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Danske Markets

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Title: PowerPoint Presentation Author: Mia Kaad Last modified by: LS Created Date: 6/11/2002 12:46:11 PM Document presentation format: Sk rmshow Company – PowerPoint PPT presentation

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Title: Danske Markets


1
Danske Markets Small/MidCap Seminar December
2008
2
Agenda
  • Introduction to BoConcept
  • BoConcept's franchise model
  • Latest financial development 1H 2008/09
  • Targets, strategy and short term actions
  • QAs

ContactHans Barslund, EVP CFOE-mail
hb_at_boconcept.com
3
INTRODUCTION TO BOCONCEPT
TO MAKE BOCONCEPTNO. 1 BRANDWITHIN URBAN
INTERIORS
OUR VISIONwhat we want to achieve

4
BoConcept anno 2008
  • International retail-oriented concept holder
    within furniture and lifestyle products for
    private homes
  • Focuses on development, support and supply to
    global franchise based retail chain, BoConcept,
    which operates in 47 countries
  • 239 BoConcept Brand Stores
  • Most important sales channel
  • 400-800 sqm individual operated franchise stores
    on high-traffic locations
  • BoConcept products exclusively
  • 114 BoConcept Studios
  • 100-400 sqm shop-in-shops
  • BoConcept's products supplements other brands
  • BoConcept core competencies
  • Design and branding
  • 'Best practice' in store management
  • Supply Chain Management and sourcing
  • Production of board furniture

5
BoConcept's market position
  • BoConcept's concept is truly global
  • BoConcept's products are the most commercial and
    coordinated on the market in terms of design
  • Collection divided into three product lines
    positioned in high end of mid market to reduce
    exposure to price competition
  • BoConcept's primary target group consists of
    brand-oriented trend spotters who are too smart
    to excessive prices for designer furniture

6
Solid financial development
7
Diversified shareholder base
  • 240.000 A-shares / 2.383.745 B-shares
  • 1300 registered shareholders
  • Free float approx. 75
  • Listed on OMX Copenhagen since 1984 member of
    SmallCap
  • Employee shareholder program in November 2007
  • Incentive programme (warrants) for senior
    management launched in 2007/08

8
BOCONCEPT'S FRANCHISE MODEL
OUR MISSIONwhat we do to achieve our vision
THROUGH PASSIONATE AND PERSISTENT PERFORMANCE WE
MAKE CUSTOMISED AND COORDINATED DESIGN FURNITURE
AND ACCESSORIES AFFORDABLE TO THE URBAN-MINDED
SHOPPER

9
Award winning franchise model
  • BoConcept's franchise model is based on a proven
    concept which has been in place since 1999
  • Strong focus on growth in number of Brand Stores
    since 2004
  • Today, 145 franchisees run 239 Brand Stores an
    increasing number of franchisees are opening
    Brand Store no. 2 and 3
  • Average turnover in Brand Stores is EUR 1.5m p.a.
    (significant spread)
  • BoConcept offers franchisees massive support to
    increase same store sales by optimising
    performance

10
Deliverables from BoConcept to franchisee
  • Coordinated product and accessories program with
    centralized warehouse handling offering millions
    of product combinations to customers
  • Centralized branding and marketing platform
  • Catalogue and web-site (decoration and trend
    inspiration)
  • Store design and planning
  • Events and campaigns
  • Ads and newsletters
  • PR and communication platform
  • Yearly retail conference (BiC) with introduction
    of new product range, new concepts, marketing
    activities, workshops etc.
  • Continued training and education of sales staff
    via BoConcept University
  • Full IT platform
  • Dedicated local Retail Operation Manager (ROM) to
    ensure ongoing optimal operational performance
    (store report, budgeting, action plans, best
    practice sharing)

11
Pipeline to developing a BC Franchisee
Phase 1
Phase 2
Phase 3
Making thecontact
Exchange ofinformation
Execution ofcontract
  • Preparation of business plan
  • Selection of location and preparation of project
    plan
  • Budgets approved
  • Lease signed, agreement signed and entrance fee
    paid
  • Completion of opening check list
  • Opening
  • Confidentiality agreement
  • Structured interview, presentation of BoConcept
    and personality test of franchisee
  • Intent to proceed fee is paid
  • Local Master/BC HQ and potential franchisee
    decideGo/No-Go
  • Potential franchisee fills out an application
    form on www.boconcept.com
  • Application evaluated by BC HQ
  • Local Master or ROM meet with potential
    franchisee for a further talk

Few weeks to months
Few weeks to months
16 weeks
12
Main terms and investments
  • Franchise agreement 5 years, renewable for
    further 5
  • Franchise entrance fee EUR 25,000 (ex. VAT)
  • Intent to proceed deposit EUR 2,500 with letter
    of intent
  • Investment store build up EUR 350,000-600,000
  • Marketing spending At least 5 of gross turnover
  • Delivery terms Ex works
  • Payment terms 30 days (with guarantee on
    opening order)
  • Axapta, entrance and license fee at cost
  • Catalogues and other marketing at cost

13
Attractive business model for franchisees
  • BoConcept Brand Stores
  • Total sales
  • Contribution margin
  • Contribution ratio
  • Personnel and marketing variable
  • Tenancy lease and other overheads
  • Result before tax
  • EBT
  • Total sales
  • Balance sheet
  • Rate of turnover
  • Return on net assets

Normal store 100.0 44.6 44.6 15.0 26.3 3.3 26
.3 7,500 2,500 3.0 9.9
10 110.0 49.1 44.6 16.5 26.3 6.3 5.7 8,25
0 2,600 3.2 18.1
20 120.0 53.5 44.6 18.0 26.3 9.2 7.7 9,00
0 2,704 3.3 25.6
30 130.0 58.0 44.6 19.5 26.3 12.2 9.4 9,7
50 2,812 3.5 32.5
  • Growth driven earnings
  • High turnover rate
  • Fast track to positive cash flows

14
Creating a unique franchise offering
Advantages for BoConcept
Advantages for franchisee
  • Full control with concept and product offering
  • Economies of scale by utilising core competences
    within sourcing and supply chain management
  • Franchisee carries risk on store lease
  • Franchisee to finance the investment in store
    build up and showroom
  • Franchisee as employer of sales staff
  • Franchisee as primary stakeholder in value
    creation
  • Proven and certified franchise concept
  • Local supporting market organisation
  • Brand and traffic-generating marketing kit
  • A full product collection offering coordinated
    and affordable design
  • No inventory (handled centrally by BoConcept)
  • Positive cash flow from day one normal credit
    from BoConcept A/S and prepayments from customer
  • Access to BoConcept University department
    creating the educational platform for sales staff

15
LATEST FINANCIAL DEVELOPMENT1H 2008/09
RESPECT always show you careTHINK SMARTER
always look for the better solutionPLAY THE TEAM
always use your freedom responsiblyLOVE CITY
LIVE always know whats going on
OUR CORE VALUEShow we always act

16
Same-store-sales influenced by unfavourable
development in global economic climate
  • Revenue at DKK 562.8m - down 5 YoY
  • Most importantly due to phasing out of product
    customers and Studios
  • Revenue generated by Brand Stores at par with
    last year (all Stores)
  • Same-store-sales reduced by 10 (YoY)
  • Revenue heavily impacted by negative global
    macro-economic development with declining growth
    rates, consumer confidence and purchasing power
  • Markets in Spain, US , UK and Denmark hit the
    hardest
  • The launch of the new range and increased
    marketing initiatives have not been able to
    off-set the negative market conditions
  • Traffic to Brand Stores reduced considerably
    which has led to a slow down in order-intake in
    2Q 2008/09

17
Brand Stores' pipeline intact
  • Brand Stores as the primary sales channel
  • Generated 90 of revenues in 1H 2008/09
  • Net-addition of 15 Brand Stores in 1H 2008/09
  • New openings in main markets in France, US,
    Japan, Denmark and China
  • Considerable interest from both new and existing
    franchisees to open new Brand Stores
  • New additions will primarily occur in existing
    markets, but also in new growth markets as Mexico
    and Singapore

18
Gross margin increases, EBIT-margin is down
  • Gross margin up to 40 from 39 (YoY)
  • Intensified focus on making basic costs variable
  • Increased use of sourcing and adapting costs to
    activity level has reduced number of employees
  • EBIT-margin down from 8.3 to 6.1 (YoY)
  • Revenue decline influences EBIT-margin
  • Increased provisions for losses on receivables
    reduces EBIT by DKK 6m compared to last year
  • EBIT-margin for 2Q 2008/09 at 6.3

19
Pre-tax profit below expectations
  • Net losses on financial items of DKK 9.2m
    mainly attributable to unrealised losses on
    forward contracts on JPY (DKK 11.2m)
  • Pre-tax profit at DKK 21.9m for 1H 2008/09
    compared to DKK 42.1m last year
  • Profit after tax at DKK 15.8m for 1H 2008/09
    compared to DKK 29.6m last year

20
Increased receivables affects cash flow
  • Total balance sheet at DKK 594.1m after 1H
    2008/09 (DKK 30.1m up from last year)
  • Receivables up due to increase in number of
    credit days
  • Acquisition of two Brand Stores (DK and S), one
    sold (UK)
  • Fewer investments in no-current assets than
    budgeted
  • Equity at DKK 196.6m equity ratio of 33.1
  • Negative cash flow of DKK 42.5m as a consequence
    of increased working capital and reduced earnings

Cash flow before instalments on non-current
debt items
21
TARGETS, STRATEGY AND SHORT TERM ACTIONS- FOCUS
AND DIRECTION REMAINS
CUSTOMISEDURBAN DESIGN
OUR BRAND SOULthe most singular way to describe
our brand

22
Growth strategy...
  • Focus in all parts of the company is on
    maximizing positive customer experience
  • Increased focus on brand building
  • Improve customer satisfaction
  • Develop new ROM tools to improve Brand Store
    profitability
  • Optimise IT platform
  • Focus on career and educational opportunities via
    BoConcept University
  • Organic growth to be realized via (prioritised)
  • Same-store-sale
  • New stores by existing franchises
  • New stores in existing markets by new franchisees
  • New markets
  • Attractive opportunities which will also increase
    market dispersal and hence minimize cyclical
    sensitivity
  • Maximum three new markets a year2008
    Switzerland, Italy and Egypt2009 India, Mexico
    and Singapore/Malaysia

23
...that focuses on further improving
profitability to be continued...
  • Economy of scale in additional sales to grow
    EBIT-margin
  • Strong focus on SCM and production optimisation
    as value driving vehicles
  • Increased sourcing and improved productivity to
    maintain gross margin
  • Own production of board furniture all other
    production is sourced, primarily from Eastern
    Europe and China
  • Introduction of Best Practise tools to make
    supply chain costs flexible and dependable on
    demand
  • Future capacity expansion by increasing
    outsourcing of inventories and distribution
    planned
  • Limited investments in non-current assets as
    growth is not capital intensive

24
...but current market conditions are demanding
  • Situation
  • Decreasing global growth and consumer confidence
    reduces traffic to Brand Stores and adds pressure
    on order-intake and same-store-sales
  • Positive reception of new collection has not been
    able to off-set the negative impact from the
    recent macro-economic development
  • Absence of additional sales limits EBIT-margins
    as Economy of Scale is not achieved
  • Actions from BoConcept
  • Focussed effort to increase same-store-sales
  • Tactical marketing to increase traffic to Brand
    Stores
  • Local activities (low cost)
  • Market aligned 2009/10
  • Interior decoration set-up to be rolled out by
    Feb. 2009
  • Working pipeline to increase net-additions of
    Brand Stores on all markets
  • Intensify efforts to make production costs
    variable
  • Increase sourcing
  • Adjust own-production
  • General cost cuts
  • 90-100 in head count reductions since beginning
    of financial year

25
Own-production consolidation
  • BoConcept will close its board furniture factory
    in Herning and concentrate production on Ølgod
    facility
  • Will ensure future cost-efficient operation
  • Focus on utilising capacity and introduce a more
    technology advanced production process
  • Administrative functions remains in Herning
  • The concentration of production in Ølgod will
    happen gradually and be fully in effect by Feb.
    2009
  • Closing down production in Herning is expected to
    bring about annual savings of min. DKK 10m p.a.
    from 2009/10
  • In 2008/09 restructuring costs incidental to the
    shutdown are expected to amount to DKK 10m

26
Downgraded forecast for 2008/09
  • Visibility very low, but no signs of change in
    the current market conditions - Global recession
    and financial instability expect to remain for
    the rest of 2008/09
  • Same-store-sales not expected to improve in 2H
    2008/09, and the effect of new openings in
    2007/08 and 2008/09 will not be enough to off-set
    decline in same-store-sales

FY2007/08 DKK 1,141m 0 70 6.9 DKK 67.7m DKK
42.8m 14.5 DKK 49.5m 4.3 36.6 224 units
Revenue Same-store-sales Sourcing EBIT-margin Pro
fit before tax CAPEX ROCE Cash flow Cash
flow/rev. Equity ratio Brand Store
FY2008/09(E) -2 to -5 -8 70 5.5-6.0 DKK
40-50m DKK 30-35m Slightly neg. 3.0 30-40 259-
264 units
FY2011/12(E) DKK 2bn gt5 gt75 12.0 gt30 - 6.0
30-40 400 units
Including restructuring costs of DKK 10m
Cash flow before instalments on non-current debt
items
27
In summary
  • BoConcept's design and concept is perfectly
    aligned with global mega-trend market position
    in high end of mid-market continues to expand
  • BoConcept's business model, concept and core
    competencies showed their strength
  • Attractive franchise model enables strong future
    growth in number of Brand Stores
  • Momentum and profitability to be secured and
    grown via an increased number of sales units,
    adjusted marketing and product mix as well as
    continued focus on sourcing and improved
    productivity in own-production
  • 2008/09 will be a challenging year influenced by
    macro economic set-back on main markets in USA
    and Western Europe (ex. France)
  • Strong focus on marketing efforts and customer
    experience to increase traffic to shops, and on
    growing net-additions to Brand Stores base
  • Further develop production efficiency to maintain
    gross margins
  • Strategy and targets of the long term growth plan
    maintained
  • Road to steep and profitable non-capital
    intensive growth paved

28
QAFOR FURTHER INFOMATION VISIT OUR
WEBSITEwww.boconcept.dk
29
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