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Ahold USA: Strong Positions and Strong Positions and Focused On Ahold USA: Strong positions and focused on execution Carl Schlicker COO Ahold USA November 29, 2012 Proprietary and Company Confidential Key takeaways Our businesses: • Ahold USA’s divisions collectively are the largest player in the diverse markets of the U.S. Northeast • The divisional structure allows us to act locally while leveraging our scale Our pppposition in the competitive landscape: • Each of our divisions has targeted activities to ensure that they are well-positioned to hold and grow their leading positions • Our divisions continue to gain market share in a diverse competitive landscape Our business model to grow: • We are executing on the Reshaping Retail framework to drive growth Our performance: • Ahold USA continues delivering a healthy and consistent bottom line Proprietary and Company Confidential 2 Our businesses: • Ahold USA’s divisions collectively are the largest player in the diverse markets of the U.S. Northeast • The divisional structure allows us to act locally while leveraging our scale Proprietary and Company Confidential 3 The #5 supermarket retailer in the US and #1 in the Northeast 1 support organization 4 divisions 98 years of local heritage 772 stores 119,000 emppyloyees $25 billion+ in sales Market leader in 3 of our 4 divisions Source: Progressive Grocer Super 50 - 2012 Ranking Proprietary and Company Confidential 4 772 stores serving a trading area of 38 million people: #1 itfktin most of our markets Market # stores 2011 position sales #1 217 $7.5B #3 183 $5.7B #1 173 $5.3B #1 183 $6. 1B #1 n/a $0.4B Proprietary and Company Confidential 5 Operating in markets with differing demographics… Ethnicity Income distribution Ethnicity Income distribution 4% 9% 6% 11% 4% 7% 7% 23% 13% 5% 9% 27% 38% 40% 9% 23% 54% 59% 81% 86% 69% 48% 49% 58% 19% 18% 14% 11% New York New England Giant Landover Giant Carlisle New York New England Giant Landover Giant Carlisle Metro Metro white black hispanic other low (<$25K) medium ($25K to $99K) high(>$100K) Source: Population Division – U.S. Census Bureau Proprietary and Company Confidential 6 The divisions are able to act locally while leveraging our combined scale 2006 - 2009 2010 Reposition Transition Grow! Cost effectiveness 2011 - 2017 Simplify Grow! Accomplishments Vendor leverage Increase organizational effectiveness Localness Create platform for growth Proprietary and Company Confidential 7 Our organizational structure enables us to grow Support functions for our divisions Finance, Real Estate, IT Legal Supply Chain Marketing and Merchandising Human Resources Local operations and execution Proprietary and Company Confidential 8 We have a diverse and strong leadership team COO USA Finance, Real Estate, Carl Schlicker & IT Peapod Paula Price Andrew Parkinson Human Resources Merchandising Mark McGowan Kathy Russello (Interim) Legal Marketing Tom Hippler Erik Keptner Supply Chain Operations Mark McGowan Bhavdeep Singh Giant Carlisle Giant Landover New England New York Metro Rick Herring Anthony Hucker Joe Kelley Don Sussman Proprietary and Company Confidential 9 We continue to execute against our strategic framework Proprietary and Company Confidential 10 Our businesses: • Ahold USA’s divisions collectively are the largest player in the diverse markets of the U.S. Northeast • The divisional structure allows us to act locally while leveraging our scale Our pppposition in the competitive landscape: • Each of our divisions has targeted activities to ensure that they are well-positioned to hold and grow their leading positions • Our divisions continue to gain market share in a diverse competitive landscape Our business model to grow: • We are executing on the Reshaping Retail framework to drive growth Our performance: • Ahold USA continues delivering a healthy and consistent bottom line Proprietary and Company Confidential 11 Everyone sells food in the United States M/SMass / Supercen ters Clubs Drug / dollar and convenience E-commerce Proprietary and Company Confidential 12 Grocery channel has been facing some volume shifting to other channels;;p however still represents almost 2/3 of the market Ahold USA trading area Nielsen panel unit market share UPC items only 70% 66.9% 64.4% grocery 60% 16% 14.8% mass and super 14% 13.4% 12% 10% 9.5% 9.5% rem. channel 8% 6% 44%4.4% 49%4.9% drug 4% 4.0% wholesale / club 3.5% 2.5% dollar 2% 2.2% 0% 2008 2009 2010 2011 Proprietary and Company Confidential 13 Out of six units that customers purchase, at least one of them is with us Ahold USA trading area Nielsen panel unit market share UPC items only: First half 2012 TOTAL 100.00% 100.00% 100.00% 100.00% Grocery channel 65.2% 68.2% 58.4% 63.2% Ahold 23.2% 11.8% 17.6% 23.6% Remaining market 42.1% 56.4% 40.8% 39.6% Drug channel 5.3% 5.2% 3.8% 3.7% Mass merch and superstore channel 14.3% 8.8% 18.9% 20.0% Warehouse club channel 1 3.8% 5.0% 5.1% 2.5% Remaining outlets 11.3% 12.8% 13.8% 10.6% Proprietary and Company Confidential 14 New England: Enhancing the value equation for customers Our market share: all outlets Our competitors Nielsen panel unit market share UPC items only: Q2 2012 Nielsen retail ACView 23.4% Larger players No 1 No 2 No 3 No 4 # stores 217 69 78 103 No 1 No 2 No 3 No 4 Our market share: all outlets Nielsen panel unit market share change UPC items only: H1 2012 Smaller presence players # stores 10 27 1 Proprietary and Company Confidential 15 We are well positioned to face competition: Walmart example Walmart expanded a location in Cranston, RI to a Super Context Center on 11/01/2011. Expansion was projected to impact seven Stop & Shop stores Completed market assessment Goal: protect Primary HHs Focus areas: Our approach • price adjustments in key nonperishable categories • incremental promotional activity • minor facility maintenance • operational excellence • customer service Post opening sales trend for impacted stores: Results 4 wk: +5.3% 12 wk: +1.3% Proprietary and Company Confidential 16 New York Metro: Expanding our presence to drive growth Our market share: all outlets Our competitors Nielsen panel unit market share UPC items only: Q2 2012 Nielsen retail ACView Larger players No 1 No 2 No 3 No 4 11.9% # stores 157 228 185 73 No 1 No 2 No 3 No 4 Our market share: all outlets Nielsen panel unit market share change UPC items only: H1 2012 Smaller presence players # stores 41 19 10 Proprietary and Company Confidential 17 Giant Landover: Investment in store improvements has accelerated growth Our market share: all outlets Our competitors Nielsen panel unit market share UPC items only: Q2 2012 Nielsen retail ACView 16. 9% Larger players No 1 No 2 No 3 No 4 # stores 171 63 124 96 40 No 1 No 2 No 3 No 4 Our market share: all outlets Nielsen panel unit market share change UPC items only: H1 2012 Smaller presence players # stores 20 16 11 Proprietary and Company Confidential 18 We are well positioned to face competition: Shoprite example Shoprite opened a new location in Lutherville, MD on Context 7/28/2011. Opening was projected to impact one Giant Food store located directly across the street Completed market assessment Goal: protect Primary HHs Focus areas: Our approach • operational excellence • customer service (Front End) • minor facility reset • incremental promotional activity Post-opening sales trend for impacted store: Results 4 wk: +7.7% 12 wk: +11.0% Proprietary and Company Confidential 19 Giant Carlisle: Steady performer with continued high levels of quality and service Our market share: all outlets Our competitors Nielsen panel unit market share UPC items only: Q2 2012 Nielsen retail ACView 22. 9% Larger players No 1 No 2 No 3 No 4 # stores 198 112 126 37 No 1 No 2 No 3 No 4 Our market share: all outlets Nielsen panel unit market share change UPC items only: H1 2012 Smaller presence players # stores 19 14 11 Proprietary and Company Confidential 20 We are well positioned to face competition: Wegmans example Wegmans opened a new location in King of Prussia, PA Context on 5/06/2012. Opening was projected to impact four Giant Food stores Completed market assessment Goal: protect Primary HHs Focus areas: Our approach • labor investment • operational excellence • customer service • employee training • incremental promotional activity • minor facility maintenance Post-opening sales trend for impacted stores: Results 4 wk: +7.0% 12 wk: +7.4% Proprietary and Company Confidential 21 A timely, well-developed plan allows us to be successful when a new competitor store opens in one of our markets Leverage strategic toolbox Approach 1 2 3 Market Strategy and Approval and Competitive • Upgrade our stores assessment ++=tactics execution action plan • Understand surrounding • Landscape • Financial return competition and their offers • Merchandising • Financial review • Coordinate approvals • Assess risks of potential • Pricing / Promotion • Customer analysis • Plan communication new entries • Marketing / Advertising • Strategy / objectives • Execute tactics • Build base sales • Operations plan Pre-launch timingCompetitor Post-launch -8+ -4-6 -3 -1-2 +6 On-going -12 to -18 months monitoring months months months months opens months of plan Proprietary and Company Confidential 22 Our 20 years of experience in loyalty programs help us to better understand customers Loyyyalty card usag e Card programs 85.5% 74.3% 1993 2000 2000 + 2004 2005 2009 Sales Transactions CCR programs and partners Ahold USA Proprietary and Company Confidential 23 We are a successful retailer Market leader in almost each division Strong brands Strategically located stores Strong and ex perienced teams We understand our customer needs Effective approach to face competition Significant capital plans Stringent cost containment Proprietary and Company Confidential 24 Our businesses: • Ahold USA’s divisions collectively are the largest player in the diverse markets of the U.S.
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