apresentação do powerpoint€¦ · 1t11 2t11 3t11 4t11 1t12 2t12 3t12 4t12 1t13 2t13 3t13 4t13*...

1

APIMEC 20133

2

Aviso legal

The forward-looking statements in this document related to the business prospects, projections of

operating and financial results and growth prospects of Unicasa are merely estimates and as such are

based exclusively on the expectations of the Company’s Management for the future of the business, and

therefore are subject to known and unknown risks and uncertainties that could result in them not

materializing or differing materially from expectations.

Disclaimer

1. Unicasa

2. 2012 – 2013

3. Strategic Actions

4. 2014

3

Agenda

1. Unicasa

2. 2012 – 2013

3. Strategic Actions

4. 2014

4

Agenda

5

• Significance

One of the largest customized furniture makers in Brazil

• Tradition

28 years in the customized furniture market

• Innovation

Heavy investments in product research and development, following the global design and product quality trends

A UNICASA Who we are?

História

6

A UNICASA History

Foundation of Dell Anno

New management takes over.

Start of sales in ‘Exclusive Authorized Retailers’

Launch of campaigns featuring celebrities – Maria Fernanda Cândido, Glória Pires, Stênio Garcia, Flávia Alessandra, Débora Secco, Camila Pitanga etc.

Creation of the ‘Favorita’ brand

Creation of the ‘Telasul Madeira’ line of products to serve large retailers.

Creation of the Corporate University and the Trainee Program for the commercial area.

Creation of the “NEW” brand (C income class)

Repositioning of the Favorita brand

Start of Dell Anno repositioning

Creation of the ‘Unicasa

Corporate’ Division

Initial Public Offering

Own Stores

Creation of the brand ‘Casa Brasileira’, inspired by Brazilian cultural traits, including furniture options for the whole house at affordable prices

Foundation

Income Classes

Dis

trib

uti

on

C

han

ne

l POS

% of Gross Revenue 9M132

Average ticket

1985

A e B

~15 mm households1

Exclusive and Own (Dell Anno)

50,0% (R$ 121 M)

2003

C

~20 mm households1

2007

D

~10 mm households1

10,6% (R$10M)

2010

Hotels / Inns and Commercial / Residential

Real State

Direct sales

1,2% (R$3M)

439

Multi-brands

2.202

Nossas Marcas

Strong of portfolio brands, targeted at specific markets, allows Unicasa to capture growth from different income classes.

2009 2013

Exclusive, Franchise and Multi-brands

467 on Exclusive and Franchised 618 no Canal Multimarca

29,2% (R$ 69 M) on exclusive/franchised

11,9% (R$ 28 M) on multi-brand

7

Our brands

Note: (1) According to IBGE – Monthly Household Income: Class A: above R$ 6,745.00, Class B: between R$5,174.00 and R$6,745.00, Class C: between R$1,200.00

and R$5,174.00, Class D: between R$725.00 and R$1,200.00

(2) Does not include export sales and other revenues

8

Broad Distribution Network – Exclusive and Own stores

Base: 30/09/2013

North

Northeast

Southeast

Midwest

South

47 Dealers

1 Own store

123 Dealers

38 Dealers

539 Dealers

4 Own stores

159 Dealers

9

Latest investment - Flexible Production

10

Latest investment – Lacca painting line

1. Unicasa

2. 2012 – 2013

3. Strategic Actions

4. 2014

11

Agenda

12

2012 2013 – What happened?

Main causes

A. Reduction of revenue base

Main effects

B. Expenses with serving end consumer

C. Allowance for doubtful accounts

2. Own Stores D. Expenses > revenue in first year

3. Company professionalization process E. Increased personnel expenses

1. Closure of important stores

13

Reconciliation EBITDA 2011 X 2013 (9M)

A B C D E

1T11 2T11 3T11 4T11 1T12 2T12 3T12 4T12 1T13 2T13 3T13 4T13* 1T14* 2T14* 3T14* 4T14*

Net Revenue

* The periods related to the 4Q13, and 2014 refer to projections of results.

Receita

Closure of important stores

A – Revenue reduction

14

We assumed control of our main stores

Note: Chart merely illustrative, scales may not correspond to reality.

B – Expenses with serving end customer

Closure of important stores

15

* The periods related to the 4Q13, and 2014 refer to projections of results.

1T11 2T11 3T11 4T11 1T12 2T12 3T12 4T12 1T13 2T13 3T13 4T13* 1T14* 2T14* 3T14* 4T14*

Expenses

Note: Chart merely illustrative, scales may not correspond to reality.

1T12 2T12 3T12 4T12 1T13 2T13 3T13 4T13* 1T14* 2T14* 3T14* 4T14* 1T15* 2T15* 3T15* 4T15*

Net Revenue Fixed and Variable Expenses Net Income Signed contracts Non-recurring Expenses

Lar Center and Morumbi stores

República do Líbano store

Manaus and D&D stores

VG&A – Lojas próprias

We assumed control of our main stores

Reopening Sumaré

D – Own stores: overview

16

* The periods related to the 4Q13, and 2014 refer to projections of results.

Note: Chart merely illustrative, scales may not correspond to reality.

1. Unicasa

2. 2012 – 2013

3. Strategic Actions

4. 2014

17

Agenda

18

1. Focco Stores

2. Manager One

3. Excellence Program

4. Own stores

5. Strengthening of storeowner base

6. Casa Brasileira

Main strategic actions in 2012/2013

19

1 – Focco Stores

Contracts signed 350

Storeowners trained 317

Converted stores 277

Ref date: Sep. 30, 2013

Adhesion to Focco Stores

Note: Charts merely illustrative, scales may not correspond to reality.

20

Functionality added to Promob, which will benefit both Unicasa and storeowners.

2 – Manager One

21

Evaluation of over 60 items, divided into five categories: External look Internal environment Team Business management Marketing and relationship

3 – Excellence Program

22

Principais estratégias: Lojas Próprias (Viver o varejo) 4 – Own stores

23

4 – Own stores: Strategic objectives

4. Recovery in São Paulo market

Confidence crisis in segment Assure service quality Recuperate Dell Anno’s image

3. Source of best practices and indicators

Elevate the performance of the reseller network by disseminating best practices validated by indicators of own stores

2. Testing Platform

Products, promotions, training, store layouts, assembly, recruiting, positioning, software, etc....

1. Live Retailing

Acquire experience in retail operations

Identify difficulties and opportunities

Pursue service excellence

Direct contact with final consumer

24

5 – Strengthening of storeowner base

25

6 – Casa Brasileira

• Business Model

• Franchise fee; • Construction works: average R$500,00/m² (based Porto Alegre) • Showroom: R$650,00/m²* • Launch of marketing • Media fund and royalties • Working capital

*Does not include consumer appliances and stone tops (granite/marble)

1. Unicasa

2. 2012 – 2013

3. Strategic Actions

4. 2014

26

Agenda

27

Frank Zietolie

Chief Executive Officer

Paulo Junqueira

Chief Financial and Investor Relations Officer

Thiago Baisch

Chief Commercial Officer

Investor Relations

Guilherme Possebon de Oliveira

Investor Relations Analyst

Phone: +55 (54) 3455-4425

E-mail: dri@unicasamoveis.com.br

Website: http://unicasamoveis.com.br/ri

28

UNICASA INDÚSTRIA DE MÓVEIS S.A.

29