Investor Presentation Fiscal Year 2019 Summary June 27, 2019 Safe - - PowerPoint PPT Presentation

investor presentation
SMART_READER_LITE
LIVE PREVIEW

Investor Presentation Fiscal Year 2019 Summary June 27, 2019 Safe - - PowerPoint PPT Presentation

Investor Presentation Fiscal Year 2019 Summary June 27, 2019 Safe Harbor Statements This presentation is dated as of June 27, 2019 and speaks as of that date. Forward-Looking Statements This presentation contains statements that may constitute


slide-1
SLIDE 1

Investor Presentation

Fiscal Year 2019 Summary

June 27, 2019

slide-2
SLIDE 2

2

Safe Harbor Statements

This presentation is dated as of June 27, 2019 and speaks as of that date. Forward-Looking Statements This presentation contains statements that may constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These forward-looking statements include any statements relating to our possible or assumed future results of operations, business strategies, growth opportunities, and performance improvements at our

  • stores. There are a number of known and unknown risks, uncertainties, and other factors that may cause our actual results to differ materially from any future results expressed or

implied by those forward-looking statements, including our ability to execute our value creation plan or to realize benefits therefrom, as well as other risks, uncertainties and factors which are described in our most recent annual report on Form 10-K and quarterly reports on Form 10-Q, as filed with the Securities and Exchange Commission and available on our

  • website. Any forward-looking statements contained in this presentation represent our current views as of the date of this presentation with respect to future events, and Casey's

disclaims any intention or obligation to update this presentation or revise any forward-looking statements attached in this presentation whether as a result of new information, future events, or otherwise. Use of Non-GAAP Measures This presentation includes refers to "EBITDA," which we define as net income before net interest expense, depreciation and amortization, and income taxes. EBITDA is not presented in accordance with accounting principles generally accepted in the United States ("GAAP"). We believe EBITDA is useful to investors in evaluating our operating performance because securities analysts and other interested parties use such calculations as a measure of financial performance and debt service capabilities, and it is regularly used by management for internal purposes including our capital budgeting process, evaluating acquisition targets, and assessing store performance. EBITDA is not a recognized term under GAAP and should not be considered a substitute for net income, cash flows from operating activities or other income or cash flow statement data. EBITDA has limitations as an analytical tool, and should not be considered in isolation or as a substitute for analysis of our results as reported under GAAP. We strongly encourage investors to review our financial statements and publicly filed reports in their entirety and not to rely on any single financial measure. Because non-GAAP financial measures are not standardized, EBITDA, as defined by us, may not be comparable to similarly titled measures reported by other companies. It therefore may not be possible to compare our use of this non-GAAP financial measure with those used by other

  • companies. Reconciliations of EBITDA to GAAP net income for completed fiscal years can be found in our annual reports on Form 10-K, filed with the SEC.
slide-3
SLIDE 3

3

4th Largest Convenience Store Business in North America1 $7.0 billion

Total Enterprise Value

2,100+

Locations in 16 States

37,000+

Total Employees

650 million+

Customers/Year Stock Information2

NASDAQ: CASY Common Shares: 37.0 million Market Cap: $5.7 billion Avg Daily Volume: 317,304 shares Investor Relations Contact Bill Walljasper, CFO (515) 965-6505 bwalljasper@caseys.com

Positive ◊ Polite ◊ Professional ◊ Proud

LTM Growth

1 By number of stores in North America 2 As of close June 27, 2019

slide-4
SLIDE 4

4

Unique Distribution Placement Meets Store and Customer Needs

1 2

1 - Ankeny, IA

1 2

Distribution Infrastructure

2 – Terre Haute, IN 500 Mile Distribution Radius Fuel Distribution

slide-5
SLIDE 5

5

Unique Store Base – 1,000 to 20,000 Population Communities

State Total2 With Casey’s Without Casey’s Arkansas 171 22 149

  • N. Dakota

45 11 34 Oklahoma 200 20 180 Kentucky 189 11 178 Tennessee 197 11 186 Ohio 447 7 440 Michigan 298 1 297 Subtotal – Newer 1,547 83 1,464 State Total2 With Casey’s Without Casey’s Iowa 252 230 22 Illinois 547 301 246 Missouri 306 185 121 Kansas 172 101 71 Minnesota 300 109 191 Nebraska 96 58 38 Indiana 262 80 182

  • S. Dakota

59 26 33 Wisconsin 317 21 296 Subtotal - Core 2,311 1,111 1,200

56% 14% 12% 18%

Under 5,000 5,000 to 10,000 10,000 to 20,000 Over 20,000

Core States New States1 Stores by Population

1 States new to Casey’s within the last 10 years 2 Total cities. Source: http://factfinder.census.gov; Estimated 2018 Pop.

All States 3,858 1,194 2,664

slide-6
SLIDE 6

6

Fiscal 2019 by Category

Revenue Gross Profit

63% 25% 11% 1%

Fuel Grocery & Other Merchandise Prepared Food & Fountain Other

24% 39% 34% 3%

Fuel Grocery & Other Merchandise Prepared Food & Fountain Other

$9.35 Billion $1.95 Billion

slide-7
SLIDE 7

7

Digital Engagement

Same-store sales benefit in FY 2020; growing impact as year progresses

Continuing Our Value Creation Plan

Fleet Card

Expected to drive increased in-store traffic and fuel sales within FY 2020

Focus on Operating Expenses

Continuing to drive efficiencies through enhanced cost initiatives

Capital Allocation

Disciplined approach to capital allocation to increase shareholder value

Dividends and Share Repurchase

Continued success providing increased dividends; new share repurchase authorization through 2020

Price Optimization

Early benefits in FY 2019 with expected improvement in FY 2020 and further gains FY 2021+

slide-8
SLIDE 8

8

Digital Journey

Enhancing Our Customer Centric Business Through Digital Engagement

Identify and Understand Customers Provide Seamless Convenience for Customers Implement Personalized Marketing and Rewards

Same-Store Sales expected to continue growth as FY 2020 progresses

Digital Strategy

Website enhancement design phase

Enterprise and services integration

In-store technology design, build and pilot

Integrated commerce platform

Partnered with Deloitte Digital team to develop detailed business case and roadmap

New CMO who will lead digital implementation

FY 2019 FY 2020 - 2021

Objectives

» Seamless: A frictionless e-commerce experience across all customer facing touchpoints » Agile: Exceed customer expectations through technology and organizational capabilities » Intelligent: Know every one of our customers (through CRM analytics) » Proactive: Acquire and continually delight our customer (through CRM analytics, loyalty, digital marketing) 

Enhanced customer analytics and digital engagement

Mobile app redesign and pilot

Mobile app launch

Loyalty program

In-store technology integration

Expansion of online products and services Design Build Pilot Implement Enhance Digital Transformation

FY 2018

slide-9
SLIDE 9

9

Customer Data Increased Fuel Sales Higher In-store Sales Repeat Purchases and Customer Loyalty

Increasing Total Sales Through Fleet Card

» Through the end of FY 2019, over 1,300 new accounts and 7,200 new cards issued since program launch in late October 2018 » Casey’s locations and prepared food offerings are ideally aligned with third party study of fleet driver preferences » Assumptions for incremental fuel volumes and in-store sales were benchmarked off of industry best practices and initial results are inline with our original assumptions » Building out a more robust strategy with other fleet card providers has shown significant upside as universal growth has supplemented gallon growth as the Casey’s Business MasterCard grows

Led by a team with relevant implementation and execution experience, the Fleet Card program is expected to increase fuel sales and drive traffic within stores

Fleet Card

slide-10
SLIDE 10

10

Q3 FY 2018 Q4 FY 2018 Q4 FY 2019 Q4 FY 2019 Q4 FY 2019 Q1 FY 2020 Q1 FY 2020 Q1 FY 2020 Q2 FY 2020

 Established roadmap for implementation  Vendors selected: PriceAdvantage for fuel and Dunnhumby

for inside categories

 Models developed for key categories  Fuel optimization staffing complete and 80% of sites live on

PriceAdvantage

 All sites live on PriceAdvantage fuel software  Next Steps 

Begin to integrate fuel software with Point of Sale

Begin to integrate fuel software with Digital Price Signs

Begin first round of inside pricing changes

Begin second round of inside category price changes

Driving Performance Through Price Optimization

Centralized fuel pricing strategy driven by local market dynamics

Fuel

Price Optimization provides visibility and precision to drive our pricing and promotion strategy

In-Store

Optimized product pricing and assortment across all categories

Transforming our Marketing Process Through New Technology

» Rules Based Pricing / Everyday Optimization » Promotion Optimization

Price Optimization Roadmap

slide-11
SLIDE 11

11

Continued Focus on Operating Expenses

Cost Reduction Measures Operating Expenses at Unchanged Stores

% growth in store-level operating expenses for open stores not impacted by recent growth programs

3.7% 5.7% 6.6% 4.2% 2.2% FY 2015 FY 2016 FY 2017 FY 2018 FY 2019

» Adjusted Shift Differential Hours/Limit Shift Overlap Q3 FY 2018 » Completed Pizza Delivery Actions and Enhanced System for Ongoing Review Q3 FY 2018 » 24-Hour Store Hours Adjustment and Enhanced System for Ongoing Review Q4 FY 2018 » New Fleet Management System Q3/Q4 FY 2018 (for Fuel and Grocery) » Adjusted Merit Pay Budget Q1 FY 2019 » Enhanced Budgeted Hours Process to Better Align with Customer Demand Q2 FY 2019 » Evaluation of Alternatives to Optimize Distribution FY 2020 » Time-in-Motion Study to Further Refine Store Labor Hours FY 2020

slide-12
SLIDE 12

12 7% 21% 26% 34% 39% 45% 53% 61% 69% 71%

  • 5%

5% 15% 25% 35% 45% 55% 65% 75%

250 500 750 1,000 1,250 1,500 1,750

# of Stores

New Stores Acquisitions Replacements Remodels % of Total Store Count

Disciplined Approach to Capital Allocation

» Reduced capital requirements for store upgrades – Our store base continues to grow and has been significantly upgraded, addressing targeted locations – Based on a holistic analysis of market and store characteristics, future capital requirements for replacements and remodels will be limited

Capital Allocation Priorities

» Invest in high return growth and profitability initiatives – Digital Engagement – Price Optimization » Disciplined store growth » Strategic acquisition opportunities » Return capital to shareholders

Disciplined Approach to Capital FY2020 Budget ($,MM)

New Store Construction & Acquisitions $ 294 Replacements 59 Transportation & Distribution1 43 Information Technology 29 Maintenance & Remodels2 91 Total Capital Expenditures $ 516

1 Includes: distribution center #3 ($22M)

2

Includes: general maintenance, corporate expansion ($17M), and other initiatives

~71% of total stores have been replaced, remodeled, acquired, or newly constructed since FY 2009

slide-13
SLIDE 13

13

$0.80 $0.88 $0.96 $1.04 $1.16

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019

Disciplined Approach to Capital Allocation (cont’d)

Share Repurchases Dividends

» Completed Initial $300 Million Authorization in May 2018 » New $300 Million Authorization Through FY 2020 » 19 Consecutive Years of Dividend Increases » Board Approved a Quarterly Dividend Increase to $0.32 Per Share at June 2019 Meeting

1,878 1,931 1,978 2,073 2,146 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019

Store Growth

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 New Stores 45 51 48 85 56 Acquired Stores 36 5 22 26 24 » Fiscal 2020 Guidance: 60 New Stores, 25 Acquired Stores

Unit Growth by Year

10% CAGR 3% CAGR

Note: CAGR is based off of FY2014 through FY2019

slide-14
SLIDE 14

14

Prepared Food & Fountain Category

$781 $881 $953 $1,006 $1,074 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 59.7% 62.5% 62.3% 61.0% 62.2% FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 $466 $550 $594 $614 $669 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019

Revenue (in Millions) Gross Profit Dollars (in Millions) Gross Profit Margin %

10% CAGR 11% CAGR

slide-15
SLIDE 15

15

Grocery & Other Merchandise Category

$1,795 $1,974 $2,087 $2,184 $2,370 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 32.1% 31.9% 31.5% 31.8% 32.1% FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 $576 $629 $657 $694 $760 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019

Revenue (in Millions) Gross Profit Dollars (in Millions) Gross Profit Margin %

8% CAGR 8% CAGR

slide-16
SLIDE 16

16

Fuel Category

1,817 1,952 2,062 2,199 2,296 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 19.3 19.6 18.4 18.5 20.3 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 $351 $382 $378 $407 $466 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019

Gallons Sold (in Millions) Gross Profit Dollars (in Millions) Gross Profit Margin (cents per gallon excl CC Fees)

7% CAGR 12% CAGR

slide-17
SLIDE 17

17

1 Fuel cents per gallon excluding credit card fees

Recent Sales and Margin Trends

Fiscal Year Fuel Gallons Grocery & Other Merchandise Prepared Food & Fountain 2020 Guidance (0.5%) - 1.0% 2.5% - 4.0% 3.0% - 6.0% 2019 (1.7%) 3.6% 1.9% 2018 2.3% 1.9% 1.7% 2017 2.1% 2.9% 4.8% 2016 3.0% 7.1% 8.4% 2015 2.6% 7.8% 12.4%

Same-Store Sales Average Margin

Fiscal Year Fuel Cents per Gallon 1 Grocery & Other Merchandise Prepared Food & Fountain 2020 Guidance 20.5 - 22.5 32.0% - 33.0% 61.0% - 63.0% 2019 20.3 32.1% 62.2% 2018 18.5 31.8% 61.0% 2017 18.4 31.5% 62.3% 2016 19.6 31.9% 62.5% 2015 19.3 32.1% 59.7%

slide-18
SLIDE 18

18

1 Fuel cents per gallon excluding credit card fees

Fuel Margins Trend Higher

9.9 11.5 10.2 10.6 10.5 9.8 11.1 9.6 10.9 10.1 10.7 11.5 10.4 13.9 12.9 13.9 15.2 15.1 14.4 16.1 19.3 19.6 18.418.5 20.3 8.0 10.0 12.0 14.0 16.0 18.0 20.0 22.0 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Cents Per Gallon 1 Fiscal Year

FY 1995 through FY 2007 Average ~10.5 CPG Since FY 2007 Annual Margins Trending Higher

1 2

slide-19
SLIDE 19

19

EBITDA & Diluted Earnings Per Share (EPS)

$4.62 $5.73 $4.48 $3.81 $5.51 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019

EBITDA (in Millions) Diluted EPS

$479 $560 $509 $486 $563 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019

9% CAGR 11% CAGR

Note: FY 2018 figures exclude one-time benefit from Tax Cuts and Jobs Act.