Welcome to the 2018 JAKKS Pacific Second Quarter Earnings Conference Call. My name is John, and I'll be your operator for today's call. [Operator Instructions]. Please note that the conference is being recorded. And now I'll turn the call over to Stephen Berman. Stephen, you may begin.

Good morning, everyone and thank you for joining us today. This morning, we are going to review our performance during the second quarter of 2018. I will talk about how our brands and products performed in the quarter compared to last year and to our expectations, as well as the impact of the liquidation of Toys"R"Us stores in the U.S. and the disruption of Toys"R"Us international operations. After my comments, Brent will discuss our financial performance. After that, I will talk about some of the things we are looking forward to over the course of the rest of 2018 and beyond. Not surprisingly, our business was significantly affected by the Toys"R"Us liquidation in March this year. Not only due to the loss of a significant customer, [indiscernible] the Toys"R"Us liquidation activities in the second quarter, which disrupted the broader retail market. Our sales declined 11% during the quarter and are down approximately 7% year-to-date, due primarily to the lost sales to Toys"R"Us. As we have expressed, we expect the disruption caused by the Toys"R"Us liquidation to continue throughout the back half of this year as current inventory levels are sold through and our existing customer base both traditional and online began to fill the void left by the Toys"R"Us liquidation. Net revenues in the quarter declined to $105.8 million from $119.6 million in the 2017 quarter. The decline of which is roughly equivalent to the amount of sales we did in the U.S. with Toys"R"Us in the second quarter of last year. Underneath that larger trend, there are a number of crosscurrents with strong performances from several new products and growth with some retailers offsetting the declines in sale of older products. During the second quarter, we had strong sales of several new or recently launched products led by Incredibles…

Thank you, Stephen, and good morning, everyone. Net sales for the 2018 second quarter were $105.8 million compared to $119.6 million last year. As was the case in the first quarter, the decline was essentially due to a decrease in sales to Toys"R"Us. The reported net loss for the quarter was $18.6 million or $0.80 per diluted share compared to a net loss of $16.7 million or $0.77 per diluted share in the second quarter of last year. Adjusted EBITDA for the 2018 second quarter was negative $8.5 million compared to negative $5.4 million in the second quarter of 2017. The sales drivers in the quarter by category were as follows: sales of Dolls, Role Play and Dress up, Plush and activity products in our girls category amounted to $43.6 million for the 2018 second quarter compared to $51.3 million in the comparable quarter last year. We continue to see strong sales of Squish-Dee-lish slow-rise foam collectibles, the girls portion of Incredibles 2 and PERFECTLY CUTE, a private label brand we produced for one customer. And we just started shipping Fancy Nancy in the quarter. These brands were more than offset by the expected declines in a number of girls lines, including Tsum Tsum, Moana, Beauty and the Beast and Gift 'ems. Sales of Action Figures, Vehicles, Role Play and Electronic products, in our boys and other category for the second quarter, were $21.2 million compared to $15.2 million last year, driven by Incredibles 2, which more than offset the expected declines in Max Tow Truck, Star Wars and XPV. Sales of seasonal products, including licensed write-downs, ball pits, kids furniture and Maui outdoor activity products and MorfBoards were $15.6 million in the 2018 second quarter, down from $19.9 million in 2017 as solid sales from the launch of MorfBoard…

Thank you, Brent. Before we get into Q&A, I will share some thoughts on how we see the rest of this year playing out. Starting with a few properties that will be important. As I said earlier, MorfBoard is doing extremely well. Consumers are buying into this ecosystem as we are seeing 90% conversion rate with the extensions with customers that buy the combo set. We expect it to do well in the holidays because it's a great product at a great price point and because it's a great gift. Incredibles 2 is now the highest grossing animated feature of all time in North America. Disney has high hopes for the success of the Incredibles 2 movie globally and we anticipate our product sales to be strong through the end of 2018 and into 2019 given the family appeal of the film, the characters and the story and the wide range of products we are bringing to market. There also remain key international markets in Europe and Asia where the film has not yet been released. Other seasonal products where we're seeing good sales include Master A Million, which has performed extremely well in Europe. Maui POS increased at Walmart and at Target with Funnoodles, Hoops and Sky Balls. POS sales of licensed Fly Wheels strikes are driving increases at major retailers while our core areas, ball pits and kids furniture Minnie, Paw Patrol, Mikey, PJ Masks and Peppa were all brands that performed well. Our Activity Table's POS is up over 26% at Walmart versus this time last year. Squish-Dee-lish had a strong performance in Q2 due to continued solid POS as well as new introductions of Wacky and Jumbo. Fancy Nancy items are rolling out at retail in the coming weeks. As a master toy licensee, we have…

[Operator Instructions]. And our first question is from Steph Wissink from Jefferies.

Stephen, I wanted to start with a question on Incredibles 2. Certainly fitting that Jack-Jack is the best seller. But I'm wondering if you can talk a little bit about the breadth of that product line, and then how should we think about the cadence of flows of newness as the year progresses through the home entertainment window and then into the holiday season.

So as you did say, Jack-Jack is the star of the show and it's a star of our product line. And Jack-Jack is primarily in a breadth of SKUs that we developed. And we've done some exclusive products through different retail outlets. But the breadth of the product of Incredibles goes really, really broad, and we thought Jack-Jack was going to be just the number one character in it. But actually -- it actually stood out to where the whole family has turned out to be a super seller. So the initial launch was a breadth of approximately 12 SKUs, in Pre-School and in toy. And then the fall launch, which is the streaming and DVD release goes into a much deeper launch of playsets and accessories as well as our Halloween Costumes that turn in October and Role Play. So it really goes into a deep launch during the fall period of time both U.S. and internationally.

Okay, that's actually a good segue into the international business, it was nice increase there. I know you've been working several years to really build out your network of distributors and direct. Can you talk a little bit about where you are in that pathway of progress? What we should be thinking about for the balance of '18? And then maybe even looking ahead the next couple of years? What percentage of markets are you in that you're direct? What is the goal? And how should we think about the international business contributing to growth?

International will be a strong area of growth project for JAKKS for the few years going forward. One of which, we just started, over the last year, getting multiple licenses that are worldwide, for instance, Nintendo, Incredibles 2 and our own IP and various other licenses as well. We go direct now, and we have a split initiative, which -- because we're in so many different segments of going direct on portions of our business and working through partnerships in other portions of our business. But pretty much through the EMEA from U.K., France, Germany, Italy, we go direct as well as we have different partnerships in Latin America and then in Russia, we go direct as well in those territories. But we split it up very methodically based on the categories of the business in which we're in. So in different -- in Latin America, there is duties in some of the products that we make, we have to bring in unassembled into the countries and then assemble it based off the duties issues. And as you have seen before, in North America, we have pallet programs and in-store programs that we are very large in the U.S. And those have been now multiply developed and now distributed internationally. So we have pallet programs, which we never had before as much in the international markets.

Okay, that's helpful, Stephen. And one for you, Brent, it's just on the SG&A, cuts that you're and the savings that you're seeing there? Where are we in that track? Do you feel like there is additional cuts to be made, savings to be realized? How should we think about your ability to kind of tighten up the cost structure over the next 6 to 12 months?

Right now, I think, from a cost structure perspective, you can see that total operating expenses went to about 40% of revenue, which is good, coming down from where we were in the first quarter. So I think there is still potentially some opportunity. We talked about what cost vary with revenues on the last call. So just to give you a little bit more flavor there, I would say, there is probably about 5 points of revenue in that operating expense line item that moves with revenue. So we don't have as much control of those, it will be cost be like commissions co-op marketing fees. But some of the other costs we can move and control. And that's how we've been able to just exercise that fiscal discipline that you noted.

All right the last one for us. Stephen, this is a bigger picture question. I know you've been working to develop some of your own IP. But I want to ask about the idea of creating sustainability within the portfolio of assets, a brand asset? How should we think about the portion of your business that you see as year in and year out sustainable or more evergreen style versus what you're taking advantage of in terms of licensing opportunities or event-driven opportunities? How has that ratio evolved? What should we be thinking about over the next couple of years in terms of that balance? And maybe give us just a status update on some of your owned brand initiatives.

Okay. Thank you Steph. So as you know we are a category business and -- of evergreen categories, within those we do have a tremendous amount of licensing partnerships. So we will always have the licensing partnerships that we value extremely strong in order to keep our basic strong business in these categories such as Halloween, Seasonal. And that basic business is approximately about $0.5 billion annualized. And that's an evergreen part of our business in which we've developed, and we are continuing to develop with licenses and innovation in those categories. So that's an area that we see is very gradual growth and healthy growth. And on top of that, it's just then taking the innovations in which we are focusing on in new categories such as C'est Moi, which we discussed previously and with C'est Moi and an update we are entering into many new areas of retail such as Amazon and the Indie Beauty platform and we're seeing continued growth since June. Target.com, we're just recently launching, Walmart.com will be in August. So those are the initiatives that we're taking in our own category, which is a separate consumer kids category of non-toy. On top of that, we have developed some really nice initiatives such as MORF as we discussed, which is performing and exceeding better than we expected in North America and now launching fall internationally, Master A Million, the line that we developed internally is going extremely well. A product line called TP Blasters, which is a really nice innovative item is getting new distribution and thrown into areas that are not normal for the toy industry such as GameStop is taking not just our Action Figures but it's also taking the novelty items like TP Blasters. So for us, we are going to continue…

Our next question is from Linda Bolton-Weiser from D.A. Davidson.

So in looking ahead to 2019, which should be a better year. It'll be a year with the next Frozen movie. So you'll play a part of that. I seem to remember that in the year preceding the first Frozen movie, there was a big working capital need to have moulds and working capital in anticipation of the launch of those Frozen products. So do you anticipate a big working capital need and impacts on cash flow related to the second Frozen movie?

No, we actually have been working on the product line currently right now. You have to work on the products in R&D well in advance of the movie, and the tooling and with regards to manufacturing and planning of the manufacturing and the different markets, you know there's languages you have to work with, with the chips and the music. So as we have been working on it now, it's part of our capital expenditure. And going forward, we don't see any additional needs than what we normally have done even with Incredibles and other categories and properties.

Okay. And then, with the C'est Moi, can you talk about -- like of the sales that you're now seeing is -- what's the breakdown between e-commerce versus brick-and-mortar sales for C'est Moi? I mean, are you in any brick-and-mortar or is it just really vast majority of e-commerce?

Actually it's a very good question. So we are -- the sales are higher on e-commerce. So we're at target.com, cestmoi.com, Dermstore. We are entering into Riley Rose, which is a subset of Forever 21, in October. Amazon is an extremely strong customer and the Indie Beauty platform, which we launched in June. So primarily, we are more online than brick-and-mortar. But we go into Target stores later this year, which is the brick-and-mortar stores but we primarily focused, through the marketing team here, is to be more online than go into brick-and-mortar, but the brick-and-mortar starts fall this year and go into spring next year.

So can we expect that annual sales of C'est Moi could be $30 million in 2018? Or is that accurate? Or...

No. I don't know where that number came from. It's a very slow growth. We just launched it this year. It will be a wonderful thing to launch it and do $30 million in this category. But it's a very slow launch, it's a very methodical launch. And it's something that we're looking to build and grow. As you know the beauty category well, but we're getting extremely well receptiveness from retail and from consumers.

And then finally, what does it mean now that Meisheng owns 51% of the shares? What does that mean for the company?

So right now there's a letter of interest that he gave to acquire 51% of the company, the company Meisheng. In addition, we have the special committee that was developed, working B of A Merrill and Skadden, Arps. And they are reviewing his interest as well as other potential interests of letters that have come in. And at that time, they're reviewing it and will get back with any further addition based off of their interest or other companies' interest.

So I think I misunderstood the press release. It's not that they have already bought additional shares?

No, they are not. They gave interest to acquire 51% of the outstanding shares. 51% of JAKKS Pacific common shares.

Right. And when is the targeted -- maybe you said it but when are you targeting to have a decision reached on that proposal?

It's hard to say, but I would gather a decision should be dealt with within the next couple of months.

[Operator Instructions].

Ladies and gentlemen, thank you for the call today. We appreciate the questions and answers, and everyone attending our call. Thank you very much.

Thank you, ladies and gentlemen. This concludes today's conference. Thank you for participating, and you may now disconnect.