MADE TO TRADE. Jahresgespräch Kreditversicherer

Transcription

1 MADE TO TRADE. Jahresgespräch Kreditversicherer Olaf Koch, CFO 20 July 2011 METRO AG 2011

2 Disclaimer and Notes To the extent that statements in this presentation do not relate to historical or current facts, they constitute forward-looking statements (including within the meaning of Section 27A of the U.S. Securities Act of 1933, as amended, and Section 21E of the U.S. Securities Exchange Act of 1934, as amended). All forward-looking statements herein are based on certain expectations and assumptions at the time of publication of this presentation and are subject to risks and uncertainties that could cause actual results, performance or financial position to differ materially from any future results, performance or financial position expressed or implied in this presentation. Many of these risks and uncertainties relate to factors that are beyond METRO GROUP s ability to control or estimate precisely, including (without limitation) future market and economic conditions, the behaviour of other market participants, the ability to successfully integrate acquired businesses and achieve anticipated cost savings and productivity gains, and the actions of government regulators. Readers are cautioned not to place reliance on these forward-looking statements. METRO GROUP does not undertake any obligation to publicly update any forward-looking statements or to conform them to events or circumstances after the date of this presentation. This presentation is intended for information only. It is not intended as an offer for sale, or as a solicitation of an offer to purchase, any securities in any jurisdiction. This presentation may not be reproduced, distributed or published without prior written consent of METRO GROUP. All numbers are before special items, unless otherwise stated. Please note that new accounting standards have been applied. More information regarding the application of accounting methods refer to the notes to the Annual Report Extra s activities are disclosed as discontinued operations in 2007 and Figures at Other are adjusted for Adler s activities in 2007, 2008 and The figures in this presentation are rounded to provide a better overview. The calculation of deviations is based on figures incl. fractions. Therefore rounding differences can occur. 1

3 METRO GROUP at a Glance 2010 Real Estate Sales 31.1 billion 11.5 billion 20.8 billion 3.6 billion - EBIT 1,104 million 132 million 625 million 138 million 698 million Stores Countries Profile Worldwide market leader in B2B self-service wholesaling Leading hypermarket retailer in Germany and select Eastern European countries Europe s No. 1 in consumer electronics retailing Concept and systems leader in Germany s department store segment Most international real estate portfolio 2

4 Our Five Value Drivers Customer orientation Internationalisation Efficiency Sustainability Innovation 3

5 Shape Targets 1.5 billion EBIT Potential Efficiency- and value-enhancing programme Shape 2012 well on track Decentralised organisation structure set up 800 million in cost reductions to be largely effective in 2011 Focus now on productivity gains (gross margin and sales enhancing measures) million 700 Metro Cash & Carry 400 Real 250 Media Markt and Saturn 50 Galeria Kaufhof 50 Real Estate Productivity Gains 800 Cost Reductions Other 1,500 EBIT effect Shape 2012 GER ~40% WE ~30% EE Asia ~30% Indicative regional split Market conditions, price investments Net EBIT effect 2012 illustrative 4

6 527m Already Delivered since Launch Shape Contribution of 527 million Achievement of 2012 METRO GROUP Shape Targets million 2, ,415 56% 98% 29% 17% 108% 21% 14% 40% 116% 16% 13% 4% 42% 112% 15% 12% 44% 111% 5% 39% 117% 8% 7% 30% 37% 111% 5% 4% 28% 23% 21% 10% 30% 15% 17% 26% 30% 51% 0% 13% 9% 3% 15% 7% 18% 28% 23% 25% 34% EBIT 2008 Expansion Market conditions, price investments Surplus real estate contribution Shape contribution EBIT /3/09 30/6/09 30/9/09 31/12/09 31/3/10 1 Idea 3 Approved 2 Evaluated 4 Implemented 30/6/10 30/9/10 31/12/10 3/31/11 5 Effective 5

7 Metro Cash & Carry: B2B Success Story Leading global Cash & Carry wholesaler Successful format in developed and emerging markets Matchless international expansion: international share of sales over 80% High RoCE (>20%) due to capital efficient model Profitable growth drivers: Germany Innovating the business model International expansion 6

8 International Presence Germany Western Europe Eastern Europe Asia/Africa million Countries Stores ( ; Δ YTD) 117 (-) 259 (-) 243 (+15) 84 (+1) FY 2010 Sales 5,302 11,912 11,407 2,474 Δ -2.8%; lfl -1.7% -1.3%;LC -1.6%; lfl -1.5% 3.5%; LC -1.4%; lfl -3.6% 19.7%; LC 14.7%; lfl 8.1% Q Sales Δ 1, % ;lfl -2.1% 2, %;LC -2.1%; lfl -2.1% 2, %; LC 1.8%; lfl -2.2% %; LC 15.7%; lfl 13.9% Share of sales 16% 37% 36% 11% 7

9 Major Shape 2012 Building Blocks Customer Orientation Further strengthening field force Customer target group management Delivery New Business Models New Store Formats Extending delivery business further Increasing German share of sales to >10% Increasing customer proximity Inner-city stores, Drive-ins, Satellite stores Own Brands Extension of share of sales Target of >20% of total sales worldwide 8

10 Growth Region Asia CHINA EBIT margin further increased in 2010 Successful launch of a HoReCa city store concept in Shanghai 50 additional stores planned until 2015 INDIA Store concept Genesis successfully launched Reduced assortment range with integrated Mandi" concept (traditional open market) 6 new store openings planned in 2011 INDONESIA Market entry in 2012 World s fourth most populous country with around 240 million inhabitants Huge growth potential for Metro Cash & Carry 9

11 Real: Leading Hypermarket Player Leading player in Germany Presence in five Eastern European countries with top market positions Large range of fresh produce complemented by attractive non-food assortment Profitable growth drivers: Driving turnaround in Germany further Expansion Eastern Europe ( sales CAGR: +26%) 2-3% EBIT margin targeted in

12 International Presence Germany Eastern Europe million Countries 1 5 Stores ( ; Δ YTD) 318 (-2) 109 (-) FY 2010 Sales Δ Q1 Sales Δ 8, %; lfl 0.2% 1, %; lfl -2.3% 3, %; LC 6.1%; lfl -0.5% %; LC -2.0%; lfl -4.2% Share of sales 73% 27% 11

13 Eastern Europe: Driver of Profitable Growth Sales CAGR of 26% over last five years 109 stores in five countries 3,500 3,000 2,500 Sales and EBIT Margin All major countries with positive EBIT in 2010 for the first time Top market positions in Poland and Romania Dynamic growth in Russian and Turkish 2,000 1,500 1, Sales ( m) EBIT margin Break-even Accelerating new store openings in 2011 Poland Romania Russia Turkey Ukraine Market Position # 3 # 3 # 6 # 4 Newcomer Source: Planet Retail, own research as at 08/03/2011 (hypermarkets, superstores, discount superstores) 12

14 Major Shape 2012 Building Blocks in Germany Customer Orientation Further roll-out of 400 customer-centric concept modules planned for 2011 Improving shelf space allocation, assortment, product placement, store layout Own brands Store Operations Trialling entrepreneurial management with store managers as partners Improving staff planning and energy efficiency New Business Models Developing and enlarging online shop further Further testing of Real Drive (online ordering and pick-up at warehouse location) 13

15 Media Markt and Saturn: Market Leader in Europe Pan-European market leader in consumer electronics retailing Large-scale stores: full assortment and highly capital efficient Entrepreneurial management: Store managers are partners and determine assortment, pricing and staffing Profitable growth drivers: Online International expansion Own brands 14

16 International Presence Germany Western Europe Eastern Europe Asia million Countries Stores ( ; Δ YTD) 381 (-1) 354 (+1) 143 (+2) 2 (+1) FY 2010 Sales Δ 9, %; lfl -1.6% 9, %; LC 7.4%; lfl 0.6% 2, %; LC 10.8%; lfl 7.1% 9 (-) Q1 Sales Δ 2, %; lfl 0.4% 2, %; LC -3.9%; lfl -8.3% %; LC 5.7%; lfl -5.7% 18 (-) Share of sales 46% 43% 11% - 15

17 Major Shape 2012 Building Blocks Multi-Channel New Business Models Pure Play Launch of Saturn.de in H (Mediamarkt.de: Q1 2012) Further international roll-out Accelerate sales and enhance profitability Gaining further online market share and tapping new markets Own Brands Introduced in four countries (DE, IT, AT, NL) Very positive customer response Above-average gross margin (mid to high single-digit margin uplift) 16

18 Redcoon Acquisition One of Europe's leading online electronics retailers with more than three million customers in ten countries Founded in 2003 in Aschaffenburg, Germany Profitable with expected sales of 402 million in 2010/2011 Sales mix: 50% brown goods, 20% white goods, 30% new media Assortment comprises c.24,000 different products (Consumer Electronics, Computing, Household & Garden, Sports & Fitness Appliances) Excellent deal, which complements multichannel approach 17

19 Successful Start in China Market potential of Shanghai: approx. 5.5 billion (similar in size to Switzerland or Austria) Store concept locally adapted to include testing tables, wellness products etc. Successful partnership with Foxconn First Media Markt opened on 17 November 2010 with 9,500 sqm sales space on 5 floors with more than 45,000 articles In February 2011, second store in Shanghai opened with a sales area of 4,600 sqm Further four openings in 2011 planned 18

20 Galeria Kaufhof: Leader in German and Belgian Department Stores Concept and systems leader in Germany s department store segment and market leader in Belgium Focus on mid-market 3.6 billion sales and 3.9% fully leased EBIT margin in 2010 Profitable growth drivers: Stronger focus on lifestyle assortments and own brands Stricter cost and stock management Non-core in the context of METRO GROUP s strategy 19

21 Major Shape 2012 Building Blocks Customer Orientation Store Operations Better marketing effectiveness through optimisation of customer data analysis Improving space allocation in favour of high-margin product categories, especially accessories, clothing and shoes Optimising ordering and markdown processes Achieving negative net working capital Improving energy efficiency Localisation New Business Models Internet re-launch including fashion New lifestyle-orientated outdoor concept from Sportarena ("Wanderzeit") 20

22 Outlook Medium- Term Sales growth (%) 2.6 > 4 > 6 EBIT before special items ( million) 2,415 Increase ~ 10% Increase > 10% Capex ( billion) > 2.2 New store openings 100 > > 40 > 40 2 ~ 5 > ~ 70 > ) - 1) Sportarena 21

23 Summary Best-in-class formats Unique international presence Clear focus on returns and capital efficiency METRO GROUP well positioned for future profitable growth 22

24 MADE TO TRADE. Jahresgespräch Kreditversicherer Olaf Koch, CFO 20 July 2011 METRO AG 2011