Richard Hayne

If we go and see hundreds of different market resources, you are seeing hundreds of different points of view, and once in a while, my experience is, you will come across one or two that are just outstanding, and you never would have thought of them.

While stores continue to be a very important part of our business, there is no mistaking the fact that the customers' shopping preference, measured by both traffic and sales, continues to move to a virtual experience.

Repositioning a brand is never easy and rarely without pain. I believe the Urban brand is making the necessary changes that will allow it to more fully engage its traditional customer and return to solid profitability.

At URBN, we see ourselves as customer specialists, a collection of brands, each one specializing in one particular customer group, a particular lifestyle or a life stage. We offer her things she wants in environments that inspire her. We talk to her and listen to her ideas and opinions.

Our job as a business is not to promote a political agenda. That's not what we do.

As a company, we don't contribute to any cause except noncontroversial things like a breast cancer walk. I don't know anybody who is 'for' breast cancer.

We believe there is no fundamental structural changes in the young-adult market. There are, of course, fashion changes, and the success of each brand depends on the accuracy with which it predicts those changes.

Terrain has seen a strong uptick in brand awareness and direct-to-consumer traffic from their inclusion in the Anthropologie Group.

Over time, demand from Registry should help support the home product expansion initiative and vice-versa.

There is no question that there is a capability that the Internet affords us to get a closer look at the customer and to be closer to the customer.

We must permeate the stores with creativity and offer service when and to the degree the customer wants it. Of course, it means offering all the omni bells and whistles they want, like in-store pickup, same-day delivery, and mobile point of sale, and all of this must be done every hour of every day the store is open.

Quite frankly, the Urban brand organization became too siloed, with too little communication across functional areas. The great creativity that has been the hallmark of our success became stifled.