Marriott Vacations Worldwide Corporation · NYSE:VAC
Marriott Vacations Worldwide — Investor Presentation (August 2023)
35 slides from Marriott Vacations Worldwide's investor presentation, Aug 3, 2023
Slide 1: Investor Presentation
Investor Presentation August 3, 2023
Slide 2: Forward-Looking Statements
Forward-Looking Statements We refer throughout this presentation to the business acquired by our acquisition of Welk Resorts as “Legacy Welk.” This presentation and accompanying schedules contain “forward-looking statements” within the meaning of federal securities laws, including statements about e
Slide 3: Driving Sustained Long-Term Growth
Driving Sustained Long-Term Growth Unique and resilient business model Consistent and sustainable growth 3
Slide 4: Leading Provider of Vacation Experiences
Leading Provider of Vacation Experiences Vacation Ownership – ~85% of Adjusted EBITDA Contribution* • Sales of vacation ownership products & financing • Management & rentals 7 >120 ~700,000 Leader in Iconic Brands Resorts Owner Families Upper Upscale Resorts Exchange and Third-Party Management – ~15
Slide 5: Evolving and Resilient Business Model
Evolving and Resilient Business Model Pre 2011 Today Outcome Strong consumer Brand 3 brands 7 brands demographic/ New Expansion Marriott/Hyatt programs Timeshare + residence + Timeshare + Product Diverse cash flow fractional ownership exchange Development Deeded Primarily points-based Capital effici
Slide 6: Large and Attractive Addressable Market and Customer Base
Large and Attractive Addressable Market and Customer Base Vacation Ownership ~43M Households – addressable market in U.S. alone1 ~735 FICO score ~$125K Median annual income $1.5M Median net worth 1. Based on 2021 data from the American Community Survey. 6
Slide 7: On-Site Guests Drive Sales
On-Site Guests Drive Sales High Resort Most Vacation Ownership Occupancy Sales Come from On-Property Guests1 88% 89% 89% 82% ~85% from resort guests 2019 2021 2022 YTD 2023 1. Sales from resort guests based on 2022 contract sales. 7
Slide 8: High-Margin Exchange and Third-Party Management Business with Low Capital Intensity
High-Margin Exchange and Third-Party Management Business with Low Capital Intensity $148M Segment Adjusted EBITDA* 2% 55% Capital Expenditure Segment as % of Revenue (excluding Adjusted EBITDA Margin* Cost Reimbursements) All numbers represent FY 2022. *Segment Adjusted EBITDA and Segment Adjusted E
Slide 9: Substantial Adjusted EBITDA from Recurring Sources
Substantial Adjusted EBITDA from Recurring Sources Adjusted EBITDA Contribution* Development Management and Exchange 30% 40% ~35% of Adjusted EBITDA contribution from recurring sources 15% 15% Financing Rentals All numbers are approximate. *Adjusted EBITDA Contribution is based on 2022 results as ad
Slide 10: Well Positioned To Continue Rapid Growth
Well Positioned To Continue Rapid Growth 4 High margin/cash flow business • Efficient capital and cost controls provide substantial free cash flow 3 Strong value proposition • Versus lodging average rates 2 Spacious upper upscale resorts • Product well aligned with current vacation style 1 100% leis
Slide 11: Strong Liquidity Position
Strong Liquidity Position As of June 30, 2023 Available cash on hand $242M Gross notes available for securitization $59M Additional borrowing capacity under revolving credit facility 1 $685M ~$1.0 Billion of Liquidity1 1. Excludes $1 million of outstanding Letters of Credit. 11
Slide 12: Conservative Balance Sheet with Interest Rates Primarily Fixed
Conservative Balance Sheet with Interest Rates Primarily Fixed Debt Maturity Schedule Fixed vs Floating Rate Debt2 ($M) Floating $1,325 10% $685 (cost: 6.9%) Revolving Credit $784 Facility1 $575 $65 $500 $350 $575 Fixed 90% (cost: 3.2%) 2023 2024 2025 2026 2027 2028 2029 Convertible notes Unsecured
Slide 13: Disciplined Capital Allocation Model
Disciplined Capital Allocation Model Strong Free Cash Flow Q2 2023 Generation Ending Leverage of s 3.1x Additional Return Strategic organic capital to M&A growth shareholders • Inventory acquisition • Bolt-on to existing • Share repurchases • Technology investment • New leisure-related • Dividends o
Slide 14: Well Positioned to Face Recessionary Challenges
Well Positioned to Face Recessionary Challenges ✓ Strong customer base ✓ Vacations are “pre-paid,” driving high resort occupancy rates ✓ The Interval International exchange model performs well in typical recessionary periods ✓ Minimal inventory commitments and debt maturities for the next few years
Slide 15: Driving Sustained Long-Term Growth
Driving Sustained Long-Term Growth Unique and resilient business model Consistent and sustainable growth 15
Slide 16: Three-Point Growth Strategy
Three-Point Growth Strategy 3 Disciplined use of free cash flow 2 Leverage technology to 1 expand our Drive growth businesses and through new product continued offerings transformation of our products 16
Slide 17: Driving Vacation Ownership Growth
Driving Vacation Ownership Growth 1 2 3 4 Integrate Digital High Owner Leveraging our Experience & Technology-Driven Engagement with Brands to Drive Enhance Service for Sales and Customer-Driven Growth Next Generation of Marketing Growth Product Strategies Travelers 17
Slide 18: Leveraging Strong License Relationships
Vacation Ownership Growth Strategy #1 Leveraging Strong License Relationships Number of Loyalty Members 186M 166M 103M 36M Marriott, Hilton, and Wyndham as of June 30, 2023. Hyatt as of December 31, 2022. 18
Slide 19: Global Footprint in Premium Locations
Vacation Ownership Growth Strategy #1 Global Footprint in Premium Locations Scottsdale, AZ Orlando, FL Maui, HI Oahu, HI Big Island, HI Kauai, HI Las Vegas, NV New York, NY Aruba Cancun, Mexico Los Cabos, Mexico Asia Pacific Hyatt Vacation Ownership includes Sirena del Mar, a legacy Welk resort in L
Slide 20: Transforming Hyatt Vacation Ownership Business
Vacation Ownership Growth Strategy #1 Transforming Hyatt Vacation Ownership Business 1 2 3 4 Capitalize on Optimize Implement best Product development marketing practices enhancements opportunities channels 20
Slide 21: Vacation Next – Multi-Year Transformation for Key Advantages
Vacation Ownership Growth Strategy #2 Vacation Next – Multi-Year Transformation for Key Advantages 1 Unify products and New Owner Program Create integrated digital experience for 2 associates and owners 3 Transform marketing, sales and service Screenshot is a prototype and does not reflect the final
Slide 22: Initiatives to Optimize Direct Marketing
Vacation Ownership Growth Strategy #3 Initiatives to Optimize Direct Marketing Modern CRM Improving Expanded Enhancing campaign implementation performance access to digital program management across across all members efficiency tools business channels Digital Advanced Programs Analytics 22
Slide 23: Focusing on First Time Buyer Growth
Vacation Ownership Growth Strategy #4 Focusing on First Time Buyer Growth Increasing Sales to Younger Generations1 Growing New Owners2 Other ~5% Boomers Millennial & ~150K GenX First-time buyers ~35% ~60% added since 2016 1. Q2 2023 YTD contract sales. First time buyers only. 2. 2016 – Q2 2023. Incl
Slide 24: Adding Highly Engaged New Owners Drives Revenue Growth
Vacation Ownership Growth Strategy #4 Adding Highly Engaged New Owners Drives Revenue Growth Average Revenue Contribution of Initial Purchases Through First Five Years Other Financing Management Fees, Ancillary, Financing Rental, Other Development Revenue Revenue Additional Purchase Development Reve
Slide 25: Exchange & Third-Party Management Business Growth Strategies
Exchange & Third-Party Management Business Growth Strategies 1 2 3 Increase share of Grow affiliations and Expand distribution wallet with enhanced management channels product offerings contracts 25
Slide 26: Growing Contract Sales and Adjusted EBITDA
Growing Contract Sales and Adjusted EBITDA FY Contract Sales FY Adjusted EBITDA* ($M) ($M) $1,837 $1,840-1,900 $915 $880-910 $1,524 Excludes $758 Alignment Benefit 1* 2019 2022 2023 2019 2022 2023 1. Excludes $51 million of Alignment benefit. Including the Alignment, FY 2022 Adjusted EBITDA was $966
Slide 27: Expect to Generate Substantial Adjusted Free Cash Flow in 2023
Expect to Generate Substantial Adjusted Free Cash Flow in 2023 ($M) Low High Adjusted EBITDA* $880 $910 Cash interest (120) (120) Cash taxes (190) (200) Corporate capital expenditures (65) (75) Inventory 80 105 Financing activity and other (45) (20) Adjusted Free Cash Flow* $540 $600 * Adjusted EBIT
Slide 28: Resilient, Well-Positioned Business Executing on Proven Strategy
Resilient, Well-Positioned Business Executing on Proven Strategy ▶ Proven resilient business model ▶ Well-positioned products with iconic brands ▶ Expansion through organic growth, acquisitions, and new product lines ▶ Enhancing value and efficiency with technology ▶ High-margin businesses yielding
Slide 29: Appendix
Appendix A-1
Slide 30: Non-GAAP Financial Measures
Non-GAAP Financial Measures In our presentation we report certain financial measures that are not prescribed by GAAP. We discuss our reasons for reporting these non-GAAP financial measures below and we have made footnote references to them on the preceding pages. The financial schedules included her
Slide 31: Non-GAAP Financial Measures
Non-GAAP Financial Measures (In millions) 2023 Consolidated Adjusted EBITDA 2019 Low High Net income attributable to common shareholders $ 138 $ 355 $ 375 Interest expense 132 145 145 Provision for income taxes 83 163 173 Depreciation and amortization 141 135 135 EBITDA 494 798 828 Share-based compe
Slide 32: Non-GAAP Financial Measures
Non-GAAP Financial Measures Reportable Segments As Adjusted (1) Vacation Exchange & VO and Exchange % Exchange & Vacation 2022 Ownership Third-Party Corporate 2022 & Third-Party % Vacation Third-Party (In millions) Ownership Alignment As Adjusted (1) Management and Other Total Management Ownership M
Slide 33: Non-GAAP Financial Measures
Non-GAAP Financial Measures Adjusted EBITDA Contribution. We calculate Adjusted EBITDA Contribution by calculating profit by revenue source (development, management and exchange, rental and financing) and then calculating profit by revenue source as a percentage of total profit, as reconciled herein
Slide 34: Non-GAAP Financial Measures
Non-GAAP Financial Measures Free Cash Flow and Adjusted Free Cash Flow. We evaluate Free cash flow and Adjusted free cash flow as liquidity measures that provide useful information to management and investors about the amount of cash provided by operating activities after capital expenditures for pr
Slide 35: Thank you.
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