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spk02: Ladies and gentlemen, welcome to Luckin Coffee's second quarter 2022 earnings conference call. All participants will be in a listen-only mode during management paper remarks, and there will be a question and answer session to follow. Today's conference is being recorded. At this time, I would like to turn the call over to Mr. Bill Zimmer at ICR for opening remarks and introductions. Please go ahead, sir.
spk03: Hello, everyone, and thank you for joining us on today's call. Luckin Coffee announced the second quarter of 2022 financial results earlier today. A press release is now available on the company's IR website at investor.lkcoffee.com. Today, you will hear from Janine Guo, Chairman and CEO of Luckin Coffee, and Reinhard Schakel, CSO of Luckin Coffee. After the company's prepared remarks, the management team will conduct a question and answer session based on questions submitted via the company's webcast. We will be referring to a slide presentation on today's call which can be found via conference call webcast link, as well as on the company's IR website. Again, the IR website link is investor.lkcoffee.com. During this call, the company will be making some forward-looking statements regarding future events and results. Statements that are not historical facts, including but not limited to statements about the company's beliefs and expectations are forward-looking statements. Forward-looking statements involve inherent risks and uncertainties. Further information regarding these and other risks is included in the company's filing with the SEC. With respect to any non-GAAP measures discussed during the call today, the accompanying reconciliation information related to those measures can be found in the earnings press release issued earlier. During today's call, Dr. Guo will speak in Chinese and his comments will be translated into English. At this time, I would like to introduce Alicia Guo, Luckin Coffee's new investor relations director. Alicia, please go ahead.
spk00: Thank you, Bill. Hello everyone. Thank you for joining today's call. My name is Alicia and I am the IR director of Luckin Coffee. I joined the company in July and look forward to communicating with you moving forward.
spk03: Thank you, Alicia. I would now like to turn the call over to Dr. Jin-Wei Guo, Chairman and CEO of Luckin Coffee. Dr. Guo, please go ahead.
spk01: Hello, everyone. Welcome to today's call. Thank you for your continued attention and support for Yuching Coffee. I am the CEO of Yuching Coffee, Guo Jinyi. I am very happy to share with you the results of the second quarter. In the past two quarters, the epidemic situation was very complicated. The retail industry was greatly impacted. This marks the complete release of most of the potential risks of foreign shareholders' collective lawsuits, which has an important purpose. The achievement of these results is because we are more focused and focused on the coffee track, and the company's long-term development strategy and values are reflected. We believe that Hello everyone, and welcome to today's conference call.
spk00: Thank you for your ongoing support of Locking Coffee. I'm Jingyi Guo, Chairman and CEO of Locking Coffee. I'm pleased to share with you our second quarter results. The ongoing COVID-19 situation in the second quarter remains very challenging for the catering and retail industry. Many of our stores in Shanghai, Beijing, and other cities in China experienced temporary closures at different times. Despite these circumstances, Lacking Coffee still achieved rapid growth and an improved profitability profile. In regard to dealing with historical issues, following the successful completion of the restructuring of our financial indebtedness in the first quarter, the U.S. Federal Court recently granted final approval of the Security Class Action Settlement. This marks an important milestone for Lacking Coffee as it results the overwhelming majority of the company's potential exposure related to the offshore class action lawsuits. These achievements are the result of our strong focus on the coffee business, which embodies our long-term development strategy and values. We believe that the Chinese coffee market has substantial upside potential with significant opportunities. We hope to bring lucky moments and excellent experiences to consumers through every cup of coffee. in an effort to make Lacking Coffee a part of people's everyday lives. We strive to create a world-class coffee brand by adhering to the value of integrity, craftsmanship, innovation, ownership, and cooperation.
spk01: Thanks for the opportunity to communicate with you today, I would like to announce a senior manager's appointment. As you all know, Mr. Randolph has been a chief financial officer and chief strategic officer since joining WeChat. In the next step, the center of R&D will be moved. He will continue to be the chief strategic officer of the company, CSO, more focused on the long-term development of the company's strategy and other important work. The company officially announced this appointment today. Over the past two years, R&D has always united with us in the moment of crisis, fighting side by side, and sharing time. As a core member, he participated in the completion of the overseas reorganization, and creatively solved many historical problems. At the same time, he also led the financial team to rebuild its position and successfully re-standardize the company's financial conditions. At this point, I would like to express my sincere gratitude to Reynald for his hard work and effort over the past two years. I also believe that Reynald can continue to play an important role in creating greater value for Ruixin. The company's Chief Financial Officer CFO has been officially accepted by our new team member, Ms. An Jing. Anjing is a master of economics at the Chinese People's University and a master of management at Stanford University. He has been a CFO of many listed companies, including Daojia Group, and has also served as a researcher at Puhua Yongdao. He has a solid background in finance, and has a very rich professional experience. I believe that Anjing's participation will further strengthen the organization ability of the company's financial center, and quickly improve the level of business-finance integration, and promote the development of Ruixing to the new level.
spk00: I would first like to discuss an important update regarding our management team that we announced in a separate price release earlier today. Reino Shackle, who has served as our Chief Financial Officer and Chief Strategy Officer since joining, will transition to the role of Chief Strategy Officer. In his new role, Reino will be focusing on our long-term development strategy, as well as taking on other important strategic assignments. Over the past two years, Reinald has been instrumental in helping Lacking Coffee through our darkest moments. As a core member of the senior management team, Reinald worked tirelessly to complete our overseas restructuring and solve a number of historical problems. He also led the restructuring and reorganization of our finance team and functions over that same period and paved the way for our return to normalize the financial reporting. I would like to express my sincere gratitude to Reinald for his hard work and dedication. We believe Reinald will continue to play an important role in creating substantial value for Lacking Coffee. With this news, we're also delighted to welcome Ms. Jing An to our management team and succeed Reinald as Lacking Coffee's new chief financial officer. Ms. N has extensive financial expertise and a rich professional background. She received a bachelor's degree in economics from Renmin University of China and a master in management from Stanford University. Prior to joining Lock-in Coffee, she served as the CFO of publicly listed companies, including Daojia Group, as well as previously serving as an auditor at PricewaterhouseCoopers. With Ms. Anne on board, I am confident that Locking Coffee will further enhance its financial organization capabilities, further improve the level of business and financial integration and coordination, and Ms. Anne will help take us to a new level.
spk01: In the second quarter, in the face of the outbreak, we still achieved a gradual growth, with multiple indicators re-emerging, total revenue of 3.3 billion yuan, growth rate of 72.4% by the same ratio, profit rate of 30.6% by the same ratio, sales growth rate of 41.2% by the same ratio, sales growth rate of 41.2% by the same ratio, sales growth rate of 41.2% by the same ratio, sales growth rate of 41.2% by the same ratio, sales growth rate of 41.2% by the same ratio, sales growth rate of 41.2% by the same ratio, sales growth rate of 41.2% by the same ratio, sales growth rate of 41.2% by the same ratio, sales growth rate of 41.2% by the same ratio, sales growth rate of 41.2% by the same ratio, sales growth rate of 41.2% by the same ratio, sales growth rate of 41.2% by the same ratio, sales growth rate of 41.2% by the same ratio, sales growth rate of 41.2% by the same ratio, sales growth rate of 41.2% by
spk00: In the second quarter, despite the continuing impact from COVID-19, we achieved growth and strong results in many metrics. Total net revenue was 3.3 billion RMB, representing a year-over-year increase of 72.4%. Self-operated store profit margin was 30.6%, and the same store sales growth was 41.2%. the number of net new store opening was 615. The average number of monthly transacting customers reached 20.7 million, a year-over-year increase of 68.6%. The continuous growth in performance was mainly attributable to the ongoing launch of popular products, rapid expansion of our store footprint, and an increase in the number of transacting customers. Right now, we'll share more details on the company's results later during the call.
spk01: As business development enters a positive trajectory, we will take social responsibility more actively and actively. We continue to promote the landing of sustainable development strategies. We believe that continuing to create customer value and social value is an important impetus for Ruixin Coffee's long-term development. In July, under the approval of the board of directors, Ruixin Coffee's Sustainable Development Committee was formally established. Our board members DaZheng Capital partner Chen WeiHao, Michael Chen, and I will be the chairman of the committee. In the fourth quarter of this year, we plan to publish relevant reports on company governance. The system looks back on the past two years, the change in the governance, cultural values, and other key issues of Ruixin Coffee, so that the outside world can learn more about Ruixin Coffee in the history of cutting, governance improvement,
spk00: With the business back on track, we will more proactively address social responsibility and implement our sustainable development strategy. We firmly believe that the ongoing creation of both customer value and social value is an important cornerstone for the long-term development of Lock-in Coffee. In July, our board of directors approved the establishment of our Sustainable Development Committee. I will co-chair the committee along with our director, Michael Chen, a partner at Centrarium Capital. In the fourth quarter of this year, we plan to publish a report on corporate governance with a systematic review of Lockheed Coffee's transformation over the past two years. In terms of our corporate governance, as well as our cultural values and other important topics. This will help stakeholders better understand we have completely recreated our value and culture with improved corporate governance and internal compliance controls, among other efforts.
spk01: In terms of technical drive, RuiHsing's digitalization capability based on technical advantages is the most significant difference from traditional catering companies. In the second quarter, there are two technical achievements to share with you. The first is the combination of twin-cloud projects built in the past five quarters and successfully completed and online operation at the end of June this year, achieving the technical system goal of supporting 5 million daily orders. At the same time, it also has the potential to support tens of millions of daily orders in the future. This is the roadmap of the technical structure. The second is to further enhance the transparency of business and financial systems, continue to strengthen business and financial data, we are promoting the creative introduction of blockchain technology into business and financial data management. By using blockchain multi-faceted, irreversible, traceable characteristics, the key control link and important data are stored on the chain, to strengthen the reliability of business and financial control, and promote the effective improvement of business and financial control level. This also makes RuiHsing one of the leading companies
spk00: We believe our technological advantage sets us apart from traditional food and beverage companies. There were two technical achievements in the second quarter I would like to share with you. The first is the hybrid multi-cloud project that we built with five quarters efforts. We successfully launched this project at the end of June and achieved our target of supporting 5 million orders on a daily basis. which also has the potential to support 10 million daily orders in the near future. This is an important milestone in our technical architecture. Second, to further improve operational and financial transparency and continuously strengthen the reliability of our operational and financial data, we are introducing blockchain technology into our operational and financial data management system. Using multi-party participation, non-tapering, traceability, and other characteristics of the blockchain, key control slots and important data are stored on a chain in real-time to ensure the reliability of our operational and financial controls. While improving the effectiveness of our management, Locking Coffee is committed to become the pioneer in introducing blockchain into operational and financial systems, in the food and beverage industry.
spk01: In the second quarter, our performance is still growing. We are able to play a role in the brand market around the three pillars of the man-made coffee factory. The advantages of brand development, door-to-door layout, and so on. From a human point of view, Ruixin has become the leading coffee brand for more and more young people. In the second quarter of 2022, the number of customers trading Ruixin Coffee has increased to 20.7 million. From the perspective of goods, we will continue to create new products, launch and distribute products, In April, the second quarter sales of Ye Yun Latte reached more than 24 million cups, and the total income of the store was up to 400 million yuan. Using a multi-local layout, a grid-based supply system that divides the city into separate warehouses, and the hard-to-use way of setting up temporary warehouses, it fully guarantees supply during the epidemic. From a long-term perspective, the consumer environment that is not suitable for sugar during the epidemic, the self-sufficiency model of Rui Xin, is slightly affected. In the second quarter, we continued to face a challenging operating environment across
spk00: we had an average of around 670 temporarily daily store closures in China during this quarter. In April and May, that number was around 900 stores nationwide. At the same time, the local government's restriction on transportation also brought challenges to our supply chain and logistics systems. Despite a complex and challenging environment, we continue to show strong momentum, driven by our advantages in branding, product R&D, and store layout, and supported by our three pillars of people, products, and places. From the perspective of people, Lacking Coffee is becoming the coffee brand of choice for more and more young people. Our average monthly transacting customers have increased to about 20.7 million during the second quarter of 2022. From the perspective of product, Locking Coffee continued to innovate and launch popular products. In April, we launched the Coconut Cloud Latte, which sold over 24 million cups in the second quarter and contributed 400 million RMB in gross revenue across our store formats. During the pandemic, our supply chain departments made full use of our existing grid-based warehouse network in multiple locations. quickly setting up emergency warehouses, transfer stations, and other measures to ensure sufficient supply. From the perspective of places, although we experienced indoor dining restrictions during the pandemic, our pickup business model was less impacted as we mainly operate through small-scale grab-and-go stores combined with an advanced and intelligent store management system. we can achieve increasing efficiency in terms of store rental and labor structure. I would like to express my most sincere gratitude to our nearly 32,000 Locking employees, who have worked so hard through challenging times, and to our customers for their ongoing love and support for Locking Coffee.
spk01: In terms of brand marketing and growth, Ruiqing always insists on professional, young, fashionable and healthy brand tone. In the second quarter, we successfully built a burst of Yen and Yen latte, and successfully attracted more consumers through summer ice tea season activities. In the second quarter, the number of new users exceeded 10 million. The number of public fans has now reached more than 30 million, and the number of private users has surpassed 28 million. By establishing multiple free user feeders, using data and technology to drive more channels to reach users, we have continuously increased the number of new users and increased the number of new users. We have realized the fine-tuned user management that is effective.
spk00: In terms of brand marketing and sales growth, we have built our brand based on professionalism, youth, fashion, and wellness. In the second quarter, we successfully introduced our popular coconut cloud latte and attracted more new customers with our summer iced coffee season campaign. For the second quarter, the number of new transacting customers exceeded 10 million. At the same time, our official account has over 30 million subscribers and over 28 million users in our private traffic pool. By establishing multiple self-owned traffic pools driven by data and technology, we have managed to reach users through multiple marketing channels and continuously attract and retain new users. In return, this has allowed us to more effectively increase customer engagement, further driving our strong performance.
spk01: We continue to strengthen the professional and delicious for the professional aspect. We continue to deepen the coffee supply chain. In the second quarter, Ruixin's second coffee back factory, Kunshan Factory, has signed an investment agreement to produce 30,000 tons. The plan began to work at the end of this year. Through the introduction of Yunnan Pu'er premium coffee, greatly improved the popularity of Pu'er coffee. Ruixin has also become one of the most important buyers of Yunnan coffee. The continuous investment of coffee supply chain is conducive to maintaining the quality and stability of raw materials, effectively improving the cost control capability. This will be one of our biggest competitive advantages. For the good pursuit, it comes from the digitalization research and development mechanism and strategy. By establishing a set of perfect digitalization research and development systems, a positive cycle has been formed from the front-end business data to the background innovation research and development support.
spk00: In terms of our product strategy, our focus on professionalism and good flavor is critical to our development and success. The pursuit of professionalism in the coffee industry goes hand in hand with our ongoing investment in a professional coffee supply chain. In the second quarter, we signed an investment agreement for our second coffee roasting facility in Kunshan. designed for a capacity of 30,000 tons and is expected to start construction at the end of 2022. By launching Yunnan specialty coffee, we have significantly raised the popularity of China Pu'er coffee and Lacking became one of the most important buyers of Yunnan green coffee beans. The ongoing investment to expand the coffee bean supply chain is conducive to maintain raw material quality and effectively improving cost control capabilities, which is expected to be one of our greatest competitive advantage in the long term. The pursuit of good flavor is illustrated by our accelerating digitalization of R&D mechanism and strategy. Through a comprehensive digital R&D framework, we have achieved a virtuous circle of combined front end operational data and back end product development. increasing our ability to offer innovative and popular products and attract young customers.
spk01: According to industry public information, Ruixin has become one of the largest chain coffee brands in China, and will continue to maintain rapid growth. By the second quarter, we have 7,195 stores in total, and 615 stores in the second quarter. Newly opened stores in Xining, Yinchuan, and Xining The performance is very strong. In the future, we will continue to adhere to the door-to-door strategy of direct-to-link and direct-to-link. On the one hand, direct-to-link door-to-link continues to be encrypted in high-end cities. On the other hand, through the direct-to-link model, it will quickly descend to a wider low-end market. China's coffee market has a very wide space. We are full of confidence in the future door-to-door expansion. Next, let's take a closer look at the financial data of the second quarter.
spk00: Based on publicly available information, Lacking Coffee has become one of the largest coffee networks in China in terms of the number of stores and keeps growing. As of June 30, 2022, we had 7,195 stores in total, with 615 stores newly opened during the second quarter. We saw strong performance from our newly opened self-operated stores in newly entered cities such as Yinchuan and Xining. Going forward, we will continue to maintain our store expansion strategy through a balanced mix of self-operated stores and partnership stores. While we expect to continue our expansion into top tier cities through our self-operated stores, we also intend to quickly enter lower tier cities through our partnership store model. We believe there is a great potential in China's coffee market, and we're confident in our future store expansion. At this time, I would like to turn the call over to Reino to discuss our financial performance during this quarter.
spk04: Thank you, Jingyi, and also thank you for your kind words. Welcome, everyone, to today's call. I would like to start today by welcoming Ms. An as our new Chief Financial Officer of Luckin Coffee. We're all very excited to have an executive of her caliber on board, and I believe her appointment comes at the exact right time in the company's evolution. Mithan brings over 17 years of corporate finance and management experience to Luckin Coffee, and with her wealth of experience, she is the right person to lead our finance team going forward and bring Luckin Coffee to an even higher level. I look forward to working closely together with Mizan to ensure a smooth transition of finance and accounting responsibilities as I move into my new role as Chief Strategy Officer. I feel incredibly privileged that I was given the opportunity to lead the reorganization of our finance team and functions, as well as our offshore financial restructuring, which now have been both successfully completed. I would like to thank Jingyi, our board, our management team and our shareholders for their trust and support. Our outstanding lock-in employees continue to deliver every day, including our finance, internal audit, legal and compliance, internal controls, and investor relations teams, who have shown exceptional dedication, perseverance, and hard work. For all of us that have been on this journey together, we know it has been a great challenge, but I think we can be incredibly proud of what we have achieved so far. I certainly know I am. Now that we've placed the company back on a path towards sustainable long-term growth, we believe the company is now in a position of strength with significant growth opportunities he had. In my role as Chief Strategy Officer, I will strive to continue to support Luckin Coffee in reaching more important milestones, principally focusing on long-term strategic planning, helping identify and execute growth opportunities, and leading the execution of Luckin Coffee's capital market strategy. I will now turn to our Q2 performance. Like last quarter, I would like to provide some context on the current COVID-19 situation in China and the impact on our business. During the second quarter, the negative impact of the COVID-19 pandemic on the company has gradually lessened, in particular following the lifting of COVID-19-related restrictions in Shanghai starting June the 1st. To provide some perspectives, we had an average of 900 temporary daily store closures during April and May 22, and this number reduced to just over 150 temporary daily store closures during June, and even further decreased to around just under 100 during the month of July. Despite these encouraging improvements, the impact on our financial results in the second quarter was nonetheless substantial, and we anticipate that our operations will continue to be negatively affected by pandemic-related market pressures for the foreseeable future. The lack of visibility from this uncertain and unclear operating environment means we are not providing any forward-looking guidance at this time. Despite these pandemic-related headwinds, and as Ginyi mentioned earlier, we have been able to deliver yet another quarter of outstanding financial and operational results. Here are some of the quarterly highlights. Our reported operating profit margin was over 7%, a material improvement compared to last year and also last quarter, We reported 3.3 billion renminbi of net revenues, an increase of more than 70% compared to the same period last year, and both of our store formats reported strong top-line growth. Our self-operated stores reported same-store sales growth of over 40%, and partnerships grew by almost 180%. This was due to very strong demand for our products and supported by our innovative product development strategy, highlighted by the success of our Coconut Cloud Latte. We also saw substantial growth in transacting customers. We acquired more than 10 million new customers in the quarter, a quarterly record high, as well as an increase in the average monthly transacting customers to close to 21 million, an increase of almost 70% year over year. We are very pleased with our results as these clearly demonstrate our strong momentum and we believe further validates our business model. In terms of store growth, we opened 650 net new stores, an acceleration compared to the first quarter, to meet the ever-growing demand of our products and in anticipation for the summer month, which are seasonally our strongest month. We now have a nationwide footprint of close to 7,200 stores as of June 30, 2022, which provide us with significant benefits of scale. In terms of store mix, we opened 322 net new partnership stores and entered into 11 new lower tier cities. For our self-operated stores, we opened 293 net new stores and entered into three new lower tier cities. As I mentioned earlier, we saw a further material improvement in our profitability profile during the second quarter. Specifically, we achieved a store level margin of over 30% for our self-operated stores in our seasonally strong second quarter. This is the highest store-level margin we have achieved since our inception and a notable improvement compared to the 23.1% achieved in the same period last year. For our partnership stores, we do not disclose any metrics on profitability. However, as can be seen from our partnership store revenue breakdown in the 6K filed earlier today, Revenue contribution from profit sharing, one of the contributors to partnership revenue and profit, increased by 261% year over year to 105 million RMB during the quarter. In terms of our overhead expenses, the trends are also favorable due to benefits of scale. Our general administrative expenses increased by around 55 million RMB year over year, which reflects our continued investment in our business. However, As a percentage of revenue, these expenses decreased from 15% in Q2 last year to 10.4% this quarter. Same for our sales and marketing expenditures. If we remove the impact of free cups, we increase our spending by 38 million RMB compared to last year, as we spend more on advertising and commission fees to third-party delivery platforms. As a percentage of revenues, these expenses decreased from 4.7% in Q2 last year to 3.9% this quarter. And as I mentioned last quarter, our current organization is built to support our future growth, and we currently expect these expenses to further decrease as a percentage of revenues over the coming years if we can continue to deliver growth. There are two other areas I would like to point out on this call. First, As you can see from the 6K we filed earlier today, we booked an impairment loss of long list assets of 221.8 million RMB, which is around 6.7% of net revenues during the quarter. This impairment relates to a full and final impairment of our Luckin Coffee Express machines. In the short term, we believe the Chinese coffee market is still at an early development phase and unmanned coffee machines mainly serve needs of more mature coffee consumers, which we believe will take more time. Now, compared to our store operations, which have huge growth potential, the cost benefit analysis does not stack up for Luckin Express at this time. Although we will continue to operate some machines in select cities, further optimize the business model and monitor market demand, we do not expect these operations to reach profitability in the foreseeable future, resulting in a full impairment. Apart from the impairment, the impact on our financials is minimal, given the limited scale of this business. Secondly, and in line with expectations, there's been a further reduction of losses and expenses related to the restructuring since the provisional liquidation of the company in the Cayman Islands was completed in March 2022. Now, before I discuss our balance sheet and liquidity, first, a brief update on the status of the U.S. securities litigation and their impact on our financial statements. As Ginny mentioned earlier during the call, we've made substantial progress to resolving outstanding U.S. securities litigation. The Federal Class Action Settlement, which resolved the overwhelming majority of the company's potential exposure, received final approval from the Federal Court overseeing the case on July 22nd. And we funded the $175 million settlement amount into an escrow account prior to June 30th, 2022, which is reflected in our latest cash position and therefore have fulfilled all our obligations under this settlement. We were also able to make substantial progress in resolving the remaining opt-out securities litigation which is reflected in an increase in our provision for equity litigants in the second quarter as filed in our 6K. If we look at our operating cash flow, during the quarter we had a positive operating cash flow of 619 million RMB, which is just over 90 million US dollars, after stripping out the payment of $175 million to the federal class. Our operating cash flow, excluding the settlement payment, increased by more than 70% compared to the same quarter last year and easily covers our capital expenditures during the quarter, which amounted to just under 70 million renminbi. Following the payment of the federal class settlement, our cash position remains very strong, with close to 4.5 billion renminbi of cash and cash equivalents as of June 30th, 2022. We have a healthy balance sheet and we'll continue to review our liquidity requirements on an ongoing basis to ensure that we can meet all of our business needs and continue to further optimize our capital structure. That ends my prepared remarks for today. Thank you to all shareholders for your trust and support, and I look forward to continuing our dialogue in my new role, together with Alicia Guo, who recently joined us as the Head of Investor Relations at Locking Coffee. I'll now turn it over to Jingyi for concluding remarks, and then we'll have Q&A.
spk01: Thank you for your introduction. Finally, I would like to thank the investors again for their continued attention and long-term support for Moon Coffee. The long-term development of Moon Coffee is inseparable from the companionship of shareholders and investors. It is also inseparable from the support of the entire society and the vast number of customers. In the future, we will continue to focus on the long-term value of corporate development, Finally, I would like to thank all of our stakeholders again for their ongoing attention and long-term support of Lock-in Coffee.
spk00: The long-term development of Luckin Coffee is directly tied to our shareholders and investors, as well as the support of our customers and the entire society. We look forward to having meaningful conversations with our customers, investors, regulatory authorities, and other stakeholders as we continue to focus on creating long-term value for them. We remain committed to building Locking Coffee into a long-standing world-class coffee brand and achieve sustainable, healthy, and long-term growth. Thank you. Now we would like to open the floor to questions.
spk02: Ladies and gentlemen, we will now begin the Q&A session. I'll now turn the call over to Alicia Guo at Locking Coffee, who will moderate today's Q&A session.
spk00: Thank you, Operator, and thanks for all of those who submitted your questions online. We truly have had an overwhelming response since filing our pre-announcement last week. Due to the volume of the question, we have, on a best-efforts basis, tried to categorize your question and selected those questions that have been asked most frequently. Due to the time limitation, we have only been able to select five questions this quarter. We will endeavor to continuously engage with all of our investors in an open and constructive dialogue. and strive to address all of your key questions over time in no particular order. Let's start with the first question. Product development and success of our new products seems to have materially contributed to your recent operational success. Can you tell us more about your R&D process and also how sustainable this is? Dr. Guo, could you take the first question, please?
spk01: Thank you for the question. Our digitized, systematized research and development mechanism is the core of the success of the product. RuiHsing has formed a basic menu by digitizing various raw materials and flavors to track the trend of drinks, and obtained a product combination. And through menu management, product research and development, testing optimization and other processes, on the one hand, it maintains the overall stability of the menu structure, and on the other hand, it continues to innovate to meet the taste preferences of consumers who change quickly. Through this methodology, in the past two years, Ruixin successfully launched a series of well-received products. On average, there are about 35 products on the line every quarter. Among them, thick milk latte and raw coconut latte have sold more than 100 million cups since its launch. There are nearly 30 products with sales of more than 10 million. These products have received many honors and have received good reviews from all walks of life. In the process of research, the supply chain system is also very important. By increasing the investment in coffee supply chain and integrating top and bottom oil, both maintained the quality and stability of raw materials, and effectively improved the ability to control costs. From a logistics perspective, through a network-based supply system that divides cities and warehouses, both continued to improve logistics efficiency, and avoided the shortage of door-to-door materials caused by traffic blockade, and effectively ensured that products continued to be online. We believe that with this innovative research mechanism and the support of the supply chain and logistics system, RuiHsing can continue to maintain the product-based ability to lead the industry.
spk00: Thanks for your question. Our digital and systematic R&D process is the key to our product development success. We digitalize all raw materials and tastes in order to track beverage trend, build the basic menu, and direct numerous product combinations. Through the integrated process that covers menu management, R&D, testing, and optimization, we're able to stabilize the overall menu structure and consistently innovate to meet changing preferences of our customers. With this mechanism, we have successfully launched a series of popular products over the past two years, with an average of 35 new products launched each quarter. For example, Neur Latte and Coconut Milk Latte have sold over 100 million cups respectively since their launch. and nearly 30 other products have sold over 10 million each, and many of them have received numerous awards and widely praised by our customers. Our supply chain also plays an important part in the sustainability of our R&D process. We have been investing in the coffee supply chain, as well as working on upstreams and downstream integration, which not only ensures the quality and stability of raw materials, but is also more cost-effective. In terms of logistics, by taking advantage of our grid-based warehouse network in multiple locations, we have been able to not only continuously improve our efficiency, but also avoid the negative impact on our raw material supply from traffic lockdowns. This in turn guarantees product delivery and continued product launches. with the support of this innovative R&D system, as well as supply chain and logistics system. Lacking can maintain its industry leading position in terms of product R&D. Thank you, Dr. Guo. Let's move to the next question. Like for like sales has been very strong over the last quarter. Can you give us some guidance on key drivers, price versus items sold, as well as any guidance on how to look at this longer term? Do you think you can keep that momentum in Q3 and beyond?
spk04: Maybe I'll take that one, Alicia. Thanks for the question. We're very pleased with the progress that we've made so far, especially since mid-2020, under the revised strategic plan and our current leadership. Now, this plan included a very detailed review of our store portfolio, tightening of our store opening criteria, reviewing of our pricing strategy, and really focusing on the core competencies. the strength of our product development, store operations, and, of course, our brand. The results speak for themselves. Since the start of 2021, we reported SSSG for our self-operated stores between 40% and 95%, over six consecutive quarters, despite the impact of COVID. This quarter, we reported SSSG for our self-operated stores just over 40%, and if we break down that growth into its components, It's fair to say that this quarter the majority of that growth was from an increase in the average items sold to store per day, reasons already discussed on the call today, and to a lesser extent from increase in price points. Now, we will not provide any forward-looking guidance on this call, but what I can say is that, as I'm sure everyone will appreciate, these types of growth percentages are unusual and also due to the comparative periods for the 2021 results when we're in the middle of implementing many of our strategic initiatives. Now, we do expect these percentages to normalize over time. In terms of our pricing strategy, our affordability proposition is an important differentiator in growing our market share and expanding our customer base further. More importantly, we are profitable at these prices as demonstrated by our store-level margins during the quarter. I therefore do not foresee a substantial change in our pricing strategy in the foreseeable future. We will, of course, closely monitor general inflationary pressures, including any increases in prices of raw materials. In terms of items sold to store, we continue to see substantial room for growth. As mentioned by Jingyi earlier, we have a very strong product development team and philosophy and a large customer base in a market that's growing very, very quickly. It's also clear that when we look at the overall penetration rate of coffee consumption, despite recent high growth, it is still a fraction of more developed coffee markets. And finally, in addition, we will continue to roll out new stores in both existing and new cities, continuously launch new products, and also further increase our brand awareness going forward, which I hope will in turn reflect on our revenue growth and profitability profile. Thank you.
spk00: Thanks, Reino. We have the next question about Transacting customers continues to grow and is currently at around 20 million in material increase year over year. What are the main initiatives on attracting new customers and what can you tell us in terms of maintaining those customers going forward? Can Dr. Guo take this question, please?
spk01: Currently, the Chinese coffee market has just started, and the development potential is huge and the ceiling is very high. In the second quarter, our monthly average number of trading customers has significantly increased, reaching 20.7 million, which is nearly 70% of the total growth. The number of new trading users in Japan is up to 100,000. This is mainly due to three aspects of the strategy. The first is the continuous improvement of brand fame. Ruixin has always insisted that professional, young, fashionable, healthy brand tone has become the leading coffee brand for more and more young consumers. Second, the fast-growing layout of stores is closer to customers. Up to the second quarter, Ruixin has 7,195 stores in total, covering more than 230 cities. Relying on different consumption scenarios such as office buildings, malls, universities, and transportation, it can reach more customers. Third, the continued success of new products and research has continuously launched such as raw coconut latte, coconut milk latte, etc. This also played an important role in Lushin. From the perspective of protecting customer base, we mainly adopted three strategies. First, we continue to deepen the coffee supply chain. The focus is on product quality, providing customers with better, more stable, and cost-effective products that effectively improve customer yearning. Second, around customer demand change, continuous product innovation, Thank you for the question. I will answer it from two perspectives, attracting new customers and maintaining loyal customers. Regarding attracting new customers,
spk00: China's coffee market is still in the early stage of development with significant growth potential. In the second quarter, our average monthly transacting customers had substantial improved, reaching 20.7 million, representing a year-over-year growth of nearly 70%. The number of new transacting customers is over 10 million. This result is driven by three factors. First, Rising brand recognition. We have built our brand based on professionalism, youth, fashion, and wellness. Black Ink Coffee has become the coffee brand of choice for more and more young people due to these brand efforts. Second, the continuous rollouts of our store network to bring our services and products closer to customers. As of the end of second quarter, we had 7,195 stores in total. covering more than 230 cities. With our current footprint, we're able to provide services in different consumption scenarios where our customers want to be met, such as offices, buildings, shopping malls, schools, and transportation centers. Third, continued success in product R&D. For instance, we launched a series of products like coconut milk latte, and the coconut cloud latte which were major drivers for attracting new customers in terms of maintaining loyal customers we adopt three main strategies first through continuously investing in the coffee supply chain and upholding product quality to bring our customers with products and services with a stable quality and affordability we can improve the thickness of our customers Second, focus on the changes in customer demand and continuously launch more innovative and popular products. Third, continuously increasing the purchase frequency by using promotion strategies such as private traffic operation, customer differentiation, and membership system, and focusing on core metrics such as customer retention and a repurchase rate. realizing a sustainable growth. Thank you, Dr. Guo. So our next question is, what is the company's capital market strategy, and can you tell us if and when there will be a relisting on the main board? What are the key factors driving that decision? I wonder if you could please provide further color on this.
spk04: Thanks, Alicia, and thanks for this question. It's certainly a question that we get quite regularly, including from the online submissions, So I'm happy to address it here to the extent I can. First of all, as we've expressed on several occasions, and I do think it's important to reiterate, the company is and remains committed to U.S. capital markets. Now the priority for us is providing sustainable long-term value for our shareholders by executing on our business strategies and delivering outstanding products and services to our customers. We're also very focused on maintaining a strong balance sheet and a measured approach to capital allocation. maintaining strong internal controls over our financial reporting to ensure we operate with the utmost integrity and act responsibly to resolve all of our historical issues. And with the establishment of our new ESG Sustainability Committee, we also want to ensure that we can give back to our communities and operate in a socially responsible manner. Now, these are all the factors that are within our control and where we've made significant progress and will continue to focus on going forward. Now, specifically in relation to our capital market strategy, To the extent we have further updates to share, we will provide them. The board and management team will continue to monitor all relevant developments and take actions it believes are in the best interest of the company and our stakeholders. Thank you.
spk00: Thanks, Reino. The last question is, the company has entered many lower tier cities through partnership stores in Q2. What is the company's overall network expansion plan in terms of geographic and high slash low tier city distribution?
spk01: Thank you for the question. Our self-sufficiency is mainly concentrated in the first and second-tier cities. The self-sufficiency mode mainly covers low-tier cities. The two modes complement each other in height. The coffee market of the self-sufficiency city is more mature. There are more stores and stores and stores, and the market space is large. After the scale is changed, it can be quickly managed and managed. The coffee market of the self-sufficiency city is in the initial stage. The city is more scattered. The difficulty of management and selection is relatively higher. By using the local advantages of Lianying partners to cooperate with intelligent long-term monitoring methods, we can quickly occupy the market and effectively reduce management costs to ensure stable quality control. At the same time, we think through the analysis and evaluation of the digital selection system that there are still a lot of selectable positions that meet Rui's requirements. The market space has not yet reached saturation, especially in recent years, with the widespread promotion of coffee consumption, Thank you for the question. Our self operated stores are mainly located
spk00: In Tier 1 and Tier 2 cities, partnership stores mainly cover the lower tier cities. Those two store models are highly complementary to each other. Self-operated stores are located in the more matured markets with higher density, where there are still numerous available locations to be selected. These markets have room to further expansion, where we can reduce costs in a timely fashion by leveraging increasing economy of scale. On the other hand, cities in early development stage of coffee consumption are suitable for partnership store. Those cities are normally geographically scattered with challenging site selection as well as cost control. By leveraging our advantage of the local partners as well as the remote intelligent monitoring measures, we can quickly penetrate the lower tier cities while ensuring product quality and effectively reducing our overhead costs. Based on our site selection digital analysis system, we believe that the market is far from saturated with many potential new locations for locking stores, driven by the promotion of coffee consumption. Going forward, we will continue to maintain a reasonably pace of opening new stores based on the same assessment criteria we have been using. focusing on both store counts and quality. In Tier 1 and Tier 2 cities, we'll continue to increase store density and rapidly penetrate in lower tier cities to further improve store coverage and better meet consumer needs. Thank you, Dr. Guo. That is all the time we have for today's earnings conference call. We thank you for your participation on today's call. We look forward to providing you with regular business updates I look forward to speaking with you again next quarter.
spk02: This concludes our call today. You may now disconnect.
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