Tuniu Corp (TOUR) 2018 Q2 法說會逐字稿

Good day, and welcome to the Second Quarter 2018 Tuniu Corporation Earnings Conference Call. (Operator Instructions) Please note this event is being recorded. I would now like to turn the conference over to Mary Chen, Investor Relations Director. Please go ahead.

Thank you, Andrew, and welcome to our 2018 second quarter earnings conference call. Joining me on the call today are Donald Yu, Tuniu's Founder, Chairman and Chief Executive Officer; and Maria Xin, our Chief Financial Officer. For today's agenda, management will discuss business updates, operation highlights and financial performance for the second quarter of 2018.

Before we continue, I refer you to our safe harbor statement in the earnings press release, which applies to this call, as we will make forward-looking statements. Also this call includes discussions of certain non-GAAP financial measures. Please refer to our earnings release, which contains a reconciliation of non-GAAP measures to the most directly comparable GAAP measures. Finally, please note that, unless otherwise stated, all figures mentioned during this conference call are in RMB.

I would now like to turn the call over to our Founder, Chairman and Chief Executive Officer, Donald Yu.

Thank you, Mary. Good day, everyone. Welcome to our 2018 second quarter earnings conference call. During the second quarter of 2018, our revenue growth continues to recover with packaged tour revenue increasing 29% year-over-year. Europe continues to recover strongly while other destinations, such as Australia, New Zealand and America, also saw drivers for growth during the second quarter. However, external events impacting a number of our other destinations, such as the Maldives and Bali, continue to affect us and has resulted in [inactive] growth in certain destinations during the second quarter.

Despite such external factors, Tuniu continues to make improvements to its operations in order to develop as a company that is able to effectively capture the future of China's leisure travel industry. With Tuniu's company value of customers first in mind, we continue to innovate technology and create products catered towards our customers' demands. This has allowed Tuniu to better understand our customers' preferences and has allowed us to efficiently increase customer retention by matching suitable products to the right customers at the right time.

During the quarter, we also continued to make strong strides in the development of our sales and service networks. Our sales network continues to help Tuniu expand the reach of our products and services to the greater audience. In addition to increasing our coverage, our sales network also allowed us to create highly targeted campaigns based on the sales channel and the customer demographic within these channels.

We also made strong progress in expanding our service network as guest procurement and our local tour operators both grew during the quarter. Direct procurement as a percentage of our packaged tour GMV reached more than 55% during the second quarter of 2018. We have also successfully transitioned customer demand to our own local tour operators in a number of destinations. For example, in Xiamen, over 90% of our organized tours were served using Tuniu's own local tour operators.

Our emphasis on the service network has allowed Tuniu to better control the quality of products and service offered to our customers compared to traditional platform models. In addition to our direct procurement products and products using our local tour operators, Tuniu is able to receive higher gross profit for these products.

Now I would like to give an update on our strategies in greater detail. I will first start with our offline retail stores, which is one of the central components in our sales network. As of August 2018, we have 308 offline retail stores across China. As we continue to operate our offline retail stores, we are gaining valuable experience. For example, we are able to create more customized marketing campaigns based on the preferences and the cultures within each region. During the first half of 2018, our offline stores contributed more than 13% of our packaged tour GMV.

Also our offline retail stores initially only offered a packaged tour product to our customers. However, because of the differentiated needs of our customers, we have started to offer offline store customers the full range of products, such as air ticketing, hotel booking, customized tours and corporate client booking services. This allows Tuniu to better leverage its diversified product offerings to give our customers in offline retail stores a complete online experience.

Additionally, we are launching a new WeChat mini program developed for our offline retail stores in late August. This mini program is designed to give our offline retail stores the ability to better engage users after their store visits. The mini program will feature personalized recommendations and fully online booking.

By leveraging our operational expertise and expanding our product offerings, we are able to reduce the amount of time it takes for each store to reach profitability. Within a year of launch, most stores are able to fully return their initial investment. As our offline retail model matures, we plan to continue expanding our offline retail store network.

We are also pushing for the integration between our offline platform and the offline retail stores -- between our online platform and offline retail stores so that we can better leverage our advantages in products. Our online platform features products covering a large range of departure and destination cities, so customers can always meet their travel needs through our online platform. Tuniu's offline retail stores are complementary to our full online business and as well as the channel for distributing our online products. After acquiring these customers through our offline stores, we are also able to transition them into our long-term user.

In addition to our offline retail store channels, we continue to make strong progress expanding our other sales channels. For example, our TMC channel continued to maintain its growth momentum during the quarter with revenue increasing over 130% year-over-year. Similarly, GMV contributed by corporate clients has been steadily increasing, accounting for approximately 8% of our total GMV during the quarter.

Tuniu is also developing a number of mini programs integrated with social media platform so that our customers are able to better share their travel experience or itineraries to their social circle. This notably has 2 benefits. First, we are able to better engage younger customers who are active on social media. Second, we are able to leverage these tours to efficiently -- effectively lower our user acquisition costs by reaching into customers' social networks.

Now I would like to talk about our progress in developing our service network. As of July 31, 2018, we have a total of 25 local tour operators, of which 22 are based in China and 3 are based abroad. Products served by our local tour operators have several distinct advantages in terms of product quality and economy of scale. In terms of product quality, the itineraries used by our local tour operators are designed based on user experience. Our itineraries are based on routes that maximize customers' experience.

In addition to designing schedules, we also directly hire the tour guide and prepare the local transportation used during the trip, further enhancing the customer experience during the trip. Economically, our local tour operators are able to quickly reach scale in each region due to Tuniu's large user base. Once we develop a set route, we can quickly gain bargaining power and efficiently scale each local tour operator. We have also successfully integrated our local tour operator products into the travel plans of self-guided tour travelers by allowing customers to sign up for tours as their destination.

Revenues generated from our local tour operators continue to grow at a pace of about 100% year-over-year. During the quarter, once the majority of our direct procurement products in China now utilize our own local tour operators with our service network in place, we are were able to provide standardized and high-quality service to our customers. Financially, our service network is able to help increase Tuniu's overall blended take rate.

We are also working closely with travel bureaus from across the world to create (inaudible) tours. These tours are designed to give customers a complete experience of their destination from local culture and attractions all the way to local cuisines. This is significantly different from traditional travel products designed around tour attractions. These products have been well received by travelers as Chinese consumers' preferences in travel continue to shift from focusing on the price to focusing on the travel experience.

Also Tuniu continued to execute its cost strategy. During the quarter, we continued to face headwinds on a number of fronts. As a result, we expect net revenues to decline year-over-year during the third quarter of 2018. Packaged tour revenues have been negatively impacted in a number of our key international destinations, such as the Maldives, Bali and the Philippines. Domestically, products for (inaudible) were also negatively influenced our revenues.

Our other revenue is expected to experience negative growth due to the requirements to unbundle products, resulting in declining service fees from different companies. Also in order to comply with the stricter standard imposed on the financial industry, we have also made adjustments to our financial service business unit to comply with the changing standards. This is expected to also negatively influence our other revenue for the third quarter. Despite the expected decline, we remain on course to achieve non-GAAP profitability in the third quarter.

Because the travel industry has a contracted supply chain, we believe our commitment to developing our own sales and service network will differentiate Tuniu in the future from our peers within the industry. We will have channels to efficiently reach and acquire users while also protecting the operational capabilities to fully service our customers using our own service network. Combining these 2 networks, we will develop a Tuniu capable of capturing the future demand of China's leisure travel industry.

I will now turn the call over to Mary Xin, our CFO, for the financial highlights.

Thank you, Donald. Hello, everyone. Now I will walk you through our second quarter 2018 financial results in greater detail. Please note that all the monetary amounts are in RMB unless otherwise stated. You can find the U.S. dollar equivalent of the numbers in our earnings release.

Starting from the second quarter 2018. Net revenues were CNY 525.3 million, representing 14% year-over-year growth. Revenues from packaged tours were up 29% year-over-year to CNY 437.6 million and accounted for 83% of our total net revenue for the quarter. The increase was primarily due to the growth of organized tours. Other revenues were down 27% year-over-year to CNY 87.6 million and accounted for 17% of our total net revenue. The decrease was primarily due to the decline in revenues generated from financial services and service fee received from insurance companies.

Gross profit was up 4% year-over-year to CNY 250.8 million for the second quarter of 2018. The increase in gross profit was primarily due to the increase in efficiency resulting from the economies of scale. Operating expenses for the second quarter of 2018 were CNY 371.9 million, down 30% year-over-year. Excluding share-based compensation and amortization of acquired intangible assets, non-GAAP operating expenses were CNY 312 million, representing a year-over-year decrease of 34%.

Research and product development expenses for the second quarter of 2018 were CNY 77 million, down 47% year-over-year. Research and product development expenses as a percentage of net revenues were 15% in the second quarter of 2018, decreasing from the 32% in the corresponding period in 2017. The decrease was primarily due to the increase in efficiency resulting from economies of scale and the refined management and optimization of research and product development personnel.

Sales and marketing expenses for the second quarter of 2018 were CNY 173.6 million, down 22% year-over-year. Sales and marketing expenses as a percentage of net revenues were 33% in the second quarter of 2018, decreasing from the 48% in the corresponding period in 2017. The decrease was primarily due to the optimization of promotional expense structure and the preference for marketing channels with higher ROI.

General and administrative expenses were CNY 129.3 million in the second quarter of 2018, down 22% year-over-year. General and administrative expenses as a percentage of net revenues were 25% in the second quarter of 2018, decreasing from the 36% in the corresponding period in 2017. The decrease was primarily due to the increase in operating efficiency resulting from the economies of scale and the refined management.

Net loss attributable to ordinary shareholders was CNY 79.6 million in the second quarter of 2018. Non-GAAP net loss attributable to ordinary shareholders, which excludes share-based compensation expense and amortization of acquired intangible assets, was CNY 19.4 million in the second quarter of 2018.

As of June 30, 2018, the company had cash and cash equivalents, restricted cash and short-term investments of CNY 1.9 billion. In the second quarter, excluding the impact of the payment to Hainan Airlines Tourism, cash conversion cycle was negative 27 days, the same as the corresponding period last year. Cash flow generated from the operations for the second quarter of 2018 were CNY 300.3 million. Cash flow expenditures for the second quarter of this year were CNY 28.8 million.

For the third quarter of 2018, Tuniu currently expects to generate RMB 726 million to RMB 766 million of net revenues, which represents 5% to 10% decrease year-over-year. Please note that the forecast reflects Tuniu's current and preliminary view on the industry and its operations, which is subject to change.

Thank you for listening. We are now ready for your questions. Operator?

(Operator Instructions) The first question comes from Juan Lin of 86Research.

My first question is on macro. I'm wondering if you have -- whether you have noticed any changes in travel demands due to the recent dramatic fluctuation in foreign exchange rate and other macro factors. And the second question is on your guidance. Could you please break down your third quarter guidance and elaborate the factors behind the year-over-year decline in Q4 revenue outlook? And also any color on Q4 outlook will be helpful. (foreign language)

(foreign language)

The travel sector overall is often influenced by external factors. So during the third quarter, a number of our destinations were negatively impacted by certain external factors, such as floods or volcano eruptions. So because of these external factors, a number of our customers were forced to change their trips. So during the third quarter of this year, the number of external events that's occurring is a lot more than the amount of events last year. But however, we believe these events are temporary and short-lived in duration. As for your question about currency, we believe there is a certain amount of factor that has impacted travel demands due to currency. But we believe this is not a significant part. And combining these 2 factors, we believe the change in demand is a short-term influence. And we believe we should focus more on the long-term competitive advantage of Tuniu.

So for your second question, the guidance for the third quarter, there are 3 main reasons that impact our third quarter. First is our other revenue is expected to experience negative growth due to the requirement to unbundle products. It will impact our insurance service fees received from the insurance companies. Second, in order to comply with the stricter standards imposed to financial industry, we have also made some restructure for our financial service business to comply the change in standards. So the other revenue in the third quarter will be expect to have 35% to 45% decrease year-on-year. So this is the main reason that impacts our guidance. And lastly, for the packaged tour revenues, also will be a negative impact in the number of the key destinations, as we already have mentioned, such as Maldives, Bali and some destinations domestically and overseas.

Also do you have any early read on the Q4 performance?

Sorry, we only give the guidance for the next quarter currently. So if we see some other change, we will announce earlier. So one thing, let me add on, so despite of the headwinds in some destinations and the impacts in our other revenues, so we are remaining on track of achieving a non-GAAP profitability for the third quarter this year.

(Operator Instructions) The next question comes from [Elaine Hu], a private investor.

I see there is a recovery in growth during the second quarter. Can you give me more details on the revenue distribution in terms of destinations?

Okay, thank you for your questions. So we see some destinations have healthy growth in the second quarter, such as Europe, the strong recovery in the second quarter. And also the Australia, America, the growth rate is also much higher than our growth rate. Because of the impacts that happened in certain destinations, so the Maldives and Bali, so the distribution of our destinations a little bit changed in the last quarter. Currently, domestic tours contributed about 1/3 of the total gross bookings. So Europe contributed 20%; and Southeast Asia, 10%; Japan, around 10%; the coastlines, 8%; and the islands, except the Maldives, about 5%; America, also 5%. And we see the Australia and the New Zealand together, slightly less than 5% in the last quarter.

The next question comes from Vicky Wu of ICBC.

My first question is regarding the future of group travel for the company. Do we have any strategies to improve the monetization capabilities on the platform as the unbundling regulations negatively impact our revenue and the margin? And the second question is regarding the guidance. When do we expect the recovery of those certain destinations? And do we have any strategies to shift the demand to other destinations like that?

(foreign language)

The influence of the unbundling policy has impacted us for the past few quarters. But however, we believe it should be also temporary in nature. In the long term, we believe the revenue from our other revenue will stabilize in the long run. However, we are introducing a number of other value-added services to our products, such as membership. This has helped us grow our other revenue.

(foreign language)

Okay. In terms of our strategy, we will focus first on developing our sales network. So this is divided into 3 components. The first component is our offline stores. We continue to make excellent progress in increasing the number of stores. By the end of the year, we target 500 stores across China, so -- and as many investors can see, offline stores as a percentage of our GMV is on the rise. The second channel where we want to put an increased emphasis is corporate clients. TMC and our other corporate client channels has been growing relatively quickly and has maintained its high growth rate. By having corporate clients, we are able to cross-sell a number of travel products to them, including like team building tours and so on. So we expect this corporate channel to continue growing relatively quickly. And we believe there's still a lot of room to grow. The last form of channel is social media. One of the ways we try to reengage with our customers is through the WeChat ecosystem. It has a lot of tools that we could use to actively engage with our users. So this is another form of channel that we are making a push in.

(Operator Instructions) The next question comes from [William Wan] of [Blue Sky].

I see Tuniu's offline retail stores expanded very quickly and recently. What's your offline store expansion plans for the second half of 2018? Should we expect a significant increase in expenses? What's the difference between traditional client stores and Tuniu's stores?

(foreign language)

By the end of this year, we plan to have 500 stores. As to your question about the difference between our stores and the other stores, we divide this into 3 parts. First of all, our offline retail stores offer all of our products from online. So originally, when we first launched our retail stores, we primarily only offer organized tours. Now we offer everything we have online. So this includes corporate booking services, photo tours, air ticketing, hotel booking and [distribution] of services (inaudible). So our services are generally divided into 2 types. First is dedicated customer service and the second part is professional customer service. So the dedicated customer service are often located within these offline retail stores. They are able to solve the general questions for the consumer. However, when the question gets too complex or the request is too complex, we could directly send questions to our professional customer service, which are generally located at our call centers and our headquarters. As for the third part, our offline stores are highly efficient in the sense that they could utilize a lot of the tools we developed internally. So this includes APPs, our (inaudible) APPs, a number of mini apps and a number of customer management systems and other internal systems. So this allows our offline retail stores to highly efficiently grow, so -- and this ultimately combine to make a complete O2O system.

I have one more question. With the current state and the future plans for direct procurement and the tour operators, when can we expect them to make more meaningful contribution to our financials?

(foreign language)

During the quarter, direct procurement as a percentage of our packaged tour was 55%. We are currently focusing on making breakthroughs in the direct procurement within our Southeast Asia. We believe this is an ideal place to start, given the relatively easy -- ease of policy as well as close proximity to China. We are transitioning our products from forming tour groups at the departure city to forming tour groups at the destination. We believe this model has a lot of opportunity by combining air tickets with local tours. So overall, we believe this will bring some improvements to our margins in the long run.

This concludes our question-and-answer session. I would like to turn the conference back over to Maria Xin for any closing remarks.

Once again, thank you for joining us today. Please don't hesitate to contact us if you have any further questions. Thank you for your continued support. And we look forward to speaking with you in the coming months. Thank you.

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