Managing Director Daniel Ropers. Bernstein E-commerce Conference - June 12, 2015

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1 Managing Director Daniel Ropers Bernstein E-commerce Conference - June 12, 2015

2 Daniel Ropers Managing Director bol.com Wrote bol.com business plan in 1998 Managing Director since 2000 We are at the most exciting place in these exciting times. E-commerce is still in the infant stages of its impact on consumers and the value chain. It s a privilege to be part of this revolution 2

3 16 years of history in 60 seconds 1998: Started in a port-a-cabin in the back yard of Bertelsmann Book club ECI : Bol.com as part of Bertelsmann s ambition to create the preeminent global online media store March 1999: Bol.com NL launched its store 2004: Growth continued and bol.com became profitable : The bubble burst Bol.com sold by Bertelsmann to three German investors in 03 Since 2013: Fastest growth in company history 2012: In May 2012, Dutch retail giant Ahold acquired bol.com to bolster its ambition in e-commerce and non-food 3

4 Categories From online bookstore to online super store Books Music Film English books Games & Software Consumer Electronics Computer Mobile phones 2 nd hand books Toys Digital books 2 nd hand media Small & Major Domestic Appliances Baby Cooking & Dining Health & Beauty Int. Books Pets Gardening DIY Living Sports & Leisure Jewelry & watches Baby & Toddler apparel Sports apparel Bags & Access. 4

5 The clear leader in the BNL online retail space Key competitors: Customers* Products* Revenues* Wehkamp M 180 K 450 M Zalando 2 1 M 150 K 350 M Coolblue M 100 K 350 M Amazon 0.5 M 20 M 50 M 680M revenues 5 million active customers 800,000 visits per day 9 million products on offer 70,000 products ordered and shipped daily Conversion rate >5% (industry average 1-2%) * Estimates 1 Wehkamp: Apparel, Living, General Merchandise 2 Zalando: Apparel, Shoes, Sports / Outdoor 3 Coolblue: Electronics & Domestic Appliances, General Merchandise 5

6 An unrivalled proposition for BNL customers Largest assortment Uniquely personalized shopping experience available items Fast and free of charge delivery through numerous channels Trusted payment relation using open invoice payment to complement standard online payment methods 6

7 with proven scalability and high efficiency Nine million prices reviewed several times a day Fulfilment combines high quality with low costs Highly efficient stock management Acclaimed customer service 7

8 leading to a strong brand with a loyal customer base Brand awareness No. 1 brand associated with shopping online in NL and BE >75% >95% Strongest retail brands 2 1. bol.com 2. Albert Heijn 3. Kruidvat Top marks customer for satisfaction Indispensable Dutch brands 1 1. Hema 2. bol.com 3. Kruidvat 4. Albert Heijn 6. Google 20.Facebook Top 100 most trusted Dutch brands 3 1. Albert Heijn 2. Philips 3. Google 4. bol.com 5. Samsung 1 Eurib (European Institute for Brand Management) Retailmerken onderzoek IPSOS Brand Monitor

9 In E-commerce, big is beautiful, which is why the big get bigger and better 100+ nicheplayers Also ran s Awareness preference satisfaction Sales growth Market leader Scale, knowledge, brand Lower prices New services Better service Economies of scale Internationally, the market leans towards a natural monopoly, the fat cats win 9

10 Retail is changing: From doing it all yourself to a network of partners Retail today Retail tomorrow: A network of partners Presence Knowledge of assortment on offer A B A C B C Knowledge of customer Pricing Ability to supply assortment Fulfilment / Delivery Payment Service 10

11 In this network, we see two types of players Network Orchestrators Individual players in the network vs. 11

12 Five million customers who all want an easy, inspirational and personal online experience 12

13 Real-time inspiration through a sophisticated platform Viewing this product, leads to real-time suggestions on other products during this customer s visit 13

14 Developing bol.com into the best place to sell in NL & Flanders Unrivalled customer offer Partner: Best place to sell Fullservice third party ecosystem Unbeatable shopping experience CUSTOME R: buy Best place to buy Customer: Best place to > 100 mln third-party revenues in

15 Creating a superior marketing channel Personalizing Depth Communication at point of interest Specially selected for you: Investing in order to merchandise in an even more personalized, relevance- and knowledge-rich, and spot-on way but also to reap the benefits from offering the most efficient marketing and sales platform our partners have ever had 15

16 Helping our partners tell their stories in turn creates happy customers Fantastic lamps with great functionality! I recommend this product... 16

17 From online retailer in books to the creation of the leading ecommerce network Expanding along two axes Evolution of bol.com s addressable market 1. Expansion into new markets From bookstore to media ( ) Fast category expansion (since 2010) Expansion into Belgium (2011) Marketing & media value Broadening our business model Classical retail model (since 1999) Marketplace model (since 2011) Marketing & Media platform (since 2014) Market place margin Retail margin Growth and margin potential exponentially grown: NL addressable market x 6 Product markets and geographies 17

18 Our lead is increasing fast and the best is yet to come Average top-line growth (%, last 5 years) 22% Ahold Online sales¹ ambition 2017 of 2.5 bln 9% Incremental investments in growth of 60 mln in for Ahold Online, primarily at bol.com Total non-food online market in NL ¹ Estimated consumer sales for bol.com, ah.nl and Peapod includes third party sales (i.e. Plaza sales) 18

19 Our biggest challenge: Scaling up as soon as possible without losing efficiency STAY ANGRY 19

20 THANK YOU!

21 Cautionary notice This presentation includes forward-looking statements, which do not refer to historical facts but refer to expectations based on management's current views and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those included in such statements. These forward-looking statements include, but are not limited to, statements as to growth, new businesses, proposition awareness, improvement of stores and development, rollout of marketing and media services and further leverage cooperation with Ahold. These forward-looking statements are subject to risks, uncertainties and other factors that could cause actual results to differ materially from future results expressed or implied by the forward-looking statements. Many of these risks and uncertainties relate to factors that are beyond Ahold s ability to control or estimate precisely, such as the effect of general economic or political conditions, fluctuations in exchange rates or interest rates, increases or changes in competition, Ahold s ability to implement and complete successfully its plans and strategies, the benefits from and resources generated by Ahold s plans and strategies being less than or different from those anticipated, changes in Ahold s liquidity needs, the actions of competitors and third parties and other factors discussed in Ahold s disclosures. The audience is cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date of this presentation. Koninklijke Ahold N.V. does not assume any obligation to update any public information or forward-looking statements in this presentation to reflect subsequent events or circumstances, except as may be required by law. Outside the Netherlands, Koninklijke Ahold N.V., being its registered name, presents itself under the name of Royal Ahold or simply Ahold. 21

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