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Forward Looking Statements. - PowerPoint PPT Presentation
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Forward Looking Statements
Certain statements in this presentation constitute “forward- looking statements” within the meaning of the U.S. Private Securities Litigation Reform Act of 1995. Such forward-looking statements are based on current expectations and involve certain risks and uncertainties. Actual results might differ materially from those projected in the forward-looking statements. Additional information concerning factors that could cause actual results to differ materially from those in the forward-looking statements is contained in the preliminary prospectus.
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Educate, Inc.
• $700 million enterprise value• Estimated 2005 revenues of $350 to $365 million, 17% to
22% growth over 2004• Estimated 2005 adjusted EPS(1) of $.58 to $.60 per share,
18% to 22% growth over 2004• Portfolio of highly acclaimed brands including Sylvan
Learning Center and Hooked on Phonics• Strong Cash flow generation
The Leading Pre-K through 12 Education Services Company
(1) Excludes refinancing costs
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$68.2
$154.9
$242.3
$300.3
$11.0$33.6
Educate Revenue ($ mm)
Company History
2003
Sylvan TutoringCompanyFounded
Chris Hoehn-SaricJoins as Chairman& Co-CEO of Laureate (Sylvan Learning Systems)
CatapultBusinessFounded
500th CenterOpens
750th CenterOpens
1,000th Center Opens
IPO completed 9/2004
1979 1991 1995 1999 20041994
Apollo/Management Buyout of Pre-K-12Business (6/30/03)
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Segment Contribution
NCLB
School Service
European
Franchise
Company - Owned
CatapultLearning
Sylvan Learning
10%
23%
7%
14%
46%
14%
86%
Revenue Operating Profit
33%
Catapult Learning
67%
Sylvan Learning
Schools
Consumer
Schools
Consumer
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Strategic Focus
• Leverage Educate’s competitive advantages as largest services provider in Pre-K – 12 education industry.
• Consumer Operations– Expand Sylvan Learning Center network– Improve average territory revenue through implementation of best
practices– Increased focus on convenience (densification / Sylvan Online)– Expand fun, affordable programs targeted to younger students
• School-Based Operations– Focus public / non-public services on strong margin contributors– Balanced approach to No Child Left Behind services, growth and
profitability (site based and Catapult Online)
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Pre-K-12 Education - $600 Billion Industry
GROWINGCONSUMERISM
GOVERNMENTPOLICY
ECONOMICDRIVERS
- Highly fragmented- No company with a 1% overall share- Educate, Inc – largest services company in Pre-K-12 education
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Economic Drivers
High School Diploma:103% of Average SalaryPrimary Economic Force:Manufacturing
73% of Average Salary
Knowledge Based
1970 Today
$28,704
$46,800
$70,148
0
10000
20000
30000
40000
50000
60000
70000
80000
$ Doll
ars
Annual Salary
High School AA Degree BA/BS MA/MS PHD
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Federal Government Policy• No Child Left Behind – Standards, Accountability, Penalties• 1980’s Medicare drove deregulation and reform - 11.5% of
total healthcare spending• The “Special Edification” of classroom instruction – tailored
solutions for each student
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Education Consumerism• Consumers spending to supplement free public education
• Consumers begin demanding changes at the school level
$12 Billion is spent on supplemental education products and services
1 out 6 children has left the traditional public schools - Charters, Private, Virtual Charter, Home Schooling
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Brand Market Presence
Consumer Marketplace School Marketplace
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Long-Term Sustainable Advantages
• Control of the two leading consumer brands in education• Unique direct-to-consumer distribution system• Dominant share (5x next competitor)• Scale
- Broadest and deepest distribution system- Marketing - $63M in annual spend
• Deep management bench w/ competencies in consumer marketing, multi-unit operating expertise, education
• Proven learning center franchise model• Long-standing school relationships • Unique integrated online service offering• Outstanding track record of growth and financial performance
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Consumer Business Overview
Premium Tutors
Mass Market Programs
Online
European
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Sylvan Learning Center Segment
• Strong Sylvan Network Territories Centers
Franchise 736 898Company-Owned 128 185Total System 864 1,083
• $565,000 average franchise territory revenue– Average 8% royalty ($45,000)
• $1,000,000 average company territory revenue– 19% operating margin ($190,000)
• Low capital investment ~ $140-200K• Low service distribution cost - 3 yr, strip center leases in 3rd
party locations• Leading tutoring center business in Germany - Schuelerhilfe
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Source: RoperASW Awareness & Attitude Study 2004
Leader in Brand Awareness & Market Share
Brand Awareness Estimated Revenue Share
Best Known Brand – Approximately $63mm Total Ad Spend in 2004
50%
25%
12%
13%
Sylvan
Local Centers
Branded National Competitors Combined 400,000+
Private Tutors
99% 97%
47% 45% 43%
20%17%
0%
20%
40%
60%
80%
100%
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Proprietary Instruction and Programs
• Generate parent inquiry
• 1 of every 3 inquiries enrolls
• Average program price of approximately $3,250
• Learning program matched to specific student
• Proprietary instructional program
• Guaranteed results
Inquiry Assessment InstructionEnrollmentOngoing
Conferences Teacher/Parent
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Strong Territory Based System
Franchises (736 Territories)
• ~4,000 inquiries per year, screened for 35 - 45 new territories
• Typical franchisees are family teams committed to improving children’s lives
• New franchisees invest $140k - $200k, typically first year cash flow positive
• Owner operators – no franchisee owns more than 15 centers
• Educate has right of first refusal to match any purchase offers
• Top performing territories are 3-4 times average territory revenue
Company-Owned (128 Territories)
• Higher revenue per territory and greater operating income contribution
• Best practices developed
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Improving Performance
Learning Center Best Practices• Complete assessment of student needs• Greater emphasis on convenience (expanded hours; more locations; Sylvan Online integration)• Greater use of third party financing• Co-op marketing efficiency• Expansion of fun, affordable servicesFuture Growth• Expansion of territories to meet growing population needs • Drive existing territory revenue growth throughout Learning Center network
– Work with existing franchisees to implement proven best practices– Match energetic new franchisees with available territories– Opportunistic acquisition of franchise territories in strategic company-owned
DMA’s
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Our Unique Sylvan Online Approach
• Proprietary system based on Sylvan Learning Center concepts
• Online, live, two-way teacher-led vocal, written and graphic instruction delivered via dial-up connection
• Same guaranteed academic achievement and similar pricing to in-center services
• Meeting family convenience needs
• Currently, 25% of the Learning Centers offer Sylvan Online. Expectation is over 50% by year-end.
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Hooked on Phonics
• 99% Brand Awareness w/ a 15+ year old company• Over 2,000,000 Satisfied Customers• Learn to Read, Math, Master Reader, School Success Programs• Successful services business with 600 small store within a store
daycare locations• Multiple potential service locations –
– Leveraged with a program through Sylvan franchise network• Addressing consumer demand for low-stakes, fun, afterschool
educational programs
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School Business
Traditional
NCLB
Online
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School Market Overview
Features:
• Providing outsourced services
• Programs focused on specific student needs
• Measurement of academic success
Growth Drivers:
• Leveraging long-term school partnerships
• Serving growing idea marketplace
• Integration of consumer / school services (NCLB)
• Catapult Online (urban and rural markets)
• Movement toward school accountability
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School Business Overview• Core service offerings remain strong with high contract retention rates
• New offerings being launched to meet emerging opportunities
- Tutoring for eligible students funded by federal government
- Catapult Online services to meet needs of underserved rural market
• Partnering with schools to address accountability requirements
1993 Small Group Instruction Paid for by School Districts
1997 Address Other School Outsourcing Service Need
2002 Government Sponsored Tutoring (NCLB)
2004 Catapult On-Line Pilot
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Financial Overview
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Outstanding Track Record of GrowthR
even
ue ($
in m
illio
ns)
$0
$50
$100
$150
$200
$250
$300
$350
$400
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Learning Center Catapult Learning
25% CAGR
1999-2003 12%
MBO
(1) Reflects the Company’s current estimate of 2005 revenues, at the mid-point of projected range.
(1)
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2005 Full Year Financial Expectations
(In Millions) 2004 Low High Growth
Revenue $300.3 $350.0 $365.0 17-22%
Operating Profit $40.1 $47.0 $49.0 17-22%
Adjusted EPS $0.49 $0.58 $0.60 18-22%
2005 Guidance
(1) Margin shift in revenue growth for franchise / co-owned (2) Excludes other financing costs, and in 2004, certain non-cash stock compensation expense associated with grants that vested immediately
(2)
(1)
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Seasonality of Educate Profits
• Peak royalties (Q1, Q2)
• School break (Q3)
• Marketing and start-up expenses for government-funded tutoring (Q4)
% o
f Ann
ual O
pera
ting
Prof
it
Q1 Q2 Q3 Q4
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Strong Free Cash Flow Generation
• Strong EBITDA Margins• Low Debt Service Requirements• Low Maintenance Capital Expenditures• Favorable Tax Structure with Low Cash Tax Requirements
(Approximately 20%)• Cash Flow Available for Investment and Growth
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Growth Strategies in ActionPre-MBO1999 - 2003 Post - MBO
Overall Revenue Growth 12% CAGR 20-25%
Learning Centers New Territories 40 / yr 40 / yr Convenience/Densification 5-10 / yr Potential for add'l 1,000 centers
Franchise Buybacks 14 / yr 25-30 / yr Company Greenfields 1 / yr 5-10+ / yr Fun, Affordable Offering None Hooked on Phonics At Home Offering Development Online Rollout, Hooked on Phonics Brand Extension None Researching
School Partnerships Traditional 0% 5% NCLB $2 million $35 + million Online Convenience Development Phase Catapult Online Rollout
~ ~
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Growth Initiative Pipeline
Low Cost Service
Catapult Online
Sylvan Online
Center Convenience Expansion
Territory Best Practices Revenue Focus
NCLB Market Expansion
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2005 2006 2007
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Educate – Market Vision
• Control best brands in education
• Own and grow a propriety distribution system direct to consumer
• Lead the integration of consumer involvement and school partnership solutions
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