Good afternoon. My name is Christine, I'll be your conference operator today. At this time, I would like to welcome everyone to the Planet Fitness Second Quarter 2018 Earnings Call. All lines have been placed on mute to prevent any background noise. After the speakers' remarks, there'll be a question and answer session. If you would like to ask a question during this time, simply press star and the 1 on your telephone keypad. If you would like to withdraw your question, press the pound key. Thank you. Brendon Frey, you may begin your conference.
Thank you for joining us today to discuss Planet Fitness' second quarter 2018 earnings results. On today's call are Chris Rondeau, Chief Executive Officer, and Dorvin Lively, President and Chief Financial Officer. A copy of today's press release is available on the investor relations section of Planet Fitness' website at planetfitness.com. I would like to remind you that certain statements we will make in this presentation are forward-looking statements. These forward-looking statements reflect Planet Fitness' judgment and analysis only as of today, actual results may differ materially from current expectations based on a number of factors affecting Planet Fitness' business. Accordingly, you should not place undue reliance on these forward-looking statements.
For a more thorough discussion of the risks and uncertainties associated with the forward-looking statements to be made in this conference call and webcast, we refer you to the disclaimer regarding forward-looking statements that is included in our second quarter 2018 earnings release, which was furnished to the SEC today on Form 8-K, as well as our filings with the SEC referenced in that disclaimer. We do not undertake any obligation to update or alter any forward-looking statements, whether as a result of new information, future events, or otherwise. In addition, the company may refer to certain adjusted non-GAAP metrics on this call. Explanation of these metrics can be found in the earnings release filed earlier today. With that, I'll turn the call over to Chris Rondeau, Chief Executive Officer of Planet Fitness. Chris?
Thank you, Brendon, thank you everyone for joining us for our Q2 earnings call. We had a great second quarter highlighted by another strong financial performance. System-wide same-store sales increased 10.2% on top of a 9% gain a year ago, adjusted earnings per share grew 55% to $0.34 compared with $0.22 in the prior year period. Planet Fitness' differentiated approach to fitness, providing a high quality, Judgement Free experience to first time and casual gym users at a great value, continues to resonate strongly with consumers. Our growing membership base exceeded 12.1 million at the end of the quarter, up from over 10.4 million a year ago. Consumers' passion for what we offer, in addition to our well-capitalized franchisees, continues to fuel growth in both new and existing markets.
We opened a total of 44 new franchise locations in Q2, ending the quarter with 1,608 stores in the U.S., Puerto Rico, Canada, Dominican Republic, Panama, and most recently Mexico, as our first store officially opened in Monterrey, Mexico in April. To help lead our continued growth and development, Ray Miolla joined Planet Fitness in June as Chief Development Officer. Ray brings over 20 years of real estate development experience in domestic and international franchising for global brands like Gap Inc., Burger King, and Jamba Juice. We are thrilled to have him on our management team to support our franchisees and internal teams. Ray will work to build upon our current momentum as brick and mortar retail continues to be under pressure from online businesses, and landlords are increasingly looking to Planet Fitness to drive traffic in their centers.
Further adding to the strength of our management team, we recently announced that Roger Zacko has joined Planet Fitness as Chief Commercial Officer, overseeing the company's demand generating functions such as marketing, branding, PR and communications, sales and corporate partnerships, channel management, corporate strategy, analytics, and consumer research. This newly created leadership role will position us well to execute against our vision of putting the member at the center of everything we do and our mission to deliver exceptional 360-degree branded omni-channel member experiences that create sustainable, profitable growth for the company. We've had a pleasure of working with Roger on a consulting basis since March, where he has served as interim Chief Marketing Officer. In that capacity, he has proven to be a tremendous asset to the company, positively impacting several areas of our business.
Roger brings with him more than 25 years of deep consumer marketing and strategy leadership experience at global brands like Radisson Hotel Group, Bloomin' Brands, USAA, Mars, Danone, and Kellogg's. I am extremely pleased to officially welcome him to the management team, and I am confident that he will play an instrumental role in helping to propel the business and brand forward. Now turning to an update on the equipment RFP. After a thorough evaluation process, we have made a decision to add Matrix and Precor to our existing equipment provider offering, which already includes our longtime partner, Life Fitness. This means that since July 1st, franchisees have the ability to purchase equipment from each of the three vendors. This decision came as a result of a lengthy and detailed vendor evaluation process that included franchisee leaders.
Several important factors were taken into account, such as price, warranty levels, service, and the technological capabilities today. More importantly, their ability and willingness to innovate and evolve to align with our ultimate vision to provide a more personalized and connected member experience leveraging technology in our clubs in the future. I am pleased that we are able to leverage our volume with each of the three vendors to get the best possible price for our franchisees while keeping our margins similar to the previous agreement. We anticipate using this contract cycle to assess each of the three vendors and monitor their technology developments moving forward.
Shifting gears a bit, I'm excited that in June, we launched an exciting pilot program in our home state of New Hampshire called the Teen Summer Challenge, in partnership with Governor Chris Sununu and the New Hampshire Department of Health and Human Services that allows all teenagers ages 15 to 18 in the state to work out for free in any of our 17 locations. With inactivity and obesity rates continuing to be a concern, this program gives younger consumers the opportunity to incorporate regular exercise into their lifestyles potentially the first time while on summer break. Response has been extremely positive, we've facilitated thousands of teen workouts since the program's inception. We look forward to potentially expanding this initiative beyond New Hampshire next summer. Programs like these continue to raise awareness of our brand with younger consumers while having a positive impact on their lives.
Furthermore, I am proud to share that Forbes recently ranked Planet Fitness on their 2018 Best Franchises to Buy list, with PF ranking number 3 in the high investment category. This is a terrific endorsement of our brand and operating model and speaks to the great returns we are generating for our franchisees, many of which are reinvesting their capital and expanding their businesses. Finally, as we announced on August 1st, we completed the refinancing of our debt with a new $1.2 billion securitization facility. Dorvin will go into more details about this deal shortly, I do want to share that we are very pleased with the outcome of the transaction, which was the first of its kind for our industry and allowed us to take advantage of the current interest rate environment and put into place a fixed-rate debt facility.
In summary, I'm very pleased with all of our recent accomplishments. We continue to post strong financial results across the board while enriching the lives of our 12-plus million members. With a long runway for growth and new opportunities for enhancing the membership experience, the future looks incredibly bright for Planet Fitness and all of our stakeholders. I'll now turn the call over to Dorvin.
Thanks, Chris, good afternoon, everyone. I'll begin by reviewing the details of our second quarter results then discuss our full year 2018 outlook. For the second quarter of 2018, total revenue increased 31% to $140.6 million from $107.3 million in the prior period. Total system-wide same-store sales increased 10.2%. From a segment perspective, franchisee same-store sales increased 10.4%, our corporate store same-store sales increased 5.7%. Approximately 70% of our Q2 comp increase was driven by net member growth, with the balance being rate growth. The rate growth was driven by a 40-basis point increase in our Black Card penetration to 60.5% compared with last year, combined with the $2 increase in Black Card pricing for new joins that was put in place system-wide on October 1st, 2017. During the quarter, the increased Black Card pricing drove approximately 250 basis points of this increase in same-store sales.
Our franchise segment revenue, which beginning in 2018 now includes national advertising fund revenue, was $58.2 million, an increase of 53.9% from $37.8 million in the prior period. Let me break down the drivers of our fastest-growing revenue segment. Royalty revenue was $38.3 million, which consists of royalties on monthly membership dues and annual membership fees. This compares to royalty revenue of $23.6 million in the same quarter of last year, an increase of 62.6%. This year-over-year increase had three drivers. First, we opened 206 new franchise stores since the second quarter of last year. Second, as I mentioned, our franchisee-owned same-store sales increased by 10.4%. Third, a higher overall average royalty rate. For the second quarter, the average royalty rate was 5.5%, up from 3.9% in the same period last year, driven by more stores at higher royalty rates, including stores that amended their franchise agreement.
Our franchise and other fees were $4 million, compared to $6.3 million in the prior period. These fees are received from processing dues through our point-of-sale system, fees from online new member sign-ups, fees paid to us for new franchise agreements and area development agreements, as well as fees related to the transfer of existing stores. The decrease is due to the number of stores that have amended their existing franchise agreements and increased their royalty rate instead of paying higher operational expenses. In addition, the change in how we recognize ADA and FA fee revenue was about $700,000 headwind in Q2 of this year compared to the prior year quarter. As we outlined previously, we now need to recognize these fees over a 10-year period versus at the same time the related franchise agreement and leases sign.
Within franchise segment revenue is our placement revenue, which was $3.1 million in the second quarter compared to $2.9 million last year. These are fees we receive for assembly and placement equipment sales to our franchisee-owned stores. Our commission income, which are commissions from third-party preferred vendor arrangements and equipment commissions for international new store openings, was $1.6 million, compared with $5 million a year ago. The decrease was attributable to the number of stores that have amended their existing franchise agreements and increased the royalty rate instead of paying the higher operational expenses, as discussed above. Finally, national advertising fund revenue was $11.2 million compared to zero last year as the new GAAP rules related to how we account for NAF contributions went into effect on January 1, 2018.
As a reminder, prior to this year, the NAF contributions really only had an impact on our balance sheet. Due to the recent accounting changes, we must now recognize these contributions as revenue and record the expenses associated with managing the national ad fund as marketing expenses. Our corporate-owned store segment revenue increased 21.1% to $34.3 million from $28.3 million in the prior period. Of the $6 million increase, $2.7 million was driven by the six franchise stores in Eastern Long Island we acquired in January, $1.3 million was due to the four corporate stores we opened in late 2017, and $2 million was driven by corporate-owned same-store sales increase of 5.7%. Turning to our equipment segment, revenue increased by $6.9 million or 16.8% to $48.1 million from $41.2 million.
The increase was driven by higher replacement equipment sales to existing franchise owned stores and four additional new store equipment sales in the U.S. versus a year ago. For the quarter, replacement equipment sales were 56% of total equipment sales, compared to 53% a year ago. Our cost of revenue, which primarily relates to direct cost of equipment sales to new and existing franchise owned stores, amounted to $36.7 million compared to $31.5 million a year ago, an increase of 16.8%, which was driven by the increase in equipment sales during the quarter. Store operation expenses, which are associated with our corporate-owned stores, increased to $18 million compared to $14.6 million a year ago.
The increase was primarily driven by costs associated with the six stores acquired on January 1 of 2018, the four new stores opened in Q4 of last year, and costs associated with stores planned to open this year. SG&A for the quarter was $17.2 million, compared to $14.8 million a year ago. This increase was primarily related to incremental payroll to support our growing operations and infrastructure, as well as higher equity compensation. The incremental payroll is mainly attributable to additional hires the company made during the second half of 2017, and mainly in our franchise segment. We'll begin to lap many of these cost increases starting in the third quarter. Therefore, we don't expect SG&A dollars to grow on a year-over-year basis at the same rate we experienced in the first half of 2018.
National Advertising Fund expense was $11.2 million, offsetting the aforementioned NAF revenue we generated in the quarter. Our operating income increased 27.6% to $48.8 million for the quarter, compared to operating income of $38.3 million in the prior period. Although operating margins decreased approximately 90 basis points to 34.7% in the second quarter of 2018, this decrease was driven by the gross-up on the income statement from the NAF revenue and the NAF expense mentioned earlier and negatively impacted operating margins by approximately 300 basis points compared to a year ago. On an adjusted basis and excluding the impact of NAF, adjusted operating income margins increased approximately 120 basis points to 38.6%. Our GAAP effective tax rate for the second quarter was 23.3%, compared to 36.4% in the prior period.
As we have stated before, because of the income attributable to the non-controlling interest, which is not taxed at the Planet Fitness corporate level, an appropriate adjusted income tax rate for 2017 was approximately 39.5% if all the earnings of the company were taxed at the Planet Fitness Inc. level. For 2018, following the passage of tax reform late last year, an appropriate and adjusted income tax rate would be approximately 26.3%. On a GAAP basis for the second quarter of 2018, net income attributable to Planet Fitness Inc. was $25.9 million or $0.29 per diluted share, compared to net income attributable to Planet Fitness Inc. of $12.4 million or $0.16 per diluted share in the prior period. Net income was $30.4 million compared to $18 million a year ago.
On an adjusted basis, net income was $33.2 million or $0.34 per diluted share, an increase of 53.3% compared with $21.7 million or $0.22 per diluted share in the prior period. Adjusted net income has been adjusted to exclude non-recurring expenses and reflect a normalized tax rate of 26.3% and 39.5% for the second quarter of 2018 and 2017, respectively. We have provided a reconciliation of adjusted net income to GAAP net income in today's earnings release. Adjusted EBITDA, which is defined as net income before interest, taxes, depreciation, and amortization, adjusted for the impact of certain non-cash and other items that are not considered in the evaluation of ongoing operating performance, increased 21.8% to $58.4 million from $47.9 million in the prior period. A reconciliation of adjusted EBITDA to GAAP net income can also be found in the earnings release.
On an adjusted basis and excluding the impact of NAF, adjusted EBITDA margins increased approximately 50 basis points to 45.1%. By segment, our franchise segment EBITDA increased 23.3% to $40 million, driven by higher royalties received from additional franchisee-owned stores not included in the same-store sales base, and an increase in franchise owner same-store sales up 10.4%, as well as a higher overall average royalty rate. Excluding NAF revenue and expense, our franchise segment adjusted EBITDA margins decreased by approximately 120 basis points to 85.9%, with the decrease due to higher SG&A expense compared to the prior year. As I mentioned earlier, the increase in SG&A was primarily related to the incremental payroll we added in the second half of 2017 to support our fastest growing segment.
As we move through the back half of 2018, we expect to start to leverage our franchise segment cost structure and drive margin expansion in the fourth quarter. Corporate owned store segment EBITDA increased 14.2% to $14.7 million, driven primarily by the 5.7% increase in corporate same-store sales, higher annual fees, and the six franchise stores we acquired in January. Our corporate store segment adjusted EBITDA margins decreased by approximately 140 basis points to 44.7%. This decrease in adjusted EBITDA margin was primarily the result of the four new corporate stores that are not yet at a mature run rate. Our equipment segment EBITDA increased 16.8% to $11.5 million, driven by higher replacement equipment sales to existing franchisee-owned stores and higher new store equipment sales versus a year ago. Our equipment segment adjusted EBITDA margins were 23.8%, flat with last year. Now turning to the balance sheet.
As of June 30, 2018, we had cash and cash equivalents of $147.8 million, and borrowing capacity under our revolving credit facility stood at $75 million. Total bank debt, excluding deferred financing costs, was $705.9 million at the end of Q2, consisting solely of our senior term loan. As we announced on August the 1st, we completed a refinancing of our existing senior secured credit facilities with a new securitized financing facility. We are pleased to report that the deal was well-received by the lending community, and the interest rate we will be paying reflects the investments community's confidence in our business. Now to the details of that transaction. We closed our whole business securitization, which includes $575 million of four-year notes due in September of 2022 with a fixed interest rate of 4.262%, and $625 million of seven-year notes due in September of 2025 with an interest rate of 4.666%.
The blended weighted average life is 5.5 years at a blended weighted average interest rate of 4.47%. Additionally, the securitization transaction includes a variable funding note of $75 million that was undrawn at the closing and functions similarly to the previous $75 million revolver. After expenses related to the transaction of approximately $27 million, as well as the prepayment of the existing debt facility of approximately $706 million, the net proceeds from this transaction are approximately $467 million. Our debt to adjusted EBITDA leverage ratio using Q2 trailing 12-month adjusted EBITDA pro forma for this transaction is approximately 5.9 times. Based on the current outlook for the business and long runway for growth, we are now targeting a leverage ratio in the range of four to six times on an adjusted EBITDA basis.
We believe, given our free cash flow generation, our asset-light model, and our long runway for growth, that this targeted debt to adjusted EBITDA range is the appropriate capital policy for the company. With the net proceeds of approximately $467 million from this securitization, combined with our current cash position of $147.8 million, we plan to return capital to shareholders from time to time. To that end, I am pleased to announce that the board recently approved a $500 million share repurchase authorization, up from the company's previous level of $100 million. Now to the full year outlook. Based on our confidence in our business and as a result of the new financing, we are updating our full year guidance. First, we now expect revenue to increase by approximately 26%, up from approximately 20%.
We now expect adjusted EBITDA to grow in the 16% range, with D&A in the neighborhood of $35 million. Net interest expense is now expected to be $49 million for the year, which includes an approximately $5 million write-off of previously capitalized deferred financing cost, considered a non-recurring cost and therefore not impacting adjusted net income and adjusted EPS guidance, and expense of approximately $1 million related to the new capitalized deferred financing cost. We now expect adjusted net income and adjusted EPS to grow approximately 33%, down from our previous guidance of approximately 40%, reflecting the above-mentioned revenue growth and the incremental costs associated with the new financing, which is expected to reduce adjusted EPS by approximately $0.07. Our adjusted EPS guidance is based on an adjusted weighted average shares outstanding of 98.8 million shares and assumes no share repurchases.
We are also tightening the assumptions used in developing our full year guidance. System-wide same-store sales are now forecasted to increase in the 9%-10% range, and we are expecting to sell and place equipment in approximately 200 new stores. We still anticipate replacement equipment sales to be approximately 40% of total equipment sales. Finally, we are assuming an effective tax rate of 26.3%. I will now turn the call back to the operator for questions.
Thank you. At this time, I would like to remind everyone, in order to ask a question, please press star and the number 1 on your telephone keypad. We'll pause for just a moment to compile a Q&A roster. Your first question comes from the line of John Heinbockel from Guggenheim Securities. Your line is open.
Two topics. First, I know you guys do check with your franchisees periodically about their replacement equipment intentions. Where are we in that cycle, right? The replacement equipment cycle. Are we sort of hitting the sweet spot of that ramping up? With the way new equipment is being developed, I guess particularly cardio, does that have the potential to accelerate the cycle, right? Instead of waiting five or six years, people will do that, franchisees will bring the new equipment in somewhat sooner.
Sure, John. Hi, this is Chris. I'll take the technology part now. As I mentioned in my script, we're going to go one year with all three manufacturers, more so to check to see how they scale with our technology endeavors, if you will, and how we build out our ecosystem. It is a little bit of a process before we get from point A to point B to figure out who's the best partner and how do we integrate it all. We're also launching our app, which will have some integration as well and possibly a wearable so that the ecosystem builds out so that the member has an experience that's intertwined with all of their doings.
With that being said, you fast-forward a year or two, if it proves that it is a great benefit and members like it and does cause either Black Card upgrade or stickiness, I think it could accelerate some. I don't think it'd be greatly. I don't think somebody's going to replace the cardio after year two, but why wait till year five if it's already paid off? They might do a little sooner. Possibly, yeah, I think maybe a little bit.
Yeah. I think, John, on the replacement cycle, I think we're kind of at a normal run rate in terms of franchisees hitting that five-year cycle and seven-year cycle. If you go back three or four years ago, I think there were some reluctance as we started really emphasizing the branding and to make sure that we're keeping our stores as fresh as possible, et cetera. If you look in the last couple of years or so, it can vary a bit by quarter just depending on when the store opened and what the franchisee might be doing with other store development going on, maybe some remodeling taking place, et cetera. That can vary it a bit. We like to push as much of it in the summer months, kind of early to late Q2, and then into Q3. Frankly, franchisees do it throughout the year.
I'd say we're in a pretty normal state in terms of how you would compare it to other time periods.
Is the idea that after the one-year period, you go back to an exclusive with someone, or it could be all three or two or it totally open whiteboard?
Yeah, I'd say it could go back down to one or two. I don't think maybe three probably makes that much sense.
Yeah.
Definitely, one, possibly two. Time will tell over the next year. It was a great negotiation, and it worked out really well for the franchisees' behalf this last round here. All the manufacturers are very eager to work with us on our technology and what we want to accomplish as well as some integration with a possible wearable in our app so that it's completely intertwined. All their members' data is really gathered in one spot, if you will. We can see the data and what they accomplish as a member of our clubs.
Just lastly, what are your thoughts on marketing spend longer term, right? You look out three to five years, right? At some point, you reach a level where you don't need to keep growing that double digit. Thoughts on that and then, if you were to dial that back, do you combine the two marketing buckets? Do you treat each one separately? What's your early thought on that?
I think, because we continue to comp as we are, you see the momentum here in our comps the last over 10 years now. I think it's really a factor of the ever-expanding marketing budget. I guess the question is, how high is too high? I don't know if and when we get there, if it's really that number. I think it comes back down to the whole 4,000 club potential. If 4,000, yeah, I think that's definitely doable for sure, even more so now than ever. I feel strongly that by the time we get to 4,000, it's probably going to be higher than that. Just from evidence of what we've seen in New Hampshire, where we just opened our 17th store, there's probably three more coming down the pike here in the next year or so.
I think it's just the increased marketing spend continues to grow and continues to just dig deeper into that 80% of the population that doesn't have a gym membership. I think if anything, John, what you may see, which I think could be doable, is that instead of having it seven local and two national, that maybe you slide some more to national and get better economies of scale, better leverage on buying.
Okay. Thank you.
Thanks, John.
Your next question comes from the line of Jonathan Komp from Baird. Your line is open.
Hi, thank you. Couple of questions. First, Dorvin, I might have missed it. Did you give updated full-year guidance for adjusted EBITDA?
I said that We expected it to grow in the 16% range, and we had said previously mid-teens, so we took it to the upper end of where we had been before.
Okay, great. Thank you. That's helpful. Maybe backing up within the guidance, could you just clarify in terms of the revenue guidance increase, the moving parts there?
Yeah. We were at approximately 20. We moved it to approximately 26. Frankly, a major portion of that relates to the equipment side of the business, which as you know, is our lowest margin piece. We had previously said about 190 to 200 new store placements, and we upped that to approximately 200. We're feeling more confident in that range. As you also know, here we are now in August, and we certainly have more insight. The big question really is now. In many cases, they will. Many of our franchisees have more than one area development agreement. They're constantly working with the broker network, working with our real estate folks that we have corporately in the field to find the next best spot in their particular markets.
With that said, we certainly can easily accommodate that average number per store in most of our stores. We build generally a 20,000 sq ft box. We have a lot of stores that have more than 10,000 members. With that said, obviously, and our franchisees want to maximize the market to get the most market penetration you can get. I would say that the fact that we're growing members per store certainly helps the overall economics of a four wall, but it doesn't necessarily mean that just because of that you're going to see an acceleration of store openings. We continue to work with our franchisees with respect to their ADAs and to try to find the best optimum real estate available for that next store.
I appreciate the detail. Just a quick follow-up. As you do open new stores in existing higher volume markets, how do you feel about the cannibalization impact that may occur? How do you work and what things do you look at to mitigate that? Thank you.
Sure. We have the benefit in our model, with a membership model, we know where every single member lives that's a member of a particular store. If you take a multi-store market that still has development opportunities within that market, we can plot those members of each individual store, see how far they're driving to get to that store. We can utilize a lot of third-party data on drive times, using economic levels of those particular markets, adjacencies with respect to other retail in the market. Then with franchisees, boots on the ground, our real estate people in the field, we know where new shopping centers may be being redeveloped or built, et cetera. We take all of those factors into consideration when we and the franchisees are working to find that next particular location.
I think the benefit we have is that because we know where they live, we can abut up as close to, but maybe not too much. In some cases, you want to have a little bit of overlap. If that particular store is over deciling in terms of members per store, maybe you're not effectively maximizing that market if you have more than the average number of stores. Anyway, that's the benefit we have, and those are the factors we take into consideration as we plan further penetration in the market.
All right, great. Thanks, guys.
Thank you.
Thank you.
Your next question comes from the line of Raif Jadasi from Bank of America Merrill Lynch. Your line is open.
Hi, good afternoon. Thanks for taking my question.
How you doing?
Hey, Raif.
Dorvin, I just wanted to follow up on your comments about the franchise segment margins for the year.
Sure.
Can you talk about how we should think about that segment's margins longer term, and then give a little bit more color about why the margins are down in the first half of the year, and then what will drive the improvement in the back half?
Yeah, Raif, as we talked about in Q1, very similar to Q2, the comparison on a year-over-year basis was that we had some additional labor and stock compensation expenses in that particular segment that were in the back half of last year. We were comping over this year's first quarter and second quarter, a little bit of an apples and oranges comparison. We had a little bit of extra expense in the first two quarters. What I've said was that as we get to the back half of this year, and particularly in Q4, we should see then a more favorable comparison on a year-over-year basis from a total expense perspective. Additionally, as I've said in the past, I think this is a mid-80s margin business. Yes, you can get some leverage, I think, over time, but we also believe that we're at 1,600 stores today.
If you go back three, four years ago, the fleet was smaller. I think one of the benefits of our business and the economics of the model is that we continue to work diligently with franchisees in planning out that market and providing, whether it's training or support or et cetera, to be able to have the best four-wall model out there. I don't see us necessarily pulling back on expenses, but I think as revenue grows, we should be able to get some leverage there. In general, the way we model it's a mid-80s EBITDA margin business.
Thank you. That's really helpful. I also wanted to follow up on your comments about your comfort with the four to six times leverage range going forward. I think historically, you've let your leverage ratio come down to around two and a half times, you would add more debt. Just going forward, should we read that as you'll stay within that four to six range? If you do, as you keep increasing your debt, what are the priorities of capital allocation? Will you continue to return capital to shareholders?
Yeah. We obviously will work with our board, over the longer term on what's the right use of cash from a capital perspective. Given that we put this particular structure in place, I think it does a lot of things for us. Number one is it extended our tenor because we were getting close in terms of the existing credit facility. Number two is we have a fixed rate facility in place, which is certainly beneficial within this rising interest rate environment. It also then gives us the benefit of, as we grow EBITDA, if we want to add on another tranche to the WBS, it's very flexible to be able to do that. In putting this together, we look at our business and the fact that it's pretty capital light, it's going to naturally de-leverage, just as it has in the past.
We had stated that we felt like that range was kind of three to five-ish. Part of that was given that we were in a variable rate structure, facility, et cetera. I think the way we're looking at it longer term now is that our model can support more leverage than it has in the past. Given that we've, with our board, have increased our buyback plan now to $500 million, I think over the longer term, as we generate more cash flow and grow EBITDA, I think you'll probably see additional tranches, and it will just be increased capital return to shareholders. I think that over time, the board will probably consider, in addition to share repurchases, could likely consider other ways, such as quarterly dividends, et cetera.
At this point in time, the board chose to increase the share repurchase plan, as I said in my remarks, from time to time, we expect to execute against that.
Thank you. That's really helpful.
Thanks.
Your next question comes from the line of David King from ROTH Capital Partners. Your line is open.
Thanks. On the corporate-owned comp, the strongest I think it's been in a while, can you talk about what drove the acceleration there? On the revenue guidance, did you say how much we should expect from NAF, and then how much should Black Card pricing contribute to the third quarter? Thanks.
Yeah, Dave, this is Dorvin. We did not say in terms of how much of that was driven. I guess what I'd say on your first question was from a comp store perspective, our corporate stores are lower than the franchises they've historically been because they're a more mature fleet, if you will. It is probably at one of the higher points it's been in the past, and I think it's a combination of a couple things. In particular, I think running and operating those stores really right now, I think our management team's doing a great job to execute against our plan. I think that our marketing efforts in terms of how we're in the market, we're continuing to execute against that.
I think that we've invested some money over the past probably two to three years in renovations in some of our stores, which would include not just renovating the store, but also replacing equipment on schedule like our other franchisees have done. I just think that with a good focus on running those corporate stores within the markets we're in, we've been doing a really good job of executing. Yeah, I think our comps were pretty good a year ago, but they continue to get better, and we'll continue to execute against our marketing strategies.
Okay. You cut out a bit. Did you say what the pricing benefit should be in the third quarter?
Yeah. We said that in Q2 it was about 25% was due to the pricing increase. We did not indicate what it would be for Q3 or Q4, what we said was that we expect to be into, on a full year basis, 9%-10%. On a year-to-date, roughly, pricing has been right around that 20%-25% range. I would expect it to probably be similar to that. What we don't know is obviously going up, as I mentioned to the earlier caller, how Q4 will be versus the prior year since it'll then be apples to apples on a pricing basis. That is implied within our guidance of 9%-10% comp.
Okay, understood. On the RFP, how should we be thinking about average price per equipment package? Are retrofits still going to be a part of the new kind of tech-driven offerings? Over what sort of timeframe should those start to come in? Is it too early, or have your franchisees indicated at all how they're thinking about doing some of the tech-driven stuff? Is it through these retrofits or is it through new installs? What are the thoughts there?
Yeah, sure. The margin and the pricing is very similar to what we've seen in the past. Nothing really has changed there. As far as the technology part of it's still in the pilot process. The new orders coming through aren't technology orders. They're just the typical cardio and strength equipment orders that they would normally be getting. Although now through three different manufacturers, depending on which one they choose to use. Right now the pilot's in 15 stores, and we'll probably look to probably expand that to some more new stores this year, nothing large scale. It'll probably be another five to 10 more stores. They're all just ordering the normal equipment at this point.
Okay. Thanks for taking my questions.
Thank you.
Thank you.
Your next question comes from the line of George Kelly from Imperial Capital. Your line is open. George Kelly from Imperial Capital, your line is open.
Can you hear me now?
Yes.
Yep, sure can.
Okay, great. Thanks for taking my question. First of all, on Black Card pricing and the changes you made last year, sounds like the market, it was received sort of as expected or even better than your tests showed. Is that a fair statement? I guess the more important question is, how often can you revisit that pricing? Do you feel like it's in a good spot right now, or is it something you could come back to in 2019 and look at again?
Yeah, I'd say it's probably acting as expected in the test in the pilot. Glad to see that now it's in all 50 states and nationwide, that it's reacting the same as the 100 club test pilot we did last year. I think it's probably, I'd hold pat for now for probably a little bit here. We hit 2,000 stores and probably revisit it or technology or a better or a different type of amenity in the Black Card spa area that really drives a lot of attention, then maybe yes, you'd maybe look to change it.
Okay. Gotcha. Next question, in your prepared remarks, you mentioned a new app and wearable.
Could there be new revenue streams through either of those?
Possibly, I think, now with Roger Chacko, the new Chief Commercial Officer, I think there's a lot of benefits that he could have in him working with our CDIO as well, on how we integrate and use our 12 million members, if they bought wearables, right now you're on a bike, for example, the wearable thinks you're sitting down. It doesn't know you're even moving or exercising. The integration between the equipment and the app so that the customer has a full ecosystem of whether they're working out at home or they're on a bike or they're walking down the street, is fully connected and tracking it all their activities. I think it's pretty powerful, because right now that's really not being done. I think that's something in the future.
It is something we're working on, I think that you're right. I think there is some benefits there that we could drive more adoption, hopefully even maybe stickiness, or maybe a Black Card perk that's built in there that does drive more Black Card pricing or acquisition.
Okay. Last question from me. You've talked a lot about returning cash to shareholders and the sort of free cash flow profile of the business. Historically, you haven't been very acquisitive. Not really sure what you can say to it. Are you looking for other assets out there that you think would be helpful to own? Just any kind of discussion about that would be helpful. Thank you.
Sure. Our focus has been on really the big market here in the U.S. We're obviously in Canada, and Chris talked earlier about some other development. The biggest opportunity, frankly, is here in the U.S. because we still believe that the opportunity is in that 4,000 range, and we don't want to take our kind of eyes off the ball in doing that. With that said, we made the acquisition back on January 1 of this year of the Eastern Long Island stores. That was of an existing franchisee that was retiring. We made another acquisition back in Q1 of 2014. Again, some similar situations where that franchisee wanted to go in that case and build out some other markets. We have a ROFR on all of those, as I think you probably know. We have the ability to exercise that if we so chose.
So far, we've certainly been looking at it when it's synergistic with our existing corporate store fleet. We'll always look at opportunities like that within the franchise segment when a seller transfer were to come to about. I think in terms of outside of that, we certainly haven't really pursued an M&A strategy. I wouldn't say that we would never do that. At the moment, I think our focus is clearly on continuing to help our franchisees build out their markets, do a lot of these other things that Chris talked about earlier with opportunities that we think we have ahead of us whether it's in technology or whether it's some of the other revenue types of opportunities. That's our focus today. If the right opportunity came along, we might look at it, but it's not a strategy today.
Thanks.
Thank you.
Your next question comes from the line of Matthew Brooks from Macquarie. Your line is open.
Good afternoon, guys.
Good afternoon.
I understand the U.S. is the big goal here. Can you give a little bit more color or some data on the performance of the brand in Canada, and I know it's early, but in Mexico as well?
Yeah. It's clearly early in Mexico, where I think we and our franchisee that opened the store are certainly pleased with that one store, and we'll test another one or two there in that particular city. Mexico will be a big opportunity if we continue to roll that out. I think in terms of Canada, you got to think about it a little bit in terms of how the system in the U.S. worked years ago. One of the benefits we have today is the National Advertising Fund, which is a huge fund today with all the stores. Obviously, it's a smaller fund up there now as we continue to build out those stores. We're between 25 and 30 stores now.
The overall economic model, I think initially there were some supply chain kind of Forex issues with some of the product, not just the equipment, but some of the other build-out and some of the operational expenses, going across the border from the U.S. to Canada. We've aligned now with some local vendors to help support some of those kinds of expenses or capital items up there. I think the view by our franchisees in Canada, we have the two corporate stores in Toronto, and then the balance of the stores are franchise stores. I would say that they're just as excited about continuing to build out their area development agreements up there as well. We think over time, as the scale gets bigger, it'll even have additional benefits to it.
It's correct, right, that the U.S. franchisees, some of them are funding the development in Canada and Mexico?
All of the Canadian franchisees are also our domestic franchisees and as well as our Mexico franchisee, he's also a U.S. franchisee, as well as Dominican Republic and also in Panama. They're all U.S. franchisees.
I just want-
Frankly, they were wanting more territory. That's why it's U.S.-based franchisees.
That sounds good. Just one more quickly. On the buyback, how do you think about when you're going to return capital? Does it depend on where the share price is? Is the goal really just to continue to return the capital slowly over time because you're going to have an ongoing need to do that?
We didn't comment about that. I think as we report Q3 and Q4, you'll obviously see what actions we took in terms of that. I think, as I said to the caller earlier, the fact that we did the transaction, the fact that we've kind of stated our overall capital policy with respect to leverage ranges and with that cash on the balance sheet, the intent is certainly to execute against that plan.
Thank you very much, guys.
Thank you.
Yeah, thanks, Matt.
Our last question comes from the line of Brennan Matthews from Berenberg. Your line is open.
Hi. Thank you for taking my call. I just wanted to ask about, I guess you've been seeing some more consolidation among franchisees, particularly with some of the private equity guys continuing to get involved and kind of grow their store base. As you've maybe had conversations with some of them, are there any key concerns that they've expressed to you? Or maybe even more generally, kind of what the feedback is that you've gotten from them as their store bases have grown?
I think, it's interesting, and I think it comes back to the fact that TSG, who was our sponsor as the franchisor back, they came on board in 2012 with myself and the original partners, and the fact that after they've gotten out all their stock after the IPO, and now they became a franchisee of ours, is a testament to why all the private equity guys are involved is the cash returns of this businesses is better than, what we hear from them, is better than they've ever seen. Which is why they're so hungry to do this, and is why TSG got back in. They love the business.
They love the simplicity, or I hate to use the word simplicity, but streamlined business model, when they're used to investing in fast food or what have you, all the moving parts and pieces, and how they can scale this with 12 to 15 employees and really just be able to grow this business. They really like it. We really like it, and the fact that these franchisees of ours have been great advocates for the brand and have built their businesses, be able to monetize some of their hard work, and stay in the business. Not one of these groups has the franchisee really necessarily retired.
They all kind of went back to doing what they were best at, whether it's building stores or construction, what have you, and they got to the point where they had 20 or 30 stores in their portfolio, and they're still trying to be the marketing guy, the development guy, and the finance guy, private equity guys, groups have come in and brought in some sophistication to the back office and allowed the franchisee to do what they're best at. I think it's a perfect world in all our aspects.
All right. That's great. Thank you very much.
Thank you.
Thanks a lot.
We have time for one more question from Jonathan Komp from Baird. Your line is open.
Hi. Thank you for taking a follow-up. Dorvin, I just wanted to circle back and make sure, I'm sorry to re-ask the question, so to speak, but in terms of the profit increase for the year relative to the revenue increase, is there anything else offsetting it? Just even if the upside is driven by equipment that seems somewhat low in terms of the implied flow-through. I just wanted to ask, if there's any other costs you're embedding in that outlook.
No. If you think about comments from Q1 to Q2 now, the answer I gave you in terms of the tying into now the full-year updated guidance, a good chunk of that upside, as I mentioned, is really related to the equipment side. Obviously, you have the increased interest expense, and I gave specific guidance for that. I also gave guidance on specific D&A. I am not sure where your model was, John, but I think there were a couple others that maybe the D&A was a bit out of line with where our run rate is and where we expect to be full year. Just the last comment I guess I'd make is that, in terms of the EBITDA piece is, when we gave guidance, we had said, that 190 to 200.
Now we're saying 200. That's the good chunk of the revenue upside and the EBITDA, we had said mid-single digits. More of 14, 15, maybe 16. We're at the high end of that now, 16. I think that from a flow-through perspective, we feel comfortable with that EBITDA growth of the 16% and then the implied EPS growth with the D&A in there using the tax rate that I told you that we would use. I think the answer to your question is that's kind of flowing through the way we model our business that way. If you have anything further on that, I'd be glad to chat with you later.
Understood. We'll work through it. If I could, just the last one, big picture, given the legislative victory for the Personal Health Investment Today Act recently.
Obviously, still some hurdles there. Any thoughts, big picture, being a potential party who could really push and promote the cause if it were successfully brought into legislation?
I think it's really good, I think this always all comes back to what I talk about a lot, where just the acceleration of the general awareness and wellness over the last few years. Acceleration's been great between wearables and farm-to-table restaurants and Whole Foods, and you look at wearables and fitness apps that iPhone wasn't around 10 years ago, barely, and now there's 70,000 fitness apps or something. This is just one more notch in that belt of just awareness and making it all exposure to wellness. The more exposure that I feel the population has, the perfect storm for the industry, and especially us, because we were the first-time casual gym user, you're going to start with us first. I think it's great.
I think it will pass, we'll see, but I'm positive that it could help us, sure, as this changes.
Okay, great. Thanks for taking all the questions.
Great.
There are no further questions at this time. Mr. Chris Rondeau, I turn the call back over to you.
Great, thank you. Thank you for joining the call today. It's been great. I'm actually, believe it or not, in Grand Canyon on a three-week tour cross-country with the family, and it's been great to see clubs in every state along the way. I'll tell you what I've seen, I couldn't be more proud of the brand consistency, the Judgement Free Zone, and how our franchisees execute in our business plan, in all 50 states, and I've seen about 15 states at this time. It's been really something to see. It's exciting.
I'm also really excited with the momentum we have so far the first half of the year and how this momentum will carry the rest of this year and our new Chief Development Officer, as well as our Chief Commercial Officer and our CDO, Craig Miller, who came on board about shy of one year ago here. Now that all seats are filled, the next couple of years are going to be really exciting. I'm looking forward to scaling this business even more so. Thanks for the call today, and I look forward to Q3.
This concludes today's conference call. You may now disconnect.