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THAILAND
July 2013
Refer to last page-for important disclosures. Property Sector ASEAN
Contents
Executive Summary ................................................................................................ 1 Comparative Analysis ............................................................................................. 3 Industry ................................................................................................................... 8 Key Recommendations - Central Plaza Hotel (CENTEL TB) .................................................................. 15 - Minor International (MINT TB) ....................................................................... 15 - The Erawan Group (ERW TB) ......................................................................... 55
Executive Summary
We initiate coverage on the hotel sector with a BUY for Central Plaza Hotel (CENTEL), Minor International (MINT) and The Erawan Group (ERW). We are OVERWEIGHT on the hotel sector for its promising outlook underpinned by solid fundamentals, resilient domestic consumption and the sectors secular growth story. Our picks in order of preference are CENTEL, MINT and ERW. Solid fundamentals to accommodate long-term tourism growth. Thailand is a favourite tourist destination in Asia and serves as a gateway to a number of tourist destinations in ASEAN. Tourist arrivals to Thailand surged 19.1% yoy to 10,688,133 in 5M13, the highest among ASEAN countries. Thai tourism prospects are quite promising since the sector has the solid fundamentals for long-term growth. Key drivers for tourism growth include: a) Thailands attractiveness, b) the rise of Asias middle class, which boosts tourism, particularly in intra-regional destinations, c) the Asean Economic Community (AEC) integration in late-15, d) travelling becoming more convenient and affordable with the rising share of lowcost carriers, and e) Thailand as a beneficiary of the territorial spats between China and Japan. Tourist arrivals are expected to reach 30m in 2015, implying a 10.4% CAGR in 2013-15 vs 7.5% in 2003-12. Resilient domestic consumption to drive the restaurant business. Domestic consumption will remain strong on the back of a growing middle class, urbanisation and continued economic growth of 4-5% over the next three years. In addition, we see the change in the lifestyles of the Thai people in the urban areas, particularly in Bangkok and its vicinity, as well as in major provincial urban areas, prompting dining out to become more popular. The promising domestic consumption outlook is supportive of the expansion of the restaurant business. Central Plaza Hotel (CENTEL TB/BUY/Target: Bt44.00). CENTEL is focusing on an asset-light model to expand its hotel portfolio through hotel management contracts under its own brands. It targets to add 8-10 hotel management contracts per year. Unlike MINT, CENTEL is expanding its restaurant business only through its owned outlets domestically along with the expansion of mall operators. A nearterm catalyst should come from the signing a franchise agreement for a new Japanese food brand in 3Q13. The company plans to add at least one new brand a year, which would diversify the risk of depending on one specific brand while sustaining the growth of its restaurant business. We like CENTEL for its strong revenue growth in both the hotel and restaurant businesses, as well as for its margin improvement. Our target price is Bt44.00, based on sum-of-the-parts valuation. We value its hotel business at Bt29.40 on 15.6x 2014F EV/EBITDA, and its restaurant business at Bt14.60 on 22.5x PE, a 7% discount to regional peers average PE. Minor International (MINT TB/BUY/Target: Bt32.25). Leveraging on its own brands is key to its growth strategy. The majority of its hotel expansion over the next three years will be outside of Thailand under hotel management contracts and management letting rights (MLR). This will enable MINT to expand its portfolio of hotels at a faster pace and with the least equity drain. For its quick-service restaurant (QSR) business, MINT expands through opening its equity-owned outlets and via franchising. We expect a strong performance from its own hotels and from the real estate business, which is another key contributor to its bottom line. China operations should no longer be a drag on its restaurant business. The catalyst from the acquisition of hotels and food brands would lead to immediate earnings accretion. Our target price is Bt32.25, based on sum-of-the-parts valuation.
Hotel Sector
We value MINTs hotel & mixed-use business at Bt18.80 on 15.6x 2014F EV/EBITDA, its restaurant business at Bt12.32 on 22.5x PE, a 7% discount to regional peers average PE, and its retail trading business at Bt1.12 on 20.0x PE, a 10% discount to the sector PE. The Erawan Group (ERW TB/BUY/Target: Bt5.60). As a pure hotel play, we believe ERW would be a key beneficiary of the tourism boom. It targets to become the largest listed hotel investment company in Thailand by 2015 with the number of owned hotels increase to over 20 with over 5,000 rooms. Its new hotel developments will be in the economy and mid-range segments. Contribution from the non-luxury segment is likely to increase to 45% of total hotel revenue in 2015, from 35% in 2012. The company plans to continue divesting its hotel property to ERWPF at a rate of about one hotel per year, which will boost its bottom line, lower its gearing ratio and enhance its dividend yield. Our target price is Bt5.60, based on 13.0x 2014F EV/EBITDA, and equivalent to an 18% discount to our RNAV/share. Figure 1: Peer Comparison
Company Ticker Share Price 28 Jun 13 (Bt) 24.80 33.25 3.74 Rec Target Price (Bt) 32.25 44.00 5.60 EV/EBITDA Market 2013F 2014F Cap (USDm) (x) (x) 3,194.6 1,447.1 271.5 14.1 14.0 11.0 12.1 11.7 9.9 ------ PE -----2013F 2014F (x) 24.8 29.0 38.7 (x) 20.6 22.3 24.7 ----- PBV ---2013F 2014F (x) 4.7 4.4 1.9 (x) 4.0 3.9 1.9 Yield 2014F (%) 1.6 1.6 1.5 ----- ROE ----2013F 2014F (%) 20.6 16.2 26.5 (%) 21.1 18.6 7.9 PEG 2014F (x) 1.0 0.7 0.4
Note: EPS based on fully-diluted share capital Source: Bloomberg, UOB Kay Hian
Hotel Sector
Comparative Analysis
We compare CENTEL, ERW and MINT in terms of brand, growth strategy, capex, catalysts and valuation. The business profiles of MINT and CENTEL are similar as they are operators of hotels and QSRs. ERW is a hotel investment company. The three companies have ambitious expansion plans over the next 3-5 years. The three biggest differences are in brand ownership, hotel segment and growth strategy. MINT and CENTEL have their own hotel brands. ERW is a hotel investor and all its hotels are managed by international hotel chains. MINT is expanding its hotel portfolio in the luxury and upscale segments under the Anantara, Avani and Oaks brands. CENTELs expansion pipeline includes hotels in the luxury to mid-range segments. It launched a new brand, Cosi, to serve budget travellers. Meanwhile, ERWs new hotel development focuses on the non-luxury segments (mid-range and economy). Both MINT and CENTEL are expanding their hotel portfolios through management contracts (an asset-light model) and building owned and joint-venture hotels. However, ERWs growth strategy is more capital-intensive as all the new hotel developments will be financed by its own equity. For the restaurant business, MINT has successfully created its own brand, The Pizza Company, and acquired several brands, such as The Coffee Club, Thai Express, Ribs & Rumbs, and Riverside. MINT has been able to franchise these brands in Thailand and international markets. Its restaurant business is expanding through opening new owned outlets and via franchising. On the other hand, CENTEL is expanding only through its owned outlets domestically. Most of its restaurant revenue comes from franchised brands, such as KFC, Mister Donut, Auntie Annes and Ootoya. The potential growth for MINT is higher since the company can expand faster through franchising. However, one could argue that the execution risk on CENTELs growth strategy is lower since it is more flexible in its restaurant portfolio management relative to MINT as CENTEL only operates the brands. Figure 2: Comparative Analysis
MINT BRANDS Own brands: Anantara, Oaks, Avani, and Elewana Segment: Luxury and upscale - Hotel business Partnership with international hotel operators: Some properties managed by Four Seasons, Marriott and Starwood Own brands: The Pizza Company, Thai Express, The Coffee Club, Ribs & Rumps, and Riverside Franchised brands: Swensen's, Sizzler, Dairy Queen and Burger King Own brands: Centara Grand, Centara, Centra, Centara boutique collection, Centara Residence & Suites, Cosi Segment: Luxury to mid-range; most in upscale (48.2% of total rooms) and luxury (42.6% of total rooms) Partnership with international hotel operators: None Own brands: Ryu, The Terrace Own brand: None CENTEL ERW
The three biggest differences among MINT, CENTEL and ERW are brand ownership, hotel segment and growth strategy.
Partnership with international hotel operators: All properties managed by Hyatt, Marriott, IHG, Starwood and Accor Own brand: None
- Restaurant business
Franchised brands: Mister Donut, KFC, Auntie Anne's, Pepper Lunch, Beard Papa's, Chabuton, Cold Stone, Caf Andonand, Yoshinoya and Ootoya
GROWTH STRATEGY Expands portfolio of its own brands through hotel management contracts and management letting rights (an asset-light model), building new hotels under equity-owned and via joint ventures Expands in Thailand and overseas; all hotel management contracts are outside of Thailand. Develops mixed-use projects and operate timeshare business under its own brand (Anantara Vacation Club) Acquires hotel brands and properties Expands portfolio of its own brands through hotel management contracts (an asset-light model), building new hotels under equity-owned and via joint ventures Expands in Thailand and overseas; prefers to expand internationally through management contracts and JVs n.a. Investing equity-owned hotels with focus on economy and mid-range segments
- Hotel business
- Restaurant business
n.a. Bt6,500m 100% from hotel & mixed use business 100% from operations in Thailand 1) Injects hotel properties into a property /REIT
Bt15,000m CAPEX IN 2013-15F REVENUE BREAKDOWN IN 2012 50% from hotels, 40% from restaurants, 10% By business from retail trading 71% from operations in Thailand; the rest By geography (29%) from overseas 1) Acquisition of hotels or food brands CATALYSTS 2) Invests in hotels or food companies 3) Injects assets into a REIT
In terms of geography, the growth of ERW will be Thai-centric while MINT is the most diversified and CENTEL is in the middle. MINTs revenue from international operations accounted for 29% of total revenue in 2012 vs CENTELs 1% and none for ERW. Figure 3: Occupancy Rate
(%) 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2008 2009 2010 2011 2012 2013F2014F2015F MINT CENT EL ERW
6 ,0 3 5 5,3 77
6 ,4 57
6 ,8 4 5
7,18 7
4 ,3 70 3 ,6 6 3 3 ,74 4
4 ,6 0 0
4 ,8 8 0
2 ,3 2 6
2 ,4 74
2 ,54 6
2 ,72 0
2 ,8 9 3
Note: Occupancy rates based on owned hotels Source: Respective companies, UOB Kay Hian
Note: Average room rates based on owned hotels Source: Respective companies, UOB Kay Hian
Figure 5: RevPar
(Bt) 6,000 5,000 4,000 3,000 2,000 1,000 0 2008 2009 2010 2011 2012 2013F2014F2015F MINT CENT EL ERW
3 ,6 9 2 2 ,79 9 2 ,6 4 0 1,9 8 3 2 ,16 2 1,59 3 1,4 0 0 1,6 2 2 1,8 0 8 3 ,13 3 2 ,6 9 1 2 ,3 4 0 1,9 79 1,9 4 6 2 ,14 9 2 ,3 4 8 2 ,6 17 3 ,9 77 3 ,14 9 3 ,4 6 5 4 ,52 0 4 ,9 2 8
50% 40%
3 ,770
30% 20% 10% 0% 2008 2009 2010 2011 2012 2013F 2014F2015F
MINT CENT EL ERW
Note: RevPar based on owned hotels Source: Respective companies, UOB Kay Hian
Hotel Sector
10% 5% 0% 2008 2009 2010 2011 2012 2013F 2014F 2015F MINT CENT EL
1.5 1.0 0.5 0.0 2008 2009 2010 2011 2012 2013F 2014F MINT CENTEL ERW
-5% ERW -10% 2008 2009 2010 2011 2012 2013F 2014F 2015F
10 54 100
60% 40% 20% 0% MINT Hotel & Mixed-use CENT EL Restaurant ERW Retail trading
49 46
94
100
40% 20% 0%
70
MINT
ERW
Hotel Sector
MINT is trading at higher valuations of 12.1x 2014F EV/EBITDA, 4.0x 2014F P/B and 1.0x 2014 PEG (fully-diluted) since it has its own brands for both the hotel and restaurant businesses. It can adopt an asset-light model, which is less capital intensive and hence, expands at a faster pace. In terms of earnings growth, ERW is likely to report the strongest core EPS (fully-diluted) CAGR of 63.7% in 2013-15, driven by strong demand growth in the luxury and non-luxury segments, improving performance from its existing hotels, especially The Naka Island Phuket, and contributions from new hotels. MINTs and CENTELs core EPS (fully-diluted) should grow at 15.6% and 30.3% CAGR respectively over the next three years due to strong revenue growth in the hotel and restaurant businesses as well as from margin improvement. MINTs growth could be higher than our current estimates, thanks to the possible acquisitions of hotel and food brands, which would lead to immediate earnings accretion. MINT sets a capex of Bt15b-18b over the next five years for new opportunities, such as the acquisitions of hotel and food brands. Figure 13: 2014F PE vs Fully-diluted EPS Growth
2014F Fully-diluted EPS Growth (% 60% 50% 40% 30% 20% 10% 0% 0 10 20 2014F PE (x) 30 CENT EL MINT
2014F ROE(%)
ERW
CENT EL
MINT, CENTEL and ERW trade at 2%, 5% and 20% discounts respectively to regional peers EV/EBITDA. However, their PEG ratios are below the regional peers average of 1.4x.
Hotel Sector
Restaurant Business Yum! Brands McDonald's Corporation Domino's Pizza Dunkin' Brands Group Cafe De Coral Holdings Berjaya Food Bhd YOSHINOYA HOLDINGS Oishi Group Public Ajisen (China) Holdings Tao Heung Holdings Gourmet Master Average YUM US MCD US DPS US DNKN US 341 HK BFD MK 9861 JP OISHI TB 538 HK 573 HK 2723 TT 31.3 99.9 9.4 4.6 1.7 0.1 0.8 0.7 0.9 0.8 0.8 69.60 99.65 46.00 43.16 23.20 1.75 115,900.0 123.00 6.07 6.08 173.00 12.2 10.7 9.0 16.6 13.4 18.8 10.3 14.6 11.2 13.9 n.a. 13.1 10.4 10.0 8.7 15.1 12.4 13.0 11.0 9.8 9.1 12.0 n.a. 11.1 22.7 17.5 14.9 28.3 23.9 24.3 148.9 24.1 30.5 19.0 21.4 34.1 18.6 15.9 13.9 24.0 21.5 15.9 83.9 16.7 23.8 16.7 14.5 24.1 11.9 6.3 4.2 13.4 4.0 3.0 1.3 6.3 2.1 3.6 n.a. 5.6 9.7 5.9 4.1 9.0 3.7 2.6 1.4 5.1 2.0 3.2 n.a. 4.7 2.0 3.2 3.3 1.8 3.1 1.1 1.7 2.3 1.9 2.8 3.0 2.4 2.2 3.5 3.6 2.0 3.4 2.6 1.7 3.8 2.2 3.3 3.8 2.9 61.0 38.5 28.0 42.3 16.5 18.2 0.9 27.4 7.0 17.6 17.7 25.0 66.5 41.4 30.0 36.1 17.0 18.3 1.7 33.0 8.4 21.6 19.1 26.6 0.8 1.7 1.9 1.3 1.3 1.9 0.3 1.1 0.4 0.8 1.2 1.2
Note: 1) Share prices as of 28 Jun 13, 2) EPS of MINT, CENTEL, and ERW based on fully-diluted share capital. Source: Bloomberg, UOB Kay Hian
Hotel Sector
Industry
Thai tourism sector Solid fundamentals to accommodate long-term tourism growth Thailand is a favourite destination in Asia and serves as a gateway to a number of tourist destinations in ASEAN and Indochina. Tourism is a major source of foreign exchange income for Thailand, contributing around 8.9% of GDP in 2012. Tourist arrivals to Thailand surged 19.1% yoy to 10,688,133 in 5M13, the highest visitor arrivals among ASEAN countries. Chinese visitors soared 93.0% yoy to 1,906,137, making them the biggest group of visitors and accounting for 17.8% of total tourist arrivals in 5M13. We believe the tourism sector outlook is promising since it has the solid fundamentals for long-term growth. Figure 17: Monthly Tourist Arrivals vs Events
('000 visitors) 3,000 2,500 2,000 1,500 1,000 500 Jan 06 Jul 06 Jan 07 Jul 07 Jan 08 Jul 08 Jan 09 Jul 09 Jan 10 Jul 10 Jan 11 Jul 11 Jan 12 Jul 12 Jan 13
S e pte m be r C o up Ye llo w-s hirt P ro te s t Airpo rt C lo s ure R e d-s hirt R a jpra s o ng R io t Tha ila nd flo o ds
Tourist arrivals to Thailand grew 19.1% yoy in 5M13. Chinese travellers, the biggest group of visitors, surged 93.0% yoy.
P a tta ya R io t
Africa 0.6%
30 25
11% 11%
16 %
20 15 10 5 0
7.8 8 .6 9 .5 10 .110 .810 .011.7 11.513 .814 .514 .614 .1 15.9 19 .2 2 2 .3 2 4 .5 2 7.3 3 0 .0
1998 2000 2002 2004 2006 2008 2010 20122014F International T ourist Arrivals % yoy growth
Europe 27.6%
Hotel Sector
Key drivers for tourism growth 1) Thailands attractiveness. Thailand is recognised as one of the worlds top attractions and best destinations from a value-for-money standpoint. Time magazine recently reported that Bangkok was the most visited city in the world according to the 2013 Global Destination Cities Index. According to CBRE, the average daily rate (ADR) of hotels in Bangkok was US$97 in 2012, the lowest among top Asian cities. Economic growth engine shifting to Asia. As economic growth shifts from the US and Europe to Asia, especially China, this boosts travelling to Asia and increases Asian wealth. According to Ernst & Young, Asia Pacific is expected to represent 54% of the global middle class by 2020 and two-thirds by 2030, up from 28% in 2009. The growing middle class in the Asia-Pacific region represents potential demand for tourism, particularly in intra-regional destinations. AEC integration in 2015. This is likely to create a US$1.5t geographical economy and should lead to greater labour mobility and development of common infrastructure networks. Travelling within the region will become borderless with strategic connectivity plans in development. Travelling becoming more convenient and affordable. Transportation of all modes is becoming more affordable and convenient. We see the rising market share of low-cost carriers, driven by continued expansion with an aim to double capacity and coverage in the next three years. The Thai governments Bt2.2t infrastructure investment, including four high-speed rail projects and railway improvement, should benefit Thai tourism since Thailand is located in the centre of the development. Beneficiary of the territorial spat between China and Japan. The dispute between China and Japan over the Senkaku Islands has led to more tourists from both countries to Thailand. In addition, a popular Chinese movie, Lost in Thailand, also contributed to higher awareness of Thailands tourist attractions.
2)
3)
4)
5)
We expect tourist arrivals to Thailand to increase 10% yoy to 24.5m in 2013 and 30.0m in 2015. This represents a CAGR of 10.4% in 2013-15 vs 7.5% in 2003-12. Chinese visitors made up the largest share of 17.8% of total tourist arrivals to Thailand in 5M13, followed by Malaysia (10%), Russia (7.8%), Japan (5.8%), and Korea (4.8%). We see a growing number of visitors from China and Russia since the economic slowdown in the US and Europe in 2008. We believe these two markets should continue to be the key contributors to Thai tourism over the next three years.
Hotel Sector
13. 4%
57. 5%
10. 9% 23. 7%
1,500,000
18.2% 1.1 % 12.9% 5.9% 7.0 %
1,000,000 500,000
UK
Germany
Australia
US
Malaysia
Japan
India
UK
0 China Russia
Germany
Australia
5 6 8 10 18
2010
2012
5M12
Korea
5M13
101 97
ARR
RevPar
M iddle Ea s t/Afric a
2011
10
Hotel Sector
US
Future hotel supply in downtown Bangkok to slow down. According to data from CBRE, the total number of hotel rooms in downtown Bangkok is estimated to rise 15% yoy to 40,100 in 2013. The additional supply of 5,100 rooms consists of 300 luxury rooms, 1,700 four-star rooms, 2,800 mid-range rooms and 300 economy rooms. Future hotel supply growth is expected to slow down in the next few years due to a decline in the number of new hotel construction permits issued over the past two years as well as rising land prices and construction costs, which make it harder to justify financially the development of new hotels. We believe the strong tourism demand and a slower new supply should be positive to hotel performance in terms of higher occupancy rates and ADR. Figure 26: Hotel Supply In Downtown Bangkok
(keys) 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 (%
15% 42,200 10% 40,100 35,000 5% 41,900
1%
2012 2013F 2014F 2015F No. of hotel rooms in Downtown Bangkok % yoy growth
Mid-range 45%
Source: CBRE
Source: CBRE
QSR sector - Resilient domestic consumption to drive the restaurant business in Thailand We expect domestic consumption to remain strong on the back of an expanding middle class, urbanisation and continued economic growth of around 5% over the next three years. In addition, we see the change in the lifestyles of Thai people in urban areas, particularly in Bangkok and its vicinity, as well as in major provincial urban areas, prompting dining out to become more popular. Solid domestic consumption and a change in lifestyles are key drivers for the QSR business in Thailand. The SSS growth of the QSR operators is positively correlated to real GDP growth. The expected good GDP growth of 4.7% in 2013 and 5.0% in 2014 is supportive to the QSR business. The QSR sales are estimated to grow 12-15% per year, driven by growing demand, innovative products, value for money and continued outlet expansion. The expansion of the QSR business will be in line with the expansion of mall operators, especially in upcountry, since QSR outlets are mostly located in shopping malls, community malls and hypermarkets.
Resilient domestic consumption on the back of a growing middle class, urbanisation and good economic growth outlook is a key driver for the restaurant business in Thailand.
Hotel Sector
11
Figure 28: Real GDP Growth vs SSS Growth Of MINT And CENTEL
(% 20% 15% 10% 5% 0% -5% -10% 2008 2009 2010 2011 2012 2013F 2014F SSS growth - CENT EL Real GDP growth SSS growth - MINT
-2% 2% 0% 8% 6% 5% 5%
2011
1.9% C AGR
6.2% C AGR
8.7% C AGR
Greater Bang ko k
Central
2007
2009
2011
Source: Euromonitor
12
Hotel Sector
QSR Sector - Regional Perspective According to our regional consumer strategist, the outlook for the QSR business in Greater China is not as bright as Thailands. While Thailand has been enjoying increases in spending power due to higher incomes, the growth momentum in Greater China has slowed down. It is important to distinguish between absolute wealth and the momentum of wealth growth because we think it is the momentum in personal wealth growth that drives the strong growth trends in Thailand. On the other hand, Greater China faces three negative trends, which are difficult to reverse in the foreseeable future, namely: Trading down due to income effect. We see Chinese consumers trading down from higher-end banquet halls to QSRs, and from QSRs to food courts. At the highest levels, politicians in China, who are important customers of banquet halls, are becoming less wealthy due to President Xi Jinpings anti-corruption campaign, while the middle class no longer sees the same level of wealth growth in the past. Also, with the emergence of new malls, the best locations have generally gone to the food courts, which also charge less than QSRs and have lower price points. Food safety. There is a general slowdown in SSS growth to 5-8% for QSRs in China for food safety reasons. Yum Brands Kentucky Fried Chicken, a major player in China, now faces questions by the government and public regarding the safety and source of its chickens. In general, many Chinese have shunned QSRs as they prefer to have greater control of their food preparation at home. Higher rents. Apart from a slowdown in revenue growth, profitability is expected to remain flat or decline. Rents in Hong Kong have skyrocketed at 3050% per year and account for a higher proportion of total sales at QSRs than that in Thailand and China. Relocating outside of key areas or malls is not possible despite the high rents because these are the areas with the best traffic flow.
With regards to MINTs investment in Riverside, we feel it is quite challenging. Chinese consumers in Beijing and Shanghai, where Riversides 21 stores are based, like to try out new fads, and Riversides offering, a dish that appears to be based on Sichuan cooking of whole fish and noodles, may be popular in the early stages. However, the long-term success of this small chain is not guaranteed. In our view, it really depends on the locations that Riverside has secured and whether it can scale up quickly enough. Figure 34: Rents As % Of Total Sales
(%) 30% 25% 20% 15% 10% 5% 0% T hailand Hong Kong China MINT 's China operations
Hotel Sector
13
Key Recommendations
14
Hotel Sector
THAILAND
4 July 2013
Initiate Coverage
BUY
Share Price Target Price Upside Bt33.25 Bt44.00 +32.3%
Company Description CENTEL is Thailands leading operator of hotels both in Thailand and overseas, as well as Quick Service Restaurants (QSR) in Thailand. CENTEL is part of the Central Group of companies. Stock Data GICS sector Consumer Discretionary Bloomberg ticker: CENTEL TB Shares issued (m): 1,350.0 Market cap (Btm): 44,887.5 Market cap (US$m): 1,446.6 3-mth avg daily t'over (US$m): 2.4 Price Performance (%) 52-week high/low 1mth 3mth 6mth (7.6) (12.5) 27.9 Major Shareholders Chirathivat Family Local Investors Foreign Investors FY13 NAV/Share (Bt) FY13 Net Debt/Share (Bt) Price Chart
(lcy) 45 40 35 30 25 20 15 10 20 Volume (m) 10 0 Jun 12 Aug 12 Oct 12 Dec 12 Feb 13 Apr 13
CENTRAL PLAZA HOTEL PCL Central Plaza Hotel Pcl/SET Index
Bt41.50/Bt12.50 1yr YTD 159.8 27.9 % 64.0 26.0 10.0 7.48 7.87
Source: Bloomberg
Source: Central Plaza Hotel, Bloomberg, UOB Kay Hian Company Name 2 Refer to last page for important disclosures.
Investment Highlights
Expanding hotel portfolio via an asset-light strategy. CENTEL plans to increase its hotel portfolio to over 80 hotels in more than 30 countries by 2017 from only 7 hotels in Thailand in 2005. It is adopting an asset-light strategy to expand its hotel portfolio through hotel management contracts under its own brands. This approach is less capital intensive and allows the company to expand at a faster pace compared to building its own hotels. It targets to add 8-10 hotel management contracts per year. The proportion of managed hotel rooms is expected to increase to 66.7% of total hotel rooms in 2015 from 24.9% in 2005. Expect record-high RevPar. We expect CENTELs RevPar to hit a record high in 2013, growing strongly by 20.3% yoy to Bt3,149 as a result of a 16.7% increase in average room rate (ARR) to Bt4,370 and higher occupancy rate of 73% compared with 69.9% in 2012. The key drivers for its impressive hotel performance would be a) growing tourist arrivals, especially from Asian countries and Russia, b) the consolidation of Centara Grand Island Resort & Spa Maldives (CENTEL increased its stake to 74% in Dec 12), and c) the opening of Centara Ras Fushi Resort & Spa Maldives in Mar 13. Organic growth through outlet expansion across Thailand, especially in upcountry areas. CENTELs growth strategy for its restaurant business is expanding its outlets in Thailand. It targets to grow organically, opening approximately 50-70 outlets per year in 2013-16 in Thailand especially in upcountry areas. Outlet expansion in overseas markets is likely to be its long-term plan. The company believes there is potential to grow its QSR business in upcountry areas driven by rising household income and urbanisation. It will focus on expanding outlets of its key brands ie KFC, Mister Donut, Auntie Annes, Ootoya, and Yoshinoya. Outlets in upcountry areas are estimated to account for 50% of total outlets in 2016, an increase from 40% currently driven by modern trade expansion and increased variety of brands in upcountry markets. Potential upside from the addition of one food brand per year. CENTELs revenue from the restaurant business is estimated to grow 16.1% yoy to Bt9,704.7m in 2013 thanks to a) strong same-store sales (SSS) growth of 4.0% on the back of good economic outlook and b) the addition of 76 outlets (+11.2% yoy). The potential upside to our forecasts should come from the contribution from its new food brand. CENTEL targets to add at least one new brand a year through securing a franchise licence to operate in Thailand or acquiring outlets of existing brands. The company expects to sign the franchise agreement for its new brand, which is likely to be Japanese in 3Q13. The addition of new brands helps CENTEL diversify the risk of depending on one specific brand and sustain the growth of its restaurant business. It targets to have 16 food brands with over 1,000 outlets by end-17. Initiate with BUY and target price of Bt44.00, based on SOTP valuation. We value CENTELs hotel business at Bt29.40 based on 15.6x 2014F EV/EBITDA and its restaurant business at Bt14.60 based on 22.5x 2014F PE, which is a 7% discount to regional average PE. Our target price also implies 2014F PEG of 0.99x. The catalyst for CENTEL is the possibility of injecting its hotel property into a REIT. Risks. Key risks to our investment case for CENTEL include: a) external risks, b) political uncertainty, c) currency fluctuation, d) increasing competition, e) domestic consumption slowdown, and f) termination of franchised food brand.
CENTELs strategy is to expand its hotel portfolio via an asset-light approach.
We expect CENTELs RevPar to hit a record high, growing strongly by 20.3% yoy to Bt3,149 in 2013 driven by the promising tourism outlook and the consolidation of two resorts in Maldives.
CENTEL targets to grow organically, opening approximately 50-70 outlets per year in Thailand, especially in upcountry areas.
The potential upside to our forecasts should come from the contribution from its new food brand. CENTEL expects to add one new brand a year.
Initiate coverage with a BUY and a target price of Bt44.00, based on SOTP valuation.
16
Hotel Sector
Valuation
We are initiating coverage on CENTEL with a target price of Bt44.00, which is based on SOTP valuation. We value CENTELs hotel business at Bt29.40 based on 15.6x 2014F EV/EBITDA and its restaurant business at Bt14.60 based on 22.5x 2014F PE, which is a 7% discount to regional average PE. Our target price also implies 2014F PEG of 0.99x. We believe this is reasonable given a) the strong growth potential for the businesses, which CENTEL operates with normalised EPS CAGR of 30.3% in 2013-15F, b) its asset-light approach, which will reduce capital requirements for growth and c) the companys good execution track record. The catalyst for CENTEL is the addition of a new food brand and the sale of its hotel property to a REIT. The company is interested in injecting Centara Grand Island Resort & Spa Maldives into a REIT. This could lift our earnings forecast. The proceeds from the asset sale will be used to finance new opportunities for the hotel business. Figure 1: Sum-of-the-Parts Valuation
(Btm) Hotel Business: EV/EBITDA multiple method 2014F EBITDA from hotel business (Btm) EV/EBITDA multiple (x) EV (Btm) 2014F Net debt (Btm) No. of fully diluted shares (m) Equity value per share (Bt) Restaurant Business: PE multiple method Net profit from restaurant business (Btm) PE multiple (x) Equity value (Btm) No. of fully diluted share (m) Equity value per share (Bt) Sum-of-the-parts value (Bt) 3,099.8 15.6 48,418.9 8,687.6 1,350.0 29.4 874.3 22.5 19,672.2 1,350.0 14.6 44.0
2012
2013
Hotel Sector
17
Earnings Outlook
CENTELs Hotel Business
Expanding hotel portfolio via an asset-light strategy. CENTEL plans to increase the number of hotels to over 80 hotels in more than 30 countries by 2017 from only 7 hotels in Thailand in 2005. Its hotel portfolio as of 30 Apr 13 consisted of 38 hotels with a total of 7,340 keys including 13 hotels, 1 hotel under Centara Hotels & Resorts Leasehold Property Fund (CTARAF), 1 JV hotel, and 23 managed hotels. The company expands the portfolio of its hotels by using debt financing and internal cashflows. CENTEL has opened its second resort in Maldives, Centara Ras Fushi Resort & Spa Maldives (CENTEL holds a 75% stake) in Mar 13. In addition, the company is planning to acquire another 50% equity stake in Centara Kata Resort Phuket from Lehman Brothers. At present, Centara Kata is a 50%:50% JV between CENTEL and Lehman. The deal should be finalised by end-13 or early next year. According to the recent update with management, the company is likely to develop new hotels on its own in Thailand compared with entering into a JV with strategic partners for overseas hotel projects. Figure 3: No. Of Hotels By Ownership
(No. of Hotels) 70 60 50 40 30 20 10 0
17 7 1 6 10 12 13 13 13 20 31 34 32 47 40 42 55 57
2005
2005
2011
2012
Hotel Property
Description CENTEL invested for a 50% equity stake. Additional investment. Acquired another 25% stake. Acquired additional 33.92% stake. CENTEL's holding increased to 83.92% from 50% previously. Acquired additional 15.39% stake. CENTEL's holding increased to 99.31% from 83.92% previously. Acquired another 49% stake. CENTEL's holding increased to 74% from 25% previously.
03 Dec 12
264.6
74.0
18
Hotel Sector
CENTEL is adopting an asset-light strategy, which is less capital intensive and allows the company to expand at a faster pace.
CENTEL is adopting an asset-light strategy to expand its hotel portfolio through hotel management contracts under its own brands. This approach is less capital intensive and allows the company to expand at a faster pace compared to building its own hotels. It targets to add 8-10 new hotel management contracts per year. According to its current pipeline as of 30 Apr 13, there were 19 hotels (4,104 rooms) under development from 2H13-2015. All 19 hotels under development will be management-contract hotels. Therefore, there will be 42 managed hotels from the total of 57 hotels by end-15. The proportion of managed hotel rooms is expected to increase to 66.7% of total hotel rooms in 2015 from 24.9% in 2005. CENTEL prefers to expand internationally through hotel management contracts. Almost 45% of total rooms in development pipeline (1,832 out of 4,104 managed hotel rooms) will be located overseas including Bali, China, Maldives, Mauritius, Vietnam, and Sri Lanka. Figure 6: Hotel Portfolio
Hotel name Owned Hotel 1. Centara Grand at Central World 2. Centara Grand Bangkok (Ladprao) 3. Centara Grand Resort & Villas Hua Hin 4. Centara Grand Beach Resort Phuket 5. Centara Grand Beach Resort & Villas Krabi 6. Centara Grand Mirage Beach Resort Pattaya 7. Centara Villas Phuket 8. Centara Karon Resort Phuket 9. Centara Mae Sot Hill Resort 10. Centara Hat Yai 11. Centara Villas Samui 12. Centara Grand Island Resort & Spa Maldives 13. Centara Ras Fushi Resort & Spa Maldives Total 13 Owned Hotels Property Fund Hotel 1. Centara Grand Beach Resort Samui JV Hotel 1. Centara Kata Resort Phuket Managed Hotel 1. Khum Phaya Resort, Centara Boutique Collection 2. Centara Hotel & Convention Centre Udon Thani 3. Centara Chaan Talay Resort & Villas Trat 4. Centara Duangtawan Hotel Chiang Mai 5. Centara Sappaya Design Resort Rayong 6. Centra Ashlee Hotel Patong 7. Away Suansawan Chaing Mai, Centara Boutique Collection 8. Centara Anda Dhevi Resort & Spa Krabi 9. Centara Plaza Hotel Pattaya 10. Nova Hotel & Spa Pattaya, Centara Boutique Collection 11. Chen La Resort & Spa Phu Quoc, Centara Boutique Collection 12. Waterfront Suites Phuket by Centara 13. Centra Tuam Resort Bali 14. Centara Grand West Sands Resort & Villas, Phuket (Phase 1) 15. Centara Hotel & Convention Centre Khonkaen 16. Centara Sandy Beach Da Nang Vietnam 17. Centara Koh Chang Tropicana Resort 18. Centara Poste Lafayette Resort & Spa Maurittius 19. Centra Government Complex Hotel & Convention Centre Chang Wattana 20. Centra Coconut Beach Resort Samui 21. Centara Passikudah Resort & Spa Srilanka 22. Centara Watergate Hotel & Spa Bangkok 23. Khao Lak Seaview Resort & Spa, Managed by Centara Total 23 Managed Hotels In Operation Total 38 Hotels In Operation Country Thailand Thailand Thailand Thailand Thailand Thailand Thailand Thailand Thailand Thailand Thailand Maldives Maldives Segment 5-star 5-star 5-star 5-star 5-star 5-star 4-star 4-star 4-star 4-star 4-star 5-star 4-star
No. of rooms 512 565 249 262 192 555 72 335 113 245 100 112 140 3,452
Operate 4Q08 2Q83 1Q86 4Q10 4Q05 4Q09 2Q00 2Q06 4Q89 4Q95 2Q00 4Q09 Mar-13
% holding 100.0 100.0 63.9 100.0 100.0 100.0 100.0 99.3 98.4 100.0 100.0 74.0 75.0
Thailand Thailand Thailand Thailand Thailand Thailand Thailand Thailand Thailand Thailand Thailand Thailand Thailand Thailand Indonesia Thailand Thailand Vietnam Thailand Mauritius Thailand Thailand SriLanka Thailand Thailand
5-star 4-star Boutique 4-star 4-star 4-star 4-star 3-star Boutique 4-star 4-star Boutique Boutique Residence 3-star 5-star 4-star 4-star 4-star 4-star 3-star 3-star 4-star 4-star 4-star
202 158 87 259 44 512 13 110 50 138 152 79 108 39 90 316 196 198 157 100 204 55 125 281 215 3,528 7,340
2Q96 2Q06 3Q10 2Q10 1Q08 4Q04 2Q10 2Q10 2Q10 4Q11 4Q11 4Q11 1Q11 1Q11 4Q11 3Q11 2Q12 4Q12 2Q12 4Q12 4Q12 3Q12 1Q13 2Q13 2Q13
100.0 50.0
Contd
Hotel Sector
19
35%
65%
56%
43%
36%
33%
90 80 70 60 50 40 30 20 10 0
2011
2012
CENTELs hotel management fee is based on a) fixed percentage of gross revenue ranging from 2-3% and b) incentive fees ranging from 6-10% on gross operating profit. We estimate its hotel management fee to grow by 21.2% yoy to Bt200m in 2013 and reach Bt400m from 80 managed hotels in 2017. Hotel management fee from overseas properties is likely to account for 40% of total hotel management fee in 2017 from around 30% in 2012. Figure 9: Managed Hotels Under Development
Country Thailand Bali, Indonesia China Maldives Mauritius Vietnam Sri Lanka Total 2H13 889 295 185 166 1,535 2014 602 125 110 726 225 1,788 2015 781* 781 Total rooms 2,272 295 125 110 185 726 391 4,104 % Breakdown 55.4 7.2 3.0 2.7 4.5 17.7 9.5 100.0
* We include second phase of Centara Grand West Sand of 561 rooms Source: CENTEL, UOB Kay Hian
20
Hotel Sector
Unlike The Erawan Group (ERW) that hires international hotel operators to manage their property, CENTEL manages the hotels under its own brands, including Centara Grand for its luxury (5-star) hotels, Centara for its 4-star hotels, Centra for its midrange hotels and Centara Boutique Collection for its boutique hotel segment. CENTELs residential segment comes under the Centara Residence and Suites brand. The various brands allow the company to position hotels, set room rates, and target different customer groups. In addition, its hotel portfolio under various brands would mitigate a drop in revenues due to any possible damage of one brand. Centara brand is estimated to account for 48.2% of total hotel rooms in 2015, followed by 42.6% under Centara Grand, 5.3% under Centra, 2.8% under Centara Boutique Collection, and 1.1% under Centara Residence & Suites. It is worth highlighting that CENTELs hotel portfolio is mostly in upscale and luxury segments. Figure 10: Hotel Brand Portfolio
Brands Thailand Bali China Maldives Mauritius Vietnam Sri Lanka Total % breakdow n
4,259
82
125
112
100
196
4,874
42.6%
3,706
213
250
100
728
516
5,513
48.2%
519
90
609
5.3%
216
108
324
2.8%
39 Total 8,739
385
125
362
85 285
1,032
516
124 11,444
1.1% 100.0%
Introduction of Cosi Brand for budget hotels. CENTEL introduced a new brand Cosi in the economy segment, targeting cost-conscious travellers in 4Q12. The company targets to open five hotels under the Cosi brand (including one owned hotel and four managed hotels) per year starting from 2015 onwards. The standard Cosi hotel has 200 rooms with an investment cost of Bt1.6m per room or Bt320m per hotel. Note that we have not factored in the contribution from Cosi hotels. This should be the potential upside to our forecasts in 2015 onwards. At present, CENTEL signed MOUs with 3-4 investors, who are interested in building budget hotels under the Cosi brand and CENTEL will manage their hotels. Figure 11: Expansion Plan Of Cosi Hotels
(hotels) 30 25
20 24
(hotels) 30 25 20 15 10 5 0 2015F 2016F 2017F 2018F 2019F 2020F Management fee No. of managed hotels
100 80 60
8 4 12
16
16
40 20 0
2018F
2019F
2020F
Owned hotel
Managed hotel
Hotel Sector
21
Expect record-high RevPar. We expect CENTELs RevPar in 2013 to hit a record high, growing strongly by 20.3% yoy to Bt3,149 in 2013 as a result of a 16.7% increase in ARR to Bt4,370 and higher occupancy rate of 73% compared with 69.9% in 2012. The key drivers for its impressive hotel performance would be a) growing tourist arrivals, especially from Asian countries and Russia and b) the consolidation of Centara Grand Island Resort & Spa Maldives and c) the opening of Centara Ras Fushi Resort & Spa Maldives. According to CENTELs guest-mix based on the number of room nights, the contribution from Asian guests increased to 21% in 2012 from 17% in 2008 due to solid growth of Chinese guests. Meanwhile, the contribution from European guests declined from 49% in 2008 to 40% in 2012 owing to the European economic slowdown. We see the trend of the change in the companys feeder market mix has moved in line with the pattern of international tourist arrivals. Figure 13: ARR, Occupancy Rate & RevPar
(Bt) 6,000 5,000 4,000 3,000 2,000 1,000 0 2008 2009 2010 2011 2012 2013F2014F2015F RevPar ARR Occupancy rate
2,162 1,983 1,979 2,340 2,617 64.2 60.5 63.9 58.1 3,149 3,465 69.9 73.0
CENTELs RevPar is expected to grow strongly by 20.3% yoy to Bt3,149 in 2013 as a result of a 16.7% increase in ARR to Bt4,370 and higher occupancy rate of 73% compared with 69.9% in
75.1
77.1
3,770
Note: ARR, occupancy rate, and RevPar are based on CENTELs owned and JV hotels Source: CENTEL, UOB Kay Hian
Source: CENTEL
CENTELs total revenue from the hotel business is likely to surge 26.6% yoy to Bt8,195.3m in 2013 driven by a) continued improving performance of its existing properties with average RevPar growth of 8.9%, b) the full-year consolidation of Centara Grand Island Resort & Spa Maldives, which is estimated to contribute Bt800m revenue, as well as c) the contribution from Centara Ras Fushi Resort & Spa Maldives, which opened in Mar 13, of approximately Bt300m. EBITDA margin from the hotel business is expected to continue rising to 32.6% in 2013 from 31% in 2012 thanks to better operating performance of all properties especially Centara Grand at Central World, which turned around in 2012 and Centara Grand Bangkok (Ladprao), which closed for renovation after the floods and re-opened in 1Q12. Figure 15: Hotel Business Revenue And EBITDA
(Btm) 12,000 10,000 8,000 6,000 4,000 2,000 0 2008 2009 2010 2011 20122013F 2014F 2015F T otal revenue EBIT DA EBIT DA margin
30.0 26.0 22.0 19.0 31.0 32.6 33.5
34.1
Source: CENTEL
22
Hotel Sector
CENTEL plans to grow the number of outlets organically, opening approximately 50-70 outlets per year in 2013-16 in Thailand, especially in upcountry areas.
70 60 50 40 30 20
62
677
753
44 33 30
40
36 26 24 26 24 26 24
2009 2010 2011 2012 2013F2014F2015F2016F KFC Pepper Lunch Chabuton RYU T he T errace Yoshinoya Ootoya Mister Donut Caf Andonand Auntie Anne's Beard Papa's Cold Stone
10 0 2011 2012 2013F 2014F 2015F 2016F Heavy Food Light Food
Hotel Sector
23
Light Food
289
Heavy Food
Light Food
Light Food
10
Light Food
100
Heavy Food
Heavy Food
16
Heavy Food
Light Food
17
Heavy Food
36
50%
2016F Upcountry
KFC 52.9%
Source: CENTEL
According to the recent update with management, CENTEL will focus on outlet expansion in Thailand in the next three years. It is considering expanding outlets of its new brand through a 50:50 JV with local investors as a JV investment should help CENTEL to expand at a faster rate than operating on its own. Note that capex for its heavy food brand is about Bt7m-10m per outlet and Bt3m-5m per outlet for its light food brand. Potential upside from the addition of one food brand per year. CENTELs total revenue from the restaurant business is likely to grow 16.1% yoy to Bt9,704.7m in 2013 thanks to a) strong SSS growth of 4.0% on the back of good economic outlook and b) the addition of 76 outlets (+11.2% yoy). The potential upside to our forecasts should come from the contribution from its new food brand. CENTEL targets to add at least one new brand a year through either getting a franchise licence to operate in Thailand or acquiring outlets of existing brands. The company expects to take on a franchise licence for its new brand, which is likely to be Japanese in 3Q13. The addition of new brands would diversify the risk of depending on one specific brand and sustain the growth of its restaurant business. The company targets to have 16 food brands with over 1,000 outlets by end-17.
CENTEL targets to add one new brand a year through either getting franchise licence to operate in Thailand or acquisition of outlets of existing brands.
24
Hotel Sector
Figure 22: Same-store-sales Growth, Total-systemsales Growth, And No. Of Outlets In 2008-14F
(% 30% 25% 20% 15% 10% 5% 0% -5% -10% (outlets) 900 803 753 800 853 677 700 603 600 512 478 500 14 15 400 5 4 2 2 9 6 15 24 300 17 15 27 200 100 -5 0 2008 2009 2010 2011 2012 2013F 2014F SSS T SS No. of outlets
Source: CENTEL
Funding the growth. CENTEL set a capex of Bt1,820m for 2013, which will be used for annual hotel renovation and food outlet expansion (Bt1,215m), investment in Centara Ras Fushi Resort & Spa Maldives (Bt485m), and acquisition of an additional 15.4% stake in Centara Karon Phuket (Bt120m). The company is looking into new opportunities in the hotel business in 2014-16, which will be financed by internal operating cash flow. Figure 25: Capex In 2013-17F
(Btm) 2,000 1,800 1,600 1,400 1,200 1,000 800 600 400 200 0 2013F 2014F 2015F 2016F 2017F
(x) 2.0
1.4 1.0
2008 2009 2010 2011 2012 2013F 2014F EBIT DA D/E ratio
Hotel Sector
25
We anticipate CENTELs normalised profit to surge 37.7% yoy to Bt1,546.4m in 2013 as a result of strong revenue growth from the hotel (+26.6% yoy) and restaurant (+16.1% yoy) businesses as well as margin improvement. We expect the hotel business to contribute 46% of total revenue in 2013 (vs 44% in 2012). However, contribution of the hotel business is likely to be higher at 68% of total EBITDA in 2013 (vs 64% in 2012). Figure 27: Revenue Breakdown By Business
(%) 100% 80%
58 54 54 55
56
57
56
55
37
42
52
46
36
32
33
33
60% 40% 20% 0% 2008 2009 2010 2011 2012 2013F2014F2015F Hotel Restaurant
42 46 44 43 44 46 45 45
63
58
20% 0%
48
54
64
68
67
67
26
Hotel Sector
Company Background
CENTEL is Thailands leading operator of hotels both in Thailand and overseas, as well as QSRs and casual dining restaurants in Thailand. The company is part of the Central Group of companies. It operates its hotel business under Centara Hotel & Resort Group and its restaurant business under Central Restaurant Group. CENTEL was established in 1980 by the Chirathivat family. The company was listed on the Stock Exchange of Thailand in 1990. Its hotel portfolio as of 30 Apr 13 consisted of 13 owned hotels, 1 JV hotel, 1 hotel under a property fund, and 23 managed hotels with total 7,340 keys. The companys proprietary hotel brands range from 5-star to economy segments. Meanwhile, CENTELs food portfolio as at end-1Q13 consisted of 12 brands with total 681 outlets in 71 provinces in Thailand. Figure 29: CENTEL - Hotel Brand Portfolio
Hotel Brand Description
CENTEL is Thailands leading operator of hotels and QSR business. The company is part of the Central Group of companies.
Economy hotels with convenient and value-for-money accommodation for cost-conscious travellers
Source: CENTEL
Hotel Sector
27
Franchised brand
In 1984, CENTEL was the authorised franchisee of KFC, a well-known global fried chicken brand.
Franchised brand
In 1998, CENTEL entered the snack segment in Thailand with the premium soft pretzel brand Auntie Anne's from the US.
Franchised brand
Franchised brand
In 2009, CENTEL brought in cream puffs originated from Japan Beard Papa's.
Franchised brand
CENTEL introduced Chabuton, premium ramen, TV champion chef's Japanese ramen restaurant in 2010.
Franchised brand
In 2010, CENTEL launched super-premium mix-in ice cream from the US.
Franchised brand
In 2010, CENTEL developed RYU, a unique and competitive concept of All-you-can-eat Osaka style shabu shabu restaurant.
Own brand
In 2010, CENTEL acquired The Terrace, a renowned and long established Thai casual dining restaurant from Central Retail Company.
Own brand
In 2010, CENTEL introduced the well-known premium donut brand Caf Andonand from Japan.
Franchised brand
In 2011, CENTEL brought in the largest chain of beef bowl restaurants and one of the leading Japanese fast food chains.
Franchised brand
In 2011, CENTEL acquired Ootoya, home cooking style Japanese restaurant, total of 33 outlets
Franchised brand
Source: CENTEL
28
Hotel Sector
60% 40% 20% 0% 2008 2009 2010 Hotel 2011 Food 2012
42 46 44 43 44
48
54
63
2010 Food
2011
2012
As of 8 May 13, CENTELs major shareholders consisted of Chirathivat family (60.4%), followed by Thai NVDR (1.7%), Norbax (1.2%), and Government Pension Fund (1.1%). Figure 33: Central Group Structure Figure 34: Major Shareholders As Of 8 May 13
Chirathivat Family 60.4%
Others 35.7%
Source: CENTEL
Hotel Sector
29
Source: CENTEL
30
Hotel Sector
Risk Factors
External risks. Epidemic, natural disasters and the global economic slowdown would affect the demand for tourism. The outbreak of Bird Flu would have an impact on CENTELs QSR and hotel business. These external risks could be a source of downside risk to our earnings forecasts for CENTEL. Political uncertainty. Political instability, such as the military coup in 2006, airport closure in 2008, and red-shirt protest in 2010, could hit Thai tourism sector severely. The recurrence of political unrest would adversely affect CENTELs hotel operations. Currency fluctuation. The strengthening of the baht will cause foreign visitors to pay more for their tour packages and be more careful with their spending. Thai tourisms competitive advantage in terms of good value for money may be affected by the stronger baht trend. Increasing competition. A significant increase in new supply from other hotel operators would be a downside risk to CENTELs profit margin and earnings outlook. Slowdown of domestic consumption. Deterioration of Thailands economic prospects could lead to weak consumer confidence and a slowdown in domestic consumption. This would adversely affect CENTELs QSR business. Termination of franchised food brand. Food brands such as KFC, Chabuton, and Yoshinoya could be recalled by brand owners. CENTEL prevents this risk by creating its own brands ie Ryu and The Terrace, extending the franchise period, and adding new brands to diversify the risk.
Key risk factors include external risks, political uncertainty, currency fluctuation, increasing competition, domestic consumption slowdown, and termination of franchise food brand.
Hotel Sector
31
32
Hotel Sector
Hotel Sector
33
34
Hotel Sector
THAILAND
4 July 2013
Initiate Coverage
BUY
Share Price Target Price Upside Bt24.80 Bt32.25 +30.0%
Company Description MINT is one of the largest hospitality companies in the Asia Pacific region. It also operates restaurants in Thailand and overseas under nine brands. It is also engaged in residential property development, timeshare and retail trading businesses. Stock Data GICS sector Consumer Discretionary Bloomberg ticker: MINT TB Shares issued (m): 3,995.8 Market cap (Btm): 99,095.6 Market cap (US$m): 3,193.5 3-mth avg daily t'over (US$m): 10.4 Price Performance (%) 52-week high/low 1mth 3mth 6mth (10.6) 3.3 26.5
Bt28.00/Bt13.60 1yr YTD 77.1 26.5 % 34.0 27.0 12.0 5.31 5.23
Major Shareholders Minor Group & Heinecke Family Foreign Fund Local Fund FY13 NAV/Share (Bt) FY13 Net Debt/Share (Bt) Price Chart
(lcy) 30
MINOR INTERNATIONAL PCL Minor International Pcl/SET Index
25
170 150
20 130 15 110 90 10 150 100 50 0 Jun 12 Aug 12 Oct 12 Dec 12 Feb 13 Apr 13 Volume (m) 70
Source: Bloomberg
35
Investment Highlights
Growth strategy through expanding its own hotel brands. Leveraging on its own brands of Anantara, Oaks and Avini is key to MINTs growth strategy for its hospitality business. The company is expanding the portfolio of its own brands via building new hotels under equity-owned and via joint ventures, as well as expanding internationally with a preference for management contracts. The expansion (about 83% of total hotel rooms under development) over the next three years will mainly be outside of Thailand under hotel management contracts and management letting rights (MLR). This will enable MINT to expand its portfolio of hotels at a faster pace and with the least equity drain. By 2017, the company will have over 140 hotels, from 10 hotels in 2005. MINTs own brands are estimated to account for 87% of total hotel rooms in 2017 vs 19% in 2005. Real estate business enhances profitability. Anantara Vacation Club (AVC) and residential property are the other key contributors to the hotel & mixed-use business due to the high profitability and ongoing development pipeline of AVCs inventories and residential projects. We estimate real estate revenue to grow 21.7% yoy to Bt3,527.4m in 2013, driven by strong growth from AVC. Real estate revenue is likely to account for 18.9% of hotel & mixed-use revenue in 2013 but earnings contribution could be much higher at 40%. Acquisitions speed up MINTs overseas expansion. For its quick service restaurant (QSR) business, MINT grows the portfolio of its own brands through opening owned-equity outlets and franchising. Acquisitions of food brands help MINT expand in the international markets at a faster pace. Its presence in overseas markets increased to 34% of total outlets in 2012 vs 8% in 2006 after it acquired The Coffee Club, Thai Express, Ribs & Rumbs, and Riverside. The company targets organic growth from the opening of new outlets in Thailand and overseas at 8-10% per year over the next five years. However, the new acquisitions should have an immediate impact on its portfolio size and bottom line. Revenue from the restaurant business is likely to grow 19.2% yoy to Bt15.7b in 2013, driven by: a) strong same-store sales (SSS) growth of 4.5%, b) outlet expansion of 8.6% yoy, and c) full-year contribution from Riverside, which MINT acquired in Dec 12. Turnaround in China operations likely to improve margins. We expect EBITDA margin from the restaurant business to gradually improve to 17.5% in 2013, from 17% in 2012, mainly due to effective cost management, increased franchising fee and a turnaround in China operations. MINT expects its restaurant business in China to make a small loss in 2013 and start making profit from 2014 onwards, a turnaround from a Bt100m loss last year and seven years of losses. The turnaround in China operations is due to acquisition of Riverside, which resulted in economies of scale in back-office operations. In addition, MINT will open more Sizzler outlets while rationalising The Pizza Company outlets due to intense competition from Pizza Hut. The company also plans to expand Thai Express and The Coffee Club in China in the future.
MINTs growth strategy is to expand its own hotel brands. The expansion will mainly be overseas under management contracts.
AVC and residential property significantly complement MINTs hotel business due to high profitability and ongoing development pipeline.
MINT targets organic growth of its restaurant business at 12-15% per year. Acquisitions would speed up its overseas expansion and have an immediate impact on the bottom line.
MINTs China business is expected to turn around in 2013 as a result of the Riverside acquisition and rationalisation of The Pizza Company outlets.
Initiate with BUY and target price of Bt32.25, based on sum-of-the-parts valuation. Initiate coverage with a BUY We value the hotel & mixed-use business at Bt18.80, based on 15.6x 2014F and a target price of Bt32.25, EV/EBITDA, the restaurant business at Bt12.32 on 22.5x PE, which is a 7% discount based on SOTP valuation. to regional peers average PE, and the retail trading business at Bt1.12 on 20.0x PE, a 10% discount to the sector PE. Risks. Key risks to our investment case include: a) external factors and political uncertainty, b) slowdown of domestic consumption, c) termination of franchised food brands, d) currency fluctuation, e) increased competition, and f) execution risks.
36 Hotel Sector
Valuation
Initiate coverage with a target price of Bt32.25, based on sum-of-the-parts valuation. We value the hotel & mixed-use business at Bt18.80, based on 15.6x 2014F EV/EBITDA, the restaurant business at Bt12.32 on 22.5x PE, a 7% discount to regional peers average PE, and the retail trading business at Bt1.12 on 20.0x PE, a 10% discount to the sector PE. Note that our SOTP-based per share factors in the conversions of MINT-W4, MINT ESOP5 and MINT-W (ESOP). We believe our target price is justified, given MINTs well-diversified business model, which should sustain its strong earnings growth in the long term. We estimate its fully-diluted EPS CAGR at 15.6% in 2013-15, assuming no new acquisitions. The catalysts for MINT include: a) the acquisition of hotels and food brands, which would significantly increase MINTs growth, size and returns, and b) the sale of its hotels to a REIT. Our share price objective implies a 30% upside from the current share price plus a dividend yield of 1.3%. Figure 1: Sum-of-the-parts Valuation
(Btm) Hotel Business: EV/EBITDA multiple 2014F EBITDA EV/EBITDA multiple (x) EV 2014F Net debt No. of fully diluted shares (m) Equity value per share (Bt) Restaurant Business: PE multiple Net profit PE multiple (x) Equity value Equity value per share (Bt) Retail Trading Business: PE multiple Net profit PE multiple (x) Equity value Equity value per share (Bt) Sum-of-the-parts value (Bt) 6,123.4 15.6 95,806.2 19,411.3 4,063.0 18.80
Figure 3: PE Band
(x) 35.0 30.0 25.0
M e a n: 13.6x
20.0
-0.5S D: 12.0x -1S D: 10.4x -1.5S D: 8.8x
+3S D: 34.0x +2.5S D: 31.6x +2.0S D: 2.93x +1.5S D: 26.9x +1S D: 24.6x +0.5S D: 22.2x M e a n: 19.9x -0.5S D: 17.5x -1.0S D: 15.2x -1.5S D: 12.8x -2.0S D: 10.5x
10.0 7.5
5.0 2005 2006 2007 2008 2009 2010 2011 2012 2013
2007 2008
2012 2013
Hotel Sector
37
Earnings Outlook
HOTEL & MIXED-USE BUSINESS
Growth strategy through expanding its own hotel brands. MINTs hotel business started with a single resort in Pattaya in 1978. Since then, it has partnered strong international brands, such as Four Seasons, Marriott and Starwood, which helped position its hotels in the luxury segment. The company has used its experience over the past three decades to develop its own brands in this segment. It launched Anantara, its first 5-star hotel brand, in 2001, and Avani, its 4-star hotel brand in 2011. Anantara targets travellers requiring luxurious design and superior services, while Avani targets those who appreciate good design, excellent services and value for money. The acquisition of Oaks in 2Q11 helped MINT establish a presence in the Australian market. Oaks is one of Australias largest hotel and resort operators in the 4-star segment with a 17% share of serviced suites. It services short-to-medium-stay corporate and leisure guests. Oaks has a leading position in the Australias Management Letting Rights (MLR) business. MLR are rights that allow Oaks to operate and rent residential condominium units participating in the rental pool as a hotel or serviced suite. Figure 4: Hotel Portfolio As At End-1Q13
Source: MINT
38
Hotel Sector
MINTs growth strategy is expanding on its profitable portfolio of its own brands. The majority of its expansion will be outside of Thailand through hotel management contracts and MLR.
Building its own brands. As at end-1Q13, MINT had 84 hotel properties with a total of 10,606 rooms (including 17 majority-owned hotels, 38 Oaks properties, 13 joint-venture hotels and 16 purely-managed hotels). Leveraging on its own brands of Anantara, Oaks and Avini is key to MINTs growth strategy in the hospitality business. The company is expanding on a profitable portfolio of its own brands via building new hotels under equity-owned and via joint ventures, as well as growing hotels under management contracts. MINT prefers to expand internationally through management contracts (an asset-light model). The majority of its expansion (about 83% of total hotel rooms under development) over the next three years will be outside of Thailand through hotel management contracts and MLR. This will enable MINT to expand its portfolio of hotels at a faster pace and with the least equity drain. According to its expansion plan, MINT received hotel management contracts and MLR to manage 29 hotels under the Anantara, Oaks and Avani brands in international markets, ie China, India, Indonesia, Australia, UAE and Oman. The number of rooms under its management contracts and MLR is estimated to surge to 11,497 rooms, accounting for 75% of total hotel rooms in 2015, from none in 2005. Apart from expanding through hotel management contracts and MLR, MINT continues to develop its own hotels over the next three years with a plan to grow the number of rooms by a CAGR of 10.6%. The expansion continues to be in Thailand, Vietnam, Sri Lanka and Australia, where MINT has experience in. It is worth highlighting that the number of its own hotels may be higher than the existing pipeline if MINT acquires more properties. By 2015, the company will have 123 hotels with a total of 15,440 rooms and its portfolio will grow to over 140 hotels in 2017. Hotels under management contracts and MLR will account for three-fourths of MINTs hotel portfolio of 15,440 rooms while the rest (25% of total rooms) will come from its owned and joint-venture hotels. Figure 6: No. Of Rooms By Ownership
(rooms) 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2 ,16 9 8 2,000 92 0 2005
7.7% C AG
13 ,4 5 3 9 ,8 2 1 10 ,2 7 1 11,7 5 1
35.4% 10.6%
67%
7 26
70%
7 23
72%
7 22
74%
75%
2.1%
6 21
5 20
2011
2012 JV
2013F
2014F 2015F
JV 2013F
Oaks 2014F
Managed 2015F
Owned equity
If we classify MINTs hotel portfolio by brand, its own brands (Anantara, Oaks and Avani) are estimated to account for 87% of total hotel rooms in 2017, from 19% in 2005. In terms of location, its hotels outside of Thailand are likely to account for 79% of total rooms in 2017, vs only 8% in 2005.
Hotel Sector
39
8 .0
20.0
0.54
0.01 24.0
0.51
0.05 26.0
0.45
0.09 33.0
China China UAE UAE UAE China China China Laos Oman Oman Oman Qatar India Mauritius Sri Lanka China India India Indonesia
1Q13 2013 2013 2013 2013 2014 2014 2014 2014 2014 2014 2014 2014 2014 2014 2015 2015 2015 2015 2015
40
Hotel Sector
Real estate business enhances profitability. MINT initiated the mixed-use development of a hotel and residential project. The 14-villa Estates Samui, adjacent to and managed by Four Seasons Resort in Koh Samui, was launched in 2007. MINT later introduced The St. Regis Residences Bangkok, consisting of 53 residences and penthouses on top of the St. Regis Hotel. The next project in the pipeline is Anantara Estates Phuket, next to Anantara Phuket Layan Resort & Spa (formerly known as Bundarika), which will be launched in early-14. Apart from the residential property development, MINTs point-based vacation club under its own brand, AVC, is the other real estate development launched in Dec 10. AVC is a collection of luxurious shared-ownership villas and apartments located in a variety of resort destinations for the use of its owners. AVC owners purchase Club Points that are backed by real estate assets. The number of Club Points owned determines your resort destination, the time of the year, length of stay and the type of accommodation. Current property locations include Thailand (Samui, Phuket, Bangkok), Indonesia (Bali), Australia (Queenstown) and China. MINT will be adding destinations to this list in the coming years. Revenue from the real estate business, which includes residential sales and AVC, is one of the key contributors to the hotel & mixed use business due to the high profitability and ongoing development pipeline of AVC inventories and residential projects. Note that real estate revenue contributed about 18% of hotel and mixed-use revenue in 2012, but earnings contribution was much higher at about 40%. We estimate real estate revenue to grow 21.7% yoy to Bt3,527.4m in 2013, driven by strong growth from AVC to US$80m in 2013 from US$51m last year. Real estate revenue is likely to increase to 18.9% of hotel & mixed use revenue in 2013 (2012: 17.7%) but earnings contribution could be much higher at 40%. We believe the real estate business should remain a significant contributor to the hotel & mixed use business going forward on the back of additional residential projects next to its hotel properties and the growing popularity of the timeshare business. Figure 11: Residential Projects
Project The Estates Samui St. Regis Residence Anantara Estates Phuket No. of Units 14 53 16 Project Value (Btm) 1,500 6,000 3,600 Details Luxury villas adjacent to Four Seasons in Koh Samui Residences and penthouses 3-8 bedroom pool villas, with sizes at 7001,800sqm, and selling at US$5m-10m per villa
Real estate revenue is one of the key contributors to the hotel & mixed-use business due to the high profitability.
% Sold Nine villas sold. 92% signed contracts Expected launch in early-14
2010
2011
2012
2013F
2014F
2015F
2016F
2017F
AVC inventories
Hotel Sector
41
3,52 2,89
Others 11.5%
Oaks 26.8%
Hotel performance continues to improve. We see growth in Asia, especially China and Russia, to lead to increasing contribution to MINTs feeder markets. Although European guests still made up the largest share of 35% in 1Q13, the share from East Asia has risen to 32% in 1Q13 from 18% in 2007. We see the trend of the change in the companys feeder-market mix has moved in line with the pattern of international tourist arrivals. MINTs hotel & mixed-use revenue is expected to grow at a CAGR of 12.8% in 2013-15, driven by: a) improving RevPar, especially from its majorityowned hotels on the back of promising tourism outlook, b) solid growth of AVC, c) contribution from new owned hotels, and d) higher management fees, supported by 20 hotel management contracts in the pipeline. We think its diverse business strategies have helped to maintain its high rate of growth via expanding the profitable portfolio of its Anantara, Oaks and Avani brands, management contracts, MLR, and developing new hotels under equity-owned and via joint ventures. Figure 15: Owned Hotels - ARR, Occupancy Rate And RevPar
(Btm) 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 2008 2009 2010 2011 2012 2013F 2014F ARR RevPar Occupancy rate
66% 56% 57% 58% 66% 70%
72%
70%
42
Hotel Sector
Figure 18: Hotel And Mixed-Use Business Revenue, EBITDA And EBITDA Margin
(Btm) 25,000 (%) 45% 40% 40% 35% 35% 30% 29% 30% 30% 28% 30% 26% 25% 20% 15% 10% 5% 0% 2008 2009 2010 2011 2012 2013F2014F2015F Revenue EBIT DA EBIT DA margin
(%) 100% 80% 60% 40% 20% 0% 2007 Europe T hailand South Asia 2010 2011 2012 1Q13 East Asia Middle East Africa & others T he Americas Oceania
40 36 8 14 18 13 11 23 12 11 28 11 11 31 8 9 32
32
30
35
5,000 0
RESTAURANT BUSINESS Acquisitions speed up MINTs overseas expansion. Like its hotel business, MINTs growth strategy for its QSR business is expanding the portfolio of its own brands through opening equity-owned outlets and franchising. Acquisitions help MINT expand in the international markets at a faster pace. Its restaurant business currently comprises nine brands - The Pizza Company, Swensens, Sizzler, Dairy Queen, Burger King, The Coffee Club, Thai Express, Ribs & Rumps, and Riverside. MINT currently operates 1,406 outlets in Thailand and overseas. Of these brands, its own The Pizza Company contributed the largest share of 27% of QSR revenue in 2012. MINT developed The Pizza Company in 2000 following the loss of its franchise rights after The Pizza Hut brand in Thailand was recalled. It is worth highlighting that since 2007, MINT has made several strategic acquisitions and investments, including The Coffee Club, Thai Express, S&P, Ribs & Rumps, Riverside and BreadTalk. Its presence in overseas markets has increased to 34% of total outlets in 2012 vs 8% in 2006. Expansion through acquisition takes less time than developing the brands itself. The acquired companies can also contribute to bottom line immediately. MINT targets to grow its portfolio organically by expanding the number of outlets in Thailand and overseas by 8-10% per year over the next five years. These acquisitions should have an immediate impact on its portfolio size and bottom line. Note that MINT does not include 31%-owned S&P as part of its expansion plan. However, it has continued strengthening its partnership with S&P.
Strategic acquisitions help MINT expand its QSR business faster, especially in international markets.
Hotel Sector
43
406.2 346.0
100.0 31.3
For its expansion in Thailand, MINT will continue to expand the number of outlets with the operators of shopping malls, community malls and hypermarkets. It prefers to use a franchise model in the upcountry. The majority of the new outlets will be under The Pizza Company, Swensens, Dairy Queen, Sizzler, Burger King and The Coffee Club. Note that the fee structure for local franchising consists of: a) an initial fee or upfront fee of about Bt1.0m-1.5m per outlet when the franchised outlet opens, b) a royalty fee of about 5% of total revenue, and c) marketing fee based on 5% of total revenue, which MINT uses for the advertising of its brands.
44
Hotel Sector
422
Sizzler 16%
Swensen's 14%
0 2007 2008 2009 2010 T he Coffee Club Ribs & Rumps 2011 2012 1Q13 T hai Express Riverside
Source: MINT
International operations are another important part of MINTs restaurant business. MINT is focusing on its major markets, including Australia, Singapore and China. The company uses franchising (an asset-light model) to expand its outlets in the international markets that it has a presence in and in new markets, ie Indochina and the Middle East. Apart from franchising its own brands, MINT can sub-franchise Swensens in 33 countries in Asia. For the Sizzler brand, the company holds exclusive rights in China. The company has a 50:50 joint venture with Sizzler's parent company to license a franchise on a long-term basis in China. The fee structure that MINT currently charges for overseas franchises consists of: a) an opening fee or initial fee charged to franchisees at US$25,000-30,000 per outlet when it opens, b) a royalty fee at 5% of total revenue, the same as franchising in Thailand, and c) a territory fee, which is a one-time charge to franchisees depending on the number of outlets that will be opened in the territory. By 2015, the number of outlets is expected to increase to 1,800, based on an 8-10% organic growth per year. The outlets in Thailand should account for 64% of total outlets in 2015 while overseas outlets are likely to account for the rest. In terms of ownership, the number of equity-owned outlets should represent 55% of total outlets and the rest are franchised outlets. Figure 23: Restaurant Outlets By Geography
(Outlets) 2,000 1,500 1,000
55 90 63 1,381 1,500 1,636
1,800
2,000
1,636
1,800
1,257
34%
34%
34%
35%
36%
1,500
1,257
1,381
1,500
1,000
66% 66% 65% 64%
905
43%
45%
45%
45%
45%
500 0
7% 93%
500 0
1 4% 86%
558
631
16% 84%
Hotel Sector
45
Turnaround in China operations likely to improve margins. Revenue from the restaurant business is likely to grow 19.2% yoy to Bt15.7b in 2013, driven by: a) strong SSS growth of 4.5%, supported by the positive economic growth outlook in Thailand, b) outlet expansion of 8.6% yoy through opening equity-owned outlets and franchising both in Thailand and overseas, and c) full-year contribution from Riverside, which MINT acquired in Dec 12. The company targets to maintain organic growth of 12-15% annually on the back of SSS growth of 4-5% and outlet expansion of 8-10% per year. Meanwhile, we expect EBITDA margin from the restaurant business to gradually improve to 17.5% in 2013 from 17% in 2012 mainly due to effective cost management, increased franchising fees and a turnaround in its China operations. MINT expects its restaurant business in China to make a small loss in 2013 and start making profit from 2014 onwards, a turnaround from the Bt100m loss last year and seven years of losses. The acquisition of Riverside has resulted in economies of scale in its back-office operations. In addition, MINT will open more Sizzler outlets while rationalising The Pizza Company outlets due to intense competition from Pizza Hut. The company also plans to expand Thai Express and The Coffee Club in China in the future. Figure 25: SSS Growth And No. Of Outlets
(%) 10% 8% 6% 4% 2% 0% -2% -4% 2008 2009 2010 2011 2012 2013F2014F2015F SSS growth No. of outlets 0
1,043 1,112 1,381 1,147 1,257 1,636 1,500
10% 5% 0% 2008 2009 2010 2011 2012 2013F 2014F 2015F Revenue EBIT DA EBIT DA margin
500
5,000 0
Well-diversified business model. MINTs net profit is likely to hit another record high of Bt4,091.3m in 2013, +20.0% yoy, due to strong revenue growth from the hotel & mixed-use and restaurant businesses as well as margin improvement. We estimate contribution from the hotel & mixed-use business in 2013 at 49% of total revenue, followed by 41% from the restaurant business and 10% from the retail trading business. However, the hotel & mixed-use business is expected to contribute 63% of total EBITDA in 2013, followed by 32% from the restaurant business and 5% from the retail trading business. We view MINT as a well-diversified company in terms of business and geography. The hotel business is seasonality driven while the restaurant business is less equity-drained and stable. In addition, its international expansion helps lessen the Thai-specific risks. MINT targets overseas revenue to increase to 40% of total revenue in 2017 (2011: 24%) and contribute 50% of total net profit, a surge from only 7% in 2011. The catalysts to MINTs share price should come from: a) the acquisition of hotels and food brands, which will increase MINTs growth, size and returns, and b) injecting its hotel properties to a REIT.
46
Hotel Sector
14
14
11
1 0 40
1 0 41
1 0
80% 60% 40% 20% 0% 2008 2009 2010 2011 2012 2013F 2014F2015F Hotel & Mixed-use Restaurant Retail
39 46 31 31 50 49 48 48 45 43 55 55 42 42
70 53 48
64
64
63
62
63
2008 2009 2010 2011 2012 2013F 2014F 2015F Hotel & Mixed-use Restaurant Retail
7 21 50
71
40%
60
79 50
20% 0%
2012 T hailand 2017F Overseas
2011
2017F
To achieve its growth strategy, MINT has a capex of Bt6b for 2013, which will be used for hotel renovations, expansion of QSR outlets and retail shops, and development of its own hotels. The company also sets a capex of Bt15b-18b over the next five years for new opportunities, such as the acquisition of hotels and food brands. Figure 31: Capex
(Btm) 12,000 10,000 8,000 6,000 4,000 2,000 0 2012 2013F 2014F 2015F 2016F 2017F New Opportunity/Acquisition Retail trading Hotel & Mixed-use Restaurant
10,000 8,000
0.77 1.03 1.11
1.38
1.33
6,000 4,000 2,000 0 2008 2009 2010 2011 2012 2013F 2014F EBIT DA D/E ratio
Hotel Sector
47
Company Background
MINT is one of the largest hospitality and leisure companies in the Asia Pacific region. It was founded in 1976 with a single beachfront resort in Pattaya and listed on the Stock Exchange of Thailand in 1988. As at 1Q13, it had 84 hotel properties (including 17 majority-owned hotels, 38 MLR properties, 13 joint-venture hotels, and 16 purely-managed hotels) with a total of 10,606 rooms under the Four Seasons, Marriott, Anantara, Oaks, and Avani brands. The company also operates the QSR business with a total of 1,406 outlets under the Pizza Company, Swensens, Sizzler, DairyQueen, Burger King, The Coffee Club, Ribs & Rumps, Riverside, and Thai Express brands. In addition, it develops residential property, operates the Anantara Vacation Club, runs retail and entertainment outlets and has a chain of luxury spas. It services customers in Thailand and 22 markets from Africa to Australia. Figure 33: Corporate Milestones
MINT is one of the largest hospitality and leisure companies in the Asia Pacific region with 84 hotels and resorts, 1,406 restaurants, 240 retail outlets in Thailand and 22 markets from Africa to Australia.
Source: MINT
48
Hotel Sector
Maldives Maldives Maldives Vietnam Sri Lanka Sri Lanka Sri Lanka Tanzania Tanzania Tanzania Tanzania Tanzania Kenya
50.0 50.0 50.0 30.4 20.0 20.0 20.0 50.0 50.0 50.0 50.0 50.0 50.0
Thailand Thailand Thailand Thailand Thailand Indonesia Indonesia UAE UAE UAE Vietnam China China Thailand Malaysia Tanzania
139 97 122 321 64 60 77 64 206 222 89 122 103 115 315 10 2,126 10,606
Source: MINT
Hotel Sector
49
Ow n brand
Ow n brand Ow n brand
Ow n brand
Source: MINT
Others 9%
Restaurant 37%
Others 2%
Restaurant 48%
As of 18 Apr 13, MINTs major shareholders were Minor Group (34%), foreign funds (27%), Thai funds (12%), Osathanugrah (10%) and the Royal Family (6%). Figure 38: Shareholding Structure As Of 18 Apr 13
Royal Family 6% T hai Fund 12% Others 11%
Osathanugrah 10%
50
Hotel Sector
Risk Factors
External factors. External factors such as epidemics, natural disasters and the global economic slowdown would affect MINTs hotel and QSR businesses. Political uncertainty. Political instability such as the military coup in 2006, the airport closure in 2008 and the red-shirt protest in 2010 hit the tourism sector hard. The recurrence of political unrest would have a negative impact on MINTs hotel operations. Slowdown in domestic consumption. A deterioration of Thailands economic prospects could lead to weak consumer confidence and a slowdown in domestic consumption. This would affect MINTs QSR business. Termination of franchise QSR brands. QSR brands such as Swensens, Sizzler, Dairy Queen and Burger King could be recalled by the brand owners. MINT tries to prevent and diversify such risk by creating its own brand (The Pizza Company was formed after Yum Group recalled the Pizza Hut brand from MINT in 2000), extending the franchise period of existing brands and acquiring new brands (The Coffee Club, Riverside, and Thai Express). Currency fluctuation. The strengthening of the baht will cause foreign visitors to pay more for their tour packages and be more careful with their spending. Thai tourisms competitive advantage in terms of value for money may be affected by a stronger baht. Increasing competition. A significant increase in new supply from other hotel operators in the luxury segment would be a downside risk to MINTs margins and earnings. Execution risks. Since growth over the next five years will be overseas-driven, MINT may face unexpected difficulties in executing its expansion plans. When MINT expands internationally through acquisition, it mitigates this risk by keeping the founders of the acquired company for a certain period of time. MINT has a sales-and-purchase agreement with the founders where MINT will pay them additional amounts in the next few years if the acquired company meets certain financial performance thresholds.
Hotel Sector
51
52
Hotel Sector
Hotel Sector
53
54
Hotel Sector
THAILAND
4 July 2013
Initiate Coverage
BUY
Share Price Target Price Upside Bt3.74 Bt5.60 +49.7%
Company Description The Erawan Group is a leading hotel investment company in Thailand. Its hotel portfolio spans from luxury to mid-range and economy hotels across Thailands major tourist destinations. Stock Data GICS sector Consumer Discretionary Bloomberg ticker: ERW TB Shares issued (m): 2,251.2 Market cap (Btm): 8,419.7 Market cap (US$m): 271.3 3-mth avg daily t'over (US$m): 1.8 Price Performance (%) 52-week high/low 1mth 3mth 6mth (25.2) (34.4) (15.8) Major Shareholders Wattanavekin family Vongkusolkit family FY13 NAV/Share (Bt) FY13 Net Debt/Share (Bt) Price Chart
ERAWAN GROUP PCL/THE Erawan Group Pcl/The/SET Index
Year to 31 Dec (Btm) Net turnover EBITDA Operating profit Net profit (rep./act.) Net profit (adj.) EPS (Bt) PE (x) P/B (x) EV/EBITDA (x) Dividend yield (%) Net margin (%) Net debt/(cash) to equity (%) Interest cover (x) ROE (%) Consensus net profit UOBKH/Consensus (x)
2011 3,756 904 259 491 (176) (0.1) n.m. 2.3 18.4 2.1 13.1 196.6 2.2 14.6 -
2012 4,302 1,202 561 106 101 0.0 83.4 2.4 13.9 0.5 2.5 212.7 3.1 3.0 -
2013F 4,933 1,447 760 1,100 240 0.1 39.1 1.9 11.5 4.4 22.3 166.2 3.3 26.5 1,044 0.23
2014F 5,651 1,737 983 378 378 0.2 24.8 1.9 9.6 1.5 6.7 192.2 3.5 9.1 396 0.95
2015F 6,484 2,037 1,187 494 494 0.2 19.0 1.8 8.2 2.0 7.6 191.7 3.9 11.4 425 1.16
7.00
6.00
5.00
4.00 140 3.00 110 80 Volume (m) 200 0 Jul 12 Sep 12 Nov 12 Jan 13 Mar 13 May 13 Jul 13
2.00 400
Source: Bloomberg
Investment Highlights
To be Thailands largest listed hotel investment company by 2015. Starting with two luxury hotels in Bangkok, ERW targets to become the largest listed hotel investment company in Thailand by 2015. The number of owned hotels will increase to over 20 with over 5,000 rooms in 2015, up from only 899 rooms in 2006. The companys strategy is to expand its hotel portfolio through investments in ownedequity hotels, with a focus on the economy and mid-range segments in Thailand. It is looking for investment opportunities in the CLMV countries, ie Cambodia, Laos, Myanmar and Vietnam. Note that ERWs properties are managed by international hotel chains such as Hyatt, Marriott, IHG, Starwood and Accor. Its new hotel development pipeline includes Holiday Inn Pattaya Extension (200 rooms), scheduled to open in 3Q14, and Mercure Pattaya (210 rooms), slated to open in 4Q14. Key beneficiary of promising Thai tourism outlook. As a pure-play hotel owner, ERW is expected to be a key beneficiary of Thailands tourism boom. The Tourism Authority of Thailand expects international tourist arrivals to reach 30.0m (+10.4% CAGR) in 2015. The outlook for Thai tourism is quite promising, supported by: a) the rise of global mega-trends, including Asia becoming a new growth engine; rising spending power of the middle class, especially in Russia, India and China; and lowcost carriers making air transport more affordable; and b) Thailands attractiveness. We expect ERWs revenue from the hotel business to grow strongly at a CAGR of 15.1% per year in 2013-15 due to solid hotel demand and improving core operations in all segments. Well-diversified revenue streams from luxury and non-luxury segments. We estimate ERWs revenue from the non-luxury segment to grow at a stronger 25.3% CAGR in 2013-15, driven by the opening of new hotels and solid market fundamentals with a favourable demand-supply balance. Meanwhile, its luxury segment is expected to grow at an 8.2% CAGR on the back of renovations at existing hotels and the turnaround of its Naka Island Resort in Phuket. Contribution from the non-luxury segment is likely to increase to about 45% of total hotel revenue in 2015 from 35% in 2012. Enhancing returns to shareholders through hotel monetisation programme. ERW sold Ibis Patong Phuket and Ibis Pattaya hotels worth Bt1,831m to Erawan Hotel Growth Property Fund (ERWPF) in Apr 13. We estimate the gain from the asset disposal at Bt860m, to be booked in 2Q13. In addition, net cash flow of Bt920m from the disposal will bolster ERWs war chest for additional hotel investment by almost Bt2b. The company plans to continue divesting its hotel property to ERWPF at a rate of about one hotel per year. The asset monetisation programme will help to boost the bottom line, lower the D/E ratio and enhance dividend yield. Initiate with BUY and target price of Bt5.60, by applying 13.0x EV/EBITDA to our 2014F EBITDA. Our target price is also equivalent to an 18% discount to our RNAV (based on the number of fully-diluted shares to factor in the exercise of ERW-W2 and ESOP#3). The potential upside to our earnings forecasts should come from the gains from asset sales to ERWPF in the future. Risk factors. Key risks to our investment case for ERW include: a) political instability, b) an external shock to global or Thailand-specific tourism, c) currency fluctuation, and d) increasing competition.
ERWs strategy is to expand its hotel portfolio by focusing on the economy and midrange segments.
As a pure-play hotel owner, ERW would likely be a key beneficiary of Thailands tourism boom.
Contribution from the nonluxury segment is likely to increase to 45% of total hotel revenue in 2015 from 35% in 2012.
We estimate the gain from the sale of Ibis Patong and Ibis Pattaya hotels at Bt860m, to be booked in 2Q13.
Initiate coverage with BUY and target price of Bt5.60, pegged at 13.0x EV/EBITDA.
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Hotel Sector
Valuation
We initiate coverage on ERW with a BUY rating and target price of Bt5.60, which is derived by applying 13.0x EV/EBITDA to our 2014F EBITDA. Note that EV/EBITDA of 13.0x is in line with ERWs historical average EV/EBITDA since 2006. Our target price is also equivalent to an 18% discount to our RNAV (based on the number of fully-diluted shares to factor in the exercise of ERW-W2 and ESOP#3). We use replacement value per room of existing hotels, including Grand Hyatt Erawan, JW Marriott, Renaissance Koh Samui Resort & Spa, The Naka Island, mid-scale hotels, and Ibis hotels, as well as the replacement value for its non-hotel property (Erawan Bangkok). For hotels under development, we use capex as replacement cost for new hotel projects. ERWs RNAV per share is valued at Bt6.83. ERW is currently trading at 9.9x 2014F EV/EBITDA below its historical mean. ERW is likely to be re-rated due to its outstanding earnings growth in 2013-15 and catalysts from future asset monetisation. Figure 1: EV/EBITDA Method
Hotel business: EV/EBITDA multiple method 2014F EBITDA from hotel & mixed use business (Btm) EV/EBITDA multiple (x) EV (Btm) 2014F Net debt (Btm) No. of fully diluted shares (m) Equity value per share (Bt) 1,783.5 13.0 23,221.6 9,194.8 2,505.0 5.60
Figure 2: RNAV
Hotel Business Grand Hyatt Erawan JW Marriott Renaissance Koh Samui Resort & Spa The Naka Island, a luxury Collection Courtyard by Marriott Holiday Inn Pattaya Mercure Siam Ibis Sathorn Ibis Nana Ibis Riverside Ibis Siam Ibis Kata Ibis Samui Bophut Ibis Hua Hin Holiday Inn Extension - under development Mercure Pattaya - under development Investment in ERWPF Land for future development Total Hotel Non-hotel Business Erawan Bangkok Total Non-hotel Total value Less: Net debt end of 2014 Proceeds from exercise of ERW-W2 and ESOP#3 Equity value No. of fully diluted shares RNAV per share (Bt) Target price (18% discount to RNAV) No of rooms 380 441 78 67 316 367 189 213 200 266 189 258 209 200 200 210 Avg replacement value per room (Btm) 14.0 12.0 12.0 26.0 8.0 8.0 8.0 2.5 2.5 2.5 2.5 2.5 2.5 2.5 Ownership (%) 73.6 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 20.0 100.0 Ownership (%) 100.0 Replacement value (Btm) 3,917.6 5,292.0 936.0 1,742.0 2,528.0 2,936.0 1,512.0 532.5 500.0 665.0 472.5 645.0 522.5 500.0 1,297.5 812.5 350.4 124.8 25,286.4 Replacement value (Btm) 266.7 266.7 25,553.1 (9,194.8) 739.3 17,097.6 2,505.0 6.83 5.60
Hotel Sector
57
Source: ERW
2007
2008
2009
2010
2011
2012
2013
58
Hotel Sector
Financials
Hotel growth strategy. ERWs growth strategy since 2005 has been to expand and diversify its hotel portfolio in terms of segment and destination. Prior to 2005, the company had only two luxury hotels: Grand Hyatt Erawan and JW Marriott in Bangkok. At present, its hotel portfolio consists of 16 hotels spanning across the luxury, mid-range and economy segments with 3,885 rooms in total, all under hotel management partnerships with world-class hotel operators. ERW targets to become the largest listed hotel investment company in Thailand by 2015. The number of owned hotels will increase to over 20 with over 5,000 rooms in 2015, up from 821 rooms in 2004. Its strategy over the next three years is to expand its hotel portfolio through investments in owned-equity hotels, with a focus on the economy and midrange segments in Thailand and ASEAN. The integration of ASEAN Economic Community (AEC) in 2015 forms a new economic landscape and creates opportunities for Thailand to become a strategic hub for AEC. This will increase demand for business travel and create new opportunities for ERW to invest in provincial Thailand and the CLMV countries. Note that ERW does not have its own brand. All of its hotel properties are managed by international hotel managers such as Hyatt, Marriott, IHG, Starwood and Accor. ERWs new hotel development pipeline includes Holiday Inn Pattaya Extension (200 rooms), scheduled to open in 3Q14, and Mercure Pattaya (210 rooms), slated to open in 4Q14. In addition, the company has purchased land in border provinces such as Ubonratchathani, Mukdahan and Kanchanaburi for future hotel development. Figure 5: Hotel Rooms By Segment
(Rooms) 5,000 18 h o t e ls 4,500 16 h o t e ls 4,000 13 h o t e ls 3,500 2 ,0 4 7 3,000 2 ,0 4 7 9 h o t e ls 1,6 58 2,500 2,000 934 3 h o t e ls 12 8 2 1,500 2 h o t e ls 8 72 683 3 16 1,000 966 966 966 966 500 899 821 0 1997- 2006 2008 2010 2012 2014F 2004 Luxury Mid-scale Economy
ERWs strategy in 2013-15 is to expand its portfolio through investments in owned-equity hotels with a focus on the economy and mid-range segments in Thailand and ASEAN.
2010
2012
2014F
Mid-scale
Economy
Hotel Sector
59
583 287
Luxury
1031
2194
2194
Mid-scale
0 19972004 Bangkok 2006 2008 2010 Samui 2012 Phuket 2014F Hua Hin
Economy
Pattaya
Pattaya Pattaya
Midscale Midscale
3Q14 4Q14
100.0% 100.0%
Freehold Freehold
Source: ERW
Key beneficiary of promising Thai tourism outlook. As a pure-play hotel owner, we see ERW as a potential key beneficiary of Thailands tourism boom. The Tourism Authority of Thailand expects international tourist arrivals to achieve a new record of 24.5m (+10% yoy) in 2013. The outlook for Thai tourism is quite promising, supported by: a) the rise of global mega-trends, including Asia becoming a new growth engine; rising spending power of the middle class, especially in Russia, China and India; and low-cost carriers making air transport more affordable; and b) Thailands attractiveness.
As a pure-play hotel owner, ERW is likely to be a key beneficiary of Thailands tourism boom.
60
Hotel Sector
75% 22.3
79% 24.5
82% 27.3
(m) 35 30 25 20 15 10 5 0
Ocenia 5%
US 13%
2008 2009 2010 2011 2012 2013F2014F2015F Foreign tourist arrivals (million) Average occupancy
China 6%
Source: ERW
To reap the benefits of the tourism boom and maximise its competitive edge, ERW has implemented an asset improvement programme to improve its returns on investment. Grand Hyatt Erawan Hotel has renovated all of its rooms in 2012-13. About 60% of the rooms completed renovation in 2012 and the rest will be completed around end-3Q13. The company expects to raise room rates after the completion of the renovation programme. Another driver for ERWs operations is the turnaround of The Naka Island, A Luxury Collection Resort & Spa, Phuket, which was rebranded from Six Senses in Nov 11. We expect Naka Islands EBITDA to turn positive in 2013 and its bottom line to turn positive in 2015. Given the countrys promising tourism prospects and ERWs asset improvement programme, the companys overall RevPar is likely to grow at a 9.1% CAGR per year in 2013-15. Figure 12: Asset Improvement Programme (2011-15)
Hotel Property Renaissance Samui Ibis Samui Naka Island JW Marriott Bangkok Courtyard Bangkok Grand Hyatt Erawan Details Renovation of villas in 2011 Room portfolio adjustment in 2011 Rebranding from Six Senses to A luxury collection in 2011 New meeting venue in 2012 Executive lounge in 2012 All room renovation in 2012-13
Source: ERW
79%
82% 84%
(Bt) 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 2010 2011 2012 2013F 2014F
+36.5 +33.2 +53.1 +16.0
2008 2009 2010 2011 20122013F2014F 2015F ARR RevPar Occupancy rate
Source: ERW
Hotel Sector
61
ERWs revenue from the hotel business is expected to increase strongly at a CAGR of 15.1% per year over the next three years, driven by improving core operations in all segments. Figure 15: Revenue Of Hotel Business (2007-15F)
(Btm) 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 2007 2008 2009 2010 2011 2012 2013F 2014F 2015F
15.1% C AGR
Well-diversified revenue streams from luxury and non-luxury segments. We expect ERWs revenue from the non-luxury segment to grow at a stronger 25.3% CAGR in 2013-15, driven by the opening of new hotels and solid market fundamentals with a favourable demand-supply balance. Meanwhile, its luxury segment is expected to grow at an 8.2% CAGR on the back of the renovation of existing hotels and the turnaround of its Naka Island in Phuket. ERWs hotel revenue will diversify into non-luxury segments. Contribution from the non-luxury segment is expected to increase to 45% of total hotel revenue in 2015 from 35% in 2012. Meanwhile, the contribution from the luxury segment is expected to drop to 55% of total revenue in 2015 vs 65% in 2012. Figure 16: Revenue Mix By Segment
(%) 100% 80% 60%
100 99 65 61 60 55
Contribution from the nonluxury segment is likely to increase to 45% of total hotel revenue in 2015 from 35% in 2012.
1 35 39 40 45
3,500 3,000 2,500 2,000 1,500 1,000 500 0 2011 2012 Luxury hotel 2013F 2014F 2015F
40% 20% 0% 2004 2007 2012 Luxury 2013F 2014F 2015F Non Luxury
62
Hotel Sector
Enhancing returns to shareholders through hotel monetisation programme. ERW sold Ibis Patong Phuket and Ibis Pattaya hotels worth Bt1,831m to ERWPF in Apr 13. We estimate the gain from the asset disposal at Bt860m, to be booked in 2Q13. The company used the proceeds from the disposal to repay debt, invest 20% in ERWPF, and pay dividends to shareholders. The remaining net cash flow of Bt920m will bolster ERWs war chest for additional hotel investment by almost Bt2b. The company will use the asset monetisation programme as an ongoing financial vehicle for ERWs future asset monetisation and potential asset acquisitions. The asset monetisation programme helps boost the bottom line, lower the D/E ratio and enhance dividend yield. ERW plans to divest its hotel property to ERWPF at a rate of about one hotel per year. Note that we have not factored the hotel monetisation programme into our forecasts for 2014 and beyond. The asset sales to ERWPF in the future should provide potential upside to our earnings forecasts. Figure 18: Hotel Monetisation Programme
Source: ERW
Funding the growth. ERW has set the capex budget for 2013-15 at about Bt6.4b, which will be used for new hotel developments, an asset improvement programme, regular maintenance, and new investment opportunities. Capex will be financed through operating cash flows, new debt, proceeds from asset sales to ERWPF, and proceeds from the exercise of ERW-W2 and ESOP#3. Figure 19: Capex (2012-15F)
(Btm) 3000 2500 2000 1500 1000 500 0 2012 2013F 2014F 2015F
1,200 2,400 2,000 2,000
2008
2009
2010
2011
2012
2013F
Gain from asset sale EBIT DA from core operations D/E ratio
Hotel Sector
63
Earnings outlook. We expect ERWs net profit to hit a record high of Bt1,090.8m in 2013, a surge of 930.2% yoy due to strong demand growth in the luxury and nonluxury segments, improving performances at its existing hotels, contributions from new hotels, and the Bt860m gain from the asset disposal. Stripping out the gain from the disposal, ERWs profit from core operations is likely to increase 128.5% yoy to Bt230.8m in 2013. Figure 21: EBITDA & EBITDA Margin Figure 22: Net Profit, Normalised Profit & Normalised Profit Growth
(%)
29.8% 31.6% 32.2% 29.3% 30.2% 24.7% 24.1% 25.8%
(Btm) 1,200 1,000 800 600 400 200 0 -200 -400 2007 2008 2009 2010 2011 2012 2013F2014F2015F Net profit Normalized profit
+32.6% +55.7% +128.5%
2008 2009 2010 2011 2012 2013F2014F2015F EBIT DA from core operations EBIT DA margin
64
Hotel Sector
Company Background
ERW is a leading hotel investment company in Thailand. Founded in 1982 by the Vongkusolkit, Wattanavekin and Janewattanavit families, it was listed on the Stock Exchange of Thailand in 1994. Its hotel portfolio spans from the luxury to mid-range and economy segments spread across Thailands major tourist destinations. The company owns 16 hotels with 3,885 rooms, all under hotel management partnerships with world-class hotel operators Hyatt, Marriott, IHG, Starwood and Accor. Its investments include Erawan Bangkok, an upscale shopping mall adjacent to Grand Hyatt Erawan Bangkok. As of 15 Mar 13, ERWs major shareholders included the Wattanavekin (30.0%) and Vongkusolkit (29.8%) families. Chase Nominees Limited and KBANK Flexible Equity Fund held 1.7% each. Figure 23: Revenue By Segment
(%) 100% 80% 60% 40% 20% 0% 2008 2009 Luxury BKK Economy 2010 2011 2012 Luxury Resort Midscale Rental
73
ERWs hotel portfolio ranges from luxury to mid-range and economy hotels across Thailands major tourist destinations.
12 2 8 5
1 1 9 9 6
1 1 1 3 1 4 6%
6 1 5 1 7 6%
3 1 7 1 7 7
65
56
56
56
Source: ERW
Hotel Sector
65
Risk Factors
Political uncertainty. Political instability i.e. a military coup in 2006, airport closure in 2008, and red-shirt protests in 2010, hit the countrys tourism sector severely as potential tourists shied away from Thailand. The recurrence of political unrest would adversely affect ERWs hotel operations. An external shock to global or Thailand-specific tourism. Epidemics, natural disasters, the global economic slowdown and deterioration of Thailands economic outlook would affect demand in the tourism sector and could also be a source of downside risk to our earnings forecasts for ERW. Currency fluctuation. The strengthening of the baht will mean foreign visitors have to pay more for their tour packages, so they will be more careful with their spending. Thai tourisms competitive advantage in terms of good value for money may be affected by the stronger baht trend. Increasing competition. A significant increase in new supply by other hotel operators, particularly in the non-luxury segment, would pose a threat to ERWs profit margin and earnings outlook.
Key risk factors include political uncertainty, an external shock to global or Thailand-specific tourism, currency fluctuation and increasing competition.
66
Hotel Sector
Hotel Sector
67
68
Hotel Sector
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