Blue Apron Holdings Inc (APRN) 2018 Q1 法說會逐字稿

Ladies and gentlemen, good morning, and welcome to the Blue Apron Holdings First Quarter 2018 Earnings Conference Call and Webcast. This call is being recorded. Following the conclusion of today's remarks, the Blue Apron team will be taking your questions.

With that, I'd now like to turn the call over to Felise Kissell, Vice President of Investor Relations and Corporate Affairs. Ms. Kissell, please go ahead.

Good morning, everyone, and thank you for joining us. On this morning's call, we have Brad Dickerson, Chief Executive Officer of Blue Apron; and Tim Smith, Senior Vice President and General Manager of Consumer Products.

Various remarks that we make during this call about the company's future expectations, plans and prospects constitute forward-looking statements for purposes of the safe harbor provisions under the Private Securities Litigation Reform Act of 1995. Actual results may differ materially from those indicated by these forward-looking statements as a result of various important risks and other factors, including those described in our earnings release and the company's SEC filings. In addition, any forward-looking statements represent our views only as of today and should not be relied upon as representing our reviews as of any subsequent date. We specifically disclaim any obligation to update these statements.

During this call, we will be referring to non-GAAP financial measures, which are not prepared in accordance with generally accepted accounting principles. You are encouraged to refer to the earnings release and SEC filings, where we have described these measures in more detail, and to review the reconciliation of these non-GAAP financial measures to the most directly comparable GAAP measures. In addition, reconciliations of certain forward-looking non-GAAP measures referred to during this call are on our Investor Relations website located at investors.blueapron.com under Events & Presentations.

With that, I would now like to turn the call over to Brad Dickerson, Blue Apron's CEO. Brad?

Thank you, Felise, and good morning, everyone. Tim and I look forward to spending time with you today. I will be providing an update across key areas of our business, including a review of our growth opportunities ahead. I will then turn the call over to Tim, who will highlight our focus in driving agility and innovation as we propel our consumer product road map forward. Finally, I will discuss our first quarter financial results in greater detail as well as our outlook for the remainder of the year before taking your questions.

We reached an important milestone in the first quarter, as we began to realize meaningful operational efficiencies, improve customer metrics and increase marketing investment with a particular focus on attracting customers with high affinity and deepening our engagement with current customers. Our progress in these areas position us well to capitalize on the transformative initiatives currently underway.

In the first quarter, we significantly outperformed our adjusted EBITDA guidance provided on the last earnings call by approximately 50%, driven by our commitment to expense management as well as accelerated cost of goods sold efficiencies gained in our fulfillment centers, particularly in Linden. We improved adjusted EBITDA by 13% quarter-over-quarter and 63% compared to the prior year.

As we begin to methodically reaccelerate marketing late last year, net revenue increased 5% quarter-over-quarter. These efforts highlight our renewed confidence in the business.

Before I discuss the 3 strategic principles guiding our business forward, I want to take a moment to provide additional detail on our multichannel strategy as well as the exciting news that our first uniquely designed Blue Apron meal offerings are now in select retail locations.

First and foremost, our direct-to-consumer platform is our most valuable asset, the closest connection we have with our customers and greatest competitive advantage. The predictable and anticipated meal solutions our customers trust and rely on week after week is a significant learning opportunity for us.

This consistent engagement provides extensive behavioral insights that we use to drive our innovation agenda. We will continue to enhance this experience and reinforce to customers the benefits of directly connecting to our platform where they will receive concierge services, such as early access to new products and innovations, invitations to exclusive events as well as our broadest and most unique offerings.

We are now leveraging the strength of our core competencies to deepen customer engagement and broaden our reach to attract new audiences. The number of food occasions we can potentially serve is vast. We will be expanding the Blue Apron ecosystem by building new products to serve more occasions, introducing on-demand offerings selectively through our platform or in partnership with others that have either a national reach or a strong regional footprint.

As we accelerate our transformation to a multichannel platform, we will maintain a disciplined mindset, focusing on initiatives that are adjusted EBITDA-accretive to the business as they scale.

Our product segmentation strategy and pricing architecture will be evident as we activate new partnerships. More news to come in the near term.

Pricing considerations will include product attributes, such as protein type, ingredient count and serving size, geographic locations and specific partners. As we move into this new multiproduct, multichannel environment, we are thoughtful and deliberate about how we segment and differentiate our products to ensure a compelling value proposition to consumers.

One piece of this growth strategy is the launch of our first retail expansion with Costco, one of the largest retailers in the world. We began selling Blue Apron meals specifically designed for Costco members in select locations across the Pacific Northwest and San Francisco Bay Area with the opportunity for further integration. The meals, which we'll rotate monthly, are designed as a convenient, on-demand dinner solution. This pilot extends our existing relationship with Costco while exposing the Blue Apron brand to new consumer segments.

In the months ahead, we will continue to launch new partnerships with differing products and price points to further broaden our geographic reach, introduce the Blue Apron brand to new consumer segments and expand our total addressable market. In our view, we have only scratched the surface of how the Blue Apron meal experience can engage with consumers.

Our business is taking a dynamic turn that is invigorating for our team based on our relentless focus on 3 strategic principles: driving operational improvements throughout our supply chain, evolving our product offerings to serve more consumer segments while deepening our relationship with existing customers and building a consumer lifestyle brand that symbolizes the emotional human connections created through incredible cooking experiences.

We've achieved significant progress in increasing efficiencies in our Linden, New Jersey, fulfillment center. We have reached a strong point of stability across our fulfillment center network, including demand created by our first retail expansion and additional opportunities we are actively pursuing.

We are ahead of schedule in meeting targets for our primary operational efficiency metrics: food, labor and packaging across our 3 fulfillment centers. In fact, this quarter, we saw our strongest margin performance since the second quarter of 2016. This is the result of the team's hard work to streamline processes across our supply chain and fulfillment center operations.

We also leveraged additional automation in our Linden facility, such as our vertical form fill seal machines, which has favorably increased ingredient throughput 10x compared to our previous process. We have seen similar efficiency gains on our bottling line.

We will continue to pursue additional automation capabilities throughout the year to build on the increased throughput and greater cost efficiencies this technology has delivered to date. We have the efficiencies and capacity needed to manage customer demand that we expect will alleviate any significant capital improvements in the near future while always maintaining a mindset that operational optimization is an ongoing strategic priority.

Our ability to launch new products, create differentiated customer experiences and achieve our 2019 goal of double-digit revenue growth with breakeven adjusted EBITDA is inextricably linked to continuous margin enhancement. We are working diligently to increase efficiencies throughout our fulfillment network and build an infrastructure that can support our growth opportunities.

Now I'll provide a brief update on how we're evolving the Blue Apron product offering. For our core direct-to-consumer product, we continue to merchandise around customer cooking and taste preferences, building upon the tailored offerings we have launched to date. We will optimize our core business by further advancing merchandising capabilities, expanding recipe options and introducing products that complement the Blue Apron culinary experience, such as meals designed for special occasions or adjacent products, including appetizers and dessert.

As we expand into new channels, we plan to leverage insights from our direct platform that complement our close work with external partners to understand the behaviors and attributes of their customer base to create differentiated product offerings. Tim will provide more detail shortly on our data-driven approach to innovation, including specific product and partnership opportunities underway.

As we transform our business, we will continue to build a brand that customers trust to unlock the best moments of their day. Our brand is our strongest asset. It gives us the permission to evolve and meet consumers in new ways. We are proud to lead our category in brand awareness and have established ourselves as a trusted culinary authority.

In the coming months, we will be increasingly visible and vocal in affirming the strength of our brand with initiatives that support our product and channel expansion and deepen our engagement with customers. Our team of chefs, who have experience from some of the most distinguished restaurants in the world, will have an elevated role as some of our most powerful storytellers and authorities.

I would also like to take a moment to congratulate our culinary and content teams for winning 2 highly coveted awards from the International Association of Culinary Professionals, one for The Blue Apron Cookbook; and one for our podcast, Why We Eat What We Eat.

In a few weeks, we're excited to launch a series of experiential brand activations in cities across the country that reflect particularly strong growth opportunities. This initiative will include a short-term retail pop-up location in New York City.

Our goal with these activations is to create physical experiences where we can celebrate our customers, giving them the opportunity to interact with our brand and explore new products, including our on-demand offerings. I look forward to the insights gained from these brand-building activations, as we pursue strategic initiatives that elevate the Blue Apron experience to consumers.

I'm now going to turn the call over to Tim for his perspective before discussing our financials for the first quarter and outlook for the remainder of the year. Tim?

Thank you, Brad, and good morning, everyone. It is great to speak with you today. As many of you know, I lead the Consumer Products team at Blue Apron, a group that includes our consumer insights, meal experience, culinary, sourcing and packaging design functions. Together, we are responsible for building a portfolio of products that serves the diverse needs of our customers.

As you just heard from Brad, we are transforming our business with a focus on leading consumers when and where they think about specific meal locations and have a number of exciting initiatives underway, all centered around creating a more distinctive and engaging customer experience, both for our core direct-to-consumer offering and the products we are launching into new channels. Today, I would like to discuss our data-driven approach to innovation and provide an update on our consumer product road map, including new offerings you will see us launch in the near future.

As Ilia shared last quarter, the Consumer Products team works in close partnership with our Technology team to ensure that analytics, the extensive knowledge we have on consumer, food, ingredient, dietary, lifestyle and cooking preferences, underpins our entire decision-making process. Every opportunity we pursue is informed by a robust understanding of current and potential customers.

This includes new, more specialized recipes; smarter, more personalized recommendations; and more convenient access to our products in channels, such as retail stores or on-demand delivery. As we expand our offerings and the channels through which we distribute our products, we will continue to advance our knowledge of the customer and build more specialized and attractive products while exerting financial discipline.

We are creating products for our direct consumer business with specific areas of focus in mind. First, we continue to optimize our recipes around a deep understanding of customer needs, wants and preferences. To cite a few examples, this quarter, we launched 2 specialized offerings, Whole30 and Mediterranean Diet, to serve our customers meals that align with their specific lifestyles. Looking ahead to summer, knowing consumer needs change at various points of the year, we are designing a series of grill-friendly menus to serve customers who enjoy cooking outside during warmer months.

Next, we are expanding beyond our core offering with adjacent a la carte options. One product I am particularly excited to share with you today is our new special occasion offering. After hearing feedback from our customers that they were using multiple Blue Apron meals to host large gatherings, we knew there was an opportunity to extend into these special occasions.

The multicourse meal, which will include an appetizer, 2 sides and a choice between 2 proteins for the main dish, was thoughtfully designed to provide customers a stress-free, achievable and fun hosting experience. Our special occasion box will be available for purchase on our marketplace in the coming weeks and at the New York retail pop-up store Brad mentioned a few minutes ago.

As we continue to evolve our product offerings, we remain unwavering in our commitment to sourcing high-quality ingredients for our customers. Our meals include ingredients that are thoughtfully curated by our culinary team and used by some of the most respected restaurants in the country.

This quarter, we were proud to add sustainably sourced shrimp to our menus. As members of the Asian Seafood Improvement Collaborative, or ASIC, we worked in partnership with the Monterey Bay Aquarium and a group of mission-driven seafood organizations on a project to help improve aquaculture operations across Southeast Asia. We completed the project in early 2018 and launched this new shrimp offering to customers in early March. We are proud to be the first U.S. customer for shrimp raised to ASIC sourcing standards.

We also recently partnered with Vital Farms, a recognized leader in certified humane eggs to add pasture-raised eggs to our recipes. While 100% of our fresh eggs are currently cage-free, we are transitioning our fresh eggs supply to hens that have continuous access to pasture. In addition to being ethically sourced, these eggs provide our customers with a number of taste and quality benefits. We will begin featuring Vital Farms' eggs on our menus 2 weeks from today.

Our team is committed to developing customized products and offerings that excite our customers while helping us reach more households across the country.

Thank you for your time today. With that, I will now turn the call to Brad to take you through our financials.

Thanks, Tim. Now I will share a more in-depth view of our first quarter results. In my earlier comments, I reviewed our first quarter net revenue, including our marketing efforts, that reflected 20% of net revenue and our adjusted EBITDA performance. Another key leading indicator for our business is cost of goods sold, excluding depreciation and amortization as a percentage of net revenue, which favorably gained 310 basis points year-over-year and 430 basis points quarter-over-quarter.

We are extremely pleased with our operational progress in the fulfillment centers, particularly in Linden, and I want to take this opportunity to commend the cross-functional teams who worked tirelessly for this substantial improvement that exceeded even our own expectations. The majority of these gains are attributable to labor cost improvements and favorable food and packaging costs realized through enhanced planning and process-driven strategies in our fulfillment center operations.

Product, technology and G&A, or PTG&A, decreased 22% year-over-year to $49 million and decreased 7% quarter-over-quarter, as we remain disciplined on managing costs. Net loss improved 39% to $32 million compared to the first quarter last year and improved 19% quarter-over-quarter.

Regarding our outlook for the remainder of 2018, we expect to make ongoing progress in our financial performance. This improvement will derive from our core direct-to-consumer business in addition to the initial implementation of our multichannel strategy.

As a result of our actions that I outlined for you this morning, we now expect net loss for 2018 to be in the range of $126 million to $131 million and adjusted EBITDA loss of $55 million to $60 million, reflecting year-over-year adjusted EBITDA improvements of 55% to 60%.

Our performance will be driven by cost of goods sold efficiencies reflected in our first quarter results as well as benefits from operational initiatives currently underway. Cost of goods sold as a percentage of net revenue is now expected to be approximately 65% to 66% in 2018, a 500 to 600 basis point improvement from 2017.

As an organization, we are extremely focused on achieving double-digit revenue growth, combined with breakeven adjusted EBITDA in 2019. We could also be reaching as early as the fourth quarter of this year. We are building momentum in the business despite significant pullback in marketing spend during the second half of last year. We continue to project full year net revenue to be moderately down year-over-year, while this outlook could favorably change, depending on the success -- successful launch of our multichannel expansion.

More specifically for the second quarter of 2018, marketing spend as a percentage of net revenue is expected to be comparable with the first quarter, with a deliberate focus on attracting customers with high affinity and deepening engagement with current customers. While making progress in key areas of the business, net revenue is expected to be in the range of approximately $185 million to $190 million due to seasonal ordering patterns.

Cost of goods sold, excluding depreciation and amortization, are projected to be in the range of 65% to 66%. Cost of goods sold efficiencies will continue to be recognized from additional labor improvements as well as enhanced planning and process-driven strategies in our operations, although recognizing that we are now entering a period of increased summer packaging and food cost.

Net loss is expected to be approximately $36 million to $38 million and adjusted EBITDA loss of approximately $15 million to $20 million. Our adjusted EBITDA loss reflects our continued commitment to invest in marketing and brand-building initiatives.

In summary, we are taking transformative, strategic actions that we expect to drive strong and sustainable growth. We have reached an important inflection point in our business as evidenced by the progress and strategies outlined today. I am proud of our team for their achievements to date as well as their ongoing pursuit to capitalize on immediate growth opportunities ahead.

And with that, Tim and I will now take your questions.

(Operator Instructions) Our first question comes from Michael Graham of Canaccord.

I just wanted to ask a little bit more on the Costco and sort of the multichannel strategy. Maybe you could help us understand the time line there in terms of what milestones you're looking for in rolling out past pilot phase with Costco. It would be great to hear anything about the pipeline of additional deals that you might have. And then maybe just help us understand any business model differences. I think there are probably some different things about the way you manage the supply chain and sort of with the business model with that approach. So I'd just love to hear your thoughts on that.

Great. Great question, Michael. Thank you. And I'll answer the broader-picture strategy about what other partnerships and the business model, then I'll pass it over to Tim to talk about Costco specifically. But as we've been talking about, this is a broader strategy around having an on-demand product to reach consumers on how they want to access our brand. So obviously, over the last 5.5 years, we've been very focused on our current business model as the way to interact with our consumers. And that model really was built off of the foundation of, obviously, great culinary experiences, great meal experiences, obviously, being the trusted authority in the space -- we've been doing it longer than anybody else and strong brand. But this -- our current offering is really more of a weekly planning mechanism for customers, to plan out about a week in advance of how many meals they want to kind of lock in for the week from our offerings. So this has been obviously very successful to date, but we do realize that there's a vast number of consumers who maybe want to interact with our product in a different basis and maybe want to make decisions more closer to the actual meal experience that they're going to encounter. So this on-demand feature, we think, is an important part of the evolution of our offerings to our customers. We still believe there's going to be a strong nucleus of customers that we are absolutely focused on that are going to continue to want to interact with our brand the way they've been interacting in the past with it. But this on-demand feature just vastly opens up access to many, many more consumers that otherwise wouldn't want to interact with us in that manner. So on-demand can be -- and on-demand in our platform, as I talked about in prepared remarks, it could be on-demand in other folks' platforms like Costco and so forth, which I'll let Tim talk about in a second. So we are really -- we are out talking to a bunch of folks. We can't get into a lot of detail right now about who and the timing of things, but what I will tell you is that it's important for us to have partners with national reach. It's also important to have strong regional players in this. The conversation that we're having kind of across-the-board with folks has been very positive relative to the strength of our brand and excitement about putting our brand in their locations and their platforms and accessing their consumers. So in general, a lot of positive conversation there. Obviously, it's a very methodical approach, and we want to deal with partners who are brand-right. We want to deal with partners who have consumers that, we think, match our consumer base to some degree but just maybe want to interact with us more in an on-demand basis. So more to come on that. What I will tell you is that we look to roll out other partnerships, as we work our way through the year. And again, what you'll see with that is kind of a variety of national versus regional players. Obviously, product segmentation and pricing architecture will change, as we go through kind of all those players over the course of the year specifically. So on the business model side, it's going to be a little bit unique on a case-by-case basis because what we're trying to solve here obviously is different things for different partners and different consumers. But in general, what I would expect to see is -- compared to our existing model is -- although it's going to be EBITDA-accretive, we anticipate as we scale this business out, it should be EBITDA-accretive to our existing business, more profitable on the bottom line. There might be some nuances above EBITDA that might be a little bit different than our current model. So for instance, the variable margin structure in working through a third-party platform will probably be a little bit less than our, obviously, our direct vertical market structure because we're giving some of that margin away to our partner. However, there are things, even in variable margin, that you have to take into play that. There's going to be less packaging costs, and shipping cost will be more efficient because you're not shipping to individual customer locations. So there'll be some give and take there on the margin side. But in general, obviously, with a third-party partner, our variable margins will be a little bit less. But as you can imagine, kind of below variable margin, marketing costs and cost of acquisition, leveraging the strength of our brand and leveraging a third-party platform is a much more efficient way from a marketing perspective to access those customers. So we would anticipate that would be much more efficient. And obviously, our operating cost, although we'll have to incur some operating cost directly to run that kind of business, we can leverage a lot off of our existing infrastructure and operating costs, too. So a little bit less on the margin side, much more efficient in marketing and cost side. And overall, as we scale this business beyond pilot, EBITDA-accretive to our existing model. I'll let Tim talk about Costco specifically.

Yes, on Costco specifically, I think one of the benefits that we have with Costco is a pre-existing relationship. We have a very nice gift card business with Costco. I think the other thing that really is great is we have a shared philosophy for how we think about quality and ingredients and standards of ingredients. They know a tremendous amount of their members. And I will say, as Brad mentioned in his remarks, that one of the benefits of our -- one of the many benefits of our direct model is a deep understanding of our customer, which we were able to bring to the conversation. And I would tell you that the backbone that we've created through our fulfillment center and the way that we source and bring in ingredients serves as a tremendous platform for what became a product or a process of co-creation with the Costco team. We have aligned on a couple of recipes that everybody is excited about and as Brad mentioned, they're in market. And we're pleased with performance. And we see a continued opportunity to continue to refine with them to ensure that we're meeting needs of the customers that Costco has in their current membership base. So we do think that product will be slightly different given the needs of a customer in-store relative to our direct model. We've got that information through our consumer segmentation, and then they brought a lot to the table through their understanding of their members. So we're pleased about Costco as an initial partner and moving into an on-demand space.

Our next question comes from Matthew DiFrisco of Guggenheim.

I had a question but also just a little follow-up. So will it be exclusive then with Costco? Do they have the ability to do multiple meal kits and some competitors? And then also, it just sounded like you've mentioned that the product would be different. But are you still looking to present it in a weekly format? Or will it be maybe even a smaller format so then the more frequency of coming in? I just look at this as -- I want to figure out, is it a long-term strategy of staying in the store? Or are you looking to convert the customer to a direct consumer, where you can hold them a little bit better in your own ecosystem?

Yes. Great question, Matt. So on the exclusivity, obviously, we're in a pilot stage. So there's not an exclusivity here for us within Costco, and Costco already does have other meal kits in some of their select stores. So there wouldn't be an expectation of exclusivity from our perspective right now, as we're in pilot stage. So our job here is to broaden and strengthen this relationship we've had with Costco over the last 2 years and perform. And if we perform, we believe things will just take care of themselves. And again, we actually are excited about going up against the competition in-store relative to the strength of our brand, the strength of our culinary team, the strength of our operations and logistics to get the product from our fulfillment centers to the locations. So we're really excited about the opportunity to show up on the retail floor. As far as differing products and so forth, the idea here -- this will evolve and change because a big part of this is about learning. So as the whole point of a pilot is put products in there, learn, get customer feedback and so forth. So the idea right now is that there would be -- and the current product in Costco is a 4-serving product, 2 separate recipes, 4 servings. And the thought process initially is that it will change over kind of once a month or so. Once every 4 weeks, we'll change over the product. So there will be some consistency in the product on a week-by-week basis, which is a little bit different again than our core online, which changes over pretty much every single week, 12 unique recipes. So this will be a little bit more consistent. And that was something we worked through with Costco as far as how we -- how to approach this going forward. So you'll see that -- those recipes kind of stick for a few weeks. And again, this could evolve, as we get learnings over time. As far as getting customers and having them engage with us and go to our core online business, I go back to my comments as that the world as we're looking at it today, there is going to be a strong nucleus consumer that we will continue to invest in and continue to grow that base that we believe will want to interact with us in that manner. And they are going to want to have a deeper relationship. They're going to want to engage in products on a more often basis with us. They're going to like the attribute of a weekly planning mechanism. They're going to like the attribute of getting to new products earlier than other customers may be able to. That's the core nucleus that we want to invest in. That's the core nucleus that has helped build our brand, truthfully. But there's also consumers out there that are going to want to interact more on an on-demand basis, as they want the product, need the product for whatever reason that may be. So this is less about trying to get customers in Costco to come online. It's about trying to meet the customers on their terms. And if customers want to engage with us on a more often basis and have a deeper relationship, probably online, direct with us is going to be the best way to access our brand. If the customer wants to interact more on, "I'm thinking about dinner tonight. It's 3:00 in the afternoon," which a lot of people -- that's the attribute of a lot of folks out there, they're probably going to access us more on an on-demand feature, whatever platform is accessible to them and best for them. So we're not really looking at necessarily trying to pull customers from one part to the other. It's trying to meet their attributes and trying to meet the value proposition of how they want to interact with us. And I think either way will be possible, depending on their lifestyle.

Our next question comes from Matt Trusz of Gabelli and Company.

Brad, in the core online business, can you take us through your philosophy on acquiring new users versus getting more out of existing customers and where you're more focused right now, especially in the context of marketing efficiency and competition? And then a quick follow-up for Tim. Did you say something about on-demand delivery in your prepared remarks? And if so, could you elaborate at all on the scope, partners, pilot, time line?

So I'll take the first one, Matt, and then I'll probably start the answer on the second quarter and hand it over to Tim. But on new users and marketing existing customers and so forth, so we talked a lot about this on the last earnings call, too. And there is a reality in our business, kind of a subscription-type business that we're in, that momentum is a really important part of this. And obviously, in the back half of '17, pulling back on marketing pretty substantially. In fact, when you look back at the spend in Q3 and Q4 over the course of the last few years, it's some of our lowest spend quarters that we've had over the course of the last 9 quarters, truthfully. Then flipping into Q1, where we obviously spent up, not as high as some quarters in the past but relatively increased amount of money. And we talked about this transition into trying to get momentum going from the other way to the back half of '17 to start to spend money up again and get momentum heading forward that there is a little bit of a transition doing that. And I think I'd even said on the last call, we don't really understand quite yet what the impact of that would be as we transition through that. And as we went through Q1, we spent up, and we obviously acquired new customers. We're obviously trying to engage with our existing customers. But I think there is some truth to that momentum piece that switching momentum from a downward trend in spend to an upward trend in spend does just take a little bit of time. And it's still a little bit unclear, even after 3 months, like what does that mean now as we start to spend up again? What's the benefit of spending up in Q1 in future quarters as we spend also? So that's part of the uncertainty in this year is that we went from a very low spend back half of '17 to now starting to turn the dial up. And we're still trying to figure out what the impact of that is. Obviously, focusing in that spend on engaging new customers, the majority of our spend being on engaging new customers. But going to my remarks, we are also starting to spend a lot more on engaging customers, too. So putting dollars into a -- not just on the marketing side but product side that Tim mentioned of new offerings, starting to look at ways to get a deeper kind of engagement with customers, especially getting into Q2 here, with talking to customers and engaging with customers and brand experiences. So that's going to be a bigger and bigger part of our brand and marketing spend is this engagement feature. It does go back to our philosophy of, in the long term, what we feel like we're going to have here is a core strong customer who likes to engage with us on a very regular basis and buy a lot of products from us because we're meeting their need on a more regular basis. We want to keep spending on them and investing on them and investing in their experience. But there's also going to be a lot more customers out there who probably want to meet us on their needs more on an on-demand basis, too. So trying to balance this marketing spend forward on going after new customers in our core who most likely meet the attribute of what we're talking about as far as deep engagement versus just going after any customer because the reality of some of those customers who we may be going after on the online side might be better in an on-demand-type world. So we want to be very careful about who we're trying to acquire while we're also trying to engage customers. And on the on-demand side, look at on-demand as a more universe of the products. So we talked about this over the last few quarters about venturing in new products and, certainly, with a multichannel strategy. That's more of the universe of this product is it enables us to now have a kind of on-demand, same-day, on-demand type mechanism to get to that type of consumer and that value proposition. So when we say on-demand and we look at the scope of the world, our platform and how we access our customers, third-party platforms, anybody who meets those attributes of how we can get product to their customers kind of on an on-demand feature this product would work with. Again, national players, regional players and so forth. Product-specific on an on-demand world, I mean, Tim, the differentiation will be a little bit different on a channel-channel -- channel-by-channel.

It definitely will. And I'll go back -- thanks, Brad, to at our core on the -- within the Consumer Products team, we are thinking about how do we reach consumers when and where they're thinking about specific meal locations. And as you think about dinner in all of the ways that we, as consumers, I, as a consumer, gets my dinner on it and get my dinner on any given evening, that may be through core existing model, that may be through a traditional retailer, that may be through a number of other models that bring it to my doorstep. So we're excited about what we're doing with Costco, not only because of the Costco opportunity, but what it is teaching us from a, how do we create a single recipe in a single package and what that can do from our ability to reach and attract new customers.

Our next question comes from Ross Sandler of Barclays.

Two questions. Just back to the gross margins. So pretty solid all around here in the first quarter, and you talked about labor and packaging driving some of the improvement. So given how things have turned up in Linden and given your guidance for '18 in terms of the COGS, 65%. What do we see as the long-term goal here for gross margin? And then the second question is, you talked about double-digit growth as the goal in either 4Q or 2019. Can you just parse that between the base online business and some of these new brick-and-mortar initiatives? How material could the latter be?

Great. Thanks, Ross. On the first question, on the variable margin side, yes, obviously great improvement in Q1. Again, a testament to the team, a lot of focus and hard work over the last few quarters to get there. If you think about the improvements that we've made and where we are in the state of the union there and what the opportunity is, the biggest improvement is coming out of our Linden facility. Obviously, it's almost half of our national footprint relative to volume. And the improvements, like sequentially quarter-over-quarter in Linden, have been mostly in the labor area from Q4 to Q1. A lot of improvement in labor efficiencies, obviously taking advantage of some of the automation equipment we have there. A lot of that is just labor efficiency itself, but it's also the preplanning mechanism of making sure that we're going to utilize the equipment upfront. And that's been fantastic for us. So the vast majority of improvement in Linden has been through those mechanisms. But all -- our other facilities also seeing improvements, both in labor and also just efficiency in food and packaging and reducing waste. And again, the planning mechanisms that are helping Linden are also helping our other 2 facilities. So as far as a look forward, Linden is still a few percentage points behind our other 2 facilities. And we've said, historically, we said that at some point in time, Linden should be our most efficient center. So as we start to look forward, as we get towards the back half of this year into next year, some of the biggest opportunities we have is just getting Linden to the point of being efficient and utilizing all the investments we put into it. So we do anticipate Linden to be our most efficient center as we approach 2019. It could happen as early as Q4. But in 2019, our goal and expectation would be that would be our most efficient center, all the while, our other 2 centers are also getting more efficient, too. So that just kind of gives you the road map of how much improvement we could still see. So we've talked historically about the opportunity to get margins closer to that 40% range longer term. That is still a mark that we have our eyes set on. That is a marked debt. We have our eyes set on relative to our goal of hitting EBITDA-neutral in 2019. So the teams are working 3 things. And the good news here is, as you look to the rest of this year, there is a little pressure in the summer months because of summer packaging of summer produce. But just based on where we are today and coming out of the summer months into Q4, we anticipate a pretty decent margin in Q4 and heading into 2019. So I think, overall, a lot of room to improve still. The teams are still driving forward. You should see that improvement as we look to the back half of the year, outside of summer packaging and produce and in especially in '19 as we work towards EBITDA-neutral. On the double-digit growth Q4 '19, base versus new channels, we're being really careful right now on the anticipation of what the new channels will see. So although in those -- in both of those numbers, Q4 in 2019, there is some assumption around this on-demand product and in third-party platforms. We're tempering the expectation right now because we're really just 5 days into it. So there's not much in there relative to that. So we do believe that if that part of our business goes beyond our expectations, that can only improve those numbers.

Our next question comes from Ed Yruma of KeyBanc Capital Markets.

I guess, first, on innovation. I know that some of the culinary innovation you had planned got held up by some of the operational difficulties at Linden. At this stage, are you starting to phase more of that in? And how should we think about the trajectory? And then as a follow-up, I know you're going to do some limited pop-ups. Is that considered marketing expense? Or will that be some kind of impact to the P&L?

Yes. On the innovation side, yes, that was definitely the case, as we were very, very focused in the back half of '17 on the operational side of things, and that did delay some of the output of innovation on the product side. So what you're starting to see now as we kind of worked our way through the operational side of things, getting back in -- on track relative to our variable margins is this probably a thought process going forward of a more steady stream of adding products to the customer. So the on-demand product is obviously a major one, but it's one of those. But Tim mentioned a couple of other ones specifically that we're going to have as we work our way through this year on our core product offering to online. So you will see so much more of that as we go forward. And then on the pop-up side, yes, the pop-up side will -- all the cost of the pop-ups will live in marketing. Again, this is more of a focus on driving brand and engagement and is less of a focus on driving revenue. Although that -- we will be selling some product in these stores, that's not really the focus of it. The selling aspect of the store is more to get customer feedback on some of the new products that we're talking about. It's really more about engagement, being more vocal in the marketplace and being -- having more brand presence than anything. So the cost of those things will sit in marketing.

Our next question comes from Heath Terry of Goldman Sachs.

To the extent that we're seeing sort of an improvement in customer -- net customer adds or stabilization relative to what you're spending on marketing, can you give us a sense of sort of where churn plays a role? I know you guys don't report a specific churn number but just sort of what you're seeing in churn and the impact that it's having on that stabilization. And then to the extent that you're seeing these -- the improvements that you talked about on operational metrics, particularly with the Linden facility, can you -- and obviously, showing up in the gross margin numbers this quarter, can you give us a sense of sort of where you are along that path? Are you 10% of the way there in terms of seeing sort of fully optimized operations? 50%? 75%? Just trying to get a sense for sort of how much more margin leverage there is from operational improvements.

Yes. Great. Thanks. Yes, on the customer adds, I think stabilization is the right word that we were using, as we were fighting some pretty heavy headwinds in the back half of last year relative to pulling back on marketing in a decreasing customer account. So we -- actually, if you look at the metric in Q4, our customer count went backwards about 13%. So coming into Q1, we kind of already had a headwind. And I think that pulling some more spend into our P&L in Q1 really helped to offset that kind of negative headwind coming into the year. And obviously, we were able to grow our customer count by 5% or so, that -- which is great. So -- but it is more of a stabilization right now as we look forward. Going back to my earlier answer to a question, it's still a little bit unclear of this whole transition of pulling back on marketing to leaning more into marketing and how's that impact positively, negatively and the timing of that. That's a little bit of how we -- what we have to work through here in 2018. But we're really focusing on the stabilization. And then obviously, eventually, the growth of that customer base as we work our way through the year, specifically in the back half of the year. We do think it's going to take a little bit of time to get that back into kind of more of a substantial growth mode because of that negative impact of pullback on marketing last year. As far as churn goes, and you're right, we don't talk about that. But I'll go back to some comments I've had in the past that it's less about churn, it's more about the customer base in general, both acquiring new customers and keeping and engaging customers. And there's 2 pieces of this that I think are really important. Innovation, and obviously, customer service. So customer service was a challenge for us in the back half of '17, and we talked about OTIF a lot. There's a reason that we're not talking about OTIF right now because it's back in line with where it should be. We are always going to focus on improving OTIF, but it's back in line. But that was a big part of the back half of '17. And again, getting new customers, keeping customers, retaining and keeping them engaged when your customer service levels are a little bit challenged, you do see the impact of that. I also think innovation is an important thing. We have not innovated a lot in our history. And the cool thing about what we've seen is when we have innovated, even a little bit, we've seen this very positive impact to metrics. And where we haven't innovated, we've also seen the opposite of that. So as an example, in the back half of last year, as you know, when we had kind of our first kind of broad product expansion where we were offering more recipes on a weekly basis and giving customers a choice between more or less recipes a week. And that was specifically designed in our -- on our 2-person plan. And we did not really do that on our family 4-serving plan. So some of these kind of meet metrics around the ease or difficulty of acquisition, engagement with the customers and retention of customers. We've seen, where we've innovated, much more positive impactful things to those metrics. And where on family of 4 people we have, what we've seen, a little bit more challenged. So obviously, it's -- we're not talking about all the innovations we're going through and product expansions we're going through this year. But we are really focused on continuing to drive better engagement and better retention through product and innovation, both on the two-person plan, which is the majority of our revenue, but also on the family plan, which we haven't necessarily innovated a lot in the past. So you'll see some more both of those going forward. Again, we believe, based on recent activities, where we do innovate, where we do give customers more of what they want, we've seen very positive impact to that. So more to come on that as we work our way through the year when products come out. On the gross margin side, it's tough to say what percentage we are. I'd say that as we worked our way through Q4 into Q1, I'd say there are some parts that I would say were probably low-hanging fruit that we took care of. And there were some parts that were a little bit more heavy lifting. We're more excited about the heavy lifting parts, truthfully, because it's an indication of our team's ability to get through some pretty decent challenges over the course of the last few quarters, and it also aligns us to the opportunities in the next few quarters. So I would say we're probably about half of the way where we want to be relative to efficiencies across all of our centers. And the other 50% to go, I think it's taking advantage of, again, some low-hanging fruit that's just kind of out there that we've been kind of phasing over time. I think we still have a lot of opportunity and things like waste in the system, because of waste in packaging waste within the process of fulfillment centers. But I think we can get some improvements on over the course of the next 12 to 18 months, along with the trajectory we are on currently with current initiative in some of the more heavy lifting things that are just going to take a few more quarters to get through. So I'd say we're about half of the way where we need to be relative to our expectation. Also -- and I also mentioned it at some point, taking advantage of some of these efficiencies, which is great from a business model bottom line perspective, I also want to balance that with, we also are extremely focused on putting some of that back into the customer experience and back into the value proposition to the customer to drive more innovation, to drive more engagement, to drive more differentiation. That's part of the equation also.

Our next question comes from Youssef Squali of SunTrust.

Okay. Congrats on the Costco deal. Just a couple of financial questions, Brad. Can you talk a little bit about your expected cash burn in 2018? And I appreciate the guidance you've given in terms of EBITDA breakeven. Any insight into when do you think free cash flow breakeven kind of happens? And then on your Q2 revenue guidance, in particular, I think, at the midpoint, it implies about a 21% year-on-year decline even in the face of improved marketing efficiency, in the face of improved new offerings, deeper engagement, different brand experiences that you just spoke about. Just help us understand, is that kind of a -- how conservative is that guide as you were basically almost halfway into the quarter?

Yes. Great. Thanks, Youssef. So first, on the cash burn side. So if you just could take a look at our current guidance and you look at where we're guiding right now for EBITDA, so look at the business model in general. Obviously, a tremendous improvement in EBITDA year-over-year. Looking at our guidance of a $55 million to $60 million full year loss compared to last year, which was approaching $140 million of EBITDA loss. Obviously, we had $17 million of loss in Q1 so that equates to approximately a $40 million loss the rest of the year. The ability for us to possibly breakeven in Q4 is not really incorporated into that guidance because that's still kind of a target and a goal of ours. So hopefully, we can get to that stage in Q4. That would only better that number to some degree. So a lot less cash burn coming out of the business model, out of the P&L. On top of the EBITDA numbers, CapEx, we roughly see somewhere in the $20 million to $25 million range of CapEx spend for the year. Most of this is around optimization equipment, automation, that we -- are part of our margins improvements, truthfully. So we only spent roughly about $5 million in Q1. So maybe another $15 million to $20 million or so this year of cash burn. As we get into 2019, with the teams really, really focused on EBITDA breakeven, I would anticipate we'd obviously still have some capital needs in 2019, although I think they would probably be relatively minimal, maybe mirror '18 to some degree, maybe -- I guess, we still have to work through that, but not a lot because a lot of that investment has been done already in our business. So I would anticipate, in 2019, the cash burn will be pretty minimal, especially in an EBITDA-breakeven model. So -- and obviously, beyond 2019, the hope would be we keep that trajectory going forward and get into a -- obviously, a cash flow positive situation as we move our way forward past to EBITDA breakeven goal in '19. On the Q2 revenue guidance, it's really hard -- coming out of this back half of last year, we pulled back on marketing substantially. It's -- the year-over-year metrics are a little bit tough. We were spending a lot of money in Q1 last year, especially we spent $60 million in marketing in Q1 last year and grew 42% in revenue. And Q2 last year definitely benefited from that marketing spend. The momentum is really an important thing to really understand in our model, specifically in this kind of subscription-type model. As you build a base in Q1, you get the benefit of that in Q2 or vice versa. So we spent a lot of money last year in Q1, $60 million, and Q2 last year benefited from that. We grew our revenue, I think, 18% in Q2. So the year-over-year comps are going to be a little bit difficult. As we work our way to the back half of the year, obviously here, year-over-year comps will get a little bit better because of the easier comps in the back half of the year. And that's kind of why we're looking at sequential right now. It's probably a better indication of the health of our business of -- we pulled back on marketing spend a lot in the back half of '17. Again, going back to my comments, Q3 and Q4 were some of our lowest spends in quarters in marketing over the last 9 quarters. Coming into Q1, trying to turn that dial up, obviously offsetting some of that headwind, but we're still facing a little bit of that as we come into Q2. And that year-over-year mechanism is going to be really hard to compare. I would look more sequentially. And if we can kind of stabilize in the near term here, stabilize kind of customer base and revenue to some degree in our core business, as we work our way into transitioning into spending more marketing dollars, I think that gives us a great ability with new products and multichannel expansion to start to build off that base heading into the back half of the year. And that's why I look more sequentially. It's probably -- for this year, it's probably a better indication of the health of our business than looking maybe just at year-over-year. As we start getting into more Q4 and next year, I think the year-over-year comparisons are going to be more reasonable, as we kind of get through this comp of spending less last year.

Our next question comes from Brian Nowak of Morgan Stanley.

I have 2. The first one, I understand there's a lot of moving pieces within the customer count. Can you just maybe help us understand what your expectations are for gross new customer additions to the platform for the course of the year to get to your guidance? Then the second one is kind of going back to your point on how your brand is your biggest asset and sort of customer loyalty. Maybe help us better understand the composition of your subscribers or customers at this point. What percentage has been around for 2, 3, 4 years? What percentage are new within the last year? Just so we can sort of get an understanding for almost the harvest/cash flow customers versus new -- newer customers?

Thanks, Brian. Yes, on the customer count, I think the way we're looking at this again is probably a more holistic view of where we're heading in 2019 and beyond of a strong core customer base that's deeply engaged with us and ordering on a regular basis. And those are the customers that we want to go after on our core platform and continue to focus on them and build that base that way. So we're being thoughtful about our spend in acquisition and making sure that we're focused on the health of that customer base going forward and that they're deeply engaged. So my expectation as we look to the rest of this year is more of a stabilization of that customer base through the next few quarters. Seasonality does not only come into play relative to ordering behaviors of customers, especially in months like June, July and August, where many people are traveling. But as you can imagine, in acquiring new customers, you're going to live with the same challenge as people are traveling a lot. They're not really focused on adding a subscription model to their portfolio of things that they're looking for in those months when they're not as actively engaged. So I think you'll see the impact of that as we work our way through the next few quarters is our goal is stabilizing that customer base in the near term. And I think as we head into more active months and again in the back half of the year, we'll probably start to grow that customer base sequentially as we start to get into the back-to-school time frame and Q4 time frame, where customers tend to be a little bit more engaged. So the thought process here, and Tim talked a lot about this, too, is new products, more offerings, expanding our existing products, all of those things that was a little unclear, what the benefit of that could be to acquiring customers and engaging our customers. But those are all things that will be in play as we work our way in the back half of the year. So we're looking forward to see the reaction of our customers on that. As far as brand customer loyalty, the metrics we look at really are more around a percentage of our existing customers that come into the quarter versus the new customers you acquire during the quarter. And as you can imagine, with pulling back on marketing in the back half of last year, and even though we're turning the dial up this year, there's a heavier lean towards customers who have been with us, tenured a little bit longer than what we have historically seen. And that goes back to our comments around, who our customer base today versus what it looked like maybe a year ago or 2 years ago, is a more tenured base, who is more engaged. Our revenue per customer is up year-over-year. So it's a more tenured base, more engaged. And we're relying less on new customers, as we have maybe been in the past. So our marketing spend, although driven per acquisition, is also we're being very thoughtful about making sure that we're adding customers in the pipeline to the best we can decipher that are going to be engaged in our brand and want to reach us in that mechanism. And the reality of our on-demand product in a multichannel environment is -- the good thing about that is, customers who historically may have come in to our acquisition model that may have maybe met those attributes more clearly, now have the ability to access our brand in the right manner, to meet their lifestyle needs, which is more on demand. So I think that equates to basically a healthy core consumer base and an access to a much larger consumer base outside of the core that wants to activate with us on an on-demand basis.

Our next question comes from Kerry Rice of Needham.

Just maybe a quick one on the competitive landscape. I know there was an acquisition by a competitor recently, and I was just curious if you've seen any other kind of changes out there that you feel have changed the dynamics within the landscape? Or maybe just thoughts on ongoing consolidation within the industry?

Yes. And I think this goes back to our view of the world and meeting consumers on their terms. Some of that is just physical access to our product. Some of that is preference, and some of that is dietary preference. Some of that is, I want to have quicker prep time meals, I want to have more experiential meals. It's just different customer attributes that we've always kind of been focused on but a little bit constrained based on some of the operational things in the past that we had to go through. And now with working where operations are and work with the Product team on board that Tim leads, that came on board during last year and the focus on products, I think our ability to reach more customers in the manner they want, both physically access, but more importantly, the product types they want, the ability is now there for us to do that. So we're going to be very thoughtful and methodical in how we do that, but more choice to customers, more focus around dietary preference, more focus around prep time and so forth. So I think, in general, being a much more approachable company to our customers in all aspects going forward.

Our next question comes from Mark May of Citi.

Just a couple on the off-line channel. I think you talked about how the product was going to be different. Obviously, the volume and the way you stage that is different than the online channel. So the question is, how are you going to deal with this from a capacity perspective? And are you going to need to either develop a dedicated or new capacity for that channel or expand some of your existing capacity to deal with that? And then I know a lot of these retailers use private label. Could private label end up being an element of your business model? Could you possibly partner with Costco and others on a private label product as well?

Yes, Mark. I'll take the first part of that question and let Tim take the second part. So on the product itself and on the on-demand feature itself going forward and the capacity needs of this, the good news is there's a lot we can leverage off of our existing infrastructure. There's definitely going to be some need for some investments as that business becomes successful and scales. Obviously, we would need to support that, but there's a lot of leverage points in our existing model that we can take advantage of from a fulfillment perspective, from a logistics perspective and so forth. So the teams will be working forward in that to make sure that we can take advantage of those things that we already have. So there's no doubt that the process of packing these individual on-demand recipes versus our core products is a little bit different, but again, there's a lot of things that are not that different that you can leverage off of. So from that perspective, I think capacity-wise, from a technology and infrastructure perspective for this new business, there will be -- definitely be some need to invest in some technology and infrastructure to support it as it scales, not necessarily ahead of the scale but as it scales. But it's not anything that's drastically significant or anything like that as far as capital expense in the past. So -- and then it will all be included in kind of the guidance I'm giving around CapEx right now. There's also the ability for us obviously to lean on other third-party partners wherever we may have capacity constraints. And usually, those constraints will probably be in a very near-term, short-term basis. If things are going well, we could obviously partner with some of the third-party folks to help us in this process also. So I'll let Tim take the second part of the question.

Great. Thanks, Mark. As we reach out and talk to potential partners and start to think about how the product takes shape outside of our core direct model, we go back to our consumer segmentation and our understanding of how consumers will interact with our core model as well as how they think about meal occasions outside of direct through more traditional model, and that leads us to product changes like we recognize that meals need to be a little bit quicker. We think about the dynamics of the family. We're certainly thinking about differing lifestyles. Specifically, for Costco, for instance, those meals are much more biased to faster meals. I think, on the average, they will have a few less ingredients than some of our core enthusiast meal on our direct model that are a little bit more complex and really kind of push consumers to learn. So we will continue to go back to our consumer segmentation, as we expand beyond our core direct model and ensure that we're meeting the use occasion of this specific channel opportunity. As it relates to the brand, one of the things that's been really exciting is we've been engaging in conversation is the power of the brand to help bring to life a new category in the retail space. I think what we're seeing is that there is a tremendous potential for full meals within the retail space. And as consumers move to a new category, they look to trusted brands that bring credentials to adopt the new category. While we have a set of consumers in our direct model, our brand and the strength of our brand stretches well beyond the consumers that both use us today, have tried us in the past and just have a general awareness of what Blue Apron stands for. So as we've had conversations with partners, the brand is really what is compelling and then the quality of the product that we're able to deliver based on our current infrastructure.

Our next question comes from Mark Mahaney of RBC Capital Markets.

Great. Just one question, please. Can you talk about if there are any new marketing channels that show promise to you? As you increase your marketing spend, is it just more in the existing channels? Or any thoughts about heavy-ing up more into one channel versus another? Or something that looks more efficient than what you've tried in the past?

Yes, Mark. Thanks. Good question. And on the marketing side, I don't think -- nothing drastic there outside of what we talked about earlier, about starting to spend some money on engagement more, which is not necessarily acquisition-focused, but engaging our existing customer base focus. As far as the channels we're spending, we -- we're constantly testing, leaning in and leaning out of channels to try to gain efficiency and so forth. But as I look year-over-year, when we tend to spend up a lot in a quarter, a lot of that spend up tends to be more on off-line channels than online channels. And when we tend to spend down, the reverse happens. They tend -- we tend to focus away from the off-line channel. So as an example, Q1 of last year, with a large spend, we leaned more into off-line than we normally would. As you get into Q4 of '17, where we pulled back on marketing a lot. Most of our spend was focused on online. Coming into Q1 of '18, I think it was a little bit more of a balance there, again, because we're turning the dial up. So a little bit more of a balance between online and off-line. I wouldn't say that we're to the extreme we were of Q1 of last year, but we're somewhere between the Q4 mix of '17 and the Q1 mix of '17 last year, as far as online versus off-line, not really any significant channel differentiation. I will say the partnerships, like Whole30 and Mediterranean Diet, have worked pretty well for us. So those are things that we'll continue to focus on and look on in the future. Both things have been very intriguing to us relative to engaging and accessing other customers. So I would say that, that's probably the biggest thing in change is that we see some positive impact to those things going forward.

This concludes our question-and-answer session. I will now turn the call back over to Mr. Dickerson.

Yes. So thank you, everybody. A lot of exciting things going on here right here. And obviously, a lot of change from just 3 months ago to today. We're looking forward to 3 months from now to get back and engage with you and talk to you even more about the exciting things that are happening here.

We are fully, fully focused on all the key metrics and all the key initiatives in our organization. We do know that we have to focus on driving the ball forward here in getting revenue growth. We're very focused on that multichannel expansion. The on-demand product is really exciting, so we continue to focus on that. We'll -- more on that 3 months from now.

And I got to tell you, the team here -- they're just fantastic, the energy and the environment here. Folks that are really rolling up their sleeves and diving deep into getting our operational efficiencies in line, getting new products out the door, entering new channels. That doesn't happen by itself.

It happens with a lot of hard work from a lot of our folks across different functions in our fulfillment centers. So a very commendable work by all of them. We're really excited about where we are right now and look forward to keep the conversation going, moving the ball down the field. Thank you, everybody.

The conference has now concluded. Thank you for attending today's presentation. You may now disconnect your lines.