C Canadian Tire Corporation di Ti C ti September 2010 F - - PowerPoint PPT Presentation
C Canadian Tire Corporation di Ti C ti September 2010 F - - PowerPoint PPT Presentation
C Canadian Tire Corporation di Ti C ti September 2010 F Forward-looking Information d l ki I f ti This document contains forward-looking information that reflects managements current expectations related to matters such as future
F d l ki I f ti Forward-looking Information
This document contains forward-looking information that reflects management’s current expectations related to matters such as future financial performance and operating results of the Company. Forward-looking statements are provided for the purposes of providing information about management’s current expectations and plans and allowing investors and others to get a better understanding of our financial position, results of operation and operating environment. Readers are cautioned that such information may not be appropriate for other circumstances. y pp p All statements other than statements of historical facts included in this document may constitute forward-looking information, including but not limited to, statements concerning management's expectations relating to possible or assumed future prospects and results, our strategic goals and priorities, our actions and the results of those actions and the economic and business outlook for us. Often but not always, forward-looking information can be identified by the use of forward-looking terminology such as "may", "will", "expect", "believe", "estimate", "plan", "could", "should", "would", "outlook", "forecast", "anticipate", "foresee", "continue" or the negative of these terms or variations of them or similar terminology. Forward-looking information is based on the reasonable assumptions, estimates, analysis and opinions of management made in light of its experience and perception of trends, current conditions and expected developments, as well as other factors that management believes to be relevant and reasonable at the date that such statements are made. By its very nature, forward-looking information requires us to make assumptions and is subject to inherent risks and uncertainties, which give rise to the possibility that the Company's assumptions may not be correct and that the Company's expectations and plans will not be achieved. Although the Company believes that the forward-looking information in this document is based on information and assumptions which are current, reasonable and complete, this information is necessarily subject to a number of factors that could cause actual results to differ materially from management’s expectations and plans as set forth in such forward-looking information for a variety of
- reasons. Some of the factors – many of which are beyond our control and the effects of which can be difficult to predict – include (a) credit, market, currency, operational,
liquidity and funding risks, including changes in economic conditions, interest rates or tax rates; (b) the ability of Canadian Tire to attract and retain quality employees, Dealers, Canadian Tire Petroleum agents and PartSource and Mark's Work Wearhouse store operators and franchisees, as well as our financial arrangements with such ti ( ) th th f t i b i t i d k t t d th illi f t t h t t i fi i l d t d parties; (c) the growth of certain business categories and market segments and the willingness of customers to shop at our stores or acquire our financial products and services; (d) our margins and sales and those of our competitors; (e) risks and uncertainties relating to information management, technology, supply chain, product safety, changes in law, competition, seasonality, commodity price and business disruption, our relationships with suppliers and manufacturers, changes to existing accounting pronouncements, the risk of damage to the reputation of brands promoted by Canadian Tire and the cost of store network expansion and retrofits and (f) our capital structure, funding strategy, cost management programs and share price. We caution that the foregoing list of important factors and assumptions is not exhaustive and other factors could also adversely affect our results. Investors and other readers are urged to consider the foregoing risks, uncertainties, factors and assumptions carefully in evaluating the forward-looking information and are cautioned not to place undue reliance on such forward-looking information. For more information on the risks uncertainties and assumptions that could cause the Company's actual results to differ from current expectations please refer to the “Risk For more information on the risks, uncertainties and assumptions that could cause the Company's actual results to differ from current expectations, please refer to the “Risk Factors” section of our Annual Information Form for fiscal 2009 and our 2009 Management's Discussion and Analysis, as well as Canadian Tire’s other public filings, available at www.sedar.com and at www.corp.canadiantire.ca. Statements that include forward-looking information do not take into account the effect that transactions or non-recurring or other special items announced or occurring after the statements are made have on the Company’s business. For example, they do not include the effect of any dispositions, acquisitions, asset write-downs or other charges announced or occurring after such statements are made. The forward-looking statements and information contained herein are based on certain factors and assumptions as of the date hereof The Company does not undertake to The forward looking statements and information contained herein are based on certain factors and assumptions as of the date hereof. The Company does not undertake to update any forward-looking information, whether written or oral, that may be made from time to time by it or on its behalf, to reflect new information, future events or
- therwise, unless required by applicable securities laws.
2
One company, serving one customer
Our overriding objective is to strengthen our core retail business and put the customer at the centre of everything we do and put the customer at the centre of everything we do
3
Remember our starting point: Five independent but interrelated businesses
Customer Customer Customer Customer Customer Core / Support Functions Core / Support Functions Core / Support Functions Core / Support Functions Core / Support Functions
4
Moving to ‘One Company-One Customer’ approach
Customer Customer-Centric Retailing & Brand
Filter to Our Customers
CTR
Categories of Business
Living Playing Fixing Auto Apparel Financial Services CTR
Mike Arnett
Glenn Butt Paul Wilson Dean McCann The Customer Experience
Marketing Merchandising Store Operations
Marketing
Mike Arnett
Dean McCann Shared Services Supply Chain / Corporate Functions and Support Functions Supply Chain / Corporate Functions
5
Increasing share of wallet will require command of key businesses and brands
Customer
y
Living Playing Fixing
Automotive
Financial Services Apparel
Capturing Increasing Share of Capturing Increasing Share of
Kitchen Home Gardening Camping Tools Hardware Auto Parts
Accessories
Financial Services Other Industrial Apparel Industrial
Wallet across Businesses Wallet across Businesses
Décor Backyard Living Camping Hunting & Fishing Hardware Paint
Accessories Roadside Assistance
Other Other Footwear Men’s Apparel Seasonal Hockey Home Repair Tires Women’s Apparel Other
6
Track Record of Delivering Strong Financial Track Record of Delivering Strong Financial Performance
Consolidated Gross Operating Revenue Consolidated Earnings Before Tax
8.3 8.6 9.1 8.7 528 558 611 541
$ Millions $ Billions
p g Consolidated Earnings Before Tax
5.2 5.3 5.9 6.5 7.1 7.7 311 366 461 5 8 479 236 272 311
' ' ' ' ' ' ' ' ' ' '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09
‘00 – ’09 CAGR: 5.9% ‘00 – ’09 CAGR: 8.2% 7
Return on Invested Capital
We have shifted our focus from growing
- ur network to increasing productivity...
...and we are committed to improving the performance of our core business
Return on Invested Capital
CTR Cumulative Capital Expenditure Consolidated Earnings Before Tax
$2.5 B Non- CTR 70%
CTR
30%
2002 2003 2004 2005 2006 2007 2008 2009
2000 EBT EBT Growth (2000 2008) 2008 EBT
2002 2003 2004 2005 2006 2007 2008 2009
(2000 – 2008)
‘Slackening returns have driven compression in return on assets for the core retail business’
- Irene Nattel, RBC Dominion Securities
8
Financial Aspirations
Financial Aspirations POS – CTR 3 – 5% Consolidated operating EPS 8 – 10% p g Retail ROIC 10%+ Financial Services ROR 4.5 – 5.0% Leading to TRS (includes dividends) 10 – 12%
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Our Aspirations are Achievable
- 1. We are in a strong financial position (balance sheet, cash flow and
liquidity)
- 2. Financial Services has stabilized and is well on its way to historical
y levels of return
- 3. Mark’s is stable and growth agenda is clear
4 We have the capacity to grow without large investment in retail and
- 4. We have the capacity to grow without large investment in retail and
supply chain infrastructure
- 5. We have a significant focus on productivity initiatives and expense
control control
- 6. We expect over time to achieve 3 to 5% sales growth in our retail
business driven by product strategies and customer focus
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Facts You May Not Know About Canadian Tire
Our Connection with Canadians The Scale of Canadian Tire
Facts You May Not Know About Canadian Tire
98% unaided recognition of the red triangle brand Our Jumpstart programs support 65,000 We sell more hockey sticks and pucks than any other retailer in the world We sell over 5 million wiper blades each kids each year 60 million website visits per year CTR store within 15 minutes of 90% of year We sell 18,000 kilometres of Christmas lights every year Canadians Approximately 50% - 60% of Canadians visit a store each month 1 in 5 Canadians carries a Canadian Tire MasterCard Mark’s has key market shares in Industrial Men’s and Women’s wear Industrial, Men s and Women s wear 11
C A t Core Assets
Store Networks – Canadian Tire Retail: approximately 400 new or rebuilt stores since 1994 – Mark’s: approximately 280 stores built, upgraded or acquired since 2002 – Petroleum: 2/3 of sites now upgraded or rebranded – PartSource: now has close to 100 sites, including 10 Hub stores Supply Chain – New Canadian Tire Retail DC in Eastern Quebec All Financial Services credit cards relaunched with PayPass technology in 2008; Beginning rollout of chip cards in 2010 12
St t i d O ti l St th Strategic and Operational Strengths
One of Canada’s most trusted brands Loyal customer base across all of our businesses Products and service offering targeted at the needs (not just wants) of everyday Canadian families at competitive prices Financial Services one of the best run credit card businesses in the country – very capable risk management team Financially strong company, fully funded and able to adapt and respond to the changing Canadian economy
We are well-positioned
for days like today and tomorrow 13
2010 Initiatives 2010 Initiatives
Key areas of focus in 2010 will build on the momentum of programs and initiatives begun y p g g in 2009: Key business categories – high growth and traffic driving Continue roll-out of capital-light CTR Smart and Small Market stores p g Refocus and align core automotive assets with single focus for growing market share Improving the customer experience at CTR Staffing and process changes within CTR Marketing Merchandising and Store Staffing and process changes within CTR Marketing, Merchandising and Store Operations to improve core processes Development of redesigned and enhanced loyalty program Begin development of approach to Customer Centric Retailing with best of class Begin development of approach to Customer Centric Retailing with best of class partners 14
2010 I iti ti C ti d 2010 Initiatives Continued
Centralize key support functions to improve operating efficiencies “Clothes That Work” at Mark’s Enhance supply chain and operations capabilities at Mark’s Ongoing focus on credit risk management at Financial Services Development at Financial Services of growth initiatives such as instant credit, and deferred and instalment financing Enhance financial performance across the organization and improve operating and strategic planning process 15
Initiatives and Focus Area
OBJECTIVE #1:
Initiatives and Focus Area
Drive sustainable growth Understand and serve the 17% of our customers that
Canadian
17% of our customers that drive 76% of our sales Improve customer experience
Strengthen the Canadian Tire Retail
Authority for all things automotive
g core retail business
Canadian Tire Retail
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Driving Sustainable Growth Driving Sustainable Growth
1. Key business categories – High growth categories – Traffic-driving categories and programs 2. Strategic initiatives – Concept renewal Marketing change program – Marketing change program – Customer-centric retailing and loyalty 3. Store performance and customer experience improvement – Integration of Dealer relations and customer experience – Enhanced internal resources in support of store and automotive 17
Our Category Leadership Across CTR
#1 in Living: #1 in Playing: #1 in Fixing: #1 in Automotive:
Our Category Leadership Across CTR
#1 in Living: #1 in Playing: #1 in Fixing: #1 in Automotive:
Small Kitchen Appliances Cookware Fitness Equipment Camping Portable Power Tools Socket & Wiper Blades Tires Cookware Bakeware Vacuum Cleaners Camping Fishing Hunting Socket & Wrenches Air Tools & Welding Motor Oil Batteries Global Cleaners Christmas Lights Bicycles Hockey Positioning Systems
Unique mix of products in one store Breadth and depth of assortment
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CTR Hi h G th C t i CTR High Growth Categories
Market growth rate Our expected growth rate Backyard 3% 6-8% Backyard 3% 6 8% Fitness equipment 2% 12-15% Kitchen 3% 7-8% St & i ti 3% 5 6% Storage & organization 3% 5-6% Mechanics & air tools 6% 9-11% Paint & accessories 3% 5-7%
These high growth categories will be an important element of
- ur 3% to 5% sales growth story
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CTR Traffic-Driving Categories
High purchase frequency Influence price image Include household consumables: 8 5% growth over the past 2 years Include household consumables: 8.5% growth over the past 2 years Include pet care: potential to expand by more than 30% per year Test of food in 10 stores (decision on rollout in 2011)
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CTR Smart Store CTR Smart Store
Drive growth and improve sales productivity by reallocating space to high growth and ‘cornerstone’ categories (eg. storage & organization, sports & recreation) and cornerstone categories (eg. storage & organization, sports & recreation) Added traffic-driving businesses (eg. pet foods, food test) Improved customer experience – navigation, better signage, logical adjacencies, enhanced service features (call buttons, service desks, customer pick-up, etc.) enhanced service features (call buttons, service desks, customer pick up, etc.) Leveraging investments made in square footage – most projects retrofits Capital-light projects; cost is approximately $0.3 million/store E t i t l 6 8% t l th i Expect approximately 6-8% same store sales growth in year one 77 opened to-date Well received by customers and sales results have been very positive 21
CTR Small Market Store CTR Small Market Store
Before
Identified up to 100 underserved markets Opportunity to generate $5-$9 million in retail sales per store, mostly incremental
Before
Low-cost building – great use of outdoor space; intense merchandising Mark’s Work Wearhouse within each store and Petroleum Gas Bar (where appropriate) Petroleum Gas Bar (where appropriate) Early results and customer research very positive 11 opened to-date Early replacement stores sales are up 40%
After
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C C Improving the Customer Experience at CTR
Clear definition of desired in-store customer experience Infrastructure and processes – strengthened corporate support team – operational excellence program – focus on in-stock Measurement tools, programs and practices – New core audit, customer satisfaction index (CSI) – 50,000 surveys a month – Performance improvement program for under-performing stores Smart Store design focused on the customer – Help buttons Help buttons – Price look-up stations – More customer service desks B tt i d i ti – Better signage and navigation 23
Improving Customer Experience
While some of our stores are great performers today, we need to improve the quality and consistency of the customer experience across the network
Improving Customer Experience
Empty Stock Positions per shelf
3x
Approach to Improving Customer Experience E D l Improvement Engage Dealers and Staff
First Quartile Fourth Quartile
Overall satisfaction with CT (% customers) Programs and Tools Define Customer
- 19%
Metrics and Reporting Define Customer Experience
First Quartile Fourth Quartile
24
CTR F d B i P i d Ri ht CTR Focused on Being Priced Right
Key benefits of CTR change program include products being priced right and flyer
- ptimization
New pricing tools and processes allow for easier and more effective price management – integration of competitive shopping data pricing ‘rules’ embedded into system – pricing rules embedded into system 100% of key value SKUs are shopped weekly at key competitors at key competitors New flyer features to improve price perception, drive traffic eg Everyday Essentials back cover – eg. Everyday Essentials back cover 25
Driving Customer Loyalty and Customer Driving Customer Loyalty and Customer Centric Retailing
Loyalty Canadian Tire ‘Money’ is one of Canada’s most popular loyalty programs,
- ffering greater value to our customers who shop at our stores, fill up at our gas
bars and use our credit cards Build capabilities to capture, analyze and apply customer insights across each part of our business to drive sales and margins Pilot program in place by end of 2010/early in 2011 for target roll-out in 2011 Customer Centric Retailing Initially leverage Financial Services data Develop an in-depth understanding of our customers’ wants and needs to extend business and improve profitability Agreement with dunhumby signed April 2010 as key partner in developing initial “proof of concept” 26
C d ’ A t ti I d t Canada’s Automotive Industry
Market Leader
DIY “Do-it-yourself” $5 5B DIY parts $2.7B Retail $5.5B Accessories $2.8B aftermarket $21.3B DIFM Service labour $7.8B
Annual sales
DIFM “Do-it-for-me” $15.8B Installed tires $2.6B Installed parts Installed parts $5.4B
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Automotive Business Automotive Business
G i f d
h
Overview Going forward: a much
improved customer experience
- Growing market
- Stronger in accessories and
tires
N t lt
- National reach
- No. 1 brand in the
aftermarket tires
- The parts customers need
- Tools and training employees
need to serve customers
Net result
Canada’s automotive authority
- Best-in-class marketing
- Strong assets across all of
the aftermarket need to serve customers more quickly and knowledgeably
- Best-in-class technology
Outperform market
- growth. Grow
share in this high margin business
- 5,500 service bays
gy
- Commitment to customer
service at our parts counter and auto service centre
margin business
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Five Year POS Goals
Expected Market Growth Rate
(2010-2014 CAGR)
Expected Growth Rate
(CAGR)
Accessories 2.4%1 3.0% - 4.0% Tires 1.9%2 4.0% - 5.0% DIY and installed parts 4.7%3 6.0% - 7.0% 4% - 6% Service labour 5.7%3 6.0% - 7.0%
1) Company estimates 2) Rubber Association of Canada 3) DesRosiers Automotive Consultants
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Initiatives and Focus Area
OBJECTIVE #2:
Initiatives and Focus Area
Reinforce the Core e.g. CTR’s apparel brand (from $100M to $1B in sales)
OBJECTIVE #2:
Expand customer base e.g. men’s and women’s casual Even more innovation e.g. Anti-Slip, H t T h d C T h
Strengthen
- ther di isions
Heat Tech and Curve Tech Expand channels e.g. kiosks, Imagewear and mobile St t l
- ther divisions
and reinforce the core
Store concept renewal e.g. name change, store remerchandise and experience refresh 30
S C O Mark’s Supply Chain and Operations Capabilities
Work underway on R-6, a major IT infrastructure project to enhance Mark’s supply chain and operations capabilities R-6 stands for the 6Rs of retailing (Right product; Right price; Right quantities; R 6 stands for the 6Rs of retailing (Right product; Right price; Right quantities; Right channel; Right location; Right time) Product provides forecast, replenishment, purchase order and product flow software Over time, expected to improve sales by reducing stock outs, improve inventory turns by improving product flow, and improve margins by reducing markdowns caused by stranded stock Rolled out over 2 years 2009 and 2010 Facilitate enhanced web and mobile presence over time 31
Initiatives and Focus Area
OBJECTIVE #2:
Initiatives and Focus Area
Back to targeted Return on Receivables Pricing/revenue enhancements
Fi i l
Pricing/revenue enhancements Continued risk management Ramp up acquisition of new credit card accounts
Strengthen
- ther di isions
Financial Services
card accounts Increasing average balances In-store credit/payment options W t /i / th i
- ther divisions
and reinforce the core
Warranty/insurance/other services 32
Financial Services Risk Management Financial Services - Risk Management Competencies
We have been on a journey over the last three years: – New technologies – Conservative credit limits – Reduced near prime exposure Action to manage future credit risk exposure: Third party review of the entire risk management function – Third party review of the entire risk management function – Reduced credit limits for cardholders where appropriate – Enhanced predictive scorecards to identify high risk customer behaviour – Enhanced collection strategies – Newly developed bankruptcy model scorecards Led to bankruptcies being consistently only 2/3rds of the national average in 2009
Focused on mitigating future credit risk exposure to ensure
we perform as well as we can in an economic downturn33
Getting Back to Targeted ROR
2009 Target
Revenues
25.1%
Regulations 65 bps Pricing/revenue enhancements 115bps
25.6%
Variable expenses
14.6%
Provision 75 bps Interest: 2009 excess carry 35bps Interest rate 40bps
13.9%
Chip & regulatory 60bps Operating expenses (OPEX)
6.9%
Chip & regulatory 60bps Mortgage operations 20bps Efficiencies 10 – 60bps
6.7 – 7.2%
Return on i bl (ROR)
3 6% 4 5 – 5 0%
D i l ti diti th b i t d i
receivables (ROR)
3.6% 4.5 5.0%
During normal operating conditions, we manage the business to drive a consistent 4.5% to 5% return on receivables
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Fi i l S i 10 Y K M t i Financial Services 10 Year Key Metrics
Operating leverage has driven consistent performance during a period of significant growth
2000A 2001A 2002A 2003A 2004A 2005A 2006A 2007A 2008A 2009A Credit Card(1) Sales ($B) 2.6 3.3 4.7 6.0 7.2 8.1 9.1 10.4 11.1 11.4 GAAR(2) ($B) 1.1 1.2 1.6 2.1 2.5 2.8 3.1 3.5 3.7 3.9 Average Balance ($) 758 729 930 1,164 1,436 1,614 1,736 1,899 2,031 2,179 Yield 20.68% 19.58% 17.28% 17.19% 16.84% 16.47% 16.08% 15.64% 15.74% 16.36% Net Write-off Rate 5.46% 5.43% 5.03% 5.90% 5.86% 6.15% 5.98% 5.67% 6.44% 7.83% Total Portfolio ROR(3) 4.42% 5.37% 5.17% 4.81% 4.89% 4.75% 5.10% 5.15% 5.00% 3.57% OPEX as a % of GAAR(4) 17.10% 15.05% 11.45% 10.28% 9.27% 8.37% 7.97% 7.84% 7.36% 6.92%
(1) Includes Retail Card, CT MasterCards & CT Visas ( ) , (2) Gross Average Accounts Receivable (3) Excludes Securitization Gain/(Loss), LTIP, Gain on disposal of shares, gain/(loss) on disposal of assets and costs associated with the sale of the mortgage portfolio (4) OPEX excludes LTIP and gain/(loss) on disposal of assets
35
G th t Fi i l S i Growth at Financial Services
Increasing average credit card balances by: – Marketing new products – Promoting existing products eg. deferred sales – Targeting offers to high-value customers Targeting offers to high value customers Increasing active accounts - incremental cardholders will be generated by: – Better use of acquisition tools eg. instant credit T ti k t f l tt iti t – Targeting key customers for lower attrition rates – New card and promotions, eg. new loyalty program An integrated customer-centric approach: – Credit-related opportunity (instant credit and deferred / instalments) – Data-driven customer strategy opportunity – New services (cards, warranty, insurance) New services (cards, warranty, insurance) 36
FINANCIAL HIGHLIGHTS
37
Q2 2010 Consolidated Highlights Q2 2010 Consolidated Highlights
($ in millions except per share amounts)
Q2 2010 Q2 2009 Change FY 2010 FY 2009 Change Retail sales1 2,860.1 2,789.1 2.5% 4,752.1 4,578.9 3.8% Gross operating revenue 2,414.1 2,324.8 3.8% 4,244.2 4,082.9 3.9% EBITDA2, 3 264.1 250.1 5.6% 427.5 406.2 5.2% Retail EBITDA2, 3, 4 192.4 189.2 1.6% 295.1 298.6 (1.2)% Adjusted net earnings3
(excludes non-operating gains and losses)
118.4 103.0 14.8% 169.9 152.6 11.3% Basic earnings per share 1.47 1.27 15.7% 2.07 1.88 10.4% Adjusted basic earnings per share3 1.45 1.26 14.9% 2.08 1.87 11.4%
(1) Represents retail sales at CTR (which includes PartSource), Mark’s corporate and franchise stores and ancillary revenue and Petroleum’s sites. ( ) p ( ), p y (2) We consider EBITDA to be an effective measure of the contribution of our businesses to our profitability on an operational basis before allocating the cost
- f interest, income taxes, depreciation and amortization.
(3) Non-GAAP measure. (4) Retail EBITDA excludes Financial Services and has been reported in this table, as EBITDA is not the most relevant measure for Financial Services.
38
Initiatives Will Drive Medium-Term Aspirations
Summary of Drivers
Automotive strategy New loyalty/CCR program
3-5 Year Financial Aspirations
Retail Sales Growth 3-5%
y y p g Key category growth Productivity improvement Centralized managed services
Consolidated Operating EPS 8-10%
Supply chain efficiency Existing supply chain capacity Capital light store concepts
Retail Return on Invested Capital 10%+
Moderate network growth Pricing enhancements Annual operating efficiencies Continued risk management
Return on Receivables 4.5-5.0%
Continued risk management
39
C h Fl U Cash Flow Usage
Expectations are that CTC will generate INCREASING free cash flow from:
EBITDA Interest expense CAPEX Working capital g p
In the future, we will consider additional options for the use of free cash PAST Increase asset base FUTURE Drive profitable h h ld th shareholder growth 40
D bt M t it d D bt M k t Debt Maturity and Debt Markets
Reduced Debt
$300 million in maturing corporate debt will not be refinanced
635 300
We will not refinance
Lower interest expense will help drive increasing free cash flows and earnings
365 317 253
2010F 2011F 2012F 2013F 2014F
Both DBRS and S&P recently reconfirmed ratings:
- DBRS A (low) with stable outlook
S&P BBB+ with stable outlook
Glacier Credit Card Trust maturity Corporate debt maturity
- S&P BBB+ with stable outlook
41
Centralizing Key Support Functions Centralizing Key Support Functions
Aligned key corporate functions across the Company under single points of leadership, including communications, legal, real estate, human resources, information technology and finance Designed to decrease operating costs and improve operating efficiencies for Designed to decrease operating costs and improve operating efficiencies for business units Ability to move faster, respond more quickly and make better decisions More flexible and effective use of resources (people technology budget etc ) More flexible and effective use of resources (people, technology, budget, etc.) Will ensure increased clarity and focus in our company-wide strategies while still maintaining flexibility to make the right decisions for each of our respective businesses 42
O tl k 2010 Outlook 2010
Roll-out of 2 new capital-light CTR store formats Roll out of 2 new capital light CTR store formats Continued network expansion at Mark’s and PartSource 2010 capex in the range of $280 million to $300 million B d f 2010 k d ti it dit ill h d j By end of 2010, key productivity expenditures will have made major progress: CTR change program, Automotive Infrastructure, IT renewal, Loyalty, etc. Continued sale/leaseback activities for urban store properties and Montreal DC will be reviewed Tax rates have potential to continue to decline Lower capex and balanced working capital will lead to increased free cash flow growth in 2010 and beyond g y Q3 one time charge of $15 million to reflect reduction in headcount – 11 cent benefit to EPS going forward A balanced plan for growth with a focus on
driving efficiency and productivity, expense management and financial flexibility
43