BJ s Restaurants, Inc. Greg Trojan Chief Executive Officer Greg Levin Chief Financial Officer BJRI: NASDAQ

Transcription

1 BJ s Restaurants, Inc. Greg Trojan Chief Executive Officer Greg Levin Chief Financial Officer BJRI: NASDAQ

2 Safe Harbor Certain statements in the following presentation and all other statements that are not purely historical constitute forward looking statements for purposes of the Securities Act of 1933 and the Securities and Exchange Act of 1934, as amended, and are intended to be covered by the safe harbors created thereby. Such statements include, but are not limited to, those regarding expected comparable restaurant sales and margin growth in future periods, total potential domestic capacity, the success of various sales building and productivity initiatives, future guest traffic trends, construction cost savings initiatives and the number and timing of new restaurants expected to be opened in future periods. These forward looking statements involve known and unknown risks, uncertainties and other factors which may cause actual results to be materially different from those projected or anticipated. Factors that might cause such differences include, but are not limited to: (i) our ability to manage an increasing number of new restaurant openings, (ii) construction delays, (iii) labor shortages, (iv) increase in minimum wage and other employment related costs, including the potential impact of the Patient Protection and Affordable Care Act on our operations, (v) the effect of credit and equity market disruptions on our ability to finance our continued expansion on acceptable terms, (vi) food quality and health concerns, (vii) factors that impact California, where 63 of our current 158 restaurants are located, (viii) restaurant and brewery industry competition, (ix) impact of certain brewery business considerations, including without limitation, dependence upon suppliers, third party contractors and related hazards, (x) consumer spending trends in general for casual dining occasions, (xi) potential uninsured losses and liabilities due to limitations on insurance coverage, (xii) fluctuating commodity costs and availability of food in general and certain raw materials related to the brewing of our craft beers and energy, (xiii) trademark and service mark risks, (xiv) government regulations and licensing costs, (xv) beer and liquor regulations, (xvi) loss of key personnel, (xvii) inability to secure acceptable sites, (xviii) legal proceedings, (xix) other general economic and regulatory conditions and requirements, (xx) the success of our key sales building and related operational initiatives, and (xxi) numerous other matters discussed in the Company s filings with the Securities and Exchange Commission, including its recent reports on Forms 10 K, 10 Q and 8 K. The forward looking statements contained in this presentation are based on current assumptions and expectations and, BJ s Restaurants, Inc. undertakes no obligation to update or alter its forward looking statements whether as a result of new information, future events or otherwise. 2

3 What Makes BJ s Restaurants Unique? 158 restaurants in 19 states 153 large format restaurants (7,000 10,000 sq. ft.) 4 small format restaurants (2,000 4,000 sq. ft.) 1 R&D test restaurant (6,000 interior sq. ft.) Our restaurants feature: Broad, diversified menu for any dining occasion Signature menu items including deep dish pizza, craft beer and pizookies Contemporary, high quality, casual plus positioning Our restaurants generate: Industry leading average unit volumes of approximately $5.7 million Industry leading guest traffic Average guest check of approximately $

4 BJ s Core Brand Pillars Menu Variety $20 $25 Experience for a $14 Check Occasion Variety The One Place for All Craft Beer Higher Quality Food High Energy, Contemporary Atmosphere 4

5 Comp Sales Showing Signs of Recovery 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% 2.0% 4.0% 6.0% 8.0% BJ's Restaurants Knapp Track 5

6 Broad Consumer Appeal for All Dayparts BJ s signature pizza 14% 16% BJ s handcrafted beer 11% 13% Other alcoholic beverages 9% 11% Total pizza and alcohol 36% 40% Late Night (9pm close) 13% Mid Afternoon (2:30pm 5pm) 12% Lunch 26% Approximate gross margin on pizza/alcohol beverages: 80%+ Dinner 49% 25% of sales from off peak meal periods 6

7 Premium Casual Experience, Mass Market Casual Price Point $30.00 Average Guest Check $25.00 $24.00 $20.00 $15.00 $14.00 $12.63 $12.65 $13.04 $13.64 $13.75 $14.31 $14.60 $16.02 $16.75 $20.20 $10.00 $5.00 $ BJ's Restaurant & Brewery Red Robin Gourmet Burgers Ruby Tuesday Applebee's Chuy's Buffalo Wild Wings Chili's TGI Friday's Texas Roadhouse Olive Garden Cheesecake Factory Bonefish Source: 7/14 Piper Jaffray Restaurant Benchmark Analysis and industry estimates 7

8 BJ s A Leader in AUV and Guests Per Foot Average Unit Volume $ in thousands $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $10,500 $5,700 $4,900 $4,400 $4,400 $3,200 $3,100 $3,100 $3,100 $2,500 $1,700 $0 Cheesecake Factory BJ's Restaurant & Brewery Chuy's Olive Garden Texas Buffalo Wild Roadhouse Wings Bonefish Chili's Red Robin Gourmet Burgers Applebee's Ruby Tuesday Guests per Square Foot BJ's Restaurant & Brewery Chuy's Cheesecake Factory Chili's Red Robin Gourmet Burgers Texas Roadhouse Buffalo Wild Wings Olive Garden Applebee's Ruby Tuesday Bonefish Source: 7/14 Piper Jaffray Restaurant Benchmark 8

9 Our 2015 Focus Drive Comp Sales Enhance our Culture Execute Double Digit Capacity Growth Leverage Margins 9

10 Menu Initiatives To Drive Comp Sales Pizza Prowess Celebrate New Deep Dish Flavors (Feb 2015) New Tavern Cut Pizza (Feb 2015) Blatantly Better Quinoa Bowls (Spring 2015) Center of the Plate Entrees (Spring 2015) Menu Innovation Every Day Delights Burger and Pasta Category Upgrades New Appetizers Beer Authority Seasonal IPA Rotation New Beverage Menu 10

11 February: New! Tavern Cut Pizza! and Committed IPA Tavern Cut Deep Dish Committed IPA 11 11

12 Engaging our Guest to Drive Frequency Website Mobile/BJ s App Media/Print Paid Display Engaging Our Guest Loyalty Social Search 12

13 Development 13

14 Runway for Growth Significantly less penetrated than comparable casual dining restaurants Estimated Potential of ,500 Number of Restaurant Locations 2,000 2,017 1,587 1,500 1,082 1, BJ's Texas Roadhouse Red Robin Red Lobster Outback Olive Garden Buffalo Wild Wings Chili's Applebee's Source: Company reports 14

15 Enhancing New Restaurant Return New prototype 7,000 Reduce square footage by 20% Reduce investment cost by $1 million Optimize and value engineer Site costs and patios Mechanical Lighting Finishes Kitchen of the Future to enhance productivity New locations structured to deliver higher returns while retaining BJ s casual plus positioning 15

16 New Prototype a Proven Format $ in millions Year Opened Existing Proto 7,000 Summerlin Sugarland Del Amo Sq Footage 8,500 7,363 7,805 7,805 7,300 Seats Tables Gross Cost $5.0 $4.0 $2.9 $3.4 $4.7 TI Allowance ($0.5) ($0.4) ($1.3) Net Cost $4.5 $3.6 $2.9 $3.4 $3.4 Sales/Sq Ft $706 $761 $883 $698 $934 Sales/Seat $22,472 $24,561 $29,327 $23,183 $29,641 Mature Statistics AUV $5.5 $6.5 $5.5 $6.0 $6.9 $5.4 $6.8 RLCF $ $1.0 $1.3 $1.0 $1.2 $1.5 $1.4 $1.4 RLCF % 19% 20% 20.0% 21.6% 26.2% 21.0% Cash on Cash Return 25% 30% 28% 33% 51.0% 42.2% 41.5% Note: Sugarland's restaurant level cash flow is higher because the land was purchased 16

17 Continued Interstate/Cluster Strategy: Targeting 15 New Restaurants for FY

18 Proto 7,000 Elevation 18

19 New 3 X 75 Screen Bar Design 19

20 Beer Display Board Detail 20

21 Margin Initiatives and Financial Targets 21

22 Cost Savings Initiatives Driving Margin Expansion 25.0% Margins Improving from 4Q13 Lows 20.0% 15.0% 10.0% 5.0% 0.0% 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 4Q14 Restaurant Level Margin Adjusted Operating Margin 22

23 Project Q Improving our Way of Doing Business Eliminate unnecessary kitchen complexity Expands kitchen capacity for menu enhancements Improves cost of sales Reduce theoretical food cost variance Reduce food comps / voids / adjustments Improves kitchen labor efficiencies Reduce prep labor Reduce Peak cook times Improves guest throughput BJ s operators have provided over 800 Project Q ideas, 300 of which have been implemented 23

24 Cost Initiatives Reducing Operating and Occupancy $23, % O&O Cost per Week Ex. Marketing $22,500 $22,000 $21,500 $21,000 $20,500 $20,000 $19, % 20.5% 20.0% 19.5% 19.0% 18.5% 18.0% O&O Cost per Week as % of Sales Ex. Marketing $19, % 24

25 Strong and Flexible Balance Sheet and Capital Structure Balance sheet as of December 31, 2014 Cash and investments of $31 million Total assets of $647 million Funded debt of $58 million, or 0.6x debt/ebitda Stockholders equity of $349 million 2015 CapEx Approximately $100 million gross and $90 million net Available credit line $150 million (for LCs and backstop liquidity) Estimated $15M $20M in owned properties that can be monetized Financial strength and flexibility to pivot capital priorities to optimize shareholder value 25

26 2015 Business Goals Continue driving top line sales: Menu innovation and enhancements Efficient use of marketing to drive guest engagement Continue national restaurant expansion plan FY New Restaurants Execute the lower cost, higher ROI 7,400 square foot restaurant prototype Drive further efficiency through Project Q Execute cost savings initiatives Continue to opportunistically repurchase shares Repurchased retired ~2.8 million shares for ~$100 million $50 million remaining under current share repurchase program 26

27 BJ s Longer Term Financial Plan Double digit restaurant week growth (10% 12%) Modest comparable sales growth (~2%) Revenue Costs Project Q & Operating cost savings strategies G&A growth < revenue growth Depreciation leverage from lower capital investment Restaurant level cash flow (19%+) EPS growth > revenue growth Rising ROIC Results 27