BULGARI GROUP: BUSINESS STRATEGY -...
Transcript of BULGARI GROUP: BUSINESS STRATEGY -...
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BULGARI GROUP: BUSINESS STRATEGY
FRANCESCO TRAPANI – Chief Executive OfficerRENATA CASARO – Head of IR
Deutsche Bank Luxury Goods Conference
Paris, 17 th June 2010
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Q1 FINANCIAL HIGHLIGHTS – KEY MESSAGES
TOP LINE GROWTH RESUMED: NET REVENUES UP BY 12.6% AT COMPARABLE FX RATES,
WITH BOTH CHANNELS EQUALLY CONTRIBUTING
COST REDUCTION CONTINUES: TOTAL OPEX DOWN 6.1% AT COMPARABLE FX RATES
BREAK-EVEN AT EBIT LEVEL vs EUR 24 MILLION LOSS OF Q1 2009
INVENTORY AND NET DEBT UNDER STRICT CONTROL
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(29.3)
(23.8)
(7.7)
112.7
63.3%
178.1
Q1 09
EUR M.
17.0EBITDA
(8.3)NET PROFIT
(0.3)EBIT
126.9
63.8%
CONTRIBUTION MARGIN
% on Sales
199.1REVENUES
Q1 10
EUR M.
EUR M.
FINANCIAL HIGHLIGHTS: Q1 2010 WRAP-UP
+11.8% at reported fx
+12.6% at comparable fx
No significant difference
between DOS and wholesale
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+24.6%+22.5%8.7%17.4ACCESSORIES
% ON TOTAL
SALESEUR M.% DELTA
+12.6%+11.8%100%199.1TOTAL
-+1.3%1.6%3.2ROYALTIES AND OTHER
--5.4%1.8%3.6HOTEL
+30.4%+28.8%22.7%45.2PERFUME & COSMETICS
-0.4%-1.4%20.9%41.5WATCHES
+11.0%+10.6%44.3%88.2JEWELRY
AT COMP.FXREPORTED
Q1 2010/Q1 2009Q1 2010
PRODUCT CATEGORY
REVENUES BY PRODUCT CATEGORY
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+16.2%DOS REVENUES
-0.4%
Q1
2010
WATCHES
Delta at comparable
Exchange rates
TOTAL REVENUES
WATCHES – TOTAL vs DOS PERFORMANCE
+7.4% w/out GG/DR
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+27.3%REVENUES FROM DOSDEDICATED TO ACCESSORIES
+24.6%
Q1
2010
ACCESSORIES
Delta at comparable
Exchange rates
TOTAL REVENUES
ACCESSORIES – TOTAL vs DEDICATED NETWORKPERFORMANCE
+43% HANDBAGS
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AT COMP.FX
+12.6%
+13.0%
-7.6%
+31.8%
+48.6%
-
-
+11.8%
+6.4%
+10.6%
-10.1%
+29.7%
+40.5%
+5.6%
+7.4%
REPORTED
% DELTA
Q1 2010/Q1 2009
100%199.1TOTAL
6.1%12.1MIDDLE EAST/ OTHER
46.0%
17.9%
28.1%
91.6
35.7
55.9
ASIA
Of which Japan
Of which Rest of Asia
13.6%27.2AMERICAS
34.3%
11.6%
68.2
23.2
EUROPE
Of which Italy
% ON TOTAL
SALESEUR M.
Q1 2010
GEOGRAPHICAL AREAS
REVENUES BY GEOGRAPHICAL AREA
GREATER CHINA - NOW 15.7% OF TOTAL REVENUES -
GREW BY 39% AT COMPARABLE FX IN THE QUARTER,
WITH DOS UP 46%.
THE OTHER COUNTRIES IN THE REST OF ASIA
- AMONG WHICH SOUTH KOREA IS THE MOST IMPORTANT -
GREW BY +24% AT COMPARABLE FX.
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INVENTORY MANAGEMENT
636
199
Q1 2010
740
178
Q1 2009
-14.0%
+11.8%
DELTA
REPORTEDFX
AVERAGE INVENTORY
TOTAL REVENUES
EUR M.
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339 352 328
217239
31.03.09 30.06.09 30.09.09 31.12.09 31.03.10
NET INDEBTEDNESS
GEARING AS OF END OF PERIOD
47% 42%43%
100% of the debt position
is covered by long-term
loans and by committed
credit lines with expiring
dates over 36 months.
28% 30%
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STRATEGY
IN 2009 OUR ACTIONS FOCUSED ON COST EFFICIENCY AND BALANCE SHEETIMPROVEMENT – OUR COMMITTMENT DELIVERED THE BENEFITS FASTER THANEXPECTED
2010 PROJECTS PUT THE BULGARI CUSTOMER AT THE CENTER OF OUR STRATEGY:
CREATIVITY AND CRAFTSMANSHIP WILL CHARACTERIZE MORE THAN EVER OURPRODUCT LAUNCH INITIATIVES
OUR COMMUNICATION APPROACH - BE IT ADVERTISING, PR, DIGITAL - WILLEVOLVE: FEWER, MORE IMPACTFUL AND LATERAL-THINKING, CREATIVEPROJECTS
A GREATER FOCUS AND EFFORT WILL BE DEDICATED TO THE STORE EXPERIENCE,WITH INCREASED COMMITTMENTS ON SALES FORCE EXPERTISE, SERVICE TO THECLIENT AND CUSTOMER LOYALTY
IMPROVING PROFITABILITY WILL BE A PRIORITY IN 2010, THANKS TO SUPPLY CHAINREALIGNMENT - POSITIVELY IMPACTING WORKING CAPITAL - AND CONTINUED COSTOPTIMIZATION
OUR FOCUSED INVESTMENTS WILL CONTINUE TO TARGET THE GREATER CHINA REGION
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STRATEGY
THE WOMAN’S WORLD
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COMMERCIAL STRATEGYIMAGE – BVLGARI UMBRELLA CAMPAIGN S/S 2010
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COMMERCIAL STRATEGYIMAGE – BVLGARI UMBRELLA CAMPAIGN S/S 2010
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COMMERCIAL STRATEGYIMAGE – BVLGARI UMBRELLA CAMPAIGN S/S 2010
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COMMERCIAL STRATEGYIMAGE – BVLGARI UMBRELLA CAMPAIGN F/W 2010
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COMMERCIAL STRATEGYIMAGE – BVLGARI UMBRELLA CAMPAIGN F/W 2010
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COMMERCIAL STRATEGYMATTHEW WILLIAMSON ACCESSORY CAPSULE COLLECTION
• Fashion Designer, born in Manchester in 1971• Creative Director @ Ungaro and at Pucci until 2008, today he has his ownbrand• Famous for his strong use of color, “very Bulgari”• Williamson will create an accessory capsule collection for Bulgari, focused onhandbags, to be presented at Milan Fashion Week in September
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COMMERCIAL STRATEGYISABELLA ROSSELLINI HANDBAG
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COMMERCIAL STRATEGYTHE BVLGARI WOMAN – B.zero1 celebrating 10 YEARS
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COMMERCIAL STRATEGYTHE BVLGARI WOMAN – B.zero1 CERAMIC
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COMMERCIAL STRATEGYTHE BVLGARI WOMAN – B.zero1 by ANISH KAPOOR
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ANISH KAPOOR - one of the world’s most acclaimedand successful contemporary artists
Anish Kapoor
Cloud gate at Millennium park, Chicago
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COMMERCIAL STRATEGYDIGITAL MARKETING – THE NEW BULGARI.COM
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COMMERCIAL STRATEGYDIGITAL MARKETING – SOCIAL NETWORKS
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COMMERCIAL STRATEGYTHE BVLGARI WOMAN: SERPENTI
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COMMERCIAL STRATEGYTHE BVLGARI WOMAN: BLV II Eau d’Eté
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STRATEGY
THE MAN’S WORLD
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COMMERCIAL STRATEGYBVLGARI MAN: THE NEW FRAGRANCE PILLAR
Celebrity: Clive Owen
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COMMERCIAL STRATEGYBVLGARI MAN: THE MASCULINE CHARISMA CAMPAIGN
Celebrity: Clive Owen
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COMMERCIAL STRATEGYTHE BVLGARI MAN: SOTIRIO calibro 168
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COMMERCIAL STRATEGYTHE BVLGARI MAN – GENTA AND ROTH COLLECTION
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COMMERCIAL STRATEGYBRAND STORES: ENHANCING THE SHOPPING EXPERIENCE
Shinsegae Youngdeungpo - Seoul
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COMMERCIAL STRATEGYBRAND STORES: UNIQUE ELEMENTS
Las Vegas, City Center
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COMMERCIAL STRATEGYTHE LUXURY CUSTOMER AFTER THE CRISIS
DID THE LUXURY CUSTOMER CHANGE AFTER THE CRISIS?
• NO POLARIZATION, NEITHER IN TERMS OF PRICE, NOR STYLE
• A LOWER NUMBER OF CLIENTS PURCHASED LUXURY GOODSDURING THE CRISIS
• CLIENTS ARE NOW EVEN MORE DISCERNING AND DEMANDINGBOTH IN TERMS OF BRAND PROFILE AND CRAFTSMANSHIP
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COMMERCIAL STRATEGYMARKET FOCUS
GREATER CHINA (PRC, HK, MACAU, TAIWAN)
OUR CORE AREA OF (CAPEX) INVESTMENT GOING FORWARD
BALANCED DISTRIBUTION NETWORK: D.O.S., FRANCHISEES ANDMULTIBRAND RETAILERS
2011: ENHANCEMENT OF THE BRAND’S VISIBILITY THROUGHHIGH ADVERTISING INVESTMENT AND WITH POSSIBLY 3 BULGARIRETROSPECTIVE EXHIBITIONS IN CHINA
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COMMERCIAL STRATEGYMARKET FOCUS
GREATER CHINA (PRC, HK, MACAU, TAIWAN)
OUR CORE AREA OF (CAPEX) INVESTMENT GOING FORWARD
BALANCED DISTRIBUTION NETWORK: D.O.S., FRANCHISEES ANDMULTIBRAND RETAILERS
2011: ENHANCEMENT OF THE BRAND’S VISIBILITY THROUGHHIGH ADVERTISING INVESTMENT AND WITH POSSIBLY 3 BULGARIRETROSPECTIVE EXHIBITIONS IN CHINA
RUSSIA AND MIDDLE EAST• IMPORTANT MARKETS, MAINLY SERVED VIA FRANCHISEE AGREEMENTS• TO CONSOLIDATE OUR ALREADY STRONG PRESENCE
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COMMERCIAL STRATEGYMARKET FOCUS
GREATER CHINA (PRC, HK, MACAU, TAIWAN)
OUR CORE AREA OF (CAPEX) INVESTMENT GOING FORWARD
BALANCED DISTRIBUTION NETWORK: D.O.S., FRANCHISEES ANDMULTIBRAND RETAILERS
2011: ENHANCEMENT OF THE BRAND’S VISIBILITY THROUGHHIGH ADVERTISING INVESTMENT AND WITH POSSIBLY 3 BULGARIRETROSPECTIVE EXHIBITIONS IN CHINA
RUSSIA AND MIDDLE EAST• IMPORTANT MARKETS, MAINLY SERVED VIA FRANCHISEE AGREEMENTS• TO CONSOLIDATE OUR ALREADY STRONG PRESENCE
INDIA, BRAZIL , CENTRAL ASIA, EASTERN EUROPE, VIETNAM• GOOD POTENTIAL, EVEN IF LOWER THAN GREATER CHINA• OPPORTUNISTIC PRESENCE: TO BE READY TO FULLY EXPLOIT LOCALPOTENTIAL UPSIDE
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CONCLUSIONS
• CURRENT TRADING
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CONCLUSIONS
• QUESTION & ANSWERS
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END OF PRESENTATIONEND OF PRESENTATION
QUESTION & ANSWERS
BULGARI INVESTOR RELATIONS WEBSITES:
http://ir.bulgari.com
http://ir.mobi.bulgari.com
BULGARI CORPORATE WEBSITE
http://www.bulgari.com
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ANNEXANNEX
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(0.2)0RESTRUCTURING & OTHER RELATED COSTS
(23.6)(0.3)EBIT before Restructuring & Other Related costs
(7.4)16.0EBITDA before Restructuring & Other Relatedcosts
% on Sales
(7.7)17.0EBITDA
-6.6%(136.3)(127.2)TOTAL OPERATING EXPENSES
(23.8)(0.3)EBIT
(8.4)(4.1)(4.3)
2.90.0
(8.6)(4.9)(3.7)
0.60.0
TOTAL FINANCIAL COSTS• FX Loss• Interest
CURRENT AND DEFERRED TAXESMINORITY INTEREST PROFIT
(8.3)
(8.3)
(43.8)
(39.2)
(16.3)
(19.6)
126.9
63.8%
199.1
Q1 2010
EUR M.
-1.4%
-13.8%
-0.6%
1.4%
-8.7%
12.6%
11.8%
Q1 2010/ Q1 2009
% DELTA
(8.4)
(50.8)
(39.5)
(16.1)
(21.5)
VARIABLE SELLING EXPENSES
PERSONNEL COSTS
OTHER GENERAL EXPENSES
AMORTIZATION AND DEPRECIATION
ADVERTISING AND PROMOTION
(29.3)NET PROFIT
112.7
63.3%
CONTRIBUTION MARGIN
% on Sales
178.1REVENUES
Q1 2009
EUR M.
EUR M.
Q1 2010 GROUP PROFIT & LOSS
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(16.1)(16.3)AMORTIZATION AND DEPR.
(8.4)(8.3)VARIABLE SELLING EXPENSES
(19.6)
(39.2)
(43.8)
(127.2)
Q1 2010
(136.3)TOTAL OPERATINGEXPENSES
Of which:
(21.5)
(39.5)
(50.8)
Q1 2009
OTHER GENERAL EXPENSES(Rents included)
ADVERTISING AND PROM.
PERSONNEL EXPENSES
OPERATING EXPENSESDETAIL
OPERATING EXPENSES
-6.6% AT REPORTED FX
-13.8% AT REPORTED FX
W/OUT RENT
-7.0% AT REPORTED FX
-8.7% AT REPORTED FX
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(338.9)
(35.4)
(10.5)
0
(17.5)
(13.4)
(5.4)
0.3
1.0
5.6
(13.0)
(303.6)
MARCH2009
(21.9)TOTAL
(238.7)NET INDEBTEDNESS AT ENDING PERIOD
20.2OTHER
0DIVIDENDS
9.3CASH FLOW from P&L
(29.0)CHANGE in WORKING CAPITAL
(22.5)
(9.9)
0
(0.2)
(12.4)
CASH FLOW from INVESTING ACTIVITY• CAPITAL EXPENDITURE
• ACQUISITION OF COMPANIES
• GUARANTEE DEPOSIT
• OTHER
(216.8)
MARCH
2010
NET INDEBTEDNESS AT BEGINNING PERIOD
EUR M.
CASH FLOW
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NET WORKING CAPITAL
617
(1)
(145)
615
148
End of
December
2009
738
4
(154)
751
137
End ofMarch2009
(142)PAYABLES
646
6
657
125
End of
March
2010
TOT NWC
OTHER RECEIVABLES ANDPAYABLES
INVENTORY
RECEIVABLES
EUR M.
AT COMP.FX:
INVENTORY +2.6% vs DEC 09
WHILE REVENUES + 12.6%
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DISCLAIMER
This document is for institutional investors only and is not available to private customers. This document isbeing supplied to a limited number of recipients and it may not be distributed, published or reproduced in wholeor in part or disclosed by recipients to any other person.Under no circumstances shall this document constitute an offer to sell, an invitation to acquire or the solicitationof an offer to buy securities in any jurisdiction.
Each investor contemplating purchasing securities issued by Bulgari S.p.A or any of its subsidiaries should makeits own independent investigation of the financial condition and affairs, and its own appraisal of thecreditworthiness, of Bulgari S.p.A or any of its subsidiaries and should carefully consider the high risks involvedin purchasing these securities.
This document contains certain forward looking statements and key financial goals which reflect management’scurrent views, estimates, and objectives. The forward looking statements and key financial goals involve certainrisks and uncertainties that could cause actual results to differ materially from those contained in the forwardlooking statements and key financial goals.
Potential risks and uncertainties include, amongst other things, internal, industry and external factors, such asgeneral economic conditions