Good day, everyone, and welcome to Groupon's Second Quarter 2022 Financial Results Conference Call. [Operator Instructions]. Today's conference call is being recorded. For opening remarks, I would like to turn the call over to the Chief Communications Officer, Jennifer Beugelmans. Please go ahead.

Hello, and welcome to Groupon's Second Quarter 2022 Financial Results Conference Call. On the call today are CEO, Kedar Deshpande; and Interim CFO, Damien Schmitz. The following discussion and responses to your questions reflect management's views as of today, August 9, 2022 only and will include forward-looking statements. Actual results may differ materially from those expressed or implied in our forward-looking statements. Additional information about risks and other factors that could potentially impact our financial results is included in our earnings press release and in our filings with the SEC, including our annual report on Form 10-K. We encourage investors to use our Investor Relations website at investor.groupon.com as a way of easily finding information about the company. Groupon promptly makes available on this website the reports that the company files or furnishes with the SEC, corporate governance information and select press releases and social media postings. On the call today, we will also discuss the following non-GAAP financial measures: adjusted EBITDA, adjusted EBITDA margin, free cash flow and FX-neutral results. In our press release and our filings with the SEC, each of which is posted on our Investor Relations website, you will find additional disclosures regarding the non-GAAP measures, including reconciliations of these measures to the most comparable measures under U.S. GAAP. And with that, I'm happy to turn the call over to Kedar.

Hello, and thanks for joining us. We delivered local billings of $361 million, up 5% from the first quarter. While we have stabilized the business, we are still not stimulating the customer engagement we need to grow the business. And as a result, our customer retention and purchase frequency metrics are not where we want them to be. Bottom line, our overall performance is not at the levels we anticipated, and we know we must do better. On the merchant side of our marketplace, macro headwinds have persisted. Labor availability is still constrained and many merchants with limited capacity have been able to raise prices. This means that these merchants have not needed discounts to bring customers through their doors, so many merchants are not leveraging the Groupon marketplace to sell discounted inventory as they have in the past. On the other side of our marketplace, we haven't yet seen consumers widely trading down to discount channels, and with our purposeful pullback in marketing spend, both traffic and customer counts have been impacted. While these factors are a headwind to our performance today, we believe that Groupon should benefit if the economy continues to decelerate and merchants and customers need to lean into discount channels. And we believe we are executing a plan that will surmount all of these headwinds. Groupon was founded in the midst of the great recession. And we believe that we are taking the right steps to fundamentally reposition our business to grow profitably in a variety of economic cycles, including a potential recession. We believe we can do more to shape those factors that are within our control. We must lower our cost structure and build a more engaging marketplace experience. Today, you will hear us talk about the actions we are taking and how…

Thanks, Kedar, and thanks to everyone who's joining us today. I'll use my time today to provide further insights into our second quarter operating financial results, factors to consider for the third quarter and details on our plan for reducing our cost structure. In addition to my prepared remarks, I encourage you to review our slides, press release and 10-Q, which contain more detail on our Q2 results. Starting with our consolidated second quarter results. We delivered $460 million of gross billings, $153 million of revenue, $134 million of gross profit and $6 million of adjusted EBITDA. We ended the quarter with $316 million in cash, including $60 million drawn on our revolver. As Kedar mentioned, we are beginning to see some stability in our local category. However, we're not happy with where our business is today, and we're taking decisive steps to address our challenges. So let me walk you through our second quarter results, business drivers and trends, starting with our local category. During the quarter, local billings recovery rates were up 3 percentage points versus the first quarter and were at 52% of 2019 levels. Additionally, refund levels were down sequentially versus the first quarter due in part to our proactive outreach efforts to our merchant partners with higher than average refund levels. We expect to see further improvement in refund levels going forward. We ended the quarter with approximately 21 million active customers worldwide. Within our North America customer base, we had 10.5 million active local customers in the second quarter, up 1% year-over-year. And within our international markets, we had 5 million active local customers in the second quarter, which represented a growth of 22% year-over-year. This growth in local customers partially offset the decline in our lower-value goods customers during the quarter. Moving to…

Thanks, Damien. Last quarter, we told you that our priorities were to reduce cost with an eye towards creating expense leverage and to improve our marketplace offering by both fixing our core and creating new growth opportunities through differentiated inventory. Over the past 3 months, we have made important progress. We kicked off a plan to reduce our cost structure by $150 million, which we believe will create a much more flexible foundation to support sustainable, profitable growth. We made substantial progress fixing our core marketplace by improving the customer experience. We launched new targeted promotional programs to encourage cross-shopping across multiple inventory verticals. And we are ensuring that customers are able to trust that we are offering them the best deal and that they will have a positive experience every time they come to the Groupon marketplace. We also launched curated inventory collections and have a plan to launch a test of our new Beauty & Wellness marketplace by the end of the year. And now with these fundamental improvements to our marketplace deployed, we have begun leaning into marketing to drive growth. Finally, I'm so grateful to our entire organization that is continuing to move forward with a sense of urgency to deliver on our most important work. The actions we announced today are a difficult message to communicate to those teammates we are saying goodbye to. But they were necessary to our ability to make the progress and live up to our potential. So a big thank you to the entire team here at Groupon. We believe the turnaround strategy we have in place will allow us to fundamentally reposition our business to grow profitably in a variety of economic cycles. With that, I will turn it over to the operator for your questions.

[Operator Instructions]. Our first question will come from Trevor Young with Barclays.

A few, if I may. Kedar, you flagged efforts to unlock inventory, some big unlock with the dining card-linked offer, but it sounds like maybe more work to be done to get the right inventory in the right categories and the right geos. Meanwhile, you're beginning to lean in on that performance marketing to get the customer flywheel going. Which is really the gating factor here to get that flywheel going? Is it the customers or inventory or is it both? That's my first question.

Thanks for the question. I think the first factor is always, which one is the first, right, like customers or inventory? In my mind, right now, we have sufficient inventory for our existing customers, and we have fixed some of those particular gaps we have in our marketplace from an experience perspective, like we talked about refunds being decreasing. That was one of the major headwinds for us. If customers could not utilize, then they would not come back no matter how good of inventory we have on our marketplace. And so we fixed some of the core experience issues and to drive the repeat engagement, we need to have more inventory of a daily use case, and that's what we are focused on. So I would say we are leaning into marketing. With our existing inventory, we will have much better customer response, but that particular customer response to continue that engagement in our marketplace, we need more everyday selection. Card-linked offers is 1 set of that. We are trying to drive a lot of third-party inventory that we typically earlier only surfaced in our search experience. Now we are surfacing in different parts of our engagement funnel. And so overall, we believe that not only just acquiring is only part of this equation but also surfacing that inventory in our right customer experience is part of this particular strategy.

That's really clear. Damien, just more of a housekeeping one. SumUp, the updated ownership at $8.5 billion, EV would apply the stakes worth about $195 million. But in the 10-Q, it looks like the carry value of other equity investments remain static. Maybe there's some debt at SumUp that's kind of impacting the equity value. But just trying to reconcile that carry value versus the new stamp on SumUp.

Trevor, thanks for the question. And I'll get to that. But first, congratulations to the SumUp team there for raising capital in this landscape. It's really a testament to the strength of our business and the operating progress that they're seeing, so it's a great investment here for Groupon. Post [indiscernible] we now hold a 2.29% equity stake. But given the nature of the way that, that transaction was structured in their fundraising round, under the applicable accounting rules, it didn't qualify observable price change, which is why you see us keep it at the same level on the balance sheet today.

Okay, got it. And then just last 1, if I may. Just on paying down the $40 million on the revolver, just given current cash flow and then the uncertain macro. What was the rationale there? And post quarter, is that $225 million revolver was [indiscernible] Is all that still available to you or any changes there?

Yes. So a couple of factors at play there, Trevor. One, we're effectively paying interest on a liquidity resource we weren't really using. But two, given our EBITDA performance, we don't have full access to the revolver. That being said, you heard us today talk a lot about our cost reductions and how we're moving fast on that implementation plan to transform our marketplace. And we're going to -- we believe we're going to be in a sustainable, generate positive free cash flow in the fourth quarter going forward, so really be throwing off cash from our organic core business.

Our next question will come from Eric Sheridan with Goldman Sachs.

If we can go back to Slide 13, where you sort of introduced the marketplace experience improvement idea in the earnings deck. Is it a little bit -- can you take a step back and give us a sense of, on customer experience and inventory density and differentiating inventory, how should we be thinking about the timing of these initiatives? Will they all sort of be operating in parallel with each other? How we should be thinking about dollars being put into the operation to sort of execute on all these changes at marketplace experience? And when does it all sort of come together to better produce sort of the output, which is sort of purchasing frequency, customer retention? Like when would we be seeing that rolling out to the business model. Is that second half of '23, exiting '23? How should we think about the framework of aligning these initiatives against the time or the exit velocity on them? That would be number one. And then on the SumUp stake, is there any sense you can give us of what would be the priority of the capital if you were to sort of monetize that stake? How do you think about either returning capital to shareholders or investing more aggressively in the business? Would it be executing on some inorganic growth via M&A?

Thanks, Eric. I will take the first 1 and Damien will handle the next 1. So let me first walk you through regarding improving our marketplace. Essentially, if you see, the vision here is to make sure that we drive everyday services, be the everyday services destination for our customers. Right now, what is happening is that customers are coming in. They're having great experience. We just talked about making sure that we have the fundamentals in place in terms of refund rate and in terms of pricing confidence, everything from cross awareness. Those things have already happened are in the motion. Now talking about getting the inventory density, that is work in progress. And that work, we are trying to start from 1 single city. The beauty of our model is that with our marketplace, we can focus on 1 geographic area, see how that -- those results come in. And then we can say, "Oh, this works perfectly. Now we are going to scale nationally or internationally in some particular cases." So for example, the improving inventory density, we are focused on, that's why I talked about doing that in Atlanta. Now we would have some results to share in Q4 call probably how that particular effort goes. And then we can say, "Hey, we are going to scale this or there are some we have, and we are going to improve on those ones and again, go scale on those particular initiatives." Leading to marketing, we started already doing that because we believe the current marketplace experience is really, really better for our customers. And so these particular customers will have that. And that differentiated inventory also, we started to do that not only in Chicago but also in U.K. markets where we are seeing a great response on differentiated packages. And so the few factors here is some of -- all of these are a work in parallel along with our ability to make customers aware of these particular differentiated experiences being in our marketplace by using the cross-selling. What you should look at is as we update that, the sooner we can do that, the better it is. So if the timing is 2023 second half or timing is 2023 first half, I couldn't predict that, but I can tell you the next step is to get this right in 1 single marketplace, and that's where we are trying to go in Atlanta. And we will have updates for you in Q4.

And then on your second question there on SumUp. I think what you heard from our comments today is it's a fantastic asset for Groupon to have. But it is noncore and we'd definitely be looking to monetize in the future if and when it makes sense to do so. And the key there, trying to understand how we intend to deploy that capital, we're really going to be evaluating where we're at in this turnaround journey, whether it makes sense to deploy investments towards accelerating our growth, whether in marketing or inorganically, M&A or returning value to shareholders. So we're really going to be evaluating what is the best use of that capital from an ROI standpoint. But too early to comment on that, but just know that we intend to use that in the way that makes the most sense.

And that will conclude today's conference. Thank you for your participation, and you may now disconnect.