Super Cheap Auto Group Presentation to Macquarie Securities 2006 Australian Emerging Leaders Conference Peter Birtles – Managing Director 4 May 2006 Super Cheap Auto Group • 2006 Outlook • Supercheap Auto – Medium Term Plans • BCF – Medium Term Plans 2 Super Cheap Auto Group Outlook for Full Year FY06 Outlook for Full Year FY06 – per half year presentation Supercheap Auto • Full year sales expected to be between $490m and $495m • Year on year savings in advertising expenditure in the 2nd half • AIFRS - Full year impact will be circa $2m additional occupancy costs • EBIT margin expected to be circa 6.8% for the full year (post AIFRS) BCF • Full year sales expected to be around $45m • Full year EBIT pre set-up costs expected to be between $2m and $3m – better than initial projections • Set-up costs forecast at $5m Dividend • The impact of BCF set up costs and AIFRS will be added back for assessment of dividend payment Analysts’ Forecasts • Current market analyst forecasts for Group EBIT range from $29m to $31m 4 Supercheap Auto Medium Term Plans 28th March 06 5 Supercheap Auto – Medium Term Plans • Brand Positioning and Customer Perceptions • Brand and Marketing Development • Store Format and People Development • Range Development • Medium Term Projections 6 Brand Positioning and Customer Perceptions 7 Customer Value Proposition What do our customers truly value about Supercheap Auto NOW? A lot of stuff for not much money, lots of gear in the store, not much service (but that’s ok because I like to look around). I GET THE LOT FOR LESS! 8 Supercheap Auto vs competitors PRICE QUALITY CUSTOMER SERVICE Supercheap Auto Repco / Specialists Repco / Specialists Kmart Autobarn Autobarn Autobarn Supercheap Auto/ Kmart Supercheap Auto Repco / Specialists Kmart 9 Who is our Customer and who are we targeting? Roy Morgan analysis was conducted, and based on “All people who have worked on their car in the last 3 months”, seven segments where identified: 1. “Barry” – the conventional family lifer/fairer deal who wants to save costs. 2. “Herb” – the traditional family lifer who considers himself a “tinkerer”. 3. “Amelia”- the look at me/young optimist, who wants to accessorise her car. 4. “Scott” – visible achiever who enjoys working on his car, he considers it the smart choice 5. “Luca”- the look at me/young optimist, “boy racer”. 6. “Tim” – the something better who considers himself a “tinkerer”. 7. “Maureen” – conventional family lifer, who shops for her household. 10 Market Segment Size Estimates* Customer Proportion of current Proportion of people Supercheap Auto currently working on their shoppers car (Australia) Scott 15% 25% Barry 40% 15% Herb 15% 10% Amelia 12% 10% Luca 5% 20% Tim 5% 15% Maureen 8% 5% Total 100% 100% *Estimates from IdeaWorks (using Roy Morgan data) and Core Economics. 11 Meet Barry (‘have to’ maintenance market DIY, 40% of our Business) • 35 years old • Conventional Family Lifer looking for a Fairer Deal • Tradie, labourer (good with his hands) • Married with kids • Household income c$60k • No tertiary qualifications • Is renting or paying off a house in the outer suburbs. • Enjoys catching up with mates on the weekend over a BBQ and a couple of beers • Recently cut down on his spending • Looks for deals • He drives a ute (for work) and his wife drives a 10 year old Holden. • Chooses the cars with maintenance in mind • He looks after both cars (including servicing and general maintenance) but considers it a chore. • If there is a job he can’t do, he knows someone who can 12 Meet Scott (‘want to’, aspirational: upkeep market, 15% of current business) • 45 years old • Looking for something Better a Visible Achiever • Married with children • High household income c$100k (his wife Sal works too) but also high debt (paying off home, sending kids to a private school) • Believes quality is more important than price and so prefers well known brands. • Two car family, first car is a late model Ford which is serviced at the dealership (it’s either a company car or still under warranty) • Wife owns a small economical car which Scott maintains (either services it himself or sends it to a local mechanic) • Enjoys looking after his cars (considers it a recreation) and washes them every week –it’s a matter of personal pride. • Enjoys his time in auto accessories retail stores – it’s a bit of a playground 13 Customer Value Proposition What will our customers truly value about Supercheap Auto in the FUTURE? The brands, the right stuff and the quality that I expect and the help that I need to do the job (DIY or DIFM) plus the new and exciting stuff that I’ve always wanted All at a super price 14 Brand and Marketing Development 15 Brand and Marketing Development : Objectives 1. Brand development (to change perceptions) Objectives • Let the market know that thing’s are changing at Supercheap Auto • Send a message to Scott – “Supercheap Auto is for you” • Reinvigorate relationship with Barry 2. Stimulate retail activity Objective • Give Scott and Barry a tangible reason to come into Supercheap Auto 16 Brand and Marketing Development: Mechanics 1. New Catalogue Presentation 2. New In-Store Ticketing, Collateral Material, POS, 3. New Media Campaign 4. Store signage, layout, fixtures and presentation • Concept store is the testing bed 5. Team Member knowledge and experience 17 Older format from 2005 vs. updated format for 2006 18 In-store theme tickets and POS 19 SCA Media Direction • Media campaign will have a brand building and a sales driving focus • To position SCA as the best value retailer • But to let customers know that SCA offers much more than just price • To build the relationship with Barry and to attract Scott • A new TV campaign is being developed • Media activity will target a broader range of Scott and Barry’s interests – motor sport will be important but not the sole focus 20 Store Format and People Development 21 10 Years ago Today 22 SCA Format looking dated • The store design and brand logo is becoming dated, impacting on our brand image, market positioning and needs reinvention to keep the brand relevant in a tough retail environment • Future capital expenditure should include keeping our stores “Fresh” and up-to-date to protect and grow our LFL sales and support our Brand • Annual capital Budget needed for refurb program in stores that meet ROI hurdle rates • Funds to be allocated based on review of sales performance, opportunity to improve sales as well as aged and underperforming stores • Top 10 stores deliver 9% of total company sales • The Chermside concept store will provide many learnings to take the business forward in this area 23 Chermside Concept Store • Continue the strong focus on “Value” • Focus is on optimising rather than maximising the range • Greater focus on quality products & a sharper store fitout • More use of Brands • More efficient processes to free team member time to focus on service • Increased Team Member experience and expertise • Easier layout for customers • Concept store learnings will be rolled out to rest of the stores as part of the refurbishment plan 24 Existing Chermside Store 25 26 27 28 In Store Processes - Issues & Actions • A full review of in store operational processes to achieve productivity gains will be conducted at the Chermside store • Savings generated will be reinvested into improved customer service, team training and consistency of delivery • To date a review of the production of advertising tickets has seen a time saving of approximately 16 hours per store per week • Other areas of process enhancement opportunities requiring dedicated resource (allocated from May forward) – Out of hrs filling to allow greater focus on the customer and increase productivity – Cash Routine processes – Deleted line processes – Stock Management disciplines & processes 29 Hand written ticketing being replaced with printed tickets Save $25 30 Store Format Development • Currently 231 SCA Stores in the current format – an updated market assessment indicates that there is potential for around 270 stores in this format • The market assessment has also indicated opportunities for alternative formats: • Smaller format for smaller regional areas and high cost suburban areas • Lower turnover expectation • Reduced range – lower inventory investment – focus on convenience • Lower operating cost • Larger full scale model • New categories • Extended service offering • Team developing alternative formats • Desktop analysis to prove up potential • Formats to be tested in 1st half of next year 31 Range Development 32 Ranging Opportunities • Currently one size fits all ranging philosophy across all stores • Category Planning • Quality • Housebrand development • Packaging • New Categories • Regional Ranging • Procurement and Supply Chain Opportunities 33 Quality Issues • Housebranded products have been at the heart of our quality issues • We have had 6 Product Recalls in the past 12 months, all Superworks branded • Product returns represent .85% of sales and the Top 20 lines represent 40% of returns • There has been no Process to return products with quality issues to suppliers and give constructive feedback to improve Categories with biggest opportunities: • Electrical • Tools • Batteries • Outdoor 34 Quality • Total review of end to end quality processes • Suppliers communicated on quality focus and Expectations • Improved Quality processes introduced in China and in Australia • Product deleted with major quality issues • Suppliers to fund future cost of recalling products • Improving on-pack customer