Presentation Transcript

1. OddoNextcap 15 May 2014 The leader in home delivery of frozen food products to individual customers
2. Contents Toupargel Group Change in Governance Our markets 2013 business activity 2013 financial results Q1 2014 The new strategic plan Conclusion
3. Toupargel Group 3
4. Our business: Sale & home delivery of frozen foods products Business development Online sales (telesales, internet) Semi-automatedpreparation of orders on dedicatedplatforms Deliverywithin 72 hours
5. History 2014 Acquisition of Eismann France & Le Comptoir du Surgelé 5
6. Shareholders
7. Toupargel Groupe shares Price: €8.26 (12 May 2014) CAC®All-Share CAC® All-Tradable CAC®Mid & Small CAC®Small Market cap: €85.8 million
8. Legal structureas of 1 April 2014 100% 100% 100% France Le Comptoir du Surgelé
9. Organisation (1) (1) Eismann France & Le Comptoir du Surgelé non included
10. Nationwidepresence(1) (1) Eismann France & Le Comptoir du Surgelé not included
11. Rural & suburban families 26% of French population Rural & suburban seniors 32% of French population Rural Single / Duo without children 20% of French population Urban families 14% of French population Urban seniors 8% of French population Urban Life cycle 1 million customers80% rural & suburbancustomers20% urbancustomers Population density 28% 52% 7% 7% 6% Single / Duo Retired % of Toupargel’scustomers Source: ACXIOM
12. Change in Governance
13. New senior management since 1 August 2013 Roland Tchénio, Chairman & CEO, becomes Chairman of Toupargel Groupe SA Romain Tchénio & Jacques-Edouard Charret become co-CEOs
14. New senior management since 1 August 2013 Romain Tchénio ESCP Europe Joined Group Toupargel in 2004 Director of sales since 2010
15. New senior management since 1 August 2013 Jacques-Edouard Charret MBA Cesma (EM Lyon), MSG ManagingDirector in the Casino Group (2005- 2009) Chairman of the Management Board of the Quick Group (2010-2013) Member of Toupargel’sBoardsince 2010
16. Our markets
17. French Food Market Food Market €151 Bn 978 M€ 7Mds € € FrozenFoods €6.7 Bn FrozenFoods Home delivery €1 Bn FreshFoods Home delivery €1 Bn Sources: Insee, KantarWorldpanel, Credoc, Syndigel
18. Frozenfoods and icecreammarket(€6.7 Bn) 19.1% Home delivery Products range size 18.6% Freezer centres 62.3%Super & Hypermarkets Source: KantarWorldpanel Convenience and foodsafety Drop in the market Customers want prices Aggressivecompetitors Development of "Drives"
19. Home deliveryfrozenfoodsmarket(€1 Bn) France - 5.2% in 2013 Source: Syndigel Source: Toupargel Europe
20. 2013 Business activity
21. Decrease in sales due to deliberate action and externalfactors An unfavourable calendar effect (4 fewer business days) Intentionally lower and more selective new customer creation Investment in sales prices Horsegate Erosion in loyal customers, a trend which improved towards the end of the year.
22. Sales
23. Breakdown of sales by channel
24. Workforce Reduction in personnel costs: €9.7m (8.6%)
25. Change in operating costs
26. 2013 Financial Results
27. Consolidatedincomestatement
28. Consolidated balance sheet
29. Q1 2014 29
30. Le Comptoir du Surgelé joins the Toupargel Group on 31 January 2014 2013 sales: €5.6 m Nearly 20,000 active customers Presence in the Centre and Centre-East regions of France Significant synergies
31. Eismann France joins the Toupargel Group on 31 March 2014 Subsidiary of the Eismann group (Europe’s second-largest player) 2013 sales: €46.7 m 455 employees Nearly 160,000 active customers Will become an autonomoussubsidiary Significant synergies
32. Presence in thenorthwestern quarter of France
33. Q1 2014 Sales Unfavourablecalendareffect (Easterfell on 20 April) Comptoir du Surgelé contributed €1.2 m Customer creationcostsdeclined Loyalty increased across all customer segments
34. The new strategic plan
35. Why a new plan? Management change Givemeaning and share a common vision Engage and encourage all employees Return to growth Improveourprofitability
36. Our ambition for 2013-16 Strengthenour leadership in home delivery of frozenfoods Direct our efforts to customerloyalty Refocuson frozenfoods, ourhistorical business Differentiateourselves on the theme of enjoying cooking and eatingwell Improveourproductivity and return value to the customer
37. Action plan Strengthenourproductoffering Make certain products more easily accessible Adapt and apply a category management approach Extend the Freshfoods & Groceriesoffering to all of France Sell cooking solutions
38. Action plan Strengthenourproductoffering Makeourpricesvisiblylower Modernise our packaging Boost the quality and readability of our catalogues Publicise our new visualidentity
39. Action plan Improveour sales performance Every contact shouldcreate new bonds with the client Deploy CRM software Optimise our multi-channelapproach Improve the quality of ourdelivery service
40. Action plan Focus our business development efforts Target prospective customers better Increaseproductivity Concentrateinvestments Developpartnerships
41. Conclusion
42. Promising business model The population isageing Rural and suburban areas are seeingdemographicgrowth More people are choosing home delivery Freezingpreservesfoodquality Toupargel has a lead over itscompetitors
43. Toupargel’sadvantages 66 years of history An unique sales model Personalised contact with 1 million households, 15 times a year The market’sbroadestproduct range More advancedtoolsthanourcompetitors Unparalleleddelivery network
44. Toupargel’sadvantages A societal dimension Dedicatedemployees Ability to invest and grow by acquisition Long-term vision supported by familyshareholders Toupargel has all itneeds to be in phase withbothtoday’s and tomorrow’sretailing trends