Canadian Tire Corporation
Investor presentation November 2011 November 2011
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
Investor presentation November 2011 November 2011
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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Uniquebusinessmix Reachandscale Continuousinnovation Strongfinancialposition Unique business mix Reach and scale Continuous innovation Strong financial position
L di k t h i
programs and services
G dli idit
many key business lines
differentiator 90% of Canadians are 15 minutes from a CTR store
capabilities Enhanced customer experience
growth
retailer in Canada
ailored store formats: urban, small marketand rural
continued productivity enhancements
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2
“CTR” refers to Canadian Tire Retail
Customer
Preparing Canadians for the Jobs & Joys of Everyday Living in Canada
$9.3B2 $1.6B3 $1.0B $1.0B4
Sales in 20101
Auto Living Fixing Playing Apparel Financial Services
Business categories
Products and services
& fun
& fun
sports
accessories
sports
accessories
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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
tools
Gardening
tools
assistance
assistance
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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4
and support functions
Supply chain Corporate functions
4 CTR distribution centres 2 Mark’s distribution centres 2 transload facilities 3 auto parts distribution centres 1FGLS t di t ib ti t
1 FGL Sports distribution centre
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
3
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6
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
leading positions
Automotive authority
assortment
Sports
FGL Sports a subsidiary since August 2011
positions in Apparel
business to support the core
return on receivables
g and services
relevance in traffic driving categories
to drive sales, realize synergies and reaffirm the FGL Sports strategy
innovation p CTR
service offerings
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See slides 17 to 21 for more details on our growth initiatives
gp g
Store renewal Improved store Online – expanded CCR & enhanced
Store renewal program
Improved store
Online expanded convenience
2011
CCR & enhanced loyalty program
leading-edge customer analytics
store
measurement and reporting practices
exercises
sportchek.ca seeing good traffic customer analytics and insights
early 2012
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exercises good traffic Social media marketing at FGL Sports
“CCR” refers to customer-centric retailing
One integrated retail network supported by Less capital intensive store renewal Productivity improvements Managing credit risk and write-off rates
pp y shared services
business model
investment
and the customer experience of existing
p
procurement and processes
25 years of managing credit card risk stores
concept at CTR and FGL Sports processes
enhancements
credit card risk
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Grow sales and earnings Manage margins and expense levels Manage debt levels Drive attractive shareholder returns
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CTR retail sales growth 3 to 5% 1.4%
Consolidated EPS 8 to 10% 18.5% Retail ROIC 10% + 8.0%
FS return on receivables 4.5 to 5% 5.0%
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Strengths
Targeted strategy
Financial aspirations
growth: 3 to 5%
Continuous innovation
Performance
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12
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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($ 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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($ 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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Additional information
Retain and grow market Build credibility and Introduce new categories
leading positions
growth categories
relevance in traffic driving categories
pet care products
and services
in Q3 2011
tailored to store needs
consumables product line
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17
Inspiring displays
Increase staff knowledge
Optimize product assortment
Update IT infrastructure
in-store training sessions
Business Support Managers
Regionalized assortment to meet customers’ immediate needs
Express Auto Parts DCs for
System rollout under the Automotive Infrastructure program
improvement program specialized parts p g metrics redesigned
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18
p
“DC” refers to distribution centers
The Forzani Group acquisition in August 2011
St th b i t
Near-term priorities
diversification
d b d
rationalization timeline goods super-brand
active lives
– Real estate management – In-store performance
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Continuous innovation Expand channels Expand customer base
Continuous innovation
innovations per year for each category
Expand channels
Imagewear division
Expand customer base
women’s casual wear
to be fashion correct to be fashion correct
Wearhouse to Mark’s
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20
Return to pre-recession Cross promotions with CTR Pursue new product and
return on receivables
terms management
financing offers
service offerings
door opener installation)
lower attrition rates
new loyalty program
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Financing source Amount Description
Committed bank lines of credit $1.37 billion
Committed bank lines of credit $1.37 billion Provided by seven domestic ($1,120 million) and three international ($250 million) financial institutions
and Glacier Credit Card Trust (“Glacier”) commercial paper programs
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
October 1, 2011 Corporate Medium Term Notes (MTN) program $750 million
Securitization of receivables Transaction specific
term notes Broker GIC deposits No specified limit
Retail deposits No specified limit
and retail GIC deposits Sale / leaseback transactions Transaction specific
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For more information www.corp.canadiantire.ca/EN/investors p / / angela.mcmonagle@cantire.com (416) 480-8225