• No results found

Grupo Éxito Corporate Presentation

N/A
N/A
Protected

Academic year: 2021

Share "Grupo Éxito Corporate Presentation"

Copied!
22
0
0

Loading.... (view fulltext now)

Full text

(1)

Grupo Éxito

(2)

Note on Forward-Looking

Almacenes Éxito S.A.

Investor Relations

www.grupoexito.com.co

Statements

This

presentation

may

contain

forward-looking

statements regarding expected developments and

expectations about future events. These statements are

subject to economic, political, governmental and market

conditions, risks and uncertainties, both domestically and

globally, which may affect the performance of the

economy, the retail industry and the Company overall.

Factors such as variations in interest rates, inflation rates,

exchange rate volatility and tax rates, among others,

may

cause

actual

results,

performance

and

achievements of the Company to differ from the

estimates provided at any time. For that reason, the

Company does not accept responsibility for any

variations or for the information provided by official

sources.

(3)

Agenda

1. Colombia and Uruguay

Fundamentals

Environment and Opportunities for Retail

2. Grupo Éxito

A Story of Growth and Development

Competitive Advantages

Financial Results

(4)

Sources:: Central Banks, DANE, INE, IMF

Colombia & Uruguay

Two Countries With Sound Macroeconomics

2012

Colombia

Uruguay

GDP Growth

4.0%

3.9%

Total GDP (e)

378,713

52,349

USD m

GDP per capita (e)

8,127

15,485

USD

Inflation

2.4%

7.5%

Unemployment

10.4%

6.1%

Interest Rate

4.25%

9.25%

3.9%

52,349

15,485

4.0%

378,713

8,127

9.25%

4.25%

6.1%

10.4%

7.5%

2.4%

(5)

Opportunities for Retail

Colombia: Favorable Demographics

Third country in Latin-American by number of inhabitants

(47 million)

79% live in main cities in the Andean region

Five regions with different consumption patterns

15% of households from levels 4, 5 and 6 represent 35% of

the total household expenditures

One of the youngest population in Latin-American : 55%

below 29 years

55%

45%

0-30 + 30

Age

Source: DANE

Uruguay: A Dynamic Economy

Highest GDP per capita in the region

Wealthy and urbanized population

Strong GDP growth

(6)

43%

25% 23%

Disco & Devoto Tata + Multiahorro Tienda Inglesa

Grupo Éxito

Leader in Both Formal Retail Markets

Formal Retail Market Share

Source: ACV Nielsen Dec ,2011

42.0% 42.9%

17.7%

13.1%

4.9%

Grupo Éxito 2nd competitor 3rd competitor 4th competitor 2010 2011

Formal

48%

Informal

52%

Retail Market Share

Colombia

(7)

Grupo Éxito

Leader in the Colombian Formal Retail Market

Top-of-mind Brand Proposal

Covering all the socio-economic segments in Colombia

9

7%

48%

45%

Brand Proposal

Socio-economic levels

High End

(8)

Hypermarkets

Supermarkets &

Convenience

A Successful Multi-format Strategy

“All Under the same roof”

Quality service

Value for money

High quality and imported products

A premium offering

Surprising with superior service

Supermarkets &

Convenience

Soft discount format

For popular neighborhoods

High share of Surtimax private label

Bodega

Value and convenience

High quality products at affordable

prices

Emphasis on customer service

Supermarkets

Supermarkets

& Hypermarket

(9)

225

80

122

5

27

24

1

Local & International Presence

432

Other

Colombia

Uruguay

As of March 31, 2013

484

stores

815,914

sqm

484

stores

815,914

sqm

52

(10)

Competitive Advantages

Strong Loyalty Program

High Private Label Penetration

E-commerce Leader

Strong Logistic Network

15 logistic locations

80% Centralization

Barranquilla

Bogotá DC Medellin

Cali

B/manga Pereira

DC

(11)

Éxito Card

Third credit card issuer in Colombia

Near 1,7 million cards issued

JV with Bancolombia

Real Estate

9 Shopping malls in mid-sized cities

1 Shopping mall under

Viva

brand

60k sqm GLA in shopping malls and 100k in Galleries

Insurance

More than 140,000 policies issued in the market

JV with Grupo Sura

Travel Business

Network of 64 travel agencies in 22 cities

2nd travel agency in Colombia

JV with Avianca

Gas Stations

20 gas stations across the country

Complementary Businesses

Drivers of Profitability

Activités

comp.

(12)

Financial Results

2012

1Q13

1Q12

Millions of

COP

Millions of

COP

Millions of

COP

1Q13/12

Net Revenues

10,229,673 2,604,463 2,455,425

6.1%

Gross Profit

2,669,801

663,787

625,396

6.1%

Gross Margin

26.10%

25.49%

25.47%

+2 bp

Operating Income

494,167

107,100

100,242

6.8%

Operating margin

4.80%

4.11%

4.08%

+3 bp

Net Income

475,305

89,332

93,754

-4.7%

Net margin

4.60%

3.43%

3.82%

-39 bp

EBITDA

858,725

203,867

191,493

6.5%

(13)

543

538

610

743

859

2008 2009 2010 2011 2012

153

147

255

389

475

2008 2009 2010 2011 2012

1,764

1,739

1,864

2,234

2,670

2008 2009 2010 2011 2012

Financial Results

13

Net Revenues (COP$bn)

Gross Profit (COP$bn) and margin (%)

Gross Profit

EBITDA (COP$bn) and margin (%)

Net Income (COP$bn) and margin (%)

Net Income EBITDA

-2.0% +7.6% +17.8% +15.6% 26.1%

24.8%

25.3% 24.9%

24.8%

7,125

6,982

7,510

8,845

10,230

2008 2009 2010 2011 2012

8.4% 8.1% 8.4% 7.7% 7.6% 4.6% 4.4% 4.4% 2.1% 2.2%

(14)

Our Key Strategic Drivers

Profitable Growth, Service & Innovation

Improve Working Capital

Guarantee Return on Investments

Strict Cost/Expense Control

Focus on

Customer

Enter Mid-Sized Cities

Saturate Existing Urban Markets

Assure E-Commerce Leadership

Strengthen Complementary Business

Real Estate Developments

Best Customer Service

Enhance CRM

Product Innovation

Joint Business Plan with Key Suppliers

Private Brand Strengthening

Talent Development and Retention

Children Nutrition

Sustainability as Company Culture

5. International

Look Beyond

Synergies with Uruguay

Explore Opportunities in other

Latin American Markets

1. Multichannel expansion

Cover the Country

2. Commercial performance

Accentuate Differentiation

3. Operating excellence

Competitiveness

4. HR & sustainable development

(15)

Viva Envigado

Real Estate Projects 2012-2015

Four shopping centers projects already started in 2012

Viva Laureles

Viva Sincelejo

Viva Villavicencio

Location : Medellín

(medium-high class neighborhood)

GLA creation : 6,565 sqm Anchor : Exito Laureles

(14,000 sqm).

Status: Opened (Nov/2012)

Location : Envigado (medium

class neighborhood).

GLA creation : Over 100,000

sqm.

Anchors : Exito Envigado (13,915 sqm), Homecenter, Flamingo.

Status : Stage 0: Homecenter

opened, Stage 1&2 under structuring.

Location : Sincelejo,

intermediate city in the Caribbean coast.

GLA creation : 7,000 sqm. Anchors : Exito San

Francisco (4,500 sqm) and Royal Film cinemas.

Status : Under construction

Location : Villavicencio,

intermediate city in the oil region.

GLA creation : 33,150 sqm.

Anchors : Exito Villavicencio

(15,000 sqm), Zara (TBC).

(16)

Grupo Éxito

Track Record of Profitable Growth

Acquisition:

270 stores Carulla Vivero Casino acquired control Éxito Travel Agency

Alliance: 31 Stores Express Formats

2010

1999

2001

2006

Acquisition :

52 stores in Uruguay

Stake of 25% in Exito by

Acquisition: 77 stores

2007

2011

Exito Credit Card

2008

Convenience Format Gas Stations Insurance Business

1949

Foundation of

1994

Colombia Stock Exchange listing

Issuance of 114 mm shares for international expansion

2012

•Shopping Malls •Highest Expansion

(17)

Being a Responsible,

Committed Employer

Being a Responsible

Merchant regarding

Suppliers

Being a Responsible

Merchant regarding

Customers

Actions against Climate

Change and Reducing

the Environmental Impact

Actions Aimed at Local

Development and Solidarity

Five

Approaches to

Social

Responsibility

Achievement

(18)
(19)

Uruguay: Value creation opportunities

Stage 1: Ongoing

Stage 2

Stage 3

Introduction of New Formats

Expansion with proximity and

convenience formats

Real Estate Optimization

Commercial development of

adjacent areas into mini-malls

and other related activities

Sales Mix Optimization

Complementary Businesses

Development of E-Commerce,

consumer credit, travel agencies

and the insurance businesses.

Capex and Working Capital

Cost initiatives: upgrade of

logistics processes, centralized

workshops for perishables

processing

Working capital: leverage on

skills developed by Éxito in

inventory tracking

Loyalty Program Integration

Disco “Mas” and Devoto

“Hipercard” cards

Cost Synergies

Increase % of centralization

Cost controlling initiatives: hire

own personnel, implementation of

Exito

´

s software to optimize check

(20)

Ownership Structure

Casino

Groupe

54.8%

Colombian

Pension

Funds

18.7%

International

Funds

15.0%

Other

Shareholders

8.5%

ADR program

3.0%

(21)

Carlos Mario Giraldo José Gabriel Loaiza VP Commercial and Logistics Sector experience: 12 years Juan Felipe Montoya Calle VP Human Resources Sector experience: 5 years Jacky Janovich María Fernanda Moreno IR Manager Sector experience: 6 years

* Independent members

Management

Sector experience: 10 years

Chief Executive Officer

CFO

VP Sales and Operations

VP Development and Real Estate

Sector experience: 20 years Sector experience: 3 years Carlos Mario Diez Gómez

Juan Felipe Yarce Filipe da Silva

Board of Directors

Luisa Fernanda Lauforie

Nicanor Restrepo S Felipe Ayerbe Muñoz Guillermo Valencia

Jaramillo

Luis Carlos Uribe

Chairman Philippe Alarcón Yves Desjacques Patrick Careil Arnaud Strasser

*

*

*

Management Team

Sector experience: 18 years Martin Nova VP Marketing VP Éxito brand

Sector experience: 13 years

Sector experience: 15 years

(22)

Grupo Éxito

www.grupoexito.com.co

References

Related documents

individual practice related to the support of their initiatives ... 159 Figure 4.16 - Creative practitioner perspectives on local government’s contribution to creative industry

For example, with remote group support, RADIUS and LDAP users can belong to a local group that has been setup to have restricted access to serial ports, network hosts and

Media Sosial juga menjadi faktor penting yang gagal di provide oleh Lithuania, karena dalam melakukan branding sebuah negara, komunikasi antara pemerintah dangan publik asing

All WAN nodes must be issued an Approval To Connect (ATC) by the WAN DAA before connecting to the WAN. b) An approved overall Network Security Plan (NSP) and Network

Our data show that AMPK promotes the survival of multiple human colon cancer cell lines and that variable lev- els of AMPK alpha subunits may contribute to or predict their

The Accessible Pathways & Livable Communities Pocket Guide was developed with the support of the Federal Transit Administration, the National Complete Streets Coalition, and the