Q1 2024 El Pollo Loco Holdings Inc Earnings Call
Operator: Good day, ladies and gentlemen, and thank you for standing by. Welcome to the El Pollo Loco First Quarter 2024 Earnings Conference Call. At this time, all participants have been placed in listen-only mode, and the lines will be open for your questions following the presentation. Please note that this conference is being recorded today, May 2, 2024. And now, I would like to turn the conference over to Ira Fils, the company's Chief Financial Officer. Please go ahead.
Good day, ladies and gentlemen, and thank you for standing by.
Welcome to the El Pollo Loco first quarter 'twenty 'twenty four earnings conference call.
Operator: At this time, all participants have been placed in a listen only mode and the lines will be opened for your questions. Following the presentation.
Operator: Please note that this conference is being recorded today may 2nd 'twenty 'twenty four.
Ira M. Fils: And now I would like to turn the conference over to IRA folds, the company's Chief Financial Officer. Please go ahead. Thank you operator and good afternoon by now everyone should have access to our first quarter 2024 earnings release, if not it can be found at www Dot El Pollo Loco Dot com in the investor relation.
Ira M. Fils: Thank you, Operator, and good afternoon. By now, everyone should have access to our first quarter 2024 earnings release. If not, it can be found at www.elpolloloco.com in the investor relations section. Before we begin our formal remarks, I need to remind everyone that our discussions today will include forward-looking statements, including statements related to our growth opportunities, strategic operating initiatives, expectations regarding sales and margins, potential changes to our product platforms, capital expenditure plans, expectations regarding kiosk rollouts, the ability of our franchisees to drive growth, expectations regarding commodity and wage inflation, remodel plans, and our 2024 guidance, among others.
Ira M. Fils: Section.
Ira M. Fils: These forward-looking statements are not guarantees of future performance, and therefore, you should not put undue reliance on them. These statements are also subject to numerous risks and uncertainties that could cause actual results to differ materially from what we currently expect. We refer you to our recent SEC filings, including our Form 10-K for the year ended 2023, which was previously filed, as well as our Form 10-Q for the first quarter to be filed, for a more detailed discussion of the risks that could impact our future operating results and financial conditions.
Ira M. Fils: Before we begin our formal remarks I need to remind everyone that our discussions today will include forward looking statements, including statements related to our growth opportunities strategic operating initiatives expectations regarding sales and margins potential changes to our product platforms capital expenditure plans expectations regarding.
Ira M. Fils: Kiosk rollouts the ability of our franchisees to drive growth expectations regarding commodity and wage inflation remodel plans in our 2024 guidance among others.
Ira M. Fils: These forward looking statements are not guarantees of future performance and therefore, you should not put undue reliance on them.
Ira M. Fils: These statements are also subject to numerous risks and uncertainties that could cause actual results to differ materially from what we currently expect we refer you to our recent SEC filings, including our Form 10-K for the year ended 2000 and twenty-three previously filed.
Ira M. Fils: As well as our Form 10-Q for the first quarter to be filed for a more detailed discussion of the risks that could impact our future operating results and financial condition.
Ira M. Fils: We expect to file our 10-Q for the first quarter of 24 tomorrow, and we encourage you to review that document at your earliest convenience. During today's call, we will discuss non-GAAP measures, which we believe can be useful in evaluating our performance. However, the presentation of this additional information should not be considered in isolation or a substitute for results prepared in accordance with GAAP, and reconciliations to comparable GAAP measures are available in our earnings release, which is available in the Investor Relations section of our website.
Ira M. Fils: We expect to file our 10-Q for the first quarter of 'twenty for Tomorrow. We encourage you to review that document at your earliest convenience.
Ira M. Fils: During today's call, we will discuss non-GAAP measures, which we believe can be useful in evaluating our performance. The presentation of this additional information should not be considered in isolation or a substitute for results prepared in accordance with GAAP and reconciliations to comparable GAAP measures are available.
Ira M. Fils: In our earnings release, which is available in the Investor Relations section of our website.
Ira M. Fils: With respect to the restaurant contribution margin outlook we will be providing on today's call, please note that we have not provided a reconciliation to the most directly comparable forward-looking GAAP financial measure because, without unreasonable efforts, we are unable to predict with reasonable certainty the amount of or timing of non-GAAP adjustments that are used to calculate income from operations and company-operated restaurant revenue on a forward-looking basis. Now, I would like to turn it over to our CEO, Liz Williams.
Ira M. Fils: With respect to the restaurant contribution margin outlook, we will be providing on today's call. Please note that we have not provided a reconciliation to the most directly comparable forward looking GAAP financial measure because without unreasonable efforts, we are unable to predict with reasonable certainty the amount of.
Liz Williams: Or timing of non-GAAP adjustments that are used to calculate income from operations in company operated restaurant revenue on a forward looking basis.
Ira M. Fils: Now I would like to turn it over to our CEO Liz Williams.
Liz Williams: Thank you, Ira, and good afternoon everyone. I am thrilled to be speaking with you today on my first call as El Pollo Loco's new CEO. Since I joined El Pollo Loco at the beginning of March this year, I have been busy immersing myself in the business. From working the opening and closing shifts in our restaurants to marinating chicken and working the drive-thru line, I've enjoyed spending time with team members and also our franchise partners as I've gained a comprehensive understanding of our operations.
Liz Williams: Thank you IRA and good afternoon, everyone I'm thrilled to be speaking with you today on my first call as El Pollo Loco E. S. P E.
Liz Williams: Since I joined Biolife kind of at the beginning of March this year I have been busy immersing myself in the business from working the opening and closing shaft in our restaurant to marinating chicken and working to drive through line I've enjoyed spending time with team members and also our franchise partners.
Liz Williams: As I've gained a comprehensive understanding of our operations.
Liz Williams: The more I become ingrained in our culture, the deeper my belief is that we have a truly unique brand with significant opportunities ahead of us. What attracted me to joining El Pollo Loco and what I believe to be the strength of our brand is our delicious, freshly prepared, high-quality food and dedicated team members. My first few months at El Pollo Loco have only confirmed my excitement.
Liz Williams: The more I become ingrained in our culture. The deeper my belief is that we have a truly unique brand with significant opportunities ahead of us.
Liz Williams: What attracted me to join them all play out.
Liz Williams: And what I believe to be the strength of our brand is our delicious freshly prepared high quality food and dedicated team members.
Liz Williams: My first few months and I'll tell you look I'll have only confirmed my excitement.
Liz Williams: Our food is cherished by our guests for taste, freshness, and quality. Our signature product, our fire-grilled citrus marinated chicken, is prepared fresh daily in our restaurants for our customers. We are one of the few in the quick service restaurant category that can offer portable, craveable burritos and tacos alongside healthier options like tostada salads and pollo bowls, next to our original chicken meals. In fact, consumer research shows that El Pollo Loco leads the quick service segment in our fresh, high quality, healthy options offerings.
Liz Williams: Our food is cherished biogas or taste freshness and quality.
Liz Williams: Our signature product our fire grilled citrus marinated chicken is prepared fresh daily in our restaurants for our customers. We are one of the few in the quick service restaurant category that can off our portable craveable burrito and talk alongside healthier options.
Liz Williams: To save stylists and play out Paul.
Liz Williams: Next to our original chicken meal in fact consumer research shows that all play a locale leads the quick service segment in our fresh high quality healthy option operate.
Liz Williams: This is incredible equity in our world today and was clearly demonstrated by the success of our Double Tostada LTO during the first quarter. Overall, I believe we have a tremendous opportunity to take this beloved brand to another level. In order to achieve that potential, I have focused the organization around five strategic pillars. First, a brand that wins, to be the flavorful, affordable, better-for-you chicken leaf. Second, a hospitality mindset, showing up consistently and with a hospitality mindset. Third, digital first.
Liz Williams: This is an incredible equity in our world today and was clearly demonstrated by the success of our Diebold two <unk>.
Liz Williams: During the first quarter.
Liz Williams: Overall, I believe we have a tremendous opportunity to take this beloved brand to another level in order to achieve that potential I have focused the organization around five strategic pillars.
Liz Williams: Become a digital first business in service of improving the customer experience. Fourth, deliver winning unit economics. And fifth, drive unit growth again with national expansion. So let's start with our first pillar, the brand that wins. To broaden our reach with new customers, we need to sharpen our brand positioning by leaning heavily into key differentiators. For example, our citrus marinated fire grilled chicken with our craveable flavors from Mexico and a menu of better for you offerings.
Liz Williams: First our brand that wins to be the flavorful affordable better for your chicken leader.
Liz Williams: Our hospitality mindset, showing up consistently and with our hospitality mindset.
Liz Williams: Third digital first become a digital first business.
Liz Williams: In service of improving the customer experience.
Liz Williams: Fourth deliver winning unit economics.
Liz Williams: And fifth drive unit growth again with national expansion.
Liz Williams: So let's start with our first pillar brand that wins too.
Liz Williams: To broaden our reach with new customers, we need to sharpen our brand positioning by leaning heavily into key differentiators, our citrus marinated fire grilled chicken with our craveable flavors from Mexico, and a menu of better for you offerings.
Liz Williams: El Pollo Loco sits at the intersection of chicken and Mexican, two of the fastest growing categories. Over the next few months, we will focus on how we drive awareness that El Pollo Loco is the flavorful, affordable, better for you chicken brand. We are beloved for our high quality of ingredients, for our freshness and ability to customize it all for a good value and with the convenience of fast service, oftentimes through a drive-thru.
Liz Williams: I'll play a logo fifth at the intersection of Chicken in Mexico, two of the fastest growing category.
Liz Williams: Over the next few months, we will focus on how we drive awareness that El Pollo Loco is the flavorful affordable better for you chicken brand.
Liz Williams: We our beloved for our high quality of ingredients or freshness and ability to customize all for a good value and with the convenience of fast service oftentimes through a drive through.
Liz Williams: We need to spend more time communicating these messages to an expanded consumer base across traditional and digital channels. We are also focused on simultaneously bringing thoughtful innovation and affordable options back to the brand. Bottom line, we have an incredible opportunity to position the brand for consistent, long-term traffic gains. Next, our second pillar: the hospitality mindset.
Liz Williams: We need to spend more time communicating these messages to an expanded consumer base across traditional and digital channel.
Liz Williams: We are also focused on simultaneously, bringing thoughtful innovation and affordable option back to the brand.
Liz Williams: Bottom line, we have an incredible opportunity to position the brand for consistent long term traffic gains.
Liz Williams: Next our second pillar hospitality mindset with any great brand people are our greatest asset and I am so impressed with the quality and commitment of our team members in our restaurants.
Liz Williams: With any great brand, our greatest asset is our people, and I'm so impressed with the quality and commitment of our team members in our restaurant and the positive, inclusive culture we have built. As we revisit some of our standards, we are working closely with our operators and franchise partners to raise the bar and further our culture of accountability. Ultimately, our goal is to deliver speed and consistency in our operation. This starts with clear systems, processes, tools, and best-in-class training programs.
Liz Williams: And the positive inclusive culture, we have built.
Liz Williams: As we revisit some of our standards, we are working closely with our operators and franchise partners to raise the bar and further our culture of accountability.
Liz Williams: Ultimately our goal is to deliver speed and consistency in our operation.
Liz Williams: This starts with clear systems process tools and best in class training program. We know we have an opportunity for simplification and to continue to focus on priority labor initiatives to drive speed.
Liz Williams: We know we have an opportunity for simplification and to continue to focus on priority labor initiatives to drive speed and to make the team member's job easier, which will also enhance customer service. One example is the rollout of new equipment that will simplify the preparation of our freshly made salsa in the restaurant. Another example is the rollout of kiosks that enable customers to order more efficiently. I am excited about the focus and investment we are making in these two and other productivity areas and look forward to sharing more in the future. Quick, efficient, and consistent operations are critical to driving increased frequency and traffic gain.
Liz Williams: And to make the team member job easier, which will also enhance customer service.
Liz Williams: One example is the rollout of new equipment that will simplify the preparation of our freshly made SASSA in the restaurant.
Liz Williams: Another example is the rollout of kiosks that enable customers to order more efficiently.
Liz Williams: I am excited with the focus on investment we are making in these two and other productivity areas and look forward to sharing more in the future.
Liz Williams: Quick efficient and consistent operations are critical to driving increased frequency and traffic gains.
Liz Williams: I am confident these initiatives will help us balance rising labor costs while also keeping a focus on preparing quality food and enhancing our overall guest experience. Digital First is our next strategic pillar, unlocking a frictionless experience in our restaurants. To further differentiate our brand and reach customers for whom convenience and value are key decision factors, we have made several investments in consumer-facing technology, including our loyalty program, Loco Rewards, digital ordering through our website and mobile app, and our integrated delivery through third parties.
Liz Williams: I am confident these initiatives will help us balance the rising labor costs, while also keeping our focus on preparing quality food and enhancing our overall guest experience.
Liz Williams: Digital first is our next strategic pillar unlocking of friction less experience in our restaurants to further differentiate our brand and reach customers for whom convenience and value are key decision factors. We have made several investments in consumer facing technology, including.
Liz Williams: Our loyalty program Loco rewards.
Liz Williams: Digital ordering through our website and mobile app and our integrated delivery through a third party.
Liz Williams: We are also investing heavily in our digital experience, from digital menu boards to order confirmation boards, and now with the seamless adoption of our kiosks by our guests. When combined with a cash machine, our test restaurants have consistently been able to serve our guests more efficiently with less labor, especially at peak traffic periods.
Liz Williams: We are also investing heavily in our digital experience from digital menu boards to order confirmation for it and now with the seamless adoption of our kiosks by our gas when combined with the cash machine. Our test restaurants have consistently been able to serve our guests more efficiently with less.
Liz Williams: Labor expense.
Liz Williams: Actually our peak traffic period.
Liz Williams: I'm pleased to say that we remain on track to complete the rollout of kiosks to all our company-owned restaurants later this summer, and our franchise partners are actively deploying these units as well. We are also exploring new digital technologies in the drive-through that enhance the customer experience and further automate ordering. We look forward to sharing more in upcoming calls as our testing gets underway.
Liz Williams: I'm pleased to say that we remain on track to complete the rollout of kiosks to all our company owned restaurant later this summer and our franchise partners are actively deploying these units as well.
Liz Williams: We're also exploring new digital technologies in the drive thru that enhance the customer experience and further automate ordering we look forward to sharing more in upcoming calls as our test gets underway.
Liz Williams: Next, our fourth strategic pillar is to deliver winning unit economics to further improve our restaurant profitability. Nothing replaces a strong business model and the flywheel that generates growth and drives development. El Pollo Loco has historically had higher store level margins, and we are focused on getting back in that range. In addition to the focus we have on labor productivity, we are closely reviewing everything from COGS to R&M, utilities, and other controllable expenses.
Liz Williams: Our fourth strategic pillar is to deliver winning unit economics to further improve our restaurant profitability.
Liz Williams: Nothing replaces a strong business model and the flywheel that generates with growing the business and driving development.
Liz Williams: I'll play a logo has historically had higher store level margin and we are focused on getting back in that range.
Liz Williams: In addition to the focus we have with labor productivity. We are closely reviewing everything from Cogs to R&M utilities and other controllable expenses.
Liz Williams: While still early in the process, we have identified several areas of improvement. But more importantly, we are doing this methodically to ensure it does not impact our high-quality food or the guest experience. Because we are still very early in the process, we have refrained from fully incorporating the potential savings into the margin outlook that IRA will provide. But as we have greater insight into the timing and size of the potential savings, you can expect we will update future outlooks accordingly. Finally,
Liz Williams: While still early in the process, we have identified several areas of improvement.
Liz Williams: But more importantly, we are doing that methodically to ensure it does not impact our high quality service or the guest experience.
Liz Williams: Because we are still very early in the process, we have refrained from fully incorporating the potential savings into the margin outlook IRA will provide.
Liz Williams: But as we have greater insight into the timing and size of the potential savings you can expect we will update future outlook accordingly.
Liz Williams: Finally.
Liz Williams: We are pleased that the modernization of our store base through thoughtful remodeling is also showing improved sales and positive returns. In addition to welcoming our customers with an updated brand image, we are in the process of incorporating feedback from the recent remodels and further value engineering before full rollout. We remain optimistic about the continued remodeling plan for both company-owned and franchised locations. This leads to our last strategic pillar, driving unit growth.
Liz Williams: We are pleased that the modernization of our store base through a thoughtful remodeling is also showing improved sales and positive returns in.
Liz Williams: In addition to a welcoming our customers with an updated brand image. We are in the process of incorporating feedback from the recent remodel and further value engineering before full rollout.
Liz Williams: We remain optimistic about the continued remodeling plan for best company owned and franchise restaurants.
Liz Williams: This leads to our last strategic pillar driving unit growth.
Liz Williams: Partnering with world-class franchisees is key to our accelerated growth plan. I have been so impressed by the quality of our franchise system, the passion they have for the El Pollo Loco brand, and the collaborative partnership that has been built over many years. Building on the work that has been done over the last few months, I would like to share our focus going forward. Our first focus is to complete the work on updating our restaurant design and lowering build costs. Our current prototype cost about $2.2 million to build.
Liz Williams: During with World class franchisees is key to our accelerated growth plan.
Liz Williams: I've been so impressed by the quality of our franchise system. The passion they have for the El Pollo Loco brand and the collaborative partnership that has been built over many years.
Liz Williams: Building on the work that has been done over the last few months I would like to share our focus going forward.
Liz Williams: Our first focus is to complete the work on updating our restaurant design and lowering felt costs. Our current prototype cost about $2 $2 million to build.
Liz Williams: Simply put, that is too expensive to drive consistent, long-term franchise growth. To remedy this, we are currently in the process of working with multiple partners to value engineer and reduce the cost of our prototype, while also making sure the image of the restaurant conveys our future brand image. We have also recently launched a new development incentive for all of our franchise partners. We are excited about the combination of reducing the build cost, improving the unit level margins with our winning economic focus, together with a meaningful development incentive.
Liz Williams: Simply put that is too expensive to drive consistent long term franchise growth.
Liz Williams: To remedy. This we are currently in the process of working with multiple partners to value engineer and reduce the cost of our prototype.
Liz Williams: While also making sure the image of the restaurants conveys our future brand image.
Liz Williams: We also recently launched a new development incentives for all of our franchise partners. We are excited about the combination of reducing the build cost improving the unit level margins with our winning economic focus together with a meaningful development in China.
Liz Williams: Coupled with strong sales growth, we believe this formula will reinvigorate the pipeline over time. Finally, we are thoughtfully evaluating our market entry strategy and existing market growth plans in addition to enhancing our franchise recruitment process and support for new and existing franchise partners. We have recently reorganized to provide a higher level of support and continue to resource franchise operations. These initiatives, combined with more marketing and operational focus on new markets, will help ensure that as new markets open, we have more success.
Liz Williams: Coupled with strong sales growth, we believe this formula will reinvigorate the pipeline over time.
Liz Williams: Finally, we are also thoughtfully evaluating our market entry strategy and existing market growth plans. In addition to elevating our franchise recruitment process and support for new and existing franchise partners.
Liz Williams: We have recently reorganized to provide a higher level of support and continue to resource franchise operation.
Liz Williams: These initiatives combined with more marketing and operational focus on new markets will help ensure as new markets open we have more success there.
Liz Williams: There is still significant work ahead of us, but I firmly believe that El Pollo Loco should be and will be a national brand in time. That said, we need to get the right building blocks in place to ensure our long-term success. Let me conclude by saying I am optimistic about the future of El Pollo Loco and what we can accomplish as a team. I want to thank our over 4,300 team members and our franchise partners for their hard work and dedication every day.
Liz Williams: There is still significant work ahead of us, but I firmly believe that El Pollo loco should be and will be a national brand overtime.
Liz Williams: That said, we need to get the right building blocks in place to ensure our long term success.
Liz Williams: Let me conclude by saying I am optimistic about the future of El Pollo Loco and what we can accomplish as a team.
Liz Williams: I want to thank our over 4300 team members and our franchise partners for their hard work and dedication every day I'm thrilled to work alongside you and I look forward to nurturing our special culture and unlocking I'll play all of the long term potential.
Liz Williams: I'm thrilled to work alongside you, and I look forward to nurturing our special culture and unlocking El Pollo Loco's long-term potential. With that, let me turn the call over to Ira for a more detailed discussion of our first quarter financial results. Thank you, Liz, and good
IRA: With that let me turn the call over to IRA for a more detailed discussion of our first quarter financial results.
Ira M. Fils: Thank you, Liz, and good afternoon, everyone. For the first quarter ended March 27, 2024, total revenue increased 1.4 percent to $116.2 million compared to $114.5 million in the first quarter of 2023. However, company-operated restaurant revenue decreased 0.7% to $97.2 million from $97.9 million in the same period last year. The decrease in company-operated restaurant sales was primarily driven by a $5 million decrease in revenue from the re-franchising of 18 company-operated restaurants to existing franchisees in prior quarters, offset by a 3.8% increase in company-operated comparable restaurant sales and additional sales from restaurants opened during or subsequent to the first quarter of 2022. The increase in comparable restaurant sales included a 2.6% increase in average check size and an approximately 1.2% increase
IRA: Thank you Liz and good afternoon, everyone for the first quarter ended March 27th 2024 total revenue increased one 4%.
Ira M. Fils: During the first quarter, our effective price increase versus 2023 was 6.7%. Franchise revenue increased 17.3% to $11.3 million during the first quarter, driven by a 5.9% increase in franchise comparable restaurant sales, as well as three new franchise restaurant openings during or subsequent to the first quarter of 2023 and the 18 refranchised restaurants I've just mentioned earlier. Looking ahead, second quarter to date through April 24, 2024, system-wide comparable store sales increased 5.3%, consisting of a 3.7% increase in company-operated restaurants and a 6.3% increase in franchise. As Liz mentioned, we're pleased with the reception by consumers of our double Tostada promotion to start the second quarter and the benefit it has had on our quarter-to-date results.
Ira M. Fils: $116 2 million compared to $114 5 million in the first quarter of 2023.
Ira M. Fils: Company operated restaurant revenue decreased <unk>, 7% to $97 2 million from $97 9 million in the same period last year. The decrease in company operated restaurant sales was primarily driven by a $5 million decrease in revenue from the Refranchising.
Ira M. Fils: 18 company operated restaurants to existing franchisees in prior quarters offset by a three 8% increase in company operated comparable restaurant sales.
Ira M. Fils: And additional sales from restaurants opened during or subsequent to the first quarter of 2023.
Ira M. Fils: The increase in comparable restaurant sales included a two 6% increase in average check size and an approximately one 2% increase in transactions.
Ira M. Fils: During the first quarter, our effective price increase versus 2023 was six 7%.
Ira M. Fils: Franchise revenue increased 17, 3% to $11 $3 million during the first quarter driven by a five 9% increase in franchise comparable restaurant sales as well as three new franchise restaurant openings during or subsequent to the first quarter of 2023.
Ira M. Fils: And the 18 re franchise restaurants, I've just mentioned earlier.
Ira M. Fils: Looking ahead second quarter to date through April 24, 2024, systemwide comparable store sales increased five 3% consisting of a three 7% increase in company operated restaurants, and a six 3% increase in France.
Ira M. Fils: As restaurants.
Ira M. Fils: As Liz mentioned, we're pleased with the reception by consumers of our double Tostada promotion to start the second quarter and the benefit to our quarter to date results.
Ira M. Fils: Turning to expenses, food and paper costs as a percentage of company restaurant sales decreased 110 basis points year over year to 26.4% due to higher menu prices. During the quarter, we experienced slight commodity inflation of approximately 2.5%. We continue to expect commodity inflation to be approximately 3% for the full year 2024.
Ira M. Fils: Turning to expenses food and paper costs as a percentage of company restaurant sales decreased 110 basis points year over year to 26, 4% due to higher menu prices during the quarter, we experienced slight commodity inflation of approximately two 5%.
Ira M. Fils: We continue to expect commodity inflation to be approximately 3% for the full year 2024.
Ira M. Fils: Labor and related expenses as a percentage of company restaurant sales decreased 70 basis points year over year to 31.5 percent. Higher menu prices and better operating efficiencies were partially offset by wage rate increases during the quarter. Labor inflation during the first quarter was a little over 4%, and we expect wage inflation between 12 to 14% for the full year 2024, driven by the California minimum wage increase to $20 an hour for QSR restaurants on April 1st, 2024.
Ira M. Fils: Labor and related expenses as a percentage of company restaurant sales decreased 70 basis points year over year to 31, 5%.
Ira M. Fils: Higher menu prices and better operating efficiencies were partially offset by wage rate increases during the quarter.
Ira M. Fils: Labour inflation during the first quarter was a little over 4% and we expect wage inflation between 12% to 14% for the full year 2024, driven by the California minimum wage increased to $20 an hour for <unk> restaurants on April one of 2024.
Ira M. Fils: Okay.
Ira M. Fils: Occupancy and other operating expenses as a percentage of company restaurant sales decreased 80 basis points year over year to 24.6 percent, primarily due to the leverage gained on the same store sales increase combined with the sale of lower volume restaurants to existing franchisees in the prior year. Our restaurant contribution margin for the first quarter was 17.6 percent compared to 15 percent in the year-ago period. For the full year 2024, we expect our restaurant contribution margin to be in the 15.5 to 16.5 percent range, including the second quarter at 16 and a half to 17 and a half percent.
Ira M. Fils: Occupancy and other operating expenses as a percentage of company restaurant sales decreased 80 basis points year over year to 24, 6% primarily due to the leverage gained on the same store sales increase combined with the sale of lower volume restaurants to existing franchisees and the pre.
Ira M. Fils: Here year.
Ira M. Fils: Our restaurant contribution margin for the first quarter was 17, 6% compared to 15% in the year ago period for.
Ira M. Fils: For the full year 2024, we expect our restaurant contribution margin to be in the 15 five to 16, 5% range.
Ira M. Fils: Including the second quarter and the 16 five to 17, 5% range as.
Ira M. Fils: As we move into 2024, we are pleased with the progress we are making in our labor improvement initiatives, and as Liz mentioned earlier, we're continuing to focus on identifying additional savings and efficiencies across the P&L as we look to continue to improve restaurant-level margins. General and administrative expenses increased 50 basis points year over year to 10.3% of total revenue. The increase for the quarter was primarily due to restructuring costs related to certain positions in the organization and executive transition costs.
Ira M. Fils: As we move into 2024, we are pleased with the progress we are making in our labor improvement initiatives and as Liz mentioned earlier, we are continuing to focus on identifying additional savings and efficiencies across the P&L as we look to continue to improve restaurant level margins.
Ira M. Fils: General and administrative expenses increased 50 basis points year over year to 10, 3% of total revenue the.
Ira M. Fils: The increase for the quarter was primarily due to restructuring costs related to certain positions in the organization and executive transition costs.
Ira M. Fils: During the first quarter, we recorded a provision for income taxes of $2.2 million for an effective tax rate of 27.1%. This compares to a provision for income taxes of $2 million and an effective tax rate of 28.4% in the prior year period. We reported gap net income of $5.9 million, or $0.19 per diluted share, in the first quarter compared to gap net income of $4.9 million, or $0.13 per diluted share, in the prior year period.
Ira M. Fils: During the first quarter, we recorded a provision for income taxes of $2 2 million for an effective tax rate of 27, 1%.
Ira M. Fils: This compares to a provision for income taxes of $2 million and an effective tax rate of 28, 4% in the prior year period.
Ira M. Fils: We reported GAAP net income of $5 9 million or <unk> 19 per diluted share in the first quarter compared to GAAP net income of $4 9 million or <unk> 13 per diluted share in the.
Ira M. Fils: Prior year period.
Ira M. Fils: Adjusted net income for the quarter was $6.8 million, or $0.22 per diluted share, compared to adjusted net income of $4.9 million, or $0.14 per diluted share, in the first quarter of last year. Please refer to our earnings release for a reconciliation of non-GAAP to GAAP. In regards to remodels, during the first quarter, we completed three company-operated restaurant remodels and 11 franchise restaurant remodels. Turning to liquidity, during the first quarter, we paid down $4 million on our revolver, and as of March 27, 2024, we had $80 million of debt outstanding and $9.1 million in cash and cash equivalents.
Ira M. Fils: Adjusted net income for the quarter was $6 8 million or 22 per diluted share compared to adjusted net income of $4 9 million or <unk> 14 per diluted share in the first quarter of last year.
Ira M. Fils: Subsequent to the end of the quarter, we paid down an additional $5 million on our revolver, resulting in $75 million of debt outstanding as of May 2, 2024. Additionally, during the first quarter, we repurchased 136,400 shares of stock for approximately $1.2 million, leaving about $6.2 million remaining under our current share repurchase authorization as of March 27, 2024. Finally, based on our results today, we would like to provide the following guidance for 2020: the opening of two company-owned restaurants and five to seven franchise restaurants, capital spending of $25 to $28 million, G&A expenses of $45 to $47 million, excluding one-time costs, and an adjusted income tax rate of 27 to 28 percent.
Ira M. Fils: Please refer to our earnings release for a reconciliation of non-GAAP measures.
Ira M. Fils: In regards to Remodels during the first quarter, we completed three company operated restaurant Remodels and 11 franchise restaurant Remodels turning to liquidity during the first quarter, we paid down $4 million on our revolver and as of March 27th 2024, We had 80 million.
Ira M. Fils: Of debt outstanding and $9 1 million in cash and cash equivalents subsequent to the end of the quarter, we paid down an additional $5 million on our revolver, resulting in $75 million of debt outstanding as of May <unk> 2024.
Ira M. Fils: Additionally, during the first quarter, we repurchased 136400 shares of stock for approximately $1 2 million.
Ira M. Fils: Leaving about $6 $2 million remaining under our current share repurchase authorization as of March 27th 2024.
Ira M. Fils: Finally based on our results to date, we would like to provide the following guidance for 2020 for.
Ira M. Fils: The opening of two company owned restaurants, and 5% to seven franchise restaurants.
Ira M. Fils: Capital spending of $25 million to $28 million.
Ira M. Fils: G&A expenses of 45% to $47 million, excluding onetime costs.
Ira M. Fils: And an adjusted income tax rate of 27% to 28%.
Ira M. Fils: This concludes our prepared remarks. We'd like to thank you again for joining us on the call today, and we are happy to answer any questions that you may have. Operator, please open the line for questions.
Speaker Change: This concludes our prepared remarks, we'd like to thank you again for joining us on the call today and we are happy to answer any questions that you may have operator, please open the line for questions.
Operator: Thank you, sir. At this time, we will be conducting a question and answer session. If you would like to ask a question, please press star and then one on your telephone keypad. A confirmation tone will indicate your line is in the question queue. You may press the star key and then 2 if you would like to remove your question from the queue. For participants using speaker equipment, it may be necessary to pick up your handset before pressing the star keys. Again, if you would like to ask a question, please press star and then 1 now. The first question we have comes from Todd Brooks of the Benchmark Company. Please go ahead.
Speaker Change: Thank you Sir.
Speaker Change: At this time, we will be conducting a question and answer session.
Ira M. Fils: If you would like to ask a question. Please press star and then one on your telephone keypad.
Todd Morrison Brooks: Information tone will indicate your line is in the question queue. You May Press Star and then two if you would like to move your question from the queue.
Todd Morrison Brooks: All participants using speaker equipment, it may be necessary to pick up your handset before pressing the star keys.
Operator: Again, if you would like to ask a question. Please press star and then one now.
Operator: The first question we have comes from Todd Brooks of the Benchmark Company. Please go ahead.
Todd Morrison Brooks: Thank you and welcome, Liz, and this release is a really nice way to kick things off, so congratulations.
Todd Morrison Brooks: Hey, Thank you and welcome Liz and this release is a really nice way to kick things off so congrats.
Liz Williams: Thank you; I agree.
Todd Morrison Brooks: Thank you I agree.
Todd Morrison Brooks: If we go and look at the restaurant level operating margin, you parsed a couple things out that were drivers. You talked about higher menu prices, but you also talked about operating efficiencies. If we can look at the year-over-year increase, that 260 basis points, how much is attributable to each bucket? And can you walk through the timing of pricing that you took relative to the minimum wage increase that kicked in at the beginning of the vehicle?
Todd Morrison Brooks: Yes.
Todd Morrison Brooks: Continuing to look at the restaurant level operating margin you parsed, a couple of things out there where drivers you talked about higher menu prices, but you also talked about.
Todd Morrison Brooks: Operating efficiencies if we can look at the year over year increase of 260 basis points, how much are attributable to each market and can you walk through the timing.
Todd Morrison Brooks: Of pricing that you took relative to the minimum wage increase that kicked in at the beginning of April.
Ira M. Fils: Yeah. So, Todd, there are a couple things there.
Speaker Change: Yeah. So so Todd a couple of things there.
Todd Morrison Brooks: If you roll back a little bit we had taken price a little in preparation for minimum wage happening in April we took we had taken some price.
Ira M. Fils: We, you know, if you roll back a little bit, we had taken prices a little in preparation for the minimum wage happening in April. We had taken some prices back in December, and then we took additional prices in at the end of February to really, you know, help that that was a big part of what helped drive the operating margin improvement. The other thing is we had, you know, we really had good sales.
Todd: Back in December and then we took additional price in.
Ira M. Fils: At the end of February to really help that that was a big part of what helped drive the operating margin improvement.
Ira M. Fils: The other thing is we had we really had good sales I mean, when you are when you're Comping up sales, we got some great leverage.
Ira M. Fils: I mean, when you're comparing sales, we got some great leverage on the P&L. And then third, we did start some initiatives. The biggest one really being as we started looking at a better way to process our salsa a little earlier in the quarter as well. So, it was a combination of all those things as well as just, you know, kind of overall general better management of the labor schedules. As we're really, let's face it, we're really focused as we're looking forward to April 1, we're really focused on making sure we're running efficiently.
Ira M. Fils: On the P&L and then third we did start some of the initiatives.
Ira M. Fils: The biggest one really being as we started looking at the <unk>.
Ira M. Fils: Better way to process, our salsa started a little earlier in the quarter as well. So it was a combination of all those things as well as just kind of overall general been better management of the of labor schedules.
Ira M. Fils: As we are really let's face it we're really focused as we're looking forward into April one really focus on making sure we're running efficient labor.
Ira M. Fils: And just to bookend that, I'd say, you know, it's really been an all hands on deck focus across the operating team and then all of the supporting functions. And so, as we look forward, not just stopping with the improvements that we found but also starting to look at every single line item within the P&L as well.
Ira M. Fils: And just to look at that I'd say, it's really been an all hands on deck across the operating team, but then all of the supporting functions and so as we look forward.
Ira M. Fils: Not just stopping with the improvements that we found but also starting to look at every single line item within the P&L as well.
Todd Morrison Brooks: Fantastic. And then one more, and I'll jump back in the queue.
Speaker Change: Fantastic and then one more and I'll jump back in queue.
Ira M. Fils: If you if you listen to other calls there is a lot of talk about varying performance across.
Liz Williams: If you listen to other calls, there's a lot of talk about varying performance across different income cohorts. I know you've got a geographic concentration and a really good handle on your different income cohorts. Just how variable was the performance across household incomes, and what were you seeing in maybe your lowest couple of cohorts as far as trends during the quarter? Thank you.
Speaker Change: Different income cohorts I know, you've got a geographic concentration and.
Todd Morrison Brooks: Really good handle on your different.
Liz Williams: Income cohorts, just how variable was the performance across.
Liz Williams: Household incomes and and what are you seeing and maybe your lowest couple of cohorts as far as trends during the quarter. Thank you.
Liz Williams: Yeah, you know, because we serve really well across cohorts, we weren't, we didn't have an outsize effect on any of them. And we really do, you know, our menu has so much on it for different kinds of folks. So we have value at the lower end, although we do see that we need to have even more value. So that's something we're working on.
Liz Williams: Yeah.
Liz Williams: We serve really well across cohorts, we weren't we didn't have an outsize effect by any of them and we really do our menu has so much on it for a different different folks. So we have the value add.
Liz Williams: At the lower end, although we do see that we need to have even more value. So that's something we're working on but then we have also you can get something better for you healthy the solid the ball.
Liz Williams: But then we have also, you know, you can get something better for you, healthy, the salad, the bowls that are more expensive. So, you know, those are the $10 plus items. Although the family meals are a great example of really good value, although it is a high price ticket, you're feeding lots of people with that. So again, that really spans across all of the different demographics, and demographics as well.
Liz Williams: The ticket items are more expensive.
Liz Williams: Are the $10 plus items, although the family meals are a great example of a really good value. Although it is a high price ticket you're feeding lots of people with that so again not really spans against all of the different demographics demographics as well. So it was one of those things where I don't unlike maybe some.
Liz Williams: So it was one of those things where, unlike maybe some other brands, I don't think we were as negatively affected by some of the trends that you're seeing. That said, we really have to stay on top of value. And, you know, like I keep saying, we're focused on it. Great.
Liz Williams: Other brands I don't think we whereas negatively affected by some of the trends that youre seeing that said, we really have to stay on top of the value and you know like I keep saying we're focused on it.
Liz Williams: Great. Thanks, Liz. Yeah.
Speaker Change: Okay, great. Thanks, guys.
Operator: Thank you. The next question we have is from Andy Barish of Jefferies. Please go ahead.
Liz Williams: Thank you. The next question we have is from Andy Barish of Jefferies. Please go ahead.
Andrew Marc Barish: Hey Liz. Welcome. I guess, just would love to hear your impressions. I know it's not the first 100 days yet, but I appreciate you laying out the strategic pillars, just what's kind of surprised you, you know, positively, maybe an area where you kind of discovered there needs to be a little bit more work as well.
Speaker Change: Hey, Lance.
Speaker Change: Welcome I guess.
Andrew Marc Barish: Would love to hear your impressions I know, it's not the first 100 days yet but.
Andrew Marc Barish: I appreciate you laying out.
Andrew Marc Barish: The strategic pillars.
Andrew Marc Barish: What's kind of surprised you positively maybe an area where.
Andrew Marc Barish: You kind of discovered there needs to be a little bit more work as well.
Liz Williams: Yeah, I would say positively. I have been blown away by just the quality and then how that quality is translating into consumers' perceptions of El Pollo Loco. When you look at the consumer research, we get so much credit for having such delicious, healthy, high-quality, you know, really great ingredients, and consumers play that back to us, which is, you know, in QSR, that is unique. So, I'm really excited about that. I think there's a huge opportunity to talk more with our consumers about customization.
Elizabeth Williams: Yeah, I would say positively I have been blown away by just the quality and then how that quality is translating into consumers' perceptions of El Pollo Loco. When you look at the consumer research, we get so much credit for having such delicious healthy high quality.
Liz Williams: Really great ingredients and consumers play that back to us which is in <unk> that is unique so I'm really excited by that I think there is a huge opportunity to talk more with our consumers about customization. We really are a brand where you can customize.
Liz Williams: We really are a brand where you can customize, so I think there's huge opportunities there, but we truly have food that people feel good eating, and so I think that's just been a place that we're excited to lean into more. I'm also pleasantly surprised by just how strong our operations are. When I look at the quality of the team members, when I dug into our turnover, we have some of the lowest turnover rates that I've seen in years, and it really just is attributed, I think, to our culture and also our strong franchise partners, as well as our corporate operations teams. Just a great culture. So, I'm excited about all that, and I still see a ton of opportunity, you know, across the business overall.
Liz Williams: There's huge opportunity there, but we truly have food that people feel good eating and so I think thats just been.
Liz Williams: A place that we're excited to lean into more also pleasantly surprised by our just touched on our operations or when I look at the quality of the team members when I dug into our turnover we have some of the lowest turnover rates that I've seen in years and it really just attribute is attributed I think to our culture.
Liz Williams: And also our strong franchise partners as well as our corporate operations teams just a great culture. So I'm excited about all of that and I still see a ton of opportunity.
Liz Williams: Across the business overall.
Liz Williams: Fantastic. Hey, Ira, if I could ask, and I don't mean to, you know, sort of nitpick on monthly numbers, but it looked like March was very strong, and April is still solid, but softer than the implied March numbers just from what you had given out in the fourth quarter with quarter to date through February, I believe. Can you give us a sense of sort of the first month in California? You guys were obviously one of the biggest exposures, just what's going on with the consumer, how they're trading with these price increases, and where do we expect pricing to be for the rest of the year when all the California increases have now been put in place? Yeah, so we took it, so yeah, March was very busy.
Liz Williams: Fantastic.
Speaker Change: If I could ask and I don't mean to nitpick on monthly numbers, but it looked like March.
Liz Williams: March was very strong in April still solid, but but softer than the implied March numbers just from what you had given out in the fourth quarter with quarter to date through February I believe can you give us.
Liz Williams: The sort of the first month in California, you guys are obviously.
Liz Williams: One of the biggest exposure is just what's going on with the consumer.
Liz Williams: How they're trading with with these price increases then.
Liz Williams: Where do we expect kind of pricing to be for the rest of the year when all but all.
Liz Williams: All of the California increases have now been put in place.
IRA: Yes so.
Ira M. Fils: So we took, so yeah, March was very, obviously March was very strong. We had a little, you know, if you break down Q1 back and forth, there were puts and takes from a weather standpoint across the quarter. And yes, we did get some benefit from that in March, but I think we were pretty happy with what we saw from a same-store sales standpoint in April. We did take a little more on the price.
Liz Williams: So we took so yes March was various obviously March was very strong we had a little if you breakdown Q1 back and forth. There was puts and takes from a weather standpoint across the quarter and yes, we did get some benefit.
Ira M. Fils: Of that in March.
Ira M. Fils: But I think we're pretty happy with what we saw from a same store sales standpoint in April we had we did take a little more price.
Ira M. Fils: In addition to what we were already carrying, we took a little over, a little over a percent more at the start of April, and our sales have held up pretty well. We're definitely seeing a little more check, and transactions have been a little bit pressured since we did that, but I think we're in an area that we're very comfortable with. And we do, you know, we're, first of all, holding to that we believe we're gonna carry for pricing for the year in the mid to high single digits. And if you look across other players in our segment, that's what you're hearing from the other players as well. But we are monitoring that very closely as we move forward through the year.
Ira M. Fils: In addition to what we were already carrying we took a little over.
Ira M. Fils: A little over a percent more at the start of April.
Ira M. Fils: And our sales have held up pretty well, we're definitely seeing a little more check and transactions have been a little bit pressured since we've done that but I think in an area that we're very comfortable with.
Ira M. Fils: And we do we are first of all.
Ira M. Fils: We're holding to that we believe we're going to carry for pricing for the year mid mid to high single digits and if you look across other players in our in our segment, that's what Youre hearing from the other players as well, but we are monitoring that very closely as we move forth or around the year.
Ira M. Fils: Okay.
Speaker Change: Thank you very much.
Operator: Thank you. The next question we have comes from Jake Bartlett of Trice Securities. Please go ahead.
Ira M. Fils: Thank you. The next question we have comes from Jake Bartlett of <unk> Securities. Please go ahead.
Jake Rowland Bartlett: Hey guys, this is Vincent Singelman on for Jake. Liz, welcome, and congrats on a solid first quarter. I guess one question I have is, you know, you laid out steps to kind of put together the building blocks of accelerated development. I'm curious, how long do you expect that to take?
Ira M. Fils: Hey, guys. This is Vincent tengelmann on for Jake.
Jake Rowland Bartlett: And congrats on the solid first quarter.
Jake Rowland Bartlett: I guess one question I have is.
Jake Rowland Bartlett: You've laid out.
Jake Rowland Bartlett: To kind of put together the building blocks of accelerated development. So just curious how long do you expect that to take.
Liz Williams: Thanks. Thanks for the question.
Elizabeth Williams: Thanks, Thanks for the question.
Liz Williams: You know, we're just getting into this transformation as regards cost, taking cost out of the unit. I know the team was really working on it, but I think we didn't get as far as we needed to get, quite frankly. And then when you couple that with the fact that our economic model wasn't as strong over the last 12 to 18 months, those are the two things you've got to have if franchise partners are going to invest.
Speaker Change: We're just getting into this transformation as it regards to cost on taking cost out of Vienna, I know the team was really working on it but I think we didn't get as far as we needed to get and just quite frankly, and then when you couple that with the fact that our economic model wasn't as strong over the.
Liz Williams: Last 12 to 18 months those are the two things you've got to have franchise franchise partners are going to embark.
Liz Williams: I feel comfortable that we have a plan for our economic model as we've laid out today, and I think we're headed in the right direction. So, now we really have to do the work on the cost engineering of our building and do that very quickly. Because we don't want to wait around, we put out an incentive recently that we think is really exciting, and from our franchise partners, we heard a lot of positive feedback there.
Liz Williams: I feel comfortable that we have a plan on our economic model as we've laid out today and I think we're headed in the right direction. So now we really have to do the work on the cost engineering.
Liz Williams: Our our building and do that very quickly.
Liz Williams: Because we don't want to wait around we put out an incentive recently that we think is really exciting and that our franchise partners.
Liz Williams: <unk> heard a lot of positive feedback there just knowing that the franchise partners can get started.
Liz Williams: Just knowing that the franchise partners can get started moving forward with development. So, long way of saying, we've got a lot of work to do in the next couple of months. And then, you know, I think we can give a more clear direction on the timeline, but really focused on getting development, the development flywheel going again.
Liz Williams: Moving forward with development, so long way of saying, we've got a lot of work to do in the next couple of months and then I think we can give a more clear direction on timeline, but really focused on getting development the development flywheel going again.
Jake Rowland Bartlett: Great, that's helpful. And then I just shift gears a bit.
Speaker Change: Great. That's helpful. And then just shifting gears a bit.
Liz Williams: We've heard some larger <unk> talked about a weakening consumer environment.
Liz Williams: Promotional activity, becoming more competitive so I was just kind of curious you mentioned your strategy around providing value to the consumer how do you balance that strategy of value versus premium offering in this context and how do you think about that in terms of your marketing strategy going forward.
Jake Rowland Bartlett: You know, we've heard some large QSRs talk about a weakening consumer environment, and promotional activity becoming more competitive. So I'm just kind of curious, you mentioned your strategy around providing value to the consumer. How do you balance that strategy of value versus premium offering in this context? And how do you think about that in terms of your marketing strategy going forward?
Liz Williams: Right. So, we really believe that you've got to have everyday value across the menu, first and foremost. So, even some of those more expensive items I mentioned, like a tostada salad, the consumer has to really feel like they're getting a wonderful, you know, delicious, craveable, and filling meal, even though it might be on the, you know, upper end of their price range. So, that's number one.
Speaker Change: Right. So we really believe that you've got to have everyday value across the menu first and foremost so.
Jake Rowland Bartlett: Some of those more expensive items I mentioned like a test data solid the consumer has to really feel like they're getting a wonderful day.
Liz Williams: <unk> craveable and billing meal, even though it might be on the upper end of their their price band. So that's number one but then in the.
Liz Williams: But then, in the sub-10 price range, we've got to figure out how to continue to innovate there, and that's exactly what we're doing with our burrito platform, as an example. So, we have in test right now some updated recipes with our, you know, we're known for great ingredients, we're known for our delicious burritos, but putting a twist on some of those, we have those in test at a couple different price points. So, we're constantly looking at, you know, testing and learning so that we can launch those later this year.
Liz Williams: Sub $10 price range, we've got to figure out how to to continue to innovate there and that's exactly what we're doing with our burrito platform. As an example, so we have in test right now.
Liz Williams: Updated recipes with R. R.
Liz Williams: Known for Great ingredients, we're known for our delicious greta's, but putting a swift on some of the we have those intact at a couple of different price points. So it's constantly looking at.
Liz Williams: Testing and learning so that we can launch those later this year.
Speaker Change: Awesome. Thank you.
Liz Williams: Thank you. Ladies and gentlemen, we have reached the end of today's question and answer session. I would now like to turn the call back over to Liz Williams for closing remarks. Please go ahead.
Speaker Change: Thank you ladies and gentlemen, we have reached the end of today's question and answer session.
Liz Williams: I would now like to turn the call back over to Liz Williams for closing remarks. Please go ahead.
Liz Williams: Thank you, and I just want to thank everyone again for joining us today and for your interest in El Pollo Loco. We look forward to talking to you again next quarter. Have a wonderful evening.
Elizabeth Williams: Thank you and I just wanted to thank everyone again for joining today and your interest in our bio locale. We look forward to talking to you again next quarter have a wonderful evening.
Operator: Thank you. Ladies and gentlemen, that concludes today's conference. Thank you for joining us. You may now disconnect your lines.
Speaker Change: Thank you.
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Speaker Change: Ladies and gentlemen that that concludes today's conference. Thank you for joining US you may now disconnect your lines.
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