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spk00: Good day, and thank you for standing by. Welcome to the second quarter 2023 earnings webcast. At this time, all participants are in a listen-only mode. After the speaker's presentation, there will be an answer session. To ask a question during the session, you will need to press star 11 on your telephone. Please be advised that today's conference is being recorded. I would now like to hand the conference over to your speaker today, Paul Huckfeldt. Senior Vice President and Chief Financial Officer. Please go ahead.
spk06: Thank you, Shannon. Good morning and welcome to our quarterly call to review financial results for our fiscal 2023 second quarter, which began May 2, 2022 and ended on July 31, 2022. Joining me this morning is Jeremy Hoff, our Chief Executive Officer. We appreciate your participation today. During our call, we may make forward-looking statements which are subject to risks and uncertainties. Discussion of factors that could cause our actual results to differ materially from management's expectations is contained in our press release and the SEC filing announcing our fiscal 2023 second quarter results. Any forward-looking statement speaks only as of today, and we undertake no obligation to update or revise any forward-looking statements to reflect events or circumstances after today's call. This morning, we reported consolidated net sales of $153 million, a decrease of $9.6 million, or 5.9%. compared to last year's second quarter, driven by lower sales in our home meridian segment and partially offset by sales increases in the hooker-branded and domestic upholstery segment, the addition of Sunset West results, and the recovery in the H contract. The company reported net income of $5.5 million, or $0.46 per diluted share, compared to $7.5 million, or $0.62 per diluted share, a year ago. For the fiscal 2023 first half, consolidated net sales were $300 million, down 25 million, or 7.7%, compared to last year's first half, a period in which home furnishings and other industries benefited from a post-COVID demand surge. We reported net income of $8.7 million, or $0.73 per diluted share this year, compared to $16.9 million, or $1.40 per diluted share last year. Now I'll turn the call over to Jeremy to comment on our fiscal 2023 second quarter results.
spk05: Thank you, Paul, and good morning, everyone. At mid-year, momentum at Hooker Furnishings is positive. Strong backlogs, full production capacity at our domestic factories and our Asian suppliers, and optimum inventory levels position us to grow sales across all three segments during the second half. Compared to the second half of last year, which was significantly disrupted when virtually all of our Asian capacity was shut down due to the COVID-19 pandemic. As we assess the second quarter, There were five main drivers, highlights, and initiatives that stand out. First, factory production at our Asian suppliers ramped up to near full capacity, recovering from the COVID-related factory shutdowns beginning late last summer that significantly reduced inventories through the first quarter. Inventory receipts at our U.S. warehouses increased each month. Looking ahead, without the production constraints we faced last year, the runway for accelerating product flow and shipments is clear. Currently, we have $34 million of inventory in transit, with a high percentage of that inventory already sold and expected to be shipped soon after receipt. Secondly, as a result of improved inventory flows, we fulfilled orders and reduced backlogs, enabling us to exceed our internal expectations for the quarter. We were pleased to report sales gains in the hooker branded and domestic upholstery segments in the second quarter. us to grow all three segments as the second half progresses. Third, the domestic upholstery segment achieved the sixth consecutive quarter of double-digit sales gains with an organic increase of 33% before the addition of Sunset West. Although we experienced some disruptions in the delivery of raw materials, all four upholstery divisions were operating near full capacity with shipments exceeding prior year periods and our internal goals. Additionally, the domestic upholstery backlog is five times the pre-pandemic levels in calendar 2019. Fourth, the $28.3 million sales decrease at Home Meridian was driven by large retailers and its customer base who are rationalizing their inventory levels, along with some softening of e-commerce sales industry-wide. Approximately 40% of the sales decline can be attributed to HMI's exit from the unprofitable clubs channel. Finally, during the quarter, the home reading segment executed a full high point showroom remodel, secured additional space at our Savannah, Georgia distribution center, and positioned new inventory in Savannah to support the introduction of the portfolio program, which will serve additional channels of distribution through a warehouse stocking program. Set for launch next month at the High Point Market, portfolio encompasses an assortment of over 1,000 ready-to-ship SKUs across four of HMI's brands with no order minimums. The rollout will enable us to further diversify our customer base and distribution channels at HMI, allowing us to reach a vast network of independent retailers. The fast-growing interior designer channel also will now be able to leverage these HMI brands and their products for the first time. The portfolio program does not require additional overall inventory, but rather a change in the mix. In addition to servicing HMI customers, the expanded distribution center will enable us to warehouse the Sunset West product line by year-end, giving Sunset West logistical support to East Coast distribution for the first time. Like the rest of the furniture industry, we have faced economic and supply-side challenges throughout the year. However, we are confident that our proactive responses and successful mitigation efforts, along with the many strategic initiatives underway, have poised us to finish this year in a strong position. Now I want to turn the discussion over to Paul, who will discuss highlights in each of our segments.
spk06: Thanks, Jeremy. Beginning with the hooker branded segment. Net sales decreased by 2.9 million or 5.8% compared to the same period a year ago. Both hooker case goods and hooker upholstery achieved an uptick in sales during the quarter. Inventory receipts at our U.S. warehouses increased monthly during the quarter as our Asian suppliers resumed production and shipment after delays earlier this year resulting from COVID-related shutdowns last year, which allowed us to better fulfill orders and reduce backlogs during the quarter. At the end of the quarter, inventory levels increased by 33 million compared to the prior year end, and by 15 million compared to the previous quarter. And we have about 25 million in transit in the Hooker Brand Displacement. A large percentage of the in transit inventory is sold orders, which will help us work our backlog back to more normal levels over the remainder of the year. On the income side, We were able to maintain solid profit margins during the quarter as we transitioned through price increases and surcharges added last year and the beginning of this year to help mitigate rising transportation and product costs. Incoming orders in the hooker-branded segment decreased as compared to the prior year quarter, a time when home furnishings benefited from dramatic but unsustainable post-COVID demand. Quarter-end backlog was at a comparable level to the prior year second quarter, but was 21% lower than its fiscal 2022 22 year ends due to increased shipments during this quarter. Hooker Brand's backlog is still four times higher than pre-pandemic levels in calendar 2019. At Home Meridian, net sales decreased by 28 million, or 32%, compared to the prior year quarter due to the lower sales at mass merchants and furniture chains from retailers who accelerated their orders in the prior year and are currently rationalizing their inventory levels. Also, about 40% of the sales declines is attributable to HMI's exit from the unprofitable clubs channel, which we've discussed in previous reports. Sales in the e-commerce channel were also down, as sales in this channel returned to pre-pandemic levels and growth rates. These decreases were partially offset by continued recovery in the hospitality business and the launch of the Pulaski Upholstery Division, which is targeted at medium price points, not currently serviced by our other divisions. We fully anticipate HMI will achieve sales growth in the second half of this year as they recover from inventory availability problems, which began in the second half of last year, and as they exit unprofitable channels to focus on building a more diverse, sustainable, and consistent core business. We're looking forward to the upcoming introduction of the Portfolio Warehouse Stocking Program Jeremy mentioned earlier. We're in stock and ready to service this program when it launches at the High Point Market next month and are excited about the opportunity to further diversify our HMI customer base and distribution channels, reaching hundreds of independent furniture retailers and the interior design channels first time. Incoming orders and backlogs decreased significantly as compared to last year when demand was exceptionally strong, customers were ordering further into the future, and orders were not converting to shipments as quickly as expected. Additionally, mass merchants continue to rationalize their inventories to match current demand levels. At quarter end, HMI's backlog levels were similar to levels at the same time in calendar 2019. Turning to domestic upholstery, it achieved its sixth consecutive quarter of double-digit sales gain, with organic growth driving a net revenue increase of about $8 million, or 33%, as compared to the prior year quarter, before considering the addition of Sunset West results. As Jeremy noted, there were some disruptions in delivery of raw materials for production. However, all three divisions were operating near full capacity with shipments exceeding prior year periods and our internal goals. Gross margins decreased in the fiscal 2023 second quarter due to significantly increased raw material costs, partially offset by overhead absorption on higher sales volumes and improved labor efficiency. Incoming orders decreased due to current lead times and high backlogs. quarter-end backlog was at the same level as the prior year quarter, but was 8% lower than fiscal 2022 year-end, as higher shipments began to reduce that backlog. Domestic compulsion backlog at quarter-end was five times the pre-pandemic levels of calendar 2019. On our balance sheet, cash and cap equivalents stood at $11.7 million at second quarter-end, down $57 million compared to the balance at the fiscal 2022 year end due primarily to a $56 million increase in inventory. During the second quarter, we received $25 million in term loan proceeds to replenish cash used to make the Sunset West acquisition early in the first quarter. At quarter end, inventory stood at $131 million, including $34 million in transit to our domestic warehouse. With this record amount of inventory, our cash levels have dropped temporarily. Because a high percentage of this in-transit inventory is sold, we expect to quickly convert inventory to shipment and for cash balances to improve by later in the fiscal year. This higher inventory also positions us well for the typically stronger sales in the second half of the year. In addition to our cash balances, we have $27.9 million available on our revolving credit facility to support our working capital. Finally, I'd like to mention capital allocations. In our earnings release this morning, we announced a $0.20 per share dividend, which reflects a dividend yield of about 5% of our current share price. And though it started late in the second quarter, our share repurchase program is now well underway, and we've purchased 360,000 shares, or about $6 million in company stock. Now I'll turn the conversation back to Jeremy for his output.
spk05: Thank you, Paul. We're closely monitoring economic disruptors like inflation, rising interest rates, and a slowing housing market. At the same time, we see many reasons for optimism as the U.S. enjoys strong levels of employment, rising household incomes, and continuing strength in consumer spending. We are watching as yet another sizable generation enters into their prime furniture purchasing years. While incoming orders are down, we have substantial backlogs to ship, and we believe the reduction of incoming orders from retailers is temporary. and more result of right size in their inventories than a significant decline in normalized consumer demand. Based on what we have heard from our retail partners, we expect sales to uptake during the fall and holiday season as usual. We also expect that order rates will align more closely with the pre-pandemic ordering environment, a trend we have observed in recent weeks. We believe organic growth will be buoyed by several new strategic initiatives, including our recent entry into outdoor furniture, expansion of our presence in the interior design channel in all segments, along with the post pandemic recovery within the hospitality and contract businesses. As we discussed earlier, HMI's portfolio program launches at the upcoming October high point market, which we believe accelerates the expansion of our home rating and customer base. We are preparing for a strong second half of the year. And based on our backlogs and solid inventory position, we are on track to increase sales in all three segments and to finish the fiscal year on a positive trajectory. This ends the formal part of our discussion. And at this time, I will turn the call over to our operator, Shannon, for questions.
spk00: Thank you. As a reminder, to ask a question, you will need to press star 1-1 on your telephone. Please stand by while we compile the Q&A roster. Our first question comes from the line of Anthony Lubitschinski with Sudoti. Your line is open.
spk04: Good morning, gentlemen, and thank you for taking the questions. Good morning. Good morning. So first, just a question on the backlog. Is it possible to get a number as far as on a consolidated basis? What's the backlog now, and how does that compare to a year ago or year end?
spk06: At the end of the quarter, the backlog was $201 million compared to last year. The backlog was even bigger. It was $320 million. But more normalized, that $200 million is still much higher than prior. At the end of fiscal 19, it was $100 million. So we're still double that number, but it's down $100 million from this time last year, but we weren't shipping last year.
spk04: Got it. Understood. I know, yeah, there was a lot of inventory constraints, which started really, you know, really kind of accelerated in August with the shutdowns in Vietnam. So, all right, so... You know, your comments in the press release as well as on the call, I mean, seem more optimistic than some of your peers that have reported lately. Kind of, you know, what gives you that confidence? And do you have an early read on how your retail partners performed during the Labor Day holiday weekend?
spk05: I'll start with the last part. We heard positive things about a lot of Labor Day sales from our retail partners. That was all, from our standpoint, positive news. Regarding our optimism, first of all, it has a lot to do with if you look at 8-1, we had 70% of our capacity in Asia shut down for COVID. When you compare where we are now this year versus what happened to us last year, we're heavier in case goods. We're heavier in that type of sourcing, I think, than the others that you're probably speaking about. I think that's a big part of why
spk04: stronger than we did last year okay yeah thanks Jeremy for that and then you know in terms of the exit from the clubs channel is that totally complete or is there anything else to be done I know that it was a large impact on HMI's results but just wanted to get a sense as to whether that that's over and done with now I can tell you that backlog is zero
spk05: When you ask if it's complete, there's a tail that I've talked about on previous calls, and that could continue for some period of time, but obviously we're not feeding that anymore. So we feel like we're going to eventually be out of this, but I'm just saying there could be a little more of the downside.
spk06: We believe we're accrued properly for the tail, but you've listened to us long enough to know that sometimes we've been surprised by that.
spk05: But we're saying all that we're very encouraged by where we are in the process of getting clear out.
spk04: Got it. Understood. And then, you know, longer-term question on HMI. So, looking back, you know, historically, calendar 18, that segmented roughly $387 million in revenue, approximately $20 million in operating income. Obviously, since then, you have Exited from the club's channel business, which was a big piece of the overall revenue, but now focusing on more profitable sales channels. You're introducing the new portfolio program as well. Longer term, where should that business be? I'm just speaking for HMI with this question. How do you see this next few years? Can we get back to those type of profitability in that segment? What are your thoughts there?
spk05: We can get back there. We had to almost have a reset with some of our businesses we've been in that were hurting us at pretty, as you know, large levels. So I would say that not only are we going to get back to there, but we're going to get back to there with a much more concrete foundation to grow additionally from. So right now, we're going from what I would call somewhat of a quicksand foundation with the bad businesses to more of a concrete foundation. And then once we have that, it's going to be much more sustainable and much more predictable. And when you talk about the earnings that you referenced, that had a lot of things in it like clubs that, you know, would say probably juiced up some of those earnings. It's probably a bad word to say, but it's just, you know, when you look at the tail that we've experienced, you know, we've become cognizant that maybe that wasn't exactly what it appeared to be.
spk04: Right.
spk05: And we've, so, you know, Anthony, just to expand on that, it's a three-pronged strategy there, which is We're getting out of bad businesses that we lose money on. We're expanding our customer base, and through that, we're also going to increase our overall contribution margin. And also, one other thing is we've significantly reduced the overhead on that side of the company, which is going to allow us to make a lot more money and be a lot more profitable, even if it's a you know, $250, $260 million business.
spk04: Okay. So you expect ultimately the operating margins for HMI to be higher than they were at their historical peak based on everything you said, even with a smaller revenue base. Is that fair to say?
spk05: Absolutely.
spk04: Okay. Got it. Got it. Perfect. Okay. And then... In terms of just switching gears here, just for domestic upholstery, you referenced the higher raw material costs.
spk03: How much was that as far as an impact, and where do you see the raw material costs in the back half of the fiscal year? We believe it's stabilized somewhat.
spk05: If you go into last year, it was almost like you couldn't keep up with the number of price increases throughout the different raw materials in our domestic manufacturing. So we feel like there has been a stabilization and even some areas of opportunity to actually negotiate some things lower that had inflated due to what was going on. So we feel a lot better than we felt last year about that question.
spk04: Okay, gotcha.
spk05: Yeah.
spk04: Okay, and a couple more questions if I may here. So as I look at the SG&A expenses for the quarter, they were down sequentially from the first quarter, and this is despite revenue growing, again, on a sequential basis relative to the first quarter. So was there anything unusual in the first quarter or here in the second quarter?
spk03: And just kind of to think about the run rate of expenses going forward.
spk06: I think that this quarter is probably normalized now. We've had some excess costs like getting out of these North Carolina warehouses as we moved to Savannah. Bearing in mind that about 6% of sale is a variable SG&A, which is our commission and some other costs like that. Otherwise, I think that this is a pretty normalized run rate. You know, so you adjust it for the variable cost, and I think you can project based on this quarter.
spk04: Got it. Okay. And then my just last question is just on inventory. So really kind of two-part question here. So first, I know you guys talked about there's a lot of in-transit inventory, but I'm just curious as to, you know, how much of the year-over-year increase of inventory is because of inflation? And the second part to the question, it's just kind of ballpark estimates as to how we should think about your inventories, where you think they'll be at the end of the fiscal year. Thank you.
spk05: So I'm going to divide it in two sides. So on one side of our business, HMI side, we had about a 1% difference in increase in inventory in units and roughly 26% increase in dollars. That's pretty much the number I think you're looking for. On the other side of the business, we had about a 6% or 7% decline in units of inventory. And we had, I believe, roughly a 27% increase in dollars in inventory. So you can see the delta on, you know, when you talk units versus dollars, it's significant.
spk04: Gotcha.
spk05: And that's great.
spk04: Right. And then as far as where you think inventories will be by the end of the fiscal year, any sort of ballpark estimate there?
spk05: I would anticipate they'll either be relatively same ballpark or down roughly $5 to $10 million. I got it.
spk04: Okay. Perfect. Good. All right. Well, thank you very much and best of luck.
spk05: Okay. Thank you, Anthony.
spk00: Thank you. Our next question comes from JP Geegan with Global Value Investment Corp. Your line is now open.
spk02: Thank you, and good morning, gentlemen. You've experienced the same cost pressures as many others in your industry and across other industries, for that matter, logistics, raw materials, inventory, labor. I know you've touched on a lot of those in Anthony's questions, but maybe – you could just talk about how we should be thinking about this generally going forward and in particular labor and as it might affect your ability to service your domestic upholstery backlog.
spk05: I think I understood your question. We had a little glitch in the sound for a second, but I believe you're asking with the raw material disruptions that we've had, do we anticipate any reduction in our flow of production versus, you know, because of that? Is that pretty much the gist of it?
spk02: Well, raw materials, logistics, and maybe with a focus on labor, unless it affects your ability to run your production facilities, particularly domestically.
spk05: Yeah, we feel like our domestic production is getting kind of better by the day. We feel pretty optimistic about our second half and our ability to ship our backlogs and actually decrease our lead times and all the things that matter to our customers and their customers. So all of that from our viewpoint is really positive.
spk02: Okay. And then more generally, the increased costs that you've seen throughout the pandemic, to what extent have those either been mitigated by actions you've taken or just naturally decrease to what we might expect to be more normalized levels?
spk05: Well, I think a lot of the mitigation to things like freight have been price increases, which we've been able to get through in the right places. And we've also been pretty careful not to wreck our demand with doing too much. But in that way, I believe we mitigate it. And another way, to your point, freight rates have started So in those ways, you know, that's helping us in a way that we haven't necessarily mitigated.
spk02: Okay. Moving on to the contract business, which you haven't talked about for a number of periods, understandably, it seems like there might be an outsized opportunity in this area, especially with hospitality customers as demand comes roaring back and there even could be some pent-up demand for furniture replacement going forward. Maybe talk briefly about what you're seeing ahead of you in that area.
spk05: Yeah, we're very much seeing an uptick. Hospitality is really good right now, and we're involved in a lot of different bids for projects, and things are moving, whereas last year it pretty much came to almost what you would call a stop. There was not much investment in that area for hotels and the areas that they're trying to get business. All of that is really good, and we've been able to, we feel like, get a pretty good amount of business so far, and our backlogs are good in that business. We feel like it's definitely headed the right direction. On the contract side, senior living, which we target in each contract, is still a little bit slower, but the Their business has still been pretty good. So we're pretty encouraged by both of those areas for our company.
spk02: Okay, great. Thanks. And then my final question really revolves around your sales channels. And of course, you've made a lot of changes in the way you think about approaching the market through various channels. One of the interesting forays you've made is with interior designers. Can you put some more color around that initiative?
spk05: size of the opportunity and the economics of that particular channel as compared to your other distribution channels well one thing we we feel like we've learned definitely on the hooker legacy side is that that is a different consumer and a different channel entirely so we don't feel like it overlaps with anything else we do is number one number two a lot of it has to do with product availability It has to do with technology, so having the right technology to service the designers is a big deal, which we already have on the Hooker Legacy side. So with our new ERP system spreading across the whole company, we're able to put that type of technology behind our efforts as well, where it's a self-service B2B site that they have access to for all of our brands and not just the Hooker Legacy brands. when we position ourselves from an inventory standpoint to be able to support that business, that's obviously a big deal. And then last, having the customer care support that is extended to our other companies, not just the hooker legacy, is what I see as the last major strategic piece to be able to do that type of business. So we feel like that's a real growth opportunity for us in 11 out of our 13 brands.
spk02: Thank you. I appreciate the additional color.
spk05: Yeah, absolutely. Thank you.
spk00: Thank you. Our next question comes from the line of Ron Dasher with Pinnacle Value Funds. Your line is now open.
spk01: Good morning. Thanks for taking my questions. Just a couple of quick financial questions. What were the orders for the second quarter versus a year ago?
spk06: For the second quarter, it's going to sound really bad, but there were 63 million versus 193 million last year.
spk01: Sorry, Paul, you faded out. 63 versus what?
spk06: 63 versus 193. Okay. Again, last year was, you know, I'm not sure that's a really fair comparison, but yes, so
spk05: And a lot of that decrease was orders that were very far out planned because of capacity issues from large retailers that they canceled those orders because they felt confident that they could get the production with a more normal lead time and not have to have that much on order.
spk01: Okay.
spk06: Backlogs were 200 versus 320 at the same time last year. So the backlog is still pretty healthy.
spk01: Yeah, no, the $200 million is pretty good. When you said inventory would be down $5 to $10 million by year-end, was it down from the most recent quarter or down from year-end last year?
spk06: Down from this quarter.
spk01: Okay, so down $5 to $10 million from this quarter.
spk05: Right.
spk01: Okay, good.
spk05: Just to clarify, I answered that and I said, could be anywhere from flat to down $5 to $10 million.
spk01: Okay, flat down to down $5 to $10. Okay, that's helpful. What's the status of the Savannah warehouse? I know last quarter I think there were some higher than anticipated expenses. Are you up the learning curve there or how is that shaping up Savannah?
spk05: We're definitely better off than we were. We're getting a lot less demurrage and charges that you get from inefficiencies in running a warehouse. I wouldn't say that we've achieved our goals of really being a best-in-class facility, but we're a lot further along that path than we were previously.
spk01: When do you think it will be where it needs to be?
spk05: probably if I had to guess right now I would say by second quarter next fiscal we would really be you know maximizing the opportunity in Savannah and some of that has to do with additional racking and things that we're trying to do to create efficiencies it has to do with equipment that we've had challenges getting I'll give you an example pickers that are hard they work extremely long lead times and create inefficiencies in the warehouse due to not having the right equipment that you can't get a hold of because of lead times. Things like that. We've done a better job with labor. We've been able to get a lot more on our staff, but those are still challenges that we face. It's kind of getting better by the day, but again, just to be totally candid, I think time when I would be really pleased with our efficiencies in that warehouse because there's so much savings opportunity from us being in California and the two North Carolina warehouses versus being in the one big Savannah warehouse. Once we really maximize that, the savings really are exponential for where we were.
spk01: Any idea of what the contribution might be in terms of savings dollar-wise?
spk05: Paul and I believe it's around $2 million. Okay.
spk01: So an incremental $2 million between now and second quarter of next year, perhaps.
spk05: No, I think we're giving you an annualized savings of $2 million.
spk01: Okay. All right.
spk05: And we're already seeing some of that. If you think about not having the transportation of containers to North Carolina and think we were transporting those, so the dredge,
spk01: the Florida savannah so that's a big difference okay thanks delivery efficiency because the other warehouses were inefficient right okay good that makes sense and finally what is the anticipated capex budget for the total year at this point it's higher than normal
spk06: Because of Savannah and because of our ERP, we expect to spend $4 million more this year. We've got some showroom remodeling and the Savannah warehouse are big projects. That's not a CapEx run rate. I think when we normalize, we'll be back to that $5 or $6 million a year.
spk01: Just to make sure I heard you correctly. So $4 million in the back half of the year additional?
spk05: Correct.
spk01: Great. That's helpful. Thanks and good luck.
spk05: You're welcome. Thank you.
spk00: Thank you. And I'm currently showing no further questions at this time. I'd like to hand the call back over to Jeremy Hoff for closing remarks.
spk05: Thank you, Shannon. I would like to thank everyone on the call for their interest in Hooker Furnishings. We look forward to sharing our fiscal 2023 third quarter results in December. Take care.
spk00: This concludes today's conference call. Thank you for joining. You may now disconnect.
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