business analysis
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PetSmart.pptx
Presentation Date: 11/11/2014
Investment Analysis by:
Devopama Pant
Chen Liang
Qiao Du
Current Holdings
Company Profile
Macroeconomic Review
Industry Review
Strategy Overview
Financial Analysis
Valuation
Recommendation
Agenda
Current Position
100 shares bought on May 3, 2012 @ $58.88
Current Price: $72.74 (11/10/2014)
Gain (as on 11/10): 23.54%
Portfolio share(MV): 3.96%
* Yahoo Finance (RCMP Client Portfolio) https://finance.yahoo.com/portfolio/pf_1
Yahoo Finance (RCMP Client Portfolio)
https://finance.yahoo.com/portfolio/pf_1
3
Recent stock trends
Trends taken from Bloomberg.com Dated: 11/09/2014
Company Overview
PetSmart was founded in 1986
PetSmart, Inc. is a retail chain operating in the United States, Canada, and Puerto Rico
Engaged in the sale of specialty pet supplies (around 10,000 pet products) and services such as grooming and dog training, cat and dog boarding facilities, and daycare
In 1993 went public on the NASDAQ stock exchange listed under the symbol "PETM"
In 2005, the company announced that it was rebranding its name from PETsMART to PetSmart
2013, PetSmart operated approximately 1,333 stores (55 new stores) in around 200 locations with Pets Hotels (3 new pet hotels) and Doggie Day Camps
Data from http://phx.corporate-ir.net/phoenix.zhtml?c=93506&p=irol-timeline and PetSmart Annual Report 2013 Page # 2-5
http://phx.corporate-ir.net/phoenix.zhtml?c=93506&p=irol-timeline
5
PetSmart : Product Line (PETM Owned)
Proprietary and exclusive products and services currently represent approximately 35% of the Net Sales
Self-owned product brands details on Slide # 23
| Pet Products | Dogs | 5 self owned brands ranging from regular to super-premium |
| Cats | 5 self owned brands ranging from regular to super-premium | |
| Birds / Reptiles / Fishes / Small Animals | 3 self owned brands ranging from regular to premium | |
| Pet Services | Hotels | Hotels available at 200 PetSmart locations |
| Hospitals | Hospital services available at 837 PetSmart locations |
http://phx.corporate-ir.net/phoenix.zhtml?c=93506&p=irol-homeprofile
www.petsmart.com
http://phx.corporate-ir.net/phoenix.zhtml?c=93506&p=irol-homeprofile
www.petsmart.com
6
Major Competitors
| Category | Major Competitors | |
| Specialty Supply Retailers | Petco | |
| Merchandise | Stores | Walmart, Target, Costco, Others |
| Online | Amazon, EBay, Others | |
| Services | Standalone stores, Small retail chains |
http://big.assets.huffingtonpost.com/ibis.pdf
http://big.assets.huffingtonpost.com/ibis.pdf
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Unemployment Rate
Change in Disposable Income
Growth in Pet Population
Future growth in Pet Industry (Macroeconomic view)
http://big.assets.huffingtonpost.com/ibis.pdf
http://data.bls.gov/timeseries/LNS14000000
Households owning pets- 68%
(82.5 M Homes and 396M Pets)
Average growth rate of the pet –store industry– 2.2% (last 5 years)
http://big.assets.huffingtonpost.com/ibis.pdf
http://data.bls.gov/timeseries/LNS14000000
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Market Segments
Total Revenue : $15.7bn
http://big.assets.huffingtonpost.com/ibis.pdf
http://big.assets.huffingtonpost.com/ibis.pdf
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Porter’s 5 Forces Model – Pet Industry
Threat of Substitutes:
Low & Steady
Demand of premium
Products is stable
Attitude towards pets
is stable and positive
Porter’s 5 Forces Model
Barrier to entry:
Medium & Steady
Niche Market
Limited Discretionary Income
Licensing Cost
Tax rate/Interest Rate
Fluctuation
Competition:
Medium & Increasing
High Profit Margin for Premium Services
Protected by Manufacturer’s restrictions
Bargaining Power of buyers:
Low & Increasing
Bulk Retailers like Costco
E-Commerce Retailers like Amazon
Brand Recognition
Bargaining Power of Sellers:
Medium & Increasing
Healthcare Cost
Unemployment Level
Restrictions on distribution Channels
Available E-Commerce Distribution
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Strengths
Well known Brand / Strong Community Presence
Publically available Financial data
Strong Financial (Current ratio-1.66)
Low Carbon Footprint
Employees have high stakes of shares
Social Responsibility
Weaknesses
Most products are globally manufactured so may have compromised quality
Marginal wages to employees
Distant stores with few distribution center can be impacted by weather
Opportunity
Expansion of services
Foreign expansion (Mexico/Europe)
Homeopathic Products
Training services for companion pets
Pet insurance
Threats
Petco
Costco/Walmart/Target
Amazon/EBay
Small Pet retailers
Reduced Discretionary Income
Loss of Employees
Food Safety Measures
Market Fluctuation
Customer Preference
SWOT Analysis – PetSmart
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Pet Smart’s Strategy
Unique role centered around creating more moments for people inspired by pets
PetSmart Charities Inc.
PetSmart in-store adoption centers
PetSmart Gives Back
PetSmart Paws for Hopes
PetSmart for Patriots
PetSmart Pop-up Parks
PetSmart Annual Report 2013, Pg# 3-4
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Pet Smart Annual Report 2013 Page No 3-4
PetSmart Annual Report 2013, Pg# 3-4
Management Outlook
Leverage the “Humanization of Pets”
Stay relevant to the customers
Increase personalized connections
Enhance customer experience through technology and innovation
Enhance operating excellence
Differentiate with “care”
Be a part of the community
Focus on “Solutions”!!
PetSmart Annual Report 2013, Page # 4-5
PetSmart Annual Report 2013, Page # 4-5
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Merchandise vs. Services
PetSmart 2010-10K -Page # F-4 /2012-10K-Page # 42/ 2014-10K -Page # F-4
PetSmart 2010-10K -Page # F-4 /2012-10K-Page # 42/ 2014-10K -Page # F-4
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2010-01-31 2011-01-30 2012-01-29 2013-02-03 2014-02-02 0.89223071733753101 0.88531554602315465 0.88360254945607153 0.88478755628132011 0.88362463379910461 Pet Services
2010-01-31 2011-01-30 2012-01-29 2013-02-03 2014-02-02 0.10782550033730605 0.10867177034938197 0.11039186011361452 0.10956570478365882 0.11074849055760849
Risk & Uncertainty
Quarterly results may show fluctuation due to seasonal changes associated with the pet products and services, retail industry, new store openings and store closures.
Loss of any of the key vendors may disrupt the quarterly or annual financial performance as two of the largest vendors account for a material amount of products sold
Food safety, quality and health are of big concern as a large selection of products are gathered from all over the world and it may result in a loss of customer confidence
Presentation 2012-11 / 2012-10 K-2013 10K
Presentation 2012-11 / 2012-10 K-2013 10K
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Recent News at Pet Smart
Jana Partners has discussed the possibility of a private equity buyout after announcing their 9.9% position.(07/18/2014)
Management surprises investors with news of the Pet360 acquisition and formally announces interest in a potential sale. (08/27/14)
Private-Equity Firms Prepare Bids for PetSmart (10/29/2014)
Private-Equity Firms Invited to Final Round of PetSmart Bidding (11/06/2014)
http://seekingalpha.com/article/2453415-petsmart-the-pet360-piece
http://seekingalpha.com/article/2319995-a-private-takeover-would-be-good-for-petsmart
http://online.wsj.com/articles/private-equity-firms-prepare-bids-for-petsmart-sources-say-1414600644?KEYWORDS=petsmart
http://online.wsj.com/articles/private-equity-firms-invited-to-final-round-of-petsmart-bidding-1415314908?KEYWORDS=petsmar t
http://seekingalpha.com/article/2453415-petsmart-the-pet360-piece
http://seekingalpha.com/article/2319995-a-private-takeover-would-be-good-for-petsmart
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Ratio Analysis
PetSmart 2010 10-K, 2012 10-K & 2014 10-K
DuPont Analysis
PetSmart 2010 10-K, 2012 10-K & 2014 10-K
Weighted Average Cost of Capital
Trends taken from Bloomberg.com Dated: 11/09/2014, / PetSmart 2014 10-K
Discounted Cash Flow Evaluation
9% sales growth rate for next 4 years and constant 4.5%
4% sales growth rate for next 4 years and constant 3%
Technical Analysis
Trends taken from Bloomberg.com Dated: 11/09/2014
Recommendation
Current Price: $72.74 (11/10/2014)
Implied Intrinsic Value: Basic: $71.60
Optimistic: $85.36
Pessimistic: $60.66
HOLD!
Appendix1 : PetSmart - Product Line (PETM Owned)
| Dogs | ||
| Brand | Food/Hard Goods | Category |
| Grreat Choice | Both | Regular |
| Authority | Food | Premium |
| Simply Nourish | Food | Super Premium |
| Top Paw | Hard Goods | Private Label |
| Toy Shoppe | Hard Good | Toys |
| Cat | ||
| Brand | Food/Hard Goods | Category |
| Grreat Choice | Both | Regular |
| Authority * | Food | Premium |
| Simply Nourish | Food | Super Premium |
| Exquisicat | Hard Good | Cat Litter |
| Toy Shoppe | Hard Good | Toys |
| Horse | ||
| Brand | Food/Hard Goods | Category |
| State Line Tack | Hard Good | Sold to Horse.Com (Pet United) |
| Birds/Reptiles/Fishes/Small Animals | ||
| Brand | Food/Hard Goods | Category |
| Top Fin | Hard Good | Regular |
| Proquatics | Both | Fish Supplement |
| All Living Things | Both | Bird-Small Animal Supply |
| Pet Hotel | ||
| Orginal idea | Place | Acquired |
| David Mackstellar | Arizona | 2000 |
| Rodger Ford | 200 stores |
| Pet Hospital(Banfield*) | ||
| Orginally | Parent Comapany | Facility Available |
| MMI | Mars Inc. | 837 Stores * |
Previously Sophisticat and before that it was Award
Canada has additional 7 third party hospitals
http://multichannelmerchant.com/crosschannel/pets-united-acquires-state-line-tack-02052007/
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Petsmart Outline.docx
Section 1: Basic Company Information
-All information from PetSmarts website-
Number of employed: Approximately 53,000
Number of pet-stores: Approximately 1,433
Number of PetSmart PetsHotel locations for dog and cat boarding: 202
Percent of stores that have veterinarian care: More than 60 percent.
Mission/ Vision Statement: “To provide Total Lifetime Care for every pet, every parent, every time – which means that we offer solutions, superior products, unmatched services and superb customer service.” http://retailindustry.about.com/od/retailbestpractices/ig/Company-Mission-Statements/PetSmart-Mission-Statement.htm
“Pets inspire us—to be better and to live better. That's why we're committed to a culture of sustainability.”
“Our Think Twice mission is to create simple, informative and engaging ways to consider the environment in everything we do. The program encourages our associates to reduce environmental dependencies and to create business value through sustainable practices. We measure our overall sustainability efforts in six areas: Energy and Carbon, Recycling, Waste, Water, Green Products, and Partnerships and Engagement. As a result, PetSmart was named one of the greenest big companies in America by Newsweek”
“At PetSmart, we believe pets make us better people. That’s why we create more moments for people to be inspired by pets. And sometimes, those moments are made even more memorable by simple pleasures that we can never take for granted, like the smell of clean air or abundance of green grass.
Keeping our waters clear, skies bluer and air fresh is important to us, and that’s why we’re always looking for ways to do what’s best for our environment. Our commitment to environmental sustainability challenges us to see the world differently. Some might see an empty, vacant lot; we see a Pop-Up dog park providing a space for creating millions of moments. Others see a discontinued toy destined for the landfill; we see a chance to spark playtime between a loving, adoptable pet and a potential new pet parent. Innovative ideas like these help us make a difference in our environment, one moment at a time.
We are dedicated to caring for our customers, associates and communities. Not just because it’s what they expect, but because it’s the right thing to do. And by making responsible decisions today, we can help to create a better world tomorrow for everyone. That’s why we created our Think Twice initiative. We began our sustainability journey in 2008 with the goal of understanding and measuring our impact. Since then, we’ve implemented hundreds of changes to reduce our impact on the environment.”
Competition:
Warehouse clubs and other mass merchandisers;
•Grocery stores; (Target, Walmart, Kmart, WinCo)
•Specialty pet supply stores; (PetCo, for example)
•Veterinarians;
•General retail merchandisers;
•Farm and feed stores;
•E-commerce and catalog retailers; (Amazon. Ebay maybe? People sell dog food and other various feed for animals on eBay)
•Independent grooming, boarding, and training service providers.
The Pet industry:
The pet industry serves a large and growing market. The American Pet Products Association, or “APPA,” estimated the calendar year 2013 market at approximately $55.5 billion, an increase of over 200% since calendar year 1994. Based on the 2013 - 2014 APPA National Pet Owners Survey, approximately 68% of households in the United States own a pet, which equates to over 82 million homes. In total, there are approximately 96 million cats and 83 million dogs owned as pets in the United States. As noted in the APPA National Pet Owners Survey Background and Purpose document, this survey is the first National Pet Owners Survey to be conducted online, which may affect comparability against prior surveys.
The APPA divides the pet industry into the following categories: food and treats, supplies and medicines, veterinary care, services (such as grooming and boarding) and live animal purchases. The APPA estimates that pet food and treats are the largest volume categories of pet-related products and in calendar year 2013, accounted for an estimated $21.3 billion in sales, or 38.4% of the market.
Pet supplies and medicine sales account for 23.8%, or $13.2 billion, of the market. These sales include dog and cat toys, collars and leashes, cages and habitats, books, vitamins and supplements, shampoos, flea and tick control, and aquatic supplies. Veterinary care, other services, and live animal purchases represent 25.6%, 8.1%, and 4.1%, respectively, of the market
“Our Strategy”: Prior to 2014, our key strategy was to be the preferred provider for the lifetime needs of pets. Our primary initiatives included developing innovative products and services, engaging with our customers in an authentic and personalized way, and driving consistent execution in our stores.
At PetSmart, we believe that pets make us better people. That is why we create more moments for people to be inspired by pets. Beginning in 2014, we refreshed our strategic priorities, which are centered around caring for our customers, caring for our associates, and caring for our communities. Our new customer strategy is to develop moment-making products, services, and experiences for pet parents. We will focus on the following three initiatives:
Connecting with all pet parents in an authentic and personalized way. Through extensive and on-going customer research, we continue to gain valuable insights into our customers' preferences and needs and we are developing solutions and communication strategies to address them. Our emphasis on connecting with the pet parent is designed to ensure we are relevant to our customers, by providing an unparalleled shopping experience every time a customer visits our stores or PetSmart.com. In order to stay relevant with our customers, we plan to enhance the customer experience through technology. Our PetPerks customer loyalty program, which is available in all our stores and on PetSmart.com, enables us to deliver personalized offers and other content based on the customer's purchases, preferences, and unique needs. Our new, enhanced promotional capabilities support this program, by allowing customers to enroll in PetPerks via pin pads at the register. We plan to accelerate our deployment of new omni-channel capabilities, which include launching a new PetSmart.com website platform and redesigned mobile site, expanding our in-store availability feature online, equipping our store associates with mobile devices to help customers, and rolling out order online/pick-up-in-store capability. With increasingly greater capacity to customize in-store and online offers relevant to our customers, we believe we are helping them build a stronger, more meaningful bond with their pets, and greater loyalty to PetSmart.
We are training our store associates to identify customer needs and provide appropriate solutions. We measure our success in every store, and a portion of the annual incentive program for the store management team is linked to customer satisfaction. By providing pet parents with expertise and solutions, we believe we are strengthening our relationships with customers, building loyalty, and enhancing our market leading position, thus differentiating ourselves from our competitors.
Expanding our proprietary and exclusive products and services. We are focused on developing and strengthening our brand identity and enhancing the emotional connection pet parents make with their pets and with PetSmart. We are committed to developing moment-making products, services, and experiences for pet parents. We provide pet parents with information, knowledge, and product solutions, including both exclusive and proprietary offerings, that help their pets live long, healthy, and happy lives. Our marketing and advertising efforts focus on emphasizing our unique offerings for customers and promoting our strong value proposition. We continually seek opportunities to strengthen our merchandising capabilities allowing us to provide a differentiated product assortment and innovative solutions. We expect to build on the success of our proprietary brands in consumables, and work with our national brand vendors to bring in new PetSmart-exclusive formulations and sub-brands. In hardgoods, our focus is on continuing to grow our existing brands, developing new PetSmart-only unique assortments, and building out our pipeline of innovation for the future.
Services are an integral part of our strategy, and we are focused on driving profitable growth in our services business. We believe services further differentiate us from our competitors, drive traffic and repeat visits to our stores, increase transaction size, provide cross-selling opportunities, and allow us to forge strong relationships and build loyalty with our customers
Attracting and retaining our most valuable customers. Our most valuable customers buy channel-exclusive foods, use grooming services, and are new pet parents of dogs, cats, and fish. We plan to introduce hundreds of new items as part of our consumables reset in the first quarter of 2014. For our grooming customers, we are launching our "Pet Expressions" creative grooming services across the chain, including chalking, stenciling, and feathering, with washable, non-toxic ingredients. We offer puppy starter kits for new pet parents, providing them with savings and an introduction to our best products and services. We believe this will serve as a powerful tool for driving conversion and increased customer retention.
Our expansion strategy includes increasing our share in existing multi-store markets, penetrating new markets, and achieving operating efficiencies and economies of scale in merchandising, distribution, information systems, procurement, marketing, and store operations. We continually evaluate our store format to ensure we are meeting the needs and expectations of our customers, while providing a return on investment to our stockholders.
Section 2: Industry and Competitive Analysis (45 Points)
This section investigates the industry in which the organization operates. How attractive is this industry in which this firm operates? Has this industry generated above average returns in the past and is it likely to generate above average returns in the future? You will need industry profitability and cost of capital measures to draw these conclusions. Answer the following;
Industry Dominant Economic Features
Porter’s Five Competitive Forces and Overall Assessment (from PP)
Barrier to entry: Medium & Steady
· Niche Market
· Limited Discretionary Income
· Licensing cost
· Tax rate
Threat of substitutes: Low & Steady
· Demand of premium products is stable
· Attitude towards pets is stable and positive
Bargaining Power of buyers: Low & Increasing
· Bulk retailers like Costco
· E-commerce retailers like Amazon
· Brand Recognition
Bargain Power of Sellers: Medium & Increasing
· Healthcare cost
· Unemployment level
· Restrictions on distribution channels
· Available e-commerce distribution
Rivalry Among Competition: Medium & Increasing
· High Profit margin for premium services
· Protected by manufacturer’s restrictions
Industry Key Success Factors
Driving Forces in the Industry
Identify Industry Competitors
· Competition:
· Warehouse clubs and other mass merchandisers;
· Grocery stores; (Target, Walmart, Kmart, WinCo)
· Specialty pet supply stores; (PetCo, for example)
· Veterinarians;
· General retail merchandisers;
· Farm and feed stores;
· E-commerce and catalog retailers; (Amazon. Ebay maybe? People sell dog food and other various feed for animals on eBay)
· Independent grooming, boarding, and training service providers.
Create a strategic map for the primary competitors in this industry
Summary of the Industries Prospects and Overall Attractiveness: You need to answer all of the above questions and interpret what these findings mean for the industry and the company.
Section 3: Strategic Position (45 Points)
In this section, you will discuss the firm’s primary strategy and how well it has been working. You will need to provide a detailed financial analysis, to determine whether or not this firm is generating positive economic value.
Hambrick Model to define strategy
Arenas -
Differentiators-
· Pet services: Banfield Pet Hospital, Grooming, dog training, PetsHotel
· Charities
· PetSmart PetPerks Membership program/ card
Vehicles -
Staging -
Economic logic- Business Model -
Complete a SWOT/TOWS analysis with thorough explanation of the company’s current position
Strengths:
· Strong pet product assortment
· Well-known brand
· Strong financial data
· Pet assortment
· Many locations
· Website
· Pet services: Banfield Pet Hospital, Grooming, dog training, PetsHotel
· Charities
· Social media presence- Instagram, twitter
· PetSmart PetPerks Membership program/ card
Weaknesses:
· Only in US
· Somewhat high prices
Opportunities:
· Foreign expansion-
· Collaborations with famous designer, introduce more lines of products
· More dogs to adopt
· Companion pets
· Pet insurance
Threats:
· Competitors
· Economic declines can affect the spending of customers
Risk Factors from Annual Report:
· Quarterly operating results may fluctuate due to seasonal changes associated with the pet products and services retail industry and the timing of expenses, new store openings, and store closures.
· We may be unable to continue to open new stores and enter new markets successfully. If we are unable to successfully reformat existing stores and open new stores, our results of operations could be harmed, and comparable store sales at our existing stores may decrease due to age or the impact of opening new stores in the same area, which could adversely impact our results of operations. Also, store development may place increasing demands on management and operating systems and may erode sales at existing stores.
· The pet products and services retail industry is very competitive and continued competitive forces may adversely impact our business and financial results
· A decline in consumer spending, change in consumer preferences, or failure to successfully manage and execute our marketing initiatives could reduce our sales or profitability and harm our business.
· A disruption, malfunction, or increased costs in the operation, expansion, or replenishment of our distribution centers or our supply chain could impact our ability to manage our inventory, deliver products to our stores, or increase our expenses, which could harm our sales and results of operations
· Currently, most major vendors of natural pet food do not permit their products to be sold in supermarkets, warehouse clubs, or through other mass and retail merchandisers. If any natural pet food or pet supply vendor were to make its products available in supermarkets, warehouse clubs If any natural pet food or pet supply vendor were to make its products available in supermarkets, warehouse clubs and other mass or retail merchandisers, our business could be harmed
· Our expanded offering of proprietary-branded products may not improve our financial performance and may expose us to product liability claims.
· Food safety, quality, and health concerns could affect our business.
Identify the company’s competitive strategy based on the Five Generic Competitive Strategies
Identify company resources and competencies.
Competitive Strength Assessment of 2 Closest Rivals
Identify company’s leadership and corporate culture and discuss how the leadership and culture promote strategy execution
· Identify how the firm is performing financially (using such as measures on ROE, ROA, profit margin, sales growth, etc.). You will need to provide a detailed financial analysis. This analysis should cover the past 3 years. You are telling a story about the financial situation of this firm. You may also include any information that you feel pertinent to your report. You must create own charts, graphs, and tables. Do not copy charts and tables directly off a website and include them in your paper.
· Conclusions concerning competitive position. Once again, you need to determine what these findings are telling you about the company.
Group Recommendations (20 Points)
Based upon your analyses of the industry and company, develop conclusions and offer specific recommendations and an action plan concerning what this firm should do over the next 2-5 year period. The conclusions and recommendations should be supported by rigorous quantitative and qualitative arguments. Where possible, utilize the tools you have learned to strengthen your argument. As a group determine, “Does this strategy make sense?” “If this were my investment, would I implement these suggestions?”, “Would you buy stock in the company?” Why?