Post on 08-Mar-2018
Investor Luncheon
November 13, 2015
P O S I T I V E B A L A N C E
Presentation disclaimer
During this presentation management may discuss certain forward-
looking statements concerning Arca Continental’s future
performance that should be considered as good-faith estimates
made by the Company.
These forward-looking statements reflect management
expectations and are based upon currently available data. Actual
results are subject to future events and uncertainties, which could
materially impact Arca Continental’s actual performance.
2
Investor Luncheon
November 13, 2015
P O S I T I V E B A L A N C E
Arturo GutierrezCOO
Chief Operating Officer
• 15 years at Arca Continental
• Served as Secretary of the Board, Director of the
Mexico Beverages Division, Human Resources,
Corporate Planning and Chief Legal Officer
• Bachelor’s Degree in Law from Escuela Libre de
Derecho and a Master’s of Laws/J.D. from
Harvard University
4
Emilio MarcosCFO
Chief Financial Officer
• 13 years at Arca Continental
• Served as Director of Operations at Bebidas
Mexico, Complementary Business Division
Director, and Treasury & Procurement
• Bachelor’s Degree in Industrial and Systems
Engineering from Tecnologico de Monterrey and
a Master’s in Business Administration from the
University of Illinois
5
Jaime SanchezGeneral Counsel
General Counsel
• 9 years at Arca Continental
• Served as Secretary of the Board of Directors
and Corporate Legal Manager of
Embotelladoras Arca
• Bachelor’s Degree in Law from Universidad de
Monterrey and a Master’s of Laws from The
Michigan University
6
Jean Claude TissotCMO
Chief Marketing Officer
• 2 years at Arca Continental
• Served at The Cola Company for more than 15
years in marketing and commercial areas. Last
roles as General Manager of North Region in
Mexico and previously Central America
• Business Administration from Universidad ICESI
and a Master’s in Marketing and a Master’s in
Finance from Colegio de Estudios Superiores de
Administracion in Colombia
7
Alejandro MolinaTechnical and Supply Chain Officer
Technical and Supply Chain Officer
• 7 years at Arca Continental
• Global Supply Chain Council Bottlers Chairman at
The Coca-Cola Company
• Served at The Coca-Cola Company for more than
15 years in the areas of Quality, Environmental,
Sustainability and Supply Chain
• Bachelor’s Degree in Chemical Engineering from
Universidad La Salle and a College Diploma in
Supply Chain from ITAM
8
Gabriel MenesesHuman Resources International Director
Human Resources International Director
• Served at The Coca-Cola Company for 17 years
• HR VP for the Europe and the Asia Pacific Group
at The Coca-Cola Company, based in Singapore
• Senior HR roles in North America and Latin
America
• Bachelor´s degree in Business from Tecnológico
de Monterrey
9
Strategic Overview
Rapid and profitable growth to achieve
a well-balanced portfolio…
11
99%
1%
2002
Mxp$13 billionMexico Beverages
Exports and Vending Mxp $85 billion
Mexico Ecuador Argentina ComplementaryPeru
6.4x
12%12%
50%
2015p
16%
Dairy
CAGR15% 10%
USA
Exports
2015p: Pro-forma with 12 months of Corporacion Lindley
2002ARCA
Merger
2007Snacks Mexico
2008Argentina &
Jugos del Valle
2010Ecuador
2011CONTALMerger
2012Snacks
International & Santa Clara
2014Tonicorp
2015Peru
…based on strong organic growth and an excellent M&A track record
12
$16
$48
$170
$12$60 $75
$15 $185
Market CapArca Dec '02
Market CapArca Dec '10
Dividends'02 - '10
Total ValueDec '10
Market CapArca+Contal
Dec '10
Market CapOct '15
Dividends'11 - '15
Total ValueOct'15
$48
MXP$ billion
$27
A
C
$16
$48
$170
$12$60 $75
$15 $185
Market CapArca Dec '02
Market CapArca Dec '10
Dividends'02 - '10
Total ValueDec '10
Market CapArca+Contal
Dec '10
Market CapOct '15
Dividends'11 - '15
Total ValueOct'15
$48
MXP$ billion
$27
A
C
Delivering consistent value creation…
13
Mxp$ billion
• Talent development
• Organizational
capabilities
People &
Organization
• Culture
• Social Responsibility
…supported by our strategic core pillars
Execution (ACT)
• Segmentation
• Price-pack architecture
• Service models
Supply Chain
Management
• Supply network design
• Operational Excellence
• Sustainability
Finance & IT
• Solid financial profile
• Standard and streamlined
business process
• State of the art IT platform
Operational Strengths
Value Creation
14
Operational StrengthsExecution (ACT)
• Segmentation
• Price-pack architecture
• Service models
Supply Chain
Management
• Supply network design
• Operational Excellence
• Sustainability
Finance & IT
• Solid financial profile
• Standard and streamlined
business process
• State of the art IT platform
Operational Strengths
• Talent development
• Organizational
capabilities
People &
Organization
• Culture
• Social Responsibility
Solid operational results in Mexico
16
72.9% 74.6%
1,059 1,038 1,065
2013 2014 2015e
Volume(MUC)
The highest Brand
Love score
AC
Consolidating market leadership with profitability
17
Mexico
62% Non
Returnable
38% Returnable48%
Single-serve52%
Multi-serve
Format Package
68%
80%
Mexico
Cooler Coverage
2010 2015
$45.55 $52.34
2013 2014 2015e
Price Per UnitCase
3.7%
2.9%
Tax 12.0%
Successful development of Direct to Consumer
channels
18
163
226
336
500
2012 2013 2014 2015e
DTH Routes
Leading innovation with telecommunications
to increase profitabilityJug Water & DTH currently reach more than
600,000 households
872
1,144 1,171
2012 2013 2014
Net Sales(Mxp million)
MexicoVending Direct to Home
26
31
2012 2015e
Vending Machines
(‘000)
Leveraging our capabilities in adjacent
businesses…
19
• 3rd largest snacks brand in Mexico
• One of Mexico’s largest distribution networks
with more than 1,000 routes
• Market share in Northern Mexico 10%
• Market share in Monterrey 15%
85
160
2007 2015e
Customers(‘000s)
Expanding to new markets with leading brands
20
• #1 regional brand in New York Metro Area*
• 1,800 DSD routes with access to 21 states
(35% of US salty snack market)
• Rapidly expanding brand presence
• New R&D facility in Atlanta
*Source: IRI Consumer Network 52weeks ended 2/9/2015 and same period prior years
21
11
19
2009 Sep-15
48
61
2009 Sep-15
EBITDA/Sales
(%)
Market Share
(%)
Argentina: investing in core capabilities and
increasing profitability
129
145
2009 2015e
Volume
(MUC)
22
139
153
2011 2015e
Volume
(MUC)
1618
2011 Sep-15
60
68
2011 Sep-15
Market Share
(%)EBITDA/Sales
(%)
Ecuador: successful expansion of best practices
23
Argentina
Cooler Coverage (%)
Ecuador
South America: improving execution at the
point of sale
28
47
2011 Sep-15
25
45
2009 Sep-15
• Rolling out Route to Market Initiatives
• Strengthening Revenue Growth
Management Capabilities
Market Share
Yogurt 71%
Flavored milk 81%
24
Tonicorp and Inalecsa: yielding profitable results
Product Mix
Market Share
Pastries 83.7%
Salty Snacks 25.3%
Market leader in every value-added dairy category
43%Yogurt
Category
21%Flavored
Milk
11%Others
8%Gelatin
8%Milk
9%Oatmeal
Product Mix
30% Pastries
70% Salty Snacks
Peru: large market with attractive
macroeconomic and demographic dynamics
25
Main avenues to reach running rate of US$25 million in synergies
1. Raw Materials
Leverage scale with main suppliers
2. Process Innovation and Packaging
More efficient processes to produce PET
packaging
3. Supply Chain and TransportationOptimize primary distribution and third-party
transportation services
4. AdministrationConsolidation of administrative processes
5. Revenue Expansion AlternativesExchange of best commercial practices
• Unique opportunity for franchise integration
• Contiguous territories provides
geographic cohesion and access to 31
million consumers (same as AC Mexico)
• Similar operating philosophy and
complementary business opportunities
Execution (ACT)
• Segmentation
• Price-pack architecture
• Service models
Supply Chain
Management
• Supply network design
• Operational Excellence
• Sustainability
Finance & IT
• Solid financial profile
• Standard and streamlined
business process
• State of the art IT platform
Operational Strengths
• Talent development
• Organizational
capabilities
People &
Organization
• Culture
• Social Responsibility
Total Execution (ACT)
27
Our Fundamental Growth Algorithm
CONSUMER
DEMAND
GREAT
MARKETING
GREAT
EXECUTION+ +
Disciplined Portfolio Choices
= PROFITABLE
GROWTH
28
Great
Execution
ACT connects our entire organization in order to
reach the perfect execution
29
Sales School Innovation
Collaboration Commitment Innovation Standardization
Segmentation
Revenue Management
Route to Market
Fundamentals
Market Tools
Volume/Pricing
Market Share
Execution Index
EBITDA
ROIC
Volume
Value
Transactions
Metrics
30
Segmentation
Capture the maximum value from our customers and consumers through dynamic segmentation to
apply precise strategies that ensure our leadership in the market profitably
• Customer Classification by channel and activity
• Cluster by industry size
• Competitive Maps
• Unique platform from Sales Office to Sales Force Mobile
Device
México Ecuador Argentina
+ 4.3 + 3.4 + 8.8Share of Value vs Share of Volume
YTD
pts pts pts
31
Revenue Growth Management (RGM)
Secure the future of our business through the profitable management of our portfolio.
• Platform to support strategic decisionsProfit Seeker – Price elasticity – Conjoints Analysis
• Dedicated and Specialized Team
• Routines with Senior Management Price Room
• Price GuidelinesAffordability – Price Points – Price Gaps – Trade discounts
+ 0.8 -1.3Price above inflation Discount efficiency
% pts
2015 YTD 2015 YTD
32
Route to Market (RTM)
Ensure an excellent execution at the point of sale, serving our customers in a efficient
and profitable way, through our different service models
• Dedicated service models & figures by Channel\Category
• Ensure Picture of Success Implementation
• Optimize Cost to Serve
• Increase level of Customer Satisfaction
+ 5.0-0.3Customer Satisfaction IndexCost to Serve
%
2014
%
2014
33
Fundamentals
Ensuring our sales force priorities; macroeconomic and climatic changes should not be
their main concern, it should be the right execution of the fundamentals
• Key Packages Coverage
• Out-of-Stock Reduction
• Cooler Placement
• Execution Index
• Sales Effectiveness
+ 3.9 + 59Execution Index Key Packages Coverage
pts
2015 YTD
%
2015 YTD
34
Market Tools
Allocate the necessary resources to our collaborators assuring efficiency and profitability
• Loyalty Programs
• Technology Development
• AC Report Efficiency
• Compensation System
AC Reports Loyalty Programs
Volume Increase
55 4.8 15 %
2015 YTD35
Innovation and Sales School
An innovation platform to ensure future viability with a certified sales force
• Specific Training
• Unique Sales Force Certification
• Selling Dialogues
• Big Data Analytics
• Traditional Channel Modernization
• E-Commerce
INNOVATION SALES SCHOOL
36
Sales School Innovation
Collaboration Commitment Innovation Standardization
Segmentation
Revenue Management
Route to Market
Fundamentals
Market Tools
Volume/Pricing
Market Share
Execution Index
EBITDA
ROIC
Volume
Value
Transactions
Metrics
37
Supply Chain &
Operational Excellence
Execution (ACT)
• Segmentation
• Price-pack architecture
• Service models
Supply Chain
Management
• Supply network design
• Operational Excellence
• Sustainability
Finance & IT
• Solid financial profile
• Standard and streamlined
business process
• State of the art IT platform
Operational Strengths
• Talent development
• Organizational
capabilities
People &
Organization
• Culture
• Social Responsibility
A larger scale with stronger infrastructure
capabilities
39
40Plants
1.2MPoints of Sale
600,000Direct to Home
Customers
47,000Collaborators
308Distribution
Centers
8,900Routes
600SKUs
14,000Vehicles and Trucks
31,000Vending Machines
Supply Chain
Customer Driven Supply Chain
Process / Organization / IT
Harmonized
Supply
Chain
Strategy
System alignment:Customers Service models
Service & Responsiveness:Market changesFlexibility
Routine:Planning and Execution
Lean & Green:Operational Excellence
People:Capabilities
2010-2015 results
• Distribution route fill rate from 98% to 99.5%
• More than Mxp$600 MM savings in logistics, packaging and infrastructure
• Product Quality Index 99.2%
• Inventory reduction: 10%
ACT
40
Operational Excellence (OE)
Best practices and process improvement
Operational
Excellence
Process
Excellence
Exceed
Customer
Expectations
Strategic
Direction
and Focus
Employee
Involvement
Leadership
Engagement
Superior
Safety
Commitment
to Quality
Innovative
Products
• AC is the reference for OE in the
Global Coca-Cola System
• OE Transformation Category
award winner among The Coca-
Cola Global System
• Consistent cost savings ratio of
more than Mxp$100 million per
year
• 10,000 certified associates and
more than 400 activated
initiatives
41
299
452
2013 2014
OE projects
93
128
2013 2014
Savings(Mxp Million)
Our Commitment to Sustainability
WATERRECYCLING
of resin consumed
30% Of PCR
29,000 Tons
1.65 Water Lts. /
Beverage Lts.
20 % Improvement
ENERGY
22.4 G CO2/
Beverage Lts.
13% energy reductionVs 2010vs 2010
37% from renewable
sources
Leader in water reuse
technology Mexico is the global leader in
recycled resin use42
Finance & ITExecution (ACT)
• Segmentation
• Price-pack architecture
• Service models
Supply Chain
Management
• Supply network design
• Operational Excellence
• Sustainability
Finance & IT
• Solid financial profile
• Standard and streamlined
business process
• State of the art IT platform
Operational Strengths
• Talent development
• Organizational
capabilities
People &
Organization
• Culture
• Social Responsibility
Standardize and replicate key processes
supported by our modern IT platform
• Corporate Program “Enlace” encompasses a set
of projects to integrate a common set of
operational and administrative processes that are
consistently replicated across our geographies
• Deploying a new Beverage Operating Model
incorporating best-in-class standards, and an
enhanced Sales and Operations Planning Model
• Supported by solid back-office capabilities
provided by our Shared Service Center and
enabled by our robust SAP technology platform
44
Delivering sustainable growth in a
challenging environment…
$10
$11
$13 $14
$18
2011 2012 2013 2014 2015p
EBITDA
EBITDA
Margin 18.9% 20.1% 21.3% 22.0% 21.5%
+16.6% CAGR
$51 $56
$60 $62
$85
2011 2012 2013 2014 2015p
Sales
+13.7% CAGR
MXP$ billion
2015p: Pro-forma with 12 months of Corporacion Lindley
• Maintaining one of the highest
profitability levels among the
Global KO System
• Ongoing initiatives to protect
margins via RGM, operating
efficiencies and synergies
• Strong capabilities to mitigate
pressures from volatility
45
…supported by a solid Balance Sheet and
strong credit profile
• Solid financial profile characterized
by strong free cash flow generation
• Financial flexibility and low leverage
ratios
• Committed to maintain profitable
growth and continue creating value
“A2”Stable outlook
July 2015
“A”Stable outlookOctober 2015
Global Investment Grade above Mexico’s sovereign rating
46
Maintaining financial discipline
• Leverage Ratio among the best in the Mexican
IPC Index
• Investing CAPEX prudently
• M&A opportunities and return cash to
shareholders
• Drive consistent long-term profitable growth
0.5
1.7
1.0
Dec-14 Sep-15 Dec-16
Net Debt/EBITDA
47
People & OrganizationExecution (ACT)
• Segmentation
• Price-pack architecture
• Service models
Supply Chain
Management
• Supply network design
• Operational Excellence
• Sustainability
Finance & IT
• Solid financial profile
• Standard and streamlined
business process
• State of the art IT platform
Operational Strengths
• Talent development
• Organizational
capabilities
People &
Organization
• Culture
• Social Responsibility
Our Key Internal Opportunity
Build a Future Proof
Organization
A 50K employee organization
fully capable of executing its
growth strategies
49
Our Key Internal Opportunity
A 50K employee organization
fully capable of executing its
growth strategies
Bringing our culture to life
Focusing on Organizational Capabilities for Competitive Advantage
Developing our talent to match our growth
Making sustainability and corporate social responsibility an integral part of our business
1
2
3
4
50
Bringing our culture to life1
Balance business growth with speed in decision making
Meritocracy and people development
Flat & non-hierarchical organization
Standardizing how we get work done
26,000
7 layers* from
CEO
Relentless customer focus
*Bain & Co Best in class
55% Promotion
rate
Mission, Vision
& Values
mom & pop owners trained since 2011
51
Focusing on Organizational Capabilities for
Competitive Advantage2
training investment aligned with core capabilities
training hours per year
Commercial
70%Supply Chain
880,000
30% training investment to support other key training needs
Leadership & Management Development Personal effectiveness Other Functional Skills (Finance, HR, PAC)
52
Developing our talent to match our growth
3
7 of 10 Executiveswith Master’sdegree
Well prepared managerial and executive roster…
…with the right experiences…
…yielding solid succession results
100+ employees
assigned per year
92%
Targeted “cross fertilization” and stretch assignments to build the right experiences
Succession planning hit rate
# of Executives with Masters degree
53
Making sustainability and CSR an integral part of our business
4
• Standardized CSR model
• Comprehensive stakeholders dialogue
• CEO and Board Level commitment
• World Class CSR Reporting (GRI)
• Sustainability Indexes
Sustainability and CSR are embedded in our culture and business strategy
54
Making sustainability and CSR an integral part of our business
4
Focusing on associates well-being…
…promoting active lifestyles
…and community development
Top 20 Companies to work for
Leading Mexican KO System physical activation
commitment
+2,400 events
+4.4 million participants
• Named Best Practice by Mexican Philanthropic
Center
55
Our 2017 strategic revenue growth target
1325
56
100
2002 2008 2012 2017
SalesMXP billion
Strategic pillars support goal to reach
Mxp$100 billion in sales by 2017 and sustain
our profitable growth momentum beyond
2x
2x
2x
57
Core Pillars
Future
Execution (ACT)
• Segmentation
• Price-pack architecture
• Service models
Supply Chain
Management
• Supply network design
• Operational Excellence
• Sustainability
Finance & IT
• Solid financial profile
• Standard and streamlined
business process
• State of the art IT platform
Operational Strengths
• Talent development
• Organizational
capabilities
People &
Organization
• Culture
• Social Responsibility
Value Creation
Q&A
Thank you!
Investor LuncheonNovember 13, 2015
P O S I T I V E B A L A N C E