All of those things cause us to realize that we still have a lot of work to do. I’m thrilled with the work that our team has done and the voice that our company has found as we talk about the social injustice that exists, whether it be in the Black community that we continue to experience day after day or the Asian hate crimes that have started to elevate. In the middle of June this year, we’ll provide a report on the progress that we’ve made. Last June, we announced our LEED program, which is our economic development and educational opportunity to support the Black community, a $200 million commitment across a five-year time period. We have to work for change, and we’ve already we did a lot of things. The thing I truly am most proud of is the way our organization came together. “Recently was the anniversary of the murder of George Floyd, which was that event that caused or helped us find our voice. What’s the investment in digital versus the investment in engaging in-store experiences? And how do we create that omni world that allows our consumers to shop however they choose to shop, whenever they choose to shop?” That behavior that’s coming back, so we’ll have to try to find a balance. But the reality is that our customer likes being in our stores, they like engaging with our stripers. That was going to continue to accelerate, I think that COVID probably accelerated that even more. During the lockdown, obviously that accelerated - we got up to a high of around 30% – but we’ve now started to see that moderate. Prior to the pandemic, 15 and 16% of them chose to to shop by clicking on their mobile device. But even before the pandemic, 98, 99% of our consumers were starting their journey with us on a digital device. So the level of digital engagement, certainly from breadth of engagement, certainly ramped up. “Our consumers essentially have been born with a digital device in their hand, and we know that they engage with us digitally all the time. The COVID pandemic accelerated some things that we were seeing signs, some cracks, so to speak, and it’s a strategic decision that we took to strengthen the company overall.” Consumer Shift I wouldn’t call them either one of them victims of COVID. We’ve got the ability to repurpose some of those stores in the Foot Locker, Kids Foot Locker, Champs Sports stores, and it really follows the work that we did with the Runners Point banner back in 2020. For many quarters, we’ve talked about the flexibility that we’ve built into our leases, and we looked at the calendar to see when leases are expiring and the productivity and profitability of our Footaction doors, and now is the time where we’ve got the most leases that have expirations coming up. “It wasn’t specifically related to COVID, but throughout our history we’ve done portfolio reviews. Foot Locker, Zappos & More Retailers Sound Off on Crocs' Success Footaction’s Fate
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