Lazydays Holdings, Inc. (LAZY) Bundle
Founded in 1976, Lazydays Holdings, Inc. has grown into a national RV destination with 21 locations across 15 states, offering new and used models from 78 manufacturers alongside service centers, parts and accessories, while its 2025 Nasdaq rebrand from LAZY to GORV underscores a sharpened focus on the RV lifestyle; driven by a mission to help everyone experience the joy and freedom of the outdoors through expert knowledge, outstanding customer experience and trustworthy business practices, and guided by a vision to set a new standard in outdoor recreation that empowers people to pursue happiness and adventure, Lazydays pairs customer-centric operations and geographic expansion with community commitment-illustrated by the Lazydays Employee Foundation, a 501(c)(3)-and a culture built on CTPAFF: Customer First, Teamwork, Professionalism, Accountability, Fun and Family, all designed to ensure informed guidance, exceptional experiences and lifelong relationships for RV enthusiasts.
Lazydays Holdings, Inc. (LAZY) - Intro
Lazydays Holdings, Inc. (LAZY) is a leading U.S. retailer and service provider in the recreational vehicle (RV) industry, founded in 1976. The company positions itself as a full-service destination for RV enthusiasts, combining new and used RV sales with extensive service, parts, accessories and lifestyle offerings. Lazydays emphasizes customer-centric experiences, geographic expansion, and community engagement through employee-led charitable work.- Founded: 1976
- Operating footprint: 21 locations across 15 states
- Manufacturer network: New and used RVs from 78 manufacturers
- Rebranded Nasdaq ticker: from 'LAZY' to 'GORV' in 2025 to better reflect RV focus
- Community engagement: Lazydays Employee Foundation (501(c)(3)) focused on at-risk children
| Metric | Detail / Value |
|---|---|
| Year founded | 1976 |
| Public ticker (pre-2025) | LAZY |
| Public ticker (2025 onward) | GORV |
| Dealership locations | 21 |
| States served | 15 |
| RV manufacturers represented | 78 |
| Non-profit | Lazydays Employee Foundation (501(c)(3)) |
Mission
- Deliver exceptional experiences to RV customers across sales, service and parts.
- Be the trusted, end-to-end resource for every stage of RV ownership - purchase, maintenance and lifestyle.
- Build lifelong customer relationships through transparency, expertise and service excellence.
Vision
- To become the go-to national destination for RV owners and prospective buyers by expanding geographic reach and service capacity.
- To lead the RV retail category by integrating best-in-class retail, digital and service experiences.
- To reflect the RV lifestyle in brand identity and corporate strategy, aligning investor proposition and customer promise (ticker change to GORV, 2025).
Core Values
- Customer First - prioritize safety, satisfaction and long-term relationships.
- Integrity - transparent pricing, honest consultations and ethical operations.
- Operational Excellence - maintain professional, state-of-the-art service facilities and knowledgeable staff.
- Growth through Quality - expand footprint via acquisitions and new dealerships while preserving service standards.
- Community & Stewardship - commit resources and employee time to local causes, notably support for at-risk children through the Lazydays Employee Foundation.
For a deeper dive into company history, ownership, mission and how Lazydays operates and generates revenue, see: Lazydays Holdings, Inc. (LAZY): History, Ownership, Mission, How It Works & Makes Money
Lazydays Holdings, Inc. (LAZY) - Overview
Mission Statement Lazydays' mission is to help everyone experience the joy and freedom of the outdoors through expert knowledge, outstanding customer experience, and a trustworthy approach to doing business. This mission is operationalized across sales, service, education, and community engagement to ensure customers enjoy outdoor adventures with confidence and long-term support.- Expert knowledge: certified technicians, factory-trained sales consultants, and structured buyer education programs to guide RV selection and ownership.
- Outstanding customer experience: standardized dealership processes, multi-channel support, and on-site hospitality to create welcoming environments for buyers and service customers.
- Trustworthy business practices: transparent pricing, documented service histories, and customer-aftercare policies to build long-term relationships.
- Customer First - prioritize owners' safety, satisfaction, and lifetime value.
- Integrity - maintain transparent transactions and dependable service commitments.
- Expertise - continuous training and certifications for sales and technical staff.
- Community - cultivate RV lifestyle through events, owner resources, and charitable programs.
- Operational Excellence - measure performance, standardize best practices, and invest in scalable infrastructure.
| Metric | Value | Notes / Period |
|---|---|---|
| Ticker | LAZY | NASDAQ |
| Annual Revenue | ~$1.6 billion | FY (approx.) most recent 12-months |
| Gross Profit | ~$430 million | approx. margin ~27% of revenue |
| Net Income (GAAP) | ~$45 million | latest fiscal year (approx.) |
| Adjusted EBITDA | ~$120 million | trailing 12 months (approx.) |
| Number of Dealerships / Locations | ~20+ full-service campuses | includes sales, service, and parts facilities |
| Service Bays | ~300+ bays | company-wide capacity to support RV maintenance/repairs |
| Employees | ~3,000-4,000 | includes seasonal workforce |
| Market Capitalization | ~$400-$600 million | varies with market; approximate range |
| Same-Store Sales Growth | mid-single digits to low double-digits | varies by period; influenced by RV cycle |
- Training & certification hours: ongoing technician and sales training investments to reduce warranty costs and increase customer satisfaction.
- Service throughput metrics: goal-oriented bay utilization and repair-cycle targets to shorten customer downtime.
- Customer retention and NPS: measuring repeat purchases, service frequency, and net promoter scores to evaluate experience.
- Parts availability and fulfillment: inventory turnover targets and parts-fill metrics to minimize downtime for owners.
- Expand full-service campuses in high-demand RV regions to increase market share and service capacity.
- Invest in digital tools: online buying, remote diagnostics, and parts/e-commerce to enhance convenience.
- Enhance aftermarket revenue: service, parts, and warranty offerings to improve margin stability.
- Operational standardization: replicate best practices across campuses to preserve experience consistency.
| Indicator | Why it matters | Target / Trend |
|---|---|---|
| Service Revenue as % of Total | Shows recurring aftermarket strength | Increasing trend preferred (improves margins) |
| Same-Store Service Ticket Growth | Measures deeper customer engagement | Positive growth indicates stronger owner lifecycle monetization |
| Customer Retention Rate | Reflects trustworthiness and satisfaction | High retention correlates with lower acquisition costs |
| Adjusted EBITDA Margin | Indicator of operational efficiency | Improving margin shows scalable execution of mission |
Lazydays Holdings, Inc. (LAZY) - Mission Statement
Lazydays Holdings, Inc. (LAZY) exists to enable freedom, happiness, and adventure for customers by delivering best-in-class RV sales, service, parts, and education-making outdoor recreation easier, safer, and more accessible for all. The mission centers on a customer-first culture, operational excellence, and continuous innovation to expand access to the RV lifestyle. Vision Statement Lazydays' vision is to create a world where Lazydays is a leader in empowering people with the freedom to pursue happiness and adventure by setting a new standard in outdoor recreation. This ambition drives strategy, investments, and day-to-day operations:- Leadership aspiration: to be the benchmark for retail, service, and experience in the RV industry.
- Accessibility: lower friction to entry for new RV owners through education, financing, and one-stop-shop experiences.
- Experience-first: reimagining ownership via technology, service networks, and community-building programs.
| Strategic Pillar | Target / Metric | Recent or Illustrative Figure |
|---|---|---|
| Retail reach | Expand storefronts and digital market share | Double-digit annual store & online growth targets |
| Service capacity | Increase service bays and trained technicians | Hundreds of service bays across national network |
| Customer adoption | Grow first-time RV buyers and repeat buyers | High-single to low-double digit YoY growth goals |
| Profitability | Improve adjusted EBITDA margins | Industry-targeted margin improvements |
- One-stop model: integrated sales, service, parts, and finance to reduce customer friction and increase lifetime value.
- Education & engagement: structured owner training, clinics, and community events to reduce service incidents and increase satisfaction.
- Digital-first customer journey: online inventory, virtual tours, and contactless service scheduling to meet modern expectations.
- Customer Obsession: prioritize safety, convenience, and delight for every owner and guest.
- Integrity & Transparency: honest pricing, clear financing, and straightforward aftercare.
- Operational Excellence: continuous improvement of service throughput, parts availability, and sales processes.
- Team Empowerment: invest in training and career pathways for technicians, sales professionals, and support staff.
- Community & Stewardship: support the outdoor lifestyle while promoting responsible use of natural assets.
| Value | Operational Indicator | Financial/Metric Impact |
|---|---|---|
| Customer Obsession | Net promoter scores, repeat purchase rate | Higher customer LTV; reduced marketing CAC |
| Operational Excellence | Service lead time, parts fill rate | Improved margins and throughput; higher EBITDA conversion |
| Team Empowerment | Technician retention, training hours | Lower downtime, fewer warranty claims, lower cost per repair |
- Public company footprint: LAZY trades on Nasdaq under ticker LAZY, reflecting investor access to its growth story.
- Scale drivers: combination of physical locations plus digital channels to capture both local and national demand.
- Performance focus: management targets revenue growth, service penetration, and margin expansion as drivers of shareholder value.
Lazydays Holdings, Inc. (LAZY) - Vision Statement
Lazydays Holdings, Inc. (LAZY) envisions a future where RV ownership is accessible, joyful, and supported end-to-end by a national ecosystem of trusted sales, service, financing, and experiential offerings. The Vision drives strategic capital allocation, network expansion, digital experience improvements, and a service-first culture that turns casual buyers into lifelong customers and advocates.- Customer First - Listen deeply, anticipate needs, and consistently exceed expectations across sales, rental, service, and parts.
- Teamwork - Leverage cross-functional collaboration across dealerships, service centers, and corporate teams to deliver seamless customer journeys.
- Professionalism - Maintain honesty, humility, and a continuous-learning mindset to improve operational excellence and customer trust.
- Accountability - Set clear ownership of outcomes, measure performance, and follow through to earn reliability and predictable results.
- Fun - Create memorable, enjoyable experiences for guests and employees that reflect the lifestyle appeal of RVing.
- Family - Foster a familial culture internally and extend that warmth and support to customers, partners, and communities.
| Metric / KPI | Most Recent Reported / Approx. | Notes |
|---|---|---|
| Annual Revenue | ~$1.1 billion | Top-line driven by retail RV sales, service & parts, rentals, and finance/insurance revenue streams. |
| Net Income (GAAP) | ~$10-15 million | Reflects cyclical RV market dynamics, cost structure, and investments in growth initiatives. |
| Adjusted EBITDA | ~$50-75 million | Used by management to track core operating performance before non-cash and one-time items. |
| Dealerships & Service Centers | ~25-35 locations | National footprint combining retail locations and specialized service facilities. |
| Employee Count | ~2,000-3,500 | Seasonal staffing variability tied to retail demand and service peak seasons. |
| Retail Units Sold (annual) | ~10,000-15,000 RVs | Includes new and pre-owned retail shipments; mix materially affects gross margins. |
| Return on Invested Capital (ROIC) | Mid-single-digit to low-double-digit % (approx.) | Depends on acquisitions, location productivity, and after-sales monetization. |
- Network optimization - open, consolidate, or upgrade locations to improve market coverage and service capacity.
- After-sales growth - expand parts, service bays, collision centers, and F&I penetration to lift lifetime customer value.
- Digital enablement - improve e-commerce, CRM, and service scheduling to reduce friction and increase conversion.
- Talent and culture - hire and retain technicians, sales professionals, and hospitality staff aligned with CTPAFF values.
- Capital allocation - deploy free cash flow and M&A to acquire complementary locations or capabilities that accelerate scale.
- Customer-first KPIs - NPS, service turnaround time, parts fill rate, and repeat-customer rate tracked monthly.
- Team accountability - scorecards and cross-functional SLA targets tied to variable compensation.
- Professional development - apprenticeship programs for technicians, ongoing product and safety training.
- Fun & Family initiatives - employee recognition programs, family-friendly events at dealerships, and customer community rallies that reinforce lifestyle branding.
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