Phillips-Van Heusen at Wachovia Consumer Growth Conference - Final.

Original Source: FD (FAIR DISCLOSURE) WIRE

UNIDENTIFIED PARTICIPANT: Okay. Moving along. Phillips-Van Heusen is our next Company and I'm delighted that we've got the Chairman and CEO, Manny Chirico, and I will turn it over to Manny.

MANNY CHIRICO, CHAIRMAN AND CEO, PHILLIPS-VAN HEUSEN: I like brief introductions. I'm going to try to tell you a little bit about our Company this morning. Okay. This is the most important slide in our presentation. It talks about our brands. We run a multibrand portfolio with Calvin Klein. The hierarchy of those brands I will break out and give you more detail, IZOD, Arrow, Van Heusen and Bass. Those are the brands we own. We license a number of brands principally designed or a niche brand principally for our dress shirts and neckwear businesses. That model works very well for us there.

When you look at it, we sell to all channels of distributions. Department stores represent about 25% of our volume, the mid tier, which we define as JC Penney, Kohl's, Sears, Mervyns, represents about 15% of our volume. About 10% of our volume is made up of mass merchants, the warehouse clubs, the discounters, Marshall's, and T.J.s. 10% of our volume is our own license -- is licensing revenues from around the world principally Calvin Klein. And finally just under 40%, about 37% of our business is done in our own retail stores.

When you look at us, we break our businesses into four basic models, the Calvin Klein licensing model which is about 10, 11% of our volume and approximately 40% of our profitability. Sportswear, wholesale sportswear which represents about 30% of our volume. Dress furnishings, which represents a little bit over 20% of our volumes, neckwear and dress shirts. And our own retail stores, as I said, which represents a little bit less than 40% of our volume.

Our heritage has really been running moderate brands prior to our acquisition of Calvin Klein. So we believe we run a very efficient infrastructure. We leverage everything that makes sense to leverage from a back office point of view, all logistics, all distribution, warehousing, information technology, human resourcing, human rights, global rights compliance portion of our business, all of our worldwide sourcing and quality control, that is all centralized.

What we keep separate and distinct and focused on are customers and our consumers, our design and sales. All of our brands have their own design and sales teams focused on those businesses. And then on the flip side of that, also from a marketing point of view, our PVH, heritage brands, the advertising public relationship -- public relations is all done in-house. We do all of our own media buys in-house with our own staff in-house and do all of our creative in-house.

On the Calvin Klein side of the business, it is a very similar model. Prior to our acquisitions, all of that in-house creativity associated with Calvin Klein was taken care of in-house, over $250 million of marketing spend associated with Calvin Klein for all of our licensees really brings a focus to the brand. And I will talk about that in a little more detail.

Calvin Klein, it's one of the world's great brands. It is by far one of the one or two largest designer businesses in the world. It has the number one recognition around the world internationally. It's usually number one or number two between Polo and Giorgio Armani in the United States and around the world it's number one and number two in categories between ourselves and Giorgio Armani.

We run a licensing model principally for Calvin Klein. In the businesses we run ourselves, wholesale sportswear, dress shirts, neckwear and retail, we run those business models ourselves and it is as if we are a licensee of Calvin Klein. All of the other businesses that we run we run through a licensing network made up of 30 licensees from around the world; in total the Calvin Klein brand does about $4.5 billion in global retail sales.

When we acquired the business it was doing -- four years ago -- it was doing a little bit over $2.5 billion in global retail sales. So we've really been able to grow this business significantly since acquisition and I hope to be able to demonstrate to you why we feel there's significant growth for the next five years associated with the brand.

When you run a design label particularly when you run a licensing model, it is critical that you control the creative. And you are not just sitting back and clipping coupons. We do that by having a dedicated Calvin Klein design studio based in New York and in Milan that really controls the aesthetic of the Calvin Klein brand. There's 80 designers around the world that are either creating product or approving product for all of our …