Wolford Aktiengesellschaft · VIE:WOL
Wolford Aktiengesellschaft — Wolford — RCB Institutional Investors Conference Zürs 2016
35 slides from Wolford Aktiengesellschaft's conference presentation, Apr 11, 2016
Slide 1: Institutional Investors Conference Zürs
Institutional Investors Conference Zürs WOLFORD AG Ashish Sensarma (CEO) Axel Dreher (COO/CFO) Zürs, 11. – 13. April 2016
Slide 2: Content
Content The Wolford Group at a Glance 9 months 2015/16 Strategy & Targets Outlook 2015/16 The Wolford Share RCB Institutional Investors Conference, Zürs, 2016 2
Slide 3: The Wolford Group at a Glance
The Wolford Group at a Glance
Slide 4: Who is Wolford?
Who is Wolford? ► Leading brand in luxury legwear with established positions in exclusive lingerie and bodywear ► Founded 1950 in Bregenz, Austria ► Present in over 60 countries ► 269 monobrand POS globally ► 2 production facilities in Austria and Slovenia (only Europe!) ► € 157.35 million revenues
Slide 5: Legwear as the Core Product
Legwear as the Core Product May 2015 – January 2016 Accessories Trading goods 3% 1% Lingerie 14% Legwear 53% Ready-to-wear 29% RCB Institutional Investors Conference, Zürs, 2016 5
Slide 6: Number One Position in Legwear Worldwide
Number One Position in Legwear Worldwide Luxury/Aspirational WOLFORD GERBE DONNA KARAN CALVIN KLEIN Premium SPANX FALKE Middle OROBLU KUNERT Mass CALZEDONIA DIM GOLDEN LADY RCB Institutional Investors Conference, Zürs, 2016 6
Slide 7: Global Presence
Global Presence Monobrand locations worldwide: 269* ● Thereof Wolford-owned points of Sale: o Thereof partner-operated points of Sale: 113 boutiquen 91 boutiques 41 concession shop-in-shops and about 3,000 other distribution partners 24 factory Outlets North America: 35 Europe: 189 Asia: 37 excl. Ru
Slide 8: Key Markets Europe and USA
Key Markets Europe and USA May 2015 – January 2016 Asia/ Oceania 6% North America 19% Rest of Germany Europe 14% 41% Austria 10% France 10% RCB Institutional Investors Conference, Zürs, 2016 8
Slide 9: Strong own Retail Network
Strong own Retail Network May 2015 – January 2016 Private Label 2% Multibrand Retailers 15% Controlled Distribution: 70% Boutiques* 46% Department stores 13% Factory Outlets 9% Online Business Concession-SIS 8% 7% * Thereof ca. 80% from own stores, 20 % partner-operated stores RCB Institutional Inve
Slide 10: 9 months 2015/16
9 months 2015/16
Slide 11: Group Earnings May 2015 – January 2016
Group Earnings May 2015 – January 2016 9 months 9 months 05/15 – 01/16 05/14 – 01/15 Chg. in % Revenues in € mill. 128.71 121.13 +6 EBIT adjusted 1) in € mill. 2.16 4.09 -47 EBIT in € mill. 2.16 7.08 -70 Earnings before tax in € mill. 1.39 6.39 -78 Earnings after tax in € mill. 0.70 4.46 -84 Employe
Slide 12: Mixed picture in the Markets
Mixed picture in the Markets May 2015 – January 2016 AT -3% DE -4% CH 14% FR 0% IT 11% ES 12% UK 13% UK (GBP) 1% SCAN 6% NL 8% BE 4% CEE -4% USA 17% USA (USD) -2% Far East 25% -30% -20% -10% 0% 10% 20% 30% 40% 50% RCB Institutional Investors Conference, Zürs, 2016 12
Slide 13: Growing Online Business
Growing Online Business May 2015 – January 2016 all Dist. Channels Boutiques Department Factory Multi- Private Stores Outlets brands + 66% + 51% + 9% + 6,3% + 5% + 7% + 6% + 5% + 4% + 0% - 10% - 15% RCB Institutional Investors Conference, Zürs, 2016 13
Slide 14: Group Balance Sheet
Group Balance Sheet 31.01.2016 31.01.2015 Chg. in % Equity in € mill. 75.21 79.22 -5 Net Debt in € mill. 17.37 15.76 +10 Working Capital in € mill. 38.97 39.14 -1 Balance Sheet Total in € mill. 145.91 150.51 -3 Equity Ratio in % 52 53 -2 Gearing in % 23 20 +15 RCB Institutional Investors Conference,
Slide 15: Strategy & Targets
Strategy & Targets
Slide 16: Renewed Strategic Vision for Wolford
Renewed Strategic Vision for Wolford The Wolford Vision: We want to be the leading global brand in the aspirational luxury segment of legwear, lingerie and bodywear by offering our consumer an unforgettable experience: „The Unforgettable Touch of Wolford.“ Strategic Goals: ► Reach every potential co
Slide 17: Strategic Reorientation… to fuel sales volume!
Strategic Reorientation… Key elements Status 1. Brand experience – Modernization of a strong heritage ◑ 2. Renewed product portfolio – Innovation is key ◕ 3. Reorientation of market communication – online and offline ◑ 4. Optimization of controlled multi-channel distribution and globalization ◑ 5. N
Slide 18: … and Internal Reorganisation … to fuel profitability!
… and Internal Reorganisation Key elements Status 6. Increasing profitability of the retail network ◑ 7. Optimizing development & production process and supply chain ◑ New efficiency program “NOW” 8. Reorganisation of sales and marketing (new platform model) ○ 9. Increase (gross) margin ◔ … to fue
Slide 19: 1 - 3: Revitalization of the Brand
1 - 3: Revitalization of the Brand ► Renewed product portfolio ► Focus on “Brand DNA“: Multifunctionality, effortless sophistication, true confidence, holistic comfort ► Full pipeline of innovations (creation of product icons in Wolford-Look & Feel) ► Harmonization of collections (Essentials and Tre
Slide 20: 4. Optimization of Multi-Channel Distribution…
4. Optimization of Multi-Channel Distribution… Retail ► Increase of floor space profitability ► Opening of flagship stores in megacities ► Expansion of Wolford-owned retail business in A cities ► Expansion of Wolford-controlled points of sale in B & C cities Wholesale ► Expansion of multi-brand dist
Slide 21: Balanced Mix of Retail and Wholesale Business…
Balanced Mix of Retail and Wholesale Business… Retail Wholesale own department partnership department franchise retail store store multibrand store store store concession concession factory online travel online travel outlet business retail business retail we own inventory we invoice partner RCB Ins
Slide 22: …and Global Expansion
…and Global Expansion Push floor space profitability E-Commerce in Europe Grow business in the Americas Emerging markets² Grow business in Asia Core markets¹ Mexico, Brazil, other Latin America Travel Retail Greece, Eastern Europe, Russia, Turkey, Middle East, South Africa ¹ Company owned subsidiari
Slide 23: 5. New Go-to-Market Model
5. New Go-to-Market Model ► Consistent orientation of all processes to needs at the point of sale (Wolford leverages its network of monobrand stores as a “real retailer” with own production!) ► New products for retail space five times per year (“fresh drops for consumer excitement”) ► Strict timing
Slide 24: 6 - 7: Boost Retail Profitability and Productivity
6 - 7: Boost Retail Profitability and Productivity ► Increasing profitability of the retail network ► Closing of unprofitable stores already saved 6 mio. € in 2014/15 ► Further stores under review ► Optimizing R&D, production and supply chain ► Continuous optimization in production and logistics cre
Slide 25: 8 - 9: New Efficiency Program NOW
8 - 9: New Efficiency Program NOW ► New sales & marketing platforms in US, EU and Asia ► 3 regional platforms instead of 9 complete sales & marketing organizations ► Reorganisation of Headquarter in Bregenz ► Centralized Accounting/Finance, HR and customer service in Bregenz and in Antwerp ► Strengt
Slide 26: Roadmap to Profitability
Roadmap to Profitability Measures Targeted margin impact Reorganisation of sales & marketing and new headquarter structure + 1.7% Optimizing R&D, production and supply + 1.1% chain Increasing profitability of the retail network + 0.6% Increase margin + 2.2% Increasing sales volume + 4.4% EBIT-margin
Slide 27: Outlook 2015/16
Outlook 2015/16
Slide 28: Differentiated Signals from the Market
Differentiated Signals from the Market ► Medium-/long-term: Growing global market for luxury goods ► Market for personal luxury items expected to grow by 3% in 2016 (4% in Europe) – after roughly 2% in 2015 (without FX effects) ► Number of worldwide consumers of luxury goods expected to rise from 39
Slide 29: Revenues up in 2015/16
Revenues up in 2015/16 ► Growing revenues ► Strategic measures beginning to have a positive impact ► Very positive feedback to the new spring/summer collection 2016 ► Tailwinds thanks to currency effects in the first three quarters, Headwinds in the fourth quarter ► Transformation process ongoing ►
Slide 30: Why to Invest in Wolford?
Why to Invest in Wolford? ► Strong player in an attractive market niche of the growing market for luxury goods ► Beloved brand based on strong image, high quality products, continuous innovation and high CSR standards ► Turnaround story with a new management refocusing on the core competences of the
Slide 31: The Wolford Share
The Wolford Share
Slide 32: Shareholder Structure
Shareholder Structure WMP Family Private Foundation Free Float >25% ~33% Sesam Private Treasury Stock Foundation 2% >15% Ralph Bartel >25% Auf Basis vorliegender Beteiligungsmeldung RCB Institutional Investors Conference, Zürs, 2016 32
Slide 33: Share Performance
Share Performance RCB Institutional Investors Conference, Zürs, 2016 33
Slide 34: Financial Calendar and IR Information
Financial Calendar and IR Information Date Event July 15, 2016 Press conference on 2015/16 annual results in Vienna September 04, 2016 Record date AGM September 09, 2016 Q1 Report 2016/17 September 14, 2016 29th Annual General Meeting September 19, 2016 Deduction of dividends (ex-day) September 20,
Slide 35: [[w olfo rd] |
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