The Cheesecake Factory Incorporated · NASDAQ:CAKE
The Cheesecake Factory — Cheesecake Factory — Investor Presentation (February 2022)
31 slides from The Cheesecake Factory's investor presentation, Feb 16, 2022
Slide 1: Investor Presentation February 16, 2022
Investor Presentation February 16, 2022
Slide 2: Forward-looking statements
This presentation contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. This includes, without limitation, financial guidance and projections and statements with respect to
Slide 3: An Experiential Dining Category Leader
An Experiential Dining Category Leader 3 Culinary forward. First class hospitality. Concepts like no other.
Slide 4: Investment Highlights
• Experiential dining category leader with diversified growth engines • Leveraging the Company’s differentiation and strong foothold in the off-premise channel to support the business in the COVID-19 environment • Best-in-class operational execution and industry-leading retention • Significant and a
Slide 5: The Cheesecake Factory - Global Footprint
The Cheesecake Factory - Global Footprint 5 High quality, high profile locations worldwide Company-Owned: 208 Toronto International – Licensed: 29 Mexico City (4) Guadalajara Saudi Arabia (4) UAE (6) Kuwait (3) Qatar (3) Bahrain (1) Shanghai (3) Hong Kong Beijing Monterrey Macau Opportunity for 300
Slide 6: Driving Strong Pandemic Recovery with Industry-Leading Comparable Sales Growth
Driving Strong Pandemic Recovery with Industry-Leading Comparable Sales Growth 6 1QTD through February 15th Comp Sales vs PY +24.3% 1QTD AWS ~$215,500 Equates to nearly $11.2M AUV 4Q21 Comp Sales vs 2019 +7.7% 4Q21 Average Weekly Sales (AWS) ~$220,200 Equates to $11.5M Annualized Average Unit Volume
Slide 7: Stable, Agile Brands Best Equipped to Weather Volatility and Thrive Post-COVID
~$4 $1.8 $3.1 2019 Early COVID 4Q21 ~$1.7 Sustained Off-Premise Sales Strength4 (AUV $ millions) We Believe Stable, Agile Brands Will Be Best Equipped to Weather Volatility and Thrive Post-COVID 7 Potential Industry Rationalization - Market Share Opportunity Potential Industry Rationalization - Mark
Slide 8: Filling White Space for an On-Trend, Contemporary Italian Offering
Filling White Space for an On-Trend, Contemporary Italian Offering 8 • Potential for 200 domestic locations over time - 29 locations in 12 states & Washington D.C. currently • All dishes handmade from scratch daily • Serving lunch, dinner, weekend brunch & weekday happy hour • Average check: $25 - $
Slide 9: Driving Strong Pandemic Recovery with Industry-Leading Comparable Sales Growth
Driving Strong Pandemic Recovery with Industry-Leading Comparable Sales Growth 9 *4Q21 reported results reflect impact of 6 new unit openings year-to-date and other locations that have not yet reached steady-state operational levels. **Mature locations defined as locations opened 3 years or more at
Slide 10: Fox Restaurant Concepts Expected to Serve as an Incubation Engine
Fox Restaurant Concepts (FRC) Expected to Serve as an Incubation Engine Innovating Concepts of the Future 10 Potential Growth Potential Growth Boutique Brands Boutique Brands 59 Total FRC Locations Across the U.S.
Slide 11: Diversified Growth Engines Expected to Drive 7% Unit Growth Annually
Diversified Growth Engines Expected to Drive 7% Unit Growth Annually Beginning in FY22 Target Size (productive sq. ft.) 7,000–10,000 6,000 -7,000 3,500 –15,000 Targeted Average UnitVolume $11M-$12M $7M-$7.5M Avg. $5M-$5.5M Targeted Sales/productive sq. ft. ~$1,100 ~$1,200 ~$1,000 Target Long-Term Un
Slide 12: We Have Resumed Strong Unit Growth With Impressive Early Results
We Have Resumed Strong Unit Growth With Impressive Early Results 12 2021 New Restaurants Opened The Cheesecake Factory Washington D.C. Blanco Nashville, TN North Italia Birmingham, AL As many as 17-19 additional units planned for 2022 North Italia Franklin, TN North Italia Miami, FL North Italia San
Slide 13: Slide 13
Slide 14: A Highly Differentiated Concept
Breadth of Menu & Innovation – 235 Items Made Fresh, From Scratch Ambiance, Service and Hospitality The Cheesecake Factory - A Highly Differentiated Concept Best-in-Class Operational Execution Integrated Bakery
Slide 15: Integrated Bakery – The Cheesecake Magic
Integrated Bakery – The “Cheesecake” Magic • Produces over 60 cheesecakes and other baked desserts • Enables creativity, quality control and supply chain efficiencies FY19 16% FY19 16% 15 FY20 21% FY20 21% Differentiated positioning has been a key sales driver during COVID-19 Industry-Leading Desser
Slide 16: Best-in-Class Operational Execution and Industry-Leading Retention
Best-in-Class Operational Execution and Industry-Leading Retention Average Tenure by Position 32 years 23 years 20 years 19 years 14 years 13 years Senior VP of Operations Regional Vice Presidents Area Directors of Operations Area Kitchen Operations Managers General Managers Executive Kitchen Manage
Slide 17: Performance During COVID-19 Has Reinforced Destination Status
Performance During COVID-19 Has Reinforced That The Cheesecake Factory is a Destination • FY20 average sales per productive square foot adjusted for interior capacity restrictions related to the COVID-19 pandemic was $1,127, a 14% increase over FY19. Reflecting the impact of COVID-19 dining restrict
Slide 18: Cult Status & Strong Consumer Engagement
Cult Status & Strong Consumer Engagement 1M+ followers 5M+ fans 355K followers Millions of Viewers 18 Note: Statistics as of February 9, 2022 120K followers Themed filters reaching 5M+ users
Slide 19: Broad Consumer Demographic and Appeal With a Moderate Average Check
Broad Consumer Demographic and Appeal With a Moderate Average Check Highest Unit Volumes ($ in millions) Source: Latest pre-COVID-19 SEC 10-K filings and company presentations 19 Casual Dining $10.7 $8.3 $8.1 $5.5 $5.2 $5.0 $3.7 $3.6 $3.0 $2.9 Maggianos Yard House BJ's Texas Roadhouse Olive Garden O
Slide 20: Leveraging Differentiation in the Off-Premise Channel
9% 12% 14% 16% 43% 43% 31% 28% 27% Off-Premise Sales (% of Total Revenue) Leveraging This Differentiation in the Off-Premise Channel New Takeout Packaging New Takeout Packaging 20 *Annualized unit volume equivalent based on total system restaurant average weekly sales ~$3.1 million per restaurant* R
Slide 21: Further Leaning in to Convenience
Further Leaning in to Convenience 21
Slide 22: Expanding International Licensed Presence
The Cheesecake Factory – Expanding International Licensed Presence • Anticipated continued expansion within current geographies • Potential for additional geographies with current licensees • Opportunity to add licensees and territories +1¢ Per Restaurant in EPS, on Average $0 Capital Expenditure Sh
Slide 23: Capitalizing on the Power of the Brand
Capitalizing on the Power of the Brand The Cheesecake Factory At Home® 23
Slide 24: CSR – Contributing to Staff, Communities and the Environment
CSR – Contributing to the Well-Being of Our Staff, Local Communities and the Environment We All Share 24 Source: The Cheesecake Factory Incorporated 2019 and 2020 Corporate Social Responsibility Reports. *Free from recombinant bovine somatotropin (rbST) or a recombinant bovine growth hormone (rbGH),
Slide 25: Track Record of Consistent Financial Performance
Track Record of Consistent Financial Performance 25
Slide 26: History of Outperforming the Industry
(4.2)% (6.8)% (0.3)% 4.0% 4.2% 3.3% 2.6% 4.1% 3.8% 0.4% 0.9% 2.5% (27.4)% 3.3% (4.3)% (8.7)% (6.1)% 1.0% 2.0% (0.9)% (1.6)% 0.8% (0.4)% (2.2)% 0.5% 1.4% (24.0)% (0.9)% History of Outperforming the Industry 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020* 2021** Knapp-Track Index Com
Slide 27: Capital Allocation Detail
27 $0.84 $1.07 $1.42 $1.64 $1.88 $2.10 $1.97 $2.37 $2.83 $2.60 $2.51 $2.61 ($1.49) $2.13 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Capital Allocation Detail Capital Allocation Detail $85 $163 $128 $120 $112 $107 $135 $94 $158 $100 $163 $119 ($47) $146 2008 2009 2010 2011
Slide 28: Appendix
The (b8esecake "Factory. Appendix
Slide 29: Non-GAAP Reconciliations
Non-GAAP Reconciliations In addition to the results provided in accordance with the Generally Accepted Accounting Principles (“GAAP”) in this presentation, the Company is providing non-GAAP measurements which present adjusted diluted net income/(loss) per share excluding the impact of certain items
Slide 30: Non-GAAP Reconciliation
Non-GAAP Reconciliation (1) Represents incremental costs associated with COVID-19 such as sick and vaccination pay, healthcare and meal benefits for furloughed staff members, additional sanitation and personal protective equipment. (2) The tax effect assumes a tax rate based on the federal statutory
Slide 31: Non-GAAP Reconciliation
Non-GAAP Reconciliation (1) The excess tax benefit related to stock options exercised is no longer reclassified from cash flows from operating activities to cash flows from financing activities in the consolidated statements of cash flows. The consolidated statements of cash flows for fiscal 2016, 2
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