Vertiseit Ab Class B · OMXSTO:VERT_B
Vertiseit Ab Class B — Investor Day (October 2021)
45 slides from Vertiseit Ab Class B's investor day presentation, Oct 5, 2021
Slide 1: Strategy Update
STRATEGY UPDATE VERTISEIT
Slide 2: Digital In-store and the Customer experience
Digital In-store and the Customer experience Enhance the brand experience Deliver a seamless customer journey Be relevant in every situation Empower the people in-store Expand in-store offering
Slide 3: In-store experience agency
GRAseriSH dise Retail Experience BehelSenesardeienn In-store experience platform
Slide 4: SS ER3E® BOSS ‘ valora
SS ER3E® BOSS ‘ valora GRASSFISH VERTISEIT J.LINDEBERG @snistarcom S LINDEX StenaLine LOREAL fy PeakPerformance (\/\RG vonvo
Slide 5: Your digital in-store agency
YOUR DIGITAL HOW IT WORKSIN-STORE AGENCY BEHIND THE SCENE DISE IN-STORE MODULES DIGITAL IN-STORE DISPLAYS & EXPERIENCE PLATFORM & API SOLUTION OPERATIONS CHANNELS, SCENARIOS, CAMPAIGNS, INTEGRATION OF CUSTOMER DATA, STRATEGY, CONCEPT, DESIGN, IN-STORE TECH, PROACTIVE MONITORING, DYNAMIC CONTENT CAPA
Slide 6: Vertiseit Today
VERTISEIT TODAY #1 Retail Digital Signage software provider in Europe PRESENCE +120 on 62 PEOPLE Germany MSEK ARR Sweden
Slide 7: ARR (MSEK)
50 62 MSEK 2021-06-30 40 30 ARR (MSEK) 20 10 0 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Slide 8: Mission 50 / Brand Top 50
LEADER IN RETAIL TECH 2022 2023 MISSION 50 BRAND TOP 50 The group’s recurring revenue shall One of the world's 50 strongest amount to at least SEK 50 million consumer brands to choose Vertiseit (ARR) calculated on a rolling when designing their store 12 months as of 31/12 2022 concept globally by th
Slide 9: Mission 50 / Brand Top 50
LEADER IN RETAIL TECH 2022 2023 MISSION 50 BRAND TOP 50 The group’s recurring revenue shall One of the world's 50 strongest amount to at least SEK 50 million consumer brands to choose Vertiseit 62 (ARR) calculated on a rolling when designing their store 12 months as of 31/12 2022 concept globally by
Slide 10: Market is changing
MARKET IS CHANGING Full-service Specialization and collaboration Fragmented platform market Category winners Digital signage as a silo Integrated part of the IT ecosystem National digital concept Platform first - global VERTISEIT
Slide 11: Market is changing: going global, new strategy
MARKET IS CHANGING GOING GLOBAL NEW STRATEGY )
Slide 12: Becoming the global leader in digital in-store
BECOMING THE GLOBAL LEADER IN DIGITAL IN-STORE VERTISEIT
Slide 13: Key strategy changes
KEY STRATEGY CHANGES * Group structure supporting acquisition agenda * New business model for global scalability *« New long term goals and financial targets VERTISEIT
Slide 14: New group structure
New group structure VERTISEIT Corporate brand Holding company within Retail Tech aiming to acquire and develop SaaS companies within Digital Signage with focus on Digital In-store Market brands
Slide 15: Dise
dise
Slide 16: Dise business model: SaaS, partner channel
Business Model SaaS Channel Strategy Partner Partners Full-service providers Customers Leading brands and retailers Services - Differentiator Intuitive
Slide 17: +1000 touchpoints
+1000 touchpoints Connected Mannequin Fit & Style Studio Endless Aisle Pickup In-store Brand Walls
Slide 18: Grassfish
=> GRASSFISH
Slide 19: Grassfish business model: SaaS + services, direct
Business Model SaaS + Services Channel Strategy Direct Partners Agencies and fulfilment partners Customers Global brands and retailers Services Consulting and implementation Differentiator Customized
Slide 20: +8000 touchpoints
+8000 touchpoints GRASSFISH > accenture TRISON Content Pool Dealer App Workflow Management Media Mixer
Slide 21: Market is changing
MARKET IS CHANGING Full-service Specialization and collaboration Fragmented platform market Category winners Digital signage as a silo Integrated part of the it eco system National digital concept Platform first - global > GRASSFISH
Slide 22: Specialization and collaboration
SPECIALIZATION AND COLLABORATION > accenture TRISON
Slide 23: Category winners
CATEGORY WINNERS GRASSFISH
Slide 24: Integrated part of the IT ecosystem
INTEGRATED PART OF THE IT ECOSYSTEM ERP PIM DAM MRM ECOM GRASSFISH
Slide 25: Platform first: going global
PLATFORM FIRST GOING GLOBAL CONCEPT GRASSFISH
Slide 26: Platform first: going global
PLATFORM FIRST GOING GLOBAL Ea) CONCEPT CONCEPT CONCEPT GRASSFISH
Slide 27: New business model
NEW BUSINESS MODEL VERTISEIT
Slide 28: Dise in-store experience platform modules
DISE IN-STORE MODULES DIGITAL IN-STORE DISPLAYS & EXPERIENCE PLATFORM & API SOLUTION OPERATIONS CHANNELS, SCENARIOS, CAMPAIGNS, INTEGRATION OF CUSTOMER DATA, STRATEGY, CONCEPT, DESIGN, IN-STORE TECH, PROACTIVE MONITORING, DYNAMIC CONTENT CAPABILITIES, ASSETS UX, DEVELOPMENT SUPPORT, ON-SITE SERVICE
Slide 29: Dise in-store experience platform modules
DISE IN-STORE MODULES DIGITAL IN-STORE DISPLAYS & EXPERIENCE PLATFORM & API SOLUTION OPERATIONS CHANNELS, SCENARIOS, CAMPAIGNS, INTEGRATION OF CUSTOMER DATA, STRATEGY, CONCEPT, DESIGN, IN-STORE TECH, PROACTIVE MONITORING, DYNAMIC CONTENT CAPABILITIES, ASSETS UX, DEVELOPMENT SUPPORT, ON-SITE SERVICE
Slide 30: Previous business model
Previous business model including hardware sales Agency Strategy and concept
Slide 31: Scalable business model
Scalable business model to support global expansion SaaS License and support
Slide 32: Financials
FINANCIALS VERTISEIT
Slide 33: Q2 Interim Report
Q2 INTERIM REPORT ARR MSEK 62 SaaS revenue our top priority ARR GROWTH +98% 38Q growth streak EBITDA 15% LTM Profitable growth - always Adjusted for Q2 acquisition costs VERTISEIT
Slide 34: SaaS revenue, gross margin and SaaS share
14 80% 70% 12 60% 10 50% 8 40% MSEK 6 30% 4 20% 2 10% - 0% Q1 2019 Q2 2019 Q3 2019 Q4 2019 Q1 2020 Q2 2020 Q3 2020 Q4 2020 Q1 2021 Q2 2021 SaaS Revenue Gross Margin SaaS share of Net Revenue
Slide 35: Growth strategy
GROWTH STRATEGY Organic growth Acquired growth Existing customers New customers New customers New markets New applications New products 2008-2020; 55% organic growth, 45% acquired growth VERTISEIT
Slide 36: Acquisition strategy
ACQUISITION STRATEGY Acquire companies with attractive New customers customer base and solid ARR Acquire companies with footprint in New markets new target markets Acquire industry premium players New products to strengthen offering VERTISEIT
Slide 37: Directed share issue
DIRECTED SHARE ISSUE Nordea KL Capital Knutsson & Lundstrém Adding MSEK 100 to AlcurFonder | support acquisition strategy Protean Capital VERTISEIT
Slide 38: Proven track record of successful acquisitions
Proven track record of successful acquisitions 8 successful acquisitions 2012-2021 150% Net Revenue Retention from acquisitions 2012-2020 VERTISEIT
Slide 39: New group structure supporting acquisition strategy
New group structure supporting acquisition strategy VERTISEIT
Slide 40: New long-term goals
NEW LONG-TERM GOALS VERTISEIT
Slide 41: Mission 2024 and Global #1 2026
2024 MISSION 200 The Group’s recurring revenue to exceed MSEK 200 (ARR) by end of 2024 2026 GLOBAL #1 #1 Global Digital In-store software company by end of 2026, measured as active SaaS licenses VERTISEIT
Slide 42: New financial targets
New financial targets ARR GROWTH >25% CAGR PROFITABILITY >30% EBITDA, 2024 ANNUAL REVENUE RETENTION >100% NRR VERTISEIT
Slide 43: I we
I we Johan Lind Jonas Lagerqvist Christina Haywai Emil Kihlberg Alexander Korte Roland Grassberger . é a i > <a nes + iy £
Slide 44: ia ‘ if
| ia ‘ if Vilhelm Schottenius Chairman of the board De Emma Stjernlof © NEA Jon Lindén Adrian Nelje a Johanna Schottenius y Mikael Olsson
Slide 45: Vertiseit Capital Markets Day 2021
VERTISEIT CAPITAL MARKETS DAY 2021 VERTISEIT