Good day and welcome to Beyond Meat, Inc. 2023 Third Quarter Conference Call. [Operator Instructions] Please note that this event is being recorded. I’d now like to turn the conference over to Paul Shepherd, Vice President, FP&A and Investor Relations. Please go ahead.

Thank you. Good afternoon and welcome. Joining me on today’s call are Ethan Brown, Founder, President and Chief Executive Officer; and Lubi Kutua, Chief Financial Officer and Treasurer. By now, everyone should have access to the company’s third quarter 2023 earnings press release filed today after market close. This document is available in the Investor Relations section of Beyond Meat’s website at www.beyondmeat.com. Before we begin, please note that all the information presented on today’s call is unaudited and that during the course of this call, management may make forward-looking statements within the meaning of the federal securities laws. These statements are based on management’s current expectations and beliefs and involve risks and uncertainties that could cause actual results to differ materially from those described in these forward-looking statements. Forward-looking statements in today’s earnings release, along with the comments on this call, are made only as of today and will not be updated as actual events unfold. We refer you to today’s press release, the company’s annual report on Form 10-K for the fiscal year ended December 31, 2022, the company’s quarterly report on Form 10-Q for the quarter ended September 30, 2023, to be filed with the SEC and other filings with the SEC for a detailed discussion of the risks that could cause actual results to differ materially from those expressed or implied in any forward-looking statements made today. Please also note that on today’s call, management may reference adjusted EBITDA, which is a non-GAAP financial measure. While we believe this non-GAAP financial measure provides useful information for investors, any reference to this information is not intended to be considered in isolation or as a substitute for the financial information presented in accordance with GAAP. Please refer to today’s press release for a reconciliation of adjusted EBITDA to its most comparable GAAP measure. And with that, I would now like to turn the call over to Ethan Brown.

Thank you, Paul, and good afternoon, everyone. Having pre-announced select’s financial results for the third quarter last week, I will briefly review these metrics and provide more color on our performance and then turn attention to what we are doing to adjust our global operations to fit the current macroeconomic reality and business environment. We expected a modest return to growth in the third quarter of 2023, which did not materialize as category-specific and broader consumer headwinds continued and drove weaker-than-expected sales volumes, reduced promotional effectiveness and adverse changes in our product sales mix. Net revenues for the third quarter were $75.3 million, down approximately 9% year-over-year. In turn, lower volumes, coupled with higher levels of discounting and other factors, exerted significant downward pressure on our gross margin relative to our previous expectations, with gross profit swinging to a loss of approximately $7 million. This result obscured continuing progress we’re making on COGS reductions, where year-over-year, we reduced cost of goods sold by 18%. Despite these challenging circumstances, we were able to achieve free cash flow positive operations for the quarter. As we indicated when setting this goal 1 year ago, this outcome reflects a meaningful benefit from working capital as a source of cash. And while encouraging should not be interpreted to new that we have turned the corner to sustained free cash flow positive operations. We do however believe that is indicative of the early progress we are making in our objective to reduce cash consumption even as the company takes additional measures to substantially reduce OpEx, make changes to pricing architecture and further prioritize current growth opportunities. I will now dive into our strategy and plan to accelerate our transition to sustainable and ultimately profitable operations. We are pursuing five main actions to improve our cost structure…

Thank you, Ethan, and good afternoon, everyone. As Ethan noted, this was a disappointing quarter for us in light of continued weakness in the plant-based meat category in our largest channel, namely U.S. retail, we are doubling down on our gross margin expansion and cash generation efforts, hence our decision to execute a further reduction in force and initiate our global operations review. As we shared in the press release, that review will consider the potential exit of select product lines, changes to our pricing architecture within certain channels, accelerated cash accretive inventory reduction initiatives, further optimization of our manufacturing capacity and real estate footprint and a review and potential restructuring of our operations in China. As you might expect, this global operations review needs to take its course, and so we will reserve providing further more detailed information for future periods as individual initiatives become more definitive. As such, my remarks today will primarily focus on our financial results for the third quarter of 2023 as well as our updated outlook for the full year. Net revenues for the quarter ended September 30, 2023, were $75.3 million, a decrease of $7.2 million or 8.7% compared to the prior year period. This was driven by an 11.6% decrease in net revenue per pound, partially offset by a 3.5% increase in volume of products sold. The decrease in net revenue per pound was primarily driven by increased trade discounts, especially in the U.S. retail channel and changes in product sales mix, partially offset by favorable changes in foreign currency exchange rates. The increase in volumes of products sold was primarily driven by sales to international retail and Foodservice channels and was partially offset by decreased volume in the U.S. retail and Foodservice channels due to weak category demand and the cycling…

Thank you. [Operator Instructions] First question comes from Alexia Howard of Bernstein. Please go ahead.

Good evening, everyone.

Hi, Alexia. How are you?

Hi, there. So can we hone in on the U.S. sales generally, particularly the grocery channel. It looks as though the measured channel data was better than the numbers that you reported. So I’m wondering, first of all, what happened in non-measured channels? And then I have a follow-up.

Yes, it’s Lubi. I can speak to that, Alexia. So as you know, there’s typically a lag between shipments and the consumption data. So sometimes, some of the trends that you see in the consumption data do not necessarily align. I wouldn’t say that there was anything particularly unusual that happened in non-measured channels. So I think primarily, like any differences that you’re noting there are primarily driven by just sort of timing differences.

Great. Thank you. And as a follow-up, can you talk about the differences between the dynamics in the international markets versus domestically? Obviously, things are still very challenged domestically with pricing down and so on. And yet you’re actually seeing much better performance in the overseas market. So I’m wondering what the difference is in terms of consumer behaviors, competitive trends, et cetera. And I’ll pass it on.

Thank you for the question. That’s exactly what’s happening. I think the kind of main story that’s afoot right now with our business from a growth perspective is if you look at the EU, as an example, retail and foodservice are both up substantially. Some of that is driven by timing of shipments, but the numbers are pretty significant. It’s like 39% for retail and almost 80% for foodservice. But again, you have to factor in some timing issues with shipments, but overall, very directionally encouraging. And then you look at the strategics and what’s happening with McPlant platform, for example, in the EU, it continues to get good traction to a point where if you look at Austria, Germany, Ireland, Netherlands, UK, Malta, Portugal and Slovenia and Switzerland, all of those markets are operating and doing well for us. So the main difference, right, is in the EU, the consumer is driven not only, of course, by taste, they wanting to enjoy the delicious products, but also climate plays a significant role in the consumer decision around the food system and food choices as well as health. And health does not have the same kind of counter attack that’s going on here in the U.S., the – both on a climate and health perspective, the products are viewed correctly and given credit for their positive impact. So we continue to see very strong international growth. And if you start to look at the mix of our revenues, it’s reflecting that, right? I think we’re 43% now. International versus 67% domestic. And then in the U.S., if you look at U.S. Foodservice, we are lapping an LTO we did a year ago this past quarter. And if you separate that out for a minute, U.S. Foodservice is also up pretty substantially. So it really gets down to U.S. retail. That’s the main issue. And so that’s why we’re spending so much time focusing on how do we write the narrative, how do we correct the narrative rather in U.S. retail around our product to bring the consumer back into our value proposition. And as I noted, there is some confusion out there and some misinformation that we need to do a better job of cleaning up. So very encouraged by the growth we’ve seen internationally, encouraged by some of the segments in foodservice, continue to be concerned about retail, but have a strategy there to try to get that ship righted.

Great. Thank you very much. I will pass it on.

Thank you. Next question will be from Daniel Gold [ph], BMO. Please go ahead.

Hi, this is Daniel Gold. Thanks for taking my question. In the pre announcement, there is a comment about improving margins through pricing. How does that reconcile with targeting price parity with beef?

Sure. So I think almost – let me see, 4.5 years ago, I set a target to within 5 years to be able to price at parity with at least one product in one category. And we’ve actually achieved that with a particular product. We’ll give more news on that as we come up on the 5-year mark. But overall, we need to take a step back. The idea here last year when we went into a focus on driving our pricing structure, closer to animal protein, a couple of things are going on. One animal protein was seeing increases in price. So we thought with that narrowing of the gap, we could accelerate and close the delta even further. But the idea was to get across chasm from kind of the niche early adopter consumer that we do so well with to the mainstream consumer. And it didn’t work. We think that the headwinds that the category is facing, whether it’s the misinformation or misunderstanding about the value proposition or whether it’s just the incredible pressure. the retail consumer is under and the very established pattern of trading down among high-cost proteins. Again, even though we did pricing program, we were still higher cost. So in that environment, whether it was the sector-specific headwinds of ambiguity around the health benefits and things of that nature or whether it was a broader consumer environment and reduced buying power and things of that nature. It just didn’t have an impact. And so we’re going to go back to pricing the products at a way that gives us a margin that can sustain our business. And that’s not across the board, right? Some of the pricing programs will stay in place and others will lift, and it will be on a case-by-case basis.

Interesting. That’s really helpful. Also, there were some 3Q softness that was attributed to lower-than-anticipated promotional effectiveness. What can you learn from that? And why was that the case?

I think it’s the same feature that I was just highlighting. When there is so much noise, both macroeconomic with the consumer pressure, as well as questions about our value proposition. There are some programs that is less effective. And so in hindsight, right, we probably would have done less of it, given the just the overall conditions of the market in our particular category. In the long run, we think it’s a good thing to do. But we first have to clean up this messaging issue and the perception issue before. I think those type of programs can be effective. In some sense, you just train the consumer if you’re not increasing the population that’s consuming your product, you’re just training existing ones to wait for those discounts. So – but we’re going to look heavily at how we do that and when we do that in the future.

Got it. That makes sense. Thank you.

Thank you. Next question will be Ben Theurer of Barclays. Please go ahead.

Good afternoon. And thanks for taking my question. So Lubi, I wanted to dig a little bit into the potential of your gross margin and how we should think about this? Because clearly, I know you were targeting to be somewhat positive this quarter. You’re talking about breakeven for the year, this quarter still didn’t turn out. But just help us understand what’s been driving the cost up so much compared to 3, 4 years ago when you were able to achieve gross margins in the 30% plus range? And is that something you think is achievable? Or is there something structural to the cost of your product that is impacting and impeding you of reaching those levels you had, just call it maybe pre-pandemic, right before the pandemic? That would be my first question.

Yes. No, that’s a good question. So I think this is an area that kind of can frustrate our operations team. We’re about a year in now to implementing lean management and it all takes 5 years to get an organization to be fully leaned out and operating according to those principles. But we’re taking it very seriously, and they’re doing great work at the plant level. They’re driving – I think we took like $1 or so out of COGS on a year-over-year basis, but two things are working here against us on that front. One is just pricing, right? Like we’ve taken down pricing dramatically since the period you referenced. And second is mix has changed. There’s definitely a pretty significant impact from mix. So the gains that we’re seeing on whether it’s direct labor or direct material or reduced logistics or things of that nature are kind of being swamped by the pricing measures we took as well as some of the mix changes. And so that’s why we’re so focused right on pricing. We obviously are going to continue to drive down costs, and address the mix issue and things of that nature, but the primary tools that we are looking at from a change perspective is moderating our pricing programs. But Lubi, don’t know if you want to add to that?

Yes, Ben, the only thing I would add to that is from a COGS per pound perspective, if you look over the last couple of years, say, the last 12 to 24 months or so. Clearly, there has been some softness in demand. And so there has been an impact from just volume deleveraging and also the impact from underutilization fees, right? And so we’ve done a lot of work over the last 12 months or so to really try to consolidate the network. We think we’re going to start to see greater benefits from that in future periods. But those are things that I wouldn’t consider structural. I mean clearly, there’s challenges that remain in the category today, and we got to figure out a way to stabilize the business in the U.S. and get that back to growth. But I wouldn’t consider those as structural hurdles, right, in terms of the cost structure. And so as Ethan said, I think a large part of this does come down to pricing and then I think if we’re successful at restoring growth in the business and some of the fixed cost absorption issues and things like underutilization along with the work that we’re doing from a network perspective should sort of resolve itself.

Yes, I think that’s exactly right. And we – as we look at sort of what changed between August and now, certainly, the lower volumes impacted our ability to call this one, right? And then our trade payment, right, so it’s less on the COGS side and more on those factors for right now.

Okay. And then just one for me to like kind of try to get your thoughts on this idea of the concept of if you want to – you obviously said you’re going to spend a lot of time on telling consumers and convincing consumers of the health aspects and just the benefits it has, not only to health but also to the environment, etcetera. So ultimately, talking about this being a superior premium product and usually in consumer products for healthier products, for superior products, you can charge premiums, you ultimately get a better pricing, making this a more exclusive product. So is that something that you would consider within your strategy, particularly in retail, creating brand value, creating something that just on purpose is not striving for price parity, but actually for a significant premium because it is something better and to make it profitable through that?

Yes. Look, that’s a great question, and I don’t want to sort of show too much of our hand. So I can’t give a particularly detailed answer. But I think the way to think about our pricing and our value proposition is going to be vary in certain segments, it’s going to be very aggressive in terms of reaching price parity. And we’re seeing some absolutely amazing exert that our team has done such good work in some of those channels. But in retail, particularly as we try to remove some of the targets even though we think they’re unfair. We are going to kind of get into that area of maybe a more premium good. And that will, I think, drive a justification for pricing at a higher level as well. And it gets back to are we trying to in retail right now across the chasm to the mainstream consumer. Are we kind of regrouping getting our margins right, getting the product value proposition cleaned up and selling maybe a higher priced product to a group of early adopters in early mainstream. So I think that the direction of your question, I think, is spot on.

Perfect. Ethan, thank you very much.

Thank you. Next question will be from Adam Samuelson, Goldman Sachs. Please go ahead.

Yes. Thank you. Good evening, everyone.

Hi, Adam.

Hi. So I guess going – continuing on the pricing and margin discussion, if I look at the business, the U.S. pricing per pound is $0.80 or so, $0.80, $0.90 higher than it is internationally. It moves around quarter-to-quarter a little bit depending on promotions and mix and FX. How big of a difference would you frame the cost to serve that international business versus the domestic? So as part of the plan here, hey, we have better – we’re seeing better consumption growth. We’re seeing better demand. Maybe there is less price elasticity if we can get our pricing points in Europe closer to where they are in the U.S. or is the point that domestically in retail, we need the price – kind of price cuts are not working, and so we can make it profitable you raise price even if we have to sacrifice volume just trying to dimensionalize where along the continuum we are in terms of the plan of attack going forward?

Yes. So, I think in Europe, we are probably less inclined to do any significant price increases in retail and as well as in Europe because of the heavier action among strategics there. The price point is lower in foodservice. In U.S. foodservice, actually, our pricing went up due to mix. But in retail, of course, it went down substantially. I think the average was 521 to 424, price per pound basis, and that was driven largely by trade discounts and pricing and mix. But – so I don’t – I think in the – we are primarily focused on the pricing question and any significant strategy change in the U.S. market versus in Europe. I don’t know, Lubi, if you want to add to that.

Yes. Adam, what I would add to that is, if you recall at the beginning of last year, I believe, in 2022 we did do a pretty broad-based pricing reduction in the EU to better align our pricing in the European retail landscape. Now, one of the things that’s structurally different about Europe retail, if you will, relative to the U.S. is there is a much greater presence of private label over there. And so when you look at the competitive landscape in the EU, you have to – the pricing structure is going to be different from the U.S. Now, we actually think that our pricing, where it stands today in the EU feels like it is where it needs to be relative to the competitive set. I think there are opportunities for us to drive incremental efficiencies from a COGS perspective. But our margin profile in the EU business is actually pretty good. I think there is opportunities to make improvements there. But I think when we are thinking about pricing strategy in the EU, I wouldn’t necessarily be thinking about price increases. There is always going to be some variations from a promotional perspective and things that we do in that regard. But we actually went through the exercise a year – over a year ago, right, to make sure that our price points were in the right place in EU retail.

And I think the way to think about – so we are undergoing a substantial reduction in operating expense across the company to better fit kind of the near-term conditions. But that in the EU, because of success we are seeing on a relative basis, for expanding our investment there just because it’s such a powerful growth engine for us at the moment.

Okay. And if I could just ask a follow-up on cash flow. So, there was positive cash from operations kind of in the quarter. It seems like a large part of that was your payables actually expanded. So, that was a source of cash, which is not we would expect to happen if you are also trying to reduce your purchases and slow down inventory and shrink inventory. So, as part of the point on the cash flow sustainability that, that payables kind of growth in the quarter, which just becomes a source of cash is not repeatable, and that then becomes a headwind as you move in 4Q and into next year?

Yes. I think that’s right, Adam. So, the working capital was a pretty significant benefit in the third quarter of this year. Typically, we do have a strong quarter from the perspective of accounts receivable in Q3 because that’s following what is seasonally our strongest quarter in Q2. And so we collect I would say AP, typically, that tends to move around. It tends to be sort of more just timing driven. But I think you are absolutely right in thinking about as we move forward sequentially, and we have said we don’t expect to sustain the cash flow positive in the fourth quarter. One of the headwinds, if you will, in this quarter will be we don’t expect that type of a benefit from accounts payable.

Okay. Appreciate it. I will pass it on. Thanks.

Thank you. Next question comes from Peter Saleh of BTIG. Please go ahead.

Great. Thanks for taking the question. You guys mentioned, I know it’s early, the exit of select product lines and/or geographies, potentially restructuring in China. I was hoping you could give us a little bit more color on at least the early thinking there is. Is this mostly related to U.S. retail product lines? And also maybe just a little bit of color on the performance of Jerky. Is that on the in the consideration set? And then when you mentioned restructuring in China, is this just a shrinking of the China market, or are you considering a full-on exit? Just any color around that would be helpful. Thank you.

Sure. I mean we can’t give too much, right, for – just want to box ourselves in. But what’s on the table, right, our product lines that are underperforming in a way that we think is perhaps structural on a margin perspective or we are just not exhibiting the growth we want to see. So, some of what you mentioned is probably falls into that pretty well. On China, I think it’s just taking a look at what is our strategy for the next 2 years, 3 years there, and how big or small do we need to be. It’s interesting that part of the world is starting to replicate a little bit of what you are seeing in Europe in just an early, very nascent way. Like if you look at Europe with all the government programs and incentives or campaigns rather probably is a better way to put it, to reduce animal protein consumption as I mentioned in my prepared remarks. Whether it’s the UK, Germany, Netherlands, etcetera, South Korea, as I mentioned as well, just came out with something you see some interesting activity occurring on the commercial side of things in Japan. So, it’s a little bit too early to give an answer to that, and we are just continuing to look at it. But to drive down the type of cost reduction and the operating expense reduction that we are pursuing, kind of everything has to be on the table when it is.

Thank you very much.

[Operator Instructions] Next question comes from Michael Lavery, Piper Sandler. Please go ahead.

Thank you. Good evening. Just would love to understand the table towards the end of the text in the release better on the distribution points by channel. Obviously, you have done much better in international foodservice than in the U.S., but that shows a sharp decline in distribution points and a small uptick in the U.S. in foodservice. Can you just help explain what’s going on with those numbers and how to reconcile that with what you have reported? Is there somebody that’s just had a recent discontinuation or anything we should be sure to be aware of?

Yes. So, in international foodservice, what that’s reflective of is basically the discontinuation of distribution at a certain large like chain customer, and this is in China. It’s not a meaningful percentage of revenues at all. And then I think your – the second part of your question was related to U.S. foodservice. Those numbers tend to – from quarter-to-quarter have some fluctuations in them. So, I don’t think there was anything of note to call out in that particular line item.

Okay. That’s helpful. And even a little bit of rounding, it’s just not a huge move is what you are saying. Just following up on – just some of the outlook on the restructuring or SKU rationalizations, I know you don’t want to be too specific, but just in terms of how we are thinking about modeling 2024, which obviously too, I know you are not guiding on yet, but anything just directionally to more specific, I guess in terms of where there is watch out in terms of – even if certain products haven’t been pinpointed yet. Is it more China-focused than U.S. retail? It sounds like we have some of the breadcrumbs, but anything more you can give there?

We can give a lot more additional color, but I think it’s – we are not doing anything it would, I think surprise people. If you look at kind of the performance of various product lines and where our emphasis is as a company, obviously we are very focused on beef and burger and sausage and our chicken lines and things of that nature, and really focused on the partnerships we have in Europe and some of the new retail items we have offered there. So, it’s some of the more underperforming SKUs and if you were to do a quick chart, you would see, that’s the process we are going through. So, I don’t think it’s anything is going to surprise at all.

Okay. Thanks so much.

Thank you. This concludes our question-and-answer session. I would like to turn the conference back over to Mr. Ethan Brown for closing remarks.

No, that’s it. We are I think taking a very hard look at where our operating expense is, given that the revenue is lower than we needed to be right now. So, we are going to be fitting the organizational size into more of the near-term opportunity. We are extremely encouraged by the international growth that we are seeing. And the way the world is moving in that direction. The governments in Europe are taking this matter very seriously. They see plant-based foods and a shift from an animal protein-based economy to one that is plant-based from a food system perspective as a very strong lever for climate. And just so the folks understand this, the reason it’s so powerful, right, is that not all emissions are kind of equal, right. And methane is a very powerful greenhouse gas. It also moves through the atmosphere at a quicker rate its half-life is much lower. So, you can take it out of the atmosphere much more quickly. And so in doing, you can dramatically slow within our lifetime and within the period it matters the rate of climate change. But more importantly, by utilizing the 30% of land that we have globally devoted to livestock for carbon sequestration, you can pretty much take a huge chunk out of the climate problem without any new technology development. So, that’s why this solution is so much more powerful than automotive or energy or the other areas that get so much attention. It’s a near-term solution that requires very little additional technological development, and the European governments see that, right. And you think – I think some of the Asian governments are starting to see as well. U.S. has been slow. It’s dominated by vested interest, and the government is very much beholden to them. So, this transition here is going to be about businesses and the consumer making the change. I don’t think we expect the government to step up, but we are doing that. And I think that health is the main driver here, and some really quite optimistic about what we are going to do next year to help write the narrative and get back on track with the U.S. consumer and retail. So more to come and we will talk next time. Thanks.

Thank you. This concludes the conference. Thank you for attending today’s presentation. You may now disconnect.