Institutional Presentation - MZ
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‘
Institutional
Presentation
June 2020
1
DEEP RELATIONSHIP WITH OUR CUSTOMERS
An outside-inside approach to design our services, stores and products
Sports
Environment
Lifestyle Health Entertainment
Social Tournament Training
PRODUCTS,
COMMUNITY SERVICES,
ATHLETES, COACHES, TO SERVE
SPORTS FANS, CLIENTS, INFORMATION
HEALTH PROFESSIONALS,
GIFTS AND EXPERIENCE
2
CENTAURO OFFERS A UNIQUE SHOPPING EXPERIENCE
EVERYTHING
RETAILERS
CUSTOMER CENTRIC APPROACH: EVERYTHING SPORTS RELATED
Unique
Unique
G5 stores Omnichannel customer
assortment
knowledge
Durable
Extended inventory
Electronic
Goods Devices
Exclusive1 assortment and Data science
segmentation of premium Click-and-collect
brands
CRM Data base
Ship from store
Work
Apparel Tools Customer journey
Partnerships Buy online –
vs. Change in store
Unified and holistic
client view
Fully integrated logistics
Sports Healthy
Private label
Home
Cosmetics & Living
Source: Centauro
3
Note: (1) Exclusivity does not consider brands' own stores
SBF PLATFORM EVOLUTION
GRUPO SBF
SBF Sports Platform
Growth:
new business units
M&A and Organic
Innovation
Strategic partnership1 to build a
stronger sports platform
Sporting goods and apparel
3
Omnichannel retail
2
1
Note: (1) The Closing of Nike acquisition is subject to certain conditions which may or may not verify 4
CENTAURO AT A GLANCE
LEADING SPORTING GOODS Omnichannel
retailer in LatAm with nationwide capillarity in a highly
fragmentated Brazilian market
Stores capture Differentiated Stores as a local hub
customer and leverage experience in stores for online sales
online sales and online
211 physical stores / mini DCs Omnichannel as a % of 1P sales
Market Share1 in
% of GMV over
25,7%
LTM as of 1H20
Total Sales
0,8%
161 traditional stores
Brazil
5.6% 28.6%
50 G5 stores 13,5%
11,2% 11,7% 10,9% 24,9%
9,8% 4,3%
8,3% 1,9% 3,5%
7,9% 0,8% 2,9%
6,1% 0,2% 0,4%
3,4% 9,1% 9,4% 9,2%
2,6% 7,7% 8,0% 8,1% 8,0%
1,7% 6,1%
0,6% 1,0%
2,6% 3,4%
1,0% 1,7%
0,6%
1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20
Source: Centauro
Digital Platform B&M Stores
Note: (1) 2018 market share of sporting goods retail considering only physical stores 5SOLID TOP-LINE GROWTH…
Consolidated Gross Revenue | R$ mm Digital Gross Revenue(1) | R$ mm
% of 15.6% 18.4% 39.2%
12.6% 17.6%
total
CAGR17-19: 34.0%
CAGR17-19: 13.5% 561
443 +50.4%
3.193 374
313
2.845 248
2.479
-29.5% 2017 2018 2019 1H19 1H20
1.350
Same Store Sales(2) | 1H20 %
952
17.7% 62.3% -3.6%
Consolidated SSS Digital GMV B&M SSS
2017 2018 2019 1H19 1H20 growth growth
Source: Centauro
Note: (1) Digital gross revenue (net from devolutions) is comprised of Traditional, Ship from Store, Click & Collect, Marketplace, Logistic and other revenues; considers gross revenues net from returns; (2) SSS or Same Store Sales mean the
variation of our revenue only considering stores which were open in the months of the two analyzed periods. The calculation basis in the pandemic scenario considers only the store sales of the days they were open vs the sale of the same days in 6
2019.… WITH PROFITABILITY
Gross Profit & Gross Margin | R$ mm, % Adjusted¹ EBITDA & Adjusted¹ EBITDA Margin | R$ mm, %
Gross Adj. 10.0% 12.2% 10.4% -10.7%
11.5%
Margi 48.9% 49.0% 49.4% 50.5% 44.3% EBITDA
Margin
1.259
311
1.116
261
962
198
112
541
330
-80
2017 2018 2019 1H19 1H20
2017 2018 2019 1H19 1H20
Adjusted¹ Net Income & Adjusted¹ Net Margin | R$ mm, % Net Debt(2), Fiscal Debt(3) & Sales of Receivables | R$ mm
Adj. Net 720 751
16.6% 6.5% 5.9% 11.3% -10.5%
Margin
319 426
327
209 -629
178 136
210 11 74 112
223 196 200 176
116
-71 -65
149 151
121
-918
-78 2017 2018 2019 1H19 1H20
2017 2018 2019 1H19 1H20 Net debt Fiscal debt Sales of receivables
Source: Centauro
7
Note: (1) Excluding non-recurring effects and the effect of IFRS 16 (2) Includes only financial; (3) Refers to “taxes in installments” liability account (sum of current and non-current figures)WHAT WE HAVE ACCOMPLISHED SINCE IPO IN APR -19
Key highlights
Total of 50 G5 stores1
• 19 new G5 stores opened since IPO
• 15 stores remodeled to G5 since IPO
RFID fully implemented
Increased share of omnichannel sales
Partnership with B2W
• Centauro by Americanas
Strategic partnership2 with Nike Brazil
Source: Centauro
Note: (1) The company already had 16 stores at IPO date; (2) The Closing of Nike acquisition is subject to certain conditions which may or may not verify 8NIKE AGREEMENT - BRAZIL
Overview Main terms of the agreement
Partnership to boost their sports platform in Brazil
Exclusive distributor of NIKE's products
Expansion of Centauro’s ominchannel capabilities in the Brazilian territory2
Agreement with Nike allowing Centauro to implement a DTC
strategy in Brazil
Exclusive operator of NIKE's direct to final consumers
through the online retail channel2
Exclusive store retailer of NIKE
being responsible for the NIKE monobrand stores in the Brazilian territory3
Centauro’s strategy involving Nike
Further develop Nike’s e-commerce platform
Leverage on Centauro’s omnichannel platform
Integration of logistics infrastructure
Relevant cost synergies
Source: Company
Note: (1) The Closing of Nike acquisition is subject to certain conditions which may or may not verify; (2) For an initial term of ten
years; (3) For an initial term of five years 9NEW PROJECTS RATIONALE
Projects in testing phase
Dedicated team to drive new initiatives Soccer
Potential new
business unit
Test and fail strategy
Centauro as a platform
between soccer clubs and fans
Innovation to explore new growth levers
Tier 2 cities
strategy1
Focus on client experience and technology Potential new
business unit
Entry in small cities with
Increase presence in the fragmented market of a different approach
sporting goods retail
eMOL
Increase our potential market Potential new
business unit
Explore alternative business models in the sports New relationship structure
between seller and client in the
ecosystem B&M channel
Source: Centauro 10
10
Note: (1) Translation for “Pequeno varejo” projectMANAGEMENT TEAM CHANGES TO SUPPORT THE
SBF SPORTS PLATFORM
Top Notch and
SBF Platform New Matrix
Experienced
Structure
Management Team
Business Units
…
Growth
Cláudio Assis Head of Business
Head of BU +30 +30 Unit
Previous Experience
Pedro Zemel
CEO
7 +15
José Salazar
CFO and IR
4 +30
Gustavo Furtado
Customers Unique client view
7 +15
Thiago Rebelo
Operations
5 +15
Olivia Gryschek
New
Hire
HR
1 +15
Marcel Viana
New
Hire
Innovation
1 +15
Source: Centauro
# Years at Centauro # Years of experience 11WHAT’S NEXT?
CENTAURO NIKE1 INNOVATION M&A
Continue to open new Explore synergies, grow Design new solutions New opportunities to
stores, refurbish existing wholesale presence and to leverage add complementary
ones and unlock omni’s integrate online Centauro’s unique capabilities
full potential business footprint across its
business units
Note: (1) The Closing of Nike acquisition is subject to certain conditions which may or may not verify 12You can also read
