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Joao Alves de Queroz VIF 2010
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Joao Alves de Queiroz, Chairman Hypermarcas.

Joao Alves de Queiroz, Chairman Hypermarcas.

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Joao Alves de Queroz VIF 2010 Joao Alves de Queroz VIF 2010 Presentation Transcript

  • The  brand  of  brands.  INSTITUTIONAL   PRESENTATION   N O V E M B E R   |   2 0 1 0  
  • Disclaimer   This   release   contains   forward-­‐looking   statements   relaDng   to   the   prospects   of   the   business,   esDmates   for   operaDng   and   financial   results,   and   those   related   to   growth   prospects   of   the   Company.   These   are   merely   projecDons   and,   as   such,   are   based   exclusively   on   the   expectaDons   of   the   Company’s   management   concerning   the   future   of   the   business   and   its   conDnued   access   to   capital   to   fund   its   business   plan.   Such   forward-­‐looking   statements   depend,   substanDally,   on   changes  in  market  condiDons,  government  regulaDons,  compeDDve  pressures,  the  performance  of   the   Brazilian   economy   and   the   industry,   among   other   factors   and   risks   disclosed   in   the   Company’s   filed  disclosure  documents  and  are,  therefore,  subject  to  change  without  prior  noDce.     2  
  • The  brand  of  brands.   AGENDA  Company  Overview   3  
  • Focus  on  consumer  with  leadership  posiQon    in  many  markets   2009  Combined  Gross  Revenue  R$4.0  billion   The  brand  of  brands.   Health  &  Well-­‐being   Beauty  &   Home  Care   Personal  Care   &  Food   Total  2009  (1)   38%   47%   15%   2nd  Largest  naQonal  laboratory   Largest  self-­‐service  domesQc  player   Most  diversified  player   Over-­‐the  counter   #1   products  (OTC)   #1   Diapers   #2   Steel  Wool   #1   Branded  Generics   #1   Nail  Polish   #2   Sauces   #1   Condom   #1   Moisturizers   #1   Electric  InsecDcides   #1   Sweetener   #1   Men’s  Care   #1   Body  Oil   (1)  Pro-­‐forma  considering  the  acquisiDons  of  2009:  Hydrogen,  Pom  Pom,  Olla,   Jontex,  Neo  Química  and  2010:  Sapeka,  Sanifill,  York,  Luper  and  Mabesa.   4  
  • Hypermarcas  is  the  largest  Consumer  Goods    player  in  Brazil   Hypermarcas  rank  in  Brazil’s  consumer  sector   Rank   Packaged  Goods  (HPC)  (1)   Rank   Total  Pharma   1   Unilever   1   Sanofi-­‐AvenDs  /  Medley   2   Hypermarcas   #1   2   EMS  Pharma   3   Procter  &  Gamble   3   Hypermarcas   #2   4   Colgate   4   Aché   5   L’Oréal   5   Eurofarma   6   Johnson  &  Johnson   6   NovarDs   7   Reckih  Benckiser   7   Pfizer   Source:  Euromonitor  and  IMS.   Note:  Dark  blue  numbers  denote  rank  with  the  Brazilian  market.     (1)  Does  not  consider  companies  only  focused  on  the  food  market.   5  
  • Growth  strategy  model  enables  fast  growth  with  profitability   SynergisQc  AcquisiQons   Organic  Growth   •  Enter  new  acracQve  segments   Profitable   •  Relaunch  “dormant  brands”   •  Consolidate  Markets   Growth   •  Improve  distribuQon   •  Focus  on  drugstores  and     •  Foster  innovaQon   grocery  stores  channels   Low  Cost  OperaQng  Pladorm   •  Economies  of  scale  and  scope   •  MulQple  operaQonal  synergies   6  
  • Growth  carefully  planned  on  “step-­‐by-­‐step”      steady  path   Stair  Case  Growth  Strategy   2010  acquisiQons:   A  new  round   Equity  Offering:   Accelerated   #21  AcquisiDons  since  2007   Growth   5.3  per  Year   IPO:  Further   Expansion  in   Consumer   Health  and  Well   Being   Entrance  in  the   Aquisições  desde  2007 OTC  &  Personal   Care   Started  pladorm   in  Cleaning  &   Food   2002   2006   2008   2009   2010   7  
  • Company  strengths  are  on  branding,  low    cost  operaQons  and  strong  distribuQon   •  Superior  value  proposiQons  to   consumers   •  High  investments  in  adverQsing  and   promoQons   •  ConQnuous  product  innovaQon   Leading   Brands   •  Partnership  with  clients   •  Reach  all  markets   naQonwide   •  Focus  on  client  service   Efficient   OperaQons   Broad   DistribuQon   •  Low-­‐cost  producer   •  High  plant  producQvity   •  Low  SG&A   •  Fast  decision  making  process   8  
  • IntegraQon  know-­‐how    and  organized  process   Planning   Phase  I   Phase  II   Phase  III     Preserve  the         Quick  Wins     OperaQng  Fine     Product  Market   Business   Tuning   Strategies     Protect  market     SG&A  reducDons     Plant     Stage  1:   share  and  sales   restructuring   MarkeDng     Increase  plant   investments     Adequate  systems   producDvity     ReducDon  in   raw  material     Stage  2:  Increase     Maintain  the   and  packaging   market-­‐share   operaDons  stable   costs   and  distribuDon     Retain  talents     ReducDon  of     Stage  3:  Product     Brands  strategy   logisDc  costs   launches  and   definiDon   brand  extension     Pre  IntegraQon     12  months     12  to  24  months     3-­‐4  years   9  
  • IntegraQon  status  of  acquired    companies   Phase  I   Phase  II   Phase  III   OperaDng  Fine   Planning   Quick  Wins   Growth   Tuning   10  
  • Process  of  dormant  brand  relaunch   FAST   PLANNING   LAUNCHING   GROWTH   SUSTAINABILITY   Sales   Time   2.  IdenDfy   3.  Develop   4.   5.  Relaunch   1.  Discover   consumer   value   Reformulate   6.  Reinforce   with  full   Brand  DNA   insight   proposiDon   markeDng  mix   growth   support   11  
  • Examples  of  brand  relaunching   2,2x 2,7x 2,4x 12  
  • Process  of  dormant  brand  relaunch   FAST   PLANNING   LAUNCHING   SUSTAINABILITY   GROWTH   Sales   Time   13  
  • CompeQQve  advantage  in  pharma   CUSTOMER  /  CLIENT  REACH   NaQonal  and     Strong     Established   Enhanced     Regional     Mass  Media   Medical  Call   Points  of  Sale   distribuQon   OTC   (over  the  counter)   Superior   MARKET    REACH   PrescripQon     (OTX    /  RX)   compeQQve   posiQon   Generics/Similars   14  
  • Efficient  and  fast  new  product  launch   113   70   20   54   23   2009   2010   Launched   To  Be  Launched   At  ANVISA   15  
  • Sustainable  growth   Growth  evoluQon   69%   60%   54%   54%   52%   21%   22%   23%   22%   13%   3Q09   4Q09   1Q10   2Q10   3Q10   LTM  Organic  Growth   LTM  Total  Growth   16  
  • The  brand  of  brands.  AGENDA   Financials   17  
  • Revenue  growth   Net  Revenue  (R$  million)   2.9X   2.8X   2.2X   836   1.6X   758   719   657   498   456   423   385   386   267   224   ‘08   ‘09   ‘10   ‘08   ‘09   ‘10   ‘08   ‘09   ‘10   ‘08   ‘09   Q1   Q2   Q3   Q4   18  
  • EBITDA  evoluQon   EBITDA  (R$  million)  (1)   (1) Gross of Marpex in 2Q10 of R$35mm and in 3Q10 of R$16mm. 19  
  • Cash  Earnings  close  to  20%  of  Net  Revenue   Cash  Earnings  (R$  million)  (1)   (1) Gross of Marpex in 2Q10 of R$35mm and in 3Q10 of R$16mm. 20  
  • Delivery  of  Cash  Earnings  per  share   LTM  Cash  Earnings  per  Share  (R$)  (1)   DilluQo n   IPO   Farmasa   Follow     Neo   Follow       Sapeka   Events   on  1   Química   on  2   (1) Gross of Marpex in 2Q10 of R$35mm and in 3Q10 of R$16mm. 21