Earnings Call: Q1 2018

Aug 22, 2017

Good day, and welcome to the Q2 Report twenty seventeen Conference Call. Today's conference is being recorded. At this time, I would like to turn the conference over to Anders Gold. Please go ahead, sir. Thank you. Good morning, everyone, and welcome to our presentation covering the '18 financial year. I am Anders Gold Sanderson, and today, I have with me the Chairman of the Board, Lars Bergson, in addition to our new Head of IR and Strategy initiative, Doctor. Mac Kintock. Before we move to our presentation of the results for the quarter, I'd like to hand over to Lars Orelaxen for a comment on the appointment of the new CEO, which we made earlier today. After Lars' remarks, I will take you through the presentation of our Q1 numbers. We will then end with our usual Q and A session, where you today will also have the opportunity to direct questions to the Chairman of the Board. Thank you very much, Anders. Today, we have announced that the Board of Directors of Matas has appointed Praetas Wilwildsborg as new CEO from 11/01/2017. Graders will succeed Teri List, who will leave Matas at the October after serving as CEO for more than seventeen years. Teri has led Matas under three different ownership structures. From the start, Thay helped professionalize Matas as it was then a voluntary chain with many owners. Later, he played a vital role in the transformation of Matas into a capital chain under private legacy ownership. And finally, he has led Matas through an IPO in 2013 and through four years as a publicly traded company. Dan has been instrumental in positioning Matas as a leading beauty in health retail chain on the Danish market. He leaves a strong Matas which holds the largest loyalty scheme among Danish customers, strong financial key figures, motivated and dedicated employees and a strong and visible value proposition for the customers. I would like to take this opportunity to thank Terje for his seventeen years of deeply dedicated service to Matas. The Board of Directors has found that the time has come for a new perspective on Matas and on how to take the company to the next level. With the appointment of Kaikas Wilsborg as new CEO, Matas will get a leader who is an experienced retailer with extensive experience in the digital universe, including e commerce, customer clubs and loyalty programs. In addition, Reikers has a strong management background, most recently as Group Executive Vice President at COR Denmark, where since 2015, he has been in charge of KORP's forward supermarket change with a total turnover of more than DKK30 billion and 30,000 employees. On behalf of the Board, I would like to take this opportunity to reiterate that our 2020 strategy, the ultimate difference remains intact. This strategy remains it revolves around two main elements: customer focus and digitalization with the aim to proactively meet customers' needs and provide the best shopping experience across sales and communication channels. One of our leaders are confident that CAGRs is a perfect match to ensure a strong and efficient implementation of the 2020 strategy and that he will be able to take Matas to the next level. Those were my words regarding the management changes. Anders, would you please take us through the numbers? Thank you, Lars. Let me begin by giving you some headlines on the financials, the business development and other topics we intend to cover today. Please turn to Slide number three. The Q1 numbers were relatively weak from a top line perspective with a drop in underlying sales of 2.9%, primarily due to the loss of three trading days in the quarter in addition to weak sales of seasonal products and the general reduction in customer traffic. Gross margin was 1.1 percentage points lower than in the same quarter of last year. Total cost declined EUR 5,900,000.0 in the quarter, but rose as a percentage of sales due to the fall in revenue. Please turn to Slide number four. I will talk more about strategy later in the presentation, but let me briefly give you a status on a couple of our strategic initiatives. We continued our remodeling program for the top stores and opened two fully refurbished stores in the first quarter, one in Guillaume and one in Colli. There are openings planned in the coming quarters, not least our new flagship store in Boro or Zinchen, which will open at the September. We continue to develop and expand our loyaltyscheme.net, which now have more than 1,700,000 members. One example is our newest collaboration with travel agent Apollo, where we offered customers the option of doing their tax free shopping at Matas before going abroad. As to the store network, we took over two of the remaining associated stores and are on course to acquire another couple of smaller stores in the coming quarters. When these stores have been acquired, the group of remaining associated stores is reduced to a total of six stores, five of which will leave Matas at latest by the January 2018. At that time, the only associated store remaining will be the store agreement, which does not participate in our marketing and in Club Matas, but only purchases its product from us and thus can be handled with them. Now please turn to Slide five. As mentioned, the first quarter of the financial year twenty seventeen-twenty eighteen was weak from a top line perspective. The lower sales reduced gross profit to EUR $379,000,000 in Q1 compared to EUR $4.00 1,000,000 in Q1 of last year as our gross margin was 1.1 percentage points lower this year. Our EBITA margin fell to 14.5%, which is 1.6 percentage points lower than the same quarter last year, but stood at 16.1%. EBITA for the quarter was DKK119 million, while adjusted net profit came in at DKK89 million. Cash flow from operating activities was DKK69 million in the quarter, a drop of DKK8 million compared to Q1 of last year. Please turn to Slide number six. As already mentioned, underlying sales were 2.9% lower in Q1 and total sales were 3.2% lower. Behind this drop is a number of moving parts. On the positive side, we saw an increase in the average basket size in the quarter, while the number of transactions were down. Sales in the quarter were negatively affected by Easter, which fell in April, and net the loss of three trading days. When we look at our segments, sales in our Beauty segment showed growth in Q1, with especially high end Beauty growing 6%. High end beauty sales were supported by a trend towards moving upmarket for some customers, particularly within skincare, but also by the strong performance of some of the new brands we have introduced, in particular MAC. This was negatively mirrored by a fall in the sale of mass market beauty products, where sales were also affected by the higher number of competing stores when compared to Q1 of last year. You may recall, one of our competitors went through a very rapid buildup of new stores in the 2016. The Vital business, which focuses on dietary supplements, did not put in a stronger performance with sales declining 3.9%. This result was in part caused by the loss of trading days, but also by somewhat less effective campaign offers in that area. In the material business, Q1 sales fell 11% due to increased competition and disappointing sales of some seasonal product. Now please turn to Slide number seven. The gross margin fell from 47.3% in Q1 of last year to 46.1% in the first quarter of this year. The drop in sales resulted in a DKK 22,000,000 fall in gross profit to DKK $379,000,000. Our gross margin may fluctuate from quarter to quarter depending on the competitive situation, on the exact timing and effect of products and campaign and on several other factors such as swings in the sale of seasonal products. This quarter we saw an increase in competitive pressure in both more as well as sharper campaign offers. The result was an increase in the proportion of sales on campaign and a lower gross margin. Generally, we consider ourselves mostly with the last twelve months trailing gross margin. And here, we've seen only a very marginal decline from 46.5% at the end of the last financial year to 46.3% at the end of Q1, confirming what we believe is an overall stability of our gross margin. With that, please turn to Slide eight. Our EBITDA margin of 14.5% was, as mentioned, down by 1.6% compared to the same quarter last year. EBITDA for the first quarter was €190,000,000 down from €137,000,000 in the first quarter of last year. The drop in EBITDA margin was primarily caused by the reduction in gross margin, but staff cost also rose as a percentage of sales in Q1 compared to the same quarter last year. Staff cost increased marginally from 173,000,000 DKK year on year, or to 21% of sales in the first quarter of this year, up from 20.2% of sales in the same quarter last year. The increase was mainly driven by higher staff costs at the headquarter as a result of the investment in staff in connection with the implementation of our new strategy. The drop in EBITDA margin was mitigated by a fall in other external costs, primarily lower marketing costs as Q1 last year was characterized by extraordinarily high marketing costs in connection with the introduction of our Stripes add on to Club Matson. Now please turn to Slide number nine. Our net financial costs fell by DKK4.5 million to DKK5 million in the first quarter from DKK9.5 million in the same quarter last year. This does not include the mark to market or the interest rate swap we have in place. The effective tax rate was 22% in the quarter and unchanged from the same quarter last year. The profit for the period was EUR74 million compared to EUR85 million in Q1 of last year. Adjusted profit after tax for the quarter was EUR89 million, down EUR10 million from the first quarter of last year. Now please turn to Slide number 10. Inventories increased by $62,000,000 in the quarter due to normal seasonal inventory buildup before the summer season. Inventories stood at 22 of last twelve month sales at the end of the quarter. Now please turn to Slide 11. In the first quarter, we saw a cash outflow of $60,000,000 driven by changes in working capital. The outflow was marginally lower than the $67,000,000 we saw in the first quarter of last year as the improvement from a smaller build out of inventories was counterbalanced by less growth in freight payable. With that, please turn to Slide number 12. Cash flow from operating activities in the first quarter stood at 69,000,000, down from DKK seventy seven million in the first quarter of last year. With lower overall CapEx in the quarter, free cash flow rose to DKK 33,000,000 from DKK 26,000,000 in the same quarter last year. Cash flow from financing activities were much higher than in the same quarter last year due to the timing of the financing of part of the dividend payment, which was paid out just after the end of the quarter. Now please go to Slide number 13. Gross debt stood at DKK 1,700,000.0 at the end as of June 30 this year, thus within our target range with a gross debt of DKK 1,600,000,000.0 to DKK 1,800,000,000.0. Net interest bearing debt stood at 2.45 times last twelve month EBITDA compared to 2.2 times at the June. There is no change to our capital structure and we still intend to pay out at least 60% of adjusted net profit as a dividend to our shareholders and to distribute excess cash through share buyback. I know that some of you may have questions about the size and timing of the new buyback share buyback program. But given that there is no Board decision yet on this issue, unfortunately, we cannot communicate more specific data at this time. Now let's have a look at our strategic priorities and what we specifically are working on at the moment. Please turn to Slide 14. Let me start by repeating what was already mentioned, I. That the management changes announced by the Board of Directors earlier today has no implications in our strategic direction. We continue to pursue customer centricity and digitalization by working on our five selected focus areas shown on this slide. On the following slide, I will elaborate a little bit further on our strategic focus areas. Now please turn to Slide 15. As I'm sure you are aware of, meeting the customer is a key part of our customer centricity effort. The interaction between our customers and our store employees is the single most important element in the way Matas operates. It is imperative that our customers feel welcomed in our stores and are offered friendly, informed services. This is exactly why we, during the last five quarters, have focused on further improving the customer meeting in a number of ways, including a strengthened sales organization, a new head of sales, increased staff training focused on service and sales performance and industry shopping program. Our category management project is still fairly new, but it is already showing a lot of potential in helping us become even more relevant for our customers. Changes already implemented include an increased focus on the vital area and the introduction of top of the town makeup brands like for instance Nyx. During the 2017, we introduced a new private brand with spa and skincare products and we relaunched the stripes in connection with the celebration of their fiftieth year birthday. Now please turn to Slide 16. We continue our hard work to ensure that Matas offers a truly world class store experience while striking the right balance between being new and modern and at the same time remaining recognizable for our many loyal customers. During the last five quarters, we have welcomed customers into 11 brand new or completely refurbished stores. With each store opening, we continue to improve the look and feel of the store and to leverage our experiences from previous store openings. Our next store opening is planned by the September in Aurora. With its almost seven fifty square meters, it will be even larger than our store in Senegal, which was our first store to include a shop in shop pharmacy. The shop in Aurora will include three shop in shops, a Mac, a Knicks and a Style Bar. In addition to our refurbishment, we've carried out minor updates and facelifts across the store portfolio, reaching a total of more than 100 stores during the last five quarters. Now please turn to Slide 17. Staying relevant to our customers also means staying competitive on pricing in a market with intensified price competition, and in particular, making sure that we communicate our price position effectively. By using our concepts et tu with the meaning always low prices and for tu with the meaning because price also matters, we have increased the emphasis on our ability to remain relevant to the price sensitive customer business. On that note, I would like to remind you that we expect the headwinds from Namedics store openings to persist until the end of this calendar year. We note, however, that stabilization is likely to set in through the middle of our Q3 and onwards, as Nomex has only opened six stores since November 2016 with, as far as we know, another two store openings planned during the autumn. Now please turn to Slide 18. As part of retaining our position as the number one player in health and beauty, we actively embrace digitalization as part of our own strategy. Our goal is to enable seamless customer interaction across our Mini platform. In order to achieve this, we've been working hard to improve the look and feel of our web platform and at the same time, we've been busy behind the scenes improving the way we use our Club Matas customer data. In the beginning of the first quarter of this year, we launched two new initiatives, Stories and Club Mala. Stories is an online customer universe with tips, tutorials and inspirational articles, while Club Mama is a new customer club within Club Matas for expecting mothers and mothers with small children. The customer response has been very positive with good traffic and the initiatives have also been generating leads into the web shop. Later in the year, we will launch our new POS sales systems in the stores in order to optimize campaigns and to ensure that customers are always offered the correct discount. On this note, please turn to Slide 19, where we will where I will follow a little bit more about our Cognizant. As I already mentioned, Clubmatis accounts for more than 1,700,000 members, and we consider Clubmatis to be one of our most valued assets. In connection with the launch of the new reward system with Stripes in the first quarter of twenty sixteen-seventeen, we carried out a major overhaul of our ClubMathus app. And we now have more than 500,000 ClubMathus members who actively engage with us through the app. Meanwhile, we've also been working with our partners in the Club Partner Program. And during Q1, we welcomed two new partners bringing the total to 23. One example of the collaboration is the tax free offering with travel agent Apollo we launched before summer. We offered Codemetis members the option of doing their tax free shopping at Matas before their trip, and many customers have taken advantage of this opportunity. Now please turn to Slide number 20. Looking forward, we reiterate our guidance for the fiscal year twenty seventeen-twenty eighteen. Our guidance is unchanged in underlying like for like revenue growth of between 13%. We also still expect to be able to increase our EBITA in twenty seventeen-eighteen. Finally, we still expect CapEx to fall within the range of between EUR 90,000,000 to 100,000,000, naturally excluding any acquisitions. Please bear in mind that there is a negative effect from a decrease in the number of trading days this year, all of which have not been accounted for in the first quarter. To your benefit, we've included a slide with the development of the number of trading days at the end of the presentation. Now please go to Slide 21. With that, we are now ready to take your questions. Over to you, operator. Thank We can now take our first question from Paul Jessen from Danske Bank. Please go ahead. Your line is open. Yes. Hi, thanks. As part of a question before last Fredericsen about change in CEO, you said that you were satisfied with strategy, you wanted to continue the strategy as set out for 2020. My question is, where do you then see the deviations or what are the reasons triggering the change in the CEO? That's the first question. Second question, I guess, I can also ask to you is about the cash returns. Anders just repeated the policy, but my question is, do you expect or see that there will be more investments now that you are changing, for instance, by refurbishing more stores, which could then reduce the excess cash that could be distributed on share buybacks? Any comments on that, please? Thank you. Yes. Thank you, Paul. This is Lars. Thank you for the question. First of all, concerning the strategy, it is true and correct that we are very happy with the strategy that we are pursuing, the ultimate difference, the 2020 plan. And we don't foresee any changes in that strategy as it was explained by others. The difference that we see is in the execution of the strategy, where we definitely expect a faster and more direct execution of the strategy. In terms of the cash returns, we still expect to return excess cash to our shareholders. In terms of investments, we believe that the investments will stay within the guidelines that we have already issued, both for investments in upgrading of stores and also purchase of associated stores, which obviously is going to be significantly less since there are hardly any more shares any more stores to acquire. But the strategy remains the same in terms of returning excess capital to the shareholders. And we don't foresee any major change in terms of the return of cash compared to what we previously said. Okay, thanks. Just to follow-up, you said execution faster and more direct. Can you be a little more specific on what's meant by that? Well, this goes notably for the digital part and the omnichannel part. I believe that in terms of the physical stores, we are pursuing the upgrade of the stores with a very nice speed, which is well balanced between investments and execution. We believe that we have a very strong asset in our digital platform in the Climatas. And we would like to see this basically broadened out and used in a much more aggressive manner compared to what we have been witnessing so far. Okay. Will leave the floor to Alistair, I can come back more on operations. Thank you. Thank you. We can now take our next question from Claus Almer from Nordea. Please go ahead. Thank you. I have also a few questions. This goes to Anders. In the report, it's mentioned that the online sale is only slightly up. I guess that's significantly less than we have seen in the past quarters. Can you give some comments on that one? That would be the first question. Yes. It is fair to say that the growth in online sales has been lower in Q1 than we've seen in previous quarters. And we think basically the effect of the loss of trading days was perhaps somewhat bigger than we had anticipated beforehand. It turns out that the people just don't buy anything online either. But we don't see this. We see this as a blip more than anything else. So I mean, online is open 20 fourseven, so it doesn't matter whether you have Easter or not. So you could see that during the Easter days that But they but people just don't actually play in Easter. That is not something that only goes for us. We've talked to other online, and it turns out to be a common issue. So you strip out those days, then your online share was up like 2030% as we've seen in the past quarters? I haven't got precise numbers, but it is definitely better than if we don't split them up. So you will be sure that you do not lose market shares online? Well, yes, we don't that is definitely what we're seeing. We don't think we are losing market shares. But as you know, it's very difficult to calculate market shares on market sizing. Sure. And then the second question goes to also, of course, the first quarter. Have you seen any campaigns failing? Or has that been as it should be? As I said, on the vital area, there were a few campaigns that didn't quite pan out as well as we would like them. But otherwise, in that, it hasn't been a quarter with any sort of unusual activity or unusual successes or fiascos on the campaign side. And do you plan any new large campaigns for the second quarter, we could reverse the current negative trends? We believe that when we look at what we have sort of in the pipeline with regards to marketing and with regards to campaigns and we thought we are quite satisfied, and we don't think we need a step change in that. And that also goes for the marketing spend? Yes. Okay, thanks. Thank you. We can now take our next question from Frans Hoyer from Jansen Bank. Please go ahead. Thank you. So I understand the 2020 strategy is intact. What about the sales target in that strategy? Is that also intact? Could you reiterate that? Also on the what's happening in the online space, what have you seen from are there any new competitors out there that are making themselves felt as far as you're concerned? Thirdly, a question on the gross margin pressure and also the sales trends in the low end. If we divide the low end into stripes and external brands, what are you seeing in terms of sales growth there? Have you had to adjust prices for the stripes product for which you probably don't get any compensation from your supplier? Yes, that's it. Okay. Well, of course, when we say that we reiterate our strategy, that means that we reiterate the whole package, not just part of it. So at this point in time, yes, that also includes the target of UT. On the competitive, we've definitely noticed that Boost has opened up for sale of high end cosmetics. They opened a physical store back in, I think it was March or April. Somehow the world didn't see them until after summer, but that's a fair question. The effect at this point in time, it's still way too early. They weren't really active in Q1 in our Q1. So it's too early to say. With regard to the gross margin, yes, we don't give out specific data on our own products vis a vis our products from other suppliers. But it is true that we have been changing some of the recommended orders, sort of normal price for some of the striped products, taking into consideration what's been happening around us. However, it should be noted that even historically most of these products were sold on campaign rather than on these at least recommended on normal list prices. So the effect is less than if you just take the headline reduction in the official list price. But is that the reason for the gross margin decline? No, the reason for the gross margin decline is primarily that we have had an increase generally in the share of sales on campaign. And therefore, having seen some minor pressure on gross margin. But I suppose your increased sales of high end products will be associated with higher gross margins? I think we said, I think we reiterated a number of times that the differences in gross margin between high end and mass market is actually much smaller than you think. But it is there? Depending on what types. I can definitely find products within mass market beauty where we have a much higher margin, for instance, our private brand. I can also find products with a lower margin. So it's a mixed picture. We can now take a follow-up question from Paul Jensen from Danske Bank. Yes. It's a question about the guidance, which you reiterate here. I can also see from the wire that there will be a syringe payment for the chairlift. The guidance, is that then including that one? Or could we potentially see that that's been taken out later on if you see the world as it is today? The guidance is based on what the world looks like at that given time. So that if there are some extraordinary costs associated with the change in management, of course, that's not included in the guidance. Okay. Then about the store traffic of minus 9%, and then you have higher ASPs. In general, the store traffic, is that led by you're simply losing out in the mass market? No, the way that we see it on is that when we look at the general traffic numbers we get from the centers and what else they do we have, are suffering from a general trend in the new retail market. We're also hearing this other retailers. This is the traffic issue is a general issue. It's not a specific maintenance issue. Okay. And then a final one, I might have missed out on that. But if I look at the comparison to the numbers for Beauty, Vital and Material from last year, then it seems as if you made a restatement between the Yes, that's true. And we will be giving you data. There have been a few changes in our internal way of looking at some of these products that moved around between And we will be giving you historical basis so that you won't get any sort of strange jumps. We can now take a follow-up question from Frans Hajer from Danske Bank. Yes, sorry. Yes, hello. Just a question on that store opening in Edouard Saint Thomas and the partner that I'm not sure, could you just update me on your franchisee in that part of the world, please? Yes. As you know, we had until now at this point in time, if you go to the door of Stinson, there is a big night major store there, which is run by one of our associates, one of the associated stores. And we are now opening a major store on the September 29. And then there will be a while between that date and the January where there will be two stores in the door system with Matas on the door. And then from the January onwards, our associated stores will have to change their name and operate under a different getting more different banner. Okay. So that's the I mean, there is no that situation is now firm. It's not there is no negotiation or anything going on? No, that situation is definitely firm. Okay, thanks. As there are no further questions in the queue at this time, gentlemen, I'd like to turn the call back over to you for any additional or closing remarks. All right. Thank you very much. If there are no more questions, then we will end the call. Thank you very much for participating. And as you know, you can always contact either myself or Elizabeth Klingmann if you have any further questions. Thank you. That will conclude today's conference call. Thank you for your participation, ladies and gentlemen. You may now disconnect.