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Friday, 29 April 2022
The Propaganda Race.
18 comments:
Actually, it appears to be a matter for the relevant local Police as to whether someone gets fined for a breach of the COVID rules, and Durham have said that they do not levy retrospective fines.ReplyDeleteReplies
Does Durham pre-empt crime, and fine in advance? Sounds very cock-eyed to me.Delete
Unfair as it is, there seems to always be two sets of rules.ReplyDeleteReplies
And two sets of interpretation of those rules.Delete
- Anonymous29 April 2022 at 09:38
Is this breaking news? The behaviour of Boris was appalling and no, he does not need to socialise to govern when the country or world is locked down. If Starmer has done the same in private, he is to be equally condemned.ReplyDelete
PS Spell check doesn't believe Starmer will win as it indicates an incorrect spelling.Replies
Personally I think Boris's behaviour was perfectly normal. He has a country to run, and even though he suffered from Covid himself, he carried on as soon as he could. Starmer had no country to run, and should have known better. He also lied about his deputy leader not being at his party; she was.Delete
Durham police investigated reports of the Labour planning campaign meeting in Durham. They said, "We have reviewed the case. We have determined that no laws were broken and no further action will be taken in this matter." As far as I know, drinking a cold bottle of beer as a busy working day draws to an end was never a crime during the worst of COVID times. It is only the vindictive Tory rag "The Daily Mail" that keeps banging on about this non-story. They chose to put this in the headline news once again on the day that other papers were reporting the scandal of a senior Tory MP who watched porn on his phone in The House of Commons chamber.ReplyDeleteReplies
If you watch PMQ's over the past months, you'll find that Starmer has asked about nothing else. If drinking beer was not an offense, then neither was having a socially distanced glass of wine!Delete
The opposition is just doing the job expected of every opposition, but the difference is that Starmer is doing it very badly. You have to admit, the general standard of politics on both sides of the House has reached an all-time low during an all-time high in crisis.ReplyDeleteReplies
A lot of waffling on one side, and a lot of hot air on the other.Delete
In general, I find, individuals hold themselves to one standard and others to a completely different standard. Banging on about trivial issues instead of the bigger issues (Ukraine, employment, economics, Covid) works to keep names in the press and distract from real problems. Politics and the mode of operation can drive us all mad.ReplyDeleteReplies
It's all cynical point-scoring. Sadly, people believe them, and can be swayed. A bunch of hypocrites the lot of them!Delete
It does occur to me that the Metropolitan Police must have known about this "party", or what were the permanent Police presence at No 10 doing that afternoon/evening? If they weren't aware, then surely they have serious questions to answer about their standard of protection to the PM and senior Cabinet members.ReplyDelete
Either way the Police would appear to be on the hook as either incompetent or turning a blind eye to a blatant breach of COVID laws.Replies
Government ministers were doing what they're paid to do. RUN THE COUNTRY. If Starmer thinks that they should all have stayed at home, then he's proving to be the fool that we all know him to be.Delete
It is pathetic sour grapes, self-righteous, sanctimonius twats on the left who need to get a life. The civil servants could have, and should have, been dealt with with internal disciplinary action, end of story. The Opposition show nothing that lends them to good Opposition and their Twitter accounts alone reflect this, shit stirring and shallow comments from the Shadow Cabinet on a daily basis.ReplyDeleteReplies
I just hope they get their comeuppance. PMQ's next Wednesday should be fun! Some very red faces on the opposition front bench I imagine.Delete
If everyone isn't too busy watching for Angela crossing and uncrossing her legs.ReplyDeleteReplies
What a lot of nonsense that was too. As if these things matter, with all the real problems they should be concentrating on.Delete


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Researcher-Breeder Partnerships
- science
- genetics
- disease
Gregory Acland, a geneticist at Cornell studying retinal diseases, says, "The advice we used to give was, don't breed too many dogs that have a problem. That was very short-sighted." That older way of making breeding choices, based only on a dog's obvious traits, or phenotypes, such as coloration, head shape, or hip condition, ignored potent invisible forces bearing on an animal's characteristics. Phenotype-based breeding allows a defect to continue, since the breeder may mate two animals that do not express the defect visibly. "You could have a dog that looks normal, but you don't know its genetics," explains Dr. Gustavo Aguirre, a geneticist at Cornell University. Looking only at phenotype, breeders may remove dogs with wonderful characteristics from breeding based on a single bad trait. Also, a dog could be born with defects, and the breeder "Won't know how it was inherited and how it could be controlled," Dr. Aguirre says.
A better approach is to look at the phenotype as well as the DNA. Dr. Aguirre says understanding genetics allows a breeder to "take any dog, affected or not, breed it to a normal dog, and you'll never produce an affected dog." Knowing the DNA gives breeders the best possibilities: they can make precise improvements, and have a larger potential breeding population.
There are two steps in determining a defect's genetic basis. First, researchers look for common traits among dogs with the same phenotype. For example, Dr. George M. Strain, who studies canine deafness at Louisiana State University, has found that deaf dogs commonly have blue eyes and white skin or fur. Knowing the phenotype, a researcher then begins to seek genetic similarities in affected dogs. Dr. Strain says this second stage involves doing a labor-intensive study of "short stretches of DNA called micro-satellites," as many as 170 of them, one at a time. It is like comparing 10 dictionaries, page by page, to find one with a misprint. In Dr. Strain's study, he looks at each micro-satellite, comparing deaf dogs to hearing dogs, until he finds one "that shows up only in the deaf dogs"—the one with the misprint. He is then very close, and can zero in on the gene, or set of genes, causing deafness. Once the defective genes are isolated, a blood- or skin-based test can be developed to test any dog at any age.
But doing genetic research requires access to large numbers of dogs. The only way researchers can see enough purebred dogs is through partnerships with breeders and breed clubs.
The range of genetic issues being studied at veterinary colleges encompasses all breeds and hundreds of health issues. Dr. Mark Oyama, a researcher at the University of Illinois, studies dilated cardiomyopathy, a debilitating heart condition mainly affecting Doberman Pinschers, Great Danes, and Boxers. Oyama has developed a blood-based test that detects damage to the heart muscle by measuring levels of an element, troponin, in the bloodstream. "We have found that the troponin level appears to be elevated in dogs with dilated cardiomyopathy."
Dr. Oyama is now looking more closely at the genes of dogs with high troponin levels, what he calls "the path of physiology, or pathways, set in motion that cause signs such as people realizing their dogs aren't feeling well." He is confident that specific genes are responsible for this disease, but "it is too early to tell" which ones. What is important at this stage is that Oyama gets access to large numbers of dogs so he can begin to identify patterns. He says that partnerships with breeders and breed clubs, such as the one he has established with The Doberman Pinscher Club of America, "have been extremely valuable," and will continue to be. "What's really valuable is seeing dogs multiple times and getting information over a longer period to make conclusions."
Dr. George M. Strain, at Louisiana State University, is in the genetic stage of his research of canine deafness. Several of his findings from the phenotype stage already contributed to a better understanding of deafness in Dalmatians, English Setters, English Cocker Spaniels, Australian Cattle Dogs, and some terriers. Even before he isolates the specific gene or genes causing deafness, Strain has confirmed that "It has nothing to so with the size of the spots or how heavily spotted they are." Strain has also shown that "if one parent is deaf, it almost doubles the chance that a puppy will be deaf. This reinforces that it's a hereditary disorder." Strain's latest research gives him confidence that the cause of deafness is located in a small stretch of DNA, bringing him closer to his career goal of developing a DNA test to "very quickly reduce the prevalence of deafness," perhaps in just a couple of generations, while helping "breeders make breeding decisions really knowledgeably." He says he would not have made any advances without "Partnerships with health committees who helped bring their breeds to a level of awareness." To meet more breeders, Dr. Strain attends national specialty shows, where he offers hearing tests to make people more aware of hereditary deafness.
The most debilitating diseases often motivate people to greater action. A good example is the West Highland White Terrier, which often suffers from pulminory fibrosis, a condition appearing in middle age. Dr. Tobias Schwarz, who studies this disease at the University of Pennsylvania, says that scar tissue begins to grow in the dog's lungs, "causing it to suffocate to death." Because it so devastating, Dr. Schwarz says he "has a lot of success with breeders supporting us." Dr. Schwarz also has support from individual owners, who often travel great distances to bring their dogs to the University of Pennsylvania for examinations. They make the sacrifice, Schwarz says, because research holds real promise of finding the cause and developing a test to diagnose it at an earlier age in future generations.
The first stage of Dr. Schwarz's study is to develop a test to get an accurate view of a dog's lungs using a CAT scan and computer topography instead of an invasive lung biopsy. Once enough dogs have been confirmed in this manner, Schwarz can move to the second stage and pinpoint disease-causing genes. Because the dogs have almost always been bred by the time the disease strikes, it is vital to detect the genetic disposition early in life. Dr. Schwarz says, "I think eventually we will find the gene" responsible for the defect. But because this disease occurs only in a small group of terrier breeds, Dr. Schwarz says getting a large enough pool of dogs to study demands "actively reaching kennel clubs and speaking with breeders."
Not all researchers tackle diseases. Mark Neff, at the University of California at Davis, studies the genetics of canine behaviors such as pointing, prancing, and "smiling." Neff's work may not have the urgency of pulminory fibrosis, but his studies contribute to understanding "the underpinning of biological processes," how genes responsible for behaviors link with those causing health defects. "Identifying what makes a dog point," Neff says, "gives us a molecular foothold into whatever the pathway is, and that pathway is responsible for a lot more than just pointing."
To get ideas for his research, Neff relies on breeders and owners to report basic traits. "The average dog owner and dog breeder are the best biologists," Neff says. "They are keen to subtle nuances and idiosyncrasies that academics have no way of knowing about." He points out that "there are over 400 canine populations out there." Only people who are intimate with each breed can report fully on unique behaviors, which is why Neff spends so much time going to breed club meetings, taking notes on owners' observations. Still in the early stages of his work to connect behavior with genes, Neff has received 4,000 skin samples, submitted by breeders wanting to learn more about their dogs. He says he wishes he could thank all 4,000 breeders in person, "sing the praises of the people who get involved. Without them, I can't do anything."
Addi Pittman is exactly the kind of person researchers love to work with. Her efforts in helping dramatically reduce the incidence of PRCD, a disease that causes blindness in English Cocker Spaniels, exemplifies the benefit of close partnerships between breeders and researchers. For 20 years, Pittman has been tireless in her efforts to wipe out PRCD. She contacts scores of breeders and owners, creates boxes full of color-coded files with complete pedigrees and health reports on thousands of dogs, and submits it all to researchers. Her commitment began in 1974, when she got her first English Cocker Spaniel and learned he had PRCD. She began working with Gustavo Aguirre, from Cornell, to find the causes. At first, she and the breeders who joined her had no idea what would happen. "This was our first encounter with the world of molecular genetics. It was an unbelievable learning experience for all of us."
Ms. Pittman says that the English Cocker Spaniel community emphasizes the need to control the prevalence of PRCD. "We police ourselves, and we really think poorly of someone who is not diligent about doing all the health checks before breeding." However, when Ms. Pittman first brought the problem to the surface, "people were not quick to share information that their dog produced PRCD." Breeders were worried about "being marked with a big red letter." Initial breeder hesitance is not unusual. George M. Strain, at Louisiana State University, reports that when he began discussing the prevalence of deafness in Dalmatians, many breeders resisted. "When they suspected an animal was deaf," he says, "they might choose not to have it tested if he's a popular stud dog. They didn't want the word getting out, damaging the reputation of their kennels."
Sometimes breeders disapprove of those who come forward. Dr. Strain says, "The person who first brings it up and wants to talk about it is attacked by others as trying to ruin a breed's reputation. They have to have some fortitude to sustain the scorn that goes with early leadership, but these people are trying to do what's best for the breed."
Both Dr. Strain and Ms. Pittman say that over time, breeders realize they are better off facing a health issue directly. As more breeders show success in improving their dogs through genetic testing and related changes in breeding, the scene begins to turn around—those who deny the problem are criticized. In the case of PRCD, Addi Pittman says people stopped resisting the test for blindness, and instead "began looking at it as a way to confirm that their dogs would not go blind." Dr. Strain says that eventual support for a genetic test, after an initial period of reluctance, shows that breeders want healthier dogs but are concerned about risking their reputation on something that may not solve a problem. The fear of ruining a reputation is so strong that even after breeders embrace a genetic test, they do not want it known that they worked with a researcher.
Researchers emphasize that, although genetic tests can make positive changes in dog populations, breeders should not go too fast. It is better, they say, to work hereditary defects out of a population slowly. Dogs are complex beings, with many traits. By changing a breeding program based on a single defect breeders can lose more than they gain. Dr. Gail Smith, who has done pioneering work on hip dysplasia at the University of Pennsylvania, emphasizes the slow, careful approach. "If it took 100 generations to get this bad," he says, "it will take some generations to get back where you want to be." Dr. Aguirre concurs: "We never urge getting rid of anything quickly. We ask breeders to maintain genetic diversity. We don't want you coming back with a new problem." Most researchers suggest that reducing the number of affected dogs by 40% is a good strategy, allowing breeders to make improvements while maintaining desirable traits.
Before they choose to get involved in research partnerships, breeders want to be sure their information is kept confidential. Dr. Acland says he is cognizant of this whenever he contacts breeders and breed clubs. "Confidentiality is a really big issue," he says. Dr. Aguirre says, "Everything we do is confidential. We never release information to anyone except the owner of record." To gain their trust, Dr. Acland often invites a breed club to check out his history before working with him. "Talk to someone at this other breed club," he tells them. "Then the breeders can talk one-on-one, figure out if they can trust you, and if so, will it get them somewhere."
Ms. Pittman is convinced that breeders win when they come forward about defects. In fact, she believes working with researchers is a responsibility. "There is a tremendous group of researchers out there. Breed clubs must have people who are willing to give researchers whatever they want, when they want it. You have to make the time to speak with them." Researchers express that they and the breeders are trying to achieve the same goals: better health for purebred dogs. "We all want to make better dogs, free from horrible diseases," says Gail Smith.
The results of partnerships can be dramatic. Ms. Pittman says the incidence of PRCD among English Cocker Spaniels has dropped more than 50%. She believes in the next few years, "We may be up in the 85% to 90% range." That is due entirely to intelligent breeding choices, based on the results of research that is only possible with the commitment and trust of breeders. Using words that describe how any breeder might feel, Ms. Pittman says of her breed club, "The overall mood is tremendous relief. It's one less thing we have to worry about."
The pace of genetic discoveries is gaining momentum. The mood among researchers is excitement, leading some to make bold statements that would have sounded outlandish not long ago. Keith Murphy, a genetics researcher at Texas A & M University, says "I think we will be able to more quickly hone in on candidate genes and either confirm or eliminate them. I think we'll have major and rapid advances in the identification of genes that are actually causing disease."
Mark Neff, at the University of California, offers some imaginative possibilities. "It boggles the mind that someone produced a Border Collie to herd sheep," he says. If those ancient geneticists could do that, he insists, we should be able to "create new breeds for new purposes." As examples, he says he recently discussed the ideas of a counterterrorism dog for the Office of Homeland Security. Another example is guide dogs. Today's guide dogs do a great job, "but they were bred for an entirely different purpose." Why not breed dogs specifically for guiding? Neff says that these bold new ideas can only happen if breeders get involved in research. "Breeders are almost entirely responsible for any good thing that happens in dog genetics," he explains, "and we need their participation."


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Sandra Bullock (The Proposal) and Bradley Cooper (The Hangover) star in this off-the-wall comedy about a blind date gone hilariously wrong. When eccentric, but lovable, Mary gets set up with Steve, a news channel cameraman, she falls hard. He does not. Mary decides to follow Steve on a cross-country hunt for breaking news and soon finds herself entangled in the story. But despite the media storm surrounding her, Mary may just discover her true place in the world...and the man of her dreams!
Those of you who enjoy film classics have surely heard of and probably seen Joseph L. Mankiewicz's masterpiece, 'All About Eve.' This biting backstage drama from 1950 earned a record 14 Academy Award nominations, and its witty, literate script still stands as one of the finest ever produced. I bring the movie up only because it's the total antithesis of the horrendously awful, utterly pointless, completely unfunny debacle, 'All About Steve,' which will earn nothing except a few well-deserved Razzies and the umbrage of outraged audiences who wasted their time and money on this misguided, over-the-top farce. Whereas 'All About Eve' exudes style and class, 'All About Steve' is simply vile and crass.
It's no secret, if you've read any of my previous reviews, that I'm a bit partial to actress Sandra Bullock. Her perky personality, self-deprecating sense of humor, and innate warmth have brightened many potentially dreary vehicles, including 'Miss Congeniality' and 'The Proposal.' But Bullock makes a fatal error here (one even more deadly than agreeing to appear in such horrific sequels as 'Speed 2: Cruise Control' and 'Miss Congeniality 2: Armed and Fabulous') and comes perilously close to killing all the rom-com goodwill she's built up over the past 15 years. As I watched 'All About Steve,' I kept trying to decide what annoyed me more – Bullock's insufferable character or the actress' grating portrayal of her. And I still haven't made up my mind.
How this ridiculous vehicle ever got the green light, let alone attracted such stars as Bullock, Thomas Haden Church, and Bradley Cooper, remains one of the great mysteries of modern film. Yes, there's a flimsy message attached to the rambling, cringe-inducing story (embrace your inner weirdo and/or crackpots are people, too), but one must endure more than an hour-and-a-half of sheer torture to find it. 'All About Steve' is labeled a romantic comedy, but it may be the only genre entry in which the object of desire spends the entire film frantically trying to escape his potential mate. Though Mary Horowitz (Bullock) may be a harmless stalker, in many ways she's much more frightening than Alex Forest in 'Fatal Attraction'…and that's saying something!
There's something about this Mary, to be sure. At the very least, she's one very odd bird. A professional crossword puzzle constructor, she's highly intelligent, but chatters incessantly, dresses strangely, and lacks the social skills necessary to forge and maintain even casual personal relationships. She meets the hunky Steve (Cooper), a cameraman for a cable news station, on a blind date and falls instantly in love. And I mean instantly! Seconds after he picks her up at her parents' house, she begins ravaging him in his car, and even after he spurns her, she continues to pursue him, doggedly tailing him across the country as he covers various news stories. It doesn't help that Steve's co-worker, reporter Hartman Hughes (Church), eggs her on just to get his colleague's goat, but even without his prodding, Mary is such a nutcase, we want just as little to do with her as Steve.
This is the type of film that has you shaking your head after the first 10 minutes, and staring in dazed disbelief for the next 89. I kept waiting for a clever retort or funny situation, but there's not one inspired moment in the whole movie. The script rambles, the direction is clunky, and the sappy turn the picture takes at the eleventh hour only drags it further down the drain (or in this case, the mineshaft). Sadly, 'All About Steve' doesn't even qualify for the "it's so bad it's good" category. At times, I almost felt like Dustin Hoffman sitting in Laurence Olivier's dentist chair in 'Marathon Man.' Yes, 'All About Steve' is that torturous, and no, it's not safe to buy, rent, or get within 50 feet of this awful film.
Do yourself a favor; rent 'All About Eve' instead.
It's too bad the plot and execution of 'All About Steve' are so pathetic, because the transfer is pretty darn good. Crisp, clear, and blemish-free, this 1080p/MPEG-4 AVC encode exudes a healthy vibrancy, thanks to well-modulated contrast, a lush color palette, and a smooth film-like appearance. At times, the image errs on the bright side, but never exhibits an overblown, washed out look. Fine details and textures come through nicely, and close-ups possess plenty of sharp accents. Mary's all important red boots fairly burst with bleed-free saturation, and though none of the other hues can match such intensity (the cloudless blue sky in a few scenes, however, comes close), they often lend the picture a healthy sheen. Black levels are appropriately dense, but fleshtones often look a little orangey. No banding, noise, or other imperfections, however, distract from the antiseptic look of this new release.
The 5.1 DTS-HD Master Audio mix is a little more active than most rom-com tracks, with a healthy surround presence that expands the sound field well. While most of the sonic action is indeed anchored up front, a few scenes take full advantage of the track's multi-channel capabilities. The tornado sequence especially ramps up the rear activity, and some subtle details in the mine shaft scenes provide essential ambient accents that lend a hokey situation a touch of realism. Dialogue always comes through clearly, and the various soundtrack tunes possess above average dynamic range and fidelity. Bass frequencies run a little on the anemic side, however, but this type of movie doesn't require much low-end punch. This is certainly one of the better romantic comedy audio tracks I've heard, but the film itself is so weak, I doubt I'll ever sample it again.
A healthy spate of supplements perk up this disc, and ease the pain of the main feature. Almost all the material is in high-def, so that's a plus.
Certainly a front-runner for the dubious honor of worst movie of 2009, 'All About Steve' proves all the talent in the world can't mask or even salvage a bad idea. This light-hearted look at a kooky stalker and her hunky yet obnoxious prey may have been a lark to make, but it's torture to watch, even in the splendor of 1080p. Fine video and audio and a slew of extras can't rescue this painful comedy, which like the film's heroine, should be avoided at all costs. Remember, you've been warned!


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Mobilizing the power of humanity
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What is happening in the West? That's undoubtedly the question the San Antonio Spurs are asking themselves today, after being ousted of the NBA Playoffs by the Oklahoma City Thunder. Was it Kevin Durant that made the difference for the Thunder? Or was it the fact that the Spurs seemed to completely fall apart? Call it a little bit of both; the Thunder are calling it victory; and the biggest one yet.
Kevin Durant became the team hero when he ran out in front of Manu Ginobili during the fourth quarter that stopped the Spur short and allowed the Thunder to take, and hold, the lead. Durant later said that it was strategy on his part. "Manu's an unbelievable player at twisting his body and making crazy shots, so I just wanted to time it right," Durant said. "I just wanted to go out there and sacrifice my body for my team. I knew that would give us a little spark." A little spark indeed, and one that will light the way all the way to the Finals.
Sadly, San Antonio can't say the same. The team that was heavily favored to be in the Finals received foul after foul last night, with six on defense and three on offense — all in just the first seven minutes of the game. So what happened? A complete breakdown. After winning 20 games in a row, and two of those being the first two they played against the Thunder, they then collapsed and lost four in a row — at the very worst time. But, the team can do nothing but try and shake it off now.
"There's not much to complain about," Ginobili said after the game. "We had a great run. We just couldn't beat these guys."
The Thunder will now wait to see who wins the Eastern Conference Final — the Boston Celtics or the Miami Heat, to see who they'll face in the NBA Finals.


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Heavy duty high tenacity polypropylene (HTPP)
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VF Corp (VFC 6.51%)
Q1 2020 Earnings Call
Jul 24, 2019, 8:30 a.m. ET
- Prepared Remarks
- Questions and Answers
- Call Participants
Prepared Remarks:
Greetings and welcome to VF Corporation's First Quarter Fiscal 2020 Earnings Conference Call. At this time, all participants are in a listen-only mode. [Operator Instructions]. I would now like to turn the conference over to your host, Joe Alkire , Vice President of Investor Relations.
Please go ahead.
Joe Alkire -- Vice President, Corporate Development, Investor Relations and Treasury
Good morning, and welcome to VF Corporation's Fiscal 2020 Earnings Call. Participants on today's call will make forward-looking statements, these statements are based on current expectations and are subject to uncertainties that could cause actual results to differ materially. These uncertainties are detailed in documents filed regularly with the SEC. Unless otherwise noted, amounts referred to on today's call will be on an adjusted, constant dollar basis, which we define in the press release that was issued this morning.
We use adjusted constant dollar amounts as lead numbers in our discussion, because we believe they more accurately represent the true operational performance and underlying results of our business. You may also hear us refer to reported amounts, which are in accordance with US GAAP. Reconciliations of GAAP measures to adjusted amounts can be found in the supplemental financial tables, included in the press release, which identify and quantify all excluded items and provide management's view of why this information is useful to investors.
During the first quarter of fiscal 2020, the company completed the spin-off of its jeans business, which included the Wrangler, Lee, and Rock & Republic brands as well as the VF Outlet business into an independent publicly traded company under the name Kontoor Brands.
Accordingly, the company has removed the assets and liabilities of the jeans business, as of the date noted above and included the operating results of this business in discontinued operations, for all periods presented. Unless otherwise noted, results presented on today's call are based on continuing operations. Joining me on today's call will be VF's Chairman, President and Chief Executive Officer, Steve Rendle, and Chief Financial Officer, Scott Roe.
Following our prepared remarks, we'll open the call for questions. Steve?
Steve Rendle -- Chairman, President and Chief Executive Officer
Thank you Joe, and good morning from our new headquarters in Denver, Colorado. Following, one of the most transformative years in VF's 120-year history. Fiscal 2020, represents a new chapter for VF as we begin to build on our long track record of growth, success and value creation for all of our stakeholders around the globe. With the separation of Kontoor Brands now complete and our relocation to Denver well under way, we can now focus on driving our powerful brands to become even more consumer-minded and retail-centric.
Our first quarter results stand is a powerful proof point, that our transformation to be a more purpose-led performance-driven, value-creating enterprise is yielding tangible results for our consumers, associates and shareholders. It's an exciting time at VF. Let's take a look at some of the highlights from our first quarter. Revenue increased 9% or 11% on an adjusted organic basis. Growth was driven by our two largest brands Vans and The North Face, which grew 23% and 12% respectively as the strong momentum for both brands extends into this year.
Our Vans business continues to perform well above its long-term growth target. More importantly, the quality of the growth is strong and diverse as we are seeing the rapid acceleration of the Slip-On franchise complement the continued strength of the old school. The Vans team remains intensely focused and disciplined as they continue to deliver consistent performance that is driven by not just one thing.
When coupled with the investments we are making to drive and fuel the brand's explosive growth, we are confident in Vans' ability to sustain a trajectory above our long-term target, including 11% to 13% growth this year.
The brand is well on its way to achieving its $5 billion target by 2023. Similarly, The North Face continues to exceed expectations with double-digit growth across all regions and strength in all channels and product territories. In light of the brand's strong first quarter performance, increased visibility to the full year and renewed energy in the brand's product pipeline and innovation engine, we are increasing our fiscal 2020 growth outlook for The North Space to 8% to 9%.
Speaking of products, we're just a few months away from the launch of FUTURELIGHT and the response from the marketplace has been very strong. Given the opportunity FUTURELIGHT has to significantly disrupt the outdoor industry, we have decided to invest even more aggressively behind the breakthrough technology. We look forward to sharing more with you over the coming months.
Now, let me give you a few more highlights from the quarter's revenue performance. International increased 10% including nearly 30% growth in China, direct-to-consumer increased 16% with 14% percent total comp and nearly 30% growth in digital and work increased 4% with consistent performance across our brand portfolio.
Our fundamentals remain strong as gross margin, a key driver of our value creation model reached 54.4% providing us the fuel to continue to drive investment and the capabilities required to sustain our growth momentum. And lastly, adjusted EPS increased 67% to $0.30, including a 10% increase in growth-focused investments tied to our long-term strategy.
As a result of our strong first quarter results and increased confidence in the full year, we are raising our fiscal 2020 outlook, including an additional $20 million of incremental investment, primarily focused on The North Face's FUTURELIGHT launch. Scott will cover the details of our updated fiscal 2020 outlook in a moment.
At the beginning of June, the move to Denver officially began. And in just a short time, we already have more than 500 associates, living and working in the Denver community. The energy around our new headquarters is palpable and further validation of the decision we made just over a year ago to co-locate our corporate leadership team and our outdoor brands at the base of the Rockies.
By the end of the summer, we expect the relocation to be complete. So, one quarter into fiscal 2020, our business is performing ahead of expectations. We are thoughtfully investing in our brands and against our largest growth opportunities. We're confident in our ability to deliver our increased growth outlook and another year of top quartile returns for our shareholders.
We look forward to our upcoming Investor Day scheduled for September 25 in Beaver Creek Colorado where both our corporate and brand leaders, will provide an update to our long-term strategy, financial model and TSR algorithm.
And with that, I'll turn it over to Scott.
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Thanks Steve. Fiscal 2020 is off to a strong start, yet another proof point that our consumer-centric transformation continues to result in accelerated growth. VF, post Kontoor is a stronger, better-aligned growth-focused version of itself and the performance and composition of our current portfolio give us a high degree of confidence as we look to the future. Before diving into the results, it's important to note that Q1 is the smallest quarter of our year.
So, while performance is certainly encouraging, most of the year remains ahead of us. With that said, we are executing exceptionally well. The fundamentals of our business are strong, and the demand signals we are seeing from both consumers and retail partners give us confidence in our full year outlook. We're tracking ahead of plan and are pleased with the quality and balance of the growth across the portfolio.
Now, let's review the first quarter. Revenue increased 9% or 11% on an organic basis, driven by continued momentum in our core growth engines. Our big three brands grew 16% led by 23% growth at Vans and 12% growth at The North Face. The consistency of Vans growth across all regions, channels and product categories remains impressive.
Equally exciting is the continued momentum of The North Face, which delivered double-digit growth across all three regions with strength in all channels and product territories. Revenue increased 16% in our D2C business, highlighted by a 14%, total comp and 29% growth in digital. Our wholesale business increased 8% driven by a 17% growth with our digital wholesale partners and strong sell-through across key accounts. From a geographic standpoint, we saw double-digit growth in both the US and internationally in the first quarter, highlighted by 29% growth in China.
The performance of our work segment also remained solid, despite a somewhat more tempered economic environment in the more cyclical parts of the brand portfolio. Revenue in the work segment increased 4%, which was in line with our expectations. Dickies revenue increased 2% in the quarter, which was impacted by a strategic repositioning of the brand in Japan, and timing of shipments, which will impact growth during the first half of the year. We remain confident in the full year outlook of 5% to 7% growth for the Dickies brand.
Gross margin expanded 120 basis points to 54.4% driven mainly by our ongoing mix shift toward higher margin businesses, and the timing of FX transaction hedge gains. SG&A grew slightly faster than revenue as strong operating leverage was offset by a 11% growth in investments tied to our long-term strategy. These investments continue to translate into strong tangible results.
Now, pulling it all together. Operating margin expanded 100 basis points to 7.2% representing 37% organic growth in operating profit compared to the prior year. EPS increased 67% or 86% on an organic basis to $0.30 reflecting strong growth in operating income, as well as the benefit of lower interest and pension expense.
Moving to the balance sheet, inventory increased 9% which is relatively in line with our full-year revenue growth outlook. We ended the quarter with adjusted gross leverage slightly below two times as we used the proceeds from the Kontoor spend to repay short-term borrowings. Our balance sheet position is strong, and we have a lot of dry powder to pursue our M&A agenda, as well as other capital allocation priorities.
As you saw in our release, our Board has approved a $0.43 per share dividend, payable in September 2019 to VFC shareholders of record. Consistent with our prior communication and disclosure VF's dividend adjustment represents the recalibration of our dividend, following the spin-off of Kontoor Brands.
And as Kontoor announced yesterday, they intend to pay an initial quarterly dividend of $0.56 per share. When considering the Kontoor dividend, combined with our dividend of $0.43 per share shareholders who hold both companies will receive a total distribution that is equal to the dividend they had with VF, prior to the spin-off.
The dividend remains a key component of our long-term TSR algorithm, and we intend to grow our dividend consistent with earnings as we move forward. These actions should result in a market average dividend yield.
Now, turning to our updated outlook for fiscal year 2020. Based on the strength of our first quarter performance the broad-based growth across the portfolio and increased visibility and confidence in our full-year plan, we are raising our fiscal 2020 growth outlook. We now expect revenue to approximate $11.8 billion, representing 8% growth on an organic constant dollar basis.
Gross margin is now expected to be 54.1%, representing an 80 basis point increase compared to the prior year. Operating margin is now expected to be 13.8% representing a 90 basis point increase over the prior year. We now expect EPS of $3.32 to $3.37, representing 18% to 20% growth on an adjusted organic constant dollar basis, including $0.04 per share of incremental investment relative to our prior outlook.
The incremental investment is focused on the launch of The North Face FUTURELIGHT technology, the ability to opportunistically invest demonstrates the power of our model. Strong revenue growth and gross margin expansion, coupled with operating leverage across enterprisewide platforms, give us the fuel to invest and sustain momentum while at the same time over-delivering on our commitments to shareholders.
Moving now to our segment outlook, we are raising our growth outlook for active to 10% to 11%, reflecting continued strength at Vans. We're also raising our outlook for outdoor to 6% based on the strength of The North Face. We still expect the work segment to grow between 4% and 6%. By brand, we're raising both our Vans outlook to 11% to 13% and our North Face outlook to 8% to 9%.
We still expect Timberland to grow at a low single digit rate, and Dickies to grow between 5% and 7%. By region, we continue to expect high single-digit growth internationally and we're raising our US outlook to 6% to 7% growth. And finally, by channel, we're raising our D2C outlook to 11% to 13% and maintaining our growth outlook for wholesale of 4% to 5%.
So, one quarter into fiscal 2020 we're pleased with the balanced growth across the portfolio and our momentum heading into back-to-school and the key fall holiday season. Our fundamentals are strong and we are purposefully investing to sustain and accelerate our growth momentum, and the balance sheet is well positioned to pursue M&A as well as other capital allocation priorities to further enhance what we believe to be a top quartile TSR outlook.
We look forward to updating you on the evolution of our strategy, financial model, and TSR algorithm in more detail at our Investor Day this September.
Now, we'll open the line and take your questions.
Questions and Answers:
[Operator Instructions] Our first question today comes from Michael Benetti of Credit Suisse. Please go ahead.
Michael Benetti -- Credit Suisse. -- Analyst
Hey guys, good morning. Let me start with congrats on a great quarter, out of the gate here as VF 2.0. I just want to ask one brand question on North Face. Just congrats on really getting the momentum back there on a sustainable basis and I'm just curious, it's July, so it's obviously very hot out and it's an awkward time to talk about North Face. But, as you look at the backlogs there, how would you describe how the retail customers are ordering for the back half of the calendar year?
I know for a few years, you mentioned I guess shipping windows has slipped back, but retailers wanting goods a little closer to need, is that continuing and do you get the sense that the retailers are ordering more or less conservatively than they were, if you look back a year, whatever you think the prevailing mindset is in the calendar for the back half?
Steve Rendle -- Chairman, President and Chief Executive Officer
Sure Michael, this is Steve. I'll start. North Face backlogs are good, they are in line with our guide for the year or outlook. I would tell you the retailers over the past two years or three years, and we've talked about this in the past have absolutely modified their approach to how they place their orders, how they flow their product and that's very consistent with how we are modifying the way we approach, being much more retail-centric thinking about increased flow, better merchandise assortments, consistent with the time of year, but also helping raise the level of experience that we're able to help our wholesale partners drive.
So North Face finds itself in a really good place. A lot of hard work has been done over the last three years to put themselves in this position -- the relocation to Denver, they've handled that extremely well and we're confident and looking forward to frankly to the launch of FUTURELIGHT and what that will mean to the brand as it moves into this important fall-winter season.
Michael Benetti -- Credit Suisse. -- Analyst
Great, thanks for that. And then, I just want to ask something a little bit longer term, and I know we'll get into the nitty-gritty of it at the Analyst Day. But, on the last call Scott, you were asked about the 16% operating margin target from the 2017 Analyst Day and I think you said it was still the right framework to think about for this business longer term, and again I know we'll get into the details, but now that we've seen some of the restatements.
At that time that you guided to 16.4% [Phonetic] you were working off of a baseline of 14.5% operating margin. Now, we're working off fiscal 2019 restated it 12.9% and I guess 13.8% this year. So, a lot of margin improvement this year. But, I guess I'm just -- it's a bit of a steeper climb to get to 6% [Phonetic] if that's still the right general range. Can you just help us think at a high level about what some of the components for the margin that will be bigger drivers in this algorithm versus oldco algorithm to keep that kind of level intact, if that's right.
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Sure. Michael, I think you set the right context right, because VF 2.0 or whether it's 10.0, after 120 years I think this company has reinvented itself many times. But, sure the base matters right and I would just point you to the algorithm. The earnings growth algorithm that we talked about for so long, and we'll give you an update on what the outlook's like this fall. But, in general you shouldn't expect a massive change from what we said before, right. The gross margin expansion, the leverage and enterprisewide platforms and investing in those key growth drivers to get us a mid-teens kind of earnings pace on a go-forward basis, that's the ballpark you should assume going forward and we'll clean that up.
Again, it's a different portfolio than we had in Boston, it's a different baseline. So, all of that is those -- all those factors need to adjust. It's a long way of saying, I wouldn't get too isolated on the absolute nominal number, I'd think more about the growth algorithm on a go-forward basis.
Michael Benetti -- Credit Suisse. -- Analyst
Got it. Appreciate that. Thanks again for all the help and congrats again.
Steve Rendle -- Chairman, President and Chief Executive Officer
Thank you Michael.
The next question is from Matthew Boss of JPMorgan. Please go ahead.
Matthew Boss -- JPMorgan -- Analyst
Thanks, and congrats on a nice print guys
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Thank you.
Steve Rendle -- Chairman, President and Chief Executive Officer
Thanks Matt.
Matthew Boss -- JPMorgan -- Analyst
I guess, first on the revenue front. Steve maybe how best to broadly characterize the consumer, as you see it today? As we think about North America, Europe and China and what drove your raised forecast for the Vans and North Face? If you broke it down -- if you broke down the trends by geography.
Steve Rendle -- Chairman, President and Chief Executive Officer
Sure. So, the consumer that we're focused on -- we see remaining quite healthy, and if you were to break that down by region, here in the US -- we've done quite a bit of work over the last two years to really realign where our products are sold on the move -- some of the divestitures that we've executed have moved us away from some of those more pressured distribution channels, like the department store and mid-tier and we find ourselves really well aligned with the more specialty side of the business and a very strong fast growing D2C and digital business.
So, we're able to really connect with that consumer in a much more effective way, in a much more experiential way in my comment earlier, how we're really aligning our merchandising strategy and our ability to flow products and the proper amount of marketing to pull that -- connect with that consumer and pull them in. So, US consumer seems healthy. Clearly there is a lot of noise around us from a macroeconomic and political point of view, but we really think our brands provide that place where you can pause and really focus on you, as an individual align yourself with a like-minded community and separate yourself from the noise in the marketplace.
And we see the same true in Europe. Some challenging -- certain indicators across the marketplace there, but it's really our diverse strategy from a country standpoint that we're able to really navigate and connect with the consumers in the European marketplace and feel confident with where we sit there. And in China, continue to see just tremendous opportunity ahead of us.
Our brands, very tight portfolio brands that we're working with there have so much upside from an awareness standpoint, and ability to connect with our consumers. We continue to feel very, very confident and the results that we just posted in that near 30% growth rate this quarter, I think is just validation of our brand's ability to connect.
What gives us confidence to raise our guidance is what we -- the momentum we carried out of last year, the performance that we've seen in the Q1 and the broad-based nature of that growth across the categories, across the regions and across the channels and then the forward outlook that we have against our order books and I think the confidence in the product and the marketing that we have in place to drive our outlook for the year gives us confident -- one quarter in and it's the smallest quarter of our year, still gives us confidence that we're on path to deliver against our commitment.
Matthew Boss -- JPMorgan -- Analyst
That's great. And then just to follow-up on gross margin. What was the breakdown of your 40 basis point rate expansion? If we were thinking about ASPs and full price selling versus product cost this quarter, and then what's the primary driver behind the moderating gross margin in the back half of the year?
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Yeah. So, the first part of your question in the first quarter; currency benefit from the hedge gains that we locked in a year or so plus ago, was the largest driver. I think we said last quarter too, you'll see that moderate as you move through the year. So, there's still a benefit in the preceding quarters. The amount of that benefit will subside. So, for the year it's still one of the drivers of rate, but by the end of the year it's relatively insignificant -- by the time you get to the fourth quarter.
The other issue is that our guidance implies Vans moderation -- the soft landing through the second half. I think if you do the math, it will say you're in that high-single digit range by the end of the year. Vans with a large D2C format and the mix related to D2C that will moderate somewhat by the end of the year, but we still see that 50 basis point mix for the full year, and that's implied in that 80 basis point expansion that we talked about.
Matthew Boss -- JPMorgan -- Analyst
Great. Congrats again on a nice quarter.
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Thanks Matt.
The next question is from Erinn Murphy of Piper Jaffray. Please go ahead.
Erinn Murphy -- Piper Jaffray -- Analyst
Great. Thanks, good morning. I guess Steve, for you, I was hoping you could talk a little bit more about China. Could you just speak about how the competitive landscape maybe evolving there, both from a Chinese national brand perspective. And then, are you seeing anything different in the outdoor space now that Anta has bought Amer Sports.
Steve Rendle -- Chairman, President and Chief Executive Officer
Yeah. So, the competitive set in China really remains very, very similar. The outdoor space specifically, it's a very crowded marketplace as you do your channel checks and walk the different retail environments, you see just a plethora of international as well as local brands. And as Anta invests more heavily into this segment, it's early, we haven't really seen any significant change in what they're doing but certainly respect them as a competitor.
I think is most important is how we're looking at our North Face brand in that marketplace and the experiences that we're able to bring and the focus that our brand, our team there has on products very relevant to that consumer and understanding that the outdoor consumers -- China is very different than the outdoor consumer in Europe and Asia. It's less individualistic, it's less trying to peak -- bag the big outdoor peak. It's more about going with your friends into the outdoors, and that outdoors could be really an adjacency to where they live versus going to the mountains like we might see here or in Europe.
So, I think it's the deep understanding of that consumer, how to connect with them both with the outdoor. Mountain Sports collection, what's the outdoor lifestyle piece that our teams have, and then how do we properly use the urban exploration component to connect with the more city aspect of this consumers' life.
Erinn Murphy -- Piper Jaffray -- Analyst
Got it. That's helpful. And then maybe just drilling down a little bit more to the first quarter for The North Face. I guess with FUTURELIGHT still forthcoming, can you just talk about from a product perspective, what drove the Q1 results? And then, in terms of the incremental investment, that $0.04 that it sounds like you're fueling behind the FUTURELIGHT launch, kind of what areas around that launch or is that investment going to? Thank you.
Steve Rendle -- Chairman, President and Chief Executive Officer
So, I'll start Erinn. So, for Q1, what we saw was really broad-based growth across the regions, but also across the categories. We had really solid rainwear sales, strong sportswear and logo wear, which is real validation of the work that the brand has been doing. Taking the learnings from Europe and being able to apply that more holistically here and in Asia, and the results have been really good. In fact, the logo wear aspect is just great validation that people are looking to the brand as a brand that they want to be part of and purchasing those logo wear products.
But, at the core of the brand is the equipment category, and we saw really strong double-digit growth in our equipment and that was certainly in the packs -- daypacks as we come into this important back-to-school. But, we also saw it in the bags and tents which is proof points that people are using our products to get outdoors and really following what the brand's driving from a marketing standpoint.
On the FUTURELIGHT aspect, would you mind -- could you just repeat the question, Erinn?
Erinn Murphy -- Piper Jaffray -- Analyst
Yeah. Just curious, you talked about $0.04 of incremental investment and that's really going behind FUTURELIGHT, kind of what are the areas that, that incremental investment is now going to be fueling that maybe you hadn't had in the plan before, around that launch?
Steve Rendle -- Chairman, President and Chief Executive Officer
Yeah. Sure. It's really holistically around just building demand and awareness for this new technology, so there'll be quite an expanded media investment, both from a print and online, social component, but also enhanced
in-store tools to really help people understand it, because this is a different technology, it feels different, it performs differently and our team has done a tremendous job in being able to articulate that story in a very experiential way, and we'll bring that to life, both in print, online and in the in-store component .
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Yeah, and I'd just build on that Erinn. Obviously, we had significant investment in the plan, so this is even more. As we see the reception from consumers, from the trade, as we see the opportunity we felt this was a great time to lean in, even harder on what we believe can be and will be a very disruptive technology for the outdoor industry. If you think about it by region, it was pretty well distributed. The one area we did distort was China as we see the opportunity and need to do a little more storytelling in the Chinese market.
Erinn Murphy -- Piper Jaffray -- Analyst
Great. Thank you both, and all the best.
Steve Rendle -- Chairman, President and Chief Executive Officer
Thank you Erinn.
The next question is from Alexandra Walvis of Goldman Sachs. Please go ahead.
Alexandra Walvis -- Goldman Sachs -- Analyst
Hey there. Thanks so much for taking the question. I had a question about the Americas wholesale. It was strong for both Vans and The North Face. I was wondering, if there was any discrepancy between sell-in and sell-through trends at your key partners? And then following on from that, which partners you're seeing particular strength in, in the wholesale channel, but perhaps thinking about those digital partners as brick-and-mortar -- partners in any other color you can give, that would be helpful.
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Yeah. A couple of comments what may be behind your comment is the trend is a little different than some of the other things you're hearing out in the market. I'd just reiterate Steve's earlier comments that the distribution channels we're selling and our product categories are pretty healthy. Inventories are in good shape at retail. From what we can say, certainly our inventories are in good shape, and we're seeing strong receptivity to the product that's out there.
I would also reiterate, another thing Steve said that we're seeing that retailers in particular are going closer to demand with their buy. So, you're not seeing a big push of inventory into the channel, you're seeing more buy later -- closer to demand and we're keeping an eye on that as well.
So, I would characterize, at least in our categories for our business that the inventory and health of the -- and balance of the situation is good, from what we can see.
Steve Rendle -- Chairman, President and Chief Executive Officer
And then from a partner standpoint, I wouldn't break out any one particular partner doing an outstanding job. We have aligned our portfolio to now be more focused on the specialty channels, the sporting good channels where these -- where our brand portfolio really comes to life. Each one of our partners is performing well and where we don't see strength, our teams are able to really break down the business, understand what are the issues within the assortment that we need to work with them on, to make sure that we're delivering against our commitment to be that provider of product sell-through and margin for them.
Digital wholesale continues to be an important aspect. We've seen very nice growth there, and that's with our national partners that have both brick-and-mortar and digital in their tool kit, but also the stand-alone digital partners continue to be really strong performance for us.
Alexandra Walvis -- Goldman Sachs -- Analyst
Great. And then in the deck, you mentioned that within that North Face direct-to-consumer performance that outlets were dragging on your performance a little bit. I wonder, if you could elaborate on that comment a little bit and then perhaps more broadly across the business, if you could comment on trends at outlet versus the full price direct-to-consumer business, that would be really helpful.
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Yeah. I'll start on that. So, the comment was pretty simple. I mean, I guess good news, bad news our outlet suffered a bit from lack of inventory, which is a good thing overall, but we just simply didn't have the broad assortment in our outlets. And remember, we don't look at outlets as a growth driver. We look at it as a way to dispose of excess in a brand appropriate way. So, we're not too upset when we see outlets suffer a bit, it's notable that our brick-and-mortar did grow as well as our digital. Right. So, we see growth in full price, both channels and our full price and the drag was in our outlet business.
Alexandra Walvis -- Goldman Sachs -- Analyst
Thanks so much guys. All the best.
Steve Rendle -- Chairman, President and Chief Executive Officer
Great, all right. Thank you.
The next question is from Bob Drbul of Guggenheim Securities. Please go ahead.
Bob Drbul -- Guggenheim Securities. -- Analyst
Hi guys, good morning. I was wondering, on the Timberland business the variation between the plus 7% in the US and the other regions, like, what's working in the US, and can you talk about Europe and Asia a little bit more, in terms of where that brand is, and given your outlook. And then, just I was wondering if you could spend a few minutes just on the Dickies business in terms of the current quarter versus the outlook and what do you guys expect to drive the rest of the year on the 4% to 6% increase? Thanks.
Steve Rendle -- Chairman, President and Chief Executive Officer
Why don't Scott and I take -- I'll take Timberland and Scott can fill in on the Dickies. So, Bob where we are with Timberland, it's really interesting. Our reset actions are in full-motion, we've talked about this for a number of quarters and I think first and foremost behind that is our -- is our desire to elevate the brand from a creative standpoint, how that then impacts product from a merchandising, design and development standpoint, but also the marketing and really raising the experiential aspects of this brand, and we're tracking on plan.
We're a little bit behind where we would like to be, from a results standpoint. And what's interesting, as you look at the results for this quarter, coming off of even last quarter is our US business is doing -- it's doing better. It's doing better because of a lot of the efforts to realign their go-to-market disciplines, how they've segmented the product into specific dealers and we're seeing improved sell-through on our classics products, but at the same time we're seeing really good sell through on our non-classics, and that's the part of the diversification strategy that we've been working very, very hard on.
And you've seen that start to pay off here in the US marketplace. When you look at Asia, we see strong sell-through on the classics and good sell-throughs on the non-classics, and that's the continued work around rightsizing the assortment to make sure that we're -- we're relevant across the broad-based offer that we bring into the Asia, and specifically China market.
In Europe we're still in a recovery mode from the warm winter where we saw an impact on our classics business, and that has carried through into spring and spring sell-throughs. We continue to see our non-classics sell well in that marketplace. Really, it was the impact of our classics that drove the European results. We remain very confident in our ability to manage this reset and drive ourselves to that mid-single digit commitment. We're a little bit behind where we'd like to be -- that doesn't exactly make us happy. But, the good news is we have the playbook, we understand how to execute it.
As we continue to add to that leadership team, on a global basis, the skill sets, the capabilities required to drive these actions are in place, and now it's just in our court to get the work done to get the results to where we've committed to be.
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Yeah. So Bob, I'll take Dickies. So, first of all, it's really -- you got to look by region. So, in the Americas, we grew mid-single digits, which is in line with our long-range growth aspiration, it's really international that put a drag on the quarter. Speaking first to Europe, we expect mid-single digit growth for Europe for the year, and really we just see timing from a quarter-by-quarter basis, where we don't see a change in trajectory there. Just a little noise in the quarter.
As it relates to Asia, the unfortunate thing is we had high-teen growth in China, and that's really been masked by some of the actions that we've taken. We call it a repositioning of Japan in the prepared remarks, obviously that has a beginning and an end, it's episodic. As we look at both few -- some categories and collaborations, which in our judgment have been done historically that are not appropriate with the long-term health of the brand as well as some distribution choices that would fall in that same category.
So, as our teams have gotten in, we've really torn apart the marketplace, we've looked at segmentation. We have decided that really, this is a case of shrink to grow -- pulled back to a solid foundation in Japan, so that we can then have an appropriate growth on a go-forward basis. I say, it's unfortunate because, we see China as a really big opportunity for this Dickies lifestyle brand. The consumer interest in the brand, in the category, this work inspired apparel, we think is a real growth factor for the coming years, and we're pretty excited about the opportunity there.
Steve Rendle -- Chairman, President and Chief Executive Officer
And Bob, prior on the brand side, you saw us announce recently the appointment of a new brand President at Dickies. We brought on Denny Bruce, who has a history with the VF. He was part of Vans when we acquired the business, went on to be involved in some really good consumer brands, and we're very fortunate to be able to bring him back, because as we look at our Dickies business and our work business and we've talked about this is the opportunity to elevate the authenticity and the stories behind these really important brands and take them beyond the occupational side of the work -- marketplace, and move them into a work -- lifestyle application as well.
And Philip Williamson has put the brand in a really strong place, he remains a partner in helping us really drive the brand from a core authentic standpoint, but bringing in Denny and his brand building skills, his business management and international understanding, we feel we've got the right person at the right time to really elevate and drive this brand forward.
Bob Drbul -- Guggenheim Securities. -- Analyst
Thanks Steve. Thanks guys.
Steve Rendle -- Chairman, President and Chief Executive Officer
Yes. See you Bob.
The next question is from Laurent Vasilescu of Macquarie Group. Please go ahead.
Laurent Vasilescu -- Macquarie Group -- Analyst
Good morning and thanks for taking my questions. I wanted to follow-up on the brick-and-mortar performance this quarter. It looks like -- actually revenues grew about mid-teen rate versus a 3% increase in the number of stores year-over-year. Can you parse out, how your store comps performed overall for the quarter? What your expectations are for the year, and how many stores you plan to end the year with?
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Yeah. So, I'll start at the end. From a store count, we're at 1450-ish, we'd put it out 1427. We have about 50 net store openings for the year. Obviously, more than that from a growth standpoint as we're continuingly updating that portfolio. So, that's in line with what we've talked about over the last several years.
From a comp standpoint, we are -- our comp and our overall growth is obviously fairly comparable. So, we're looking at a double-digit comp on an overall basis, really led by our 29% or high 20s percent growth from a digital standpoint. So, another way of saying that Laurent, what I think you're trying to get at is, how much of the D2C guidance is led by store openings. It's very consistent with what we've seen over the last couple of years with that 50-ish net store openings. Most of that is being driven by comp and our e-com is the largest contributor to that.
Laurent Vasilescu -- Macquarie Group -- Analyst
That's great, thank you very much for that. And then I wanted to follow up on some modeling questions with you Scott. The $75 million in dis-synergies, you called out last quarter. In today's press release, it looks like it's $13 million for the quarter, which included Icebreaker and Altra, how much of the $13 million was tied to the spin? And how should we think about the cadence over the next quarter, and then lastly, the tax rate looked a little bit high on an adjusted basis for this quarter. Anything, we should think about in terms of the tax rate by quarter?
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Yeah. So, I'll start at the end. So, it's a small quarter and there is some -- when you get small quarters, you get strange percentages. Overall, you're going to see that tax rate in our guidance 15% to 15.5%. Again, it's the law of small numbers, which kind of distorts that. Remind me the first part of your question, Laurent?
Laurent Vasilescu -- Macquarie Group -- Analyst
Sure. It was about the dis-synergy, the $75 million called out last quarter and then the $13 million. Yeah.
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Yeah. So, the dis-synergy is in our -- so, we put out the 8-K and you can now-we were estimating those numbers -- it's about $85 million for the full year. And, you can actually see that, we've broken it out by quarter. So, the short answer is, no new news from what we just put out, what was a week and a half ago or so in the 8-K and the $85 million -- about half of that, we expect to be covered by TSAs and that's pretty consistent with what we've been saying.
So, you'll see that evolve relatively evenly through the quarters, although there is a little noise on the TSAs as they're slightly more back half loaded, as the first quarter, we only had one month of TSAs in the first quarter. So, you'll see a full three months as -- full three months, per quarter, as you move through the year.
Laurent Vasilescu -- Macquarie Group -- Analyst
Very helpful. Thank you much and best of luck.
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Thank you Laurent.
The next question is from Ike Boruchow of Wells Fargo. Please go ahead.
Ike Boruchow -- Wells Fargo -- Analyst
Hey, good morning everyone. Let me add my congrats, good way to start the year. Two questions, one Vans, one on North Face. I guess, first on Vans, just simply like kind of looking at it, it's the first quarter in over a year where the global growth, constant currency has actually accelerated, which is pretty impressive, given the strong numbers. I guess, I'm just curious, Steve or Scott, is there something product launch specific that occurred in the quarter or anything that made 1Q abnormally strong for lack of a better word?
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Yeah. Ike, I'll start on that. The one thing I would say is, as you think about this soft landing that we've talked about, I would encourage you to zoom out and click and look at the overall trend, and not isolate too much on one particular quarter. Last quarter, the bears were saying, here we go and the bulls may come out this quarter and say, we're in a new world. We see this as an orchestrated soft landing, over a long period of time.
It's hard to predict the exact shape of that curve, but we don't fundamentally see ourselves in a different place. I think, it is very encouraging though in the quarter to see the strength of the slip on franchise. Remember, there -- that business is not just one thing, the way they manage their icons and so, while the old school remains strong we saw the resurgence or the acceleration of slip on -- that didn't happen by accident, that's been a very managed and orchestrated series of events, whether it's in-store, from a demand creation online communication, the loyalty communication, which is at 8.5 million people at this point.
So again, I would say what this quarter says to us is we have -- it's just another proof point and our ability to manage this franchise over a long period of time, and gives us more confidence on that long-term growth. That's how we view.
Steve Rendle -- Chairman, President and Chief Executive Officer
Yes. I would just add some real quickly. I mean, it really is validation of the team's intense focus on their consumer, the commitment to driving the product, both from a heritage standpoint, you see that in the slip on and the old school. But, really strong results coming from the progressive portion of their product line, as well as apparel, so it's executing against their product group. But, it's really -- it's how they create the excitement around the brand -- I don't know, if you saw the Waffleheads campaign, and really celebrating creative self-expression in the artists, and makers out there who are tailoring their Vans shoes to be very personal and individualistic.
Just how the brand is able to bring those stories to life, to elevate those individuals and drive their vision around creative self-expression keeps this brand at the forefront of their very specific consumer base. And Scott mentioned, the loyalty programs continues to grow and their ability to shape one-to-one conversations with a very high percentage of that loyalty base, really helps them manage that conversation and keep those consumers growing in loyalty and interest.
Ike Boruchow -- Wells Fargo -- Analyst
Got it. That's helpful. And then just a quick one on North Face. So, the global growth has been strong double-digit for almost a year now, trends have been strong. You've got -- Steve, you talked about FUTURELIGHT coming in a few months. You had the ability to put another $20 million in investment behind it to drive up some demand creation. I guess, Steve, can you kind of frame maybe FUTURELIGHT, just to help us out, how does this rank maybe internally or are there some examples of product launches, either for North Face or another brand in the portfolio that gave you this level of excitement? I'm just trying to understand, just how excited internally, you guys are and what this could actually be to the brand, because all the regions seem to be very, very bullish so far.
Steve Rendle -- Chairman, President and Chief Executive Officer
Great. Happy to talk to you about that. So, FUTURELIGHT, when it hit the marketplace last year, it really is -- it's a breakthrough idea in a very important category of the outdoor apparel marketplace, and there's not been a breakthrough in waterproof breathable technology to this level in many, many years. And I think, what gives us such confidence and validation to put even more resources behind this launch is it's such a breakthrough idea that we want to make sure sure that we're able to tell this story in the most clear, powerful way in those channels of distribution, be it our own and in the specialty channels where this product will be placed, it's able to break through and draw the consumers in to experience it, because once you experience it, you understand just how different it is from some of the historical waterproof breathables that we've all become accustomed to using.
It's important to remember that the way the North Face has positioned the product and its assortment this fall is at the very high end of their outdoor or mountain products in the Summit series and in the Steep series. So, it does not have a broad assortment, it's very targeted in those most technical pieces. That's the absolute right place to start it, and then over time it will start to cascade through the broader rainwear assortment, and it will then will be followed with gen two, gen three iterations that the brand has line of sight to.
So, it is a breakthrough idea. It's validation that the innovation focus is very clear at the North Face and they're starting to align these ideas up to bring new exciting ideas to draw consumers to the brand, not just in the outdoor technical side, but also how this comes across the lifestyle and the urban exploration piece to talk to that broader-based outdoor lifestyle consumer.
Ike Boruchow -- Wells Fargo -- Analyst
Got it. Thanks guys.
The next question is from Sam Poser of Susquehanna. Please go ahead.
Sam Poser -- Susquehanna -- Analyst
Good morning. Thank you for taking my questions. A couple of things; could you talk about how the marketplace is, relative, let's say to last year coming into the fall season at North Face where you're seeing the retailers in your own stores -- you talked about what was going on in your outlets already?
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Sure. I don't know if that's an inventory question, Sam. I guess what we see in the outdoor segment is a set of retailers that are doing well. I think, everybody has learned their lesson over the years. No one is, I think, coming at the season in a really robust and overt way. I think there is very -- a lot of thought goes into the assortments. To manage inventory properly, we've talked in the past about how our teams continue to evolve our practices around interacting with individual retailers, not only on the sell-in, based on the prior-year sell-through, but really staying in contact and in step through the season, watching sell-through and making sure that we've got the right products in place to deliver against our sales and margin commitment to those individual retailers.
So, we see a healthy marketplace. We see a marketplace that's thoughtful and sitting in a much more healthy place from an inventory standpoint, I would tell you Europe had a -- we mentioned the warm winter, as it impacted Timberland. The outdoor segment in Europe is healthy, despite a warm winter last year and I think it just comes back to just thoughtful management of sell-in based on sell-through and staying in step with our retailers to ensure that our portion of the retail store is operating at the best level.
Sam Poser -- Susquehanna -- Analyst
Thank you. And then, you mentioned urban exploration. How -- is that, are we going to see more of that? Is that going to -- is that going to come more into the states and expand on a more global basis? Are we going to start seeing that this year, and then lastly, where are you in sort of taking -- I'll use the word, the pull model that you've created with Vans, and really, I would say, forcefully putting that in place if it's with North Face with Timberland and your other brands as well?
Steve Rendle -- Chairman, President and Chief Executive Officer
Sure. So, in urban exploration I mentioned an important part of The North Face expression, and will you see it grow? Certainly. But, in a very thoughtful and I think methodical way. And urban exploration, oftentimes is thought about things that we see happening in Asia, specifically, Japan and that is an important element of the design and the inspiration.
But, sitting within urban exploration are some very key icons from 40 years, 50 years ago within [Indecipherable] The North Face team manages those icons within that portion of the line, just helps build that pull and that interest into the more urban consumer, and I think Sam you've probably been to the store in Brooklyn where The North Face has an urban exploration retail store, and we were able to really understand what parts of our line, both driven from the global offer, but we also offer some of our Japanese partners' products there and have seen really nice sell-through and connection.
So, it will continue for sure, but it's a small percent of the total North Face offer, and they'll manage it accordingly. To your question on the Vans pull, I mean there is a lot of cross brand sharing. One of the reasons that we've asked our outdoor brands to come to Denver and co-locate is to be able to get an accelerated, and even more intimate cross-brand selling opportunity.
Through co-location, we see that work really well in our Swiss and Hong Kong offices. By moving to the center of the country and we've already seen our Vans team here in Denver more often than we would have in North Carolina, and I think that is exactly one of the other reason. So, the sharing and the ability to really speak about best practices across these key areas of brand experience, digital investments, how we're driving loyalty using that data to speak to consumers, that sharing is going on, on a day-to-day basis and the investments that we're making behind the platforms that enable that kind of work to be done are central and have been a big part of that enhanced investments that you've seen over the last two years.
So, we absolutely see that as a key part of each of our brand's growth, not just The North Face.
Sam Poser -- Susquehanna -- Analyst
Thank you very much, and continued success.
Steve Rendle -- Chairman, President and Chief Executive Officer
Thank you, Sam.
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Thanks Sam.
The next question is from Jim Duffy of Stifel. Please go ahead.
Jim Duffy -- Stifel -- Analyst
Thanks, and good morning. I wanted to ask about the net loyalty [Phonetic] program, pretty impressive growth in membership in a fairly short period of time. Can you guys speak about some of the behavioral patterns you're seeing from these consumers? Any data on the frequency of purchase, assortment range, channel shopping behavior that type of thing?
Steve Rendle -- Chairman, President and Chief Executive Officer
Well, that's a good question Jim. I don't have that specific data in front of me. We do know that this consumer has a much higher rate of frequency. There are much enhanced element of loyalty, the assortment that they're drawing from, I think is represented in the results. We see the heritage product scaling through slip on and old-school, but we're seeing really nice growth in a lot of the progressive styles.
So, I think the assortment would be well represented with the net loyalty base, consistent with what we're seeing from the sell-through. The key here is to drive greater loyalty and is to drive a much more personalized conversation -- my comment around the one-to-one messaging, and the data and data science capabilities being built to advance is to really drive that one-to-one relationships, so that we're talking to you about relevant products, at a relevant time of year and that we're able to introduce to you new ideas consistent with your purchase patterns, but also the events and the in-store interactions that we've had with you, just making that much more of an intimate, relevant one-to-one interaction, and that really sits at the core of the work that the Vans team is doing.
Jim Duffy -- Stifel -- Analyst
Quite a clarification on the membership program; in the presentation 8.5 million members, is listed under the Americas commentary. Is that just an Americas number? Are there plans to expand the program globally?
Steve Rendle -- Chairman, President and Chief Executive Officer
That is a global number, and it is live in Europe today. It went live last fall and the loyalty program will roll out in Asia as well in a manner that we're able to do in the Asia marketplace. But, it's predominantly the Americas, that's where that work is done, but we did bring a loyalty live last year in Europe.
Jim Duffy -- Stifel -- Analyst
Great. Thanks.
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Thanks Jim.
Steve Rendle -- Chairman, President and Chief Executive Officer
Thanks neighbor.
That's all the time we have for questions today. I would like to turn the call back over to Steve Rendle for closing remarks. Well, thank you everybody for joining us today. We're excited with where we are; the moves that we took last year and the position we find ourselves in at this time.
Steve Rendle -- Chairman, President and Chief Executive Officer
The position we find ourselves in, at this time of year, just gives us confidence to deliver against our commitments for the year. And we look forward to seeing you here in September, we know we owe you an update to our five year strategy. There has been a lot of change and evolution since we launched that in Boston in 2017 and we look forward to being able to share that with you here in the Rocky Mountains in September. So, thank you again for joining us today.
[Operator Closing Remarks]
Duration: 60 minutes
Call participants:
Joe Alkire -- Vice President, Corporate Development, Investor Relations and Treasury
Steve Rendle -- Chairman, President and Chief Executive Officer
Scott A. Roe -- Executive Vice President and Chief Financial Officer
Michael Benetti -- Credit Suisse. -- Analyst
Matthew Boss -- JPMorgan -- Analyst
Erinn Murphy -- Piper Jaffray -- Analyst
Alexandra Walvis -- Goldman Sachs -- Analyst
Bob Drbul -- Guggenheim Securities. -- Analyst
Laurent Vasilescu -- Macquarie Group -- Analyst
Ike Boruchow -- Wells Fargo -- Analyst
Sam Poser -- Susquehanna -- Analyst
Jim Duffy -- Stifel -- Analyst


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