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    Lowe’s beats earnings estimates as sales fall — and the company expects revenue to slide again this year

    Lowe’s beat Wall Street’s earnings and revenue expectations for its fourth quarter.
    Sales fell during the period, and the home improvement retailer expects revenue to drop again during its current fiscal year.

    The Lowe’s logo is displayed on the front of the store near Bloomsburg.
    Paul Weaver | Lightrocket | Getty Images

    Lowe’s on Tuesday beat Wall Street’s quarterly earnings and revenue estimates, even as the company continued to see customers tackle fewer home projects.
    The home improvement chain was going up against lower expectations for its fourth quarter. It had cut its full-year forecast in November, after CEO Marvin Ellison said the company had felt a “greater-than-expected pullback” on pricier items and discretionary home projects.

    Lowe’s said it factored economic uncertainty into its forecast for the current fiscal year, too. It said it expects total sales of between $84 billion and $85 billion, which would be a drop from $86.38 billion in fiscal 2023. It anticipates comparable sales will decline between 2% and 3% compared with the prior year, and expects earnings per share of approximately $12 to $12.30.
    Here’s what the company reported for the fourth quarter compared with what Wall Street was expecting, based on a survey of analysts by LSEG, formerly known as Refinitiv:

    Earnings per share: $1.77 vs. $1.68 expected
    Revenue: $18.60 billion vs. $18.45 billion expected

    The company’s net income for the three-month period that ended Feb. 2 was $1.02 billion, or $1.77 per share, compared with $957 million, or $1.58 per share, a year earlier. Excluding the costs associated with Lowe’s sale of its Canadian retail business, earnings per share were $2.28.
    Sales fell from $22.45 billion in the year-ago period. The company said its prior-year quarter included an additional week and sales from its Canadian business.
    Comparable sales dropped by 6.2% year over year, as the home improvement retailer saw weaker demand for do-it-yourself projects and poor weather in January. Comparable sales for home professionals, a category that includes plumbers, electricians and contractors, were flat year over year in the quarter, however.

    During the fourth quarter, Lowe’s spent $404 million on share buybacks and paid $633 million in dividends.
    As of Monday’s close, Lowe’s shares were up nearly 4% this year. That trails the approximately 6% gains of the S&P 500 during the same period. Shares of Lowe’s closed at $231.32 on Monday, bringing the company’s market value to about $133 billion.
    Rival Home Depot last week beat Wall Street’s earnings and revenue expectations, but its sales fell year over year and the retailer’s leaders described the past year as one of “moderation” after unusually high demand during the pandemic. The company also said customers were continuing to put off bigger projects because of higher interest rates.
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    FAA closes Starship investigation as SpaceX seeks license for next launch

    The Federal Aviation Administration on Monday announced the close of its investigation alongside SpaceX into the second Starship flight.
    Elon Musk’s company seeks a license to launch the towering rocket again.
    “Prior to the next launch, SpaceX must implement all corrective actions and receive a license,” the FAA said in a statement.

    SpaceX’s next-generation Starship spacecraft atop its powerful Super Heavy rocket is launched from the company’s Boca Chica launchpad on an uncrewed test flight, near Brownsville, Texas, on Nov. 18, 2023.
    Joe Skipper | Reuters

    The Federal Aviation Administration on Monday announced the close of its investigation alongside SpaceX into the second Starship flight, as Elon Musk’s company seeks a license to launch the towering rocket again.
    SpaceX led an investigation that the FAA oversaw into the Nov. 18 launch of a Starship prototype that reached space before being intentionally destroyed due to a problem with the rocket.

    The FAA noted that SpaceX identified 17 corrective actions from the mishap.
    “Prior to the next launch, SpaceX must implement all corrective actions and receive a license. … The FAA is evaluating SpaceX’s license modification request and expects SpaceX to submit additional required information before a final determination can be made,” the federal regulator said in a statement.

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    SpaceX, in a post on its website on Monday, identified some of the issues that cut the second Starship launch short.
    The 33 engines of the “Super Heavy” booster worked as the rocket ascended. Shortly after the upper part of Starship separated from the booster, “several” of the engines “began shutting down.” Then, “one engine failed,” a process that was “quickly cascading” before the booster broke apart, the company said.
    Starship itself flew for several more minutes after separating from the booster. But SpaceX said “a leak” in the rear of the spacecraft developed when a fuel vent led to “a combustion event and subsequent fires,” cutting the connection “between the spacecraft’s flight computers” and shutting down Starship’s six engines. The rocket’s flight termination system — a standard safety feature in rockets, as it destroys the vehicle if a problem arises or it flies off course — then triggered.

    The company emphasized that it has already made “changes on upcoming Starship vehicles” to resolve the issues from the second test flight, with “upgrades” to the booster and Starship prototypes that are set to launch the third test flight.
    The 17 corrective actions following the second Starship flight also represent a marked improvement from the first, which required 63 corrective actions before the rocket launched again.
    Musk said in a social media discussion last week that he expects the company to be ready to launch the third Starship test flight as soon as mid-March, although the SpaceX CEO also said, shortly after the November launch, that the third flight’s rocket would be “ready to fly in three to four weeks.”
    As the FAA noted, the next launch is pending regulatory approval of a license.

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    Lunar landing photos: Intuitive Machines’ Odysseus sends back first images from the moon

    Intuitive Machines’ cargo moon lander Odysseus returned its first images from the surface.
    Company executives believe the lander caught its landing gear sideways in the moon’s surface while touching down and tipped over.
    Despite resting on its side, the company’s historic IM-1 mission is still operating on the moon.

    Intuitive Machines CEO Steve Altemus explains how the company’s IM-1 lander tipped over on the moon’s surfacing during a NASA press conference on Feb. 22, 2024.

    Intuitive Machines’ cargo lander, Odysseus, returned its first images from the moon’s surface over the weekend, as the spacecraft settles in to its lunar destination.
    The company’s historic IM-1 mission is now operating on the moon after landing on Thursday, becoming the first privately developed spacecraft to soft land on the lunar surface.

    Intuitive Machines initially reported Odysseus was standing upright. But in an update late Friday, company executives said they believe the spacecraft caught its landing gear sideways in the moon’s surface while touching down and tipped over.
    Despite resting on its side, Odysseus is still sending back data. Intuitive Machines expects Odysseus to operate until Tuesday morning, when its solar panels will no longer be exposed to the sun.
    Intuitive Machines’ stock fell 35% in Monday trading to close at $6.27 a share.

    Sign up here to receive weekly editions of CNBC’s Investing in Space newsletter.

    The Odysseus lander carried 12 government and commercial payloads — six of which are for NASA under a $118 million contract through the agency’s Commercial Lunar Payload Services, or CLPS, initiative.
    NASA leadership emphasized the IM-1 mission was still successful despite the spacecraft tipping over, calling the landing “a gigantic accomplishment.”

    The Nova-C lunar lander designed by aerospace company Intuitive Machines is displayed at the company’s headquarters in Houston, Texas, on Oct. 3, 2023.
    Staff | Reuters

    One of the payloads, “EagleCam,” is a small camera developed by Embry‑Riddle Aeronautical University. Originally, EagleCam was to be ejected in the final moments of Odysseus’ landing, to capture the first images of a moon landing from outside a spacecraft, but an issue with the lander’s navigation system meant the camera did not deploy. Embry-Riddle’s team said Intuitive Machines still plans to release EagleCam from the lander at a later time.
    Here are some of the initial images from the landing:

    Coming in for landing

    The company’s cargo lander Odysseus is seen flying toward the lunar surface in preparation for its landing on Feb. 22, 2024.
    Intuitive Machines

    On the surface

    A wide field-of-view image taken shortly after Odysseus tipped over.
    Intuitive Machines

    Spotted from above

    NASA’s Lunar Reconnaissance Orbiter Camera identified Intuitive Machines’ Odysseus lander on the surface.
    NASA/GSFC/Arizona State University

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    Altice USA shares spike 36% on report Charter is considering acquisition

    Altice USA shares spiked 36% following a report Charter is considering buying the broadband company.
    It is unclear if Charter has made an approach to Altice USA, Bloomberg reported.
    The deal would bring significant consolidation at a time when major communications companies struggle to keep broadband and cable subscribers.

    Igor Golovniov | Lightrocket | Getty Images

    Altice USA shares spiked 36% on Monday following a report that Charter Communications is considering buying the broadband company.
    Charter is working with financial advisors as it considers whether it would make sense to buy Altice USA, Bloomberg reported Monday, citing people with knowledge of the matter.

    Altice hasn’t been approached by Charter to begin talks on a possible transaction, a person familiar with the matter told CNBC.
    The larger company’s shares dropped about 2% on Monday.
    Charter declined to comment on the report, while Altice USA could not immediately be reached for comment.
    The deal would bring significant consolidation at a time when major communications companies struggle to keep broadband and cable subscribers. Altice USA shares had plunged more than 40% this year before their jump Monday, while Charter’s stock has fallen about 25%.
    Altice USA owns brands led by broadband, TV and phone company Optimum. The company has about five million customers.

    Charter easily trumps its size with 32 million broadband and cable subscribers.
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    Meet the French startup hoping to take on OpenAI

    SOME RACES are over before they really get going. So it can seem in the contest to make the best large language models (LLMs). These algorithms power generative artificial intelligence that can produce humanlike text and other output. OpenAI, the American creator of ChatGPT, appears leagues ahead. It has made the world’s most powerful LLM, called GPT-4. The company is gobbling up talent, data and computing power to build cleverer models. As a result, it attracts more users, and with them more capital to pour into even more sophisticated models.But a French startup called Mistral is trying to throw a spanner in this AI flywheel. On February 26th it released a new LLM. The model, called Mistral-Large, is smaller than GPT-4, measured by the number of parameters it uses (a common gauge of model power). Even so, it nearly rivals GPT-4 in important aspects of performance, such as reasoning. Mistral also unveiled a Mistral-Large-powered ChatGPT competitor, Le Chat (pronounced le shah, like the French word for cat rather than the English homograph). And it announced a deal with Microsoft, an AI juggernaut which already has a deep partnership with OpenAI. The tech giant will take a small stake in Mistral and make the French firm’s models available via its Azure cloud.Mistral is proof that the industry is already becoming more open—and less American. If it does mount a serious challenge to OpenAI, this would also confirm the suspicion of some in the industry that in generative AI, size is not everything. “It’s no longer about being bigger—it’s about being creative and being fast,” says Arthur Mensch, Mistral’s chief executive.The French firm’s rise has been as brisk as the northwesterly winter wind after which it is named. It was founded less than a year ago and still has just 25 employees. Despite this, its LLMs are leading the growing pack of open-source models, the statistical innards of which are, in contrast to proprietary black boxes like GPT-4, publicly available and can be modified by anyone. That has allowed Mistral to tap an impressive €490m ($531m) in funding, valuing the company at more than $2bn. Big investors include leading Silicon Valley venture capitalists such as Andreessen Horowitz and General Catalyst, as well as tech luminaries such as Eric Schmidt, a former chief executive of Google.Mistral owes its early success to cleverly mixing the main technical ingredients of AI—talent, data and computing power—with politics, which is growing in importance for the AI industry as the world’s governments ponder the technology’s potential.Start with talent. Here, Mistral is a “match made in heaven” between French engineering education and American big-tech firms, says Stanislas Polu, a co-founder of Dust, another of a clutch of AI firms popping up in Paris. Three of Mistral’s six founders, and its technical brains—Mr Mensch, Timothée Lacroix and Guillaume Lample—are products of France’s elite technical schools. Like many other top AI scientists they have worked at the research labs of Google and Meta, another American tech giant—though in the trio’s case they were building LLMs at those labs’ offshoots in Paris rather than in London or Silicon Valley. This places them among the 100 or so people worldwide who really know how to train cutting-edge models.They appear to have been particularly adept at marshalling data to train their models—the second ingredient of AI success. Mr Mensch will not be drawn on how exactly Mistral curates its training sets; it is the source of his firm’s competitive advantage, he says. But industry insiders confirm that Mistral is, in the words of one, “really clever” at curation, for instance filtering out information that is repetitive or does not make sense. This has allowed Mistral’s models to be much smaller: the statistical weights, or “parameters”, of Mistral’s models count in the billions, compared with an estimated 1.8trn for OpenAI’s GPT-4 (both firms are mum on the exact sizes). This allows customers to run them on their own computers rather than in a vast data centre, which many proprietary models require.According to Mr Mensch, Mistral’s focus on data curation lets the firm use computing power, AI’s third crucial component, more efficiently than its competitors. Training Mistral’s latest model cost much less than the $100m that OpenAI apparently spent to develop GPT-4. Mistral’s approach also makes it cheaper for customers both to fine-tune its models with their own data and then to run them.In technical terms, startups like Mistral enjoy a “second-mover advantage”, benefiting from all the work OpenAI and others have done, argues Jeannette zu Fürstenberg of General Catalyst. Critically, in Mistral’s case these technical chops are complemented by political nous, which is helpful given that many governments think that home-grown LLMs will confer economic and strategic advantages.So it helps that another of Mistral’s co-founders is Cédric O, a former French digital minister. Mr O retains a direct line to the country’s president, Emmanuel Macron, who has taken a keen interest in all things AI. When a draft of the European Union’s AI Act last year threatened to force Mistral to divulge its data recipe, Mr O co-ordinated, with Mr Macron’s backing, a successful Franco-German effort to oppose such provisions. These were duly excised from the bill.The question now is whether Mistral, which has yet to generate meaningful revenues, can transform this enticing techno-political mix into profits. The firm’s bet is that many businesses, especially European ones, want more control over the LLMs they use than OpenAI is willing to give them, and do not want to be locked into another American tech platform. Such customers, the thinking goes, would be willing to pay Mistral to maintain and run their models.One question potential customers may ask themselves is how the world will regulate open-source models. A heated debate about whether they will enable terrorists and other bad actors to build bio- and cyber-weapons has died down. Instead of talking up the risks, the discussion among policymakers is turning to the potential rewards: greater transparency, more innovation and less reliance on a handful of powerful companies that have controlled the technology. Regulators on both sides of the Atlantic have so far tolerated open-source LLMs. But Mr O may again have his hands full if these models keep getting more powerful or are found to be misused, for instance helping to spread disinformation during this year’s welter of elections around the world.Avoiding a political backlash is, obviously, in Mistral’s interest—but lobbying success has a flipside. Regulatory forbearance would almost certainly lead to more open-source competition. On February 20th Silo AI, a Finnish firm, unveiled a new LLM that is even more open than Mistral’s, furnishing information about the data on which it is trained and the software that did the job. A new version, due out in a few months, will be as good in most European languages as it is now in Finnish and English.Most important, it is still unclear if size matters for generative AI. A test will come when OpenAI at last releases its next model, GPT-5. If it leaves Mistral-Large and other smaller open-source models in the dust, then Mr Mensch’s talk of creativity and speed may ring hollow. Until then, however, Mistral’s story will continue to resonate. ■ More

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    FTC sues to block Kroger, Albertsons merger, arguing deal would raise grocery prices and hurt workers

    The FTC and a group of attorneys general have sued to block the merger of Kroger and Albertsons.
    In a news release, the federal agency said the deal would result in higher prices for grocery shoppers and lower wages for workers.
    Kroger and Albertsons had struck a deal to divest over 400 stores and other assets to try to overcome antitrust concerns.

    Albertsons and Kroger supermarkets
    Bridget Bennett | Bloomberg | Getty Images; Brandon Bell | Getty Images

    The U.S. Federal Trade Commission said Monday that it is suing to block the merger of Kroger and Albertsons, saying the combination of the two major grocers would result in higher prices for shoppers and lower wages for workers.
    In a release, the FTC said it issued an administrative complaint and authorized a lawsuit in federal court to stop Kroger’s $24.6 billion acquisition of Albertsons, which would create one of the largest grocers in the country. A bipartisan group of nine attorneys general has joined the court complaint: from Arizona, California, Washington D.C., Illinois, Maryland, Nevada, New Mexico, Oregon and Wyoming.

    “Kroger’s acquisition of Albertsons would lead to additional grocery price hikes for everyday goods, further exacerbating the financial strain consumers across the country face today,” said Henry Liu, director of the FTC’s Bureau of Competition. “Essential grocery store workers would also suffer under this deal, facing the threat of their wages dwindling, benefits diminishing, and their working conditions deteriorating.”
    Kroger said in a statement that blocking the deal “will actually harm the very people the FTC purports to serve: America’s consumers and workers.”
    “The FTC’s decision makes it more likely that America’s consumers will see higher food prices and fewer grocery stores at a time when communities across the country are already facing high inflation and food deserts,” the company said in a statement.
    Albertsons said in a statement that federal regulators are disregarding the growing dominance of larger retailers like Walmart, Amazon and Costco, and said the move will strengthen them.
    “We are disappointed that the FTC continues to use the same outdated view of the U.S. grocery industry it used 20 years ago, and we look forward to presenting our arguments in Court,” it said in a statement.

    Kroger and Albertsons’ agreement has been stuck in a holding pattern for more than a year while federal and state regulators scrutinize the merger. The companies announced the proposed deal in October 2022, and said by teaming up, the grocers would be able to better compete with larger retailers.
    The FTC argued the supermarket merger would harm shoppers and workers at a time when the price of food and many everyday items has risen. The Biden administration has been skeptical of a range of mergers, and the White House has made consumer protection a key issue as President Joe Biden campaigns for reelection this fall.
    Kroger CEO Rodney McMullen has made the company’s case for the tie-up, saying as a larger supermarket operator, the combined companies would be able to lower prices, boost profitability and speed up innovation in the grocery industry. The company also pledged $500 million to reduce prices for customers and $1 billion to raise employee wages and expand benefits.
    Yet the deal has faced stiff resistance and new complications after a period of historic inflation. Two unions that represent Kroger and Albertsons employees, the United Food and Commercial Workers International Union and the Teamsters union, opposed the deal.
    Higher prices of everyday food items fueled worries that a bigger company would have too much pricing power — concerns some politicians have echoed.
    Higher grocery prices have irked consumers and become a hot topic on the campaign trail. Earlier this month, grocery chains drew the ire of Biden, who accused companies of ripping off shoppers while keeping profit margins high.

    Together, Kroger and Albertsons would be a mammoth company and tighten a market share gap with Walmart, the largest grocer in the U.S. Kroger and Albertsons also compete with regional players like Publix and Wegmans, and discounters like Aldi and Trader Joe’s.
    Combined, the grocers would have about 5,000 stores across the U.S. The deal would marry Kroger’s approximately two dozen supermarket banners, including its namesake stores, Fred Meyer and Ralphs with Albertsons’ grocery chains, including Safeway, Acme and Tom Thumb.
    In an effort to overcome antitrust concerns, Kroger announced last year that it planned to sell more than 400 stores to Piggly Wiggly owner C&S Wholesale Grocers, along with other assets like distribution centers and some private brands.
    But the FTC complaint said the proposed divestiture isn’t enough. It would create “a hodgepodge of unconnected stores, banners, brands and other assets” that wouldn’t be a true rival to the combined Kroger and Albertsons, the federal agency said in a release Monday.
    The FTC contended the combined Kroger and Albertsons would have less reason to improve the customer experience. The federal agency said competition between the supermarkets has contributed to fresher produce, better private-label offerings and services that shoppers appreciate, such as flexible pharmacy hours and curbside pickup.
    The FTC also argued the deal would leave workers with less negotiating power, since employees wouldn’t have as many potential grocery employers. In some markets like Denver, the combined supermarket operator would be the only employer of unionized grocery workers, the agency said.
    As some news outlets reported last week that the FTC would soon sue to block the merger, a Kroger spokeswoman said the company was still in discussions with FTC and state regulators.
    The company reiterated its argument that the merger would benefit grocery shoppers and workers.
    “Blocking the combination will only embolden large, non-unionized retailers – like Walmart, Amazon and Costco – to continue opposing unions and leaving communities,” the company said in a statement last week. “Kroger will continue to lower prices, grow good-paying union jobs and increase access to fresh food for the families who need it most.”
    Kroger shares were trading about 1.7% lower Monday afternoon, while Albertsons stock was slightly higher.
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    Consumers are tired of inflation. But some retailers fear falling prices

    As shoppers await price cuts, retailers like Home Depot say their prices have stabilized and some national consumer brands have paused price increases or announced more modest ones.
    Yet some industry watchers predict deflation for food at home later this year.
    Falling prices could bring new challenges for retailers, such as pressure to drive more volume or look for ways to cover fixed costs, such as higher employee wages.

    A man with a paper bag of groceries looks surprised and upset at a receipt from a supermarket with high prices against the background of an escalator with customers in the shopping center. 
    Elena Perova | Istock | Getty Images

    Just ahead of the holiday season, Walmart had encouraging news for inflation-weary shoppers: Prices on food and other staples were falling instead of rising. The retail giant said if the trend continued, it would soon contend with deflation in some of those key household categories, which would be a welcome sight for consumers emerging from the worst price increases in decades.
    But the retail giant backpedaled this week, saying higher prices on many grocery items and household staples like paper goods have stuck.

    “There is deflation in certain categories — the possibility overall still remains — but prices are more stable than where they were three months ago,” CFO John David Rainey told CNBC.
    In recent weeks, corporate leaders have sung a similar tune — at a time when inflation is cooling but prices are still rising faster than the Federal Reserve would like. Home Depot said the prices of home improvement items have “settled” rather than fallen. Coca-Cola and the makers of other popular brands of snacks, sodas and household essentials said their prices are still ticking higher than a year ago. While they’re planning for more modest price hikes, shoppers should not expect price cuts, either.
    “If one looks at inflation over time, we very rarely get into periods of sustained deflation. That’s just not a consumer effect,” Coke CEO James Quincey said Feb. 13 on CNBC’s “Squawk on the Street.”

    The latest government data backs that up: while the rate of price increase is dipping year over year, the latest inflation metric came in hotter than expected. The consumer price index, a broad measure used to track what shoppers pay for goods and services across the economy, rose 3.1% in January from the prior year.
    Food prices climbed 2.6%, fueled by a 5.1% jump in prices for food away from home, a category that includes restaurant meals and vending machine purchases.

    While prices broadly are still climbing, shoppers have seen relief in some areas. For instance, prices of consumer electronics, used cars and some other categories of general merchandise have tumbled. Wages have also kept rising, softening the blow as some prices have stayed high.
    Inflation vaulted to the top of the minds of shoppers, executives and investors over the last two years as soaring prices stretched household budgets and forced shoppers to reevaluate where and how much they spend. Price hikes helped companies offset higher input costs and maintain growth — even as consumers bought less while they were forced to fork up more money. The Federal Reserve took on the challenging task of reining in rising prices without tipping the economy into a recession, slowing inflation, but shoppers have only felt so much relief.
    The cost of everyday items topped Americans’ economic worries in a Pew Research Center survey conducted Jan. 16 to Jan. 21. Seventy-two percent of respondents said that they were “very” concerned about the price of food and consumer goods.
    While deflation could offer consumers relief, it can be a tricky dynamic to navigate, too. In many cases, companies might opt to protect profits rather than pass on lower input costs to consumers. Otherwise, they risk shrinking sales and a falling stock price.
    Plus, executives may not want to cut prices or say deflation is happening, since investors could take it as a sign that a company’s brand or the economy as a whole has weakened.
    “You rarely see prices go down on a uniform basis outside of recessions or deep recession,” said Gregory Daco, chief economist at EY.
    However, consumers sometimes benefit from price “corrections,” he said. For example, airfares plunged during the pandemic and surged after it, but now have leveled out again.

    The prices that are falling — and aren’t

    So far, the unwinding of historic inflation has been uneven.
    Products like chicken or eggs have been more likely to see prices slashed inside the grocery store. Tyson said chicken prices fell 3.9% in its fiscal first quarter. Egg producer Cal-Maine Foods reported that the average price per dozen eggs was cut in half in the quarter ended Dec. 2 compared with the year-ago period, when the price of eggs spiked. Unilever CFO Fernando Fernandez also called out price cuts for at-home ice cream, laundry and skin cleansing bars on the company’s Feb. 8 conference call.
    “We’ve seen deflation first in the commodity-oriented categories,” said CFRA analyst Arun Sundaram. “I think it will take some time before packaged food pricing comes down.”
    But not all commodities have tumbled in price. Cocoa, sugar and tomatoes have all shot up more recently, hurting companies like Kraft Heinz and Nestle. Chocolate maker Hershey said it raised prices slightly on some items earlier this month.
    Though many input cost pressures for businesses have eased, expenses are climbing faster than before the unprecedented demand boom of 2021. Most companies are seeing costs up around 3%, still higher than pre-pandemic inflation of 1% to 2%, according to Edward Jones analyst Brittany Quatrochi.

    Chocolate bars are displayed for sale at Hershey’s Chocolate World store in Hershey, Pennsylvania, on July 13, 2018.
    Bloomberg | Bloomberg | Getty Images

    Items with strong brands, such as soda or snacks, typically have greater pricing power and less competition from private label products because of their distinct flavor or fan following. That gives their makers the ability to keep raising prices to mitigate higher costs, even as their volume drops.
    On the other hand, customers are more likely to swap to a cheaper product or a store brand for items that don’t have a unique flavor or taste, such as a container of peanuts. That’s one reason why Kraft Heinz sold its Planters nuts business to Hormel three years ago.
    “The more ingredients in the product, the more pricing power you have typically,” Sundaram said.
    Retailers, including Target and Kroger, have rolled out new private brands to better compete with national brands and undercut them on price. Earlier this month, Target debuted Dealworthy, a brand made up of products including dental floss, paper towels and shampoo. Most of the new brand’s goods sell for under $10.
    By stealing away sales, retailers can pressure national brands to lower an item’s price, introduce a cheaper version or offer a discount.
    Some industry watchers expect a meaningful wave of price cuts as food makers struggle with weaker demand and lagging sales growth.
    A number of food suppliers reported shrinking volume in North America in their latest quarters, including Kraft Heinz, Pringles maker Kellanova and PepsiCo’s food divisions. Volume excludes pricing and currency changes, giving investors a more accurate view of demand.

    Heinz ketchup is displayed on a shelf at a grocery store in Washington, DC, on February 15, 2023.
    Stefani Reynolds | AFP | Getty Images

    KeyBanc retail analyst Brad Thomas said those softer trends will force brands to cut their prices or give customers another reason to buy their product, such as offering a short-term promotion or innovative features.
    “The ongoing ‘frenemy’ relationship between retailers and suppliers — where you push for lower prices — is part of the normal course of business,” he said. “What’s different about what’s happening now is how much volume the CPG [consumer packaged goods] brands are losing.”
    He predicts that food-at-home prices will turn negative later this year. CFRA’s Sundaram echoed that prediction, while noting that costs need to keep falling, too.
    Historically, food deflation happens about once a decade and lasts about eight months, according to Thomas. The last time was in 2016 and 2017, and Walmart was the biggest winner. Rival Target did not see the same benefit.
    Even some of the biggest U.S. brands have signaled that consumers’ tolerance of higher prices has worn thin. Some companies have said they’re done hiking prices or pledged that the increases will be more modest this year.

    A man climbs into the fridge for milk at a Walmart store in Rosemead, California on November 22, 2022.
    Frederic J. Brown | AFP | Getty Images

    For example, Kraft Heinz said on Feb. 14 that it expects its input costs will rise 3% this year; however, the Oscar Mayer owner is only planning to raise prices by 1%. The company is counting on productivity savings to make up the difference.
    PepsiCo executives also said they expect to return to more “normalized” pricing in 2024. In the fourth quarter, Pepsi’s prices for its North American Frito-Lay business rose 5%, while those for its North American beverage unit climbed 9% compared with the year-ago period.
    Still, Thomas acknowledged that brands with a strong following, such as Coca-Cola, will likely keep products pricier. Mid-tier brands are more vulnerable and will have to reduce their prices.

    Who’s wary of deflation

    Just as inflation has become a dirty word, deflation can be one, too, said Greg Melich, a retail analyst for Evercore ISI.
    “High inflation is bad, but deflation is bad, too, because you have fixed costs that aren’t going down,” he said.

    Wage costs have risen as new minimum wage laws take effect and the labor market remains tight. Many food companies are locked into supplier contracts signed when commodities cost more.
    Deflation can also cause concern that a company’s overall revenue may fall.
    According to a KeyBanc estimate, a 1% drop in food prices would add $1 billion per month more to consumer spending, and lower-income households would benefit the most. But shoppers can choose to hang onto those savings instead of spending the extra cash.
    For instance, Home Depot saw lumber prices drop over the past year, but it still has seen weaker demand for larger home projects amid higher interest rates. Best Buy sells consumer electronics, another deflationary category, but has struggled to drive more sales after the buying boom during the pandemic and as product innovation lags.
    Melich said if customers spend less on necessities like food, they may buy more discretionary items, “but you can’t assume there’s a one to one transfer.”
    Wall Street reflected those concerns in November when Walmart said deflation could be coming soon. Shares of the retail giant slid about 8%, their worst day in over a year at the time. (Walmart’s shares have been hovering near an all-time high).
    Home Depot CFO Richard McPhail acknowledged the loaded meaning of deflation in a recent CNBC interview.
    “I’m very careful with the word ‘deflation’ because of what it represents in people’s minds,” he said.
    McPhail described prices as “settling” rather than declining. He said the home improvement retailer had not seen “significant movement in prices” since early August.
    Even as Walmart scaled back widespread deflation predictions, its CFO Rainey said the discounter ultimately believes lower prices would be a good thing.
    Walmart has seen deflation in general merchandise categories, even though food prices are still rising by low-single digits year-over-year.
    “To be very clear, we want lower prices for our customers,” Rainey said.
    — CNBC’s Christopher Hayes contributed to this report. More

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    Why airlines are raising baggage fees — and charging you more at the airport

    United, American, JetBlue and other carriers charge passengers more to check bags at the airport than to purchase the service online in advance.
    Airlines have been raising baggage fees this year to cover higher costs.
    Executives say travelers who purchase checked bags ahead of time can free up congestion at the airport.

    Travelers arrive for flights at O’Hare International Airport in Chicago on March 16, 2021.
    Scott Olson | Getty Images News | Getty Images

    Airlines are raising their prices to check a bag — again. Just how much you it will cost you, however, depends on when you pay for the service.
    United Airlines, American Airlines and JetBlue Airways are among the carriers that have raised the price to check bags this year. Each of them charge customers more if they check their bags at the airport or close to their departure compared with paying to check a bag online in advance.

    Carriers are encouraging customers to pay to check their bags ahead of their flight, an approach the airlines argue will free up employees at check-in areas and get travelers to their gates faster.
    Earlier this week, American Airlines raised its checked bag fees for the first time in more than five years and adopted the two-tiered strategy that United, JetBlue and several budget airlines already have.
    American Airlines customers traveling in coach will pay $35 to check a first bag for domestic flights if the service is booked online in advance, or $40 if they purchase the option at the airport, the carrier said Tuesday. American Airlines previously charged $30 for either service.
    There are exemptions. Customers who have certain airline or other rewards credit cards, are traveling in a top-tier class or have elite frequent flyer status generally can check at least one bag for free on domestic or short international flights.

    Why does it cost less to check a bag in advance?

    “It allows our team members to spend more time with customers who require additional assistance with their travel journey,” an American Airlines spokeswoman told CNBC.

    American this week also said it is reducing fees for slightly overweight bags, which used to force some travelers to remove items from their bags last-minute at the airport to meet the threshold.
    The different fee tiers is an approach ultra-low-cost airlines already had to luggage fees.
    “It incentivizes people to get the transaction out of way. It’s easier for them, and honestly, it’s easier for us,” said Frontier Airlines CEO Barry Biffle. “There are people who need legitimate assistance” at the airport.
    The prices differ depending on demand and other factors. Most travelers who add on baggage pay the fee ahead of time, Biffle said.

    United first started charging customers more for paying for checked bags at the airport in 2020. On Friday, the carrier said it was raising bag fees by $5 for most flights in North America to $35 if customers prepay online at least 24 hours before their flight, or $40 otherwise, starting with bookings made on Feb. 24. A second checked bag will cost $50, or $45 at least 24 hours in advance.

    Why are airlines raising baggage fees?

    Luggage fees are a big moneymaker for airlines. In the first nine months of 2023, U.S. airlines brought in more than $5.4 billion from baggage fees, up more than 25% from the same period of 2019, according to the Transportation Department’s latest data.
    Airlines have argued that higher costs such as labor and fuel, their biggest expenses, mean they had to raise bag fees.
    “While we don’t like increasing fees, it’s one step we are taking to get our company back to profitability and cover the increased costs of transporting bags,” JetBlue said in a statement about its latest increases. “By adjusting fees for added services that only certain customers use, we can keep base fares low and ensure customer favorites like seatback TVs and high-speed Wi-Fi remain free for everyone.”

    Ground operations employees load baggage onto a Southwest Airlines Boeing 737 aircraft on the tarmac at John Wayne Airport in Santa Ana, California.
    Patrick T. Fallon | Bloomberg | Getty Images

    Southwest Airlines is an outlier among the large U.S. airlines. It allows customers to check two bags for free. “That’s the way it’s going to stay,” Chief Operating Officer Andrew Watterson said.
    “It does not cost us $35, $40 … to handle a bag,” Watterson said in an interview. Many customers on major airlines bring carry-on bags to avoid bag fees, but Watterson said that could slow down the operation, a big deal for Southwest, which he said tries to turn aircraft around for the next flight in 45 minutes, and even less for some of its smaller Boeing planes.
    “It does smooth the operation for people to check it rather than bring it on,” he said. “Overall, we think the benefit is a combination of some efficiencies but also customers coming back to us. A repeat customer business cannot be overstated. And when you treat your customers well, give them a fair policy, they come back over and over again.”Don’t miss these stories from CNBC PRO: More