Filed On 11/16/01 ˇ SEC File 1-10714 ˇ Accession Number 866787-1-500045
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11/16/01 Autozone Inc ARS 8/25/01 2:561
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[COVER]
GET IN THE ZONE (sm)
AUTOZONE(R) LOGO]
[photos of AutoZone employees]
2001
ANNUAL REPORT
<< AMERICA'S NUMBER ONE
VEHICLE SOLUTIONS PROVIDER
AutoZone sells auto and light truck replacement parts and accessories,
automotive chemicals and motor oil to do-it-yourself customers and professional
mechanics.
[AUTOZONE SIGN GRAPHIC]
Founded in 1979, the Company now operates 3,019 AutoZone stores in 42 U.S.
states and 21 stores in Mexico. Each of our nearly 45,000 AutoZoners is
committed to the highest level of customer service - every store has AutoZoners
equipped with the tools and knowledge necessary to provide the highest level of
technical advice and diagnostic support to our customers. AutoZone's website,
www.autozone.com, can be used to order parts online or to look up parts in your
local AutoZone store. The website is also a great resource for helpful
maintenance and repair information. Through ALLDATA, the Company provides the
most comprehensive electronic diagnostic and repair information available to
professional mechanics either online, on CD or DVD.
[AUTOZONE TRUCK GRAPHIC]
The Company has been publicly held since 1991. AutoZone stock trades on the New
York Stock Exchange under the ticker symbol "AZO" and is included in the
Standard & Poor's 500 Index. AutoZone is also recognized on the list of Fortune
500 companies.
[NORTH AMERICAN AUTOZONE LOCATIONS MAP]
<< 2001
HIGHLIGHTS
NET SALES were a record $4.8 billion in fiscal 2001. Sales have increased at a
19% compound growth rate over the past 10 years.
------------------
EARNINGS PER SHARE advanced 19% to $2.38 in fiscal 2001 and have grown at a 22%
compound rate over the past ten years, prior to nonrecurring charges.
------------------
SALES AND EARNINGS ACCELERATED in the fourth quarter, primarily as a result of
new marketing and merchandising programs. Same store sales rose 8% and earnings
per share jumped 27%, prior to nonrecurring charges, compared with the fourth
quarter of fiscal 2000.
------------------
AUTOZONE'S STRONG CASH FLOW was used to reduce long-term debt and repurchase
company stock in fiscal 2001. Since the stock repurchase program began, AutoZone
has repurchased about 30% of its outstanding stock at an average price of $27
per share.
------------------
AUTOZONE opened 104 net new stores in the U.S. and 8 in Mexico in fiscal 2001.
At fiscal year end, AutoZone was the largest retailer of auto parts in North
America with 3,019 stores in the U.S. and 21 in Mexico.
[bar graphs showing:]
SALES
($ in millions)
97 98 99 00 01
$2,691 $3,243 $4,116 $4,483 $4,818
OPERATING PROFIT
($ in millions)
- Before nonrecurring charges
97 98 99 00 01
$321 $382 $433 $512 $545
NET INCOME
($ in millions)
- Before nonrecurring charges
97 98 99 00 01
$195 $228 $245 $268 $271
EARNINGS PER SHARE
- Before nonrecurring charges
97 98 99 00 01
$1.28 $1.48 $1.63 $2.00 $2.38
CASH FLOW FROM
OPERATIONS
($ in millions)
97 98 99 00 01
$178 $383 $312 $513 $459
AFTER-TAX RETURN
ON CAPITAL
(%)
97 98 99 00 01*
16.6% 14.5% 12.8% 13.3% 14.3%
AFTER-TAX RETURN ON
AVERAGE EQUITY
(%)
97 98 99 00 01*
20.1% 19.2% 18.6% 23.1% 27.8%
* Before nonrecurring charges
Annual Report | AZO 1
<< TO OUR CUSTOMERS,
AUTOZONERS & SHAREHOLDERS:
[PHOTO OF AUTOZONE STORE]
It is with great pleasure that I write this letter and share with you our
excitement about the many opportunities we have at AutoZone. AutoZone is
America's number one vehicle solutions provider. We are a Fortune 500, S&P 500,
and NYSE company with nearly $5 billion in revenue and 45,000 AutoZoners. We
have a tremendous culture of commitment to our customers, and I am pleased to
have the opportunity to carry on this outstanding tradition.
When I joined the Company last January, we established a mission to increase
shareholder value. With the help of every AutoZoner, we have made significant
strides in accomplishing this mission. Last winter, we conducted extensive
business analysis, developed a long term Strategic Plan, and then completed the
fiscal year 2002 Operating Plan. This planning process established a new
discipline with respect to the management of our business, and has allowed us to
develop many of the tactics that are already contributing to strong comparable
sales growth.
The leadership for these plans has come from the CEO team (pictured on page 43),
comprised of the roughly 40 officers of the Company. We could not have
accomplished so much in such a short period of time without the energy and
support of this entire group. As part of our new plan, the CEO team recognized
the many opportunities ahead and articulated them in a new vision for the
Company: "Relentlessly creating the most exciting Zone for vehicle solutions!"
Our vision is designed to challenge the status quo, provide a source of
inspiration, and set a path of profitable growth for AutoZone well into the
future.
The market has begun to recognize the impact that our new direction - coupled
with the energy and enthusiasm of our AutoZoners - has had on the value of our
stock. Our focus has been on creating value, so we appreciate the market's
recognition of our progress as reflected in a stock price that has increased
over the last year from $21 per share to nearly $60 per share at the time of
this writing in early November.
This report is intended to convey why we believe AutoZone is a great company in
a strong industry with significant opportunities, and how the AutoZone vision
will lead to improved financial performance and further increases in shareholder
value.
2 AZO | Annual Report
[PHOTO OF STEVE ODLAND, with caption stating:]
STEVE ODLAND
Chairman, President, and
Chief Executive Officer
AutoZone Priorities
We have established three priorities for our business:
- Expand the U.S. retail (DIY) business,
- Develop the U.S. Commercial (DIFM) business, and
- Profitably expand our business in Mexico.
U.S. DIY market: healthy and growing
AutoZone's core business lies with the Do-It-Yourself (DIY) customer, which
according to the Automotive Aftermarket Industry Association (AAIA) is over $37
billion in size and has grown at a compound annual growth rate of 5.6% over the
past five years. Equally important, according to AAIA, an estimated $60 billion
of routine vehicle maintenance goes undone each year. We see this as a great
opportunity to grow sales and, at the same time, to help ensure the safety of
our customers and the longevity of their vehicles.
All vehicles need routine maintenance, but as cars and trucks get older and out
of warranty, they also need general repair work. By the time a vehicle is seven
years old, it is typically into this repair cycle. We call these vehicles "our
kind of vehicles," or OKVs; and, because of the big increase in new car sales
which started about seven years ago, we are beginning to see increases in the
growth rate of OKVs. Just as exciting is the fact that the annual age of
America's huge SUV population is 5.4 years - not even into the OKV repair cycle
yet! Historically, our same store sales growth roughly has followed the trend of
OKV growth.
Fiscal 2001 was a year of change. We used the results of both internal and
external research to develop a strategy for improving sales and gross margin in
our core business.
This spring we launched our new advertising campaign, "Get in the Zone,"
capitalizing on the strength of the AutoZone brand name. These upbeat ads focus
on the value of routine maintenance, the importance of maintaining a car's value
by keeping it clean and waxed, and saving money on gas by changing filters and
doing tune-ups. We not only changed our message, we changed the way the message
is delivered. Our ads are not only on television, but also are now heard on the
radio while driving to and from work, the perfect time to think about the car's
needs and to stop by AutoZone. In addition, recognizing the importance of the
growing Spanish-speaking population, we significantly increased our advertising
on Spanish language radio and television. We are very pleased with the success
of this campaign and continue to add new messages reminding customers of the
importance of routine vehicle maintenance.
We have put an even greater emphasis on merchandising.
First, we began to look more at the driver as our customer, rather than just the
car, and we quickly identified some items that were missing from our stores -
for instance, sunglasses and driving accessories. We added a few items for kids,
the future vehicle owners of America, like Hot Wheels and Matchbox cars.
Hands-free mobile phone accessories were added especially now that laws require
them in many places. And there are plenty of other new items, which were tested
thoroughly and proven before we added them in all of our stores.
Annual Report | AZO 3
We also added more vehicle accessories to our stores, including more fashionable
seat covers and floor mats, accessories for pickups and sport utility vehicles,
and this year's favorite, decorative neon lighting for virtually every part of
the car. Accessories are a huge opportunity for AutoZone - we have only begun.
All of this said, be assured that we have not forgotten what makes AutoZone
stand apart from everyone else: our hard parts business. It's the foundation of
our business and our focus is to have the right part at the right price when our
customer needs it. We made significant improvements in our hard parts coverage
during the year and continue to add the parts that our customers want. In
several parts categories we are re-instituting our "good, better, best" product
line segmentation to better meet our customers' needs.
The Commercial DIFM business:
Significant Growth Opportunities
The other part of the vehicle repair and maintenance business is the Commercial
market, or Do-it For-Me (DIFM). This market is about the same size in parts, and
growing about the same rate as DIY. AutoZone began opportunistically selling to
this market a couple of years ago. This business is now over $400 million of our
total revenue. Commercial sales are particularly attractive, as they leverage
our current DIY assets and are mostly incremental sales volume for us.
We continued to make progress throughout fiscal 2001, resulting in commercial
same store sales increases of 11% for the year. We plan to work even harder on
developing our commercial business in fiscal 2002. We will further develop our
commercial customer relationships by providing more of the branded parts for
which mechanics are asking. Our new hub and spoke store delivery system gives us
the advantages of national reach and timely delivery of parts to the commercial
installer.
ALLDATA remains the premier provider of automotive diagnostic and repair
information to the professional mechanic. This business had record sales and
profits in fiscal 2001. Going forward, ALLDATA gives us a valuable competitive
advantage in the further development of the DIFM market.
Mexico: Untapped Potential
Our third strategic priority is the development of stores in Mexico. At the end
of fiscal 2001, we had 21 stores in Mexico, mainly along the border, but with
two in the interior around Monterrey. The opportunity in Mexico is apparent,
with large numbers of older vehicles and a need for
[PHOTO OF VEHICLE PARTS]
--------------------------------------------------------------------------------
An AAIA study of the DIY consumer gives us increased confidence in the industry.
For instance, over the past seven years:
<<The percentage of households performing DIY jobs has increased.
<<The average number of vehicles per DIY household has increased.
<<More women are working on their cars.
<<More young people age 18-25 are heavy DIYers, meaning they can do jobs like
replace a brake master cylinder or replace a fuel injection system.
<<The reasons people DIY are to save money, save time, because it's easy, and to
be sure it's done right.
Source: AAIA, The Aftermarket Consumer, 2001
--------------------------------------------------------------------------------
4 AZO | Annual Report
--------------------------------------------------------------------------------
In June, we made a decision to sell TruckPro, our heavy-duty truck parts
subsidiary. We made this decision primarily to allow us to focus on our core
business. TruckPro had a good year, with a very strong finish. The entire
TruckPro team should be commended for their success despite the distractions of
the sale process.
[PHOTO OF TRUCKPRO BASEBALL CAP]
--------------------------------------------------------------------------------
parts. To date, our stores in Mexico are very successful. We have very dedicated
AutoZoners who have quickly adopted the AutoZone culture. We are aggressively
addressing supply chain issues, which continue to make development further into
Mexico a challenge. As with all of our other ventures, we closely monitor our
investment to assure the return our investors expect.
Financial Results
New marketing and merchandising initiatives, progress in commercial and Mexico,
along with relentless cost management, resulted in strong financial results for
fiscal 2001, particularly in the second half. For the year, before nonrecurring
charges, we achieved 19% EPS growth and a 14.3% return on invested capital with
same store sales growth of 4%. In the fourth quarter, we achieved 8% same store
sales growth and EPS growth of 27% before nonrecurring charges. Our excellent
results would not have been achieved without the enthusiasm and drive of our
many AutoZoners and the support of our vendors.
Nonrecurring charges totaled $95.8 million after tax and were recorded in the
third and fourth quarters. These charges resulted from the development of our
strategic plan, requiring a 15% after-tax return on invested capital for all new
investments. The nonrecurring charges related primarily to the planned sale of
TruckPro, the closing of 51 under-performing stores and a small supply depot, a
writedown of the market values on closed properties, ceasing development of real
estate and technology projects not meeting our recently imposed 15% investment
hurdle rate, and the impact of merchandising strategy changes resulting in the
writedown or disposal of selected inventory items.
For the year, AutoZone generated $391 million of cash flow after capital
expenditures, which was used to repurchase $366 million of its common stock
while at the same time reducing outstanding borrowings by $25 million. As of the
end of the fiscal year, AutoZone had reduced debt to $1.23 billion, while
increasing EBITDA from $639 million to $676 million excluding nonrecurring
charges. Since the inception of the share buyback program, the Company has
repurchased nearly a third of its outstanding shares, at an average cost of $27.
We have reduced our debt relative to free cash flow, and we believe we have
significantly increased value to shareholders by reducing the shares
outstanding.
In summary, we are excited about the progress we made in fiscal 2001. It has
given us confidence in our ability to profitably grow AutoZone well into the
future. AutoZone is the clear leader in this exciting business. We have a great
plan for the future and the right people to execute it. We are clearly focused
on operating this company to maximize long-term shareholder value. I am grateful
for the opportunity to be a part of AutoZone and look forward to this exciting
future.
/s/ Steve Odland
STEVE ODLAND
Chairman, President, and Chief Executive Officer
Customer Satisfaction
Relentlessly creating the most exciting Zone for
vehicle solutions!
--------------------------------------------------------------------------------
This year, both John Adams, former Chairman and CEO, and Tim Vargo, former
President and COO, decided to step down from their active officer duties. John
wanted to spend more time with his family, travel, and attend to outside Board
responsibilities. Tim needed to spend more time with immediate family members
coping with long term illnesses. Both remain part of the AutoZone family and
continue to help out behind the scenes. We'd like to thank both John and Tim for
their many years of dedication to AutoZone. Their leadership helped make today's
successes possible.
--------------------------------------------------------------------------------
Annual Report | AZO 5
Building Shareholder Value in
THE PARTS ZONE
[PHOTO OF ALTERNATOR]
KEEPING AMERICA'S CARS ON THE ROAD
The typical AutoZone customer owns a car or truck that's over seven years old,
out of warranty, and into the repair cycle. AutoZone sells parts and accessories
like batteries, alternators, starters, shock absorbers, thermostats, filters,
belts, and hoses - the same parts that have kept customers' cars on the road for
years. Newer cars have some more sophisticated electronic parts, but many of
these like oxygen sensors and EGR valves are fast and easy to replace, saving
the DIYer even more money.
COMPUTER DIAGNOSTICS MADE SIMPLE >> [PHOTO OF ELECTRONIC TESTING EQUIPMENT]
The OBD II (second generation OnBoard Diagnostic) tester simplifies electronic
diagnostics by reading the computer chips on newer vehicles. Our diagnostics
specialists are equipped with this tester and will help the DIYer diagnose the
problem, or the testers are available for sale in the AutoZone store. Simply
plug it in, read the meter, and AutoZone will help with the rest.
[PHOTO OF OXYGEN SENSOR]
[PHOTO OF WATER PUMP]
ASE CERTIFIED AUTOZONERS "STEER" YOU IN THE RIGHT DIRECTION >>
DIYers choose AutoZone over the competition because of our friendly and expert
service. Most AutoZone stores have ASE certified parts specialists who can
answer even the most complicated questions. AutoZoners know cars and are always
ready to Go Out To The Customer's Automobile - GOTTChA.
6 AZO | Annual Report
[PHOTO OF AUTOZONE EMPLOYEE HOLDING STEERING WHEEL]
MONEY SAVER
LOAN-A-TOOL SERVICE >>
Tools are an essential part of car repair and some jobs require special tools,
like this heavy-duty torque wrench or this harmonic balancer puller. That's why
AutoZone has a Loan-a-Tool service, with about 75 tools, some costing more than
$100, that allows DIYers to borrow the right tool to get the job done right.
[PHOTO OF TORQUE WRENCH AND HARMONIC BALANCE PULLER]
CHECK PARTS AVAILABILITY ONLINE >>
AutoZone.com helps DIYers troubleshoot and diagnose their vehicle's problems
online by guiding them through a series of questions about the vehicle's
symptoms. Once diagnosed the DIYer can check the availability of parts at their
favorite AutoZone store, or order them online. The website also offers helpful
repair and installation tips.
[GRAPHIC OF AUTOZONE WEB PAGE]
Building Shareholder Value in
THE MAINTENANCE ZONE
<< NEW MERCHANDISING BUILDS SAME STORE SALES
AutoZone changed its merchandising in 2001 to allow store managers more
flexibility in arranging counter and front-of-store displays to better meet
their customers' needs. Seasonal displays, such as wash and wax in the summer
and antifreeze in the winter, can have a major impact on improving same store
sales.
[PHOTO OF COUNTER DISPLAYS]
WATCHING-OUT FOR EVERYBODY
In these troubling times, safety and security are more important than ever.
AutoZone stocks first aid kits, jumper cables, spare fuses, safety triangles,
and Fix-a-Flat to make sure your family's vehicle is equipped for emergency
situations.
[PHOTO OF MOTHER AND CHILDREN]
[PHOTO OF DURALAST(R) BATTERY, HEADLAMP, AND WINDSHIELD WIPERS]
ROUTINE AUTO MAINTENANCE KEEPS CUSTOMERS COMING BACK >>
Routine maintenance means more than changing your oil and filter. It includes
inspecting brakes, wiper blades, headlights, and turn signals to be sure they
are working properly. It also includes replacing old fan belts and radiator
hoses that could leave you stranded if they break. AutoZone encourages regular
maintenance to prolong a vehicle's life and preserve the owner's investment.
Clean filters help save on gas mileage. Regular maintenance increases vehicle
life and can save in operating costs.
[PHOTO OF FRAM FILTERS]
8 AZO | Annual Report
The AAIA estimates that $60 billion of automobile maintenance goes undone each
year. At AutoZone, we believe regular maintenance is important since it insures
the safety of our customers and increases the longevity of their vehicles.
AutoZone's marketing and merchandising is focused on this growing market
segment.
[PHOTO OF AUTOZONE EMPLOYEES WITH PORTABLE BATTERY TESTER AND BATTERY]
[PHOTO OF REPAIR MANUALS, HOSE AND BELT]
<< CURB-SIDE SERVICE
AutoZoners provide curb-side assistance to customers with portable diagnostic
equipment that can test a car's electrical system, including the alternator,
voltage regulator, starter and battery. AutoZone's goal is to help the customer
purchase the right part the first time.
Building Shareholder Value in
THE OPPORTUNITY ZONE
DIVERSITY OF NEEDS CREATES SPECIAL MERCHANDISING OPPORTUNITIES >>
AutoZone is more than a parts store. We've added new product categories for
DIYers. We've expanded our line of auto accessories to dress up cars and trucks;
products marketed to the driver, such as sunglasses and cell phone accessories;
and we added merchandise that appeals to the youngest DIYers, like toy cars and
kid-sized tool sets.
[PHOTO OF PICKUP TRUCK]
<< UNIQUE "ADD-ON" ACCESSORIES
Adding the personal touch to your vehicle makes it feel more like home. In 2001,
AutoZone added a lot more vehicle accessories, like new styles of seat covers
and floor mats, neon trim for inside and out, truck and SUV accessories and
wireless telephone accessories for safe driving while talking. It's an area
where opportunities abound for future merchandising.
[PHOTO OF WIRELESS PHONE ACCESSORIES]
THE PERFECT GIFT >>
AutoZone Gift Cards are easy to buy, easy to use, and are the perfect gift for
almost everyone with a car, truck, or SUV. They're good at all 3,019 AutoZone
stores from coast to coast and available online.
[AUTOZONE GIFT CARD GRAPHIC]
10 AZO | Annual Report
AUTOZONE=CUSTOMIZATION
DRESS UP THE ENGINE TOO! >>
Under the hood options come in a variety of exciting colors. Some of the options
add power and excitement - and even can change the sound of your ride. With
AutoZone's expanded inventory of custom accessories, enthusiasts can really
dress up their car or truck.
[PHOTO OF CAR WITH HOOD RAISED]
[PHOTO OF YOUNG CUSTOMER WITH A FULL AUTOZONE SHOPPING BASKET]
<< AUTOZONERS COME IN ALL SIZES
AutoZone added Hot Wheels and Matchbox cars, kids' tool sets and NASCAR uniforms
to stores in 2001 to make the shopping experience more fun for little DIYers.
The more fun the kids are having, the longer parents have to shop!
[HOTWHEELS(R) GRAPHIC]
[PHOTO OF CHILDREN IN RACE CAR CLOTHING]
Building Shareholder Value in
THE COMMERCIAL ZONE
<< JUST IN TIME INVENTORY KEEPS COST LOW
AutoZone's sophisticated inventory management system is designed
to assure that our stores have the right parts in stock. Our goal is to meet the
professional mechanics' needs of `just in time' inventory that include a full
line of AutoZone and "professional" branded parts.
ONE ON ONE RELATIONSHIPS BUILT ON TRUST & RELIABILITY >>
Professional mechanics depend on AutoZone for getting the right parts delivered
when they are promised. AZ Commercial understands that if we do not deliver, or
if we don't have the right part, our customer does not get the job done.
[PHOTO OF AUTOZONE EMPLOYEE AND COMMERCIAL CUSTOMER]
[PHOTO OF AUTOZONE COMMERCIAL SPECIALIST WITH HOSE]
12 AZO | Annual Report
TECHNOLOGY
ALLDATA >>
ALLDATA is one of AutoZone's many products for the commercial installer. ALLDATA
is an essential tool for helping the professional mechanic get the job done. It
includes engine-specific diagnostics, repair procedures, electrical diagrams,
maintenance schedules and tables, technical service bulletins, recall
information, and parts and labor for estimating repairs. ALLDATA online offers
additional features to help the professional mechanic build customer loyalty.
[PHOTO OF MAN IN AUTO REPAIR SHOP AT COMPUTER]
HOW WILL AUTOZONE DEVELOP THE COMMERCIAL SEGMENT IN THE UPCOMING YEARS?
AutoZone's 3,019 locations offer the commercial customer a significant
advantage. Our goal is to deliver more vehicle solutions to more shops faster
than anyone else. The commercial market is about the same size and growing at
the same rate as DIY parts and accessories. After only a few years in the
business, AutoZone is already #3 in overall commercial sales. But, with less
than 2% of the market, we have plenty of opportunity.
[PHOTO OF 2 MEN AT BANK OF COMPUTERS]
Building Shareholder Value In
THE MEXICO ZONE
HARD PARTS >>
Competition for auto parts in Mexico is fragmented between traditional parts
stores and thousands of small repair shops that rebuild broken automotive hard
parts. Since many of the older cars in Mexico are the same as in the U.S.,
AutoZone can leverage its broad inventory and offer better value through new and
quality remanufactured parts to its Mexican customers.
BUILDING SHAREHOLDER VALUE IN THE MEXICO
OPPORTUNITIES ACROSS THE BORDER
INFRASTRUCTURE IN MEXICO OFFERS CHALLENGES TO AUTOMOBILE OWNERS
Mexico has a higher percentage of older cars than the U.S., making it an ideal
market for AutoZone. Sales of replacement parts are also fueled by roads in many
areas that contribute to the wear and tear on vehicles, increasing the need for
repair parts.
[PHOTOS OF SHOCK ABSORBER, STARTER, OLD CAR ON BAD ROAD, JUMPER CABLES,
AND MAN IN AUTOZONE de MEXICO UNIFORM]
14 AZO | Annual Report
INTERNATIONAL PACKAGING AIDS IN SALES AND PRODUCTS >>
AutoZone is changing the way auto parts and products are sold
in Mexico. It began with the first AutoZone de Mexico store
that was opened in December 1998 in Nuevo Laredo and has
expanded to 21 stores at 2001 fiscal year end. AutoZone's
culture of customer service, a broad inventory selection, and
pent-up demand have contributed to success in Mexico.
[PHOTO OF AUTO PRODUCTS WITH SPANISH LABELS]
[PHOTOS OF INTERIOR OF AUTOZONE de MEXICO STORE]
[PHOTO OF EXTERIOR OF AUTOZONE de MEXICO STORE]
AutoZoners of Mexico were quick to embrace the Company's
culture. They are eager to help customers with their vehicle
needs and have particularly strong parts knowledge - they
personify WITTDTJR - What It Takes To Do The Job Right - an
old AutoZone standard.
<< A NUESTROS CLIENTES,
AUTOZONERS Y ACCIONISTAS:
[PHOTO OF AUTOZONE STORE]
Me complace mucho escribir la presente y compartir con ustedes la emocion que
sentimos por las multiples oportunidades con las que contamos en AutoZone.
AutoZone es el proveedor numero uno de soluciones automotrices en los Estados
Unidos. Nuestra empresa, con ingresos cercanos a los 5 mil millones de dolares y
una fuerza laboral de 45,000 miembros, ha sido reconocida por Fortune 500, S&P
500, y la Bolsa de Valores de Nueva York (NYSE). Nuestra cultura de trabajo es
de un firme compromiso con nuestros clientes, y para mi es un honor tener la
oportunidad de continuar con esta extraordinaria tradicion.
Cuando me uni a la empresa el pasado mes de enero, marcamos una mision - la de
incrementar el valor para los accionistas. Con la colaboracion de todos y cada
uno de los Empleados, hemos dados pasos significativos en el logro de dicha
mision. El invierno pasado, realizamos analisis empresariales extensos,
desarrollamos un Plan Estrategico a largo plazo, y terminamos el Plan Operativo
para el ejercicio 2002. Este proceso de planeacion establecio una nueva
disciplina en torno a la administracion de nuestra empresa, y desarrollo muchas
de las tacticas que ya estan contribuyendo al fuerte crecimiento de ventas.
El liderazgo para estos planes ha partido del equipo de la Direccion General
(foto en pagina x), compuesto por unos 40 ejecutivos de la empresa. Sin la
energia y apoyo de este grupo, habria sido imposible lograr tanto en tan poco
tiempo. Como parte de nuestro nuevo plan, el equipo de la Direccion General
reconocio las multiples oportunidades que el futuro brindaba y las integro para
crear una nueva vision para la empresa, "!Creando, de manera implacable, las mas
excitante Zona para soluciones automotrices!" Nuestra vision esta disenada para
desafiar el status quo, brindar una fuente de inspiracion, y marcar el camino
que llevara a AutoZone a un crecimiento rentable por muchos anos en el futuro.
El mercado ha empezado a reconocer el impacto que nuestra nueva direccion -
aunada a la energia y entusiasmo de nuestros Empleados- ha tenido en el valor de
nuestras acciones. Nos hemos enfocado en la creacion de valor, y los resultados
se han visto reflejados en el reconocimiento que el mercado nos ha dado con un
incremento en el precio por accion que paso de USD 21 por accion a una cifra de
alrededor de USD 60 por accion - al momento que la presente se expidio el fin de
octubre.
Este reporte pretende transmitirles el por que creemos firmemente que AutoZone
es una gran empresa en una industria fuerte con muchas oportunidades, y como la
vision de AutoZone le conducira a un mejor rendimiento economico y mayor valor
para los accionistas.
LAS PRIORIDADES DE AUTOZONE
Hemos establecido tres prioridades para nuestra empresa:
- Ampliar el comercio de (HTM) al menudeo en los Estados Unidos,
- Desarrollar el comercio (HPM) en los Estados Unidos,
- Expandir nuestro negocio de manera rentable en Mexico.
UN FUERTE Y CRECIENTE MERCADO NORTEAMERICANO PARA HTM
El negocio central de AutoZone es con el cliente Hazlo-Tu-Mismo. De acuerdo con
una investigacion de la Asociacion de la Industria Automotriz Post-Mercado
(Automotive Aftermarket Industry Association - AAIA), el actual mercado
norteamericano de HTM es de mas de USD 37 mil millones y ha crecido a un indice
anual acumulado del 5.6% en los ultimos cinco anos. De manera mas importante,
segun la AAIA, aproximadamente USD 60 mil millones en gastos de mantenimiento
automotriz de rutina se dejan de invertir. Para nosotros, esta es una gran
oportunidad para incrementar ventas y, al mismo tiempo, ayudar a garantizar la
seguridad de nuestros clientes y la longevidad de sus vehiculos.
Las razones por las que las personas hacen trabajos tipo HTM incluyen: ahorro de
dinero y tiempo, porque es facil de hacer, y para estar seguros que el trabajo
esta bien hecho. Todos los vehiculos requieren de mantenimiento de rutina,
claro esta, pero conforme pasa el tiempo los autos y camionetas se vuelven mas
viejos perdiendo la cobertura de la garantia, requieren de mayores trabajos de
reparacion y mantenimiento. Para cuando un vehiculo llega a los siete anos de
uso, tipicamente entra al ciclo de reparaciones. A estos vehiculos le llamamos
"nuestro tipo de vehiculos" o bien, NTVs. Ademas, dado el enorme crecimiento en
ventas de autos nuevos que empezo hace unos siete anos, estamos empezando a ver
un incremento en el numero de NTVs. De igual trascendencia es el hecho de que
la edad anual de la enorme poblacion de SUVs (Vehiculos para Actividades
Deportivas) en los Estados Unidos es de 5.4 anos - es decir, Aaun no entran al
ciclo de reparaciones! Historicamente, el crecimiento de ventas de nuestros
establecimientos ha ido a la par con la tendencia de crecimiento de los NTVs.
16 AZO Annual Report
El ejercicio 2001 fue un ano de cambio. Empleamos los resultados de
investigaciones tanto internas como externas con el fin de desarrollar una
estrategia para mejorar las ventas y el margen bruto de nuestra empresa.
En el mes de mayo lanzamos la nueva campana publicitaria "Get in the Zone"
(Entre a la Zona), enfatizando el valor del nombre comercial de AutoZone. Estos
dinamicos anuncios se enfocan al valor del mantenimiento de rutina, la
importancia de conservar el valor del auto manteniendolo limpio y encerado, y el
ahorro de dinero cambiando los filtros y realizando afinaciones. No solo
cambiamos nuestro mensaje, sino que cambiamos la manera en que dicho mensaje se
transmite. Nuestros anuncios no solo aparecen en la television, sino que tambien
se escuchan por radio mientras que el conductor se desplaza hacia su trabajo u
hogar - el momento perfecto para pensar en las necesidades del auto y visitar
AutoZone. Ademas, conscientes de la creciente poblacion de habla hispana,
nuestros anuncios se estan presentando en estaciones de radio y television
hispanas por primera vez. Estamos muy complacidos con el exito de la campana y
seguimos agregando nuevos mensajes recordandoles a los clientes de la
importancia del mantenimiento de rutina que requieren sus vehiculos.
Hemos peusto mayor enfasis en mercadeo.
Primero, consideramos como nuestro cliente el conductor, en lugar de el auto, y
rapidamente identificamos algunos articulos que faltaban en nuestras tiendas -
por ejemplo, lentes de sol y accesorios de manejo. Agregamos algunos articulos
para ninos, los futuros propietarios de vehiculos del pais, como carros de
juguete marca Hot Wheels y Matchbox. Se incluyeron accesorios manos-libres para
telefonos celulares en los mercados donde eran requeridos por ley. Ademas,
contamos con una amplia variedad de articulos nuevos, que fueron debidamente
probados y comprobados antes de incluirlos en nuestras existencias.
Agregamos un mayor numero de accesorios para vehiculos, incluyendo
cubre-asientos y tapetes de moda, accesorios para camionetas y vehiculos para
actividades deportivas, y el favorito de este ano - iluminacion de neon
decorativa para casi cualquier parte del auto. La linea de accesorios es una
gran oportunidad para AutoZone - apenas estamos empezando.
Aun asi, tengan la seguridad de que no hemos olvidado lo que distingue a
AutoZone de los demas: nuestro giro de refacciones automotrices. Es la base de
nuestro negocio y nuestro enfoque es contar con la refaccion adecuado al precio
justo en el momento que el cliente la requiera. De hecho, hemos hecho mejoras
significativas en nuestra cobertura de refacciones a lo largo del presente ano y
seguimos agregando aquellas que nuestros clientes desean. En varias de las
categorias de refacciones, estamos volviendo a implementar la categorizacion de
"bueno, mejor, excelente" en la linea de productos para satisfacer mejor las
necesidades de nuestros clientes.
OPORTUNIDAD SIMILAR EN HPM: AZ COMERCIAL
La otra parte del negocio de reparacion y mantenimiento de vehiculos es el
mercado comercial, o bien Hazlo Por Mi (HPM). Segun la AAIA, este mercado es
aproximadamente del mismo tamano en cuanto a refacciones se refiere, y esta
creciendo a una velocidad similar el mercado HTM. De manera oportuna, AutoZone
empezo a venderle a este mercado hace un par de anos. Este giro actualmente
cubre casi USD 500 millones de nuestros ingresos totales. Es especialmente
atractivo puesto que nos da una ventaja en todos nuestros activos actuales y
representa, en gran parte, volumen adicional.
Seguimos avanzando a lo largo del ano. Dicho progreso resulto en un incremento
del 11% en ventas a tiendas similares en el ano. Pretendemos esforzarnos aun mas
en el desarrollo de nuestro giro comercial en el ejercicio 2002. Seguiremos
desarrollando nuestras relaciones con clientes comerciales ofreciendo un mayor
numero de refacciones de marca que los mecanicos solicitan. Nuestro nuevo
sistema de entrega a tiendas con su centro de captacion y amplia red de
distribucion tiene las ventajas de tener alcance nacional y la entrega oportuna
de refacciones al instalador comercial.
ALLDATA sigue siendo la fuente principal de informacion de diagnostico y
reparacion automotriz para el mecanico profesional. Este giro tuvo ventas y
ganancias historicas en el ejercicio 2001. ALLDATA nos brindara una valiosa
ventaja competitiva en el futuro desarrollo el mercado HPM.
MEXICO
Nuestra tercera prioridad estrategica es el desarrollo de establecimientos en
Mexico. Al final del ejercicio 2001, contabamos con 21 tiendas en Mexico,
principalmente en la frontera, pero dos se encuentran en el interior alrededor
de la ciudad de Monterrey. Las oportunidades en Mexico saltan a la vista: mayor
numero de autos viejos, caminos en malas condiciones y una necesidad de
conseguir refacciones. A la fecha, nuestras tiendas en Mexico han tenido mucho
exito. Contamos con Empleados maravillosos que se han adaptado rapidamente a la
cultura de AutoZone. Seguimos tratando las cuestiones relacionadas con cadenas
de suministro, que marcan un desafio para el mayor desarrollo en la Republica
Mexicana. Al igual que con todas nuestras incursiones comerciales, mantenemos un
monitoreo muy de cerca para garantizar las ganancias que esperan nuestros
inversionistas.
Annual Report AZO 17
En el mes de junio, decidimos vender TruckPro, nuestra subsidiaria de
refacciones para camiones pesados. Tomamos esta decision principalmente para
enfocarnos en nuestro giro central. TruckPro tuvo un buen ano, con un cierre
fuerte. Le debemos un reconocimiento a todo el equipo TruckPro por su exito a
pesar de las distracciones del proceso de ventas.
ESTADOS FINANCIEROS
Las nuevas iniciativas de mercadotecnia y comercializacion, el avance en el
giro comercial y en Mexico, aunado a una estricta administracion de costos,
dieron por resultado un solido estado financiero para el ejercicio 2001,
especialmente en el segundo semestre. Para el ano, antes del cargo
no-recurrente, logramos un crecimiento del 19% en rendimientos por accion y un
rendimiento sobre capital invertido del 14.3% con un crecimiento del 4% en
ventas a tiendas similares. En el cuarto trimestre, alcanzamos un crecimiento
del 8% en ventas a tiendas similares y un crecimiento del 27% en rendimientos
por accion, antes del cargo no-recurrente. Estos excelentes resultados no
habria sido posible lograrlos sin el entusiasmo y dinamismo de muchos de
nuestros Empleados y el apoyo de nuestros proveedores.
UN ESTUDIO REALIZADO POR LA AAIA SOBRE EL CONSUMIDOR HTM NOS DA MAYOR CONFIANZA
EN LA INDUSTRIA. POR EJEMPLO, EN LOS ULTIMOS SIETE ANOS:
- El porcentaje de hogares haciendo trabajos HTM ha aumentado.
- El numero promedio de vehiculos por hogar donde se hacen trabajos HTM
ha aumentado.
- Hay mas mujeres que realizan trabajos o reparaciones en sus propios
autos.
- Son mas las personas jovenes de entre 18 y 25 anos de edad que realizan
sus propias reparaciones con todo profesionalismo - esto significa que
pueden hacer trabajos como cambiar el cilindro de frenos o reemplazar
el sistema de inyeccion de combustible.
Este cargo no-recurrente fue de USD 95.8 millones despues de impuestos, y se
registro en el tercer y cuarto trimestres. Fue el resultado del desarrollo de
nuestro plan estrategico, lo cual requeria un rendimiento sobre capital
invertido equivalente al 15%, despues de impuestos, para todas las inversiones
nuevas. El cargo no-recurrente tenia que ver, principalmente, con la venta
proyectada de TruckPro, el cierre de 51 tiendas de bajo rendimiento, y un
pequeno deposito de suministro, una exhaustiva revision de los valores
comerciales de las obligaciones que quedaban de las propiedades cerradas, el
cese en el desarrollo de bienes inmuebles y proyectos de tecnologia que no
cumplieran con la tasa critica de rentabilidad del 15%, y el impacto de los
cambios en la estrategia de mercadotecnia, lo cual resulto en la depreciacion o
eliminacion de mercancia seleccionada del inventario.
AutoZone genero un flujo de dinero de USD 391 millones, despues de gastos de
capital, que se empleo para volver a comprar USD 366 millones en acciones
ordinarias mientras que se redujeron los emprestitos pendientes en USD 25
millones. Al final del mes de agosto, AutoZone ha reducido la deuda a USD 1.23
mil millones, mientras se incrementaron los rendimientos antes de intereses,
impuestos, depreciaciones y amortizaciones de USD 639 millones a USD 676,
excluyendo el cargo no-recurrente. Desde el inicio del programa de rescate de
acciones, la empresa ha rescatado casi una tercera parte de sus acciones en
circulacion, a un costo promedio de USD 27. Hemos reducido significativamente
nuestra deuda relacionada con el margen bruto de autofinanciacion y creemos
haber incrementado, de manera significativa, el valor para los accionistas
reduciendo el numero de acciones en circulacion.
Resumiendo, nos emocionan los avances logrados en el ejercicio 2001. Nos ha dado
la confianza en nuestra capacidad de hacer crecer a AutoZone de manera rentable
por mucho tiempo en el futuro. AutoZone es el lider indiscutible en este
emocionante negocio. Contamos con grandes planes para el futuro y las personas
idoneas para su ejecucion. Nos hemos abocado a la operacion de esta empresa con
el fin de maximizar el valor a largo plazo para los accionistas. Agradezco la
oportunidad de ser parte de AutoZone y ansio ser testigo de este excitante
futuro que nos espera.
/s/ STEVE ODLAND
STEVE ODLAND
Presidente de la Junta Directiva, Presidente y Director General
Relentlessly creating the most exciting Zone for vehicle solutions! (!Creando la
Zona mas excitante de soluciones automotrices!)
------------------------------------------------------------------------------
Este ano, tanto John Adams, anterior Presidente de la Junta Directiva y Director
General, como Tim Vargo, anterior Presidente y Director de Operaciones,
decidieron renunciar a sus cargos. John queria pasar mas tiempo con su familia,
viajar y atender las responsabilidades del Consejo en otras empresas. Tim tenia
que pasar mas tiempo con los miembros de su familia inmediata que padecen de una
enfermedad larga. Los dos siguen siendo parte de la familia AutoZone y brindando
su ayuda tras bambalinas. Les agradecemos a John y Tim por todos sus anos de
dedicacion a AutoZone. Su liderazgo ayudo a hacer posible los exitos de hoy.
------------------------------------------------------------------------------
18 AZO Annual Report
<< FINANCIAL SECTION
TABLE OF CONTENTS
[Download Table]
Ten-Year Review ......................................................... 20
Quarterly Summary (unaudited) ........................................... 22
Financial Review ........................................................ 23
Consolidated Statements of Income ....................................... 28
Consolidated Balance Sheets ............................................. 29
Consolidated Statements of Cash Flows ................................... 30
Consolidated Statements of Stockholders' Equity ......................... 31
Notes to Consolidated Financial Statements .............................. 32
Report of Independent Auditors .......................................... 41
Management's Report ..................................................... 41
Officers ................................................................ 42
Board of Directors ...................................................... 44
Annual Report | AZO 19
<< TEN-YEAR REVIEW
[Enlarge/Download Table]
5-Year 10-Year
(in thousands, except per share data Compound Compound
and selected operating data) Growth (3) Growth (3) 2001 (2) 2000 1999
INCOME STATEMENT DATA
Net sales 17% 19% $ 4,818,185 $ 4,482,696 $ 4,116,392
Cost of sales, including warehouse and
delivery expenses 2,804,896 2,602,386 2,384,970
Operating, selling, general and
administrative expenses 1,625,598 1,368,290 1,298,327
----------- ----------- -----------
Operating profit 15% 21% 387,691 512,020 433,095
Interest income (expense) - net (100,665) (76,830) (45,312)
----------- ----------- -----------
Income before income taxes 11% 20% 287,026 435,190 387,783
Income taxes 111,500 167,600 143,000
----------- ----------- -----------
Net income 10% 20% $ 175,526 $ 267,590 $ 244,783
=========== =========== ===========
Diluted earnings per share 16% 22% $ 1.54 $ 2.00 $ 1.63
=========== =========== ===========
Adjusted weighted average shares for
diluted earnings per share 113,801 133,869 150,257
=========== =========== ===========
BALANCE SHEET DATA
Current assets $ 1,328,511 $ 1,186,780 $ 1,225,084
Working capital 61,857 152,236 224,530
Total assets 3,432,512 3,333,218 3,284,767
Current liabilities 1,266,654 1,034,544 1,000,554
Debt 1,225,402 1,249,937 888,340
Stockholders' equity 866,213 992,179 1,323,801
SELECTED OPERATING DATA
Number of domestic auto parts stores
at beginning of year 2,915 2,711 2,657
New stores 107 208 245
Replacement stores 16 30 59
Closed stores 3 4 191
Net new stores 104 204 54
Number of domestic auto parts stores
at end of year 3,019 2,915 2,711
Total domestic auto parts store
square footage (000s) 19,377 18,719 17,405
Percentage increase in domestic auto
parts store square footage 4% 8% 5%
Percentage increase in domestic auto
parts comparable store net sales (4) 4% 5% 5%
Average net sales per domestic auto
parts store (000s) $ 1,543 $ 1,517 $ 1,465
Average net sales per domestic auto
parts store square foot $ 240 $ 236 $ 232
Total employment 44,557 43,164 40,483
Gross profit - percentage of sales 41.8% 41.9% 42.1%
Operating profit - percentage of sales 8.0% 11.4% 10.5%
Net income - percentage of sales 3.6% 6.0% 5.9%
Debt-to-capital - percentage 58.6% 55.7% 40.2%
Inventory turnover 2.39 x 2.32 x 2.28 x
Net inventory turnover (5) 9.09 x 7.52 x 7.28 x
Return on average equity 19% 23% 19%
(1) 53 weeks. Comparable store sales, average net sales per store and average
net sales per store square foot for fiscal year 1996 and 1991 have been
adjusted to exclude net sales for the 53rd week.
(2) Fiscal year 2001 operating results include pretax restructuring and
impairment charges of $156.8 million, or $0.84 per share after tax.
(3) Excludes impact of pretax restructuring and impairment charges of $156.8
million in fiscal 2001.
(4) Comparable same store sales for fiscal years 1994 through 2001 are based on
increase in sales for domestic auto parts stores open at least one year.
All other periods are increases in sales for stores open since the
beginning of the preceding fiscal year.
(5) Net inventory turnover is calculated as cost of sales divided by the
average of beginning and ending merchandise inventories less accounts
payable.
20 AZO | Annual Report
[Enlarge/Download Table]
Fiscal Year Ended August
1998 1997 1996 (1) 1995 1994 1993 1992 1991 (1)
$ 3,242,922 $ 2,691,440 $ 2,242,633 $ 1,808,131 $ 1,508,029 $ 1,216,793 $ 1,002,327 $ 817,962
1,889,847 1,559,296 1,307,638 1,057,033 886,068 731,971 602,956 491,261
970,768 810,793 666,061 523,440 431,219 344,060 295,701 247,355
----------- ----------- ----------- ----------- ----------- ----------- ----------- -----------
382,307 321,351 268,934 227,658 190,742 140,762 103,670 79,346
(18,204) (8,843) (1,969) 623 2,244 2,473 818 (7,295)
----------- ----------- ----------- ----------- ----------- ----------- ----------- -----------
364,103 312,508 266,965 228,281 192,986 143,235 104,488 72,051
136,200 117,500 99,800 89,500 76,600 56,300 41,200 27,900
----------- ----------- ----------- ----------- ----------- ----------- ----------- -----------
$ 227,903 $ 195,008 $ 167,165 $ 138,781 $ 116,386 $ 86,935 $ 63,288 $ 44,151
=========== =========== =========== =========== =========== =========== =========== ===========
$ 1.48 $ 1.28 $ 1.11 $ 0.93 $ 0.78 $ 0.59 $ 0.43 $ 0.33
=========== =========== =========== =========== =========== =========== =========== ===========
154,070 152,535 151,238 149,302 148,726 147,608 145,940 134,656
=========== =========== =========== =========== =========== =========== =========== ===========
$ 1,117,090 $ 778,802 $ 613,097 $ 447,822 $ 424,402 $ 378,467 $ 279,350 $ 233,439
257,261 186,350 219 30,273 85,373 92,331 72,270 55,807
2,748,113 1,884,017 1,498,397 1,111,778 882,102 696,547 501,048 397,776
859,829 592,452 612,878 417,549 339,029 286,136 207,080 177,632
545,067 198,400 94,400 13,503 4,252 4,458 7,057 7,246
1,302,057 1,075,208 865,582 684,710 528,377 396,613 278,120 204,628
1,728 1,423 1,143 933 783 678 598 538
952 308 280 210 151 107 82 60
12 17 31 29 20 20 14 4
23 3 0 0 1 2 2 0
929 305 280 210 150 105 80 60
2,657 1,728 1,423 1,143 933 783 678 598
16,499 11,611 9,437 7,480 5,949 4,839 4,043 3,458
42% 23% 26% 26% 23% 20% 17% 14%
3% 9% 7% 7% 10% 9% 15% 12%
$ 1,568 $ 1,691 $ 1,702 $ 1,742 $ 1,758 $ 1,666 $ 1,570 $ 1,408
$ 238 $ 253 $ 258 $ 269 $ 280 $ 274 $ 267 $ 246
38,526 28,700 26,800 20,200 17,400 15,700 13,200 11,700
41.7% 42.0% 41.7% 41.5% 41.2% 39.8% 39.8% 39.9%
11.8% 11.9% 12.0% 12.6% 12.6% 11.5% 10.3% 9.7%
7.0% 7.2% 7.5% 7.7% 7.7% 7.1% 6.3% 5.4%
29.5% 15.6% 9.8% 1.9% 0.8% 1.1% 2.5% 3.4%
2.26 x 2.46 x 2.73 x 2.90 x 2.98 x 3.19 x 2.99 x 2.57 x
6.96 x 7.53 x 10.72 x 12.35 x 13.81 x 15.02 x 9.30 x 7.77 x
19% 20% 22% 23% 25% 26% 26% 31%
Annual Report | AZO 21
<< QUARTERLY SUMMARY
(UNAUDITED)
[Enlarge/Download Table]
Sixteen
Twelve Weeks Ended Weeks Ended
------------------ -----------
November 18, February 10, May 5, August 25,
(in thousands, except per share data) 2000 2001 2001 2001
---- ---- ---- ----
Net sales $1,063,566 $ 973,999 $ 1,139,957 $ 1,640,663
Increase in comparable store sales 2% 2% 5% 8%
Gross profit $ 445,565 $ 397,333 $ 482,578 $ 687,813(b)
Operating profit 110,768 77,280 127,866(a) $ 71,777(b)(c)
Income before income taxes 87,788 51,736 104,025 43,477
Net income 53,788 31,736 63,525 26,477
Basic earnings per share 0.46 0.28 0.57 0.24
Diluted earnings per share 0.46 0.28 0.56 0.24
Stock price range:
High $ 28.00 $ 29.75 $ 31.98 $ 49.20
Low $ 21.00 $ 24.60 $ 24.37 $ 30.32
[Enlarge/Download Table]
Sixteen
Twelve Weeks Ended Weeks Ended
------------------ -----------
November 20, February 12, May 6, August 26,
(in thousands, except per share data) 1999 2000 2000 2000
------------------------------------- ---- ---- ---- ----
Net sales $1,006,472 $ 924,164 $ 1,059,415 $ 1,492,645
Increase in comparable store sales 7% 4% 6% 3%
Gross profit $ 421,516 $ 388,427 $ 449,918 $ 620,449
Operating profit 105,748 80,013 126,684 199,575
Income before income taxes 91,144 63,561 109,265 171,220
Net income 56,044 39,061 67,265 105,220
Basic earnings per share 0.40 0.28 0.50 0.85
Diluted earnings per share 0.40 0.28 0.50 0.84
Stock price range:
High $ 29.81 $ 32.31 $ 29.75 $ 29.00
Low $ 23.69 $ 23.25 $ 21.13 $ 21.75
(a) Includes pretax impairment charges of $5.2 million.
(b) Includes pretax inventory writedowns resulting from restructuring
initiatives of $30.1 million.
(c) Includes pretax impairment and restructuring charges of $121.5 million.
22 AZO | Annual Report
<< FINANCIAL REVIEW
The following table sets forth income statement data of the Company expressed as
a percentage of net sales for the periods indicated:
[Download Table]
Fiscal Year Ended
-----------------
August 25, August 26, August 28,
2001 2000 1999
---- ---- ----
Net sales 100.0% 100.0% 100.0%
Cost of sales, including warehouse
and delivery expenses 58.2 58.1 57.9
----- ----- -----
Gross profit 41.8 41.9 42.1
Operating, selling, general
and administrative expenses 31.1 30.5 31.6
Restructuring and impairment charges 2.7
----- ----- -----
Operating profit 8.0 11.4 10.5
Interest expense - net 2.1 1.7 1.1
Income taxes 2.3 3.7 3.5
----- ----- -----
Net income 3.6% 6.0% 5.9%
===== ===== =====
RESULTS OF OPERATIONS
For an understanding of the significant factors that influenced the Company's
performance during the past three fiscal years, the following Financial Review
should be read in conjunction with the consolidated financial statements
presented in this annual report.
RESTRUCTURING AND IMPAIRMENT CHARGES
In June 2001, the Company announced initiatives designed to further the creation
of shareholder value and improve return on capital. The effects of restructuring
and impairment charges on income before income taxes of $156.8 million are
summarized as follows and discussed in detail below:
[Download Table]
(in thousands)
Income before taxes, excluding restructuring and impairment charges $443,848
Restructuring and impairment charges
Cost of sales:
Inventory rationalization 30,133
Restructuring and impairment charges:
Writedown of assets 87,685
Accrual of lease obligations 29,576
Contract settlements/terminations 6,713
Severance and other 2,715
--------
Total charges 156,822
--------
Income before taxes as reported $287,026
========
As a result of a strategic planning process begun during the third quarter of
2001, the Company established a 15% after-tax return threshold for all current
and future investments. All of the Company's assets, including long-lived assets
and real estate projects in process, were examined to identify those not meeting
the revised hurdle rate. A charge of $5.2 million was recorded in the third
quarter related to abandoned real estate projects in process identified during
this review. The review was completed in the fourth quarter, resulting in
additional restructuring and impairment charges of $151.6 million.
Annual Report | AZO 23
<< FINANCIAL REVIEW
The Company completed its evaluation of store performance and determined that 51
domestic auto parts stores were not meeting acceptable operating targets, which
represents less than two percent of the chain. A reserve of $4.3 million has
been established principally for lease commitments for stores to be closed and a
writedown of $12.5 million has been recorded on the fixed assets in such stores
to reduce carrying value to fair value. The effect of suspending depreciation on
these assets was not material in fiscal 2001. Additionally, a reserve of $2.1
million was established for estimated inventory losses expected in closed
stores. These stores are scheduled to be closed during fiscal 2002. The Company
also evaluated all real estate projects in process and excess properties. These
assets have been written down to the lower of carrying value or fair value less
cost to sell, resulting in charges of $21.0 million for asset writedowns and
$18.3 million for net lease obligations. The Company is actively marketing the
assets held for sale through the use of internal resources and outside agents.
Management intends to dispose of all assets held for sale within the next 12
months.
Additional impairment charges of $25.0 million were taken related primarily to
fixed assets associated with the closure of a supply depot in Memphis,
Tennessee, abandoned or discontinued technology-related assets and assets
abandoned due to reorganization of departments within the Store Support Center.
The Company also established a reserve of $7.0 million principally for lease
commitments associated with the closure of the supply depot and for the office
building recently leased by the Company's ALLDATA subsidiary that will not be
occupied.
The Company has made a decision to sell TruckPro, its heavy-duty truck parts
subsidiary. The Company has engaged an investment banking firm to assist in
identifying a buyer for TruckPro and to facilitate the transaction. Based on
preliminary offers received, the Company has recorded asset writedowns and
contractual obligations aggregating $29.9 million. The Company expects to enter
into a definitive agreement to sell TruckPro before the end of calendar year
2001.
The Company has implemented changes in its marketing and merchandising
strategies. The new strategies include reducing quantities of product on hand in
excess of anticipated needs and decisions to discontinue certain merchandise.
This has resulted in an inventory rationalization charge of $28.0 million.
Discontinued inventory will be recalled and disposed of during the first quarter
of fiscal 2002.
After considering the effect of income taxes, the impact of these restructuring
and impairment charges on net earnings was $95.8 million. The remaining Results
of Operations discussion excludes the restructuring and impairment charges
discussed above because the effects of these charges are not comparable on a
year-over-year basis.
FISCAL 2001 COMPARED TO FISCAL 2000
Net sales for fiscal 2001 increased by $335.5 million or 7.5% over net sales for
fiscal 2000. Same store sales, or sales for domestic auto parts stores opened at
least one year, increased 4%. As of August 25, 2001, the Company had 3,019
domestic auto parts stores in operation compared with 2,915 at August 26, 2000.
Gross profit for fiscal 2001, excluding nonrecurring charges, was $2.0 billion,
or 42.4% of net sales, compared with $1.9 billion, or 41.9% of net sales, for
fiscal 2000. The increase in the gross profit percentage was primarily due to a
shift in sales mix to higher gross margin products in the current year and
higher warranty expense in the prior year.
Operating, selling, general and administrative expenses for fiscal 2001
increased by $130.6 million over such expenses for fiscal 2000 and increased as
a percentage of net sales from 30.5% to 31.1%. The increase in the expense ratio
was primarily due to an increase in insurance, expenses related to strategic
initiatives not included in the restructuring and impairment charges and higher
levels of payroll primarily in the first half of the year.
Net interest expense for fiscal 2001 was $100.7 million compared with $76.8
million for fiscal 2000. The increase in interest expense was due to higher
levels of borrowings.
AutoZone's effective income tax rate was 38.8% of pre-tax income for fiscal 2001
and 38.5% for fiscal 2000.
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FISCAL 2000 COMPARED TO FISCAL 1999
Net sales for fiscal 2000 increased by $366.3 million or 8.9% over net sales for
fiscal 1999. Same store sales, or sales for domestic auto parts stores opened at
least one year, increased 5%. As of August 26, 2000, the Company had 2,915
domestic auto parts stores in operation compared with 2,711 at August 28, 1999.
Gross profit for fiscal 2000 was $1.9 billion, or 41.9% of net sales, compared
with $1.7 billion, or 42.1% of net sales, for fiscal 1999. The decrease in gross
profit percentage was primarily due to an increase in warranty expense.
Operating, selling, general and administrative expenses for fiscal 2000
increased by $70.0 million over such expenses for fiscal 1999 and decreased as a
percentage of net sales from 31.6% to 30.5%. The decrease in the expense ratio
was primarily due to leverage of payroll and occupancy costs in acquired stores
coupled with the absence of acquisition related remodeling and remerchandising
activities in fiscal 2000.
Net interest expense for fiscal 2000 was $76.8 million compared with $45.3
million for fiscal 1999. The increase in interest expense was due to higher
levels of borrowings as a result of stock repurchases and higher interest rates.
AutoZone's effective income tax rate was 38.5% of pre-tax income for fiscal 2000
and 36.9% for fiscal 1999. The fiscal 1999 effective tax rate reflects the
utilization of acquired company net operating loss carryforwards.
FINANCIAL MARKET RISK
The Company is exposed to market risk from changes in foreign exchange and
interest rates. To minimize such risks, the Company may periodically use various
financial instruments. All hedging transactions are authorized and executed
pursuant to policies and procedures. The Company does not buy or sell financial
instruments for trading purposes.
On August 27, 2000, the Company adopted Statements of Financial Accounting
Standards Nos. 133, 137 and 138 (collectively "SFAS 133") pertaining to the
accounting for derivatives and hedging activities. SFAS 133 requires the Company
to recognize all derivative instruments in the balance sheet at fair value. The
adoption of SFAS 133 impacts the accounting for the Company's interest rate
hedging program. The Company reduces its exposure to increases in interest rates
by entering into interest rate swap contracts. All of the Company's interest
rate swaps are designated as cash flow hedges.
Upon adoption of SFAS 133, the Company recorded the fair value of the interest
rate swaps in its consolidated balance sheet. Thereafter, the Company has
adjusted the carrying value of the interest rate swaps to reflect their current
fair value. The related gains or losses on these swaps are deferred in
stockholders' equity (as a component of comprehensive income). These deferred
gains and losses are recognized in income in the period in which the related
interest rate payments being hedged have been recognized in expense. However, to
the extent that the change in value of an interest rate swap contract does not
perfectly offset the change in the interest rate payments being hedged, that
ineffective portion is immediately recognized in income.
At August 25, 2001, and August 26, 2000, the fair value of the Company's debt
was estimated at $1.21 billion and $1.20 billion, respectively, based on the
market value of the debt at those dates. Such fair value is less than the
carrying value of debt at August 25, 2001, by $17.3 million and at August 26,
2000, by $47.1 million. The Company had $730.4 million of variable-rate debt
outstanding at August 25, 2001, and $909.9 million at August 26, 2000. At these
borrowing levels, a one percentage point increase in interest rates would have
had an unfavorable impact on the Company's pre-tax earnings and cash flows of
$6.6 million in 2001 and $8.3 million in 2000. The primary interest rate
exposure on variable-rate debt is based on the London Interbank Offered Rate
(LIBOR).
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LIQUIDITY AND CAPITAL RESOURCES
The Company's primary capital requirements have been the funding of its
continued new store expansion program, inventory requirements and, more
recently, stock repurchases. The Company has opened or acquired 1,596 net new
domestic auto parts stores from the beginning of fiscal 1997 to August 25, 2001.
Cash flow generated from store operations provides the Company with a
significant source of liquidity. Net cash provided by operating activities was
$458.9 million in fiscal 2001, $513.0 million in fiscal 2000 and $311.7 million
in fiscal 1999.
The Company invested $169.3 million in capital assets in fiscal 2001. In fiscal
2000, the Company invested $249.7 million in capital assets. In fiscal 1999, the
Company invested $428.3 million in capital assets, including approximately $108
million for real estate and real estate leases purchased from Pep Boys. In
fiscal 2001, the Company opened 107 new auto parts stores in the U.S. and 8 in
Mexico, replaced 16 U.S. stores and closed 3 U.S. stores. In addition, the
Company operated 49 TruckPro stores. Construction commitments totaled
approximately $24 million at August 25, 2001.
The Company's new store development program requires working capital,
predominantly for inventories. Historically, the Company has negotiated extended
payment terms from suppliers, minimizing the working capital required by
expansion. The Company believes that it will be able to continue financing much
of its inventory growth through favorable payment terms from suppliers, but
there can be no assurance that the Company will be successful in obtaining such
terms.
The Company maintains $1.05 billion of revolving credit facilities with a group
of banks. Of the $1.05 billion, $400 million expires in May 2002. The remaining
$650 million expires in May 2005. The 364-day facility expiring in May 2002
includes a renewal feature as well as an option to extend the maturity date of
then-outstanding debt by one year. The credit facilities exist largely to
support commercial paper borrowings and other short-term unsecured bank loans.
Outstanding commercial paper and short-term unsecured bank loans at August 25,
2001, of $400.4 million are classified as long-term as the Company has the
ability and intention to refinance them on a long-term basis. The rate of
interest payable under the credit facilities is a function of LIBOR, the lending
bank's base rate (as defined in the agreement) or a competitive bid rate at the
option of the Company. The Company has agreed to observe certain covenants under
the terms of its credit agreements, including limitations on total indebtedness,
restrictions on liens and minimum fixed charge coverage.
During fiscal year 2001, the Company entered into two unsecured bank term loans
totaling $315 million with a group of banks. Of the $315 million, $115 million
matures in December 2003 and $200 million matures in May 2003. The rate of
interest payable is a function of LIBOR or the bank's base rate (as defined in
the agreement) at the option of the Company.
In May 2001, the Company issued $150 million of 7.99% Senior Notes due April
2006, in a private debt placement. The Senior Notes contain certain covenants
limiting total indebtedness and liens. Interest is payable semi-annually.
Subsequent to year-end, in September 2001, the Company announced Board approval
to repurchase up to $250 million of common stock in the open market. This is in
addition to the $1.45 billion previously authorized as of August 25, 2001. From
January 1998 to August 25, 2001, the Company had repurchased approximately $1.2
billion of common stock. The impact of the stock repurchase program in fiscal
2001 was an increase in earnings per share of $0.05. Subsequent to year-end, the
Company repurchased two million shares in settlement of certain equity
instrument contracts at an average cost of $28.61 per share.
The Company anticipates that it will rely primarily on internally-generated
funds to support a majority of its capital expenditures, working capital
requirements and stock repurchases. The balance will be funded through
borrowings. The Company anticipates that it will be able to obtain such
financing in view of its credit rating and favorable experiences in the debt
market in the past.
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<< FINANCIAL REVIEW
INFLATION
The Company does not believe its operations have been materially affected by
inflation. The Company has been successful, in many cases, in mitigating the
effects of merchandise cost increases principally through economies of scale
resulting from increased volumes of purchases, selective forward buying and the
use of alternative suppliers.
SEASONALITY AND QUARTERLY PERIODS
The Company's business is somewhat seasonal in nature, with the highest sales
occurring in the summer months of June through August, in which average weekly
per store sales historically have been about 15% to 25% higher than in the
slower months of December through February.
Each of the first three quarters of AutoZone's fiscal year consists of twelve
weeks and the fourth quarter consists of sixteen weeks. Because the fourth
quarter contains the seasonally high sales volume and consists of sixteen weeks,
compared to twelve weeks for each of the first three quarters, the Company's
fourth quarter represents a disproportionate share of the annual net sales and
net income. The fourth quarter of fiscal 2001, excluding nonrecurring charges,
represented 34.1% of annual net sales and 43.9% of net income; the fourth
quarter of fiscal 2000 represented 33.3% of annual net sales and 39.3% of net
income. Fiscal year 2002 will consist of 53 weeks, with the fiscal fourth
quarter having 17 weeks.
RECENT ACCOUNTING PRONOUNCEMENTS
In June 2001, the Financial Accounting Standards Board issued Statement of
Financial Accounting Standards No. 142, "Goodwill and Other Intangible Assets"
(SFAS 142). Under SFAS 142, goodwill amortization ceases when the new standard
is adopted. The new rule also requires an initial goodwill impairment assessment
in the year of adoption and annual impairment tests thereafter. The Company is
permitted and has elected to adopt this Statement effective August 26, 2001.
Application of the nonamortization provisions of the Statement is expected to
result in an increase in income before income taxes of $8.6 million per year. No
impairment loss is expected from the initial goodwill impairment test.
FORWARD-LOOKING STATEMENTS
Certain statements contained in the Financial Review and elsewhere in this
annual report are forward-looking statements. These statements discuss, among
other things, expected growth, domestic and international development and
expansion strategy, business strategies and future performance. These
forward-looking statements are subject to risks, uncertainties and assumptions,
including without limitation, competition, product demand, domestic and
international economies, the ability to hire and retain qualified employees,
consumer debt levels, inflation, war and the prospect of war, including
terrorist activity, and availability of commercial transpo