Coca-cola Femsa Sab De Cv Units Cons Of 5 Shs -l- + 3 Shs Series -b- · BMV:KOF/UBL
Coca-cola Femsa Sab De Cv Units Cons Of 5 Shs -l- + 3 Shs Series -b- — Coca-Cola FEMSA — Investor Presentation (2009)
18 slides from Coca-cola Femsa Sab De Cv Units Cons Of 5 Shs -l- + 3 Shs Series -b-'s investor presentation, 2009
Slide 1: A Growing Multi-National Company
A Growing Multi-National Company
Slide 2: Cautionary Statement
Cautionary Statement FORWARD-LOOKING STATEMENTS This presentation contains “forward-looking statements” within the meaning of Section 21E of the Securities Exchange Act of 1934 as amended. These forward-looking statements relate to Coca-Cola FEMSA, S.A. de C.V. and subsidiaries (“KOF”) and their bus
Slide 3: Largest public bottler outside of the US in terms of sales volume
Largest public bottler outside of the US in terms of sales volume… 10% 10% 51 51%% World WorldWide Wide of of Revenues Revenues 40% 40% 59 Mexico 59%% Mexico of of EBIT EBIT 29% 29% Brazil Brazil 53 53%% of of 35% 35% EBITDA EBITDA Latin Latin America America * Information reflects LTM September 30,
Slide 4: A large geographic footprint in Latin America
…with a large geographic footprint in Latin America Guatemala, Nicaragua, Mexico Costa Rica & Panama Venezuela Colombia 1993 2003 2009* Volume (MM UC) 246 1,556 2,377 10 x Revenues (MM US$) $612 $3,939 $7,010 11 x Minas Gerais Operating Profit (MM US$) $86 $695 $1,102 13 x Brazil Population Served (
Slide 5: Sourcing our growth from a balanced geographic footprint
Sourcing our growth from a balanced geographic footprint Operations outside of Mexico have importantly contributed to both the top and bottom line of our business, while Mexico continues to be our largest cash-flow generator EBITDA* (US$ mm) 1,375 245 MS Revenues* 235 (US$ mm) 1,184 7,010 6 LC 889 M
Slide 6: Largest bottler in Mexico
Largest bottler in Mexico… KOF is the most integrated beverage player in the industry, ranking #1 in Sparkling and Still Beverages and a strong #2 in Water The Mexico Division as a % of total KOF: Volume Revenue EBITDA 51% 51% 38% 38% 45% 45% + 51 million consumers + 612 thousand points of sale 1.20
Slide 7: Solid presence in Latincentro
..with solid presence in Latincentro… The Latincentro Division as a % of total KOF: Volume Revenue EBITDA 24% 24% 35% 35% 30% 30% + 93 million consumers + 627 thousand points of sale 567 Mn Unit cases 1.6 Mn UC sold daily + US$ 2.5 Bn in Revenues + US$414 Mn of EBITDA 16.5 % EBITDA Margin * Informat
Slide 8: A growing presence in South America
…and a growing presence in South America The Mercosur Division as a % of total KOF: Volume Revenue EBITDA 25% 25% 27% 27% 25% 25% 604 Mn Unit cases 1.7 Mn UC sold daily + US$ 1.9 Bn in Revenues + US$341 Mn of EBITDA 18.3 % EBITDA Margin + 56 million consumers + 279 thousand points of sale * Informat
Slide 9: Driving Sparkling per Capita Consumption
Driving Sparkling per Capita Consumption… KOF is developing a comprehensive portfolio of beverages to capture the benefits of rising per capita income in Latin America… KOF Sparkling Beverage Annual Per Capita Consumption (8 oz. Presentations) 232 225 208 370 351 311 196 208 179 147 169 138 Argentin
Slide 10: Opportunities in emerging categories
…amplified by opportunities in emerging categories… Bottled water and emerging categories are growing at superior rates… Volumes (Millions of Unit Cases) CAGR 39% 116 33 105 4% 22 92 85 8% 230 Emerging Categories 160 179 Bottled Water Bulk Water 2004 2006 LTM 3Q '09 …with important opportunities of
Slide 11: Strengthening our portfolio with key acquisitions
…while strengthening our portfolio with key acquisitions Setting the stage to capture significant growth opportunities… REMIL • Price paid: US$ 370 M • Price paid: US$ 364.1 M • Volume ’06: +94 MUC • Volume ’07: 114 MUC • Revenues ‘06: +US$ 445 M • Revenues: +US$ 400 M Gaining Gaining leadership lea
Slide 12: Strong YTD 2009 Results
Strong YTD 2009 Results Balanced portfolio of geographies… Volume Revenues EBITDA YTD 2009 YTD 2009 YTD 2009 (1,777 Mn Unit Cases) (US$ 5,329 Mn) (US$ 1,009 Mn) 24% 26% 24% +12.5% +33.8% 38% +30.6% 45% 52% +8.4% +0.8% +6.6% 24% 36% 31% +7.4% +47.0% +60.5% Mexico division Latincentro division Mercosu
Slide 13: Why are we defensive under the current economic environment?
Why are we defensive under the current economic environment? Packaging diversification strategies in the Coca-Cola category… $/L 20 8 Oz Coca-Cola Portfolio Mexico 19 18 17 12 Oz Can Sparkling Beverages Mexico: ~ 883 MM UC 16 8 Oz Can 15 14 12 Oz RGB 13 600 ml 710 ml 12 400 ml 1L 11 10 9 1.5 L 2L 8
Slide 14: Why are we developing a total beverage platform?
Why are we developing a total beverage platform? Broad category diversification, balancing the portfolio and… Colas Flavors Bulk Water Juices & Oran- RTD Tea Sports- Others Nectars geades drinks Percentage of Total KOF Portfolio CAGR: 4% CAGR: 6% CAGR: 39% OW Mix of Categories* Mix of Categories** M
Slide 15: Why are we capturing ample avenues of growth today?
Why are we capturing ample avenues of growth today? Strategic alignment with The Coca-Cola Company, through the 50/50 Joint-Venture, generates an exponential avenue of growth for Still Beverages… KOF Still Beverage Volume Evolution Total KOF Volume Non Carbonated Beverages Jugos del Valle expansion
Slide 16: Developing new commercial and go-to-market capabilities
Why are we developing new commercial and go-to-market capabilities? Evolutionary business approach to capture revenue potential from our clients Revenue Driven Model Picture of Success Volume Driven What is the potential? 1 Model + 100 + 50 + 25 + 10 +5 Value Proposition What is the incentive? 2 Go-
Slide 17: Strong generation of cash-flow
Strong generation of cash-flow Allowing us to reduce net debt by close to US$ 2,000 million, while making acquisitions worth more than US$ 500 million in the last 21 months… $2,828 330 $1,866 162 $1,161 Cash 2,498 Net Debt 1,704 648 513 May-03 Dec-05 Sep-09 …and setting a well balanced maturity prof
Slide 18: In summary
In summary… > Strong Partnership With a Winning Business Model > Developing a Sustainable Total Beverage Portfolio > Capturing Ample Avenues of Growth Transforming Commercial Practices to Capture Revenue > Potential Implementing New Go-To-Market Models to Improve Operating > Leverage > Strong Cash F