serving britain’s shoppers a little better every day. 4 ... · 13 the service model. ten...
TRANSCRIPT
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Welcome.
Investors
• 64 individuals, 46 institutions, representing c.46% of our share capital
• Equity and fixed income
Analysts
• 20 sell-side analysts
• Rating agencies
Banking partners
• 12 of the 15 institutions that provide committed facilities to the Group
25 here in Welwyn in November 2016 – welcome back!
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Fire ExitFire Exit
ScreenEntrance to event space
Entrance to event space
Health and safety.
Fire alarm test at c.10am this morning
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“Untapped Value Opportunities” *.
Tesco Group Capital Markets Day18 June 2019Welwyn Garden City
*with thanks to Trevor Wild.
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Objectives for today.
• Share insights in how we run the Group
• Share some of the untapped value opportunities for Tesco
• Review capital allocation model and investment thesis for Tesco
• A chance for you to meet the team and ask any questions
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Agenda.
9.00 The Tesco Group Dave LewisOrganisationThe Service Model
9.30 – 12.00 Three Pillars - Creating Value(Coffee Break at 10.15) Product Andrew Yaxley
Channels Tony HoggettCustomer Alessandra Bellini
12.00 Lunch13.00 Maximising the mix within region
UK & ROI / Booker Jason Tarry & Charles Wilson Central Europe Matt Simister Asia Alison Horner
14.30 Coffee Break15.00 Group capabilities Alan Stewart
Conclusions and Q&A16.00 Close
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Three key takeaways.
Applied technology
• We have significant optionality for sustainable competitive growthCustomer
Cost
Cash
• We have the further cost reduction and mix opportunities that allow us to offset inflation, improve our customer offer and/or increase margin
• We have the systems and processes which enable us to enhance cash growth ahead of profit
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Our view of the world.
Customer satisfaction
Cash profit
EPS expansion
Free cash flow generation
N.B.Sales ex. Fuel
Quantum sales, not LFL
Contract volume, not aggregate volume
Quantum cash profit, not percentage
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0
5
10
15
20
25
30
Tesco Other UK supermarkets
70
76
8183 83 83
Aug 2014 Aug 2015 Jan 2016 Jan 2017 Jan 2018 Jan 2019
59.7
70.476.5 74.9 77.5
FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19
Supplier Viewpoint Survey
Three key stakeholders.
Customers Colleagues Suppliers
20192014
Feb 2014 – Feb 2019BrandIndex Score
I would recommend Tesco as a Great Place to Work
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The Tesco Group.Dave Lewis
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Group Chief Financial Officer
Alan Stewart
Group ChiefProduct OfficerAndrew YaxleyGroup Chief
Customer OfficerAlessandra Bellini
Group Chief Operations Officer
Tony Hoggett
Group ChiefLegal OfficerAdrian Morris
Group ChiefPeople OfficerNatasha Adams
ChiefProperty Officer
Steve Rigby
Group Communications Director
Christine Heffernan
ChiefTechnology Officer
Guus Dekkers
Group Strategy
Group organisation.GROUP CEO
Dave Lewis
Group StrategyDeliver UK
Group StrategyDeliver UK
Group StrategyDeliver UK
CEOTesco BankGerry Mallon
CEOAsia
Alison Horner
CEOCentral Europe
Matt Simister
CEOBooker
Charles Wilson
CEOUK & ROI
Jason Tarry
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The service model.
Ten end-to-end processesform an integrated service model
1.0 Develop Integrated Strategies and Business Plans
2.0 Develop Propositions and Communications for Customers
3.0 Buy and Manage Products for Customers
4.0 Fulfil Products to Customers
5.0 Serve Products to Customers
6.0 Deliver Financial Accounting, Reporting and Control
7.0 Manage Colleague Experience
8.0 Buy and Manage Goods and Services not for Resale
9.0 Manage Property Lifecycle
10.0 Develop and Manage Technology Products
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The service model – an example.
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The service model – an example.
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Design/Sourcing
PRODUCT
Procurement Distribution& Logistics
Own Label& Category
Management
C U S T O M E R
LARGE STORES
SMALL STORES
ONLINE
WHOLESALE
CHANNEL
COLLEAGUE ANDCUSTOMER FEEDBACK
Three pillars.
SHOPPER INSIGHT
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Product.
Tesco insight and dunnhumby analysis
Partner insightsand propositions
Customerinsights
Channelspecific
category plans Category
managementProduct
development Buy
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Creating value: Three pillars.
Three groups• Check your badge• Keep to time• Follow your leader
Group Group Group
9.30 -10.15 Product (Test kitchens)
Channels(Express store)
Customer(Auditorium)
10:15-10:30 Break Break Break
10:30-11:15 Channels(Express store)
Customer(Auditorium)
Product (Test kitchens)
11:15 – 12:00 Customer(Auditorium)
Product(Test kitchens)
Channels(Express store)
1 32
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Creating value: Product.Andrew Yaxley
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Product: Creating value.
CustomerCustomer Cost Cash
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Product: Customer - Own Brand capability.
F&FExclusive at Tesco
Fox & IvyCarouselGo Cook
First 12 months Sales (£m) Partners First 12 months
Sales (£m)Farm Brands 547 Fosters 45Exclusively at Tesco 380 McVities 38Fox & Ivy 46 Coca Cola 36Carousel 24 Tropicana 36Go Cook 20 Persil 36
Total Tesco Own Brand sales of £17.7bn, including F&F £1.2bn
1. A new launch is defined as a product with a new TPNB, therefore reformulation and repackaging is not included. Exclusively at Tesco contains 9 brands, Farm Brands contains 8 separate brands.
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Product: Customer – Differentiation.
Supplier partners £26m brand9m units
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11k mentions on Twitter, Instagram and Facebook in first week
14 national news articles Bloggers broadened our reach to 4.7m people
Product: Customer – when we get it right, we win.23
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New product development and range expansion
New plant-based brand launching soon
Opportunity:Plant-based category leadership
with over 300 lines
Product: Customer - Brand extension.24
3280
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Product: Customer -
Channel opportunity Growth
Small storespenetration
Online
Large store space
£1.7bn 8%
Sales VolumeShare
>10% Operating margin
ASP +5.1%
Win share
A differentiated brand with global appeal
Strong core
£16.56 spend per customer
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Product: Customer - General Merchandise.
+£3/sq. ft. Operating
profit
80:20Continuity
vs New
30% total range reduction
Fox & Ivy+12.5%pts
vs average commercial
gross margin
Go Cook+18.8%pts
Opportunity to take UK brand development and rollout across the group
Papershop
Home, Cook &
Dine
Seasonal
Toys & NurseryElectrical Accessories incl Batts & Bulbs
Recreation
Small Electrical Appliances
News & Mags
Media & Entertainment
Large Electricals incl TVs
Driving
Consolidating
Focus Improved operating model Brand differentiation
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Product: Customer - Exclusively at Tesco.Reducing switching of value conscious customers
SKUs96
Distribution1
64,464
SKUs409
Distribution1
244,520Q1 2019
Q1 2018 Baskets18.4%
Baskets25.5%
1. Exclusively at Tesco includes our Farm Brand lines. Basket penetration is % of total baskets containing that set of product lines within the time period. Distribution points refers to number of lines multiplied by number of large stores in which they are ranged.
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Product: Customer - Exclusively at Tesco.
+ 2.41% + 4.57%
1. Prices based on a basket of 28 products, w/c 10 June 2019. Basket compared to equivalent lines at lowest cost competitors.
£32.40 £33.18 £33.88
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• Different mission, targeted range
• 8 out of 10 food products grown, reared or made in Britain
• 2,900 lines – 2,600 Food & 300 GM
• All sourced from existing Tesco suppliers, and to Tesco standards
• Price benchmarked against Aldi & Lidl
• Simpler merchandising and range / price architecture
Product: Customer – Jack’s.
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Product: Cost – Project Reset.
Creating Strategic
partnershipsDeliver savings
Develop expertise & innovation
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Product: Cost – Project Reset.
£8.2bn
£2.7bn
1. Saving is based on future contract savings already agreed.
Reviewed: >5% saving1
Own Brand Food COGs
Reviewed Opportunity
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Product: Cost – Project Reset.Achieved through consolidation with our partners
Produce GroceryPrepared Average
+22%
+49%+35%
+35%
Pre
Post
Average volume (units) per supplier
Note: only includes in-scope areas of each of these categories.
Number of suppliers reduced (7) (13) (20)
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Value chain: Cost structure
Crop utilisation
9% COGs saving
Unlocking primary
efficiencies
Product: Cost – Project Reset: Potatoes.
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Product: Cost – Sourcing reset: Ready meals.
Supply chain analysis
Accessing best innovation and
technical expertise
5% COGs savings
£30m factory
investments
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Global agreements Own Brand in scope Goods and services not for resale
Product: Cost – Alliance.
23 c.£12bn c.£3bn
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Product: Cost – Alliance.
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Sustainable farming groups Direct sourcing model Investing in technology
Product: Cost – Supply chain.
£7.5m p.a. savings
£15m p.a. waste
saving in Fresh
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Company Average time to pay (days)1
Tesco 40
Aldi 42Asda 44Morrisons 48Lidl 49Sainsbury’s 51
Unilever 62Diageo 76Kellogg Company 91
+2 days extension
£85mworking capital
opportunity
Product: Cash - Payment days.
Effective September 2019 – best in marketplace
1. www.gov.uk/check-when-businesses-pay-invoices.
14 day terms for 752 small suppliers
(vs. 380)
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2014 2015 2016 2017 2018 2019
Simpler store initiatives25% stock reduction in the last 5 years
*Brexit &Booker included
International working capital cycle
Bulk merchandising
Range optimisation
Space utilisation
Next Gen forecasting
Supplier Stock days
Payment days Net days
Supplier A 53 (26) (27)
Supplier B 42 (20) (22)
Supplier C 52 (32) (20)P1
Product: Cash – Reducing stock.
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Product: Cash – Trading platform.
Promotions1% = £3m
Deals£25m faster
income recognition
CostControl process
International rollout starts in H2 19/20
SuiteBespoke, Cloud based, Transparent with
embedded Data Science
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Creating value: Channels.Tony Hoggett
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Channels: Cost to serve model.
A unique, new Group capability• Web-based dynamic tool
• Combining store, product and customer information
• By SKU, by store department, by customer segment: 440 billion data points
• Real-time prioritisation and decision support analysis e.g. • Operating model simplification• Range optimisation• Space utilisation
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Video demonstration of cost to serve.
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Store X: +20%
Store Y: (2)%
Store:
One size does not fit all
c.£340m opportunity
Category A:
Space, Range, Stockloss, Payroll
c.£200m opportunity
SKU:
Distribution productivity
c.£120m opportunity
Channels: Cost to serve model.
(0.2)% +2.4% (10.8)% (4.8)%
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Channels: Group overview.
Large stores Small stores Online
UK 797 2,635 338
ROI 102 50 31
Central Europe 391 504 41
Asia 455 1,583 16
Total 1,745 4,772 426
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Repurposing space
4m sq. ft. Global repurpose done and another 4m sq. ft. to go
UK: 322,000 sq. ft. £30m increased annual revenue generation
Improved operating model
c.£300m+ opportunity
Tailored proposition
Counters: £64m saving £168m cost base
Channels: Customer proposition: Large stores.
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Express200bps CGM improvement
20% operating cost reduction25% capital reduction
More new stores; more refreshes
One Stop30 new stores75 franchise
10% cost reduction80bps CGM improvement
opportunity?35% CGM
28% operating cost7% operating profit
Channels: Customer proposition: Small stores.
Note: Express figures shown are from a 20-store trial; One Stop figures relate to targeted improvements; finest* figures relate to an illustrative concept model.
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Store pickingCustomer Fulfilment Centres
Back of store pickingUrban Fulfilment Centres
Velocity-based pickingManual picking
Automated picking (UFC and CFCs)
Van / Click & CollectCar / Bike / Robot
Unattended delivery / lockersCrowd delivery
Gig economy
Channels: Customer proposition: Online.
Store picking
Customer Fulfilment Centres
Manual picking
Automated picking (CFCs)
Van
Click & CollectToday
Tomorrow
+35% Capacity
+20% Productivity
+15% Productivity
Delivery ModelPick & PackFulfilment Centre
First Urban Fulfilment Centre opening within 12 months
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Urban fulfilment centre video.
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Sales9 stores so far
£24m sales to date
Customer64% prompted awareness
55% NPS 88% low prices
80% quality & price
Model17 learnings
Fresh 5; Bake Off; Data Embedded
Barcodes
Channels: Customer proposition: Jack’s.
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Channels: Customer proposition: Jack’s: Rawtenstall.
Low cost modelAn interesting model
Total operating cost: (10)%
CGM: c.15%
EBIT: c.5%
40,000 sq.ft.Jack’s + brands + GM
EDLP + extra savings on bulk purchases
Enhanced simplicity
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Channels: Cost: Global Service Model.
Replace with picture
UK
Ireland
Central Europe
Thailand
Malaysia
£14bnTotal base operating cost
5 COOsWork together to develop future cost reduction opportunities
>£2bn cost savings to dateIncluding pre-2016 savings + £1,352m since October 2016
End-to-end
Global
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Bakery
£135m: Global cost
Checkout
£1.7bn: Global cost
c.£360m opportunity
Goods and services not for resale
c.£500m opportunity
Channels: Cost: Global Service Model.
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Channels: Cash: Moving transactions to digital.
£401m Cash in circulation
49%Transactions paid by cash
Cash handling opportunity
Reduce circulation
Reduce cost of handling
Moving transactions to digital
In line with customer demand
Cash management transformation
Leveraging existing and new Group-wide solutions
£68m
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Channels: Cash: Accelerating cashless across checkouts.
100%
x years
100%
100%100%
SAYS / Mobile
Self Service
Main Bank
73%
Today
51%
49%35%
100%
2 years
80%
65%55%
100%
5 years
100%
80%75%
Large
Small
All
All
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Channels: Utilising technology to improve how we serve customers, to lower the cost base and to improve cash.
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Starship video.
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Channels: Heart Express – technology in action.
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Creating value: Customer.Alessandra Bellini
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Creating value: Customer.
CustomerSegmentation,
Own Brands and Loyalty
CostCommunication &
Media effectivenessDigitisation
CashCombining Loyalty
and Payment
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Customer: We are a broad church.
Market Tesco
AB 25.1% 25.4%
C1 28.9% 29.3%
C2 19.1% 19.0%
D 14.9% 14.8%
E 12.1% 11.4%
5.9m customers
6.0m customers
2.4m customers
vs.
2.7m customers
vs.
Source: Data from Kantar Worldpanel 52 weeks ending 19th May 2019.
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Value Metrics
Shopping Missions
Food Personas
Tesco Families
LoyaltyFood Needs Framework
Customer: Segmentations.
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The MayersHigher affluence family
CarolLower affluence post-family
DawnHigher affluence post-family
The WicksLower affluence family
Spontaneous, social, unstructured
£34k avg. household income
£15 avg. basket size
4.1% have Tesco Mobile
6.1% have at least one Tesco Bank product
Busy, stretched, stressed
£26k avg. household income
£19 avg. basket size, low freq.
6.2% have Tesco Mobile
7.5% have at least one Tesco Bank product
Busy, challenging, tiring
£75k avg. household income
£21 avg. basket size, low freq.
6.2% have Tesco Mobile
9.8% have at least one Tesco Bank product
Comfortable, active, enjoyable
£35k avg. household income
£14 avg. basket size, low freq.
6.8% have Tesco Mobile
9.9% have at least one Tesco bank product
Comfortable, social, local
£15k avg. household income
£13 avg. basket size, low freq.
7.4% have Tesco Mobile
6.8% have at least one Tesco bank product
RoshniPre-family
Source: Data from Kantar Worldpanel 52 weeks ending 19th May 2019.
Customer: Segmentation – Tesco families.
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Customer: Own Brand architecture, differentiated propositions.
“Best”Market leader in quality by food
categoryNo Limit
“Better” Sainsbury’s Asda
“Good” Aldi Aldi
10 / 10
8 / 10
6 / 10
Tier Brand Quality Benchmark
PriceBenchmark
Preference
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Customer: Quality and Branding advancing together.2015 2018
6.106.05
5.90
6.22
5.5
5.7
5.9
6.1
6.3
6.5
Blind Branded
Tesco Competitor
6.51
6.34
6.46
6.27
5.5
5.7
5.9
6.1
6.3
6.5
Blind Branded
Tesco Competitor
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Customer: Differentiation through exclusive brands.
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60%
48%
19m
Number of extra items loyal Clubcardcustomers put in their weekly basket8+
years of customer data driving business decisions23
of the UK population actively use a Clubcard
Customer: Loyalty through Clubcard.
Clubcard households
of members say they shop at Tesco because of Clubcard
Source: dunnhumby.
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Customer: Tesco touches more household spend than anyone.
%s are share of UK Household Expenditure. Source: Global Data
Fuel
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7352 weeks to 2018W40. Shows in-store and online spend. Products & Services include: Bank, Pay+, Mobile PAYM & Delivery Saver. Sources: Kantar, dunnhumby.
+1% of customers in each group to engage with one
extra benefit ~£320m revenue
opportunity per year
Customer: Loyalty – most valuable customers.
+500% spend pw
+37% spend pw
+95% spend pw + 174% spend pw +100% spend pw
+311% spend pw
Avg. spend pw
All Clubcard members
Non Clubcardshoppers
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‘Prime’
Appealing 64% 42% +22
Relevance 64% 43% +21
Uniqueness 32% 46% -14
Great fit with Tesco 73% 51% +22
Easy to understand 82% 69% +13
Would be convenient for me 67% 47% +20
Customer: Loyalty proposition already competitive.
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• 74k colleagues joined
• Spend £8.68 a week more on groceries, driving £8.5m incremental spend
• Average number of additional Tesco services amongst subscribers 2.02 vs. 1.5 average
Customer: Loyalty – Colleague Clubcard Plus.
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Customer: Promotional spend is indiscriminate.
Tesco UK grocery sales
Average market
promotional participation
Implied ‘Give Away
@ 20%’
c.£32bn 35% ~ £11bn c.£2bn
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Customer: Loyalty – Clubcard Pricing.
+16.5% +45%84%
Penetration Customer appeal Sales uplift
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Customer: Loyalty – enhancing the offer.
Tesco£100 spend in Tesco = 100 points
Fuel Pumps, Tesco Bank, Tesco Mobile
Collect
Spend
Receive vouchers cash value
Convert to Avios or Virgin Miles
Spend with Avios or Virgin Miles
Spend at partners 3x the
points
Spend at Tesco 1% at face value
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Customer: Loyalty – enhancing the offer.
Tesco£100 spend in Tesco = 100 points
Fuel Pumps, Tesco Bank, Tesco Mobile
Collect
Spend
Member pricing+ Save money Receive vouchers
cash valueConvert to Avios
or Virgin Miles
Spend with Avios or Virgin Miles
Spend at partners 3x the
points
Spend at Tesco 1% at face value
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Customer: Loyalty – enhancing the offer.
Tesco£100 spend in Tesco = 100 points
Fuel Pumps, Tesco Bank, Tesco Mobile
Collect
Spend
Member pricing+ Save money Receive vouchers
cash valueConvert to Avios
or Virgin Miles
Spend with Avios or Virgin Miles
Spend at partners 3x the
points
Spend at Tesco 1% at face value
Clubcard Plus
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Customer: Cost: Media effectiveness.
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16/17 17/18 18/19
Source: Nielsen AdDynamixMedia expenditure includes ATL media (TV, VOD, online video, radio, publishing, OOH and paid social) and performance marketing (PPC and digital display).
Customer: Cost: +70% Share of Voice with 15% less spend.
17% SOV10% SOV 17% SOV
Marketing spend (£m)
Non-mediaMedia
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Customer: Cost: focus on efficiency through media cost savings.
Source: Ebiquity.
UK
Total expenditure includes ATL media (TV, VOD, online video, radio, publishing, OOH and paid social) and performance marketing (PPC and digital display).
£35m savings so far
23% price improvement
£26m three year opportunity
International
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Customer: Cost: Improving return on advertising investment.
Quality perception from 21.6% to 25.3%
Value perceptionfrom 16.6% to 18.3%
£2.60 return on investment
Source: MediaCom Business Science, YouGov.
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Customer: Cost: Christmas campaign effectiveness. Most emotionally engaging Supermarket ad
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Grow sales through simple, integrated payment journeys
Embed Clubcard within Tesco’s own payment
Reduce cost of payments through PSD2 to enable direct from account payments
Reduce the c.£100m cost of interchange and fees in payments today
Customer: Cash: Frictionless shopping – payment strategy.
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Lunch.
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Disclaimer.
This document may contain forward-looking statements that may or may not prove accurate. Forward-looking statements are statements that are not historical facts; they include statements about Tesco’s beliefs and expectations and the assumptions underlying them. For example, statements regarding expected revenue growth and operating margins, market trends and our product pipeline are forward-looking statements. Phrases such as "aim", "plan", "intend", "anticipate", "well-placed", "believe", "estimate", "expect", "target", "consider" and similar expressions are generally intended to identify forward-looking statements. Forward-looking statements involve known and unknown risks, uncertainties and other factors that could cause actual results to differ materially from what is expressed or implied by the statements. Any forward- looking statement is based on information available to Tesco as of the date of the statement. All written or oral forward-looking statements attributable to Tesco are qualified by this caution. Tesco does not undertake any obligation to update or revise any forward-looking statement to reflect any change in circumstances or in Tesco’s expectations.