Bang & Olufsen a/s

Ladies and gentlemen, welcome to the Bang & Olufsen Interim Report for Q2 2022-23. For the first part of this call, all participants are in a listen-only mode. Afterwards, there will be a question and answer session. To ask a question, please press 5 star on your telephone keypad. This call is being recorded. Today, I am pleased to present CEO Christian Thier. Speaker, please begin.

Hello, everyone, and thank you for joining the call. As always, I have Nikolaj Vendelbo, our CFO, with me today. I will begin by going through the financial highlights for our second quarter, followed by an update on how we're progressing on our strategy. Here I will also share a little more about our sharpened strategic direction. Nikolaj will take us through the financials, then I will conclude the presentation part before opening up for questions. So if we move to the next slide. We achieved 6% growth in the second quarter, despite the macroeconomic headwinds that continued to impact us and the global economy. Product sales grew by 2%. Our Americans region delivered a record quarter in terms of revenue, and we had a strong product sales in EMEA, while our Asia region, where the continued lockdowns due to COVID-19 meant lower in-store footfall and activity. Our latest soundbar, BioSound Theater, has been well received by customers and reviewers, and we also delivered growth in our on-the-go category. We saw a very positive performance in our brand partnering business, driven by both existing and new partnerships. The results in the second quarter reflect the resilience of our diverse business model and the breadth of our portfolio. Sellout declined by 3%. This development was driven by both EMEA and Asia, partly offset by a good performance in the U.S., We also delivered positive EBIT and free cash flow despite the headwinds we faced in the quarter. We continue to see solid progress on our strategic initiatives which I will elaborate more on in the next slides. Our turnaround is progressing well and to ensure that we stay on track, we are prepared for the future, we are sharpening our strategic direction and I will also get back to this in a few minutes. We maintain our outlook. However, we now expect it to be at the lower end of the range due to macroeconomic developments and the unusually high uncertainty we still face. So if you please move to the next slide. Sellout declined by 3%, which was driven by the performance in EMEA and Asia, with Asia being impacted mainly by the lockdowns in China. In EMEA, our sellout declined by 6%. Several markets delivered sellout at the same level or higher than Q2 of last year, while others are more materially impacted by weaker consumer demand. So we're not seeing the same picture across the whole EMEA when it comes to sellout. If you look at our channels, the sellout decline was mainly related to monobrand, while our company-owned stores performed well. Multibrand and e-tail also delivered healthy sellout growth. Sellout picked up significantly in November with a very good performance during the big retail events like Black Week, especially with the on-the-go category. Sellout in Asia declined by 1%. This was driven by China while we saw solid sellout growth in the other Asian markets. The decline was mainly driven by states with flexible living on par with last year. In on-the-go, we had a higher sellout compared to last year, and overall, we have seen the on-the-go category perform well in Q2. in the americas we delivered nine percent sellout growth compared to q2 last year the growth was driven by our own stores the monobrand network and e-tail channel the growth was coming from states and on the go while we saw flexible living decline so please move to the next slide In Q2, the six core markets in Europe outperformed the rest of EMEA when it comes to sellout, with sellout declining by only 1% compared to 6% for the rest of EMEA. Four of the six core markets delivered a sellout performance which was at the same level or better than Q2 last year. Sellout in Denmark declined more than 10%, but it reflects that we in Denmark have a broader customer base than we have in the other markets. Sellout in the two Asian core markets declined by 5%, and this was mainly due to the performance in China. China was negatively impacted by lockdowns and COVID-19, and this has resulted in a lower footfall in retail. This has led us to scale down our marketing activities. If you look at South Korea, sellout grew compared to last year. This is the first time we comment on the US as a core market. We delivered a solid performance, as I also mentioned before. Our partner opened a new monobrand store in San Francisco, and we have a roadmap for opening more stores in key areas as part of a monobrand expansion that we're planning with our network of partners. We also expanded our partnership with Origin Acoustics and we now offer a full range of products to their customers. They have good access to people in our target segments with their custom installation business and we see this as a great opportunity to further expand our business in Americas. Finally, we continue to see progress with our Wind City concept. In Q1, we announced that we will do Paris and New York as the next two cities. We have now completed the customer segmentation in both cities, and based on that, we are now beginning to plan for the targeted customer activation that has proven successful in London. In London, we have continued our activities. In 2023, we will open a flagship store in Mayfair in London and in Soho, New York, we have built a Be Your Home experience. The Be Your Home setup will enable us to showcase the full Be Your Home experience for our target audiences and drive further sales of especially states and the flexible products. Please turn to the next page. For the first six months of the year, we have expanded our customer base by 13%. In addition, we also continue to see more repeat purchases, and the number of customers who own two or more products grew by 12%. We want our customers to build an ecosystem of Bang & Olufsen products, and we are encouraged to see that customers are growing their B&O systems. This is a result of our improved brand and marketing efforts and the improved portfolio of connected products we have built over the last couple of years. We saw a positive trend in our engagement with customers. The number of newsletter subscribers increased further in Q2, and the duration of visits to our corporate websites continued the positive development seen in previous quarters. The launch of BioSound Theatre drove more traffic to our website, supported by social media posts. We have had a lot of activations driven by the launch of BioSound Theatre, both when it comes to physical events and online promotions. Please turn to the next page. Unlike any other audio company, Bang & Olufsen has the capabilities to create special editions and bespoke solutions. And in Q2, we executed several activations to showcase these capabilities for customization for our target audiences. BioPlay A9 has become an icon in our product portfolio, remaining one of the best selling products. This year, we celebrated the A9's 10th anniversary, which we marked with the concept of Art of A9 that you can also see illustrated on this slide. We commissioned a series of designs by leading artists working across the field of art, design and music to customize the canvas cover. In China alone, we had more than 60 million views on Weibo in the first few days. In Miami, we attended an event during the Art Basel fair. Here we revealed bespoke products created for very high net worth individuals. We have shown some of the products here, which were gold plated. We had more than 200 special guests attending the event. Please turn to the next page. Our turnaround is progressing well. Since the launch of our turnaround strategy in April, we have improved the business foundation and financials performance on many important parameters. We have delivered growth in all markets and categories. We have increased our customer base and average product ownership. We have improved our product portfolio significantly with the many awards and positive reviews also confirming. We have demonstrated that we can charge a premium for our products and achieve better price consistency across channels. Our retail partner satisfaction has increased and improved the balance between supply and demand. Our marketing metrics have improved and we have a proven win-city strategy. We are doing the right things and we will continue to build on that. So move to the next slide. Building on our learnings from the past two years, we are now sharpening our direction to ensure that we stay on track and are prepared for the future. We want to deliver on a proposition of luxury, timeless technology. That means cementing our position within luxury, enhancing our focus on circularity and creating timeless products and leveraging technology to offer our customers more spatial and personalized sound. We believe it will enable us to differentiate further, help us to prioritize our investments and support our growth ambitions even in a challenging macroeconomic environment. That also means that we move even further away from the mainstream consumer electronic markets towards the bigger and more lucrative luxury market. Only we can do that with our incredible heritage and unique capabilities within sound design and craftsmanship. And we believe that the global megatrends with expansion of 5G, the need for personalization, the rise of next generation audio and sustainable consumption, just to name a few, will play to our unique strengths and help us to grow. If we move to the next slide. We are the biggest player within luxury audio today, but we see the market potential to be much bigger. We have identified more than 200 million affluent design and music lovers in our core markets across our four customer segments, very high net worth individuals, young millennials and well-established and careerists. As communicated in Q1, we are refocusing our brand and marketing activities, especially towards the younger customer generation and the very high net worth individuals. The next generation of Bang & Olufsen customers are affluent young millennials and Gen Zs, and we need to stay relevant to these audiences to drive growth. The very high net worth individual segment is a perfect fit for our products and services. And today we see a massive untapped potential for this group. In addition, targeting and winning these two segments will have a strong effect on adjacent target audiences. Gen Z and young millennials will define what is cool in demand, while the high net worth individuals will define what constitutes contemporary luxury. Winning them will elevate the visibility and exclusivity of our brand and help drive demand among the carrierists and well-established. If we move to the next page. We have already started this change of direction. As illustrated on this slide, we are making five shifts. We are reigniting our brand to become a culturally relevant brand and increase the awareness of the brand. Our collaborations with brands like Belluti and partners like Williams are increasing the knowledge and the desirability of our brand. We will continue to work with relevant brand ambassador partnerships and sponsorships to get reach and exposure to the right customer audience. We will continue to strengthen our brand, engage more directly and interactively with our audience and taking a more active role in culture. We will activate our unique heritage further as this is also our license to operate in luxury and a key differentiator for us in consumer electronics. Secondly, we are building a seamless connected product portfolio and enabling our customers to bridge the past, present and future product icons. Today our portfolio is very strong. We see desire for our products and growth across our categories and we have improved our product net promoter score. We continue to build for a product ecosystem and expanding on our platform strategy. Everything we ship runs on one of the two software platforms. This enables our products to connect seamlessly, both when it comes to our current portfolio, our classic products and the products of the future. Through software updates, upgrades and services, we can continue to improve the experience and extend the lifetime of the product. Our design engineers are creating the product platform of the future that will enable modularization, product versioning, customization and personalization of products for different use cases. This will help us to build for scale. We will create propositions for our target audiences across the categories we currently cover. We focus more on developing propositions for our younger audience and full solutions for the very high net worth individuals. We will therefore also expand our bespoke offerings to other categories. We will recreate the relaunch and more icons of the past as we have done with Biogram 4000C. In addition, we are committed to getting all products we start developing from 2022-2023 cradle-to-cradle certified, and we continue developing our modular design capabilities to allow for product repair and upgradability on both the hardware and software side. The third shift listed here is creating magical moments across touchpoints. We have diverse and resilient channel footprint and our aim is to continue to work to build superior and consistent experiences on par with luxury peers across monobrand, multibrand, e-tail, e-commerce and own stores. Our own e-commerce platform is increasingly important as this is a channel of commerce and a place to experience the brand. Our own stores are also an important way for us to bring the ultimate brand and product experience to our customers. The goal is to evolve the ecosystem of channels to ensure that we deliver consistent brand experiences. We have started this work. Last year, we terminated select monobrand partners to ensure a high-quality brand experience and we recently announced the opening of a new company-owned flagship store in London. The fourth shift is winning in key global cities. Through our WinLondon project, we have validated a go-to-market approach for global cities like London that function as hubs for cultural and commercial exchange. As communicated in Q1, we have decided to expand our WinCity concept Our efforts in London are still ongoing, and as I mentioned before, we are progressing well in New York and Paris. We have developed a roadmap of key cities to include in the coming years. With a dedicated team and documented approach, we will now work to expand our concept further and ensure that best practices are shared across the future city projects. The fifth and final shift is exploring existing and new adjacent opportunities. Our brand partnerships is of great importance to us, both in terms of commercial value and as a driver of brand awareness and customer acquisition. We will explore further business and brand opportunities in this area in the future. We will also continue our business-to-business efforts, tapping into the hybrid work trend, where the demand for multipurpose and high-quality audio devices plays to our strengths, and our enterprise certifications will help us penetrate this market further. We are also expanding our presence in the high-end hospitality segment, representing an ideal environment for our products and their exposure to our target audiences. With our sharpened direction, we are orienting Bang & Olufsen to an even more unique position in the marketplace. We are building on the great progress we have made the past two years with our turnaround, our 97 years of amazing heritage and the global mega trends we see. We believe this positioning will enable us to differentiate ourselves further, help us prioritize our investments and support our growth ambitions, even in a challenging macroeconomic environment. And with that, I would like to turn over to you, Nikolai. Thank you, Christian.

Please turn to page 15. Reported revenue was 859 million, which is a growth of 6% compared to last year, or 2% in local currencies. Compared to Q2 of last year, we have benefited from currency tailwind, especially related to the US dollar. The growth in reported revenue was driven by both product revenue and our brand partnering activities. Reported revenue from products grew by 1.7%. This was equivalent to a decline of 2% in local currencies. A withdrawal from Russia and Belarus had a negative effect of approximately 1%. As in previous quarters, regional lockdowns in China and thus lower footfall had a negative effect on revenue in Q2. Revenue in China dropped 23% in local currencies. In Europe, we continued to experience cautions regarding inventory replenishment from our partners. However, the launch of BFM Theater had a positive impact on our performance in Q2. We delivered a strong growth from brand partnering and other activities. 58% reported growth and 47% in local currencies. The main driver was related to our partnership with Cisco and the ramp up of production. We have benefited from this in the first half of the year and expected to normalize at a lower level in the second half of the year. Additionally, license income also continued to grow compared to Q2 of last year. This is predominantly driven by the automotive industry, which had a backlog of orders that are now being produced. Please turn to the next page. EMEA posted 9.1% growth despite the negative effect from our withdrawal from Russia and Ukraine. Excluding this effect, revenue grew nearly 12%. Our company-owned stores have in past quarters continuously delivered solid growth and this trend continued in Q2. Our multibrand channel also delivered solid growth, however, on the back of low comparables from last year, where we took back slow-moving products from a few partners. Our monobrand channel declined compared to last year. The loss of Biosound Theater had a positive effect on reported revenue, but lower overall sell-out in combination with continued caution and inventory replenishment impacted sales negatively. Reported revenue in Americas grew by 17.3%. However, adjusted for the currency tailwind, Americas was flat compared to Q2 of last year. We saw a solid performance across several channels. The Monobrand channel was driven by the Stage category and was also positively impacted by the launch of Biosan Theatre. We also saw solid growth from the e-tail channel. November was especially strong and we sold out of several products during Black Week. And we saw the same development in our own e-commerce channel. Our expanded partnership with Origin Acoustics also lifted revenue in Q2. The development in Asia reflected the lockdowns in China and lack of sell-out. Revenue was therefore 12.9% lower than last year, or 16% in local currencies. The biggest impact was in the staged and flexible living categories. The undergo category, on the other hand, delivered a solid growth of 15%. Overall, global product growth was driven by our on-the-go category, which was up by 26%, and related to both earphones and headphones. We continue to see a very strong performance of Beoplay EX, and we have seen that pricing has remained stable since the launch, also during the big consumer moments in November. The growth in headphones was partly related to the sale of a larger quantity of headphones, and we have reduced our inventory of products with shorter life cycles. The stage category grew 2%, which was driven by the launch of Bioshock Theatre. On the rest of the portfolio, we saw lower volumes than in Q2 of last year. Flexible living faced the biggest decline driven by the performance in EMEA and Asia. Across all three regions, we saw a decline in volume compared to last year. For both the states of flexible living categories, we had an offsetting effect from higher average prices driven by the price increases that we have implemented since Q2 of last year. Please turn to the next page. Gross margin was stable at 44.4%. There were several factors impacting gross margin in the quarter. The strong growth from the higher margin brand partnering activities compared to product sales had a positive impact on group gross margin in the quarter. The gross margin was adversely impacted by a shift in product mix with on-the-go accounting for a larger share of sales. Furthermore, the on-the-go margin was impacted negatively by the sale of headphones mentioned before as part of our efforts to reduce inventory of products with shorter life cycles. The sale of headphones had a negative impact on gross margins 1.7 percentage points. Finally, the margin was positively impacted by a lower fixed cost to revenue ratio, which, however, was more than offset by currency developments, impacting gross margin negatively by 2.2% compared to last year. The EBIT margin was positive 1.5%, which was 1.9% lower than Q2 of last year. Compared to last year, it was positively impacted by the increase in gross profit, but offset by an increase in capacity cost driven by both product development and distribution and marketing costs. the currency development had a combined negative impact on EBIT margin of approximately 1.5%. Hence, adjusted for the inventory depletion and currency development, our EBIT margin was better than Q2 of last year. Please turn to the next page. Total capacity cost increased 11%. This was driven by development cost and sales and marketing activities. The growth was partly related to the full year effect of the competencies and resources we have added since Q2 of last year. Development costs grew by 21%. The increase was attributed to a combination of higher incurred costs and lower capitalizations. Distribution and marketing costs increased by 10% compared to last year. This was equivalent to a ratio of 29.7% of which 9.6 percentage points was related to marketing activities. The increase was mainly driven by higher costs in the three regions. Administrative expenses were at the same level as Q2 of last year. Please turn to the next page. Net working capital increased by 10 million and was at the same level as in the beginning of the year. Throughout the fiscal year, we have worked to improve our working capital. The working capital ratio is still at the elevated level from year end, but we have a better composition. Reduced our inventory by 56 million in Q2. More importantly, the reduction was mainly on on-the-go products with shorter life cycles, and we therefore have a healthier inventory composition. Trade receivables increased by 49 million, which was driven by high revenue in the quarter. Compared to Q2 of last year, we have lower receivables and we have a lower trade receivables ratio. Trade payables increased by 16 million in Q2. The increase was driven by timing of incoming supply. As communicated in Q1, we have adjusted our production plans due to the elevated inventory level. Compared to Q2 of last year, trade payables were 74 million lower and thus reflecting the actions we have taken. Please turn to the next page. Free cash flow was positive 1 million compared to 11 million last year. The decline was mainly due to the decline in EBITDA and other non-cash items, partly offset by changes in net working capital, which last year was negative 26 million. income tax also had a positive impact on free cash flow the capital expenditures were 53 million which was at the same level as q2 of last year with the same split between intangible and tangible investments intangible investments mainly related to the new products and our new product platforms Finally, capital resources consisting of available liquidity and available drawing right on our revolving credit facilities stood at 307 million. The decline in the quarter was mainly related to repayment of lease liabilities and currency losses on cash and cash equivalents. With that, I would like to hand the word back to Christian.