El Puerto de Liverpool SAB de CV · BMV:LIVEPOL/1
El Puerto de Liverpool SAB de CV — Investor Day (April 2021)
64 slides from El Puerto de Liverpool SAB de CV's investor day presentation, Apr 28, 2021
Slide 1: Liverpool Day - Investor Day 2021
Liverpool Day INVESTOR DAY 2021 April 28 , 2021 th
Slide 2: Graciano F. Guichard G., Chief Executive Officer
GRACIANO F. GUICHARD G. Chief Executive Officer 2
Slide 3: Management team
Graciano F. Guichard G. Santiago de Abiega Pons CEO Managing Director Mauricio Braverman Financial Services Chief Transformation and Innovation Officer Enrique Güijosa Zahié Edid CFO Chief H.R. Officer Gerardo Muñoz Antonino Guichard G. Chief Digital Officer Chief Information and Technology Officer
Slide 4: Mauricio Braverman, Chief Transformation and Innovation Officer
MAURICIO BRAVERMAN Chief Transformation and Innovation Officer 4
Slide 5: Ecosystem Strategy for El Puerto de Liverpool 2025 Vision
ECOSYSTEM STRATEGY FOR El Puerto de Liverpool 2025 VISION
Slide 6: We aspire to be on our customer's smartphone first screen
WE ASPIRE TO BE IN OUR customer's smart phones first screen 6
Slide 7: Strengthen platform with compelling value proposition for customers and partners
WE NEED TO STRENGTHEN OUR PLATFORM WITH A compelling value proposition FOR CUSTOMERS AND PARTNERS Customer value proposition Partner value proposition Trust Assortment Traffic Unit economics Provide a safe and Present customers with the best Drive incremental Provide partners trusted buying product
Slide 8: Ecosystem strategy built upon the group's strongest assets
THE ECOSYSTEM STRATEGY AND key initiatives WILL BE BUILT UPON THE GROUP’S STRONGEST ASSETS Brand • Most recognized brand by consumers in many categories, ranking 1st and 2nd in awareness across several categories; performs very well along the buying funnel Loyal customer base • ~12 M traceable uniqu
Slide 9: Ambition: EPL es parte de tu vida
Ambition | ‘EPL es parte de tu vida’ for all customers in all channels; become the first shopping option for the Mexican shopper ~ Key 1. Grow e-commerce 3X peece salle fe esti aarti * 3. Create a differentiated and sticky objectives in the next 5 years Wiaeeee prays experience for every customer jo
Slide 10: Gerardo Muñoz, Chief Information and Technology Officer
GERARDO MUÑOZ Chief Information and Technology Officer 10
Slide 11: Ambition: EPL es parte de tu vida
Ambition ‘EPL es parte de tu vida’ for all customers in all channels; become the first shopping option for the Mexican shopper Key 2. Become the undisputed leader as an 1. Grow e-commerce 3X 3. Create a differentiated and sticky omnichannel player in e-commerce objectives in the next 5 years market
Slide 12: Technology transformation: why do we need to change?
TECHNOLOGY TRANSFORMATION Why do we need to change? IT became a key Technology as business a competitive enabler advantage The business Simple and has evolved nimble tech landscape 12
Slide 13: Guiding principles for IT evolution
Technology with IT as a a purpose Business Partner Ever-growing value to the Customer Agility Guiding principles Business FOR IT EVOLUTION Holistic thinking Simplicity 13
Slide 14: Where to start
Improve resilience of critical applications and infrastructure Modernize and strengthen technical and cybersecurity standards, improving our engineering processes and third-party solutions’ deployment WHERE TO Scale-up and accelerate the adoption of new ways of working and improve start collaboratio
Slide 15: Ever-growing value: people, processes, technology
Technology with a Customer in the Center IT as a Business Partner Purpose Ever-growing Value to the Business People Processes Technology Agility • Culture and mindset • Implement the new IT operating • Map the applications portfolio • Employee Engagement model • Ensure stability of critical • Techni
Slide 16: Antonino Guichard G., Chief Digital Officer
ANTONINO GUICHARD G. Chief Digital Officer 16
Slide 17: Ambition: EPL es parte de tu vida
Ambition rte de tu vida’ for all customers in all channels; become the first shopping option for the Mexican shopper Key recorrac tee! Create a objectives in the next 5 years maatiet wees for every customer journey Must-win battles & Best category offering according to customer’s needs Provide the b
Slide 18: Customer experience & analytics: personalization
CUSTOMER EXPERIENCE & ANALYTICS Personalization Our goal is 90% 125% to know at least 100% 17% of our customers. 75% 21% 50% In order to do so, we have implemented 50% the following strategies: 55% 25% 44% • e-Wallet 0% 7% 6% • Digital “Monedero Electrónico” Value Customers New Customers Current Kno
Slide 19: Customer experience & analytics: CLTV
CUSTOMER EXPERIENCE & ANALYTICS CLTV With our complete database, EPL has more than 240 variables to calculate our CLTV. Our goal is to increase our CLTV, so we are implementing personalized incentives. Low Standard 25% 14% 59% New Credit Cards 20% Omnichannel customers 15% Negative Top High 10% 3% 1
Slide 20: Edwin Serment, V.P. Logistics
EDWIN SERMENT V.P. Logistics 20
Slide 21: Ambition: supply chain and logistics enabler
Ambition | channels; become the first shopping option for the Mexican shopper Key in'e-cornmierd Create a objectives in the next 5 years AGEREE wy ewes for every customer journey Must-win battles & Best category offering according to customer’s needs high-level initiatives Provide the best - Differe
Slide 22: Client expectations have changed, our supply chain needs to evolve
CLIENT EXPECTATIONS have changed, OUR SUPPLY CHAIN NEEDS TO EVOLVE Client preferences Digital Experience Reliable Same & Next-Day Omnichannel delivery Ship from Last-mile Lead time Cost to Store delivery reduction Serve growth growth 4x 7x -44% 36x Logistic network End-to-end fulfillment Inventory a
Slide 23: Logistics network transformation
LOGISTICS NETWORK transformation 2025 89% e-Comm 1 day 35 Cross-docks Store Lead Time Soft line PLAN Vendor Big Ticket 84% 1 day Lead Time Client Store Soft line 7 Omnichannel Replenish- Big ticket fulfillment ment E-commerce centers 23
Slide 24: EPL is executing digital enabler projects to excel
EPL IS EXECUTING DIGITAL ENABLER PROJECTS to excel Omnichannel PA&A OM TM PLAN / FC / Stores Change Management / Talent Strategy 24
Slide 25: Digital enabler projects: planning, assortment and allocation
EPL IS EXECUTING DIGITAL ENABLER PROJECTS to excel Planning, assortment & allocation Product Assortment Dynamic Demand Lifecycle Optimization Clustering Transfer Modeling Advanced Analytics / Machine Learning Order management Accuracy Order Lifecycle Traceability Transportation management Planning O
Slide 26: Ambition
Ambition Key objectives in the next 5 years Must-win battles & high-level initiatives Provide the best advice and inspiration Loyalty and rewards Enablers in e-commerce market. ‘EPL es parte de tu vida’ for all customers in all channels; become the first shopping option for the Mexican shopper Creat
Slide 27: Multiple fronts, one back system
MULTIPLE FRONTS One back system 27
Slide 28: Ambition
Ambition become the for the Mexican shopper Key : Create a ee in e-commerce objectives in the next 5 years market for every customer journey Must-win battles & Best category offering according to customer’s needs high-level initiatives Provide the best Differentiate offering advice and inspiration w
Slide 29: EPL Digital sales: recent trends & goals
EPL Digital Sales EPL DIGITAL • Liverpool.com • Marketplace • Extended catalog Recent trends & goals • Services • Suburbia.com • Multisites EPL Digital GMV (2017 = 100) 2,069 3x 7x 716 214 278 100 2017 2018 2019 2020 … 2025 29
Slide 30: Marketplace becomes a key growth engine
Marketplace MARKETPLACE BECOMES A KEY • Target 2025 à 16x vs 2020 • Share increases to 35% in Growth Engine 2025 from 6% in 2020 1,560 • Catalog will grow 13x Marketplace GMV (2020 = 100) 6 x 1 100 2020 … 2025 30
Slide 31: Marketplace key initiatives
MARKETPLACE Key Initiatives • B&M sales • Fulfilled by Liverpool • 10X sellers increase ◦ New team structure • Seller Center • Full automation • Hybrid vendors 31
Slide 32: Ambition
Ambition become the I g option for the Mexican shopper Key rita tal Create a objectives nthe next 5 years AGEREE whens for every customer journey Must-win battles & Best category offering according to customer’s needs high-level initiatives . Differentiate offering Provide the best wi sticky value a
Slide 33: New agile cell structure: client first
NEW AGILE CELL STRUCTURE Client First 1. Product Government PLAN DESIGN 2. Sales App 3. Search & Browse 4. Product Detail Page FEEDBACK AGILE DEVELOP 5. Gift Registry 6. Delivery Experience 7. Liverpool Pocket RELEASE TEST 8. Personalization 33
Slide 34: Different multimedia: video & stills
DIFFERENT MULTIMEDIA video & stills 34
Slide 35: Best and exclusive assortment
BEST AND EXCLUSIVE assortment More and bigger store spaces Marvel and Exclusive .com Lucas Films business in Mexico Classic Disney Same products as and Pixar US theme parks and stores 35
Slide 36: Santiago de Abiega Pons, Managing Director Financial Services
SANTIAGO DE ABIEGA PONS Managing Director Financial Services 36
Slide 37: Ambition
Ambition become the first shoppi ption for the Mexican shopper Key objectives in the next 5 years in e-commerce market Create a for every customer journey Best category offering according to customer’s needs Provide the best advice and inspiration Differentiate offering wi sticky value added service
Slide 38: The vision: one-stop shop for financial services
THE VISION One-Stop Shop FOR FINANCIAL SERVICES Service offering for 80-100% of retailers Service offering for 0-40% of retailers Credit products are the most profitable in financial services Other financial products Insurance Savings Investment Credit off-us Extended funds Warranty Checking Credit
Slide 39: Monedero Digital
Monedero Digital Convenient omnichannel experience Establish a direct relationship with the full customer base Enabling capturing of customer information, habits and preferences 39
Slide 40: Crédito al consumo pilot
CRÉDITO AL CONSUMO Pilot Non Revolving Consumer Credit, initial down payment and weekly installment plans: Addressed to lower medium and upper low segments for the acquisition of Durable Goods 2021 2022 ● Pilot MVP in 11 ● Implement technical Suburbia stores and operational ● Learn / Iterate; capabi
Slide 41: Bill payments
BILL Payments Pay your services in a simple and safe way Schedule your payments Check your payment and billing history 41
Slide 42: Digital issuance: online application + digital card
DIGITAL ISSUANCE online application + digital card ● Digital application with instant digital card issuance. ● Immediate availability for: ‣ Online shopping. ‣ In store purchases with e-Wallet. ‣ Access to purchase and financial information. 42
Slide 43: Ambition
Ambition Key objectives nthe next 5 years Must-win battles & high-level initiatives Provide the best advice and inspiration Loyalty and rewards Enablers become the in e-commerce market n for the Mexican shopper omer journey Best category offering according to customer’s needs Financial Services Mark
Slide 44: Value-added services to support the full product lifecycle
VALUE-ADDED SERVICES WILL HELP US SUPPORT THE FULL PRODUCT LIFECYCLE AND STRENGTHEN OUR RELATIONSHIP WITH CUSTOMERS Strengthen value in key categories Address some customers’ tech needs Value-Added Services Which of the following services would you value the most as a buyer if they were offered in y
Slide 45: Ambition
Ambition ‘EPL es parte de tu vida’ for all customers in all channels; become the first shopping option for the Mexican shopper Key in e-commerce Si objectives in the next 5 years iar for every customer journey Must-win battles & Best category offering according to customer’s needs high-level initiat
Slide 46: Loyalty program to integrate EPL's brands and ecosystem
A LOYALTY PROGRAM WILL HELP INTEGRATE EPL’S BRANDS, PARTS OF THE ECOSYSTEM AND NEW INITIATIVES UNDER ONE UMBRELLA 46
Slide 47: Ambition
Ambition ‘EF Key objectives in the next 5 years Must-win battles & high-level initiatives Provide the best advice and inspiration Loyalty and rewards Enablers s; become the f in e-commerce market ion for the Mexican shopper Create a for every customer journey Best category offering according to cust
Slide 48: Expansion plan
EXPANSION PLAN 2 stores - 2021 10 stores - 2021 48
Slide 49: Extensions / Upgrades / Retailtainment: Galerías
Extensions / Upgrades / Retailtainment: Galerías 49
Slide 50: We need to execute well the full strategy
WE NEED TO execute well the full strategy 50
Slide 51: Zahié Edid, Chief H.R. Officer
ZAHIÉ EDID Chief H.R. Officer 51
Slide 52: Sustainability Strategy Investor Day
Sustainability Strategy Investor Day
Slide 53: Sustainability strategy model: La Huella de EPL
SUSTAINABILITY STRATEGY - MODEL CUSTOMER EXPERIENCE CUSTOMERS LA HUELLA DE EPL EMPLOYEES SUPPLIERS COMMUNITY COMPETITORS INVESTORS AUTHORITIES MEDIA
Slide 54: ESG governance
SUSTAINABILITY STRATEGY - MODEL 0. ESG Governance Institutional soundness Purpose Traceability of results To promote institutional soundness, in order to permeate ESG culture at all levels of the Company and ESG culture be accountable for sustainability performance internally and externally.
Slide 55: Corporate governance, ethics and compliance
SUSTAINABILITY STRATEGY - MODEL 1. Corporate Governance, Ethics and Compliance Structure and operation of corporate governance Culture of integrity, anti-money laundering and anti-corruption Information security and privacy Purpose To strengthen our functioning corporate governance based on best pra
Slide 56: Human capital management
SUSTAINABILITY STRATEGY - MODEL 2. Human Capital Management Diversity and Inclusion Training Academic development Well-being and quality of life Purpose To provide opportunities for our employees, so they can develop as individuals and work as a team to achieve shared goals.
Slide 57: Commercial partners management
SUSTAINABILITY STRATEGY - MODEL 3. Commercial Partners Management Responsible sourcing - Merchandise Responsible sourcing - Operations Development of sustainable products Quality assurance Purpose To promote excellence in the ESG performance of our suppliers, addressing the impacts associated with o
Slide 58: Opportunities with our customers
SUSTAINABILITY STRATEGY - MODEL 4. Opportunities with our Customers Inclusion Responsible consumption Purpose To contribute to improving the lives of our customers, with a shopping experience that meets their needs, offers a convenient supply of products and services and has no infrastructure limita
Slide 59: Environmental performance
SUSTAINABILITY STRATEGY - MODEL 5. Environmental Performance Environmental awareness Circularity and climate change Purpose To use natural resources efficiently, minimizing their impact on the environment and their contribution to climate change. Address the business opportunities associated with th
Slide 60: Social commitment
SUSTAINABILITY STRATEGY - MODEL 6. Social Commitment Education Purpose To contribute to the education of children and young people in Mexico, in preparation for their future profession and the development of their environment.
Slide 61: UVL graduates projection 2021-2025
UVL GRADUATES PROJECTION 2021-2025 Program Graduates Graduates Graduates Graduates Graduates Graduates 2020 2021 2022 2023 2024 2025 Basic 0 293 231 115 DNA DNA education Higher Secondary 164 993 3,037 2,544 2,725 2,907 Education Higher 265 333 445 302 60 1,300 education Graduate 40 67 103 DNA 128 2
Slide 62: Thank you!
LA HUELLA DE El Puerto de Liverpool SOSTENIBIULIDA D Thank you! [Gil El Puerto de Livergoo!
Slide 63: Q&A
Q&A If you would like to ask a question, please press the “raise ENRIQUE GÜIJOSA your hand button” located at the CFO bottom of the screen. Please remember to unmute yourself before speaking
Slide 64: Thank you!
El Puerto de Livercool