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9M 2019 Investor Presentation | November 2019
9M 2019 Investor Presentation | November 2019 1 Key elements - - PowerPoint PPT Presentation
9M 2019 Investor Presentation | November 2019 1 Key elements defining our model VALUE 1 Trusted and reliable partner with a clear value proposition 2 Leading positions in attractive channels and ADDING specialised markets 3
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9M 2019 Investor Presentation | November 2019
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Key elements defining
1 2 3 4 5
Trusted and reliable partner with a clear value proposition Entrepreneurial segments powered by our centralised Group platform Leading positions in attractive channels and specialised markets Track record of strong and consistent profitable growth Focused on organic growth complemented with strategic M&A
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Linking suppliers and customers that are difficult to connect Delivering FMCG to the right place, at the right time
Differentiated sourcing Fully bonded supply chain Highly efficient logistical platform Regulatory expertise Supply chain excellence
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Serving a diversified customer base worldwide
Empowering wholesalers and retailers (B2B) Partner in remote distribution Experienced in retail (B2C) Serving complex end-markets in maritime
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Three entrepreneurial segments with a centralised backbone
Distribution of bonded liquors and health & beauty products to specialty retailers and online end- customers IT Distribution Legal & Compliance HR Finance & Control Specialty distribution of FMCG products to maritime and remote markets Specialty retail at high traffic airports and remote locations
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Solid sales channels that are exposed to attractive long term trends
Business segments Turnover per segment 2018 B&S Group markets/ channels Contribution to B&S Group turnover 2018
Column1Channel Market
Outsourcing Fragmentation and complexity Globalisation A-brands and luxury Compliance Value retail E-commerce TravelAttractive long term trends
40.7% 27.2% 6.7% 7.3% 10.3% 7.8%
€ 1,197 M € 446 M € 137 M
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A defensive profile towards macro economic developments
Robust and global product categories with mainly A- branded products that
economic hardship Bonded supplier status limiting the impact
developments Diversified supplier and customer basis with limited dependency on a single market
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Striving for continuous economies of scale
Investments in logistics and IT solutions on Group level Utilising our global footprint to leverage price position Combining segmental purchasing and sourcing activities
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Firmly focused on continuous organic turnover growth complemented with selective M&A
573 695 816 845 964 1,152 1,338 1,275 1,393 1,633 9 58 38 65 103 114 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Acquisitive Organic IFRS Dutch GAAP Topbrands FragranceNet.com Capi UCVF Alcodis Discontinuation of non-premium-brand perfumes (in million €)10
26 38 47 59 52 65 84 89 106 109 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 IFRS Dutch GAAP Turnover CAGR ’09 - ’18 EBITDA CAGR ’09 - ’18 17.3% p.a. IFRS Dutch GAAPResulting in a strong track record of profitable growth
Pressure on China luxury gifting Discontinuation of non- premium-brand perfumes 573 677 825 903 1,002 1,152 1,338 1,339 1,495 1,747 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 13.2% p.a.11
Synergy effects
Well positioned to capture growth opportunities
Organic growth Acquisitive growth
Expansion by increasing presence in
Tapping into new products and markets Cross-selling of products to existing customers Utilising the growth of existing customers by matching their increased demand for our products
Strategy Disciplined on price Initially structured as partnership or JV Rapid back office and sourcing integration Boosting organic growth of acquired company Sourcing synergies Centralised backbone – plug & play Value chain expansion Combined market knowledge
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products geographies marketsContinuously expanding our role in the value chain
2012 2017 2018 2019
Middle East expansion
Personal care Pharma ceuticalsValue Retail B2B Travel retail B2C E- commerce B2C USA 2015 EU
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9M 2019 Trading update
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9M 2019 highlights
Overall turnover growth
▪ 17.0% to € 1,373.4 M at reported rates (15.2% on a constant currency basis)Outlook Organic turnover growth
▪ Growth of 5.8% (4.0% at constant currency)Dividend
▪ Interim dividend for 2019 of € 10.9 million or € 0.13 per share, payable on December 4, 2019 ▪ Further turnover growth throughout the Group for remainder of the year ▪ Long term growth drivers remain intactBusiness segment contribution
▪ All business segments contributed to topline growth individually15
Overall turnover growth analysis
▪ The HTG segment is the main contributor to organic turnover growth; ▪ The inclusion of the acquisitions of FragranceNet.com, Lagaay and airport retail Rotterdam and Weeze contributed € 131.8 M ▪ The development of the EUR/USD exchange rate had an effect of € 20.7 M on turnover
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Key developments 9M 2019
▪ The Health & Beauty category was the main growth driver ▪ Evident recovery of B&S Segment with reported turnover growth of
13.8% in Q3 compared to Q3 2018
▪ The Retail segment performed in line with expectations ▪ Trade war between USA and China and the turmoil in Hong Kong had an
impact on margins in Liquor category in Asia.
▪ This effect is continuing in Q4, the quarter where we traditionally realise
the higher turnover and gross margin in this category, and impacting our results in this category.
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▪ Further turnover growth throughout the Group
with the Health & Beauty category accelerating its contribution to overall FY Group results.
▪ The B&S Segment is expected to continue its
performance in line with the trend we saw in Q3, and we foresee our Retail segment to grow in line with current levels.
▪ Current market circumstances in Liquor Asia are
expected to have a short-term impact as this margin pressure results in lower purchase prices in the market, thus enabling us to return to normal margin in 2020
Outlook
Medium-term
▪ Our focus for 2020-2022 lies on growth in all segments, supported by
leadership. ▪ Our investments in IT and infrastructure enable further operational synergies between our segments, facilitate data driven service offerings throughout the value chain and allow us to move closer towards the end-consumer.
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