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| 8-K - 8-K - DENNY'S Corp | investorpresentation8k1104.htm |
INVESTOR PRESENTATION
November 2016 – January 2017
2
FORWARD-LOOKING STATEMENTS AND
NON-GAAP FINANCIAL MEASURES
Denny’s Corporation urges caution in considering its current trends and any outlook on earnings disclosed in this
presentation. In addition, certain matters discussed may constitute forward-looking statements. These forward-looking
statements, which reflect the Company’s best judgment based on factors currently known, are intended to speak only as of
the date such statements are made and involve risks, uncertainties, and other factors that may cause the actual
performance of Denny’s Corporation, its subsidiaries and underlying restaurants to be materially different from the
performance indicated or implied by such statements. Words such as “expects”, “anticipates”, “believes”, “intends”, “plans”,
“hopes”, and variations of such words and similar expressions are intended to identify such forward-looking statements.
Except as may be required by law, the Company expressly disclaims any obligation to update these forward-looking
statements to reflect events or circumstances after the date of this presentation or to reflect the occurrence of unanticipated
events. Factors that could cause actual performance to differ materially from the performance indicated by these forward-
looking statements include, among others: the competitive pressures from within the restaurant industry; the level of
success of the Company’s operating initiatives, advertising and promotional efforts; adverse publicity; health concerns
arising from food-related pandemics, outbreaks of flu viruses, such as avian flu, or other diseases; changes in business
strategy or development plans; terms and availability of capital; regional weather conditions; overall changes in the general
economy, particularly at the retail level; political environment (including acts of war and terrorism); and other factors from
time to time set forth in the Company’s SEC reports, including but not limited to the discussion in Management’s Discussion
and Analysis and the risks identified in Item 1A. Risk Factors contained in the Company’s Annual Report on Form 10-K for
the year ended December 30, 2015 (and in the Company’s subsequent quarterly reports on Form 10-Q).
The presentation includes references to the Company’s non-GAAP financials measures. The Company believes that, in
addition to other financial measures, Adjusted Income Before Taxes, Adjusted EBITDA, Free Cash Flow, Adjusted Net
Income and Adjusted Net Income Per Share are appropriate indicators to assist in the evaluation of its operating
performance on a period-to-period basis. The Company also uses Adjusted Income Before Taxes, Adjusted EBITDA and
Free Cash Flow internally as performance measures for planning purposes, including the preparation of annual operating
budgets, and for compensation purposes, including bonuses for certain employees. Adjusted EBITDA is also used to
evaluate its ability to service debt because the excluded charges do not have an impact on its prospective debt servicing
capability and these adjustments are contemplated in its credit facility for the computation of its debt covenant ratios. Free
Cash Flow, defined as Adjusted EBITDA less cash portion of interest expense net of interest income, capital expenditures,
and cash taxes, is used to evaluate operating effectiveness and decisions regarding the allocation of resources. However,
Adjusted Income Before Taxes, Adjusted EBITDA, Free Cash Flow, Adjusted Net Income and Adjusted Net Income Per
Share should be considered as a supplement to, not a substitute for, operating income, net income or other financial
performance measures prepared in accordance with U.S. generally accepted accounting principles. See Appendix for non-
GAAP reconciliations.
3
DENNY’S INVESTMENT HIGHLIGHTS
* See Appendix for reconciliation of Net Income to Adjusted EBITDA, Adjusted Income Before Taxes, Adjusted Net Income, Adjusted Net Income per Share
(also called Adjusted Earnings per Share), and Free Cash Flow.
1. Full Year Guidance provided with Third Quarter 2016 Earnings Release dated November 1, 2016.
2. Data as of September 28, 2016, the end of Fiscal Third Quarter 2016.
Consistently Growing
Same-Store Sales
circle5 System-wide same-store sales growth in 13 of last 14 quarters
circle5 Highest annual same-store sales growth in over a decade in 2015
Expanding Global
Footprint
circle5 More than 400 new restaurants opened since 2009 (>20% of the
system)
circle5 More than 40 international locations opened since 2009 (7 new
countries)
Growing Profitability
with 90% Franchised
Business
circle5 20% Adjusted EBITDA* growth since 2010
circle5 16% Adjusted EPS* growth in 2015 with 121% Adjusted EPS* growth
since 2011
Strong Free Cash Flow*
Generation
circle5 Generated over $230M in Free Cash Flow* over the last 5 years, after
capital expenditures, cash interest, and cash taxes
circle5 2016 Full Year Guidance1 is $50M to $52M in Free Cash Flow*
Consistently Returning
Capital to Shareholders
circle5 Over $100M allocated to repurchase shares in 2015
circle5 More than $230M allocated to share repurchase program since
November 20102
4
Run Restaurants Serving
Classic American Comfort Food
at a Good Price Around the Clock
EXECUTION OF BRAND REVITALIZATION STRATEGY
DRIVING RESULTS
Drive Profit
Growth for All
Stakeholders
Grow
the Global
Franchise
Consistently
Operate
Great
Restaurants
Deliver a
Differentiated
and
Relevant Brand
“Become the World’s Largest, Most Admired
and Beloved Family of Local Restaurants”
OUR GUIDING PRINCIPLES
5
For unpretentious, loyal, hardworking people
everywhere, Denny’s is always there for you.
Our light is always on and our door is always
open, welcoming you, and the people you care
about, to come inside. Our friendly staff lets
everyone forget about the small stuff, be
themselves and focus on what’s important,
while savoring a varied menu of classic,
comforting American fare, at a fair price.
DELIVERING A DIFFERENTIATED
AND RELEVANT BRAND
Welcome to America’s Diner
Food Service Atmosphere
6
MENU EVOLUTION TO MATCH GUESTS’ NEEDS
FOCUS ON BETTER QUALITY, MORE CRAVEABLE PRODUCTS
More Than 50% of Core Menu Items Changed or Improved Since 2013
Leading to Significant Improvement in Taste and Quality Scores
7
COMPELLING LIMITED TIME ONLY OFFERINGS
FIVE MODULES IN 2015 HELPED DRIVE TRAFFIC WITH FEWER, HARDER
WORKING PRODUCTS LEADING TO OPERATIONAL EFFICIENCIES
8
NEWEST LIMITED TIME ONLY OFFERING
HIGHLIGHTS THE LAUNCH OF OUR NEW AND IMPROVED PANCAKES AND
FEATURES SEASONAL FAVORITES
9
EVERYDAY VALUE MENU HELPING TO DRIVE
TRAFFIC
circle5 High awareness as 1 in 5 guests
say they visit Denny’s because of
$2468 Value Menu
circle5 Utilize local and national media
targeting popular products like $4
Everyday Value Slam
circle5 Changed 50% of the menu in the
past 21 months providing more
percent margin friendly products
circle5 19% average incidence rate of 16
products since national launch in
April 2010, ranging from
approximately 16% to 23%
10
ENGAGING KEY CUSTOMER SEGMENTS
THROUGH TRADITIONAL AND NEW MEDIA
Boomers
Families with Kids (under 12)
Hispanic
Millennials
11
49% System
90% Company
>75%
System
>50% System
≈100% Company
REMODEL PROGRAM ENHANCING TRAFFIC
AND SCORES
THE HERITAGE IMAGE RESTAURANT
End of Q3 2016* By Year End 2016 By Year End 2018
* Data as of September 28, 2016, the end of Fiscal Third Quarter 2016. Includes new openings and international restaurants.
12
HERITAGE IMAGE KEY TO REVITALIZING LEGACY
BRAND
L
e
g
a
c
y
D
e
n
n
y
’
s
N
e
w
D
e
n
n
y
’
s
13
circle5 Investments in training talent, tools,
and strategies driving improvements
in guest satisfaction scores
circle5 Denny’s Pride Review Program
introduced in 2014 with new team of
coaches evaluating and sharing best
practices
circle5 Close collaboration with franchisees
executing remodels, improving
speed of service, and growing
margins
circle5 High level of involvement with
franchisees planning and executing
initiatives through Brand Advisory
Councils and Denny’s Franchisee
Association (DFA)
FOCUS ON OPERATING GREAT RESTAURANTS
LEADING TO SUSTAINED IMPROVEMENT
OVERALL SATISFACTION SCORES HIGHEST SINCE WE STARTED MEASURING
14
CONSISTENTLY GROWING SAME-STORE SALES
1.7%
2.5%
1.2%
0.5%
1.7%
(0.6%)
0.6%
1.2% 0.9%
1.8% 1.9%
2.4%
4.7%
7.2% 7.3%
6.1%
2.9% 2.5%
(0.5%)
1.0%
(2.0%)
(1.0%)
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
Q4
'11
Q1
'12
Q2
'12
Q3
'12
Q4
'12
Q1
'13
Q2
'13
Q3
'13
Q4
'13
Q1
'14
Q2
'14
Q3
'14
Q4
'14
Q1
'15
Q2
'15
Q3
'15
Q4
'15
Q1
'16
Q2
'16
Q3
'16
Denny’s System-Wide Same-Store Sales (Domestic)
Positive System-Wide Same-Store Sales in 13 of Last 14 Quarters
Achieved Highest Annual Domestic Same-Store Sales Growth in Over a Decade in 2015
2016 Annual Guidance for Same-store Sales*
Company: 1.5% - 2.5%
Domestic Franchised: 1% - 2%
* Current 2016 Full Year Guidance provided with Third Quarter 2016 Earnings Release dated November 1, 2016.
15
EXPANDING GLOBAL FOOTPRINT
* 2016 Full Year Guidance provided with Third Quarter 2016 Earnings Release dated November 1, 2016.
** Excludes acquisitions, refranchisings, and relocations. Includes total of 123 Flying J Travel Center conversion openings with 100 opened in 2010 and 23
opened in 2011.
Growth Initiatives Enabled More Than 400 New Restaurant Openings
Since 2009 with 90% Opened by Franchisees
40
136
61
40 46 38
45
10
107
27
3
12
2 8
(20)
20
60
100
140
2009 2010 2011 2012 2013 2014 2015
New Restaurant Openings Net Restaurant Growth**
2016 Annual Guidance for Restaurant Growth*
New Restaurant Openings: 45 - 50
Net Restaurant Growth: 15 - 20
16
400
3
6
23
45
194
2783
34
10
4
4
2829
15
8
5
3
4
16
3
41
9
4
5 6 22
136
17
287
25
55
15
20
38 42
40
3 28
53
7
9
24 1
2
3
11 5
7
2
DOMESTIC EXPANSION OPPORTUNITY
TOP 10 U.S. MARKETS*
DMA UNITS
Los Angeles 186
Phoenix 65
Houston 62
Sacramento/Stockton 52
Dallas/Ft. Worth 51
San Francisco/San Jose 44
Orlando 43
San Diego 42
Miami 37
Chicago 35
More than 1,600 Restaurants in the U.S.* with Strongest Presence in
West Coast, Southwest, Texas, and Florida
* Data as of September 28, 2016, the end of Fiscal Third Quarter 2016.
17
GROWING NUMBER OF INTERNATIONAL LOCATIONS
United States 1,609
Canada 73
Puerto Rico 12
Mexico 9
New Zealand 7
Honduras 4
Costa Rica 3
Dominican Republic 3
United Arab Emirates 3
Guam 2
Curaçao 1
El Salvador 1
Trinidad and Tobago 1
International Presence of 119 Restaurants in 13 Countries and U.S.
Territories has grown by >50% Since Year End 2009*
Santo Domingo
Dubai
Abbotsford
Tegucigalpa
* Data as of September 28, 2016, the end of Fiscal Third Quarter 2016.
18
GROWING BASE OF NON-TRADITIONAL LOCATIONS
Pilot Flying J Travel Center
UNC Charlotte
Leading Full-Service Brand in Travel Centers including New
Partnership with Kwik Trip® Convenience Stores
Non-Traditional Locations at Universities and Military Bases
Kwik Trip Travel Center
University of Alabama Birmingham
19
GROWING EARNINGS PER SHARE*
Highly Franchised Business Provides Lower Risk with Additional Upside
from Operating Meaningful Base of High Volume Company Restaurants
$19.5
$25.2
$29.3
$32.9
$36.7
$0.20
$0.26
$0.31
$0.37
$0.43
$0
$10
$20
$30
$40
$50
$0.00
$0.10
$0.20
$0.30
$0.40
$0.50
2011 2012 2013 2014 2015
Adju
sted
N
et
In
c
o
m
e
*
($
M
illio
n
s)
A
d
j
u
s
t
e
d
N
e
t
I
n
c
o
m
e
*
p
e
r
S
h
a
r
e
Adjusted Net Income* Adjusted Net Income per Share*
* See Appendix for non-GAAP financial reconciliations of Net Income to Adjusted EBITDA, Adjusted Income Before Taxes, Adjusted Net Income, Adjusted Net
Income per Share (also called Earnings per Share), and Free Cash Flow.
20
$2 - $3
About $11
$33 - $35
STRONG FREE CASH FLOW* GENERATION
* See Appendix for non-GAAP financial reconciliations of Net Income to Adjusted EBITDA, Adjusted Income Before Taxes, Adjusted Net Income, Adjusted Net
Income per Share (also called Adjusted Earnings per Share), and Free Cash Flow.
** Full Year Guidance provided with Third Quarter 2016 Earnings Release dated November 1, 2016.
Over $230 Million in Free Cash Flow* Generated Over Last 5 Years
2016 Investments include Accelerating Remodels and Franchised Acquisitions
$97 - $99
$50 - $52
$17.0 $11.6 $9.1 $8.1 $8.3
$1.1 $2.0
$2.8 $3.8 $5.4
$16.1 $15.6 $20.8 $22.1 $32.8
$81.8 $77.9 $76.9 $82.5
$88.7
$47.6 $48.8 $44.2 $48.5 $42.3
$0
$20
$40
$60
$80
$100
$120
2011 2012 2013 2014 2015 2016
Guidance**
$
M
i
l
l
i
o
n
s
Cash Capital Cash Taxes Cash Interest Adjusted EBITDA* Free Cash Flow*
21
SOLID BALANCE SHEET WITH FLEXIBILITY
Growing Adjusted EBITDA* Enables Higher Leverage while Maintaining
Financial Flexibility to Make Investments and Return Capital to Shareholders
0.0x
0.5x
1.0x
1.5x
2.0x
2.5x
3.0x
3.5x
2010 2011 2012 2013 2014 2015 Q3
2016
$0
$100
$200
$300
$400
$500
$600
T
o
t
a
l
D
e
b
t
/
A
d
j
u
s
t
e
d
E
B
I
T
D
A
*
Total
D
ebt
*($
M
illio
n
s)
Total Debt* Total Debt / Adjusted EBITDA*
2x to 3x Total Debt to
Adjusted EBITDA* Ratio Target
* See Appendix for non-GAAP financial reconciliations of Net Income to Adjusted EBITDA, Adjusted Income Before Taxes, Adjusted Net Income, Adjusted Net
Income per Share (also called Adjusted Earnings per Share), and Free Cash Flow. Total Debt is Gross Debt including Capital Lease Obligations.
22
circle5 Over $100 million allocated to
repurchase shares in 2015,
including $50 million
accelerated share repurchase
program
circle5 Over $230 million allocated to
repurchase shares since
November 2010*
circle5 $118 million remaining in
share repurchase
authorization program*
CONSISTENTLY RETURNING EXCESS CAPITAL TO
SHAREHOLDERS
$3.9 $21.6 $22.2
$24.7
$36.0
$105.8
$3.9 $3.8 $11.9
Q4
'10
2011 2012 2013 2014 2015 Q1
'16
Q2
'16
Q3
'16
SHARE REPURCHASES ($ Millions)
OVER $230 MILLION ALLOCATED TOWARDS SHARE REPURCHASES SINCE WE
STARTED TO RETURN EXCESS CAPITAL TO SHAREHOLDERS IN LATE 2010*
* Data as of September 28, 2016, the end of Fiscal Third Quarter 2016, and includes the $50 million accelerated share repurchase program.
23
circle5 Consistently growing same-store sales through brand
revitalization strategies to enhance food, service, and
atmosphere
circle5 Expanding global footprint with traditional and non-traditional
distribution points
circle5 Growing profitability with 90% franchised business provides
lower risk profile with upside from operating meaningful base of
high volume restaurants
circle5 Strong Free Cash Flow* generation supported by solid balance
sheet with significant flexibility to support brand investments
circle5 Consistently returning excess capital to shareholders
through share repurchase program
DENNY’S INVESTMENT HIGHLIGHTS
* See Appendix for non-GAAP financial reconciliations of Net Income to Adjusted EBITDA, Adjusted Income Before Taxes, Adjusted Net Income, Adjusted Net
Income per Share (also called Adjusted Earnings per Share), and Free Cash Flow.
APPENDIX
25
NON-GAAP FINANCIAL RECONCILIATIONS
1. Includes 53 operating weeks.
2. In the fourth quarter of 2011, we recorded an $89 million net deferred tax benefit from the release of a substantial portion of the valuation allowance on certain deferred tax
assets. This release was primarily based on our improved historical and projected pre-tax income.
3. Tax adjustments for full year 2011 and 2012 are calculated using the Company's full year 2012 effective tax rate of 36.4%. Tax adjustments for full year 2013, 2014, and 2015
use full year effective tax rates of 31.9%, 32.9%, and 33.0%, respectively. Tax adjustment for the loss on pension termination for the nine months ended September 28, 2016 is
calculated using an effective tax rate of 8.8%. The remaining tax adjustments for the nine months ended September 28, 2016 are calculated using the Company's year-to-date
effective tax rate of 35.6%.
4. Adjusted provision for income taxes based on effective income tax rate of 36.4% for full year ended Dec. 27, 2012 and excludes impact of net deferred tax benefit.
$ Millions 2005 2006 2007 20081 2009 2010 2011 2012 2013 20141 2015
YTD
2016
Net Income (loss) ($7.3) $28.5 $29.5 $12.7 $41.6 $22.7 $112.3 $22.3 $24.6 $32.7 $36.0 $8.1
Provision for Income Taxes2 1.2 16.3 6.7 3.5 1.4 1.4 (84.0) 12.8 11.5 16.0 17.8 14.6
Operating (Gains), Losses and Other Charges, Net 3.1 (47.9) (31.1) (6.4) (14.5) (4.9) 2.1 0.5 7.1 1.3 2.4 24.4
Other Non-Operating Expense, Net (0.6) 8.0 0.7 9.2 (3.1) 5.3 2.6 7.9 1.1 (0.6) 0.1 (0.6)
Share‐Based Compensation 7.8 7.6 4.8 4.1 4.7 2.8 4.2 3.5 4.9 5.8 6.6 5.6
Adjusted Income Before Taxes $4.2 $12.5 $10.5 $23.2 $30.0 $27.3 $37.3 $47.0 $49.2 $55.3 $62.9 $52.1
Interest Expense, Net 55.2 57.7 43.0 35.5 32.6 25.8 20.0 13.4 10.3 9.2 9.3 8.9
Depreciation and Amortization 56.1 55.3 49.3 39.8 32.3 29.6 28.0 22.3 21.5 21.2 21.5 16.2
Cash Payments for Restructuring Charges & Exit
Costs (6.7) (5.1) (9.1) (9.1) (7.5) (7.0) (2.7) (3.8) (2.8) (2.0) (1.5) (1.1)
Cash Payments for Share‐Based Compensation (1.2) (0.9) (0.9) (1.0) (2.4) (1.9) (0.8) (1.0) (1.2) (1.1) (3.4) (2.5)
Adjusted EBITDA $107.6 $119.5 $92.9 $88.4 $85.0 $73.8 $81.8 $77.9 $76.9 $82.5 $88.7 $73.5
Adjusted EBITDA Margin % 11.0% 12.0% 9.9% 11.6% 14.0% 13.5% 15.2% 16.0% 16.6% 17.5% 18.1% 19.5%
Cash Interest Expense (48.2) (50.9) (38.5) (31.6) (29.3) (23.1) (17.0) (11.6) (9.1) (8.1) (8.3) (8.2)
Cash Taxes (1.3) (1.3) (2.3) (1.1) (0.6) (0.9) (1.1) (2.0) (2.8) (3.8) (5.4) (1.1)
Capital Expenditures (47.2) (33.1) (33.1) (27.9) (18.4) (27.4) (16.1) (15.6) (20.8) (22.1) (32.8) (27.6)
Free Cash Flow $11.0 $34.3 $19.0 $27.9 $36.7 $22.4 $47.6 $48.8 $44.2 $48.5 $42.3 $36.7
Net Income (loss) $112.3 $22.3 $24.6 $32.7 $36.0 $8.1
Pension Settlement Loss 0.0 0.0 0.0 0.0 0.0 24.3
Losses (Gains) on Sales of Assets and Other, Net (3.2) (7.1) (0.1) (0.1) (0.1) (0.8)
Impairment Charges 4.1 3.7 5.7 0.4 0.9 0.0
Early Extinguishment of Debt 1.4 7.9 1.2 0.0 0.3 0.0
Tax Effect of Adjustments3 (0.8) (1.6) (2.2) (0.1) (0.4) (1.9)
Adjusted Provision for Income Taxes4 (94.3)
Adjusted Net Income $19.5 $25.2 $29.3 $32.9 $36.7 $29.8
Adjusted Net Income Per Share $0.20 $0.26 $0.31 $0.37 $0.43 $0.38