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Banco Carrefour: Forte Crescimento No Faturamento E EBITDA

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Banco Carrefour: Forte Crescimento No Faturamento E EBITDA Grupo Carrefour Growing momentum of theBrasil omnichannel ecosystem in Q1 Apresentação Institucional Noël Prioux, Grupo Carrefour Brasil CEO Maio de 2019 1 1 Construindo o ecossistema Carrefour Brasil 2 Grupo Carrefour Brasil: Avanços significativos em prioridades estratégicas EXPANSÃO TRANSIÇÃO ALIMENTAR OMNICANALIDADE PARCERIAS CRM SERVIÇOS FINANCEIROS Produtos orgânicos 100 Clientes Portadores 660 Click & Retire cadastrados no Pontos de venda +46% Meu Carrefour 8 milhões vs. ano anterior 13 Retire de Carro Break-even do +39 Marcas próprias 13.9 milhões Cartão Atacadão Aberturas de lojas 11% +1,400 Clientes Sellers no identificados Faturamento Total % das vendas do Carrefour Marketplace no Atacadão* +32% +110% 10 milhões Fonte: Grupo Carrefour Brasil * Na base de clientes do Carrefour Soluções Financeiras GMV 3 Nossas prioridades estão alinhadas ao plano de transformação Carrefour 2022 AÇÕES CONCRETAS PARA SE CONSTRUÇÃO DE UM CULTURA DE EFICIÊNCIA OPERACIONAL TORNAR LÍDER NA TRANSIÇÃO MODELO DE CRESCIMENTO E DISCIPLINA FINANCEIRA ALIMENTAR PARA TODOS • Transformação profunda para • Rápida modernização da proposta • Desenvolvimento da oferta de organizações mais ágeis comercial dentro das lojas, com o apoio de orgânicos parcerias • Promoção da qualidade dos alimentos • Alianças para compras • Agilidade na expansão da oferta omnicanal • Criação do Comitê de Orientação • Industrialização de processos e dinâmica de otimização de custos • Expansão dos formatos em crescimento Alimentar • Proteção ao bem-estar animal • Maior seletividade e produtividade dos investimentos 33 100 milhões +12.000 360.000 países de consumidores lojas funcionários 4 Histórico consistente de crescimento rentável 5 Sólido histórico de consistente crescimento de receita e EBITDA VENDAS BRUTAS (R$ bi) CSF FATURAMENTO TOTAL (R$ bi) EBITDA AJUSTADO (R$ bi; % das vendas líquidas) CAGR: 12% CAGR: 21% CAGR: 15% 2014-2018 2014-2018 2014-2018 8,2% 56,3 52,4 7,5% 7,4% 49,1 7,3% 4,2 42,7 33,3% 6,8% 34,9% 3,5 21,4% 36,4 35,7% 3,4 15,8% 35,0% 2,9 20,6% 19,1% 2,4 35,5% 25,9 25,3% 26,8% 26,7% 30,7% 19,7 2 66,7% 16,2 7,4% 64,3% 65,1% 14,5 23,2% 65,0% 12,1 61,6% 64,5% 60,5% 51,5% 50,1% 47,3% 2014 2015 2016 2017 2018 2014 2015 2016 2017 2018 2014 2015 2016 2017 2018 Atacadão Carrefour Varejo Cartão Carrefour Cartão Atacadão Atacadão Varejo Carrefour Banco CSF 6 Crescimento estável no fluxo de caixa livre e sólido balanço CAPEX (R$ mi) FREE CASH FLOW (R$ mi) DÍVIDA BRUTA* (R$ bi) -5% 1.290 4,3 1.052 1.092 4,1 1.808 1.787 1.793 288 1.653 2017 2018 1.593 (638) -0,20X 2014 2015 2016 2017 2018 2014 2015 2016 2017 2018 Divida líquida/ EBITDA 2018 * Cálculo da Dívida Bruta inclui desconto de recebíveis 7 Criando valor através de um modelo multiformato e multicanal R$ 36 bi R$ 18 bi R$ 56 bi vendas R$ 72 bi Fluxos Financeiros R$ 1,4 bi R$ 26 bi 8 Ampla base de clientes e múltiplos pontos de contato Quanto mais pontos 8M Cartões de contato com os Créditos 127M clientes temos... Visitas e-commerce 520M Transações por ano 6% ...Mais nossa proposta Drive E-commerce de valor é aprimorada e 700mil Food Cadastrados maior é o share of Cybercook Click & Collect 120% wallet deles 25% Aumento gastos Venda de Cliente smartphone Multiformatos 9 Múltiplas conexões: O ecossistema do Carrefour Brasil R$ 36 bi R$ 18 bi R$ 56 bn sales R$CLIENTES 72 bn Financial flow R$ 1,4 bi R$ 26 bi 10 Múltiplas conexões: O ecossistema do Carrefour Brasil 11 Acelerando e potencializando a transformação digital do Grupo 12 E-business: Os principais desafios da jornada do cliente Como otimizar a experiência de Como aumentar a Como atrair retirada? (por ex. impacto de Como reduzir o prazo de fidelidade e a novos clientes? falta de estoque) reposição e o preço? recorrência? CONSCIÊNCIA ONBOARDING PICKING CHECKOUT ENTREGA CONSUMO FIDELIDADE PÓS-VENDA /ATRAÇÃO Como garantir que o Como tornar a Como incentivar a Como garantir a cliente tenha uma boa experiência de alimentação saudável satisfação do cliente? primeira impressão? pagamento sem atritos? e acessível? MINIMIZAR CLIQUES E MAXIMIZAR CONVERSÃO 13 O e-commerce do Carrefour Brasil está ganhando força Ranking por # de visitas Ago/16 Dez//17 Dez/18 Fev/19 46º 23º 16º 9º 14 Forte crescimento de GMV em 2018 GMV E-COMMERCE GMV E-COMMERCE NÃO ALIMENTAR GMV E-COMMERCE ALIMENTAR (R$ mi) (R$ mi) (Base 100 = Q1 17) Marketplace / GMV E-Commerce 19% +110% 16% 3,5x 14% Crescimento em 2018 vs 2017 11% Crescimento em 2018 vs 2017 7% 3% 572 0% 1% BASE 100 311 557 272 284 299 246 267 274 121 127 151 240 119 125 148 Q1 17 Q2 17 Q3 17 Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 17 Q2 17 Q3 17 Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 17 Q2 17 Q3 17 Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 2017 2018 2017 2018 2017 2018 Alimentar E-com /CRF Alimentar E-com/Total CRF* (Q4/18) Não Alimentar E-com /CRF Não Alimentar (Q4/18) 33% 0,6% em 4T18 10% 1,2% em Fev/19 das vendas de eletro *Vendas Brutas Carrefour Alimentar + Não Alimentar (sem postos e outras receitas) 15 Entrega da nossa proposta de valor aos clientes EXPANSÃO MOTIVADA POR SIDE STORES E RETIRE DE CARRO ECOSSISTEMA BASEADO EM: RAIO DE 10 k ✓ Proximidade para logística eficiente Entrega no mesmo Click & Retire dia 2018 2019 100% de pedidos completos Hyper Sinergia entre as lojas físicas, online e Side store produtos frescos ✓ Retire de Carro Retire de carro no CDs mesmo dia 2018 2019 Entrega em Clique & Retire no domicílio mesmo dia 2018 2019 ✓ Rappi e Outros Serviços de Entrega ✓ 2019 16 Forte potencial para expandir a cobertura do e-commerce POTENCIAL POR TAMANHO DE CIDADE NÍVEL1 NÍVEL 2 NÍVEL 3 Mais de Entre 250 mil e Menos de 100 mil 2 milhões de 2 milhões de habitantes habitantes habitantes # Número de cidades 7 104 203 brasileira Cobertura 78% 67% 28% Média no Brasil 60% MERCADO DE SUPERMERCADOS ONLINE (EUA) 76% 18% Fonte: Basketful Research, Janeiro 2019 17 Testando diversas soluções de pagamento digital CARTEIRA DIGITAL NFC APP SCAN & GO QR CODE LOJA CONCEITO PARA CARTÃO CARREFOUR • App para pagamento sem atrito • Pagamento via QR code em MVP • MVP com aceitação on-us e off- • Parceria com a Zaitt através do App em lojas us (soft launch em teste em • Piloto em 2 lojas e roll-out para • Expertise em varejo e suporte produção para um grupo Market e Express em 2019 Carrefour logístico e de abastecimento do controlado) Piloto em 3 lojas com 500 Carrefour • Boa aceitação dos clientes e • avaliação do aplicativo funcionários • Expansão para 6.000 clientes a partir de abril 18 Meu Carrefour: programa de CRM que contribui para o crescimento das vendas Campanhas de cross-sell 13,9 milhões de clientes cadastrados Oferta: cupons no checkout para comprar no Food e-com, apenas para clientes que compraram em loja física 68% de vendas identificadas, De Off para On 46% vendas cadastradas Resultado: +12% vendas incrementais no Food e-com em Março de 2019 Clientes cadastrados gastam 80% mais Oferta: clientes do e-com que compravam que clientes identificados e frequência de pneus com desconto nos postos compras é 40% maior De e-com para postos Resultado: ativação de 17% vindas de 31% de nossos clientes são omnicanal novos clientes (compram em mais de um canal) Oferta: companhas segmentadas estimulando aumento da cesta de compras Parceria com a startup Propz para acelerar personalização e reconhecimento Resultado: Aumento de +20% na taxa de do perfil do consumidor Aumento da cesta conversão Atualização: Fev/19 19 Uma experiência única para o cliente 2018 2019 AGO SET OUT NOV DEZ JAN FEV ABR Nova plataforma de atendimento Novo Visão e Atendimento Google My unificado para os Call Center Business Chat Chatbot – clientes do Varejo e E- 26 MM de ligações Número único 25mil WhatsApp commerce por ano (varejo+ 27 mil interações/mês e-commerce para o varejo Início do banco), 61% URA atendimentos/ website mês 3004.2222 atendimento por whatsapp Centro de Excelência (banco+e-com) de Mídias Sociais 164 mil atendimentos desde a inauguração, com média de resposta de 4 horas 20 Conectando clientes com novas lojas, soluções e serviços aprimorados 21 Expansão focada em formatos de rápido crescimento CASH & CARRY SUPERMERCADO CONVENIÊNCIA Participação no varejo CAGR Participação no varejo CAGR Participação no varejo CAGR Alimentar 2014-2018 Alimentar 2014-2018 Alimentar 2014-2018 20181 20181 20181 21% 15% 30% 6% 3% 9% +20 lojas De 20 a 30 lojas de proximidade por ano em média por ano em média Expandir o novo e bem sucedido conceito Consolidar liderança Acelerar a expansão no médio prazo de lojas Market lançado em 2017 1. Estudo Carrefour 22 Atacadão: sólido histórico de expansão, forte aceleração desde 2018 10 novas lojas No mínimo 20 por ano em média novas lojas por ano 20 NOVAS LOJAS ADICIONAIS + R$ 3 bi em vendas no Ano 1 + R$ 4,5 bi em vendas no Ano 4 transações no Ano 1 186 + 20 mi 166 146 123 135 LOJAS DO ATACADÃO YOY ATACADÃO DO LOJAS 97 111 80 91 58 70 36 47 2007 2008 2009 2010 2011 2012 2013 20141 2015 2016 2017 2018 2019 23 Estratégia clara de expansão da presença geográfica Vantagem em chegar primeiro em novas cidades Consolidar a liderança e presença em cidades atuais Adaptar o tamanho das lojas Manter a competitividade de preços e a rentabilidade ano após ano Maior poder de barganha e diluição de custos 24 Estudo de Caso: Chegar primeiro Tangará da Serra INAUGURAÇÃO GERA FORTES VENDAS JÁ NO PRIMEIRO DIA Data de abertura R$ 1,1mi 3.400 R$ 342 14 de março de 2019 de vendas brutas tickets ticket médio 25 Estudo de caso: Osaco: dobrando nossa presença graças a nosso modelo multiformato em uma regiao altamente competitivo Competitor B Competitor C Competitor A Competitor E Competitor D 26 26 Estudo de caso: Oportunidade de abertura para consolidar a presença Osasco Contexto O Carrefour tinha um terreno disponível ao lado de seu hipermercado Carrefour.
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