Bj's Wholesale Club Holdings, Inc. · NYSE:BJ
Bj's Wholesale Club — Q3 2023 Earnings Presentation
23 slides from Bj's Wholesale Club's earnings presentation, Nov 17, 2023
Slide 1: BJ's Wholesale Club Investor Presentation
November 2023 BJ’s Wholesale Club Investor Presentation
Slide 2: Forward-Looking Statements
Forward-Looking Statements: This presentation contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. All statements contained in this presentation that do not relate to matters of historical fact should be considered forward looking statements
Slide 3: Q3 FY23 highlights: Strong earnings driven by membership growth, traffic and margin improvement
Q3 FY23 highlights: Strong earnings driven by membership growth, traffic and margin improvement A stronger company today, built on our strategic priorities Q3 FY23 results Unbeatable Deliver Improve Grow our member value $4.8B member loyalty footprint experience conveniently Net sales +2.8% vs. Q3 F
Slide 4: Key investment highlights
Key investment highlights Advantaged Loyal membership Differentiated Accelerated Prudent capital business model in base that is shopping expansion of allocation strategy a favorable market growing in size and experience focused highly profitable maximizes backdrop quality on fresh, value club base s
Slide 5: The warehouse club model offers significant structural advantages
The warehouse club model offers significant structural advantages Operate efficiently • Limited SKUs support pallet presentation, driving scale and inventory turns • Requires less labor in club • Efficient distribution • Lower per square foot build-out costs Constantly reinvest into value • ~25% bet
Slide 6: The warehouse club channel is growing and taking share
The warehouse club channel is growing and taking share Accelerated share gains in recent years U.S. warehouse club market size 1 with opportunity for future growth1 ($ in B) U.S. sales growth by channel 2022 share of (2018 – 2022 CAGR) $269 U.S. retail sales $236 4.9% $204 11.1% $183 $176 $165 $155
Slide 7: MFI has grown every year for 25 years
MFI has grown every year for 25 years ($ in M) $414 $397 $361 $333 $302 $283 $255 $259 $242 $243 $247 $229 $210 $191 $173 $175 $180 $150 $159 $139 $118 $124 $106 $90 $79 $56 $66 FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY
Slide 8: Our 1.5M+ credit card members ~2x LTV
Our co-brand credit card will drive increased value to members, who we believe will reward us with more lifetime value Why we’re excited Best-in-class card program to drive top-of-wallet status Better value prop enhances all BJ’s Perks Plus™ Mastercard® BJ’s One™ Mastercard® higher-tier membership O
Slide 9: BJ's go-to-market strategy is differentiated
BJ’s go-to-market strategy is differentiated vs. Club vs. Grocery vs. Mass channel Broader assortment ~25% lower prices1 Price below mass channel break-even Smaller pack sizes Treasure hunt Larger pack sizes Smaller club format Services & fuel Convenient locations Full-service deli 1 25% savings bas
Slide 10: We strive to deliver a great member experience grounded in value
We strive to deliver a great member experience grounded in value How members save at BJ’s Illustrative member savings1 Lower prices EDLP savings Fresh food and deli assortment can fulfill weekly Coupons grocery shopping needs Quality Own Brand products ~10x Own Brands Return on Digital app allows fo
Slide 11: Our goal is to deliver convenience to our members
Our goal is to deliver convenience to our members 1 2 3 Digitally-enabled sales In-club conveniences Targeted messaging and Price scan retail media program BOPIC1 / Curbside pickup Same-day delivery (“SDD”) In-club coupons Ship-to-home, Deli pre-ordering Express Pay, other2 1 Buy online, pick up in
Slide 12: The convenience of our digital offerings drives spend
The convenience of our digital offerings drives spend Digital members1 spend nearly 70% more with us annually 2 Digitally-enabled comp sales in FY22 grew 290% on a 3-yr stack 9% 2% FY18 FY22 Digital penetration %3 1 Members making at least one digitally-enabled purchase (BOPIC/Curbside pickup, same-
Slide 13: Our members love our app
Our members love our app Great app! So Industry-leading app rating convenient I never forget my coupons. I can Walmart 4.8 load them to my card right from Sam's 4.8 the app. I always use Jill L. BJs 4.7 the app, especially to Target 4.5 track gas prices. Aldi 4.4 Cynthia A. I am able to Wegmans 4.2
Slide 14: We have an advantaged real estate position built over nearly 40 years
We have an advantaged real estate position built over nearly 40 years We have an industry leading footprint on the east coast and are expanding Uxbridge, MA Dry DC Rocky Hill, CT Perishable DC 239 169 20 Clubs1 Gas stations1 States1 Burlington, NJ Dry DC Elkton, MD Perishable DC Leading positions in
Slide 15: We have continually refined our new club opening playbook
We have continually refined our new club opening playbook Improved member acquisition • Robust integrated pre-open campaign • Digital acquisition marketing • Higher-tier/co-brand acquisition Elevated in-club experience • Team member training & GOLD standard certification • Improved omnichannel conve
Slide 16: We have delivered significant growth since 2018
We have delivered significant growth since 2018 FY22 vs. FY18 +49% +40% 90% +79% Net sales MFI Tenured Adjusted renewal rate EBITDA1 +195% $2B+ 0.8x $495M Adjusted EPS 1 Cumulative Net debt to adjusted Cumulative share free cash flow 1 EBITDA1 repurchases 1 Refer to Appendix section 16
Slide 17: Our long-term financial targets reflect continued momentum
Our long-term financial targets reflect continued momentum Comparable Total revenues EPS club sales 1 LSD% – MSD% MSD% HSD% – LDD% growth growth growth 1 Excluding the impact of gasoline sales 17
Slide 18: We are maximizing shareholder value through disciplined capital allocation
We are maximizing shareholder value through disciplined capital allocation Reinvest for long-term growth Maintain strong balance sheet Return cash to shareholders Highest capital return priority remains De-levered balance sheet over the past Share repurchase remains the preferred investing in the bu
Slide 19: Appendix
Appendix
Slide 20: GAAP to non-GAAP reconciliations: Adjusted EBITDA
GAAP to non-GAAP reconciliations Adjusted EBITDA YTD Q3 YTD Q3 LTM Q3 (in M) FY17 FY18 FY19 FY20 FY21 FY22 FY22 FY23 FY23 Income from continuing operations $ 52 $ 127 $ 188 $ 421 $ 427 $ 514 $ 385 $ 378 $ 507 Interest expense, net 197 165 108 84 59 47 31 49 65 Provision (benefit) for income taxes (2
Slide 21: GAAP to non-GAAP reconciliations: Net debt to LTM adjusted EBITDA
GAAP to non-GAAP reconciliations Net debt to LTM adjusted EBITDA (in M) FY17 FY18 FY19 FY20 FY21 FY22 10/28/2023 Total debt $ 2,712 $ 1,801 $ 1,681 $ 1,106 $ 749 $ 853 $ 832 Less: Cash and cash equivalents 35 27 30 44 45 34 34 Net debt $ 2,677 $ 1,774 $ 1,650 $ 1,063 $ 703 $ 819 $ 799 LTM adjusted E
Slide 22: GAAP to non-GAAP reconciliations: Adjusted EPS
GAAP to non-GAAP reconciliations Adjusted EPS (in M, except per share data) FY18 FY19 FY20 FY21 FY22 Q3 FY22 Q3 FY23 Net income as reported $ 127 $ 187 $ 421 $ 427 $ 513 $ 130 $ 130 Adjustments: Offering costs 4 2 - - - - - Stock-based compensation related IPO 49 - - - - - - Management fees 3 - - -
Slide 23: GAAP to non-GAAP reconciliations: Free cash flow
GAAP to non-GAAP reconciliations Free cash flow (in M) FY18 FY19 FY20 FY21 FY22 Q3 FY23 Net cash provided by operating activities $ 427 $ 355 $ 869 $ 832 $ 788 $ 175 Less: Additions to property & equipment, net of disposals 146 197 218 324 398 134 Plus: Proceeds from sale leaseback transactions - 22
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