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spk02: Hello and welcome to today's Xevia Q4 2021 earnings call. My name is Elliot and I will be coordinating your call today. If you would like to register a question during the presentation, you may do so by pressing star followed by one on your telephone keypad. I'd now like to hand over to our host, Reed Anderson. Please go ahead.
spk04: Thank you and welcome to Xevia's fourth quarter and full year 2021 earnings conference call and webcast. On today's call are Patty Spence, Chair and Chief Executive Officer, Amy Taylor, President, and Bill Beach, Chief Financial Officer. By now, everyone should have access to the company's fourth quarter and full year earnings press release and investor presentations filed this morning. The information is available on the investor relations section of ZVIA's website at investors.zvia.com. Before we begin, please note that all the financial information presented on today's call is unaudited. Certain comments made on this call include forward-looking statements which are subject to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. These forward-looking statements are based on management's current expectations and beliefs concerning future events and are subject to a number of risks and uncertainties that could cause actual results to differ materially from those described in these forward-looking statements. Please refer to today's press release and other filings with the SEC for a detailed discussion of the risks that could cause actual results to differ materially from those expressed or implied in any forward-looking statements made today. During the call, we will use some non-GAAP financial measures as we describe business performance. The SEC filings, as well as the earnings press release, presentation slides that accompany today's comments, and reconciliations of non-GAAP financial measures to the most directly comparable GAAP financial measures are all available on our website at investors.xevia.com. And now I'd like to turn the call over to Patty Spence, Chair and Chief Executive Officer.
spk07: Thanks, Reid. Good morning and welcome to the fourth quarter and full year fiscal 2021 earnings call for Xevia PBC. I'd like to begin by discussing our performance in the fourth quarter of 2021, as well as full year 2021, in light of the extraordinary year we had completing our IPO and operating amidst the ongoing challenges of the COVID-19 pandemic. Xebia markets great-tasting, zero-sugar, zero-calorie beverages with simple plant-based ingredients. We are focused on reducing global sugar consumption by offering our products in sustainable packaging at an affordable price. In the fourth quarter of 2021, we continued to transform our organization, adding key executives, expanding our distribution into new channels, introducing value-added new additions to the Zevia line, and removing costs from our supply chain as we scale. Management's priority is executing our long-term strategic plan, and later on today's call, our President Amy Taylor will provide additional detail on our long-term initiatives. The VBIA brand continues to grow rapidly, and in 2021, we added 1 million new households to our consumer base, according to consumer panel data from Numerator. Our consumer metrics show continued progress in attracting new consumers, retaining existing Xevia consumers, and increasing per household spending, all key indicators of our brand's health. At the same time, the Xevia management team is focused on enhancing unit economics as we're experiencing inflationary pressures on input costs, like many consumer packaged goods companies. Through a combination of pricing actions, mix shifts, scale benefits, and cost optimization programs, we're confident in our ability to mitigate the impact of these cost headwinds. In the fourth quarter of 2021, Xevia continued the double-digit net sales growth we've achieved for the past decade. We delivered net sales of $34.2 million, representing 23% growth versus the fourth quarter of 2020. This was a combination of 22% volume growth and 1% growth in price mix. The pricing actions we announced to the trade in the fourth quarter of 2021, which were 6% for soda and 6% to 8% for our innovation product lines, were not reflected in these figures. We anticipate continued price realization through 2022 and believe that we have the ability to implement further pricing actions should conditions merit. Regarding the components of our 30% long-term growth algorithm, I'll break out Xebia's performance in the fourth quarter of 2021. Of our 23% net sales growth, velocity drove 6%, a shortfall of 4 percentage points versus our 10% goal. Incremental distribution in core food, drugs, mass, and natural channels accounted for 4% growth versus our target of 5%. And regarding distribution in new channels, we grew approximately 13% versus our 15% target. In terms of gross profit, we achieved $13.8 million for the fourth quarter, representing a 40.3% gross margin. The reduction from last year's 42.1% margin can be mainly explained by a cost of goods per equivalized case increase of 3.5%. we believe we have effectively managed the cost headwinds that many of our beverage peers are facing. Adjusted EBITDA loss for the fourth quarter of 2021 was $5.3 million. For full year 2021, Xevia achieved net sales of $138.2 million, an increase of 26% versus 2020. Gross margin was 44.3% versus 45.0 in 2020, and adjusted EBITDA loss was $8.7 million. Stevia's net sales momentum is continuing as we begin fiscal 2022, and we anticipate that the combination of velocity initiatives, new retail distribution, and price realization will accelerate our growth through the course of 2022. As such, we expect net sales of $36 to $38 million in the first quarter of 2022, which would reflect growth of 17 to 24% versus the first quarter of 2021. On a full year basis, we anticipate net sales of 177 to 182 million or 28 to 32% growth versus 2021. Our growth in the fourth quarter of 2021 was fueled by continued expansion in consumer purchasing metrics. Numerator consumer panel data for the 52 weeks ending 12-31-21 indicates that Zevia grew our household penetration from 4.7% in the year-ago period to 5.4%, a 15% increase. This was driven by a combination of strong retention of existing Zevia brand purchasers as well as growth in new households purchasing the brand. During this period, buying rate for households purchasing Zevia also grew. from $30.35 to $32.44, a 7% increase. The buying rate among Xebia's retained brand buyers in 2021 was even stronger at $63.67, highlighting how we are intensifying purchasing with buyers who remain with the brand year over year. Xebia's strong focus on execution gives us conviction regarding the brand's ongoing runway for growth. We believe that channel expansion and innovation, which expand accessibility and consumption of the brand, are two key levers for continued growth, and our progress in the fourth quarter on these metrics was significant. In the fourth quarter, we also made gains across a number of key ESG or social impact metrics. Zevia's primary mission is to reduce global sugar consumption. And in the fourth quarter of 2021, we estimate that we eliminated nearly 3,000 metric tons of sugar from our consumers' diets by replacing legacy sugary sodas. And in our history, we estimate that we've eliminated over 74,000 metric tons of sugar. Replacing single-use plastic beverage packaging is another key area of focus. And in the fourth quarter of 2021, we estimate that we eliminated over 40 million plastic bottles from littering our roadways, our waterways, and our communities by selling beverages exclusively in aluminum cans. Lastly, affordability is a key priority for the Zevia brand. In the fourth quarter of 2021, Zevia's products were priced at an average retail cost per ounce of $0.07, representing the 36th percentile within all non-alcoholic ready-to-drink beverages, excluding dairy and non-dairy protein. Zevia is less expensive than 64% of non-alcoholic beverage options and affordable for a broad range of income levels. Now I'd like to turn the call over to Amy Taylor, our president, to share Zevia's continued progress on key strategic initiatives.
spk00: Thanks, Paddy. We focus on implementing our long-term strategic plan crafted at the end of last year as a newly public company. The plan was framed and continues to be built by a combination of veterans and new key talent in senior roles and critical functions who have been and will be key to our expansion, continued growth, and margin realization. One fundamental focus area is unit economics. We have implemented a price increase across packages, categories, and channels, an average of 6% across our soda line in retail and e-commerce in the U.S. and Canada, and an 8% increase in energy drinks and tea, again, across channels. Price realization will begin at the end of Q1. We believe we have additional pricing headroom based on our relative affordability versus peers, retailer acceptance of recent pricing actions, upcoming product and package launches, and the strength of consumer loyalty to the ZD brand. I'll revisit price again when we speak about innovation in a moment. Unit economics going forward will be further supported by COGS and supply chain savings realized through collaboration with COPAC partners, freight efficiencies, and continued improvement in efficiency with variety repacking. New initiatives include, number one, increasing the number of locations where we produce 10-pack soda line, our tea line, and our kids line as we grow distribution of those items, optimizing freight routes. And number two, additional repacking and distribution centers, further reducing freight for fast-growing e-commerce and club business. There are a number of other scale benefits we will continue to realize as we grow, including Canadian freight efficiencies, increased full truck utilization, and reduced inventory levels. The second area of focus in strategic planning is product innovation and marketing, with a focus on expanding the ZVIA consumer base. Late December through February saw the Total Brand Media Live Your Best campaign, which supported new distribution and increased in-store presence without increasing promotional spend. In addition, we improved overall campaign efficiency, rate of reach for fewer dollars versus prior year, a good indicator for future marketing investments. We launched two new energy drink flavors in the market, Strawberry Kiwi and Pineapple Paradise, with distribution in approximately 3,000 outlets. Enrolling in the market now are three new and improved flavor profiles in our citrus flavors, orange, lemon lime twist, and mountain media, across existing and new customers in natural, food, and mass, and this summer in club. In the second quarter, we'll begin selling BBS soda in single cans for the first time in a 12-ounce sleek format available cold at several grocery retailers in the deli, grab-and-go, and open-air perimeter coolers to reach new shoppers. Launches are supported by efficient, low-spend, trial-driving initiatives in the form of retail marketing, in-store activation, digital sampling, selective local grassroots marketing, and ambassador and social media activation. As two of many tactical examples, we will execute broad sampling initiatives in Warehouse Club Channel in February, and we will place approximately 1,000 new pieces of equipment, racks and coolers, for example, in stores starting in March and April. And then the final focus in this strategic plan with immediate impact that I can highlight is our channel strategy. We are focusing on top accounts and expanding our presence with national retailers, leading with top soda flavors, and then bringing in adjacent categories which drive interest in the brand and bring new shoppers to the franchise, kids, mixers, tea, and energy. Our channel strategy outlook is as follows. In food, we are expanding presence and leveraging new items and new pack formats to reach new grocery shoppers. We will take our core soda line into the perimeter of the store as our new 12-ounce sleek pan sodas will be available cold. And a scaled palette display program featuring a variety of six-pack soda flavors will increase our presence off-shelf at a number of regional, natural, and conventional grocery chains. Over 2,000 retailers will also feature ZVS two summer LTO six-packs in front of store displays from Memorial Day through July. Over 3,300 new stores will be selling Zevia Kids as shelves reset in March and April. And finally, we are introducing 12 packs into the market, already in one major regional grocer, adding two more in Q2 for future scaling nationally. All of these developments drive presence and velocity in food to support our growth algorithm. In mass, we are focused on driving distribution, developing the right pack mix, and on expanding beyond soda. We will gain 13,000 new points of distribution in April, driven largely by moving from five flavors to a brand-blocked 12 flavors and moving from six packs to a cardboard-wrapped eight-pack in the CSD aisle in one of the two major players nationwide. With this, we increase space with that customer by 50%. significant distribution gains with our Kids line, which is now nationally distributed in both major MASH chains. In Warehouse Club, we're focused on building out distribution and driving trial to win new households. VBA gained national distribution at Sam's Club in the fourth quarter, activated selected rotations in Costco U.S., and now in Q1, gained nationwide placement at Costco Canada. The incrementality we discussed during our third quarter conference call has increased, and now 65% of our purchases in Warehouse Club Channel are now new to Zevia Bread. The club story is a quite compelling one for the retailers as well. Zevia is bringing new consumers to the CSD category, as more than 75% of Zevia buyers in the Warehouse Club Channel are making their first soft drink purchase at the store. These figures demonstrate the role that Zvia can play in continuing to add incremental dollars as well as value-added shoppers to CSD category sales. In addition to introducing new households to a broad range of Zvia flavors, we believe our variety pack purchases will result in increased sell-through of individual flavored multi-packs in other channels. In Grubb, We've added a new customer in Rite Aid with 500 stores selling CBN and Q4, broadening our presence in that channel. Our 2022 outlook reinforces our confidence in our 30% net sales growth algorithm. New items and increase in in-store presence drive velocity, as seen in food and mass. New package formats and expansion beyond soda win new stores, as demonstrated in the mass channel. and new channel distribution drives volume and incrementality, as does Warehouse Club. We are introducing high-margin, premium-priced, zero-sugar, naturally sweetened soda singles as a trial package, offering consumers the chance to try Zevia soda flavors for less than $2. We're simultaneously expanding our multi-pack offering, creating a price slope with packaging formats for every level of Zevia consumption. we have clear plans to further improve unit economics, to take pricing actions as conditions merit, and to strengthen our price load and to trade loyal consumers up to larger pack sizes. And with that, I'd like to turn the call over to Bill Beach, our CFO, for a review of our financial results.
spk05: Thanks, Amy. We continued our strong top-line growth in the fourth quarter of 2021 with net sales of $34.2 million today. an increase of 23% over the fourth quarter of 2020. Our two-year growth rate from Q4 2019 to Q4 2021 was 52%, and on a full-year 2021 basis, net sales were up 26% over prior year. Our net sales growth was primarily from unit volume, which increased 22% in Q4 and 25% on a full-year basis. We announced pricing actions in the fourth quarter and will begin achieving price realization from these actions at the end of the first quarter of 2022. Cost of goods sold per equivalized case in the fourth quarter of 2021 increased by 3.5% versus the same period last year and increased 2% on a full year basis versus 2021. We believe this reflects lower exposure to inflationary headwinds on commodity ingredients. ZBF, as a brand that uses simple plant-based ingredients, contracts for most of our inputs and as such is less subject to price swings for commodity costs. One area of our cost of goods sold that has been impacted by a combination of inflationary headwinds and supply tightness is aluminum cans, and we remain confident in our opportunity to continue to mitigate these headwinds. Fourth quarter gross margin was 40.3%. compared with 42.1% in the fourth quarter of 2020, reflecting mixed and inflation factors. On a full year basis, gross margin was 44.3% in 2021, compared with 45.0% in 2020. Turning to operating costs, selling and marketing expenses in the quarter were $3.2 million higher than in prior year. Zubia experienced $1.4 million of increased transportation costs due to overall net sales growth and higher freight rates amidst a challenging transportation market in the U.S. and Canada. Marketing expense increased by $1.1 million, reflecting our increased investment in growing the Zubia brand. General and administrative expenses in the quarter were $3.2 million higher than prior year primarily from costs associated with being a public company and to support our growth. These costs include increases in DNO insurance premiums, annual audit and tax expenses, staffing and support services. On a GAAP basis, consolidated net loss was $37.4 million in the fourth quarter of 2021 and $87.7 million for full year 2021. The losses in the fourth quarter and the full year were primarily driven by non-cash equity-based compensation. We recognized non-cash equity-based compensation of $31.9 million in the fourth quarter of 2021 and $77.7 million for the full year 2021, largely related to restricted stock unit awards and fandom stock awards, that generally vests as a result of the expiration of the initial public offering lockup period in January 2022. Adjusted EBITDA loss in the fourth quarter 2021 was $5.3 million, compared with an adjusted EBITDA loss of $1 million in Q4 of 2020. On a full-year basis, adjusted EBITDA loss was $8.7 million compared to adjusted EBITDA income of $3.3 million in the prior year. Turning to the balance sheet, DVIA had $73.1 million of cash and short-term investments at the end of the fourth quarter. Inventory at $31.5 million represents a DIO of 140 days, higher than historical levels as we continue to hold elevated levels of inventory to ensure high service levels in the midst of a North American aluminum cabin shortage. On the liability side, we had no debt. Xavier recently closed on a $20 million asset-based line of credit with Bank of America expandable to $30 million to add to our available liquidity. Looking to the future, we are reaffirming our long-term guidance of 30% net sales growth. For 2022, we anticipate net sales of $177 to $182 million, representing 28% to 32% growth over 2021. For the first quarter of 2022, net sales are expected to be in the range of $36 million to $38 million, an increase of 17% to 24% compared to the first quarter of 2021. With that, we will conclude our prepared remarks and open the line to questions.
spk02: Thank you for our Q&A. If you would like to ask a question, please press star followed by one on your telephone keypad now. If you change your mind, please press star followed by two. And when preparing to ask your question, please ensure your phone is unmuted locally. Our first question today comes from Ben Bevenue from Stevens. Please go ahead.
spk07: Hey, thanks. Good morning, everyone. Good morning, Ben. Thanks for joining. So I want to ask,
spk08: about the rollout of your products at Club Channel. And you talked about the introduction of picking up a lot of new households. Can you talk a little about the behaviors you're seeing with respect to repurchase rates, you know, overall spending levels, the buy rate, and what you think that portends for, you know, continued expansion in that channel, and then the read-through kind of halo effect to other channels?
spk07: Absolutely. And I think, you know, it's a great question. When we think about the Club channel, Ben, you know, it's channel expansion that is fueling not only profitable transactions, but actually trial activity and new shoppers for the Zevia brand. So, you know, in the Club channel, over 65% of our purchasers are new to the Zevia brand. So it's highly incremental for us. As you know, we're selling variety packs in that channel. And as we've seen in e-commerce, variety pack purchases are then generate single-flavor purchases in multi-packs, both in brick-and-mortar and in e-commerce. In the e-commerce channel, literally 50% of our purchasers online also purchase our brand in brick-and-mortar. They spend an average of three times what a brick-and-mortar buyer spends. So it's still early days in the club channel, you know, having just entered there, but we're seeing, as I mentioned, very strong incrementality in terms of the Zevia brand with 65 of those 65% of those consumers new to the brand. And then on the flip side, what's really fascinating about this merchandising is that we're actually bringing new shoppers to soft drinks in Warehouse Club. So literally greater than 75% of the purchasers in the club channel are making their first soft drink purchase in that club outlet. So it's fantastic for our brand in terms of incrementality. Again, early days, but we think that it's going to lead to single-flavor purchases across other brick-and-mortar channels. And then it's also highly incremental for those club retailers as we're bringing new shoppers with a value-added brand and simple plant-based ingredients. So hope that's helpful.
spk08: Yeah, it is. Thank you. And then Amy, I was intrigued by your commentary of placement of product of kind of single serve, immediate purchase, grab and go format. How leverageable is, you know, as you implement and monitor the progress of that sort of occasion, how leverageable is that as an insight as you look to apply that both to other channels, just thinking specifically, you know, like convenience stores and as you try to market that product to perhaps distributors to immediate consumption channels? And can you talk a little bit about the rationale thought process behind making that move?
spk00: Yeah, thanks for the question. I think the answer in short is quite leverageable, and you're reading the tea leaves in terms of our rationale. You know, previously a shopper had to pay, let's call it $5 to enter the Zevia world for a soda, right? And now a shopper can try a flavor for $2 and therefore part with $6 or less to try three flavors. And so we have the opportunity not only to get in the perimeter of the store to show up cold with single-serve, plant-based, zero-sugar soda for the first time in an attractive package, but also to do so with multiple flavors with an easy trial package. And so in doing that, we can test out merchandising, pricing, and availability in natural channel and in food cold and take those learnings, both in terms of pricing, merchandising, marketing, and get some shopper data that's all leverageable to go into immediate consumption, more traditional immediate consumption channels, including convenience. That's exactly the idea. So we see this as a win for us both immediately in terms of velocity shopper insight and volume with our heaviest shopper in natural and where we have proof points in food. And then it's very leverageable for our expansion plans into convenience and beyond. Does that answer your question?
spk08: It does. It does. Thanks. And just one quick one for me on the aluminum cost. How impactful do you expect that to be? Obviously, you know, if we look at the commodity markets, they're exceptionally inflationary, even more so today with geopolitical conflicts escalating. So to the extent you could talk about the sensitivity to that dynamic, it'd be helpful. Thank you.
spk07: Yeah, absolutely. I can speak to that, Ben. You know, I think clearly, you know, we're seeing continued turbulence in the can market. I would say, you know, we are seeing a loosening in terms of availability. And so if you think back over the last 18 months, you know, availability was a real challenge. And so Xebia, as well as many of our peers, were sourcing cans from, you know, around the world and with pretty significant freight costs associated with bringing those cans to the U.S. market. So we are – seeing a loosening there. We're able to source U.S. manufactured cans without freight. So notwithstanding the elevated aluminum market, we're seeing some tailwinds from a cost perspective. You know, we do continue to hold empty can inventory because availability and safety stock is really key. And so then as we start to burn down that inventory through the course of this year, we will see some tailwinds from reduced inventory levels. So, you know, we're continuing to monitor inflation and commodity costs relative to aluminum. As noted, you know, we did announce pricing actions in Q4. We're going to see that realization, and we're confident that we have the ability to continue to take price as conditions merit. So we'll continue to monitor aluminum, but I think we're feeling good, certainly from an availability standpoint, and we're seeing some future tailwinds in terms of costs.
spk08: Okay. Thanks so much. Best of luck. Absolutely. Thank you.
spk02: Our next question comes from Alton Stump. is open.
spk03: Great thinking. Good morning. Gratitude on the results. I just wanted to ask, and I do apologize that I had to hop on a delay here, but as you mentioned pricing action in the fourth quarter, any kind of read-through yet on if you're seeing any pushback or, to your point, is there just a lot more customer willingness to pay higher prices given that costs are obviously going up for pretty much everybody right now?
spk00: Yeah, Alden, so we have communicated. So the only pricing action that is in the market in the fourth quarter was around our 10-pack, and we did not have any pushback on that, neither from retailer nor from consumer. And so that supported our price slope as we continue to trade consumers up with advantageous pricing with larger packages. And then in the fourth quarter, we communicated pricing action that's forthcoming and going into the market really now at the end of the first quarter. And again, great receptivity from the retailer as, of course, competition continues to margin up and take price all around us. So we're able to maintain our affordability, which we mentioned earlier is in the 36th percentile among all non-alcoholic beverages, and then continue to improve profitability as the market moves. And so you'll see pricing on a consumer level will gain insights on the results of those actions in the second quarter and beyond. And we do believe there's headroom for further pricing action through the year. So great receptivity from a retailer standpoint and not surprised there because the pricing action we're taking is consistent with the market and consistent with, I think, consumer expectation from a premium brand as well.
spk03: Great. Makes sense. And then just one follow-up, and then I'll hop back in the queue here. But just update on your online platform, which you guys talked in the past about Amazon, you being the best-selling soda drink in that market. Any update there on growth potential moving over the rest of 2022 and beyond?
spk00: Sure. Yeah, we remain the number one carbonated soft drink on Amazon, not just in the zero-calorie space but across the board. And we continue to grow there and introduce new packs there. Amazon was the first to take our two new energy drink flavors, and we continue to experiment with different combinations on variety packs. And Patty mentioned earlier the performance that that Amazon offers as a trial driver for us, as we see that trial on Amazon translates into increased purchases, not only on that platform, but in brick and mortar as well. Another big opportunity for us in growth is on the second biggest platform, dot-com player, which is Walmart.com, and then brick-and-mortar.com as well. So the brick-and-click pickup business for us with our traditional retailers. As we grow more sophisticated as a selling organization, we can unlock a lot of growth by taking our Amazon and Walmart.com learnings and applying those across other traditional retailers and their dot-com business. So fast growth still in e-commerce, we anticipate it continues to hold its portion of our mix, if not greater. And there's a lot of organic growth to be had there as we learn about the right pack mix and pricing in those spaces.
spk03: Great. Thanks so much.
spk02: Our next question comes from Chris Carey from Wells Fargo. Please go ahead. Chris, your line is now open. We move on to Sarang Vora from Belsea. Please go ahead.
spk01: Good morning, guys. You know, there are lots of initiatives going into 2022, you know, lot of things going on. So my question is, when you look at your traditional algorithm, which is 10% velocity, 5% distribution, 15% new white space opportunity, how does all these initiatives fit in your algorithm? Does it change the composition of algorithm in 22 compared to, you know, 21 or your or your broader outlook?
spk00: Yeah, happy, happy to share how we think about that. And we're It's clear for us when we think about velocity, we expect velocity to accelerate with enhanced merchandising in 2022. And by enhanced merchandising, we're talking about the expansion of an in-store presence, new products, new packages in new parts of the store. And then the placement of about 1,000 pieces of point-of-sale, so racks and coolers across especially natural and food channels. And then Velocity is also supported by low-cost grassroots marketing efforts, like the brand-level campaign that we have coming this summer. It's similar to, in terms of tactics, the campaign that we ran at the start of the year called Live Your Best. And this summer campaign, well-timed with our first-time, limited-time offer, summer flavor six-packs. is all around enhanced merchandising and increased presence in store. And so that supports the top of the algorithm. We talk about 10%. Going into that 5% that we look to come from new distribution and with existing customers, we think about increasing our space by 50% with one of the top two mass retailers. That's a great example of what we mean when we say gaining expansion or new distribution within existing customers. And so at one of the two major mass retailers, we moved from five flavors to 12 flavors, and we moved from six packs to eight packs. And then in the other mass operator, we're introducing our kids line into an entirely new portion of the store in almost 2,000 stores. So those are just great examples of what we mean by fill-in distribution or expansion. And then finally, just to speak to an example of the 15%, when we talk about new channel distribution, this is sort of the final piece of the puzzle that supports velocity, and we expect strong results to continue to come from club. This is business. We talked about SAMs going national right at the end of Q4, so we'll realize those results as we build that out and build velocity and tremendous incrementality. As SAMs, as we spoke to earlier, there's more opportunity within drug. There's opportunity ahead in the value channel. And then at the right time, as we discussed earlier, the immediate consumption channels, both regionally and then eventually nationally. So that's just a way of how we think about breaking down the 10% from velocity, the 5% from what we call fill-in distribution with existing customers, and then the 15% from expansion with new distribution and new channel.
spk01: That's great. Thank you. Thank you so much. And, you know, I'll ask one question on the gross margin outlook in 2022. You know, I mean, I would love to know what is the wild card in 2022. It seems like there's a lot of initiatives to help price action, makeshift to energy, or some of the logistic initiatives that you mentioned, and probably the offset, or I don't know, the aluminum can tailwind in the backup versus the headwind in the first half. So can you help us frame how we should think about the gross margin outlook in 2022? Sure. Or what is the wild card in 2022 as it relates to gross margin?
spk07: Yes, absolutely. So, you know, as we noted in the prepared remarks, you know, we're going to see price realization take hold starting in early Q2. And, you know, we took a 6% increase on soda, 8% on energy and tea. And we certainly feel we have the flexibility for additional pricing actions as conditions merit. So you're going to see those price realization take hold through the course of the year in Qs 2, 3, and 4. And then simultaneously, we continue to receive both scale and cost optimization benefits through the course of the year. So that's full truck utilization with many of our customers. As we scale with customers, we can start selling full trucks versus partial trucks. materially reducing our freight costs. And then, you know, we're really focused not on rates so much because we can't control freight rates. What we can control, though, is how many miles we're trucking product. And so establishing incremental repack as well as production locations gets us closer to our customers, remove freight miles from the system and thus cost from the supply chain. So similarly, you know, those cost optimization efforts are taking hold through the course of the year as we add repack and manufacturing locations. And so you're going to see that margin progression through that combination of pricing realization, cost optimization through the course of the year. Hope that's helpful directionally.
spk01: That's great. Thank you so much.
spk02: Our next question comes from Chris Carey from Wells Fargo. Please go ahead.
spk09: Hi. Good morning. And apologies about the technical issues. No problem.
spk07: Good morning, Chris.
spk09: Good morning. I just wanted to follow up on that line around margin progression. So a couple questions around that. I guess first, You know, how is the pricing, you know, being received? And you talked about, you know, potential to take incremental pricing. What gives you confidence in the ability for the portfolio to do that? The second thing is just this dynamic between, you know, pricing and scale benefits into the back half of the year. You know, how do you see the relative contribution? How important is the scale benefits to, you know, your budget into the back half of the year on margin? And then just connected to all that, you know, why not provide a, you know, a profit outlook and only focus on revenue? Is that, you know, because of, you know, the volatility in the environment, or is this, you know, more standard practice? Thanks so much.
spk07: Absolutely. So, you know, why don't I start with the second part of your question first, which is, you know, around profitability and guidance or the lack thereof there. You know, I think, Chris, we're focused on growth. And having said that, we're starting with a very strong gross margin profile. So, you know, the combination of pricing actions and cost optimization is continuing to enhance unit economics. And, you know, we believe that sets the stage for strong profitability in the future. But in 2022, we believe we're going to really drive value by continuing to scale this brand and drive growth. So, kind of that's answering your question, hopefully, around kind of profitability and how we think about that. You know, in terms of the price increases and pricing action, we've received, as Amy noted, strong receptivity. We're not seeing pushback. And I think, you know, in part, it starts with our affordability profile. We are at the 36th percentile of all non-alcoholic or liquid refreshment beverages. So, 64 percent of products, including bulk still water, in that product set are more expensive than Zevia. In addition, what we found is that the category leaders have continued to take price over a multi-year period. And so we've narrowed that price gap materially. What we're finding today in the consumer environment is consumers are looking for value-added products at a reasonable price. And so simple plant-based ingredients with zero sugar and zero calories is really compelling the consumer is willing to pay a slight premium for that. And, you know, as category leaders have taken price, that premium for Xebia has reduced to what I would call slight today. So, you know, we believe in an inflationary environment, you know, we're focused on cost optimization absent inflation. And I think in, you know, the inflationary environment is what's causing us to monitor future pricing actions. And we believe we can stay ahead of inflation with additional pricing actions should conditions merit through the course of 2022. So hope that answers your question. Happy to take any follow-ups.
spk09: No, that's helpful. I'll jump back in with you. Thanks, Patty. Excellent. Thanks, Chris.
spk02: Now our next question comes from Andrew Strelczyk from BMO Capital Markets. Please go ahead.
spk06: Daniel Goldon Hi. Thanks for taking the question. This is Daniel Goldon for Andrew Strelczyk. Xebia IRI data has been somewhat weaker in the energy drinks category. Can you discuss how you see your positioning there and if you have any strategies to improve performance?
spk00: Andrew Strelczyk Sure. So we're fairly new in the energy game, and I think there is tremendous opportunity. Our energy business on a relative basis is quite small. And what we have the opportunity to do is get really clear on our positioning. And so the consumer that knows Xebia loves the Xebia energy drink. What we need to do here is build a marketing story and drive awareness and trial. And so where we thrive is in the natural channel. and where we have the opportunity to introduce ourselves into conventional risk and marketing and trial and sampling activity. And so that's our plan looking into 2022 and going forward is to take what is a really excellent flavor profile and to get that into the hands of consumers. And that's both through retail programming as well as out of the market where consumers live, work, and play. And then in the future, and I've mentioned this on past calls, we have the opportunity to do an end-to-end Xevia rebrand for the full portfolio. And we think this will really support our energy portfolio as well. When we bring a new look and feel from a design perspective to the full portfolio, the energy category within our business will really benefit from this as well because we take the strength of the mother brand and parlay that into our energy category so that that beacon of the energy of the Xevia brand will bring the Xevia shopper kit to the energy category, even if that product sits in a different part of the store. So there's a lot of both tactical and strategic opportunities to better support our energy business, to build a better presence for it in the marketplace, and then to drive trial and put cans and hands on the right youth educations out in the marketplace. It's a massively underleveraged part of our portfolio, and it's obviously one I'm very passionate about. and a big opportunity. And I think most of all, and this is a competitive advantage relative to a number of competitors, we have a tremendous taste profile in that category. So I'd encourage everyone to try the product. So thanks for the question.
spk02: There are no additional questions. So this concludes today's call. Thank you for joining. You may now disconnect.
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