INVESTOR PRESENTATION IMPORTANT DISCLOSURE This presentation - - PowerPoint PPT Presentation

investor presentation important disclosure
SMART_READER_LITE
LIVE PREVIEW

INVESTOR PRESENTATION IMPORTANT DISCLOSURE This presentation - - PowerPoint PPT Presentation

INVESTOR PRESENTATION IMPORTANT DISCLOSURE This presentation contains estimates and forward-looking statements made pursuant to the safe harbour provisions of the Private Securities Litigation Reform Act of 1995. Forward-looking statements are


slide-1
SLIDE 1

INVESTOR PRESENTATION

slide-2
SLIDE 2

IMPORTANT DISCLOSURE

  • This presentation contains estimates and forward-looking statements made pursuant to the safe harbour provisions of the Private Securities Litigation Reform Act of 1995.

Forward-looking statements are based on our current expectations and estimates with respect to current and future events and trends which affect or may affect our business operations. All statements that address future operating, financial or business performance or our strategies or expectations are forward-looking statements. In some cases, you can identify these statements by forward-looking words such as “may,” “might,” “will,” “could,” “would,” “should,” “expect,” “plan,” “anticipate,” “intend,” “seek,” “believe,” “estimate,” “predict,” “potential,” “continue,” “contemplate,” “possible” and other comparable terminology. These statements are subject to many risks, uncertainties and factors relating to our operations and business environment, which may cause our actual results to be materially different from any future results, express or implied, by such statements. Among these factors are (1) our ability to maintain and enhance our brand and reputation; (2) our ability to attract and retain key personnel, including players; (3) the performance and popularity of our first team; (4) our ability to properly manage our growth; (5) our ability to maintain, train and build an effective international sales and marketing infrastructure; (6) the negotiation and pricing of key media contracts; (7) our ability to maintain strong relationship with certain third parties; (8) our ability to deal with competition in Europe and internationally; (9) our ability to adequately protect our intellectual property; and (10) the effectiveness of our digital media strategy. Additional information concerning these and other factors can be found in Manchester United plc’s filings with the United States Securities and Exchange Commission.

  • New risks and uncertainties arise from time to time, and it is impossible for us to predict these events or how they may affect us. It should be remembered that the price
  • f the Class A ordinary shares and any income from them can go down as well as up. We disclaim any intention or obligation to update or revise any forward-looking

statements, whether as a result of new information, future events and/or otherwise, except to the extent required by law.

  • This presentation contains a discussion of EBITDA and Adjusted EBITDA, which are non-IFRS measures and are not uniformly or legally defined financial measures. EBITDA

is defined as profit/(loss) for the period from continuing operations before net finance costs, tax credit/(expense), depreciation, and amortization of players’ registrations, and Adjusted EBITDA is defined as EBITDA adjusted for profit on disposal of players’ registrations and operating expenses—exceptional items. Adjusted EBITDA is included in this presentation because it is a measure of our operating performance and our management believes that Adjusted EBITDA is useful to investors because it is frequently used by securities analysts, investors and other interested parties in their evaluation of the operating performance of companies in industries similar to ours. We have provided reconciliations of EBITDA and Adjusted EBITDA to the most directly comparable IFRS measures in the Appendix to this presentation. EBITDA and Adjusted EBITDA should not be considered substitutes for comparable measures prepared in accordance with IFRS. EBITDA and Adjusted EBITDA, as determined and measured by us, should also not be compared to similarly titled measures reported by other companies. 2

slide-3
SLIDE 3

Commercial revenues driven by a truly global brand

INVESTMENT HIGHLIGHTS

Value of content is rising - sport is the “must-have” content Football is the world’s No.1 sport The most watched Club with the biggest fanbase

3

slide-4
SLIDE 4

659 MILLION FOLLOWERS WORLDWIDE

  • N. AMERICA

34M

  • S. AMERICA

37M 90M

EUROPE

147M

AFRICA

325M

ASIA

25M

MIDDLE EAST

Source: Kantar Sport 2012

4

slide-5
SLIDE 5

THE MOST WATCHED CLUB

Source: EuroData TV worldwide, BBC; Nielsen Media Research

Manchester United commands more than 51% of the Premier League's entire global TV audience Matches watched in over 200 countries worldwide

The 2013 American Idol finale NBC’s Sunday Night Football 2013 opener Best episode in 2013 Top match in 2013/14

In 2013/14, Manchester United’s global audience was 3 billion

14.7m 18.7m 26.2m 82.1m

5

slide-6
SLIDE 6

SOCIAL MEDIA FOLLOWERS WORLDWIDE

67 MILLION

Monthly manutd.com page views

8.2 MILLION New York Yankees 7.9 MILLION Dallas Cowboys

Facebook followers

64 MILLION

Over

6.3m

followers Over

3.4m

followers Over

5.2m

followers Over

8.9m

followers

As of May 2015

6

slide-7
SLIDE 7

OUR BUSINESS

slide-8
SLIDE 8

38 Games

(19 Home, 19 Away) Top 17 Clubs remain each season

c.4 Games

(c.2 Home, c.2 Away) Knock-out competition, drawn each round

10 Games

(5 Home, 5 Away) European competition; Top 4 PL teams from previous season qualify

(1) Number of games assumes Quarter Final exit in each knock-out competition

c.4 Games

(c.2 Home, c.2 Away) Knock-out competition, drawn each round

(1) (1) (1)

VENUE BROADCASTING SPONSORSHIP RETAIL, MERCHANDISING, APPAREL AND LICENSING COMMERCIAL MOBILE & CONTENT

BUSINESS OVERVIEW

8

slide-9
SLIDE 9

MULTIFACETED BUSINESS MODEL

BROADCASTING £88 million 34% MATCHDAY £107 million 42% COMMERCIAL £61 million 24% BROADCASTING £136 million - 31% CAGR 7.4% MATCHDAY £108 million - 25% CAGR 0.2% COMMERCIAL £189 million - 44% CAGR 20.8%

£256m

2008 Revenue

£433m

2014 Revenue

9

slide-10
SLIDE 10

MATCHDAY

slide-11
SLIDE 11

OUR MATCHDAY BUSINESS

99%

OCCUPANCY FOR PREMIER LEAGUE GAMES SINCE 1998/1999

75,615 2M 154 >8,000

SEAT STADIUM ANNUAL ATTENDANCE LUXURY BOXES EXECUTIVE CLUB SEATS

110,000

MEMBERSHIPS

Ticket Allocation (in ‘000s) Season Tickets 55 Executive Clubs (Suites & Box Seats) 8 Away Fans 3 Other 1 4 Sub-total 70 Matchday VIP 3 Available for Official Members 2 Total 75

Source: European Football Statistics, 2014; Manchester United (1) Includes supporter clubs, sponsors, etc.

11

slide-12
SLIDE 12

BROADCASTING

slide-13
SLIDE 13

Olympics Premier League NFL MLB NBA

187% 107% 72% 70% 48%

New deals command significant premium

% change over prior rights deal

VALUE OF CONTENT IS RISING

Tenor of new contract (yrs)

(Live Domestic Rights)

3 4 8 8 9

Source: International Olympic Committee, Premier League, National Football League, Major League Baseball, National Basketball Association

13

slide-14
SLIDE 14

England Italy Spain France Germany

0.5 0.5 0.5 0.7 1.7

Year Broadcasting Value

2011-13 2014-16 2017-19 0.72 0.72 0.46 1.71 1.01 0.59

Premier League Value

2011-13 2014-16 250 80

EPL Rights USA

(yearly values £ billion) (US$ million)

1 . 7 x 3 . 1 x

(yearly values £ billion) - 2013/14 season

New UCL deal for 2015-2018 and EPL International deal for 2016-2019 still to be announced

Domestic International New Domestic Current Int’l

PREMIER LEAGUE IS THE BIGGEST LEAGUE

Source: TV Sport Markets 2013, Sportcal

14

slide-15
SLIDE 15

2007-09 2010-12 2013-15

1,059 865 635

2008-10 2011-13 2014-16

719 455 237

2008-10 2011-13 2014-16 2017-19

1,712 1,006 593 569

Source: Deloitte June 2011, FAPL, UEFA, TV Sports Markets 2009 & 2011, press reports

Increasing consumer and advertiser appetite for premium live content Annual Broadcasting Contract Values

Source: Deloitte June 2011, FAPL, UEFA, TV Sports Markets 2009 & 2011, press reports

TRADITIONAL MEDIA

Premier League Domestic

£ million per annum

Premier League International

£ million per annum

Champions League

€ million per annum 15

slide-16
SLIDE 16

COMMERCIAL - SPONSORSHIP

slide-17
SLIDE 17

COMMERCIAL: ENGINE OF GROWTH

RMAL £37 million 20% MOBILE £16 million 8% SPONSORSHIP £136 million 72%

Fiscal 2010 Fiscal 2011 Fiscal 2012 Fiscal 2013 Fiscal 2014

136 91 63 55 41 Sponsorship Revenue Growth (£ million) CAGR = 34.2% 2014 Commercial Revenues - £189 million

17

slide-18
SLIDE 18

We enable our partners to amplify the marketing & growth of their businesses

NO.1 MARKETING PLATFORM

Brand Affinity & Association with Success Global Reach & Media Visibility Unique Access to Players & Aon Training Complex/ Old Trafford Marketing Support & Global Activations

18

slide-19
SLIDE 19

SEGMENTATION STRATEGY

GLOBALS REGIONALS TOURS

10 20 30 40 50

2000/06 2006/10 2010/14 2014/21

49.2 19.6 14.1 8.0

Annual Value of Shirt Sponsorship (£ million)

19

slide-20
SLIDE 20

RETAIL, MERCHANDISING, APPAREL & PRODUCT LICENSING

slide-21
SLIDE 21

£303 million plus 50% profit share - 13 year contract expires July 2015

NIKE CONTRACT

Retail, merchandising, apparel & product licensing business

Own retail E-commerce Licensing - mono brand products Soccer schools - brand awareness Wholesale - Shirt

  • 2 million per year
  • 10,000 doors
  • Power with retailers

Nike Key focus

Sponsorship

  • Brand affinity

Wholesale - Other co-branded products

  • 3 million per year

Nike non-core

21

slide-22
SLIDE 22

*

Manchester United Arsenal Chelsea Barcelona Real Madrid Liverpool Bayern Munich Manchester City

12 23 24 26 27 30 30 75

£ million per year

RECORD BREAKING KIT DEAL WITH ADIDAS

Largest kit manufacturer or sponsorship deal in sports

*Represents the average payment of the £750 million minimum guarantee over the 10 year term subject to adjustments

£750 million minimum guarantee - 10 year contract expires 2025

+ Retail + E-commerce + Mono brand products +Soccer schools

22

slide-23
SLIDE 23

MOBILE & CONTENT

slide-24
SLIDE 24

New Digital Media Platform Sponsorship & Advertising Mobile Apps Subscription Content & Membership Social Media Platforms Content Licensing & Syndication E-commerce

OUR DIGITAL MEDIA OPPORTUNITY

24

slide-25
SLIDE 25

COSTS

slide-26
SLIDE 26

WAGE AND LEAGUE POSITION

Financial strength underpins success – top 4 positions taken by 4 of top 5 teams with highest wage bills

Note: Figures are not available for Cardiff, Crystal Palace and Hull Source: Companies House, The Guardian

26

slide-27
SLIDE 27

INDUSTRY UPDATE

  • Break-even requirement in force 2013/14
  • Clubs should have no overdue payments

UEFA Financial Fair Play (FFP) Complemented by FAPL Financial Regulations

  • Break-even test similar to FFP
  • Short-term cost controls
  • £4 million limit on FAPL central funds may be used to

increase player wages per annum

27

slide-28
SLIDE 28

(50) (25) 25 50 75 100 99/00A 01/02A 03/04A 05/06A 07/08A 09/10A 11/12A 13/14A

78.9 36.4 49.6 11.4 30.4

  • 44.0

26.5 10.6 32.6

  • 2.6

28.8 7.9 12.1 43.3 17.8 (44.0) (2.6)

  • Blend of youth & experience
  • Approximately one third of our first team

members from academy

  • Carried on the balance sheet at zero book

value

  • Player registrations
  • Transfer fee booked on balance sheet
  • Transfer fee amortised over life of contract
  • Remaining book value amortised over

length of new contract when signed

  • Major refresh of the first team squad with 14

players coming in including 6 from the academy and 19 players departing Last 15 years net player capital expenditure (£ million)

PLAYER EXPENDITURE & ACCOUNTING

28

slide-29
SLIDE 29

YE 2012 YE 2013 YE 2014 Cash & cash equivalents 70.6 94.4 66.4 Total borrowings 436.9 389.2 341.8 Net Debt : Adjusted EBITDA 4.0x 2.7x 2.1x

Key Balance Sheet Data & Leverage Statistics (£ million)

Note: Secured Term Loan facility margin based on total net leverage ratio at the applicable time Note: Adjusted EBITDA is adjusted for profit on disposal of players’ registrations and exceptional operating expenses

BALANCE SHEET & CASH FLOW SUMMARY

  • Strong balance sheet with ample liquidity
  • Undrawn RCF of £75 million at June 30, 2014
  • RCF to be increased to £125 million
  • New USD Senior Secured Notes of $425 million
  • Maturity June 2027 at 3.79%
  • Amended and extended Term Loan facility of

$225 million

  • Maturity June 2025, no amortisation at

LIBOR +1.25% - 1.75% p.a.

29

slide-30
SLIDE 30

LOOKING TO THE FUTURE

Growth Catalysts

  • Global and regional sponsorships
  • Retail, e-commerce and licensing opportunity
  • Launch of digital media platform
  • New Premier League International rights deal for 2017-19

30

slide-31
SLIDE 31

APPENDIX

slide-32
SLIDE 32

2009 2010 2011 2012 2013 2014 189 152 118 103 77 66 136 102 104 117 103 98 108 109 99 111 106 114

TOTAL REVENUE

£ million 433 320 363 Matchday Broadcasting Commercial 331 286 278 CAGR ‘09-’14 = 9.2%

32

slide-33
SLIDE 33

COMMERCIAL REVENUE

£ million Sponsorship Retail, Merchandising, Apparel & Product Licensing New Media & Mobile 2009 2010 2011 2012 2013 2014 16 23 21 17 10 5 37 39 34 31 26 23 136 91 63 55 41 37 118 152 189 103 77 66 CAGR ‘09-’14 = 23.5%

33

slide-34
SLIDE 34