J.p. morgan 6th annual – brazil retail & healthcare check up
1. J.P. Morgan 6th Annual – Brazil Retail & Healthcare Check Up
August, 2012
2. Agenda
Overview – Magazine Luiza
Highlights of 2Q12
Financial Performance of 2Q12
Operational Performance of 2Q12
Expectations for the Next Quarters
2
3. Overview – Magazine Luiza
Market Leadership
One of Brazil’s largest durable goods retail chains with 731 stores nation-wide
− Gross revenues of R$7.6 billion and EBITDA ajusted of R$346 million in 2011
− More than 20 thousand employees serving 30 million customers
Strong corporate culture and focus on people and innovation
Unique multi-channel model under a single brand
Physical stores, virtual stores and e-commerce
Focus on Brazil’s fastest growing socioeconomic segment
The “C” (emerging middle class) represents 53% of Brazil’s population or more than 102 million people
History of successful organic growth and acquisitions
8 acquisitions in the last 10 years and recent entry in the high growth northeast market
July 2011, conclusion of the acquisition of 121 stores of Baú da Felicidade
Pioneer in Financial Services for retail
First retail chain to establish JVs with financial institutions focusing on consumer credit
Financial discipline focused on results
3
5. Broad geographic footprint including in the Northeast of Brazil
Geographic footprint Gross Revenue evolution – Northeast
R$ MM
731 stores
992,1
52%
Cabedelo
Simões Filho
651,8
Ribeirão Preto
Contagem 31%
Ibiporã Loureira
Navegantes % of stores per region (2011)
Caxias
South
30% 24%
Southeast 48%
20%
2%
Northeast
Mid-West 2010 2011
States with Stores Distribution Center (8)
5
6. Focus on the best product mix...
Mix
% of sales, 2011
Others
10%
Household
Furniture & Kitchen Appliances
Appliance 31%
15%
20%
Technology
24%
Sound & Image
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7. Unique Business Model
Differentiated positioning to capitalize on industry growth
1 Strong corporate culture, focused on valuing people
2 Integrated sales platform with multiple sales channels
Large customer base, with relationship management
3
targeting customer loyalty and retention
4 Broad, competitive portfolio of services and financial
products
7
8. Corporate Structure
100% 40.55% 50% 100% 100%
3 1 3
2
9.45%
(1) JV with Itaú Unibanco
(2) JV with Cardif
(3) Corporate integration of both companies concluded
8
9. Ownership Structure
Pre – IPO Post – IPO
12.5%
6.7% 29.7%
5.6%
2.5% 60.6%
2.7%
75.4% 4.5%
150,000,000 shares 186,494,467 shares
LTD Administração e Part. S.A.
LTD Administração e Part. S.A. Wagner Garcia Part. S.A.
Wagner Garcia Part. S.A. Founding Family Members
Founding Family Members Capital Int’l Inc. (Private Equity Fund)
Capital Int’l Inc. (Private Equity Fund) Free Float
9
10. Strong corporate culture assisted by a sales model that is supported by
enthusiastic teams
High influence of service and credit on
15 years among the Best Places to Work
purchasing decision
Others
Offered brands
Punctuality of Delivery 7.1%
4.5%
3.2%
Product Variety
8.4% Price
39.8%
Communication: Luiza TV, Radio Luiza, Town Halls
Transparency: Availability of management information
and frequently alingment – Monthly store P&L
avaliable on the internet
37.0%
Empowerment: Sales staff and managers have
Service/ flexibility to negotiate sales conditions within a range
Credit
Compensation: based on gross profit, financial margin
and sales
10
11. Ranked the 23th most valuable brand in Brazil
Ranking published on Istoé Dinheiro Magazine – May 2012
1. Petrobras
2. Bradesco
First 5 3. Itaú
most 4. SKOL
valuable 5. Banco do Brasil
6. Natura 11. Vivo 16. OI
7. Brahma 12. Perdigão 17. Casas Bahia
6 – 20 most valuable 8. Vale 13. Lojas Americanas 18. Totvs
9. Sadia 14. Bohemia 19. TAM
10. Antartica 15. Ipiranga 20. Cielo
21. Multiplus 26. Net 31. Iguatemi
22. Porto Seguro 27. Extra 32. Odontoprev
21 – 35 most valuable 23. Magazine Luiza 28. BM&F 33. Pão de Açúcar
24. GOL 29. Banrisul 34. União
25. Redecard 30. Hering 35. Embratel
36. Anhanguera 41. Durafloor 46. Havaianas
37. Amil 42. Arezzo 47. Deca
38. Lojas Renner 48. PDG
36 – 50 most valuable brands 39. MRV
43. Gerdau
44. Drogasil 49. Localiza
40. Marisa 45. Swift 50. Riachuelo
Magazine Luiza brand values USD 479 MM
1) Source: Ranking Istoé Dinheiro, Milward Brown/Brandanalytics
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12. TOP 10 costumer service in Brazil
Ranking published on Exame Magazine – Aug 2012
1) Source: Ranking Exame, Instituto Ibero-Brasileiro de Relacionamento com o Cliente (IBRC)
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13. Agenda
Overview – Magazine Luiza
Highlights of 2Q12
Financial Performance of 2Q12
Operational Performance of 2Q12
Expectations for the Next Quarters
13
14. Highlights of 2Q12
Initiatives and Achievements Impacts on Financial Results
Significant sales growth versus 2Q11 Investments in infrastructure and expansion
• Total sales growth of 21.6% • Total investments: R$35.1 million
• Same store sales growth of 13.0% o 1 new conventional store inaugurated in the
o E-commerce growth of 45.0% Northeast
o Physical stores sales growth of 9.0% o Stores remodeling
o Investments in IT and Logistics (concluded the
Sustainable growth expansion of Louveira distribution center)
• Consolidated gross margin evolution – 33.5% over net
revenues Extraordinary expenses - integration:
o Increased by 0.7pp over 2Q11 • Totaled only R$3.3 million (as expected)
o Increased by 1.7pp over 1Q12 Luizacred results
• Financial discipline ( limited sales with no interest) • Improved overdue indicators
• Conservative credit approval rate • Maintenance of conservative approach
Continuation of Lojas Maia integration process o Reduction of credit approval rate
• Corporate merger – April, 30th o Substantial provisions for loan losses
• Systems integration – began in 2Q12 • Participation in the rationalization of costs and
expenses program
Reduction and Rationalization of Costs and Expenses
• Rationalization of costs and expenses program – Magazine Luiza results
Company’s main focus in 2012 • Results in line with budget, despite the slowdown in
• 0.6pp reduction on SG&A expenses of retail segment the economy activity
o 24.7% of net revenues versus 25.3% in 2Q11 o Sustainable growth
o Program of rationalization of costs and expenses
• Positive results – retail and consolidated business
14
15. Agenda
Overview – Magazine Luiza
Highlights of 2Q12
Financial Performance of 2Q12
Operational Performance of 2Q12
Expectations for the Next Quarters
15
16. Gross Revenues (R$ billion)
Retail Comments
25.0% 19.7% 22.3% • 19.7% growth in the retail segment versus 2Q11
and 13.0% same store sales growth, driven by:
— Stores maturation
2.0 — Increased productivity in renovated stores
1.6 — Accelerated growth in the Northeast
3.9
3.2 (R$301 million – 15.4% of total retail sales)
1.6 2.0
• 22.3% growth in the retail segment versus 1H11
1Q11 2Q11 1H11 1Q12 2Q12 1H12
• 21.6% growth in the consolidated gross
revenues versus 2Q11:
Consolidated — 44.5% growth in revenues from the
consumer financing segment (chiefly
25.7% 21.6% 23.6%
influenced by the increase in service
revenues, direct credit to consumer and
2.1 personal loans at Luizacred)
1.7
4.3 • Increase in store count – from 613 in the end of
3.4 2Q11 to 731 stores in the end of 2Q12
1.7 2.1
1,1
1Q11 2Q11 1H11 1Q12 2Q12 1H12
% of growth over the same quarter of 2011 % of growth over the same half of 2011
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17. Gross Revenues – Internet (R$ million)
Internet Comments
42.8% 45.0% 43.9% • Internet sales climbed 45.0% in 2Q12 versus
2Q11 and 43.9% versus 1H11 influenced by:
— Increase in product mix
— Innovations in content
263.5 — Multi-channel approach: infrastructure
shared with other channels
181.7 512.0
355.7
248.5
174.0
1Q11 2Q11 1H11 1Q12 2Q12 1H12
% of growth over the same quarter of 2011 % of growth over the same half of 2011
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18. Net Revenues and Gross Profit (R$ billion)
Net Revenues - Consolidated Comments
27.5% 22.3% 24.9%
• Strong growth due to advancement of gross
revenues (retail segment and consumer
finance)
1.8
1.5 • Net revenues growth outpaced gross revenues
3.6
2.9 growth – higher volume of products subject to
1.8 tax substitution (booked under COGS)
1.4
1Q11 2Q11 1H11 1Q12 2Q12 1H12
Gross Profit - Consolidated Comments
22.4% 25.0% 23.7%
• Improve of 0.7% of gross margin in 2Q12
versus 2Q11 and 1.7% versus 1Q12 due to:
— Increase in gross margin from the consumer
finance (Luizacred)
0.6
0.5 1.2 — Slight decrease in retail segment margin
1.0 (higher share of Internet sales, integration of
0.5 0.6
Lojas Maia and AVP adjustments)
1Q11 2Q11 1H11 1Q12 2Q12 1H12 • Gross margin in the Northeast: from 21.2% in
33.2% 32.8% 33.0% 31.8% 33.5% 32.7% 1Q12 to 25.0% in 2Q12
% of growth over the same quarter of 2011 % of growth over the same half of 2011 Gross Margin (%)
18
19. Operating Expenses – Consolidated (R$ million)
Operating Expenses (R$ MM) Comments
• Reduction of 0.5% on Sales, General and
-26.0% -3.6% 1.7% -27.9% -25.5% -4.9% 0.9% -29.5%
Administrative Expenses versus 2Q11:
— Adjustments made to stores’
88.4 16.1 531.3 expenses in order to increase
productivity
459.0 — Result of the integration of the
52.7 24.3 offices of Baú stores and of
410.7
382.4 rationalization of expenses
• Provisions for Loan Losses:
— Substantial provisions (Luizacred
conservative approach)
• Other Operating Expenses (Revenues):
— See next slide
SG&A Provisions Other Total SG&A Provisions Other Total
Oper. Oper.
Expenses Expenses
(Revenues) (Revenues)
2Q11 2Q12 % Net Revenue
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20. Other Operating Expenses (Revenues) – Consolidated
Other Operating Expenses (Revenues) (R$ MM) Comments
• Other Operating Expenses (Revenues) :
— Deferred revenues:
5,5 24,3
17,5 o Reduction in the booking of
12,4 deferred revenues (straight-line
method)
o In 2Q12, other deferred revenues
of R$18.0 million (R$10.5 million
Booking of Integration Personal Introduction Others Total from the retail segment and R$7.5
Deferred Expenses Loans of chips in million from Luizacred) – renewal
Revenues Luiza Cards of the Agreement with Cardif
— Non-recurring expenses with the
23,8 integration of the store chains of
3.3 4.1 5.4 R$3.3 million
3.2 16,1
— Change in the booking of personal
loans, which are now recognized
under financial intermediation
result, thereby reducing revenues
from profit sharing from R$17.5
Booking of Integration Personal Introduction Others Total
million to R$4.1 million
Deferred Expenses Loans of chips in
Revenues Luiza Cards — Expenses with the introduction of
chips in Luiza cards totaled R$5.4
2Q11 2Q12 million in 2Q12
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22. Financial Expenses – Consolidated (R$ million)
Financial Expenses (R$ MM) Comments
• Financial Results:
-2.9% -2.5% — Decline from 2.9% of net revenue in
2Q11 to 2.5% in 2Q12:
45.4 o Positively impacted by the
42.4 reduction in CDI rate
o Partially offset by the increase in
working capital requirements
o Change in the estimated
discount rate used in the
adjustment to present value of
extended warranty operations
o Change in the appropriation of
the costs of prepayment of
receivables on third-party cards,
which is now recognized on the
date of the discount operation
2Q11 2Q12
Financial Expenses % Net Revenue
22
23. Net Income and Adjusted Net Income (R$ million)
Net Income Comments
4.6 21.9 • Net Income impacted by:
12.3 16.9
— Non-recurring costs, revenues and
18.8 expenses
— Change in the appropriation of the costs of
40.7
prepayment of receivables
— Changes in accounting practices in the
financial result
1Q11 2Q11 1H11 1Q12 2Q12 1H12
— Non-recurring tax credits
0.9% 0.3% 0.6% -2.3% 1.2% -0.5%
Adjusted Net Income
0.3% 2Q11 0.1% 1.2% 2Q12 0.5%
4,6
4.3 20,7
2,1 10.6
21,9
5.4 1,0
0.0 9,5
0.0 1.8
Net Income Extraord. Extraord. Extraord. Tax Credits Adjusted Net Extraord. Extraord. Extraord. Tax Credits Adjusted
Ops. Fin. Taxes Income Income Ops. Fin. Taxes Income
Results Results Results Results
Net Margin (%)
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24. Investments (R$ million)
Investments Comments
97.6 • Stores remodeling
• New stores (inaugurated and to be) – 1
25,1 new conventional store inaugurated in
the Northeast
• Other investments include the
50.2 37,8 conclusion of expansion of the Louveira
7,5 43.2 distribution center and other
40.0 investments in logistics, which totaled
6,5 35.1
7,5 R$9.6 million in 2Q12
19,3 5.8 11,0 5,1
15,1 8,1
7.3 3,9
11.8
28,9
15.4 18,4 18,0
11,5
1.9
2Q11 3Q11 4Q11 1Q12 2Q12
New Stores Store Refit Infrastructure Others
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25. Overview – Magazine Luiza
Highlights of 2Q12
Financial Performance of 2Q12
Operational Performance of 2Q12
Expectations for the Next Quarters
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26. Operational Performance – Stores
Number of Stores (unit) Same Store Sales Growth (%)
39.4%
+ 118 stores
730 731 14.4% 19.7%
728 11.3%
684 1 1 1 9.0% 13.0%
1 103 106 106
613 69
1 2Q11 2Q12
69
Same Stores Sale Growth - Physical Stores
Same Store Sales Growth (includes e-commerce)
Total Retail Growth
614 624 623 624
543 Average Age – Stores
Up to 1 year
114
158 1 to 2 years
453
2Q11 3Q11 4Q11 1Q12 2Q12 More than 3 years
6
Virtual Stores Conventional Stores 2 to 3 years
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29. Luizacred Portfolio (% of portfolio)
Portfolio Overdue Comments
20% 19.2% • Differently from the market in general,
17.7% 17.4% the portfolio’s overdue indicators
16.8%
15.9% continue to improve both in relation to
the previous year and the previous
13.6% quarter, due to:
12.5% 12.4% 12.7%
11.6%
— Conservative approach in the
10% credit approval rate
— Constant control of delinquency
6.7% per store
4.4% 4.7% 4.3%
4.1% • Provisions should be proportionally
lower in 2H12
Jun-11 Sep-11 Dec-11 Mar-12 Jun-12
112% 111% 114% 111% 117%
Overdue 15-90 days Overdue above 90 days Total overdue
Coverage Ratio(%)
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30. Overview – Magazine Luiza
Highlights of 2Q12
Financial Performance of 2Q12
Operational Performance of 2Q12
Expectations for the Next Quarters
30
31. Expectations for the next quarters
1 3
Sales Growth Investments
Consistent sales growth: Investments in technology, logistics and store
• Maturation of new stores remodeling, which includes changing the Lojas Maia
• Northeast stores brand to Magazine Luiza
• Internet The Company plans the organic opening of 17 more
• Better performance by the Brazilian economy, stores in 2H12, 10 of them in the Northeast
especially in 4Q12
2 4
Lojas Maia Integration Process Results
Integration of Lojas Maia’s systems – conclusion: Continuality of cost and expense reduction and
oct/12 rationalization program
Fully integrated management – 2013 Capture of synergies from the integration of Lojas do
• Dilution of administrative and logistics Baú and Lojas Maia
expenses Better productivity indicators and positive results in
• Benefits to working capital and price 2012
management – increasing the gross margin
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32. Investor Relations
ri@magazineluiza.com.br
www.magazineluiza.com.br/ir
Legal Disclaimer
Any statement made in this presentation referring to the Company’s business outlook. projections and financial and operating goals
represent beliefs. expectations about the future of the business. as well as assumptions of Magazine Luiza’s management and are
solely based on information currently available to the Company. Future considerations are not a guarantee of performance. These
involve risks. uncertainties and assumptions since they refer to forward-looking events and. therefore depend on circumstances that
may not occur. These forward-looking statements depend substantially on the approvals and other necessary procedures for the
projects. market conditions. and performance of the Brazilian economy. the sector and international markets and hence are subject to
change without prior notice. Thus. it is important to understand that such changes in conditions. as well as other operating factors
may affect the Company’s future results and lead to outcomes that may be materially different from those expressed in such future
considerations. This presentation also includes accounting data and non-accounting data such as operating. pro forma financial data
and projections based on the Management’s expectations. Non-accounting data has not been reviewed by the Company’s
independent auditors.
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