Rocket Internet Se · HAM:RKET
Rocket Internet — Investor Day (April 2016)
83 slides from Rocket Internet's investor day presentation, Apr 14, 2016
Slide 1: 2015 Annual Results and Capital Markets Day
2015 Annual Results and Capital Markets Day 14 APRIL 2016
Slide 2: Disclaimer
Disclaimer This document is being presented solely for informational purposes and should not be treated as giving investment advice. It is not intended to be (and should not be used as) the sole basis of any analysis or other evaluation. All and any evaluations or assessments stated herein represent
Slide 3: Agenda
Agenda Time Topic Presenter Peter Kimpel 9:00 – 10:00 1 2015 Financial Results CFO Rocket Internet Oliver Samwer 10:00 – 11:00 2 Update on Rocket Internet Strategy CEO Rocket Internet - Managing Growth & Profitability - Efficient Capital Allocation & Strong Cash Reserves - Enhanced Transparency & Re
Slide 4: Financial Results 2015
4) ROCKETINTERNET Financial Results 2015
Slide 5: Significant Increase in Revenue Generation
Significant Increase in Revenue Generation 109 2,367(1) EURm 188 303 370 1,398(1) FY 2014 Food & Groceries Fashion General Merchandise Home & Living FY 2015 Source: Respective company’s unaudited consolidated financial statements based on IFRS and management reports Notes: Based on net revenue for F
Slide 6: Continued Strong Growth
Continued Strong Growth Net Revenue Growth FY 2014 – FY 2015 373% 338% 162% 125% 118% 68% 78% 78% 69% 48% 45% 46% 7% 10% 20% Overall weighted average (1) General Food & Groceries Fashion Home & Living Merchandise Source: Respective company’s unaudited consolidated financial statements based on IFRS
Slide 7: Continued EBITDA Margin Improvement as Companies Scale
Continued EBITDA Margin Improvement as Companies Scale Average Average (35%) (30%) (1) Adj. EBITDA Margin FY 2014 (18%) (28%) Adj. EBITDA Margin FY 2015 n/m (37%) (30%) (23%) Adj. EBITDA Margin (17%) Percentage Point (35%) (27%) Improvement (12%) (FY 2015 / FY 2014) (2%) (59%) 6pp (45%) (56%) (49%)
Slide 8: HelloFresh
HelloFresh FY FY FY Q4 Q4 EURm 2013 2014 2015 2014 2015 Key Performance Drivers Net Revenue 14.2 69.6 305.0 28.7 106.9 Financial Revenue growth of >300% in 2015 to 305m EUR with strong performance across all seven geographies % Growth 391.8% 338.0% 272.6% Q4 2015 revenue run rate of 428m EUR Adj
Slide 9: Delivery Hero Displayed Strong Growth Trajectory in 2015
Delivery Hero Displayed Strong Growth Trajectory in 2015 Orders (m) GMV (EURm) Revenue (EURm) 112 1,631 198 +152% +99% +113% 39 38 657 88 520 61 16 15 304 245 42 31 2013A 2014A 2015A Q4 '14 Q4 '15 2013A 2014A 2015A Q4 '14 Q4 '15 2013A 2014A 2015A Q4 '14 Q4 '15 Source: Unaudited Delivery Hero informa
Slide 10: Foodpanda
Foodpanda FY FY FY Q4 Q4 EURm 2013 2014 2015 2014 2015 Key Performance Drivers GMV 6.5 116.7 266.4 n.a. 80.1 Financial Significant revenue growth in 2015 of ca. 373% driven by continued % YoY Growth n.m. 128.3% n.a. order growth Own delivery ramp-up and higher average commission levels Net Reven
Slide 11: GFG
GFG FY FY FY Q4 Q4 EURm 2013(3) 2014(3) 2015 2014 2015 Key Performance Drivers Net Revenue 317.2 627.4 930.1(4) n.a. 280.6(4) Financial % Growth 97.8% 48.2% Net revenue for 2015 represents 48.2% year-on-year growth with Lamoda, Namshi and Zalora growing significantly faster Gross Profit 97.0 186.3
Slide 12: Lamoda
Lamoda FY FY FY Q4 Q4 RUBm 2013 2014 2015 2014 2015 Key Performance Drivers Net Revenue 5,150.0 9,496.2 15,946.7 3,637.9 5,093.5 Financial % Growth 84.4% 67.9% 40.0% Net revenue for 2015 represents 67.9% year-on-year growth due to Gross Profit 2,038.2 3,879.1 6,486.3 1,581.2 1,947.3 increased orde
Slide 13: Dafiti
Dafiti FY FY FY Q4 Q4 BRLm 2013 2014 2015 2014 2015 Key Performance Drivers Net Revenue 419.3 592.2 856.4 186.9 256.4 Financial % Growth 41.2% 44.6% 37.2% Strong revenue growth despite highly challenging macroeconomic environment in Brazil Gross Profit 143.0 222.4 331.0 71.4 106.0 Continued incr
Slide 14: Namshi
Namshi FY FY FY Q4 Q4 AEDm 2013 2014 2015 2014 2015 Key Performance Drivers Net Revenue 53.2 167.7 439.0 56.3 131.7 Financial % Growth 215.2% 161.8% 134.1% Despite the challenging market conditions resulting from continued oil Gross Profit 24.3 91.0 237.3 30.9 70.0 price weakness, strong 162% top
Slide 15: Zalora
Zalora FY FY FY Q4 Q4 EURm 2013 2014 2015 2014 2015 Key Performance Drivers Net Revenue 68.8 117.2 208.0 n.a. 61.8 Financial % Growth 70.2% 77.5% Continued strong growth of 77.5% in 2015 Gross Profit 26.3 40.0 72.8 n.a. 24.1 Focus on margins resulting in improvements of gross margin in Q4 % Marg
Slide 16: Jabong
Jabong FY FY FY Q4 Q4 INR m 2013 2014 2015 2014 2015 Key Performance Drivers Net Revenue 3,442.9 8,114.1 8,691.4 2,707.5 2,185.3 Financial % Growth 135.7% 7.1% (19.3%) Increased focus on gross profit margin, unit economics and overall profitability resulted in net revenue and GMV decline in Q4 201
Slide 17: Lazada
Lazada FY FY FY Q4 Q4 USDm Key Performance Drivers 2013 2014 2015 2014 2015 GMV 94.8 383.8 1,024.7 171.1 333.3 Financial Rapid topline growth with GMV almost doubling from Q4 2014 to Q4 % Growth 304.8% 167.0% 94.8% 2015 and 2015 GMV exceeding USD1 billion (+167% vs. 2014) Revenue growth lagging
Slide 18: Jumia
Jumia FY FY FY Q4 Q4 EURm 2013 2014 2015 2014 2015 Key Performance Drivers GMV 34.7 94.5 288.7 38.1 82.7 Financial % Growth 172.0% 205.6% 117.2% Continued strong triple digit growth across all key metrics: Net Revenue 29.0 61.8 134.6 n.a. 28.1 GMV: +205.6% vs 2014 % Growth 113.2% 117.8% Total
Slide 19: Linio
Linio FY FY FY Q4 Q4 EURm Key Performance Drivers 2013 2014 2015 2014 2015 GMV 61.5 127.4 183.8 60.1 53.5 Financial % Growth 107.2% 44.2% (11.0%) GMV YoY growth was 54%, once adjusted for FX. Strong Net Revenue 47.9 61.6 67.4 25.6 15.9 depreciation of local currencies put pressure on volume and ti
Slide 20: Westwing
Westwing FY FY FY Q4 Q4 EURm Key Performance Drivers 2013 2014 2015 2014 2015 Net Revenue 110.4 183.3 219.2 62.2 65.1 Financial % Growth 66.1% 19.6% 4.6% Topline growth impacted by negative FX development in Gross Profit 44.9 79.3 92.6 26.9 28.1 Brazil/Russia; at constant FX Net revenue growth of
Slide 21: Home24
Home24 FY FY FY Q4 Q4 EURm Key Performance Drivers 2013 2014 2015 2014 2015 Net Revenue 92.8 160.1 233.7 54.7 61.4 Financial % Growth 72.5% 45.9% 12.3% Strategy shift towards strong focus on profitability and reduction of overall cash burn Gross Profit 36.2 58.9 89.5 19.5 25.7 Improvement in gro
Slide 22: Rocket Internet Financials
4) ROCKETINTERNET Rocket Internet Financials
Slide 23: FY2015 Results Rocket Internet SE – Consolidated IFRS Income Statement
FY2015 Results Rocket Internet SE – Consolidated IFRS Income Statement in EUR million 2014 2015 Revenue 128.2 128.3 Revenue includes the key fully consolidated Changes in work in progress 0.2 0 Internally produced and capitalized assets 2.9 5.7 entities: Rocket SE, Kanui / Tricae (until end of Q3 Ot
Slide 24: FY2015 Results Rocket Internet SE – Consolidated IFRS Balance Sheet
FY2015 Results Rocket Internet SE – Consolidated IFRS Balance Sheet Assets 2014 2015 Equity and liabilities 2014 2015 in EUR million in EUR million Non-current assets Equity Property, plant and equipment 3.1 2.8 Subscribed capital 153.1 165.1 Intangible assets 9.0 129.1 Capital reserves 2,482.6 3,10
Slide 25: Rocket Internet Strategy Update
Rocket Internet Strategy Update
Slide 26: Rocket Internet at a Glance – FY15
Rocket Internet at a Glance – FY15 FY 2014 - 2015 Improvement (EUR bn) Aggregate 5.6 GMV 2.8 YoY growth: 98% 2014 1 2015 1 (EUR bn) Aggregate 2.4 Revenues 1.4 YoY growth: 69% 1 1 2014 2015 (EUR bn) Aggregate Adjusted - (0.6) (1.0) EBITDA 2014 2 2015 2 (%) Average Adjusted EBITDA (29.7%) +5.8 pp (35.
Slide 27: Rocket Aims to Demonstrate…
Rocket Aims to Demonstrate… Significant Growth Significant Improvement of Profitability Efficient Capital Enhanced Transparency & Allocation & Strong Reduced Complexity Cash Reserves 26
Slide 28: HelloFresh
Significant Growth Example HelloFresh
Slide 29: Strong Growth Focus – FY2013 - 2015
Strong Growth Focus – FY2013 - 2015 Revenue Growth Gross Margin Investment in Growth Net Revenue (EURm) Gross Margin as % of Net Adj. EBITDA Margin1 as % of Net Revenue Revenue 55.3% 305 51.8% 52.1% (17.6%) (28.3%) 70 14 (38.6%) FY13 FY14 FY15 FY13 FY14 FY15 FY13 FY14 FY15 CAGR: 364% 0.3 pp 10.4 pp
Slide 30: Strong Growth Focus – Q4
Strong Growth Focus – Q4 Revenue Growth Gross Margin Investment in Growth Net Revenue (EURm) Gross Margin as % of Net Adj. EBITDA Margin1 as % of Net Revenue Revenue 56.0% 52.1% 107 (21.3%) (32.1%) 29 Q4 2014 Q4 2015 Q4 2014 Q4 2015 Q4 2014 Q4 2015 CAGR: 273% -4.0 pp -10.8 pp Note: (1) Excluding sha
Slide 31: HelloFresh Topline Growth Driven By Subscriber And Servings Growth
HelloFresh Topline Growth Driven By Subscriber And Servings Growth Active Subscribers (last three Servings delivered months) (k) (m) FY15 FY15 614.5 49.5 +255.8% +302.4% FY14 FY14 172.7 12.3 +444.8% +412.5% FY13 31.7 FY13 2.4 Source: Company’s unaudited consolidated financial statements based and/or
Slide 32: GFG
Significant Improvement in Profitability GFG
Slide 33: Significant Progress on Path to Profitability
Significant Progress on Path to Profitability Breakeven Target Regions Already Breakeven 3 Companies by Countries Already Q4 2017 Breakeven Improving Unit Economics 32
Slide 34: Continued Growth and Margin Improvements
Continued Growth and Margin Improvements Revenue Growth Increasing Gross Margin Profitability Improvements Revenue in EURm Gross Margin Adj. EBITDA Margin1 34.2% 30.6% 29.7% 930.1 627.4 (29.6%) 317.2 (37.4%) (47.0%) 2 2 2 2 2 2 FY 13 FY 14 FY 15 FY 13 FY 14 FY 15 FY 13 FY 14 FY 15 CAGR: 71% 3.6 pp I
Slide 35: Margin Improvements – Full Years
Continued Growth and Margin Improvements – Full Years Revenue Growth Gross Margin Profitability Revenue Gross Margin Adj. EBITDA Margin1 (AEDm) 439 54.3% 54.1% 45.7% (12.1%) (2.3%) 168 53 (61.1%) (RUBm) 15,947 39.6% 40.8% 40.7% 9,496 5,150 (22.7%) (17.2%) (36.6%) (BRLm) 856 592 34.1% 37.6% 38.6% 419
Slide 36: Significant Progress on Path to Profitability
Significant Progress on Path to Profitability 35
Slide 37: Lamoda - Significant Improvement In Scale
Lamoda - Significant Improvement In Scale Active Customers Total Orders Average Revenue (LTM) per Order (m) (m) (k RUB) 2015 2015 2015 2.2 5.5 2.89 +33.8% +41.6% +18.6% 2014 2014 2014 1.7 3.9 2.44 +52.1% +70.3% +8.3% 2013 2013 2013 1.1 2.3 2.25 Source: Company’s unaudited consolidated financial stat
Slide 38: Lamoda - Benefiting From Increasing Scale
Lamoda - Benefiting From Increasing Scale Costs and Margins (% of rev.) FY 2013 FY 2014 FY 2015 Trend2 Cost of Sales (60%) (59%) (59%) Gross Profit 40% 41% 41% Marketing Costs (25%) (19%) (14%) Fullfillment Costs (35%) (33%) (28%) G&A and Other (18%) (14%) (18%) EBIT (38%) (25%) (19%) Adjusted EBITD
Slide 39: More Than 50% of the Net Order Intake Coming from Mobile Devices
More Than 50% of the Net Order Intake Coming from Mobile Devices Mobile Share1 In % of total traffic 44.3% 42.4% 41.0% 41.2% Q1 15 Q2 15 Q3 15 Q4 15 3.3 pp Anywhere, Anytime Access Note: (1) Mobile is defined as tablets, mobile site and apps 38
Slide 40: Westwing
Significant Improvement of Profitability Westwing
Slide 41: Margin Improvements – Q4
Continued Growth and Margin Improvements – Q4 Revenue Growth Stable Gross Margin Profitability Improvements Revenue (EURm) Gross Margin Adj. EBITDA Margin1 65 43.3% 43.2% 62 (6.4%) (18.9%) Q4 Q4 Q4 Q4 Q4 Q4 ‘14 ‘15 ‘14 ‘15 ‘14 ‘15 CAGR 5% 12.6 pp Note: (1) Excluding share based compensation costs. 4
Slide 42: Westwing - Improvements Across KPIs
Westwing - Improvements Across KPIs Active Customers (LTM) Total Orders (m) (m) 2015 2015 0.9 2.5 +17% +18% 2014 2014 0.8 2.2 +76% +85% 2013 2013 0.4 1.2 Source: Company’s unaudited consolidated financial statements based and/or management reports 41
Slide 43: Ratios Exhibiting Scale Benefits
Ratios Exhibiting Scale Benefits Costs and Margins FY FY FY (% of rev.) Trend2 Q4 ‘14 Q4 ‘15 Trend2 2013 2014 2015 Cost of (59%) (57%) (58%) (57%) (57%) Sales Gross Profit 41% 43% 42% 43% 43% Marketing (17%) (20%) (14%) (16%) (9%) Costs Fullfillment (39%) (31%) (32%) (29%) (27%) Costs G&A and (28%)
Slide 44: Nearly half of the Net Order Intake Coming from Mobile Devices
Nearly half of the Net Order Intake Coming from Mobile Devices Mobile Share1 in % of Net Order Intake 49% 46% 46% 41% 42% 40% Feb Apr Jun Aug Oct Dec ‘15 ‘15 ‘15 ‘15 ‘15 ‘15 9 pp Anywhere, Anytime Access Note: (1) Mobile is defined as tablets, mobile site and apps 43
Slide 45: Efficient Capital Allocation & Strong Cash Reserves
Efficient Capital Allocation & Strong Cash Reserves
Slide 46: Efficient Capital Allocation - Key Decision Criteria
Efficient Capital Allocation - Key Decision Criteria Market Share Cash Requirement Ownership Stake to Break-Even Capital Valuation Growth Potential Regional Applicability 45
Slide 47: Capital Allocation Decisions
Capital Allocation Decisions A B C Investments Exits Close-Downs Find new & existing Value crystalization Model not functioning business models if Value maximization Opportunity cost of capital allocation capital high criteria are met De-risking Relentless focus on being early 46
Slide 48: Africa Internet Group (AIG)
A Investments Exits Close-Downs Africa Internet Group (AIG) Leading Internet Platform in Africa SubstantialOverview Market Opportunity Largest African e-Commerce Platform & Marketplace • Founded in 2012, Africa Internet Group (“AIG”) is the leading Internet Group in Africa currently operating in 23
Slide 49: Recognize Africa Internet Group's Potential and Strategic Value
A Investments Exits Close-Downs Leading Global Investors & Strategic Players Recognize Africa Internet Group’s Potential and Strategic Value Financial Financial Investor & Investor & Financial Strategic Strategic Strategic Investor Investor Partner Partner 48
Slide 50: Creating a Strong Partnership and Generating Very Attractive Returns on Investment
B Investments Exits Close-Downs Creating a Strong Partnership and Generating Very Attractive Returns on Investment Transaction Highlights Transaction Rationale Alibaba’s investment in Rocket Internet founded company Create strong partnership in South-East Asia region Lazada is a strong endorseme
Slide 51: La Nevera Roja and Pizzabo Divestment
B Investments Exits Close-Downs La Nevera Roja and Pizzabo Divestment Transactions • Sale of non-core takeaway food businesses in Spain (La Nevera Roja) and Italy (PizzaBo & hellofood Italy) to Just Eat in February 2016 • Consideration in cash of EUR125m1 Rationale • Divest operations that are not m
Slide 52: Close-Down Businesses Early – Examples
C Investments Exits Close-Downs Close-Down Businesses Early – Examples Shopwings Vendomo Tripda Rationale for • Unit economics difficult with limited • Business model less attractive as • Traction unsatisfactory Closure visibility of path to profitability German market environment / • Unit economics
Slide 53: Strong Cash Reserves
Strong Cash Reserves Cash at Rocket Cash at Operating Companies Co-Investors Internet SE Cash From Third Party Investors IPO to Mar-16: EUR 1.6bn c. EUR 1.0bn1 (Selected Portfolio Companies3 EUR 1.8bn1,2 and Regional Internet Groups) Note: (1) Gross Cash as of Mar 31st, 2016 (2) Proceeds from partia
Slide 54: Rocket Enhanced Transparency & Reduced Complexity
Rocket Enhanced Transparency & Reduced Complexity
Slide 55: Enhanced Transparency & Reduced Complexity
Enhanced Transparency & Reduced Complexity 1 2 3 4 Reduction of Exit Non- Close Enhanced Structural Market Leading Subcritical / Transparency Complexity Businesses Unsuccessful Companies Preparation of Merging of Tricae / Divestment La Shopwings uplisting to prime Kanui Nevera Roja and Ven
Slide 56: Evolution of Strategic Focus
Evolution of Strategic Focus 2016 2015 Investment 2014 & Investment Profitability Investment & Improvement & Scale Roll Out 55
Slide 57: Operational Platform & Core Competencies
Operational Platform & Core Competencies
Slide 58: Operational Excellence Enables Fast and Efficient International Growth
Operational Excellence Enables Fast and Efficient International Growth Online Fashion Online Food Delivery Online General Merchandise 57
Slide 59: Operational Excellence Translates into Funding Success
Operational Excellence Translates into Funding Success Venture Capital Funding Rounds of at Least USD 50m in Germany since 2012 Rocket Others Delivery Hero1 Zalando Auto1 Kreditech HelloFresh Delivery Hero HelloFresh HelloFresh Delivery Hero Delivery Hero WestWing Delivery Hero JenaValve Sound Cloud
Slide 60: Four Core Competencies Drive Operational Excellence at Rocket Internet
Four Core Competencies Drive Operational Excellence at Rocket Internet Proprietary Functional Data-Driven Regional Technology Expertise Optimization Expertise 59
Slide 61: Four Core Competencies Drive Operational Excellence at Rocket Internet
Four Core Competencies Drive Operational Excellence at Rocket Internet Proprietary Functional Data-Driven Regional Technology Expertise Optimization Expertise 60
Slide 62: Our Technology Strategy is Shaped by Three Fundamental Trends
Our Technology Strategy is Shaped by Three Fundamental Trends “Software is eating the world”: in ALL countries and ALL areas of life Device diversity will continue to grow, at an accelerating rate 100% control over data becomes key competitive advantage
Slide 63: Our Framework for Proprietary Technology
Our Framework for Proprietary Technology Custom • >170 developers, product development for managers and UX designers our companies • Web, Android and iOS • SellerCenter Rocket • Product recommendations Cloud Services • Marketing automation • Warehouse management • Launching companies SkyRocket in <1
Slide 64: SkyRocket Core: Modularization Increases Flexibility and Synergies
SkyRocket Core: Modularization Increases Flexibility and Synergies 2014 2016 Future Platform Strategy Hybrid Modular Strategy 100% Modular Strategy Automotive Manu- Custom facturing1 Module Platform Ecommerce Shop Platform Module Module Module Module Module Module Rocket Marketplace Platform Module
Slide 65: Rocket Cloud Services: Datajet is Our Real-time Data Platform
Rocket Cloud Services: Datajet is Our Real-time Data Platform Serving 1.2bn Requests Daily Input Output SaaS & Cloud APIs User Activity Personalized Recommen- Search dations Analytics Testing Search Results Big Data Platform User Device Machine Learning Algorithms Pattern Topic NLP Recognition Model
Slide 66: Custom Development: Launching all Relevant Applications in Parallel
Custom Development: Launching all Relevant Applications in Parallel Launching Foodora in 2015 UX & Design 37 days iOS Engineering 94 days UX & Design 28 days Android Engineering 80 days UX & Design 37 days Web Engineering 64 days 65
Slide 67: Our Core Competencies
Our Core Competencies Proprietary Functional Data-Driven Regional Technology Expertise Optimization Expertise 66
Slide 68: Trend: Complexity is Increasing in Most Functional Areas
Trend: Complexity is Increasing in Most Functional Areas Old World of New World of Online Marketing Online Marketing Tablets Connected Cars Smartphone Smartphone Desktop Wearables Device Layer Desktop Amazon Echo Internet of Things Phablets Smart TVs VR Automation YouTube Push Notifications Pinteres
Slide 69: Our Functional Experts Support our Companies Along their Lifecycle
Our Functional Experts Support our Companies Along their Lifecycle and Across the Value Chain Company Lifecycle Engineering Product Marketing BI Rocket Moderate Define Implement Train Optimize & Functional CRM Processes Systems Ventures Benchmark Knowledge Experts Community Payment Security Logistic
Slide 70: Standardized Framework for Optimization of Customer Acquisition and Retention
Standardized Framework for Optimization of Customer Acquisition and Retention CAC CLV 1. ACQUISITION 2. CONVERSION 3. RETENTION Direct Type-Ins NPS Optimization Organic Google Search Responsive Website Email & Push Virality (eg Refer-A-Friend) Top-of-mind Lifecycle Organic Facebook iOS Paid Google S
Slide 71: Case Study Retention: Growing CRM – Triggered Orders
Case Study Retention: Growing CRM – Triggered Orders Through Best Practice Rollout Activities Impact Rollout of new cross-device and Share of CRM transactions (%) cross-channel lifecycle flows 6% Improve Implementation of improved 5.09% CRM Setup reporting and tracking 5% New reactivation strategy f
Slide 72: Our Core Competencies
Our Core Competencies Proprietary Functional Data-Driven Regional Technology Expertise Optimization Expertise 71
Slide 73: Case Study Logistics: Replacing Manual Planning of Pick-up and Delivery Routes
Case Study Logistics: Replacing Manual Planning of Pick-up and Delivery Routes… Manual route planning: 4 drop-offs/pick-ups der driver per hour 72
Slide 74: Case Study Logistics: Automated Real-time Route Optimization
Case Study Logistics: ...with Automated Real-time Route Optimization 50% increase in efficiency: 6 drop-offs/pick-ups per hour per driver 73
Slide 75: Case Study Marketing: Improving Marketing Efficiency Through Automation
Case Study Marketing: Improving Marketing Efficiency Through Automation Bidding on Keyword 1 Bidding on Keyword 2 180% 180% Acquisitions 160% 160% Acquisitions 140% 140% +72% 120% 120% +40% 100% 100% 80% -50% 80% -45% 60% 60% Cost per Cost per Acquisition 40% Acquisition 40% 1 3 5 7 9 11 13 15 1 3 5
Slide 76: Our Core Competencies
Our Core Competencies Proprietary Functional Data-Driven Regional Technology Expertise Optimization Expertise 75
Slide 77: Smartphones are the Key Growth Driver of the Global Online Population
Smartphones are the Key Growth Driver of the Global Online Population bn 2015 Growth to 2020 9 8 7 6 5 4 3 2 1 0 Population Population over 16 Mobile Users Smartphones PCs Source: World Bank, GSMA, Apple, Google, Andreessen Horowitz in https://a16z.com/2016/03/29/mobile-is-eating-the-world-2016/ by
Slide 78: We have Established Local Operations in more than 110 Countries
We have Established Local Operations in more than 110 Countries Berlin London Paris Sao Paulo Dubai New Delhi Lagos Singapore >110 >36,000 >100 Countries Employees Companies 77
Slide 79: Case Study Africa Internet Group: 81% of Africa Covered after only 4 Years
Case Study Africa Internet Group: 81% of Africa Covered after only 4 Years… Tunisia Africa AIG Countries Algeria Uganda Morocco Egypt Ethiopia Target 899 MM(1) Population 81% Senegal Target 252 MM 92% Côte d'Ivoire Kenya Internet Users 92% Ghana Rwanda Nigeria Tanzania Target Mobile Gabon Mozambique
Slide 80: … with Strong Business Models
… with 10 Strong Business Models “Buy a phone” “Order food” “Buy a shirt” “Find a hotel” “Order a taxi” 3,800+ 1,400+ 113,000+ 12,000+ 9,000+ Brands Restaurants SMEs Hotels Taxi Drivers “Get a delivery” “Find a home” “Buy a car” ”Sell a phone” “Find a job” 900+ 12,000+ 2,000+ 76,000+ 200+ Fleet Vehi
Slide 81: Summary: Our Core Competencies
Summary: Our Core Competencies Proprietary Functional Data-Driven Regional Technology Expertise Optimization Expertise 80
Slide 82: Summary Remarks
4) ROCKETINTERNET Summary Remarks
Slide 83: ROCKETINTERNET
ROCKETINTERNET G