Canadian Tire Corporation Investor presentation November 2011 - - PowerPoint PPT Presentation

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Canadian Tire Corporation Investor presentation November 2011 - - PowerPoint PPT Presentation

Canadian Tire Corporation Investor presentation November 2011 November 2011 Forward looking information In this document, the terms we, us, our, Company and CTC refer to Canadian Tire Corporation, Limited and its


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Canadian Tire Corporation

Investor presentation November 2011 November 2011

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SLIDE 2

Forward looking information

In this document, the terms “we”, “us”, “our”, “Company” and “CTC” refer to Canadian Tire Corporation, Limited and its business units and subsidiaries. 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 operations and operating environment. Readers are cautioned that such information may not be appropriate for other circumstances. 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. B it t f d l ki i f ti i t k ti d i bj t t i h t i k d t i ti hi h i i t th ibilit th t th C ' ti t b t 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, FGL Sports and Mark's Work Wearhouse store operators and franchisees, as well as our financial arrangements with such 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 d t th t ti f b d t d b C di Ti d th t f t t k i d t fit (f) bilit t hi th l d i lt f th t i iti f Th F i damage to the reputation of brands promoted by Canadian Tire and the cost of store network expansion and retrofits; (f) our ability to achieve the planned synergies as a result of the recent acquisition of The Forzani Group Ltd. and the timing thereof and (g) 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 Factors” section of our Annual Information Form for fiscal 2010 and our 2010 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 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 otherwise, unless required by applicable securities laws.

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SLIDE 3

Canadian Tire in brief

Uniquebusinessmix Reachandscale Continuousinnovation Strongfinancialposition Unique business mix Reach and scale Continuous innovation Strong financial position

  • Diverse product mix
  • Strong in-house brands

L di k t h i

  • More than 1,700 retail
  • utlets across Canada
  • 90%ofCanadiansare15
  • Focus on new products,

programs and services

  • Enhancedcustomer
  • Solid free cash flow
  • Strong balance sheet

G dli idit

  • Leading market share in

many key business lines

  • Automotive a key

differentiator 90% of Canadians are 15 minutes from a CTR store

  • Global sourcing

capabilities Enhanced customer experience

  • Store concept renewal
  • Customer loyalty program
  • Good liquidity
  • Sustainable earnings

growth

  • Leading sporting goods

retailer in Canada

  • T

ailored store formats: urban, small marketand rural

  • Modern supply chain and

continued productivity enhancements

A leading Canadian retailer

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“CTR” refers to Canadian Tire Retail

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SLIDE 4

Our core business is retail

Customer

We have six key business categories

Preparing Canadians for the Jobs & Joys of Everyday Living in Canada

business categories

$9.3B2 $1.6B3 $1.0B $1.0B4

Sales in 20101

Auto Living Fixing Playing Apparel Financial Services

Business categories

  • Home cleaning
  • Home cleaning
  • Gas
  • Gas
  • Home repair
  • Home repair
  • Hockey
  • Hockey
  • Industrial wear
  • Industrial wear
  • Credit cards
  • Credit cards

Products and services

  • Home cleaning
  • Home decor
  • Home org
  • Kitchen
  • Backyard living

& fun

  • Gardening
  • Home cleaning
  • Home decor
  • Home org
  • Kitchen
  • Backyard living

& fun

  • Gardening
  • Gas
  • Auto parts
  • Tires & power

sports

  • Auto Service
  • Car care &

accessories

  • Gas
  • Auto parts
  • Tires & power

sports

  • Auto Service
  • Car care &

accessories

  • Home repair
  • Paint
  • Tools
  • Home repair
  • Paint
  • Tools
  • Hockey
  • Golf
  • Cycling
  • Fitness
  • Camping
  • Hunting
  • Fishing
  • Hockey
  • Golf
  • Cycling
  • Fitness
  • Camping
  • Hunting
  • Fishing
  • Industrial wear
  • Men’s wear
  • Women’s wear
  • Athletic apparel
  • Footwear
  • Industrial wear
  • Men’s wear
  • Women’s wear
  • Athletic apparel
  • Footwear
  • Credit cards
  • Financial services
  • Call centre
  • Home services
  • Customer analytics
  • Credit cards
  • Financial services
  • Call centre
  • Home services
  • Customer analytics

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1 Reflects POS figures. Fiscal year 2010 for Canadian Tire Corporation (52 weeks ending January 1, 2011). 2 Includes sales from Petroleum of $1.8B. 3 Fiscal year 2011 for The Forzani Group Ltd. (52 weeks ending January 30, 2011). 4 Revenue restated under IFRS.

services

3 Gardening

  • Outdoor

tools

  • Christmas

Gardening

  • Outdoor

tools

  • Christmas
  • Roadside

assistance

  • Roadside

assistance

  • Fishing
  • Fishing
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SLIDE 5

Our business model

Customer Preparing Canadians for the Jobs & Joys of Everyday Living in Canada Businesses Customer Leadership

CEO: Stephen Wetmore CFO: Marco Marrone

Glenn Butt Mike Arnett Michael Medline Paul Wilson Dean McCann Marketing

Customer experience Shared services

Marketing Merchandising Store operations

Marketing

S l h i

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and support functions

Supply chain Corporate functions

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SLIDE 6

Our retail network across Canada At least one C di Ti

4 CTR distribution centres 2 Mark’s distribution centres 2 transload facilities 3 auto parts distribution centres 1FGLS t di t ib ti t

Canadian Tire store is within

15 minutes

1 FGL Sports distribution centre

15 minutes

  • f 90% of

Canadians Canadians

Ontario Quebec West East 200 147 147 161 59 98 177 48 59 134 174 149 38 25 54 30 41 33 3

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5

Store count as at October 1, 2011

59

  • 25

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SLIDE 7

Strategic objectives

  • 1. Grow our business
  • 2. Improve the customer experience
  • 3. Improve our performance

p p

  • 4. Retain our strong financial position

5 Meet or exceed our five year financial aspirations

At Canadian Tire we’re focused on growth,

  • 5. Meet or exceed our five year financial aspirations

t Ca ada e e e ocused o g o t ,

productivity and the customer experience

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SLIDE 8

 Grow our business

Multiple engines of growth drive the business

>

Strengthen our core retail business – Living> Reclaim our status as Canada’s Automotive > Become Canada’s authority in Sports > Retain and grow market leading positions in > Grow the Financial Services business to business Living, Fixing and Playing

  • Retain and grow market

leading positions

  • Introduce new categories

Automotive authority

  • Update IT infrastructure
  • Optimize product

assortment

Sports

  • Acquisition completed;

FGL Sports a subsidiary since August 2011

positions in Apparel

  • Expand customer base
  • Expand channels
  • Continuousproduct

business to support the core

  • Return to pre-recession

return on receivables

  • Cross promotions with

g and services

  • Build credibility and

relevance in traffic driving categories

  • Increase staff knowledge
  • In the near-term, we look

to drive sales, realize synergies and reaffirm the FGL Sports strategy

  • A strong pairing with CTR
  • Continuous product

innovation p CTR

  • Pursue new product and

service offerings

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7

See slides 17 to 21 for more details on our growth initiatives

gp g

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SLIDE 9

 Enhance the customer experience

Deliver high quality, consistent

customer service

across our network

> > > >

Store renewal Improved store Online – expanded CCR & enhanced

> > > >

Store renewal program

  • Smart stores
  • Mark’s name refresh

Improved store

  • perations support
  • Expanded field
  • perations support
  • Improved

Online expanded convenience

  • Tires online fall of

2011

  • Mark’s re launched

CCR & enhanced loyalty program

  • Dunnhumby for

leading-edge customer analytics

  • Automotive concept

store

  • Improved

measurement and reporting practices

  • In-store training

exercises

  • Mark’s re-launched
  • nline fall of 2011
  • FGL Sports –

sportchek.ca seeing good traffic customer analytics and insights

  • Loyalty pilot begins in

early 2012

  • Social media

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exercises good traffic Social media marketing at FGL Sports

“CCR” refers to customer-centric retailing

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SLIDE 10

 Improve our performance

Building a more

efficient business

> > > >

One integrated retail network supported by Less capital intensive store renewal Productivity improvements Managing credit risk and write-off rates

> > > >

pp y shared services

  • A shared-services

business model

investment

  • Focus on productivity

and the customer experience of existing

p

  • Merchandise

procurement and processes

  • We have more than

25 years of managing credit card risk stores

  • Store within a store

concept at CTR and FGL Sports processes

  • Supply chain

enhancements

  • In-store performance

credit card risk

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SLIDE 11

 Retain our strong financial position

Deliver sustainable

growth

> > > >

A prudent approach

> > > >

Grow sales and earnings Manage margins and expense levels Manage debt levels Drive attractive shareholder returns

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10

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SLIDE 12

 Meet or exceed our financial aspirations

10 to 12 per cent total p

return to our shareholders

Five year financial aspirations 2010

CTR retail sales growth 3 to 5% 1.4%

T

  • tal return to our

Consolidated EPS 8 to 10% 18.5% Retail ROIC 10% + 8.0%

shareholders in 2010

FS return on receivables 4.5 to 5% 5.0%

19.8 per cent

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SLIDE 13

Proud to be the store for Canadians And it’s just the

j beginning of the

next phase of our next phase of our journey

> > >

In summary

> > >

Strengths

  • Unique business mix
  • Reach and scale
  • Continuous innovation

Targeted strategy

  • Growth
  • Customer service
  • Performance

Financial aspirations

  • CTR Retail sales

growth: 3 to 5%

  • EPS growth: 8 to 10%

Continuous innovation

  • Strong financial position

Performance

  • Financial position
  • Retail ROIC: 10% +
  • FS ROR: 4.5 to 5.0%

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SLIDE 14

Consolidated highlights

Q3 2011 – Year to date

Change vs.

($ in millions except per share amounts)

Q3 2011 YTD Q3 2010 YTD 2010 Revenue 7,252.0 $ 9.5% 9,213.1 $ Net income after tax 300 7 $ 9 4% 444 2 $ Net income after tax 300.7 $ 9.4% 444.2 $ Basic earnings per share 3.69 $ 9.6% 5.45 $ Diluted earnings per share 3.68 $ 9.6% 5.42 $

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SLIDE 15

Retail segment highlights

Q3 2011 – Year to date

($ in millions)

Q3 2011 YTD Q3 2010 YTD Change Retail Sales CTR retail sales growth 1.7% 1.8% Mark's retail sales growth 3.0% 4.9% Gas (Petroleum) retail sales growth 22.2% 9.4% FGL Sports retail sales growth 1 6.6% n/a Revenue 6,488.6 $ 5,853.0 $ 10.9% Gross margin (%) 25.6% 26.5% Gross margin (%) 25.6% 26.5% Operating expenses (excluding D&A) 1,185.4 1,053.8 12.5% Net finance costs 53.2 67.8 (21.6%) Income before income taxes 235.6 $ 231.7 $ 1.7% EBITDA 490 3 496 7 (1 3%) EBITDA 490.3 496.7 (1.3%) Retail ROIC2 8.46% 7.63%

2 Rolling 1

2 months

1 Calculated using the Company's weekly sales calendar, which begins Sunday and ends on Saturday. For 201

1 , the Sunday after the acquisition date was August 21 .

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SLIDE 16

Financial services segment highlights

Q3 2011 – Year to date

($ in millions)

Q3 2011 YTD Q3 2010 YTD Change Revenue 711 7 $ 715 9 $ (0 6%) Revenue 711.7 $ 715.9 $ (0.6%) Operating expenses (excluding D&A) 189.6 195.8 (3.3%) Net finance costs 46.1 49.0 (5.9%) Income before income taxes 163.4 $ 159.3 $ 2.6% EBITDA 217.5 214.7 1.4% Gross average credit card receivables growth 0.1% 4.9% Net credit card write-off rate1 7.33% 7.72% Return on average total managed portfolio1 5 10% 5 02% Return on average total managed portfolio 5.10% 5.02%

1 Rolling 1

2 months

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SLIDE 17

Canadian Tire Corporation

Additional information

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SLIDE 18

Grow our business – CTR Strengthen our core

Retail business –

Living, Fixing and g g Playing

> > >

Retain and grow market Build credibility and Introduce new categories

> > >

leading positions

  • Expanded assortment in high

growth categories

relevance in traffic driving categories

  • Introduce Cesar Millan line of

pet care products

and services

  • Major appliances – launched

in Q3 2011

  • Regionalized assortment

tailored to store needs

  • Increased flyer presence
  • Inspiring displays
  • Food pilot in select markets
  • Enhance household

consumables product line

  • Home installation services

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Inspiring displays

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SLIDE 19

Grow our business –Automotive Canada’s authority in Automotive

> > >

Increase staff knowledge

  • Instructor led

Optimize product assortment

  • Regionalized assortment to

Update IT infrastructure

  • Automotive Management
  • Instructor led

in-store training sessions

  • Dedicated Automotive

Business Support Managers

  • Auto service performance

Regionalized assortment to meet customers’ immediate needs

  • PartSource HUB stores and

Express Auto Parts DCs for

  • Automotive Management

System rollout under the Automotive Infrastructure program

  • Reporting and
  • Auto service performance

improvement program specialized parts p g metrics redesigned

  • Tire online in September 2011
  • Automotive concept stores
  • pened in October 2011

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p

“DC” refers to distribution centers

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SLIDE 20

Grow our business – Sports Become Canada’s ultimate authority in

Sports p

> >

The Forzani Group acquisition in August 2011

St th b i t

Near-term priorities

  • Strengthen a core business category
  • Platform for growth and

diversification

  • Opportunity to create a sporting

d b d

  • Maintain revenue momentum
  • Deliver acquisition synergies
  • Reaffirm strategy and banner

rationalization timeline goods super-brand

  • Strong pairing with CTR
  • Helping Canadians live healthy,

active lives

– Real estate management – In-store performance

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SLIDE 21

Grow our business –Apparel Retain and grow market leading positions in

Apparel (Mark’s)

> > >

Continuous innovation Expand channels Expand customer base

> > >

Continuous innovation

  • Target three to four new

innovations per year for each category

Expand channels

  • Grow wholesale-direct

Imagewear division

  • Online sales

Expand customer base

  • Grow men’s and

women’s casual wear

  • Focus on basics while striving

to be fashion correct to be fashion correct

  • Rebranding from Mark’s Work

Wearhouse to Mark’s

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SLIDE 22

Grow our business – Services Grow the Financial

Services business

to support the core pp

> > >

Return to pre-recession Cross promotions with CTR Pursue new product and

> > >

return on receivables

  • Account pricing and

terms management

  • Targeting key customers for
  • Broaden in-store

financing offers

  • Instant credit available in-store

service offerings

  • Home services (e.g., garage

door opener installation)

  • Auto and home insurance

lower attrition rates

  • Integration with

new loyalty program

  • Product warranties

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SLIDE 23

Financial flexibility

Financing source Amount Description

Committed bank lines of credit $1.37 billion

  • Provided by seven domestic ($1,120 million) and three international

Committed bank lines of credit $1.37 billion Provided by seven domestic ($1,120 million) and three international ($250 million) financial institutions

  • For general corporate purposes and support for both the corporate

and Glacier Credit Card Trust (“Glacier”) commercial paper programs

  • $260 million was drawn on bank lines as at October 1, 2011. In

addition there was $25 million of corporate commercial paper and addition, there was $25 million of corporate commercial paper and $301 million of Glacier commercial paper outstanding Corporate Commercial paper program $800 million

  • $25 million of corporate commercial paper was outstanding as at

October 1, 2011 Corporate Medium Term Notes (MTN) program $750 million

  • Base Shelf Prospectus renewed in April 2011
  • No issuance under this Shelf Prospectus at this time

Securitization of receivables Transaction specific

  • Handled through Glacier in form of commercial paper and medium

term notes Broker GIC deposits No specified limit

  • Funds are readily available through broker networks

Retail deposits No specified limit

  • Consists of high interest savings accounts, tax-free savings accounts

and retail GIC deposits Sale / leaseback transactions Transaction specific

  • Strategic transactions involving company owned properties

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SLIDE 24

For more information www.corp.canadiantire.ca/EN/investors p / / angela.mcmonagle@cantire.com (416) 480-8225