Private label and owned brand strategy

“We've got to set that example and start with Kirkland. So we're gonna continue to look at those opportunities and invest where we can and keep driving sales.”

“Absolutely. I think we do. I think as we continue to find the brands, I mean, and deliver also with great quality Kirkland Signature, we'll continue to see that growth and that customer.”

“Our goal is always to be the first to lower prices where we see opportunities to do so, and the last to increase prices in the face of rising costs.”

“Another way we have been able to lower prices is by continuing to expand the local sourcing of our bulky private label items across the globe.”

“By moving production into the region, we were able to bring members savings of greater than 20% versus the prior branded water offering.”

“As well as improving the quality of this item, we were able to increase the value by 11%.”

“Kirkland Signature continues to grow at a faster pace than our business as a whole.”

“Kirkland Signature sales penetration continues to increase, bringing even more high-quality value to our members while offsetting potentially inflationary impacts from tariffs.”

“Additionally, we are changing item assortment where appropriate. This includes leaning into KS items, and increasing domestically sourced goods.”

“We've also looked at sourcing from different countries and local production, and you may recall last quarter we talked about with KS laundry detergent, we were able to save 40% in Asia by moving production for the items that we're producing for those markets to be in the region.”

“As mentioned last quarter, we are continuing to look at opportunities to move more KS product sourcing into the countries and regions where the items are sold, and this is helping to lower costs as well as reduce emissions from transporting goods around the world.”

“In fact, because of our industry-leading design and sourcing capabilities, we are better positioned to remove unnecessary steps in the process, which allows us to reduce costs and increase speed to market.”

“This year, we'll add 600 new items across Good & Gather and our powerhouse snack and dessert brand, Favorite Day.”

“Our commitment to the consumer and to differentiation in a competitive environment comes through in each of the 3 components of our assortment strategy. That includes national brands that consumers love and a $31 billion owned brand portfolio.”

“Now we've grown our Food & Beverage, Essentials and Beauty categories by nearly $20 billion since 2019, making Target the fifth largest frequency player in U.S. retail.”

“that magic mix of our national brands, our unique own brands with many billion-dollar brands in our portfolio and the fact that we're a destination for those new discovery brands, those are things we've got to constantly be focusing on because what separates Target from so many of our competitors.”

“our private brand work that we've been doing over the last six years to focus on opportunities of where we can put private brands into our assortments. Those opportunities to put those products into our assortment typically come with a higher margin.”

“We also continue to innovate and enhance our private brand lineup, as consumers continue to look for more value across categories.”

“Because our private brands typically have higher margins than their national brand counterparts, these products will help increase our private brand sales and support our margin goals.”

“We recently launched our Lowe's Essentials brand, which promises low prices on a range of home basics for value-conscious customers.”