Quotes from Richard Hayne

I invite you all to visit our new Harold Square or Space 98 stores in New York. I think you'll agree with me that these stores have a distinct Urban Outfitters personality, with fresh, exciting product and an experience that resonates with the 18 to 28 year old urban-dwelling customer.

At a mall you can almost get frostbite, it's so boring. Looking different is worth a lot.

For many years, we have repeated that the direct-to-consumer channel is growing and capturing a larger share of our customers' wallet.

Going forward, we are mindful of the challenges we face in the competitive retail landscape, but we have demonstrated that our concept of building compelling brands that focus on the customers' lifestyles can produce superior results. We will not waver from that concept.

The Free People brand plans to drive growth on three different fronts: product expansion, geographic expansion and improved marketing.

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.

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 have a relationship with our customer, and that relationship translates into sales.

Besides offering desirable products, the Free People brand continue to produce some of the most compelling imagery and customer engagement in the industry.

In the direct-to-consumer channel, we continue to look at the entire world as an extension opportunity for all of our brands.

We have built brands that resonate deeply with our customers. Our strategy to grow these brands is clear, and we have strong teams in place to execute this strategy. That is our formula for success.

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

The model a lot of companies use is a very pyramidal model which sort of designates that all creativity, all wisdom flows from the top. We think that's the absolute wrong model.

I would never and did not ever characterize myself as a hippie.

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

Psychographics speaks more to an attitude, a lifestyle.

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.

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.

Like Free People, the Urban brand is planning to grow by expanding product assortments, expanding the brand reach and by improved marketing.

When our customer leaves Urban Outfitters, the Main Line is the type of place where more of them go than don't.

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.

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.

The store experience must become a performance, with the energy and precision of a Broadway play.

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.