Professional Documents
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estimate, forecast, project, will, may, should and similar expressions identify forward-looking statements. Forward-looking statements include statements regarding: strategies,
outlook and growth prospects; future plans and potential for future growth; liquidity, capital resources and capital expenditures; growth in demand for products; economic outlook and
industry trends; developments of markets; the impact of regulatory initiatives; and the strength of competitors.
The forward-looking statements in this presentation are based upon various assumptions, many of which are based, in turn, upon further assumptions, including without limitation,
management's examination of historical operating trends, data contained in our records and other data available from third parties. Although the Company believes that these assumptions
were reasonable when made, these assumptions are inherently subject to significant uncertainties and contingencies which are difficult or impossible to predict and are beyond its control
and it may not achieve or accomplish these expectations, beliefs or projections. In addition, important factors that, in the view of the Company, could cause actual results to differ materially
from those discussed in the forward-looking statements include the achievement of the anticipated levels of profitability, growth, cost and synergy of its recent acquisitions, the timely
development and acceptance of new products, the impact of competitive pricing, the ability to obtain necessary regulatory approvals, the condition of the economy and political stability in
Russia and the other markets of operations and the impact of general business and global economic conditions.
Some of the information in the presentation is still in draft form and has not been legally verified and will only be finalised at the time of the Offering.
Neither the Company, nor any of its agents, employees or advisors intend or have any duty or obligation to supplement, amend, update or revise any of the forward-looking statements
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Our history
1994
Foundation of
wholesale
distribution
business by
Mr. Galitskiy
1994 - 1998
Early Years:
Wholesale distribution
1997
CJSC Tander is one
of the major official
distributors of
household products
& cosmetics in
Russia
1998
Decision to
expand into
grocery retail
market
End of 1999
Stores merged
into Magnit
discounter retail
chain
1998 - 2000
2000 - 2005
Entrance
into food retail
7 November 1998
First grocery
store opened in
Krasnodar
1998-1999
Experiments
with format
End of 2005
Leading food retailer in
Russia by number of
stores and sales
Reorganization of OJSC
Magnit
2001-2005
Rapid regional
roll-out: 1,500
stores by the
end of 2005
2005 Today
Extensive roll-out
to capture
market share
2004
Adoption of IFRS
Strict financial
controls
Performance-linked
compensation
Continued growth
with focus on
margin expansion
9%
10%
5%
2000
15%
15%
5%
5%
7%
9%
6%
1000
730
580
833
1,701
1,021
500
0%
0
2001
2002
2003
2004
2005
2000
100%
benefiting discounters
22% 5% 7%
Over 243$
174$ - 243$
80%
104$ - 139$
40%
52$ - 69$
0%
35$ - 52$
2002
2003
2004
11% 3% 6%
Grocers
Pavilions
24%
6%7%
48%
7% 2% 6%
Kiosks
2004
69$ - 104$
20%
45%
2005
139$ - 174$
60%
25%
7% 9%
47%
6% 2% 5%
2003
Points of sales at
open markets
Discounters
Hypermarkets
0%
Rosstat
2005
Source: Rosstat
2001
2001
2002
2003
2004
Per capita retail turnover
Source: Rosstat
Source:
1,491
1500
10%
7%
Source:
20%
40%
Business Analytica
60%
80%
100%
Supermarkets
4
Magnit
1,4
Pyaterochka
1,0
Perekryostok
1,0
Auchan
0,9
Dixi
0,7
Seventh Continent
Lenta
0,6
Kopeyka
0,6
Ramstore
0,6
0,0
Source:
0,5
1,0
1,5
Companies
2,0
2003*
2004
2005
CAGR
440
849
1,578
85%
610
1,014
1,500
57%
156.7
255.3
382.6
56%
Number of customers, mn
158.8
273.2
469.3
72%
347
218
120
134
118
111
49
9
7
0
1,500
500
1,000
1,500
2,000
5
Our strengths
Unique purchasing power:
Presence in 5 out of 7 federal districts gives additional leverage with national suppliers
Exceptional scalability
Experienced and professional
management team
Strong brand recognition
associated with value for money
Efficient in-house logistics system
Unique capabilities of management
information system
Extensive Private Label programme
In-house logistics enable both efficient penetration of regional markets and successful
operation over a wide geographic area
Strong visibility of operations
Daily monitoring of KPIs
Real time monitoring of inventories
Monthly P&L for each store and the Group
Strategy
Organic growth in existing
markets and selective
geographic expansion
Leveraging scale
Strict cost control
Further improvement in
operating efficiency
Our Mission
We work hard to increase the prosperity of our customers by minimising their expenditure on quality
consumer goods, through:
Efficient use of the Companys resources
On-going improvements in technology
Adequate compensation for our employees
Business Overview
Section 2
Format features
Key features
Outstanding
value-for-money
Convenient
location
Optimal size
Carefully
selected
assortment
Modern
functional
interior
Visible exterior
100%
Central
regional division
LLC Selta
Alcohol licence holder for Stavropol region
99%
LLC Alkotrading
1%
HJSC Magnit
Volzhsky regional
division
1,574
stores
LLC
Tander-Magnit
LLC
Tander-Petersburg
Rostov-on-Don
regional division
Northern
regional division
46
regional
branches
Povolzhsky
regional division
LLC BestTorg
Food retail in Moscow and Moscow region
LLC Tandem
51%
Urals
regional division
5 distribution
centres
100%
Moscow
regional division
Top management
Sergey Galitskiy,
Chief Executive Officer
Alexander Prisyazhnyuk
Chief Financial Officer
Photo
to come
Photo to
come
Since 1997
Age 33
Education: Kuban State
University, Degree in
Physics
Nikolay Panuli,
Marketing director
Photo
to come
Photo
to come
Joined in 2004
Age 35
Education: Kiev
Telecommunication
College, Engineer
Photo
to come
Photo
to come
Sergey Levozhinskiy,
HR Director
Photo
to come
Since 1998
Age 41
Education:
Kuban State
University,
History
Joined in 2006
Age 32
Education: Kuban
State University,
Degree in
Mathematics
Photo
to come
Alexander Ermolenko,
Head of logistics
Photo
to come
Since 1996
Age 44
Education: Higher
Marine School,
Engineer
Andrey Arutyunyan,
Development director
Khachatur Pombukhchan,
Investor Relations
Since 1996
Age 41
Education:
Higher Marine
School, Engineer
Sergey Romnayuk,
IT Director
Vladimir Gordeychuk
Chief Operating Officer
Joined in 2000
Age 45
Education:
Higher Marine
School,
Engineer
Joined in 2003
Age 37
Education: Kuban
State University,
Economist
Marina Ivanova,
Purchasing director
Photo
to come
Since 1997
Age 42
Education:
Dushanbe State
University,
Chemistry
13
up to 100
thousand
residents;
41%
North-Western Federal
district:
396 stores
500 - 1000
thousand
residents;
24%
100-500
thousand
residents;
26%
1 million +
residents; 9%
Source:
Company data
Southern;
44%
1 Distribution centre
NorthWestern,
4%
Urals; 1%
Central; 25%
Source:
Company data
14
20%
Priorities:
1. Price
2. Location
3. Assortment
4. Comfort
Key features:
Shopping habits formed in Soviet time
Conservative shoppers
Most are low income
Key focus areas:
Increased offering of Private Label
products to reduce prices for essential
goods
50%
Priorities:
1. Assortment
2. Location
3. Comfort
4. Price
Key features:
More open to western lifestyles and
oriented towards modern retail formats
Key focus areas:
Offering product categories appealing
to young audience
Key features:
Time is of greater value than for other
groups
Growing car ownership
High level of responsibility for quality of
purchased food and family budget
Key focus areas:
Increased share of fresh dairy, semiprepared products and ready meals
Ensure quick shopping, avoid bottlenecks
in rush hour
One stop shopping: ATMs, pharmacies,
payment of mobile phone bills, etc
Building more parking slots at the stores
15
Assortment selection
Share of stores offering fresh and
value-added products
Fresh categories
98,5%
Salads
64,3%
Fish
28,8%
14,3%
Chilled meat
13,5%
Bakery
13,0%
12,6%
0%
20%
15,00%
15,47%
Confectionary
9,83%
Cosmetics
40%
60%
80%
100%
23,29%
Dairy products
Company data
5000 + roubles
Alcohol, soft-drinks
and beverages
Meat and meat
products
42,8%
Chilled chicken
Source:
Semi-finished
products, cakes
6,85%
Fruit and
vegetables
7,61%
5,79%
Household
chemistry
3,51%
3,66%
Fat products
4500 - 5000 roubles
up to 4000 roubles
Source:
Company data
Semi-finished
products, cakes
2,95%
2,32%
Other household
goods
1,40%
Eggs
1,42%
Non-core products
0,90%
0%
Source:
5%
Company data
10%
15%
20%
25%
16
Mark-up adjustments
Geographical location
(urban/rural matrix)
Seasonality
Centralised matrix-based
pricing system
17
Volume discounts
Compensation of external and internal logistics costs
Average credit term in 2005 34 days and can be as high as 60 days
for national suppliers
Contract term is typically 1 year
Often can be unilaterally terminated by Magnit with no penalties
Supplier bonuses
12,0%
10,42%
600
8,2%
500
400
8,0%
6,3%
5,1%
300
200
2,2%
100
46
162
6,0%
508
519
265
4,0%
2,0%
0,0%
2002
2003
2004
Number of items
Source:
10,0%
Company data
2005
1q2006
Cashiers
Stores
Main Office
Internet
Mail server
Database
Server
Store
director
Distribution centres
19
Logistics system
Up to 60% of cost of goods sold is processed through
our in-house logistics systems and the long-term
target is to increase this share to 85%
City
Space,
sq. m.
Share in
total DC
turnover,
%
Number
of
serviced
stores
Leased
/Owned
Southern
30 048
47%
557
Owned
Engels
Volga
12 242
23%
349
Owned
Togliatti
Volga
8 229
11%
247
Leased
Tver
Central
7 200
12%
243
Owned
Oryol
Central
4 232
7%
178
Leased
61951
100%
1 574
Kropotkin
Total
Source:
Company data
Direct
delivery
from
suplliers to
the stores
40%
Turnover
through DC
60%
Direct
delivery
from
suplliers to
the stores
15%
Turnover
through DC
85%
2005
In 2-3 years
Note: as % of turnover
20
13,331
Average headcount
8,505
24,870
2004
7,378
9,000
7,500
6,000
4,500
3,000
1,500
0
in RUB
2005
Average monthly salary
Personnel training
21
W
2
W
3
Month 2
W
4
W
1
W
2
W
3
Month 3
W
4
W
1
W
2
W
3
W
4
Identification of a property
or a land plot
Feasibility report and
opening budget prepared
Approval by the regional
director and branch director
MOU signed with landlord
Legal due diligence
Technical due diligence
Approval by Committee on
Store Openings
Lease agreement or SPA
signed
Repair and maintenance
Purchasing and installation
of equipment
Personnel hiring and
training
Sublet agreements signed
Store opened
22
Owned;
11,4%
415000
410000
Owned; 12%
1560
405000
400000
1540
395000
1520
390000
385000
1500
380000
375000
1480
Leased,
88,6%
Leased,
88%
2005
370000
1460
365000
2005
1Q2006
1Q2006
Number of stores
Selling space
Store openings
Southern
Central
Volga
North-Western
Urals
Total
1998
1
1999
18
2000
27
2001
133
19
2002
270
40
53
2003
387
100
114
2004
550
224
214
2005
684
379
368
31 Mar 06
696
396
404
26
67
11
1,574
20
28
153
368
610
1,014
61
8
1,500
New openings
Closings
19
0
10
2
127
2
222
7
259
17
438
34
550
64
103
29
Net openings
19
125
215
242
404
486
74
Source:
Company data
23
Store information
Total number of stores, 2001-1Q2006
2000
1500
1500
1574
2005
1q2006
500
sq m
1014
1000
610
368
153
0
2001
2003
2004
Company data
Source:
387
374
368
365
376
387
2001
2002
2003
2004
2005
1q2006
Company data
sq. m
Source:
2002
450
400
350
300
250
200
150
100
50
0
450
400
350
300
250
200
150
100
50
0
Source:
266
258
257
252
255
261
2001
2002
2003
2004
2005
1q2006
Company data
25
Operating KPIs
469,3
500,0
273,2
300,0
200,0
158,8
137,90
100,0
0,0
2003
2004
2005
1q2006
US$
in millions
400,0
4,0
3,5
3,0
2,5
2,0
1,5
1,0
0,5
0,0
3,0
3,3
3,58
2,5
2003
2004
2005
1q2006
26
Moscow
1,781
1,159
St. Petersburg
1,358
757
1,621
Volga
Central**
North-Western***
500
Central**
North-Western***
1,500
2,000
2,500
2004
5,415
2,052
Urals
1,000
4,527
7,705
4,938
4,089
3,305
4,326
3,310
2,605
3,877
3,026
1,969
3,122
Volga
476
Urals
2,901
Southern
871
1,031
773
628
970
737
484
813
6,097
4,046
St. Petersburg
1,270
1,053
Southern
Moscow
2005
2003
2004
2005
Note: * calculated as retail revenue in a year divided by weighted average number of stores and
selling space in the same year
** excluding Moscow and Moscow region
*** excluding St. Petersburg and Leningrad region
Source: Company data
27
In US$m
Net sales
Traffic growth:
Macroeconomic factors
Increased market share due to outflow of customers from open
markets to discounters
Ticket growth:
3. Cost efficiencies
Better terms from suppliers due to growing purchasing power
FY 2004
FY 2005
848.5
1,577.7
86%
(739.8)
(1,312.9)
77%
108.7
264.8
144%
12.8%
16.8%
(92.9)
(185.5)
Other income/(expense)
(3.1)
(1.3)
EBITDA
12.7
78.0
EBITDA margin, %
1.5%
4.9%
Depreciation
(6.1)
(15.1)
6.6
62.9
(5.3)
(12.9)
1.3
50.0
EBIT
YoY, %
Taxes
(3.0)
(13.2)
232%
26%
Net income
(1.7)
36.8
Net margin, %
-0.2%
2.3%
100%
513%
854%
28
+13.9%
Average
ticket, LFL
growth
LFL revenue
growth
+26%
US$m
Tickets per
store, LFL
growth
1 800
1 600
1 400
1 200
1 000
800
600
400
200
0
1 500
1 014
1 552,6
813,5
2004
Retail sales
+11.1%
1600
1400
1200
1000
800
600
400
200
0
2005
Number of stores
Note: for stores opened before July 2003 and not closed down permanently, expanded or downsized by the end of 2005, i.e. 399 stores
Source: Companies data
29
+3.91%
+15.45%
+11.11%
Note: for stores opened before July 2003 and not closed down permanently, expanded or downsized by the end of 2005, i.e. 399 stores
Source: Companies data
30
16%
14%
+ 0.4%
+ 0.4%
-0.1%
16.8%
Transportation
costs
Inventory
shortages
Rebates
GM 2005
12.8%
as % of sales
12%
10%
8%
6%
4%
2%
0%
GM 2004
Trading
margin
31
Profitability analysis
12%
9%
100
50
185.5
6%
92.9
3%
0%
2004
4.9%
1.5%
2004
8%
6%
1.1%
0.5%
0.6%
1.6%
0.9%
0.4%
0.7%
1.4%
2.6%
2.3%
4.8%
5.7%
0%
2004
Source: audited IFRS Financial Statements
2%
1%
0%
2005
2005
Other
Package materials
Repair & maintenance
Pension contributions
4%
2%
3%
2.3%
40
Net income, US$ m
as % of sales
10%
78.0
12.7
5%
4%
2005
6%
EBITDA margin, %
10.9%
90
80
70
60
50
40
30
20
10
0
2%
30
20
36.8
10
0
-10
3%
2%
1%
1%
-0.2%
0%
-1.7
2004
Net margin, %
150
15%
11.8%
EBITDA, US$ m
200
as % of Sales
-1%
2005
32
31-Dec-04
93.9
0.2
0.0
94.1
31-Dec-05
160.1
0.4
160.5
Merchandise
Trade accounts receivable
Taxes receivable
Advances paid
Other receivables
Short-term investments
Cash
Total current assets
Total assets
77.9
4.5
14.5
6.1
2.8
0.3
19.7
125.8
219.9
151.3
1.0
19.2
23.6
6.3
45.8
247.1
407.6
Charter capital
Reserves
Retained earnings
Shareholder's equity
0.0
1.7
13.4
15.1
0.0
0.1
49.0
49.2
3.2
0.9
8.3
12.4
79.4
3.5
11.0
93.8
108.3
10.6
0.6
72.9
192.5
219.9
132.2
52.5
5.0
74.8
264.6
407.6
33
2004
2005
1.3
50.0
6.1
(0.0)
0.5
(0.7)
5.3
12.4
10.3
22.7
(0.3)
(5.3)
17.0
15.1
0.1
0.5
(0.4)
12.9
78.3
(30.2)
48.0
(3.2)
(11.4)
33.4
(59.0)
(0.2)
0.9
(25.0)
27.5
(55.8)
(78.3)
(0.2)
1.2
(5.6)
5.9
(1.5)
(78.5)
384.0
(334.6)
(1.0)
48.4
679.3
(597.9)
(0.5)
(8.6)
72.4
0.9
(1.2)
10.5
26.0
9.2
19.7
19.7
45.8
34
74
41
40
28.8
2004
Receivables
34
32
Other, 2.9%
2005
Payables
Inventory
Store
premises,
28.7%
Warehouse
equipment,
1.8%
Warehouse
premises,
4.6%
Fit-out costs,
14.0%
Additional trucks
Capital structure
Magnit significantly improved its financial standing in
2005:
in 2005
80.00%
60.00%
20.00%
0.00%
2005
1.5x
2004
4.6x
6.1x
Current
assets,
57.20%
Current
assets,
60.60%
Non-current
assets,
42.80%
Non-current
assets,
39.40%
Equity, 6.90%
LT liabilities,
5.6%
Equity, 12.10%
LT liabilities,
23.1%
-40.00%
-60.00%
EBITDA/Net
interest
31 Dec 2005
40.00%
Net
debt/EBITDA
31 Dec 2004
ST Liabilities,
87.5%
ST Liabilities,
64.8%
-80.00%
2.4x
-100.00%
36