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spk01: Good morning, ladies and gentlemen. Thank you for standing by. Welcome to Jumia's results conference call for the second quarter of 2024. At this time, all participants are in a listen-only mode. After management's prepared remarks, there will be a question and answer session. With us today are Frances Dufay, CEO of Jumia, and Antoine Mellet-Miseret, Executive Vice President, Finance and Operations. We'll start by covering the safe harbor. We would like to remind you that our discussions today will include forward-looking statements. Actual results may differ materially from those indicated in the forward-looking statements. Moreover, these forward-looking statements may speak only to our expectations as of today. We undertake no obligation to publicly update or revise these statements. For a discussion of some of the risk factors that could cause actual results to differ from the forward-looking statements expressed today, please see the risk factor section of our annual report on Form 20-F as published on March 28th, 2024, as well as our other submissions with the SEC. In addition on this call, we will refer to certain financial measures not reported in accordance with IFRS. You can find reconciliations of these non-IFRS financial measures to the corresponding IFRS financial measures and our earnings press release, which is available on our investor relations website. With that, I'll hand it over to Francis.
spk03: Good morning, everyone, and thank you for joining us today. I will begin with an overview of our performance during the second quarter, and we'll offer an update on our business and strategic objectives. I will then turn the call over to Antoine for a more in-depth look at our financials followed by Q&A. Building off of the momentum we saw in the first three months of the year, we delivered improvement in our usage KPI in Q2-24 and continued taking a diligent approach to cost management while further strengthening cash efficiency. As part of this, we continue to prioritize executing against our strategic initiatives and building healthy fundamentals. Importantly, our efforts are delivering results and our progress is evident in our second quarter performance. In Q2-24, orders grew a solid .9% -over-year and increased .9% on a sequential basis. GMV in constant currency grew 35% -over-year, driven by more efficient marketing spend and continued efforts to enhance our product assortment. GMV in USD did decline by 5% -over-year due to the impact of last quarter's devaluations in our two largest markets, Najah and Egypt. Devaluations also impacted top line revenue which declined .2% -over-year in the quarter. However, we have seen some signs of stabilization in Egypt along with a sharp reduction of the spread between the official and parallel market trades. More importantly, our ability to drive GMV growth in constant currency illustrates that our value proposition is working. This is even more evident at the country level. In Q2-24, six of our countries delivered GMV growth, up from five in the first quarter. For example, in Ghana, GMV grew .4% -over-year in constant currency and was up .1% -over-year in USD. This further validates that our strategy and value proposition are well suited to navigate the unique African market dynamics. Orders per customer, including Junya Pay, increased by .1% in Q2-24, while AOV for physical goods reached $39.2, down .1% -over-year. The decline in AOV is attributable to a shift in category mix this quarter. In Q2-24, a greater proportion of our sales volumes came from fashion, a lower AOV category driven by improvements in sourcing from Chinese vendors. We also experienced lower corporate sales in Egypt.
spk02: As a reminder,
spk03: we do not aim for a specific AOV, as we rather strive to provide the best value proposition in each of our priority categories, which include phones, electronics, home and living, fashion, and beauty. Quarterly active customers improved a solid 6% -over-quarter in Q2-24 and were flat -over-year, which is an important milestone for Junya. We believe that the improvement in active customers positions us to focus on reintegrating Junya's customer growth. As we noted last quarter, continued marketing efficiency is helping us acquire what we believe to be a stickier and a higher quality customer base. Our 90-day repurchase rate for new customers improved 262 basis points in the first quarter of Q24 to 36% from 33% in the same period last year, further validating our strategy. Based on our previous successes in key markets, we believe that we can significantly improve our group average repurchase rate. For example, in Cote d'Ivoire, we have already implemented several tactics to strengthen the consumer value proposition, including providing an enhanced assortment of goods and services with a view to capturing and retaining more loyal customers. As a result, we achieved a 46% 90-day repurchase rate from Q1-24 new customers. As we expand these efforts across all of our markets, we expect to see group level repurchase rates improve. Building on this momentum, disciplined cost management combined with recent reductions in finance costs reduced our quarterly cash burn from $19.1 million in Q1-24 to $8.7 million in Q2-24. Loss before income tax also decreased to $22.5 million, versus a loss of $30.9 million a year ago and a loss of $39.6 million last quarter, driven by cost reductions and reductions in ethics-related finance costs as well as our cash repatriation. Adjusted EBITDA loss, which excludes finance costs, decreased to $16.3 million, in line with the reduction in the operating loss and driven primarily by cost savings initiatives. Loss before income tax includes finance costs, such as the impact of ethics and cost of cash repatriation. Antoine will discuss this in more detail in a moment. Ultimately, we are seeing nice momentum in the business, supported by an acceleration in the improvement of several of our usage trends. Our success is attributable to continued execution against our strategic initiatives. As a reminder, our strategy is focused around three key pillars. First, refocusing and recommitting to the African e-commerce market. Second, improving cash efficiency. And third, building a stronger consumer value proposition tailored to the needs and purchasing power of the African consumers. Turning to our first objective, the team has done a good job simplifying Jumia's operations and strengthening our core business. This includes the work we've done to streamline our operations throughout the entire business. We are now focused on accelerating Jumia's growth through our remaining two pillars. The first of those two remaining pillars is a commitment to improve cash efficiency. In Q224, we continue to make strides managing our cost structure, expanding our asset-plied logistics network, and taking a disciplined approach to marketing spend.
spk02: As a reminder,
spk03: our vast logistics network serves as a powerful enabler for our e-commerce platform. During the quarter, we open two new warehouses, one in Nigeria and another in Morocco, to further consolidate operations, expand storage capacity, improve productivity, and enhance our supply chain management capabilities. Additionally, we expect to open new warehouses in Egypt and Côte d'Ivoire in the coming weeks. We believe that these strategic moves position Jumia to capture greater efficiency in each respective market and lay the foundation for growth at scale as we accelerate our expansion. More importantly, as a key part of our asset-life strategy, these warehouses are rented, not owned, which limits the impact on our balance sheet. Jumia's vast logistics network is made up of third-party logistics providers, local entrepreneurs, as well as a network of local pickup stations. This network is vital to Jumia's growth and our ability to efficiency scale and deliver packages safely and with expanding geographic reach. Our logistics partners are proprietors and operate their own businesses, including managing the trucks, vehicles, and pickup stations, and the human capital. The entire network is tracked and managed through Jumia's proprietary technology platform. Under this model, we can scale and grow the network with relatively low incremental investment while ensuring low operating costs thanks to healthy competition within our ecosystem. It also serves as a strong competitive advantage as Jumia provides its partners with large, reliable volumes in their local markets and the necessary management tools to empower their growth. Continued discipline around our logistics network delivers reductions in fulfillment expenses as a percentage of GMV from .9% in Q2-23 to .5% this quarter. Fulfillment expense per order, excluding Jumia Pay app orders, was $2.17 versus $2.58 in the same quarter last year. We have successfully reduced delivery costs per order while expanding our network in smaller cities due to strong gains in productivity as well as appropriately adjusting service levels to local demand. From a cash management standpoint, currency devaluations play a far less impactful role in the second quarter. This contributed to lower finance and ethics costs and led to a lower net loss. We also maintain 67% of our cash balance in US dollars in the quarter and continue to introduce further efficiencies in our repatriation strategy. Beyond logistics and cash management, efficient and optimized marketing spend remains key to managing our car space. Year over year, spend was still down 19% relative to Q2-23. We modestly increased marketing spend by 18.2%, quarter over quarter, to $4.4 million in Q2-24 to support Jumia's anniversary sale, our second largest commercial event of the year. We feel confident that we will be able to that we have a deeper appreciation of the most efficient channels, such as SEO, CRM, as well as localized offline marketing channels, and we are leaning more heavily into these areas given our early success. Finally, our last strategic objective is a commitment to building a strong value proposition. We've mentioned before that building the right value proposition is imperative to our growth. The African consumer is incredibly cost-conscious and will always look for the best possible price, online or offline, so having the right supply at the right price is essential. No amount of marketing will make up for it if we do not, which is why we continue to focus on building what we believe to be the right supply through work with both local African and international vendors and brands. For example, to improve sourcing from Chinese vendors, we have expanded our team in China, bring our office headcount in Shenzhen by 21% year over year, and are looking to open new sourcing offices across the country. Beyond creating the right supply, our Jumiapay platform is key to building the right value proposition and enabling e-commerce by providing a variety of cashless payments and buy now, pay later options through outside credit partners. This quarter, we also announced two new BNPL partnerships in Nigeria, bringing total BNPL services to six. While the offering is still in its infancy, we are seeing promising signs of adoption and look forward to sharing more detail on our progress. In addition to creating our supply, expanding beyond capital cities is key to Jumiapay's value proposition. Smaller cities are a major opportunity for growth and acceleration because the supply is even more underserved than in capital cities. Jumiapay can provide the variety and choice that customers in more rural areas are looking for, and our logistics network enables us to deliver efficiently. The mix of orders in secondary cities versus capital cities is now 53% compared to 48% last year and 51% in the first quarter of 2024. Of the orders placed in secondary cities, 73% were fulfilled through pickup stations, showing how important they are to our continued growth and acceleration. These pickup stations, owned by third-party partners, cut down on fulfillment and delivery costs while offering a central location to increase customer engagement. This includes placing and receiving orders while also providing a space for consumers to ask questions and to educate them on our product assortment, pricing and delivery components. This helps to further embed Jumiapay into the fabric of local communities as economic value and build trust, thus increasing the value proposition and convenience for consumers while keeping Jumiapay's costs low. One of our top-performing countries for secondary cities is Côte d'Ivoire, where 65% of our orders were achieved outside of the capital city in the quarter, versus approximately 53% average at the group level. As we roll out our proven best practices across other countries, we are seeing positive results. For example, in Nigeria, the share of orders from outside of major cities, such as Lagos and Abuja, increased 413 basis points to approximately 50% versus Q223. Similarly in Kenya, the share of orders outside of major cities, such as Nairobi and Kiangbu, increased 564 basis points to approximately 54% versus Q223. Looking forward, we are excited and optimistic about Jumiapay's future. We are confident in our strategy and we are committed to executing and accelerating growth in the future. We are proving with tangible results that we are well positioned to scale and tap the massive demand in Africa while moving towards profitability. I will now turn things over to Antoine.
spk04: Thank you, Francis, and thank you everyone for joining us today. I will now provide an in-depth look at our second quarter results. Starting with the top line, revenue was 36.5 million USD, down .2% -over-year and up 15% on a constant currency basis. Market-based revenue was 20 million USD, down .1% -over-year or up .2% on a constant currency basis, primarily impacted by Nigeria's currency devaluation in the first quarter and partially offset by higher commissions. Diving a little deeper, while Nigeria's currency devaluation dampened revenue, we did see improvement across our revenue drivers in constant currency. Valuated services was 3.6 million USD, up .7% in constant currency. Fulfillment revenues was 3.8 million USD, up .1% in constant currency. And commissions was 10.2 million USD, up .9% in constant currency, driven primarily by third-party corporate sales in Egypt. Revenue from first-party sales was 16.1 million, down .8% and up 4% on a constant currency basis, primarily driven by a decrease in corporate sales in Egypt. Gross profit for the quarter was 21.6 million USD, down .7% -over-year or up .5% on a constant currency basis. Gross profit margin as a percentage of GMV remained relatively stable at .7% compared to .8% in Q2-23. These results were driven primarily by the currency devaluation in Nigeria, offset by 17% -over-year reduction in customer incentives and promotions in the quarter, as part of our improved marketing spend efficiency. Looking at expenses, we continue to improve our cost base with fulfillment expenses of 9.3 million USD, down .2% -over-year and up .7% on a constant currency basis. Fulfillment expense per order, excluding Jumia Pay app orders, which do not incur logistics costs, decreased .9% -over-year, but increased .6% on a constant currency basis. The increase in constant currency was primarily driven by fuel costs, which are priced in USD and are therefore impacted by local currency devaluations. Fulfillment expense as a percentage of GMV improved 44 basis points -over-year to 5.5%, another important proof point of our logistics transformation taking hold. This includes expanding our logistics footprint outside of major cities by increasing the number of pickup stations, thus helping us reach underserved communities and expand our market while driving down fulfillment costs. Additionally, we are improving our proprietary systems to drive scalability while enhancing warehouse efficiency and reducing packaging costs. Sales and advertising expenses were 4.4 million USD for the second quarter, down .2% -over-year and up .7% on a constant currency basis, driven by continued focus on optimized marketing expense. We are concentrating on more efficient marketing channels, including an increased emphasis on localized offerings and further leveraging our G-force. As a percentage of GMV, sales and advertising expense was 2.6%, a 45% basis points -over-year decrease from Q2-23, demonstrating that our strategy to enhance the customer value proposition by prioritizing supply improvement over costly marketing spend is taking hold. Turning to technology, technology and content expense was 8.7 million USD, down .5% -over-year and down .4% on a constant currency basis. This was driven by improved management of our hosting infrastructure, operational tools and reductions in overhead. As we move forward, we will remain disciplined in our approach to cost in this area while balancing the need to develop new features to improve the customer experience on a localized level. DNA expense, excluding shared base compensation, was 17.6 million USD in Q2-24, up .9% -over-year and up .6% on a constant currency basis, driven by the release of a tax provision in the second quarter of 2023, which did not recur in the second quarter of 2024. Partially offsetting this increase was a design in staff cost. Staff cost components of DNA expense, excluding shared base compensation expense, decreased to .6% as a result of reductions in its counts. Now turning to profitability, adjusted EBDLS declined -over-year to 16.3 million USD or declined 16.1 million on a constant currency basis, driven primarily by the cost reduction initiatives I previously discussed. Loss before income tax from continuing operations was 22.5 million, a .1% decrease -over-year or up .1% on a constant currency basis. The decrease was again driven by our cost reduction initiatives. As Francis discussed, loss before income tax includes finance costs. To ensure that you understand the impact of finance costs on the business, let me take a moment to discuss this dynamic in more detail. In Q1-24, our finance costs were primarily driven by the foreign exchange impact resulting from the devaluation of both the Nigerian Mera and the Egyptian pound against the US dollar, as well as costs associated with cash repatriation. In contrast, Q2-24 finance costs were primarily impacted by non-cash losses recognized in the sale of financial assets. These assets, consisting of investments in securities measured by Fairradio, only impact income statement upon this legal. This shift in the contributors to finance costs between the two quarters highlights the varying influences, both cash and non-cash, that impact our performance metrics. Touching on balance sheet and cash flow, capex in Q2-24 was 0.7 million and our liquidity position was 92.8 million USD, comprising 45.1 million in cash and cash equivalents, and 47.7 million in term deposits and other financial assets. This compares to the liquidity position of 120.6 million in Q4-23 and 101.5 million in Q1-24. The net cash flow used in operation activities was 8.4 million USD and net change in working gap was 6.7 million in the second quarter of 2024. Finally, I want to highlight that the company initiated an -the-market equity offering this morning. Detailed information about the offering is available in the prospectus supplement file with SEC prior to this call. We expect to use the proceeds of the offering for general corporate purposes, including to help support our continued efforts around customer acquisition, expand our supplier base, scale our logistics network, and improve our marketing and vendor technology. As you've heard from us today, we've been very disciplined and efficient with our cash utilization and plan to continue doing so. The additional equity will further strengthen our balance sheet and help accelerate our growth trajectory. With that, I will turn the call over to Francis for details on guidance.
spk03: Thanks Antoine. Based on our continued strong performance, we are reiterating our outlook for 2024. We remain committed to reducing our losses and accelerating our progress towards cash efficiency and profitable growth. Specifically, we aim to further reduce our cash utilization as compared to full year 2023, and based on the positive impact of our growth strategy, we are confident in Jumia projects that increase in both orders and GMV in 2024, excluding the potential impact of foreign exchange. As we move forward, we are confident in Jumia's future and our ability to accelerate our growth. We have the right plan and the right team to advance on the path towards profitability, and look forward to keeping you updated on our progress. We can now open the call for Q&A.
spk01: Thank you. At this time, we will be conducting a question and answer session. If you would like to ask a question, please press star 1 on your telephone keypad. A confirmation tone will indicate your line is in the question queue. You may press star 2 if you would like to remove your question from the queue. For participants using speaker equipment, it may be necessary to pick up your handset before pressing the star keys. Once again, let us star 1 to ask a question. One moment please while we poll for questions.
spk09: Your first question for today is from Fon Zhang with Benchmark. Hi. Hey Frances, I'm
spk05: Fon. Thank you for taking my questions. I have a couple here. First, in terms of growth, GMB growth was very solid in the second quarter. I think Frances did point out a few factors. I just wonder going forward in terms of sustainability.
spk08: Hello. One moment please. It looks like her line disconnected. Fon, your line is unmuted.
spk09: Can you guys hear me? Yes. Can you guys hear me now?
spk08: Yes. All
spk09: right. Just quickly
spk05: repeat my question earlier. In terms of sustainability of your GMB growth, it seems like you have more countries with growing in the second quarter versus first quarter. So are we looking for more countries to be growth countries or are we looking at higher growth on the existing growth countries? In other words, whether it's from a country perspective, category perspective, any color in terms of sustainability as well as the magnitude of your GMB growth, that would be very
spk09: helpful.
spk08: All right. So thanks a lot,
spk03: Fon. So looking at GMB growth this quarter and the overall usage growth, we are pleased to see continued acceleration on all usage KPIs that we see as most relevant, being the stabilization of the active consumer base, being growth in orders by 7% -over-year, which is a continued improvement over the past five quarters, and GMB growth in local currency, which is up to the second quarter. And by 35% very close to what we had last quarter. We do not foresee any reason why this would not be sustainable. And maybe let me remind you of some of the factors that are behind that, and that makes me say that we believe this is sustainable. We are rolling out the same actions, similar actions across all markets with what we see as similar impacts. So we mentioned the example of upcountry and the expansion that we're doing in smaller cities. And as we push, we gave the example of Kenya, Nigeria. As we push, I mean, as we roll out the same actions and tactics that we started in other countries before, we're seeing similar impacts and positive growth in those cities. So bottom line, as we roll out and we execute with the right quality of execution, our plan across countries, we see similar impact and we benefit from kind of compounded impact of those actions. I think we've been operating in Africa for over 10 years now. We know how to navigate all micro challenges that have happened over the past two years. And we see very clearly that the action plan and the strategy that we've laid out for the company is working in more and more countries. So going forward, yes, we expect countries to, we expect the group to accelerate. We expect countries to be growing. I cannot comment or guide on numbers and number of countries or level of growth. But bottom line, our actions that are being rolled out have delivered impact and will keep on delivering more impact.
spk06: So
spk03: we
spk06: don't see any reason why we cannot sustain growth in the future.
spk09: Thanks, Francis. Second question
spk05: is actually regarding your monetization, your tick rate. If I calculate correctly, your marketplace commission rate, it was growing younger, but it seems like a fairly big decline quarter on quarter. Any driver behind it? And how should we think about your commission rate in that tick rate going forward?
spk06: So
spk08: I will share the answer with Antoine.
spk03: Looking at our marketplace and commissions, we've kept our commissions fairly stable across the marketplace over the past year and a half. We want to provide our vendors with stability. So we make sure that we incentivize them to bring more supply to our platform and we can enhance our assortment and value proposition. That's our very clear business priority, making sure we deliver a better value proposition. And it comes with providing stable environment for vendors. I will let Antoine comment on technical and financials here.
spk04: On the year or year variance, we are pretty stable because of what Francis just said. And if we compare to Q1-24, the decrease is mainly due to
spk07: the corporate sales in some countries like Egypt.
spk09: Gotcha. Any color going forward?
spk07: I think we intend to
spk04: keep
spk07: our GP1 stable
spk04: around this quarter percentage, but we will keep on working on capturing the opportunities in corporate sales, which might be a boost. But as Francis said, we do not want to increase monetization because
spk07: it
spk04: would hurt
spk07: the vendor's participation to the ecosystem.
spk05: Gotcha. My next question is actually regarding your sales marketing. Notice that there was a moderate uptake, your sales marketing spending quote-unquote. I just wonder how should we look at the sales marketing spending going forward, especially in combination with your capital raising? Are we expecting you're accelerating the growth? One, sales marketing activities. And secondly, what level of active customer growth could we anticipate?
spk03: Yes. So indeed you notice that we spent a little more in marketing this quarter than in the previous quarter. In this specific quarter, in Q2-24, it was meant as a slight boost so we could support our second biggest commercial event of the year, which is the anniversary sale, which worked well as you can see the usage KPIs. Going forward, particularly in light with the new shares offering, we want to make sure that we have the opportunity to accelerate on customer acquisition, which may happen through increased spending marketing, of course. So we want to make sure that we can grow our customer base, which we've just stabilized this quarter, which is quite a milestone for Jumea because they've been shrinking for a while. And we believe that now we can capture, of course, a lot more consumers across the African continent. We're working with countries with over 600 million people so we can have a much bigger customer base. And definitely a new customer's acquisition will be an important topic for us in the coming quarters, as we believe that we've made significant progress on quality of service, expanding the supply chain, and enhancing our assortment and value proposition. It may be the right time indeed to accelerate in customer value proposition,
spk06: which will mobilize marketing budgets indeed.
spk09: That's it.
spk08: Thank you so much. Thank you, Tom. This concludes today's
spk09: conference and you may disconnect your lines at this time. Thank you
spk01: for your participation.
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