GRUPO CASAS BAHIA - COMPANY PRESENTATION - NOVEMBER 2024
Topics
- Business Overview and Competitive Advantages
II. Financial Highlights
- 3Q24 and 9M24 Results IV. Transformation Plan
V. 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 Commitment to profitability and cash generation Repositioning as a specialist player
and focus on core categories The Company is renamed Grupo Casas Bahia and prices a R$623mm Follow-On*
1957 | 2012 | 2019 | 2021 - 2022 | 2024 |
The Company is renamed | The Company becomes | Via Varejo renamed Via. | 1st year of the Transformation | |
Casas Bahia | ||||
Via Varejo and prepares | Coporation and new | Expands its platform as a | Plan, presenting sequential | |
foundation in São | ||||
for the IPO | management comes up, | service, focusing on | improvement in operating | |
Caetano do Sul | ||||
focusing on Turnaround and | omnichannel, marketplace, | margins for the 4th consecutive | ||
in Digital Transformation | financial and logistics | quarter, growth in physical stores, | ||
solutions | greater penetration of services, | |||
increase in the credit portfolio, | ||||
reduction of costs and expenses | ||||
Source: Company | and greater liquidity | |||
5 |
BRAZIL'S LEADING OMNICHANNEL PLAYER FOR HOME APPLIANCES, ELECTRONICS AND FURNITURE WITH NATIONAL REACH
R$43 bn
Gross GMV
(2023)
1,072 stores
Omnichannel
Strategy
134 938
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$5.7 bn |
NPS | Installment Plans (100% |
Proprietary BNPL) credit portfolio | |
market share | +7.5 mm |
~25% stores | Accounts at banQi our |
+12% online (1P+3P) | fintech as a service |
163k sellers | R$12 bn |
75 mm SKUs | |
in the marketplace | TPV from Financial Services |
25 DCs
Nationwide logistics network as a service 1,1 million sqm
Stores
100% Click&Collect Shipping from Store 1,5 million sqm
CB full
LasS
Source: Company. Note: As of Sep/24
Our Brands
SPONSORSHIP FROM A SEASONED BOARD AND SHAREHOLDERS WITH DEEP RETAIL EXPERTISE
Shareholders
Goldentree (Brazil)
(7.85%)
TWINSF¹
(6.95%)
Michel Klein2
(1.69%)
EK-VV Limited
(3.45%)
Board of Directors
5 members, including 3 Independent
Claudia Quintella | |
Woods | Raphael Klein |
Renato Carvalho do Nascimento
Committees
Audit, Risks and Compliance Committee
People & Governance Committee
Financial Committee
Ethics Committee
Others
Chairman
BlackRock
(5,13%)
(69,9%)
André Coji | Rogério Calderón |
Source: Company. Notes: (1) Investment fund tied to Michael Klein.
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Competitive Advantages
UNIQUE COMPETITIVE ADVANTAGES
OMNICHANNEL PLATFORM, NATIONWIDE LOGISTICS AND IN-HOUSE CREDIT AS THE BACKBONE IN GCB'S STRATEGY
1 | Leading Brazilian Omnichannel Platform with +25% market share in core |
categories1 | |
2 | Strong Offering of Financial Solutions - promoting financial |
inclusion | |
3 Nationwide Logistics Network
4 Unique Market Positioning, with top-of-mind brands, a household brand name
Source: Company. (1) Core GCB includes Cel Phones, domestic appliances (large and small), TVs and Furniture
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1 OMNICHANNEL 1P RETAIL: KEY HIGHLIGHTS AND STRENGTHS
Overview: sep/24
1,072
stores
+20% of Market Share in 1P core categories (On & Off)
84% of total GMV
29 million
Active Clients
Omnichannel 1P Gross GMV | # % of omnichannel retail |
(Online 1P and Brick & Mortar, R$ bn) |
7% CAGR
32,1 | 38,8 | 44,6 | 44,4 | 42,7 | |
27,5 | 24,4 | ||||
2019 | 2020 | 2021 | 2022 | 2023 | 9M23 | 9M24 |
Online 1P Gross GMV and % of omnichannel retail | ||||||
15% | 35% | 38% | 34% | 30% | 31% | 25% |
27% CAGR | ||||||
13.7 | 16.8 | 15.2 | 12,9 | 9,8 | 7,2 | |
4.9 | ||||||
2019 | 2020 | 2021 | 2022 | 2023 | 9M23 | 9M24 |
GCB's online market share1
(%)
+5 p.p.
12% | 14% | 13% | 14% | 14% | 12% | |
9% | ||||||
2019 | 2020 | 2021 | 2022 | 2023 | 9M23 | 9M24 |
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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