Good day, everyone, and welcome to Groupon Second Quarter 2021 Financial Results Conference Call. At this time, all participants are in a listen only mode. A question and answer session will follow the company's formal remarks. Today's conference is being recorded. For opening remarks, I would like to turn the call over to the Chief Communications Officer, Jennifer Biedermanns.
Please go ahead.
Good morning, and welcome to Groupon's Q2 2021 financial results conference call. On the call today Our Interim CEO, Aaron Cooper and CFO, Melissa Thomas. The following discussion and responses to your questions reflect management's views as of today and will include forward looking statements. Actual results may differ materially from those expressed or implied in our forward looking statements. Additional information about risks and other factors that could potentially impact our financial results is included in our earnings press release and in our filings with the SEC, Investors.
Groupon.com is a way of easily finding information about the company. Groupon promptly makes available on this website The reports that the company files, corporate governance information and select press releases and social media On the call today, we will also discuss the following non GAAP financial measures: adjusted EBITDA, free Cash flow and FX neutral results. In our press release and our filings with the SEC, each of which is posted on our Investor Relations website, You will find additional disclosures regarding the non GAAP measures, including reconciliations of these measures to the most comparable measures under U. S. GAAP.
And with that, I'm happy to
turn the call over to Aaron.
Thanks, Jennifer, and good morning, everyone. It has been an exciting first half of twenty twenty one at Groupon and I'm pleased to report another solid quarter of financial results. In the Q2, we generated nearly $430,000,000 in global local billings, the highest quarterly level since the pandemic began and $41,000,000 of adjusted EBITDA. The macro recovery as expected is proving to be an organic tailwind as economies around the world reopen and consumers get back to While the recovery in North America has continued to ebb and flow, 2nd quarter North America local billings grew 20% versus the 1st quarter And reached 67% of 2019 levels, the highest quarterly recovery rate since onset of the pandemic. We ended the 2nd quarter with 15,200,000 Active North American customers, which was stable compared to the Q1 and is an important milestone that you'll hear more about from Melissa later in the call.
For our international business, in the Q2 countries began relaxing COVID restrictions as vaccinations accelerated and in June international local billings Reached the highest recovery rate since the onset of Wave 2 in October 2020. International local billings also stepped up nicely quarter over quarter Growing nearly 30% in the 2nd quarter versus the 1st quarter. But similar to what we've seen in North America, we expect performance to ebb and flow across And as we said before, we expect a longer recovery cycle in international where restrictions have been more prolonged and stricter and the vaccination rollout has As we leverage these macro recovery trends to our advantage, we are also continuing to execute on our growth strategy. We told you that our goal was to grow high quality local inventory. So far our efforts have centered around growing Offers inventory within Beauty and Wellness and removing restrictions on deals across the marketplace.
We've also begun to modernize our marketplace with a new Customer experience and new feature sets for our merchants including expanded self-service. Overall, despite the overhang of the pandemic, We are seeing green shoots that give us confidence in our ability to reshape Groupon into a destination for local experiences, which we believe will provide a foundation for growth Our growth thesis is rooted in our ability to deliver the value propositions our customers and merchants want. Everything we're doing is focused on improving these value propositions. We want to improve the ease with which merchants can interact with the Groupon marketplace, Extend their reach to new and existing customers and give them the monetization levels they need to achieve healthy unit economics. Likewise for customers, we intend to expand our wallet share by giving them the value selection and convenience they want.
Expanding our inventory is a key element of our growth strategy and our teams have been making meaningful progress on two fronts. Bringing back pre COVID supply to our marketplace and growing offers and repeatable inventory. First, let me touch on the team's progress on bringing merchants, particularly top merchants from Top merchants from 2019 back to the marketplace. Many of you have been asking us about the health of our merchant base. So I wanted to provide you with some additional color to highlight our progress to date.
My comments will focus on North America, which is leading the way. When we think about recovery in our merchant base, We believe the fastest way for us to reenergize our local category is to reactivate our top supply. So we have placed a lot of focus on this goal and our efforts are beginning to pay off. At this point, we have brought many of our top merchants back to the marketplace. While we are encouraged by our progress in bringing these merchants back and retaining them, we know we have to move this number even higher.
As I said, we're confident we can continue to do that And here's why. First, our team is in active dialogue with our top merchants who are not yet back on the platform And many of them are telling us they want to come back to Groupon, but the timing is not yet right. This There are capacity constraints, largely driven by labor shortages, lingering COVID restrictions and high consumer demand. This has led to a supply demand mismatch. However, other verticals like Beauty and Wellness and Home and Auto are more recovered and we have more of these merchants back in the Groupon marketplace.
We believe this demonstrates that they view Groupon as a valued partner. And second, as we continue to engage with our top merchants, We are seeing top supply metrics improve weekly across all verticals. We believe merchant capacity constraints are transient And that we will successfully bring back top supply, although the timeline to achieve this will likely extend into next year. The great news on this front Is that as our top merchants return, they will be returning to a fundamentally improved Groupon experience, one that does a better job of driving customers through their doors. You're hearing that we still have some work to do on this front, but our progress bringing Top Supply back on the platform is certainly trending in the right direction.
To help you triangulate on why this is important, top supply recovery has been correlated with our bookings recovery in North America Local. We believe that as high quality merchants return to our marketplace, this is stimulating consumer demand. Beyond just our top merchants, we have broad supply With market leading selection of local experiences that support the vibrancy of our marketplace. We are leveraging our sales team, self-service and our inventory partnerships to continue to grow our inventory base and further strengthen our competitive position. While we are focused 1st and foremost on recovering our top supply, We are also doing all we can to help small businesses find their footing as they reopen their doors.
We love seeing these local businesses Come back and partner with us, which helps to strengthen our position as a destination for local. So we've talked a bit about recovery. Let me now switch gears and update you on our growth efforts. The team is making steady progress on our inventory initiatives, which we believe will allow us to transform our marketplace By growing high quality local supply. As we've discussed in previous calls, in North America in 2021, we're focused on removing repeat restrictions And deals across all verticals and increasing the average number of listings per Beauty and Bonus Merchant.
I'm excited to announce As of today's call, more than 70% of our deal inventory is now repeatable. This is an important milestone as we strive towards our long term goal of increasing purchase frequency and overall marketplace velocity. Unrestricting deals will give consumers the opportunity to engage more frequently with more inventory The repeat purchases. While it is very early days, which means we haven't fully leaned into marketing these deals, we are encouraged Merchants who have lifted repeat restrictions saw an initial 2% lift in units per customer. We have also hit our goal to increase the Average number of listings per Beauty and Wellness Merchant.
In the first half of twenty twenty one, we grew inventory within our North American Beauty and Wellness vertical with the majority of this growth driven by offers. In fact, listings for Beauty and Wellness Merchant have grown over 20% since we launched offers, which means that on average these merchants now have about 4 options for purchase We will continue to focus on driving listings per merchant higher when and where it makes sense. Let me provide some additional context for how this progress is showing up in merchant and consumer behavior as well as our business. As we look at the 4 cities where we tested offers Detroit, Denver, Dallas and Seattle During the second half of twenty twenty, we can see the impact of offers. Offers have now been part of our sales pitch in these markets for about a year.
We're still early, but we've been seeing a positive response from both sides of our marketplace. So here's where we are today. On supply side, merchants are embracing offers. The initiatives we have in place are driving beauty and wellness supply growth in our marketplace And we are testing these initiatives and others to power supply growth in other verticals. On the demand side, customers are also responding, particularly high intent customers.
That said, again, we're still a bit early. And while we're seeing encouraging signals, we have work to do to unlock our full potential. It's also really important to keep in mind that our markets have yet to fully benefit from our new customer experience or marketing investment. The pandemic has created a lot of noise and there's a lot of seasonality that makes measuring incrementality difficult. Remember, however, that we've tackled the 2 root causes that have We've unrestricted supply, which now allows customers to buy more than 70% of our inventory again and again, and we've These are fundamental challenges that we had to overcome.
Bottom line, we have high conviction that unrestricting inventory and providing new inventory products will help us drive demand over time. As we continue to scale elements of our growth strategy, we're positioned to leverage these elements throughout our business to create even more opportunities to drive growth, Such as launching new products focused on driving frequency, rolling out new branding and exploring new ways to attract loyal customers. Now that we are beginning to make substantial progress both recovering our pre COVID supply and unlocking merchants potential to do more with Groupon, We're ready to leverage proven marketplace tactics like inventory multi packs and other merchandising initiatives that were not possible before. Let me take you through how we are leveraging these marketplace tactics within our strategic priority to modernize the marketplace experience for merchants and customers alike. Let's start with the merchant experience.
We're leveraging technology across our merchant platform to deliver the ease, reach and monetization The local businesses won for Groupon. We have launched new features to significantly improve our self-service capabilities and it is now much easier for our merchants Great, update and optimize listings. In short, Boot Barn is becoming a better partner to our local merchants around the globe. A best in class self-service option solves 2 key challenges Number 1, it addresses a key merchant pain point and number 2, it creates leverage for our sales team as we expand our local inventory. New and existing merchants alike are transitioning seamlessly to our self-service platform.
Let me provide a little color And how self-service is beginning to show up in our merchant data. In the past 12 months, we've made strong progress getting merchants to adopt self-service. In the Q2 alone, nearly 50% of the deals launched in North America were launched via self-service. We expect this number to continue to grow over time. Moving forward, we believe self-service will be an important and standard way for merchants to interact with Groupon.
Now that we have made Significant progress optimizing our merchant platform to handle standard business operations, we are moving to enhance our feature set with capabilities that are unique to Groupon and our opportunities. For example, in the Q4 of 2020, we launched a new recommendations feature, which is beginning to deliver results. Among our top merchants, those that have leveraged our recommendations realized nearly 20% more bookings versus merchants who did not. In late June, we launched a significant new recommendations feature set, the Merchant Advisor, a tool that further strengthens our ability to give our merchants This new feature dynamically analyzes merchant campaign performance and provides bespoke recommendations that help merchants manage their entire portfolio of listings, such as recommending new deals to launch based on a merchant's menu of services. We plan to scale this to all merchants in the Q3 and believe it will provide merchants with even more actionable insights to drive growth, a win win for both merchants and Groupon.
In addition to self-service, we are also leveraging partnerships and integrations when we see an opportunity to accelerate improvements to the Groupon merchant experience. A great example of this is our new partnership with Booksy, a popular beauty and wellness appointment app. Now existing Booksy merchants can easily connect their inventory to Marketplace and Groupon will be able to offer our merchants free access to Booksy suite of scheduling and business management tools. Bookable inventory is an important characteristic of high quality supply, particularly in the Beauty and Wellness vertical. And these types of partnerships can help accelerate growth of our bookable inventory, while also enhancing the customer experience.
Offering a portfolio of free and paid merchant services This is a great segue into our progress modernizing the customer experience. By now, many of you in North America have interacted with our new customer experience. As a reminder, our overarching goal with the new experience is to drive sell through of our expanding inventory base, grow purchase frequency over time and begin to bend the We want to deliver a modern engaging Personalized discovery experience that will give consumers highly relevant search results and recommendations to consider and interact with that will help drive conversion over the long run and drive more customer engagement with our content, which should also lead to an increase in purchase frequency. With millions of consumers coming to Groupon every day interacting with our homepage, we have a unique opportunity to educate consumers And how they can leverage our platform to explore the world around them and participate in the 80 plus replicable moments happening every year. We made a lot of progress on this mission critical initiative.
And as of last week, our new customer experience has been launched to 100 percent of American users across the app, mobile web and desktop. A huge shout out to our product and engineering teams for all their hard work to get this new CX launched. We haven't profoundly changed our customer experience in over 5 years and this launch is an important point in our journey to becoming a destination for local. In addition, it was also completed in a much shorter timeframe than any previous changes going from concept to delivery in just 6 months. Let me share a We are prepared to see a typical drop in conversion rate that usually happens when you launch a new CX.
And while conversion rates are still below pre launch levels, we've been encouraged to see the impact to conversion was less than anticipated and we've seen conversion improve steadily since launch. Engagement is also a bright spot for us. We're seeing customers spend more time engaging with our marketplace. Our homepage bounce The survey indicates that our new CX is helping to shift our brand perception. While based on a small sample size, through this data, we have seen that our new experience is outperforming our old experiences as customers tell us that Groupon is showing them the businesses and listings they're interested in and helping them discover new experiences.
In terms of what is next for our new CX, this recent launch is only the beginning. Now that we have unlocked new inventory growth avenues and have launched A foundational new user experience that is local first and showcases Groupon as a destination marketplace, we're focused on improving the way we surface Full menu inventory options and building and launching more features to drive more engagement and repeat purchases. One example of how our inventory, merchant and customer initiatives are coming together to pave the path forward for the new Groupon is a recent pilot of inventory multi which allows customers to buy multiple experiences in a single purchase from a merchant at a discounted price. We're exploring how we can leverage multi packs and eventually bundles to drive unit growth. While this product is still in early development, The initial read from customers has been positive, leading us to believe that we can capture additional wallet share.
Less than a year ago, a product like this would have not been possible. We've been able to create an entirely new product that speaks directly to our merchant and customer value propositions. And as I mentioned, With our progress on the inventory front and the rollout of our new CX in North America And as local communities continue to reopen around the world, we've begun to lean into marketing to maximize the impact of our progress. As we look to reeducate customers and expand the Our brand from an episodic inspirational marketplace to a destination marketplace, we are being strategic With our marketing investments and we are focusing on deploying resources in a balanced way to make all parts of the funnel work harder. Being strategic also means that we'll continue to assess the impact from the Delta variant and pandemic related constraints.
In the Q2, we continued moving our spend up the marketing funnel with the ultimate aim of reshaping our brand perception as a destination for local. We saw some great results with our mid funnel efforts and tested new channels to reach a new younger audience. We also begun to showcase and leverage our brand repositioning through creative marketing. This week we launched our new brand campaign, grab life by the Groupon, Asking people to choose whether to accept life as it is or grab life like their life depends on it. This campaign brings our Inventory and marketplace modernization work to life and we're excited about this campaign's potential among customers who are ready to get out and explore their local communities.
Before I turn the call over to Melissa, I want to take a step back and remind everyone of everything we're doing to transform the Groupon marketplace. If you look back Over the past 10 years Groupon was really only able to offer one local inventory product, deals. Merchants had only one way to interact And there was no opportunity for them to do more with us. And with only one product and limited purchaseable inventory, we trained customers to think about us only episodically. We fundamentally altered the customer merchant value propositions over the course of just the last year.
And we're bringing our merchants These reach the monetization they need to help their businesses succeed with Groupon and giving our customers the value selection for meanings that they want. As we've shared today, we've already made significant progress rolling out our new value propositions. It will take time to influence the hearts and minds of our customers Given our long standing reputation as an inspiration only marketplace, but we're well on our way and we're excited about what lies ahead. With that, I'll turn the call over to Melissa to provide insights on our financial performance.
Thanks, Erin, and thanks to everyone who's joining us today. I'm proud of the progress we've made during the first half of twenty twenty one and look forward to bringing this energy into the rest of the year. Today, I'll use my time to provide further insights into our Q2 operating financial results, our restructuring plans and lastly, our updated 2021 financial guidance. In addition to my prepared remarks, I encourage you to review our slides, which contain additional information on our outlook for the remainder of the year. Starting with our consolidated second quarter results.
We delivered $608,000,000 of gross billings, $266,000,000 of revenue, dollars 194,000,000 of gross profit and $41,000,000 of adjusted EBITDA. We ended the quarter with $565,000,000 in cash. We are encouraged by the recovery trends we have seen. As expected, Trends haven't been linear and recovery continues to ebb and flow in certain verticals and countries. As Erin mentioned, in North America local, Q2 was the highest quarterly billings recovery rate since the onset of the pandemic.
In international, within the 2nd quarter, Local billings reached the highest recovery rate since the 2nd wave of COVID impacts began in October 2020. While we are pleased with our results To date, we believe that billings recovery has been limited given the challenges that merchants are now facing due to the ongoing COVID Including the delta variance, capacity restrictions and labor shortages. That said, We're stable in the 2nd quarter and ended the quarter at $15,200,000 the same balance as the end of the Q1. But for us, It's not just about stabilizing the base. It's also about increasing customer purchase frequency, which we believe starts with improving the quality of the customer base.
Let me give you a little more color on the progress we're making on this front in North America. Than we did prior to COVID, we are improving the gross profit we are generating per customer. Local customers have a higher value than our goods customers. Local only customers increased approximately 10% versus the Q1. And about 85% of new customers in the 2nd quarter for local only customers, up 500 basis points versus both the Q1 of 2021 and pre COVID International active customers have not yet stabilized.
This is largely dependent on the timing and extent of local recovery, which has been more prolonged in our international markets. Next, I'll provide more insights into our 2nd quarter results. Starting with North America Local. As I mentioned, we drove a sequential increase in local billings in the 2nd quarter compared with the 1st quarter. Looking at the trajectory intra quarter, local bookings as a percent of 2019 levels peaked in the month of April and then pulled back beginning in May.
The performance in May June was primarily driven by our things to do category, where supply is less recovered versus And we didn't see the typical level of seasonal step up in bookings for this vertical. In international countries, International local billings for the Q2 were 41% of 2019 on an FX neutral basis. In addition, It's important to note that our Q2 global local gross profit benefited from $10,000,000 of variable consideration from unredeemed vouchers that were sold in a prior period. The majority of this benefit was related to our international segment. We are observing redemption rates that are lower than our historical estimates for vouchers sold at the onset of the COVID-nineteen pandemic that are now reaching for exploration.
That said, we're encouraged that redemption rates for bookings in recent periods are more in line Continues to be challenged. This is driven by the intense competitive environment for goods, which includes heightened competition in paid marketing channels, Ad targeting headwinds from the recent iOS updates and consumers returning to physical stores. We are redeploying marketing spend I'm pleased to report that the international transition to 3rd party marketplace model, which we began in the second quarter, is over 16% complete and expected to be completed at the end of the year. As we saw in North America, this greatly simplifies the operations of our goods category and allows us to This simplification will help us to remain focused on winning in local, a category where we're most differentiated. Turning to operating expenses.
Marketing expense was 44,000,000 And reflects an increase in spend as consumer demand for local returned and we made investments in our brand repositioning. SG and A was $138,000,000 Our restructuring actions are now largely complete and we expect to achieve $225,000,000 of run rate savings by the 4th Keep in mind, as you think about the SG and A run rate on a go forward basis, we do expect normal inflationary increases such as Merit and incremental expenses associated with our ongoing cloud migration. Now for a quick update on the liquidity front. Earlier this year, we issued $230,000,000 of convertible notes due April 2026. In the second quarter, We used the net proceeds from the convertible note issuance, which was included in our restricted cash balance as of March 31, as well as cash on hand to fund the early repurchase of $250,000,000 convertible notes due April 2022.
Looking ahead to the Q3 and beyond, we remain laser focused on tackling the most important priorities. We believe that we're taking the right steps now to position Groupon for the long term. In light of our Q2 performance, we are updating our full year 2021 financial We now expect to deliver $115,000,000 to $125,000,000 of adjusted EBITDA for the full year, and we remain on track to deliver between $950,000,000 $990,000,000 of revenue for the full year. Let me provide some additional context around our updated full year outlook. We expect local performance to continue to ebb and flow in the second half of the year, largely driven by factors Such as the delta variant and the supply demand mismatch that merchants are facing, particularly in the things to do vertical.
With respect to goods, in light of the headwinds I mentioned earlier, goods performance levels stepped down in July to approximately 30% of 2019 billings globally. Our outlook assumes July performance levels for Glitz will continue through the remainder of the year and that we will complete our transition to a 3P model at the end of 20 Lastly, our intent is for marketing as a percentage of gross profit to step up further in the second half relative Will depend on the macro dynamics we are observing. Given these factors and the 2nd quarter benefit from variable consideration for unredeemed vouchers, you should expect our Q3 adjusted EBITDA to be lower than the Q2. As a reminder, our outlook does not assume a material contribution from our growth strategy. One final thought before I turn it back over to Erin.
We are excited about our path forward and believe we are executing a strategy that will position us for growth over the long term. While the potential resurgence of the pandemic and related restrictions is a very real headwind that may extend our recovery timeline, We see this as a transient challenge and remain optimistic about our future. I'll now turn it back over to Aaron for some closing thoughts.
Thanks, Melissa. Before we move on to the Q and A portion of our call, I'd be remiss if I didn't Take a moment to acknowledge all of the incredible work our team has been doing. We've come a long way since the start of the pandemic and would not have been possible without their dedication, resilience and hard work. They continue to rise to the occasion and I couldn't be prouder of their efforts. Our people are our most valuable asset and our team has set out We've recently launched a variety of new diversity, equity and inclusion culture and volunteer initiatives to support these goals.
Happy and healthy organization is integral to our success as we drive towards our long term vision of being the destination for local experiences. And we look forward to updating you on our progress in the second half of the year. And with that, open the call for questions.
For the first question, we have Trevor Young from Barclays. Your line is open.
Great. Thank you. 2 for me. First one for Aaron. You're seeing some good green shoots as you put it, some good innovation on product, the improving CX, Inventory growing, etcetera.
But it still sounds like maybe some hesitation from merchants and even some of those larger merchants you've worked with in the past, still some choppy trends. What does it take to get merchants to really jump in so that you can harvest some of this innovation improvements that you put in place? And then second one, I didn't hear any mention of the $250,000,000 EBITDA bogey if you were to reach 80% of 2019 GP levels. Is that still one of the You're aiming towards or is there maybe a change in strategy
a bit here that you're going
to lean in on spend more, whether it's R and D to drive innovation Maybe on the marketing side, to drive merchant and customer adoption to get that flywheel going now that you have some of the tools, inventory and interface addressed? Thank you.
Thank you. Good to hear you. Let me take the first question and then Melissa will take the second. So when you asked about all the changes we're making on the merchant And your question related to what's going to take it time what's going to need to happen for them to jump in? If you look at the numbers like Our merchants are taking advantage of this at a steady clip.
It's just going to take a matter of time, especially when you have merchants who have been working with Groupon for one way For so long, it's a matter of introducing them to our new offering and then we get familiar with it. So if you think about the key components of what we started to do with merchants, I'd say the foundational element is self-service. For over 10 years, again, merchants have been using Groupon in a more manual way and now they have a chance Something that starts with something simple like putting up a deal or deal edit. But as a self-service tool continues to engage with our merchants, There's so much more that we can do. Adding sponsored listings, which is now integrated into our self-service tool and will be ramping into the back half This year and into 'twenty two is one of a number of things that our merchants can now take advantage of in a far easier way.
And easier for them also means it's lower cost. There's more less staffing they can put on managing Groupon and there's more that they can do. So for us, honestly, it's just a matter of time. The things that we're doing and the uptick that you see us getting It's a testament to the fact that, 1, we're hunting in the right direction, but also these are things that merchants have come to expect of any ad platform. And when we put them out there, they're taking advantage of Welcome.
Yes. Thanks, Aaron. Thanks, Trevor for the question. Shin, regarding the $250,000,000 80 percent recovery, that was intended to illustrate the Power of our financial model on a significantly reduced fixed cost structure. We have not provided Guidance for 2022 at this stage, but it's something that we'll look to do on our Q4 earnings conference call.
Think what I would highlight is that we're really excited about the progress that we're making on our growth strategy and the foundation We're laying there, but more to come in terms of 2022. We'll look to provide clarity as we get closer or as we get to our Q4 call.
Great. Thank you.
For the next question, we have Yigal Arunyan from Wedbush Securities. Your line is open.
Hey, good morning, guys. Thanks for the questions. First one, sorry, this puts you in a little bit of an uncomfortable position, apologies in advance. But It's been a year and a half since you took over as Interim CEO. And I would say it was at At the very beginning of the pandemic, I would say over the last year, the message and the strategy has been really as consistent as we've seen it From Groupon, the vision that you're laying out, really long term strategy.
And I think it's been You know, a kind of really strong roadmap early part of the roadmap. I'm just wondering from maybe your point of view or Investors should think what the Board is kind of looking for to play out before you kind of take over in a permanent role. I think from some investors that we speak to, there's always question marks around the really long term vision and strategy That could potentially get changed under different leadership. So that's the first one. And then On the marketing efforts early on and clearly a really important component of trying to change the brand image with a lot of things you're trying to bring on board.
What are the things that you're looking for to feel like you're being successful in the marketing efforts? And You've talked a lot about the brand strategy. Is there a performance campaign around this too to drive more traffic to the app and Drive more consumers to the product. Thanks.
Thank you. Actually, listen, I appreciate your question. So First off, as it relates to, you're asking about like the strategy, the consistency, and related to the CEO search. So no update new update on the CEO search, but what's most important here is that the Board, our team, You're all aligned behind the strategy. This is something that we are working on together and this strategy is not changing.
So I wouldn't have any concern with that. Now you can see that from the increasing level of execution that we're getting across the board. So this is very much our obsession. Now I will say when you ask the question, you seemed a little nervous to me, so I appreciate that. So I'm going to recommend for you a reflexology Groupon.
I just had a couple of weeks ago. It's about a 30 minute foot massage followed by some shoulder work. And it's a great quarter of health, beauty, wellness business and we sell millions of them. Now hopefully you pick me up on that. It's actually awesome.
Now for your question on marching, this is think about the arc of what we're doing. We said and told everybody that we are going to change our merchant value And then we said we had to start to change our customer discovery experience, and we've now rolled out our CX. That customer discovery It's really the first part of our marketing effort because now it more intuitively communicates what we want to be known for. I mean, if you pull up the old site, the flash Flash deal site that where you have these big episodic scroll oriented experience, we now have A destination oriented experience. When we put that in front of customers and we measure it by the brand metrics and make sure that they understand The brand that we want to be known for and the reputation we want to have as a destination for the categories they're interested in.
And that's how we're seeing that performance that we want. Because the mission we're on is not about near term performance marketing, which we're very good at and the team is great and always been good at execution, but it's about changing this experience so that we start to benefit from destination oriented traffic. Now that is now backed up by us launching our new marketing campaign, moving more to mid funnel, which we did in Q2 and we'll continue to do and now upper funnel with our grab list by the Groupon campaign. So this long arc of our strategy very much works together. I know you're asking about the marketing portion of it, But changing that perception for Groupon is obviously core to the strategy and something that we're working on across all components of our Great questions.
Thank you.
Thanks. And yes, I just I didn't want to make you uncomfortable, so So I was a little nervous, but just a quick follow-up for Melissa on Darren's question. I fully understand that $250,000,000 at $80,000,000 Wasn't guidance or intended to be guidance, but are you coming off of that view? Should we no longer be thinking of If you get there, that's the EBITDA level?
I think the point you got to take away is that we've Created a lot of leverage in our model and significantly higher flow through to EBITDA as a result The significant reduction that we've made to our cost structure over the last Year and change. So I mean that's really I think the key takeaway there. We aren't providing Guidance on 2022, but I think the big takeaway is that we've created a lot of leverage in the model.
Okay. Thank you. Thanks, Yigal.
The next question, we have Douglas Anmuth from JPMorgan. Your line is open.
Hi, this is Niraj on for Doug. So just a couple of questions. Number 1 is just on the cadence of the gross profit and EBITDA, I guess on first You kind of provided the cadence would be improving numbers quarter on quarter throughout the year. So just as you highlighted on the things to do issues, supply demand issues, so Anything else that we need to read there? And number 2 would be on the Goods business.
You kind of pointed out it's going to be close to 30% of 2019 level. So how should we think about good business in the long term? And how much are you putting forward in terms of marketing In terms of the goods business? Thank you.
Why don't I start on I'll take your goods question first and then Melissa will come back and get First question. So, as it relates to goods, the way to think about goods is pretty consistent with how we've talked about it. We have significantly reduced the cost structure of our goods business. Now winning for us is on the other side of winning in local. And so for us now with the reduced cost structure in our goods business, we'll get better EBITDA flow through out of that business.
Our focus though is on local. And so do expect over time for goods to continue to kind of fade to the back, but that really is just based on our focus
Yes. Thanks, Aaron. So as you think about the drivers of our outlook, there's a couple of things that I'd highlight as you look at Kind of quarterly ebbs and flows. So, first, we did have a larger than That did impact some variable consideration in the 2nd quarter. So we did have a $10,000,000 benefit come through related to prior period bookings.
So that was something that we hadn't anticipated. The second point that I would call out, as you mentioned, We did see a step down in our global goods performance from the Q2 to July Around 30% of 2019 levels, we are assuming in our outlook that the competitive headwinds that we've seen We will continue. And then as you think about the EBITDA side, it is important to take into account our progression on marketing spend. So if you look at how that investment has progressed through the year, We stepped up investments in Q2 relative to Q1. And as we think about the second half, we expect to Further step up our investments in marketing and we would expect marketing as a percentage of gross profit to be higher than it was in the Q2.
And as you think about that, we're seeing local demand continues to return. But in addition to that, we are stepping up our investment in our brand repositioning. So that's what you'll really I look to see from us in the second half is that higher level of marketing investment. On the local side, We are encouraged by the recovery that we saw in the Q2, but we do remain cautious In the near term, just in light of the spread of the Delta variant, as well as the dynamics Our things to do category that we mentioned where our supply is less recovered in that vertical relative to 2019. So Those factors are taken into account, into our guidance.
And then as you think about seasonality, things to do category It's an important category for us typically in the second and third quarter. So just keep that in mind. And then I would say, bigger Picture to the point that Aaron made, local is really where we're focused, that's where we're most differentiated. We remain Positive on our opportunities in locals, even as we face the transient headwinds that we're seeing now.
Thank you.
There are no further questions at this time. Thank you, presenters. Ladies and gentlemen, this concludes today's conference. Thank you for your participation and have a wonderful day. You may all disconnect.