Carmike Cinemas Inc.
Transcription
Carmike Cinemas Inc.
Carmike Cinemas Inc. Nasdaq: CKEC Investor Presentation 2015 1 Disclaimer This presentation contains forward-looking statements within the meaning of the federal securities laws. Statements that are not historical facts, including statements about our beliefs and expectations, are forward-looking statements. Forward-looking statements include statements preceded by, followed by or that include the words, “believes,” “expects,” “anticipates,” “plans,” “estimates” or similar expressions. Examples of forwardlooking statements in this presentation include our ticket and concession price increases, our cost control measures, our strategies and operating goals, our ability to achieve expected results from our strategic acquisitions, our film slate for 2015 and future years, our potential monetization of our investment in Screenvsion, our ability to expand alternative content and our capital expenditure and theater expansion/closing plans. These statements are based on beliefs and assumptions of management, which in turn are based on currently available information. The forward-looking statements also involve risks and uncertainties, which could cause actual results to differ materially from those contained in any forward-looking statement. Many of these factors are beyond our ability to control or predict. Important factors that could cause actual results to differ materially from those contained in any forward-looking statement include, but are not limited to: • The inability to consummate the transactions described in this presentation on terms favorable to us; • The inability to satisfy any conditions to closing or to complete any related financing in connection with the transactions described in this presentation; • Our ability to comply with covenants contained in our senior secured credit agreement and the indenture governing its 7.375% Senior Secured Notes due 2019; • Our ability to operate at expected levels of cash flow; • Our ability to meet our contractual obligations, including all outstanding financing commitments; • Financial market conditions including, but not limited to, changes in interest rates and the availability and cost of capital; • The availability of suitable motion pictures for exhibition in our markets; • Competition in our markets; • Competition with other forms of entertainment; • The ability of National CineMedia to secure approvals and satisfy conditions necessary to complete the acquisition of Screenvision; • The effect of our leverage on our financial condition; and • Other factors, including the risk factors disclosed in our annual report on form 10-K for the year ended December 31, 2014 and our quarterly reports on form 10-Q under the caption “risk factors.” We believe these forward-looking statements are reasonable; however, undue reliance should not be placed on any forward-looking statements, which are based on current expectations. Further, forward-looking statements speak only as of the date they are made, and we undertake no obligation to update publicly any of these in light of new information or future events. 2 Company Overview 3 Circuit Snapshot 4th largest U.S. exhibitor America’s Hometown Theatre 10.5 2,896 screens 10.0 Mid-size non-urban markets 46 Premium large format (PLF) auditoriums 11.0 273 theatres Entertainment complexes across 41 states Average Screens Per Theatre Improving operating metrics driven by film slate performance, concessions and the integration / impact of acquisitions New growth initiatives include PLF screens, enhanced food and beverage menus and other dining concepts Expanding upgraded sound, reserved and reclining seating, other amenities 9.5 10.6 10.6 2013 2014 10.0 9.4 9.5 2010 2011 9.0 8.5 Revenue Per Screen 2012 ($ in thousands) $240 $220 $213.4 $209.4 $238.6 $238.2 2013 2014 $213.4 $200 $180 2010 2011 2012 4 Circuit Snapshot WA 1 MT 5 OR 1 ID 1 WY 1 MN 6 WI 2 SD 4 CO 4 KS 1 AZ 1 OK 10 NM 1 MO 1 AR 6 IL 12 NY 1 MI 11 IA 5 NE 2 UT 2 CA 6 ND 4 IN 5 OH 5 KY 6 TN 22 AL 20 PA 23 WV 2 VA 4 NC 22 GA 25 NH 1 CT NJ 3 4 DE, 1 MD 1 SC 8 TX 11 FL 22 Summary of Sites Shared, 3 Owned, 55 Owned Leased States with 1 – 9 Theatres States with 10 – 19 Theatres Leased, 215 Shared Ownership States with 20+ Theatres 5 Carmike Investment Highlights America’s Hometown Theatre Average 10-14 screens per location / family-friendly setting Presence in locations with minimal entertainment alternatives Unique Hollywood focus Connectivity with audience base Focus on event films, family animation and sequels ideal for hometown audiences Effective and profitable concessions strategy and theatre enhancement program High concession margins Industry-leading concessions per caps Enhanced food/beverage menu, including alcohol Partnership with IMAX and growing number of PLFs Enhanced cash flow per screen Execution of accretive acquisitions and new builds Acquired Digital Cinema Destinations Corp. (8/15/14) Acquired Muvico (11/21/13) and select Cinemark (8/16/13) and Rave theatre locations (11/15/12) Active new-build program Strong balance sheet and free cash flow profile 6 Long-Term Industry Box Office Success and Stability Cinema has performed well over decades U.S. Annual Box Office Performance (billions $US) $11 Annual domestic box office revenues have exceeded $10 billion every year since 2009 2014 $10.4 $12 $10 5% Box Office CAGR* (1970-2014) $9 $8 $7 2013 was the second consecutive year the domestic box office broke the alltime record, for a total of $10.9 billion $6 $5 $4 $3 Stable industry with consistent pricing power, despite technological advances $2 $1 $0 Inexpensive out-of-home entertainment option typically resilient to economic pressures Commercial Penetration of New Media Forms “Competing” With Box Office: Cable Average ticket price has grown from $5.66 in 2001 to $8.17 in 2014 VCR Internet DVD Sources: Box Office Mojo, Box Office Magazine 7 Screenvision Carmike holds equity position in Screenvision Carmike entered into 30-year advertising agreement in October 2010 Carmike received $30 million pre-tax cash payment on January 4, 2011 Received approximately 20% equity (profits interest) in Screenvision Perfectly aligned partnership Screenvision has similar small-town footprint to Carmike Local advertiser focus yields synergies New relationship forged with respected media investor Shamrock Capital Potential future monetization of Screenvision investment Currently recorded on Carmike’s financial statements at approximately $6 million 8 Growth Strategy and Business Initiatives 9 Growth Strategy: The Case for Industry Consolidation Financial resources to complete additional transactions Net debt leverage of 3.2x at 12/31/2014 Cash on hand ~ $98 million Plan to deploy available cash for M&A Margin improvement Concessions purchases Film costs Efficiency Current infrastructure can support larger footprint G&A costs of acquired circuits can be eliminated or significantly reduced Geographic and market size for majority of circuits are similar to Carmike Circuit sizes 6 – 25 have 325 screens on average Circuit sizes 26 – 50 have 120 screens on average Top 50 Circuits1 Circuits 26 - 35 1,400 Screens (rounded to hundred) Circuits 36 - 50 1,600 Circuits 16 - 25 2,500 Circuits 6 - 15 4,000 Big 4* 19,400 Cineplex 1,600 Big 4* Cineplex Circuits 6 - 15 Circuits 16 - 25 Circuits 26 - 35 Circuits 36 - 50 1 Information • obtained from January 2013 Box Office Magazine Excludes Muvico and Digiplex acquired by Carmike * Big 4 includes Cinemark, Regal, AMC and Carmike 10 Growth Strategy: M&A Activity Digiplex Acquisition Digital Cinema Destinations Corp. (“Digiplex”) purchase completed 8/15 (midway in Q3 ‘14) Digiplex’s circuit included 21 theatres and 206 screens in 8 states Acquired 3 theatres and 28 screens from Digiplex’s acquisition pipeline Stock for stock transaction Acquired 100% of 7.83 million outstanding shares at exchange ratio of 0.1765 Benefits Complementary geographic fit 4 new states Circuit mostly in mid-market DMAs Was an industry leader in alternative content ~5% of total admissions revenue in certain quarters Premium experience expansion 1 IMAX screen D-Box 4-D seats in several locations 11 Alternative Content Opportunities Expansion of alternative content focus with Digiplex acquisition In some quarters, up to 5% of Digiplex’s total box office revenues were generated from alternative content Bud Mayo and Alternative Programming Team bring alternative content expertise to Carmike Pending NCMI acquisition of Screenvision could lead to greater and improved alternative content through a consolidated platform* Admission per caps for alternative content features often higher than first-run movies 12 Growth Strategy: M&A Activity Additional Acquisitions Muvico Entertainment Rave Reviews Cinemas Muvico Circuit 9 theatres and 147 screens across 3 states Rave Circuit 16 Theatres and 251 screens located across 7 states (13 individual markets) 7 IMAX screens Average theatre only 8 years old Financial Overview $31.8 million purchase price and assumption of $19.1 million in capital leases / financing obligations Highlights Good geographic fit with Carmike’s circuit 4 PLFs (including 2 IMAX) 2 Bogart’s Restaurants D-Box Seating Reserved Seating Financial Overview $22.2 million purchase price and assumption of $110 million in capital leases / financing obligations1 Highlights #1 or #2 in market share in 12 of 13 markets Good geographic fit with Carmike’s circuit Forged new partnership with IMAX M&A Timeline 2012 2013 2014 (1) Represents lease obligations assumed subsequent to fair value accounting adjustments 13 Growth Strategy: Build-To-Suit Theatres Opened New Build Locations City, State Announced Pipeline of New Build Locations Screens Features Sandestin, FL 10 Big D / Ovation Dining Manitowoc, WI 10 Big D Decatur, AL 12 Big D Winchester, VA 12 Big D West Melbourne, FL 12 IMAX Colorado Springs, CO 13 Big D Champaign, IL 13 Big D Opelika, AL 13 Big D Montgomery, AL 13 Big D Fayetteville, NC 14 IMAX Yulee, FL 10 Big D City, State Screens Features Spring Hill, TN 12 Big D Altoona, PA 12 Big D Albuquerque, NM 13 IMAX Lawton, OK 13 Big D Tulsa, OK 12 Big D Eleven new build-to-suit theatres opened since January 1, 2013 5 new-builds completed in 2014 with additional sites scheduled to open in 2015 and beyond BigD or IMAX PLF auditoriums, stadium seating and single point-of-sale line Targeted locations protect existing markets or expand into new underserved locations Partnering with leading REITs / top commercial developers Additional leases signed but not yet announced 14 Theatre Management Strategy Focus on details “through the eyes of our patrons” Refreshed circuit with clean and well-maintained facilities Friendly, well-trained associates Appropriate staffing levels help achieve superior customer experience Enhanced theatre utilization Alternative programming – leveraging digital platform Staggered show-times Opening state-of-the art theatres averaging ~12 screens Third party ‘build-to-suit’ theatres require less upfront investment for Carmike Digital, cutting-edge entertainment complexes feature stadium seating and other amenities Closing underperforming theatres, exiting expired leases Mostly smaller theatres with fewer screens 15 Best-In-Class Concessions Excellent, industry-leading margins Driving more revenue 20 straight quarter-over-quarter per cap increases Up-selling patrons with combo / value pricing Q4 ‘14 set new quarterly record $4.57 spending Reusable/refillable popcorn buckets – per patron leads to repeat visits/loyalty Stimulus Tuesdays (5+ years) Enhanced concessions menu Single point-of-sale for tickets + concessions Additional food and beverage offerings Promotions – event films and seasonal Freestyle Coke machines – 100+ choices specials Alcoholic beverages Concessions and Other Revenue per Patron $5.00 $4.50 CAGR: 6.7% 2010 – 2014 $3.91 $4.00 $3.50 $4.45 $4.19 $3.66 $3.43 $3.00 $2.50 $2.00 2010 2011 2012 2013 2014 16 Dining Initiatives Carmike currently operates two Ovation Clubs, two Bogart’s Restaurants and other intheatre casual dining concepts Ovation Club Modernized “dinner-and-a-movie” concept with upscale, full-service restaurant experience Features sophisticated amenities, wall-to-wall screen, luxury seating, and wide selection of food and adult beverages Bogart’s Restaurant Offers premier in-theatre dining experience Open Table dinner reservations for before or after the show Guests can enjoy alcoholic beverages before, during and after the show In-Theatre Casual Dining In-theatre dining drives additional revenue per patron Multiple in-theatre dining concepts allow Carmike to tailor to specific markets Casual in-auditorium dining with alcoholic and nonalcoholic beverages served by central kitchen and attentive wait-staff Potential to convert older theatres to this model Two locations opened early 2015 with one additional location expected to open late spring 2015 17 In-Theatre Casual Dining Opened first full dine-in location in mid-February in Bloomington, IL Opened second full dine-in location in late February in Richmond, VA Opening third full dine-in location in late spring in Athens, GA Locations include Full-service bar Electronic call service for in-seat dining Reserved seating Full menu including appetizers, entrees, desserts and adult beverages 18 Financial Summary 19 Key Financial Highlights Strengthened balance sheet to pursue growth opportunities (acquisitions, equipment upgrades, new builds, etc.) vs. paying dividends or repurchasing stock Raised aggregate of $144 million through two equity offerings Refinanced debt in April 2012 after successfully de-levering to $200 million of bank debt and reducing net leverage to 2.7x Strategic new builds / closures and improved pricing Opened 11 new builds since January 1, 2013 Concessions success with industry-leading margins Twenty straight quarters of higher per caps Creative experimentation with promotions and merchandising strategies to up-sell patrons and foster loyalty and repeat visits Continue focus on ‘details matter’ strategy Improving attendance metrics and encouraging repeat business with customer-centric attitude High margins and free cash flow conversion, as well as highly anticipated 2015 box office, to serve as catalysts to further strengthen balance sheet 20 Financial Stability – 4YR Historical Results Revenue (in $ millions) Attendance $700 60 $600 $262.7 $236.2 $500 $400 (in thousands) 40 $194.3 $172.4 $300 $200 $339.6 $309.8 $427.2 $398.6 20 47.2 50.4 2011 2012 56.7 59.1 2013 2014 $100 0 $0 2011 2012 Admissions 2013 2014 Concessions & Other Adjusted EBITDA1 (in $ millions) Admissions/Concessions & Other Per Patron $8.00 $6.57 $120 $7.23 $7.06 $6.74 $6.00 $4.00 $90 $3.86 $3.65 $4.19 $4.45 $60 $97.4 $2.00 $30 $- $0 2011 2012 Admissions 2013 Concessions & Other 1See $98.3 $72.8 2011 2014 $113.4 2012 2013 2014 slide 30 for reconciliation of this financial measure 21 Improved Balance Sheet and Liquidity Enhanced operational and financial performance Organic growth, concessions success and solid box office/attendance Record 2012 and 2013 domestic industry box office results Public equity offerings April 2012 Issued 4.6 million shares at $13/share Net proceeds totaled $56.2 million July 2013 Issued 5.2 million shares at $18/share Accretive acquisitions Net proceeds totaled $88 million Total Stockholders Equity (in $ millions) $288.5 $245.8 Filed new shelf registration statement registering $225 million equity securities in August 2013 $210 million senior secured notes Issued on April 27, 2012 to replace the existing term loan $149.4 Fewer covenant restrictions with notes resulting in increased flexibility to pursue capital expenditures, M&A, dividends, etc. $0.1 $(5.6) 2010 2011 2012 2013 2014 Undrawn $25 million revolving credit facility 22 Theatre Operations Q4 2014 Costs and Expenses1 Interest Expense 7% Variable operating margin due to significant fixed cost structure Depreciation and Amortization 7% Approximately 80% fixed costs G&A 5% Film Exhibition 34% Ongoing Initiatives: Other Theatre Operating 17% Optimize seasonal labor Implement purchasing efficiencies Concession 4% Theatre Occupancy 13% 1Pie Drive operational improvements Continued focus on reducing costs and improving leverage Salaries and Benefits 13% chart above indicates costs as percentage of total revenue for quarter ended 12/31/2014 23 2014 Q4 and YTD Financial Update ($ in millions, except per patron data) 2014 v 2013 Change (%) ($) Twelve Months Ended December 31, 2013 2014 Q4 2014 Change (%) ($) Three Months Ended December 31, 2013 2014 Financial Summary Total Revenue $ 185.4 $ 171.8 13.5 7.9% $ 689.9 $ 634.8 55.1 8.7% Theatre Level Cash Flow 1 34.5 38.6 (4.1) (10.5%) 124.3 135.1 (10.8) (8.0%) Adjusted EBITDA1 27.1 33.7 (6.6) (19.6%) 98.3 113.4 (15.2) (13.4%) Adjusted Net (Loss) Income 1 (1.1) 5.6 (6.7) (119.5%) (4.3) 12.2 (16.5) (135.4%) 276 252 24 9.5% 262 247 15 6.1% Average Screens 2,907 2,623 284 10.8% 2,758 2,516 242 9.6% Average Attendance Per Screen2 5,351 5,700 (349) (6.1%) 21,414 22,558 Operating Statistics Average Theatres (1,144) (5.1%) Average Admissions Per Patron 2 $ 7.35 $ 7.24 $ 0.11 1.5% $ 7.23 $ 7.06 $ 0.17 2.4% Average Concessions/Other Per Patron 2 $ 4.57 $ 4.29 $ 0.28 6.5% $ 4.45 $ 4.19 $ 0.26 6.2% 601 4.0% 2,309 4.1% Total Attendance (in thousands)2 15,555 14,954 59,056 (1) See slide 30 for reconciliation of these financial measures (2) Includes activity from theatres designated as discontinued operations and reported as such in the Company’s Form 10-K filed in March 2015 56,747 24 Debt Summary Total Debt $750 (in $ millions) Current Maturities of Capital Leases and Long-Term Financing Obligations Long-Term Debt $500 $434.6 $315.5 $250 Interest Expense $455.3 $449.6 $245.7 $239.9 $118.6 $300 $49.5 $50 $40 $34.1 $51.7 $36.0 $20 $196.9 $209.5 $209.6 $209.7 2011 2012 2013 2014 (in $ millions) $400 $60 $30 $225.1 $0 Net Debt (in $ millions) $10 $0 2011 Net Leverage1 $366.2 $352.0 $311.4 $301.8 2012 2013 2014 (in $ millions) 5.0x 4.1x 3.8x 4.0x 3.2x 2.7x 3.0x $200 2.0x $100 1.0x 0.0x $0 2011 2012 2013 2011 2014 2012 2013 2014* 1Defined as Net Debt / Adjusted EBITDA * Proforma for full year Digiplex Adjusted EBITDA 25 Key CKEC Investor Takeaways Strong industry outperformance in recent years, driven by… Complementary acquisitions of attractive assets Customer-centric, theatre-level focus and improvements Operational excellence driving concessions promotions/higher per-caps New-build state-of-the-art entertainment complexes replacing underperforming theatres Right-sized balance sheet with ample liquidity to further expand circuit Successfully paid down debt to < 4x net levered Strong cash balance and untapped credit facility Targeting additional opportunistic M&A growth Current corporate overhead can support larger footprint Highly anticipated 2015 box office with numerous tent-pole films 26 Outlook 27 2015 Film Slate – Select Titles by Quarter 1Q 2015 2Q 2015 American Sniper Avengers: Age of Ultron (IMAX/3D) Taken 3 Fast and Furious 7 (IMAX) Fifty Shades of Grey Jurassic World (IMAX/3D) SpongeBob: Sponge Out of Water Pitch Perfect 2 Cinderella Tomorrowland (IMAX/3D) Kingsman: The Secret Service Paul Blart: Mall Cop 2 Jupiter Ascending (IMAX/3D) Ted 2 Divergent: Insurgent (3D) Mad Max: Fury Road (3D) 3Q 2015 4Q 2015 Minions (3D) Star Wars: Force Awakens (IMAX/3D) The Fantastic Four (3D) Hunger Games: Mockingjay 2 (IMAX) Pan (IMAX/3D) James Bond: Spectre (IMAX) Ant-Man (IMAX/3D) Victor Frankenstein Terminator: Genisys (IMAX) The Good Dinosaur (3D) Magic Mike XXL The Jungle Book (IMAX/3D) Mission Impossible 5 Alvin and the Chipmunks 4 Hotel Transylvania 2 (3D) The Hateful Eight 28 Appendix Box Office Performance 2013-14 2014 Top Domestic Grosses Title 2013 Top Domestic Grosses Gross1 ($mm) Title Gross1 ($mm) 1. Guardians of the Galaxy $332.9 1. Iron Man 3 $409.0 2. The Hunger Games: Mockingjay – Pt 1 $313.3 2. Despicable Me 2 $367.4 3. Captain America: The Winter Soldier $259.8 3. The Hunger Games: Catching Fire $358.8 4. The LEGO Movie $257.8 4. Man of Steel $291.0 5. Transformers: Age of Extinction $245.4 5. Monsters University $268.5 6. Maleficent $241.4 6. Gravity $252.9 7. X-Men: Days of Future Past $233.9 7. Fast & Furious 6 $238.7 8. Dawn of the Planet of the Apes $208.5 8. Oz The Great and Powerful $234.9 9. Big Hero 6 $204.6 9. Star Trek Into Darkness $228.8 10. The Amazing Spiderman 2 $202.9 10. World War Z $202.4 Source: Box Office Mojo 1Represents 2014 and 2013 domestic industry box office grosses 29 Appendix (Unaudited) Theatre Level Cash Flow and Adjusted EBITDA Three Months Twelve Months Ended December 31, Ended December 31, ($ in thousands) 2014 Net (loss) income Income tax expense (benefit) Interest expense Depreciation and amortization EBITDA Loss (income) from unconsolidated affiliates Loss (income) from discontinued operations Merger and acquisition-related expenses Severance agreement charges Accelerated share-based compensation expense for certain retirement eligible employees Lease termination charges (Gain) loss on sale of property and equipment Impairment of long-lived assets Adjusted EBITDA General and Administrative expenses Theatre level cash flow 2013 ($2,243) 1,121 12,745 13,331 24,954 180 488 1,913 - (2,071) 1,655 $27,119 7,428 $34,547 205 485 $33,712 4,900 $38,612 (Unaudited) 2013 ($8,942) (1,407) 51,707 49,234 90,592 (366) 52 4,309 - $5,753 6,104 49,546 42,378 103,781 (1,643) (206) 4,162 253 1,913 (1,451) 3,212 $98,261 26,046 $124,307 3,063 275 3,726 $113,411 21,676 $135,087 Adjusted Net Income Three Months Ended December 31, ($ in thousands) 2014 Net (loss) income Impairment of long-lived assets Merger and acquisition related expenses Accelerated share-based compensation expense for certain retirement eligible employees Lease termination charges (Gain) loss on sale of property and equipment Severance agreement charges Tax effect of adjustments to net (loss) income Adjusted net (loss) income 2014 $3,851 4,338 12,548 11,376 32,113 (1,162) (350) 2,270 151 Twelve Months Ended December 31, 2013 ($2,243) 1,655 488 1,913 (2,071) (834) ($1,092) 2014 $3,851 485 2,270 205 151 (1,369) $5,593 2013 ($8,942) 3,212 4,309 $5,753 3,726 4,162 1,913 3,063 275 253 (5,051) $12,181 (1,451) (3,353) ($4,312) 30 Thank You Carmike Cinemas Inc. Nasdaq: CKEC Investor Relations Contacts: Richard Hare, CFO Carmike Cinemas 706/576-3416 [email protected] Robert Rinderman JCIR 212/835-8500 [email protected] 31 Investor Presentation 2015
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