Lifevantage Corporation Common Stock (Delaware) Water Tower Research Virtual Insights Conference
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Everyone, thank you for joining us for this session of the WTR Insights Conference featuring LifeVantage, ticker symbol LFVN. I'm Linda Bolton Weiser, managing director, consumer research here at Water Tower Research, and I'll be your host today. We're pleased to be joined by CEO, Terrence Moorehead, and CFO, Carl Aure. Welcome both, and thank you for being here.
Absolutely. Good to see you.
Yeah. Thanks, Linda. Before we begin, please note that LifeVantage's safe harbor statements can be found in the investors section of the company's website.
We'll aim to address investor questions submitted during today's conversation or in the management series report that will follow. Please enter your questions in the chat. Investors interested in scheduling a meeting with LifeVantage can indicate that interest within the conference portal. Now that we've got that housekeeping items taken care of, let's jump right into our fireside chat. Terrence, you've been CEO of LifeVantage for only a matter of weeks, but you've already identified three priorities that you're going to focus on in turning around the business.
Your first priority is to strengthen the LifeVantage brand. What do you see as the brand's differentiating features, and how can the messaging be improved?
LifeVantage is actually a very different company than most other supplement companies on the marketplace today. I think the focus of most other supplement companies is to try and give you more ingredients and address the deficiencies in your body, from aging or whatever it might be, or in your health by giving you more ingredients, more formulas, more products, more stuff. LifeVantage is actually the opposite of that. We're exactly the opposite of that, as a matter of fact, what we do is we actually help your body do what it's supposed to do by giving you ingredients that allow your body to, for example, produce collagen. So instead of just supplementing your diet with collagen, we actually give you ingredients that then help your body produce more collagen.
In the case of antioxidants or some of these other kind of products that are out there, where they're just giving you, take more and more antioxidants. Your body's actually very adept at protecting itself from free radicals, from pollutants in the environment, from microplastics, et cetera. Our product, Protandim and Nrf2, actually is capable of helping turn on your body and allowing it to activate the pathways that will allow your body's natural defenses to protect itself. So it really is quite remarkable technology. It's a completely different approach to managing your health. It's truly a competitive advantage for us, we believe.
Okay, that sounds good. So Terence, your second priority that you've outlined is to build a more relevant consumer proposition.
Do you have any initial impressions of what needs adjusting? Is it the positioning of the products in the marketplace, the packaging, the pricing? In particular, what's your initial read on the company's flagship product, Protandim?
Protandim is a remarkable product. When I came on board, you hear people talking about how everyone in America should be taking this incredible pill, and it's actually true. This idea of cellular defense is really fundamental or foundational to your health, right? Healthy cells lead to a healthy body, healthy body leads to a healthy lifestyle. Protandim Nrf2, the activator, it really does promote healthy cells through cellular defense. Our Nrf1 product is all about cellular energy, activating your mitochondria. And then our NAD product, that's under that same Protandim flagship, really is all about longevity. Again, three incredible products that I just think we're not maximizing the language behind it. So some of it, Linda, is how we talk about those products.
They truly are next generation science in each one of their respective categories, and I don't think we're promoting them to the great extent that we can. They're all clinically proven to do what we say they're supposed to do. So, having actual clinical proof is a big deal. I don't think we're promoting that enough. We're not talking about that enough to consumers. In many instances, we're the number one product in those categories. Again, we're not promoting that either. So I think on many levels, when you talk about both improving our branding and improving our relevance to consumers, I think messaging comes into play. Upgrading our packaging certainly comes into play. Making sure that we are messaging in a manner that can resonate with consumers, but also in places where consumers are looking for this type of information will be critically important.
That's something that we haven't done in the past also. I think our presence on social, our presence in terms of digital ad placements hasn't been very strong, hasn't been relevant. So I think there are a number of different touchpoints that really do define, and will define what it means to be relevant to consumers. We do need to sharpen our pencils and work on price point. Some of that will be just making sure that we're in those right price categories, and in certain areas, we might have to do some reformulation or repackaging so that we can maintain our very high margins and strong margin position. But there are a tremendous number of opportunities that we can do, again, and I think that first point of getting the branding right, but also getting consumer relevance right are largely interconnected.
But each has their own kind of domain that we need to focus on.
Okay, that makes sense. So, Terence, your third priority is to improve operational efficiency and profitability.
Yeah. I have seen that your gross margin of the company is actually really quite high.
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