Good morning. My name is Denise. I'll be your conference operator today. At this time, I'd like to welcome everyone to the Canada Goose fourth quarter 2019 earnings call. All lines have been placed on mute to prevent any background noise. After the speaker's remarks, there will be a question and answer session. If you'd like to ask a question during this time, simply press star, then the number 1 on your telephone keypad. If you'd like to withdraw your question, press the pound key. Thank you. I would now like to turn the call over to Patrick Bourke, Senior Director, Investor Relations. You may begin your conference.
Thank you. Good morning. Thank you for joining us today. With me are Dani Reiss, President and CEO, and Jonathan Sinclair, EVP and CFO. For today's call, Dani will begin with the highlights of our fiscal year performance and then review the priorities we are focused on in fiscal 2020 and longer term. Following this, Jonathan will provide details on our financial results and our outlook. After our prepared remarks, we will take your questions. Before we begin, I would like to inform you that this call, including the Q&A portion, includes forward-looking statements, including plans for our business and our outlook. Each forward-looking statement made on this call is subject to risks and uncertainties that could cause actual results to differ materially from those projected in such statements. Certain material factors and assumptions were considered and applied in making forward-looking statements.
Additional information regarding these forward-looking statements, factors, and assumptions appear under the heading "Cautionary Note Regarding Forward-Looking Statements and Risk Factors" in our annual report on Form 20-F, which is filed with the SEC and the Canadian Securities Regulatory Authorities. It is also available on the investor relations sections of our website at www.canadagoose, and in the earnings press release we have furnished today under the heading "Cautionary Note Regarding Forward-Looking Statements." The forward-looking statements made on this call speak only as of today, and we undertake no obligation to update or revise any of these statements. During the conference call, in order to provide greater transparency regarding Canada Goose's operating performance, we refer to certain non-IFRS financial measures that involve adjustments to IFRS results.
Any non-IFRS measures presented today should not be considered an alternative to financial measures required by IFRS and are unlikely to be comparable to non-IFRS financial measures provided by other companies. Any non-IFRS financial measures referenced on this call are reconciled to the most directly comparable IFRS financial measures in the table at the end of our earnings press release issued this morning, which is also available on our investor relations website. With that, I will turn the call over to Dani.
Thanks, Patrick, and good morning, everyone. I've often said that execution is a core competency here at Canada Goose. We entered this year with a very ambitious growth agenda, our biggest ever, and we have surpassed it with flying colors. What we accomplish in a single year at Canada Goose often feels like it would be five or 10 years at many other companies, and fiscal 2019 was no different. We have made massive progress against all of our key initiatives, and I am excited to share the highlights of those with you. Our global platform has never been stronger. In addition to continued growth in Canada, we have made great strides in developing larger international markets. We grew annual revenue by 36.3% in the U.S. and by 60.5% in rest of world.
Notably, this includes our very successful expansion in Greater China, which is the world's largest luxury market. In just one year, we have built a really strong local team and commercially launched our direct-to-consumer business there. We are thrilled with our year one performance. We plan to continue our expansion with three new retail stores in Greater China in the upcoming year. In just five years, our DTC channel has reached CAD 431.3 million in annual sales and just over half of our total revenue at 51.9%. To achieve this with only 11 stores open to date while also delivering double-digit wholesale growth is unprecedented in our space. This is grounded in the discipline and balance with which we have built our innovative multi-channel distribution model. We are adding newness, depth, and diversity across our offering and building capabilities for the future.
Along with continued leadership and innovation in parkas and lightweight down jackets, we are seeing great results in newer categories. Across our fall, winter, and spring collections, we are developing new generations of hero products to add to our very strong core. We took our first step into the global footwear category with the acquisition of Baffin. This provides us with valuable expertise and infrastructure to develop a separate Canada Goose footwear collection in the next few years. Lastly, we continue to rapidly scale our in-house production to increase capacity, support growth, and drive efficiencies. In the past year alone, we onboarded just over 1,000 new manufacturing employees. We opened two new facilities, one in Winnipeg and one in Montreal.
All of this was off of much larger unit numbers, which resulted in increasing in-house production of total down-filled jacket output from 43% in fiscal 2018 to 47% this year. As you know, Made in Canada is not just a slogan for us. Our operations, including exclusive subcontractors, represent approximately 20% of the national cut-and-sew workforce today. I have always believed that Canada is the best place in the world to make premium down-fill jackets. Despite the skeptics, we have proven that it does matter and that it can be done profitably and at scale. The depth of our Canadian production expertise and the scale of our infrastructure is a significant competitive advantage, which would be almost impossible to replicate. These strategic investments and achievements also drove outstanding financial results. Total revenue increased by 40.5% to CAD 830.5 million. Adjusted EBITDA margin expanded by 240 basis points to 27.6%.
Adjusted EPS per diluted share increased by 61.9% to CAD 1.36. To put this all in perspective, in just two fiscal years since going public, we have doubled our annual revenue and tripled Adjusted EPS per diluted share. It says a lot about the strength of global demand for our brand and our ability to execute on that, while also generating exceptional financial results. I am extremely proud that we have delivered on everything we said we would do and then some for the past two years. This is a critical part of being a good public company and earning the goodwill that we have built with our long-term shareholders. Our updated long-term outlook, which Jonathan will cover later in detail, has the same revenue and EPS growth metrics as last year, off of much larger numbers.
This reflects our deep conviction in the path ahead and our commitment to making that happen. Executing with discipline has been the most important thing in getting us to where we are today, and it is foundational to why we have such a long runway ahead of us. We are almost a billion-dollar company now, and to grow as fast as we have while preserving the purity of our brand is truly an unbelievable accomplishment. We've done it with only 11 bricks-and-mortar stores and no off-price distribution, and at the same time, we have stayed true to our function first DNA and our reputation for making best-in-class product. A great example of that discipline is how we are growing in spring. Every year, our spring products have gotten better and better, and without a doubt, this year's collection is the best expression of Canada Goose to date.
Across our entire offering, including rainwear, windwear, and knitwear, we really moved the needle. Spring grew at a significantly faster rate than the rest of our business, which is exactly what we want to see at this stage of development. We are making great progress, we are learning a ton, and I am very confident about our future in spring. One of the most powerful aspects of our fall/winter collection is that we have a strong foundation of core styles that grow year after year, and over time, they turn into enduring icons. This year, we have followed the same strategy for spring, putting our efforts around a smaller number of hero products in order to seed new generations of icons and add depth to our core in the years to come. Standout performers this season include our women's Berkeley wind jacket and men's Seawolf rain jacket.
Knitwear was also a strong success, and even though it's often thought of predominantly as a fall product, our knitwear sales in spring have exceeded knitwear sales in fall 2018. We see that as a great leading indicator of our momentum in this category. With regards to all of our spring products, at first glance, their aesthetic is undeniably Canada Goose, but there is much more to them than great looks. From highly technical lightweight fabrics with elevated luxury finishing to protection from the elements and breathability, they offer the same best-in-class functionality, which has made our products so sought after. In addition, actually having our own stores and global e-commerce site has been a game changer for commercializing new product categories because it allows us to show the full breadth of our line, how we want and when we want.
Spring weather these days is more unpredictable than ever, and the window for the selling season is shorter and more variable than fall/winter. With that in mind, we strategically set spring floors in our retail stores early, at the beginning of February, with more than double the selling space allocations than we had last year. We made the decision to put the full power of our global retail network behind showcasing our best ever spring collection. Together with compelling marketing and a focus on high impact product moments, we drove spring awareness, traffic, and conversion at a greater scale and velocity than we have ever done before. The same is true in e-commerce, where we have elevated our product storytelling, visuals, and media. We are seeing consumers spend significantly more time on our site interacting with these elements, and it is becoming a richer experiential gathering place for our fans.
The successful recent launch of our Nomad GORE-TEX capsule collection was very digitally focused and is a great example of this. This is not just a D2C story, though. In wholesale, we expanded significantly and achieved our best ever conversion levels for windwear and rainwear. Our presentation was on a whole new level this year, and on the back of great results, interest in spring is accelerating with our wholesale partners. What we have achieved and learned with spring also gives us confidence about our expansion into other product categories going forward. All of those learnings will be great guiding principles as we develop our footwear collection in the coming few years. Lastly, circling back to the topic of execution, I would like to once again talk about our very talented team.
At its core, great execution is about having the right people in the right places, supported by a culture of collaboration and a desire for excellence. The staggering amount that they've accomplished together year after year is a tremendous testament to this. We will never sit still or take our success for granted. We are a high-growth, always evolving organization, and one of my most important jobs is making sure that we build our team ahead of our growth. When it comes to building and managing our senior leadership, my focus is on where we are going to be five and 10 years from now, and what we are going to need to get there in the right way. This is both an art and a science.
It is about developing our best people and giving them the opportunity to step up and take on new roles, while also acquiring outside talent where needed, and making the two work harmoniously together. Most importantly, it is about empowering exceptional leaders to thrive in the Canada Goose culture, which is an environment where change is constant. On that theme, we recently announced the promotion of Ana Mihaljevic to Chief Commercial Officer. Joining us in 2015, Ana has been a top performer, building our planning function from the ground up during our direct-to-consumer evolution with passionate leadership and exceptional results. I'm very excited about Ana taking the next step in her career with us, and I'm also very grateful for the contributions of Rick Wood, who was pivotal in bringing together our commercial processes into a single dynamic function.
With that mandate complete, I look forward to working with him as a trusted senior advisor on the Baffin Business and other projects, where his extensive industry expertise will be a great value add. As we continue to grow in size, it is also critical that we maintain that scrappy entrepreneurial spirit and brand values that have gotten us to where we are today. In the past year alone, we onboarded approximately 1,300 new employees. We have put a lot of effort into codifying and reinforcing our guiding principles, and that has gone a long way towards cementing our unique culture. Despite our rapid growth, I can truly say that our culture is as strong today as it has ever been, and it is a critical ingredient for our continued success. In summary, fiscal 2019 was another absolutely amazing year at Canada Goose.
We have made great strides across all of our strategic initiatives this year. I believe that we are still just scratching the surface of our potential. Our business, our brand, and our people have never been stronger. We have incredible momentum. We are excited to continue delivering exceptional results this coming year and for the long term. With that, I will turn it over to Jonathan to go over the financial results in more detail and provide an overview of our fiscal guidance.
Thanks, Dani. Good morning, everyone. Thank you for joining us. As Dani just said, we made massive progress on our strategic initiatives this year. We've delivered another set of really strong financial results. I'm excited to be here to give you an update. With that in mind, I'm going to walk you through our numbers for the year, followed by an overview of our fiscal guidance. Please remember, all numbers quoted are in CAD. For the year, revenue increased above our expectations by 40.5% to CAD 830.5 million, or 39% increase on a constant currency basis. In absolute dollars, this represents an increase of CAD 239.3 million to our top line, well ahead of the CAD 187 million of growth we had in fiscal 2018. Starting with a geographical lens, Canada reported 28.2% revenue growth and represents 35.3% of total sales.
This is an outstanding result for our most developed market, both in terms of brand affinity and distribution. It also speaks to the scale of our opportunities in less developed regions like Europe, where we know that there is already significant demand and where the addressable luxury apparel markets are that much larger. To that point, we have also made great strides in activating key international markets this year. The U.S. went from strength to strength, with revenue growing by an impressive 36.3%, despite having only one of our five new store openings. In rest of world, which is comprised of key markets in Europe and Asia, revenue grew by 60.5%. For the first time, rest of world represented roughly the same proportion of total sales as Canada at 35%. At one level, this represents strong performances in Europe and in other Asian markets.
Of course, there was a substantial impact from our successful DTC launch in Greater China, with the impact of two new retail stores and Tmall. That contrasts with a more wholesale-weighted business in the rest of the region compared to Canada and the U.S. Moving on to channel, as Dani mentioned earlier, we have reached a major landmark on our DTC journey. Revenue increased to CAD 431.3 million from CAD 255 million last year and now represents 51.9% of total revenue. Each of our new five stores had great inaugural years relative to previous openings, as did Tmall on the e-commerce side. This was also complemented by strong performances from our established e-commerce markets and retail stores. Building out a global DTC channel from scratch. Achieving a 50/50 wholesale DTC split inside five years is a testament to both our strategy and execution.
We have approached DTC in a unique way, as I've said numerous times before. We have done it with great financial discipline. That we did this with a fleet of only 12 national e-commerce markets and 11 directly operated stores belies our exceptional underlying economics and the long-remaining runway. We've also achieved it alongside double-digit wholesale growth. The channel was another standout performer this year, with revenue growing to CAD 399.2 million from CAD 336.2 million last year. This was driven by strong demand with existing partners, as well as incremental revenue from Baffin and a modest FX tailwind. Core to our approach are our commercial beliefs. These lead directly to our disciplined approach of building demand ahead of supply, and indeed, to selectively focusing on only best-in-class partners.
Kept in balance with our expanding DTC footprint, wholesale continues to play an important role in extending the reach, depth, and quality of our distribution. It is a pure high margin, low inventory channel with sell out rather than sell through. We are an incredible driver of sales productivity for our partners. Turning to gross margin. Consolidated gross margin expanded to 62.2% from 58.8% last year, driven by the higher proportion of DTC revenue and, to a lesser degree, incremental gross margin expansion at each of the respective channel levels. DTC gross margin was 75.3%, compared to 74.4% last year. This was primarily driven by pricing, partially offset by manufacturing labor cost increases. DTC operating income was CAD 234.6 million, an operating margin of 54.4%, compared to CAD 134.7 million on operating margin of 52.8% in fiscal 2018.
This improved margin was achieved with strong sales productivity and after absorbing the impact of incremental SG&A fees to operating partners in Greater China. Frankly, opening five stores and a website with a lower margin in Greater China due to those fees, and achieving an annual DTC operating margin of 54.4%, is an outstanding reflection of the exceptional economics that we enjoy both online and in our stores. Wholesale gross margin was 48.1%, compared to 46.9% last year. The increase primarily reflects pricing, which more than offset cost increases in manufacturing labor that we've discussed throughout last year. To a lesser degree, wholesale gross margin also benefited from production efficiencies in manufacturing overhead, partly offset by product mix. Wholesale operating income was CAD 149.2 million, an operating margin of 37.3%, compared to CAD 120.6 million, or an operating margin of 35.9%.
The increase in wholesale operating margin was primarily driven by the channel's gross margin expansion. These improvements were also made despite a headwind from purchase price adjustments to the cost of goods related to the Baffin acquisition. Unallocated corporate expenses were CAD 169.1 million, compared to CAD 107.8 million in fiscal 2018. This was driven by planned investments to support growth in marketing, corporate headcount, and IT, and including our Greater China operations. Unallocated depreciation and amortization was CAD 18 million compared to CAD 9.4 million last year, driven by the store opening program. Combined, this resulted in total operating income of CAD 196.7 million compared to CAD 138.1 million last year. On a non-IFRS basis, adjusted EBITDA was CAD 229.6 million compared to CAD 149.2 million in fiscal 2018, with adjusted EBITDA margin expanding 240 basis points to 27.6%, ahead of our expectations.
Net income was CAD 143.6 million, or CAD 1.28 per diluted share, compared to CAD 96.1 million, or CAD 0.86 per diluted share last year. Adjusted net income was CAD 151.6 million, or CAD 1.36 per diluted share, compared to CAD 94.1 million or CAD 0.84 a share, with a growth of 61.9%. Again, well above our expectations. Turning to the balance sheet, we ended the quarter with net debt of CAD 63.8 million and net working capital of CAD 188 million. As we discussed last quarter, net working capital has increased due to the planned seasonal build of inventory for future growth, especially during peak demand in fiscal 2020. We ended the year with very clean in-market inventory in both channels.
We're right where we want to be at this point to deliver on our targets for the coming year, consistent with the full year impact of our store opening program in fiscal 2019, our announced opening program for fiscal 2020, our development in China, which has a longer supply chain, and our expanded production capacity. Now turning to our guidance for fiscal 2020. As the business scales, delivering higher percentages on larger numbers means our quantum high percentages on larger numbers means our quantum of growth is accelerating. This raises the bar on the standards of execution and performance we must deliver. Notwithstanding this, we currently expect annual revenue growth of at least 20%. This assumes the opening of eight new retail stores and one digital concept store. We have previously announced six stores, to which we can now add a further three in Greater China.
I want to point out that the digital concept store will be an experiential and experimental showroom to support local e-commerce sales in the Greater Toronto area. Our guidance also assumes annual wholesale revenue growth in the high single digits, including the full year benefit of the Baffin acquisition. Adjusted EBIT margin expansion is guided at at least 40 basis points relative to our adjusted EBIT margin of 24.9% in fiscal 2019. As a result of the IFRS 16 lease accounting standard coming into effect, we are moving away from adjusted EBITDA as a supplementary measure of operating income and margin. With operating lease expenses being shifted to depreciation and interest charges, with the exception of contingent rent, adjusted EBITDA is no longer a meaningful measure for this business in our view. Lastly, we are guiding to annual growth of an adjusted EPS per diluted share of at least 25%.
Given the outperformance of the business this year, we're also updating our long-term guidance for the period from fiscal 2020 to fiscal 2022 as follows. Annual average revenue growth of at least 20%, adjusted EBIT margin expansion of at least 100 basis points in fiscal 2022 relative to fiscal 2019, and lastly, average annual growth in adjusted EPS per diluted share of at least 25%. In summary, fiscal 2019 was our best ever by a wide margin, building on the exceptional achievements of fiscal 2018. It is a great confirmation that we're on the right path. We have come a long way in a short time, both operationally and financially. Yet we all have the feeling that we are still just getting started. We are extremely excited about what lies ahead, and I look forward to speaking with you again on our next call to update you on progress.
I'll turn it back to Dani for some closing remarks.
Thank you, Jonathan. As I have said before, we are very pleased with the results for fiscal 2019, and we continue to believe that we have an amazing set of opportunities in front of us. Before finishing, I just want to quickly touch on our new concept store in Toronto, which Jonathan mentioned briefly when discussing the guidance. Both experiential and experimental, this will be an immersive fusion of digital and physical elements, bringing our storytelling and best-in-class products to life in totally new ways. I'm so proud of what we have done with our innovative and award-winning cold rooms this past year, and I'm excited to continue pushing the boundaries on this front. Stay tuned, as there's more to come later, and I look forward to updating you on that in the coming months.
With that, I'll turn it over to the operator to begin our Q&A session.
Ladies and gentlemen, to ask a question, please press star then the number one on your telephone keypad. We'll pause for just a moment to compile the Q&A roster. Your first question comes from Erwan Rambourg with HSBC. Your line is open.
Hi there. Good morning, gentlemen. I hope you can hear me. I'm in an airport right now. Thanks a lot. Two questions, please. Firstly, on margin expansion. Margin expansion last year was better than expected, despite an increase in wages and other headwinds. I understand Q1 wage because of seasonality, but the increase this year is just a slight one. I'm just wondering if you can tell us what gives and how you would think about gross margin versus SG&A deleverage for the year that's just started. Secondly, on cash allocation. CapEx to sales looks pretty low. I think you also announced the buyback. How does this play out versus accelerating a retail rollout? Linked to that, you said you were adding eight stores this year.
Where do you see yourselves at the end of the 2022 plan in terms of your retail footprint? Thank you.
Thanks, Erwan. I think it's really important to remember we are in a different place today. We've come a very long way in a very short space of time when it comes to margin. Over the past few years, the pace of the DTC mix shift, which is our single most important margin lever, has been significantly faster than expected, alongside a material uplift in channel productivity. As a result, when it comes to the EBITDA margin, our key metric historically, we expanded to 27.6% from 20.1% in just two fiscal years, outperforming two sets of three-year guidance in the process. From where we are today, DTC is now the primary driver of the business and making the uplift of DTC sales much less dramatic. Productivity levels are also very elevated, and we have more retail stores operating in off-peak periods as well as in the peak periods.
Hence, we will continue to make strategic corporate SG&A investments ahead of our growth, particularly in those new markets. We continue to feel very good about our runway on margin. For these reasons, the trajectory going forward is being guided on a more gradual basis, albeit prefaced with at least.
Right.
So-
Maybe how you think about gross margin relative to G&A deleverage as you invest in the business?
I think as far as gross margin is concerned, we continue to see a number of forward factors in gross margin led by pricing, led by scale. We reinvest that sometimes in cost price inflation, equally in product development as we develop.
Yeah
categories outside of the core parka category. Net of that, in the net, we expect to see overall gross margins continue to improve on a very gentle basis in channel, obviously influenced by the continuing channel mix shift.
Yep. Okay.
When it comes to the capital expenditure needs in the business and the buyback, the capital expenditure is increased from last year. That fully addresses our capital requirement in terms of continuing to fuel the growth in the size of the retail fleet, on the one hand, develop our manufacturing capability and capacity on the second hand, and invest in systems and technology to enable us to stay ahead in that dimension as well. That is ample investment in the business. Last year, we invested handsomely in capital expenditure. We continue to do it this year. The reason that we are contemplating the buyback and announcing it is because in the end, this is a highly cash generative business, and we can therefore address all of our expansion needs and still generate excess cash, and we believe this is a good use of excess cash.
Thank you. Just coming back to where you project maybe the size of your retail footprint by the end of the three-year plan. You're adding eight this year. Is this the run rate, or can you accelerate that?
I understand what you're asking. We're not quantifying planned openings beyond fiscal 2020.
Okay
commercial and competitive sensitivities beyond it. As we've done in the past, we will articulate our outlook for annual openings in the coming year, when we announce our results. What I would say is we've demonstrated a historical pace to our retail openings, and you should assume that that's a pace we can sustain going forward.
Your next question comes from Omar Saad with Evercore ISI. Your line is open.
Thank you very much for taking my question. I wanted to ask a little bit more about the inventory build. It seems philosophically, if we look back historically, the company is building inventory more aggressively earlier in the season for the winter ahead. It seems like there's been a little bit of a philosophical and operational shift around the approach to inventory. Maybe you could help us understand why the company is making those moves. Maybe also if you could help us understand if the bigger inventory build of product earlier in the year ahead of winter is designed to help you fill the demand and those DTC channels you keep talking about, whether it's your own stores that you're building, eight new ones or the e-commerce side of it.
Obviously that is, in a lot of cases, the highest return on incremental inventory that's available to fulfill demand. If you could give us a broader picture around all those issues, I'd be really appreciate it. Thanks.
Hey, thanks, Omar. It's Dani. There's no question that we need more inventory to satisfy our DTC channels, and we're building inventory ahead of demand. Our inventory position is exactly where we want it to be from a commercial perspective, both in the composition of the inventory and the size of the inventory. As just mentioned, the increase is driven by planned growth throughout fiscal 2020. In no way does this reflect a change in our model of building demand ahead of supply. We are absolutely not afraid of being sold out. In fact, we like it. We do not sell in off-price channels in any way. I think it's important to remember that. Charles?
I think there's a couple of other things I'd add. Unlike most brands, we are a manufacturer as well as a wholesaler and retailer. Therefore the buildup for inventory for future growth happens much earlier on our balance sheet. We produce evenly throughout the year relative to seasonally concentrated demand. Our DTC business is increasingly global, and that requires much more regional staging to support it. The lead times for getting product into Europe and into greater China, and in particular PRC, are much longer than they are for North America. As we've done in the past, you should expect us to continue to build up our inventory in the quarters to come ahead of the peak fall and winter demand.
That's very helpful. One follow-up. Is it fair to say, looking back over the last quarter, as you said, you build to what you think the demand and the level you want to supply for the whole winter season, and you're not afraid to be out of stock? Is it fair to say, winter 2018, 2019, this past season, that you let the inventory run out in that fiscal fourth quarter and maybe weren't able to service demand that was there as it remained colder later in the quarter? Is that a fair conclusion?
I think that we're very careful how we manage our inventory. Oftentimes we have inventory that we've built for next year already, and we're very careful in making sure that we don't use too much of that too early. We also do plan inventory for that period of the year and the end of the year played out the way that we expected it to play out. We beat our own expectations when it came to that, so we were very happy with how that worked.
Got it. Thanks, guys.
Your next question comes from Michael Binetti with Credit Suisse. Your line is open.
Hey, guys. Thanks for taking our question here. I'm just trying to think ahead here since the growth opportunity is so big. This is the third year in a row where you've delivered revenue growth at or around 40%. Very healthy growth rate by any standard. It's also the third year in a row where you've guided the forward year growth rate to be cut in half. It's natural this time of year for people in our position to have a difficult time looking forward and think alongside you on that. Maybe you could help us gauge where you actually see what you spoke to earlier as some of the real headwinds coming online from areas of the business that are getting to larger numbers, that have some scale headwinds to the growth rate.
Maybe even just think ahead on some of the components, like what kind of square footage is baked in this year, what kind of pricing is baked in, and maybe how new e-commerce markets that you'll be turning on. To help us just think a little bit through the components this year of how you're getting to a growth rate for the year that's, again, half of what you've delivered historically.
I think that it's important to note that the guidance that we've put out there, and I'll turn it over to Jonathan in a minute to talk a bit more about it.
Sure.
We preface it with at least, and I think that's important to note. I know that we are very confident about our growth opportunities ahead of us and all the levers that we have to pull and the different ways we can grow. We've got lots of white space in all of our markets and still remains accessible to us. Growth with our wholesale partners, growth in direct to consumer, and then moving to a higher percentage of direct to consumer sales. Demand is extremely healthy for our brand, and we'll continue to sell out at full price. I think that our guidance is appropriate as we start the year, and to preface it with at least, I think it's the right way to start the year and it puts us in an appropriate place, and we'll update it as needed.
Jonathan, anything to add to that?
No. I think we've got a number of key areas in which we are expanding the business, as you've heard, in terms of store openings. We continue to develop the product range. This is a business which guides responsibly on the one hand, and on the other hand, is very much of a growth engine.
Yeah. I just want to come back on the idea that I'm really proud, and I know we all are, that we've been able to overachieve on every measure, any way you look at it, for the last two years as a public company. I believe that our opportunities are as big today as they've ever been. The way that we've guided it has not changed, and I think that the fact that we're not changing it is a great indication of how strong we think that our opportunities in the future are.
Okay, fair enough. If I could follow up. It sounded like when you were speaking about the spring, you set spring in stores in February a little early, and here, at least in the U.S., it was extremely cold through February and into March. Do you feel like you left any business on the table in the quarter as you tried to get some of the new spring stuff you were excited out? Then I guess just think rolling that forward, as we think about first quarter, how to think about revenue growth there, same posture? Do you feel like you set the first quarter, you set the floors early for fall similar to the way you did in spring?
Yeah, I think to your first comment, do we leave a sale on the table? It's difficult to speculate about that sort of stuff. I think that what I will point out is that we grew over 40% on the year. Right? Our business this year, we had a tremendous year, and we grew 40%. The shape of the sales shifted a little bit, and that's normal to happen, and have those kinds of fluctuations from one year to the next. I think that our ability to make long-term strategic decisions to drive business categories that are new and have it work is awesome. That we were able to do that with spring and to really see that category grow at a really fast rate because of our ability to do that in our own stores and online.
I think that we were able to do that and also grow 40% and also grow EPS at the rate that we did, I think is phenomenal. Yeah, so no, I'm not worried about having left any kind of sale on the table.
Actually, if you think about it, the average selling prices for spring product versus fall product are probably a little bit lighter. Actually, it's a more remarkable achievement on the revenue line as a result.
Okay. Thanks a lot, guys.
Your next question comes from Simeon Siegel with Nomura Instinet. Your line is open.
Morning, guys. This is Steve McManus on for Simeon. Thanks for taking our questions. Just had a question on the labor pressure. Wanted to see if you guys can give us some more color on the magnitude during the quarter, both with respect to DTC and wholesale segment margins, and maybe how should we think about that moving into FY 2020?
I think whether we're looking at wholesale segment margin or the DTC segment margin, they're in great places. They've both improved very significantly in the year. To be honest, you'd always expect some forward pressure on cost. Part of our job is to balance that and make sure that we continue to move the overall margin ahead on an annual basis. Within the year and across quarters, you're going to see noise, ultimately, the pricing architecture and the production efficiencies that we achieve more than fund any price pressures that we have to face. Both in the current year and prospectively, this is not a source of concern to us at all.
All right, thanks guys. Best of luck.
Your next question comes from Mark Petrie with CIBC. Your line is open.
Hey, good morning. You talked a lot about the introduction and success in rainwear and knitwear. Could you just give a little color about the adoption of those categories by geography? I know you're not going to go into specifics, but sort of more interested in any color around what's driving the adoption. If you see it more in regions with more sort of favorable climate for that type of product, or do you think it's more just driven by brand awareness?
I think it's both, actually. I think that we are very careful in our development process, as you know, and making sure that our products are all quintessentially Canada Goose products, aesthetically and functionally. I think that, yeah, sure, there's no question that having a broader assortment of products that are functional in a different variety of climates is an important thing. There's no question that for that reason, spring products have done particularly well in our Asian marketplaces, basically in Hong Kong in particular.
I just want to come back to the guidance question. The growth targets for the three-year outlook versus the one year are the same, effectively, except for the slight difference on margins. As you stressed earlier, maintaining growth % implies greater dollar growth. I guess just at the margin, does this reflect incremental drivers entering the business in the out years, or is it just sort of conservatism about the performance in any one single year?
I think I'd come back to the fact we guide responsibly, and the fact that we refresh this guidance because we outgrow it. That's happened for the last couple of years. Yes, we guide at these levels, but we guide responsibly in any one particular year on an at least basis. That at least basis applies to both the current year and the prospective period.
Yeah, I think it's also worth adding we feel that these growth numbers and the guidance that we're providing are significant numbers, and we don't want to get ahead of ourselves and be irresponsible. We think that these are very healthy growth objectives.
These sort of growth rates double the revenue to the business every four years and double the earnings every three. Those, we believe, are strong statements as well for the business.
It's hard to do. Not a lot of companies doing it.
Yep. Understood. No, appreciate all the comments. All the best.
Your next question comes from Robert Ohmes with Bank of America Merrill Lynch. Your line is open.
Oh, hey guys. I actually had a follow-up question, I think, on Omar's question. Maybe you could help us just sort of think through more clearly. The DTC in the fourth quarter was up 29%.
You almost doubled your stores versus last year, and you went into the quarter with a very strong inventory position. Just mathematically to get to only a 29%, I have to either assume that the stores you opened last year are comping negative or your dotcom business slowed pretty significantly from the growth that it was generating. Can you just help us think about how the D2C wasn't stronger given everything heading into the quarter?
Thanks. As you'll recall from quarter three, we noted earlier consumer purchasing of full winter product relative to the previous year. We saw this trend across our business, and it wasn't driven by a specific customer demographic. That's why we gave very defined parameters for revenue growth in our guidance update reflecting that. Frankly, we're very pleased we outperformed them. Regarding the regional take, the growth rates clearly aren't apples to apples because we've added two retail stores in Tmall and Greater China, and that had an outsized mechanical impact, as you have a lot of new revenue at full value flowing into a more wholesale weighted base. That said, Europe and the other Asian markets also performed strongly.
In Canada and the U.S., you see the timing shifts in the numbers more, as you have a much more developed DTC contribution and less incremental new unit growth relative to that from new stores.
Got it. That's helpful. Thank you very much.
Your next question comes from Ike Boruchow with Wells Fargo. Your line is open.
Hi, good morning everyone. Dani, Jonathan, congrats on a great year. I understand that we need to think about your business on a 12-month basis, and I definitely appreciate that. Seasonally, just to help us understand a couple things. I guess, Jonathan, could you elaborate on the comment in the press release about meaningfully higher losses in Q1 year-over-year and how exactly we should think about that? Then when we look at your largest contributing quarter, Q3, I think the last 2 years, 65% or 70% of your EBIT has come from that quarter. Should we expect that to continue or should that maybe grow in terms of importance for the year? Just trying to understand the seasonality of the business as the business evolves.
I think the DTC expansion is something that will affect the shape of our numbers, in the context of the growth trajectory that we're on. You'll see a significantly higher proportion of revenue and profit in the back half of the year. That means both in Q3 and ultimately in Q4, but particularly Q3, which is the key quarter. That will also manifest itself in materially larger losses in Q1. When you think about that, we're also activating markets, and investing behind them in a marketing sense, both at the time of launch and ahead of that launch. Those investments are also happening ahead of the realization of the revenue. You put those two together, and that's what brings more weight to bear in the first quarter.
Got it. Thanks, guys.
Your next question comes from James Allison with Barclays. Your line is open.
Good morning. It looks like your entrance into Italy, from a DTC perspective, will start with the retail store prior to an e-commerce offering. Can you walk us through your thinking here, and can we expect a similar approach to other markets that you have yet to establish a DTC presence?
We are present in Europe, in e-commerce. At the same time, we've made our store announcements for European openings both in France and in Italy. Against that context, it's the same strategy.
Okay. I appreciate that. Looking at your e-commerce rollout in the years to come, obviously there's still some white space in it. For your three-year outlook, have you built any activations of new markets into that as well? Just stripping out the new retail store, but looking at e-commerce specifically, because we haven't had a new market activated other than China in the last couple of years.
Yeah. We're working really actively at being able to build for our e-com platform for consumers to be able to buy Canada Goose products from anywhere in the world. We'll speak about that more when there's more to say about that. With regards to this, we're excited about it's important. With regards to the store in Milan, that is super exciting for us. It's a market that has been strong for us for a long time. I believe for a strong brand awareness, I think that store is going to be a really exceptional store for us. I think opening stores and the fact that we're opening two in Europe this year as well, I think is really important.
I think as Jonathan alluded to earlier, our percentage of DTC in Europe in general, and our opportunity there to really move the needle, I think that the store openings in Europe this year are a massive part of that.
Okay. Thank you.
Your last question comes from Jonathan Komp with Baird. Your line is open.
Yeah. Hi. Thank you. Just maybe one more question on the DTC business. I want to maybe just understand how you're forecasting the business a little better. I guess really the question is when you look forward, I think you're implying maybe less dollar growth in 2020, understanding it's open-ended, than you had in 2019. I know you're opening more stores, so I just want to maybe understand any color you're willing to share on the productivity of the new stores you're opening or what's in place already.
Yeah. I mean, I think all of our stores have been really productive. All of our new stores have been great. We expect our stores will be open this year to follow along in those footsteps. I think our implied growth is substantial for next year. I think as substantial, if not more so, than any year. We're super excited to get at it and deliver more exceptional results.
Yeah, on the one hand, we had a great performance in fiscal 2019, and we're clearly going to get the full year impact of those new units. We've announced 8 new units as well as the digital store for the coming year. Tmall Lab was obviously significant last year. That's not something that we'll repeat. By definition, we'll have a concept store out there, which is experiential and experimental rather than in the model of our traditional stores. That said, we've got great productivity in the stores that we're opening, great economics. We're sustaining the margins so that we believe this is a very strong operating model going forward.
Okay, great. Just one separate question. I don't know if you're willing to talk about the initial results of the new ERP system that looks like it's in place. Could you just comment on how that's gone and any issues, or if it's been pretty smooth in the initial implementation?
I've been doing these for 20 years. I've never come across one that's gone as well as this.
Okay, great. All right, thank you.
There are no further questions queued up at this time. I turn the call back over to Dani Reiss.
Great. Thank you, and thank you all so much for taking the time to be here with us today. As always, we appreciate your interest, your support in Canada Goose and for Canada Goose. We look forward to updating you again on our progress when we report our fiscal results for our first quarter of the year, and the results for that. Thank you very much, and go Raptors.
This concludes today's conference call. You may now disconnect.