Super Retail Group Presentation. Macquarie Securities 2013 Australian Conference. Peter Birtles Managing Director and Chief Executive Officer
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1 Super Retail Group Presentation Macquarie Securities 2013 Australian Conference Peter Birtles Managing Director and Chief Executive Officer
2 Group Structure To provide solutions and engaging experiences that enable our customers to make the most of their leisure time Auto and Commercial Leisure Sports Retail Operations Merchandising Marketing Retail Operations Merchandising Marketing Retail Operations Merchandising Marketing 290 stores 105 stores 54 stores 13 stores 93 stores 43 stores 12 stores Group logistics Group operations
3 Group Strategic Issues Key External Issues Retail becoming a global market place Increased world class competition Increased consumer choice Global pricing pressure Proliferation of sales and marketing channels Evolution of traditional business models More demanding customer expectations Changing workforce demographics Technology changes Increase in regulatory controls Key Internal Issues Developing the required multi channel capabilities quickly enough and at a reasonable cost Underperformance of Rays Outdoors, FCO and Goldcross Cycles Sales per square metre across the Leisure division Stock turns across the Auto and Leisure divisions Increasing complexity of supply chain operations Attracting, retaining and engaging the team we need to deliver our plans
4 Group Development Blueprint Our Goals TO BE ONE OF THE 5 LARGEST AUSTRALIAN RETAIL COMPANIES TO ACHIEVE THE HIGHEST TEAM MEMBER ENGAGEMENT ACROSS THE RETAIL SECTOR TO ACHIEVE HIGHER CUSTOMER SATISFACTION RATINGS THAN OUR COMPETITORS TO DELIVER LONG TERM SHAREHOLDER RETURNS THAT EXCEED THE ASX 200 BY 5% Required Business Capabilities We will need to inspire and engage our customers around their leisure passions We will need to understand, communicate with and influence our customers at an individual or segment level We will need to facilitate our customers shopping however, where-ever and when-ever they choose We will need to develop best in class sourcing, supply chain and fulfillment capabilities We will need to operate at least as efficiently and productively as our global competitors We will need to attract, engage and retain team members who share a passion for our products and our performance
5 Group Strategic Programs
6 Auto and Commercial Brand, Range and Service NETWORK EXPANSION (320 STORES) LFL SALES GROWTH (> 3% PA) EBIT MARGIN (11%) (5 year goal) PRE TAX ROC (> 40%) Multi Format New Store Program : Circa 5-10 stores pa Multi Channel Development Auto Trade Direct trial in NZ Refurbishment Program - Circa 30 stores pa Store of the Future trial Superstore conversions Range Development - Focus on growth categories - New product introduction Private Brand Development Development of SRG up to 45% of sales Commercial - Petrol & convenience SCA Club + Inventory Optimisation - Stock turn > 3 Trade Partner Collaboration - Data Sharing - Forecasting - Inventory Funding - Performance Management - Supply chain efficiencies i Leveraging Group Programs
7 Leisure Brand, Range and Service Development NETWORK EXPANSION (220 STORES) LFL SALES GROWTH (> 4% PA) EBIT MARGIN (11%) (5 year goal) PRE TAX ROC (> 30%) Multi Format New Store Program : Circa 5-10 stores pa Multi Channel Development Retail space optimisation Refurbishment Program Store of the Future trial Range Development - Boat, Motor, Camper, Trailer Private Brand Development up to 25% of sales FCO business improvement Rays Outdoors relaunch Inventory Optimisation - Stock turn > 3 Trade Partner Collaboration - Data Sharing - Forecasting - Inventory Funding - Performance Management - Supply Chain efficiencies BCF and Rays Outdoors clubs relaunch Leveraging Group Programs
8 Sports Brand, Range and Service Development NETWORK EXPANSION (185 STORES) LFL SALES GROWTH (> 4% PA) EBIT MARGIN (11%) (5 year goal) PRE TAX ROC (> 21%) Multi Format New Store Program : Circa 5-10 stores pa Multi Channel Development Group on line platform Goldcross Cycles store within a store rollout Refurbishment Program - Circa 10 stores pa Store of the Future trial Range Development - Rollout of ranging strategy - Exclusive brands Private Brand Development up to 20% of sales Rebel and Amart clubs relaunch SRG SAP ERP Integration Leveraging Group Programs Trade Partner Collaboration - Data Sharing - Forecasting - Performance Management - Supply Chain efficiencies - Inventory Allocation SRG Supply Chain Integration
9 Customer Understanding and Experience Objectives: Industry leading engaging experience for our customers across all channels Seamless and integrated delivery of products, information and services across all channels to the customer on a 24x7 basis Effective loyalty programs across all businesses underpinned by efficient CRM Increased understanding of customers at a micro level Increased use of targeted marketing and promotion leading to a reduction in mass media advertising as a % of sales 2013/14 Key Projects: Multi Channel Customer Charter Development and rollout of new loyalty clubs for BCF, Ray s Outdoors, Rebel and Amart Continued development of CRM analytics and direct marketing capability, Implementation of content development framework and content management tool Roll-out of common technology platform to support brand store of the future initiatives Common web platform across the Group Continued development of online channels for all brands, including roll-out of relevant micro-sites and interfaces with online marketplaces Continued development of SCA OSCAR (parts catalogue) solution 9
10 Supply Chain and Inventory Management Objectives: Support the brands inventory optimisation initiatives Development of supply chain optimisation modelling capability Reduce logistics costs as a % of sales by 1% Promotions process efficiencies Improved Sales & Operations Planning process Improved trade partner collaboration Physical infrastructure, systems and processes to support a $3bn plus multi channel multi brand operation 2013/14 Key Projects: Roll-out of JDA forecasting and allocation Implementation of common replenishment system to facilitate multi-user DC s Clear, time-phased inventory targets Optimising domestic and international supply methods Group wide purchasing 2015 DC network strategy implementation Sydney and Brisbane DC s to be completed Group multi-channel fulfilment model Master Data processes and workflow Enhanced Group promotions planning tool 10
11 Group Operating Model & Reporting Objectives: Reduce business operating costs by 2% of sales More flexible and efficient reporting and analytics Clearly defined accountabilities and responsibilities for all activities across the Group Improve sales per sqm through retail space optimisation and effective space planning 2013/14 Key Projects: Store productivity Rapid action team to focus on sales per sqm improvement opportunities Cross functional process re-engineering promotions and new line processes Procurement review Shared Services efficiency review Reporting development Continued integration of the Sports Retailing Division into the Group 11
12 Attracting and Engaging Our Team Objectives: Increase team member retention to 75% 70% of management positions filled internally Team Member engagement to 70% Time to fill retail vacancies below 4 weeks Lost time below 0.2% of total time worked 30% of Board and senior management positions to be held by females The Group to be widely recognised as a preferred place to start and develop a career in the retail industry To build talent pools for the position of store manager and above 2013/14 Key Projects: Ongoing development and roll out of team member learning and development programs Ongoing development of performance management and succession planning Ongoing development of the Team Member Value Proposition Enhance OHS strategy, reporting, focus and training Ongoing diversity policy and action plan HR information systems development Master data structure and process 12
13 New Areas of Growth Areas being evaluated Development of organic opportunities e.g., Auto Trade Direct, SRG Commercial Traditional or multi-channel retail (e.g., VBM Retail) Acquisition of businesses within existing product categories Acquisition of businesses in other leisure product categories Acquisition Criteria Bolt-on or new market that is fragmented and greater than $2.5bn Cultural Fit providing solutions to help customers get more out of their leisure time Opportunity to leverage supply chain and sourcing to drive synergies Non premium non perishable Market leading potential Deliver a post tax ROC > 15% existing category, > 20% new category
14 Restructuring Initiatives Focus on Camping. Apparel, Hiking and Travel delivering strong LFL growth in these categories Exiting Outdoor Furniture and Backyard Accessories and reducing BBQs Current aged inventory in Apparel, Footwear and Camping impacts on presentation standards Plan to relay store and significantly clear excess and aged inventory by Christmas 2014 Associated costs of circa $6 million in the FY13 accounts Focus on the store in store model within Amart Sports To date, five Goldcross stores converted into Amart stores with a Goldcross Store in a Store concept Seven additional existing/new Amart stores now have a Goldcross store in a store Five further stand-alone Goldcross stores have or will be converted to other Group formats The remaining nine stand-alone stores have or will close and transfer to store in store concepts Closure costs of circa $10 million will be recognised in the FY13 accounts
15 Trading Update Auto Leisure Sports LFL sales up by 5.1% in the 43 weeks to 27 April (4.9% in the 17 weeks to 27 April) Gross margin tracking above PCP Full year EBIT margin expected to be circa 30 basis points higher than PCP One new store to date in the 2 nd half and expect to close one store in the balance of the half LFL sales up by 3% in the 43 weeks to 27 April (3.3% in the 17 weeks to 27 April) Gross margin tracking above PCP Full year EBIT margin expected to be circa 30 basis points higher than PCP Three new stores to date in the 2 nd half and expect to open two stores and close two stores in balance of half LFL sales up by 7.8% in the 43 weeks to 27 April (7.1% in the 17 weeks to 27 April) Gross margin tracking above PCP Full year EBIT margins expected to be circa 30 basis points above first half Four new stores and three stores closed to date in the 2 nd half and expect to relocate one store and close three stores in balance of half 15
16 Dividends and Capital Dividends Dividend policy is to determine dividends in the range of 55% to 65% of underlying profit after tax before restructuring costs Capital Expenditure FY13 capital expenditure expected to be circa $95 million Earlier than expected progress in the development of the new Brisbane distribution centre will move circa $20m capital expenditure forward from FY15 into FY14 FY14 capital expenditure expected to be circa $100 million Net Debt Closing FY13 Net Debt expected to be at circa $330 million with closing FY14 net debt at a similar level Net debt to EBITDA is expected to be circa 1.5 times at FY13 balance date 16
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