Good afternoon. My name is Alexander, and I will be your conference operator today. At this time, would like to welcome everyone to the Coupang Earnings Conference Call. All lines have been placed on mute to prevent any background noise. After the speakers' remarks, there will be a question and answer session.
Thank you. Now I'd like to turn the call over to Michael Seno, Vice President of Investor Relations. You may begin your conference.
Thanks, operator. Welcome to Coupon Inc. Quarterly earnings conference call for the Q1 ended March 31, I'm pleased to be joined on the call today by our Founder and CEO, Baum Kim and our CFO, Gaurav Anand. The following discussion, including responses to your questions, reflects management's views as of today's date only. We do not undertake any obligation to operator provides this information except as required by law.
Certain statements made on today's call are forward looking statements. You should not place undue reliance on forward looking statements. Actual results may differ materially from these forward looking statements. Please refer to today's earnings release as well as to the risks and uncertainties described in our prospectus filed with the SEC on March 11, 2021 and in other filings made with the SEC, when available, for information about factors which could cause our actual results could differ materially from these forward looking statements. During today's call, we will present both GAAP and non GAAP financial measures, additional disclosures regarding these non GAAP measures, including reconciliations of non GAAP measures to the most comparable GAAP measures, are included in our earnings release and our filings with the SEC, each of which is posted on the company's Investor Relations website I will remind you that these numbers are unaudited and may be subject to change.
And with that, let me turn the call over to Bahm.
Thanks, Michael. Since this is our first earnings call, before we talk I'd like to take a moment here to speak about why we're so excited about the decades long opportunity ahead of us at Coupon. To understand Coupang, we begin with our mission, to create a world where customers wonder how did I ever live without Coupang. Our orientation is our most important advantage. We work backwards from the customer from a vision of a world where our customers have it all, jaw dropped inconvenience without a convenience tax.
Historically, online shopping has forced customers to choose between amazing service, Low prices and broad selection. Delivery within hours isn't amazing if your selection shrinks to that of a convenience store As it forces you to pay higher fees or prices, we aim to break these trade offs. It's only when we deliver all three in harmony, So we built an end to end integrated e commerce system that we believe is setting a new standard for commerce globally. And we ingrained into our culture a willingness to be brave, to take risks, to make bold choices and to learn from our failures. These values are at the core of our DNA and drive our continuous innovation today.
Here's an example. A Few years ago, while almost all ROCCAT orders were one day delivery, we learned that many customers were returning home late at night and were only able to use what they had ordered the following day, which meant that our one day delivery was in effect a 2 day experience. So we launched dawn and same day delivery with access to not just convenience store selection, millions of items from computers to baby food. Customers can order seconds before midnight, head off to sleep and wake up to find their items waiting at their doorstep before 7 am via dawn delivery for free. It's like Christmas morning every day.
And how convenient was our service if customers could get every brand of cereal on Rockets, but still have to drive out to a store for milk. So we launched the nationwide online grocery service, offering customers one of the largest selection of fresh goods delivered within hours at low prices. As a result, we've quickly become the leading nationwide online grocer. And why couldn't returns be as effortless as placing an order online? For returns on ROCCAT, you simply open the app, tap a few times and leave the item out in front of your door for pickup.
No packaging, printing of a label or cumbersome scheduling with a carrier required. And the moment our driver scans the item in front of your door at pickup, we initiate the refund and returns within 30 days on Rocket Wow are completely free. We tackled another convenience tax in e commerce, packaging waste. Packaging is required to protect the items during shipment, But because we control the entire process end to end, we found a way to protect items without boxes. Today, more than 75% of the deliveries we process and ship are boxless in a simple sleeve with no additional cardboard, air cushions or bubble wrap.
We didn't stop there. We asked can we get rid of all disposable packaging. We introduced eco bags for Rocket Fresh, which replaces nearly all disposable packaging we're currently using reusable bags that are picked up by our delivery network for reuse. Today, our trucks that once left full and returned empty are coming back with returns from customers and eco bags for reuse. We estimate that in Q1 alone, we saved over 8,000 tons or over £15,000,000 of packaging waste due to innovations like Boxos Delivery and Eco Thanks.
Breaking trade offs is hard work. That's why few have done it. But it's our life's work and we're passionate about it. We've invested the last 7 years and 1,000,000,000 of dollars into countless internal systems, algorithms and 25,000,000 square feet of e commerce infrastructure. Today, 70% of the Korean population lives within 7 miles of 1 of our centers.
We also manage the largest fleet of full time drivers in Korea, directly employing 15,000 delivery drivers who utilize our proprietary software and custom design trucks. And proprietary technology is critical to our ability to provide a wide selection, delivery experience and free shipping. Our dynamic orchestration technology, for example, predicts and assigns the fastest and most efficient path for every order out of 100 of millions of combinations of inventory processing truck and route options, within seconds of an order being placed. We are a technology company at our core and the homegrown technology that underpins our value proposition is designed to optimize our one of a kind end to end integration. As a result of our unmatched e commerce investment in the market and years of scaling and iteration, we remain the only major e commerce company in Korea that delivers 3 65 days per year, guaranteeing one day delivery or faster And it's not just delivery speed.
Our unique investments and growing scale create operational efficiencies, which we can pass on to our customers in the form of lower prices. According to a recent third party study, Coupang's prices were cheaper on average across all survey product categories. And we estimate that Rocket Wow customers saved over $200,000,000 in shipping fees in the Q1 alone. The most exciting part is that we're it's still early in the journey. All of the things that we've built are getting better every year, and we plan to build more square footage of infrastructure over the next year than in any year since our inception.
Our plan is to increase our nationwide footprint by over 50% in the coming year. We have a differentiation that will keep growing over time. The size, growth and structure of the market is another tailwind. Korea is a massive e commerce opportunity. It's the 5th largest globally and grew at a 20% CAGR over the last 5 years, second only to China.
And it's the largest e commerce opportunity not won by Amazon or Alibaba, but there is a broader play here. Similar to China, Korea is leapfrogging the offline retail revolution. The U. S. Has more than 10x the offline retail we believe we're at the center of 2 revolutions, not just the transition from offline to online, but also retail revolution that happened first offline in the U.
S, but is now starting online in Korea. The market also boasts a highly connected tech savvy consumer base with high mobile usage. We believe these structural characteristics create strong tailwinds for e commerce that will lead to higher online penetration than other markets. That makes this a broader commerce opportunity. Korea's total commerce market is expected to exceed $530,000,000,000 by 2024 And we were still less than 5% of the total market last year.
And Coupang has been rapidly gaining traction, growing at a multiple of the overall e commerce segment over the last few years even as our scale increased. That trend continued in Q1 with year over year revenue growth approximately 3 times faster than the overall Korean e Commerce segment. Our cohort behavior confirms that trend. As we showed in our S-one filing, our annual cohorts are accelerating in size and spend each year, further evidence of the engagement and loyalty that our customer experience creates. And even our oldest cohorts are still increasing their spend, indicating that we're still at the early stages of our growth cycle.
All the benefits we offer customers are amplified by our Rocket Wow membership, fueled by access to services like DAWN and same day delivery, as well as our streaming video offering, Coupon Play, RockyWow members purchase was significantly higher frequency and across more categories than non Wow members. Fundamentally, Coupang is not a consumer goods company or a delivery company or even an e commerce company. Coupang is at its essence a company that challenges trade offs and delivers wow in customers' daily lives. We started with product e Commerce, but have since launched 2 new services in fresh and eats. I'd like to spend a moment on their early success.
In RocketFresh, we offer one of the largest selection of groceries online with the only nationwide don and same day delivery service. We also offer, Fresh revenue in Q1 was more than 2.5x revenue in the same period last year. Coupang beef started small And focused on the Gangnam region in Seoul until the middle of 2020. A little less than a year later, Itz launched in Jeju Island and is now national. In Q1, Coupang Eats was the most downloaded mobile app in Korea And the service has scaled faster than any in our history.
Despite rapid growth in 2020, our penetration in both categories remain low. And while Fresh and Eats were the first new services we've launched since product commerce, they won't be the last. We're confident about the runway ahead we will continue to invest aggressively in these and more offerings in the future. Finally, we're excited to be reporting our Q1 results because we think they validate the investments we've made and speak to the continued execution along our strategy. In Q1, we delivered total revenue growth of 74% year over year and our quarterly active customers increased 21% to $16,000,000 Keep in mind that our strong first quarter growth comes against 2 headwinds.
First, a comp against the strong quarter last year that experienced large order spikes due to the COVID-nineteen outbreak, which started in Korea in late January and second, a challenging operating environment that persists due to the pandemic. To that second point, we had 20 complete closures of operational centers due to COVID at various times in Q1, an average of nearly 2 closures per week. In spite of those and countless other challenges, we upheld our high on time delivery rates. It's a testament not only to the capabilities that we've built in our end to end integrated network and technology, but also to the dedication of our teams. The lost operational bandwidth and opportunity costs were real, but our team's commitment and hard work helped make our work we will be able to play safer while keeping our promise to our customers.
I couldn't be prouder of our teams. In conclusion, we're excited to be on this journey with our shareholders and we're just getting started. While our business will continue to evolve, we won't change how we operate. We will always work backwards from an ambitious goal for the customer. We won't hesitate to make difficult decisions and bold investments for the long we'll keep attacking trade offs between service, selection and price to create a world where customers wonder how did I ever live without Coupa?
With that, I'll turn the call over to Gaurav.
Thanks, Bong, And thank you everyone for joining today. Before going into the quarter, let me begin with the framework we use to manage our financial profile. Our primary objective is to delight customers as we believe that building enduring customer relationships will maximize long term value for all our stakeholders, our customers, vendors, sellers and shareholders. On the financial front, that means we intend to prioritize these investments to drive long term cash flows over short term profit optimization. With investments, we'll continue to use the same disciplined approach to deploy capital that we have always used, similar to how we develop offerings like Fresh and Teams.
When our teams see a sizable market and an opportunity to create a differentiated we start with small investments to test and then focus on iterating on the product and model we will build confidence in customer behavior and unit economics. Only then do we scale investments. While we remain bold and ambitious in pursuing new opportunities, we start small and our teams have to earn their way into bigger investments. Turning to our Q1 results. We delivered strong 74% reported revenue growth and a 63% increase for context, while the Korean e Commerce segment declined on a quarter over quarter basis, Hupang grew total revenue 11% quarter over quarter I'm now at 9% on a constant currency basis.
Last year, February was the 1st full month we saw a revenue spike due to COVID. And against that comparison, our constant currency revenue growth in Feb and March remained in the high 50% range. There remains uncertainty around how consumers will respond to developments in the pandemic. However, we are very excited as the fundamentals of our business are as strong as they have ever been. Quarterly active customers grew 21% year over year in Q1 to $16,000,000 as our customer retention rate remains very high and our superior experience continues to attract new customers.
Revenue per active customer grew 44%. The higher mix of new customers who initially spend less impacted the growth rate, but we are happy to make that trade as our customer cohorts have proven to have strong retention and increased spend over time. In terms of our revenue mix, despite the difficult year over year comparison, net other revenue growth accelerated related to prior quarters, increasing 126% year over year. The higher growth is related to revenue from Coupang Aids I'm advertising 2 newer offerings that have continued to scale over the past year. Gross profit increased we are now ready to take our call to our call to
our call to our call to our call to our call to questions. Thank you, operator.
Thank you, operator.
Thank you, operator. Thank you, operator.
Thank you, operator.
Thank you, operator. Thank you, operator. Thank you, operator. Thank you, and last year, due to the revenue mix across our offerings and additional investments, but we are encouraged that the underlying operating leverage in the business it's improving. With our new offerings like Fresh and Eats, we continue to prioritize investments to drive growth we will scale.
Also, Vaughn noted how our teams continue to navigate operational challenges related to COVID safety protocols and shutdowns, we have come with an opportunity cost of dealing efficiency efforts in the near term. As we move past COVID, further scale new offerings and optimize operations and supply chain, we expect to see increasing efficiencies and meaningful gross margin expansion excluding equity compensation and depreciation, operating general and administrative costs we have a strong financial performance in the quarter.
We have a strong quarter of revenue
in Q1. The increase is mainly from investments in technology to support continued product enhancements and more corporate personnel. The Q1 also includes non recurring costs related to our IPO. As a result of the higher expense growth, our adjusted EBITDA loss was $133,000,000 in the 1st quarter. For cash flow, we focus on trailing 12 month numbers, which we believe are better indicators of ongoing business performance.
Trailing 12 month operating cash flow was negative $197,000,000 in the Q1 due to the timing of inventory investments and payable cycles in Q1 related to the Q1 of last year. Last quarter, we made inventory investments following a strong growth late last year to offer customers broader selection. Meanwhile, Q1 2020 cash flow benefited from initial surge in sales from the COVID lockdown and inventory replenishment lagged a bit, but our cash conversion cycle is unchanged, we expect these factors to normalize as the year progresses. Overall, we are pleased to have carried our operating momentum into 2021, we are confident that the investments we are making and our focus on operational excellence to deliver an exceptional customer experience will continue to pay off. I'll now turn the call back to the operator to begin the Q and A.
Thank you. We have your first question from Stanley Yang with JPMorgan. Your line is open.
Thank you for your very first quarter results. I have two questions. First question is there are competitive landscape. The e mart and market fully, the pure grocery player announced to The low price strategy, I think in conscious of coupon growth momentum. So what's the countermeasure of your company?
And should we expect any disruptive marketing competition Going into the Q2 and onward. And my next question is, I'm just wondering about this 1P versus 3P GMV mix change during the Q1, can you please color any GMV trend and any product category size in terms of G and D? Thank you.
Hi. Thanks for the question. I'll take the first And I think maybe, Guav, you can tackle the second question. So I think as we stressed in our opening, I think the most important competitive advantage that Coupon has is really our orientation. We've made we've always worked backwards from the customer, it's never been appealing to us to be reactive to competitive changes.
And we always we believe that enduring long term trust with customers really comes from consistently delivering the best experience at the low price every day to all customers. And I think that's an important context. We've built we've invested 1,000,000,000 of dollars into our end to end network. And Fresh, for example, we believe we're the only nationwide dawn delivery and same day delivery. We believe we have the best selection, and we believe we have the lowest because we have structural advantages and efficiencies that we've shared in part with back with our customers.
So for example, Stanley, we have the lowest shipping free shipping threshold in Fresh that we know of anywhere in the world, at least that we know of, Which is about $13 minimum or KRW 15,000. That's the kind of everyday low price, fast delivery experience that we're delivering consistently at scale, And it's not an easy thing to do. We built hard things, invested a lot of capital to build that unique end to end network. That's why you're seeing the growth that you saw in the Q1. In Q1, fresh was 2.5x the size it was in Q1 of 2020, and that's not on a small scale.
So even at large scale, you're starting we still see very high growth, and that's not because we reacted to any competitive, we're not that's not because of a countermeasure Over short term promotion, that's because we built the infrastructure and the technology nationwide to provide the best selection, the best service at the lowest price consistently every day to everyone. And we'll continue to invest in that. It's one of fresh is one of our new initiatives that we're really excited about, we're focused on and we will invest in, in the upcoming year.
Stanley, on your second question of 1P versus 3P mix change. We continue to see strong growth in both 1P and 3P, There is no material change in mix at this time. So we are focused on both the services and continue to drive initiatives in each of them. However, over time, we would become agnostic between our owned inventory and third party selection. We'll continue to optimize for total gross profit dollars.
And in the long term, there will be no difference in customer experience. We'll prioritize whatever is more profitable for a given item.
Thanks, operator. We can take the next question.
Your next question comes from the line of Eric Shaw with Goldman Sachs. Your line is open.
Hi. Thank you for the opportunity. Just had two questions, if I may. First one is, we noticed that there seems to be pretty strong growth coming or pretty strong sustained growth coming from the active users. Just wanted to know what is what's the driver behind this?
And the second question is, there's been a couple of, I think, news out on Coupang regarding its overseas expansion initiatives, just wanted to hear from the management whether how focused Coupang is on this overseas expansion? And if they are, is it on the e commerce part or is it for the other sort of initiatives? So just wanted to know a little bit more details around that thank you.
Yes. Thank you. Thanks for the question, Eric. On the first part on the first question, we think the drivers of that active customer growth are the same drivers that you saw drive the high adoption and spend growth that we shared in the S-one, if you look at our cohort behavior, our customer adoption, it continues to accelerate, continue to accelerate. And we think it's really a culmination of and really validation of, in our view, of the long term strategy we really believe no matter what category you're looking at, customers want all three of those pillars, service, selection and price.
And what we're really excited about is that primary driver of our growth continues to be organic. Word-of-mouth is spreading. And you saw No, that number that adoption continue to grow. The vast majority of online shoppers in Q1 in Korea I did not purchase ROCCAT yet, right, did not purchase ROCCAT in Q1. So we're just so excited to See that penetration go up and we're excited because even if these are new customers, we have a lot of evidence that once they experience That selection, service and price differentiation consistently and they build that trust, their spend And loyalty to our services grows and accelerates over time.
And we really believe that as we add on more offerings like Fresh and Eats, that it creates more opportunity and more reasons for customers to become loyal to our platform, to place their trust in us. So we're seeing all of those investments Really compound our customer adoption and loyalty. On the second question of overseas expansion, I think it's important context. I just want to make sure I think some of this will be obvious to many, if not everyone on the call, That we have a tremendous runway ahead. We just have we're so early in our journey in our existing market.
This is one of the largest and fastest growing markets in the world in Korea. The fact that our oldest cohorts are still increasing spend at a fast rate, the fact that our most mature categories are still gaining online share, growing faster than their online segments, just speaks to, I think, And the overall growth being 3 times out of the e commerce segment, even in a quarter like this quarter that comped COVID months last year just I think speaks to how early we are on this journey and how much runway we have. And the wonderful thing about having such a large and growing opportunity like the one we have in front of us Is that it gives us ample opportunity to continue to build more and hone our capabilities. And when we which means that when we extend those capabilities to new markets, we'll have a greater chance of success. And we, of course, will examine and explore opportunities in new markets as they come to us and we'll pursue them.
We'll pursue opportunities if we find an attractive one, if we identify attractive one. Thanks,
Eric. Operator, we'll take our next question.
Your next question comes from the line of Peter Milliken with Deutsche Bank. Your line is open.
Yes. Good morning. Thanks, guys. Firstly, do you have any specific plans for what to do with the $3,500,000,000 you've raised from the Because it seems to me to give you an even better chance to further your lead in the market. And secondly, logistics is really a great competitive advantage you have.
Can you explain any recent developments You had maybe in the 3P fulfillment side and whether you think merchants would accept more than one e commerce platform 3 piece fulfillment or whether they would settle for 1 company doing that. Thank you.
Hi, thanks for your question. I think those two questions are somewhat related for us. At least the answer will be related. I think when you look at so I think you're well aware that we've invested 1,000,000,000 of dollars over the last 7 plus years, building 25,000,000 square feet of fulfillment logistics infrastructure. Not only that, But a unique tech stack, just countless systems and processes and algorithms that we've invested in and we continue to invest in to optimize and upgrade, and we're not resting on that lead.
Our goal is not to rest on that lead. We have capital that we're going to use to extend that advantage. So in the coming year, we're going to build more we're going to build more in our coming year than we've ever built in any year in our history. Just in infrastructure, e commerce infrastructure alone, we are going to build over 50% Of what we've built in our entire history in just the coming year. So we're really going to continue to push and extend the structural advantages that we're going to build that we've built and it's not just advantages in customer experience, it's efficiencies that come out of that scale, come out of the processes that we keep iterating on And refining and enhancing with our technology.
And those savings, we're going to pass on in part to our customers and share with our partners. And I think when you think about whether it's 1P, 3P, I think that's I think the way to think of it is, who is building the infrastructure who can build infrastructure that creates structural advantages And efficiencies that can be shared back. And if you don't have that scale, that technology, that infrastructure, It's actually not efficiencies, but higher cost. And I think that's the way we're continuing to build an advantage in experience and cost, the best experience at lowest cost. We'll also continue to invest in new offerings.
As we mentioned, we're going to we're excited about the progress we're making in Fresh and Eat. And they won't be the last investment. They won't be the last new offerings, we're constantly testing more opportunities and we'll increase our investments in as opportunities gain traction. Thank you. Operator?
Thank you very much.
Your next question comes from the line of Soehan Shin with Credit Suisse. Your line is open.
Yes. Thank you for the opportunity. I have the two questions. On the number 1 on your 3P business, how should we think about our average on the 3P take rate and the comparing with other marketplaces in Korea and then also how fast they can this along with the expansion of the jet delivery on the services. My second question on your customer base, can you give us some more color like in terms of like the age groups or certain the areas?
So I would like to think where we can The upside on the found population in Korea. And then also I would like to know like the percentage of like the Rockette The membership, the subscribers and also if you can provide any target ratio of your profile on the subscriber, that would be great. Thank you.
Yes, thank you. That's a lot of So let me try to tackle hopefully, I'll try to cover as much ground as I can. So just to give you a sense of The opportunity and the you asked about the age groups and the demographics. This is how we're seeing we're still under penetrated in almost every age category you can think of every demographic. So in Q1, at least according to the sources that we found, there were 37,000,000 Shoppers online in Korea, over 37,000,000 in Q1.
We had 16,000,000, Which is, of course, a big jump from what we had year over year and that continues to grow. And you know from our cohort data that we share Once they start adopting our services that you see the spend grow every year And so we're still very early and we're excited to see us growing in every age group and gender demographic you can think of because we believe that the vast majority of online shoppers should be shopping on Kufang and shopping on Rocket at the end of the day. And so we still have a lot of runway and a lot of growth that we have to a lot of adoption That we have to still target. And you mentioned some services, we're always because we're trying to create more chances And more contact points so that people can discover our services. If people come into our services through so many different channels, some will start with Rocket, some will start on Eats, we'll start on walk it and go to Fresh.
We are launching we, of course, talk a lot about Fresh and Eat. But at any given point right now, we have dozens of services of new experiments that we are testing, if not over 100 that we're testing and we're experimenting, we're learning, we're iterating and we'll continue to improve, enhance and invest more So that we can create more opportunities for us to engage customers and get them started on that journey with us.
Yes. Thank you. Thank
you. Thank you so much.
Your next question comes from the line of James Lee with Mizuho. Your line is open.
My first question
is for Gaurav. Can you talk first question for Gaurav. Can you talk about maybe revenue growth expectation for Q2 in FY 2021? Is the expected deceleration pretty consistent with the prior view? And looks like you guys did a good job on EBITDA.
Can you also talk about your expectations for the same period as well? For Baum specifically, maybe some follow-up question on competition, given the potential capital raising by one of your major competitors that being Nabors and also potential increased competition, can you talk about maybe the difficulty for someone to replicate your end to end network here? And if they decide to increase their competition, maybe replicate your network, how do you plan to respond to that to new competitive pressure here? Thanks.
Thank you for the question. So as Ina had mentioned earlier, Rex, in February March, we saw the year over year comps after COVID hit Korea in 2020. And since that time, the comps we have seen is a growth in high-50s In constant currency, approximately high 60s in U. S. Dollars.
And There's a lot of uncertainty going forward, but that's where we are what we have seen so far.
Yes, I think just to touch a little bit on the profitability side. I think you'll continue to see in the near term, there's going to be fluctuations in gross margin because of revenue mix across our services, things that are growing at different rates and also with new investments that we make. But I think in the long run, we're the momentum you see in our business, I think Gaurav just mentioned that our February March, for example, even against fully The comp COVID numbers was growing in the high 50s. We see strong momentum. Of course, there's uncertainty related to how the year progresses, how the COVID pandemic progresses, but there's strong momentum that we've built because we made choices In the past, we invest made investments in the past that maximized or sought to maximize long term cash flow over short term profit.
And we're fortunate to be in a position to do that. We are still fortunate To be in that position, to be stewards of capital for very long term investors, for employees or customers who all turn to us, we believe we are building a generational company. We're making investments that are targeting decades long opportunities, we have a chance to build a groundbreaking customer experience to break trade offs And we are going to continue to make investments whenever we see attractive opportunities to maximize long term cash flow Over short term profit optimization, we will always choose long term cash flows. And that's our orientation. That's what we'll continue to do.
And similarly in that vein, and I think what gives us additional confidence to do this Is that the underlying operating leverage that we see in our business is improving, especially in our most mature investments. So that gives us a lot of confidence that again, if we make this the right decisions for the customer and for the long term, they really do, I think we're headed in the right direction of providing the best experience at the lowest cost. And your second question was around competition. And we again, it doesn't change our strategy. It's not as though we're just starting to make investments.
We've been making investments over the last decade, especially the last 7 years in this end to end integration, in a fulfillment logistics infrastructure that now blankets the market in technology that really is driving the scale and efficiency here. And we're going to invest we've invested in what we think is unprecedented scale in e commerce, technology and infrastructure. And we believe we'll be unmatched in our future investments as well. As I mentioned, just the next coming year alone, Just on the fulfillment logistics infrastructure side, not to mention the technology side, we're going to build we plan to build over 50% of what we've built over the entire history of our company in the coming years. We are going to be as aggressive, if not more, as aggressive as we've been in our past.
Thanks, James. Operator, we'll take our next question.
We will now take our last question from the line of John Yu with Citi. Your line is open.
Thank you for the presentation and the opportunity to ask questions. My first question is about the operating cash flow. In the Q1, operating cash flow came down to negative 33 Of inventory level as well as the net loss, so I would like to understand what would be the reasons or if it was related The increase in GMV mix of grocery or Rocket Fresh. And the second question is about fulfillment service. Recently, Coupang has started the profile within the services to 3 key sellers.
So I would like to understand how many sellers onboard you so far Or how the fee tag was and how much monetization opportunity you are expecting? Thank you.
Thank you, John, for the question. So structurally, on our operating cash flow, there are no changes to The operating cash flow is negative primarily because of timing of inventory And accounts payable days, we expect it to normalize in the foreseeable future. Our fundamentals still remain strong for both our inventory days and the LP days. There's more things on that.
Yes, I think that's yes, that's right. There's on the fulfillment services question, I think a way to think of the way we think about this is that we are building structural advantages and efficiencies, Whether it's serving whether it's in our retail or whether it's in that we can share back with our customers and with our suppliers. I think that you mentioned Fulfillment Services with all the things that with any one of our new initiatives, we always start At a small scale to test, to iterate, to learn, I don't know if you know the background for Eats, for example, we started in just one part of Seoul, Gangnam region, and we were for through much of last year, the middle of last year, it was still primarily focused on just parts the Gangnam region of Seoul. And now it's national because we were able to build the capabilities and to get confidence that we could provide the best experience, again, at the lowest cost. And that's the same way we think about our rocket experience that we whether it's suppliers or different parties that we partners that we work with.
What we build For retail should help non retail. We are building scale, structural advantages and efficiencies that we can share back with our customers with lower prices, free shipping, free returns and for suppliers, enhanced growth at lower cost. So that's the scale. There's going to be so many different ways for our it's still our e commerce infrastructure and technology and our e commerce scale, our rocket scale that allows us to build structural advantages and efficiencies that will allow us to create the best experience for the customers at the lowest cost, Which means ultimately the lowest price. Hopefully, that gives you a sense.
And we're going to have lots of different opportunities, different experiment on that foundation that we'll continue to invest time in. Thanks, John.
Mr. Sano, I turn the call back over to you.
Thank you everyone for joining us today. We appreciate the interest. Operator, we can end the call. Thank you. Thank you.
This concludes today's conference call. You may now disconnect.