CONFIDENTIAL
APRIL 2018
Yell UK Group
Yell UK Group APRIL 2018 CONFIDENTIAL Disclaimer The information - - PowerPoint PPT Presentation
Yell UK Group APRIL 2018 CONFIDENTIAL Disclaimer The information in this document (unless otherwise indicated) has been compiled by the management of Hibu Group Limited (together with its subsidiaries, the Hibu Group) and Owl Finance
CONFIDENTIAL
APRIL 2018
Yell UK Group
1
Disclaimer
The information in this document (unless otherwise indicated) has been compiled by the management of Hibu Group Limited (together with its subsidiaries, the “Hibu Group”) and Owl Finance Limited (together with its subsidiaries, the “UK Group”) and their advisors in good faith and to their best knowledge based on information of the Hibu Group. For the purposes of this notice, the presentation that follows shall mean and include the slides that follow (the “Presentation”). By viewing this Presentation, or having access to the corresponding information, you are agreeing to be bound by the following conditions. THIS PRESENTATION IS FOR THE RECIPIENT’S USE ONLY. THIS PRESENTATION (OR ANY PART OF IT) IS NOT TO BE REPRODUCED, DISTRIBUTED, PASSED ON, OR THE CONTENTS OTHERWISE DIVULGED, DIRECTLY OR INDIRECTLY, TO ANY OTHER PERSON WITHOUT THE PRIOR WRITTEN CONSENT OF THE UK GROUP. To the extent available, the industry, market and competitive position data contained in this Presentation come from official or third party sources. Third party industry publications, studies and surveys generally state that the data contained therein have been obtained from sources believed to be reliable, but that there is no guarantee of the accuracy or completeness of such data. In addition, certain industry, market and competitive position statements contained in this Presentation come from the UK Group’s internal estimates based on the knowledge and experience of the UK Group’s management in the markets in which the UK Group operates. These estimates and their underlying methodology and assumptions have not been verified by any independent source for accuracy or completeness and there can be no assurance that the assumptions or estimates are accurate. This Presentation contains, and any related presentation may contain, financial information regarding the businesses and assets of the UK Group. Such financial information may not have been audited, reviewed or verified by any independent accounting firm. The inclusion of such financial information in this Presentation or any related presentation should not be regarded as a representation or warranty by the UK Group, any of their respective affiliates, advisors or representatives or any other person as to the fairness, accuracy, correctness, reasonableness or completeness of such information’s portrayal of the financial condition or results of operations by the UK Group and should not be relied upon when making an investment decision. Certain financial data included in this Presentation consists of “non-GAAP financial measures.” These non-GAAP financial measures, as defined by the UK Group, may not be comparable to similarly-titled measures as presented by other companies, nor should they be considered as an alternative to the historical financial results or other indicators of the UK Group’s financial information based on FRS 101 or IFRS. Even though the non-GAAP financial measures are used by management to assess the UK Group’s financial position, financial results and liquidity and these types of measures are commonly used by investors, they have important limitations as analytical tools, and you should not consider them in isolation or as substitutes for analysis of the UK Group’s financial position or results of
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TABLE OF CONTENTS
2
Historical financials Key highlights Recent history overview 1 2 3
4
EXECUTIVE SUMMARY
Yell UK Group (“Yell” or the “Company”) is the UK’s leading digital marketing champion for local businesses
− #1 provider of managed digital marketing services to SMEs in the UK(1), with 132k paying digital customers(2) − Provider of the UK’s leading online business directory(3) – Yell.com − High revenue visibility with more than 85%(4) subscription revenue − For the twelve months ended 31 December 2017, Yell generated Normalised Digital Revenue of £197m(5) and Digital EBITDA of £62m(5) (32% margin) − Strong cash generation, supported by a capex-light business model leveraging partnerships with third party technology providers
(1) According to M-Brain, 2017, Yell is #1 for managed digital marketing services for all types of local businesses in the UK. (2) Yell UK financial data, December 2017. Customers with a live digital product as of December 2017. (3) Based on visits. (4) Yell UK financial data, FY18 Q3. (5) Yell UK financial data. Combined digital revenue of the UK Group less a one-off non-cash valuation adjustment to deferred digital revenue of £1.9m in LTM Dec ‘17.
6
KEY HIGHLIGHTS
A leading player in a large growing digital advertising market Distinct value proposition to SMEs through a one stop shop solution Defensible competitive advantages and barriers to entry Growing, highly cash generative digital business Accelerated growth opportunities going forward 1 5 2 3 4
LTM Dec ’17 Normalised Digital Revenue breakdown by product(3)
Print 15% Digital Marketing Services (DMS) 37% Yell.com 47% DIY 1%
7
YELL IS THE UK’S LEADING MANAGED DIGITAL MARKETING CHAMPION FOR SMEs
A digital focused business
(1) According to M-Brain, 2017, Yell is #1 for managed digital marketing services for all types of local businesses in the UK. (2) Based on visits. (3) Yell UK financial data. Combined digital revenue of the UK Group less a one-off non-cash valuation adjustment to deferred digital revenue of £1.9m in LTM Dec ’17. (4) Annualised from H1 2017 figure. Sourced from IAB Digital Ad Spend Market Report. (5) Yell internal data, February 2018. Announced end
To be phased
by March 2019 Digital 85%
(6) Yell internal calculation (based on revenue), based on 2014 surveys and internal business databases. (7) Omniture, December 2017. Average monthly visits from January to December 2017. The comScore average monthly visits from January to December 2017 was 8.6m. (8) Yell internal data, December 2017. (9) Yell internal data, December 2017. Customers with a live digital product as of 31 December 2017.
Yell is the local business champion UK’s #1 provider of managed digital marketing services(1), helping small business to be successful online Provides consumers with the leading online business directory(2) – Yell.com
Yell brand
since 1996
12m
Yell.com visits/month
981
sales force & customer services
£197m
Normalised Digital Revenue LTM Dec ’17
132k
Digital customers
(9) (7)
£62m
Digital EBITDA LTM Dec ’17
(8) (3) (3)
Operating in a large and growing addressable market Growing ~£11bn digital advertising market(4) Target market of 2.7m(5) UK SMEs, with estimated annual spend
Yell has a 7%(6) share of revenue in a highly fragmented market Opportunity as SMEs shift towards online channels
1
Establishing an effective digital presence is a sophisticated, time-consuming proposition… 8
PROVIDES AN INTEGRATED SOLUTION WHICH SIMPLIFIES AN INCREASINGLY COMPLEX DIGITAL ECOSYSTEM
Digital marketing requires dedicated time, knowledge & resources, which SMEs do not have
…Yell is the ‘one-stop-shop’ solution
digital marketing service
Source: Local Pulse report, Thrive Analytics, 2017.
51%
think social is too complicated or time consuming to manage
45%
70%
don’t have a process to capture ratings & reviews
Digital presence
don’t have enough time
knowledge
resources
42%
don’t have a website
55% of SMEs would prefer to work with one trusted provider 2
through dashboard
digital customer
upsell
LTM Dec ’17 vs. FY15
9
A WINNING GO-TO-MARKET STRATEGY
Nationwide sales reach Value based service
the UK
leads per month from diversified channels – ~50% direct from Yell.com – ~50% from third party sources
Rich SME database
1 2 3
2
service agents – Manage 132k digital customers – Make calls to ~760k existing or potential customers (FY18) – Acquire ~30k new customers p.a.
(1) Yell internal data, February 2018.
10
A ONE STOP SHOP OFFERING HELPING SMEs ESTABLISH A DIGITAL PRESENCE…
Yell.com Websites Connect Stores
build, and hosting service
engine friendly and personalised
published & correct on hundreds
all from a single dashboard
design & build service with
functionality Monthly subscription
12 month minimum term
Monthly subscription
12 month minimum term
Monthly subscription
12 month minimum term
Monthly subscription
12 month minimum term
(1) Omniture, December 17. Average monthly visits from January to December 2017. The comScore average monthly visits from January to December 2017 was 8.6m.
2
11
…AND GET FOUND ONLINE
Videos Search Social / Display Search Engine Optimisation (SEO)
budget, including production services, script-writing, location shoots and even drone footage
distributed to other key online locations
campaigns from Google
campaigns targeting potential customers based on location, age, gender, interests and more
management of online banner advertising
network of popular sites including eBay, YouTube, AOL, Facebook, Yahoo and Yell.com
website visibility in Google search results (organic not paid)
Google search term
Monthly subscription
12 month minimum term
Monthly subscription
4-6 month min. term
Monthly subscription
6 month min. term
Monthly subscription
6 month min. term
High revenue visibility with more than 85%(1) revenues from subscription based services, leading to low digital customer churn of 2.5% p.c.m.(2) Google search term
(1) Yell UK financial data, FY18 Q3. (2) Yell UK financial data, LTM Dec ’17.
2
Appearance of new search channels (such as voice) where Google is not dominant
12
A SYMBIOTIC RELATIONSHIP WITH GOOGLE
Google search term
Yell.com Yell Website SEO Connect PPC Plus
Yell is often responsible for the content that is made available on Google search results
2
Siri
Yell provides content driving Google search results Search options alternatives for Google
13
YELL.COM IS THE LEADING ONLINE PROPRIETARY PLATFORM, CONNECTING CONSUMERS WITH LOCAL BUSINESSES
2
8.6
8.6
6.2 4.2 3.6 1.1 0.7 0.6 0.5 8.6
12.2 All traffic is organic(4) (i.e. not paid for by Yell)
(Millions of visits per month(3))
(4)
(1) Yell internal data, February 2018. (2) Yell internal data. Customers with a live Yell.com advert as of December 2017. (3)
(4) Omniture, December 17. Average monthly visits from January to December 2017. The comScore average monthly visits from January to December 2017 was 8.6m. Monthly traffic includes both desktop & mobile. Due to incomplete traffic tagging leading to understated usage, the source of externally reported usage changed from comScore to Omniture audited data in 2017. Organic traffic is defined as excluding usage from PPC search.
112k(2) Yell.com paying customers 2.7m(1) listings 1.5m(1) reviews
.com
Trades 30% Professional services 11% Automotive 8% Retail 7% Health 6% Other 38%
Top 10% 57% Next 10% 16% Next 30% 19% Next 50% 9% Yell.com 55% Digital Marketing Services (DMS) 45%
Eastern & Home Counties 32% London & SE 17% Midlands & NW 20% Scotland, NE & Yorkshire 17% SW & Northern Ireland 14%
14
Diversified customer base High customer stickiness through subscription model
>85%
subscription based services
(1) Yell UK financial data, December 2017. 5 largest verticals by digital customer volume, representing 62% of total digital customers (94k out of 132k digital customers). (2) Yell UK financial data, based on customer invoices in the month of December 2017. (3) Includes DIY websites (SSL). (4) Yell UK financial data, FY18 Q3’. (5) Yell internal data, as of 31 December 2017.
Top 10% highest spending customers Highest spending digital customers are the most stable
14
years median tenure
90%
ARPA growth over five years(6)
Dec ’17 Digital Revenue breakdown by customer spend (2)
Yell.com only 38% DMS only 14% Multi-product 48%
1.6
average number
customer
Opportunity to cross-sell amongst Yell’s existing customer base
% of customers (9) 33% in FY15
2.9
average #
1.2%
monthly churn(8)
2.5%
monthly churn among all digital customers vs.
LTM Dec ’17 Normalised Digital Revenue breakdown by product Dec ’17 customer breakdown by classification(1) Dec ’17 Digital Revenue breakdown by region(2)
(7) (7)
YELL SERVES A DIVERSIFIED AND LOYAL CUSTOMER BASE
(6) Average Revenue per Advertiser of top 10% digital customers in 2012 compared to 2017. (7) Yell internal data, as of December 2017. Excludes print products. (8) Monthly churn average LTM Dec ’17. (9) Yell internal data, December 2017. Some digital customers may also subscribe to print products. Calculated as a % of total customers excluding DIY websites (SSL) and print-only customers as of December 2017.
(4) (8) (3) (5)132,000 digital customers
2
15
YELL IS THE PRE-EMINENT PLAYER IN A DISTINCT SEGMENT OF THE MARKET
2
Large scale Targeting SMEs
INDEPENDENT WEB DESIGNERS
#1 Managed digital marketing services for local business in the UK
High level
Yell offers a distinct proposition & enjoys a defensible market position with growth opportunities in multiple directions
INTEGRATED PRODUCT & SERVICE SUITE
Integrated product & service suite…
3
16
Yell.com SEO Social Adverts Search Display Advertising Yell Merchant app Connect Stores Websites Videos Presence Performance
…tailored to the needs of SMEs, in one single place…
found online …leveraging third-party technology partners
as needed
Comprehensive platform agnostic product suite, differentiated from Google or Facebook DIY proposition
Social Adverts Stores Websites Connect Search Websites
Yell.com Merchant app Consumer app
# of active customer leads:
SALES MODEL SUPPORTED BY ADVANCED DATA ANALYTICS
Data driven & technology enabled sales model…
including proprietary profile and behavioural data
2016/17
with CRM in 2017, driving sales and service efficiency
Telesales
modelling for optimal conversion & ARPA
presence & social
3
17
(1) Yell internal data, February 2018.
…helps optimise the sales model(1) 3 Key components – Value, type / fit and engagement
0.4m 1.1m 0.6m 0.2m
Farmers Builders Hairdressers Electricians & Electrical Contractors Painters & Decorators Plumbers Garage Services Schools & Colleges Take Away Food Driving Schools Carpenters & Joiners Charitable & Voluntary Organisations Beauty Salons & Consultants Accountants Grocers & Convenience Stores Roofing Services Plastering & Screeding Internet Web Design & Development
Pubs
Computer Services Building Maintenance & Repairs Recruitment Consultants Central Heating Services Estate Agents Landscapers Solicitors Removals & Storage - Domestic Dentists Financial Advisers
Locksmiths Day Nurseries Security Services & Equipment
SIZE CONVERSION
High High Low Low Value Senior Sales
1
Face to Face Sales
3
Telesales
4
Freemium / Online
2
High conv/value (e.g. Locksmiths)
Face to Face Sales
Low conv/Low value (e.g. Pubs)
Freemium / Online
High conv/Low value (e.g. Day Nurseries)
Telesales
Low conv/High value (e.g. Security Services & Equipment)
Senior Sales
1 2 3 4
Face to Face 36% Customer services 25% Telesales 39%
18
HIGHLY SKILLED NATIONAL SALESFORCE AND STRONG FOCUS ON CUSTOMER SERVICE
100% Google AdWords
qualification training
Award winning individuals at
annual BESMA(1) awards ceremony
Average length of service of face to
face salesforce = 8.0 years(2)
Rated as #13 of the best places to
work in the UK by Glassdoor in 2018 Sales expertise & experience Highly efficient sales organisation
(1) Yell internal data, February 2018. (2) Yell internal data, December 2017. (3) Yell internal data, December 2017. Excluding 251 customer service agents.
~65% of total employees are focused on sales and customer service Sales split between:
380 Telesales agents 350 Face to Face sales people 251 customer service agents
Yell offers customers a tailored service, delivered through personal engagement 3
A strong face to face presence across the UK
155 269 FY14 LTM Dec '17
Digital revenue / sales head, £ in ’000s(3)
181 155
Digital customers per head(3)
Yell offices Yell Face to Face coverage NORTHERN IRELAND SCOTLAND
Aberdeen Liverpool Edinburgh Glasgow Dublin Manchester Leeds Bristol Cardiff London Cambridge Brighton Southampton Plymouth
WALES ENGLAND
Reading Scarborough Belfast Birmingham
981
sales force & customer services
15 47 59 62 (7) 26 34 42 FY15 FY16 FY17 LTM Dec '17 Digital EBITDA OCF 172 183 193 197 FY15 FY16 FY17 LTM Dec '17
19
A GROWING, HIGHLY CASH GENERATIVE DIGITAL BUSINESS…
4
Strong Digital EBITDA growth and cash flow generation Normalised Digital Revenue growth at 5% CAGR between FY15 – LTM Dec ’17
Operational improvements have led to a substantial increase in profitability Strongly cash generative business
Sizeable and growing Normalised Digital Revenue(1)
(£ in millions)
Source: Yell UK financial data, December 2017. Includes Yell Limited and SSL, unless otherwise specified. (1) Combined digital revenue of the UK Group less a one-off non-cash valuation adjustment to deferred digital revenue of £1.9m in LTM Dec ’17. (2) Change in Working Capital excluded in OCF due to limitation regarding splitting out working capital for Digital vs. Print business. Cash flow presented is calculated as EBITDA – capex – pension payments – exceptional costs. (3) Excludes £18m one off management incentive plan settlement.
(£ in millions) 31% 59% 25% 56% 32% 68%
Digital EBITDA margin (%) Cash Flow conversion (%) 8% (47%)
(2) (3)
92% of invoiced amount(3)
…DRIVEN BY STRONG FOCUS ON TIERED CUSTOMER SEGMENTATION STRATEGY
6% 11% 17% 21% 18% 20% 59% 48%
Mar ’14 Dec ’17
£3,000+ £1,000–£2,999 £500–£999 £0–£499
20 Yell repositioned towards the higher value customers…
ARPA FY14 £911(2)
Yell strategy
Lower cost to serve Website freemium offering Continued Yell.com freemium
service Market dynamic
Cost conscious DIY approach Lower economic value
Lower value segment …with further growth opportunities across market segments
ARPA LTM Dec ’17 £1,454(2)
% of total customers in spend band(1) 1 2 1 Higher value segment
Market dynamic
Requires specialised
knowledge
Market too fragmented for
larger scale players Yell strategy
Increased acquisition volumes Improved service model to
increase retention
Strengthened product &
service capability to support larger multi branch customers
Focus on merchant app
adoption
Tiered Strategy model within
the higher value segment
2
(1) Yell UK financial data. Spend band categorisation based on customer invoices in the months of March 2014 and December 2017, respectively, multiplied by twelve. Includes only paying customers. (2) Yell Limited digital revenue (minus £1.9m one-off non-cash valuation adjustment to deferred revenue in LTM Dec ’17) divided by average of digital customers at the end of each month during period. Excludes 40k low spending DIY website (SSL) customers. (3) Yell UK financial data, share of total amount invoiced to customers in the month of December 2017.
4
8% of invoiced amount(3)
21
SUSTAINABLE YELL.COM REVENUES DESPITE TRAFFIC TRENDS
(1) Yell UK financial data, December 2017. (2) Omniture, December 2017. Traffic for each financial year is average monthly visits between April – March. LTM Dec ’17 refers to average monthly visits in calendar year from January to December 2017. Monthly traffic includes both desktop & mobile. (3) Yell internal calculation. Based on YouGov survey of 156 users.
Sticky revenues Yell.com revenues generated on a subscription model vs. pay per click Outstanding value UK’s #1 digital directory Higher quality traffic, exhibiting stronger intentions to transact Yell.com offers attractive average ROI of approximately 20:1 for paying advertisers(3) Usage initiatives
found e.g. mobile apps, Siri, voice search etc, focus on: New partnerships and further content & technology enhancements A new consumer app to improve visitor stickiness and offer new features End-of-print promotions to drive new traffic and consumer app users
(2) (1)
Stable revenues
Yell.com revenue and average monthly traffic
107 108 107 107 18.9m 16.4m 14.2m 12.2m FY15 FY16 FY17 LTM Q3-18 Yell.com revenue Yell.com traffic (m) (£ in millions, unless otherwise specified)
4
22 …through the development of B2B and B2C mobile, commerce and social applications Merchant app
allows merchants to edit and manage Yell.com listing
48k
app users(1)
55%
using >1 a day(1)
Consumer app
allows consumers to search & engage with merchants and local SMEs
3
consumer uses App per month(1)
43k
unique app users per Month(1)
Chat added Booking & payment added
Keep your business up to date Read, respond, and get notified of new reviews Upload and manage your photos Search the largest UK business directory See detailed information about local businesses Share your experiences by leaving a review
ACCELERATED GROWTH OPPORTUNITIES & USAGE INITIATIVES
5
Yell accelerated growth opportunities… Enhance Yell.com – Search & find Enhance Yell.com – Booking, Chat & Payments New proposition – ‘One-stop-shop’ Localised recommendations using big data
1 2 3
(1) Yell internal data, December 2017.
107 108 107 107 66 76 86 89 172 183 193 197 FY15 FY16 FY17 LTM Dec '17 Yell.com Digital Marketing Services 15 47 59 62 (7) 26 34 42 FY15 FY16 FY17 LTM Dec '17 Digital EBITDA OCF
24
DIGITAL HISTORICAL FINANCIALS SNAPSHOT
Strong Digital EBITDA growth and cash flow generation Normalised Digital Revenue(1)
(£ in millions)
Source: Company information, Yell UK financial data, December 2017. Includes Yell Limited and SSL, unless otherwise specified. (1) Combined digital revenue of the Group less a one-off non-cash valuation adjustment to deferred digital revenue of £1.9m in LTM Dec ‘17. (2) Revenue less direct costs including costs related to delivery of digital marketing products and website development. (3) DMS includes DIY website (SSL); total digital includes Yell.com, DMS and DIY website (SSL). (4) Excludes £18m one off management incentive plan settlement. (5) Change in Working Capital excluded in OCF due to limitation regarding splitting out working capital for Digital vs. Print business. Cash flow presented is calculated as EBITDA – capex – pension payments – exceptional costs.
(£ in millions) 31% 59% 25% 56% 32% 68% Digital EBITDA margin (%) Cash Flow conversion (%) 8% (47%)
(5) (4)
Digital Contribution(2)
(£ in millions, unless specified, FYE 31 March) 79-81% 99% 52-55%
(3)
Yell.com DMS Total Broadly stable FY15 LTM Dec ‘17
(3)
12 13 13 15 30 27 26 28 32 30 28 26 92 76 66 64 165 146 133 132 FY15 FY16 FY17 LTM Dec '17 £3,000+ £1,000–£2,999 £500–£999 £0–£499 2.5% 2.5% 2.5% 2.5% Monthly churn £976 £1,167 £1,361 £1,454 FY15 FY16 FY17 LTM Dec '17 ARPA
DIGITAL KEY HISTORICAL PERFORMANCE DRIVERS
25
(1) Paying customers only. Digital customers are total digital advertisers with a live product at the period end, excluding SSL customers. (2) Excludes 40k low spending DIY website (SSL) customers. (3) Combined digital revenue of the UK Group less a one-off non-cash valuation adjustment to deferred digital revenue of £1.9m in LTM Dec ‘17.
Stable higher spend band customer base(1)
(thousands, unless specified)
Active customer management translates to higher revenue
165 146 133 132 172 183 193 197 FY15 FY16 FY17 LTM Dec '17 Digital customers (thousands) Normalised Digital Revenue
(£ in millions, unless specified)
Increasing revenues per customers and stable churn
(2) (2)
Comments
base from 165k as of Mar ’15 to 132k as of Dec ’17
increase (up by 49% in LTM Dec ’17 vs. FY15)
numbers
Source: Company information.
Customer churn by spend band £0 – 499 2.4% £500 – 999 2.6% £1,000 – 2,999 2.0% £3,000+ 1.4%
(3)
HISTORICAL CASH FLOW OVERVIEW (PRINT + DIGITAL)
26
(1) Conversion: defined as Operating Cash Flow / EBITDA. (2) Includes £18m one off management incentive plan settlement. Source: Company information.
(6) (10) (10) (12) (12) (7) (6) (20) (20) (9) (4) (4) (38) (25) (20) (36) FY15 FY16 FY17 LTM Dec '17 Pension Exceptional Costs Group Central costs
Pension and other costs
(£ in millions, unless specified, FYE 31 March)
Operating Cash Flow performance
38 60 58 27 18 FY15 FY16 FY17 LTM Dec '17 56% Conversion %(1) 68% 68% 52% 34%
Capex and Change in Working Capital
(4) (4) (9) (7) 7 2 1 (11) 3 (3) (8) (17) FY15 FY16 FY17 LTM Dec '17 Capex Change in Working Capital
(£ in millions, unless specified, FYE 31 March) (£ in millions, unless specified, FYE 31 March)
15 47 59 62 58 41 27 17 72 87 85 80 FY15 FY16 FY17 LTM Dec '17 Digital EBITDA Print EBITDA
EBITDA performance
(£ in millions, unless specified, FYE 31 March)
LTM Dec ’17 working capital impacted by customer move to monthly subscription contracts
(2)
£18m one off management incentive plan settlement Conversion % excluding the one-off management incentive 32% 31% 25% 8% % Digital margin % Digital EBITDA includes £22m annual cost reduction achieved in FY15-LTM Dec ’17
APPENDIX
DIGITAL EBITDA RECONCILIATION
28 DIGITAL EBITDA RECONCILIATION
(£ in millions, FYE 31-Mar) FY15 FY16 FY17 Nine months to 31 Dec '16 Nine months to 31 Dec '17 LTM Dec '17 Yell Limited Operating profit 27.8 68.5 73.0 47.1 44.9 70.8 Depreciation & amortisation 23.5 2.9 5.8 4.3 4.9 6.4 EBITDA 51.3 71.4 78.8 51.4 49.8 77.2 Restructuring costs 10.8 6.9 5.4 5.3 1.5 1.6 Non-cash valuation adjustments (8.0) (0.1) (4.2) – – (4.2) Preliminary Adjusted EBITDA 54.1 78.2 80.0 56.7 51.3 74.6 SSL Operating (loss) profit (3.7) 0.5 1.2 0.7 0.4 0.9 Depreciation & amortisation 0.7 0.0 0.0 0.0 0.0 0.0 EBITDA (3.0) 0.5 1.2 0.7 0.4 0.9 Restructuring costs 1.0 0.0 0.2 0.2 – – Non-cash valuation adjustments 0.4 (0.0) (0.4) 0.0 – (0.4) Preliminary Adjusted EBITDA (1.6) 0.5 1.0 0.9 0.4 0.5 Combined Preliminary Adjusted EBITDA 52.5 78.7 81.0 57.6 51.7 75.1 Group management costs and other 20.0 8.8 4.4 2.6 2.6 4.4 Combined Adjusted EBITDA 72.5 87.5 85.4 60.2 54.3 79.5 Remove print EBITDA (58.0) (40.9) (26.6) (16.7) (7.4) (17.3) Digital EBITDA 14.5 46.5 58.8 43.5 46.9 62.2
1 2 3 4 1 2 3 4
upon transfer charging principles. Share based payments and other small rounding adjustments have been included with the group management costs and described as other
relating to print and other non-digital products. The only costs that have been allocated to the printed directories on an apportioned basis are the costs of sales units that sell both digital and print products. These costs have been allocated to print products on the basis of (1) the number of print customers compared to the number of digital customers served by the sales units in a given period and (2) the number of contacts that the sales units make with print versus digital customers in a given period. Certain of the costs allocated to print products will remain in the business going forward to support further growth