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spk08: Good day, everyone, and welcome to the CuriosityStream Q4 and full-year 2022 earnings call. If you have a question today, please press star 1 on your telephone keypad. I would now like to hand things over to Ms. Denise Garcia. Please go ahead.
spk06: Thank you. Welcome to CuriosityStream's discussion of its fourth quarter and full-year 2022 financial results. Leading the discussion today are Clint Cinchco, CuriosityStream's Chief Executive Officer, and Peter Wesley, CuriosityStream's Chief Financial Officer. Following management's prepared remarks, we will be happy to take your questions. But first, I'll review the Safe Harbor Statement. During this call, we may make statements related to our business that are forward-looking statements under the federal securities laws. These statements are not guarantees of future performance, but rather are subject to a variety of risks, uncertainties, and assumptions. Our actual results could differ materially from expectations reflected in any forward-looking statements. Please be aware, that any forward-looking statements reflect management's current views only, and the company undertakes no obligation to revise or update these statements, nor to make additional forward-looking statements in the future. For a discussion of the material risks and other important factors that could affect our actual results, please refer to our SEC filings available on the SEC website and on our investor relations website, as well as the risks and other important factors discussed in today's press release. Additional information will also be set forth in our annual report on Form 10-K for the fiscal year ended December 31, 2022, when filed. In addition, reference will be made to non-GAAP financial measures. A reconciliation of these non-GAAP measures to comparable GAAP measures can be found on our website at investors.curiositystream.com. Now I'll turn the call over to Clint.
spk04: Hello, everyone. I appreciate you all joining us today. Also on the call are our COO and general counsel, Tia Cuddy, our CFO, Peter Wesley, and our head of content, Rob Burke. Been hard at work since our last call, and I'm delighted to update you on our progress. We made some strategic commercial decisions in our content licensing business in Q4 and more recently that, while sacrificing immediate revenue and ostensibly better quarterly performance, we believe have put us firmly on the path to achieving positive adjusted free cash flow in the near term, and even firmer sustainability in the long term. We're focused on driving operational efficiencies and leveraging opportunities made possible by our strong, unique cash position. We also continue to focus on improving the economics of all of our partnerships and vendor agreements. We believe these decisions and actions and some others that Peter will address expand our overall opportunity and maximize profitability and sustainability despite short-term revenue impacts. As part of our continued focus on building long-term success, I'm happy to share that we exceeded our year-end target cash balance of $50 million by over $5 million, ending the year with over $55 million in cash and short-term investments and zero debt. Zero debt. We believe our strong balance sheet and positive cash flow are major competitive advantages in the current environment. While some industry players must raise capital, which is increasingly expensive and difficult to secure, We believe we have the cash resources to turn cash flow positive without the need for outside capital. Consistent with our focus on long-term value creation over short-term revenue opportunities, we also remain highly disciplined in third-party licensing and distribution negotiations. We know the value of our content. We won't enter into agreements that do not meet our valuation thresholds. We're in control of our own destiny, and our future is bright. Specifically, our direct consumer SVOD revenues grew 12% in the fourth quarter and 25% for the full year on a year-over-year basis. Looking ahead, we're optimistic about our ability to drive accelerated subscription revenue growth and profitability as we implement our new pricing structure, as we migrate to more efficient performance-based marketing, and as we execute on product innovation that will produce measurable return. On the pricing front, We recently completed an extensive three-month pricing test with over 3 million interactions. We expect the changes we made to our standard tier subscription pricing on March 27th will create a tailwind to revenue growth later this year and beyond. Specifically, we increased the cost of our standard service to $39.99 from $19.99 per year for new annual subscribers and to $4.99 from $2.99 per month for new monthly subscribers. We long maintained our $20 annual standard service price point despite the significant investments we've made to expand our content library and improve the user experience. We established our new price points following a rigorous process of testing and analysis that helped us to estimate the subscriber acquisition and retention impact of various pricing combinations. Specifically, we analyzed over 3 million sessions during the course of many weeks using nine different combinations of pricing and messaging. After thoroughly reviewing the data, we confirmed a range of pricing flexibility, and we believe we are striking the right balance between delivering value to our subscribers, optimizing lifetime value, and enhancing profitability. Even at a higher price point, we continue to believe our service represents an extraordinary value compared to other offerings in the market. We expect financial benefit of the price increase to build sustainably and gradually as new subscribers join and as annual subscribers renew over time. Our direct consumer subscriber retention remained industry-leading during the fourth quarter, as our incredibly talented content and marketing teams continued to leverage our critical mass content library of over 15,000 programs to deliver new and engaging experiences. A great example of this was our highly successful 100 Days of Curiosity campaign. The campaign kicked off September 23rd with our landmark original feature, Pompeii Disaster Street, and continued through the end of the year with a different existing series or special, refeatured on our service each day, and highlighted across all social channels with gratifying success. Many of the titles refeatured in the 100 Days campaign received more than 10 times the number of views they would normally receive on a typical day. Top performers included everything from Secrets of the Solar System, Ancient Engineering, and Eternal Egypt, to Planet Insect, Amazing Dino World, and Radioactive Forest, each of which saw their daily viewership increase from 5x to 25x in a single day. And nearly a week after we refeatured each title, they continued to deliver viewership levels much higher than they did previously. During the 100 Days of Curiosity campaign, social engagement jumped more than 200% from the previous three months. This was powered in large part by our strong video content, which drove a nearly 275% jump in video views during the 100 Days campaign as compared to the previous quarter. And the social growth we saw during that campaign continued into the first quarter, with engagements up 1,400% from January 1st to today. Throughout the quarter, we also continued to premiere more brand-defining original series like Oddly Satisfying Science, a second season of NYC Revealed, new episodes of our award-winning science and technology strand Breakthrough, featuring Flying Cars, Reefs of Hope, and Voyage Into the Sun, as well as our one-hour special, The Lucy Mission, Origins of the Solar System, and our ever-popular year-end wrap, Top Science Stories of 2022. Building on the success of 100 Days, Curiosity has already created several more campaigns to enhance program discoverability throughout 2023 and beyond, including Ancient Egypt Week, Space Week, and Dino Week. Turning to product innovation, We've been encouraged by the continued embrace of our Smart Bundle subscription plan. In fact, December was an all-time record month for Smart Bundle subscriber additions, resulting in 32% year-over-year Smart Bundle subscriber growth. And while the Smart Bundle continues to increase as a percentage of our base, we believe there's excellent runway for growth considering that less than 10% of our DTC subscribers are on this plan. We believe our Smart Bundle subscribers, many of whom have upgraded from our standard subscription Appreciate the plan's curated content of value. And at $70 per year, our smart bundle represents an 83% savings compared to subscribing to each service individually. And we have broad global rights with the majority of our six content providers, including DaVinci Kids, which we added to the bundle during the fourth quarter. DaVinci Kids significantly enhances our proposition for kids age 5 to 12 and is available in over 16 languages. Controlling the broad scope of rights with the majority of our content providers enables us to provide the smart bundle globally and expand our market opportunity. Additionally, based on our recent testing, we found, not surprisingly, that our increased standard tier pricing generated a higher rate of smart bundle conversions. As I mentioned earlier, we believe the macro environment with rising interest rates and diminished access to capital creates many challenges for most. It has significantly, though, increased our volume of inquiries from potential strategic and commercial partners. Besides strategic combination considerations, we're engaged with more scale partners around the world who are seeking high-quality, cost-effective alternatives from services like ours as compared to increasingly pricey content from legacy media companies. In addition, we believe our strong cash position increases our flexibility with regard to how we can structure our partnership agreements, both commercially and and strategically. We believe a strong cash position also enables us to lock up important tools and services at meaningful discounts, as we can buy in bulk and over a longer term. Nearly everything is on sale today. By that, I mean certain acquisition advertising inventory, certain influencer marketing services, technical products and services, and even non-core assets of other companies. We are aggressively taking advantages of these discounts, which may result in more cash out over a short period of time, but which we would trade for improvement in our longer-term performance. Looking ahead, we are confident that we have the right assets and capabilities in place to execute on our innovation and growth strategies. Despite all of the macro noise, we are currently in the midst of more global opportunities are opening up as Curiosity and One Day University are rolling out several new partners who will deliver millions of paying subscribers and Southeast Asia, Eastern Europe, Australia, and even North America. While we barely dipped our toe in the water in regard to third-party fast and AVOD opportunities, we have considerable upside here through aligning with the right partners around the world. We have thousands of titles that haven't run on any AVOD or fast platforms. And we recently hired a great leader and executor, an industry vet, Tom Pope, to head up our brand partnership efforts. Well, the turbulent macro environment has been a challenge in many respects. It has also presented new and compelling opportunities that didn't exist even a year ago. With the decisive actions we have taken to rationalize our annualized cost base, the heavy lifting of critical mass content creation and languaging behind us, an increased ETC pricing structure, and optimized scale partnerships, we see many ways to win in this environment and come out stronger on the other side. Before turning the call over to Peter for more detailed discussion of our financials, I'd like to thank our colleagues across the Curiosity ecosystem, all time employees, freelancers, sales agents, producers, editors, and our deeply appreciated third party business partners. Thank you for focusing on the signal through the noise and for your tireless commitments and your quality work. Together, we'll continue to help people around the world satisfy their curiosity through premium factual content and deliver Durable, profitable growth for our shareholders.
spk02: Over to you, Peter. Thanks, Clint. As Clint mentioned, we made further progress towards our positive adjusted free cash flow objective during the quarter, and we remain intensely focused on expense discipline and operating efficiency. We believe our Q4 results demonstrate the excellent progress we've made over the past year to improve profitability and cash flow. Fourth quarter adjusted EBITDA improved by $2.6 million compared with the prior year quarter, while adjusted free cash flow improved $22.7 million year over year. Before I get into more details about the quarter, I'd like to make a couple of comments. First, I'd like to note that the metrics that we will refer to most frequently in this and future calls are revenue, adjusted EBITDA, and adjusted free cash flows. We think those figures will give you the best sense for the overall economics of our business. We're particularly focused on adjusted free cash flow, which, for the record, is simply calculated by taking cash flow from operations, less capital expenditures, and any adjustments that we think are appropriate, as disclosed in further detail in our earnings release. We have not taken any adjustments to free cash flow for any of the historical periods discussed in this call or presented in this quarter's earnings release. The other thing I'd like to point out is that we made some important revisions to our Spiegel TV joint venture during the first quarter of 2023. These changes, which included allowing the JV to directly offer subscription video on demand and fast services, are intended to help drive the success of the business. These changes also resulted in a reduction to revenue of $2.2 million during the fourth quarter and the full year. Fourth quarter revenue was $14.5 million compared to $27.3 million in the prior year quarter. The year-over-year change was primarily driven by a $9.5 million reduction in content licensing revenues, a $2.2 million reduction in bundled distribution revenues, and a $2.1 million reduction in other revenues, partially offset by continued revenue growth in our direct and enterprise categories. Our largest revenue category this quarter was our direct business, which includes our direct-to-consumer and partner direct revenue streams. Direct revenue came in at a combined $8.6 million, an increase of 10% compared with the fourth quarter of 2021. As Clint mentioned, we're implementing a price increase for our new standard plan subscribers and have transitioned to a performance-based customer acquisition marketing model as we enter 2023 with less than $1 million of marketing commitment for the year. We continue to be excited about our high-value Smart Bundle offering, where we achieved 32% subscriber growth this year. With the increase in our standard pricing, we expect an even higher percentage of new subscribers to opt for the Smart Bundle in 2023. Turning to content licensing, which was our second largest category this quarter, we generated $3 million of revenue, compared to $12.5 million in the prior year quarter. Our fourth quarter revenue in this category was negatively impacted by the Spiegel TV related charges discussed previously. Content licensing is an inherently lumpy business. While we expect this characteristic to continue, we're encouraged by the level of interest in our library. Our next largest category this quarter was bundled distribution, which saw $1.5 million of revenue in the quarter. Q4 was the first quarter which included the full impact of the contract discussed last quarter that we did not renew. Excluding the 2.6 million of revenue we generated from this contract in the fourth quarter of 2021, bundle distribution revenue grew 29% year over year on an adjusted basis. We remain actively engaged in discussions with distributors around the world and are focused on signing new contracts to drive both top and bottom line growth. Our next largest category was enterprise, which grew 18% year over year to $1.4 million in the fourth quarter. Fourth quarter gross margin of 9.4% was negatively impacted by lower revenues and our elevated content amortization expense relative to our run rate investment in new content additions. Content amortization in the fourth quarter was $9.8 million, nearly double our $5.2 million of cash content spend in the quarter. We expect content amortization expense, the largest component of our cost of revenues, to decrease going forward and ultimately converge with a lower level of new content investment that we require now that we've achieved critical mass in our content library. As we discussed on our last earnings call, our Q4 advertising and marketing expense of $9.1 million continue to reflect sizable legacy advertising commitments. Moving forward, we expect significant improvement on the advertising and marketing line as we enter 2023 with less than $1 million in marketing commitments for the year. Turning to G&A, we continue to make progress in reducing our overhead costs, including a 29% workforce reduction between the end of 2021 and the end of 2022. G&A expenses were $7.6 million during the quarter, down 15% year-over-year and 13% sequentially. Moving to profitability, despite lower revenues and ongoing legacy content amortization and advertising expenses, adjusted EBITDA loss of $13.6 million improved year-over-year from a loss of $16.3 million in the prior year. Moving forward, we expect adjusted EBITDA to benefit from lower levels of content amortization and advertising and marketing spend. We also reduced our fourth quarter cash spent on content by more than $2 million on a sequential basis and by greater than 75% compared to the prior year quarter. Adjusted free cash flow improved year over year during the quarter by $22.7 million from negative $31.5 million to negative $8.8 million. At the end of the fourth quarter, Cash, restricted cash, and available for sale investments totaled $55.5 million ahead of our $50 million year-end target. Our overall balance sheet was in great shape at the end of the year with $154 million of assets and $36 million of liabilities, translating into book value $118 million, or approximately $2.23 per share. Moving to our first quarter guidance, we expect revenue in the range of $11 to $13 million and adjusted free cash flow in the range of negative $8 to negative $6 million. Included in this amount is approximately $4 million in payments related to marketing activity in the fourth quarter. Our adjusted free cash flow guidance reflects our continuing focus on bringing down our cash burn, which is a top priority for us. I'd also like to provide some further guideposts for 2023. that I hope will be helpful to you as you think about our business. First, we expect our content amortization, the largest component of our cost of revenue, to decline from approximately $39 million in 2022 to $25 to $30 million in 2023. Second, we expect our advertising and marketing expense to decline from approximately $41 million in 2022 to $20 to $25 million in 2023 as we move to a performance-based marketing model. Finally, turning to our cash flow statement, we expect our cash spend on content to decline from approximately $42 million in 2022 to $10 to $15 million in 2023. Along with our planned reduction in cash content spend, we expect our zero margin pre-sales content licensing revenue which amounted to approximately $19 million in 2022, to be in the low to mid single digit million dollar range in 2023. And with that, operator, let's open the call to questions.
spk08: Thank you, sir. And just a reminder, everyone, it is star one if you have a question today. We'll take our first question from Dan Kernow's benchmark.
spk10: Great, thanks. Good afternoon. Clint, just maybe a couple things um and and obviously peter thanks for all the help on on kind of walking through the pieces um just help us think through through first just on the parts of the business that you know you've strategically decided to exit um i know you have kind of the core dcc but you know if there's any way that you can kind of parse out impact on advertising or the corporate or any kind of the segments that you use to disclose, podcast, ODU, just anything that helps us understand sort of what we're left with here, given the guide. And then secondarily, you talked about tailwinds as we go into the back half of the year from pricing. Can you just talk to how the pricing increases are going to play out? When do consumers season is on their renewal date? Do you phase it in? Just to help us kind of understand the timing of how that unfolds.
spk04: Happy to. Let me try to tick those off kind of one by one. So, appreciate the question, Dan. Let me say, first of all, we have a really competitive team. We like to win, I like to win, and I probably hate losing more than I like winning. And We'd like to win every quarter. But at the same time, that can be a fleeting victory that's less important than winning the race. And we'll win the race, I can assure you, by focusing on what is essential. So I don't know that we've given up anything. I would say that we passed on some licensing opportunities that were really meaningful because we balanced that revenue against what we believe to be possible through retaining certain rights and through broader licensing rights and frankly through combination considerations. So those decisions are not made lightly. But what I will say is as we look out over this year, where we plan to grow and beyond where we've grown in the past is one, international rollouts with large channel stores like Amazon, like YouTube, the usual suspects there. These international environments are great because the number of SVOD services offered is a fraction of what it is in the U.S., you know, like in some cases maybe 10 to 15 services as compared to hundreds. It's not just CuriosityStream, but also One Day U. It's kind of low-hanging fruit. And in the U.S., you know, ODU will continue to roll out there. And we're able to do this because we control broad global rights to our content. Historically, we haven't leaned in at all to international rollouts with channel stores. We focus largely on bringing people directly to our service. So that business is rolling and, you know, we anticipate increasing. Bundled rollouts, we have four launches just this month. Eastern Europe, Northwestern Europe, Australasia. Millions of paying subscribers, solid, strong margin, recurring revenue with no marketing costs in areas where the direct consumer opportunity is not necessarily as good as it is in other places. I think Avod and Fast. So Avod, Fast, our brand partnership business has been a little bit, you know, lumpy in the past because oftentimes it's, you know, we might do a million-dollar deal that, you know, happens in a quarter. This will get a little more predictable as we do two things. One is we turn on traditional advertising with the, you know, millions of linear subscribers that we have around the world where we haven't turned it on. In addition to that, we have thousands of hours for thousands of titles that haven't run on large, fast, and Avon platforms. We dipped our toe in the water last year as it relates to fast. But to maximize the money here, you need to be on the top six platforms with good positioning and some promotion. That's really important. I mean, there's now like thousands of fast channels, some of which make no money. You don't want to be yelling into the wind. You want to have the right alliances. And so, you know, I think if you look at how companies – that are looking to expand in FAST that have this kind of positioning, I mean, they'll typically look at it as like, okay, the FAST channel can generate three to four million dollars per year. And that assumes you have 250 hours of good content to roll through. So, we have probably better content available than anybody that I can think of, you know, broadly in the media space that's also operating. We kind of know what the value is there in AVOD and FastBase. There's a lot to exploit, and we just want to do it the right way. We don't want to just throw up content, and even though it might mean a short-term hit, we want to make sure that when we're doing this, we're doing it in the right way, and we're maximizing the opportunity around it. And the opportunity is certainly clearer and more predictable today than it even was you know, six, nine months ago. You could argue we should have moved into this area earlier, and I think that's a fair argument, but our focus has really been on building, you know, our subscription businesses. You know, on the content licensing side, you can see the value that exists there, you know, in Avon FastBase if you just licensed your content as compared to licensing it and then continue to operate channels. You know, as it relates to kind of traditional content licensing, we licensed over $45 million content outside the U.S., in territories representing about 30% to 40% of the world. We've not sold US or North American package. So there's a lot of value here left to exploit, but we're not going to do a deal that we don't think is in our long-term best interest. Even if it meant exceeding the analyst expectations by $1 million or $2 million in the quarter, that's not the race that we're trying to win. And then getting back to the, and then I think the last question was around the price increase. We did a lot of testing around the price increase. Tested over nine different combinations, you know, over three million sessions. New customers are now seeing that pricing as of Monday. You know, it's a blended, on a blended basis, it's about an 83% price increase. So new customers coming on will pay that. Over the next few months, we'll transition our current monthly customers to that pricing. And then over the next 11 to 12 months, our annual customers will transition to the annual price. So our technology team did a lot of work there. We're really excited about the opportunity there. And that will flow through. later this year in earnest, and then more over the next few years. Frankly, we should have done this earlier, but now it's certainly an extraordinary value as it relates to what's available in the marketplace. That's a long answer, Dan. Hopefully I hit everything, but if I didn't, please let me know what I missed.
spk09: No, that was very comprehensive, Clint. Thanks very much. I appreciate it. You bet. Thanks.
spk08: We'll take the next question from Laura Martin. Meet him. Okay, Clint. So the first one for you. So my revenue fell by $13 million year over year to $14.5 million. And I thought what I heard you say is that about $9 million of that was from lower content licensing and then $2.6 million was for this client that didn't renew. Did I get that right? Is that the breakup of the $13 million decline?
spk04: I'm going to have Peter correct me here, but it's a combination of an accounting correction that we took. So that was over $2 million. And then, yes, a deal that we did not renew, that we didn't like the overall economics on as it related to our bundle distribution. And then the other difference was in pre-sales content licensing, which... we've pulled back on as we're trying to build a different approach there. The accounting treatment around our pre-sales content licensing as it's existed for the last 18 to 24 months has been zero margin. And so there are some changes that we need to make to how that works in order to generate higher content licensing revenue. So it's really those three things. Peter, do you want to clarify? Yeah, I will clarify slightly.
spk02: So if I were to put it in the categories that I typically talk about, overall the content licensing was down year-over-year by $9.5 million. That includes the $2.2 million charge taken in Q4. The bundled distribution revenues was down by $2.2 million, but In the comparable quarter a year earlier, there was $2.6 million of revenue in that category that was associated with a distribution agreement that we did not renew in the middle of 2022. And then $2.1 million was a reduction in other revenues. But those were somewhat offset by revenue growth in our direct and enterprise categories.
spk08: Okay, super helpful. Okay, so now when I look at the next quarter, I still have this company at like half the size, right? So I still have the top end of your guidance is $13 million next quarter after doing $14.5 this quarter. So that is my question. Is this company now half the size it was 90 days ago, or are we holding back that $9 million of licensing rights? What I heard you say in the answer to the prior question was you're holding back some of that licensing income in the near term because you think you can do global distribution rights on these big platforms. Is that what you're saying, Clint?
spk04: In part. I think that as Peter guided to in the first quarter, we pulled back a little bit, more than a little bit in some areas. And so we will have certainly greater growth as we go through the year, but We did a little bit of a reset here in the last, I would say, four or five months as we looked at opportunities that we could take advantage of and opportunities that we might want to consider later on in the year.
spk02: If I could add, I would say our key focus is improving our overall economics and cash flow. Even if it means sacrificing some revenues, it's really the bottom line that we are focused on. So there's a couple things that are happening here. With a lower overall content spend, our content licensing is coming down because we're going to have, and particularly going into 2023, as we talked about in the kind of forward guideposts, We had a lot of roughly $19 million of content licensing revenue in 2022 that was effectively zero margin revenue. It was pre-sales revenue and something that we don't make a margin on. So that number is coming down substantially. And the second big element is we had certain agreements with large enterprises that where the overall economics are not terribly compelling. And we're not going to do those deals again. And so the most obvious example of that is the bundle distribution deal that we elected not to renew in mid-2022, where even if it had revenue and gross margin associated with it, when you took the whole package into consideration, particularly very substantial marketing commitments that went alongside it, marketing commitments that we needed to make to that partner, overall those deals just didn't make sense. And so obviously when you look at the Q1 guidance, you are seeing a lower number, but ultimately it's going to be improvements on the bottom line, improvements in the adjusted cash flow, and position us to, as Flint suggests, grow from there.
spk08: That makes a ton of sense. And then I want to stay on this marketing point because I think it's super interesting. So you did $9.1 million in the quarter of advertising and marketing. It sounds like you had this massive commitment, maybe $40 million on its way to $20. If we're going to go into the fast and avid business, the issue with those platforms is they are cluttered, and you do have to spend a bunch of marketing dollars and ad dollars to drive discovery. that you wouldn't have had in the past. So can you speak to why you think you're going to be able to save so much money on that line if we're starting a whole new revenue stream that you've never, that CuriosityStream has never done in the past?
spk04: It's a great question, Laura. So as it relates to, and you hit it on the head, we've run off almost all of our obligated marketing expenses as of, as Peter said in his comments, we've paid for some of those in January that or for fourth quarter. So going forward, we're going virtually 100%, not quite there yet, but getting close to that on performance-based marketing. And so that's around our direct business. That's with certain key partners in the direct space. But to your point, like, okay, how are you going to maximize your AVOD and FAST initiatives? And You know, what became real clear to me in looking at this over the last handful of months is you have to have the right partners. You just, unless you're, as you said, unless you're positioned well with the top six providers, and unless you're committing some level of promotion, you're not going to, you know, you risk yelling into the wind or just making a fraction of what's possible. It takes longer to create these types of alliances, but that's what we're focused on. We dipped our toe in the water with some of the secondary in size fast platforms and we learned a fair bit from that. Obviously, we've done some work with our own and owned platforms in front of the paywall, but what I will say is that as it relates to the amount of money that needs to be spent to grow those services, that's all a consideration in the way that we create our alliances in a go-to-market strategy with the larger platforms. Does that make sense, Laura?
spk08: Yeah, super helpful. Thanks, you guys. Thank you very much. Up next, we'll hear from Darren .
spk05: Hey, this is Dylan for Darren. Thanks for taking our questions. So I wanted to follow up on the FAST side. Could you sort of share what percentage of revenue is coming from the FAST channels themselves?
spk04: It's minimal. It was minimal in 22, Dylan. They say we dipped our toe in the water with just in an effort to learn what we could, you know, to understand, you know, the real differences in the positioning of the service, you know, and also to just operationally make sure that we're doing all the things right. So minimal revenue from FAST last year. Going forward, it will be a component of, you know, a broader advertising and brand partnership business. It's meaningful, but, you know, AVOD is meaningful. And then, you know, the comprehensive approach that we take to these brand partnerships where we're, you know, including our partners on our own platforms, including social, it spreads out across a number of different assets. So I think in 2023, FAST will be a component, but, you know, probably less of a component than it will be in 24 and beyond when we've got a full year behind us and when we're really rolling. And the other benefit that we see to FAST is it's not just monetization for our brand partners. It's also a platform to promote to our direct services. And this becomes even more valuable as we move to virtually 100% performance-based marketing. And as we have, frankly, higher margin marketing more profitable subscription tiers to promote to. So we just want to make sure that we leverage it as strongly as we can. Make sense?
spk05: Yes, that's helpful. And then in terms of the Spiegel changes and then some of the the deals that have gone away, like when, when do you expect to see the impact one of the Spiegel changes? And then are there any sort of other partnership or bundled agreements that are potentially less favorable in economics that you can either try to restructure or possibly do similar things to what you've done in the last six months?
spk04: Uh, well, um, you want to, well, I would say, I would say as it relates to Spiegel, uh, We like that relationship. The fact that we have two linear channels in German-speaking Europe reaching close to five million customers and seeing the Curiosity brand, that's been really good. What Peter's talking about is an accounting treatment that we think actually positions that JV for even greater success. As it relates to our other bundle deals, I think you'll read about a number of them over the next month. The economics that we have with our other partners are good. They're all nice margin, recurring revenue, multiple years, and in the cases where it requires language content, Much of that is behind us now, as is having built this critical mass library. The deals that we'll do are going to all fit that criteria. We're really excited about the ones that come on over the past month and for the next month.
spk02: I just add that one distribution deal we walked away from, that was a real outlier in terms of the overall economics of that package. And, you know, we've instilled real discipline in some of our larger kind of enterprise types of deals, and we're not doing some of the types of deals that we had done in the past, but those deals are effectively all behind us as of the end of 2022. Got it.
spk05: Appreciate it. That's helpful. Actually, one more thing. Maybe I missed it, but did you guys share the subscription subscriber number at all for the end of the year?
spk09: We didn't, no.
spk04: But it's, I mean, our direct, we said our direct customers grew, and they grew, you know, 25% year over year, and on the bundled side, grew a little bit. And that was a combination of, in certain cases, we're paid basically a fixed fee, you know, based on the numbers, not, it's not a fee per subscriber it's a fixed fee and you know the distributor customers subscribers can go up and down a little bit and so that's why it was kind of marginal growth over the quarter there great appreciate it thank you the next question comes from Jim Goss Barrington all right thank you as you've gone through these consumer tests I'm wondering
spk01: if you could talk about the pricing philosophy you developed that caused you to arrive at the $499 and $3999. Was there an element of you got what you paid for, so it was perceived that you were underpricing your service? That might have been part of it. And the $3995 seems like a conservative and compelling. The $499 a month, get you into more direct competition with some of the other services. I wonder if you might talk about that variation and the impact and maybe the mix of monthly versus annual.
spk04: I'll take it to start and then I'll defer to my good friend and colleague, Peter. Jim, thanks for that question. As it relates to the $499 price, if you look out over the over the landscape of subscription services today, $499 without breaking up the programs with ads is still really compelling. The other value to $499 and $3999 is we think that Because it's not as steep a discount as we've had in the past as it relates to the annual plan, we believe our mix will change probably by 10 to 20 points. Peter, is that accurate as to monthly versus annual?
spk02: Something along those lines. It's definitely going to skew more monthly. I think one of the things that was really interesting for us to test, and we tested a variety of different price points. You hold a monthly price point. point constant and try a few different annual price points, then change the annual price point, always comparing against the control group that we're seeing kind of our historical pricing. And one of the things I was really interested to look at as we were going through it is, historically, the 299, 1999 historical pricing that we've had is a real outlier in that the annual price was basically less than seven months' worth of monthly subscription payments, if you wanted to equate the two. You know, there are many, many services out there, whether it's consumer or enterprise, where the more typical combination is that an annual price would equal about 10 months. So we were really interested to see kind of what the right mix was and ultimately ended up with what effectively is our new pricing, which is about eight months, an equivalent of eight months in the annual pricing point. And that was certainly one of the things we thought was really interesting and that we were testing around to figure out where the ultimate kind of maximum optimized list would be for revenue and value per session and lifetime value and all the other metrics we were trying to optimize for.
spk01: Okay. And Is it fair to think that you'd need to get to a significantly higher critical mass to consider an ad light option that's been successful in a lot of streamers?
spk04: I think that's a great question. And so here's my response to that, Jim. First is, I think Disney's recent price hike was constructive. It's a... They went out with a $3 price hike, and if you wanted to pay $3 more, you could continue to watch ads. If you wanted to save $3, you could watch some ads. I think 6% of the people took the ad option. But to your broader question, how do you use this service, and how do you build a compelling advertising business, I think we have a strategy to build our presence in front of the paywall, which, you know, will enhance our overall advertising revenue, which, you know, will enable us to promote to our direct service, but does not involve having a, at this stage, having a, you know, curiosity light people pay for. When we look at how to, because we've looked at it, and when you look at the efficiency of your marketing spend, it's going to be much greater if you're promoting to a specific subscription offering as compared to spreading that out over multiple, multiple options. We like the options that we have right now because even though it's not Curiosity Lite, we have this smart bundle that sits on top of our standard service, and that's $9.99 a month or $69 a month. And if you, you know, if you were to add up the cost of those seven services that occupy that smart bundle, it's like $410 a year. We're offering a $69.99 a year. That's about an 83% discount. And what we found with this new pricing is because our annual pricing, you know, because our monthly pricing is now closer to that smart bundle, we're seeing more smart bundle conversions. So... There's a lot that goes into that. It's a very good question. We're really confident in this strategy going forward.
spk01: One final thought to bring up. You mentioned incorporating performance-based marketing in your approach to creating visibility for the service. I wonder if you could talk about the cross-value relationship and how many of those services you're trying to use and exactly how you're trying to create that visibility through those services.
spk04: Sure. So, you know, we talk about performance-based marketing. What we're saying is that, you know, our marketing messages are going to include a coupon or a call to action, you know, not dissimilar to, you know, traditional direct response in the, you know, legacy TV business as an example. And so how we do that is through, you know, traditional digital acquisition marketing means Facebook, Google, YouTube, but also through working with certain YouTube influencers who operate in the factual space, who have passionate followings, and whose subscribers and followers will be more likely to subscribe to CuriosityStream. So those are the areas.
spk02: Yeah, and we're really driving to... you know, very focused on our cost of customer acquisition and the model around that and where we can price marketing kind of on that basis. It's great. We love to do that. We've obviously just significantly increased the lifetime value of our subscribers for new subscribers. And so, you know, that creates some new possibilities for us on the marketing side because of that uplift.
spk08: We will now take a follow-up from Peter Henderson. Hi.
spk03: How are you doing? Thanks for taking the question. Clint, I just wanted to circle back to something that you stated earlier, which was I believe you said everything is for sale. I'm just wondering, have you broached anyone regarding a potential sale of the company itself? Just trying to sort of clarify that comment.
spk04: Fair question. So when I'm saying everything is for sale, I'm talking largely about products and services. Okay. But at the same time, yeah, I think there are non-core assets that companies own that are for sale. Yes, we've had inquiries. We've had real, meaningful inquiries as it relates to CuriosityStream being in combination with other companies. But what I... What I like about the fact that things are on sale today is there are opportunities for us to purchase, as an example, acquisition inventory at a discount. Because we have the cash to do that, we can essentially buy in bulk and buy in advance and put that to work over a long period of time in a way that really drives profitability and sustainability. You know, as Peter said, we are supremely, I think, disciplined in the way that we're operating business. We've rationalized the cost basis in a way that gives us a lot of flexibility, a lot of optionality going forward. But as it relates to... But we have the ability to be opportunistic. And so we're going to do that wherever it makes sense. And, you know, notwithstanding the challenging times that we're in, I mean... I think I said in the script, we've never had more incoming as it relates to strategic and commercial opportunities. It's a function of the time. It's a function of the fact that we are on this march to positive cash flow. We don't need to raise any additional money, and we have cash in the bank. So those are... Typically in my career, Peter, I've been like the smaller, under-leveraged guy. It's nice to be in this position now. And running a business that generates cash just gives you a lot more flexibility and opportunity. Thank you. Thank you.
spk08: Next up is Sharon G. Tiemut, DA Davidson.
spk07: Hello, and thank you for taking my question. I have one question. I was wondering, can you compare and contrast your distribution efforts with Amazon, Apple, Roku, and other cable providers and discuss how that has changed over time?
spk04: Compare and contrast our relationship with them?
spk09: Distribution efforts.
spk04: Sure. So as it relates to Amazon, Apple, Roku, you know, and their channel stores, we launched with, you know, All of them, you know, to use an a la carte vernacular, so they offer us, they offer essentially our subscription service, you know, through their system and through their offering. And, you know, they pay us a fee based on subscriptions that come in. We have that same construct with, you know, Comcast in the U.S. and a few other traditional MVPDs in the U.S. So that's one relationship. And then as it relates to other MVPDs, many of which are outside the U.S., we have a relationship with those providers where it's more of a fixed fee approach. So they're paying us some kind of fixed fee that includes us conveying to them perhaps a linear channel, some VOD content, and a set of rights where they're going to pay us a fixed fee for that. We like that because it's multi-year revenue. It's recurring and doesn't require any additional expense from us in most cases. Those are the deals that we have today. Where we've not leaned in and where we are over the next few years here is enrolling out with that first subset of companies that you mentioned, the large channel stores like, you know, Amazon and now, you know, like YouTube TV with, you know, primetime entertainment. Those are, they're real opportunities there. And again, what we really like about that is as you roll out in those international markets, you're, the number of services that are being offered is just a fraction of what it is in the U.S. Like, I think Amazon's fantastic at marketing their subscription video on demand services, but, you know, there's a lot of them today. You know, just a lot. And the same with, you know, Roku and same with Apple. But I think you'll see us continue to enhance those relationships because not only are they helpful for our subscription video on demand products, and, you know, we have three of those now, they're also, you know, typically occupy that top six to seven category of SaaS and Avon platforms. So I think you'll see us enhance the relationships, create broader global product relationships with that set of companies that you mentioned.
spk09: Thank you for the questions. Good ones.
spk08: Great. Thank you. At this time, I would like to hand the conference back to Mr. Clint Stinchcomb for any additional or closing remarks.
spk04: I just want to thank everyone for the questions. I thought they were really good and helpful. I want to thank you for the interest and curiosity stream. We have a lot of day-to-day work to do with our shoulders to the wheel, and I'm really excited about the actions that we've already taken and the direction that we're headed in. As Peter shared, we've taken the necessary and ongoing steps to significantly reduce our annualized expenses, to focus on the essentials, and to move toward positive cash flow. This reset, in combination with our strong cash position, provides us with maximum control and maximum optionality. Again, we generated double-digit direct sales growth in Q4 and recently implemented a price increase, which we expect to drive significantly higher lifetime value while accelerating our path to positive adjusted free cash flow. Our critical mass content library of over 15,000 programs combined with additional content that's flowing in on a daily and weekly basis that enables us to continually refresh our service while remaining highly efficient in our content spend. We're off to a great start this year in regard to global partner rollouts of our services. And these alliances, they build our more predictable long-term recurring subscription revenues at zero to minimal marketing costs and complement our lumpier areas of content monetization. A strong balance sheet, zero debt, which we believe cements our excellent strategic position in the current market environment. Peter and I look forward to updating you on our progress this year as we execute on our plan. Thanks again.
spk08: Ladies and gentlemen, that does conclude today's conference. We would like to thank you all for your participation today. You may now disconnect.
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