Q3 2024 La-Z-Boy Inc Earnings Call
Greetings, everyone and welcome to the Lazy Boy fiscal 'twenty 'twenty fall third quarter conference call.
Operator: Greetings everyone, and welcome to the La-Z-Boy fiscal 2024 third quarter conference call. At this time, all participants have been placed in a listen-only mode, and the floor will be open for questions after the presentation. If anyone should require operator assistance during the conference, please press star zero on your phone.
At this time, all participants have been placed in a listen only mode and the floor will be opened for questions. After the presentation. If anyone should require operator assistance. During the conference. Please press star zero on your phone keypad. Please note. This conference is being recorded I will now turn the conference over to your host.
Operator: Please note, this conference is being recorded. I will now turn the conference over to your host, Mark Becks, CFA, of La-Z-Boy Incorporated. You may begin.
Mark Becks CFA of La Z Boy incorporated you may begin ma'am.
Mark Becks: Thank you, Jenny. Good morning, everyone, and thanks for joining us to discuss our fiscal 2024 third quarter. With us today are Melinda Whittington, La-Z-Boy Incorporated's President and Chief Executive Officer, and Bob Lucian, La-Z-Boy's SVP and CFO. Melinda will open and close the call, and Bob will speak to segment performance and the financials midway through. We will then open the call to questions. Slides will accompany this presentation, and you may view them through our webcast link, which will be available for one year. And a telephone replay of the call will be available for one week beginning this afternoon.
Mark Becks: Thank you Jenny good morning, everyone and thanks for joining us to discuss our fiscal 2020 for third quarter.
Mark Becks: With us today are Melinda Whittington, Lazy boy incorporated President and Chief Executive Officer, and Bob pollution.
Mark Becks: Lazy boys SVP and CFO.
Melinda D. Whittington: Melinda will open and close the call and Bob will speak to segment performance and our financials midway through.
Speaker Change: We will then open the call to questions slides will accompany this presentation and you may view them through our webcast link which will be available for one year and a telephone replay of the call will be available for one week beginning this afternoon.
Mark Becks: Before we begin the presentation, I would like to remind you that some statements made in today's call included forward-looking statements about La-Z-Boy's future performance and other matters. Although we believe these statements to be reasonable, our actual results could differ materially. The most significant risk factors that could affect our future results are described in our annual report on Form 10-K. We encourage you to review those risk factors as well as other key information detailed in our SEC filing. Also, our earnings release is available under the News Events tab on the Investor Relations page of our website and includes reconciliations of certain non-GAAP measures, which are also included as an appendix at the end of our conference call slide deck. With that, I will now turn the call over to Melinda Whittington, La-Z-Boy Inc. President and Chief Executive Officer. Thank you, Melinda.
Melinda D. Whittington: Before we begin the presentation I would like to remind you that some statements made in today's call included forward looking statements about lazy boys future performance and other matters.
Melinda D. Whittington: Although we believe these statements to be reasonable our actual results could differ materially.
Melinda D. Whittington: Most significant risk factors that could affect our future results are described in our annual report on Form 10-K.
Melinda D. Whittington: We encourage you to review those risk factors as well as other key information detailed in our SEC filings.
Also our earnings release is available under the news events tab on the Investor Relations page of our website and includes reconciliations of certain non-GAAP measures, which are also included as an appendix at the end of our conference call slide deck.
Melinda D. Whittington: With that I will now turn the call over to Melinda Whittington Lazy Boy incorporated President and Chief Executive Officer Melinda.
Melinda D. Whittington: Thank you, Mark, and good morning, everyone. Yesterday, following the close of the market, we reported results for our January-ended third quarter. Highlights for the quarter included consolidated delivered sales of $500 million, up 5% versus our most recent pre-pandemic third quarter and down 13% versus the prior year, which benefited from delivering the above-normal pandemic backlog. Total Consolidated Non-GAAP Gross Margin was up 140 basis points year-over-year with gross margin expansion across all segments, non-GAAP operating margin of 6.6%, and non-GAAP EPS of 67 cents. Strong operating cash flow of $48 million for the quarter, bringing us up to $105 million year-to-date, and continued progress against our Century Vision growth strategy, including completing the acquisition of a six-store independent La-Z-Boy Furniture Galleries network in the Midwest and signing an agreement to acquire another two-store independent network in Florida in the fourth quarter. The overall furniture and home furnishings industry is in a continued slowdown as housing turnover remains at historic lows driven by challenging interest rates and housing affordability.
Melinda D. Whittington: Thank you Mark and good morning, everyone.
Melinda D. Whittington: Yesterday following the close of market. We reported results for January ended third quarter highlights for the quarter included consolidated delivered sales of $500 million up 5% versus our most recent pre pandemic third quarter and down 13% versus prior year, which benefited from delivering the.
Melinda D. Whittington: Above normal pandemic backlog.
Melinda D. Whittington: Total consolidated non-GAAP gross margin up 140 basis points year over year with gross margin expansion across all segments.
Melinda D. Whittington: non-GAAP operating margin of six 6%.
Melinda D. Whittington: non-GAAP EPS of <unk> 67 cents.
Melinda D. Whittington: Strong operating cash flow of $48 million for the quarter, bringing us up to $105 million year to date.
Melinda D. Whittington: And continued progress against our century vision growth strategy, including completing the acquisition of six still have a sixth store independent La Z Boy furniture galleries network in the Midwest and signing an agreement to acquire another two store independent network in Florida in the fourth quarter.
Melinda D. Whittington: The overall furniture and home furnishings industry isn't a continued slowdown as housing turnover remains at historic lows driven by challenging interest rates and housing affordability.
Melinda D. Whittington: January, the third month of our quarter, was further affected by winter weather events across much of the U.S., which had a negative impact on traffic and related written sales at our retail stores across the central U.S. These winter weather events in the second and third weeks of January also caused multiple days of manufacturing shutdowns in our U.S. assembly plants, where the majority of our product is manufactured, and disruption to our distribution, temporarily impacting our ability to produce and deliver products and causing our delivered sales and profits to fall short of the low end of our guidance range for the quarter. After January's weather disruptions, production and deliveries are now back to normal in the fourth quarter as we focus on serving our customers and consumers with the high quality, comfortable products they expect from us.
Melinda D. Whittington: January the third month of our quarter was further affected by winter weather events across much of the U S, which had a negative impact on traffic and related written sales at our retail stores across the central U S.
Melinda D. Whittington: These winter weather events in the second and third weeks of January also caused multiple days of manufacturing shutdowns in our U S Assembly plants, where the majority of our product is manufactured.
Melinda D. Whittington: And disruption to our distribution temporarily impacting our ability to produce and deliver products and causing our delivered sales and profits to fall short of the low end of our guidance range for the quarter.
Melinda D. Whittington: After january's weather disruptions production deliveries are now back to normal in the fourth quarter as we focus on servicing our customers and consumers with the high quality comfortable products they expect from us.
Melinda D. Whittington: Recapping, our third quarter written sales trends total written sales for our company owned retail segment were down 2% versus last year's strong third quarter.
Melinda D. Whittington: Recapping our third quarter written sales trends, total written sales for our company-owned retail segment were down 2% versus last year's strong third quarter; written same-store sales for our company-owned retail segment in the third quarter declined 8% versus the prior year. Same-store sales grew in both November and December but declined in January versus a year ago, impacted by softening traffic against the strong January 23 comparison period and the winter weather. Although retail performance fell short of expectations due to this depressed traffic, store-level execution continues to be very strong. Conversion rates, average ticket, and design sales metrics were all improved, even versus last year's strong quarter. Written same store sales for the entire La-Z-Boy Furniture Galleries network of 353 stores followed similar patterns for the quarter and declined 6% versus the prior year.
Melinda D. Whittington: Written same store sales for our company owned retail segment in the third quarter declined 8% versus the prior year.
Melinda D. Whittington: Same store sales grew in both November and December but declined in January versus year ago impacted by softening traffic against the strong January 23 comparison period and the winter weather.
Melinda D. Whittington: Although retail performance fell short of expectations due to this depressed traffic.
Melinda D. Whittington: Store level execution continues to be very strong.
Melinda D. Whittington: Conversion rates average ticket and design sales metrics were all improved even versus last year's strong quarter.
Melinda D. Whittington: Written same store sales for the entire lazy boy, a furniture galleries network of 353 stores, followed similar patterns for the quarter and declined 6% versus prior year.
Melinda D. Whittington: Against the backdrop of a 7% industry contraction during our third quarter, our stores executed well and we expect to continue to drive comparatively positive results going forward on the strength of our brand and our execution and our lazy boy furniture galleries.
Melinda D. Whittington: Against a backdrop of a 7% industry contraction during our third quarter, our stores executed well, and we expect to continue to drive comparatively positive results going forward on the strength of our brand and our execution in our La-Z-Boy furniture gallery. For the first nine months of our fiscal year, written same-store sales across our entire network were down 1%, while the industry was down 7%. And importantly, our fourth quarter is off to a solid start with President's Day results for company-owned stores coming in on track with our expectations for the fourth quarter. Turning to Joybird, written sales declined 14% in the quarter versus a year ago as the online furniture market continues to be challenged consistent with the broader furniture industry.
Melinda D. Whittington: For the first nine months of our fiscal year written same store sales across our entire network were down 1%, while the industry was down 7%.
Melinda D. Whittington: And importantly, our fourth quarter is off to a solid start with President's day results for our company owned stores coming in on track with our expectations for the fourth quarter.
Turning to enjoy bird written sales declined 14% in the quarter versus a year ago as the online furniture market continues to be challenged consistent with a variety of furniture industry.
Melinda D. Whittington: Yes.
Melinda D. Whittington: As we navigate this environment, we remain focused on providing innovative high quality products for our customers and consumers.
Melinda D. Whittington: As we navigate this environment, we remain focused on providing innovative, high-quality products for our customers and consumers. Favorable demographics, including the structural housing shortage and anticipated interest rate reductions later in the year, will ultimately drive the return to a more normalized furniture demand, likely in the back half of our fiscal 25. On the foundation of our strong financial position and prudent management, we continue to strategically invest in strengthening our business for the long term as part of our Century Vision growth strategy and prepare to harness those positive trends when they emerge even as we navigate near-term industry challenges. Recall, our Century Vision is our strategic framework setting up La-Z-Boy Inc. for our next 100 years as we celebrate our first century in 2027.
Melinda D. Whittington: Favorable demographics, including the structural housing shortage and anticipated interest rate reductions later in the year will ultimately drive the return to a more normalized furniture demand likely in the back half of our fiscal 'twenty five.
Melinda D. Whittington: On the foundation of our strong financial position and prudent management, we continued to strategically invest in strengthening our business for the long term as part of our century vision growth strategy and prepare to harness those positive trends when they emerge even as we navigate near term industry challenges.
Melinda D. Whittington: Yes.
Melinda D. Whittington: Recall, our central vision is our strategic framework setting up lazy boy incorporated for our next 100 years as we celebrate our first century in 2027.
Melinda D. Whittington: This is measured by our intention to grow top line at a pace double the market and deliver consistent double-digit operating margins over the long term. A cornerstone to our Century Vision is expanding our La-Z-Boy brand reach. An imperative pillar of this expansion is growing our La-Z-Boy Furniture Galleries network and our own company-owned retail portion of that network through new stores, acquired stores, and remodels to provide an outstanding end-to-end consumer experience. Our total network currently stands at 353 stores, up 7 from a year ago, and we see potential for continued expansion up to approximately 400 stores over the next several years. In addition, we are increasing the number of company-owned stores, which now total 184 and represent 52% of our entire network. Notably, we have nearly doubled our company-owned store count over the past decade and continue to see meaningful opportunities for expansion. During the quarter, we opened one new store and completed the acquisition of an independent La-Z-Boy Furniture Galleries network of six stores across Illinois and Indiana.
This is measured by our intention to grow top line at a pace double the market and deliver consistent double digit operating margins over the long term.
Melinda D. Whittington: A cornerstone to our central vision is expanding our lazy boy brand reach and imperative pillar of this expansion is growing our lazy boy furniture galleries network and our own company owned retail portion of that network through new stores acquired stores and Remodels to provide an.
Melinda D. Whittington: <unk> end to end consumer experience.
Melinda D. Whittington: Our total network currently stands at 353 stores up seven from a year ago.
Melinda D. Whittington: And we see potential for continued expansion up to approximately 400 stores over the next several years.
Melinda D. Whittington: Further we are increasing the number of company owned stores, which now total 184 and represent 52% of our entire network.
Melinda D. Whittington: Notably we have nearly doubled our company owned store count over the past decade, and continue to see meaningful opportunity for expansion.
Melinda D. Whittington: During the quarter, we opened one new store and completed the acquisition of an independent La Z Boy furniture galleries network of six stores across Illinois and Indiana.
Melinda D. Whittington: In addition, in January, we signed an agreement to acquire an additional two-storey network from an independent dealer in Florida, scheduled to close in the fourth quarter. Completing this acquisition will bring our total to 11 acquired stores in fiscal 24. As a reminder, these store acquisitions are immediately accretive to our profitability and allow the company to benefit from the integrated wholesale retail margin. As we grow our company-owned retail, our vertically integrated and primarily North American-based supply chain will become an even more meaningful differentiator versus many competitors in the industry, as we are able to deliver high-quality custom furniture with strong speed to market. A second key pillar of expanding La-Z-Boy brand reach is our Long Live the La-Z-Brand campaign that launched last August. Long Live the Lazy is our most data-driven marketing campaign in the company's history, leveraging consumer insights and our brand heritage of comfort and quality to connect with a broader consumer base.
Melinda D. Whittington: Further in January we signed an agreement to acquire an additional two store network from an independent dealer in Florida scheduled to close in the fourth quarter.
Melinda D. Whittington: Completing this acquisition will bring our total to 11 acquired stores in fiscal 'twenty four.
Melinda D. Whittington: As a reminder, these four acquisitions are immediately accretive to our profitability and allow the company to benefit from the integrated wholesale retail margin as.
Melinda D. Whittington: As we grow our company owned retail our verdict are vertically integrated and primarily North American based supply chain will become an even more meaningful differentiator versus many competitors in the industry as we are able to deliver high quality custom furniture with strong speed to market.
Melinda D. Whittington: A second key pillar of expanding lazy boy brand reach is a long lived the lazy brand campaign that launched last August long lived the lazy as are most database marketing campaign in the company's history, leveraging consumer insights and our brand heritage of comfort and quality to connect with the broader consumer base.
Melinda D. Whittington: Yes.
Melinda D. Whittington: Our goal is to build top-of-mind awareness, relevance, and updated perceptions of the brand. And while the impacts of the campaign are expected to gain momentum over time, our early data shows that the new campaign is already driving meaningful results in brand awareness, consideration, and purchase intent. Also encouraging are the indications that this campaign is catching the attention of younger consumers.
Melinda D. Whittington: Our goal is to build top of mind awareness relevance and updated perceptions of the brand.
Melinda D. Whittington: And while the impacts of the campaign are expected to gain momentum over time, our early data shows that the new campaign is already driving meaningful results in brand awareness consideration and purchase intent.
Melinda D. Whittington: Also encouraging are the indications to this campaign is catching the attention of younger consumers.
Melinda D. Whittington: Beyond our lazy boy brand to deliver a century vision, we continue to optimize joy bird to deliver a balance of sales growth and profitability and we're pleased to see delivered sales grow in the quarter compared to a year ago and progress made toward profitability.
Melinda D. Whittington: Beyond our La-Z-Boy brand, to deliver our Century Vision, we continue to optimize Joybird to deliver a balance of sales growth and profitability, and we're pleased to see delivered sales grow in the quarter compared to a year ago and progress made toward profitability. The brand continues to have a significant opportunity to grow share, which will be our focus as we make prudent investments. Joybird currently operates 12 stores, with the November opening of our newest store in Portland, Oregon.
Melinda D. Whittington: The brand continues to have significant opportunity to grow share, which will be our focus as we make prudent investments.
Melinda D. Whittington: <unk> currently operates 12 stores with the November opening of our newest store in Portland, Oregon, and we have identified a total of 25 potential locations over the intermediate term with our expansion pace, depending on opportunities in real estate and overall market conditions.
Melinda D. Whittington: And we have identified a total of 25 potential locations over the intermediate term, with our expansion paced depending on opportunities in real estate and overall market conditions. And finally, across our entire enterprise, we continue to progress on building a more agile business model. Now that we have successfully lowered our unprecedented backlog to a more normalized level, we are meaningfully improving plant productivity. Over the past year, we have made decisions to further optimize our global supply chain by closing assembly plants in Torreon and Ramos, Mexico, and shifting cut and sew activities back to Ramos, enabling the closure of our Paras, Mexico operation. These strategic decisions are made possible through continued productivity improvements achieved across the remainder of our plant network. Now, I will turn the call over to Bob to review the results in more detail. Bob?
Melinda D. Whittington: And finally across our entire enterprise, we continued to progress on building a more agile business model now.
Melinda D. Whittington: Now that we have successfully lowered our unprecedented backlog to a more normalized level, we are meaningfully improving plant productivity over the past year. We have made decisions to further optimize our global supply chain by closing assembly plants in Torreon, and Ramos, Mexico, and shifting cut and sew activities back to Ron.
Melinda D. Whittington: Most enabling the closure of our Paris, Mexico operations.
Melinda D. Whittington: These strategic decisions are made possible through continued productivity improvements achieved across the remainder of our plant network.
Melinda D. Whittington: And now let me turn the call over to Bob to review the results in more detail Bob.
Robert Gerard Lucian: Thank you, Melinda, and good morning, everyone. As a reminder, we present our results on both a GAAP and non-GAAP basis. We believe the non-GAAP presentation better reflects underlying operating trends and performance of the business. Non-GAAP results exclude items which are detailed in our press release and in the appendix section of our conference call slide.
Bob: Thank you Melinda and good morning, everyone.
Bob: As a reminder, we presented results from both the GAAP and non-GAAP basis.
Bob: We believe the non-GAAP presentation, better reflects underlying operating trends and performance of the business.
Bob: non-GAAP results exclude items, which are detailed in our press release and in the table.
Bob: Next section of our conference call slides.
Bob: On a consolidated basis fiscal 2000 and for third quarter sales decreased 13% to $500 million versus the prior year as trends returned to more seasonal levels. Following the historically high comparative period in the prior year, which benefited from delivering the above normal pandemic backlog.
Robert Gerard Lucian: On a consolidated basis, Fiscal 24 third quarter sales decreased 13% to $500 million versus the prior year as trends returned to more seasonal levels following a historically high comparative period in the prior year, which benefited from delivering the above-normal pandemic backlog. As a reminder, last fiscal year benefited from an approximately $300 million increase in delivered sales due to the delivery of the backlog of COVID-related furniture orders. Consolidated GAAP operating income decreased to $33 million, and non-GAAP operating income was $33 million, a decrease of 38% versus last year's third quarter. Consolidated gap operating margin was 6.5%, and non-gap operating margin was 6.6%, reflecting a 270 basis point decline versus last year, primarily resulting from fixed cost de-leverage on lower delivered sales. Gap diluted EPS was $0.66 for the third quarter versus $0.74 in the prior year quarter. Non-GAP diluted EPS was 67 cents in the current year quarter versus 91 cents last year.
Bob: As a reminder, last year fiscal last fiscal year benefited by an approximately $300 million increase in delivered sales due to the delivery of backlog of Covid related furniture orders.
Bob: Consolidated GAAP operating income decreased to $33 million and non-GAAP operating income was $33 million.
Bob: A decrease of 38% versus last year's third quarter.
Consolidated GAAP operating margin was six 5% and non-GAAP operating margin was six 6%, reflecting a 270 basis point decline versus last year, primarily resulting from fixed cost deleverage on lower delivered sales.
Bob: GAAP diluted EPS was <unk> 66 for the third quarter versus 74 in the prior year quarter.
Bob: non-GAAP diluted EPS was <unk> 67 in the current year quarter versus <unk> 91 last year.
Bob: As I move to the segment discussion my comments from here will focus on our non-GAAP reporting unless specifically stated otherwise.
Robert Gerard Lucian: As I move to the segment discussion, my comments from here will focus on our non-GAAP reporting, unless specifically stated otherwise. Starting with the retail segment, for the quarter, it delivered sales of $205 million, an 18% decrease over the prior year's third quarter, which benefited from higher deliveries of backlog. While weather events in January during this year's third quarter negatively impacted our ability to deliver products, importantly, sales were 22% higher than our fiscal 2020 third quarter, a 5% compound annual growth rate over that four-year period. The retail non-gap operating margin decreased to 10.9% versus 17.6% in the prior year quarter.
Bob: Starting with the retail segment for the quarter delivered sales were $205 million, an 18% decrease over the prior year's third quarter, which benefited from higher deliveries of backlog.
Bob: While weather events in January during this year's third quarter negatively impacted our ability to deliver product.
Bob: Importantly, sales were 22% higher than our fiscal 2023rd quarter, a 5% compound annual growth rate over that four year period.
Bob: Retail non-GAAP operating margin decreased to 10, 9% versus 17, 6% in the prior year quarter.
Robert Gerard Lucian: Gross margin improvements in the favorable shift in product mix were more than offset by a higher SG&A as a percentage of sales with fixed costs de-leveraged due to lower delivered sales volume. Retail margins were also negatively impacted by winter weather preventing the production and delivery of retail orders written earlier in the quarter. For our wholesale segment, delivered sales for the quarter declined to $356 million, a 13% decrease versus the prior year period, which benefited from pandemic backlog production and delivery. Additionally, delivered sales were negatively impacted by lost production due to multiple days of plant shutdowns at our U.S. assembly plants as a result of the winter weather conditions across the central U.S. in mid-January. Non-Gap Operating Margin for the Wholesale Segment was 6.4% vs. 6.6% in last year's third quarter, reflecting strong gross margin improvement, which was more than offset by fixed costs to leverage on lower sales and higher marketing to support the Long Live the Lazy campaign across all channels.
Bob: Gross margin improvements and a favorable shift in product mix were more than offset by a higher SG&A as a percentage of sales with fixed cost deleverage due to lower delivered sales volume.
Bob: Retail margins were also negatively impacted by winter weather, preventing the production and delivery of retail orders written earlier in the quarter.
Bob: For our wholesale segment delivered sales for the quarter declined to $356 million, a 13% decrease versus the prior year period, which benefited from pandemic backlog production and deliveries.
Bob: Additionally, delivered sales were negatively impacted by loss production due to multiple days of plant shutdowns at our U S Assembly plants as a result of the winter weather conditions across the Central U S. In mid January.
Bob: non-GAAP operating margin for the wholesale segment was six 4% versus six 6% in last years third quarter, reflecting strong gross margin improvement, which was more than offset by fixed cost deleverage on lower sales and higher marketing to support the long lived the lazy campaign across all channels.
Bob: Gross margin improved from lower input costs, including improved sourcing and reduced commodity prices, partially offset by selective pricing actions and temporary plant inefficiencies from winter weather effects in January and temporary inefficiencies related to our Mexico supply chain optimization project, which remains on track to.
Robert Gerard Lucian: Gross margin improved from lower input costs, including improved sourcing and reduced commodity prices, partially offset by selective pricing actions and temporary plant inefficiencies from winter weather effects in January and temporary inefficiencies related to our Mexico supply chain optimization project, which remains on track to be completed by the beginning of fiscal 25. Joybird reported in Corporate & Other had delivered sales of $34 million, an 18% increase versus the prior year quarter, driven by a mix in pricing benefits in comparison against a challenge-based period. Joybird made meaningful progress on improving profitability in the quarter with a strengthened product mix and an improved return on advertising spend.
Bob: And be completed by the beginning of fiscal 'twenty five.
Bob: <unk> reported in corporate and other had delivered sales of $34 million, an 18% increase versus the prior year quarter, driven by mix and pricing benefits in comparison against a challenge base period.
Bob: You referred me Joy bird made meaningful progress on improving profitability in the quarter with strengthened product mix and improved return on advertising spend.
Bob: Putting all this all of this together for the quarter <unk>.
Robert Gerard Lucian: Putting all of this together for the quarter, consolidated non-GAAP gross margin approved across all reportable segments and for the entire Inc. company improved by 140 basis points versus the prior year third quarter. Gross margin expansion was attributed to lower input costs from improved sourcing and reduced commodity prices, partially offset by selective pricing actions and plant inefficiencies resulting from winter weather events in January. Additionally, to note, at the beginning of this fiscal year, we made a voluntary reclassification of certain distribution costs from SG&A to cost of sales. At the same time, we retrospectively adjusted our historical numbers so that comparisons are on a consistent basis. Thus, the 140 basis point improvement in gross margin reflects real underlying growth. SG&A non-GAAP expense dollars decreased $3,000,000 year-over-year and $5 million sequentially from the second quarter.
Bob: Consolidated non-GAAP gross margin improved across all reportable segments and for the entire company improved by 140 basis points versus the prior year third quarter.
Bob: Gross margin expansion was attributed to lower input costs from improved sourcing and reduced commodity prices, partially offset by selective pricing actions and plant inefficiencies, resulting from winter weather events in January.
Bob: To note at the beginning of this fiscal year, we made a voluntary reclassification of certain distribution costs from SG&A to cost of sales.
Bob: At the same time, we retrospectively adjusted our historical numbers. So the comparisons are on a consistent basis.
Bob: Thus the 140 basis point improvement in gross margin reflects real underlying growth.
Bob: SG&A non-GAAP expense dollars decreased $3 million.
Bob: Year over year, and $5 million sequentially from the second quarter.
Robert Gerard Lucian: Non-GAAP SG&A as a percentage of sales for the third quarter increased by 410 basis points compared with the same period last year, primarily due to sales deleverage against last year's backlog-aided top-line results. Our effective tax rate on a gap basis for the third quarter was 20.2% compared to 27.7% for the prior year period, favorably impacted by the return-to-provision adjustment, primarily related to an increase in U.S. R&D tax credits and a reduction in taxes on foreign earnings. Absent these discrete items, the effective tax rate would have been 25.6%. Recall, our effective tax rate varies from the 21% federal statutory rate, primarily due to state taxes.
Bob: non-GAAP SG&A as a percentage of sales for the third quarter increased by 410 basis points compared with the same period last year, primarily due to sales deleverage against last year's backlog aided topline results.
Bob: Our effective tax rate on a GAAP basis for the third quarter was 22% compared to 27, 7% for the prior year period.
Bob: Favourably impacted by return to provision adjustments primarily related to an increase in U S. R&D tax credits and a reduction in taxes on foreign earnings.
Bob: Absent these discrete items the effective tax rate would have been 25, 6%.
Bob: Recall, our effective tax rate varies from the 21% federal statutory rate primarily due to state taxes.
Robert Gerard Lucian: We expect our effective tax rate to be in the range of 25 to 25.5% for the full fiscal 2024. Turning to liquidity, we entered the quarter with a robust balance, $333 million in cash and no externally funded debt. We generated $48 million in cash from operating activities in the corridor.
Bob: We expect our effective tax rate to be in the range of 25% to 25, 5% for the full fiscal 2024.
Bob: Turning to liquidity, we ended the quarter with a robust balance sheet.
Bob: $333 million in cash and no externally funded debt.
Bob: We generated $48 million in cash from operating activities in the quarter.
Robert Gerard Lucian: Solid cash generation was primarily driven by profit performance and improved cash collection. Through the first three quarters, cash flow from operations was $105 million, down from last year due to lower sales after fulfilling our pandemic backlog, but still at very healthy levels. We spent $12 million in capital expenditures during the quarter, primarily related to retail store openings and remodels and upgrades at our manufacturing and distribution facilities. We also spent $18 million on the acquisition of a six-storey independent La-Z-Boy Furniture Galleries network in the Midwest, including the purchase of buildings and land for five of those stores. For the quarter, we returned $29 million to shareholders via dividends and share repurchase, including $9 million paid in dividends in the third quarter. Additionally, we repurchased 567,000 shares in the quarter, which leaves 6 million shares available under our existing share repurchase authorization.
Bob: Solid cash generation was primarily driven by profit performance and improved cash collections.
Bob: Through the first three quarters cash flow from operations was $105 million down from last year due to lower sales after fulfilling our pandemic backlog, but still at very healthy levels.
Bob: We spent $12 million in capital expenditures during the quarter, primarily related to retail store openings and remodels.
Bob: Grades at our manufacturing and distribution facilities.
Bob: We also spent $18 million on the acquisition of a six store independent La Z Boy furniture galleries network in the Midwest, including the purchase of buildings and land for five of those stores.
Bob: For the quarter, we returned $29 million to shareholders via dividends and share repurchases, including $9 million paid in dividends in the third quarter. Additionally.
Bob: Additionally, we repurchased 567000 shares in the quarter, which leaves 6 million shares available under our existing share repurchase authorization.
Bob: We view share repurchases and our dividend is an attractive use of our cash and positive return to shareholders with our stated target of 50% of our capital allocation reinvested back into the business and about 50% in share repurchases and the dividend over the line over the long term.
Robert Gerard Lucian: We view share repurchases and our dividend as an attractive use of our cash and a positive return to shareholders, with our stated target of 50% of our capital allocation reinvested back into the business and about 50% in share repurchases and a dividend over the long term. In the near term, we have numerous strategic investments to make as we execute Century Vision and anticipate capital allocations to be more heavily weighted to investments in the business, where our ROIs are two times our cost of capital. Now, before Kurt turned the call back to Melinda, let me highlight several important items for fiscal 2024 and our fourth quarter. Consistent with our Century Vision strategy, we continue to target sales growth, double the industry growth rate, and double-digit margins over the long term.
Bob: In the near term, we have numerous strategic investments to make as we execute century vision and anticipate capital allocation to do more heavily weighted to investments in the business, where our rois are two times our cost of capital.
Now before turning the call back to Melinda, Let me highlight several important items for fiscal 2024, and our fourth quarter.
Bob: Consistent with our century vision strategy, we continue to target sales growth double the industry growth rate and double digit margins over the long term.
Melinda D. Whittington: When I first outlined our expectations for fiscal 'twenty four during our fiscal 'twenty three year end earnings call back in June I noted that we expected furniture industry demand would in dollar terms be flat to down 5% versus the prior year and I called out our expectation to grow total company sales ahead of the industry.
Robert Gerard Lucian: When I first outlined our expectations for Fiscal 24 during our Fiscal 23 year-end earnings call back in June, I noted that we expected furniture industry demand would, in dollar terms, be flat to down 5% versus the prior year, and I called out our expectation to grow total company sales ahead of the industry after adjusting for last year's backlog-related sales delivery. Well, nine months into our fiscal year, the environment has actually materialized to be much more challenging than expected for furniture.
Melinda D. Whittington: After adjusting for last year's backlog related sales deliveries.
Melinda D. Whittington: Nine months into our fiscal year, the environment is actually materialize to be much more challenging than expected for furniture.
Robert Gerard Lucian: Despite these trends, though, we are able to report that we have significantly outperformed the industry. Specifically, over the first nine months, the furniture industry was down about 7%, while our total furniture network, written same-store sales, were down only 1%. Such is the tale of two cities in which we are currently operating, strengthening our enterprise capabilities and preparing to leverage eventual tailwinds of housing shortages and improved affordability, all while navigating very challenging short-term trends. With this in mind, we are planning prudently for the near-term, while investing and building for the long-term, and therefore expect sales in the range of $505 to $535 million and non-GAAP operating margins in the range of 7 to We expect our tax rate for the full fifth of the year to be in the range of 25% to 25.5%.
Melinda D. Whittington: Despite these trends, though we were able to report that we have significantly outperformed the industry.
Melinda D. Whittington: Specifically over the first nine months of the furniture industry has been down about 7%, while our total furniture network written same store sales were down only 1%.
Melinda D. Whittington: Such as a tale of two cities in which we are currently operating.
Melinda D. Whittington: Strengthening our enterprise capabilities and preparing to leverage eventual tailwind of housing shortages and improved affordability.
Melinda D. Whittington: All while navigating very challenging short term trends.
Melinda D. Whittington: With this in mind, we're planning prudently for the near term, while investing and building for the long term and therefore expect sales in the range of $505 to $535 million and non-GAAP operating margins in the range of 7% to 8% for the fourth quarter.
Melinda D. Whittington: We expect our tax rate for the full fiscal year to be in the range of 25% to 25, 5%.
Melinda D. Whittington: We anticipate non-GAAP adjustments for purchased accounting charges for the year to be in the range of one to three cents per share. We expect capital expenditures to be in the range of $50 to $60 million for fiscal 2024 as we invest to strengthen the company for the future, consistent with our Century Vision strategy. And finally, presuming no significant worsening of macroeconomic trends, we expect to continue share repurchases at dollar levels consistent with pre-COVID levels. Now, I will turn the call back to Melinda. Thanks, bud.
Melinda D. Whittington: We anticipate non-GAAP adjustments for purchase accounting charges for the year to be in the range of $1 <unk> per share.
Melinda D. Whittington: We expect capital expenditures to be in the range of $50 million to $60 million for fiscal 2024, as we invest to strengthen the company for the future consistent with our century vision strategy.
Melinda D. Whittington: And finally presuming no significant worsening in macroeconomic trends, we expect to continue share repurchases at dollar levels consistent with pre COVID-19 levels.
Melinda D. Whittington: And now I will turn the call back to Melinda.
Melinda D. Whittington: Thanks, Bob.
Melinda D. Whittington: We continue to execute on our strategic initiatives and are appropriately investing in strengthening our brands and our capabilities to deliver our century vision goals and disproportionately leverage more normalized computer consumer trends when they emerge.
Melinda D. Whittington: We continue to execute on our strategic initiative and are appropriately investing in strengthening our brands and our capabilities to deliver our Century Vision goals and disproportionately leverage more normalized consumer trends when they emerge. As a result, we are engaging with an even broader consumer base than we have in the past. And although the macroeconomic environment remains challenging, we will continue to focus on driving our business, delighting the consumer, and continuously improving our execution. We have every intention of growing, gaining share, and believe the best is yet to come as we deliver long-term profitable growth and returns for all stakeholders. Finally, today, I want to highlight the recent publication of our Fiscal 23 Sustainability Report, Delivering Sustainable Comfort. This is the second sustainability report published in our company's history and highlights our continued progress. Aligned with our core values, we empower courage for a sustainable culture, embrace curiosity for sustainable design, and operate with compassion for a sustainable planet.
Melinda D. Whittington: We are engaging with an even broader consumer base than we have in the past.
Melinda D. Whittington: And although the macroeconomic environment remains challenging we will continue to focus on driving our business delighting, the consumer and continuously improving our execution.
Melinda D. Whittington: We have every intention of growing gaining share and believe the best is yet to come as we deliver long term profitable growth and returns for all stakeholders.
Finally today I want to highlight the recent publication of our fiscal 'twenty three sustainability report delivering sustainable comfort.
Melinda D. Whittington: This is the second sustainability report published in our company's history and highlights our continued progress.
Melinda D. Whittington: Aligned with our core values, we empower courage for a sustainable culture embraced curiosity for sustainable design and operate with compassion for a sustainable planet.
Mark Becks: As always, I want to thank the entire La-Z-Boy Incorporated team for their hard work and solid progress toward our goals, even in this challenging environment. And we thank you for your time this morning. I'll turn the call back to Mark.
Melinda D. Whittington: As always I want to thank the entire lazy boy incorporated team for their hard work and solid progress toward our goals even in this challenging environment.
Melinda D. Whittington: And we thank you for your time this morning, I'll turn the call back to Mike Mark. Thank you Melinda we will now begin the question and answer period.
Operator: Thank you, Melinda. We will now begin the question and answer period. Jenny, please review the instructions for getting into the queue to ask questions.
Mark Becks: Jenny Please review the instructions for getting into the queue to ask questions.
Operator: No problem Mark, thank you. At this time, we will be conducting a question and answer session. If you would like to ask a question, you may do so by pressing star 1 on your phone keypad. A confirmation tone will indicate that your line is in the question key. You may press star 2 if you would like to remove your question from the key. For anyone using speaker equipment, it may be necessary to pick up your handset before you press the key.
Jenny: No problem Marc. Thank you at this time, we will be conducting a question and answer session. If you would like to ask a question. You may do you say by pressing star one on your phone keypad, a confirmation tone will indicate your line is in the question. Keith You May Press Star two if you would like to remove your question from Nicky to anyone using speaker equipment it may be necessary.
Jenny: You can pick up your handset before pressing keys. Please hold a moment OSB poll for questions.
Operator: Please hold a moment while we poll for questions. Thank you. Your first question is coming from Bobby Griffin of Raymond James. Bobby, your line is live.
Jenny: Thank you. Your first question is coming from Bobby Griffin of Raymond James Bobby Your line is live.
Operator: Good morning, everybody. Thanks for taking my questions. Good morning, Bradley. Good morning, Bradley.
Bobby Griffin: Good morning, everybody. Thanks for taking my questions. Good morning, good morning.
Bobby Griffin: So I guess first question I had was on the retail margins.
Robert Gerard Lucian: So, I guess the first question I had was on retail margins, and Bob, you gave some good detail on the year-over-year, but I was just curious if we kind of look at this from a sequential performance or just the prior two quarters this year. You know, revenue, pretty stable, plus or minus, I don't know, six to ten million bucks, it looks like, but the margins did step down if you kind of compare them to fiscal one Q and two Q. So, just curious if there are, you know, some one-time investments in there from a marketing standpoint or any kind of, you know, weather-related costs that might have caused that to move down from maybe the mid-teens to the low, low double digits. Thanks, Anthony. Thanks, Bobby. Sorry There are really two things.
Bobby Griffin: Bob you gave some good detail on the year over year, but I was just curious if we kind of look at this from a sequential performance or just the prior two quarters this year revenue pretty stable plus or minus.
Bobby Griffin: <unk> 10, six to 10 million Bucks it looks like but the margins did step down if you kind of compare it to fiscal <unk> and <unk>. So just curious if there is some one time investments in there from a marketing standpoint or any kind of weather.
Bobby Griffin: Weather related cost that might have caused that to move down from maybe the mid teens to the low low double digits.
Bobby Griffin: The.
Anthony: Anthony Thanks, Bob sorry.
Anthony: There's really two things one is the third quarter is generally speaking one of our I guess for our first quarter is always our lowest margin because at the beginning of.
Robert Gerard Lucian: One is the third quarter is, generally speaking, one of our best quarters. Our first quarter's always the lowest margin because it's the beginning of the fiscal year, and there's not a whole lot of furniture being sold in the first quarter. The third quarter is also a slightly lower margin business type for us for two reasons. One is that we're spending a lot of money on marketing during that heavy period. And the second piece is that we have a lot of plant shutdowns over the holidays, and as a result, we have a difficult time making and delivering all the product that gets written during that quarter. So, that's typically something that always pressures a little bit on that third quarter margin. Well, at the same time, you're paying commissions on the sales that you're rating. Exactly like that.
Anthony: This is golar and theres not a whole lot of furniture being sold in the first quarter. The third quarter is also a.
Anthony: Slightly lower margin type of business for us for to re procure.
Anthony: For two reasons one is we're spending a lot of money on marketing during that heavy period in.
Anthony: And the second piece is we have a lot of plant shutdowns over the holidays and as a result, we have a difficult time, making and delivering all the project gets written during that quarter. So thats typically something that always pressures a little bit that third quarter margin while at the same time, you're paying the commissions on those sales that youre right exactly the second piece of this particular quarter.
Anthony: Do we not had that weather event those sales would have been.
Anthony: Higher than what you saw there and you know that the fixed cost leverage and deleverage associated with sales going up and down.
Robert Gerard Lucian: The second piece, this particular quarter, had we not had that weather event, those sales would have been higher than what you saw there. You know the fixed cost leverage and de-leverage associated with sales going up and down. The gross margins on most furniture retail businesses are in the 55% range, so a lost sale, when I say lost sale, it's just a sale that wasn't delivered and was postponed into the next quarter, has a big impact on margin.
Anthony: The gross margins.
Anthony: Most furniture retail businesses around 55% range. So.
Anthony: A loss sale when I say la Salle ICL that wasn't delivered and was postponed into the next quarter has a big impact on margin. So our margins would have been not as high as the first word over the.
Anthony: The previous quarter, but it would have been definitely higher than what we delivered because of the lost sales that we saw in retail associated with the weather.
Robert Gerard Lucian: So, our margins would not have been as high as the previous quarter, but they would definitely have been higher than what we delivered because of the lost sales that we saw in retail associated with the weather. Okay, and just to kind of build off that, I mean, still, still feeling comfortable about the kind of low double-digit margin profile for retail on this revenue base? Not seeing anything?
Okay, and just from just to kind of build off that I mean still still feeling comfortable about the kind of low double digit margin profile for retail on this revenue base I'm not seeing anything or are you seeing anything from a cost perspective this change in the industry.
Speaker Change: Yes, no we're still very comfortable with that.
Speaker Change: Okay.
Speaker Change: As we've talked before we continue to move.
Speaker Change: As we go forward to get that up consistently happened in the mid to mid double digits and we will continue working on that.
Robert Gerard Lucian: Or are you seeing anything from a cost perspective that's changed in the industry? Yeah, no, we're still very comfortable with that. Okay. And as you've talked before, we continue to move as we go forward to get that consistently up into the mid-double digits, and we'll continue working on that. Thank you.
Speaker Change: Thank you Okay. That's very helpful I guess.
Speaker Change: It looks like there as well.
Speaker Change: I think six stores during the quarter you acquired two afterwards, so some good activity on the independent.
Speaker Change: Side of the business and acquisitions is that just timing all working out or is that or is that market and those independent galleries, becoming a little bit more active given some of the pressures we've seen in the industry last longer than I think you and I and a lot of people in the industry would have probably guessed.
Melinda D. Whittington: Um, I guess, um, it looks like there were, you know, I think six stores during the quarter you acquired two after. So, some good activity on the independent side of the business and acquisitions. Is that just timing all working out? Or is that, or is the market for those independent galleries becoming a little bit more active given some of the pressures we've seen in the industry for longer than I think you and I and a lot of people in the industry would have probably guessed? I'd say it's a combination of both.
Speaker Change: Yes, I'd say its a combination over recent years, we have been working really closely with our independently own furniture gallery dealers one to make sure. We're partnering so that theres a seamless experience to the consumer regardless of if the store is one.
Speaker Change: By us or owned by an independent and making sure that kind of a rising tide strengthens all boats that said and we are strategically working with those dealers as well to help them understand what an exit could look like look like if theyre interested.
Melinda D. Whittington: In recent years, we have been working really closely with our independently owned furniture gallery dealers, one, to make sure we're partnering so that there's a seamless experience for the consumer, regardless of if the store is owned by us or owned by an independent, and making sure that kind of a rising tide strengthens all boats. That said, we're working strategically with those dealers as well to help them understand what an exit could look like if they're interested. We know that these are immediately accretive to us when we're able to buy those dealers back because we have that integrated margin, and we can control the entire brand experience. At the same time, a lot of our dealers have owned these businesses for decades and sometimes multi-generationally, and so there's just sort of a natural flow of when people might start to explore what makes sense for them. So, not a little bit of both, I would say.
Speaker Change: We know that those are immediately accretive to us when we're able to when we are able to buy those dealers back because we have that integrated margin and we can.
Speaker Change: Control the entire brand experience.
Speaker Change: At the same time, a lot of our dealers have owned these businesses sometimes.
Speaker Change: Opt in for decades, and sometimes multi generationally and so there is just sort of a natural flow of when people might start to explore what makes sense for them.
Speaker Change: So net a little bit of both I would say.
Speaker Change: Okay. Thank you and I guess lastly for me maybe on some of the trends during the quarter.
Speaker Change: Yes look it looks like you guys indicated business did improve in February maybe with some of the changes in weather is it right to think presence day in that kind of flip positive on a written basis or is it just less bad than may be what January implied is it does imply January written trends were fairly negative.
Melinda D. Whittington: Okay, thank you. And I guess lastly for me, it's just maybe on some of the trends during the quarter. It looked like you guys indicated business did improve in February, maybe because of some of the changes in weather. Is it right to think President's Day and that kind of flip positive on a written basis, or is it just less bad than maybe what January implied?
Speaker Change: Yes.
Speaker Change: We feel pretty good about trends overall I would say.
Speaker Change: Eight months of the year.
Speaker Change: We were I think Bob mentioned in his comments right in an industry that was down 7% for our first nine months of the year.
Melinda D. Whittington: Because it does imply January's written trends were fairly negative. Yeah, I mean, we feel pretty good about trends overall, I'd say, eight months of the year, you know, we were, I think, Bob mentioned in his comments, right, in an industry that was down 7% for our first nine months of the year, you know, we were across our entire network down one, right. And so, January, and you pull January out of that, and our numbers actually flip positive for the eight months. So, you know, what we saw and what we're seeing so far in early February with President's Day looks a lot more like the rest of the year and not so much like sort of a challenge January, which again, I think January was a couple of things across the industry. January, a year ago, was a stronger month.
Speaker Change: We were across our entire network down one right and so.
Speaker Change: January and you pull January out of that in our numbers actually for the eight months flip positive across the network.
Speaker Change: And what we saw and what we're seeing so far in early February with President's day looks a lot more like the rest of the year and not so much like sort of.
Speaker Change: A challenged Anurous, which again I think January was a couple of things.
Speaker Change: Across the industry January a year ago was a stronger month.
Speaker Change: Our business was particularly strong last January and then the weather just made everything a little bit crazy for the one month.
Speaker Change: Very good I appreciate the details I'll turn it over to others, but best of luck, you're wrapping up February and moving forward.
Speaker Change: Thanks, Bobby Thanks, Bobby.
Speaker Change: Thank you very much. Your next question is coming from Anthony <unk> of Sidoti <unk> Company Anthony Your line is live.
Melinda D. Whittington: Our business was particularly strong last January, and then the weather just made everything a little bit crazy for one month. Very good. I appreciate the details. I'll turn it over to others, but best of luck here wrapping up February and moving forward. Thanks, Bobby.
Anthony: Good morning, guys. Thank you for taking the questions.
Anthony: So just wanted to talk a little bit about pricing.
Operator: Thank you very much. Your next question is coming from Anthony Lebiedzinski of Sidoti & Company. Anthony, your line is live.
Anthony: You mentioned in your 10-Q that part of your sales decline was due to selective pricing and promotional actions.
Robert Gerard Lucian: Good morning, and thank you for taking the questions. So I just wanted to talk a little bit about pricing. So you mentioned in your 10-Q that part of your sales decline was due to selective pricing and promotional actions. So I wanted to see if you guys could perhaps quantify that and how we should think about pricing for the balance of the fiscal year and maybe, you know, even early fiscal 25. Thanks, Anthony. The pricing that we've talked about, and we've been talking about it now for a number of quarters, is really to make sure that we maintain competitiveness, and particularly where we've been focusing that. It hasn't been across the board yet.
Anthony: So wanted to see if you guys could perhaps quantify that and how should we think about pricing for the balance of the fiscal year or maybe even early fiscal 'twenty five.
Speaker Change: Thanks Anthony.
Speaker Change: The pricing that we've talked about and we've been talking about it now for a number of quarters is really to make sure that we maintain competitiveness and particularly where we've been focusing that it hasnt been across the board has been very specific as to where were pricing a lot of opening price point or some of the manual products and things.
Speaker Change: Like that to make sure that we protect our margins and protect our our floor space. We will continue to do that.
Speaker Change: As we move forward there are no plans right now for price declines to be occurring in the future that are not driven by us.
Robert Gerard Lucian: It's been very specific as to where we're pricing, a lot of opening price points or some of the manual products and things like that to make sure that we protect our margins and protect our floor space. We'll continue to do that as we move forward. There are no plans right now for price declines to be occurring in the future, not driven by us.
Speaker Change: I think were price.
Speaker Change: Where we are.
Speaker Change: Price now where we are based on what's happening from a competitive standpoint will always as we always say continue to look at that and adjust as as that occurs looking forward is for me to tell you what we're going to do on pricing I'd have to guess what the competition is going to do on pricing and input costs.
Robert Gerard Lucian: I think we're priced now where we are based on what's happening from a competitive standpoint. We'll always, as we always say, continue to look at that and adjust as that occurs. Looking forward, for me to tell you what we're going to do about pricing, I'd have to guess what the competition is going to do about pricing. And input costs, which remain high. And input costs, etc.
Speaker Change: Et cetera.
Speaker Change: Those are things I don't have Chris.
Speaker Change: Crystal ball into so we will continue to operate that way we've been operating.
Speaker Change: Understood. Thanks for that and then I read.
Speaker Change: Realize that certainly the vast majority of your products are made in North America, but you do use a lot of imported components can you guys talk about the ocean freight costs and what's going on with the issues in the Red Sea in the Suez Canal.
Robert Gerard Lucian: Those are things I don't have a crystal ball for, so we'll continue to operate the way we've been operating. Understandable. Thanks for that.
Speaker Change: Yes, I mean broadly always a factor right and making sure that we don't end up with a lot of disruptions and there definitely are I would say in a dramatic cost impacts but for us because of our final assembly here in because many in majority of our components are more locally sourced it's less.
Melinda D. Whittington: And then, I realized that, you know, certainly, the vast majority of your products are made in North America, but you do use a lot of imported components. Can you guys talk about the ocean freight costs and, you know, what's going on with the issues in the Red Sea and the Suez Canal? Yeah, I mean, broadly, it's always a factor, right?
Speaker Change: Have an impact for us than some players in the industry.
Speaker Change: Okay, that's encouraging to hear.
Melinda D. Whittington: And making sure that we don't end up with a lot of disruptions. And there definitely are, I would say, dramatic cost impacts. But for us, because of our final assembly here and because many and the majority of our components are more locally sourced, it's less of an impact for us than some players in the industry. Okay, that's encouraging to hear. And then, longer term, so as you look to grow to 400 stores in a few years, which geographic markets will you be mostly targeting? And also, as you go through this process, how should we think about the improvement to your operating margins because of this? Yeah, as far as targeting where those stores are, it's pretty widespread, Anthony, and in many cases, it's a matter of markets that we're already in, where we see the opportunity for them to be served by more stores.
Speaker Change: And then longer term as you look to grow to 400 stores in a few years.
Speaker Change: Which geographic markets will you be mostly targeting.
Speaker Change: Also as we go through this process, how should we think about the improvement to your operating margins because of this.
Speaker Change: Yes, as far as targeting where those stores are it's pretty widespread Anthony and in May in many cases, it's a matter of markets that we're already in where we see the opportunity for them to be serviced by more stores.
Speaker Change: In a couple of occasions, its may be fleshing out as we've gotten in some in some.
Speaker Change: Higher rent districts, I'll say, where historically.
Five to 10 years ago, when we were.
Speaker Change: Operating in a way that our margins were lower on retail we may be couldnt consider getting into but now with the efficiency of our operations. We can expand into some of those areas, where we know the consumer wants our product.
Melinda D. Whittington: On a couple of occasions, it's maybe fleshing out, as we've gotten into some higher rent districts, I'll say, where historically, five, ten years ago, when we were operating in a way that our margins were lower on retail, we maybe couldn't consider getting into, but now, with the efficiency of our operations, we can expand into some of those areas where we know the consumer wants our product, but it's So, it's pretty broad-based overall.
Speaker Change: But it's a little bit higher rent district to get into so it's pretty broad based overall.
Speaker Change: To your point then on just margins overall as we've talked about the.
Speaker Change: Getting to a sustainable double digit margin for our company remember that say getting wholesale margins back to around that 10%.
Speaker Change: That we had pre pandemic, which we are slowly making our way there and then really having the retail margins in this double digit and ultimately serve our sustain mid teens kind of range and each of those are around.
Melinda D. Whittington: To your point, then, on just margins overall, as we've talked about getting to a sustainable double-digit margin for our company, remember that's getting wholesale margins back to around that 10% that we had pre-pandemic, which we're slowly making our way there, and then really having the retail margins in this double-digit and ultimately sort of a sustainable double-digit. And each of those is around proof points of what we've done or are doing and continuing to make progress, and then it will take leveraging a little bit of a tailwind from more normalized furniture demand as well to help flesh out the final pieces of that. The other piece I'd add to that, Anthony, is just as we add stores, particularly when we're adding stores into DMAs where we currently have stores, we do get some fixed cost leverage as it relates to the regional managers, the regional merchandisers, the marketing that we're doing in that area, et cetera. We see some leverage from a cost perspective there. That, coupled with same-store growth, will also be a key factor as we move up into the mid-teens. Well, it sounds good. Thank you very much and best of luck.
Speaker Change: Proof points of what we've done or are doing and continuing to make progress and then we'll take leveraging a little bit of a tailwind from a more normalized furniture demand as well to help flesh out the final pieces of that.
Speaker Change: Yes.
Speaker Change: The other piece the other piece I would add to that Anthony is just as we add stores, particularly when we're adding stores into <unk>.
Speaker Change: <unk>, where we currently have stores, we do get some some fixed cost leverage as it relates to the regional managers the regional merchandisers.
Speaker Change: The marketing that we're doing in that area et cetera.
Speaker Change: We see some some leverage from a cost perspective, there so that will and that coupled with same store growth.
Speaker Change: Will also be a key factor as we as we move up into the mid teens.
Speaker Change: Sounds good thank you very much and best of luck. Thanks.
Speaker Change: Thanks, Anthony Anthony.
Speaker Change: Thank you very much and your next question is coming from Zachary <unk> of Keybanc capital markets. Zachary Your line is live.
Robert Gerard Lucian: Thanks, Anthony. Thank you very much. And your next question is coming from Zachary Donnelly of KeyBank Capital Markets. Zachary, your line is open. Hey, good morning, everyone. I'm on behalf of Brad this morning.
Zachary: Hey, good morning, everyone I'm on for Brad. This morning. So thanks, thanks for taking our questions.
Zachary: Andrea.
Zachary: Hey, unwritten order trends just kind of focusing in on January is there any way you can quantify maybe what written order trends may have looked like Ford for areas or geographies that weren't really impacted by the winter weather event.
Operator: So thanks. Thanks for taking our questions. Um... Hey, on written order trends, just kind of focusing in on January, is there any way you can quantify maybe what written order trends may have looked like for areas or geographies that weren't really impacted by the winter weather event? Now, I don't have that at my fingertips here. I mean, what I would tell you overall is, again, against an industry that for the nine months of our year, our same store sales for our entire network are down 1%. If I exclude January, it was actually up 1%. So that just tells you January was a pretty weird month. And given that we are spread all over North America, you know, you get a significant impact in some of those, particularly some of those, you know, those central and southern areas that just got hit with some pretty dramatic ice events and cold events that are in areas that they just, they don't get those types of weather events.
Andrea: No I don't I don't have that at my fingertips here I mean, what I would tell you overall is again against an industry that for our nine months of it.
Andrea: <unk> of our year has been down 7% our same store written for our entire network is down 1%. If I exclude January it was actually plus 1%. So that just tells you January was a pretty weird months and given that we are spread all over North America.
Andrea: You get a you get a significant impact in some of those particularly some of those those central.
Andrea: And southern areas that just got hit with some pretty dramatic ice events and cold events that in areas that they just they don't get those type of weather events.
Melinda D. Whittington: Gotcha, I appreciate that. And I apologize; there's an alarm going on in the background right now. We can't hear it, but I'm sure it's distracting for you.
Speaker Change: Got you I appreciate that and I apologize there is an alarm going on in the background right now.
Speaker Change: Well, we can't hear.
Speaker Change: But I'm sure it's distracting for you.
Speaker Change: Yeah.
Melinda D. Whittington: I guess moving on beyond that, just kind of touching base on the Century Vision Strategy. I know two quarters ago in Fiscal 1, Hugh, you mentioned your new partnership with Rooms to Go. I was just wondering if you could share any learnings from that that you've kind of had over the course of the past couple of months or any kind of update you have on that or how that's going. Sure, we feel really good about what we're doing there. And the reality is, in the furniture industry, particularly in this sustained, challenging time, you're seeing a lot of, unfortunately, a lot of the smaller furniture stores, the ones and twos around, really kind of struggling. And so it's important that we're looking at the right partnerships that are really able to play to a consumer that's otherwise not going to be attracted to our furniture galleries or to the La-Z-Boy Rooms to Go has been a good choice for us.
Speaker Change: I guess moving on beyond that just kind of.
Speaker Change: Touching base on the century vision strategy I know two quarters ago in fiscal <unk>. You had mentioned your new partnership with rooms to go I was just wondering if you could share any any learnings from that.
Speaker Change: You've kind of had over the course of the past couple of months.
Speaker Change: Or any kind of update you have on that or how that's going.
Speaker Change: Sure.
Speaker Change: We feel really good about what we're doing there and the reality is.
Speaker Change: Furniture industry, particularly through the sustained challenging time.
Speaker Change: Youre seeing a lot of unfortunately, right a lot of the smaller.
Speaker Change: Friday, <unk> stores, the ones and twos around really kind of struggling and so it's important that we're looking at the right partnerships that are really able to play to a consumer that's otherwise not going to be attracted into our furniture galleries are too lazy boy brand, but have find some of these important.
Speaker Change: <unk> partnerships rooms to go is a <unk>.
Speaker Change: Has been a good one for us they are.
Melinda D. Whittington: They are active advertisers and good partners in our brand. And there are some exciting things coming up about what they're planning to do with the brand. So we're feeling really good about where we are from a starting point with them. And it's really about a strategic alliance that is good for our brand and good for them. So we're off to a great start.
Speaker Change: Active advertisers and good partners on our brand and there are some exciting things coming up on what they're planning to do with the brand.
Speaker Change: So we are we're feeling really good about where we are from a starting point with them and it's really about a.
Speaker Change: Our strategic alliance that is good for our brand and good for them. So we're up to up to a great start.
Speaker Change: Sure.
Speaker Change: Got you I appreciate that.
Operator: Gotcha. I appreciate that. I think that's it for us. Thank you. Awesome. Thank you. Thanks, Zach.
Speaker Change: That's it for us thank you.
Speaker Change: Awesome. Thank you. Thank you Sir.
Speaker Change: Thank you very much just a reminder, if you have any more questions. Please press star one on your fine keep have now.
Operator: Thank you very much. Just a reminder, if you have any more questions, please press star 1 on your phone keypad. Our next question is coming from Budd Bugatch of Water Tower Research. Budd, your line is live.
Speaker Change: Our next question is coming from Budd <unk> of water Tower Research Your line is live.
Budd Bugatch: Good morning, and thank you for taking my question. I guess, Melinda, I was wondering if you could give us maybe an update on what the acquisition funnel looks like for some of the La-Z-Boy existing network. I know you've got two stores you're planning to look to acquire this quarter, and I wondered if you could maybe give us a read on what you see as the motivation for the dealers now and how much that funnel looks like going for the next year or two. Sure. Good to hear from you, Budd.
Budd: Good morning, and thank you for taking my question.
Budd: I guess I was wondering if you could give us maybe an update on what the acquisition funnel looks like for some moves.
Budd: Lazy boy existing network I know you've got two stores you are planning to look to acquire this quarter and I wondered if you could maybe give us a read on what you see as an organization and for the dealers now and how much what that funnel looks like.
Budd: Going for the next year or two.
Speaker Change: Sure good to hear from you, but yeah, a couple of things as I've said it is.
Melinda D. Whittington: Yeah, you know, a couple of things. As I've said, there are two strategic priorities when it comes to independent furniture galleries for us. The first one is to make sure that we are actively partnering with those independently owned galleries so that we have a seamless consumer experience. I think I mentioned a few quarters back that in the summer, we had a big conference, the first one of its kind in over a decade where we brought in, we had 100% of our independent galleries represented and went through, you know, our plans for Century Vision, our branding, our product plans and so forth and really just had a great event to get everybody excited about what the La-Z-Boy brand can do for all of us.
Speaker Change: There are two strategic priorities when it comes to the independent furniture galleries for US. The first one is to make sure that we are actively partnering.
Speaker Change: With those independently owned galleries, so that we have a seamless consumer experience.
I think I mentioned, a few quarters back that in the summer we had a big.
Speaker Change: Our Big conference. The first one of its kind in over a decade, where we brought in we had 100% of our independent galleries represented.
And went through our plans on century vision, our branding our product plans and so forth and really just had had a great.
Speaker Change: A great event to get everybody excited about what lazy boy brand can do for all of US at the same time those dealers were.
Melinda D. Whittington: At the same time, those dealers were, you know, that we still have almost 50 dealers out there that are, you know, most of them in multiple decades of ownership, oftentimes multiple generations, and I think, particularly given the last couple years of a challenging furniture market, people are in different places, and I think we'll continue to see that. Do you think you'll see more than two for the fourth quarter?
Speaker Change: We still we still have almost 50 dealers out there.
Speaker Change: Our.
Speaker Change: Most of them in multiple decades of ownership.
Speaker Change: Oftentimes multiple generations, and I think particularly given the last couple of years of.
Speaker Change: A challenging furniture markets people are in different places they've either have weathered it and then they've doubled down and Theyre ready to go for an extended period or there may be starting to think about exit events and so we are trying to be very proactive to be out there for people to understand what that exit strategy would look like.
Melinda D. Whittington: Will you be able to close more? I'm sure you're in conversation with many of those 50 who have either generational or financial concerns for their retirements to consider selling their long-term networks. So what should investors expect over the next year or so? Yeah, I won't speculate about the future, but in general, given where the conversations are, as we said, we've got one in the hopper that we expect to close here in the fourth quarter, and that's a two-store network, and that's the one that's contracted. So we're looking forward to bringing that group into the fold.
Speaker Change: And take advantage of our strong financial position to bring in to bring in any of those that makes sense and as many of those as makes sense and we've been fortunate that we've been on a pretty pretty regular cadence here.
Speaker Change: Of having those kind of conversations and I think we'll continue to see that.
Speaker Change: Do you think you will see more than two for the fourth quarter, we were able to close more I'm sure you are in conversation with.
Speaker Change: Many of those 50, who have either generational or financial concerns for their retirements.
Speaker Change: Two two to consider.
Speaker Change: So they're there.
Speaker Change: They are long term networks so.
Speaker Change: What should investors expect over the next year or so.
Speaker Change: Yes.
Speaker Change: I won't speculate into the future but in general.
Speaker Change: Given where the conversations are as we said we've got one one in the hopper that we expect to close here in the fourth quarter and Thats, a two store network and that's the one that's the one that's.
Robert Gerard Lucian: And in the quarter that you just closed, you said you bought, I think, five of the six physical locations in terms of those six dealers, an average of what, I think, three million per, if I did the math right. How much of that was real estate, and how much of it was for operations? How does that value separate?
Speaker Change: Contracted so we're looking forward to to bring in that group into the fold.
Speaker Change: And in the quarter. These goods closed you said you bought I think five of the six.
Speaker Change: Physical locations.
Speaker Change: In terms of.
Speaker Change: Those six dealers as average order I think $3 million.
Speaker Change: 3 million per of if I can do the math right.
Speaker Change: How much of that was real estate and how much of it was for operations, how does that value separated.
We don't think we don't typically provide the breakdown on that.
Robert Gerard Lucian: We don't typically provide the breakdown on that, so yeah, the real estate is going to be, and generally speaking, the real estate will be worth more than the specific business on a per-store basis, but we don't, generally speaking, and we won't provide information on the real estate and the business. And also, this is one of the first ones we've done in a while where we purchased the real estate. We don't go out and ask for that, but sometimes the dealers say that they're interested in completely exiting the business as opposed to being a landlord for us once they sell us their business.
Speaker Change: Yes.
Speaker Change: <unk>.
Speaker Change: The real estate is going to be.
Speaker Change: Generally speaking the real estate will be worth more than the specific business on a per on a per store basis, but we don't generally speaking and we won't go provide.
Speaker Change: Real estate and the business and also this is one of the first ones we've done in a while when we purchased the real estate. We don't go often asked for that but sometimes the dealers say that theyre interested in completely exiting the business as opposed to being a landlord for us once they settle into their business.
Robert Gerard Lucian: So again, we don't go off and actively pursue buying properties. We'll take a look at this property, and we'll keep an eye on it, and if there are opportunities for a beneficial sale and lease back, we'll clearly think about that as well. It's a benefit to be able to use our strong balance sheet to help those transactions through. Yeah, I understand that because, you know, real estate was typically the retirement idea for the owner when he sold the network, or she sold that network.
Speaker Change: So so again.
Speaker Change: We don't go off and actively pursue.
Speaker Change: The bulk of the properties, we'll take a look at this property and we will keep an eye on it and if there is opportunities for a beneficial sale and leaseback will clearly think about that as well.
Speaker Change: Benefits to be employing our strong balance sheet to help those transactions through.
Speaker Change: Yes, I understand that because as a former retailer I know that real estate was typically though the retirement.
Speaker Change: The idea for the for the owner he sold the network for tissue she saw that network.
Melinda D. Whittington: And last for me is, can you maybe give us a feel for the undelivered backlog with the disruptions in January, how you look undelivered for both wholesale and retail going into the next quarter? We don't provide that level of detail. The way I'd have you think about that is just look at the range that we provided for Q4 on what we expect to deliver, and that encompasses all of that. In general, we've been running mostly, and we're pretty much back to our four to six weeks delivery. We had that short-term disruption here, fell behind by a week or two, but we feel good about being caught up again. And, well, Ben, ask for me then, is the average ticket up or down for your retail network, the one you own? As we mentioned in the call, our conversion rates were higher than a year ago, and our average ticket was higher than a year ago. Yeah, that's why we're really pleased with the execution, even though traffic continues to be challenging.
Last for me is could you maybe give us a feel of where the undelivered backlog with the disruptions and in <unk>.
Speaker Change: January how do you look undelivered for both wholesale and retail going into the next quarter.
Speaker Change: We don't provide that level of detail the way I. The way I'd have you think about that is just look at the range that we provided for Q4 and what we expect to deliver that encompasses all of that.
Speaker Change: Okay.
Speaker Change: We're back to though we've been running mostly we're pretty much back to our four to six week delivery. We have that short term disruption here fell behind by a week or two but we felt good about being caught up again.
Speaker Change: And it was good business for me then.
Speaker Change: We see average ticket.
Speaker Change: Up or down Forum for your retail network from the the one you will as we as we mentioned in the call our conversion rates were higher than year ago on our average ticket was higher than year ago. Yes. That's why we're really pleased with the execution, even though the even though traffic continues to be challenged.
Speaker Change: Okay. Thanks, very much I think we have reached the end of our question answer session I'll now turn it turn it back over to management for any closing remarks.
Melinda D. Whittington: Okay, thank you very much. I think we have reached the end of our question and answer session, so I'll now turn it back over to the management for any closing. Thanks, Jenny. Melinda, Bob, and I will be in our offices today to take any follow-up calls. Have a wonderful day! Thank you very much, everyone. This does conclude today's conference. You may disconnect your phone lines at this time and have a wonderful day. Thank you for your participation.
Thanks Jenny.
Speaker Change: Melinda, Bob and I will be in our offices today to take any follow up calls.
Wonderful day.
Speaker Change: Thank you very much everyone. This does conclude today's conference you may disconnect. Your phone lines at this time and have a wonderful day. Thank you for your participation.