welcome to tesco seminar - home - tesco plc · 1. a differentiated brand 2. reduce operating costs...
TRANSCRIPT
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Welcome to Tesco
Investor and Analyst
Seminar
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Health and Safety
No scheduled fire alarm tests at any of our venues today
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• Investors: - representing over 40% of our share capital
- UK, Europe, Asia, USA, Canada
• Analysts: - old friends and new!
• Supplier partners: - more than 500 years’ worth of collaboration
- c.£6bn combined business
Who’s here?
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Why we’re here
1. A differentiated brand
2. Reduce operating costs by a further £1.5bn
3. Generate £9bn cash from operations
4. Maximise the mix to achieve a 3.5 – 4.0% Group margin
5. Maximise value from property
6. Innovation
Six strategic drivers
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Meet the team
… and many more besides
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Agenda
A differentiated brand
Reduce operating costs by a further £1.5bn
Generate £9bn cash from operations
Maximise the mix to achieve a 3.5 – 4.0% Group margin
Maximise value from property
Innovation
Lunch
Summary and Q&A
Welcome 9.00
12.30
Close16.00
John Allan, Chairman
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Housekeeping
Moving around campus
Refreshments Here to help
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John Allan, Chairman
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• Customer at the heart of all we do
• Creating value for key stakeholders
• Fundamental portfolio review
• New Purpose and restatement of core Values
• Strengthening the Board of Directors
A business that is changing
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The PLC Board
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Most recent appointments
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Connecting the Board to the business
In-depth reviews of progress
against six strategic drivers
Risk management Focus on key programmes:• Management development
• Corporate responsibility
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A differentiated brandDave Lewis, Michelle McEttrick, Jason Tarry, Alison Horner
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Strong brands create long term value
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Rebuilding trust is the key first step
0
5
10
15
20
25
30
35
01-01-2014 01-01-2015 01-01-2016
Tesco Other UK major supermarkets
Source: YouGov BrandIndex.
Tesco vs other UK major supermarkets average
27-10-2016
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• Purpose
• Proposition
• Product
• Price
• Place
A five ‘P’ model
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Serving Britain’s shoppers a little better every day
Purpose
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Unique
Tesco
offering
Proposition: Our value equation
Value equation
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Proposition: Uniqueness
Range Service Price
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Proposition: One Tesco
Fewer apps Account sign-in PayQwiqDigital Design
Language
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Proposition: Communications
3.48
33
3.55
3.34
36
4.86
3.50
36
4.64
4.00
40
5.90
3.48
33
2.94
Enjoyment
Branding
Active involvement
58 53
31
28
46
59
52 35
52
39
Key message A
Helpfulness
JS A L JL
21 21 3432 25Likelihood to shop
21 24 3029 25Brand affinity
Source: Millward Brown - 16/11/2015 to 10/01/2016.
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Proposition: Communications
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
20% 30% 40% 50% 60%
BR
AN
D A
TT
RIB
UT
ION
AD MEMORABILITY
2014/15
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
20% 30% 40% 50% 60% 70% 80%
BR
AN
D A
TT
RIB
UT
ION
AD MEMORABILITY
Tesco
2015/16
Tesco
Source: Nielsen TV Brand Effect, 01/09/14 –30/09/15 and 01/09/15 –30/09/16. Bubble size reflects tracked media weight.
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Product: Architecture
Market Tesco
AB 25.0% 26.0%
C1 27.1% 27.8%
C2 20.7% 20.1%
D 14.6% 14.5%
E 12.6% 11.5%
JS, M&S, Waitrose = 5.0mTesco customers = 5.1m
Aldi, Lidl = 1.8m
Customer segmentation
vs.
Tesco customers = 2.3m vs.
Source: Data from Kantar Worldpanel 12 week ending 9th October 2016.
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Product: Quality
BrandedBlind
6.05
6.22
Tesco Retailer A
6.10
5.90
Tesco Retailer A
Source: Research conducted by Marketing Sciences for Tesco on a 9 point scale – Summer 2015.
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Product: Architecture
“Best” finest*
Market leader in
quality by food
category
No Limit
“Better” Tesco Sainsbury’s Asda
“Good” Exclusively at Tesco Aldi / Lidl Aldi / Lidl
10 / 10
8 / 10
6 / 10
Range Architecture
Food Brands @ Tesco
Quality Benchmark
PriceBenchmark
OverallPreference
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Good Better Best
Product: Architecture
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More stable
pricing2
Lower core
prices1
Over 6%
lower
Pricing
accuracy3
Price
1. Price data shows the movement in price paid for a typical basket of products from August 2014 to August 2016.
2. Reflects the two year movement in the number of products on multibuy promotion.
3. Reflects the two year reduction in pricing errors from March 2014 to March 2016.
Over 6%
lower37%
Error rate
98%
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Place: Colleagues as ambassadors
Motivated by
Purpose2
96%
Reward &
benefits
Upper
quartile
Improved
tools1
>1m
1. Reflects the number of weekly searches through the Inform app.
2. Reflects % of UK colleagues responding positively to question “I understand what our Tesco purpose is” as part of What Matters to You?
Survey undertaken every January and August.
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Place: Stores and working environment
Stores
refreshed 3
Less
bureaucracy 1
Clearer back
rooms 2
90% 618Stock
down 16%
1. Reduction in number of in-store checks over any 4 week period, 2015-16.
2. Reduction in food store stock holding over last two years.
3. UK stores refreshed since September 2014.
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Place: Community
Community
projects1
£24m
Meals to people
in need2
54m
Charity partners3
£13.7m
1. Grants provided to local and environmental projects through UK government Bag Charge donations since October 2015.
2. Meals donated by Tesco, colleagues and customers to charity and community groups since 2012.
3. Funds raised by Tesco, colleagues and customers for National Charity Partnership with Diabetes UK & British Heart Foundation since Jan
2015.
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Serving Britain’s shoppers a little better everyday
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Reduce operating costs by a further £1.5bnAlan Stewart
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• ‘Buy-side private equity’ approach
• Benchmarking global best-in-class operations
• Clear connection between cost base and strategy
• All opportunities translated back to firm P&L benefit
A fresh perspective
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Progress over the last two years
Annualised cost
savings
Leaner office
structures
Cost conscious
culture
£500m30%
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UK & ROI
£11.8bn
International
£2.2bn
0 1 2 3 4 5
Store payroll
Property and other store expenses
Net Distribution
Head Office
Other
Marketing
Stock Loss
2016/17 Group cost base (£bn)
£14bn directly addressable Group cost base
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Reducing operating costs by a further £1.5bn
0.0
0.5
1.0
1.5
2016/17 2017/18 2018/19 2019/20
Targeted cumulative gross Group cost savings (£bn)
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Store operating
model
Logistics and
distribution
Goods not
for resale
c.£450mc.£550m c.£500m
The opportunities
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Store operating
model
Logistics and
distribution
Goods not
for resale
Allan
Lyall
Tony
Hoggett
David
Williams
Breakout sessions
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This document may contain forward-looking statements that may or may not prove accurate. For example, statements regarding expected
revenue growth and operating margins, market trends and our product pipeline are forward-looking statements. Phrases such as "aim",
"plan", "intend", "anticipate", "well- placed", "believe", "estimate", "expect", "target", "consider" and similar expressions are generally
intended to identify forward-looking statements. Forward-looking statements involve known and unknown risks, uncertainties and other
factors that could cause actual results to differ materially from what is expressed or implied by the statements. Any forward-looking
statement is based on information available to Tesco as of the date of the statement. All written or oral forward-looking statements
attributable to Tesco are qualified by this caution. Tesco does not undertake any obligation to update or revise any forward-looking
statement to reflect any change in circumstances or in Tesco’s expectations.
Disclaimer