THE CREATION OF A BUSINESS MODEL FOR ONE OF THE LEADING RETAILERS IN LATAM - March
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THE CREATION OF A BUSINESS MODEL
FOR ONE OF THE LEADING RETAILERS IN LATAM
March | 2020
RETAIL PLATFORM IN LATIN AMERICA
7
FASHION AND ELECTRONICS SUPERMARKETS HOME IMPROVEMENT
COUNTRIES
FINANCIAL SERVICES MARKETPLACE REAL ESTATE
US$12.6bn 12.1% US$1.2bn 83%
2019 Revenues 2019 EBITDA margin 2019 NMV 1 4Q19 N MV Growth in Lin io
US$7.5bn 5.6m 511 stores US$1.3 bn
2019 Gross Loan Book Active CMR Accounts Three retail formats 2019 Digital Ch an n e l sale s
with balance for fin an cial se rvice s
Source: Company filings
Note: Main figures as of December 2019. All dollar figures are calculated based on the observed exchange rate as of January 2nd, 2020 (748.74 CLP/US$). EBITDA calculated as Operational income + Depreciation and Amortization;
1 NMV includes revenue generated through online channels for Department Stores in Chile, Peru, Argentina & Colombia; Home Improvement in Chile, Peru, Argentina, Brazil & Uruguay; Supermarkets in Chile & Peru and Linio’s NMV;REGIONAL FOOTPRINT
FALABELLA RETAIL 47 Stores 328.169 m2 29 Stores 173.415 m2 25 Stores 176,330 m2 10 Stores 56.890 m2
HOME IMPROVEMENT 89 Stores 767.680 m2 55 Stores 376.265 m2 40 Stores 386,256 m2 9 Stores 94.073 m2 53 Stores 172,112 m2 3 Stores 24.849 m2 5 Stores 57.209 m2
SUPERMARKETS 69 Stores 224.901 m2 77 Stores 264.368 m2
FINANCIAL SERVICES 2,780,000 active credit cards 1,100,000 active credit cards 1,080,000 active credit cards 385,000 active credit cards 185,000 active credit cards
REAL ESTATE 26 malls 1,593,000 m2 GLA 14 malls 519,000 m2 GLA 3 malls 123,000 m2 GLA
MIX BY COUNTRY (LTM) MIX BY (LTM) BUSINESS
Home Improvement 34% 19% Fashion & Electronics 30% 13%
Colombia Brazil US$ 4.2 billion revenues Revenue EBITDA US$ 4.0 billion revenues Revenue EBITDA
7% revenue · 9% EBITDA 2% revenue ·LEADERSHIP POSITION
Fashion & Electronics Home Improvement Supermarkets Financial Services Real Estate
MA R K E T PO SI T I O N 1
Revenues MMUS$ Revenues MMUS$ Revenues MMUS$ CMR Accounts Footprint
1,966 2,795 #1 1,003 2,780,000 # 1 26 Shopping Centers # 1
CHILE #1 #4
GLA 1.6 million m2
868 895 1,177 1,100,000 # 1 14 Shopping Centers # 1
PERU #1 #1 #2
GLA 0.5 million m2
COLOMBIA 582 #1 1,132 #1 1,080,000 # 1 3 Shopping Centers
ARGENTINA 290 #1 290 #2 385,000
BRAZIL
279 #4
SALES LTM / M 2 (US$) 2
5.897
4.640
4.107
3.748 3.631
1.924
4.387
Falabella Comp. 1 Comp. 2 Sodimac Comp. 1 Tottus Comp. 1
1. Revenues as of December 2019 LTM. Number of CMR accounts, malls and GLA as of December2019.
2. 2. Sales LTM per square meter as of June 2019. FX rates as of July 1st, 2019 (679.15 CLP/US$). Tottus’ sales area excludes check out area, in order to compare with peer’s reported sales per square meter.CONSTANTLY EVOLVING TO MEET OUR CUSTOMERS DEMANDS
2018
Organic Initiatives Integration of CMR
and Banco Falabella
2015 Chile to improve
Sodimac opens first value proposal.
Homecenter stores in
1980 1993-5 2013
1999 2002 2006 2009 Brazil and Uruguay
Falabella Entry to Argentina Launch of
First Tottus Falabella & Launch of
launches CMR and Colombia Falabella.com
opened in Peru CMR enter Colombia Homy Móvil Falabella
launched in Chile
Sodimac.com
launched in Peru
2019
2014 2017 Falabella agrees to
1990 2005 2010-11 Sodimac.com sell Viajes Falabella to
Falabella builds its 1998 2001 launched in Colombia The first Falabella- Despegar and signs
Falabella.com Falabella.com
first shopping center Banco Falabella Sodimac.com Tottus.com launched in Soriana credit card long term strategic
launched in launched in Colombia
Mall Plaza launched in Chile launched in Chile Peru was issued in Mexico alliance
Argentina Tottus.com launched in Chile
Mergers & Acquisitions
2003 2007 2013 2014 2016 2018
Falabella Sodimac acquires
Imperial in Chile Sodimac acquires Sodimac acquires Falabella & Soriana form Falabella announced the
& Sodimac merge Dicico in Brazil partnership to develop home acquisition of 100% of
Maestro in Peru
1993-5 2008 improvement and financial Linio and signed an MOU
2004 services in Mexico to develop and operate
Falabella acquires Falabella acquires
Mall Plaza acquires Mall IKEA
Saga Falabella acquires Casa Estrella
in Colombia Las Americas in Chile
San Francisco
in ChileCURRENTLY STRENGTHENING OUR DIGITAL ECOSYSTEM CAPABILITIES
LOGISTICS
LOYALTY
MARKETPLACE
PAYMENT SOLUTIONS
DATA ANALYTICS & BI
FINANCIAL SOLUTIONSBASED IN FIVE STRATEGIC PRIORITIES
01 02 03 04 05
Differentiated Scaling Up Financing and Data Analytics Technological
Value Logistics Payments and Business Platform
Proposition And Fulfillment Intelligence Development
Building a digital ecosystem leveraged on our unmatched physical
assetsSTRONG FINANCIAL POSITION
68% 13%
Debt By Creditor Debt By Maturity
w/o Banking Operations 32% w/o Banking Operations
87%
4.9 years US$ 4,179 MM
Duration Financial Debt w/o Banks
Public bonds Financial institutions Short term Long term
Net Financial Debt/Ebitda (times) Leverage (times)
w/o Banking Operations w/o Banking Operations
Dec 2019 3.48 Dec 2019 1.04
Dec 2018 3.38 Dec 2018 0.91CAPITAL EXPENDITURE ORGANIC INVESTMENT PLAN 2020 - 2023
US$ 2.9 bn 38% 31% 31%
Investment over the next 4 years IT and logistics projects New stores & shopping centers Remodeling and expansions
STORE AND SHOPPING CENTERS OPENINGS INVESTMENT (US$ MILLION)
1 1
2
Shopping 800 773
Centers 722
577
22 22 80
Stores
20 16
2020 2021 2022 2023
2020 2021 2022 2023
Note: The investment plan includes 100% of expected capex for Falabella S.A. and subsidiaries, including Sodimac Colombia, Sodimac Mexico, CMR Mexico, which the Company does not consolidate.FOSTERING AN ENTREPENEURIAL CULTURE DRIVEN BY OUR VALUES
ONE FALABELLA TEAM
Exceed Make things Meritocracy Purposeful
customers’ happen actions
expectationsinvestors.falabella.com
inversionistas@falabella.cl
Juan-Luis Carrasco , Head of IR
Pablo Muñoz Norero, IR Analyst
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