Non deal roadshowSeptember 2012
DisclaimerThis presentation contains statements that can represent expectations aboutfuture events or results. These state...
AgendaHistoryHighlightsPlantsProductionSustainabilityFootwear sectorProductsResultsStrategyGuidance                       ...
• To create democratic fashion,            responding rapidly to theMission     market’s needs, generating an            a...
Timeline                     The beginning                                                  1971                          ...
Timeline                                             1978                             The launch of the Nuar sandal, an ol...
Timeline           1983 The succesful collaborationbetween Melissa and greatest   designers like: Jean-Paul  Gaultier, Thi...
Timeline    1990/93/97 In Ceará, the plant at Fortaleza, Sobral andCrato, was inaugurated.                                ...
Timeline                 2001Launch of the Ipanema brand  and partnership with top  model Gisele Bündchen.                ...
Timeline                 2005             Openning of           Galeria Melissa in              São Paulo.                ...
Timeline                                                       Distribution of dividends       2011                       ...
Timeline    2012  Openning ofGaleria Melissa in Nova York.                             12
Timeline     2012 Memorandum of  Understandingbetween Grendene     & Jelly                              13
HighlightsGrendene is one of the world´s largest producers of footwear.Production capacity: 200 million pairs/yearAverage ...
Plants         15
Location of industrial plants and       productive process   Brazil         Verticalization = Agility                     ...
Industrial Plants                                                                 Installed                               ...
Productive process                     18
Sustainability                 19
Our responseTeixeira de Freitas - BA      Carlos Barbosa - RS                                         Crato - CE          ...
Social responsabilityProviding employment and income, healthy food,   education / vocational training and health.         ...
Social responsability       Over the         years     Grendene has     helped to put     on the shoes      of people.    ...
Social and Environmental                  ResponsabilityPVC that is unused or damaged in the     Unused paints are removed...
Social and Environmental                     ResponsabilityThe water is treated in a stabilization lake   The water used f...
Footwear Sector                  25
Brazil´s Footwear SectorProfile8,200 producers in 2011337,500 direct employeesProduction: 819 million pairs in 2011 (894 m...
Footwear SectorDistribution of footwear production by                                                     Country    Produ...
The footwear sector in BrazilMillion pairs                                2006        2007        2008         2009       ...
Grendene x Brazilian footwear sector                              Brazilian Production                                    ...
Exports: Grendene vs. Brazil                                 Brazilian exports                                            ...
ProductsProducts that meet essential    Products for all the incomeand basic needs at low cost.     groups: A, B, C, D and...
Creative ProcessMelissa + Vivienne Westwood                              32
Work flow R&D                   1                2           3             4             5        6            7          ...
Development molding The modeling of the    products is made with last    generation software.   With a network of    mac...
Merchandising Garotas de Ipanema         (Ipanema Girls Merchandising)                                         35
Management process                     36
37
Melissa Artemis + Jason Wu  Melissa Dance Hit                                                        Melissa Trippy       ...
39
40
41
Zaxy Happy Trancê               Zaxy Movie                                                Zaxy Happy FlockZaxy Intense Bir...
Hello Kitty Super FashionAvengers Universe                    Homem Aranha Street    Barbie Ballet                        ...
Hot Wheels Speed Baby                                             Backyardigans BabyPatati -Patatá            Hello Kitty ...
45
Celebrities              46
Sales channels: BrazilRetail                             47
Sales channels: Brazil                 Retail                          48
Sales channels: Brazil                         Magazine                                    49
Sales channels: BrazilSelf-service                                   50
Sales channels: Brazil                  Selective                 distribution                                51
Sales channels: Brazil Selectivedistribution                              52
International sales channels     RSH MalaysiaStudio R Store – Sunway                                 53
International sales channels                        Famous Footwear                         Chain stores with             ...
International sales channels                 Hard Rock Store                   Orlando, FL                                ...
Galeria Melissa – Concept store                                          © Todos os direitos reservados827, Oscar Freire S...
Melissa Gallery – New York                                         © Todos os direitos reservados102 Greene St, Manhattan,...
Results (in IFRS)                    58
Main financial and economic indicators                        – 2007 to 2011                                              ...
Gross sales revenue (IFRS)                                       (R$ million)Gross sales revenue                     Gross...
Market %       Gross sales revenue                       Sales volume16,5% 22,6% 19,5% 19,8% 19,3%                        ...
Results (IFRS)                                     (R$ million)Gross profit/ Gross margin                            EBIT ...
Results (IFRS)                                 (R$ million)   EBITDA / EBITDA margin                  Net income / Net mar...
Sales Volume                                     (million pairs)       Sales volume                    Sales volume –     ...
Main financial and economic indicators                        – 1H08 to 1H12                                              ...
Gross sales revenue (IFRS)                                   (R$ million)Gross sales revenue                 Gross sales r...
Market %       Gross sales revenue                       Sales volume22,8% 25,8% 23,5% 21,6% 24,0%                        ...
Results (IFRS)                                     (R$ million)Gross profit/ Gross margin                           EBIT /...
Results (IFRS)                               (R$ million)  EBITDA / EBITDA margin                  Net income / Net margin...
Sales Volume                                     (million pairs)       Sales volume                    Sales volume –     ...
Shareholder´s equity and return on equity                         Shareholder´s equity           Return on average equity ...
Operational result (IFRS)                                             (R$ ‘000)                                           ...
Net cash, cash and cash equivalents  and borrowings (short and long-term)             1.200                               ...
Low need for CAPEX                  (on fixed and intangible assets)             45             40                        ...
More         Our expertise of 40Less labor -                capital- intensive               intensive                    ...
Value proposition                              Brands   Products                 Marketing            Management Constant...
Guidance                                          Targets for:                                          2011-2015         ...
Distribution of population by income group                           2005   2010    60%                             54%   ...
Brazil – increments in spending with changes in       income group (clothing and footwear)            +125%               ...
Muito Obrigado!   THANK YOU!                     Grendene´s IR Team                       Francisco Schmitt               ...
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Grendene - 1H12 results

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Grendene - 1H12 Results - Non deal roadshow

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Grendene - 1H12 results

  1. 1. Non deal roadshowSeptember 2012
  2. 2. DisclaimerThis presentation contains statements that can represent expectations aboutfuture events or results. These statements are based on certain suppositionsand analyses made by the company in accordance with its experience, withthe economic environment and market conditions, and expected futuredevelopments, many of which are beyond the company’s control. Importantfactors could lead to significant differences between real results and thestatements on expectations about future events or results, including thecompany’s business strategy, Brazilian and international economic conditions,technology, financial strategy, developments in the footwear industry,conditions of the financial market, and uncertainty on the company’s futureresults from operations, plans, objectives, expectations and intentions –among other factors. In view of these aspects, the company’s results coulddiffer significantly from those indicated or implicit in any statements ofexpectations about future events or results. 2
  3. 3. AgendaHistoryHighlightsPlantsProductionSustainabilityFootwear sectorProductsResultsStrategyGuidance 3
  4. 4. • To create democratic fashion, responding rapidly to theMission market’s needs, generating an attractive return for the company and its partners. • Profitability, Competitiveness,Values Innovation and Agility, and Ethics 4
  5. 5. Timeline The beginning 1971 Grendene was founded. With two injection machines, 15 employees and novelty: to produce plastic packaging for wine. 1975With diversification, was the pioneerto produce shoes with nylon as raw material. 5
  6. 6. Timeline 1978 The launch of the Nuar sandal, an old dream came true. 1979 The collection of sandalswith the Melissa brand has conquered the world. Melissa innovation, being the first shoe brand to do merchandising on Brazilian television soap opera in "Dancin Days". 6
  7. 7. Timeline 1983 The succesful collaborationbetween Melissa and greatest designers like: Jean-Paul Gaultier, Thierry Mugler, Jacqueline Jacobson and Elisabeth De Seneville. 1986 Launch of the Rider sandals line, target for the masculine public. 7
  8. 8. Timeline 1990/93/97 In Ceará, the plant at Fortaleza, Sobral andCrato, was inaugurated. 1994 Launch of the Grendha product line, targeting the feminine public. 8
  9. 9. Timeline 2001Launch of the Ipanema brand and partnership with top model Gisele Bündchen. 2004 Grendene started having common shares (“GRND3”) negotiated at the Novo Mercado at BM&FBOVESPA. Foto: A. Carreiro – Out/2004 9
  10. 10. Timeline 2005 Openning of Galeria Melissa in São Paulo. 10
  11. 11. Timeline Distribution of dividends 2011 74,8% 74,7% 71,6% New Dividend Policy: 45,5% 0,7300 R$ per shareQuarterly Payments 40,4% 38,9% and payout of % approximately 75% 0,3625 0,3658 0,4048 0,3380 of the net profit 0,2390 6,7% 8,5% 7,2%after the allocations 5,8% 4,7% 5,3%to reserves required by law. 2008 2009 2010 2011 1H11 1H12 Dividend per share Pay-out Dividend yield* (*) Dividend yield: earning per share divided by the average price of the share for the year. 11
  12. 12. Timeline 2012 Openning ofGaleria Melissa in Nova York. 12
  13. 13. Timeline 2012 Memorandum of Understandingbetween Grendene & Jelly 13
  14. 14. HighlightsGrendene is one of the world´s largest producers of footwear.Production capacity: 200 million pairs/yearAverage production: 500,000 pairs/day.Employees: 23,000 in December 31, 2011.New products in 2011: 1,002.World presence: more than 90 countries.Brands with strong personality.Innovation in product, distribution and media.Listed on BM&FBOVESPA: Free float: 25%.Solid capital structure and strong cash flow. 14
  15. 15. Plants 15
  16. 16. Location of industrial plants and productive process Brazil Verticalization = Agility PVC formulation Design Moulds R&D 16
  17. 17. Industrial Plants Installed capacity: 200,000,000Carlos Barbosa / RS pairs / year Sobral / CE Fortaleza / CE Farroupilha / RS Teixeira de Crato / CE Freitas/BA 17
  18. 18. Productive process 18
  19. 19. Sustainability 19
  20. 20. Our responseTeixeira de Freitas - BA Carlos Barbosa - RS Crato - CE Farroupilha - RS Fortaleza - CE Sobral - CE 20
  21. 21. Social responsabilityProviding employment and income, healthy food, education / vocational training and health. 21
  22. 22. Social responsability Over the years Grendene has helped to put on the shoes of people. 22
  23. 23. Social and Environmental ResponsabilityPVC that is unused or damaged in the Unused paints are removed from theprocess, plus leftovers and scraps are water for reuse of the paint and the fully reused. water. 23
  24. 24. Social and Environmental ResponsabilityThe water is treated in a stabilization lake The water used for watering the plants and reused for conserving the comes from reusing factory water. vegetation. 24
  25. 25. Footwear Sector 25
  26. 26. Brazil´s Footwear SectorProfile8,200 producers in 2011337,500 direct employeesProduction: 819 million pairs in 2011 (894 million pairs in 2010)World´s 3rd largest producer.Apparent consumption, Brazilian domestic market: 740 million pairs and 3.8pairs per capita/year in 2011 (780 million pairs and 4.0 pairs in 2010)Exports: 113 million pairs to more than 140 countries in 2011 (-21.0% vs.2010)Source:IEMI/RAIS/ABICALÇADOS/SECEX The industry itself is much more than 150 years old – companies are typically small and labor-intensive, with no entry or exit barriers. 26
  27. 27. Footwear SectorDistribution of footwear production by Country Production 2010 continent in 2010 (million pairs) China 10,210 1,7% 1,6% 1,5% 5,2% 0,02% India 2,1806,8% Brazil 894 Vietnam 682 Indonesia 604 Others 3,022 83,2% Total 17,592 The 5 principal countries Asia South America produce: 14,570 million pairs Europe North & Central America = 82,8% of total world Africa Middle East production. Oceania Source: World Shoe Review 2010 / ABICALÇADOS 27
  28. 28. The footwear sector in BrazilMillion pairs 2006 2007 2008 2009 2010 2011Production 830 808 816 814 894 819Imports 19 29 39 30 29 34Exports 180 177 166 127 143 113Apparent consumption 669 660 689 717 780 740Per capita consumption (pairs) 3.6 3.5 3.6 3.7 4.0 3.8Source: IEMI / Secex / Abicalçados Consumption – 2010 Total Per capitaUnited States of America 2,263 7.3United Kingdom 419 6.7France 412 6.4Italy 336 5.5Japan 680 5.3Source: World Shoe Review 2011 / Abicalçados / US Census Bureau / Office for National Statistics (UK) / Institutnational de la statistique et des études économiques / istituto Nazionale di Statistica / Statistics Bureau (Japan) 28
  29. 29. Grendene x Brazilian footwear sector Brazilian Production Grendene CAGR (2001/2011): 3.0% CAGR (2001/2011): 4.8% 1.000 Var. % (1H11/1H12): 23.7% 897 916 877 894 900 180 166 169 830 808 816 814 819 800 160 145 146 146 150 700 140 130 132milion pairs/year 642 121 milion pairs/year 610 116 600 120 100 94 500 400 80 74 59 300 60 200 40 100 20 - - 1H11 1H12 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011Source: IEMI / Abicalçados Grendene has grown faster than the Brazilian footwear industry. 29
  30. 30. Exports: Grendene vs. Brazil Brazilian exports Grendene CAGR (2001/2011): (4.1%) CAGR (2001/2011): 11.0% Var. % (1H11/1H12): (2.8%) Var. % (1H11/1H12): 8.5% 250 60 55 211 50 48 48 200 189 190 180 177 43 million pairs/yearmillion pairs/year 171 166 40 164 40 143 150 32 127 29 28 113 30 27 22 100 20 20 15 16 57 55 50 10 - - 1H11 1H12 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 1S11 1S12 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Grendene’s exports were 39.9% of total BrazilianSource: DECEX / MDIC / ABICALÇADOS footwear exports in 1H12 (35.8% in 1H11). 30
  31. 31. ProductsProducts that meet essential Products for all the incomeand basic needs at low cost. groups: A, B, C, D and E – with very good cost x benefit. 31
  32. 32. Creative ProcessMelissa + Vivienne Westwood 32
  33. 33. Work flow R&D 1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 1 3 BOP Construção Validação Planejam. Layout Confecção Avaliação Aprovação Aprov. Avaliação Confecção Comerciali- Projetos Candidatos Briefing Briefing Produtos Mockup Técnica/ Mockup Confecção Protótipo Técnica Amostras zação Custos C.Técnico/ Protótipo Para Venda Molde Projects Briefing Validation planning of layout Mockup Technical Mockup Technical Prototype Technical Sample Sales of briefing products evaluation / approval specifications / approval evaluation of preparationT(dd) costs molds prototype 0 30 60 90 150 33
  34. 34. Development molding The modeling of the products is made with last generation software. With a network of machines, the molds are size-scaled. The CNC shaping machines were specially developed and projected for the Grendene molds. They are programmed to shape four molds at the time. 34
  35. 35. Merchandising Garotas de Ipanema (Ipanema Girls Merchandising) 35
  36. 36. Management process 36
  37. 37. 37
  38. 38. Melissa Artemis + Jason Wu Melissa Dance Hit Melissa Trippy Melissa GradientMelissa Morning + Salinas Melissa Nº 1 + Pedro Lourenço 38
  39. 39. 39
  40. 40. 40
  41. 41. 41
  42. 42. Zaxy Happy Trancê Zaxy Movie Zaxy Happy FlockZaxy Intense Birk Zaxy Happy Glitter 42
  43. 43. Hello Kitty Super FashionAvengers Universe Homem Aranha Street Barbie Ballet 43
  44. 44. Hot Wheels Speed Baby Backyardigans BabyPatati -Patatá Hello Kitty DivaAlegria Baby Baby 44
  45. 45. 45
  46. 46. Celebrities 46
  47. 47. Sales channels: BrazilRetail 47
  48. 48. Sales channels: Brazil Retail 48
  49. 49. Sales channels: Brazil Magazine 49
  50. 50. Sales channels: BrazilSelf-service 50
  51. 51. Sales channels: Brazil Selective distribution 51
  52. 52. Sales channels: Brazil Selectivedistribution 52
  53. 53. International sales channels RSH MalaysiaStudio R Store – Sunway 53
  54. 54. International sales channels Famous Footwear Chain stores with more than 1,200 points of sale in the U.S. 54
  55. 55. International sales channels Hard Rock Store Orlando, FL 55
  56. 56. Galeria Melissa – Concept store © Todos os direitos reservados827, Oscar Freire Street, São Paulo, SP 56
  57. 57. Melissa Gallery – New York © Todos os direitos reservados102 Greene St, Manhattan, New York/ US 57
  58. 58. Results (in IFRS) 58
  59. 59. Main financial and economic indicators – 2007 to 2011 Change %R$ million 2007 2008 2009 2010 2011 2010-2011Net sales revenue 1,198.6 1,249.9 1,455.8 1,604.5 1,482.6 (7.6%)Net Income 260.5 239.4 272.2 312.4 305.4 (2.2%) Change p.p.Margins % 2007 2008 2009 2010 2011 2010-2011Gross 42.2% 41.5% 38.9% 40.6% 43.3% 2.7EBIT 14.5% 12.9% 10.4% 13.2% 12.5% (0.7)EBITDA 16.7% 15.0% 12.2% 15.0% 14.4% (0.6)Net 21.7% 19.2% 18.7% 19.5% 20.6% 1.1 59
  60. 60. Gross sales revenue (IFRS) (R$ million)Gross sales revenue Gross sales revenue Gross sales revenue CAGR (2007-2011): 5.1% Domestic market Exports CAGR (2007-2011): 4.2% CAGR (2007-2011): 9.4% 1.604 395 1.464 1.490 1.999 356 355 357 1.819 1.847 1.266 1.2201.515 1.576 249 2007 2008 2009 2010 2011 2011 2007 2008 2009 2010 2011 2007 2008 2009 2010 60
  61. 61. Market % Gross sales revenue Sales volume16,5% 22,6% 19,5% 19,8% 19,3% 27,5% 32,7% 29,1% 32,2% 28,3%83,5% 77,4% 80,5% 80,2% 80,7% 72,5% 67,3% 70,9% 67,8% 71,7%2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 Domestic Market Exports Domestic Market Exports 61
  62. 62. Results (IFRS) (R$ million)Gross profit/ Gross margin EBIT / EBIT margin CAGR (2007-2011): 6.1% CAGR (2007-2011): 1.6% 651 642 212 566 506 519 185 173 161 151 42,2% 41,5% 43,3% 38,9% 40,6% 14,5% 12,9% 13,2% 12,5% 10,4% 2007 2008 2009 2010 2011 2011 2007 2008 2009 2010 62
  63. 63. Results (IFRS) (R$ million) EBITDA / EBITDA margin Net income / Net margin CAGR (2007-2011): 1.6% CAGR (2007-2011): 4.1% 312 305 241 272 261 214201 239 187 177 21,7% 20,6% 19,2% 18,7% 19,5%16,7% 15,0% 15,0% 14,4% 12,2% 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 63
  64. 64. Sales Volume (million pairs) Sales volume Sales volume – Sales volume – CAGR (2007-2011): 0.8% Domestic market Exports CAGR (2007-2011): 0.5% CAGR (2007-2011): 1.5% 166 170 55 146 150 117 115146 48 48 106 108 99 43 40 2011 2007 2008 2009 2010 20112007 2008 2009 2010 2007 2008 2009 2010 2011 64
  65. 65. Main financial and economic indicators – 1H08 to 1H12 Change %R$ million 1H08 1H09 1H10 1H11 1H12 1H12-1H11Net sales revenue 483.3 600.3 680.0 561.1 726.2 29.4%Net Income 83.4 121.6 84.9 100.4 141.5 41.0% Change p.p.Margins % 1H08 1H09 1H10 1H11 1H12 1H12-1H11Gross 35.1% 37.7% 30.4% 36.6% 42.2% 5.6EBIT 6.4% 10.2% 4.9% 7.0% 12.0% 5.0EBITDA 9.0% 12.4% 7.0% 9.6% 14.1% 4.5Net 17.3% 20.3% 12.5% 17.9% 19.5% 1.6 65
  66. 66. Gross sales revenue (IFRS) (R$ million)Gross sales revenue Gross sales revenue Gross sales revenue CAGR (1H08-1H12): 10.5% Domestic market Exports CAGR (1H08-1H12): 10.1% CAGR (1H08-1H12): 12.0% 923 701 222 848 649 199 192 743 707 551 554618 477 153 1411H08 1H09 1H10 1H12 1H11 1H11 1H08 1H09 1H10 1H12 1H11 1H08 1H09 1H10 1H12 66
  67. 67. Market % Gross sales revenue Sales volume22,8% 25,8% 23,5% 21,6% 24,0% 30,0% 39,2% 35,1% 39,7% 34,2%77,2% 74,2% 76,5% 78,4% 76,0% 70,0% 60,8% 64,9% 60,3% 65,8%1H08 1H09 1H10 1H11 1H12 1H08 1H09 1H10 1H11 1H12 Domestic Market Exports Domestic Market Exports 67
  68. 68. Results (IFRS) (R$ million)Gross profit/ Gross margin EBIT / EBIT margin CAGR (1H08-1H12): 15.9% CAGR (1H08-1H12): 29.4% 307 87 226 61 207 205 170 42,2% 37,7% 36,6% 39 35,1% 30,4% 31 34 12,0% 10,2% 6,4% 7,0% 4,9% 1H08 1H09 1H10 1H11 1H12 1H11 1H08 1H09 1H10 1H12 68
  69. 69. Results (IFRS) (R$ million) EBITDA / EBITDA margin Net income / Net margin CAGR (1H08-1H12): 23.9% CAGR (1H08-1H12): 14.1% 142 103 122 74 100 83 85 54 20,3% 48 19,5%44 17,3% 17,9% 14,1% 12,4% 12,5%9,0% 9,6% 7,0% 1H08 1H09 1H10 1H11 1H121H08 1H09 1H10 1H11 1H12 69
  70. 70. Sales Volume (million pairs) Sales volume Sales volume – Sales volume – CAGR (1H08-1H12): 3.2% Domestic market Exports CAGR (1H08-1H12): 6.9% CAGR (1H08-1H12): (3.5%) 79 31 52 74 48 68 4465 25 59 24 39 39 22 20 1H11 1H08 1H09 1H10 1H12 1H111H08 1H09 1H10 1H12 1H08 1H09 1H10 1H12 1H11 70
  71. 71. Shareholder´s equity and return on equity Shareholder´s equity Return on average equity 2.000 1.801 1.801 1.800 1.676 1.600 1.465 1.400 1.318 1.180 1.200R$ million 1.000 800 24,2% 600 19,6% 19,9% 19,9% 20,2% 17,6% 400 200 0 2007 2008 2009 2010 2011 2012 71
  72. 72. Operational result (IFRS) (R$ ‘000) 1H11 %V 1H12 %V %HDomestic market 553,699 98.7% 700,723 96.5% 26.6%Exportação 152,894 27.2% 221,867 30.6% 45.1%Gross sales revenue 706,593 125.9% 922,590 127.0% 30.6%Sales deduction (145,489) (25.9%) (196,374) (27.0%) 35.0%Net sales revenue 561,104 100.0% 726,216 100.0% 29.4%Cost of sales (355,738) (63.4%) (419,554) (57.8%) 17.9%Gross profit 205,366 36.6% 306,662 42.2% 49.3%Operating income (expenses)Selling expenses (137,106) (24.4%) (185,012) (25.5%) 34.9% General & administrative expenses (28,830) (5.1%) (34,466) (4.7%) 19.5%EBIT 39,430 7.0% 87,184 12.0% 121.1%Other operating income 3,808 0.7% 2,334 0.3% (38.7%)Other operating expenses (1,622) (0.3%) (1,769) (0.2%) 9.1%Operating result before financial revenue (expenses) 41,616 7.4% 87,749 12.1% 110.9%Finance costs (19,876) (3.5%) (39,705) (5.5%) 99.8%Finance income 91,396 16.3% 115,978 16.0% 26.9%Finance Result 71,520 12.7% 76,273 10.5% 6.6%Profit before taxation 113,136 20.2% 164,022 22.6% 45.0%Income tax and social contributionCurrent (11,599) (2.1%) (16,643) (2.3%) 43.5%Deferred (1,285) (0.2%) (5,623) (0.8%) 337.6%Non-controlling interests 138 0.0% (207) (0.0%) (250.0%)Profit for the period 100,390 17.9% 141,549 19.5% 41.0% 72
  73. 73. Net cash, cash and cash equivalents and borrowings (short and long-term) 1.200 1.031 1.026 916 800 794 957 800 703 849 805R$ million 664 400 521 576 0 (131) (111) (69) (182) (224) (181) -400 12/31/07 12/31/08 12/31/09 12/31/10 12/31/11 06/30/12 Cash and Cash equivalents Borrowings (short and long-term) Net Cash Strong cash flow 73
  74. 74. Low need for CAPEX (on fixed and intangible assets) 45 40 39 35 35 33 30 25R$ million 25 24 20 20 15 12 10 5 0 2007 2008 2009 2010 2011 1H11 1H12 74
  75. 75. More Our expertise of 40Less labor - capital- intensive intensive years, producing innovative footwear and generating desired brands, shows the Strategy: Break Paradigms success of our vision of the market, our strategy and our business model – and Higher Highly entry marketing our capacity to create barries intensive value for stockholders. 75
  76. 76. Value proposition Brands Products Marketing Management Constant creation  Aggresive  Scale gains, scope of products marketing gains Innovative design  Licenses with  Profitability celebrities  Continuous Manufacturing  Segmentation improvement technology  Investment in  Financial solidity Few products in media / events  Sustainable large scale  Strong relationship growth with trade Value for Stakeholders 76
  77. 77. Guidance Targets for: 2011-2015 Growth of gross revenue at a CAGR between 8% and 12% in the five years. Growth of net profit at a CAGR between 12% and 15% in the five years. Advertising expenses: average: 8% - 10% of net revenue in this period.We expect in this period to have some years with higher growththan these rates, and others with lower growth, but on average weintend to achieve these targets. 77
  78. 78. Distribution of population by income group 2005 2010 60% 54% 51% 50% 40% 34% 30% 25%% 21% 20% 15% 10% 0% DE C AB Income group Source: 2010 Cetelem-Ipsos research 78
  79. 79. Brazil – increments in spending with changes in income group (clothing and footwear) +125% +141% +132% Income Income Income Income group group group group D/E C B ASource: Exame magazine / Lojas Renner investor relations website 79
  80. 80. Muito Obrigado! THANK YOU! Grendene´s IR Team Francisco Schmitt Investor Relations Officer (55 54) 2109.9022 Secretary Cátia Gastmann (55 54) 2109.9011 Further informationInternet: http://ri.grendene.com.br / Email: dri@grendene.com.br 80

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