Company Presentation
Topics
- Business Overview and Competitive Advantages
- Financial Highlights III. Transformation Plan IV. Appendix
Business Overview
GRUPO CASAS BAHIA - BRIEF HISTORY
GCB, THROUGH ITS BRANDS, HAS BEEN PART OF THE HISTORY OF BRAZILIAN FAMILIES FOR OVER 67 YEARS, BEING A DESTINATION IN THE ELECTRONICS, DOMESTIC APPLIANCES, FURNITURE AND FINANCIAL SOLUTIONS MARKET.
1946 | 2009 | 2016 |
Via Varejo consolidates e- | ||
PontoFrio | Casas Bahia merge | commerce platform Cnova |
foundation in Rio | with PontoFrio | Brazil and becomes |
de Janeiro | omnichanel |
2020
Successful Digital
Transformation, 50% of GMV became online and prices a R$4.5b Follow-On
2023
New CEO and new CFO
2025 Transformation plan
The Company is renamed Grupo Casas Bahia and prices a R$623mm Follow-On*
1957 | 2012 | 2019 | 2021 - 2022 | 2024 |
The Company becomes | Via Varejo renamed Via. | 1st year of the | ||
Casas Bahia | The Company is renamed | |||
Coporation and new | Expands its platform as a | Transformation Plan, | ||
foundation in São | Via Varejo and prepares | |||
management comes up, | service, focusing on | presenting the best half- | ||
Caetano do Sul | for the IPO | |||
focusing on Turnaround and | omnichannel, marketplace, | yearly free cash flow in the | ||
in Digital Transformation | financial and logistics | last 5 years, margin | ||
solutions | recovery and reduction of | |||
costs and expenses | ||||
Source: Company | ||||
5 |
BRAZIL'S LEADING OMNICHANNEL PLAYER FOR ELECTRONICS AND FURNITURE WITH NATIONAL REACH
R$43 bn
Gross GMV
(2023)
1,073 stores
Omnichannel
Strategy
134 939
2
top of mind brands
Destination on core categories
Since 1957
Since 1946
108 mm
Total Clients
(~95% of the economically active
population)
+29 mm
Active Clients
"Social Selling": sales reps
selling online both
1P and 3P
75 | R$5.5 bn | 25 DCs |
network as a service | ||
Nationwide logistics | ||
NPS | Installment Plans (100% | 1,1 million sqm |
Proprietary BNPL) credit portfolio | ||
market share | +7.5 mm | Stores |
~25% stores | Accounts at banQi our | 100% Click&Collect |
Shipping from Store | ||
+12% online (1P+3P) | fintech as a service | 1,5 million sqm |
163k sellers | Envvias | |
21% of 3P deliveries | ||
75 mm SKUs | R$12 bn | + |
Multi Marketplace | ||
in the marketplace | TPV from Financial Services | Platform |
Source: Company. Note: As of Jun/24
Our Brands
SPONSORSHIP FROM A SEASONED BOARD AND SHAREHOLDERS WITH DEEP RETAIL EXPERTISE
Shareholders
Goldentree (Brazil)
(7.85%)
TWINSF¹
(6.95%)
Michel Klein2
(1.69%)
EK-VV Limited
(3.45%)
Board of Directors
5 members, including 3 Independent
Claudia Quintella | |
Woods | Raphael Klein |
Renato Carvalho do Nascimento
Committees
Audit, Risks and Compliance Committee
People & Governance Committee
Financial Committee
Ethics Committee
Others
Chairman
BlackRock
(5,13%)
(69,9%)
André Coji | Rogério Calderón |
Source: Company. Notes: (1) Investment fund tied to Michael Klein.
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Competitive Advantages
UNIQUE COMPETITIVE ADVANTAGES
OMNICHANNEL PLATFORM, NATIONWIDE LOGISTICS AND IN-HOUSE CREDIT AS THE BACKBONE IN GCB'S STRATEGY
1 | Leading Brazilian Omnichannel Platform with +30% market share in core |
categories1 | |
2 | Strong Offering of Financial Solutions - promoting financial |
inclusion | |
3 Nationwide Logistics Network
4 Unique Market Positioning, with top-of-mind brands, a household brand name
Source: Company. (1) Core GCB includes Cel Phones, domestic appliances (large and small), TVs and Furniture
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1 OMNICHANNEL 1P RETAIL: KEY HIGHLIGHTS AND STRENGTHS
Overview: jun/24
1,073
stores
+20% of Market Share in 1P core categories (On & Off)
84% of total GMV
29 million
Active Clients
Omnichannel Retail Gross GMV | # % of omnichannel |
(Online 1P and Brick & Mortar, R$ bn) | retail |
7% CAGR
32,1 | 38,8 | 44,6 | 44,4 | 42,7 | |
19,0 | 16,3 | ||||
2019 | 2020 | 2021 | 2022 | 2023 | 6M23 | 6M24 | |
Online Gross GMV - 1P and % of omnichannel retail | |||||||
15% | 35% | 38% | 34% | 30% | 31% | 26% | |
27% CAGR | |||||||
13.7 | 16.8 | 15.2 | 12,9 | 6,9 | |||
4.9 | 5,0 | ||||||
2019 | 2020 | 2021 | 2022 | 2023 | 6M23 | 6M24 |
GCB's online market share1
(%)
+5 p.p.
12% | 14% | 13% | 14% | 15% | 12% | |
9% | ||||||
2019 | 2020 | 2021 | 2022 | 2023 | 6M23 | 6M24 |
STRENGTHS
On-usOff-us
2 top of mind brands
Destination in the top 5 categories of the durable goods market
Omnichannel stores act as a relationship hub for GCB's clients, boosting online sales and attracting
banQi customers (branches)
Online salesforce to boost store sales ("Social media sales")
B2B: leveraging GCB's expertise (Off-us) to offer
customizable retail solutions for selected partners, increasing market share with lower CAC and new customers.
Source: Company, CONFI Neotrust. Note: (1) Considers 1P and 3P
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