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spk06: Greetings and welcome to the ARCO Corp fourth quarter and fiscal year 2022 earnings conference call. At this time, all participants are on a listen-only mode. A brief question and answer session will follow the formal presentation. If anyone should require operator assistance during the conference, please press star zero on your telephone keypad. As a reminder, this conference is being recorded. It is now my pleasure to introduce your host, Mr. Ross Parman, Vice President, Investor Relations. Thank you. Please go ahead.
spk03: Thank you. Good morning and welcome to ARCO's fourth quarter and fiscal year 2022 earnings conference call and webcast. On today's call are Ari Kotler, Chairman, President, and Chief Executive Officer, and Don Bassell, Chief Financial Officer. Our earnings press release annual report on Form 10-K for the year ended December 31, 2022, as filed with the SEC, and our earnings presentation are available on ARCO's website at arcocor.com. Before we begin, please note that all fourth quarter 2022 financial information is unaudited. And during the course of this call, management may make forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These statements may be identified by the use of words such as will, may, expect, plan, intend, could, estimate, project, and similar references to future periods. These statements speak only as of today and are based on management's current expectations and beliefs and involve risks and uncertainties that could cause actual results to differ materially from those described in these forward-looking statements. Please refer to our press release, our annual report on Form 10-K for the fiscal year ended December 31, 2022, and our other filings with the SEC for a detailed discussion of the risks that could cause actual results to differ materially from those expressed or implied in any forward-looking statements made today. Please note that on today's call, management will refer to non-GAAP financial measures, including same-store measures, EBITDA, adjusted EBITDA, and free cash flow. While the company believes these non-GAAP financial measures provide useful information for investors, the presentation of this information is not intended to be considered in isolation or as a substitute for our financial information presented in accordance with GAAP. please refer to our earnings press release for reconciliations of our non-GAAP measures to the most directly comparable GAAP measures. I would also like to note that we're conducting our call today from our respective remote locations. As such, there may be brief delays, crosstalk, or other minor technical issues during this call. We thank you in advance for your patience and understanding. Now, I'd like to turn the call over to Ari.
spk02: Thank you, Russ. Good morning, everyone, and thank you for joining us. Before we get started, I'm sure you all have heard that Don announced that he will retire after a distinguished 42-year career. Don is a great partner and resource. As we reported, he will remain in the position for several more quarters leading the finance team while the search for his replacement is underway. Don's time with the company has been marked by significant growth and excellent performance in our business. And 2022 was another year of strong results and continued expansion. These results emphasize that at our core, ARCO is a retail convenience store operator. It is important to remember that the majority of our profits are generated in our stores. ARCO increased operating income by 18.9% to $33.7 million in Q4 2022 versus the prior year fourth quarter. Adjusted EBITDA increased 24.1% compared to Q4 2021, $72.4 million in Q4 2022 and increased 17.3% year over year to $301.1 million in 2022. Our balance sheet continued to be very strong. In Q4, the company recorded $69.5 million in net cash provided by operating activities and $43.8 million in free cash flow. For the year, ARCO generated $209.3 million in net cash provided by operating activities and $110.7 million in free cash flow. This is a direct result of executing our core strategy, both in stores and in fuel cells across the business. In 2022, we continue to successfully invest in many initiatives in our stores. Over the past four years, we have realigned and expand our marketing and merchandising team. Their strategic initiative has successfully led to continued gross profit expansion inside our stores. Compared to 2020, merchandise contribution has grown by 23.4%. According to IRI, in 2022, total dollar sales in our stores outpaced their markets showing the string of our favorable assortment, loyalty, and marketing programs. This includes key product categories like beer, wine, packaged beverages, packaged sweet snacks, frozen food, alternative snacks, and general merchandise. Q4 merchandise margin increased 50 basis points to 30.5% from 30% in Q4 2021. Merchandise margin expanded by 110 basis points to 30.4% for full year 2022 compared to 29.3% in 2021. Fourth quarter, same-store merchandise sales excluding cigarettes increased 9.2% on a two-year stock basis. IRI data also shows that we maintain share in our competitive retailer market area including cigarettes and grew by 10 basis points excluding tobacco products. Fourth quarter 2022, same-store sales, including cigarettes, increased 1.2%. It is worth noting that the concentration of same-store cigarette sales declined from 38.7% of in-store sales in Q4 2020 to 32.7% of in-store sales in Q4 2022 due to change in consumer behavior and our margin optimization strategy. We continue to price tobacco products competitively to attract adult tobacco consumers. However, our main in-store focus is to lead with an assortment relevant to our customers and on developing our programs in higher margin items like food service and dispensed beverage categories. Our in-stores growth strategy is based on three key pillars. The first pillar is to grow sales in core destination categories through data-driven decisions that meet today's customers' needs. When we acquire new sites, we often add hundreds of items to the acquired stores. We focus on key merchandise that we know resonates with our customers. I will detail the benefits of this shortly in a brief case study of our Andy Mart acquisition. The second key pillar is using our Fast Rewards Loyalty Program to develop and strengthen the relationship with our customers. Our objective is to drive more trips inside stores while providing exceptional value. We ended the year with almost 1.3 million enrolled loyalty members. Replaced by the consumer response to our current loyalty initiative, loyalty customers continue to incrementally grow their total spend over the course of the year. Our loyalty marketing is apparently resonating with them. For example, our 99 cents coffee program for enrolled members has had a very strong result. Enrolled members purchased over 741,000 more cups of coffee in 2022 than in 2021. We are in the process of rolling out our new loyalty app, which has many exciting new iValue features for the benefit of our existing and new loyalty customers. We are in the final stages of preparing our stores for activation of our new loyalty app, and it will be available in the App Store soon. Our goal is to increase new customer enrollment and announce customer engagement with real-time information like fuel pricing and rewards balance. We will be able to target customers by their primary store with relevant iValue in-store and in-app deals for our growing numbers of members. We expect that order and delivery will be facilitated through the app, capitalizing on our partnership with third-party services that provide delivery at over 1,000 of our stores. We will also be able to make age-verified special offers to adult customers 21 years and older. Our third pillar is expanding our packaged and fresh food offering, including pizza, chicken, prepared sandwiches, and many other options. The Bauer and other QSR-like offerings are a component of this pillar. Since establishing this franchise relationship, we now have 18th of our location. We continue to expand our food offering and implement variety of food options. And we are making progress in identifying food offering at a price point that will resonate with our customers and that we can use across our stores. Our goal is to increase margin, trips, and average basket size. We know that we have long runway to significantly increase margin as we expand this important category to meet our customer needs. We believe that in our markets, we can create a value proposition to position our stores as a food destination. Updating areas of our store with announced food and drink offerings has continued to work well for us. Unit sales of bean to cup coffee increased 7.2% in 2022 and are trending up. We believe that through continuous improvement in each pillar, Our core convenience store business is well positioned to deliver great results. Turning to fuel, gross profit is the most important metric when analyzing our performance. We believe our strategy to maximize fuel gross profit while maintaining competitive pricing has consistently proven itself in a volatile market environment. We believe our strategy enables strong results as price decline, as they have from their peak in June 2022 with some volatility through Q3 and Q4 and a total gallons in the market decline. We compete in fuel market by market using data-driven approach based on a fuel strategy that we have also designed to attract customers into our stores. In 2022, we have held merchandise dollar share in our competitive retailer market areas while significantly improving fuel gross profit. This led to On one hand, same-store gallons decreasing by 8.3% in Q4 compared to a 0.2% decline in the prior year quarter, and for the year, same-store gallons declined 8.1% compared to a 1.3% decline in 2021. On the other hand, retail fuel profitability grew to $104.3 million, a 16.3% increase compared to the $89.7 million decline in the fourth quarter of 2021. For the year, we increased retail fuel gross profits by 19% to $416.2 million, compared to $349.9 million in 2021. We believe, based on 2022 national fuel volumes, that in our markets, overall demand is likely to remain lower than in 2019. We also believe that cents per gallon is structurally higher than it was in the past, given pressures across the operating environment. OPEX continued to increase across our industry. The labor market is still competitive, and wage growth has been strong nationally. We believe our strategy is resilient across many price environments, as our results have shown. Turning to M&A, capital allocation is one of the many things, and we always think about the best areas to deploy capital. We have proven track records of discipline and consistent growth. We believe that acquisition will continue to drive EBITDA growth. Companies return on invested capital across our many acquisitions underscore that continued M&A is an effective use of capital. Our financial strength, financing ability, and agreement with Oak Street continue to give us an advantage in our ability to move quickly and get deals done. Our balance sheet is strong with manageable debt and favorable interest rates. Our industry continues to be highly fragmented. As a result, the overall deal pipeline is still strong, and we expect to expand our core convenience store business to our acquisition strategy. There are also opportunities to make accretive deals and acquire expertise in complementary areas that will grow the business. We believe our stores can grow their food offerings If we believe there's an interesting opportunity or investment that can enhance our stores and create unique value proposition for our customers, we will closely examine the opportunity. We announced four highly accretive acquisition in 2022, of which we already close to Qualls and Pride. Before getting into further details, I'd like to illustrate how we drive growth in new acquisition. I want to walk through the 2022 performance of our Endemart acquisition that closed in November 2021. Quarter over quarter, we monitor progress of all of our new acquisitions. We fully reset 36 stores, adding over 700 merchandise items. This is the value that we bring to our customers, increasing mix with in-demand items. We also implemented our fuel pricing system. For these numbers, I am comparing against seller-provided trailing 12-month figures from May 2021 when we conducted our due diligence. In-store margin have increased 6.9% from 31.3% to 33.5%. Merchandise contribution has grown 10.8%. As of December 31, 2022, we increased average cent per gallon by 6 cents. In the two full quarters following the reset, merchandise sales increased 7.6% compared to the two quarters prior to resets. Most importantly, although adding in approximately $6 million in rent to Oak Street, we've increased store-level EBITDA by approximately 30% in just one year. The purchase multiple was reduced from about 1.3 times to one time, and our return on investment is 96%. This case study underscores an important part of our strategy. In this highly competitive industry, being an effective capital allocator is essential. But capital allocation alone is not what makes our business successful. Execution in operation is what drives us forward. Our teams have been very effective at improving marketing, in-store mix, and offering to drive sales at our newly acquired stores. The virtues of our scale and the efficiencies afforded us by our scale allow us to compete market by market, store by store, every day. We plan to undertake similar value-added measures in the approximately 155 company-operated convenience stores we expect to add to our network in the first half of this year once we close the remaining two acquisitions announced in 2022. The Transit Energy Group acquisition will add approximately 135 convenience stores and expand our southern retail territory into Alabama and Mississippi. We expect this transaction to close in the first quarter. The WTG acquisition is anticipated to close in the second quarter. This acquisition will significantly enhance the company's footprint in the attractive Permian Basin market, with 24 company-operated uncle convenience stores across western Texas. The company would also acquire 57 proprietary fleet fueling catalog sites strategically located in large industrial areas in west Texas and southeast New Mexico, and 52 private catalog sites. These sites service a diverse base of customers. The WTG acquisition fits very well in our business model and build on the fleet fueling business we acquired from Quartz in July 2022. We believe that fleet fueling is an excellent business and the timing of the Quartz acquisition and our rapid integration could not have been better. We realized strong cash flow because of fuel price volatility in the second half of 2022 since closing. The Quartz acquisition, which closed on July 22nd, 2022, contribute incremental adjusted EBITDA in 2022 of $20 million. This exceeds our expectation based on our modeling. We closed the price convenience holding acquisition on December 6th. This was our second deal for 2022. This strategic acquisition added 31 convenience stores plus a new two industry store that broke ground in July 2022. It expanded our New England territory into Massachusetts. We are on pace with our integration efforts and look forward to adding value to these stores with a larger assortment and new promotions. In addition to this acquisition, in 2022, we fully remodeled six stores and started the planning and engineering phase of an NDI store in Atlanta, Texas. We expect construction of that project to be completed in 2024. We are also expanding our EV network. The Pride acquisition increased our total EV charging network with 18 chargers installed across five stores in Massachusetts. Importantly, prior to our acquisition, Frye was awarded a number of grants to expand its EV charging capacity in Massachusetts, which has aggressive EV targets. We plan to put these grants to use to expand EV chargers availability in these markets. As part of our overall strategy, we pursue grants and subsidies across our footprint to expand our EV charging capacity. We have six other active EV projects in various phases of development on top of our chargers currently in place in Marysville, Ohio and Beards Run, Michigan. We continue to identify potential opportunities to install EV charging across our footprint. Our goal is to offer EV drivers convenience and amenities they seek in charging destination away from their home at areas where we identify sufficient potential demand. One more note. In December, we released our environmental, sustainability, social responsibility, and corporate governance report for the year 2021. We are currently working on the implementation of our sustainability work plans with a focus on long-term value creation. With that, I will turn it over to Don.
spk04: Thank you, Ari, and thank you for the kind words. It's no secret that I'm a convenience store fanatic. This is a great industry, and my colleagues and peers at ARCO who share my passion are the reasons I enjoy coming to work every day. This is a great company and a great company to work for. Our growth and strong performance culminating in the company's inclusion in the Fortune 500 list is a part of my professional life that I'll always be proud of. The company has continued to record excellent results. Our in-store performance continues as our numerous initiatives gain traction. We're making excellent progress with our integration capabilities, which is great for the company. Our other segments have continued to generate stable, rateable cash flows that benefit our capital allocation. Our balance sheet continues to be strong. We have a very good liquidity position as well. As of December 31st, 2022, we had cash and cash equivalents of approximately $299 million. Our outstanding debt, excluding capital leases, was approximately $752 million, resulting in net debt of $453 million. We continue to realize excellent cash flow. For the quarter, net cash provided by operating activities was $69.5 million and $209.3 million for the year, versus $39.6 million for the fourth quarter of 2021 and $159.2 million for the prior year. After the expected closings of the TEG and WTG acquisitions, there will be approximately $575 million remaining under our Oak Street agreement. Getting into results of our convenience stores, merchandise revenue for the fourth quarter of 2022 increased to $403.1 million versus $396.1 million in the prior year quarter. For the year, merchandise revenue increased nearly 2% to $1.65 billion from $1.62 billion in 2021. Margin percentage year over year increased by 110 basis points to 30.4%. Capital expenditures increased both the result of spending supporting our initiatives and other investments in our stores, including six full store remodels and other necessary upgrades. Total capital expenditures were approximately $98.6 million for the year ending December 31st, 2022, which included the purchase of certain fee properties bean to cup coffee equipment, upgrades to our fuel dispensers, and other investments in our stores. This is compared to net capital expenditures of $73 million for the prior year, which is composed of $226.2 million, net of $152.9 million of proceeds paid by Oak Street for two transactions accounted for as deemed sale leasebacks and the purchase of certain fee properties. In fuel, we continue to believe that margins have moved structurally higher. given industry volume declines, increased credit card fees, higher operating expense, and cost of labor. We believe our strategy of managing margin and volume while maintaining competitive pricing is key to optimizing profitability as a growing company. Retail fuel profitability, excluding intercompany charges for the fourth quarter of 2022, grew 16.3% this quarter, totaling $104.3 million. This was a $14.6 million increase versus Q4 2021. For the year, retail fuel profitability increased 19% to $416.2 million from $349.9 million in 2021. The company increased retail fuel margin to 41.4 cents per gallon for the year compared to 33.7 cents per gallon in 2021. Fourth quarter convenience store operating expenses increased $13.6 million. or 8.7% versus prior year due to incremental expenses related to the prior acquisition and an increase in expenses at same stores. Same-store credit card fees for the quarter increased by $0.7 million or by 3.5%, while salaries and wages increased by $7 million or by 11.5%, both compared to Q4 2021. For the year ended December 31, 2022, store operating expenses increased $75.9 million or 12.8%, as compared to the year ended December 31st, 2021. This was due to approximately $36 million of incremental expenses related to Pride acquisitions and the 2021 acquisitions and an increase in expenses at same stores, including $32 million of higher personnel costs, or 14.2%, and $10.4 million of higher credit card fees, or 14.5%, due to higher retail prices. The increase in store operating expenses was partially offset by underperforming retail stores that we closed or converted to independent dealers. Moving to wholesale for the year, wholesale fuel contribution, excluding intercompany charges, increased approximately $9.7 million. This was primarily due to a 20.2% increase in fuel margin cents per gallon, which was partially offset by a 7.7% overall decline in volume, with gallons from fuel supply locations down 8.4% year over year. For the quarter, Wholesale fuel contribution, including intercompany charges, decreased $1.8 million. Last quarter, we discussed the rapid integration of Quarles, which closed on July 22nd. We're very pleased with this acquisition in business. This acquisition has produced strong cash flow in the second half primarily because of fuel price volatility. The acquisition added an adjusted EBITDA of $20 million for the year. We're very happy with the excellent work done by the highly skilled Quarles team. The fleet fueling business generated fuel revenues of approximately $149.9 million for the fourth quarter, and $270.7 million for the year. Fuel contribution, excluding intercompany charges from the fleet fueling sites, was approximately $16.9 million for the quarter and $27.8 million for the year. Fuel margin cents per gallon, excluding intercompany charges for the proprietary card locks, was $53.9 cents per gallon for the fourth quarter and $7.8 cents per gallon at the third-party card lock locations. For the year, fuel margin cents per gallon, excluding intercompany charges, was 48.4 cents per gallon at proprietary locations and 6.5 cents per gallon at the third-party card lock locations. Net interest and other financial expenses for the full year decreased by $11.8 million versus the prior year to $59.4 million. Net interest and other financial expenses for the quarter were $16.3 million compared to $16.2 million for the prior year quarter. Net income for the quarter was $12.86 million versus $12.93 million from the prior year period. Net income for the year increased 21.1% to $72 million compared to $59.4 million for the prior year. Adjusted EBITDA was $72.4 million, an increase of $14.1 million compared to the fourth quarter of 2021. For the year, adjusted EBITDA net of incremental bonuses was $301.1 million. This number has increased 64.2% since 2020, showing the rapid pace of our progress. This has been another great year for the company. As a result of our strong results and desire to enhance returns for stockholders, ARCO's board of directors declared a quarterly dividend of 3 cents per share of common stock to be paid on March 21st, 2023 to stockholders of record as of March 9th, 2023. And now I'll turn the call back over to Ari.
spk02: Thanks Don. I will close by saying that we believe that we have the right long-term strategy in place, as well as the execution capabilities to deliver growth for the long term. I want to thank the company's over 12,000 employees for their hard work and dedication. I believe that our excellent results for the quarter and for the year are a great tailwind as we start 2023 and mark a decade of rapid growth at the company. Now, we will take your questions.
spk06: Thank you. The floor is now open for questions. If you would like to ask a question, please press star 1 on your telephone keypad at this time. A confirmation tone will indicate your line is in the question queue. You may press star 2 if you would like to remove your question from the queue. For participants using speaker equipment, it may be necessary to pick up the handset before pressing the star keys. In the interest of time, we do ask that you please limit yourself to one question and one follow-up. Once again, that is star 1 to register a question at this time. The first question today is coming from Bobbi Griffin of Raymond James. Please go ahead.
spk05: Good morning. This is Alessandra Jimenez on for Bobbi Griffin. Thank you for taking our questions. First, I just wanted to touch on kind of some of the main initiatives for 2023. Given the Oak Street Partnership renews in May and assuming that the cap rate will increase given current interest rate trends, does that change the focus for M&A to a little more focus on some of the other initiatives within the stores for EBITDA growth in 2023?
spk02: Thank you. This is a great question. Say hello to Bobby. No, I don't think it's going to change anything. There is no question that cap rates might move a little bit given interest rates continue to rise. But I just think that given our size and our economy of scale, I think our transactions continue to be very lucrative. As you remember in the past, we showed 38% return on our capital in the past. And right now in this presentation, we're basically showing 59%. So the worst can happen is we go back to the 38% return on capital, which is still a great return on capital for us. But I don't think anything will basically change dramatically over here. I think we're going to continue to grow to acquisition. And at the same time, we have all of the other opportunities that I described on the call, which include inside the store.
spk05: Okay, that's very helpful. And then maybe secondly for us, just touch on the cost environment in the box a little bit. Are you currently continuing to see significant year-over-year cost pressures, or are store OPEX costs starting to behave a little bit better?
spk02: I think the cost OPEX start to actually settle a little bit. As you can see, year over year, we have an increase of almost 75, $80 million increase in OPEX inside the stores, which that's what, by the way, would draw the CPG or the gross profit dollars outside the store a little bit higher given the environment. I think we're going to see those things settle. as we enter into 2023, but I'm assuming that we're going to continue to see increase, maybe not significant as we saw in 2021 and 2022, but we'll still see some kind of increase in 2023.
spk05: Okay, thank you so much and best of luck here in 2023.
spk02: Thank you for your time.
spk06: Thank you. The next question is coming from Hale Holden of Barclays. Please go ahead.
spk09: Hi, good morning. I had, I guess, two or three questions. The first one is I heard your comments on retail field margins being structurally higher just given the cost environment for independents, but they were still pretty high in the fourth quarter, and maybe you could just give us a range of where you thought they might be on a go-forward basis for the next year or two because the $0.40 was pretty high.
spk02: Sure, sure, sure. So I think the 40 cents, it's really demonstration of basically of our capability of increasing gross profit dollars. As I tell people in this environment, I don't talk CPG anymore. I talk gross profit dollars. As I mentioned earlier, and we have a presentation out there, OPEX are up $75 million basically from 2021. And I tell people the only way to pay for that it's actually to increase the margin outside the store. That's the only way to pay. I mean, in order for you to pay $75 million increase in OPEX, you need to almost have, you know, 15% increase inside the store, which is not possible. It's just not possible. So I believe that as, you know, we're going towards, you know, this inflation cycle, as we go towards, you know, basically interest rates rising, Cost of supply rising, wages basically increases over here. I think the margin is basically going to be supported up just because of all of those reasons. Everybody has, by the way, the same issues. It's not ARCO in particular. It's actually everybody has the same issues. And I think given our size, we probably can be a little bit more flexible. But as I said, I mean, one of the things that we see in Q4, and we demonstrate that not only that, you know, CPG was up and gross profit basically outside the world was up, it didn't impact the sales inside the stores. As you can see, our same store sales ex-cigarette inside the store were up 4.1%. And we continue to see this trend, by the way, moving forward. And I think that just, you know, demonstrates that, you know, that CPG will continue to rise and gross profit dollar outside the stores continue to rise because of all of those reasons.
spk09: Got it. And then how do you balance that with the fuel volume decline in the quarter going forward? I mean, it's sort of like a tricky stabilization act, I think.
spk02: Well, you know, it's a great question. And as I always say, you know, we believe that we have the right tools in place. And given that we believe we have the right tools in place, you know, we always try to find the sweet spot, you know, between losing gallons on one end and basically getting margins. So, yes, our gallons were down for the year, you know, 8.1%. But if you're really looking on, you know, gross profit, you know, gross profit dollars, you see that gross profit dollars was almost 20%. So, A, you have to find the sweet spot. And at the same time, you need to be, you know, very careful in making sure that you continue to be competitive. You know, I think that's one of the things that, you know, that we see, and we're probably different than some others, but very similar to the, I'll call it to the small operators. You know, 40% of our stores are operated in cities that have population of 20,000 people or less. And an additional 20%, it's between 20 to 50,000. So we are in a lot of low locations. And our belief is that gallons were just not there. It's not that we lost 8% of the gallons and someone else pick up the 8% of the gallons. That's not the case over there. We just think that people were driving less. However, you know, we are recycling right now. Almost, you know, we are in February right now. We're really recycling, you know, right now, the beginning of the war last year. And if you remember the volatility of fuel prices, Started at the beginning of March 2022. And now when basically prices, at least they're down right now dramatically from what we saw last year, we start to see increasing gallons compared to last year because of that.
spk09: Got it. And then my last question was you made a reference in the script on M&A looking at adjacencies or adjacent categories. I was wondering if you could give us an example of sort of what you were thinking that might be accretive to the core.
spk02: Well, our main core is, of course, company-operated stores. That's our main core. I mean, if you're really looking on our company, you know, we continue to grow and continue to buy company-operated stores. You know, 70% of our, if you're really looking on our, you know, operating profits, 76% of our business is basically come from our retail segment. And as I mentioned, I mean, as we're going to continue to grow, you know, now we have an all-sell opportunity, which is a great opportunity for us. We have the cold look opportunity, which is an unbelievable opportunity for us. I mean, you see the results. I mean, we basically deliver in five months we deliver the EBITDA that, you know, we basically underwrote to deliver for the full year to the great year for us. And, again, this is just, like I said, an opportunity for us to continue to deliver great cash flow while at the same time we're going to continue to concentrate on our retail business and company-operated stores because this is where we see, you know, the majority of the profit coming from. And I think the Endymart, you know, the description about what we did in Endymart, adding almost 700 assortment. Remember, we have three acquisitions. We just closed the Pride acquisition and just start to reset those stores. And as I mentioned, you know, 700 items were added in Endymart. I believe in Pride, the opportunity is much bigger. I think it's more than 700, you know, items going to be added over there, given that those are bigger stores. uh the same thing goes to fuel you know we're gonna use our same strategy that we use in nd market using company-wide we're going to continue to use those strategies and you know i think given our size right now i think we're going to be able to you know deliver better and better results quarter after quarter uh you know given you know we implement our strategy over here and there is a lot of opportunities that again i can sit down for five hours and talk about all of those opportunities especially Food service. I mean, we believe food service in this environment, it's a great opportunity for us. When I talk food service, I'm talking more about pizza, grab-and-go freezers. You know, we have opportunity to add 200 freezers in additional stores. We are adding bean-to-cup coffee machines into the Pride stores. You know, we're getting ready to close the TG acquisition, and we're going to reset those stores. So, again, we have a big runway over here ahead of us.
spk09: Great. Thank you so much. I appreciate it.
spk02: Appreciate the question.
spk06: Thank you. The next question is coming from Alok Patel of Stiefel. Please go ahead.
spk10: Hi. Hi, everyone. This is Alok Patel on the line for Mark Asterton. I wanted to follow up regarding in-store merchandise. Can you talk about which categories are more or less elastic? How do you think about pricing as you move through 2023 and and the potential benefit from higher promotional activity or just reduced pricing?
spk02: Sure, sure. First of all, you know, I can maybe touch a couple of categories that were basically, you know, we saw a big increase or a very, you know, very nice increase over there. I mean, the first one, of course, is candy. I mean, everybody knows that candy, you know, countrywide candy is up. We saw a nice increase in candy. Frozen foods continue to be a big hit for us. As you guys remember from the beginning of 2021, we implemented over 700 freezers into our stores and continue to grow. I mean, this quarter, just this quarter, frozen foods was up 19.2%. The same thing goes to packaged sweet snacks. I mean, over 14% increase. Packed bags continue to grow, 4.7% increase. So, you know, we believe that, you know, the big opportunity for us, it's really loyalty. And, you know, as we continue to grow and as we continue to offer great, basically, great promotions to our loyal customers, not only that, you know, their basket increase, I mean, they're coming more often. And that, I think, will drive our profitability inside the stores. The one thing I want to touch, of course, is that, remember, we started 2020, Q4 2020, our same store sells cigarettes was around 38.9%, almost 39%. And today the concentration of cigarettes inside our box, it's around 32.9%. This is a 6% difference, which means that we're able to increase the basket and sell 6% more of other products that their margin is probably two or three times better than the margin on cigarettes. And that's the focus over here. The focus is to continue to increase inside sales with high margin item, which include the food service item and all of the other categories I just mentioned. And we see it, by the way, in Q1 already. I mean, Q1, I mean, the inside sales, excluding cigarettes, continue to be very, very strong, similar to what we saw in Q4 2022.
spk10: Gotcha. And then I had a quick follow up on exit rates for margins. Just any commentary on how December was stacking up compared to November or October and whether that momentum or that level of margin has carried over into January and February. Any color on that would be great.
spk02: Are you talking, are you talking inside the store?
spk10: No, I was referring to fuel margins.
spk02: Oh, fuel margin. Well, you know, I can't, you know, really comment about what happened in Q1. There is no question that Q4 was very, very strong Q compared to the rest of the year. No question about that. You know, the only thing I can tell you that nothing significantly really changed. That's the one thing I can tell you. I think we saw maybe a little bit soften, you know, in Q1. But that's happened, by the way, in Q1 2022 as well. Just for everybody's memory, Q1 2022, the CPG was a little bit lower than Q4 2021. And we see the same thing over here. Remember, Q1 is always the queue that people drive less. Weather-wise, it's not great to be outside. But I don't think that this is going to demonstrate anything. Q4 to Q1, I don't think it's really provide any kind of demonstration over here. The one thing I can tell you is that we see gallons picking up basically in February compared to basically prior year. That's one thing that we see.
spk10: Got it. All right.
spk06: Thanks.
spk02: Thank you.
spk06: Thank you. The next question is coming from Karu Martinson of Jefferies. Please go ahead.
spk07: Good morning. When you look at adding pizza, grab-and-go, freezers, and things of that like, is there a change in the CapEx philosophy or the investment needed in the boxes here?
spk02: No, there is really no change. Like everything else, usually when we make those changes and usually when we add those items inside the box, you know, we don't view the same philosophy that we use on return on capital. I mean, and I'll give you an example. When we added the bean-to-cup coffee machines to over 500 and almost 550 stores last year, you know, we said, yes, return on capital is very important, but at the same time, this is a must. If you want to be in the business of selling coffee and you want to tell the market that you're selling coffee 24 hours basically 24 hours a day, seven days a week, and you get the same fresh cup of coffee, you need to make the investment because you assume that with that investment, you assume that people are going to come in and not only, you know, you're going to become a destination for coffee, they're going to pick up some other items, some bakery items because of that. So as long as you have the item that will be actually sold with coffee, this is an investment. The same thing goes to pizza and the same thing goes to the rest of the food service items. You invest in freezers, you invest in grab-and-go's, and the assumption is that the minute someone, you know, basically grab a sandwich, he's also going to grab a drink and maybe a chips with that. And this is really the way we're thinking about that. We're thinking about how can we increase the basket, how we can increase actually the inside sales. And that's, you know, I call it functional remodel, which means that you actually need to invest in areas that you know are basically going to impact some other areas within the stores.
spk07: Okay. And how do we reconcile, you know, we're reading the journal and what have you, and the headlines are the consumer is pulling back, the consumer is trading down a private label, and yet you're seeing, you know, a 19% increase in food sales, and you're seeing people shop the insides of your stores. on that front, what's the disconnect that we're not getting in your local markets?
spk02: Well, given the market that I mentioned, and given that, as I said, 40% of our stores are actually sitting in cities that are population of 20,000 people or less, as you can imagine, in those areas, the consumer is looking for value. The consumer is looking for value. There is no question about that. And given our size, And, you know, you're talking about an industry that 75% of the industry, almost 75, 70, 75% of the industry, it's really small chain with 50 store or less. As you can imagine, very difficult for, you know, some of those small chain to implement the private label. Very difficult for some of those small chain to basically to bring value, you know, valuable items to the consumers. I think given our size and our economy of scale, We have over 1,400 stores going soon to over 1,500 stores. I think we have the size and the capability and the merchandising team, of course, that work around the clock to make sure that we bring valuable items basically to the consumer. And by the way, that's the reason I keep saying that. That's the reason that Q4 was such a strong queue with items other than cigarettes. And I can, you know, I can be very pleased and tell you right now that the trend right now continues to be, you know, stronger than basically than Q4 when it comes to those categories. So as long as you have the size and economy of scale and you have, you know, the merchandising team that will solidify those products, I mean, this is what the consumer is looking right now. You're absolutely correct. The consumer is looking for value. The brand, it's not relevant anymore. The value is very, very important given, you know, basically where we are at the moment.
spk07: Thank you very much. Appreciate it.
spk02: Thank you.
spk06: Thank you. The next question is coming from William Reuter of Bank of America. Please go ahead.
spk08: Hi. You mentioned that the M&A pipeline continues to be strong. I guess is there anything you can share with us about the attributes in terms of how big these are? Are they the same kind of general size that the historical acquisitions have been? And I guess I'm talking on the retail side here.
spk02: Yeah, I think nothing really changed in terms of the size. I mean, it's the same size as you guys saw. We basically did four acquisitions. Three of them involve retail. So I don't think anything changed in terms of size. I think what we're seeing over here, and that's coming back to what I was basically saying since 2020, we are a very, very, very disciplined purchaser, very disciplined purchaser. uh and you guys didn't see double digit multiple when it comes to our acquisition you know we still you know basically uh signed 24 acquisition close 22 getting ready to close another two you know we grow our store base you know very nicely over here and i think what you're going to see right now it's a lot of people that i don't want to say overpaid but maybe paid higher multiples as interest rates continue to rise i think what we're going to see is that some of those folks going to have to try to refinance or they're going to try to sell their businesses given that they're not going to be able to refinance in this interest rate environment. And it's also become a little bit more difficult to operate a medium, small-sized chain versus what we saw basically before the pandemic.
spk08: Okay. And then that's helpful. And then just as one follow-up, you talk about how 60% of your stores are in relatively rural locations or smaller population locations. Historically, there have not been many large operators that have been building stores there. Have you seen that change at all over the last year or two, given that profitability of outside-the-store fuel margins has been so strong?
spk02: Nope. I don't see... I don't see a lot of people building stores in this environment. And I think not only because of that, it's also because the cost of construction is probably 40% higher than what we saw before we actually entered the pandemic. I don't see a lot of, basically, a lot of big stores being built in our markets at all. No, this is not even something that I see over here that actually provides any kind of concern to us.
spk08: Good to hear. Okay, thank you. Thank you.
spk06: Thank you. The next question is coming from Anthony Bonadio, Wells Fargo. Please go ahead.
spk01: Thanks, guys, and congrats, Don, on your retirement. So I just wanted to ask about acquisition synergies, and I think you guys illustrated a lot of this well in the Handy Mart example in your opening remarks. I think you gave something in the range of 27% of EBITDA in synergies on the transit acquisition. Obviously, your growing scale continues to help there, but are you finding that numbers creeping higher over time as you guys evolve the model and refine your approach to things like prepared food, merchandising, and the loyalty program? And then how high could we see that go over time?
spk02: Dan, I will let you take this. Dan, I believe you're on mute. Oops, we probably lost on. So Anthony, you know, I can't provide guidance on what's going to happen in the future. The only thing I can say, and again, go back and refer to the Endymart acquisition or, you know, the Pride acquisition that we have out here. And this is acquisition that we already closed. There is no question that given our size, economy of scale matter, absolutely matter. But it's only, not only just economy of scale, it's also, as I mentioned on the call, it's also execution. You know, in Endymart, You know, those stores were there for over a hundred years. I mean, this is a brand that we bought in November and this is 101 year old brand. And you know, those guys had the opportunity to basically to add product to merchandise the stores. I think what we bring to the table over here, it's really experience, experience merchandisers. You know, most of those small companies don't have merchandisers and marketing team that is actually sitting behind them. And they're really relying on the, I'll call it on the wholesaler. given our size and given that we have the merchandising team and we have the marketing team behind the company. And, you know, when we come in in 36 stores, I mean, think about it, adding 700 items to the store. I mean, this is huge. And you see the results. And by the way, the results are coming in a very short order. I can tell you all that we start to basically to work on the planogram of the stores around June. I mean, literally just around June. And within six months, you see the increase. I mean, we went from 31 points, basically five to 33. So we actually added 200 basis points to the margin. And on the top of it, we actually saw an increase in sales, which was actually tremendous. And, you know, as you can see, we increased our level EBITDA by 30% over here. So I think the smaller the deal, I think the bigger opportunity. The mid-size deal, I think the opportunities are going to be there. Again, it's just we bring expertise and execution skills that some of the other companies just don't have, given their size.
spk04: Hey, Ari, can you hear me now?
spk02: Yes.
spk04: Yeah, so I thought I was off mute. One of the things I think that's important, Anthony, if you saw what we did with HandyMart, we're not waiting to get in to do the resets and things like that. And obviously, the bigger we get, the lower our cost is, the more efficient. And we're also looking not only just at the store level, we're also looking at the G&A structure as well, too. And there's obviously more synergies to come. And obviously, we've now well-defined three different segments. We're all operating on the same platform. And I think there's more synergies to come. It just comes naturally. So I think we'll see that. But the big focus really is to get there as soon as possible. and start to do these resets and realize these synergies quickly, which will just lead us, you know, to grow even more. So I think, you know, I don't want to give a percentage on it, but I think one of the things we, if you note, like when we looked at the Quarles acquisition, we exceeded our expectations with Bayer. We exceeded our expectations with Handy Market. We exceeded our expectations with Empire. And I think we're at a point now where we've really gotten the formula down. I won't say completely, but now comes the fun part where we really can start focusing in on, Not just what do we do with synergies, but internal processes and how do we make that even better, make it easier for the operators so they can have more customer-facing time and do things like that so the synergies not only with the acquired sites, but also with our own sites from an organic standpoint will grow.
spk06: Thank you. I'm showing no additional questions in queue at this time. I'd like to turn the floor back over to Mr. Coulter for closing comments.
spk02: Thank you very much. First, I would like to thank you all for joining the call. Great question. A lot of questions this time, which is great. You know, we had a hell of a quarter. We had a hell of a year. You know, grew our EBITDA. Again, this is the second year that we are at second anniversary of being a public company over here. You know, we grew EBITDA. from $256 million last year to $301 million this year. And as you guys see, we have another two acquisitions that we're getting ready to close. I think we continue to perform very, very well, continue to execute. And as Dan mentioned earlier, every time when we put numbers in front of our investors, we actually beat those numbers. So we're trying to be also conservative over here. And I'm looking forward for a great 2023. Thank you, everybody, for participating, and have a great day.
spk06: Ladies and gentlemen, thank you for your participation. This concludes today's event. You may disconnect your lines at this time or log off the webcast and enjoy the rest of your day.
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