.320
<v Speaker 6>And I think we've done an excellent job in the

0:27:48.400 --> 0:27:51.359
<v Speaker 6>last handful of years, you know, from a technology perspective,

0:27:51.400 --> 0:27:54.800
<v Speaker 6>and you know ways it's influenced us. As I mentioned earlier,

0:27:54.800 --> 0:27:57.760
<v Speaker 6>the way we've executed our consumer mobile app strategy, the

0:27:57.800 --> 0:28:00.800
<v Speaker 6>way we've executed our buyline pickup in store strategy, but

0:28:00.880 --> 0:28:03.480
<v Speaker 6>also the way we've set up our team members to

0:28:03.480 --> 0:28:04.080
<v Speaker 6>be successful.

0:28:04.080 --> 0:28:06.840
<v Speaker 5>All of our team members wear headsets that allow for

0:28:06.920 --> 0:28:07.840
<v Speaker 5>a variety of.

0:28:07.800 --> 0:28:12.720
<v Speaker 6>Point to point communications, tasking knowledge tools, AI knowledge tools.

0:28:13.240 --> 0:28:16.280
<v Speaker 6>All of our team members have a handheld device that

0:28:16.320 --> 0:28:19.360
<v Speaker 6>they use for executing in the stores, but that's complemented

0:28:19.400 --> 0:28:21.560
<v Speaker 6>by a bring your own device where we have our

0:28:21.560 --> 0:28:23.800
<v Speaker 6>own app just for our team members, and all three

0:28:23.800 --> 0:28:27.399
<v Speaker 6>of those work seamlessly. From our credentials and authentication perspective,

0:28:27.480 --> 0:28:30.240
<v Speaker 6>then we're also rolling out now kind of computer vision,

0:28:30.320 --> 0:28:33.240
<v Speaker 6>leveraging all of our cameras in our stores and taking

0:28:33.240 --> 0:28:35.760
<v Speaker 6>them from being kind of dumb cameras to smart cameras

0:28:35.960 --> 0:28:39.800
<v Speaker 6>and allowing us to create use cases to drive improve.

0:28:39.520 --> 0:28:40.880
<v Speaker 5>Customer service in our stores.

0:28:40.960 --> 0:28:43.440
<v Speaker 6>So you know, all these things that you know, I've

0:28:43.440 --> 0:28:46.360
<v Speaker 6>had a chance to participate in over the last fifteen

0:28:46.360 --> 0:28:49.400
<v Speaker 6>to twenty years in terms of just you know, technology trends.

0:28:49.440 --> 0:28:51.560
<v Speaker 6>I think we're you know, trying to just leverage all

0:28:51.560 --> 0:28:54.520
<v Speaker 6>of our learnings across those to create the best business

0:28:54.600 --> 0:28:56.880
<v Speaker 6>we can. And of course we have a great team

0:28:56.960 --> 0:28:58.600
<v Speaker 6>who does a lot of this work as well and

0:28:58.680 --> 0:29:01.520
<v Speaker 6>have had you know, there's similar set of experiences over

0:29:01.560 --> 0:29:03.400
<v Speaker 6>the last couple of decades.

0:29:03.680 --> 0:29:07.480
<v Speaker 4>So obviously we're really interested in supply chains and things

0:29:07.560 --> 0:29:10.120
<v Speaker 4>like that here on odd Lodds. So one of the

0:29:10.320 --> 0:29:12.240
<v Speaker 4>questions or one of the things I think you said

0:29:12.440 --> 0:29:16.480
<v Speaker 4>you have nine distribution centers around the country, and I

0:29:16.520 --> 0:29:20.800
<v Speaker 4>think you're adding a tenth. I think, can you talk

0:29:20.840 --> 0:29:24.320
<v Speaker 4>about the decision making that goes into the upfront cost

0:29:24.520 --> 0:29:28.800
<v Speaker 4>of a new distribution center and what that unlocks in

0:29:28.880 --> 0:29:31.800
<v Speaker 4>terms of possibilities at the end retail location.

0:29:31.760 --> 0:29:32.680
<v Speaker 3>When you build one out.

0:29:32.720 --> 0:29:34.800
<v Speaker 4>How do you think about when it makes sense to

0:29:34.800 --> 0:29:36.840
<v Speaker 4>spend the money to build a new distribution center.

0:29:36.960 --> 0:29:39.239
<v Speaker 6>In less than a month's time, our grand opening for

0:29:39.320 --> 0:29:42.080
<v Speaker 6>our tenth distribution center will take place, and that's in

0:29:42.160 --> 0:29:46.880
<v Speaker 6>Mammel Arkansas. We just opened our ninth distribution center a

0:29:47.000 --> 0:29:50.360
<v Speaker 6>year ago a little every year ago in Nabarrow, Ohio.

0:29:50.680 --> 0:29:53.360
<v Speaker 6>In addition to those and those ten distribution centers of

0:29:53.440 --> 0:29:56.320
<v Speaker 6>which each are about a million square feet, we also

0:29:56.400 --> 0:29:59.640
<v Speaker 6>have three import distribution centers that you know, kind of

0:29:59.640 --> 0:30:02.480
<v Speaker 6>decon solid date product that it comes in on containers.

0:30:02.960 --> 0:30:04.920
<v Speaker 5>And then we have sixteen mixing.

0:30:04.600 --> 0:30:08.160
<v Speaker 6>Centers, which are cross dock facilities that in a label

0:30:08.320 --> 0:30:13.680
<v Speaker 6>for faster replenishment on full palate goods, which is from

0:30:13.800 --> 0:30:16.520
<v Speaker 6>us for the most part, our high velocity items that

0:30:16.560 --> 0:30:20.720
<v Speaker 6>are big bagged items like food and feed, wood, Pellot's fertilizer,

0:30:20.880 --> 0:30:23.480
<v Speaker 6>et cetera. So we have a very robust, you know,

0:30:23.560 --> 0:30:27.480
<v Speaker 6>kind of multi building type strategy in our supply chain

0:30:28.320 --> 0:30:30.480
<v Speaker 6>as we build. To get back to your question on

0:30:30.520 --> 0:30:32.440
<v Speaker 6>the tenth distribution center, just kind of how do we

0:30:32.440 --> 0:30:36.360
<v Speaker 6>think about that. There's really two facets to the buildout

0:30:36.360 --> 0:30:38.400
<v Speaker 6>of one. One is just you kind of got to

0:30:38.520 --> 0:30:41.800
<v Speaker 6>have it from a capacity perspective, and about every two

0:30:41.920 --> 0:30:45.520
<v Speaker 6>hundred and fifty stores we have to build another distribution

0:30:45.720 --> 0:30:48.120
<v Speaker 6>center to just be able to you know, kind of

0:30:48.200 --> 0:30:50.280
<v Speaker 6>keep them in stock and have the capacity. All of

0:30:50.320 --> 0:30:52.720
<v Speaker 6>our dcs run twenty four hours a day, seven days

0:30:52.760 --> 0:30:55.239
<v Speaker 6>a week. We're maniacalon trying to make sure we get

0:30:55.280 --> 0:30:57.920
<v Speaker 6>as much through put through them as possible. Obviously with

0:30:58.080 --> 0:31:00.320
<v Speaker 6>team members in mind. As we think about that, part

0:31:00.320 --> 0:31:02.160
<v Speaker 6>of it is you just kind of have to. But

0:31:02.280 --> 0:31:04.920
<v Speaker 6>each of our dcs, in addition to that, does provide

0:31:05.040 --> 0:31:09.120
<v Speaker 6>a substantial financial benefit as we roll out of DC.

0:31:09.840 --> 0:31:12.040
<v Speaker 6>It takes caught up between one hundred and one hundred

0:31:12.040 --> 0:31:15.160
<v Speaker 6>and fifty million dollars a capital to build one, and

0:31:15.560 --> 0:31:18.200
<v Speaker 6>call it thirty to forty million dollars a year in

0:31:18.360 --> 0:31:22.120
<v Speaker 6>annual operaing expense from a labor perspective, et cetera. But

0:31:22.560 --> 0:31:27.000
<v Speaker 6>it allows us to significantly reduce our mileage on the

0:31:27.040 --> 0:31:31.080
<v Speaker 6>truck perspective, so we can reduce the inbound miles from

0:31:31.080 --> 0:31:34.080
<v Speaker 6>ours from our vendors to the DC because we've got

0:31:34.080 --> 0:31:37.200
<v Speaker 6>more more dcs across the country and so you're reducing

0:31:37.280 --> 0:31:40.280
<v Speaker 6>milage there. But then secondly, we're able to build a

0:31:40.360 --> 0:31:43.200
<v Speaker 6>distribution center so that you know, the stores in which

0:31:43.240 --> 0:31:47.920
<v Speaker 6>they serve are closer and we can reduce that distance

0:31:47.960 --> 0:31:51.520
<v Speaker 6>as well. In fact, over the last six years, we've

0:31:51.560 --> 0:31:54.800
<v Speaker 6>reduced our average truck distance by one hundred and twenty

0:31:54.840 --> 0:32:00.080
<v Speaker 6>mile which has generated substantial freight savings for us. And

0:32:00.160 --> 0:32:02.200
<v Speaker 6>so you know, our DCS as we think about it,

0:32:02.160 --> 0:32:03.960
<v Speaker 6>and there's kind of two main drivers for it. One

0:32:04.000 --> 0:32:06.000
<v Speaker 6>we just got to have it, but two, it does

0:32:06.040 --> 0:32:09.520
<v Speaker 6>provide a substantial financial benefit for the business as well.

0:32:10.040 --> 0:32:12.240
<v Speaker 6>And then what I would say is they also create

0:32:12.280 --> 0:32:15.320
<v Speaker 6>a unique position for us in the marketplace where all

0:32:15.360 --> 0:32:18.360
<v Speaker 6>of our core farm and ranch competitors for the most part,

0:32:18.480 --> 0:32:21.920
<v Speaker 6>with exception of one or two, buy through distribution. And

0:32:21.960 --> 0:32:24.720
<v Speaker 6>so that's going to slow their ability to replenish down

0:32:24.920 --> 0:32:27.840
<v Speaker 6>and create a higher cost for that. And then those

0:32:27.960 --> 0:32:30.920
<v Speaker 6>retailers that we compete with that are more national retailers

0:32:30.960 --> 0:32:33.280
<v Speaker 6>that we compete with kind of category back category, say

0:32:33.320 --> 0:32:36.560
<v Speaker 6>a home approvement retailer or a pet retailer. Last year,

0:32:37.000 --> 0:32:41.600
<v Speaker 6>we processed over eight billion pounds of food and feed

0:32:41.680 --> 0:32:44.200
<v Speaker 6>through our supply chain, and so you know, we're just

0:32:44.440 --> 0:32:49.040
<v Speaker 6>experts at moving fifty pound bags of animal feed, foods, fertilizer,

0:32:49.080 --> 0:32:51.880
<v Speaker 6>wood pellets, those sorts of things, and have far away

0:32:51.920 --> 0:32:54.440
<v Speaker 6>the lowest cost to serve on those. So it gets

0:32:54.520 --> 0:32:57.320
<v Speaker 6>us scale on a cost to serve, It gets us

0:32:57.520 --> 0:33:02.080
<v Speaker 6>speed of replenishment, It reduces our transportation costs that you know,

0:33:02.320 --> 0:33:04.880
<v Speaker 6>also just gives us that capacity to fuel our growth.

0:33:22.040 --> 0:33:24.680
<v Speaker 2>There was a line in one of your most recent

0:33:25.120 --> 0:33:29.160
<v Speaker 2>earnings calls that sort of caught my eye, and you

0:33:29.200 --> 0:33:32.920
<v Speaker 2>were talking about how you had reduced the attrition rate

0:33:33.240 --> 0:33:38.240
<v Speaker 2>in your supply chain team by implementing a new progressive

0:33:38.440 --> 0:33:41.680
<v Speaker 2>wage scale. Is that just? Is that corporate speak for,

0:33:42.080 --> 0:33:44.800
<v Speaker 2>you know, you gave everyone raises and they worked harder.

0:33:45.000 --> 0:33:45.560
<v Speaker 5>Yes and no.

0:33:45.960 --> 0:33:48.920
<v Speaker 6>So I'll start by saying one of the things that

0:33:49.200 --> 0:33:53.440
<v Speaker 6>we've invested in over the last five years substantially is

0:33:53.760 --> 0:33:57.040
<v Speaker 6>in wages. Earlier, when I was mentioning the investments that

0:33:57.080 --> 0:34:01.520
<v Speaker 6>we've made in the business specifically referenced capital expenditures. There's

0:34:01.520 --> 0:34:05.800
<v Speaker 6>obviously other line items that would be reflective of our investments,

0:34:05.840 --> 0:34:09.160
<v Speaker 6>and one of those has been in wages. And our

0:34:09.360 --> 0:34:13.279
<v Speaker 6>average hourly wage rate is nearly sixteen dollars. Now, that's

0:34:13.320 --> 0:34:16.560
<v Speaker 6>inclusive of our forty five thousand team members, store team

0:34:16.560 --> 0:34:21.160
<v Speaker 6>members and nearly five thousand distribution center team members. It

0:34:21.239 --> 0:34:23.719
<v Speaker 6>can go back and point at numerous times over the

0:34:23.840 --> 0:34:26.920
<v Speaker 6>last five years, we've made incremental wage adjustments for our

0:34:26.920 --> 0:34:30.680
<v Speaker 6>team members. So in June of twenty twenty, well before

0:34:30.760 --> 0:34:34.480
<v Speaker 6>others were doing so, we provided a dollar per hour

0:34:34.560 --> 0:34:37.440
<v Speaker 6>wage increase for every team member hourly team member of

0:34:37.440 --> 0:34:40.719
<v Speaker 6>the company. At that same time, we also started providing

0:34:40.760 --> 0:34:43.799
<v Speaker 6>benefits to all part time team members. Up until then,

0:34:43.800 --> 0:34:46.719
<v Speaker 6>you had to be full time to have access to benefits. Now,

0:34:46.800 --> 0:34:49.200
<v Speaker 6>if you work fifteen hours or more a week at

0:34:49.239 --> 0:34:52.280
<v Speaker 6>Tractor Supply, you have access to benefits the same benefits

0:34:52.320 --> 0:34:55.959
<v Speaker 6>I do. It's one benefit set system for everyone, and

0:34:56.640 --> 0:34:57.880
<v Speaker 6>that fifteen hours.

0:34:57.719 --> 0:35:00.840
<v Speaker 5>Threshold is very low. To other retailers.

0:35:00.840 --> 0:35:02.880
<v Speaker 6>If you were to go benchmark, most would be at

0:35:03.000 --> 0:35:05.880
<v Speaker 6>least twenty most or twenty five and upwards of thirty.

0:35:06.320 --> 0:35:09.400
<v Speaker 6>And we also started in June of twenty twenty providing

0:35:09.480 --> 0:35:12.839
<v Speaker 6>restricted stock grants to our store managers so that they

0:35:12.840 --> 0:35:16.120
<v Speaker 6>felt that empowerment, that ownership it, you know, in their

0:35:16.239 --> 0:35:20.399
<v Speaker 6>in their role. Specific to our distribution centers. Two things

0:35:20.400 --> 0:35:24.440
<v Speaker 6>we've done recently there. One is all of our supervisors

0:35:24.560 --> 0:35:28.359
<v Speaker 6>and managers in the dcs now receive restricted stock, which

0:35:28.440 --> 0:35:31.279
<v Speaker 6>wasn't the case prior, so again building ownership inside that

0:35:31.320 --> 0:35:35.240
<v Speaker 6>distribution center of our management team in there. And then secondly,

0:35:35.239 --> 0:35:38.359
<v Speaker 6>as far as our hourly team members, we shifted to

0:35:38.400 --> 0:35:43.080
<v Speaker 6>what you you as you called it a progressive wage scale. Historically,

0:35:43.200 --> 0:35:46.239
<v Speaker 6>our distribution centers would have gotten their raises once a

0:35:46.320 --> 0:35:49.719
<v Speaker 6>year in an annual merit cycle. And you know what

0:35:49.800 --> 0:35:52.600
<v Speaker 6>we found through that was in particular of the last

0:35:52.640 --> 0:35:55.440
<v Speaker 6>two or three years as you had a real crunch

0:35:55.480 --> 0:35:59.919
<v Speaker 6>around available labor, was that people wanted merit increases fast,

0:36:00.080 --> 0:36:03.640
<v Speaker 6>stir more consistently. And so we went to a one

0:36:03.640 --> 0:36:05.719
<v Speaker 6>where you at ninety days, do you get a raised.

0:36:05.760 --> 0:36:07.360
<v Speaker 6>At one hundred and eighty days, you get a raised.

0:36:07.360 --> 0:36:09.080
<v Speaker 6>At three hundred and sixty days, you get a raised,

0:36:09.120 --> 0:36:11.840
<v Speaker 6>and then it's progressive from there. And so when you join,

0:36:12.000 --> 0:36:14.120
<v Speaker 6>you know what you start at, and you know exactly

0:36:14.160 --> 0:36:15.759
<v Speaker 6>what your rage rates are going to be as you

0:36:15.800 --> 0:36:16.560
<v Speaker 6>look at it's.

0:36:16.520 --> 0:36:17.759
<v Speaker 5>Very calendarized for you.

0:36:17.840 --> 0:36:21.600
<v Speaker 6>And and so that gave people certainty, It gave people clarity,

0:36:22.040 --> 0:36:24.160
<v Speaker 6>They gave them a reward, a little bit of a

0:36:24.200 --> 0:36:27.560
<v Speaker 6>reward along, you know, along the way. Plus their managers

0:36:27.600 --> 0:36:31.120
<v Speaker 6>now have stock incentive and you know, they're kind of

0:36:31.120 --> 0:36:33.240
<v Speaker 6>treating it a bit more like you know, an ownership

0:36:33.280 --> 0:36:34.000
<v Speaker 6>and mentality.

0:36:34.000 --> 0:36:35.880
<v Speaker 5>And it's it's been very successful for us.

0:36:35.920 --> 0:36:39.319
<v Speaker 6>And we had a fifty point a reduction in our

0:36:39.320 --> 0:36:42.520
<v Speaker 6>supply chain attrition last year, and we're continuing to see

0:36:42.520 --> 0:36:45.520
<v Speaker 6>attrition rates below down this year kind of three months in.

0:36:45.920 --> 0:36:48.319
<v Speaker 4>So on your website it says currently I'm looking at

0:36:48.360 --> 0:36:50.800
<v Speaker 4>your history page, it says there are twenty two hundred

0:36:50.840 --> 0:36:53.279
<v Speaker 4>stores in the forty nine states, and I think your

0:36:53.320 --> 0:36:55.799
<v Speaker 4>goal per the last conference call is to get up

0:36:55.840 --> 0:36:58.319
<v Speaker 4>to three thousand stores, So I have I guess it's

0:36:58.320 --> 0:37:01.360
<v Speaker 4>a two part question. Is what is the main constraint

0:37:01.480 --> 0:37:04.400
<v Speaker 4>to adding stores? Is it available land? Is it just

0:37:04.400 --> 0:37:06.000
<v Speaker 4>the capacity to plan them out?

0:37:06.120 --> 0:37:07.400
<v Speaker 7>Like where is the heart?

0:37:07.480 --> 0:37:09.560
<v Speaker 3>Is it materials and labor to build them?

0:37:09.600 --> 0:37:09.680
<v Speaker 6>Like?

0:37:09.719 --> 0:37:12.239
<v Speaker 4>What is that constraint? And then when you talk about

0:37:12.400 --> 0:37:14.879
<v Speaker 4>new store productivity, and I think, as you've been saying

0:37:14.880 --> 0:37:18.480
<v Speaker 4>that stores lately have been getting up to full productivity

0:37:18.560 --> 0:37:21.600
<v Speaker 4>faster than they have in the past, what is the

0:37:21.640 --> 0:37:24.080
<v Speaker 4>dial that you can turn to get a brand new

0:37:24.200 --> 0:37:26.400
<v Speaker 4>store up and running so that it's sort of on

0:37:26.520 --> 0:37:27.800
<v Speaker 4>par with the legacy stores.

0:37:28.360 --> 0:37:32.800
<v Speaker 6>Well summarized Joe on kind of our store goal and

0:37:33.040 --> 0:37:35.400
<v Speaker 6>the number of stores we open annually, So we have

0:37:35.520 --> 0:37:39.520
<v Speaker 6>a three thousand store goal in the United States. We

0:37:39.600 --> 0:37:42.759
<v Speaker 6>have a little over twenty two hundred stores, now we

0:37:42.800 --> 0:37:47.040
<v Speaker 6>build annually around eighty stores, so we've got, you know,

0:37:47.120 --> 0:37:50.560
<v Speaker 6>basically a decade left of new store growth. We do

0:37:50.680 --> 0:37:53.799
<v Speaker 6>have a history of increasing that as but you know,

0:37:54.440 --> 0:37:56.680
<v Speaker 6>but we feel very good about the three thousand store goal,

0:37:56.760 --> 0:37:59.040
<v Speaker 6>and you know, perhaps there's some more upside beyond that.

0:37:59.640 --> 0:38:02.880
<v Speaker 6>There's a variety of factors that limit the number of

0:38:02.920 --> 0:38:05.480
<v Speaker 6>stores we build a year. As I mentioned, we're currently

0:38:05.480 --> 0:38:08.759
<v Speaker 6>this year planning to build eighty tractor supply stores, and

0:38:09.280 --> 0:38:12.520
<v Speaker 6>I should mentioned ten to twenty pet scent stores. I

0:38:12.520 --> 0:38:17.160
<v Speaker 6>would say the main limiting factor is our culture. And

0:38:17.200 --> 0:38:19.080
<v Speaker 6>I think the thing that keeps me up the most

0:38:19.120 --> 0:38:23.520
<v Speaker 6>at night is not allowing our growth to exceed the

0:38:23.560 --> 0:38:28.320
<v Speaker 6>pace of our culture. And we cannot be one of

0:38:28.360 --> 0:38:31.239
<v Speaker 6>those companies that wakes up five years from ago. We

0:38:31.320 --> 0:38:33.439
<v Speaker 6>just had incredible growth, but we're just not the same

0:38:33.480 --> 0:38:35.840
<v Speaker 6>company that we were five years ago from a culture

0:38:35.920 --> 0:38:40.280
<v Speaker 6>and customer service perspective. Obviously, in addition to that limiting factor,

0:38:40.320 --> 0:38:43.080
<v Speaker 6>there's a variety of other things. Right, there's access to

0:38:43.640 --> 0:38:47.840
<v Speaker 6>all the construction materials you need, there's access to you know,

0:38:47.880 --> 0:38:52.160
<v Speaker 6>local permitting resources, there's access to you know, construction labor.

0:38:52.840 --> 0:38:54.640
<v Speaker 6>All those things that We've had over the last two

0:38:54.719 --> 0:38:57.520
<v Speaker 6>or three years nuances there that have impacted our ability

0:38:57.560 --> 0:39:00.799
<v Speaker 6>to move faster on store rollout, just with you know,

0:39:01.080 --> 0:39:03.640
<v Speaker 6>the supply cheam directions that curbent COVID and such, and

0:39:03.920 --> 0:39:05.239
<v Speaker 6>the availability for people to.

0:39:05.160 --> 0:39:07.439
<v Speaker 5>Get out and approve permits and those sorts of things.

0:39:07.440 --> 0:39:10.799
<v Speaker 6>But that's all reasonably settled now, and I'd say it's

0:39:10.880 --> 0:39:13.120
<v Speaker 6>mostly just back to normal, with the exception of the

0:39:13.200 --> 0:39:16.680
<v Speaker 6>higher interest rates on building stores. But the main bottleneck

0:39:16.719 --> 0:39:19.080
<v Speaker 6>on an annual basis is just making sure that we

0:39:19.080 --> 0:39:21.560
<v Speaker 6>don't outgrow our culture. And you know, we bring every

0:39:21.640 --> 0:39:25.240
<v Speaker 6>new store manager, so we have twelve percent store manager attrition,

0:39:25.360 --> 0:39:28.880
<v Speaker 6>one of the lowest, perhaps the lowest in retail in

0:39:28.960 --> 0:39:31.560
<v Speaker 6>terms of attrition. But at twenty two hundred stores, that's

0:39:31.560 --> 0:39:33.640
<v Speaker 6>a couple hundred and fifty new store managers a year.

0:39:33.640 --> 0:39:36.319
<v Speaker 6>Plus we have eighty news stores, so you're talking three

0:39:36.719 --> 0:39:39.439
<v Speaker 6>thirty three hundred and fifty new store managers a year.

0:39:40.160 --> 0:39:42.560
<v Speaker 6>We bring every one of those store managers to our

0:39:42.640 --> 0:39:46.960
<v Speaker 6>store support center here in Brentwood, Tennessee, right outside of Nashville.

0:39:47.040 --> 0:39:50.040
<v Speaker 6>They spend an entire week going through training. They also

0:39:50.080 --> 0:39:53.680
<v Speaker 6>spend ninety days prior to starting at their store training

0:39:53.719 --> 0:39:56.759
<v Speaker 6>at another store, and so we invest a lot of

0:39:56.840 --> 0:39:59.839
<v Speaker 6>resource to make sure the store managers are up and

0:40:00.080 --> 0:40:02.719
<v Speaker 6>running and that you can't tell a difference when you

0:40:02.760 --> 0:40:05.240
<v Speaker 6>walk for when you go into one store versus another,

0:40:05.400 --> 0:40:07.799
<v Speaker 6>and we're just so passionate about that.

0:40:07.880 --> 0:40:10.120
<v Speaker 5>I think you know that is the primary limiting.

0:40:09.760 --> 0:40:12.479
<v Speaker 6>Factor for our our new stores in terms of number

0:40:12.520 --> 0:40:15.480
<v Speaker 6>a year, and then trying to get our stores up

0:40:15.560 --> 0:40:18.400
<v Speaker 6>to volume as fast as possible is kind of every

0:40:18.440 --> 0:40:22.840
<v Speaker 6>retailer's goal and focus. And typically they started about seventy

0:40:22.880 --> 0:40:25.400
<v Speaker 6>percent of our estimated sales in the first year, and

0:40:25.480 --> 0:40:28.160
<v Speaker 6>over a three or four year time period will ramp

0:40:28.239 --> 0:40:30.240
<v Speaker 6>up to that one hundred percent of what we expect

0:40:30.239 --> 0:40:33.520
<v Speaker 6>out of that store. And they are opening up at

0:40:33.600 --> 0:40:35.880
<v Speaker 6>higher volumes than they did pre COVID, and they are

0:40:36.000 --> 0:40:38.800
<v Speaker 6>ramping faster, and I think there's a number of reasons

0:40:38.840 --> 0:40:41.960
<v Speaker 6>for that, but I think the biggest is the improvement.

0:40:41.480 --> 0:40:43.560
<v Speaker 5>That we've made in our brand awareness.

0:40:43.600 --> 0:40:46.799
<v Speaker 6>And pre COVID, our unated brand awareness was down in

0:40:46.840 --> 0:40:49.720
<v Speaker 6>the thirties, and now post COVID, our unaated brand awareness

0:40:49.760 --> 0:40:52.960
<v Speaker 6>is nearly doubled. And just so as we move into markets,

0:40:52.960 --> 0:40:55.320
<v Speaker 6>more people are aware of us, they are more apt

0:40:55.360 --> 0:40:58.080
<v Speaker 6>to consider shopping us. And you know that just allows

0:40:58.160 --> 0:41:00.640
<v Speaker 6>us to ramp up to ramp up quicker.

0:41:01.040 --> 0:41:05.719
<v Speaker 2>How important are partnerships to business growth now? Because famously

0:41:05.800 --> 0:41:08.520
<v Speaker 2>you have a partnership with car Heart, So if you

0:41:08.560 --> 0:41:11.080
<v Speaker 2>walk into a tractor supply store, you'll see lots of

0:41:11.320 --> 0:41:15.120
<v Speaker 2>car Heart hats and you know, clothing of all sorts.

0:41:15.160 --> 0:41:17.080
<v Speaker 2>But I think you also have some sort of deal

0:41:17.200 --> 0:41:21.720
<v Speaker 2>with Yellowstone. And in the course of researching for this interview,

0:41:21.800 --> 0:41:24.960
<v Speaker 2>I saw you have a line of garden clothes with

0:41:25.120 --> 0:41:28.560
<v Speaker 2>Martha Stewart. Now, so that seems to be an area

0:41:28.719 --> 0:41:32.040
<v Speaker 2>of interest for you. How do you identify these potential

0:41:32.080 --> 0:41:34.840
<v Speaker 2>partnerships and then how important is that for the overall

0:41:34.880 --> 0:41:35.480
<v Speaker 2>business mix?

0:41:35.560 --> 0:41:39.320
<v Speaker 6>Nowadays Track Supply would not be the same company absit

0:41:39.960 --> 0:41:44.040
<v Speaker 6>the many fantastic partners that we have, And that's really across,

0:41:44.320 --> 0:41:47.440
<v Speaker 6>you know, all different facets of the business. Certainly on

0:41:47.520 --> 0:41:52.440
<v Speaker 6>the on the product side, we have some great partners

0:41:52.960 --> 0:41:57.320
<v Speaker 6>that work very closely with this help us create unique

0:41:57.719 --> 0:42:00.880
<v Speaker 6>product experiences for our customers. It can only be found

0:42:00.880 --> 0:42:04.360
<v Speaker 6>a tractors supply to your point, whether that's in apparel,

0:42:04.840 --> 0:42:07.840
<v Speaker 6>car Heart, who we're you know, one of the largest

0:42:07.880 --> 0:42:09.759
<v Speaker 6>seller of car hearts in the country and we have

0:42:10.000 --> 0:42:12.680
<v Speaker 6>you know, nearly one hundred store within a store car.

0:42:12.440 --> 0:42:13.920
<v Speaker 5>Heart across our store base.

0:42:14.760 --> 0:42:18.239
<v Speaker 6>But even partners like Purina on the feed side, and

0:42:18.719 --> 0:42:21.280
<v Speaker 6>you know are we have two private brands and feed

0:42:21.400 --> 0:42:24.400
<v Speaker 6>do More in producers Pride, and we work very closely

0:42:24.440 --> 0:42:27.000
<v Speaker 6>with Purina on the production of those and in fact,

0:42:27.080 --> 0:42:30.200
<v Speaker 6>our do More brand is the only private brand product

0:42:30.400 --> 0:42:33.400
<v Speaker 6>in the United States that had that carries the Purina.

0:42:33.120 --> 0:42:34.160
<v Speaker 5>Checkerboard, you know.

0:42:34.320 --> 0:42:36.400
<v Speaker 6>And you can go across our business and we've got

0:42:36.480 --> 0:42:41.640
<v Speaker 6>these just really fantastic strong partner relationships on the product side,

0:42:41.640 --> 0:42:43.279
<v Speaker 6>but also on the marketing side of your point. So

0:42:43.280 --> 0:42:47.280
<v Speaker 6>we've got great relationships with Yellowstone and you know, Taylor

0:42:47.360 --> 0:42:49.759
<v Speaker 6>Shared and that team, and we were, you know, one

0:42:49.760 --> 0:42:52.560
<v Speaker 6>of the very first partners that they had and have

0:42:52.680 --> 0:42:56.480
<v Speaker 6>always built custom commercials for that. And you know, Landy Wilson,

0:42:56.719 --> 0:42:59.640
<v Speaker 6>we have a strong multi year relationship with their professional

0:42:59.680 --> 0:43:03.160
<v Speaker 6>bull writing and we're one of the first inaugural sponsors

0:43:03.200 --> 0:43:05.960
<v Speaker 6>with them as that as that has really grown as

0:43:06.000 --> 0:43:08.920
<v Speaker 6>a sport and an enterprise. But then also if you

0:43:08.920 --> 0:43:11.640
<v Speaker 6>look on the tech side, we have an incredibly strong

0:43:11.680 --> 0:43:15.360
<v Speaker 6>partnership with Microsoft and Microsoft Azure particular and their cloud

0:43:15.360 --> 0:43:18.480
<v Speaker 6>platform and their AI capabilities, and I'd say we're very

0:43:18.520 --> 0:43:21.400
<v Speaker 6>much on the forefront of partnering with them and experimenting

0:43:21.600 --> 0:43:24.960
<v Speaker 6>and developing scaled solutions. And then even if you look

0:43:25.000 --> 0:43:27.399
<v Speaker 6>at like on the community side, we're far and away

0:43:27.480 --> 0:43:31.840
<v Speaker 6>the largest contributor and have been for thirty plus years

0:43:31.840 --> 0:43:35.120
<v Speaker 6>with FFA, the Future Farmers of America, and we're in

0:43:35.160 --> 0:43:39.280
<v Speaker 6>our second year of the largest rural agriculture scholarship program

0:43:39.280 --> 0:43:42.680
<v Speaker 6>in the country to million dollars a year, one hundred

0:43:42.760 --> 0:43:46.759
<v Speaker 6>five thousand dollars scholarships and fifty ten thousand dollars scholarships.

0:43:46.800 --> 0:43:49.040
<v Speaker 6>And so, you know, whether it's on the community side,

0:43:49.120 --> 0:43:51.440
<v Speaker 6>whether it's on the tech side, whether it's on the

0:43:51.480 --> 0:43:55.160
<v Speaker 6>merchandising side, or on the marketing side, you know, and

0:43:55.480 --> 0:43:57.600
<v Speaker 6>in a variety of other stakeholders as well. We had

0:43:57.600 --> 0:44:01.080
<v Speaker 6>just incredible partnerships people that that we've been with for

0:44:01.239 --> 0:44:04.399
<v Speaker 6>quite some time, and you know, there's synergies between our

0:44:04.440 --> 0:44:07.319
<v Speaker 6>businesses and their businesses, and it just really allows us

0:44:07.320 --> 0:44:08.600
<v Speaker 6>to be the best company we can be.

0:44:09.080 --> 0:44:11.960
<v Speaker 4>I just have one more question, but since you mentioned

0:44:12.000 --> 0:44:15.520
<v Speaker 4>specifically interest rates, in the context.

0:44:15.040 --> 0:44:16.359
<v Speaker 5>Of build out.

0:44:16.719 --> 0:44:19.399
<v Speaker 4>Can you just give a little like more specifics about

0:44:19.480 --> 0:44:23.279
<v Speaker 4>how does a high interest environment affect the math of

0:44:23.480 --> 0:44:27.279
<v Speaker 4>store rollouts? And yeah, what and you mentioned that on

0:44:27.320 --> 0:44:29.160
<v Speaker 4>your call. That came up as one of the challenges

0:44:29.200 --> 0:44:31.759
<v Speaker 4>for twenty twenty three, along with weather and some other things.

0:44:31.800 --> 0:44:34.759
<v Speaker 4>But talk to us a little bit about the effective

0:44:34.800 --> 0:44:38.759
<v Speaker 4>interest the effective elevated interest rates on expansion decisions and

0:44:38.760 --> 0:44:41.360
<v Speaker 4>how it changes how various investments pencil out.

0:44:41.600 --> 0:44:46.000
<v Speaker 6>Yeah, absolutely so, I mean interest rates are significant in

0:44:46.080 --> 0:44:50.480
<v Speaker 6>any sort of real estate project, right, And historically we

0:44:50.600 --> 0:44:55.759
<v Speaker 6>have used third party contractors to develop our locations for

0:44:56.000 --> 0:45:00.120
<v Speaker 6>us under assigned contract and our commitment is part of

0:45:00.160 --> 0:45:03.840
<v Speaker 6>that signed contract is you know, typically at a minimum

0:45:03.920 --> 0:45:07.960
<v Speaker 6>fifteen years or a twenty year lease within two to

0:45:08.040 --> 0:45:10.360
<v Speaker 6>three options on the back end of that. So you know,

0:45:10.360 --> 0:45:13.520
<v Speaker 6>we're signing up for fifteen to thirty years saying in

0:45:13.560 --> 0:45:17.480
<v Speaker 6>a location with a lease dollars per month associated with that,

0:45:18.239 --> 0:45:20.600
<v Speaker 6>and as part of that part of the agreement, then

0:45:20.680 --> 0:45:23.440
<v Speaker 6>a developer would go build that store for us, right,

0:45:23.560 --> 0:45:28.960
<v Speaker 6>and that includes acquiring the land, you know, building the store,

0:45:29.280 --> 0:45:32.320
<v Speaker 6>and then once they've got us up and running, most

0:45:32.360 --> 0:45:35.520
<v Speaker 6>of our landing lords will then sell that property to,

0:45:35.920 --> 0:45:38.080
<v Speaker 6>you know, someone who wants to own the long term

0:45:38.120 --> 0:45:42.040
<v Speaker 6>cash flow stream. So if you're a developer, you are

0:45:42.400 --> 0:45:46.040
<v Speaker 6>typically funding the acquisition of that land and the build

0:45:46.080 --> 0:45:49.799
<v Speaker 6>out of that store through some sort of financing, and

0:45:49.880 --> 0:45:52.480
<v Speaker 6>then you're selling the property to someone who's counting on

0:45:52.520 --> 0:45:55.279
<v Speaker 6>those cash flows. And so both the financing and the

0:45:55.360 --> 0:45:57.399
<v Speaker 6>selling to someone who's kind of that cash flows are

0:45:57.440 --> 0:46:00.919
<v Speaker 6>significantly impacted by interest rates. Right, what's the interest rate

0:46:01.040 --> 0:46:04.680
<v Speaker 6>you're going to pay on sixty seven million dollars of

0:46:04.719 --> 0:46:08.120
<v Speaker 6>capital for a year to fifteen months while you're building

0:46:08.160 --> 0:46:11.880
<v Speaker 6>that store, and then when you sell that tractors supply

0:46:11.960 --> 0:46:14.279
<v Speaker 6>to someone and it's got a three hundred thousand dollars

0:46:14.400 --> 0:46:17.720
<v Speaker 6>year annual revenue stream associated with it, right from the least,

0:46:18.080 --> 0:46:19.880
<v Speaker 6>what interest rate are they going to use to discount

0:46:19.920 --> 0:46:21.240
<v Speaker 6>that cash flow back at?

0:46:21.719 --> 0:46:22.359
<v Speaker 5>And so it has.

0:46:22.320 --> 0:46:26.600
<v Speaker 6>Substantial implications on our real estate developers. And with the

0:46:26.640 --> 0:46:28.800
<v Speaker 6>movement up in its rates obviously makes it more expensive

0:46:28.800 --> 0:46:32.279
<v Speaker 6>to build, and then you obviously are monetizing those future

0:46:32.320 --> 0:46:35.120
<v Speaker 6>cash flows at less right because of higher interest rates,

0:46:35.640 --> 0:46:37.840
<v Speaker 6>And so they've got more risk and they've got a

0:46:37.840 --> 0:46:41.040
<v Speaker 6>bunch of movement and so it has significant implications. And

0:46:41.040 --> 0:46:42.880
<v Speaker 6>so one of the things we've done over the last

0:46:43.000 --> 0:46:46.839
<v Speaker 6>twelve months is start to actually finance the build out ourselves.

0:46:46.840 --> 0:46:49.480
<v Speaker 6>So we have gone probably about half of our stores

0:46:49.520 --> 0:46:53.760
<v Speaker 6>this year. We will work with the developers still, we'll say, look,

0:46:53.880 --> 0:46:57.279
<v Speaker 6>you just build the store, force, work with the contractors

0:46:56.920 --> 0:47:00.719
<v Speaker 6>on the property, you know, work with the local scipalities

0:47:00.800 --> 0:47:03.320
<v Speaker 6>around zoning and permitting and all those sorts of things.

0:47:03.719 --> 0:47:06.319
<v Speaker 6>But don't worry about you know, buying the fixtures, buying

0:47:06.360 --> 0:47:09.759
<v Speaker 6>the HVAC, you know, buying the concrete block, all those things.

0:47:09.840 --> 0:47:10.839
<v Speaker 5>We're going to do all that.

0:47:10.920 --> 0:47:12.520
<v Speaker 6>We will pay for it all and we're just going

0:47:12.600 --> 0:47:14.880
<v Speaker 6>to give you a four or five hundred thousand dollars

0:47:15.280 --> 0:47:18.880
<v Speaker 6>fixed fee to build that for us. But the idea

0:47:18.880 --> 0:47:20.480
<v Speaker 6>that you need to finance them on the front end

0:47:20.560 --> 0:47:22.360
<v Speaker 6>or worry about the sale on the back end, don't

0:47:22.360 --> 0:47:23.560
<v Speaker 6>worry about that anymore.

0:47:23.640 --> 0:47:24.719
<v Speaker 5>We will take that on.

0:47:24.960 --> 0:47:27.440
<v Speaker 6>And what we found is that it frees up a

0:47:27.480 --> 0:47:29.799
<v Speaker 6>lot of value because they were putting a lot of

0:47:29.920 --> 0:47:32.800
<v Speaker 6>risk in the model, particularly with the variability and interest

0:47:32.880 --> 0:47:35.879
<v Speaker 6>rates and how things are moving around, and so it's

0:47:35.920 --> 0:47:38.800
<v Speaker 6>had significant impacts. We're fortunate to be investment grade in

0:47:38.880 --> 0:47:41.759
<v Speaker 6>terms of debt rating to be billion dollars plus cash

0:47:41.760 --> 0:47:44.239
<v Speaker 6>flow positive every year. So we've got a lot of

0:47:44.320 --> 0:47:46.239
<v Speaker 6>levers that we can we can put in place to

0:47:46.400 --> 0:47:49.520
<v Speaker 6>just kind of address that situation. But it's certainly been

0:47:50.320 --> 0:47:52.839
<v Speaker 6>a big topic I think for all everyone in real

0:47:52.920 --> 0:47:55.000
<v Speaker 6>estate over the last eighteen months.

0:47:55.239 --> 0:47:58.240
<v Speaker 2>Since you guys are experts in moving big bags of stuff,

0:47:58.320 --> 0:48:01.880
<v Speaker 2>so can you just start buying and also delivering materials

0:48:01.880 --> 0:48:03.200
<v Speaker 2>for new stores to yourself?

0:48:03.520 --> 0:48:03.719
<v Speaker 5>Right?

0:48:03.760 --> 0:48:06.680
<v Speaker 6>That's and that's exactly part of the benefit that we've

0:48:06.760 --> 0:48:09.600
<v Speaker 6>captured by bringing you know, kind of self development in

0:48:09.640 --> 0:48:13.120
<v Speaker 6>the house is that we can go negotiate now for

0:48:13.360 --> 0:48:16.560
<v Speaker 6>you know, eighty HVAC systems at one time. We can

0:48:16.680 --> 0:48:20.439
<v Speaker 6>go negotiate for all the fixtures at one time, all

0:48:20.480 --> 0:48:23.200
<v Speaker 6>the bailers that we have in the back of our store,

0:48:23.440 --> 0:48:25.960
<v Speaker 6>all those sorts of things that in the past the

0:48:26.239 --> 0:48:31.000
<v Speaker 6>contractor would have singularly sourced just for that store. We

0:48:31.040 --> 0:48:33.960
<v Speaker 6>can now do it, you know, in large batches, fifty

0:48:34.000 --> 0:48:37.800
<v Speaker 6>one hundred at a time and get a nice reduction

0:48:37.880 --> 0:48:39.880
<v Speaker 6>and price by leveraging our volume.

0:48:40.080 --> 0:48:42.080
<v Speaker 4>Last quick question for me, just I mean, I know

0:48:42.160 --> 0:48:45.600
<v Speaker 4>you're writing these big secular trends, but things like inflation,

0:48:46.040 --> 0:48:49.520
<v Speaker 4>et cetera, labor market. How do things look right now

0:48:49.680 --> 0:48:52.319
<v Speaker 4>we're recording this April nine, twenty twenty four. Does it

0:48:52.360 --> 0:48:55.400
<v Speaker 4>feel like we're something like a normal environment.

0:48:55.800 --> 0:48:58.759
<v Speaker 6>I don't know if you're a retailer that feels perfectly

0:48:58.800 --> 0:49:00.960
<v Speaker 6>normal right now on I'll get into that in just

0:49:01.000 --> 0:49:02.799
<v Speaker 6>a second. But what I would say at the highest level,

0:49:02.800 --> 0:49:04.759
<v Speaker 6>I think our economy is strong right now. I mean

0:49:04.800 --> 0:49:08.319
<v Speaker 6>we're running, you know, as a country two three four

0:49:08.400 --> 0:49:11.359
<v Speaker 6>percent GDP right kind of pick your quarter a month

0:49:11.440 --> 0:49:16.200
<v Speaker 6>GDP solid right now. You've got consumers spending really leading

0:49:16.239 --> 0:49:20.120
<v Speaker 6>the way on that. You know, the PCEE personal conception

0:49:20.200 --> 0:49:23.680
<v Speaker 6>expenditures you know for the month of January and February

0:49:23.880 --> 0:49:25.720
<v Speaker 6>very solid in that you know, two and a half

0:49:25.840 --> 0:49:29.400
<v Speaker 6>to three and a half percent range, very solid growth there.

0:49:29.960 --> 0:49:30.120
<v Speaker 5>You know.

0:49:30.160 --> 0:49:32.759
<v Speaker 6>The only thing I think from a retailer perspective, why

0:49:32.760 --> 0:49:36.520
<v Speaker 6>it doesn't feel normal right now is consumers are still

0:49:36.560 --> 0:49:40.400
<v Speaker 6>shifting their spend from goods to services, and you know,

0:49:40.560 --> 0:49:46.840
<v Speaker 6>pre COVID services, so things like you know, hotels, restaurants, entertainment, cruises,

0:49:47.160 --> 0:49:49.800
<v Speaker 6>those are you know, airline tickets, those sorts of things.

0:49:50.120 --> 0:49:53.400
<v Speaker 6>They were about sixty nine percent of a consumer spend,

0:49:53.920 --> 0:49:57.920
<v Speaker 6>with goods being the other thirty one percent. During covid U,

0:49:58.120 --> 0:50:00.680
<v Speaker 6>when people had less travel than they could go do

0:50:01.440 --> 0:50:05.120
<v Speaker 6>you had these stimulus checks coming through and people were

0:50:05.400 --> 0:50:08.720
<v Speaker 6>feeling the need to spend those goods as a percent

0:50:08.800 --> 0:50:12.440
<v Speaker 6>of consumer expenditures gotten nearly as high as thirty seven percent,

0:50:12.480 --> 0:50:15.920
<v Speaker 6>with services, you know by comparison, dropping down to sixty

0:50:16.040 --> 0:50:19.279
<v Speaker 6>three Over the last eighteen months. As our economy is

0:50:19.440 --> 0:50:21.960
<v Speaker 6>opened back up and people have gotten back to more

0:50:22.000 --> 0:50:26.399
<v Speaker 6>normal spending, perhaps some pent up desire to travel, you've

0:50:26.480 --> 0:50:30.280
<v Speaker 6>seen that services spin start to creep back towards sixty

0:50:30.360 --> 0:50:33.160
<v Speaker 6>nine percent. I think at the end of February it

0:50:33.280 --> 0:50:35.800
<v Speaker 6>was in the high sixty sevens, maybe right at sixty

0:50:35.840 --> 0:50:38.959
<v Speaker 6>eight percent. So and if you look at the February SPIN,

0:50:39.200 --> 0:50:42.480
<v Speaker 6>services were up six percent, whereas goods were only up

0:50:42.640 --> 0:50:46.240
<v Speaker 6>one percent on spend. So there's a big swing happening

0:50:46.320 --> 0:50:49.040
<v Speaker 6>right now between goods and services. But other than that,

0:50:49.120 --> 0:50:50.880
<v Speaker 6>I think, you know, our economy seems to be very

0:50:51.000 --> 0:50:55.360
<v Speaker 6>health healthy right now. The consumer continues to spend, you know,

0:50:55.400 --> 0:50:58.920
<v Speaker 6>inflations moderating, I think people have started you see that

0:50:59.160 --> 0:51:03.160
<v Speaker 6>lesser as a an issue when you do consumer surveys,

0:51:04.080 --> 0:51:07.560
<v Speaker 6>and you know, I think our economies is very much stabilizing.

0:51:07.640 --> 0:51:10.640
<v Speaker 5>Hats off to the FED for everything they've done.

0:51:10.920 --> 0:51:13.200
<v Speaker 2>Hell a lot and CEO of Tractor Supply, thank you

0:51:13.239 --> 0:51:16.600
<v Speaker 2>so much for coming on all thoughts and explaining exactly

0:51:16.640 --> 0:51:20.520
<v Speaker 2>how you are capturing so much of my income. It

0:51:20.600 --> 0:51:33.120
<v Speaker 2>was great, all right, Joe, Well, I thought that was fascinating,

0:51:33.440 --> 0:51:35.800
<v Speaker 2>and I can see why I am in fact spending

0:51:35.920 --> 0:51:38.880
<v Speaker 2>quite a decent amount of money at Chactor Supply in

0:51:39.080 --> 0:51:42.440
<v Speaker 2>recent years. There's so much to pick out of that conversation.

0:51:42.600 --> 0:51:46.080
<v Speaker 2>I mean, I thought the point about distribution was pretty interesting.

0:51:46.080 --> 0:51:48.520
<v Speaker 2>This idea that you can build up and expertise in

0:51:48.640 --> 0:51:52.239
<v Speaker 2>moving a particular type of things. So in this case,

0:51:52.280 --> 0:51:55.399
<v Speaker 2>I guess big bags of animal feed and stuff like that,

0:51:55.600 --> 0:51:58.480
<v Speaker 2>and so you can start to get efficiencies out of

0:51:58.480 --> 0:52:01.000
<v Speaker 2>that and also maybe at some point point start to

0:52:01.880 --> 0:52:05.279
<v Speaker 2>you know, negotiate supply for building your own stores in

0:52:05.320 --> 0:52:06.439
<v Speaker 2>bulk purchase as well.

0:52:06.680 --> 0:52:09.520
<v Speaker 4>No, I thought that was really fascinating as well, because

0:52:09.520 --> 0:52:11.880
<v Speaker 4>you can imagine, right, and it's not you don't have

0:52:11.920 --> 0:52:14.640
<v Speaker 4>to imagine that like, okay, in something like pet food

0:52:14.800 --> 0:52:17.239
<v Speaker 4>or something like that, or feet. They're competing with a

0:52:17.280 --> 0:52:20.560
<v Speaker 4>lot of other companies. But if pet if feed is

0:52:20.640 --> 0:52:24.200
<v Speaker 4>such a dominant share of their own supply chain, then

0:52:24.280 --> 0:52:28.439
<v Speaker 4>they can become the most efficient or theoretically the most

0:52:28.440 --> 0:52:32.080
<v Speaker 4>efficient distributor of fifty pound bags in a way that

0:52:32.120 --> 0:52:35.359
<v Speaker 4>you might not expect. Companies that specialize in so many

0:52:35.400 --> 0:52:38.120
<v Speaker 4>other things to like build that expertise and so like

0:52:38.160 --> 0:52:42.080
<v Speaker 4>a way of gaining scale and price competitiveness even from

0:52:42.120 --> 0:52:42.880
<v Speaker 4>smaller side.

0:52:43.000 --> 0:52:44.759
<v Speaker 2>Yeah, and the other thing I was thinking, and this

0:52:44.880 --> 0:52:46.759
<v Speaker 2>came up in the episode we did before on the

0:52:46.800 --> 0:52:50.440
<v Speaker 2>Harvard Business case study, but this idea of the choice

0:52:50.480 --> 0:52:56.799
<v Speaker 2>of location for opening stores and not automatically migrating or

0:52:56.840 --> 0:53:00.120
<v Speaker 2>being attracted to urban centers because I think, for you know,

0:53:00.200 --> 0:53:03.000
<v Speaker 2>a large proportion of retail, the thinking is always you

0:53:03.000 --> 0:53:04.960
<v Speaker 2>want to be where the people are. So even in

0:53:05.000 --> 0:53:07.479
<v Speaker 2>the middle of New York, you will have in fact,

0:53:07.520 --> 0:53:10.040
<v Speaker 2>I think we have a home depot right below the

0:53:10.080 --> 0:53:13.640
<v Speaker 2>Bloomberg offices in Midtown Manhattan. Yeah, you will have those

0:53:13.719 --> 0:53:16.920
<v Speaker 2>kind of big box stores, you know, a Target or

0:53:17.000 --> 0:53:20.120
<v Speaker 2>a home depot or whatever. But it seems like in

0:53:20.160 --> 0:53:23.120
<v Speaker 2>the case of Chactor Supply, they're sort of going where

0:53:23.120 --> 0:53:25.719
<v Speaker 2>the animals are not necessarily where the people are.

0:53:25.920 --> 0:53:26.560
<v Speaker 5>No totally.

0:53:26.640 --> 0:53:28.719
<v Speaker 4>And then I love like also, you know, in terms

0:53:28.719 --> 0:53:32.200
<v Speaker 4>of the strategic location hearing them walk through the math

0:53:32.719 --> 0:53:37.319
<v Speaker 4>of the effective interest rates on store development, and I

0:53:37.400 --> 0:53:40.400
<v Speaker 4>always joke, you know, it's like every company is a bank,

0:53:40.600 --> 0:53:43.799
<v Speaker 4>but that is basically like what he described, which is like,

0:53:44.200 --> 0:53:47.560
<v Speaker 4>why when Tractor Supply has like a great credit rating

0:53:47.760 --> 0:53:50.000
<v Speaker 4>is really big, it's you know, it's not going to

0:53:50.080 --> 0:53:53.360
<v Speaker 4>go away. Why not bring that sort of borrowing and

0:53:53.480 --> 0:53:57.919
<v Speaker 4>lending capacity onto the Tractor Supply balance sheet and then

0:53:58.280 --> 0:54:01.040
<v Speaker 4>free up the developer who then can focus on the

0:54:01.080 --> 0:54:03.360
<v Speaker 4>one thing that they're really good at, which is constructing

0:54:03.400 --> 0:54:06.840
<v Speaker 4>a building, rather than having the developer also take that

0:54:06.960 --> 0:54:10.359
<v Speaker 4>financial risk and presumably pay a higher spread for their

0:54:10.360 --> 0:54:12.480
<v Speaker 4>borrowing than tractor would you.

0:54:12.400 --> 0:54:14.560
<v Speaker 2>Know the other thing I was thinking this might be

0:54:14.640 --> 0:54:17.839
<v Speaker 2>kind of weird, but you know, Tractor Supply is sort

0:54:17.840 --> 0:54:21.240
<v Speaker 2>of keying off this big demographic trend which we discuss

0:54:21.640 --> 0:54:24.200
<v Speaker 2>aging millennials and the fact that millennials want more space

0:54:24.239 --> 0:54:26.680
<v Speaker 2>and they're moving out of cities and they want pets

0:54:26.800 --> 0:54:31.160
<v Speaker 2>and things like that. I sometimes wonder if like Tractor

0:54:31.160 --> 0:54:34.600
<v Speaker 2>Supply is going to be the Harley Davidson of millennials,

0:54:34.640 --> 0:54:38.320
<v Speaker 2>like everyone had pets when they were a certain age,

0:54:38.400 --> 0:54:40.879
<v Speaker 2>just like all the Baby Boomers had a motorcycle when

0:54:40.880 --> 0:54:42.640
<v Speaker 2>they were a certain age, and then it kind of

0:54:42.680 --> 0:54:43.680
<v Speaker 2>ages out.

0:54:43.400 --> 0:54:46.480
<v Speaker 3>I like the analogy. I'm done with that analogy.

0:54:46.880 --> 0:54:48.719
<v Speaker 7>Oh you know what, Tracy. One other thing that we.

0:54:48.800 --> 0:54:51.839
<v Speaker 4>Have to do more episodes on is, like I guess

0:54:51.880 --> 0:54:55.800
<v Speaker 4>I would say, like the point suffocation or reward program

0:54:55.920 --> 0:54:56.959
<v Speaker 4>Oh yeah, And I.

0:54:56.920 --> 0:54:59.000
<v Speaker 7>Just feel like, you know, I'm starting to think that.

0:54:59.680 --> 0:55:03.200
<v Speaker 4>You know, people like post about prices for anything, like

0:55:03.200 --> 0:55:05.920
<v Speaker 4>inflation is out of control, and then another person posts like,

0:55:06.080 --> 0:55:08.520
<v Speaker 4>here's a screenshot from Walmart dot com and these prices

0:55:08.560 --> 0:55:10.239
<v Speaker 4>aren't nowhere near what you say, and stuff like that.

0:55:10.320 --> 0:55:12.240
<v Speaker 7>Yeah, and I feel like there is this.

0:55:12.160 --> 0:55:15.640
<v Speaker 4>Divide between the time people who are like have the

0:55:15.680 --> 0:55:18.440
<v Speaker 4>time and capacity to be part of rewards programmed.

0:55:18.680 --> 0:55:21.319
<v Speaker 2>I've said this so many times. It's the price pack

0:55:21.480 --> 0:55:25.640
<v Speaker 2>architecture is becoming more sophisticated. And McDonald's is my sort

0:55:25.640 --> 0:55:28.480
<v Speaker 2>of ultimate example of this, which is if you download

0:55:28.520 --> 0:55:31.200
<v Speaker 2>the app, and if you take the time to order

0:55:31.360 --> 0:55:35.760
<v Speaker 2>before you actually rock up to the little takeout window,

0:55:36.200 --> 0:55:38.920
<v Speaker 2>you can get decent deals and they are like a

0:55:39.040 --> 0:55:42.560
<v Speaker 2>significant percentage less than what you would get from just

0:55:42.840 --> 0:55:46.759
<v Speaker 2>ordering spontaneously, and it is kind of it's weird, and

0:55:46.800 --> 0:55:49.759
<v Speaker 2>it adds another layer of complexity to inflation. I think

0:55:49.880 --> 0:55:54.719
<v Speaker 2>it also brings up questions about privacy and fairness and

0:55:54.760 --> 0:55:55.480
<v Speaker 2>things like that.

0:55:55.640 --> 0:55:58.200
<v Speaker 4>It's interesting to hear him talk about like how much

0:55:58.840 --> 0:56:02.440
<v Speaker 4>he credits like that to like, you know, getting that

0:56:02.600 --> 0:56:04.600
<v Speaker 4>consumer app. I think he said it was in summer

0:56:04.640 --> 0:56:07.880
<v Speaker 4>twenty twenty one, and like the sort of taking it

0:56:07.880 --> 0:56:11.040
<v Speaker 4>from a very rudimentary rewards program to more advanced one.

0:56:11.280 --> 0:56:12.320
<v Speaker 3>Super interesting stuff.

0:56:12.360 --> 0:56:16.200
<v Speaker 2>Absolutely, and we really should do that episode. Yeah, Okay, Well,

0:56:16.239 --> 0:56:17.640
<v Speaker 2>in the meantime, shall we leave it there?

0:56:17.719 --> 0:56:18.439
<v Speaker 3>Let's leave it there.

0:56:18.560 --> 0:56:21.480
<v Speaker 2>This has been another episode of the Oudlots podcast. I'm

0:56:21.520 --> 0:56:24.080
<v Speaker 2>Tracy Alloway. You can follow me at Tracy Alloway.

0:56:24.239 --> 0:56:27.040
<v Speaker 4>And I'm Joe Wisenthal. You can follow me at the Stalwart.

0:56:27.320 --> 0:56:30.680
<v Speaker 4>Follow our guest Tractor Supply CEO hel Lawton. He's at

0:56:30.680 --> 0:56:34.360
<v Speaker 4>hell Lawton. Follow our producers Carmen Rodriguez at Carman Ermann

0:56:34.480 --> 0:56:38.120
<v Speaker 4>dash El Bennett at Dashbot, Kelbrooks at Kelbrooks. Thank you

0:56:38.160 --> 0:56:41.200
<v Speaker 4>to our producer Moses Ondam. For more odd Lots content,

0:56:41.280 --> 0:56:43.440
<v Speaker 4>go to Bloomberg dot com slash odd Lots where you

0:56:43.440 --> 0:56:46.560
<v Speaker 4>have transcripts, blog and a newsletter, and you can chat

0:56:46.600 --> 0:56:49.239
<v Speaker 4>about all of these topics twenty four to seven in

0:56:49.320 --> 0:56:53.400
<v Speaker 4>the discord with fellow listeners Discord dot gg slash oddlines.

0:56:53.880 --> 0:56:56.360
<v Speaker 2>And if you enjoy odd Lots, if you like it

0:56:56.400 --> 0:56:59.040
<v Speaker 2>when we do deep dives into the business model of

0:56:59.080 --> 0:57:02.200
<v Speaker 2>companies like track Supply, then please leave us a positive

0:57:02.239 --> 0:57:05.920
<v Speaker 2>review on your favorite podcast platform. And remember, if you're

0:57:05.960 --> 0:57:08.520
<v Speaker 2>a Bloomberg subscriber, you can listen to all of our

0:57:08.560 --> 0:57:11.960
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