Europris Asa · OSL:EPR
Europris Asa — DNB Nordic Consumer Conference 2021
15 slides from Europris Asa's conference presentation, Sep 2, 2021
Slide 1: Company presentation
Company presentation September 2021
Slide 2: Disclaimer
Disclaimer This presentation has been produced by Europris ASA (the "Company") exclusively for information purposes. This Presentation has not been approved, reviewed or registered with any public authority or stock exchange. Further to the aforementioned, this presentation is the result of an effor
Slide 3: Europris - Norway's #1 discount variety retailer
Europris - Norway’s #1 discount variety retailer • 36 million customer transactions in 2020 Customers • Widely recognised brand and price position1 • Increasing market share and gaining new customers • 1 million leaflets in distribution Marketing • 615 000 subscribers to digital newsletter • 863 000
Slide 4: 29 years of consecutive growth
29 years of consecutive growth Strong growth NOK million following Covid-19 25 years of JV with Listing 9 000 growth Tokmanni on Store #250 and opened Oslo 8 000 Shanghai Børs sourcing 7 000 office Acquired by 6 000 Nordic Capital Central 5 000 warehouse Founded by Acquired by opened in 4 000 Wiggo
Slide 5: Strong performance driven by solid merchandising
Strong performance driven by solid merchandising Revenue and EBITDA margin • Revenue growth: NOK billion 8,2 8,0 • Solid performance in existing stores • Store expansion 6,2 • E-commerce 5,8 5,4 5,1 • Positive revenue effects from Covid-19 4,6 23% 4,3 21% 19% • EBITDA margin: 14% 13% 13% 12% 12% • E
Slide 6: Europris with a competitive edge and strong concept
Europris with a competitive edge and strong concept Continuously expanding market share1,2,3 Market leader in Norway driven by a strong brand4 27,8 % ✓ #1 price perception 9,3 % 8,4 % 7,7 % 6,0 % 5,3 % 6,4 % ✓ 100% brand recognition 2014 2015 2016 2017 2018 2019 2020 Shopping centres Total retail Va
Slide 7: Sustainability is an integrated part of the strategy
Sustainability is an integrated part of the strategy Europris established own symbol for sustainable products Sustainable value chain Resource-efficient business model Responsible employer Empowering customers and communities 7
Slide 8: Strategic focus areas
Strategic focus areas Strengthen price Improve customer Drive customer and cost position experience growth 8
Slide 9: Strengthen price and cost position
Key initiatives Strengthen price and cost position Sourcing from solid Nordic base Warehouse transition Private label strategy Savings estimated to 0.75-1.25 a • Optimise range and private label percentage points of group revenues2 strength 100 700 • Strengthen price position • Improve quality 75 40
Slide 10: Improve customer experience
Key initiatives Improve customer experience Constant category development In stores, seasons, campaigns Sustainable product options Improve sustainability performance Assortment optimisation • Private label • Brand name merchandising • Packaging In-store Redesigned optimisation packaging Our proven
Slide 11: Drive customer growth
Key initiatives Drive customer growth Store development Grow e-commerce Expand digital, data and e-crm Comprehensive store development plan New e-commerce platform in April 2020 36 million sales slips a year: • Relocations • Simpler and more flexible shopping solution • Upgrades • Product range sign
Slide 12: Expanding online offering and omnichannel expertise through acquisition of 67% of Lekekassen Holding
Expanding online offering and omnichannel expertise through acquisition of 67% of Lekekassen Holding • Among fastest growing online retailers in Norway • Revenue NOK 545 and EBITDA NOK 94 million in 2020 Norway • Price and cost position will be strengthened Lekekassen.no • Joint sourcing and cost sy
Slide 13: Be the best discount variety retailer in Europe
Be the best discount variety retailer in Europe Fogra Reklamefoto 13
Slide 14: Q&A
Q&A
Slide 15: Alternative performance measures (APMs)
Alternative performance measures (APMs) APMs are used by Europris for annual and periodic financial reporting in order to provide a better understanding of the group’s financial performance. APMs are considered as well- know and frequently used by users of the financial statements and are also used