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F500-2021-217-Wayfair

Its digital platform offers 14 million furniture and home good items from more than 11,000 global suppliers. The company benefited from lockdowned shoppers investing in home furnishings, posting its first full year of profitability.

For an astounding 13th straight year, Apple claims the top spot in Fortune’s annual ranking of corporate reputation, based on a survey of almost 3,800 executives, directors, and analysts.

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F500-2020-348-Wayfair

The online home furnishings and decor business also includes Joss &amp; Main and Birch Lane in its portfolio of brands.

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Wayfair-Best Workplaces in Retail 2019

Employees say: 
“Wayfair provides you the opportunity to grow and push yourself to new heights. You're handed a lot of responsibility early on, and given the road map to succeed and rise up the ranks. If you have an idea, you can give it a shot.”

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Founded in 2002, e-commerce company Wayfair offers a wide range of home products, from furniture and appliances to gardening and decor, selling these both online and in physical brick-and-mortar stores. The company provides products under various brands, including Joss &amp; Main, AllModern, Birch Lane, Perigold, and Wayfair Professional.

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Wayfair (W): Company Profile, Stock Price, News, Rankings

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Wayfair

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I would now like to turn the call over to Ryan Barney, Head of Investor Relations. You may begin.

Good morning, and thank you for joining us. Today, we will review our first quarter twenty twenty five results. With me are Niraj Shah, Co Founder, Chief Executive Officer and Co Chairman Steve Koenine, Co Founder and Co Chairman and Kate Gulliver, Chief Financial Officer and Chief Administrative Officer. We will all be available for Q and A following today's prepared remarks. I'd like to remind you that our call today will consist of forward looking statements, including, but not limited to, those regarding our future prospects, business strategies, industry trends and our financial performance, including guidance for the second quarter of twenty twenty five.

All forward looking statements made on today's call are based on information available to us as of today's date. We cannot guarantee that any forward looking statements will be accurate, although we believe that we have been reasonable in our expectations and assumptions. Our 10 ks for 2024, our 10 Q for this quarter and our subsequent SEC filings identify certain factors that could cause the company's actual results to differ materially from those projected in any forward looking statements made today. Except as required by law, we undertake no obligation to publicly update or revise any of these statements whether as a result of any new information, future events or otherwise. Also, note that during this call, we will discuss certain non GAAP financial measures as we review the company's performance, including adjusted EBITDA, adjusted EBITDA margin and free cash flow.

These non GAAP financial measures should not be considered replacements for and should be read together with GAAP results. Please refer to the Investor Relations section of our website to obtain a copy of our earnings release and investor presentation, which contain descriptions of our non GAAP financial measures and reconciliations of non GAAP measures to the nearest comparable GAAP measures. This call is being recorded and the webcast will be available for replay on our IR website. I would now like to turn the call over to Niraj.

Thanks, Ryan, and good morning, everyone. We're pleased to be here today to discuss our first quarter results with you. Despite persistent category volatility that showed a fourth consecutive year beginning with contraction, we were able to once again outperform our peers and take healthy market share while driving meaningful improvements in profitability. Year over year growth excluding the impact of Germany came in nicely positive at 1% driven by The U. S.

Business up 1.6% against the category that we estimate was down over the same timeframe. Tariffs are clearly top of mind for everyone. While there is a lot of uncertainty in the broader economy, we have a clear line of sight and strong conviction on what we need to do for both our customers and our suppliers. I want to spend the bulk of our time this morning laying that out. So let's take a moment to take stock of where we stand, what we're seeing and how we think about the go forward.

As a reminder, tariffs are not a new phenomenon in our category. Going back to the early 2000s, a number of Chinese producers were hit with anti dumping duties on wood furniture products, some of which were over 50%, which began a migration of production out of China. In 2019, a 25% duty was implemented more broadly products and that never went away. It's worth dialing the clock back to walk through how we navigated these headwinds as many of the same forces stand to benefit us today. At the most basic, we operate a platform that connects over 20,000 suppliers to our more than 20,000,000 customers.

Our retail platform delivers for the customer by facilitating marketplace dynamics where a supplier competes with other suppliers to win each order. And they do that by offering the best value. Value can come in many dimensions in this category, breadth of assortment, quality, speed of delivery and price being a few. Like other retail channels, our platform allows our suppliers to choose the wholesale price they want to charge us, and we layer a take rate on top of that for our retail price. Suppliers who offer a more competitive wholesale price often succeed on the storefront because that translates directly into more competitive retail prices for customers.

So when an incremental cost like a tariff enters the system, suppliers have to make a decision on how much they want to pass through versus bearing themselves. This is where the marketplace like forces on our platform work most in our favor. The category we operate in is largely unbranded and highly substitutable. On top of that, we have thousands of partners selling through Wayfair, which means that there is intense competition amongst our suppliers to win each order. Just as we're seeing now, back then there was a lot of speculation about how much tariffs would ultimately increase retail prices.

It's important to remember that the tariff is applied to the value of the goods at the time of import, which is a fraction of our wholesale price. There are multiple companies who participate in the value chain and the burden of the tariff can be shared across that group. In 2019, we saw this playing out in real time. Suppliers that found a way to keep wholesale costs low were the most successful. They could often make up the margin difference with the volume gains by taking share from their peers that chose to pass the cost burden through.

This creates a very clear incentive structure for suppliers to offer their best prices at all times. That incentive has only grown more powerful in the year since as we have grown the global base of suppliers and we have provided them with increasingly powerful tools to manage their business. All of this combined with the prolonged contraction in category demand has only served to further elevate competition amongst suppliers for each customer order. We're frequently asked by investors what the mix of sourcing by country looks like. Our platform has considerable diversity and sourcing can shift in a very dynamic fashion based on which suppliers have the most compelling offering to consumers at any one point in time.

This is an important facet not all investors appreciate. When suppliers in one region raise prices, we may see consumer demand quickly shift to suppliers in another region if they have a more competitive offering. Many of our largest suppliers have manufacturing capabilities spread across multiple countries and can pivot production lines as the cost equation shifts. Our scale gives us a durable competitive advantage here. We can drive healthy competition across our thousands of suppliers in a category that, as I mentioned a moment ago, has vast assortment and high substitutability.

We have suppliers that manufacture in over 100 countries across the world, including a substantial base of production that is done domestically. Across dozens of our top classes, such as area rugs, beds, dining chairs, end tables and more, we have thousands of items made in The U. S. These products come from the thousands of our suppliers that manufacture here in The States. Overall, our wide breadth of products and supply base from around the globe continues to offer us a healthy degree of insulation against tariff headwinds.

Our team has been interfacing with suppliers nonstop to make sure they have both up to the minute information on the latest developments and a thoughtful partner in planning how to navigate ahead. The broad feedback we're hearing from suppliers is clear. They understand the dynamics of our platform and are not keen to raise prices as they want to continue to take share and win. I've personally spoken with a broad range of suppliers in the past month. They're pragmatic and resilient.

Many of these are businesses that have operated for decades through both booms and busts. Each conversation turns to how Wayfair can help support our partners as we have for many years. The first pillar of support we can offer is data, which is how we ground these conversations. Our ability to track spending propensity in real time gives suppliers a clear view of how they can optimize their pricing to maximize their own economics. From there, we get into how they can take advantage of some of the value added services we offer to drive better unit economics, such as leaning deeper into CastleGate to offer faster delivery and lower fulfillment costs, which is directly reflected in lower retail pricing.

Another increasingly important lever we've been helping suppliers activate is advertising. We know supplier advertising has been a key area of focus for investors for some time, and so we want to spend a few minutes today giving you an update on that arm of our business. When we last discussed supplier adds as part of our Investor Day in 2023, this business was roughly 100 basis points of revenue penetration. We saw that grow by more than 50% in 2024 to end the year north of 150 basis points. For 2023 and much of 2024, our work in growing this adoption has centered around education.

This has been a key point of distinction between our supplier advertising business and that of our peers. Many of our suppliers are newer to digital advertising than large consumer brands. For multiple years, our team has been investing time and energy to bring them up to speed on all the ways that wafer advertising can drive profitable growth to their businesses. To augment this effort, we've developed an in house service where suppliers can have internal experts at Wayfair run their advertising campaigns. Our team lends their expertise to define which products will benefit the most from incremental ad spend based on the supplier's competitive positioning on-site today and manage the campaigns to ensure that they'll hit the supplier's financial return target.

The traction we've built on this front has been considerable. As a result, we've seen significant interest from suppliers to participate over the past several quarters. We've ramped the number of suppliers spending at least 100 basis points of their revenue on advertising by more than 40% over the past twelve months. We're thrilled at the response and have been taking a thoughtful approach to unlocking advertising inventory in a deliberate and controlled manner to ensure that we're preserving the integrity of the shopping journey that our customers enjoy so much on Wayfair. We're constantly running tests to measure the impacts of higher ad load on conversion, ensuring that we can continue to grow our footprint while also driving incrementality.

The roadmap gives us a clear line to our goal of reaching 300 to 400 basis points of revenue penetration. Our team is driving innovation at all levels of the experience. For example, one of the products we're in the process of developing is co bidding for off-site advertising. Wayfair has been an industry leader in digital advertising for decades and off-site advertising will open the door for us to share that directly with our suppliers. It's still very early in our journey here and this is just one of several initiatives we have underway to drive further adoption among our supplier base.

All of our work in this space comes back to a simple principle. When our suppliers delight customers, Wayfair succeeds. That alignment is especially important in today's environment. Our teams are in daily conversations with suppliers, helping them understand how services like advertising can become a critical lever to ensure they're driving enough volume to optimize production flows or getting a new product launch from a new location off to a smooth start. In a period where margin pressure is high, whether from tariffs or other factors, advertising becomes a way for suppliers to actively manage demand levels.

That's the power of Wayfair advertising. It allows our partners target and capture incremental volume in a way that supports their broader business health. We see tremendous opportunity ahead and we're moving quickly to deliver the strongest offering to our supplier community at a pivotal time. Before I hand it over to Kate, I want to zoom out for a moment and close with a few important steps we've taken over the past several months to further strengthen the foundation of our business. We began the year with the announcement of the closure of our German business.

We determined that continuing to invest in that business was unlikely to provide us with the highest long term financial return. And so we made the decision to reallocate those dollars towards higher ROI areas. In early March, we followed that up with the announcement of a size reduction across our technology team. As we achieved milestones in our major re platforming work, we had an opportunity to reorganize our team, which remains strong at approximately 2,500 people, while also having more resources focused on new product development, which we expect to pay meaningful growth dividends over time. The third action we took was the issuance of our second high yield bond and simultaneous refinancing of our revolving credit facility in mid March.

Prior to this, we had roughly $1,000,000,000 of convertible maturities coming due over 2025 and 2026. While we have the capacity to handle those with our balance sheet alone, we've always taken a conservative view on maintaining a healthy cushion of cash as we run the business. Given the trading dynamics in the market, we were able to issue $700,000,000 of high yield bonds at a competitive rate and use the majority of the proceeds to repurchase our 2026 convertible notes at a roughly 5% discount, opportunistically putting cash to work at yields nicely in excess of treasuries and consistently showing progress on our stated goal of deleveraging. We now find ourselves in the strongest capital structure position in many years with just under $400,000,000 of maturities coming due in the next two years, which we can easily handle with our balance sheet. In tandem, we have a renewed $500,000,000 revolving credit facility that extends to 2,030.

We've always treated our revolver as an additional safety net that we do not draw on for the day to day purposes of running the business. But having this now extended through the remainder of the decade gives us one less point of risk. These steps all enhance our resilience, sharpen our focus and position us to play offense in a market where many are increasingly playing defense. As we look ahead, our strategy remains clear, continue gaining share through disciplined execution, deepen our partnership with suppliers and invest judiciously in high ROI growth initiatives. You've heard us discuss several of those in recent quarters, areas like Wayfair Rewards, our Verified program and our physical retail efforts where we recently announced our second Wayfair store launching early next year in Atlanta and have our first two Perigold stores opening later this year in Houston and West Palm Beach.

Periods of disruption have historically been moments where Wayfair pulls ahead, and today is no different. We've deliberately built a platform that thrives in dynamic conditions, flexible, resilient and efficient. With strong momentum, a healthy balance sheet and a sharpened operating model, we're confident in our ability to navigate what's ahead and emerge even stronger. Thank you. And now let me turn it over to Kate to walk through our financials.

Thanks, Niraj, and good morning, everyone. Let's dive into our results for the first quarter. Beginning with the top line, we saw net revenue flat year over year for the quarter. This was weighed by the exit of our German business, which led to a 10.9% decline in the International segment, but was offset by robust performance from our U. S.

Business, which posted a positive 1.6% growth compared to the first quarter of last year. We saw ramping customer activity as we got through March and proactively leaned in to drive our own outperformance against the category. Let me now continue to walk down the P and L. Please note that the remaining financials include depreciation and amortization, but exclude equity based compensation, related taxes and other adjustments. I'll use the same basis when discussing our outlook as well.

Gross margin for the quarter came in at 30.7% of net revenue. There were several moving pieces in Q1, particularly in the back half of the quarter. So let's walk through what drove those. As we've discussed in prior calls, we have ongoing matters with the Canada Border Services Agency that have driven nonoperational drag on the gross margin line. This quarter, one of those matters resulted in nonoperational tailwinds as we were able to recognize a refund related to valuation for duty calculations during 2022, '20 '20 '3 and partial year 2024.

We were able to proactively reinvest some portion of this back into the customer experience, which we believe was a profitable investment. In addition to our deliberate areas of investment, we also saw some temporary impact from CastleGate. Many of our suppliers accelerated inventory imports as tariff considerations rose in the back half of the quarter. As Niraj mentioned, we've been working with our supplier partners for months to help them strategize and plan for the incremental cost from tariffs. CastleGate has been one of our best solutions.

Our CastleGate network can help suppliers meaningfully bring down fulfillment costs and offer more competitive retail prices to consumers through forward positioning and other efficiencies. We saw many suppliers lean into CastleGate as we closed out the quarter, keen to bring in inventory ahead of increased duties. This accelerated adoption increased upfront costs for us, which weighed on gross margin in Q1, but it will pay dividends in the future as we both collect CastleGate fees from the shipment of the increased inventory and have more availability and more competitive pricing for our customers in the months ahead. Altogether, Q1 gross margin reflects both the benefit from CVSA and the disciplined investments we made to drive healthy growth in a category that remains under pressure. We feel great about the trade offs we made in the quarter and remain confident in our long term gross profit dollar trajectory.

Turning now to customer service and merchant fees. These came in at 3.8% of net revenue for the quarter. Advertising was 12.6%. This was down quite a bit from Q4 as we had previously communicated. You'll recall that last quarter, we talked about the incremental spending investment we made into more nascent channels, the type of spend that is needed to learn and build into our systems, but by its very nature, has a longer term payback and a start up testing cost.

With that surge of experimental spending behind us, we can scale those channels as we build them to full efficiency, which will ultimately get us back down to the advertising margin levels we were at earlier in 2024 and eventually even lower. Selling, operations, technology, general and administrative expenses were $366,000,000 in the first quarter. This was down by roughly $50,000,000 compared to the first quarter of last year, a reflection of the considerable cost efficiency we've brought to bear across the organization as we have regained our focus on strong execution in tandem with profitable growth over the past several years. In total, we generated $106,000,000 of adjusted EBITDA in the first quarter for a 3.9% margin on net revenue, including a 3.9% adjusted EBITDA margin in our U. S.

Segment. Our International segment had an adjusted EBITDA margin of 3.7%, bolstered by the Canada Border Services Agency tailwind, as I mentioned a moment ago. We ended the quarter with $1,400,000,000 of cash, cash equivalents and short term investments and $1,800,000,000 of total liquidity. Cash for operations was negative $96,000,000 which was a notable improvement from the year prior despite revenue being largely unchanged year over year. Capital expenditures came in at $43,000,000 a bit lower than our guided range due in part to timing as well as the reduced headcount driving lower capitalized labor.

Free cash flow for Q1 was a negative 139,000,000 again, very typical for the first quarter of the year given the working capital seasonality and a nice improvement of almost $60,000,000 compared to the first quarter of twenty twenty four. Now we're going to take a slightly different approach to guidance this quarter. Our quarter to date performance is warped by the timing of Easter and Way Day this year relative to 2024, making a comparison not meaningful. Additionally, there is, of course, a fair bit of uncertainty around the macro, making it challenging to give a traditional top line guide for the quarter in totality. Instead, we'll walk through the P and L and highlight where you should expect each cost item to fall if revenue ends the full quarter flat year over year, which would equate to sequential growth right in line with what we saw in the second quarter of last year.

Obviously, this is not our standard approach. And while we feel good about the performance to date, we think this is prudent given the uncertainty in our current operating environment. We would guide gross margin to be in the range of 30% to 31% of net revenue, likely at the lower end of the range in keeping with where gross margin was in the back half of last year. Customer service and merchant fees should be just below 4%, while advertising should be in the 12% to 13% range, likely towards the midpoint of the range. Finally, SOT G and A is expected to be $360,000,000 to $370,000,000 for the second quarter, again, showing nice compression year over year from our ongoing cost takeout.

Following this guidance down, in the context of a flat assumption on net revenue, we would expect adjusted EBITDA margin to be in the four to 5% range. Now let me touch on a few housekeeping items. We expect equity based compensation and related taxes of roughly 70,000,000 to $90,000,000 depreciation and amortization of approximately 75,000,000 to $80,000,000 net interest expense of approximately $30,000,000 weighted average shares outstanding of approximately $128,000,000 and CapEx in a 60,000,000 to $70,000,000 range. To wrap up, I want to echo the sentiment Niraj expressed earlier. Moments of disruption, whether for macroeconomic volatility, shifting consumer behavior or tariff related headwinds, tend to highlight the advantages of our model.

We're continuing to lean into areas where we see a clear path to gain share while simultaneously growing adjusted EBITDA dollars and free cash flow in 2025. With a streamlined cost base, a solid balance sheet position, highly competitive supplier ecosystem and a disciplined approach to investment with numerous exciting initiatives underway, we believe we're set up not just to withstand macro volatility but to lean in and gain ground while others are retrenching. Thank you. And now Niraj, Steve and I will take your questions.

Our first question comes from the line of Christopher Horvers with JPMorgan. Your line is open.

Thanks and good morning. So my first question is on the top line. Understanding that the Easter shift creates, I think, some benefit here in the April month was can you parse out how much Easter was maybe a headwind as we thought about the first quarter? How much exactly was the leap day headwind? And then more broadly on the sales side, you had a big bump in average order value.

Is that prices going up? Or is that people buying higher priced items on a pull forward basis given tariff uncertainty?

Yes. Sure, Chris. Thanks for your question. So let me share some thoughts on those two different questions. So first on the top line, what I'd say is, you know, there's definitely a bunch of timing mismatches this year to last year.

You mentioned Easter moving. Way Day, for example, just happened this year, but last year, it's gonna happen this coming weekend, the one that's coming up next. The leap year, as you mentioned, lose a day. Right? So it's about 1% in the quarter or something like that that you're going to lose because our demand is kind of like fairly spread out.

And so the timing is what makes it difficult. So like, obviously, we didn't give a quarter to date number and the reason we didn't is we could have shared it. It would be a very big number. It would be up a tremendous amount but it's a hard number to do anything with because way day is coming up. Right?

And that's so there the timing mismatches make things a little hard to read. What I'd say is we're seeing demand actually stay pretty strong. There's a big divergence between what we're actually seeing in actual demand and what you're reading in the headlines about the consumer sentiment. Now the consumer sentiment stuff is talking about forward expectations. We haven't hit the forward period yet obviously, but we're seeing demand actually demand be pretty good.

On AOV, no. We have not seen suppliers raise prices. And to be honest, when we've been talking with our suppliers, because we have a large team that work with our suppliers to create joint plans, make sure the inventory and best sellers stays in stock, talks about pricing, what we're seeing on the platform. But we're actually seeing suppliers are very wary to raise prices because they know they're competing with one another. They know the way our platform works is that they need to compete with each other to impress the customer or they don't get the sales because it's been a prolonged downturn in this category, multiyear downturn.

They know that it's hard to get volume and they need volume to be efficient. And so what we've seen is that their interest is really the opposite. It's not in trying to raise price quickly. It's actually trying to not raise price or to defer it as long as possible and do the minimum that they would need to do. So there's a lot of conversations about what they think that could be, but basically we've not seen prices go up on the platform.

Don't know Kate, is there anything you want

Yeah. I'll just touch on the AOV, Chris, because if you look at actually what's been happening with AOV, you can see that AOV year over year was starting to go up in q three of last year. This is pretty normal. Right?

So AOV has a lot of moving components to it. One that you referenced is unit price, one is items for order, but another one is mix. So as we mix in, you know, different, brands that have continued to do well, like our specialty retail brands or apparel or high end brands is obviously coming in higher AOVs. I think more relevant to think about, you know, sort of what's happening with AOV is to look at the sequential. And if you look at the sequential, they're very consistent to what they were last year.

So pretty normalized. And then just you packed in a question around Q1 and a question around quarter to date. I think we addressed the quarter to date. On the Q1, obviously, yes, some puts and takes there. We feel quite pleased with that revenue performance because, of course, there is the drag from the lack of the day from the leap year.

And also, we have roughly 100 bps drag from the German business, right? So it will be flat. And then up 1.6% in The U. S. Is very good.

And then the follow-up is just, you know, is there an indication of of pull forward demand? I'm I'm not sure how you would measure that. It seems like the consumer is just reflecting back to maybe the supply chain crisis and stuff that, products that maybe they had to wait for in the furnitings category, the electronics category. Are you seeing, or and can you comment on or measure how much of this could be pulled forward?

Yes. Thanks, Chris. So we we know what we see in our data. We know what we see in credit card data, and we know what we hear from some other companies in the in the space. And so we don't believe we've really seen pull forward.

The only one subcategory we have where we've seen pull forward was in large appliances. So large appliances clearly had some pull forward. It lasted a fairly short period of time. And because of the size of that, that category is very large overall. But we're a relatively new player in it.

It's a relatively small category for us. So the amount of pull forward we directly benefited from is actually very small. It's de minimis for us. So overall, we haven't really benefited from pull forward and we don't think the category has had much.

Great. Thank you very much. Have a great rest the spring.

And your next question comes from the line of Jonathan Matichowski with Jefferies. Your line is open.

Great. Good morning and thanks for taking my questions. My first one was a follow-up on pricing. It sounds like not a lot of suppliers are raising price on your marketplace. Is there any indication maybe from your conversations with vendors that they're choosing to raise prices on other platforms first, maybe

test before doing so on Wayfair? Any thoughts there would be great.

Yeah. You know, I would what I would say is generally what we've heard from them is they're they're generally wary to raise prices, you know, anywhere. And so I don't know exactly. Like, I we've been I I haven't heard of that. Right?

So I haven't heard of them being aggressive in raising prices anywhere yet. What I've generally heard is that they're trying to be very thoughtful about how to optimize their business. They know that it's a challenged demand environment in general and they know that raising prices if their competitors don't is going to hurt them substantially. You know, they wanna make sure that they remain competitive. I think a number of places that they sell, they have a similar dynamic task.

We have a very, big benefit because we're as a platform versus being a traditional retailer, we we have a lot of suppliers on that platform that are competing with each other. And to some degree, their goods are substitutable. So the dynamic is such that by raising your price, it's not so much that you're negotiating with a buyer and it's zero sum, and it's not necessarily directly correlated to the retail. Here, you're actually able to do whatever you want. However, you're directly changing the retail.

So you have to worry about the end effect. And then because of that, we haven't we've seen what they don't they don't wanna raise on our platform. Now with regards to what they may wanna do selling to traditional retailers, I think that could be a different setup, but that we're we're less, you know, that's not that's not our model. We have a little less insight into how aggressive they're being there. But we've definitely heard that a lot of folks are saying that they can't eat the cost.

Traditional retailer, if they're doing direct import, they have to basically carry the cost.

Understood. And my follow-up's on CastleGate.

there a way to understand the magnitude of the 1Q gross margin headwind from the CastleGate rush? And how we should think about maybe the magnitude of the tailwind from increased CastleGate fees in the quarters ahead? Thanks so much.

Yes, great question. So sort of taking a step back and thinking through the benefit that this provides us, right? What we want to partner with our suppliers on is, Niraj mentioned it as a reference is price, but I'll say more broadly, we really want to help our suppliers understand where can they be advantaged here and how can they be productive given the sort of uncertainty ahead. And part of that is bringing product into the country in advance in Q1. And as we talked about in the call, we were quite successful with that with our suppliers.

You will see a benefit of that manifest in a few different ways in the quarters ahead. So one of those ways is price and availability for the customer, right? So that allows us to maintain really efficient prices for her, that allows us to have good availability, and so that helps support the top line. On the gross margin line, obviously products that ship out of CastleGate versus somewhere else are cost advantaged. On top of that, there is a benefit of course when we charge the suppliers for the pick pack fee when that product ships out.

So that manifests in the subsequent quarters. But I think that it's important to keep in mind that the benefit is twofold, right? It's both on the top line of having that product here and available and the pricing there and is on the gross margin line over time.

And your next question comes from the line of Brian Nagel with Oppenheimer. Your line is open.

Good morning. Thanks for taking my question questions, I guess. So I look, my first question is on surprise, surprise, I want to talk about tariffs. I mean, appreciate all the commentary you outlined. So I guess if you just step back, question I have is, as you were watching this tariff dynamic unfold, if I'm hearing you correctly, it sounds like, you know, from from a wafer perspective, I mean, most of the burden is really lies with with your suppliers.

sure I heard that correctly. But the second question I have or the question I have is, are there as this is unfolding are there levers that Wayfair is internally pulling to kind of help through this dynamic improve the business through dynamic?

Yes. I'd say there's two things we really directly help suppliers with. So one is we share a lot of data and what we're seeing happen on the platform because suppliers realize that they may they may need to raise prices at some point. But again, they don't want to raise them earlier or larger than competitors do. So they want to know kind of what's happening on the landscape so that they can try their best to stay very competitive.

So we basically do try to provide them with some direction and guidance and share the landscape with them. And the second thing we can help them with is, when you think about CastleGate, I think often you think about CastleGate fulfillment. So the kind of warehouses we have with fulfillment centers and the fact that we do with the WDN, do the last mile delivery for large bulky items. And through the combination of the two we can provide a high quality of service on deliveries, we can offer faster delivery. But what we actually offer goes all the way back to moving the goods via ocean freight, forward position the goods using consolidation centers that are close to the point of origin and then obviously then they make it to the fulfillment centers and they do everything we just described.

And then we have fulfillment centers not just in The U. S. But also in Canada and The U. K. So in Canada we have two, one in Vancouver and one in Toronto.

And in The U. K. We have a large facility at Lutterworth. So they have an ability to directly bring goods into the country versus in the case of Canada for example transit through The U. S.

Which could prove to be much more expensive. So the second way we help them is with kind of custom logistics solutions taking advantage of all the assets and the network we have that allow them to optimize and lower their cost, which then allows them to save money and keep retail sharp. So perhaps something costs them more money and something lets them save some money. And these are benefits that they want to make sure that they're optimized.

That's helpful, Neeraj. And again, just a follow-up, because I know we're all having these type of conversations with a lot of different companies. But mean, so to be clear that from a Wayfair perspective, as you're looking at your business, you're not really having to determine what impact to Wayfair's margins could happen or from a sales perspective. This is all really on the part of your suppliers, correct?

Well, what I would say is like, so we have a platform, right? So the platform solves for making sure customers get the best value by suppliers needing to compete with one another. And because we have such a large base of suppliers and the goods are these are largely non branded differentiated categories, there's a lot of substitution that can happen. So these dynamics line up for suppliers to really want to make sure the customer is getting a great value. That said of course there's elasticity, there's supply and demand, there's how price affects demand.

And here we have category that's been out of favor for multiple years. So it's already at a low demand level and so that might be part of why we haven't really seen as much demand destruction as maybe some other discretionary categories have commented on. But we obviously do think about different scenarios of what could happen depending on different different trajectories, different different series of events.

I I just keep on answering. That'd be great.

No. I would echo what Niraj said. We think our model and our platform serves us quite well here, and we think that helps us be positioned to outperform in this kind of environment. That's quite sort of diligent partnership though with our suppliers and helping them understand the dynamics and the impact and the opportunity for sort of share gain in an environment like this.

And your next question comes from the line of Eigel Aronian with Citi. Your line is open.

Hey, good morning guys. Thanks for taking my question. I guess I wanna ask, about the range of potential outcomes and how you think about it and how you can potentially plan for it. Meaning, we got a pause on the ninety day reciprocals for many of the countries. And I think maybe you could help expand on this a little bit.

We've seen some production shift, to to those countries instead of China. And kind of what what happens if, you know, those come back at the end of the ninety days or, you know, we we have higher tariffs in more of the input countries. How how you think about that? How you can help your vendors and and the ability for vendors to absorb costs in that scenario where there's less of an of an ability to shift production to other countries?

Wayfair (W) Q1 2025 Earnings Call Transcript

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