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Ben Terry
Location Planning Manager
-- more than just shops
Dixons Carphone plc is
Europe’s leading specialist
electrical and
telecommunications retailer
and services company,
employing over 42,000
people in twelve countries
Shop keepers?
Increasingly
complexity and cost
Have to be more than Shop Keepers
Retail supply chains
Store Same day OnlineStore
setupInstalled
Reserve &
collect
✓ ✓ ✓ ✓ ✗ ✓
✓ ✓ ✓ ✓ ✗ ✓
✓ Some ✓ ✓ Some ✓
✓ Some ✓ ✗ ✓ ✓
Diversity of goods and how customers want them
How we currently do things - Newark
o Centre of our UK&I Operations
o Serves all UK&I Brands
o Over 1.5m sq. ft. with max 4000
colleagues on site
o Home Fulfillment Centre via CSC’s
o Branch Fulfillment Centre
o Small Products Warehouse
o Customer Repair Centre
Building 1 Overview
Building 1
o HFC (Home Fulfilment Centre); 440,000 sq. ft. in
Chambers 2 and 3, a small portion of which is
also utilised by Newark CSC.
o Reverse Logistics (Returns) and Spares; 220,000
sq. ft. on the ground floor of Chamber 1
o Customer Repair Centre; 184,000 sq. ft. on the
mezzanine in Chamber 1.
Chamber 1 Chamber 2 Chamber 3
Building 1
How we currently do things - CSCs
o 22 Customer Service Centres
o 5m+ home visits per year
o 250 Specialist Engineers
o +250,000 white goods repair in
home
o 7am to 9pm delivery slots
o Enhanced Service Capability
o Detailed Property Requirements
Repair; Service; Install; Upgrade; Membership
Ben Terry - Introduction
Career History:
15 years experience in site location / retail analysis
GeoBusiness Solutions – retail & leisure consultancy
PinPoint Target Marketing – retail & leisure geodemographic targeting in New Zealand
JCDecaux UK – targeted outdoor media campaigns
Dixons Retail / Dixons Carphone – site location planning & performance review of store portfolio
Ben Terry - Introduction
Career History – early starter
Ben Terry - Introduction
Career History- keeping up-to-date
1985
1986
1987
1988
1990
1991
1992
1993
1994
1995
1996
1997
1998
2012
2000
2001
2002
2003
2004
2006
2007
2008
2009
2010
2011
1999
2013
2014
2015
2016
2017
2018
Ben Terry - Introduction
Career History – catchment knowledge
Retail Destinations
Detailed Store Analysis
Performance Analysis– review of each individual store’s sales performance within the portfolio
Location Planning Overview
Objective
Understanding our locations to reflect customer behaviour, across multi-channel, to shape portfolio and catchment strategy.
UK & Ireland Store Network
Over 1,000 retail stores
313 x 3in1 stores & 650 Carphone Warehouse (standalone locations)
Currys PC World & Carphone Warehouse – a
portfolio journey from the start of optimisation
2010
Currys
PC World
High Street portfolio
Currys PC World & Carphone Warehouse – a
portfolio journey to the current day
21/01/2019
2018
3in1 stores
3in1 stores
Carphone Warehouse
portfolio
Assets and Estate
(1)
499
999
1,499
1,999
2,499
2,999
3,499
3,999
4,499
4,999
0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500
Bra
nc
h C
on
trib
uti
on
Property Costs
Dixons - Contribution vs Property Costs
Understanding ourselves
UK’s Largest Electrical Store
London’s Premier Shopping Street
Page 23
-400
-200
-
200
400
600
800
1,000
1,200
1,400
1,600
Bra
nc
h C
on
trib
uti
on
Property Costs
CPW - Contribution vs. Property Costs
Oxford Street 262
Oxford Street Centre Point
Birmingham Grand Central
Understanding ourselves
New “EVO Format”
High StreetShopping Centres
Retail Park Stores
Arterial Routes
Page 28
Property Assets & Estate Department Overview
ObjectiveTo deliver a full property management service for all of the Groups property interests in the UK & Ireland aligned to the businesses overall UK & Ireland aligned to the businesses overall strategy.
UK & Ireland Property Over 1,000 retail stores (313 3in1 stores & 650 Carphone Warehouses) Over 50 Non- Retail properties (inc. Warehouses, Support Offices & Call Centres) Over 60 Non-Trading properties (inc. vacant and sublets)
Property Costs
Page 29
Property Assets & Estate Department Overview
Estate Management Rent/Property Cost Payments.
Lease Administration:o Change of Landlords.
o Landlords consents.
o New leases, disposals, changes in rent etc.
General estate management issues
o Squatters/Travellers in vacant sites
o Ensuring stores ability to trade at all times - landlord and adjoining occupier liaison.
Cost Management Rent Reviews – managed both internally and outsourced
Lease renewals:
o Around 80 renewals a year
o Typically outsourced
o Maximise future flexibility (e.g lease breaks & favourable alterations clauses)
o Minimising future cost exposure (service charge exclusions)
Page 30
Property Assets & Estate Department Overview
Cost Management continued
Business Rates o Outsourced (payments and valuation appeals)
o Rates mitigation on vacant premises
Service Charges:o Member of the PMA - lobbying RICS on new Service Charge Code
o Seeing significant inflation due to Landlords proposed investments in shopping centres and retail parks
o Significant time invested in negotiating favourable exclusions in new leases
Closures All stores reviewed at lease expiry having regard for:
o Profitability and sales performance
o Rent forecast
o Other stores in the catchment – ability to transfer sales ?
o Dilapidations liability
Page 31
Property Assets & Estate Department Overview
Disposals A number of vacant stores, offices and warehouses on the market
Preference is always to Surrender but Assignments & sublets considered subject to covenant
Always seeking opportunities to minimise exposure to costs (i.e. temporary or charity lets)
Acquisitions (New stores & relocations) Deliver incremental sales/profit
New stores
o White gaps areas of low market share
o New developments
Relocations
o Forced (e.g. hostile notices at lease renewal) – business protection
o New developments - changes in retail pitch
o Upsizes & downsizes
Page 32
Property Assets & Estate Department Overview
Non-Retail Includes warehousing & distribution, support offices, call centres & car parking.
Warehousing & distribution is an area of growing importance as the business develops its future supply chain strategy
Warehouse market becoming increasingly competitive due to the growth of on-line.
Sublet Portfolio A number of sublets (e.g. residential upper parts & sublets of surplus space)
Always seeking maximise income and minimise costs.
A number of rules & regulations that must be adhered to, particularly in relation to residential property
Page 33
Project BerlinFollowing the merger, we announced a major property initiative to reduce the number of stores in our
portfolio through a series of store closures and refits of the remaining stores.
We are now 95% complete with only a handful of store closures and refits remaining
The rationalisation of our property portfolio has created a truly 3 in 1 estate that reflects the future strategic
role of the store and enables stores in the right market locations for our customers
92store re-development
programme
132store closures
• 92 store re-development programme to transform the Currys and PCW portfolio and enable a
‘3in1’ estate to meet the needs of our customers
• 100% transfer of sales from the closure store into the new ‘3in1’ re-developed site100%
Trade transfer
• Closure and disposal of 132 stores across the Currys PCW and Carphone
portfolio
• 91 Dixons (Currys PC World) stores
• 41 Carphone Warehouse
£150m Investment
• £70m refit costs (including 28 new mezzanines)
• £80m lease exit costs
Page 34
Project Berlin
Latest Position
We have spent circa £80m to dispose of over 80 stores. This has removed £205m of future property cost liability (to £205m of future property cost liability (to lease expiry)
£49m budget left to dispose of the remaining 52 stores that have a current future property cost liability of £94m future property cost liability of £94m
Benefits
We have delivered a £50m p.a. rent & rates saving whilst retaining 100% of our sales.sales.
Page 35
More than just shops!
MOBILE1983
INTERNET1992
GOOGLE1998
iPOD2002
FACEBOOK2004
iPAD2010
GOOGLE +2011
Guessing the future
27YEARS
17YEARS
12YEARS
4YEARS
3.5YEARS
1.5YEARS
0.3YEARS
RADIO1958
38YEARS
Innovation cycles have massively reduced in the digital
environment and create a truly unpredictable future
LEAD TIME BEFORE REACHING 50M ACTIVE USERS