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Bank of America Merrill Lynch Conference, New York
March 3rd, 2015
This presentation contains forward‐looking statements. Forward‐looking
statements are subject to various risks and uncertainties that could cause
our actual results to differ materially from these statements and should be
considered in conjunction with cautionary statements and risk factor
discussions in our filings with the SEC, including our last annual report on
Form 10K and subsequent reports on Form 10Q. Starbucks assumes no
obligation to update any of these forward‐looking statements or
information.
Please refer to the footnote within a particular slide or to the table at the end
of this presentation to find reconciliations of non‐GAAP financial measures
noted in this presentation with their corresponding GAAP measures.
Global Revenue Growth Global Operating Margin*
Global Comp Sales Growth Earnings Per Share*
+21% FY15 Target
+22% +16% to 18%
+18%
7% 7% 6% 5% $2.19 $2.66
$1.79
$0.80
* FY13, FY14 and 1Q15 Operating Margin and EPS are Non‐GAAP. FY13 and FY14 EPS growth rates are based on Non‐GAAP EPS. FY15 EPS growth target range is calculated
based on Non‐GAAP EPS. A reconciliation of GAAP to Non‐GAAP measures can be found at end of this presentation.
Strong global growth
AMERICAS EMEA
$11,981
$11,001
$9,936
$1,295
23.4% $1,141 $1,160
21.5% 9.2%
20.3% 5.5%
0.6%
CAP CHANNEL DEVELOPMENT
$1,546
$1,130 $1,399
$1,273
$917
$721 36.0%
29.7%
35.0% 35.0% 33.0% 26.7%
1 2 3 4 5 6 7
BE THE LEAD GROW CREATE CPG BUILD EXTEND
EMPLOYER IN THE NEW BRAND TEAVANA DIGITAL
OF CHOICE COFFEE STORE OCCASIONS GROWTH ENGAGEMENT
PORTFOLIO
1 Be the employer of choice
INVESTING IN OUR PARTNERS IS A KEY SRATEGY FOR DRIVING FUTURE GROWTH
• Industry‐leading wages
• Beverage, food and merchandise
benefits
• Technology/Tools
• Healthcare for eligible partners
• Bean Stock
• College Achievement Plan
2 Lead in coffee
CONTINUED INNOVATION WITHIN OUR COFFEE CORE
• Drive Thru • Licensed
• Drive Thru only • Starbucks Reserve®
• Kiosks • Flagships
• Walk Thru • Mobile
4 Grow incremental occasions
DRIVING TRANSACTION AND DAYPART GROWTH THROUGH INNOVATION
OWN GO BIG
REFRESHMENTS EXTEND
THE MORNING ON LUNCH AND SNACKS THE 3RD PLACE
5 Extend CPG brand growth globally
LEAD IN PREMIUM SINGLE CUP; EXPAND RTD INTERNATIONALLY
U.S.
U.S.
• LEVERAGE
– Starbucks® stores
– Ready‐to‐drink/CPG
• INNOVATE AND CREATE
– Tea products and formats
– Tea Bars
7 Leader in Loyalty, Digital and Card
POWERFUL MOBILE ECOSYSTEM
+ + =
Mobile: Grow loyalty through mobile commerce
MOBILE ORDER AND PAY
PICK‐UP DELIVERY
• Portland, OR • Most requested
• Q1 customer idea
• 150 stores
• Integrated into
• Pacific Northwest Starbucks® app
• Q2
• 600+ stores • Select markets mid‐
to late CY15
• US co‐operated
• CY15 • Potential models
• 7,300+ stores – Starbucks Green
Apron
– Contracted
MSR: Driving net revenue through personalized marketing
PERSONALIZED MORE REFINED PERSONALIZED MARKETING
MARKETING TARGETING, INCREMENTALNET REVENUE
ENGINE IS CHANNELS, CONTRIBUTION
EVOLVING TO AND SMARTER FY12‐FY16
BECOME MORE USE OF
EFFICIENT AND INCENTIVES
EFFECTIVE
$0
$1.6B
Over the past 4 years
• Best in class ROIC
$1.1B
$1.2B • Operating cash flows 2X
$0.8B
$0.9B
• Dividend payout 2X
$0.5B $0.6B • Cash returns ~2X
$0.4B
Operating Cash Flow
$0.5B $ millions
$0.8B
$0.6B $0.5B $0.2B
$0.5B
$0.2B
$3,372
$2,908
FY11 FY12 FY13 FY14 1Q15 $1,612 $1,750
Buybacks Dividends
FY11 FY12 FY13 FY14*
* FY14 operating cash flows is a non‐GAAP measure. Operating cash flows growth rate is based on non‐GAAP operating cash flows: FY14 GAAP
operating cash flows of $608 million have been adjusted to exclude the $2.8 billion cash payment in FY14 related to the Kraft arbitration matter.
Seven strategies for growth
MULTIPLE LAYERS OF GROWTH OPPORTUNITIES
1 2 3 4 5 6 7
BE THE LEAD GROW CREATE CPG BUILD EXTEND
EMPLOYER IN THE NEW BRAND TEAVANA DIGITAL
OF CHOICE COFFEE STORE OCCASIONS GROWTH ENGAGEMENT
PORTFOLIO
Invest in Build our Increase the Grow store Focus on the Create a Drive
partners leadership scale of the usage across Starbucks second major convenience and
capable of position Starbucks dayparts with brand to business in brand
delivering a around store footprint new product unlock tea engagement
superior coffee with offers profitable through mobile
customer disciplined growth rarely commerce
experience expansion seen in CPG platforms
Margin Improvement: COGS, G&A, Prioritization
Levers of margin improvement
COGS AND G&A
COGS
• $1BN savings over next 4 years; $200M identified in 2015
• Specific, disciplined work‐stream approach
G&A
• Reduce run rate by $100M; all identified for 2015
• Prioritization and Efficiency
* FY15 growth guidance excludes future costs related to leadership conferences and donations made to the Starbucks Foundation, as well as incremental revenues, future transaction
and integration costs, and support costs related to the acquisition of Starbucks Japan.
Nominal coffee impact for FY15
94% PRICED FOR FY15
ARABICA “C” PRICE/LB VERSUS SBUX P&L PRICE/LB YOY COFFEE PRICE IMPACT TO SBUX P&L
SBUX
$3.00 Apr 2011 ARABICA YOY
P&L
$2.82 FY “C” IMPACT
$2.80 PRICE
PRICE/LB* TO OI
/LB*
$2.60
$1.80
$110‐
$1.60 Feb 25, 2015 FY14 $1.58 $1.82
120M**
$1.40
$1.40
FY15 ROUGHLY FLAT
$1.20 n/a
(PLAN) TO FY14
$1.00 Nov 2014
$1.06 * Green coffee
** Net coffee benefit of $0.09 ‐ $0.10 per share, which reflects gross
coffee impact partially offset by pricing changes in CPG as well as routine
FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 investments in the business.
ʺCʺ Price SBUX Price
Continued long term high growth outlook
BUILDING ON 4 CONSECUTIVE YEARS OF 15%+ EPS GROWTH*
HALF OF >25%
MID‐SINGLE REVENUE
10%+ GROWTH 15‐20% INCREASING
DIGITS
(in FY15) 50‐100 BPS/YR
* Based on Non‐GAAP EPS. A reconciliation of GAAP to Non‐GAAP measures can be found at the end of this presentation.
** FY15 growth guidance excludes future costs related to leadership conferences and donations made to the Starbucks Foundation, as well as incremental
revenues, future transaction and integration costs, and support costs related to the acquisition of Starbucks Japan.
*** ROIC defined as NOPAT/Average Invested Capital. NOPAT adjusted for implied lease interest expense; average invested capital includes present
value of minimum lease obligations and excludes cash, cash equivalents and short‐ and long‐term investments.
Uniquely positioned to
deliver significant
shareholder value
Clear strategic Innovation
execution as core
framework competency
Best in class Incremental
operations global growth
opportunities
Additional
Strong margin
financial expansion
discipline opportunities
© 2015 STARBUCKS COFFEE COMPANY. ALL RIGHTS RESERVED.
Non‐GAAP Reconciliation
Non‐GAAP EPS RECONCILIATION FY10 FY11 FY12 FY13 FY14 Q1 FY15 FY15 (Projected)
GAAP $ 1.24
Restructuring charges and impact of 53rd week $ (0.01)
Non‐GAAP $ 1.23
GAAP $ 1.62
Gains from Switzerland/Austria acquisition/sale of properties $ (0.10)
Non‐GAAP $ 1.52
GAAP $ 1.79
GAAP $ 0.01
Litigation charge resulting from Kraft Arbitration $ 2.25
Gain on sale of equity in Mexico joint venture $ (0.03)
Gain on sale of equity in Chile and Argentina joint ventures $ (0.03)
Non‐GAAP $ 2.19
GAAP $ 2.71
Litigation credit resulting from Kraft Arbitration $ (0.02)
Net benefit from transactions in Q4 2014 (1) $ (0.03)
Non‐GAAP $ 2.66
GAAP $ 1.30
Starbucks Japan acquisition‐related items ‐ gain (2) $ (0.51)
Starbucks Japan acquisition‐related items ‐ other (3) $ 0.02
Non‐GAAP $ 0.80
GAAP $3.53 ‐ $3.58
Starbucks Japan acquisition‐related items ‐ gain (2) ($0.51) ‐ ($0.51)
Starbucks Japan acquisition‐related items ‐ other (3) $0.07 ‐ $0.06
Non‐GAAP $3.09 ‐ $3.13
(1)
The net benefit from transactions in Q4 2014 relates primarily to a $0.05 gain on the sale of our Malaysia equity method investment, partially offset by a loss on the sale of
our Australia retail operations and transaction costs incurred in Q4 FY14 related to the acquisition of Starbucks Japan.
(2)
Gain represents the fair value adjustment of Starbucks preexisting 39.5% ownership interest in Starbucks Japan upon acquisition.
(3)
Includes ongoing amortization expense of acquired intangible assets and transaction and integration costs.
(4)
Includes a portion of the transaction costs incurred in Q4 FY14 related to the acquisition of Starbucks Japan and costs related to the sale of our Australia retail operations
in Q4 FY14. The remaining majority of the impact from these transactions is included in net interest income and other.