Q4 2023 Solo Brands Inc Earnings Call
Participants
Bruce Williams; IR; ICR Inc.
Chris Metz; CEO; Solo Brands, Inc.
Laura Coffey; CFO; Solo Brands, Inc.
Randy Konik; Analyst; Jefferies LLC
Ryan Sigdahl; Analyst; Craig-Hallum Capital Group LLC
Jason Bender; Analyst; Citigroup Inc.
Anna Glaessgen; Analyst; B. Riley Securities, Inc.
Brian McNamara; Analyst; Canaccord Genuity LLC
Presentation
Operator
Hello, everyone, and welcome to Solo Brands Incorporated Fourth Quarter and Fiscal 2023 financial results. My name is Emily, and I'll be facilitating your call today after the presentation, there will be the opportunity for you to ask any questions which you can do so by pressing star, followed by the number one on your telephone keypad. I'll now turn the call over to our host, Bruce Williams, Managing Director at ICR. Please go ahead, Bruce.
Bruce Williams
Good morning, everyone, and thank you for joining the call to discuss Solo Brands' fourth quarter results, which we released this morning and can be found on the Investor Relations section of our website at investors.solobrands.com. Today's call will be hosted by Chief Executive Officer, Chris Metz; and Chief Financial Officer, Laura Coffey.
Before we get started, I want to remind everyone that management's remarks on this call may contain forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995 that are based on current management expectations. These may include, without limitation, predictions, expectations, targets or estimates, including regarding our anticipated financial performance, business plans and objectives, future events and developments, and actual results could differ materially from those mentioned that these forward-looking statements also involve substantial risks and uncertainties, some of which may be outside of our control, and that could cause actual results to differ materially from those expressed or implied by such statements. These risks and uncertainties, among others are discussed in our filings with the SEC. We encourage you to review these filings for a discussion of these risks, including our soon-to-be filed annual report, our Form 10 K and will be available on the Investors portion of our website at investors dot Hillenbrand.com. You should not place undue reliance on these forward-looking statements. These statements are made only as of today and we undertake no obligation to update or revise them for any new information, except as required by law.
This call will also contain certain non-GAAP financial measures, including net income as adjusted diluted earnings per share as adjusted gross margin as adjusted adjusted EBITDA and adjusted EBITDA margin, which we believe are useful supplemental measures that assist in evaluating our ability to generate earnings provide consistency and comparability with our past performance and facilitate period-to-period comparisons of our core operating results and the results of peer companies. Reconciliation of these non-GAAP measures to the most comparable GAAP measures and definitions of these indicators are included in our earnings release, which will be available to our investors portion of our website at investors dot Zillow brands.
Now I'd like to turn the call over to Chris.
Chris Metz
Thank you for joining us today. I am very excited to be the new CEO. solo brands, and I couldn't think of a better time to join the Company my first 60 days and has only confirmed my belief and the upside and opportunities that lie ahead of us. Many of you may be thinking what attracted me to the role and why it was the right choice for the world.
First, let me share a bit about my background early in my career, I joined one of the world's premier consumer durable goods companies in Black & Decker. Over the next 13 years, I rose from assistant product manager to President. During that time, I was also part of a team that launched a wall power tools, giving me the opportunity to lead the European Professional Power Tools Group based in Germany, Black & Decker was my training ground for how to develop innovative products, compelling marketing campaigns and build aspirational brands from there. I spent a decade in private equity, holding my leadership skills in many different consumer branded companies for a leading PV farm. I then spent time as steel public company, Artic cat building an iconic powersports brand and selling into a Fortune 500 company. And most recently, I was CEO of public company Vista Outdoor, a multi-billion dollar collection of 41 leading consumer durables brands. During my tenure at Vista, we nearly doubled sales and drove incredible returns for shareholders. I was attracted to solo brands because of my passion for the outdoors, the strength of the core brands and the loyal following consumers have for the brands and products. However, frankly, speaking, some areas need to be strengthened. I believe there is enormous upside at a company that generates high margins and strong free cash flow with low leverage. I believe the company provides a strong platform for growth and is a perfect fit with my past experiences of leading multi-branded public companies, developing the right strategies, attracting a talented team and instilling a performance-based culture that executes relentlessly. It's what I enjoy and where I excel in the two months since I joined solo brands, I've spent my time diving into the business meeting our teams assessing our brands and understanding our strengths and opportunities. Today, I will share my initial observations and thoughts on areas of focus and the actions we are taking. However, before I jump into this, I'd like to introduce our new Chief Financial Officer, Laura Coffey. I couldn't be more excited to have Laura as a partner. She has extensive financial experience working with public companies and has worked in consumer centric companies most of her career. We are excited to welcome her to the team. After my prepared remarks, I will turn the call over to Laura, to take you through our financials and provide our initial outlook for fiscal 2024. Our brands were founded by entrepreneurs whose creativity and drive to innovate and disrupt created entirely new categories and opportunities. I see tremendous potential in our brands, which is supported by the Company's strong financial position. However, I recognize that there is work to be done to fix our issues and improve the performance of our company. I will frame this up at a high level in terms of what we need to return to growth. First, we need to develop and execute against a well-defined company strategic plan, a plan that allows us to double down on our core businesses, Solo, stow and JVs. Secondly, we need to fix our D2C or direct-to-consumer business and return this channel to growth. Third, we need to develop a more comprehensive omnichannel strategy that will not be dilutive to our overall EBITDA margin.
Fourth, we need to develop an innovative product pipeline for our core SoloSTAR business and identify near adjacencies that will expand our TAM. And fifth, we need to recruit a talented leadership team, a team that has what I call been there done that experience a leadership team with a proven track record for both results and attracting other talented people to strengthen our team. These high-level issues we need to address are my initial observations. However, we need to and will dig deeper. In fact, we are currently undergoing a full strategic review of every key facet of our company and have engaged a leading strategic firm to help us in this work.
I've been in the seat for 60 days. And although I may not have all the answers to questions you may have today. It will in time as we formulate our strategic priority.
Let me now speak more specifically to our two largest and critical brands and where much of my focus will be turning to Solo. So I have complete admiration for what the founders and team have built at solo stove. However, like many entrepreneur founded businesses, the appropriate processes and capabilities necessary to scale. The business have not been built out from my initial observations. Everything I have seen can be fixed. As I mentioned, we are currently undergoing a full strategic review that will result in a clear long-term plan. As part of this, we are conducting a deep assessment of our consumers, and these insights will lead to a better understanding of TAM's profit pools and channels where our products are purchased. These insights will also inform our product road map, our brand strategy and how best to utilize our marketing dollars.
In parallel with doing the strategic work, we're focused on three key priorities, revenue growth, product innovation and talent acquisition within our top priority revenue growth, our first immediate focus area is the need to address the decline in sales of our SoloSTAR business. We have high gross margins, but we are not spending our marketing dollars effectively. And therefore, we are not achieving the return on ad spend or ROE as we expect to help drive our growth to that end.
In the past 30 days, we have hired a new Chief Growth Officer and a new leader of brand marketing and consumer insights. To address this issue, we have also taken immediate action to restructure our marketing partnerships. First, we're ending our marketing contract with an outside firm that has placed much of our media spend.
Second, we are also replacing our current marketing agency. We have moved our business to a new marketing agency that has strong full funnel performance and digital marketing capabilities. Our new partner has deep experience working with D. two C. firms that also have an omnichannel footprint such as Nike, Athleta, color Beats by dray and FARO body. We are excited about the potential to partner with a leading firm to assist us with our marketing strategies. Importantly, though, we have also started to upgrade our internal marketing team so that we can develop more of these capabilities in-house to augment our partnerships with outside agencies.
Another critical area of focus for us will be developing a more cohesive product innovation pipeline will be hiring a new leader of product development and will begin building a compelling three to five year product roadmap that will enable us to bring newness to our core category while also expanding upon our core. All of our new products will be developed with our key channel partners in mind, and we'll have an integrated go-to-market plan that will optimize our product launches more to come on this in the future.
The third area of focus is building out the talent and capabilities within solo stone. We are fortunate to have a highly enthusiastic and energized team within Solo.
However, we need to augment this team in key areas with deeper experience and skill sets. I previously mentioned the recent hiring of a Chief Growth Officer and a leader of brand marketing and consumer insights for Solo. So we have also recently added a Chief People Officer to help us across all of our brands as we continue to upgrade our talent. All of these investments are built into our guidance and will be factored into our strategic plan. I'm very excited and confident that we will get solo SoloSTAR back to its winning ways. I acknowledge it will take some time, but I haven't seen anything yet that leads me to believe we can't win in a big way.
Turning now to our Chinese business, Shelby's is coming off one of its best years in history in 2023 and starting the new year with strong momentum. It is one of the most exciting up-and-coming apparel brands in America today with a very focused business plan and continues to execute at a high level company's core customer is the young male and the business has a balanced channel strategy of direct and wholesale with an emerging retail owned footprint. I do believe we can create tremendous value by supporting these two great brands and allowing them to grow in distinct ways. Personally, I have a lot of experience in multi-brand platforms and creating a culture that allows entrepreneurial high growth brands like solo stove and Shelby's to flourish. We believe that both solo stove and Chubb, these are still relatively early in their growth cycles and have significant room to grow both through direct and retail channels. We know we need to improve the performance of our sold most of direct business. However, as I mentioned previously, we will continue to meet our consumer where they shop through a balanced omnichannel distribution strategy. As part of our strategic work, we will confirm the TAM and the full potential for each channel of distribution without diluting profitability.
In closing I'm incredibly excited to be here leading this company and believe we have tremendous upside in front of us. In my early days, I have been impressed by the strength of our core brands, Solo, stove and Charlie's. These are great businesses that have an entrepreneurial spirit with tremendous followings and are loved by our customers. However, I do recognize that there's a lot of work to be done and it will take some time. We're working to build the infrastructure in terms of people, capabilities and processes to lay the foundation for us to deliver consistent growth over the long term.
Now I will turn the call over to Laura.
Laura Coffey
Thank you, Chris, and good morning, everyone. Let me start by saying I'm thrilled to be a part of the team here at solo brands with Chris. I was initially drawn to the company because of its unique digital first business model. But in my short time with the company as quickly came to understand why it's customers have such incredible excitement and passion for these brands. Once I learned about the solo story, I knew I wanted to be a part of the next phase of the Company's growth.
Today, I will discuss our fourth quarter results and provide our outlook for fiscal 2024. For the quarter, sales were $165.3 million, a 16.2% decline compared to a year ago. The decline in sales was due to the weakness in our direct consumer channel that was partially offset by growth in wholesale.
For the year, sales were $494.8 million compared to $517.6 million in the direct channel revenues declined 20.8% to $127.3 million in the fourth quarter compared to $160.8 million a year ago, due to the lack of significant new product launches compared to the prior year. Total orders declined 28.6% and AOV increased marginally at 1% for the year. Direct channel revenues declined 15.4% to $358.1 million compared to $423.4 million. The decline was attributable to decreases in average order value in total orders of 8.1% and 12.4%, respectively.
Wholesale revenues increased 4.2% to $38 million compared to $36.5 million, driven by continued growth with our strategic partners. We are pleased to see the year-over-year growth as we are lapping 196% growth in the comparable period. For the full year, wholesale revenues were $136.7 million compared to $94.2 million in the prior year and grew 45.1%.
Turning to gross margin, fourth quarter gross margin decreased 150 basis points to 58.3% due to channel mix shift, partially offset by lower freight costs. Adjusted gross margin declined 90 basis points to 58.9% for the year, gross margins declined 40 basis points to 61.1% compared to 61.5% and reflect the purchase accounting adjustment related to acquired businesses, along with the channel mix shift from direct to customer to wholesale adjusted gross margins declined 170 basis points to 61.3%, which relates to the channel mix shift.
Selling, general and administrative expenses for the quarter decreased to $80 million compared to $84.7 million a year ago. The decrease was due to lower fixed costs related mostly to reduction in performance-based bonuses, partially offset by a $1.9 million increase in variable costs. As a percentage of sales, SG&A expense increased to 48.4% of sales compared to 43% a year ago, due primarily to increased advertising and marketing costs during the quarter. For the year, SG&A was $249.4 million compared to $259.1 million. The decrease in SG&A was due to lower shipping and distribution costs, partially offset by higher advertising and marketing. As a percentage of sales, SG&A increased 40 basis points to 50.4%.
We recorded an impairment charge of $249 million during the quarter, of which $234.8 million related to goodwill for Solo. So over an IO reporting units and $14.2 million related to the overall and I'll intangible assets, fourth quarter net loss was $211 million. Our adjusted net income was $11.3 million and adjusted EBITDA was $14.9 million. Full year net loss was $195.3 million. Adjusted net income was $54.8 million with adjusted EBITDA at $70.2 million.
Turning to our balance sheet, at the end of the period, we had $19.8 million in cash and cash equivalents. We had $60 million in outstanding borrowings under the revolving credit facility and $91.3 million under the term loan agreement the borrowing capacity on the revolving credit facility was $350 million as of December 31st, leaving $289 million of availability. We continue to have strong liquidity position and our net leverage of two times for the year. Inventory at the end of 2023 was $111.6 million, down 16.1% compared to a year ago. We are pleased with the level and quality of inventory and will remain focused on disciplined inventory management.
Moving to our outlook, while we are excited about the tremendous opportunity in front of us. We recognize we need to invest in people and processes to position us for the long term growth over the upcoming year we will build out the architecture of the company and the management team to enable us to execute our vision for fiscal 2024. We expect revenue to be in the range of $490 million to $510 million. We expect adjusted EBITDA to be in the range of 10% to 12% for the full year as we make the necessary investments to support our business for the long term. While we are not providing quarterly guidance, I would like to provide some additional color on the quarterly cadence for the year. For the first quarter, we expect sales trends to be similar to the fourth quarter. And for the full year, we expect the revenue cadence for the first half and the second half of the year to be similar to historical patterns, primarily due to new initiatives that will benefit us in the second quarter.
As Chris mentioned, we are restructuring our marketing partnerships. And while we believe that we will begin to realize the benefits of our new partnerships in the second half of the year, we will continue to experience expense deleverage in the first half due to continuation of inefficient marketing spend as we exit our existing contract. In addition, we are investing in people to help support our long-term growth as such first quarter EBITDA margins will be meaningfully lower than fourth quarter margins, given the increased investment spend that will occur in our seasonally smallest revenue quarter.
With that, and I'll now turn the call over to the operator to begin Q&A.
Question and Answer Session
Operator
(Operator Instructions) Randy Konik, Jefferies.
Randy Konik
Yes, thank you. And good morning, everybody. I guess my first question, Chris, is when you think about the distribution model of the business and maybe give us your preliminary perspectives on what you think the optimal distribution should be between direct and wholesale. I think my understanding you're going to go through a strategic review, but I just want to get your perspective on how you think about and where distribution should be shortening the channels?
Chris Metz
Yes, absolutely, Randy, and thank you for the question. So first of all, we were born as a digitally native company and the majority of our sales have been, frankly, will continue to come from online efforts. I should start off by saying I don't believe that direct-to-consumer and retail are an either or we need to be able to grow in both channels because we believe both channels are growing, we need to do a better job in developing what I call a tailored go-to-market approach for each channel, and they also need to be harmonized so that we aren't competing against ourselves in both channels.
So a part of the strategic work that I discussed in my prepared remarks will be about defining the TAM of both channels so that we can build capabilities and resources appropriately against each of these channels.
In the retail channel, I think it's important that you pick the right strategic partners that represent your products well, and although there's still a lot of room for growth in retail, we don't want to or need to be everywhere. That's not good for our brand and it's not good for our channel partners. So it's going to be very strategic, though, will continue to grow.
Randy Konik
Understood. And then the other question would be the last question is when you look at the differential in the growth profile right now, it out of the fourth quarter and the year between Shelby's and solo, how much of SOLOS difficult these truly? Are it a lack of marketing or lower marketing efficacy relative versus just some digestion of some picked up demand during COVID and we're still kind of digesting some of that maybe kind of give us your impressions of where we are with any type of digestion in the cycle from COVID gains versus, you know, a lack of effective or need for more effective marketing, particularly for the Solo brand?
Chris Metz
Sure. So Randy, I think it would be less than truthful if I didn't say that there's a COVID hangover for just about every consumer durable goods product that they succeeded during those COVID years. So there was a high that many consumer durable goods companies came off of. We were certainly one of those, and we're two years into coming off of that. And it was frankly, one of the attractions for me walking into the role there was a number of attractions, but one of them was yes, I think we're seeing a bottoming out of the consumer shift from durable goods to more service-based goods as cabin fever. It reached a high in COVID and people who are starting to get out of their homes. They switched a lot of their spend to hospitality, restaurants, travel, things of that nature. I think we'll start to gradually see a shift back here as we move through the calendar year 2024. Now Shelby's wasn't quite as affected because JVs is more of a consumable brand. It's a lower price point in many of its core products, and it's easily affordable for many of the consumers that we target. But the second part of your question was around some of the capabilities and what have you and marketing. And so I think the biggest piece that I see in my first 60 days is the fact that capabilities or lack thereof in certain areas within solo stove is a large contributing factor to our declining direct to consumer revenue. First, we haven't partnered with marketing firms that that I believe, have deep, deep experience across what I call the full funnel of marketing spend. And so as a result, we've not been as effective and as targeted in our digital marketing spend as we need to be. And we think we've begun to address this with the recent changes in the firms I discussed in my prepared remarks. But secondly, we need to look in the mirror it ourselves and realize that we have a tremendous opportunity to build talent within solo stone to augment the partnerships externally that we develop. What this will do a lot is allow us to control our destiny better. So both of them will be done in parallel.
I'd also be remiss if I didn't mention the fact that the lack of product innovation over the past 12 to 18 months is a contributing factor as well. You think about it, we were born as a product innovator and we and we created entirely new categories like the fire pit.
Now I've spent my entire career driving product innovation at various consumer durable goods companies. And I can assure you that we will bring this strength back to our business. It's going to take some time, no question about it, but it's going to be a big priority for us.
Randy Konik
Very helpful. Thank you.
Operator
Ryan Sigdahl, Craig-Hallum.
Ryan Sigdahl
Very good morning, guys. A couple on retail. So curious, I guess how the quarter turned out relative to internal expectations and I realize those weren't necessarily your internal expectations, but our checks indicated there was demand and low inventories. So I guess why not shift more inventory there? And then secondly, on target. I what was the feedback following the seasonal test? It seems like there's still a product on the shelves there. So I guess is that just a slow sell through or have you earned some permanent shelf space there?
Chris Metz
Well, first of all, I like our position in retail. I mean, there's elements I like, and frankly, there's elements that I that I'd like to see us focus on more. And then there's elements that I'd like to see us, frankly, make some improvements on. I think overall your point on inventory, we're seeing the same thing. And it's encouraging that when you look across the channels, inventory is frankly it probably the best point I think we've been at in the last couple of years and it's evidenced by your inventory checks, but also open-to-buy dollars, we see increasing in some of our key retailers. So that's encouraging that you'll see us continue to drive retail, but we want to do it strategically, we want to partner. Our first priority is to take the doors that we're in and increase the performance within those doors.
Then secondly, we want to take those strategic customers that we are already partnered with and expand to other doors. That makes sense. And then a third priority would be looking at new customers, new doors that we think would attract our core consumer in different ways. They mentioned target. And so target was was an initial test for us and it was first of all, the product was placed into target. We didn't have a lot of experience within target. And I think it's one of those strategic accounts for us that if we get the product mix right for that consumer, that shops at Target, I think we can do very, very well. And so I think you're going to be looking at some potentially different skew assortment as we as we work with the buying group to make sure that we're really, really targeted to the price point and the consumer that is looking for our product, particularly in holiday periods like Black Friday, Cyber Monday time of year.
Ryan Sigdahl
Great. And then just as you said, the strategic review that's going on, I guess, is a full sale of the Company being considered within that and then some water sports, it doesn't sound or at least that's my interpretation as core to the business. I guess any specific thoughts there and what your plans are?
Chris Metz
Well, as you might imagine, we don't comment on things of things as it relates to sales or whatever, but I I can tell you affirmatively there's there's no question that this Company is not for sale. The Board brought me in to take this iconic brand. It's got terrific consumer affinity and so many strong attributes. And they've given me a mandate to fix what needs to be fixed and put this Company back on a growth track.
Now part of that in my early assessment is simply just taking the core businesses of GRPs and sold and saying these are two outstanding brands in of themselves. But I do have great growth growing going forward and auto contribute meaningful valuation or value creation for our firm. It's not to say that we're not going to continue to support our water sports brands. I didn't want to make that. I didn't comment on it because I didn't want to say that that was the track we're on. It's just more that we're focusing on the two big businesses where we think we can give investors the greatest return near term for what it's worth.
Ryan Sigdahl
We agree with that strategy, I think, Chris, good luck.
Chris Metz
Yes. Thank you.
Operator
Jason Bender, Citi.
Jason Bender
Good morning. Thanks for taking the question and congrats on the new roles. All lot of maybe to loop you in here. I was hoping you could comment on the EBITDA guidance. Do you mind just unpacking the margin compression. You noted the investments in Process Systems talent. But can you also talk about how you're thinking about the magnitude of marketing spending from here beyond just the ways you're spending.
Laura Coffey
Sure. And thanks for the question. As we said in our guidance and to start off with when Chris and I sat down to do 2024 guidance. We took a very hard look from bottoms up tops down to build out sales and EBITDA to provide you guys today with the performance that we had in the fourth quarter at Week, we knew we needed to act quickly and decisively on how to how to pull things together and looked towards the rest of the year. So we while we didn't give full gave full guidance for the year. We tried to give a little more color on the first quarter with regards to marketing. We, as Christian said, in our in his remarks, we do have a contract that we are looking to exit. It's not inefficient and how we've been spending our marketing dollars, and we're spending a lot of time making sure that we can wrap that this year. We hope to be able to get back to a level of marketing that we know is efficient and creating a real grow and return for us. We want to make sure that we have make good investment decisions with marketing. And quite frankly, if I'm honest, Q1, we're still engaged with the firm, but we don't have effective marketing for ourself. And so that's why we're having to act very quickly. We've got a new team in place that this is their number one priority to get us back on track.
Chris Metz
And I'll just add to Laura's comments there and emphasize the fact that we walked into the first quarter here. That was I wouldn't say the first quarter's base because we've been able to impact the quarter that we're in, but not as much as you might expect. And so Laura's point on some of the continual marketing spend I'm not as effective as we would like to see it. That's an ongoing change here.
So your question on marketing spend, I wouldn't look to see marketing spend change versus historical rates. We're just going to spend it more effectively in different channels and with that with more help.
Jason Bender
Understood. Appreciate that color. And then maybe just dovetailing on the prior question now for, I guess, Christian or both you can tag team this but high. Maybe if you could provide some thoughts on your capital allocation priorities for the business, you know, understand and comments, the water sports businesses might not be for sale, but could we see potentially something on the up on the other side of things, whether that be more tuck-ins or M&A more external transformative M&A? Or is the near-term focus for us more center, you know, on kind of fixing the core brands from the onset?
Chris Metz
It's a good question. And So capital allocation is always front of mind for myself in any business. And I believe we're stewards of the capital that investors have given us, and we take it as a top priority so you see last year, one of the things that excite me the most when I looked at the final results is the cash generation we drove, which we stated lower stated it was at a record level. A lot of it was led by inventory reductions. So think about how hard it is to reduce inventory in a declining sales environment in my 30 years of experience. I can tell you that's not easy to do. And that's one of the advantages this organization has as a terrific fulfillment organization. We didn't we never really talk about this that much. But our fulfillment accuracy rates in our facilities are over 95.5% accurate in terms of shipments. And we do a lot of D to C onesie-twosie packages. So it's some of the it's one of the best assets. I've seen that an organization. But as it relates specifically to your allocation, our focus is squarely on building and strengthening. Now as a part of that, we're going to continue to blend the conversions that we see historically on EBITDA to cash flow. We're not going to take out I'm sorry if that a tuck-in acquisitions and what we call near adjacencies that may make sense now perfect example is tariff lane. So we bought Terra flame in May of last year and done just in the first quarter. It's a small business, but in the first quarter, we were able to generate almost a full year's worth of sales and that is simply because it was a perfect fit for solo stove. If you look on our website, we're able to integrate it into the website itself. So the company went from kind of having a couple of hundred thousand eyeballs looking at their product every day on their website to millions looking at it. And we're able to generate sales from core solo So customers. So those are the types of acquisitions that are small that are tuck-in that make perfect sense for our brands and can be highly accretive to our investors. But that would be the only other element of capital allocation that we would look at beyond just building and strengthening the foundation in our core businesses.
Jason Bender
But I appreciate that kind of pause and pass it on.
Chris Metz
Thank you.
Operator
Anna Glaessgen, B. Riley.
Anna Glaessgen
Good morning, Chris, and welcome to the team. Now let's hear from Chris. And I'd actually like my first question on guidance. What do we assume what's being assumed in terms of the DTC channel? Should we that starts to return to growth at some point in the year?
Chris Metz
I mean, Laura provided some good color on the guidance on previously. But the ANA, the way you can imagine coming in, it's difficult being new and needing to provide guidance. So it's one of the things the Board really pushed on Laura and I is to really really get into the business quickly and make sure that the guidance that we give is our best best estimate.
Now historically, we've driven kind of two-thirds one-third from D to C wholesale or retail we call retail business. I think that split will continue as we as we look into 2024. And I think the way I would think about our DTC business is we came off a very challenging fourth quarter, but but I do have to say in fairness to the team, this past fourth quarter was an extremely hard comp. The previous year in 2022, we did almost $200 million of sales in the fourth quarter, which was a 12% growth over 2021. So coming off that comp, we didn't perform well. And there's a number of reasons that Laura and I and team have dug into to understand why. But those trends aren't likely to change anytime soon. This quarter or next quarter. And that's our job is to reverse those trends. So I think as you start to see us move through each of the quarters, you're going to see a strengthening DTC business. So as we get into the holiday period in the fourth quarter this year, you're going to see improvements in the DTC business. The only thing I would caution I sign is the fact that it's going to take some time to get our product development flywheel going on. It's one of the hallmarks in my career in developing new products. But I also understand that there's some time to take consumer insights to feed those through our product development system to get it into manufacturing to get it into warehouse to get it into that marketing flywheel as well. That'll take some time, but I'm highly confident that as we move through the year, you're going to start to see improvements in our results and direct to consumer.
Anna Glaessgen
Thanks. That's really helpful. And another one for me. A great to hear how strong are boosted in the year and would you be would it be possible to put a finer point on that in the level of growth they saw?
Chris Metz
It's something that as we look towards the future, one of the things that we want to do for our analysts and investor community is to trying to create some more transparency between our two businesses, Shelby's installs. And I think you'll see more of that as we go forward here, we're still getting our minds around reporting and how we want to do that. But suffice it to say that this is one of the better performing apparel brands out there, and we're excited about. I'm excited about what I see. I mean, I like everything from the leadership down through the team, the capabilities, how they connect with the consumer, the following that they have from the consumer. And when I first walked in, I was thinking, okay, this is a young male audience. And what I'm learning is an audience that stretches from kind of late 10s to late 40s and beyond. So it's a big swath of the male audience and done and there they're so excited about our about the brand and you can see it come in social media following I can see it as I walk some of the retail footprint that we're putting in place. I can see it as we go through some of our core strategic retail customers who are merchandising, and I'm showing it in a very, very prominent way. So you'll start to see us break out a little bit more and share some of the results that we're seeing in this business going forward.
Anna Glaessgen
Great. Looking forward to it. Thanks.
Chris Metz
Thanks, Anna.
Operator
Brian McNamara, Cannacord Genuity.
Brian McNamara
Hey, good morning. Thank you for taking our questions. First off, I mean, it's also had a viral marketing campaign in Q4 that didn't deliver immediate sales results. I'm curious if you took any positives away from it in terms of building brand awareness? And would you expect it to have an impact on sales this year? And in particular, will that celebrity endorsement continue or has that ended with the change in the marketing agency?
Chris Metz
Well, it's a good, it's a very good question and something that we studied that very deeply. And what I can tell you about the fourth quarter is that on the efforts that you're talking about, the marketing efforts did go viral and we got a lot of brand awareness, and that's what I would call top of the funnel marketing, right? So we're really showing our brand to new consumers for the first time what happens is in key selling seasons like Q4, you want to be spending more of your marketing dollars towards the bottom of the funnel. So think of the top of the funnel as brand awareness, the middle of the funnel is kind of brand consideration. And as you work down to the bottom of the funnel, if it's brand conversion. And so you want to be spending across the full funnel throughout the entire year, but you really want to be converting so in key selling season. So although we created brand awareness with that campaign. It wasn't linked in any way to our website. So if you walk if you went to our website, you wouldn't see any connection to it. And we didn't have a full product offering that connected back to that campaign. We didn't roll it as much into our email and remarketing efforts. So I think the learning is that great creative, great brand awareness. Now we need to take a step back and say, okay, where do we go from here? There's a lot of great ideas that the team is thinking about, but we're not going to do a ready fire aim. We're going to do it at the right time. We're going to take advantage of who we think is a terrific spokesperson that has a wonderful following that fits well with the SoloSTAR brand. And we just need to partner in a better way. And we need to be more effective in the way that we communicate and convert that consumer. But the brand awareness was outstanding, which will help us long term.
Brian McNamara
Great. That's helpful. Secondly, Chris, when you took the job, I'm sure you had some expectations regarding the job you're undertaking and the work required to right the ship now two months. And I'm curious what has surprised you both good and bad relative to your initial expectations? What are you most excited about and what keeps you up at night? Thank you.
Chris Metz
Yes. So what's excited me the most is one. We've got a really energized and excited workforce. We've got some great facilities that attract great people and attract a lot of our customers to visit. So we have a great showcase brand and a workforce that is really, really engaged in the product that we market and sell.
I would say, secondly, the brand affinity. So when you think about the Net Promoter Score and you think about the following of our brand, one of the best brands out there. People people love our brand, they want to buy our brand. And so that is confirmed to me that this is the right foundation to strengthen and build upon.
Now, what's which surprised me a bit is that one is we didn't have we had good partners from a marketing standpoint that helped us early on. I mean, they've got great capabilities. But as we start to grow and we start to expand our audience through different channels and different means we really need to partner with people that understand full funnel marketing. We also need to strengthen our bench. We need to bring in talent, and it starts at the top great people attract great people. So if you look at the team that that I've begun to assemble in my first 60 days, we've hired a Chief Financial Officer. We've hired a Chief Growth Officer We've hired a head of brand marketing and consumer insights. We've hired the head of people. So we started to really build out the leadership team. And now each of these great leaders in turn are starting to go build out their organizations as well.
So now what keeps me up at night is just the commitments that we make to you all and that I make to the Board. So when we give guidance, we never want to miss guidance and done. There's a lot that I still don't know. I can tell you in 60 days, it hasn't been quite 24 seven, but I've been full on getting underneath every aspect of the business that I can to make sure that we're doing and focused on the right things because I've got a saying that I share with the team that we can do anything, but we can't do everything. And so we need to be very very clear in the areas that we focus on now, I've also had success in the past and bringing in what I call spike capacity. So areas that you need quick hitting insights and quick hitting arms and legs, but really quick hitting thought leadership as well. And that's why we partnered with a strategic firm to help us with that. We've got a couple of other smaller firms in areas of need that we think are going to give us a bit of a spike capacity here in the first half to really set the foundation properly.
Brian McNamara
Great. Best of luck this year.
Chris Metz
Yes. Thank you.
Operator
We have no further questions. So I'll hand the call back to Chief Executive Officer, Chris Metz, to conclude.
Chris Metz
Thank you, operator, and thank you, everyone, for attending our fourth quarter earnings call and our 2024 guidance call. We appreciate the continued support and just know that you've got a dedicated team here that is focused on delivering for you. Thank you so much.
Operator
Thank you, everyone, for joining us today. This concludes call and you may now disconnect your lines.
