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12 May 2016
Corporate Presentation 12 May 2016 May, 2017 1 Disclaimer This - - PowerPoint PPT Presentation
Corporate Presentation 12 May 2016 May, 2017 1 Disclaimer This presentation (the "Presentation") has been prepared and is issued by, and is the sole responsibility of Telepizza Group, S.A. ( Telepizza" or "the
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12 May 2016
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This presentation (the "Presentation") has been prepared and is issued by, and is the sole responsibility of Telepizza Group, S.A. (“Telepizza" or "the Company"). For the purposes hereof, the Presentation shall mean and include the slides that follow, any prospective oral presentations of such slides by the Company, as well as any question-and-answer session that may follow that oral presentation and any materials distributed at, or in connection with, any of the above. The information contained in the Presentation has not been independently verified and some of the information is in summary form. No representation or warranty, express or implied, is made by the Company or its affiliates, nor by their directors, officers, employees, representatives or agents as to, and no reliance should be placed on, the fairness, accuracy, completeness or correctness of the information or opinions expressed herein. None of Telepizza, nor their respective directors, officers, employees, representatives or agents shall have any liability whatsoever (in negligence or otherwise) for any direct or consequential loss, damages, costs or prejudices whatsoever arising from the use of the Presentation or its contents or otherwise arising in connection with the Presentation, save with respect to any liability for fraud, and expressly disclaim any and all liability whether direct
misstatements contained in the Presentation. Telepizza cautions that this Presentation contains forward looking statements with respect to the business, financial condition, results of operations, strategy, plans and objectives of the Company. The words "believe", "expect", "anticipate", "intends", "estimate", "forecast", "project", "will", "may", "should" and similar expressions identify forward-looking statements. Other forward-looking statements can be identified from the context in which they are made. While these forward looking statements represent our judgment and future expectations concerning the development of our business, a certain number of risks, uncertainties and other important factors, including those published in our past and future filings and reports, including those with the Spanish Securities and Exchange Commission (“CNMV”) and available to the public both in Telepizza’s website (www.telepizza.com) and in the CNMV’s website (www.cnmv.es), as well as other risk factors currently unknown or not foreseeable, which may be beyond Telepizza’s control, could adversely affect our business and financial performance and cause actual developments and results to differ materially from those implied in the forward-looking statements. There can be no assurance that forward-looking statements will prove to be accurate, as actual results and future events could differ materially from those anticipated in such statements. Accordingly, readers should not place undue reliance on forward-looking statements due to the inherent uncertainty therein. The information contained in the Presentation, including but not limited to forward-looking statements, is provided as of the date hereof and is not intended to give any assurances as to future results. No person is under any
may be subject to change without notice and must not be relied upon for any purpose. This Presentation contains financial information derived from Telepizza’s audited consolidated financial statements for the twelve-month periods ended December 31, 2016, 2015 and 2014. In addition, the Presentation contains Telepizza’s unaudited quarterly financial information for 2014, 2015 and 2016 prepared according to internal Telepizza’s criteria as well as other performance measures as of April 2016. Financial information by business segments is prepared according to internal Telepizza’s criteria as a result of which each segment reflects the true nature of its business. These criteria do not follow any particular regulation and can include internal estimates and subjective valuations which could be subject to substantial change should a different methodology be applied. In addition, the Presentation contains certain annual and quarterly alternative performance measures which have not been prepared in accordance with International Financial Reporting Standards, as adopted by the European Union, nor in accordance with any accounting standards, such as “chain sales”, “like-for-like chain sales growth”, “underlying EBITDA” and “digital sales”. These measures have not been audited or reviewed by our auditors nor by independent experts, should not be considered in isolation, do not represent our revenues, margins, results of operations or cash flows for the periods indicated and should not be regarded as alternatives to revenues, cash flows or net income as indicators of operational performance or liquidity. Market and competitive position data in the Presentation have generally been obtained from industry publications and surveys or studies conducted by third-party sources. There are limitations with respect to the availability, accuracy, completeness and comparability of such data. Telepizza has not independently verified such data and can provide no assurance of its accuracy or completeness. Certain statements in the Presentation regarding the market and competitive position data are based on the internal analyses of Telepizza, which involve certain assumptions and estimates. These internal analyses have not been verified by any independent source and there can be no assurance that the assumptions or estimates are accurate. Accordingly, no undue reliance should be placed on any of the industry, market or Telepizza’s competitive position data contained in the Presentation. You may wish to seek independent and professional advice and conduct your own independent investigation and analysis of the information contained in this Presentation and of the business, operations, financial condition, prospects, status and affairs of Telepizza. The Company is not nor can it be held responsible for the use, valuations, opinions, expectations or decisions which might be adopted by third parties following the publication of this Presentation. No one should purchase or subscribe for any securities in the Company on the basis of this Presentation. This Presentation does not constitute or form part of, and should not be construed as, (i) an offer, solicitation or invitation to subscribe for, sell or issue, underwrite or otherwise acquire any securities, nor shall it, or the fact of its communication, form the basis of, or be relied upon in connection with, or act as any inducement to enter into any contract or commitment whatsoever with respect to any securities; or (ii) any form of financial opinion, recommendation or investment advice with respect to any securities. The distribution of this Presentation in certain jurisdictions may be restricted by law. Recipients of this Presentation should inform themselves about and observe such restrictions. Telepizza disclaims any liability for the distribution of this Presentation by any of its recipients. By receiving or accessing to this Presentation you accept and agree to be bound by the foregoing terms, conditions and restrictions.
3 49% 17% 22% 12%
1,421 stores globally
(67% franchised / 33% owned) in Q1 2017
Leading pizza delivery
player in its core markets Digital accounts for 40%
January 2017
€517m FY 2016
Group chain sales
€63.6m FY 2016
Underlying EBITDA
Key facts1 Chain sales growth2
The largest non-US pizza delivery company worldwide 19% FY 2016
Underlying EBITDA margin
Market leader in core markets (2016) Geographic breakdown (2016)
52% 45% 20% 49% 35% 1 1 2 1 1 Market position Europe Latin America Spain Portugal Poland Chile Colombia Store network Chain sales Underlying EBITDA Spain Rest of Europe Latin America Master franchises and Others 66% 14% 16% 4% 65% 14% 15% 6%
Notes: 1. Data as of FY 2016 2. Constant currency growth, excluding Master Franchises
6.6% 6.9% 5.3% 4.9%
FY 2015 FY 2016 Chain sales growth LFL sales
Source: Market share by value in Spain, NPD data. Market share by number of stores in other countries, Company data
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New sources
20 countries
Digital customer spend is higher vs phone
Increasingly an asset light international player in digital delivery
2013 Delivery growing double digit
Delivery sales (Spain): %
2016
Benefit
Digital penetration (Spain): %
Reduces capital intensity
Franchised stores: % Geographic footprint
12 countries 52% 60%1 25% 40%2 59% 67%
Notes: 1. As of Q4 2016 2. As of January 2017
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Master franchise
Global footprint with leadership positions in key markets
Market entry: 1992 Market position1: #1 Telepizza stores (Mar-17): 148
Chile
Market entry: 2010 Market position1: #1 Telepizza stores (Mar-17): 95
Colombia
Market entry: 2011 Market position1: #2 Telepizza stores (Mar-17): 49
Peru
Market entry: 2012 Market position1: #2 Telepizza stores (Mar-17): 25
Ecuador
Market entry: 1988 Market position1: #1 Telepizza stores (Mar-17): 682
Spain
Market entry: 1992 Market position1: #2 Telepizza stores (Mar-17): 122
Poland
Market entry: 1992 Market position1: #1 Telepizza stores (Mar-17): 111
Portugal
Master franchises Guatemala Bolivia El Salvador Russia Angola Saudi Arabia United Kingdom Malta Iran Telepizza stores (Mar-17): 166
Telepizza own and franchised stores Telepizza operated production facilities Master franchise production facilities 3rd party warehouses
Morocco, Panama, France, Czech Republic, Paraguay
Others
Market entry: 2016 Telepizza stores (Mar-17): 11
Switzerland
Note: 1. Market position by value in Spain, NPD data. Market position by number of stores in other countries, Company data
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Differentiated, vertically integrated and scalable business model
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Proven digital platform supporting multi-channel strategy
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Major global pizza brand
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Exposure to positive Spanish macroeconomic fundamentals
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Favorable secular trends in pizza delivery market 1 Compelling financial profile, with multiple growth levers
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7 2.6% 4.5% 5.1%
Real GDP Pizza foodservice Pizza deliveryCAGR (2015–20E)
Favorable trends in pizza delivery
The pizza delivery market is a highly attractive €43bn segment with fast growth
Source: Real GDP: Economist Intelligence Unit (EIU). Market data: Euromonitor Notes: 1. Pizza delivery: Pizza 100% home delivery/takeaway; Chained pizza delivery: Chained pizza 100% home delivery/takeaway 2. CAGR calculations based on y-o-y Euro denominated market values as per Euromonitor methodology
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Universal appeal and easily adaptable to local preferences
Increasing emphasis on convenience Rise in all-day dining and personalization Premiumization and availability of new taste experiences Growing trend of "stay-at-home" culture Well-positioned to benefit from digitalization Resilient throughout economic cycles Strong unit economics and high cash conversion Fragmented global market with significant white space Consumer trends Business model
Global market size (2015) €25.9bn Chained pizza delivery1 €43.3bn Pizza delivery1 GDP
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Chained pizza delivery outgrows GDP and independent pizza players
8 (0.9)% (0.1)% 0.7% 1.4% 1.9% 2.4% 2.8% 3.2% 3.4% 3.2% 3.2% 3.0% (1.0)% 0.5% 0.6% 1.2% 2.6% 2.9% 4.3% 4.6% 4.4% 4.6% 4.5% 4.9% (5.8)% (1.1)% 0.0% 1.0% 1.2% 2.5% 8.8% 11.4% 16.1% 16.9% 10.6% 13.3%
Spain real GDP Spain QSR Spain food delivery market
Delivery outperforms QSR market and other channels when overall macro environment improves
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Source: Spain: GDP: EIU (except for 2016 data which is from INE). QSR and Food delivery market: NPD
(LTM y-o-y growth) Increase in delivery growth in line with macro recovery
Impact of macro recovery in Spain …
Delivery growing faster than in store + take away segments
9 675 109 120 143 95 52% 1 Telepizza market share Market position #2 player market share #1 player market share # stores (2016)
Market leading position in our core markets
Source: Market share and position by value in Spain, NPD data. Market share and position by number of stores in other countries, Company data
15% 45% 1 39%
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Europe Latin America 20% 2 30% 49% 1 18% 35% 1 27% Main competitor
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Unique consumer understanding and ongoing product innovation allows Telepizza to differentiate itself with a best in class locally adapted menu offering
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Pizza offering adapted to local taste
4 types of dough
6 sauces
4+ types of cheese
20+ ingredients
80% of pizzas offered globally
Homogenous dough production
BBQ (top-seller) Vegetarian Hawaiian Ham & Cheese Pepperoni
Increase average ticket price Avoid veto vote Complete product offering Differentiate Telepizza Drive loyalty and frequency Diversity to drive group consumption
Burgers Pasta Sandwiches Salads Spiro Dog Sides Kebab
Core pizza portfolio Complementary products
Consistent global pizza offering Non-pizza / sides Drinks Desserts Dedicated local adaptations Ongoing product innovation Innovation to amaze consumers Key benefits
Pizza Burger BBQ Gourmet Pizza Nachos Pizza Sweet
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Vertically integrated model differentiating Telepizza from our competitors and ensuring higher profitability and product quality
(malls/mini-stores)
Industrial Logistics Store network 7 logistics warehouses Balanced network with 1,421 locations globally (Mar-17) Dough Cheese Other ingredients Direct products Equipment 3rd party suppliers 7 dough production facilities in Europe & Latam Strategic partnership with Ornua
By format
478 own stores
(34% of total stores)
943 franchised stores
(67% of total stores) By
ship
169
Shopping malls
185
Mini- stores
852
Traditional stores
136
In-store concessions
79
Other Takeaway
By channel1
Delivery
Eat-In
Mainly Latin America
2 innovation labs (Spain and Chile)
Note: 1. Telepizza brand stores only, FY 2016
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Tactical use of own store and franchisees allows us to control distribution and fully penetrate our markets
Local market knowledge and proof of concept
Ability to trial products
Deeper consumer knowledge
Enhanced flexibility and control
Attractive payback (<3 years) 478 Own stores (Mar-17)
Asset-light business model
Limited reliance on individual franchisees
Long-term contracts
75% former employees (in Spain)
Sourcing from Telepizza 943 Franchised stores (Mar-17)
…supported by Telepizza
Operations fully dedicated
Local & regional pricing / promotional policy
Brand and marketing initiatives
"One Stop" sourcing
Store opening and refurbishment support
Global IT platform with integrated CRM
Successful franchisee model in more established market… Developing presence in new markets
Latam Europe
682 111 122 148 95 1,421 49 25 # of stores
Store ownership by country (Mar-17)
166 23
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76% 61% 71% 36% 35% 8% 12% 52% 100% 66% 24% 39% 29% 64% 65% 92% 88% 48% 34% Spain Portugal Poland Chile Colombia Peru Ecuador Others Masterfranchises Total Group Franchised stores Owned stores
Note: 1. Including Panama, Switzerland and Czech Republic
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Note: 1. Calculated as e-shoppers over total population in each country (excluding people aged 0-14)
78% 76% 66% 65% 37%
The Spanish market has similar levels of internet and smartphone penetration as the UK or the US…
Internet users (per 100 people)
The Spanish market has all the right attributes to benefit from increasing digital penetration
Source: Internet users: EIU (as of March-2016). Penetration of smartphones: Informa (March-2016), E-commerce sales growth: eMarketer (2015), Delivery food service market data: NPD (2015), e-commerce penetration: Ecommerce Foundation (2015)
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Penetration of smartphones (smartphones as a % of population)
70 89 88 99 79 92 60 110 2012 2013 2014 2015 2016 2017 2018 2019 2020 Spain United Kingdom US 43.4% 96.9% 55.7% 106.3% 47.0% 103.3% 30% 80% 2012 2013 2014 2015 2016 2017 2018 2019 2020 Spain United Kingdom US
2015-19E e-commerce growth
44% 42% 33% 57% 47% E-commerce penetration1 (as % of total population, 2015)
Telepizza Nachos phone delivery Telepizza Nachos digital delivery Telepizza Burger phone delivery Telepizza Burger digital delivery
Innovation benefits from digitalization growth
Innovation delivery penetration after 7 weeks since launch by channel (% of orders including the product)
+45% +37%
Increased spend vs telephone channel in Spain
70 € 75 € 80 € 85 € 90 € 95 € 100 € 105 € 110 € 115 € Q1 14 Q2 14 Q3 14 Q4 14 Q1 15 Q2 15 Q3 15 Q4 15 Q1 16 Q2 16 Q3 16 Q4 16
+38% +20%
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The digital platform is on track to becoming our prime source of consumer orders
Source: Company information
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Notes: 1. Based on number of followers in Facebook and Twitter as indicated in each of the relevant social networks as of 1 March 2016 2. Based on Spain
"One for all" digital platform
multi-currency, multi-country
state of the art development
Low cost plug’n’play in new countries
Global efficiency
Develop consumer database
Centralize understanding of local demands
digital offering
25% 28% 32% 36% 0% 5% 10% 15% 20% 25% 30% 35% 40% 10 20 30 40 50 60 70 80 FY 13 FY 14 FY 15 FY 16 Digital Delivery sales % Delivery Sales Digital fostering delivery sales growth (FY 2016) … … and resulting in increased digital penetration
5.3% 9.5% 22.5%
Total Spain growth Delivery growth Digital delivery growth
Spain sales (€m)
Continued growth of the delivery channel in Spain
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200 196 260 291 32 30 FY 2015 FY 2016 58 28 (30) 64 37 (27)
Profitable growth, with strong cash conversion
Underlying EBITDA (€m) Chain sales (€m)
Constant currency growth in Core geographies (%)
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58% 48%
Cash conversion (Underlying EBITDA – Capex) (€m)
Notes: 1. Operating cashflow measured as Underlying EBITDA - Capex 2. Cash conversion measured as operating cash flow divided by underlying EBITDA
6.3%
492 517 38.1 42.2 19.6 21.4
57.7 63.6
FY 2015 FY 2016 Spain International
10.3%
17.6% 18.7%
EBITDA margin Cash conversion2 Underlying EBITDA Operating free cash flow1 Capex FY 2015 FY 2016 Owned stores sales Franchised sales MF sales
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Telepizza is well-positioned to take advantage of further LfL growth as well as expansion potential in both existing and new geographies
Multiple potential growth levers
Expansion strategy Organic unit expansion LfL chain sales and revenue growth
Existing markets New markets
Product innovation Increase digital penetration
Store refurbishment and optimization
Incremental opportunity in Spain
Significant expansion potential in core international markets
Increasing share of franchised stores
1 2
Development of own store network
Selective and complementary acquisitions
New master franchise agreements
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Structural changes in consumer behaviors are set to benefit the pizza delivery segment
Universal appeal and easily adaptable to local preferences Increasing emphasis
Increasing digital penetration Growing trend of "stay-at-home" culture
Household changes Added time pressure Growing availability of choice driving overall delivery market Rising health and wellness trends Balanced ingredients and nutrition Premiumization & new taste experiences Increase in at-home dining Positive impact of aggregators by growing choice of delivery Increase in group consumption
Easily adaptable to latest food trends
Growing e-commerce usage penetration Added convenience and easier to showcase menu offering Ability to engage with consumers through targeted marketing Globally recognized product Ability to adapt ingredients to suit local tastes Proven success of pizza in new markets
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Pizza is one of the most fragmented foodservice segments with significant capacity to consolidate
Source: Share of chained restaurants in fast food: Euromonitor (by value and shows 2014 data), Presence of global QSR – company filings (all as of Q3 2015 except for KFC and Pizza Hut which are as of December 2014) Notes: 1. Refers to Euromonitor segment called Latin American fast food
Independent Chained
Pizza delivery remains highly fragmented globally compared to other categories Significant capacity for further international expansion for pizza companies
121 119 100 93 80 39 Global QSR Pizza Presence of global QSR chains (# of countries)
Pizza delivery companies are best placed to capture global white space due to …
Brand recognition and power Global sourcing and scale
Digital know-how and technology Operational efficiency and expertise
85% 83% 73% 66% 56% 15% 17% 27% 34% 44% Chicken fast food Burger fast food Tex-Mex fast food Bakery fast food Pizza delivery
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Pizza delivery market has many attractive business characteristics
High returns for pizza delivery operators
Capital light business (vs. eat-in restaurant models) contributes to higher ROICs
Short payback period
Limited maintenance capex needed
Well-positioned to benefit from digitalization
High and stable cash generation
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c.7%2 Royalties + Marketing
SG&A EBITDA COGS Revenues
Own Stores Sales Supply Sales Royalty & Marketing fees Own Stores Sales Franchised Stores Sales LfL Own Stores New Own Stores LfL Franchised Stores New Franchised Stores Other Revenues3 c.60% Fixed c.40% Variable (% Margin)
Chain sales flow through EBITDA benefiting from significant operating leverage Net revenues impacted by own vs. franchised mix
100% c.35%1 Margin
Chain Sales Revenues to EBITDA bridge
% Margin
Notes: 1. Based on 2015 margin over franchised stores sales excluding Master franchises 2. Based on 2015 margin over franchised stores sales 3. Includes opening or renewal franchise fees, transfer fee and other ancillary services to franchisees and others