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August 2015
Investor Presentation
SAFE HARBOR
2
This presentation includes forward-looking statements. Wayfair Inc. (“Wayfair” or the “Company”) has
based these forward-looking statements largely on its current expectations and projections about future
events and financial trends affecting its business. Forward-looking statements should not be read as
guarantees of future performance or results, and will not necessarily be accurate indications of the times at,
or by, which such performance or results will be achieved. Forward-looking statements are based on
information available at the date of this presentation and management’s good faith belief as of such date
with respect to future events, and are subject to risks and uncertainties that could cause actual
performance or results to differ materially from those expressed in or suggested by the forward-looking
statements. Important factors that could cause such differences include, but are not limited to: our ability to
acquire new customers, our ability to sustain and/or manage our growth, our ability to increase our net
revenue per active customer, our ability to build and maintain strong brands and other factors discussed
under “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of
Operations” in periodic filings with the Securities and Exchange Commission (the “SEC”). In addition, in this
presentation, the words “believe,” “may,” “will,” “estimate,” “continue,” “anticipate,” “intend,” “expect,”
“predict,” “potential” and similar expressions, as they relate to the Company, business and management,
are intended to identify forward-looking statements. In light of these risks and uncertainties, the future
events and circumstances discussed in this presentation may not occur, and actual results could differ
materially from those anticipated or implied in the forward-looking statements. Forward-looking statements
speak only as of the date of this presentation. You should not put undue reliance on any forward-looking
statement. The Company assumes no obligation to update any forward-looking statements to reflect actual
results, changes in assumptions or changes in other factors affecting future performance or results, except
to the extent required by applicable laws. If the Company updates one or more forward-looking statements,
no inference should be drawn that it will make additional updates with respect to those or other forward-
looking statements.
OUR MISSION
3
To transform the way people
shop for their homes
A CLEAR ONLINE LEADER IN HOME GOODS
4
MASSIVE ONLINE CATALOG with over 7,000,000 home products
SUPPLIER DIRECT FULFILLMENT NETWORK connecting over 7,000 suppliers
$1,661 MILLION of LTM net revenue with minimal inventory
81% Q1 YoY GROWTH in direct retail, 66% total growth
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 LTM
LARGE SCALE WITH SIGNIFICANT GROWTH
5
240+ Niche Websites
Platform Development
Brand
Consolidation
Brand
Building
$1,319
$916
$601
$517
• Founded as CSN STORES in 2002
• BOOTSTRAPPED for the first 9 years
• FOUNDER-LED since inception
• REBRANDED AS WAYFAIR in 2011
• 81% Q1 YoY DIRECT RETAIL GROWTH; 66% total LTM growth
Other
Direct Retail
$1,661
FIVE DISTINCT HOME BRANDS
6
Typical customer: 35 to 65 year old woman with an
annual household income of $60,000 to $175,000
Est. 2011 Est. 2011 Est. 2006 Est. 2014
Acq. 2013
LARGE, HIGHLY FRAGMENTED MARKET
MOVING ONLINE
7
Source: Euromonitor for market size, comScore for online statistics, eMarketer for millennial statistics, Furniture Today
** Top 10 Retailers: Williams Sonoma, Ikea, Ashley’s, Berkshire Hathaway Companies, Rooms to Go, Pier 1, Restoration Hardware, Mattress Firm, Raymour &
Flanigan, La-Z-Boy
**Millennials defined as individuals currently between the ages of 18 and 32. Based on 2013 data
Growth Potential of U.S.
Home Goods Market
2013 2023
15%-
30%
$45
$297
$233
$16
7%
($B)
Online
Other
$90
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2013
Total Furniture
Sales by Retailer
$233
Other
Top 102
7%
15%
54%
Home Goods Apparel Consumer
Electronics
Significant Upside in
Online Penetration
2013 Online Penetration of Selected
Verticals
WELL POSITIONED RELATIVE
TO OTHER RETAILERS
8
High End
($175K+)
Mass Market
($60K-$175K)
Low End
($60K)
Design Centers
HOME SHOPPERS DESIRE UNIQUENESS
9
#1 in 42”
LCD TVs
#2 in 42”
LCD TVs
#3 in 42”
LCD TVs
#4 in 42”
LCD TVs
We do not all sleep in the same style bed…
...but a lot of us own the same TV and
view it as reassuring
HOME IS SHOPPED VISUALLY
10
Inspiration
Discovery &
Education
Search Based Site
HOME IS SHOPPED VISUALLY
11
CPG Category Example: Paper Towels
Home Category Example: Lighting
DIFFICULT TO INVENTORY
12
Source: 2013 data from Freedonia, Fisher International, Euromonitor
INDUSTRY SIZE: $7B INDUSTRY SIZE: $7B
Operational Platform
Technology Platform
REQUIRES CUSTOM-BUILT TECHNOLOGY
AND OPERATIONAL PLATFORM
13
• Proprietary and purpose built
• Real-time data, dynamic changes
• Personalization
• Mobile optimized
• Running at massive scale
• 350+ engineers / data scientists
• Over 20 million orders since
inception
• 2014 North America average time
to ship of 2.2 days
• Extensive supplier integration and
direct fulfillment network
• Proprietary transportation network
• Minimal inventory and capex
• 750+ customer service reps
Source: eMarketer as of 2014.
1 Includes impact of smartphones and tablets.
2 Direct Retail orders generated primarily through the sites of our five brands.
PLATFORM SHIFT TO MOBILE
AMPLIFIES OPPORTUNITY
SIGNIFICANT OPPORTUNITY GOING FORWARD
14
US eCommerce Mobile Sales ($B)1
$41
$131
2013 2018
45%
Joss & Main orders via
mobile in Q2 2015
34%
Direct Retail orders
via mobile in Q2 20152
26.2% CAGR
INCREASING PERSONALIZATION DRIVES
GROWTH AND REPEAT BEHAVIOR
15
“Tikes’ top picks: Playroom furniture
and toys by KidKraft”
“Prep for in-laws and overnight guests
with holiday furniture for every room”
“Purrr-fectly affordable finds for
cats (and feline fans)”
Emails from 12/2; Ability to send 1M+ variations
TECHNOLOGY AND OPERATIONS ARE RUN AT
SCALE: 1 DAY OF ORDERS
16
SCALE DRIVES POWERFUL NETWORKS
EFFECTS
17
2,635
4,044
Q2 2014 Q2 2015
(in thousands)
Advertising Spend
152
224
LTM Q2'14 LTM Q2'15
52%
57%
Q2 2014 Q2 2015
(as % of total orders)
Net Revenue
$232 $219
$875
$1,442
LTM Q2'14 LTM Q2'15
47%
65%
54%
1 Defined as customers who have purchased at least once on our brands’ sites during the preceding 12 month period.
2 Defined as total orders delivered from repeat customers.
Active Customers
1
Repeat Orders
2
50%
$1,015
$1,465
Direct Retail
Other
($M)
Total
Enables
Strategic
Investment
Fuels
More
Revenue
More
Customers
More
Repeat
Purchases
($M)
Wayfair.com Gross Revenue Per Customer Over Time
INVESTMENT IN ADVERTISTING SPEND
RESULTS IN HIGHER REVENUE/CUSTOMER…
18
Revenue/Customer/Month
Time Since Initial Purchase
x$
4x$
8x$
12x$
16x$
20x$
2011 2012 2013 2014 2015
• Customers acquired in more recent periods
consistently spend more over time than
customers acquired in older periods
• For example in the 6th month post their initial
order 2014 customers spent >2x 2011
customers
…AND GROWING AWARENESS
19
Source: Hanover Research
1 Aided Brand Awareness as of April 2014.
Google Trends – Interest in “Wayfair” over time
Grew to 62% brand awareness since Wayfair launch in 20111
2014
2006 2008 2010 2012 2015
$273 $278
$287
$300 $305
$313 $315
$322 $323
$332
$342 $342 $346
$357
Q1 2012Q2 2012Q3 2012Q4 2012Q1 2013Q2 2013Q3 2013Q4 2013Q1 2014Q2 2014Q3 2014Q4 2014Q1 2015Q2 2015
1.29 1.28 1.26 1.30 1.37 1.51
1.77
2.09
2.41
2.64
2.86
3.22
3.60
4.04
30.7%
35.2%
41.1%
40.2%
47.3% 48.0% 47.1% 46.8%
50.7% 51.6%
49.8% 50.3%
53.9%
56.6%
CUSTOMER ECONOMICS CONTINUE TO
IMPROVE
20
% Orders from Repeat Customers
Net Revenue / Active Customer Active Customers
CAPITAL EFFICIENT WITH MINIMAL INVENTORY
21
Capital Efficient1
Minimal Inventory
1.4
36.0
Days Receivable Days Payable
$916
$1,319
$1,661
$15 $20 $21
2013 2014 LTM
Net Revenue Inventory
($M)
FCF Performance Consistently Better than Adjusted EBITDA
1 Average of last four quarters.
Long-Term
Target
LONG TERM TARGET MODEL
22
Net Revenue 100% 100% 100% 100%
Gross Margin 24.5% 23.6% 24.6% 25 - 27%
Customer Service + Merchant
Fees
3.9% 4.1% 3.7% 4%
Advertising 11.8% 14.5% 12.5% 6 - 8%
Merchandising, Marketing, and
Sales
3.7% 3.9% 4.2% 2 - 3%
Operations, Technology, General &
Administrative
5.4% 5.9% 5.2% 3 - 4%
Total Operating Expenses 24.8% 28.4% 27.1% 15 - 19%
Adjusted EBITDA (0.3)% (4.7)% (1.0%) 8 - 10%
Note: Merchandising, Marketing, and Operations, Technology, General & Administrative have been adjusted to exclude equity based compensation expenses
and depreciation and amortization expense. See GAAP to Non-GAAP Reconciliation” Appendix.
Primarily
headcount
2013 2014 Q2 2015
ADDITIONAL GROWTH STRATEGIES
CONTINUE BUILDING
LEADING RETAIL HOME BRANDS
• Acquire More Customers
• Invest in Consumer Experience
• Increase Repeat Purchasing
• Add New Suppliers
• Invest in Technology and Operations
• Expand Internationally
• Pursue Strategic Acquisitions
• Opportunistically Launch New Brands
WELL DEFINED GROWTH STRATEGY
23
RECONCILIATION OF ADJUSTED EBITDA
($ in millions)
25
Net Loss ($15.526) ($148.098) ($19.334)
Depreciation and Amortization $13.091 $22.003 $7.400
Equity-Based Compensation - $63.244 $7.101
Interest Income, net ($0.245) ($0.350) ($0.308)
Other (Expense) Income, net ($0.294) $0.489 $0.096
Taxes $0.046 $0.175 $0.073
Adjusted EBITDA ($2.928) ($62.537) ($4.972)
2013 2014 Q2 2015
RECONCILIATION OF FREE CASH FLOW
($ in millions)
26
Net Cash Provided by Operating
Activities, Net of Acquisition
$34.413 $11.692 $28.453
Purchase of Property, Equipment and
Leasehold Improvements
($6.739) ($39.422) ($13.153)
Site and Software Development Costs ($9.040) ($14.130) ($4.311)
Free Cash Flow $18.634 ($41.860) $10.989
2013 2014 Q2 2015
Illustrative Customer Acquisition Cost
27
Notes:
1. Assumes partner advertising spend is 11.18% of Other revenue as seen in the first six months of 2014 (as disclosed
in our S-1).
2. Calculated as (1-Repeat Rate)*Total Orders.
3. Calculated as Direct Retail Ad Spend divided by Implied “Gross” New Customers.
4. Represents 2014 gross margin of 23.6% less an assumed 4.1% for customer service and processing fees.
(All units in 000s, except per customer figures)
2014
Total Advertising Spend $191,284
Assumed Partner Ad Spend (1) $24,300
Direct Retail Ad Spend $166,984
Active Customers 3,217
Total Orders 5,237
% of Orders from Repeat Customers 50.5%
Implied "Gross" New Customers (2) 2,590
Customer Acquisition Cost (3) $64
Annual Direct Retail Revenue per Customer $342
Annual Contribution per Customer (4) $67
Contribution Margin 19.5%

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Wayfair.pdf

  • 2. SAFE HARBOR 2 This presentation includes forward-looking statements. Wayfair Inc. (“Wayfair” or the “Company”) has based these forward-looking statements largely on its current expectations and projections about future events and financial trends affecting its business. Forward-looking statements should not be read as guarantees of future performance or results, and will not necessarily be accurate indications of the times at, or by, which such performance or results will be achieved. Forward-looking statements are based on information available at the date of this presentation and management’s good faith belief as of such date with respect to future events, and are subject to risks and uncertainties that could cause actual performance or results to differ materially from those expressed in or suggested by the forward-looking statements. Important factors that could cause such differences include, but are not limited to: our ability to acquire new customers, our ability to sustain and/or manage our growth, our ability to increase our net revenue per active customer, our ability to build and maintain strong brands and other factors discussed under “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” in periodic filings with the Securities and Exchange Commission (the “SEC”). In addition, in this presentation, the words “believe,” “may,” “will,” “estimate,” “continue,” “anticipate,” “intend,” “expect,” “predict,” “potential” and similar expressions, as they relate to the Company, business and management, are intended to identify forward-looking statements. In light of these risks and uncertainties, the future events and circumstances discussed in this presentation may not occur, and actual results could differ materially from those anticipated or implied in the forward-looking statements. Forward-looking statements speak only as of the date of this presentation. You should not put undue reliance on any forward-looking statement. The Company assumes no obligation to update any forward-looking statements to reflect actual results, changes in assumptions or changes in other factors affecting future performance or results, except to the extent required by applicable laws. If the Company updates one or more forward-looking statements, no inference should be drawn that it will make additional updates with respect to those or other forward- looking statements.
  • 3. OUR MISSION 3 To transform the way people shop for their homes
  • 4. A CLEAR ONLINE LEADER IN HOME GOODS 4 MASSIVE ONLINE CATALOG with over 7,000,000 home products SUPPLIER DIRECT FULFILLMENT NETWORK connecting over 7,000 suppliers $1,661 MILLION of LTM net revenue with minimal inventory 81% Q1 YoY GROWTH in direct retail, 66% total growth
  • 5. 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 LTM LARGE SCALE WITH SIGNIFICANT GROWTH 5 240+ Niche Websites Platform Development Brand Consolidation Brand Building $1,319 $916 $601 $517 • Founded as CSN STORES in 2002 • BOOTSTRAPPED for the first 9 years • FOUNDER-LED since inception • REBRANDED AS WAYFAIR in 2011 • 81% Q1 YoY DIRECT RETAIL GROWTH; 66% total LTM growth Other Direct Retail $1,661
  • 6. FIVE DISTINCT HOME BRANDS 6 Typical customer: 35 to 65 year old woman with an annual household income of $60,000 to $175,000 Est. 2011 Est. 2011 Est. 2006 Est. 2014 Acq. 2013
  • 7. LARGE, HIGHLY FRAGMENTED MARKET MOVING ONLINE 7 Source: Euromonitor for market size, comScore for online statistics, eMarketer for millennial statistics, Furniture Today ** Top 10 Retailers: Williams Sonoma, Ikea, Ashley’s, Berkshire Hathaway Companies, Rooms to Go, Pier 1, Restoration Hardware, Mattress Firm, Raymour & Flanigan, La-Z-Boy **Millennials defined as individuals currently between the ages of 18 and 32. Based on 2013 data Growth Potential of U.S. Home Goods Market 2013 2023 15%- 30% $45 $297 $233 $16 7% ($B) Online Other $90 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2013 Total Furniture Sales by Retailer $233 Other Top 102 7% 15% 54% Home Goods Apparel Consumer Electronics Significant Upside in Online Penetration 2013 Online Penetration of Selected Verticals
  • 8. WELL POSITIONED RELATIVE TO OTHER RETAILERS 8 High End ($175K+) Mass Market ($60K-$175K) Low End ($60K) Design Centers
  • 9. HOME SHOPPERS DESIRE UNIQUENESS 9 #1 in 42” LCD TVs #2 in 42” LCD TVs #3 in 42” LCD TVs #4 in 42” LCD TVs We do not all sleep in the same style bed… ...but a lot of us own the same TV and view it as reassuring
  • 10. HOME IS SHOPPED VISUALLY 10 Inspiration Discovery & Education
  • 11. Search Based Site HOME IS SHOPPED VISUALLY 11
  • 12. CPG Category Example: Paper Towels Home Category Example: Lighting DIFFICULT TO INVENTORY 12 Source: 2013 data from Freedonia, Fisher International, Euromonitor INDUSTRY SIZE: $7B INDUSTRY SIZE: $7B
  • 13. Operational Platform Technology Platform REQUIRES CUSTOM-BUILT TECHNOLOGY AND OPERATIONAL PLATFORM 13 • Proprietary and purpose built • Real-time data, dynamic changes • Personalization • Mobile optimized • Running at massive scale • 350+ engineers / data scientists • Over 20 million orders since inception • 2014 North America average time to ship of 2.2 days • Extensive supplier integration and direct fulfillment network • Proprietary transportation network • Minimal inventory and capex • 750+ customer service reps
  • 14. Source: eMarketer as of 2014. 1 Includes impact of smartphones and tablets. 2 Direct Retail orders generated primarily through the sites of our five brands. PLATFORM SHIFT TO MOBILE AMPLIFIES OPPORTUNITY SIGNIFICANT OPPORTUNITY GOING FORWARD 14 US eCommerce Mobile Sales ($B)1 $41 $131 2013 2018 45% Joss & Main orders via mobile in Q2 2015 34% Direct Retail orders via mobile in Q2 20152 26.2% CAGR
  • 15. INCREASING PERSONALIZATION DRIVES GROWTH AND REPEAT BEHAVIOR 15 “Tikes’ top picks: Playroom furniture and toys by KidKraft” “Prep for in-laws and overnight guests with holiday furniture for every room” “Purrr-fectly affordable finds for cats (and feline fans)” Emails from 12/2; Ability to send 1M+ variations
  • 16. TECHNOLOGY AND OPERATIONS ARE RUN AT SCALE: 1 DAY OF ORDERS 16
  • 17. SCALE DRIVES POWERFUL NETWORKS EFFECTS 17 2,635 4,044 Q2 2014 Q2 2015 (in thousands) Advertising Spend 152 224 LTM Q2'14 LTM Q2'15 52% 57% Q2 2014 Q2 2015 (as % of total orders) Net Revenue $232 $219 $875 $1,442 LTM Q2'14 LTM Q2'15 47% 65% 54% 1 Defined as customers who have purchased at least once on our brands’ sites during the preceding 12 month period. 2 Defined as total orders delivered from repeat customers. Active Customers 1 Repeat Orders 2 50% $1,015 $1,465 Direct Retail Other ($M) Total Enables Strategic Investment Fuels More Revenue More Customers More Repeat Purchases ($M)
  • 18. Wayfair.com Gross Revenue Per Customer Over Time INVESTMENT IN ADVERTISTING SPEND RESULTS IN HIGHER REVENUE/CUSTOMER… 18 Revenue/Customer/Month Time Since Initial Purchase x$ 4x$ 8x$ 12x$ 16x$ 20x$ 2011 2012 2013 2014 2015 • Customers acquired in more recent periods consistently spend more over time than customers acquired in older periods • For example in the 6th month post their initial order 2014 customers spent >2x 2011 customers
  • 19. …AND GROWING AWARENESS 19 Source: Hanover Research 1 Aided Brand Awareness as of April 2014. Google Trends – Interest in “Wayfair” over time Grew to 62% brand awareness since Wayfair launch in 20111 2014 2006 2008 2010 2012 2015
  • 20. $273 $278 $287 $300 $305 $313 $315 $322 $323 $332 $342 $342 $346 $357 Q1 2012Q2 2012Q3 2012Q4 2012Q1 2013Q2 2013Q3 2013Q4 2013Q1 2014Q2 2014Q3 2014Q4 2014Q1 2015Q2 2015 1.29 1.28 1.26 1.30 1.37 1.51 1.77 2.09 2.41 2.64 2.86 3.22 3.60 4.04 30.7% 35.2% 41.1% 40.2% 47.3% 48.0% 47.1% 46.8% 50.7% 51.6% 49.8% 50.3% 53.9% 56.6% CUSTOMER ECONOMICS CONTINUE TO IMPROVE 20 % Orders from Repeat Customers Net Revenue / Active Customer Active Customers
  • 21. CAPITAL EFFICIENT WITH MINIMAL INVENTORY 21 Capital Efficient1 Minimal Inventory 1.4 36.0 Days Receivable Days Payable $916 $1,319 $1,661 $15 $20 $21 2013 2014 LTM Net Revenue Inventory ($M) FCF Performance Consistently Better than Adjusted EBITDA 1 Average of last four quarters.
  • 22. Long-Term Target LONG TERM TARGET MODEL 22 Net Revenue 100% 100% 100% 100% Gross Margin 24.5% 23.6% 24.6% 25 - 27% Customer Service + Merchant Fees 3.9% 4.1% 3.7% 4% Advertising 11.8% 14.5% 12.5% 6 - 8% Merchandising, Marketing, and Sales 3.7% 3.9% 4.2% 2 - 3% Operations, Technology, General & Administrative 5.4% 5.9% 5.2% 3 - 4% Total Operating Expenses 24.8% 28.4% 27.1% 15 - 19% Adjusted EBITDA (0.3)% (4.7)% (1.0%) 8 - 10% Note: Merchandising, Marketing, and Operations, Technology, General & Administrative have been adjusted to exclude equity based compensation expenses and depreciation and amortization expense. See GAAP to Non-GAAP Reconciliation” Appendix. Primarily headcount 2013 2014 Q2 2015
  • 23. ADDITIONAL GROWTH STRATEGIES CONTINUE BUILDING LEADING RETAIL HOME BRANDS • Acquire More Customers • Invest in Consumer Experience • Increase Repeat Purchasing • Add New Suppliers • Invest in Technology and Operations • Expand Internationally • Pursue Strategic Acquisitions • Opportunistically Launch New Brands WELL DEFINED GROWTH STRATEGY 23
  • 24.
  • 25. RECONCILIATION OF ADJUSTED EBITDA ($ in millions) 25 Net Loss ($15.526) ($148.098) ($19.334) Depreciation and Amortization $13.091 $22.003 $7.400 Equity-Based Compensation - $63.244 $7.101 Interest Income, net ($0.245) ($0.350) ($0.308) Other (Expense) Income, net ($0.294) $0.489 $0.096 Taxes $0.046 $0.175 $0.073 Adjusted EBITDA ($2.928) ($62.537) ($4.972) 2013 2014 Q2 2015
  • 26. RECONCILIATION OF FREE CASH FLOW ($ in millions) 26 Net Cash Provided by Operating Activities, Net of Acquisition $34.413 $11.692 $28.453 Purchase of Property, Equipment and Leasehold Improvements ($6.739) ($39.422) ($13.153) Site and Software Development Costs ($9.040) ($14.130) ($4.311) Free Cash Flow $18.634 ($41.860) $10.989 2013 2014 Q2 2015
  • 27. Illustrative Customer Acquisition Cost 27 Notes: 1. Assumes partner advertising spend is 11.18% of Other revenue as seen in the first six months of 2014 (as disclosed in our S-1). 2. Calculated as (1-Repeat Rate)*Total Orders. 3. Calculated as Direct Retail Ad Spend divided by Implied “Gross” New Customers. 4. Represents 2014 gross margin of 23.6% less an assumed 4.1% for customer service and processing fees. (All units in 000s, except per customer figures) 2014 Total Advertising Spend $191,284 Assumed Partner Ad Spend (1) $24,300 Direct Retail Ad Spend $166,984 Active Customers 3,217 Total Orders 5,237 % of Orders from Repeat Customers 50.5% Implied "Gross" New Customers (2) 2,590 Customer Acquisition Cost (3) $64 Annual Direct Retail Revenue per Customer $342 Annual Contribution per Customer (4) $67 Contribution Margin 19.5%