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Strategic Review - Focus. Execute. Deliver.

Strategic Review - Focus. Execute. Deliver. Corporate Express - Press Conference 09h30 CET Amsterdam, 1 October 2007. “Safe Harbour” Statement under the Private Securities Litigation Reform Act of 1995.

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Strategic Review - Focus. Execute. Deliver.

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  1. Strategic Review - Focus. Execute. Deliver. Corporate Express - Press Conference 09h30 CET Amsterdam, 1 October 2007

  2. “Safe Harbour” Statementunder the Private Securities Litigation Reform Act of 1995 Statements included in this press release, which are not historical facts are forward-looking statements made pursuant to the safe harbour provisions of the Private Securities Litigation Reform Act of 1995 and the Securities Exchange Act of 1934. Such forward-looking statements are made based upon management’s expectations and beliefs concerning future events impacting Corporate Express and therefore involve a number of uncertainties and risks, including, but not limited to industry conditions, changes in product supply, pricing and customer demand, competition, risks in integrating new businesses, currency fluctuations, and the other risks described from time to time in the Company’s filings with the US Securities and Exchange Commission, including the Company’s Annual Report on Form 20-F filed with the Securities and Exchange Commission on March 9, 2007. As a result, the actual results of operations or financial conditions of the Company could differ materially from those expressed or implied in such forward-looking statements. Shareholders and other readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date on which they are made. The Company undertakes no obligation to update publicly or revise any forward-looking statements.

  3. Agenda for today • Introduction • Strategy assessment • Key strategic priorities • Transforming the company • Closing remarks

  4. Strategic Review process • 1999-2003 • 2004-2007 • March-September 2007 Reshaping business portfolio Broaden product portfolio of businesses Strategic review Key strategic moves • Increased focus on office products • Adding categories to create single source offer • Shift organisation to category focus • Focus on mid­market • Private brands, preferred supplier, global sourcing • Detailed assessment together with external advisors, including Deutsche Bank and JPMorgan: • Do we have a sound strategy? • How can we improve performance? • What operational changes are needed to deliver? • Which strategic options do we have? • Acquisitions in Australia, Scandinavia, North America, Spain • Divested ASAP Software and Veenman Germany • Sold IT and Paper Merchanting businesses • Acquired office products business - Corporate Express - SAMAS OP - USOP OP M&A activity Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks

  5. Which strategic options do we have? Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks Stand-alone We have considered a wide range of options We concluded that the stand-alone scenario is in the best interest of our shareholders and other stakeholders Based on the strategic review’s conclusions, we today announce a series of strategic initiatives and management and organisational changes to create value and growth as a stand-alone global player Merger Sale Break-up

  6. Key issues • Key questions • Key issues • Do we have a sound strategy? • How can we improve performance? • What operational changes are needed to deliver? • Corporate Express has the right strategy and is well positioned but has been lacking in execution… • …we should further increase FOCUS and improve how we EXECUTE our plans... • …we need to change our organisation and leadership to be able to unlock full potential and DELIVER shareholder value Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks

  7. Changes in Board composition Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks CEO Executive Board • Frans Koffrie has stepped down with immediate effect • Peter Ventress new CEO Chairman Supervisory Board • Paul van den Hoek decided to step down at the end of today • Previously scheduled to step down at AGM in April 2008 • Frank Meysman to succeed • Supervisory board member as of 2006

  8. New leadership - Peter Ventress (1960) Appointed as new CEO, effective immediately Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks Joined Corporate Express in 1999 1999-2000 President Corporate Express France Image SAS 2001-2002 Regional president Corporate Express Europe 2002 - 2005 President of Corporate Express Canada and member of North America management team • Realised sales growth of +16% and EBITDA growth of +50% 2005 - September 2007 President Corporate Express Europe • Excluding ATG sales growth of +9% and EBITDA tripled (based on 4 quarter rolling) • ATG acquired in September 2006 Member of the Executive Board since 2007

  9. INTRODUCTION FOCUS. EXECUTE. DELIVER.

  10. Overview Corporate Express • Pure-play contract supplier within office products industry • Leading global player • Extensive logistical backbone • Sophisticated eCommerce platforms • Strong brands • Over 18,000 employees • Company description • Global footprint • #1 position in US, Australia, Norway, Sweden, Benelux and Germany • Top 3 position in Canada, Austria, New Zealand, Ireland and Italy • Present at over 300 locations in 20 countries in Europe, North America and Australia • Annual revenues of EUR 5.6 billion1 1 Last 4 quarters, excluding ASAP Software Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks

  11. H1 2007 performance as reported • Sales up 2.4% to EUR 3,194 million • 7.0% at constant rates • Organic growth Corporate Express +3% • Office Products North America down 2% • Office products industry US facing challenging environment • US operations stable after disruptions in sales force and customer service • OP Europe and OP Australia showing good performance • Printing systems reporting a good first half • Operating result EUR 108 mln • (4.2%), at constant rates flat • Operating result before special items EUR 119 mln • (16.7%), at constant rates (13%)

  12. Trading update Q3 2007 resultsQ3 2007 to be published Tuesday 6 November • Organic growth Q3 2007 Office Products North America Organic growth (1%) Q2 2007 (3%) Q1 2007 (1%) Office Products Europe Organic growth +7% Q2 2007 +5% Q1 2007 +6% • CEUS organisation stabilised; enhanced morale • ‘Simplify and Sell’ approach paying off • Continue to gain market share Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks

  13. STRATEGY ASSESSMENT FOCUS. EXECUTE. DELIVER.

  14. Key actions to deliver shareholder value Focus • Launch 4 key strategic priorities to deliver profitable growth • Increase share of wallet • Improve category offering • Grow mid-market share • Strengthen geographic footprint Execute • Transform into a more operationally focussed and sales driven organisation • Creation of one global management team to improve operational execution significantly • Clear and specific targets, KPI’s and accountability Deliver Global Office Products: • Average annual organic sales growth of at least 6% for 2008-2010 • Given business model, EBITDA margin of at least 7% Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks

  15. Strategic direction 2007-2010 • 2004-2007 • March-September 2007 • 2007-2010 Broaden product portfolio of businesses Focus. Execute. Deliver. Strategic Review • Adding categories to create single source offer • Shift organisation to category focus • Focus on mid­market • Private brands, preferred supplier, global sourcing Key strategic moves • Do we have a sound strategy? • How can we improve performance? • What operational changes are needed to deliver? • Which strategic options do we have? • Increase share of wallet • Improve category offering • Grow mid-market share • One global management team • KPI’s, accountability M&A activity • Acquisitions in Australia, Scandinavia, North America, Spain • Divested ASAP Software and Veenman Germany • Strengthen geographicfootprint Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks

  16. A leading player … • Pure-play contract OP supplier with distinct B2B model • Large global footprint • Scale benefits - Merchandising, sourcing • Exchange best practices - Private brands, product range extension, Pick-to-Voice, eCommerce, Saleforce.com • Scalable platform- Logistics and distribution infrastructure - Sophisticated eCommerce platforms • Leading B2B market positions in key markets - #1 in US, Australia, Norway, Sweden, Benelux and Germany - Top 3 positions in Canada, Ireland, Austria, New Zealand and Italy • Present at over 300 locations in 20 countries in Europe, North America and Australia • Alliances in Europe, Latin America and South-East Asia • Only player able to service customers globally - Strong sales growth with global accounts Strong competitive position Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks

  17. … in an attractive market… • Close link with white-collar employment • Leverage of distribution, IT, eCommerce and sales force infrastructure • Little risk of disintermediation • High barriers to entry • Different infrastructures (IT, logistics) • Sourcing, multiple suppliers • Operational leverage of fixed cost base • Attractive Return on Capital Employed Attractive market Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks

  18. …with continued focus on Office Products… • The group has been streamlining and focussing the business • ASAP Software, USA (Aug-07) • Veenman, Germany (Sep-07) • Reselling of desktop software, USD 992 mln in revenues • Selling and servicing non-impact printing equipment, EUR 36mln in revenues Recent disposals • Davenport, Canada (Aug-07) • Educational Experience, Australia (Oct-06) • ATG, Norway, Sweden, Denmark (Sep-06) • Coastwide Laboratories, USA (May-06) • Ofiexpress, Spain (Jan-06) • Office Supply and Furniture distribution, CAD 71mln in revenues • Educational supplies • Office Products distribution, EUR 300 mln in revenues • Facilities distribution, USD 45 mln in revenues • Office Products distribution, EUR 13 mln in revenues Recent acquisitions Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks

  19. …and a streamlined operational infrastructure… Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks

  20. …but with room to drastically improve execution • Decentralised organisation and unfocused go-to-market models …leading to unsuccessful execution and poor sales performance …however, with successful sourcing, merchandising, logistics and eCommerce • Identified challenges • Under-utilized position with larger clients • Limited penetration in mid-market • Increasing complexity in category offering • Sub scale or absent in some geographies Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks

  21. KEY STRATEGIC PRIORITIES FOCUS. EXECUTE. DELIVER.

  22. 4 key strategic priorities Increase share of wallet Improve category offering Growmid-market share Strengthen geographic footprint Introduction Strategy assessment Key strategic priorities Transforming the company Closing remarks

  23. TRANSFORMING THE COMPANY FOCUS. EXECUTE. DELIVER.

  24. To become a fully operational driven company • Peter Ventress (CEO): ”We have to transform radically our management structure and our ability to execute.” • Decentralised structure no longer appropriate • Organisation has to mirror our unique position as global pure play B2B office supplies company • Transform into a more operationally focussed and sales driven organisation • Creation of one global management team to improve operational execution significantly Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks

  25. “Quite simply, we have to be better at the basics” Focus. • On operations and sales driven culture • Stronger focus on results, accountability and clearer measures Execute. • We have to do significantly better than before • Be closer to the business • Clear and specific targets and key performance indicators (KPI’s) Deliver. • Capitalising on our strong global position as pure-play B2B • Average annual organic sales growth of at least 6% for 2008-2010 • EBITDA margin of at least 7% It is all about Focus. Execute. Deliver. Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks

  26. New management teamStrong operational focus President USA President Europe President Australia EVP Merchan-dising SVPOperations SVP People & Organisation SVP IT Jay Mutschler Peter Damman Grant Harrod Ron Lalla Tim Beauchamp Not yet filled Dick Dijkstra Supervisory Board Executive Board Peter Ventress (CEO) - 1960 George Dean • 1947 • To retire as planned after AGM in April 2008 Floris Waller (CFO) - 1958 Executive Management Group Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks

  27. Enabling Corporate Express to deliver strategy • Additional performance initiatives • Objective • Creation analytical performance culture • Further strengthen HR organisation • Close capability gap • Share best practices • Reassigning roles in management of sales and logistics • Continue IT initiatives • Strengthen individual accountability and improve performance • Strengthen people, processes and capabilities to support strategy implementation • Fill in short-term capability gaps • Ensure strong talent base • Improve cost efficiency of business • Refocus its activity and resources towards sales • Create a more integrated, effective IT backbone Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks

  28. Closing remarks FOCUS. EXECUTE. DELIVER.

  29. Key actions to deliver shareholder value Focus • Launch 4 key strategic priorities to deliver profitable growth • Increase share of wallet • Improve category offering • Grow mid-market share • Strengthen geographic footprint Execute • Transform into a more operationally focussed and sales driven organisation • Creation of one global management team to improve operational execution significantly • Clear and specific targets, KPI’s and accountability Deliver Global Office Products: • Average annual organic sales growth of at least 6% for 2008-2010 • Given business model, EBITDA margin of at least 7% Introduction Strategy assessment key strategic priorities Transforming the company Closing remarks

  30. . FOCUS. EXECUTE. DELIVER.

  31. 4 strategic priorities to deliver profitable growth • Key initiatives % customers % customers • Share of wallet potential with clients • Grow market share • Capture customer value potential • Continue logistics/supply chain initiatives % wallet % wallet • Too broad product offering in some countries • Earn the right to expand offering • Adjust category offering • Standardise category approach • Full leverage private brands • Currently only 20% of sales • Poor execution • Too limited accountability • Refine, test and rollout mid market model • Focused approach, increased accountability # customers % wallet • Certain geographies subscale or absent • Limited presence in emerging markets • Opportunity to attain leading positions • Build selective beach heads • Conduct fill-in M&A % at customers # customers % wallet • Opportunity • Identified challenges • Priority  Increase share of wallet  Improve category offering  Growmid-market share  Strengthen geographic footprint Introduction Strategy assessment Key strategic priorities Transforming the company Closing remarks

  32. “Increase share of wallet” % customers % wallet Opportunity Key actions • Further penetration of large and strategic accounts • Increase number of large and strategic customers served • Focus on customer need • Drive commercial excellence program • Improve go-to-market model and differentiate depth of sales approach • Create transparency on customer potential • Improve and intensify customer acquisition • Initiatives to reduce supply chain costs already being rolled-out • Reduce sourcing and supply chain costs Introduction Strategy assessment Key strategic priorities Transforming the company Closing remarks

  33.  “Improve category offering” Opportunity Key actions • Align a country’s offering with a cascading offering staircase • ‘Right to expand offering’ needs to be earned based on clear KPIs • When a country’s offering is broader than it should be, offering needs to become more focused • Categories should be managed in a coordinated way across CE • Fully leverage private brands programme • Cross-sell selected extended categories • Rationalise and standardise assortment • Centralise sourcing • Refocused and targeted marketing & sales approaches Step 3: “Selectively offer ‘indirects’ if attractive” Extended facilities and/or Project furniture and/or Other hardware and/or Marketing print and/or PPE and work wear and/or Single source Services and/or Other product lines 3a Step 2: “Cross-sell OP- related products” 3b % customers Basic facilities and Basic print and Basic catalog furniture and Basic Office Equipment hardware 2a 3c 2b Step 1: “Focus on the core” 3d 3e 2c Office supplies Paper Computer supplies 3f 2d 1 3g % wallet Introduction Strategy assessment Key strategic priorities Transforming the company Closing remarks

  34. “Grow mid-market share” Opportunity Key actions • Further exploit above–average gross margins and market growth of mid-market • Reinvigorate mid-market initiative in US • Increase contacts with high-potential prospects and inactives • Build out operational metrics dashboard • Monitor handoffs to identify where processes are broken • Further increase sales and reduce costs to serve • Reduce implementation issues around mid-market model roll-out • Refine and roll out mid-market model in Europe • Refine mid-market model in Germany and apply “quick fixes” (where required) in other mid markets • Implement mid-market model in priority markets # customers % wallet Introduction Strategy assessment Key strategic priorities Transforming the company Closing remarks

  35. “Strengthen geographic footprint” Opportunity Key actions • Attain leading positions across Europe • Pursue opportunities in countries where currently present, but not in a leading position • Focus on strong organic growth in countries where already in leading position • Create viable growth options in high growth emerging markets • Create beach heads in selected cities in emerging markets over time % at customers # customers % wallet Introduction Strategy assessment Key strategic priorities Transforming the company Closing remarks

  36. Implementation underway, key milestones defined Roadmap to roll out strategic priorities • 2007 • 2008 • 2009 1 Increase share of wallet Sales excellence programme Capture customer value potential Phased roll-out (country by country) Continue logistics/supply chain initiatives Continued implementation Grow market share Continued efforts 2 Improve category offering Readjust category offering Country plans Phased roll-out (country by country) Category approach Standardise category approach Pilots Roll-out 3 Quick wins in US Grow mid-market share Phased roll-out in US Quick wins in Europe Phased roll-out in Europe 4 Strengthen geographic footprint Businesscases Conduct fill-in M&A Targeted M&A Introduction Strategy assessment Key strategic priorities Transforming the company Closing remarks

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