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spk13: After the speaker remarks, there will be a question and answer session. If you would like to ask a question during this time, simply press star followed by the number one on your telephone keypad. If you would like to withdraw your question, please press star one again. I would now like to turn the conference over to Stacey Garofella. Please go ahead.
spk05: Thank you, operator, and good morning, everyone. Speaking on today's call will be Planet Fitness Chief Executive Officer Colleen Keating and Chief Financial Officer Tom Fitzgerald. Both will be available for questions during the Q&A session following the prepared remarks. Today's call is being webcast live and recorded for replay. Before I turn the call over to Colleen, I would like to remind everyone that the language on forward-looking statements included in our earnings release also applies to our comments made during the call. Our release can be found on our Investor website along with any reconciliation of non-GAAP financial measures mentioned on the call with their corresponding GAAP measures. Now I will turn the call over to Colleen.
spk03: Thank you, Stacey, and thank you, everyone, for joining us for the Planet Fitness Q2 earnings call. I'm thrilled to be here speaking with you. During the second quarter, we eclipsed the 2,600 store mark, grew same store sales by 4.2%, delivered .1% revenue growth, and increased adjusted EBITDA by 7.2%. As I considered the opportunity to join Planet Fitness, I was drawn to two things. First, growing businesses is one of my passions. I believed I could not only contribute to the tremendous potential of our next chapter, but that I could have a real impact on it. With 30-plus years of experience in franchise businesses, real estate, operations, and marketing, I've led high-growth consumer businesses at scale. I believe that I have a unique perspective on our growth opportunities and the actions we need to take to capitalize on them. And second was the franchise model and the opportunity to continue to work with franchisees. Throughout my career, I've worked extensively in franchise businesses within the hospitality industry. There are many similarities between hospitality and fitness. Foundationally, both are focused on bringing an experience to life for guests or members, and that they leave feeling better than when they came. Since joining in early June, I've hit the ground running. I've already visited more than a dozen clubs across six states plus Spain, meeting with franchisees and interacting with team members, all with the purpose of listening, engaging, and seeing how our members are experiencing our clubs. We are a 30-plus year old brand with a solid base of about 100 franchisees and more than 19 million members. I'm proud to lead this special business and build on this foundation. As CEO, my near-term focus areas are, first, defining our growth ambition. This includes all facets of growth, from stores to members to profit to increasing shareholder value. We are building out our longer-term strategy and how we're going to enable and accelerate healthy growth. On the store growth side, as shown by two third-party studies last year, we believe we can double our footprint domestically to approximately 5,000 locations, up from the 4,000 target we set at our IPO in 2015. Importantly, we are 70% larger by store count than the next 15 high-value, low-price competitors combined, and we have nearly seven times the membership of the next largest competitor. And we're in the early innings of international store growth, as further evidenced by our first European club in Barcelona, Spain. I visited the club last week and saw firsthand our brand being brought to life in an authentic way. I also visited a number of other fitness brands operating in Spain today, and this further gives my confidence that we have a highly differentiated offering and tremendous runway to grow to real scale and density in the Spanish market, where today only roughly 10% of the population belongs to a gym. I also toured our pipeline sites, visited two clubs under construction, and a number of sites currently under consideration. These were thoughtfully selected sites in areas with strong population density and population growth. I had an opportunity to spend time with our team in Spain, who have the right skill set, market knowledge, and depth of experience to lead our growth on the ground. At the same time, we're ensuring that we're strategic and disciplined in our ambitions, prioritizing sustainable, profitable growth and the member experience. I see our growth ambition as an ongoing journey. I'm committed to continuously exploring and identifying new opportunities to accelerate our efforts while continuing to deliver value across our stakeholders. To that end, my second priority is delivering an unparalleled member experience. We hold a highly differentiated position in the high value, low price sector of the fitness industry. We are about bringing an experience to life and sharing a deep emotional connection with our members. We take care of people so they can improve their lives and well-being. I've been truly impressed by the interactions I've witnessed between our team and members during my many club visits to date. I experienced firsthand what's so special about this brand, the sense of belonging in a community you're proud to be a part of. You immediately feel the positive energy when you walk into one of our clubs. I've always been very passionate about having feet on the street, meaning spending time in our clubs and staying close to our members and our team members who deliver on our brand values every day. We strive to ensure that there's no gym-timidation in our clubs. We also need to make sure our current members have exceptional experiences both inside and outside our clubs so they choose to stay with us. My third priority is to evolve our brand messaging. In 2023, along with our franchisees, we estimate that we spent more than $300 million on marketing and advertising. Looking forward, we have an opportunity to further sharpen our brand promise and mission in our marketing efforts as we encourage members to choose us as they embark on their fitness journeys. We need to increase our emphasis on the high-value part of HVLP by communicating the unique selling points of being a Planet Fitness member. Our clubs break away from the cheap gym perception by offering unparalleled experience and a sense of belonging. There are about 140 million people who live within close proximity of an existing Planet Fitness location today who don't currently belong to a gym. That's who we're looking to reach in addition to our current and former members. There are more than 4 million Gen Zs who become eligible for membership each year as they age. Gen Zs continue to make up the majority of our net new joins each quarter. To this end, we launched our fourth year of the High School Summer Pass program in June and have more than 2.6 million teen participants to date, which is slightly less than we had last year at this time, but is highly encouraging given that we shortened this year's program. This has been an incredibly successful, relatively low-cost program that yielded a .5% conversion rate to paying members last year. Across all demographic segments, we will be evolving our messaging of why Planet Fitness and what differentiates us from the competition. Our new brand messaging will start to show up later this year and, importantly, in the first quarter of 2025. And the fourth area of focus is underscoring that franchisee profit drives franchisor profit through product refinement and operational efficiency. I believe in creating a culture of accountability and in having a shared goal with our franchisees. The coach versus cop mentality allows us to continuously iterate on our fantastic model by working together with our franchisees as a team. If franchisees are successful, we will be successful. This will include refining our product offering and operational efficiencies to maximize the economic value proposition of our franchisees while delivering the most relevant on-brand experience for our members. In my interactions with investors since I joined Planet Fitness, there has been a focus on when we will get back to pre-pandemic new store opening levels. It's a very different macro environment than before COVID, and the cost to build a new location was up by more than 30% in 2023 versus 2019. The new growth model, aimed at the biggest opportunities to further enhance the attractiveness of our returns, is a key lever that we pulled to address unit economics. Additionally, on June 28th, the $15 pricing for new Classic Card members took effect. Just a reminder, current Classic Card members who joined prior to June 28th are locked in at the $10 monthly membership fee. We expect that after one year of the price being in effect, existing stores will see a low to mid single digit percentage increase to AUVs with an even greater impact to new stores as the majority of their Classic Card members will be paying $15. We also launched two black card pricing tests in select markets, one at $27.99 and the other at $29.99. If either of these tests prove successful, this increase could also further enhance store returns. We look forward to continuing to collaborate with our franchisees, and we're excited to join them at our annual Franchisee Conference in September as we begin the next chapter of growth for Planet Fitness. And to capitalize on these opportunities, we need a great team that competes and wins. I keep a hard hat in my office to remind me that being a builder of blue-ribbon teams is what drives the business forward. As such, a top priority for me is the CFO search, and I've been working closely with the team to identify the best candidate for the future of our brand. The search process we are running is thorough and comprehensive, and we're encouraged by the quality of candidates and the enthusiasm toward the role. The search process we are running is thorough and comprehensive, and we're encouraged by the quality of candidates and the enthusiasm toward the role. As the search progresses, Tom has agreed to stay on as CFO until the end of the year. We believe this timing will provide for thorough onboarding and as smooth a transition as possible. We're grateful for Tom's ongoing support and commitment to Planet Fitness. Now I will turn it over to Tom.
spk11: Thanks, Colleen. Before I get to our second quarter results, I'd like to address the debt transaction that we completed in June. The beauty of our AssetLite franchise model is that it generates significant free cash flow. This enables us to continuously assess the best use of our cash and how we can leverage our balance sheet to enhance shareholder value. Over the last two and a half years, we have completed two debt transactions. One that enabled us to acquire a top-tier operator in the system, as well as this most recent one that funded an accelerated share repurchase. Since 2018, we have returned more than $1.3 billion to shareholders via share repurchases. As part of this transaction, we refinanced approximately $600 million that was due next year and we upsized the deal to $800 million given the favorable rates compared to what we were anticipating. This included a $425 million five-year tranche with a fixed interest rate of just under .8% and a $375 million 10-year tranche with a fixed interest rate of just over 6.2%. Our total long-term debt, excluding deferred financing costs, now has five tranches of fixed rate securitized debt of approximately $2.2 billion. We used the proceeds to repay the tranche due next year, which had the highest rate of our existing debt. And as a result, our blended interest rate only increased 50 basis points from .0% to approximately 4.5%. We were more conservative compared to historical refinancing levels, this time given the current rate environment and the existing amount of liquidity already available on our balance sheet in the form of cash and marketable securities. We want to ensure that we have a sizable amount of cash on our balance sheet to weather any storm that may come along, which benefited us greatly when all of our stores temporarily shut down due to the pandemic. Additionally, we used the proceeds to pay costs associated with the transaction and also to fund the majority of the $280 million accelerated share repurchase agreement that we entered into on June 12. The board also approved a new $500 million share repurchase authorization to replace the previous one upon completion of the ASR, which will occur before the end of the third quarter. Importantly, we have made changes over the past year to our underlying business to reduce the cost of owning and operating a Planet Fitness location, as well as our recent Classic Card price increase, both of which enhance what were already very attractive store level returns. We believe the combination of our franchise model and strong unit economics sets us up to continue to take advantage of our long-term growth opportunities. Now to our second quarter results. All of my comments regarding our quarter performance will be comparing Q2 2024 to Q2 of last year, unless otherwise noted. We opened 18 new stores compared to 26. We delivered system-wide same-store sales growth of .2% in the second quarter. Franchisee same-store sales increased .3% and corporate same-store sales increased 4.0%. The Classic Card price increase, which went into effect on June 28, did not have any impact on our Q2 same-store sales. Approximately 60% of our Q2 comp increase was driven by net member growth, with the balance being rate growth. Black Card penetration was .4% flat to the prior year. For the second quarter, total revenue was $300.9 million compared to $286.5 million. This increase was driven by revenue growth across the franchise and corporate-owned segments. The .1% increase in franchise segment revenue was primarily due to increases in royalties, new stores, and national ad fund revenue. For the second quarter, the average royalty rate was 6.6%, up from 6.5%. The .3% increase in revenue in the corporate-owned store segment was primarily driven by same-store sales growth, as well as new and acquired stores. Equipment segment revenue decreased 8.4%. The decrease was primarily driven by lower revenue from equipment sales to new and existing franchisee-owned stores, which was driven by fewer new store placements, as well as the shift to more strength equipment versus cardio. As we noted last quarter, the shift in the equipment mix brings down overall sales on a per-store basis. We completed 18 new store placements this quarter compared to 26 last year. For the quarter, replacement equipment accounted for 84% of total equipment revenue compared to 79%. Our cost of revenue, which primarily relates to the cost of equipment sales to franchisee-owned stores, was 51.9 million compared to 59.5 million. Store operation expenses, which relate to our corporate-owned store segment, increased to 70.2 million from 58.9 million due to higher operating expenses in existing stores, primarily due to a timing shift in marketing spend from Q1 to Q2 of this year, as well as the increase in the impact of new and acquired stores. SG&A for the quarter was 31.6 million compared to 32.6 million. Adjusted SG&A was 30.1 million, which includes a $1.3 million adjustment for CEO transition-related expenses compared to 31.4 million, which included a $1.2 million adjustment for severance-related expenses. National advertising fund expense was 20.1 million compared to 17.9 million. Net income was 43.9 million. Adjusted net income was 62.2 million, and adjusted net income per diluted share was 71 cents. Adjusted EBITDA was 127.5 million, and adjusted EBITDA margin was .4% compared to 118.9 million, with adjusted EBITDA margin of 41.5%. By segment, franchise adjusted EBITDA was 77.5 million, and adjusted EBITDA margin was 71.9%. Corporate store adjusted EBITDA was 49.6 million, and adjusted EBITDA margin was 39.5%. Equipment adjusted EBITDA was 18.6 million, and adjusted EBITDA margin was 27.4%. Now turning to the balance sheet. As of June 30, 2024, we had total cash, cash equivalents, and marketable securities of $447.7 million compared to $447.9 million on December 31, 2023, which included $47.8 million and $46.3 million of restricted cash respectively in each period. In Q2 2024, we used $280 million to repurchase and retire approximately 3.1 million shares to date, which is approximately 80% of the stock that we expect to repurchase under the ASR, with any remainder to occur as part of the completion of the agreement in the third quarter. Finally, we are reiterating our outlook for 2024, including the targets we updated in June as part of the announcement of our Accelerated Share Repurchase Program. We continue to expect between 140 and 150 new stores, which includes both franchise and corporate locations. We also continue to expect between 120 and 130 equipment placements in new franchise stores. For the full year, we continue to expect that re-equipped sales will make up approximately high 60% of total equipment segment revenue. Let me address the quarterly timing of both replacement equipment sales to existing franchise locations and equipment placements in new franchise clubs. During Q2, we sold more replacement equipment to existing franchise stores than we expected, which shifted those sales into the second quarter and therefore we do not expect those sales in the second half of the year, particularly not in the fourth quarter. In terms of timing for placements in new franchise stores, we continue to expect them to be weighted into the second half with a significant skew to Q4. As a reminder, we are maintaining our equipment segment profit dollars for new placements. With the mixed shift to more strength and less cardio, therefore we expect that margin rate will continue to be higher in the second half of the year versus last year. We continue to expect the following targets that represent growth over fiscal 2023 results. Same-store sales growth to be between 3 and 5%. Revenue to grow in the -6% range. Adjusted EBITDA will grow in the -9% range. Adjusted net income to increase in the -6% range. And adjusted earnings per diluted share to grow in the -9% range based on adjusted diluted weighted average shares outstanding of approximately $86.5 million, inclusive of the shares expected to be repurchased as part of the ASR agreement. We also continue to expect net interest expense of approximately $75.0 million, excluding the write-off of deferred financing costs associated with our debt refinancing transaction. Lastly, we continue to expect capex to be up approximately 25% and DNA to be up between 11 to 12%. Now I'll turn the call back over to the operator to open it up for Q&A.
spk13: Thank you. And the floor is now open for your questions. So to ask a question at this time, please press star 1. We're going to pause for a moment to compile the Q&A
spk12: roster. Our first question comes from the line of Randy
spk13: Koenig with Jefferies.
spk08: Yes, thanks a lot and good morning. I guess Colleen, what would be really helpful for us is maybe give us some perspective on your prior leadership roles and different industry experiences and talk about some of those and how you're going to apply some of those learnings to strategies at Planet. And something also that would be really helpful is you highlighted in the script, you know, the kind of emphasis on the HV over the LP and HVLP. Maybe kind of give us an added kind of thoughts around what that means to you and how you want to accentuate that part of the business. Thanks.
spk03: Hey, Randy, nice to hear from you. Sure, happy to. So, you know, I think to the first part of your question about kind of background and prior roles, as you know, I spent most of my career in the hospitality space and the hospitality industry and really brand led organizations. A large part of my career with Starwood and then several years with Intercontinental Hotels Group and then more recently in the real estate space and the single family home rental space. And, you know, at the end of the day, there's a lot of there are a lot of similarities between my prior experience and the fitness space. We're really bringing to life experiences for our members here at Planet Fitness. And I often say, you know, in hospitality, we were the home away from home for weary travelers and wanted our guests to leave feeling better than when they came. And I think what we're what we're offering in Planet Fitness is quite similar. Our members enjoy a great high value experience in our clubs. And let's face it, who doesn't feel better after a great workout or when you have a great workout in the rear view mirror? So, you know, we welcome people into our clubs in a bright, friendly, engaging and very clean environment with a plethora of equipment and really able to help them at wherever they're at in their fitness journey, their wellness journey, and then and then have them leave our clubs clubs feeling better than when they came. One of one of the other things I think that's relevant in the hospitality background versus you know what we're endeavoring to do at Planet Fitness is the opportunity to extend the experience outside the four walls of the club through our app, through loyalty programs and partnerships and even our perks program. We just had a great month in June with perks utilization. So there's an opportunity for us to really leverage our very broad membership base and our high app utilization through partnerships and bringing additional offerings to to our members that they value even outside the four walls of the gym. And when I think about high value, low price, certainly our pricing does make fitness accessible to most. At the same time, I really think about leaning into the HV of HVLP. And I often say to the team here, I think about the HV in capital letters and LP in lowercase letters. And that really is about the value offering that we're that we're bringing to our members.
spk08: Super helpful. I guess just lastly for Tom, I think it was mentioned that there's a test going on for the black card twenty seven ninety nine and twenty nine ninety nine. Can you elaborate a little bit on when would we potentially hear about any fruits of that labor, those tasks in terms of potentially implementing a price change on the black card and then back on the white card with that fifteen dollar now price versus ten. We should be thinking about an incremental impact being or like a noticeable impact occurring in, let's say, the front half of next year or the back half of next year. Just kind of thought process of when that kind of would flow through the numbers would be super helpful. Thanks.
spk11: Yeah, sure thing, Randy. So on the first part, we have two black card tests running. We actually rolled those tests into new markets where we weren't testing the classic card changes prior right at the time that we raised the classic card price from 10 to 15. So that's like June 28th is when those were effective. So they've only been in place about a month. And, you know, with our with our business, we need to we need to let them run for a while. So we expect to run them through the better part of Q3 and maybe even into Q4 before we determined whether or not we have enough information to make a call. And if one of those beats what we're what we're testing them up against, you know, we're pretty thorough on how we do all that with control stores matched up, etc. Then we'll make a change if it doesn't beat when then we'll stick with what we've got. So time will tell, but it takes it takes a few months to let those run. In terms of the classic card, yeah, the that's effective for new members, as you know, it doesn't apply retro. So as new classic card members join, they're joining at 15 and they'll feather in over time. Now that they're only about 40 ish percent of our membership base. So it's the minority of our members. But it will affect each quarter more so than the prior quarter. And we'll talk about more what that means for 2025 when we get there. But you're kind of thinking about it right in terms of how it feathers in.
spk12: Right. Thanks a lot, guys. OK, our pleasure. Our next question comes from the line of Semi and Seagull with
spk13: BMO Capital Markets.
spk07: Thanks, everyone. Congrats and welcome, Colleen. Thank you. Obviously early, recognizing it would be a small sample size so far, but just any initial learnings you're seeing from the price hikes on the rest of the business. Curious if there's any benefits to turn, maybe how is the black card penetration for new members that face that higher price? And then, Tom, nice to see the higher margin equipment come through. Can you elaborate a bit, go forward in terms of the tradeoff between revenues versus profit dollars? Because you're now showing us that you're realizing the benefits you were talking about earlier on. Money color there would be really helpful. Thank you.
spk11: Yeah, sure. Thanks, Semi. So on the classic card impact, we're really only talking about Q2 here. So given that it happened at the very end, we'll have more to say on that next time. So appreciate your patience on that. But we want to stick to only talking about the prior quarter. In terms of the equipment, yeah, so as we talked about the Q1 results, we didn't see the full margin increase or so very little margin increase because some of those orders were placed before the pricing changed. And really, what we're trying to do here is we remixed into having less cardio in any new store and more strength equipment based on what folks want to do in terms of their workout and just rebalancing our mix in the stores. That lowers the cost of the equipment for the franchisee or the revenue for our segment. So we raised our prices so that the margin dollars that we get on a per placement basis would be equivalent to before we made the mix change to more strength, less cardio. So you're seeing that. The short answer is the cost per placement for a franchisee is down high single digit, low double digit. And the margin improvement is round about 300 basis points when it's all said and done.
spk07: That's great. Thanks. And then just lastly, Colleen, any higher level thoughts on the right corporate versus franchisee ratios from your perspective?
spk03: Yeah, I think we believe strongly in our asset light model. Our corporate clubs, corporate owned clubs give us a great test opportunity, test and learn opportunity. And we think that the 10% or ish about 10% is the right ratio. That said, as you're aware, we just launched Spain and opened our first club in Barcelona earlier this month. And we are leveraging our balance sheet to enter the market. We think there's an opportunity to get a market started using our balance sheet there and then recycle that capital with the franchise partners. We continue to grow the market.
spk07: Great. Thanks a lot, guys. Nice job again. And best luck for the rest of the year.
spk12: Thank you.
spk13: Our next question comes from Sharon Zacchia, Billion Player.
spk04: I guess, Colleen, a question for you, just giving your background. I mean, clearly everybody would love to see a planet grow its franchise unit development at a faster pace, I'm sure, including yourself. What kind of timeline have you seen historically in your prior experience on kind of what lag would incur to see that kind of growth start to accelerate?
spk03: Yeah, I think, you know, what I'll say, you know, first and foremost is having the right team and the right infrastructure to position ourselves to accelerate growth. And with that in mind, we're about to go out to search for a chief development officer. So I think, you know, first and foremost, and you've heard me touch on the importance of having, I call it a blue ribbon team and I use blue ribbon because blue ribbon means you're winning. So, you know, really getting the right infrastructure so that we're set up for growth and we're developing the relationships to be able to accelerate our growth. So I think, you know, first step is we're about to go out to search for a chief development officer. And then as I indicated in my remarks, really helping to refine and define our growth ambition is work that's begun and that we'll do in partnership with that chief development officer when they are named. And thanks for that. And then I think it's an opportunity for us to accelerate growth, I guess is, you know, is what I would say.
spk04: Thank you. Tom, just a quick question on GNA. I mean, I know you guys have been really good with cost control, but it's kind of been, I think, better than most people have expected the last few quarters. I mean, how are you thinking about full year GNA and what's the long-term kind of dollar growth rate that you look to, you know, beyond this year for GNA?
spk11: Yeah, Sharon, it's a good question. I think for this year, you know, what we saw happening in the early part of the year that we talked about on our last call, we knew was going to provide some headwinds for the top line. So we wanted to, you know, make sure we were appropriately tightening our belt and, you know, offsetting that. While we couldn't offset it all, we wanted to, you know, be prudent how we thought about our investments and really prioritizing and making some changes. I think as we evolve the strategy that Colleen has the team, you know, working on, I think that will determine where we want to make investments and where we maybe have some opportunities to redirect where we've spent money before. And that'll shake out this is a growth business, as you know. It's got a lot of opportunity ahead of it. And I think we want to be thoughtful about our, continue to be thoughtful about our investments, but not, we're not trying to save our way here. This is about funding the journey to grow the business where we want to accelerate the growth and questioning where we have investments that maybe we thought were important before, maybe aren't anymore, and just really sort of reevaluating everything and stack the chips where the growth opportunities are. But not really talking about what that means for 2025 and beyond. I think we'll cross that bridge when we get to that outlook early part of next year.
spk12: Okay, thank you. You bet. Our next question comes from Jonathan Combe
spk13: from Bayer.
spk02: Hi, good morning and Colleen, welcome.
spk00: Thank you.
spk02: I want to ask a question to you, Colleen. You clearly sound excited, you know, by the opportunity to leverage planet scale. But the business, you know, certainly is showing some of the slowest, unit growth and member growth in its history here. So I'm curious, maybe if you could share more of your early views on the opportunities. I don't know if that's marketing or marketing, but I'm curious if you have any feedback that you're getting from the franchisees or our other areas and really the feedback that you're hearing from franchisees in terms of leveraging the scale for new growth opportunities?
spk03: Absolutely. So, yeah, I'll touch on two things. So when it, you know, when it comes to unit growth, we were really just getting our sea legs with the new growth plan that was rolled out earlier this year with our franchisees and then also the new pricing that is certainly going to factor into their economics. So I think some of what we've identified in the new growth plan as well as the infrastructure that we're building and as I mentioned a few minutes ago, a chief development officer, someone who wakes up every day and thinks only and exclusively about unit growth, I think that will help fuel the unit growth and also expanding into new geographies as I mentioned going into Spain. And I will say with the international growth, what we're not about is flag planting. What we are about is getting to real scale, identifying markets where we believe we can get to real scale and real density and that is the case with Spain. So I think both of things, new markets and accelerated growth with our franchisees by keenly focusing on their unit economics will be the key to unit growth and then making sure that we're resourced appropriately here to drive that growth. And then on the member growth side, I think it's really it's multi-prong but I'll start with two things and first and foremost is the member experience. You've heard me talk about that. We need to make sure that we're continuing to refine and modernize our brand for today's customer and deliver on their fitness expectations, particularly as we're seeing Gen Z's as the fastest growing segment of our member population. So member experience is at the core of that and then also our marketing and I touched on it a little bit but we're doing some work on kind of refining our brand and our brand promise. Again, to make sure that we're staying relevant and current and that our marketing is really landing. So the brand work that we're doing now will help inform the marketing that you'll start to see at the end of 2024 really going into Q1 of 2025.
spk11: And I think John maybe just to add one thing to that is you know what you mentioned scale. I mean our marketing spend for the system is roughly 300 million a year annually. You know that dwarfs based on our measurement what our next largest competitors spend combined still dwarfs it. So I think it's a matter of what have we not said to get more people to start their fitness journey and you know continuing to target the 80% who do not have a gym membership in the U
spk03: .S. I'll also just add that in addition to the CDO you know another role I think is critically important for which we'll be going out to search is a chief marketing officer. I very much believe in an integrated approach to top line strategy and making sure that as we do our brand work and the brand positioning work and refine the brand promise that we're pulling that through in an effective way in our marketing to really reach our target customer. So you know as Tom talked a little bit about it he touched on it kind of we call it funding the journey but making sure that we are we're looking at our resource allocation and have the right leadership roles to help fuel our growth in these critical areas for our business.
spk02: That's great certainly looking forward to seeing progress on those fronts. If I could just ask one follow-up to Tom the adjusted EVITA outlook for the year implies further deceleration in the back half after you know the first half was very strong up 12% so could you maybe just review the factors that you're looking forward in the back half and you know whether there's any conservatism in that outlook. Thank you.
spk11: Yeah hey John so I think part of the beat in a big part of the beat in Q2 was the the timing of some of the replacement of equipment that we had projected in our original outlook to be in the back half of the year. The promotion that we ran we always run a promotion twice a year with our franchisees to do the re-equips. We did that it had better uptake than we thought and more of it came into Q2 than we expected so that was a big part of the beat so it's really you know that equipment segment can really move around in terms of timing and that's really what's affecting the change in the growth rates on a -to-date basis versus the rest of the year that you're referring to but you know we feel good about the full year outlook and therefore felt good about reiterating it but that timing does affect what you're getting at but appreciate the question.
spk12: Great thanks again. Our next question comes from Joe Alcabella
spk13: from Raymond James.
spk10: Thanks hey guys good morning and welcome. Hey Joe. Thank you. In terms of the new growth model what's the timing on when we should start to see the impact of that? I think it takes correct me if I'm wrong 12 to 14 months to open up a new store these days so if you launch it late 23 is the impact more early 25?
spk11: Hey Joe it's Tom. Yeah so I think you may recall we always labeled this year as a transition year franchisees were able to opt into this new growth model which I think all but two of them did and they each own one or two stores so it's pretty much systematically a resounding yes to opt into this but there's you know they had to work through the documents and ultimately sign them through Q1 so we always thought it would have an impact on subsequent years less so than it did in 2024 for the reasons you're mentioning in terms of you know development cycles being longer than they were pre-COVID but you know having said that we feel really good about what it's done to the economics of the business and improving what were already pretty strong returns. You know the the changes in the growth model where we targeted a 10 percent reduction in the cost to build a new planet plus some other changes we made on timing of replacing equipment helped to improve the unlevered IRR you know if it was pre-COVID in the in the 30-ish percent range with higher cost to build and other changes it probably got down to the low 20s so the changes in the growth model kind of closed half that gap and then we believe that once there's a full year of the classic hard price increase at $15 feathered in that adds a couple hundred basis points more to that unlevered IRR so now you know between the growth model and the classic hard price we're we're pretty much back to pre-COVID IRR so there's there's certainly great incentive for franchisees to build the stores because they produce great margins and unlevered IRRs it's just a matter of all that work in its way through and people cranking up their their pipelines so we'll talk more about 25 when the time's right but we always thought this year would not have a big impact from the changes
spk10: understood very helpful maybe just to follow up on that i'm curious how you guys view the member growth in q2 it's a bit below what you've historically done in the second quarter i know it's a relatively small quarter and i recall it got off to a slow start but how did you guys see trends throughout the quarter and maybe more importantly what are you seeing in july after the classic hard impact
spk11: yeah hey joe so i think you're right this year while we don't project membership growth kind of where we sit today is below where we thought we would be and i think it's for a couple reasons one we talked about q1 being kind of soft you know that it seems like forever ago but in the early part of january there there were still some some noise about you know covid and flus and rsbs and all that so we we really had a softer early january than we expected and then we had that incident that that impacted us for a short period of time on joins in march in the back in the in the back of the quarter had a longer or had a bigger impact on cancel so that has improved across the quarter and you know still elevated but definitely better those cancel rates are definitely better than what we were seeing and got better across the quarter and we're really not you know talking about q3 at all but i think based on where we are and how how the team managed all of that i think we came through we're happy where we came through we were just talking to some of our big franchisees recently they're happy with how all that you know played out and how the team handled it but it definitely impacted where those two things really impacted our membership levels compared to where we thought but i think you know we have the time now to gear up for the back half of the year particularly december leading into january and cranking up for what what should be a great cute one
spk03: yeah i'll just add to that we saw we saw some increase in joins in late june now granted some of that was driven by the last chance sale right at uh at ten dollars and then i think the the branding work that we're doing now to help inform the marketing is really you know our um your goal is to have that ready to be in flight by december and then going into q4 going into q1 so that the marketing railer lands and affects our joins going into the important first quarter
spk10: got it great thank you thanks jim
spk12: our next question comes from chris o'coll from
spk13: stifo financial group
spk06: thanks good morning and welcome colin
spk05: thank you
spk06: um i have a question about the ada requirements and at one point the company had communicated that franchisees would need to open roughly 500 units i think between 23 and 25 to comply with the minimum specified in their ada's um i'm just curious could you give us an update on that and or at least do you expect franchisees to still kind of meet that minimum ada requirement
spk11: yeah hey chris so um yeah i so the one change from what we said a while ago at our investor day and late 22 i think that was is by changing the growth model we went from what was somewhat of an idiosyncratic mechanism called cure periods for any delays within your ada development to what is more common practice cure periods the primary difference being the duration of of the window to to fix it and and also the number of development opportunities that are applied to so with the cure periods as part of the new growth model all stores in the pipeline have the ability to extend by six months if there's a delay in something that um you know is beyond the control you know permitting or you know landlord work that gets delayed for reasons outside of their control so that does affect the timing um you know all of that is factored in as we see our pipeline for the year and and the reaffirmation of our outlook of 140 to 150 new stores this year and i think when we get to you know queue our our um february call for q4 of uh and and provide the can talk more about how we see that pipeline for next year but it is kind of a big change um but but the ada requirements that you're describing have not changed we have not altered those it's just a matter of the timing and the new mechanisms we have um uh versus what we had before
spk06: so so they've kind of been pushed out six months i guess is that the way to think about it
spk11: um not comprehensively but it could be for some stores
spk06: okay okay and just one other question i was hoping you can maybe i know you talked a little bit about the classic or the black card membership pricing test but can you give a little more color as to um how you decide whether to implement that price increase for the black card i'm just trying to understand what kpis you're looking at to determine whether or not it's a go or no go is it just come down to whether or not it raises the monthly membership you know or raises your average um monthly ticket or you know average dues or is there some other mechanism or kpis you're looking at to determine whether this is a good idea to make this change
spk11: yeah it's a good question and and somewhat unique to our business compared to the typical you know multi-unit qsr like business where it's traffic transactions ticket with ours we have to measure uh there's no one single metric as you can appreciate chris we have to look at a bunch of them uh one of which is the cancel rate you know do people uh sign up for the higher priced black cards in these tests and then cancel sooner you know that's something that that we don't want to to have happen we also look at the mix between the black card and the classic card at the time of join and we still want the majority of our members to sign up as they do today for the for the black card because it's such a great value even though it's priced higher so uh and then also the impact on classic card so there's there's a lot to look at but ultimately what we're trying to do is raise the auv of the units once more members feather in the higher prices where we're confident that it's it's a it's a sustainable increase in auv and by that we mean it's not all rate driven but there's still member growth we want to have a good balance always have a want to have a good balance of more member growth and rate growth i describe it you know from an old life of we're more of a fast nickels than a slow dimes business we we like volume we like member growth that's what we think is the sustainable way to continue to grow the business and has been it's typically been 70 plus percent of our member of our same store sales growth is member growth and so we we want these tests to be accretive but in a sustainable way so hopefully that helps it does
spk12: thanks our next question comes from
spk13: Rahul with JP Morgan
spk01: Good morning guys. Colleen, good to meet you here.
spk00: Can you
spk01: discuss your philosophy on the marketing for the brand? I wanted to specifically dig on your comment regarding sharpening the 300 million spend given the importance of this for not only the gross ads but also improve the churn. Any preliminary thoughts or specific steps are probably I shouldn't be calling low-hanging fruit but in that context how do you also view the current two to seven national local structure split and if you think this is optimal for the new growth model?
spk03: Yeah so let me touch on a couple things first you you know you mentioned churn and I think I'm going to take that one first just just because I really think churn is is really indicative of member experience and that's why we're we're really doubling down on the experience that we're providing for our members both inside and outside the the four walls of of our club when our members see a tremendous value you know for the low price of of an entry point of $15 a month that that reduces churn so we believe member experience is what's going to enhance our stickiness and continue to further our relationship with with our members and now you know now to the marketing you know I think we work very closely with our our franchisee partners and their their marketing teams to make sure that we've got an integrated strategy and I think first and foremost is getting getting our brand promise and the brand positioning right and this is not a wholesale change it's really it's a refinement and an evolution and really modernizing our messaging so that it lands I think we we shared perhaps it was the the last earnings call that that you know we we didn't that our that our Q1 marketing didn't land as effectively as we as we had hoped so refining that brand promise and then making sure that we're pulling it through the marketing and we're clear about what we stand for and who we're targeting you know that that that's first and foremost to make sure that we that what we're marketing is is really effective and is going to generate the the the joins that we're anticipating and then I think there are some things inside the club and you know I think I'm we're not we're not ready to share what those are yet but you'll you'll start to see them emerge in late fourth quarter and early first quarter you know really the signals of change and how we're modernizing and and evolving our brand and then you're pulling that through both in the club experience and in the marketing as for the two seven split you know the thing I think that's most important is that we're taking an integrated approach with our franchisees and that there's alignment between our national marketing and our local marketing and that we're helping our franchisees have access to the marketing products that can be used in the local spend to really bring our brand to life in an effective way and you know I think about this this is you know this is all products all mediums of marketing including including our digital marketing which which is a focus area for us as well especially as Gen Z is our our fastest growing segment of membership so you know it's for the two seven split I think the thing that's most important right now first and foremost is that we have an integrated approach and that we're able to really highlight the value proposition that that really differentiates Planet Fitness makes us different and special and attractive to a very broad base of customers and prospective customers who could consider joining Planet that's
spk01: a really great update Colleen thank you I wanted to also pick up on the real estate side of the business given your background and then also the kind of the elevated constraints in retail space availability we have been seeing the past few quarters I'm just curious about how you think about the lay of the land there has been there have been a bunch of like bankruptcies closures among retail brands how do you think you can flex planet scale to basically take advantage of some of these openings and then also working with franchise communities when it comes to the real estate planning thank
spk03: you for that question Rahul I'm glad you asked it you know I think I touched on a little bit of it and when I made my remarks about Spain but I think you know and I think this this is relevant across all of our geographies you know when I walked the the sites we're considering as well as the sites we have under agreement in Spain we looked at things like population density population growth in those markets and I'll stop there because I don't want to I don't want to signal all the secret sauce of our playbook but you know I will say we do have a playbook when when we're looking at at opening new sites and as it relates to retail space availability I think you know there's there are two things to consider one is the space availability and then you know one is the price per square foot the price per square foot gets to kind of the unit economics of our franchisees and Tom has touched on that a lot so I won't I won't repeat all of that but we are really focused on unit economics so that even with a you know a recent over the last couple of years price escalation in real estate the economic model still works and we can get back to pre-covid IRRs for for our franchisees at the same time you know you appropriately noted that there have been many retail you know retail tenants anchor tenants that occupy space that has square footage very similar to what we would look for you know that have had bankruptcies and that that could and should be an opportunity for us the other thing that I think about is the fact that throughout the pandemic we did not have one club permanently closed for financial or economic reasons so if I'm a if I'm a developer if I'm a landlord and I look at some of the retail bankruptcies that have you know have been experienced with some of the big box retailers or mid-size box retailers over the last couple of years and then I look at you know I look at planet with no club closures throughout the pandemic we we should be we should be in the pole position when space becomes available in you know for retail space and and I think the durability of our cash flows and the resilience of our business is that is something that we have an opportunity to to further promote when we're seeking space when we're seeking retail space for
spk12: new clubs thank you our next question comes from
spk13: max for clenca from dv cal
spk09: great thanks a lot and congrats colleen thank you so with the black card pilot now taking memberships to 30 in some markets how are you thinking about the ceiling to where prices can go seemingly may be tough to get above mid-30s in a construct of a hvlp 1.0 box so just colleen if you can touch on a focus that you discussed earlier of having an unparalleled member experience what can be done and what can be tweaked in a capital light way to improve it which would allow for a bit more price and power
spk03: yeah I think a couple of things so you know we touched already little bit on the the mix of equipment you know we're seeing a greater demand for space for for strengths you know we still want our members to walk into a planet fitness and and see that beautiful bright sea of equipment and know that you know they're not going to have to wait at the same time we are optimizing the mix so you know hvlp maybe 2.0 is really what we should be talking about and how we're out of how we are evolving the equipment mix for for today's consumer I will also say we're continuing to look at low cost amenities to you know to continue to offer the greatest value whether it be for a classic card member or a black card member and I touched on this a little bit and that is some of the amenities and the value proposition that we can bring to through the app you know adding value for our members both in the gym experience or in the club experience and outside the four walls of the club you know I often talk about my my triple a membership and you know my car my car comes with roadside assistance but I don't cancel my triple a membership because even if I don't immediately need to tow I know that I'm getting so many more amenities for for that relationship and I think you know leveraging our nearly 20 million member base we saw one of our greatest participation rates with with the perks program in june I think there's an opportunity to continue to leverage our our member base to to bring you know additional offerings that add value for that membership and as we think about you know black card pricing we're also thinking about the black card experience and what we're delivering for our black card members
spk09: that's very helpful and then just a quick one but can you provide an update to progress and rolling out the media network if you could speak to the opportunity conceptually with where you are in the medium term path and then just how should we think about the revenue opportunity as well as margins because it has historically been quite a high margin business for others
spk11: yeah hey max it's tom I'll take that one I would say we're still in the sussing out stage on that one I think we see it as a potential opportunity we want to make sure we do it the right way so I think we're we're not yet at a position where we're going to go full throttle on that nor sort of project what we think the impact could be we think it's it's a nice opportunity to make to enhance the the broader economic model but we're still working our way through that one great thanks a lot in best regards yeah thanks max
spk00: well
spk03: thank you for thank you for all the thoughtful questions and thank you for the the warm welcome I'm about about eight weeks in and continue to be just so excited about the opportunity to to lead this brand as we enter our next chapter of growth as you heard from us today our team and I are very committed to further defining our growth ambition and to capitalizing on really meaningful opportunities across the industry both in the US and internationally will maintain a clear-eyed focus on delivering an unparalleled member experience evolving our brand messaging and operating under the principle that we can enhance the economic value proposition for all stakeholders from the franchisor to the franchisees to ultimately deliver significant value for our shareholders so thank you for your time today
spk12: the meeting is now completed without disconnect
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