Marriott Vacations Worldwide Corporation · NYSE:VAC
Marriott Vacations Worldwide — Investor Presentation (November 2021)
34 slides from Marriott Vacations Worldwide's investor presentation, November 2021
Slide 1: Investor Presentation November 2021
INVESTOR PRESENTATION NOVEMBER 2021
Slide 2: Forward-Looking Statements
Forward-Looking Statements We refer throughout this presentation to the results from the business associated with the brands that existed prior to our acquisition of ILG, Inc. (“ILG”) as “Legacy-MVW,” and we refer to the results from the business and brands that were acquired from ILG as “Legacy-ILG
Slide 3: Leading Provider of Vacation Experiences
Leading Provider of Vacation Experiences Vacation Ownership Nearly Approximately Leading 7 120 700,000 Upper Upscale Iconic brands Resorts Owner families & Luxury Vacation Ownership Developer Exchange and Third-Party Management Serving Approximately More Than 1.4M 3,200 150 Members Exchange Properti
Slide 4: Agenda
AGENDA Powerful Business Model Driving Long-Term Growth • Ideally Positioned For Travel Recovery • Unique Business Model • Long-Term Growth Strategy MARRIOTT VACATIONS WORLDWIDE I 4
Slide 5: Ideally Positioned For Travel Recovery
Ideally Positioned For Travel Recovery 100% focused on leisure travel Timeshare owners are avid travelers with vested interests in their vacations Enviable owner base with large & attractive addressable market Large square footage & in-room kitchens make properties better suited for social distancin
Slide 6: Highly Resilient Business Model
Highly Resilient Business Model Adjusted EBITDA Contribution Recurring ~ Management and Vacation Exchange Ownership Sales 29% 33% ~45% of Adjusted EBITDA Contribution from Recurring Sources 18% 20% Rentals Financing Adjusted EBITDA Contribution is based on 2019 results and is a non-GAAP measure (see
Slide 7: Most Contract Sales Historically Come From Guests Staying on Property
Most Contract Sales Historically Come From Guests Staying on Property Other 20% ~80% Vacationing of Sales Come From On-Property On-Property Guests 50% Package Tours 30% Based on 2019 contract sales Other includes off-premise marketing, Linkage and other channels, a portion of which have been discont
Slide 8: Leisure Customers Are Traveling
Leisure Customers Are Traveling Select occupancies Florida Hawaii Beaches Orlando 96% 94% 92% 87% 86% 80% Q3 2019 Q3 2021 Q3 2019 Q3 2021 Q3 2019 Q3 2021 South U.S. Newport Carolina Virgin Islands Coast 95% 98% 99% 88% 87% 80% Q3 2019 Q3 2021 Q3 2019 Q3 2021 Q3 2019 Q3 2021 MARRIOTT VACATIONS WORLDW
Slide 9: Contract Sales Continue to Recover
Contract Sales Continue to Recover Contract Sales ($M) $385-405 $380 Q3 2021 Q4 2021E Q4 2021 Contract Sales Expected to Exceed Q4 20191 1. At the midpoint of the range. MARRIOTT VACATIONS WORLDWIDE I 9
Slide 10: First Half 2022 Bookings Are Up Compared to Same Time in 2019
First Half 2022 Bookings Are Up Compared to Same Time in 2019 Owner & Preview Nights Booked (000’s) 1,994 1,807 H1 2019 H1 2022 As of October 5, 2021, compared to the same time in 2019. Nights booked excludes Welk Resorts, which was acquired on April 1, 2021. MARRIOTT VACATIONS WORLDWIDE I 10
Slide 11: Strong Liquidity Position
Strong Liquidity Position . . . As of September 30, 2021 • Available cash on hand $448M • Gross notes available for securitization $278M • Additional borrowing capacity under revolving credit facility $598M Over $1.3 Billion of Liquidity Subsequent to the end of the third quarter, the Company repaid
Slide 12: With No Long-Term Debt Maturities Before Late 2022
. . . With No Long-Term Debt Maturities Before Late 2022 Debt Maturity Schedule ($M) $1,034 Revolving Credit Facility $600 $575 $500 $350 $230 2021 2022 2023 2024 2025 2026 2027 2028 2029 Convertible Notes Unsecured Notes Secured Notes Term loan Excludes $2 million of outstanding Letters of Credit a
Slide 13: Targeting $200M+ Total Cost Savings
Targeting $200M+ Total Cost Savings ~$50M+ To-Go Opportunities ~$200M+ ADDITIONAL Total Savings SAVINGS • Process consolidation • Digital transformation ~$150M • Reduced applications Synergies • IT platform optimization COMPLETED • Infrastructure modernization INITIATIVES • Duplicate positions • Pub
Slide 14: Agenda
AGENDA Powerful Business Model Driving Long-Term Growth • Ideally Positioned For Travel Recovery • Unique Business Model • Long-Term Growth Strategy MARRIOTT VACATIONS WORLDWIDE I 14
Slide 15: We Have a Broad, Diverse Portfolio
We Have a Broad, Diverse Portfolio Strengthened by the ILG and Welk Acquisitions Vacation Ownership ~88% of Revenues • Sales of vacation ownership products & financing • Management & rentals Exchange & Third-Party Management ~12% of Revenues • Exchange • Third-party management MARRIOTT VACATIONS WOR
Slide 16: More Diverse, Less Capital-Intensive Model
More Diverse, Less Capital-Intensive Model Then Now Timeshare + More Business Residences + Timeshare + Exchange diverse Fractional Development Less capital Weeks-based Points-based intensive Model Sales Site-specific Perpetual Sell the system Centers sales centers Funding On balance Solid free Capit
Slide 17: Large And Attractive Addressable Market
Large And Attractive Addressable Market >35M households – addressable market in U.S. alone >$130k median annual income ~740 FICO score $1.5M median net worth MARRIOTT VACATIONS WORLDWIDE I 17
Slide 18: High-Margin Exchange & Third-Party Management Business Provides Strong Free Cash Flow
High-Margin Exchange & Third-Party Management Business Provides Strong Free Cash Flow Adjusted EBITDA Contribution Key Metrics Interval International Third-Party Active Members 1.3M Management ~20% Average Revenue per Member Exchange ~80% $169 Capital Expenditures $13M All numbers are based on 2019
Slide 19: Strong Performance Record
Strong Performance Record Legacy Legacy Combined MVW Contract Sales ILG Contract Sales Contract Sales ($M) ($M) ($M) 8% CAGR $1,524 7% CAGR $1,112 $952 10% CAGR $719 $572 $393 2015 2019 2015 2019 2015 2019 MARRIOTT VACATIONS WORLDWIDE I 19
Slide 20: A Powerful Free Cash Flow Engine
A Powerful Free Cash Flow Engine Adjusted Free Cash Flow before Inventory and Capex $2.6B Inventory Investment Adjusted Free Cash Flow Capital Expenditure $1.0B $1.4B $0.2B Shares Repurchased Dividends ~90% Returned $1.0B $0.2B to Shareholders Cumulative 2015 to 2019. Free Cash Flow and Adjusted Fre
Slide 21: Agenda
AGENDA Powerful Business Model Driving Long-Term Growth • Ideally Positioned For Travel Recovery • Unique Business Model • Long-Term Growth Strategy MARRIOTT VACATIONS WORLDWIDE I 21
Slide 22: Leveraging Strong License Relationships
Leveraging Strong License Relationships Number of Loyalty Members 157M 123M 90M 25M As of September 30, 2021, except Hyatt which is as of December 31, 2020. MARRIOTT VACATIONS WORLDWIDE I 22
Slide 23: Driving Growth with Digital
Driving Growth with Digital Strengthen Our Grow Online Enhance Customer Digital Infrastructure Tour Packages Experiences MARRIOTT VACATIONS WORLDWIDE I 23
Slide 24: Acquired Brands Underrepresented in Major Markets
Acquired Brands Underrepresented in Major Markets • Las Vegas, NV • Orlando, FL • Maui, HI • Waikiki, HI • Big Island, HI • Urban • Key West, FL • Aruba • Cancun, Mexico • Los Cabos, Mexico • Asia Pacific Hyatt Residence Club includes Sirena del Mar by Welk Resorts, which is expected to be rebranded
Slide 25: Focus on New Owners and Younger Generations
Focus on New Owners and Younger Generations Increasing Sales to Younger Growing New Generations1 Owners2 New Owner Other Growth 6% Millennial & GenX ~115K 32% 62% first-time buyers added since 2016!! Boomers 1. Based on 2021 third quarter year-to-date contract sales. Younger generations is first tim
Slide 26: Adding New Owners to the System Grows Revenue
Adding New Owners to the System Grows Revenue Average Revenue Contribution of Initial Purchases Through First Five Years Other Financing Management Revenue Fees, Ancillary, Financing Rental, Other Development Revenue Revenue Additional Purchase Development Revenue Initial Vacation Total Revenue Owne
Slide 27: Grow Exchange & Third-Party Management Business
Grow Exchange & Third-Party Management Business Increase share of Expand Grow affiliations wallet with distribution & management enhanced product channels contracts offerings MARRIOTT VACATIONS WORLDWIDE I 27
Slide 28: Acquisition of Welk Resorts Provides Long-term Growth and Margin Improvement
Acquisition of Welk Resorts Provides Long-term Growth and Margin Improvement Contract sales ($M) • Will expand number of Hyatt Residence Club Plan to rebrand keys by 90% $150 - $160 Welk to Hyatt • More than double number of Owners to ~80k $123 Residence Club • 3+ years of built inventory 2019A 2023
Slide 29: Linking All Marriott-Branded Vacation Ownership Resorts
Linking All Marriott-Branded Vacation Ownership Resorts Today Target Future Product Form MARRIOTT VACATIONS WORLDWIDE I 29
Slide 30: Well Positioned For Travel Recovery
IN SUMMARY Well Positioned For Travel Recovery 100% focused on leisure travel Timeshare owners are avid travelers with vested interests in their vacations Enviable owner base with large & attractive addressable market Large square footage & in-room kitchens make properties better suited for social d
Slide 31: Appendix
APPENDIX MARRIOTT VACATIONS WORLDWIDE I A-1
Slide 32: Non-GAAP Financial Measures
Non-GAAP Financial Measures In our presentation we report certain financial measures that are not prescribed by United States generally accepted accounting principles ("GAAP"). We discuss below our reasons for reporting these non-GAAP financial measures, and we’ve made footnote references to them on
Slide 33: Non-GAAP Financial Measures
Non-GAAP Financial Measures Revenues Excluding Cost Reimbursements. Cost reimbursements revenue includes direct and indirect costs that property owners' associations and joint ventures we participate in reimburse to us, and relates, predominantly, to payroll costs where we are the employer. As we re
Slide 34: Cumulative Adjusted Free Cash Flow – 2015 through 2019
Cumulative Adjusted Free Cash Flow – 2015 through 2019 ($'s in m illions) 2015 2016 2017 2018 2019 Cumulative Net cash provided by operating activities $ 109 $ 141 $ 142 $ 97 $ 382 $ 871 Capital expenditures for property and equipment (excluding inventory): Other (36) (35) (26) (40) (46) (183) 1 Inv
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