21 slides from Coca-cola Femsa Sab De Cv Units Cons Of 5 Shs -l- + 3 Shs Series -b-'s investor presentation, 2019
Slide 1: Clarity, Consistency, Commitment
CLARITY CONSISTENCY COMMITMENT INVESTOR RELATIONS
Slide 2: Cautionary Statement
Cautionary Statement FORWARD-LOOKING STATEMENTS This presentation contains “forward-looking statements”. These forward-looking statements relate to Coca-Cola FEMSA, S.A.B. de C.V. its Subsidiaries (“KOF”) and their businesses, and are based on KOF management’s good faith expectations regarding KOF a
Slide 3: We are encouraged by our Clear Strategic Vision
We are encouraged by our Clear Strategic Vision Three pillars: 1. Winning Portfolio Buildup Consolidating a leading total beverage portfolio with options for every consumer taste and lifestyle. 2. Operating Model Transformation Transforming our operating models to achieve more competitive advantages
Slide 4: Winning Portfolio Buildup
Consistent Winning Portfolio Buildup Consolidating a leading total beverage portfolio with options for every consumer taste and lifestyle.
Slide 5: Winning Portfolio Buildup
Winning Portfolio Buildup: Total Beverage Reigniting Sustainable Profit Margin and Growth as a total beverage Leader leader Growth in Sparkling Growth in Sparkling through affordability, enhancing returnable business through affordability margin Gain scale and A comprehensive portfolio and business
Slide 6: Operating Model Transformation
Consistent Operating Model transformation Transform our operating models to achieve more competitive advantages, creating the next generation of capabilities in order to strengthen our value chain.
Slide 7: Our Operating Model Transformation is generating results
Our Operating Model Transformation is generating results Our KOFmmercial Digital Platform has driven strong execution improvements: 1st place in execution in Mexico, Brazil and Argentina.
Slide 8: Operating Model Transformation
Operating Model Transformation Our KOFmmercial Digital Platform has also translated in improved return of our promotional activities: In Colombia, In Mexico, +4 % Execution Improvements +3 % Execution Improvements +4 % Promotions return on investment +8 % Promotions return on investment improvements
Slide 9: Operating Model Transformation
Operating Model Transformation Our transformational initiatives in distribution are generating savings: As a result of KOF Logistics Services (KLS), we have already generated production, warehousing, and transportation cost savings of over US$15 million.
Slide 10: We are taking important steps towards our Sustainability Goals
We are taking important steps towards our Sustainability Goals From 2010 through 2018, we decreased Through our efficient resource management and our absolute water consumption packaging optimization, we generated savings of by 19%” approximately US$14.6 million.
Slide 11: Cultural Evolution
Consistent Cultural evolution Empower our people to lead our growth and transformation in the face of an ever-changing environment, to achieve and enhance our position as the best total beverage leader.
Slide 12: Cultural Transformation: KOF DNA
Cultural Transformation: KOF DNA Operational Excellence People First We strive for excellence We value our people and in everything we do work as one KOF Obsessive Focus on Consumer & Client Our consumers and clients are at the center of everything we do Agile Decision Makers Owners Mentality We are
Slide 13: Cultural Transformation
Cultural Transformation Empower people to lead transformation Aligning KOF DNA elements across the organization Continue and grow our sustainability agenda Build an effective & efficient organization that supports our strategy – aligning resources, structures and priorities
Slide 14: Key Priorities of our CFO
Key Priorities of our CFO
Slide 15: Key Priorities of our CFO
Key Priorities of our CFO 1. Maintain our solid financial foundation in order to improve our return over invested capital. 2. Continue evolving the finance function to drive out top and bottom line results and maximize shareholder value. 3. Guarantee that we will continue attracting and developing o
Slide 16: Operating Results
Operating Results
Slide 17: Operative Results Consolidated
Operative Results Consolidated CAGR % Revenue EBITDA Margins% Volume Bn UC MXN$ Bn MXN$ Bn -0.7% +5.5% +5.7% 3.4 3.4 3.3 3.3 3.3 177.1 183.3 182.3 35.5 36.3 35.5 147.3 151.9 28.4 31.2 19.3% 20.6% 20.0% 19.8% 19.4% 2014 2015 2016 2017 2018 2014 2015 2016 2017 2018 2014 2015 2016 2017 2018 (1) Venezue
Slide 18: Operative Results Mexico & Central America
Operative Results Mexico & Central America CAGR % Volume Revenue EBITDA Margins% Bn UC MXN$ Bn MXN$ Bn +1.9% +5.8% +8.6% 1.9 2.0 2.0 2.0 2.1 92.6 100.2 19.9 19.8 20.4 87.6 18.4 72.0 78.7 16.3 22.7% 23.4% 22.7% 21.4% 20.4% 2014 2015 2016 2017 2018 2014 2015 2016 2017 2018 2014 2015 2016 2017 2018
Slide 19: Operative Results South America
Operative Results South America CAGR % Volume Revenue EBITDA Margins% MXN$ Bn MXN$ Bn Bn UC +2.2% +5.6% -4.3% 1.5 1.5 90.2 90.6 15.6 16.5 15.0 1.3 1.3 1.3 75.3 82.2 73.7 12.1 12.8 16.0% 17.4% 17.3% 18.2% 18.3% 2014 2015 2016 2017 2018 (1) 2014 2015 2016 2017 2018 (1) 2014 2015 2016 2017 2018 (1) (1)
Slide 20: Disciplined approach to Capital Allocation
Disciplined approach to Capital Allocation Going forward… We will continue to evaluate geographic and category opportunities, maintaining our disciplined approach to capital allocation to maximize our shareholders returns.
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