Dixie Group, Inc. · OTC:DXYN
Dixie — Investor Presentation (March 2005)
35 slides from Dixie's investor presentation, Mar 29, 2005
Slide 1: The Dixie Group
Exhibit 99.1 THE DIXIE GROUP March 29 – April 1, 2005
Slide 2: Forward Looking Statements
Forward Looking Statements Statements in this presentation, which relate to the future, are subject to risk factors and uncertainties that could cause actual results to differ materially from those indicated in such forward-looking statements. Such factors include the levels of demand for the produc
Slide 3: Carpet and Rug Industry - $13.8 Billion
Carpet and Rug Industry - $13.8 Billion (Dollars in Billions) Broadloom Carpet $11.4 83% Area Rugs $2.4 17% 20% new residential construction, 30% commercial and 50% residential replacement
Slide 4: Broadloom Carpet
Broadloom Carpet Not Import Sensitive Efficient scale - U. S. has approximately 50% share of world’s broadloom carpet production Retail placement and distribution Service Hundreds of SKUs and numerous colors Retailers reluctant to carry inventory 24 hr. to 48 hr. delivery expected Labor cost content
Slide 5: Carpet vs. Traditional Textile Industry
Carpet vs. Traditional Textile Industry 20 Largest Public Textile Companies in 1980 1. Burlington (1), (3) 11. Fieldcrest (1), (2), (3) 2. J. P. Stevens (1), (2), (3) 12. Reigel (2) 3. West Point (1), (3) 13. Graniteville (2) 4. Springs (1) 14. Avondale 5. Cone (3) 15. Bibb (2) 6. Cannon (2), (3) 16
Slide 6: Broadloom Carpet: Raw Material
Broadloom Carpet Raw Material 65% to 70% of cost of broadloom carpet is raw material Raw material includes fiber, yarn and backing materials which are almost 100% petroleum based Raw material prices affected by: Changes in petroleum prices Industry demand Branded vs. unbranded fiber Unbranded fiber
Slide 7: Dixie Strategic Positioning
Dixie Strategic Positioning Grew floorcovering business from 1993 and exited textiles in 1999 – now 100% floorcovering Eight acquisitions from 1993 Through 2000 Demise of factory-built housing ê 65% Commitment to brands and upper-end market led to the sale of our North Georgia operations
Slide 8: Shaw Transaction
Shaw Transaction Sold North Georgia carpet and yarn operations to Shaw for $212 million One-time P & L charge $16.2 million Debt reduced $150 million
Slide 9: Dixie Today
Dixie Today Smaller, more profitable, growing company with strong balance sheet and strong brands in the upper-end Vastly improved risk profile Financially Customer base Top 20 carpet customers – 16% of total carpet sales Top 40 carpet customers – 20% of total carpet sales High-end business (Fabrica
Slide 10: First Quarter
FIRST QUARTER Carpet sales for the 1st 12 weeks of 2005 up VS prior year: Residential Carpet Sales – up 18% Commercial Carpet Sales – up 16% Total Carpet Sales – up 17% Operating Results While we are looking for strong growth and a solid year, profitability comparison in the first quarter will be mo
Slide 11: Dixie Sales by End Market
Dixie Sales by End Market High-End Commercial 30% Yarn 6% High-End Residential 64%
Slide 12: Dixie Carpet Sales Outperformed the U.S. Carpet Market
Dixie’s Broadloom and Area Rug Carpet Sales Have Out Performed the U.S. Carpet Market In Recent Years In 2002, Dixie grew at 1% while the market grew at 2.6% 2002 growth initiatives In 2003 and 2004, Dixie grew 11% and 26%; respectively, while the carpet market grew only at an estimated 1% in 2003 a
Slide 13: Dixie Profit Margin and Sales and Administrative Expenses
Dixie Profit Margin and Sales and Administrative Expenses as a % of Sales 40.0% 34.6% 34.1% 34.1% 35.0% 31.9% 30.0% 28.1% 25.0% 25.9% 25.3% 25.1% 20.0% Gross Profit Selling and Adm. Exp.
Slide 14: Dixie Sales
Dixie Sales Continuing Operations ($ in millions) $292 $234 $223 $231 $18.0 $17.0 $26.0 $37.0 $274.0 $217.0 $197.0 $194.0 Carpet Sales Yarn Sales
Slide 15: Dixie Operating Income
Dixie Operating Income ($ in millions) $25.6 $24.1 (1) $14.0 $2.8 (2) (1) - Includes $3.2 million net gains from the sale of facilities and impairments. (2) - Includes $11.4 million of impairments and charges.
Slide 16: Dixie Capital Structure
Dixie Capital Structure Debt: Dec. 25 2004 Senior Debt $ 48.8 Subordinated Debt 27.2 76.0 Equity 110.8 Total Capitalization $186.8 Debt to Total Capitalization: Senior Debt 26% Subordinated Debt 15% Total Debt 41%
Slide 17: Common Stock Price Per Share
THE DIXIE GROUP COMMON STOCK PRICE PER SHARE Entered into agreement to sell North Georgia operations September 4, 2003. Sold North Georgia operations November 12, 2003 18.14 $18 16.5 $16 $14 11.45 $12 11.51 10.75 $10 7.51 7.75 $8 $6 3.94 $4 2.85 3.26 $2 12/27/2002 3/28/2003 6/27/2003 9/26/2003 12/26
Slide 18: Dixie High-End Residential Sales
Dixie High-End Residential Sales Fabrica 32% Dixie Home 22% Masland 46%
Slide 19: Residential Positioning
Residential Positioning Goal is to be a highly profitable, high-styled supplier at the upper-end of the residential marketplace Retailers rate the Masland and Fabrica lines as leaders in quality, service and innovation. Together, these lines have the largest market share in the > $22 price range How
Slide 20: Residential Positioning of The Dixie Group
Residential Positioning of The Dixie Group ESTIMATED DATA ESTIMATED TOTAL WHOLESALE MARKET FOR CARPETS AND RUGS: VOLUME AND PRICE POINTS Positioning of Dixie Brands by Price Point Segment BROADLOOM RESIDENTIAL SALES = $7.6 Billion TOTAL MARKET: SQUARE YARDS OR SALES DOLLARS Dixie Home Masland Fabric
Slide 21: Customers Are Extremely Happy With Dixie's Products and Service
Overall, Customers Are Extremely Happy With Dixie’s Products and Service Customers had a lot of positive things to say about both Masland and Fabrica: “Fabrica and Masland are perceived by me and my customers as having quality, style and a great reputation.” “My Masland and Fabrica reps are the best
Slide 22: Retailers Appreciate Dixie's Products And Service
Retailers Appreciate Dixie’s Products And Service In the retail segment, Fabrica and Masland are rated stronger than the competition in providing high quality, innovative products, responsive customer service and fast sample turn-around time Importance Ranking Performance Ranking Key Functions SHAW
Slide 23: Designers Think Fabrica And Masland Provide Strong Offering
Designers Think Fabrica And Masland Provide An Overall Strong Offering In the designer segment, Fabrica and Masland stand out above Mohawk and Shaw in several key areas Importance Ranking Performance Ranking Key Functions SHAW MOHAWK MASLAND FABRICA DESIGNERS Offers innovative and good-looking produ
Slide 24: Residential Summary
Residential Summary Fabrica and Masland are among the most respected brands in high-end residential carpet Fabrica’s and Masland’s combined residential sales are estimated to be about 35% of total U.S. industry sales at $22.00 and higher Dixie Home at $10-$20 Provides access for Dixie to a larger se
Slide 25: Residential Broadloom - Dixie Home
Residential Broadloom - Dixie Home Fulfill market need for third player Well-styled moderate to upper priced line Leverage need by fiber suppliers for market access Branded high-styled goods – not “me too” Support fiber suppliers’ branded products Limited distribution strategy attractive to retailer
Slide 26: Day Rolling Average Weekly Order Entry - Dixie Home
20 Day Rolling Average - Weekly Order Entry - Dixie Home $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0
Slide 27: Masland Residential Sales
Masland Residential Sales Other 4% Furniture 4% Retailers 46% Builders 20% Design/To The Trade 26%
Slide 28: Masland Residential
Masland Residential Leading high-end brand with reputation for development of products with innovative styling, design and color Doubling product introductions to increase market penetration Drive more volume on existing capacity at Masland/Dixie
Slide 29: Fabrica Residential Sales
Fabrica Residential Sales Other 4% Furniture/ Dept. Stores 9% Builders 6% Decorators/ Design Trade 40% Specialty 16% Retailers 25%
Slide 30: Fabrica Residential
Fabrica Residential Premium high-end brand Leader in styling/patterns/color Consistent sales and profit growth 12 years consecutive sales growth Over 50% profit growth since July 2000 acquisition
Slide 31: Masland Commercial Sales
Masland Commercial Sales Other 8% Corporate 45% Healthcare 6% Store Planning 14% Hospitality 27% Channels: Interior Design Specifier and Commercial End-User
Slide 32: Masland Commercial
Masland Commercial Good and growing position with premium brand Designer focused Strong national account base Strong growth from new “Energy Collection” KSA study – identified potential opportunities Invest in carpet tile.
Slide 33: Masland Contract Has Performed Higher Than the U.S. Commercial Carpet Market
Masland Contract Has Performed Higher Than the U.S. Commercial Carpet Market 1998 was a great year for Masland Contract, which grew 52% that year while the market only grew 5% From 1999 to 2002, Masland Contract performed at about the same rate as the market In 2003, Masland Contract grew 8% while t
Slide 34: The Energy Line Has Contributed Significantly To This Strong Growth
The Energy Line Has Contributed Significantly To This Strong Growth The Energy line was started from the ground up in 2002 and generated over $13 million and $22 million; respectively, in sales for Masland during 2003 and 2004 Approximately half is sold through our residential sales force and the ot
Slide 35: Summary
Summary Smaller, highly profitable, growing company with strong brands in the upper-end Vastly improved risk profile Financially – strong balance sheet Customer base Focused on internal profitable growth