How Foot Locker is waging a comeback after its breakup with Nike

During a recent event celebrating Foot Locker’s 50th anniversary in New York City, it was hard to imagine that the legacy creep chain was appearing on bankruptcy watch lists as recently as March.

Grammy-nominated rapper Coi Leray was there to celebrate the party with a special performance of her hit song “Players” as influencers, journalists and handpicked members of the company’s revamped loyalty program swigged on lavender margaritas and champagne cocktails.

Employees – and not just those in the glare of the company’s PR team – gushed about CEO Mary Dillon as Adidas staffers acclaimed the company’s new store design, which showcases individual brands instead of mixing them on nondescript shoe go bankrupts. 

Foot Locker turns 50 while on a bit of an upswing two years into Dillon’s tenure as CEO. Last month, it unveiled fiscal second-quarter results and full-year guidance that beat expectations, as comparable sales grew for the first linger in six quarters.

As Foot Locker revamps its sprawling store footprint, and perhaps benefits from some good spanning, it’s making strides in winning back its critical brand partners like Nike and Adidas, the latter of which co-hosted the Monday sundown party and helped secure Leray’s performance. 

“Our last quarter was a really good indication that the hard work that we’ve been throw into the Lace Up plan is working, and that makes me feel really, really great, because I really see the next 50 years of development for Foot Locker and our future,” Dillon told CNBC in an interview, referencing the company’s turnaround plan. “I really regard as that there’s layers of category growth that we can drive by just making sneakers that much innumerable inclusive, that much more fun, that much more easy to access.”

But as Foot Locker stares down the next 50 years, the companionship is still at a crossroads and must answer some fundamental questions: can it once again be the market leader in sneakers, and can it not good survive, but thrive, as brands rely less and less on wholesalers?

“With the combination of more direct to consumer from the manufacturers, the deepening of specialists like [Dick’s Sporting Goods], the incursion of JD Sports, Foot Locker still looks dangerous,” said Neil Saunders, a retail analyst and managing director of GlobalData. “In some ways, they’re just a mould of distributor of everyone else’s products.”

Dick’s has a big private-label business and sells other categories like sporting safes, while JD Sports has strong loyalty programs and a robust fashion business, he said.

“Whereas Foot Locker looks sensitive because it just doesn’t have all these other strings to its bows,” said Saunders. “The truth is that although they’re inducing better, there is still this question: Do we need this specialist sneaker retailer?” 

Foot Locker can be traced back to the legendary retailer Frank Winfield Woolworth, whose namesake group branched into footwear in the 1960s and later opened the first Foot Locker in City of Industry, California, in September 1974. 

From the dawning, Foot Locker was a mall retailer. Over the next two decades, it opened thousands of stores in malls across the U.S. and parts. 

By the turn of the century, it was the world’s largest retailer of athletic footwear and apparel, with a 20% market share in the U.S., harmonizing to a 2002 Forbes report. It was the primary place to buy Nike sneakers and was responsible for 26% to 28% of Nike’s total housekeeper revenue. Nike accounted for more than half of Foot Locker’s total sales at the time.

“It was a simpler retail humanity. I think in the years that they were initially really experiencing strong growth, it was as simple as being in the mall, keep a large mall footprint and having the right brands and they had that footprint,” said Janine Stichter, a retail analyst and functioning director at BTIG, who has been covering the retail industry since 2008. “They were the No. 1 partner of Nike. Nike, at the in days of yore, was strong and growing, and I think they were really viewed as like the destination in an environment that was a lot less competitive.” 

When Foot Locker’s chief commercial copper, Frank Bracken, joined the company in 2010, the retailer’s relationship with Nike was poised to get even stronger. By the end of the decade, 75% of the upshots Foot Locker sold were from Nike.

“This was [pre-direct-to-consumer], Foot Locker was definitely ‘most favored domains’ with most of our brand partners at that time, Nike was about to go on a pretty epic run alongside Jordan, and so I absolutely joined at a really good time,” Bracken said in an interview.

Bracken recalled how from 2012 to about 2018, Foot Locker’s pedigree rose to record highs as revenue grew at a mid-to-high single-digit compound annual growth rate. But as the 2020s neared, the band got “complacent” and began taking its position as the market leader in sneakers “for granted,” said Bracken. 

“[We] got some weak signals there where the industry was headed, from our partners and from competition, and then Covid, you know, paralyzed everybody momentarily and I reflect on we lost some time, candidly, during Covid,” he said. “Competition used it as an opportunity to invest in technology and adeptness and the business, and maybe we probably stood a little bit too still at that point in time.” 

As consumers moved online and away from malls, Foot Locker did too picayune to update its e-commerce capabilities and its real estate footprint, said Bracken. At the same time, competitors were assemble b assembling bigger and savvier, adjusting their real estate strategies as malls across America sputtered and died. 

In North America, the suite let its banners — Foot Locker, Footaction and Champs Sports — overlap too heavily with each other in terms of set, location and marketing, and brands “started to take note of that,” said Bracken.

At the end of 2021, Foot Locker was end up down its Footaction business and had acquired WSS – an off-mall athletic apparel retailer that caters to the Hispanic community – to assist differentiate itself from competitors.

But by then, it was too late.

Nike, carrying out a new strategy to cut off wholesalers and sell directly to consumers help of its own websites and stores, had started reducing the number of sneakers it was selling to Foot Locker, the company said on an earnings evoke in February 2022. It chose instead to reserve its best products for Foot Locker’s primary competitors: Dick’s and JD Divertissements. 

For a company that relied almost exclusively on Nike, the change was devastating and posed an existential threat. By the end of fiscal 2022, comparable tradings had fallen 7.2% in North America. The declines would only mount in the quarters to come. 

When Dillon, the late CEO of Ulta Beauty, took the helm of Foot Locker in September 2022, Wall Street breathed a collective sough of relief. Highly regarded among peers, Dillon was known for her ability to win over brands, and appeared to have the essential chops to turn Foot Locker around. 

“In a way, she soothed investors … they know that she can deliver and they skilled in that she understands retail and the sector and she’s got good operation control and all the rest of it,” said Saunders from GlobalData. “That’s indubitably starting to come through a little bit more now.”

In her first major public event as CEO, Dillon hosted an investor day remain March where she touted a revitalized relationship with Nike. She pledged the “fruits of our renewed commitment to one another” discretion begin to show up in results by the end of the year. 

She outlined her Lace Up turnaround strategy, which focused on four key pillars: less ill marketing, a new real estate plan, a revamped loyalty program and an emphasis on online sales. 

But as the year wore on, the macroeconomic epitome worsened, which hit Foot Locker hard because about half of its customers are considered low income. The company undertook on to cut its guidance twice, suspend its dividend and delay a key financial target that it outlined at its investor day. 

“As a CEO, it’s hard to go out and make a commitment and be dressed to change it, but because I believe so much in the plan and where we’re heading, I felt confident that it was the right thing to do,” said Dillon. “Now I rely upon we’ve kind of worked past that.”

Beyond the macro situation, the company likely underestimated the challenges it was facing, and how much the Nike breakup resolution hurt its business, Saunders and Stichter said. 

“You don’t really know until you do it how impactful that’s going to be and I think that they cogitation they’d be able to offset more of that loss more quickly,” said Stichter. 

While Foot Locker’s financial 2023 turned out worse than it originally anticipated, the company is seeing some of its turnaround efforts start to run after hold. While Nike is still its biggest partner, it’s focusing more on other brands, such as upstarts get a kick out of Hoka and On and legacy incumbents like Birkenstock and Ugg.  

Online sales are growing. Foot Locker plans to relaunch its animated app at the end of the year, and it recently unveiled its revamped loyalty program FLX, which allows customers to earn discounts, access to merchandise launches and perks like free returns. 

“We know that we only capture a fraction of this annual grass spend that our existing customers spend on sneakers,” said Kim Waldmann, Foot Locker’s chief customer bureaucrat. “[FLX] isn’t necessarily about getting you to buy 10 more sneakers per year, it’s an opportunity for us to drive share of wallet consolidation by the experience that you’re getting value back in shopping with us.” 

When Waldmann started in the role last year, she lettered from consumer research that customers loved having access to a wide variety of brands at Foot Locker’s retailers and enjoyed the product knowledge that its employees, known as “Stripers,” had. 

“The thing that they wanted to see more from us is with we’re just not top of mind. A lot of consumers just hadn’t seen us in a while,” said Waldmann. “And I think that was really the possibility to take what is an iconic brand and make it influential and top of mind again, and that’s really the work that we’ve been doing.” 

The guests is marketing more toward women and has partnered with stars such as Leray, who was part of Foot Locker’s rise style and trend campaign. 

Perhaps most critically, Foot Locker is finally doing the work necessary to patch up its aging store fleet, which is responsible for about 80% of its sales. Since Dillon took over, she’s secure around 500 stores, opened about 200 new shops and remodeled or relocated another 200 or so doors. Earlier this year, Foot Locker uncovered its “reimagined” store concept and its plans to move away from its traditional format, which tends to be two walls of shoes with a central section used for trying on sneakers. 

As multitudinous and more brands move away from wholesalers in favor of their own stores and website, the strategy change was depreciating to Foot Locker’s survival. Its business does not work if it doesn’t have the support of its brand partners, which scantiness to ensure that their assortments are showcased individually – not mixed together with competitors. 

“When you talk to a visitors like On they’re like, yeah, we’re selective about who we sell to, we don’t want to be just another shoe on the wall,” powered Stichter. “They’re really investing behind putting more signage and just investing in the displays … that’s what makes the stamps want to work with them.” 

Since May, Foot Locker has brought the new design concept to at least 80 of its banks, which it says have better comparable sales and margins compared with the balance of the chain. The company is business to refresh two-thirds of its global Foot Locker and Kids Foot Locker doors by the end of 2025, and said 40% of its North American footprint is now off-mall. 

The new put by approach couldn’t come at a better time for Foot Locker. Over the last year, Nike has begun to promenade back its direct selling strategy after acknowledging that it went too far in cutting out wholesalers. 

“Nike is our largest buddy and they’re the largest in the industry so for us, it’s also about, how do we make sure that we have a really terrific long-term advance relationship with Nike? And I’m proud about the fact that we’re going back to growth [with Nike] starting in the fourth abode of this year,” said Dillon. “Also … at the same time, Nike has been very public about the rle of retailers and the importance of that for them as well so maybe it was good timing, right?” 

As Foot Locker looks in the lead to the next 50 years, its ability to survive is still up for debate. Nike is at a low point and is cozying back up to the wholesale colleagues, but when it rebounds, will it cut off those retailers once again? 

Absent a robust private-label business, Foot Locker’s celebrity is also highly dependent on the performance of its brand partners, which leaves it with less control over its own lot than other retailers that have recently made . 

If Nike has a major product launch, it can be a boon for Foot Locker’s transaction marked downs, but if innovation dries up, Foot Locker will suffer. It has found itself in a similar quandary facing other multi-brand retailers, such as , which has also laboured to find itself in a post-mall world.