RideNow Group Inc (RDNW) 2018 Q2 法說會逐字稿

My name is Cheryl and I will be your conference operator today. At this time I would like to welcome everyone to the RumbleOn, Inc. 2Q 2018 earnings conference call. (Operator Instructions). Thank you.

Steve Berrard, CFO, you may begin your conference.

Thank you and good afternoon, and thank you for joining our second quarter earnings conference call. On the call with me today is Marshall Chesrown, our President and Chief Executive Officer.

Hopefully by now most of you have had an opportunity to have access to our second-quarter shareholder letter which we attempted to file prior to the call. In some respects, it's our first time so we have to work out the rough edges. Those of you that are looking on our website, I think you need to go to Shareholder Letter, [not] Investors section. And if that doesn't work you can go to the SEC.gov and it should be out there under RumbleOn.

With that, before we begin, let me remind you that part of our discussion today may include forward-looking statements which are based on the expectations, estimates, and projections of management as of today. The various forward-looking statements in our discussions are subject to various assumptions, risks, uncertainties, and other factors that may -- that are difficult to predict, which could cause actual results to differ materially from those expressed or implied in the forward-looking statements. These statements are not guarantees of future performance; and, therefore, undue reliance should not be placed upon them.

We refer all of you to our 2017 Form 10-K and other recent filings with the SEC for a more detailed discussion of the risks that could impact the future operating results and financial condition of RumbleOn, Inc. We disclaim any intention or obligation to update or revise any forward-looking statements except as required by law.

I'd like to turn the call now over to Marshall. Marshall?

Thank you, Steve, and welcome, everyone, to our second-quarter earnings call. We are very excited to share strong Q2 results with you today. Hopefully you've all had a chance to read our shareholder letter, which is available on our Investor Relations site. We decided to issue a shareholder letter prior to our call to give you all the information you need and to ensure you have time to digest it prior to the call, so we can focus more time on answering all of your questions.

We exceeded our prior unit sales guidance, achieved rapid revenue growth, improved unit economics, and demonstrated operating leverage across the business. We are proud of our strong second-quarter results and the growth trajectory of the Company.

From the start, RumbleOn's mission was to change the way people buy and sell preowned recreational vehicles. RumbleOn was founded on the concept that consumers were tired of the poor experience in buying and selling recreational vehicles and would prefer to buy and sell preowned vehicles through a well-designed, simple online solution with a broad selection of vehicles at extremely competitive prices.

We recognized that there was a huge opportunity to disrupt the current supply chain solutions for consumers to gain liquidity, as over two-thirds of all transactions were being completed through the inefficient peer-to-peer private party resale market. The market's appetite for such a solution has been extremely encouraging, and we're quickly scaling our online model for the acquisition and distribution of vehicles in a meaningful way. Our strong second-quarter results and our forecasted growth trajectory are clear evidence of that.

We made measurable progress towards our four key objectives in the first half of the year. To reiterate those, our objectives are: grow revenue and vehicle unit sales, increase total profit and margin per vehicle, achieve operating leverage, and strengthen our capital structure.

In Q2, we sold 2,013 total units, a 129% increase over Q1; total revenue increase of 72%; and a total gross profit increase of 126%. We believe unit sales is an important measure of the strength of our business and our results clearly demonstrate the correlation between growth in unit sales and gross profit.

These sequential improvements were driven by a 105% surge in demand for cash offers. Cash offers is a low-cost vehicle acquisition channel that we believe is an important driver of our business and we are seeing incredible momentum. In fact, we have provided more than 50,000 cash offers since we started in June of 2017. In Q2 alone, we processed over 29,000 cash offers, almost 2.5 times the 12,000 cash offers made during Q1, and we expect to more than double that again in Q3.

Another important driver of gross profit is days to sale, which we improved to 28 days in the second quarter, which is unheard of in vehicle distribution. We are quickly becoming the largest reseller of motorcycles and other power sports vehicles in the country across both consumer and dealer channels, thanks primarily to our cash offer tool, which creates liquidity in a market that has been lacking. Through cash offers, we are able to optimize our inventory to meet demand, and believe that our inventory mix and competitive pricing will drive acceleration in our consumer channel, an incredible growth engine that represents a massive market opportunity as we progress.

During Q2, we strengthened our partner network and now serve 11 different geographic locations strategically placed to capture markets with the highest density of both population and motorcycle ownership. Our partner network accomplishes our goal of developing and operating the only true, 100% online, capital- and infrastructure-light vehicle acquisition and distribution marketplace available today. We have no retail locations, no reconditioning centers, no vending machines, nor the people and fixed costs associated with them. In short, no one at RumbleOn physically sees or touches any of our inventory either at the time of purchase or the time in between.

In Q2, we continued to invest heavily in cost-effective marketing, particularly in digital, social, and search marketing campaigns to further ensure consumer and dealer loyalty to RumbleOn by driving high participation in the buying and selling process, increasing referrals, and attracting new customers. Our agnostic multichannel approach to consumers and dealers utilizes brand building and direct response channels to efficiently source and scale our addressable markets. This approach has allowed us to become a national brand presence within the industry in less than a year.

We participate in an industry dominated by very engaged and passionate users. We are creating sticky relationships with current and future customers through Facebook and other social media outlets, which are our largest and most cost-effective lead generation tool for buying and selling. We surpassed 100,000 Facebook followers in the second quarter, which is incredible testament to our ability to quickly and effectively drive brand recognition.

We believe that we have an immense opportunity in front of us. In alignment with our goal to completely disrupt the way consumers buy and sell vehicles today, we have a full pipeline of product enhancements and expansion initiatives that we plan to launch in the second half of 2018, well ahead of our original plans. Our comprehensive roadmap will position RumbleOn for long-term success and tremendous scale.

Some of the initiatives we have developed and are developing will launch in the second half of 2018 are: number one, RumbleOn website and application enhancements. In August, we will release a new version of the RumbleOn website and our mobile app that includes significant improvements to both the consumer experience and back-end functionality.

Specifically, we have refined our proprietary cash offer and pricing algorithm; optimized our database and technology stack to a more modern, lightning-fast, and scalable platform; and developed a more user-friendly, mobile-first design that provides a robust customer experience across all devices.

Two is RumbleOn dealer direct. We will also launch RumbleOn's dealer direct tool in the third quarter. Dealer direct was created to make power sports vehicles available to dealers in an online platform daily instead of monthly. The RumbleOn dealer direct platform allows dealers to use our web or mobile applications to view, bid, and buy inventory, when and where they want, not just on auction day.

Our software accommodates all mobile platforms; allows dealers to search, sort, and organize their favorite vehicles; features both buy-it-now and live auction functionality; and includes a multitude of real-time notifications focused on alerting buyers when they are outbid or have purchased the vehicle.

And most exciting is RumbleOnclassifieds.com, which is launching in Q4. And it is a consumer-only listing site that allows vehicle owners who do not accept the RumbleOn cash offer to alternatively list their vehicle efficiently in the peer-to-peer extension of our marketplace. By making it a consumer-only site, RumbleOn will be able to provide a level of transparency and data never offered to customers before, including additional services to help in completing a transaction such as financing, trades, value information, shipping, and pricing guidance.

We intend to build the absolute best and largest customer-only listing site available today that is modern, easy to use, and most importantly, technology-driven. This platform will enable us to continue to monetize and disrupt the tremendous peer-to-peer market in a very short period of time.

So in summary, we have a unique and compelling business model that has enabled us to carve out a niche in the highly fragmented recreational vehicle marketplace. Our game-changing 100% online marketplace is delivering impressive growth, and we are committed to executing on our business plan as we drive further expansion. Our exceptional management team clearly believes there is an even bigger opportunity to dominate the market than our already high original expectations contemplated. We intend to move very quickly to disrupt and dominate the market in a very compelling way.

So now I'd like to turn it back over to Steve for some brief remarks.

Thank you, Marshall. Before I begin, I'd like to remind everyone that there were only nine vehicles sold during Q2 of 2017, so we will not discuss much in the way of year-over-year comparisons. Full details on our second-quarter financial results are available in our shareholder letter. The letter contains a great deal of financial information. So rather than repeating the numbers, my comments will be brief and focused on our financial model and the significant momentum we are experiencing.

All of us at RumbleOn are excited about the financial model, which combines rapid revenue growth, increasing gross margins, and improving operating efficiencies. This creates an attractive model that we believe will result in significant profitability and substantial creation of shareholder value. We believe retail units sold is the single-most important measure of success and traction in our business.

In Q2, we sold 2,013 units, a 129% increase over Q1, resulting in vehicle sales revenue of $13.9 million on an average unit selling price of $7,113. In Q3, we expect unit sales to exceed 3,500 and we are on a pace for unit sales to exceed 12,000 for the full year of 2018. In Q2, we continued to focus on gross profit expansion. Total gross profit was approximately $1.3 million or a 126% increase over Q1. Consistent with the Company's accounting policy, Q2 gross profit was reduced by $171,000 for freight costs on units held for sale in ending inventory at June 30, compared to a reduction of $78,000 the prior quarter ending March 31.

Gross margin per unit was 11.2% as compared to 8.6% in Q1, a 260 basis point increase. The increase was primarily driven by a shift in sales mix volume from Harley-Davidson to lower-priced, higher gross margin, non-Harley-Davidson brands; lower reconditioning costs resulting from cost efficiencies; and lower freight costs associated with the expansion of our partner network. We expect the sequential quarter-to quarter growth in gross profit per unit to continue into the second half of 2018.

The fact that we do not need retail locations, reconditioning centers, or warehouses or distribution facilities to conduct our business makes our model highly scalable and capital efficient, which allows us to effectively leverage our investment in technology, brand, reconditioning, logistics, and corporate infrastructure.

In Q2 of 2018, we continued to make significant investments in various areas in connection with the growth of the business, including developing new technologies, building out our partner network, expanding our analytical capabilities, and investing in corporate infrastructure. Despite this substantial investment, we achieved meaningful operating leverage from our 129% unit sales growth.

In the quarter, total SG&A as a percentage of revenue decreased to 39.9% as compared to 48% in Q1, more than an 8-point drop. As our business continues to -- rapid growth, we believe we will experience increases in operating costs and expenses in absolute dollar terms, but will continue to see sequential improvements as a percentage of total revenue.

Finally, in terms of our capital structure, we continue to enhance our liquidity position in order to continue our aggressive pursuit and execution of our strategy and fund the rapid growth of our business.

Since the beginning of 2018, we have closed a $25 million floorplan line with Ally Bank, closed a term loan with Hercules Capital with up to $15 million of availability, and we recently completed a $14 million public offering. In respect to that public offering, we need to explain why we chose to do it at that time. Simply, the opportunity presented itself. It was primarily being offered to retail investors, which was appealing in terms of larger shareholder base and increase trading volume.

We had a number of industry-changing technology developments which Marshall has just discussed with you that we desired to accelerate. We've always operated under the premise that when the opportunity to raise capital presents itself, particularly in a startup, you should seize it.

Finally, balanced all of these thoughts against where the stock was trading and decided that potential upside for the stock that we could create with the access and the utilization of this capital would more than justify the dilution created, and put ourselves in a position to take a longer view of our current business plan and as any potential capital needs are fulfilled. The process from these debt and equity -- the proceeds from these debt and equity transactions are being used for technology development, acquisition of inventory, continued aggressive marketing spend, and for working capital purposes.

As we look forward to the remainder of 2018, we are excited about the opportunities ahead. We are on track to achieve unit sales in excess of 12,000 units for the full-year 2018, which would result in a revenue run rate of more than $150 million by the end of 2018. And our plan is to double unit sales by the end of 2019. We intend to remain intently focused on our objective of revenue and unit growth, sequential quarter-to-quarter increases in profit and margin per unit, and capitalizing on the operating leverage that our capital- and infrastructure-light model provides.

Thank you, and now we'll take questions.

(Operator Instructions). Nehal Chokshi, Maxim Group.

Good quarter, by the way, and great to see the gross profit -- gross margin go up. When we look at the gross profit per unit, it was up 1% Q-over-Q to $796. I think that's great in terms of showing that the gross profit's consistent despite the declining ASP, and that's reflective of the consistent value you guys are delivering to sellers regardless of vehicle ASP.

But you also published this interim data in June that indicated that gross profit per unit was indeed going up into -- especially from the consumer channel and dealer channel. And so, could you help bridge the gap on why we didn't actually see that in terms of consolidated gross profit per unit?

I'm not sure I understand the question.

(laughter) All right. I don't remember the exact numbers that was in that June 8th presentation. But there was gross profit per unit for 1Q to 2Q for the consumer channel, the dealer channel, and auction channel. And that gross profit per unit for the dealer channel and the consumer channel was up a substantial amount. I don't remember how much, but a substantial amount. And so, one would expect that the gross profit per unit on a consolidated basis would be up.

But when I run through the actual quarter numbers that you provided, it looks like it was up only 1% Q-over-Q to $796. So the question is, what's the bridge between those components seemingly having been up significantly as opposed to the consolidated numbers?

Again, I'm confused, so maybe I'll (multiple speakers) stab at it, but I'm not sure I'm going to get to your question. But part of it's mix. There was more dealer and consumer sales in Q1 than in Q2. That would be one answer I'd go with off the top of my head. As far as margin percentage, the dollars were about the same on a blended basis, but the average selling price was down $2,000.

Okay (multiple speakers). What was actually the -- no, no, you answered it. I expected the answer to be mix, actually. What was the actual mix in Q2 then between the three channels?

It was about 7% consumer, about 3% dealer, and the rest was auction to dealers.

Okay.

Something to keep in mind, that the -- one of the delta items is going to be that inventory that we have in cost of sales, that really is inventory that's on the balance sheet, so that $170,000 I talked about is 1.5% of margin.

Got it. Okay (multiple speakers). And then your OpEx, it did jump to $5.5 million. Are there any one-time items or substantial stock-based compensation expense that we should be aware of?

No. Most of it is on marketing spend and technology development. We did increase -- we accelerated our projects, so we do have a -- we don't have as much in the P&L, but we certainly have quite a bit capitalized for new projects. And we did up the market spend, and we'll continue to do so the rest of the year. But there is no real -- maybe stock option expense is a $385,000 number. But other than that, there's no real [non]significant operating expense.

Okay. And then in order -- in the shareholder letter, you did mention that driving percentage of sales to consumers up is a significant focus for driving the margin up. But could you detail what will be done to actually drive percentage of sales to consumers up?

Well, yes. Obviously, when we started on the march to increase consumer sales, which they are increasing dramatically, is the first thing we had to do is we had to have meaningful inventory, because that creates search desire to drive traffic to the website, which you can see what those traffic increases are in the shareholder letter that we provided. So we do anticipate, going forward, a much higher percentage of retail, and the margins are performing yet what our expectations were. But it really was a function of having the inventory, and having the inventory at a place that it was available for sale.

We have several different processes that we do to secure the fact that the customer knows exactly what they are acquiring. We have a condition report process, updated photo process, and so forth. So we clearly see the retail channel as the largest opportunity for growth. But considering we started in November with 122 bikes, we really didn't have meaningful inventory for selection. We are starting to migrate a larger percentage of our marketing budget to the retail channel. Most of it, to date, has been spent on around acquisitions because you can't sell what you don't have, so we had to get the inventory to the levels we are at now.

We have moved to -- we are running fairly consistently over 1,000 vehicles on our website at this time. And keep in mind that is all owned inventory, but we're also turning it extremely fast with a 28-day supply. So we see the retail channel as probably our largest growth opportunity, by far. But keep in mind, we are growing our entire unit sales at a very rapid rate. So even though our percentage of sales doesn't look that much different, it is still in a pretty meaningful number because it had to increase obviously 2.5 times at the same rate that the rest did.

Very true. Okay, thank you very much. I'll yield.

Darren Aftahi, ROTH Capital Market.

This is Dylan on for Darren. A couple for me. On the average selling price, do you still think that there is room -- I know in 1Q, you sort of guided average selling price to roughly, say, $9,000; and then this quarter, it coming in around $7000. So, granted you're seeing stronger demand around those non-Harley-Davidson bikes, do you think there's still room to see ASP increase? Because most of that I would assume would go straight to gross profit.

Yes, Darren, let me cover ASP real quick. Obviously we think the inventory is normalized. We are running anywhere from 50% to 53% Harley-Davidson. Harley-Davidson represents 50% of the current market. So we think we've stabilized to what the market represents.

I would expect -- and we think it's -- well, we've definitely seen it stabilize, because we obviously -- we have 1,000 vehicles in inventory right now and we know where we are at there. I would expect, between inventory mix -- which you know we -- the only thing that drives our inventory mix is the -- what the customer puts into the funnel. And it would make sense, right, that the -- if it's a 50-50 market, it's going to be somewhere around that.

I would expect that from the $7,100, I wouldn't see it going, probably in the near term, plus or minus $500 from that $7,100. Keep in mind, there are seasonality adjustments. We have adjusted average cost right now by about 7% for seasonality -- based on seasonality data that we have. So anyway, that's that piece of it.

One thing I do want to explain, though, or make sure I'm -- I'm sure you understand, but lower ASP is a positive because it drives significant unit sales. And the reason for that is it creates affordability. If you take pretty much any automotive or any vehicle retailer out there today, if you ask them, would you rather have a lower selling price or a higher selling price? The obvious answer is a lower selling price. Because the lower you go, the more people that can afford what you offer to sell.

So, we didn't have any statistics or data really to support where this ended up when we got to a 50-50 mark. Harleys are hanging in about where we expected Harleys to be, but the opportunity to buy really deep on the non-Harley side of it is extremely profitable.

And last thing I'd say on ASP is keep in mind, ASP has come down a significant percentage while margin has gone up. I think anybody can see that that is a significant better model. A couple real quick points. Cost to carry goes down. The ability for us to carry more units at a lesser price increases our opportunities for business. And obviously, at the end of the day, the winner online is always the low-cost provider.

So, although we think we've leveled out, it's around $7,000, we don't see it going much lower. Retail will drive it higher. So as we get a higher retail mix, you'll see that ASP move upwards. But it's purely a function of additional gross margin, if that makes sense.

No, understood, got it. That was helpful. And then as a follow-up, on the strength in cash offers, are you seeing anything in particular that has driven that, outside of a pickup in marketing? And then when you do launch that classified -- I think you called it classified.com, the peer-to-peer lending marketplace -- or peer-to-peer sales marketplace, do you have estimates about how many of those non-accepted cash offers would go to that marketplace? Or do you directly funnel them to them? Just some clarification on how that's going to work.

A two-part question. First piece of it is our actual conversion from cash offer to purchase is holding in with the increased input. And we think that we will continue to increase that -- what we call capture rate over time simply because our data is getting stronger and stronger. And as we can bring in those guardrails of algorithm into being more accurate on valuations, we think that we can dramatically increase that.

To talk about the classified real quick and what the opportunity is. Where this comes from is what -- just to use around numbers, 10% of the people choose to actually transact with us and sell us just right from the cash offer. If they don't accept in the 72 hours, 90% of these people are basically being walked away from, and we're pushing them to the likes of craigslist and so forth.

So the vision here is to not only have a website that's never been produced, but also to keep a higher percentage of the total people under the tent, if you will, of RumbleOn. So what will happen is once that three-day cash offer expires, they will get an immediate opportunity to list with RumbleOn at RumbleOnclassifieds.com.

Why would you want to list there? Well, I won't spend a whole bunch of time, but I will tell you that the level of service is something that hasn't been seen in the listing space. Listing sites today have no desire to have you sell your asset; because once you sell the asset, the opportunity for them to create revenue ceases. And you can tell that by looking at some of the recreational vehicle sites where vehicles have been on for years, not months.

So, what we want to do there is, once they decide to do that, why would you do it? Well, first off, we're going to give them data and information about where they should value their bike that they've never seen before.

Secondly, we'll extend our cash offer for some reasonable period of time so that if they want to try to get more money for it, that's fine. They've already chose to not accept our cash offer; thus, they are going to choose to list. We just want them to list with us so that we can manage that process.

Secondly, why don't listings sell on traditional websites? Primarily they don't because they don't provide financing, and that's what makes -- financing and trades is what makes it totally inefficient. But without spending a bunch of time on that particular piece -- because in future quarters, we're going to have a lot of opportunity to talk about it in depth -- I do want to make perfectly clear that to make no mistake, RumbleOn is about buying and selling thousands of vehicles at what ever price point the free market provides us. And no one can argue that a higher ASP or this additional website is not a smart move to keep these people, like I said, under the RumbleOn tent.

So that's the whole purpose of it. I've always been -- this came from my automotive experience. I've been perplexed even with CarMax, that 70% of the people that go into a CarMax and spend an hour and a half choose to not sell to them for some of the same reasons they don't sell to us: they owe more than it's worth, they think the offer is too low, whatever it might be.

But we want to have a brand at the end of the day that says to a consumer, we'll give you a cash offer -- and by the way, we're the only one that will give you cash offer -- you can look at a Kelley Blue Book or a NADA book and you can shake it until the cows come home, there's not going to be a check falling out of it, okay?

We're the only ones that create -- that give you a cash offer. And then we're going to give you the data to -- if you choose not to do business with us on the cash offer side, we're going to give you the data. And why not monetize that additional 90% of the people that aren't choosing to take our cash offer?

Understood. Just a quick follow up on that. So, they are paying you a fee then to go to that marketplace? Or -- so when they sell, it's almost (technical difficulty) very high on gross margin so it should be accretive to overall gross margin?

What we think we will happen -- first off, yes, there's a listing fee just like anywhere. And keep in mind one important thing, Dylan, is by the time we launch this site, we will have issued over 100,000 cash offers. There will be 90,000 people that we estimate that didn't take our cash offer. Of those, the lion's share still own their asset; it's still sitting in their garage. So we will seed this website with a short-term free offer to everybody since inception that has given us the opportunity to give them a cash offer with a thank you and so on and so forth.

Why is that important? Well, first off, these numbers are about two weeks old, so I might be plus or minus a little. But craigslist is dominant in this space, which that in itself has just always amazed us since we first landed on the powersport space. They have about 23,000 listings nationally and you have to dig to find those. But these are private-party listings only, because that's all we're talking about. Second would be Cycle Trader with about 8,000.

We believe that we could surpass the 23,000 of the number-one position in a fairly short window of time, if not immediately. And that's going to be meaningful from the standpoint of other opportunities to generate additional revenue from advertising, relationships with insurance companies, parts and service companies, all those types of things.

Very good, thank you.

Rommel Dionisio, Aegis.

On their conference call earlier this week, Harley talked about how used bike prices remain soft, and especially with the prospect for potential price increases on new bikes because of the tariffs on aluminum and steel. Are you guys seeing increased velocity for used bike transactions because of this potentially growing gap between new bike prices and used bike prices? Thanks.

Well, because of the price spread of a new bike and the amount of margin that they have, which I don't think the average consumer understands, it's significantly different than a market like automotive. So, we see a tremendous opportunity in the retail channel with late model bikes, especially in the form of Harley-Davidsons, because we can create so much price spread between a new one.

With regards to affecting our business, when new sellers have issues, okay -- whether that's tariffs, whether that's decreasing production or whatever -- it typically always plays well into the preowned space.

Keep in mind, we only play in preowned. So if you take Harley-Davidson as an example, there's estimated over 7 million Harley-Davidsons sitting in people's garages, of which about 3 million of them have current license plates. So that will tell you one thing.

But if Harley reduces their production, if they cut it in half, if they took 75,000 units a year out of the mix, it would take literally decades for it to affect the total pool of available inventory for RumbleOn to participate in. So, problems -- not that we wish anybody any problems -- but problems on the new vehicle side we think, long-term, could actually be a market share opportunity for us to gain market share.

Okay. And just a quick follow-up. With Sturgis coming up just a few days away, not to steal your thunder, but any chance you could give us some quick preview in terms of potential marketing initiatives you guys have planned for next week?

Yes, I'd love to. Of course, the marketing stuff is always the most fun thing that we do, right? We joined with the City of Sturgis this year as the major sponsor of the event. So when you see anything that we produce around that event, we use the logo, the official logo of the 78th rally. We leased a property from the city as part of the transaction that is about a half a city block. And it's directly across the street from Harley-Davidson, which is next to Indian and Polaris and the rest. And we like that relationship because we're not positioning ourselves as a used bike seller. We're positioning ourselves as a marketplace provider, inventory provider.

At that site, we've got all kinds of consumer interaction. You probably will see in our letter, some of the photos, you'll see some of the stuff, but we have all kinds of consumer interaction. Everything from simple things like charging stations for cell phones to $3 beer, that's a good one. The city gave us a nine-day beer permit license, and so we're going to sell beer significantly cheaper than anybody in town. Live music. We have our trucks and trailers there where we have 80-inch flat screens where when you shop at our inventory online, and when you look at a picture of our motorcycle, you're looking at a life-size picture on these 80-inch flat screens.

Obviously we will be generating cash offers, which always do. We'll be incentivizing people to download our application. We give away now -- at all these events, we do a photo for free that people are lining up by the hundreds to get, because we're stamping it with the date and the event that's on it. And so, a lot of people that go to multiple events, as soon as they get there, they are now going to our site -- to our location so that they can get those photographs.

We are going to have a representation of inventory so people can see the quality of the bikes we have, and they would actually be able to buy one and ride it home if they so choose.

And I could go on and on. We have a couple custom bike builders that are there. We really feel that it's a huge opportunity. And keep in mind, depending on whose estimate you looked at, let's say 0.5 million people. Where in marketing do you get the opportunity to find a demographic that 100% of the people, 500,000 people, have the opportunity to see you, and all of them are passionate about what you buy and sell? And, in fact, they are sitting on it and have taken their time off, their vacation and everything to enjoy it.

So, it is super exciting. It's been really, really powerful. We're seeing -- when we first started this a year ago, Sturgis was our first event. We just did it a much smaller scale. We saw a lot of people, and we just felt that long-term it was a great marketing opportunity for us, and we seized the opportunity.

Great. Thanks very much, and best of luck at Sturgis.

Thank you for your participation. This concludes today's conference call. You may now disconnect.