September 2023 Vidcast // Carrefour : Credibility, inflation and margins
The approaches of a major food group in an inflationary context
Professor Jacquet analyzes the consequences of the Carrefour group’s latest acquisitions, including the 175 outlets of Cora and Match.
He also compares the practices of another major French food retailer, the Leclerc group.
The result is a financial reflection on cost inflation and how to win market share in an inflationary environment.
WEBVTT
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Hello and welcome to this Vidcast in which I will talk to you about
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a leader in retail distribution in France. Kafu,
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it's stock market credibility,
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it's margin policy in an inflationary environment.
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Let's first start with the announcement made by the company July the 12th.
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This year the company announces that it buys Cora and matches
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when Heron 75 points of sales.
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They're in the same business and it's a perfect compliment for Kafu on a
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geographical point of view because these retailers are located in the
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east northeast of France,
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which is where Kafu is quite weak and in addition to that,
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it's a significant increase contribution in terms of turnover with
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5.2 billion euros.
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The EBITDA is 189 million Euros.
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The margins are not very high because we are in a retail business,
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but these points of sales are still quite profitable.
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Kafu accepts per enterprise value of a little bit more than 1 billion
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euros.
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You remember that the enterprise value is the value of the business operations
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and it includes the debt of the company.
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Kafu announces that the anticipate synergies of about
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110 million euros,
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it's going to progressively show over the next three years,
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but of course the day you anticipate synergies you have to pay for RAC
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cost. 200 million euros are anticipated.
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So if you calculate the multiple enterprise value divided by ebitda,
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you get 5.6 without synergies and you get 3.5
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with synergies.
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So it's quite a good deal and the pro is going to say Bravo to care.
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It's a great announcement. It's a great business move. Unfortunately,
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the stock market will not be exactly of the same opinion if you
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observe the evolution of the stock price in July after the announcement
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Kafu and the CAC 40, the French stock market index, they move in parallel.
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But at the end of July,
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there will be a very significant buy movement volume,
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which is going to drive the stock price up by 6% during
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the months of August kafu on C 40 parallel ways,
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and then the same volume but sell,
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which is going to drive the stock price of Kafu down by 5% and
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then is going to be further down and over the entire period from the
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12th of July to today, Cal four is showing minus 2%.
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When the C 40 is quite stable,
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though the stock market is not enthusiastic about the the move.
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Of course today kafu is a predator,
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but yesterday it was a potential prey.
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In June, 2021, we produced a,
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which was about the attempted takeover of Kafu by Ali Monte
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kta,
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a company which is based in Quebec and which business is predominantly about
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gas distribution,
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but there were also some attempted discussions about mergers and
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so on and so forth with show on ca.
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Casino in France all ended as failures. Nothing worked,
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but there's a common platform, if I may say about all these attempts,
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which is the undervaluation of Kafu,
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and then everybody says there is a kind of credibility gap at Kafu.
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What does it mean a credibility gap?
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What does it mean you lack of a kind of credibility?
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It's a situation where the market valuation of the company is
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absolutely inconsistent with its current financial performance,
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lack of means negative, but it can also be positive.
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Sometimes the market is kind of overenthusiastic about the
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value of the company even though the performance is a little bit poor.
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But in this case, we are showing a negative credibility gap.
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There's some skepticism the market is waiting for something like
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enduring performance. Let me give you an example.
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Decades ago Danon, the very famous food company,
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was in the glass business, flat glass packaging,
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and then the company made a strong strategic shift from glass to food.
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During a few years,
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the market was absolutely skeptical about the relevance of the shift and the
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ability of danon to be successful in its new business.
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Then the market understood that it was a ride shift with a ride team and then
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the stock price went up.
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You can also observe credibility gaps when companies are exiting from crisis.
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That's the example of a subprime crisis.
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A number of companies were ated in terms of profitability as a consequence
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of subprime crisis. Then they recovered,
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but the market was absolutely not convinced that the recovery was sustainable,
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enduring, and then the market is waiting.
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The market is skeptical about the sustainability of the performance.
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Now, how long does it take to close this credibility gap?
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Closing means that the inconsistency becomes consistency.
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Well, to be honest, what I'm going to tell you is not very scientific.
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It's a result of my personal empirical observation of this kind of situation,
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minimum four years and what does it mean you close a credibility
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gap when the credibility gap is negative,
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when the stock price is lower than what would be suggested by the return
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capital.
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Either the market is right or the market is wrong.
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If the market is right, it means that the return capital employed will fall,
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will go down to get adjusted to the stock price,
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which is consistent with the return capital and the performance or maybe the
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market is wrong and then the stock price is going to go up.
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But it takes minimum four years.
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In 2021 I was describing Ali Monte, ASION,
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kta and Kafu and Walmart and Tesco as a benchmarking
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exercise. We could discuss a return on capital, the return on sales,
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and so on so forth. And the Marketo book.
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Marketo book is calculated dividing the enterprise value of the company market
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capitalization plus net financial debt divided by capital employed,
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which is the amount of money invested in business operations.
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So basically you divide the value of the business operations by how much you
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invested. If it's more than one, you create value. If it's less than one,
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you destroy value. As far as Kafu was concerned, the market to book was one,
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so there was no value creation, no value distraction.
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Even though the return capital before tax was 12%,
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12% before tax, it's about 8% after tax,
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it's more than the cost of capital.
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So the company was showing a positive performance.
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Still it was not transforming to value creation by the stock market.
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Interestingly, at that time,
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Tesco was showing a higher return capital employed from 12 for
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kafu to 18 to Tesco, but the market to book was 1.5.
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So in the case of Tesco, there was also a credibility gap.
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Walmart was less profitable in terms of return capital than Tesco
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with a of only 17%,
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but the market to work was almost three.
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So this company is experiencing a strong reputation capital
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on the stock market. As far as ion KTA was concerned,
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it was a little bit in between.
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The return capital was a little bit more than Tesco 19 against 18,
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but the market to book was two against 1.5.
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So you understand that there are different situations within the same industry
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now that their company experiences a strong negative credibility gap.
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It's extremely painful to leave because the executive committee
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has regular meetings with the board and the board says, you know what?
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The return capital is high.
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You are absolutely confident in the relevance of your strategy,
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but the market does not pay for it.
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The market does not buy your strategy and the sustainability of the performance.
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So there are very difficult discussions,
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especially when it lasts years minimum four years.
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You remember now I mentioned the return on capital as oht.
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We've already the industrial performance of the company and the market to book
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as the relative value creation indicator. Of course,
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there is a strong correlation and if you observe the volution of kafu over 20
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years,
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you understand that 20 years ago the return capital was more than 20% and
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the market to book was more than 2.5 and the return capital employees started
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declining to get to the level of about 15%.
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At the end of 2008, 2009, the market to book went down.
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Then they both stabilized and then the return capital started significantly
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declining in 2016.
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Today the return capital is relatively flat at about 12% and the
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market to book is relatively flat at one.
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To calculate the return on capital employed,
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you have to take into consideration the commercial profitability and the assets
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productivity, commercial profitability.
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Let's start with the gross margin sales minus cost of sales minus cost of
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purchases. 20 years ago it was about 23% quite flat,
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and then it started declining in 2016,
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17 and so on, and today the gross margin rate is about 20%.
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So the company lost 3% in the gross margin,
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not 3% in the EBITDA because the EBITDA was about 7%.
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In 2003 it went down to five,
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and today it's a bit up at the level of around 6%,
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so you lose 3% in the gross margin on only 1% in ebitda.
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What about sales divided by property, plant and equipment? It's a productivity.
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It's the ability of the company to generate revenues out of each and every Euro
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invested in the fixed asset in a tangible fixed asset.
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In 2003,
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the figure was about six euros of revenues for one euro of property,
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plant and equipment. It went up from six to seven and then it started declining,
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and today it's about five reasonably stable.
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That's for the return on sales, commercial profitability,
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and for the productivity of the long term non-car assets.
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What about the current assets?
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The working capital requirement is strongly negative and that's absolutely
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straightforward for capital. In the retail business,
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there is no cash receivable because people are paying cash.
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Of course there's a little bit of accounts receivable because the franchisees it
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pay their royalties with the delay, but it's not very big.
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What is very big in a cash conversion cycle is inventories and
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accounts payable plus inventories, minus accounts payable inventories.
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They are about one month's plus in terms of days off,
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cost of goods sold,
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cost of revenues and about accounts payable,
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it's significantly higher. The maximum was experienced in 2005,
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it was about 100 days,
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then it slightly went down and today it's about 80 days.
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So when you combine inventories a bit more than one month and accounts
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payable a bit less than three months,
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how much you get a strongly negative cash conversion cycle.
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You get the money from your customers before you pay your suppliers.
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The cash conversion cycle is negative by about 40 days,
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so you understand that the company profits very much from this situation in
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terms of financing the fixed asset by the negative working capital requirement,
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something extremely classical in the retail business.
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Then we can use a famous deport in the move formula and calculate return on
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sales multiplied by assets turnover in order to get the return capital employed.
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The return on sales is EBIT divided by sales.
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20 years ago it was about 5%. Today it's about 3%,
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so you lose 2% in terms of return on sales.
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The assets turnover very much is a consequence of sales
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revenues divided by property,
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plant and equipment because the working capital requirement is quite negatively
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stable and then the return capital employed again was more than 20%
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20 years ago and it's about 12% today declining trend.
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Once we have explained the competence of the return capital employed and its
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evolution, we can try to measure this credibility gap.
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There's one interesting way to do it,
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which is to calculate the kind of theoretical market to book as opposed to an
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actual market to book.
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What does it mean theoretical market to book?
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We are going to calculate the enterprise value divided by capital employed as it
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should be assuming a quite pessimistic assumption,
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which is there is absolutely no growth in the revenues, in the profit,
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in the free cash flow. Corporate finance gives us an interesting formula,
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which is market to book is rose after tax divided by
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weighted average cost of capital. Now,
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this is quite interesting to understand that this theoretical market to book
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is not very far from the financial performance.
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Financial performance you remember is not rose, it's rose against work,
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it's a rose after tax is greater than the weight, that average cost of capital.
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Then the economic profit is positive and the company is performing and then
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the market to book is greater than one because rose is more than the
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waxs. The meritor is greater than the denominator. This is showing again,
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the consistency in financial theory between the economic performance and
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the value creation. Now,
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if you plot on a graph the market to book no growth versus a market to book
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actual,
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you understand that there's a perfect consistency between these two indicators.
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From 2003 to 2013,
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14 starting in 2014, there is a gap.
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The gap is created and is going to widen to get the maximum
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in 2021.
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Then quite surprisingly in 2022,
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there is a kind of closing, partial closing of the credibility gap.
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It's divided by two. This is a little bit surprising,
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but in fact it's explained by the evolution of the long-term interest rate.
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When you calculate the weighted average cost of capital for a company,
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there is a very strong part of the calculation, which is a cost of equity,
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what is expected by shareholders.
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You remember that what is expected by shareholders is government bond rates or
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risk free rate plus a risk premium,
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which is a beta systematic risk coefficient multiplied by the equity
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market risk premium.
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So the long-term interest rate is absolutely fundamental in the calculation of
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the cost of equity and in the calculation of the cost of capital observing the
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evolution of the long-term govern born rate in France shows the
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stability of the interest rates up to 2009,
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it was about 4% and then there's a trend. It's declining and declining,
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it's going to be about zero in 2019,
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negative in 20 20 0 again in 2021,
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and there's a very significant increase in 2022. Of course,
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the work is going to be strongly affected by this evolution of the
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interest rates and if the work is up the market to book at,
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no growth is down.
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So basically part of the story might be explained by the long term interest
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rates and their evolution in the long term,
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but definitely there is another set of explanations,
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which you don't find any calculations in the financial calculations,
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but in the economics,
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back to economics means look at inflation as a current environment
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and certainly as the economist used to say,
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it's an inflation which is going to be hard to bring down. It's long lasting,
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unfortunately, very likely.
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Then when you observe that your production costs are increasing,
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what can you do? Of course you can increase your sales price,
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but you can do it if and only if you have a strong power over your
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customers. The source of power might be the strengths of your brands,
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the quality of your product in terms of innovation.
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Then if the customers really want or must buy your product,
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you can increase the sales price and then it's going to compensate more or less
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increase in your production cost.
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But there is a very important concept which is taught first year at the
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university in macroeconomics.
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It's a price volume sensitivity.
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When you increase your sales price,
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it might be at the expense of a decreasing volume. Of course,
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there's a very famous counter example, which is luxury goods.
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If you increase the price,
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it looks more like a luxury product and then the volume is up.
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But we are not talking about luxury goods,
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we are talking about household consumptions,
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and then you understand that the day you want to take a decision,
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you are facing a trade off. If you increase your sales price,
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maybe you can increase your short term margins or you can maintain your
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margins at the current level, but it might be at the expense of the volume.
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It might be at the expense of your customer's portfolio. Now,
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if you want to keep your customers,
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then you have to accept to lose a little bit in terms of margins.
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This is a trade off for which you need a decision. Now,
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when FU takes a decision,
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the company is not alone on the planet and in France they're number two.
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In France, number one is lele.
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LELE is a company which is not listed.
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It's a company with centralized purchasing centers and adherence.
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The names themselves adherence and not franchisees. Why?
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Because there is a kind of common culture,
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which was at the origin of the creation of lele, low prices,
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low prices, and low prices.
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The turnover generated by Lule in France was about 58 billion
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euros in 2022. Same year for Kafu, it was only 42 billion.
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So you understand that Lule is a strong number one,
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a strong number one with very aggressive business practices.
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All the declare suppliers know what it means,
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but it's also very lean in terms of business operations, cost cutting,
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very frugal operations and very aggressive in terms of communication.
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When they benchmark LeClaire with their competitors,
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the consequence is successful increase in the market share of LeClaire.
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In France recently,
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the French Business Journal Leko produced some statistics
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provided by Con the very well well-known marketing consulting firm.
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If you look at the evolution in 2023 of the market share of
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LaClaire, beginning of the year, 22.4,
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and then it went up and up and up. Today,
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the market share of the company is 23.9.
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Increasing the market share by 1.5% in something like
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seven months is an outstanding commercial performance. Now,
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how do you gain market share?
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The first alternative is to sell your products at a cheaper price,
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but to sell cheaper,
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you need to reduce significantly your purchase prices on your operational cost,
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and when they are already acquired low,
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what do you have to abandon your operating margins?
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It's not demonstrated,
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but there are a number of professionals in the industry who say that the
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Aderant accept to sell today without any margin.
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So when you sell without margin, what does it mean? You have to make a living.
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They make a living from the real estate income they generate in your shopping
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mall because if you are an adherent of LeClaire,
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you are the owner of your point of sales in terms of market share,
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but in terms of premises as well,
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and you are the owner of the entire shopping mall.
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So basically you are going to get some rental income. You are the landlord,
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landlords, there are tenants in the mall which are going to pay some rents,
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but you understand that it's not very big. So at the end of the day,
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the question is, is this very aggressive margin policy, durable,
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sustainable, and during,
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if you accept to have no operating margin and for example you have some debt,
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you have to be able to pay the interest and to repair the loan,
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then you understand that it is sustainable if and only if your gearing is
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at its minimum. So the question is very much how do you gain market share?
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You accept to abandon your margin. Is it durable? That's a question.
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Now, there is another alternative to gain market share, external growth.
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You don't concur customers, you buy them.
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The current market share of kafu is 20.1% coha and
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match. Altogether, they represent 2.4%.
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So you understand that pho is going to increase its revenues by 12% as a
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consequence of this acquisition,
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but 20.1 plus 2.4 is 22.5%,
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and LA is still ahead of the team because they have
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23.9% market share. Now,
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of course this is a nice move, but a nice move in terms of growth,
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in terms of customer acquisition should be AC carbonite with business,
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financial economics, economies of scale synergies.
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You have identified synergies, you remember 110 million,
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you have to implement them. Now,
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the day you reduce your cost and the day you improve your productivity,
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what's going to happen? Then you have the possibility,
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the ability to reduce your selling prices,
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but then it might be at the expense of your margin.
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Now you understand that as a consequence of this acquisition,
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kafu is improving its ability to fight against LeClaire.
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But the question is when you make an investment,
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who is going to profit from this investment? If you make an acquisition,
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you generate economies of scale,
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you improve your productivity and you can reduce your selling prices
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or you can maintain them and then your margin will be quite the same,
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but not as a percentage to revenues. But in absolute terms, what does it mean?
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It means that you have invested for your customers,
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you have not invested for your shareholders, and this is very much a trade off.
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I was mentioning earlier, customers first or shareholders first.
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Now I'd like to conclude this vidcast with two comments.
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The first one is a little bit strategy comment.
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There's a kind of ideology about pure players.
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The company should be a pure player so that the asset managers know where
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they're putting their money.
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I have a quite mixed feeling about this ideology.
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If you take the example of a company like Proctor and Gamble business industrial
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conglomerate years ago,
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there was a dominant business inside the portfolio of activities,
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which was Pampers.
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Pampers was absolutely dominant in its industry and when Proctor and Gamble
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needed to invest some cash in a business unit,
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Pampers was increasing in sales price. The competition was following,
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the company was generating tons of cash,
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which was reinvested somewhere else when it was needed by p and g.
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So there is a kind of financial rationality of this kind of conglomerate.
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Sometimes in a portfolio of activities, you have Relay State,
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which is a case of cle,
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and then there is another example I was privileged to observe.
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It's a Canadian company based in British Columbia whose name is Intrawest.
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Intrawest is the number one operator for ski winter resorts
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in North America.
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So they are developing results and they are a real estate developers,
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so they have construction rights, they exercise their rights,
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they build condos, flats, villas and so on and so forth, which they sell.
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It's real estate development.
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But real estate development is very volatile business because a sales price
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depends very much on the evolution of the market when the sales price are down
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and you don't want to spoil your construction, right?
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You have to keep on making a living,
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and this is why Intrawest is also an investor.
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Intrawest owes plenty of assets which are generating rental income
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and then you are not forced to exercise your construction right when the market
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is not favorable. So that's my first comment.
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The second comment is about inflation, back to inflation and business behavior.
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When you observe what is happening today in business,
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there are two completely different behaviors.
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Some companies want to maintain the level of their margins and then they
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increase their selling prices.
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They use the power of their brands in order to force a client to pay a higher
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price, even though it is at the expense of volume.
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There are some other companies or industries in which customer
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is definitely what is creating value in the long term.
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So as inflation is creating plenty of turbulences in some industries,
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it's a nice opportunity to win customers.
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And of course if you win customers,
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it might be at the expense of the margins today,
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but when business and inflation are stabilized,
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then the customers are in your hands.
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Then the price volume sensitivity is lower and then you can
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restore your margin. In the case of Kafu,
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maybe there is no credibility gap because maybe the market
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is understanding that keeping the customers winning, the customers,
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maintaining the market share at a high level,
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it's going to cost some return capital employed to the company.
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If you maintain your EBIT and you invest in the development of an acquisition,
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your return capital is going to go down.
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So maybe the market has already anticipated that,
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but you understand that the day you have accept to abandon some margins in order
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to keep or to win customers,
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that's much easier when you are a private company like LaClaire than when
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you are listed company like Kafu,
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which has to produce its income statement each and every quarter.
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Thank you very much.
Hello and welcome to this Vidcast in which I will talk to you about a leader in retail distribution in France.
Kafu, it's stock market credibility, it's margin policy in an inflationary environment.
Let's first start with the announcement made by the company July the 12th.
This year the company announces that it buys Cora and matches when Heron 75 points of sales.
They're in the same business and it's a perfect compliment for Kafu on a geographical point of view because these retailers are located in the east northeast of France, which is where Kafu is quite weak and in addition to that, it's a significant increase contribution in terms of turnover with 5.2 billion euros.
The EBITDA is 189 million Euros.
The margins are not very high because we are in a retail business, but these points of sales are still quite profitable.
Kafu accepts per enterprise value of a little bit more than 1 billion euros.
You remember that the enterprise value is the value of the business operations and it includes the debt of the company.
Kafu announces that the anticipate synergies of about 110 million euros, it's going to progressively show over the next three years, but of course the day you anticipate synergies you have to pay for RAC cost.
200 million euros are anticipated.
So if you calculate the multiple enterprise value divided by ebitda, you get 5.6 without synergies and you get 3.5 with synergies.
So it's quite a good deal and the pro is going to say Bravo to care.
It's a great announcement.
It's a great business move.
Unfortunately, the stock market will not be exactly of the same opinion if you observe the evolution of the stock price in July after the announcement Kafu and the CAC 40, the French stock market index, they move in parallel.
But at the end of July, there will be a very significant buy movement volume, which is going to drive the stock price up by 6% during the months of August kafu on C 40 parallel ways, and then the same volume but sell, which is going to drive the stock price of Kafu down by 5% and then is going to be further down and over the entire period from the 12th of July to today, Cal four is showing minus 2%.
When the C 40 is quite stable, though the stock market is not enthusiastic about the the move.
Of course today kafu is a predator, but yesterday it was a potential prey.
In June, 2021, we produced a, which was about the attempted takeover of Kafu by Ali Monte kta, a company which is based in Quebec and which business is predominantly about gas distribution, but there were also some attempted discussions about mergers and so on and so forth with show on ca.
Casino in France all ended as failures.
Nothing worked, but there's a common platform, if I may say about all these attempts, which is the undervaluation of Kafu, and then everybody says there is a kind of credibility gap at Kafu.
What does it mean a credibility gap? What does it mean you lack of a kind of credibility? It's a situation where the market valuation of the company is absolutely inconsistent with its current financial performance, lack of means negative, but it can also be positive.
Sometimes the market is kind of overenthusiastic about the value of the company even though the performance is a little bit poor.
But in this case, we are showing a negative credibility gap.
There's some skepticism the market is waiting for something like enduring performance.
Let me give you an example.
Decades ago Danon, the very famous food company, was in the glass business, flat glass packaging, and then the company made a strong strategic shift from glass to food.
During a few years, the market was absolutely skeptical about the relevance of the shift and the ability of danon to be successful in its new business.
Then the market understood that it was a ride shift with a ride team and then the stock price went up.
You can also observe credibility gaps when companies are exiting from crisis.
That's the example of a subprime crisis.
A number of companies were ated in terms of profitability as a consequence of subprime crisis.
Then they recovered, but the market was absolutely not convinced that the recovery was sustainable, enduring, and then the market is waiting.
The market is skeptical about the sustainability of the performance.
Now, how long does it take to close this credibility gap? Closing means that the inconsistency becomes consistency.
Well, to be honest, what I'm going to tell you is not very scientific.
It's a result of my personal empirical observation of this kind of situation, minimum four years and what does it mean you close a credibility gap when the credibility gap is negative, when the stock price is lower than what would be suggested by the return capital.
Either the market is right or the market is wrong.
If the market is right, it means that the return capital employed will fall, will go down to get adjusted to the stock price, which is consistent with the return capital and the performance or maybe the market is wrong and then the stock price is going to go up.
But it takes minimum four years.
In 2021 I was describing Ali Monte, ASION, kta and Kafu and Walmart and Tesco as a benchmarking exercise.
We could discuss a return on capital, the return on sales, and so on so forth.
And the Marketo book.
Marketo book is calculated dividing the enterprise value of the company market capitalization plus net financial debt divided by capital employed, which is the amount of money invested in business operations.
So basically you divide the value of the business operations by how much you invested.
If it's more than one, you create value.
If it's less than one, you destroy value.
As far as Kafu was concerned, the market to book was one, so there was no value creation, no value distraction.
Even though the return capital before tax was 12%, 12% before tax, it's about 8% after tax, it's more than the cost of capital.
So the company was showing a positive performance.
Still it was not transforming to value creation by the stock market.
Interestingly, at that time, Tesco was showing a higher return capital employed from 12 for kafu to 18 to Tesco, but the market to book was 1.5.
So in the case of Tesco, there was also a credibility gap.
Walmart was less profitable in terms of return capital than Tesco with a of only 17%, but the market to work was almost three.
So this company is experiencing a strong reputation capital on the stock market.
As far as ion KTA was concerned, it was a little bit in between.
The return capital was a little bit more than Tesco 19 against 18, but the market to book was two against 1.5.
So you understand that there are different situations within the same industry now that their company experiences a strong negative credibility gap.
It's extremely painful to leave because the executive committee has regular meetings with the board and the board says, you know what? The return capital is high.
You are absolutely confident in the relevance of your strategy, but the market does not pay for it.
The market does not buy your strategy and the sustainability of the performance.
So there are very difficult discussions, especially when it lasts years minimum four years.
You remember now I mentioned the return on capital as oht.
We've already the industrial performance of the company and the market to book as the relative value creation indicator.
Of course, there is a strong correlation and if you observe the volution of kafu over 20 years, you understand that 20 years ago the return capital was more than 20% and the market to book was more than 2.5 and the return capital employees started declining to get to the level of about 15%.
At the end of 2008, 2009, the market to book went down.
Then they both stabilized and then the return capital started significantly declining in 2016.
Today the return capital is relatively flat at about 12% and the market to book is relatively flat at one.
To calculate the return on capital employed, you have to take into consideration the commercial profitability and the assets productivity, commercial profitability.
Let's start with the gross margin sales minus cost of sales minus cost of purchases.
20 years ago it was about 23% quite flat, and then it started declining in 2016, 17 and so on, and today the gross margin rate is about 20%.
So the company lost 3% in the gross margin, not 3% in the EBITDA because the EBITDA was about 7%.
In 2003 it went down to five, and today it's a bit up at the level of around 6%, so you lose 3% in the gross margin on only 1% in ebitda.
What about sales divided by property, plant and equipment? It's a productivity.
It's the ability of the company to generate revenues out of each and every Euro invested in the fixed asset in a tangible fixed asset.
In 2003, the figure was about six euros of revenues for one euro of property, plant and equipment.
It went up from six to seven and then it started declining, and today it's about five reasonably stable.
That's for the return on sales, commercial profitability, and for the productivity of the long term non-car assets.
What about the current assets? The working capital requirement is strongly negative and that's absolutely straightforward for capital.
In the retail business, there is no cash receivable because people are paying cash.
Of course there's a little bit of accounts receivable because the franchisees it pay their royalties with the delay, but it's not very big.
What is very big in a cash conversion cycle is inventories and accounts payable plus inventories, minus accounts payable inventories.
They are about one month's plus in terms of days off, cost of goods sold, cost of revenues and about accounts payable, it's significantly higher.
The maximum was experienced in 2005, it was about 100 days, then it slightly went down and today it's about 80 days.
So when you combine inventories a bit more than one month and accounts payable a bit less than three months, how much you get a strongly negative cash conversion cycle.
You get the money from your customers before you pay your suppliers.
The cash conversion cycle is negative by about 40 days, so you understand that the company profits very much from this situation in terms of financing the fixed asset by the negative working capital requirement, something extremely classical in the retail business.
Then we can use a famous deport in the move formula and calculate return on sales multiplied by assets turnover in order to get the return capital employed.
The return on sales is EBIT divided by sales.
20 years ago it was about 5%.
Today it's about 3%, so you lose 2% in terms of return on sales.
The assets turnover very much is a consequence of sales revenues divided by property, plant and equipment because the working capital requirement is quite negatively stable and then the return capital employed again was more than 20% 20 years ago and it's about 12% today declining trend.
Once we have explained the competence of the return capital employed and its evolution, we can try to measure this credibility gap.
There's one interesting way to do it, which is to calculate the kind of theoretical market to book as opposed to an actual market to book.
What does it mean theoretical market to book? We are going to calculate the enterprise value divided by capital employed as it should be assuming a quite pessimistic assumption, which is there is absolutely no growth in the revenues, in the profit, in the free cash flow.
Corporate finance gives us an interesting formula, which is market to book is rose after tax divided by weighted average cost of capital.
Now, this is quite interesting to understand that this theoretical market to book is not very far from the financial performance.
Financial performance you remember is not rose, it's rose against work, it's a rose after tax is greater than the weight, that average cost of capital.
Then the economic profit is positive and the company is performing and then the market to book is greater than one because rose is more than the waxs.
The meritor is greater than the denominator.
This is showing again, the consistency in financial theory between the economic performance and the value creation.
Now, if you plot on a graph the market to book no growth versus a market to book actual, you understand that there's a perfect consistency between these two indicators.
From 2003 to 2013, 14 starting in 2014, there is a gap.
The gap is created and is going to widen to get the maximum in 2021.
Then quite surprisingly in 2022, there is a kind of closing, partial closing of the credibility gap.
It's divided by two.
This is a little bit surprising, but in fact it's explained by the evolution of the long-term interest rate.
When you calculate the weighted average cost of capital for a company, there is a very strong part of the calculation, which is a cost of equity, what is expected by shareholders.
You remember that what is expected by shareholders is government bond rates or risk free rate plus a risk premium, which is a beta systematic risk coefficient multiplied by the equity market risk premium.
So the long-term interest rate is absolutely fundamental in the calculation of the cost of equity and in the calculation of the cost of capital observing the evolution of the long-term govern born rate in France shows the stability of the interest rates up to 2009, it was about 4% and then there's a trend.
It's declining and declining, it's going to be about zero in 2019, negative in 20 20 0 again in 2021, and there's a very significant increase in 2022.
Of course, the work is going to be strongly affected by this evolution of the interest rates and if the work is up the market to book at, no growth is down.
So basically part of the story might be explained by the long term interest rates and their evolution in the long term, but definitely there is another set of explanations, which you don't find any calculations in the financial calculations, but in the economics, back to economics means look at inflation as a current environment and certainly as the economist used to say, it's an inflation which is going to be hard to bring down.
It's long lasting, unfortunately, very likely.
Then when you observe that your production costs are increasing, what can you do? Of course you can increase your sales price, but you can do it if and only if you have a strong power over your customers.
The source of power might be the strengths of your brands, the quality of your product in terms of innovation.
Then if the customers really want or must buy your product, you can increase the sales price and then it's going to compensate more or less increase in your production cost.
But there is a very important concept which is taught first year at the university in macroeconomics.
It's a price volume sensitivity.
When you increase your sales price, it might be at the expense of a decreasing volume.
Of course, there's a very famous counter example, which is luxury goods.
If you increase the price, it looks more like a luxury product and then the volume is up.
But we are not talking about luxury goods, we are talking about household consumptions, and then you understand that the day you want to take a decision, you are facing a trade off.
If you increase your sales price, maybe you can increase your short term margins or you can maintain your margins at the current level, but it might be at the expense of the volume.
It might be at the expense of your customer's portfolio.
Now, if you want to keep your customers, then you have to accept to lose a little bit in terms of margins.
This is a trade off for which you need a decision.
Now, when FU takes a decision, the company is not alone on the planet and in France they're number two.
In France, number one is lele.
LELE is a company which is not listed.
It's a company with centralized purchasing centers and adherence.
The names themselves adherence and not franchisees.
Why? Because there is a kind of common culture, which was at the origin of the creation of lele, low prices, low prices, and low prices.
The turnover generated by Lule in France was about 58 billion euros in 2022.
Same year for Kafu, it was only 42 billion.
So you understand that Lule is a strong number one, a strong number one with very aggressive business practices.
All the declare suppliers know what it means, but it's also very lean in terms of business operations, cost cutting, very frugal operations and very aggressive in terms of communication.
When they benchmark LeClaire with their competitors, the consequence is successful increase in the market share of LeClaire.
In France recently, the French Business Journal Leko produced some statistics provided by Con the very well well-known marketing consulting firm.
If you look at the evolution in 2023 of the market share of LaClaire, beginning of the year, 22.4, and then it went up and up and up.
Today, the market share of the company is 23.9.
Increasing the market share by 1.5% in something like seven months is an outstanding commercial performance.
Now, how do you gain market share? The first alternative is to sell your products at a cheaper price, but to sell cheaper, you need to reduce significantly your purchase prices on your operational cost, and when they are already acquired low, what do you have to abandon your operating margins? It's not demonstrated, but there are a number of professionals in the industry who say that the Aderant accept to sell today without any margin.
So when you sell without margin, what does it mean? You have to make a living.
They make a living from the real estate income they generate in your shopping mall because if you are an adherent of LeClaire, you are the owner of your point of sales in terms of market share, but in terms of premises as well, and you are the owner of the entire shopping mall.
So basically you are going to get some rental income.
You are the landlord, landlords, there are tenants in the mall which are going to pay some rents, but you understand that it's not very big.
So at the end of the day, the question is, is this very aggressive margin policy, durable, sustainable, and during, if you accept to have no operating margin and for example you have some debt, you have to be able to pay the interest and to repair the loan, then you understand that it is sustainable if and only if your gearing is at its minimum.
So the question is very much how do you gain market share? You accept to abandon your margin.
Is it durable? That's a question.
Now, there is another alternative to gain market share, external growth.
You don't concur customers, you buy them.
The current market share of kafu is 20.1% coha and match.
Altogether, they represent 2.4%.
So you understand that pho is going to increase its revenues by 12% as a consequence of this acquisition, but 20.1 plus 2.4 is 22.5%, and LA is still ahead of the team because they have 23.9% market share.
Now, of course this is a nice move, but a nice move in terms of growth, in terms of customer acquisition should be AC carbonite with business, financial economics, economies of scale synergies.
You have identified synergies, you remember 110 million, you have to implement them.
Now, the day you reduce your cost and the day you improve your productivity, what's going to happen? Then you have the possibility, the ability to reduce your selling prices, but then it might be at the expense of your margin.
Now you understand that as a consequence of this acquisition, kafu is improving its ability to fight against LeClaire.
But the question is when you make an investment, who is going to profit from this investment? If you make an acquisition, you generate economies of scale, you improve your productivity and you can reduce your selling prices or you can maintain them and then your margin will be quite the same, but not as a percentage to revenues.
But in absolute terms, what does it mean? It means that you have invested for your customers, you have not invested for your shareholders, and this is very much a trade off.
I was mentioning earlier, customers first or shareholders first.
Now I'd like to conclude this vidcast with two comments.
The first one is a little bit strategy comment.
There's a kind of ideology about pure players.
The company should be a pure player so that the asset managers know where they're putting their money.
I have a quite mixed feeling about this ideology.
If you take the example of a company like Proctor and Gamble business industrial conglomerate years ago, there was a dominant business inside the portfolio of activities, which was Pampers.
Pampers was absolutely dominant in its industry and when Proctor and Gamble needed to invest some cash in a business unit, Pampers was increasing in sales price.
The competition was following, the company was generating tons of cash, which was reinvested somewhere else when it was needed by p and g.
So there is a kind of financial rationality of this kind of conglomerate.
Sometimes in a portfolio of activities, you have Relay State, which is a case of cle, and then there is another example I was privileged to observe.
It's a Canadian company based in British Columbia whose name is Intrawest.
Intrawest is the number one operator for ski winter resorts in North America.
So they are developing results and they are a real estate developers, so they have construction rights, they exercise their rights, they build condos, flats, villas and so on and so forth, which they sell.
It's real estate development.
But real estate development is very volatile business because a sales price depends very much on the evolution of the market when the sales price are down and you don't want to spoil your construction, right? You have to keep on making a living, and this is why Intrawest is also an investor.
Intrawest owes plenty of assets which are generating rental income and then you are not forced to exercise your construction right when the market is not favorable.
So that's my first comment.
The second comment is about inflation, back to inflation and business behavior.
When you observe what is happening today in business, there are two completely different behaviors.
Some companies want to maintain the level of their margins and then they increase their selling prices.
They use the power of their brands in order to force a client to pay a higher price, even though it is at the expense of volume.
There are some other companies or industries in which customer is definitely what is creating value in the long term.
So as inflation is creating plenty of turbulences in some industries, it's a nice opportunity to win customers.
And of course if you win customers, it might be at the expense of the margins today, but when business and inflation are stabilized, then the customers are in your hands.
Then the price volume sensitivity is lower and then you can restore your margin.
In the case of Kafu, maybe there is no credibility gap because maybe the market is understanding that keeping the customers winning, the customers, maintaining the market share at a high level, it's going to cost some return capital employed to the company.
If you maintain your EBIT and you invest in the development of an acquisition, your return capital is going to go down.
So maybe the market has already anticipated that, but you understand that the day you have accept to abandon some margins in order to keep or to win customers, that's much easier when you are a private company like LaClaire than when you are listed company like Kafu, which has to produce its income statement each and every quarter.
Thank you very much.