presentation to morgan stanley wealth management for ... · 10/12/2011 · integration combined...
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Presentation to Morgan Stanley Wealth Management Forum
12 October 201112 October 2011
Snowball Group Limited intends to seek shareholder approval at its annual general meeting to change its name to SFG Australia Limited.
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Important Notice & DisclaimerThis presentation is for general information purposes only and should be read in conjunction with the Annual Report lodged bySnowball Group Limited (Snowball) with the ASX on 28 September 2011. It does not purport to provide recommendations or opinions in relation to specific investments or securities
p
in relation to specific investments or securities.
This presentation has been prepared in good faith and with reasonable care. Neither Snowball nor any other person makes any representation or warranty, express or implied, as to the accuracy, reliability, reasonableness or completeness of the contents of this presentation (including any projections, forecasts, estimates, prospects and returns, and any omissions from this presentation). To the
i t t itt d b l S b ll d th i ti ffi l d d i di l i d l d ll li bilit fmaximum extent permitted by law, Snowball and their respective officers, employees and advisers disclaim and exclude all liability for any loss or damage (whether or not foreseeable) suffered or incurred by any person acting on any information (including any projections, forecasts, estimates, prospects and returns) provided in, or omitted from, this presentation or any other written or oral information provided by or on behalf of Snowball.
It is not intended that this presentation be relied upon and the information in this presentation does not take into account your financial objectives, situations or needs. Investors should consult with their own legal, tax, business and/or financial advisers in connection with any investment decision.
All numbers are as at 30 June 2011 unless otherwise stated.
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Agenda
Group overview & market positioning
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Industry trends
Summary
Questions
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GROUP OVERVIEW & MARKET POSITIONINGPOSITIONING
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Group overviewpA leading non‐aligned client focused financial advice & end to end wealth management firm with unique
national footprint, targeting high net worth & affluent client segments
• Three complementary quality advice business models: Employee (Shadforth/Outlook); Affiliate (Western Pacific); B2B Services (third party)
• Benefit of integrated services across and exposure to the entire client
Unique footprint
Benefit of integrated services across and exposure to the entire client value chain: advice, administration platforms, portfolio construction, insurance (general and risk), finance broking, stockbroking, corporate superannuation and other related services
• Significant scale, earnings, market position and capitalisationSignificant scale, earnings, market position and capitalisation
• Experienced management team, with strong transaction execution and integration credentials
• Aligned interests of management, advisers and staff with shareholders
ShadforthOutlookWestern Pacific
FY11 FUMA FY11 Revenue by State
VIC
$11.6bn$9.8bn
FY11 Revenue by Type
Financial AdvicePortfolio administrationInsurance & mortgage brokingNSW
WA QLDTASSA
$3.7bn
Insurance & mortgage brokingPortfolio managementStockbrokingAssociates & License
5FUM FUAdmin FUA
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Business model
HNW Clients Affluent Clients
“Best Advice”“Best Advice”
Affiliate adviser model18 practices &
37 advisers nationally9% of Op Revenue
B2B Services modelAdviser Services, Platforms & Funds5% of Op Revenue
End to end Employee adviser model19 offices & 126 employed
advisers nationally 86% of Op Revenue 9% of Op. Revenue 5% of Op. Revenue86% of Op. Revenue
Segmented Client, Adviser & Practice Service Propositions | Support Services & Products
Implementation
Integrated capability across the value chain
Adviser Support Services
Implementation Services
(Platforms, RE)
Portfolio Construction & Management
Corporate Services
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Positioning in the client value chain v. landscapeg pVertically
integrated modelsSnowball
Advice first, with scale & best Traditional dealer group models
Client
gAMP, Major banks of breed implementation
across the client value chain Key differentiatorsCount, DKN, unlisted dealer groups, others
→ Directly connected to the
client through end to endClientClient Client
Advice & Implementation
Advice & Implementation
→ Core competency targeting HNW and Affluent clients
Advice & Implementation
client through end to end Shadforth adviser model
ew
ClientClient
Implementation Implementation
Dealer Services Dealer Services→ “Best Advice” and non‐
aligned focus aims to deliver titi d t
Implementation
Dealer Servicescy o
verv
ie
Platform / Admin Manufacturing
Portfolio Admin Packaging
a competitive advantage
→ Selector of best of breed services – sufficient scale to maintain influence
Portfolio Admin Packagingom
pete
nc
Portfolio & Product Manufacturing
Portfolio Construction &Management
Manufacturing Packaging to maintain influence
→ Selector of best of breed products, manage the manager approach
Portfolio Construction &Management
Packaging
Co
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Manufacturing & Management manager approach& Management
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Advice business models key to consolidationySnowball’s advice business models are designed to appeal to the mindset & preferences of a range of advisers, practices & dealer groups
End to end Employee adviser model
Affiliate adviser model B2B Services model
• Advisers/client books or practice principals seeking to become an employee or retire and manage the transition of their clients
• Small – mid sized dealer groups seeking to leverage off the Group’s scale and offers, while retaining their community and
• Typically practices and small –mid size dealer groups seeking to leverage off the Group’s scale and offers in a third partythe transition of their clients
• Typically firms with $200m+ in FUA, $2m+ in gross revenue and 3 – 6 principal advisers
retaining their community and culture
• Typically dealer groups with c. 50+ advisers and $1bn+ in FUA, transacted via sale of % of group
scale and offers in a third party services type manner
• Provides scale, efficiency benefits and best practice l ti t thi d ti h• Model can be used to assist to
facilitate succession planning
transacted via sale of % of group gross revenue and coupled with retention mechanisms
• Assists entrepreneurial principals
solutions to third parties who wish to maintain total control of their own destiny
• Provides for natural acquisition to grow while operating within a prescribed compliance framework
pipeline over time (and if appropriate)
E i d t t t t & i t t
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Experienced management team to source, execute & integrate
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Client segmentation – high level approachClient Segmentation dimensions Personal clients market coverage
End‐to‐end Employee adviser model
g g ppets)
$10m Holistic Advice
Target market
vestable asse
Traditional client base
Specific Advice
ket
t orth
Wealth
(inv Scaled
Advice
General
Mass Mark
Affluen
t
High Net W
o
A l t P ti R ti
General Advice
Execution
H
Life stage
Accumulator Pre‐retiree Retiree
Group advice capability
Target market
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Group advice capability
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Client value chain scaleFUMA scale, revenue method & key infrastructure
FUA: $11 6bn FUAdmin: $9 8bn FUM: $3 7bn
Financial Advice & Service Fees(FUA margin & fee revenue)
Portfolio Administration Income(FUAdmin margin)
Portfolio Management Income(FUM margin)
FUA: $11.6bn FUAdmin: $9.8bn FUM: $3.7bn
Administration & transaction services infrastructure
Portfolio construction services infrastructure
Advice business models & core advice capability
++100% owned portfolio construction and fund of fund manager. Manages 14 funds across major asset classes Expertise
Wrap platform and MDA service provider. Snowball holds Trustee/Operatoroption supported by Colonial back office asset classes. Expertise
utilised across Group investment committees
Diversified, low cost core sector funds, purpose
Colonial back office
Wrap platform provider
Wrap platform providerp p
built for the group. RE option likely to be taken up by the Group in FY12
Low cost platform provider
Stockbroking back office administration outsourcing partner
“Best Advice”“Best Advice”p
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Group FY12 initiatives
New Holding Company Name – SFG Australia Limited to be proposed to Shareholders at AGM
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• Completed detailed integration
Integration & BAU
• Refinement of Officium Funds
FY12 Enhanced Offers
• Disciplined and focused
M&A
planning and in‐sourced senior project management competency
• Programs in place and many 31‐
strategy including Group multi‐and single sector portfolios
• Review of go‐forward combined administration platform
acquisition parameters:
• Strategic
• Value accretivePrograms in place and many 31December phases complete early
• Focus on maintaining
administration platform offerings in progress
• Extend Managed Portfolio Service (MPS) to all advice
• Within risk appetite
• Specifically 2 acquisitions in advanced due diligence phase,
momentum in business as usual
• Launched Strategic Fixed Interest Portfolio to Shadforth clients – $560m committed to
models
• Deliver enhanced segmented services value propositions for clients advisers and practices
and others in pipeline
• Continue to examine transformational deals, post integrationclients $560m committed to
dateclients, advisers and practices integration
Develop non‐aligned advice leadership
Broaden services to capture organic growth
Drive synergies from consolidation
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Update on integration & expected synergies
Completed 1‐Jan‐12 1‐Apr‐12 30‐Jun‐12
On track to deliver $5m in annualised synergies in FY13, gross of integration costs
p g p y g
Completed 1 Jan 12 1 Apr 12 30 Jun 12
Governancestructure
Risk management framework defined for merged group & new operating & governance structure implemented
Corporate Services Integration
go e a ce s uc u e p e e ed
Financial Systems & functions substantially merged Outsourced non‐core functions― Corporate IT integration in progress
Client & AdviserTransitioning
Integration of Shadforth &
Outlook
Review of adviser capacity in merged group implemented Rationalisation of adviser office premises to be
completed early November 2011
Operationalising Best Advice
Best AdviceIntegration
Combined Best Advice team formed Enhanced Group client segmentation, adviser models― Review of group practices in progress
Enhanced productreleases
Utilising Responsible Entity capability across the Group
― Likely use the Group’s RE capability to assume option to become RE of the Dimensional Strategic Trusts
― Integration of the Dimensional Strategic Trusts with the Officium Capital funds to maximise scale benefits
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pCapital funds to maximise scale benefits
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Illustrative scale & profit view of ASX listed peersp pFY11 FUA & No. of advisers FY11 FUA & FY11 Operating EBITDA
S i
40
45
Peer 5
Snowball
Synergies + cost savings
1,000
1,200
25
30
35
sers, #
DA, $m
Peer 5Greater levels of
value chain exposure and/or services
provided
Ability to continue to enhance operating leverage
800
15
20
25
mbe
r of advi
erating EB
ITD
Peer 2Relative scale in FUA
& higher average balances per adviser
Peer 1
Peer 4
providedPeer 2
400
600
5
10
15
Num
Ope
SnowballPeer 3
Peer 4
Peer 5Peer 3Peer 4
Peer 7Peer 6
Peer 1
200
400
‐‐ 5,000 10,000 15,000
FUA, $m FUA, $m
Peer 4Peer 6
Peer 1
‐‐ 5,000 10,000 15,000
13
FUA, $m FUA, $m
Note: Analysis prepared for numbers and ASX listed peers as at 30 June 2011. Comparison to peers analysis takes into account wealth management and financial planning operations of each peer only, and excludes all other business earnings, non-operational investing activities, abnormal or non-recurring items. Accurate authorised representative figures for Peer 7 could not be sourced, so this has been excluded from the adviser numbers analysis.Source: Company announcements, Money Management 2011 Top 100 Dealer Group Survey.
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INDUSTRY TRENDS
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Well positioned despite near term challengesp p gMarket cycle – headwinds with focus on opportunity in cyclical return• Global economic climate, investment conditions and confidence are impacting consumer sentiment, especially
ability to generate new business
• Net flows slightly positive to 30‐Jun‐11
R l t f j t t k f S b ll t t l h f thRegulatory reforms – just extra work for Snowball, structural change for others• Proposed regulatory reforms uncertainty and political positioning impacting industry investor confidence
• Well prepared to absorb known reforms, without incurring a material financial impact on the business
Advice industry fundamentals underpin long‐term growth • Ageing population and potential increase in Superannuation Guarantee from 9% to 12% over next 10 years
• Estimated that only c 20% of adult Australians obtain financial advice currentlyEstimated that only c. 20% of adult Australians obtain financial advice currently
• Rise in use of SMSFs continues – Snowball has both the skills and capability to in‐source share of this market, with the Group touching approximately 3,000 funds that are currently being administered through multiple external relationships
Industry consolidation – significant growth opportunity at relatively attractive prices• Industry shake out expected following reforms and long awaited consolidation in sector underway – we intend to
proactively continue to participate in thisproactively continue to participate in this
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Tough cycle !g yA reflection of the global conditions, valuations are down & consumers lack confidence
C S ti t I dF d PE R ti 1985 2011 Consumer Sentiment IndexAs at 14 September 2011Source: Westpac
Forward PE Ratios: 1985 – 2011 Source: RBA
Valuations trending lower –comparable to late 80s, ex GFC
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Regulatory reformsg ySnowball is in a position of relative strength
• Client centric, advice first in nature – high quality advice models based on fee for service
• Corporatised business model – relatively standardised advice implementation and client management process in
Shadforth and OutlookShadforth and Outlook
• Transparency in fee and investment strategy disclosures already embedded in everyday procedures – core clients
understand the fees they pay to our advisers and majority already “opt‐in” annually / regularly
• Both Snowball and Shadforth commenced preparing for reforms in their infancy
• Reform response optionality: Group is prepared to respond when the legislation is adopted
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Overview of recent reform announcementsFuture of Financial Advice – to be clarified• “First tranche” covers opt‐in, best interest duty and increase in ASIC powers to enforce reforms
• In consultation/drafting period: “Second tranche” includes ban on conflicted remuneration, soft dollar, and on asset
based fees where there is gearing; the definition of intra‐fund advice and decision on accountants exemption
Opt‐in
• Applies to new clients (ie. grandfathered) from 1 July 2012 – “renewal” to be sent every two years
• Obligation to provide an annual fee disclosure statement to “all” or “new” clients (to be clarified)
Best interests duty
• Act in client best interest when providing advice – statutory duty
• Licensee obligation to monitor representatives compliance with this duty
Clarification of insurance commissions
• Assumed ban on commissions payable on Group Life within super and personal life insurance within default super
products – details to come
• Introduction of commission “clawback” provisions if policy churned early
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Overview of recent reform announcementsGrandfathering of existing arrangements
• Ban on conflicted payment with grandfathering on trail commissions for existing arrangements but grandfathering to
be clarified on platform rebates (crystallisation of pre‐existing arrangements)
Stronger Super – to be clarified• First release of Stronger Super initiatives; MySuper and SuperStream efficiency initiatives and enhanced fund
governance issues review
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Planned reform responses remain unchangedSummary of key
proposed regulatory aspects Response Expected impact
p g
Statutory fiduciary duty• Both Snowball and Shadforth have always operated from a
‘client first’ perspective• Existing position is ahead of likely regulatory benchmark
Immaterial / Leadership position
• Client service proposition means regular contact with client
Advice
“Opt in” – renewal of advice agreement
base and already full transparency of disclosures• Working on bottom end of base propositions to ensure
relationships “stick” in new world• Appears specific grandfathering applies
Not material, based on announcements to date
of Finan
cial A
Abolish commissions , volume rebates & other conflicted payments
• Grandfathering proposed to apply – but details to follow• Commissions no longer a material component of revenue• Likely to become Responsible Entity of Strategic Funds in FY12• Symetry arrangements provide optionality to become trustee
Response / Options in hand – need to see final legislation in order to implement optimal
Future o conflicted payments • Symetry arrangements provide optionality to become trustee
and operator of administration platform if desirableimplement optimal
solution
• Snowball has historically targeted HNW and Affluent f h k d h l bl d i ff
Enhance simple advice / make advice more accessible
segments of the market and has scalable advice offers at different price points for these groups
• Ability to further enhance offers utilising the same infrastructure and potentially provide support services and advice infrastructure to others in mass segments
Well placed to exploit the future opportunity
advice infrastructure to others in mass segments
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Industry fundamentals support long‐term growth y pp g g
“Recent survey results suggest that Australian population history & projections
23%14%60% to 80% of adult Australians have
never used a financial adviser.”ASIC December 2010
1.02.6 3.7 4.8 5.6 6.3
0.1 0.4 0.5 0.8 1.3 1.823%14%
ASIC, December 2010
Australia is the 4th largest superannuation fund market globally
7.915 0 16 6market globally
Opportunity to capture increasing need for advice in an ageing population – Government, through the reforms, is aiming to enhance the accessibility and
15.0 16.6 18.2 20.0 21.6
expand the use of quality advice by consumers
Superannuation Guarantee in place, and potentially could increase over the next 10 years from 9% to 12% f l l l d
3.64.2 4.9 5.4 5.7 6.2
m if current proposal is legislated
Tax regime supports superannuation contributions1970 2010 2020 2030 2040 2050
0 ‐ 14 15 ‐ 64 65 ‐ 84 85 and over
Retirement Planning for retirement?
21 Source: ASIC REPORT 224: Access to financial advice in Australia; Government releases; Treasury: Intergenerational report 2010.
Retirement Planning for retirement?
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Where are funds being directed?gSuperannuation balances per fund type Superannuation member account numbers
Average super
400
450Average super account balance
14 000
16,000
18,000
$20.2kCAGR: 3%$419bn
$369bn
31%^
300
350
10,000
12,000
14,000
$19.6kCAGR: 4%
CAGR: 16%
CAGR: 3%
$369bn28%^
200
250
6,000
8,000
CAGR: 11%
CAGR: 3%
$250bn19%^
150
200
c. $458.7k2,000
4,000
CAGR: 8%
100Jun‐06 Jun‐07 Jun‐08 Jun‐09 Jun‐10 Jun‐11
Industry Retail Self‐managed super funds
‐Jun‐06 Jun‐07 Jun‐08 Jun‐09 Jun‐10
Industry Retail Self‐managed super funds$bn #’000
22 Note: CAGR calculated over the period Jun-06 – Jun-10. Source: APRA superannuation statistics. ^of total Superannuation Assets as at 30 June 2011.
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Value underpinned by strategic positionp y g pConsolidation of larger scale financial advice groups (>$50m) has accelerated in 2H CY11
CBA takeover of
AMP / AXA recommended merger announced
S & l $
Snowball / Shadforth merger announced
Perpetual announce KKR approachMid l $1 704 CBA takeover of
Count announcedValue: $373mHistorical P/E: 14.6x
AUS & NZ value: $4,154mForward P/E: 16.0x
merger announcedCombined value2: $291mHistorical P/E2: 12.3x
Mid value: $1,704mHistorical P/E: 23.4x
Mar‐10 Jun‐10 Sep‐10 Dec‐10 Mar‐11 Jun‐11 Sep‐11 …
IOOF takeover of DKN announcedValue3: $115mHistorical P/E3: 15 9x
Count acquisition of 8.25% in CAFImplied value for
CAF announces intended merger with PIHCombined value1: $112m Historical P/E : 15.9xImplied value for
100%: $122mHistorical P/E: 23.5x
Combined value : $112mHistorical P/E1: 21.7x
23 Source: Company announcements. All earnings figures are normalised.1. Assumes CAF price post announcement of scheme approval (30/11/10) of $1.20 and FY10 normalised earnings.2. Assumes closing share price on 31 May 2011 of 40c as used in Bidder’s/Target’s Statements and FY10 normalised earnings.3. Sourced from IOOF and DKN Information Pack, 27 June 2011.
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SUMMARY
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Summary
A leading non‐aligned financial advice & wealth management firm in Australia
y
• High quality financial advice business with a robust and flexible business model
• Cyclical headwinds but industry fundamentals underpin long‐term growth – positioned to capture upside when• Cyclical headwinds but industry fundamentals underpin long‐term growth – positioned to capture upside when market conditions improve
• Scale and diversification – $11.6bn in FUA; $9.8bn in FUAdmin; $3.7bn in FUM
• 30 June 2011 ‘run rate’ Operating EBITDA of $40.5m, assuming FY11 average FUMA levels, + FY11 cost reduction initiatives will deliver a cost saving of $1.8m on an ongoing basis (incremental to synergies)
• On track to deliver $5m in annualised synergies in FY13, gross of integration costs – FY12 integration costs expected to be greater than synergies
• Net non‐leveraged balance sheet and strong operating cashflows – net cash position of $18.4m able to fund dividend and future acquisitions. Clarification required on “rights to future income” Government tax announcements
• Experienced management team ready to capture opportunities and implement regulatory reform responses
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QUESTIONS
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