2011 full year results presentation apr 11
TRANSCRIPT
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Contents
• Key Points
• Financial Outcomes
• KFC
• Pizza Hut
• Starbucks Coffee
• Christchurch Earthquake
• Strategic Imperatives
• Outlook
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Key Points
• Group Net Profit after Tax (excluding non‐trading items) of $25.1 million, up 26%.
• Total Group Revenue of $324.9 million, up 2.1%; same store sales up 2.4%.
• KFC store transformation and new store openings continue to drive group sales and profit growth.
• Pizza Hut sell‐down programme underway.
• Strong cash flows result in a reduction in group debt to a record low of $12.2 million.
• Final fully imputed dividend of 10.0 cents per share, making a full year dividend of 17.0 cents, up 4.5 cents or 36% on prior year.
• Outlook constrained by tough trading conditions with a slowing of the KFC store transformation programme.
• Annual Shareholders Meeting to be held in Christchurch.
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Financial Outcomes
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Consolidated NPAT of $25.1m, up 25.8% on prior year
($m) FY 2009 FY 2010 FY 2011
Revenue 309.6 318.3 324.9
Gross Margin 52.7 63.2 68.2
Distribution (4.2) (3.8) (3.4)Marketing (17.4) (16.7) (15.2)G&A (10.6) (12.9) (12.7)
EBIT 20.5 29.8 36.8
Non-trading (5.0) (0.6) (2.0)
Interest (3.9) (1.4) (1.2)
NPBT 11.6 27.8 33.5
Other - - 0.3
Tax (3.3) (8.2) (9.5)
NPAT 8.3 19.5 24.3
NPAT (excl non-trading) 11.7 19.9 25.1
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Whilst sales growth continued, there was some significant slowing in 2H
Sales $m FY 2010 FY 2011 Total Sales Same Store Sales$ Δ % Δ % Δ
KFC 223.2 235.8 12.6 5.6 4.4
Pizza Hut 64.2 59.3 (4.9) (7.6) (3.8)
Starbucks Coffee 30.5 29.3 (1.2) (3.8) 0.8
TOTAL 317.8 324.4 6.6 2.1 2.4
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Solid margin expansion continued across all three brands
EBITDA $m FY 2009 FY 2010 FY 2011 $ Δ % ΔFY 2011 FY 2011
KFC 38.0 46.3 52.1 5.8 12.7%
Pizza Hut 2.8 5.4 5.6 0.2 4.3%
Starbucks Coffee 2.9 3.2 4.1 0.9 27.3%
TOTAL 43.7 54.9 61.8 6.9 12.7%
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EBITDA margins continued to improve but softened in 2H
EBITDA before G&A % SalesFY 2009 FY 2010 FY 2011
KFC 18.0 20.7 22.1
Pizza Hut 4.3 8.4 9.5
Starbucks Coffee 8.8 10.6 14.0
14.1 17.3 19.1
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Operating cash flows reach new highs but higher capex and increased dividend slowed
rate of debt reduction
4 2 .5
3 4 .3
17 .71 2 .2
-
5 .0
1 0 .0
1 5 .0
2 0 .0
2 5 .0
3 0 .0
3 5 .0
4 0 .0
4 5 .0
F Y 2 0 0 8 F Y 2 0 09 F Y 2 0 1 0 F Y 2 01 1
$ m T e r m D e b t (Y e a r E n d )
Cashflow $m FY 2009 FY 2010 FY 2011
Operating Cashflow 23.3 38.7 40.6
Investing Cashflow (8.1) (13.2) (20.4)
Free Cashflow 15.2 25.5 20.2
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Westpac facility was renewed in October 2010 with competitive margins because of stronger
financial ratios
Bank Facility ($m) FY 2009 FY 2010 FY 2011
Westpac $55m $45m $35m
Interest Cover 5.2x 20.2x 30.6x
Net Debt: EBIT 1.7:1 0.6:1 0.3:1
Gearing (D:D+E) 48% 27% 17%
Average Interest Rate 8.3% 4.3% 4.8%
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Dividend continues to increase commensurate with improved profitability and required
reinvestment
FY 2009 FY 2010 FY 2011 % Δcents cents cents FY 2011
NPAT excl non-trading cps 12.1 20.5 25.6 26%
Total Dividend dps 7.0 12.5 17.0 * 36%
Fully imputed at 30%
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Non‐trading items up on prior year because of impact of earthquake and Pizza Hut store sales
Non-trading $m FY 2010 FY 2011
Pizza Hut store sales net proceeds - (1.1)
Pizza Hut store sales fixed asset disposals - 1.1
Transformation w/offs 0.4 0.4
Pizza Hut goodwill disposals - 1.0
Store closures/relocations 0.6 0.8
Impairment Charges 0.4 0.9
Other (0.8) 0.1
Insurance Proceeds - (1.1)
Release of Pizza Hut Victoria closure provision - (0.3)
TOTAL 0.6 1.8
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+12.7%$52.1mEBITDA
+5.6%$235.8mSales
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KFC continues to deliver on planned strategies
Completed P1 2011Roll out new Micros computer system
Some (temporary) gaps in Yum! NPD pipeline. Back on track 2011 with grilled launch
Continue with Yum! new product development and marketing programmes
Three new Regional Managers provide depth assisted by two Business Development Managers
Increase field support and improve customer experience with more field based training
Four new stores built Aggressively pursue new site opportunities as they become available in the current economic environment (2‐3 stores)
Nine stores transformedContinue store transformation programme (10+ stores)
EBITDA margins up from 20.7% to 22.1% with reduced wastage and cash loss
Maintain margins through greater store efficiencies
OutcomeMarkStrategy
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KFC Papamoa – one of 4 new stores
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The KFC momentum continues with another record year
FY 2007 FY 2008 FY 2009* FY 2010 FY 2011
Sales ($m) 182.7 199.1 211.5 223.2 235.8
SSS % 7.1% 7.7% 4.1% 9.2% 4.4%
Transformed Stores 12 9 4 7 9
Transformation 14.6 11.2 4.6 11.9 14.9Capex ($m)
EBITDA ($m) 31.2 35.9 38.0 46.3 52.1
EBITDA % Sales 17.1% 18.0% 18.0% 20.7% 22.1%
* 53 week year
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With nine transformations and four new stores, FY2011 was a big year for facility development
bringing nearly 61% of the network to new standard
89 stores
52% of network
39% of network
9% of network
46 transformed
34 legacy
8 new
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KFC Manurewa – one of 9 transformations
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Generally transformed stores continue to perform well after transformation complete
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
Pre Transformation 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11$-
$100
$200
$300
$400
$500
$600
$700
$800
$900
$1,000
Sales EBITDA
Sales $000's pa
EBITDA $000's paKFC Frankton Sales (LHS) & EBITDA (RHS)
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KFC strategies for the new year
• Pull back on transformation capex until economic situation resolves (4‐5 transformations)
• Seek new site opportunities and land bank where necessary
• Consolidate operations after a big year of new store builds and transformations
• Bring SSS growth back to positive by 2H with major NPD initiatives
• Maintain EBITDA margin >20% despite cost increases with benefits of new Micros POS system, CCTV, XBR
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+4.3%$5.6mEBITDA
‐7.6%$59.3mSales
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Sales growth still reliant on new product releases and coupon activity in a competitive
market
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Pizza Hut margin growth continues despite lower sales
FY 2007 FY 2008 FY 2009* FY 2010 FY 2011
Sales ($m) 79.7 71.4 64.6 64.2 59.3
SSS % (11.8)% (7.0)% (6.5)% 3.9% (3.8)%
EBITDA ($m) 5.1 4.4 2.8 5.4 5.6
EBITDA % Sales 6.4% 6.2% 4.3% 8.4% 9.5%
* 53 week year
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Pizza Hut strategies largely on target for 2011
Five regional delcos soldProgress sell off of smaller and regional stores
Four red roofs closed and one delcoContinued store rationalisation (2‐3 red roofs)
Margins improved through product re‐engineering and controls from 8.4% to 9.5%
Increase margin through sales leverage, product re‐engineering and continued operational controls
Lost SSS momentum in 2H with (3.8)% for the year
Continue same store sales growth through continued strong customer service standards and product innovation
OutcomeMarkStrategy
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Pizza Hut margin improvements continue but more to be done
• Closure of loss makers – 4 red roofs and one delcoclosed
• Sale of 5 regional stores• Loss prevention activity – Full time Loss Prevention Officer, refinement of audit practice, CCTV
• Tight labour management – Effective scheduling, enhanced above store reporting
• Menu re‐engineering – Trial varying pizza sizes, bundling strategies, alternative ingredient sourcing
• Operational efficiencies – Micros refinements, significant reduction in call centre costs
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Pizza Hut franchise sales programme now well under way
• Full time manager appointed
• Sales process “template” now established (Yum!; banks; landlords)
• No fire sales
• Focus on regional stores
• First five sales complete, with 4‐5 more expected in 1H2012
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Pizza Hut strategies for the new year
• Return sales to positive same store growth
• Complete facility rationalisation (red roofs, unprofitable delcos)
• Continue programme of regional store sales to franchisees (8‐10 stores)
• Continue EBITDA margin build (>10% of sales with continued operational enhancements and loss prevention activity
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+27.3%$4.1mEBITDA
‐3.8%$29.3mSales
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Starbucks Coffee continues to be an increasingly profitable business
FY 2007 FY 2008 FY 2009* FY 2010 FY 2011
Sales ($m) 31.3 33.0 33.0 30.5 29.3
SSS % 3.2% 4.0% 3.6% (2.9)% 0.8%
EBITDA ($m) 3.6 3.9 2.9 3.2 4.1
EBITDA % Sales 11.7% 11.7% 8.9% 10.6% 14.0%
* 53 week year
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Starbucks Coffee strategies are working
Four unprofitable stores closed this yearSome lease end closures of loss‐making stores (3‐4 stores)
No new sites this year but some opportunities identified for 2012
Limited store development (where opportunities arise) (1‐2 stores)
EBITDA margin a very respectable 14%Continue margin improvement through more local sourcing, effective price increases and tighter labour and food cost controls
SSS move to +0.8% for the year (1.2% Q4)Return same store sales to positive territory
OutcomeMarkStrategy
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Starbucks Coffee strategies for the new year
• Maintain positive same store sales growth through consistent customer experience and new food programme
• Hold EBITDA margins at 12‐14% through improved operations and better sourcing
• Recommence store development (1‐2 new stores)
• Complete refurbishment on a further 2‐3 stores
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Christchurch Earthquake
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‐ No staff killed or injured
‐ 19 stores closed (seven KFC, eight Pizza Hut and four Starbucks)
‐ All now reopened except: KFC CBD *
Pizza Hut Shirley
Starbucks Coffee: Cashel Mall *
Cathedral Square
Colombo St (Forbar building) ** Unlikely to reopen
‐ Lost sales = $600k/week
‐ Full Material Damage and Business Interruption cover in place
(fully paid out following the September quake)
‐ Christchurch store sales steadily rebuilding to pre‐quake levels
‐ Other South Island locations seeing strong growth
The Christchurch earthquake caused considerable disruption to operations in that city
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Strategic Imperatives
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Key management objectives over the next 2‐3 years are:
• Achieve consistent same store sales growth across all three brands
• Maintain KFC transformation momentum (4‐8 stores a year) commensurate with economic constraints and operational capabilities
• Exploit KFC new store opportunities (especially in current economic environment)
• Hold (and build on) sustainable brand EBITDA margins with continued focus on operational controls
• Actively pursue Pizza Hut franchisee sales programme• Recommence further Starbucks store development initiatives• Investigate (and possibly pilot) one new brand opportunity
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Outlook
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Despite a solid year, the company remains cautious about its 2012 outcomes
• Economic uncertainty remains (GFC “hangover”)• Impact of GST change is still working through to consumer
spending habits• Impact of petrol price increases is impacting discretionary
spend• Some price pressures building on input costs• The 2H of FY2011 saw a tapering of sales growth, especially
KFC – this will continue into 1H2012