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Section 326-USA PATRIOT Act Customer Identification Program

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Title: Section 326-USA PATRIOT Act Customer Identification Program


1
AN INFORMED DISCUSSION Achieving Sustainability,
Scale, and Impact in Community Development Finance
April 21 and 22, 2005
Chicago, IL
2
CCA Global Partners
the power to do more
3
  • No one can be the best at everything. But when
    all of us combine our talents, we can and will be
    the best at virtually anything.
  • - Dan Zadra

4
  • The best hope of solving all our problems lies in
    harnessing the diversity, the energy, and the
    creativity of all our people.
  • - Roger Williams

5
CCA Global Partners
Retail Sales / Billions (USD)
  • Leader in the retail industry
  • Network gross sales of 8 billion

6
Our Growth
Number of Stores Worldwide
  • Grown from a few member stores in 1985 to over
    3,200 worldwide today
  • We are positioned to continue our dynamic growth
    and leadership position well into the 21st
    century

7
Our Growth
  • 74 consecutive quarters of profitability

8
Our Growth
  • 100 million net worth

9
Our Mission
  • To provide tools, products and services to help
    our members compete successfully in their markets
    and to assist in increasing their growth and
    profitability.

10
Our Model
  • CCA Global Partners provides its member stores
    with a business model for success
  • Management Systems
  • marketing
  • buying
  • technology
  • Maintain the lowest cost structure in the industry

11
The Concept
Management
Buying
Marketing
12
Support Divisions
Companies
Carpet One USA
Product Merchandising
The Biking Solution
Marketing Advertising
Flooring America
Education Training
Lighting One
Human Resources
Finance Accounting
Tuxedo America
Buying
International Design Guild
Membership Recruiting
Member Services
ProSource
Stone Mountain/GCO
Legal
Floor Expo
Rug Decor
Meeting Services
CCA International
National Accounts
Carpet One Canada
Insurance
National Programs
Real Estate
Flooring One
Lenders One
Advance Carpet One
Information Technology
13
Creating the Magic Zone
  • National Programs
  • Real Estate Services
  • Store Design
  • National Accounts
  • Information Technology
  • Human Resources Hiring
  • Product Merchandising
  • Marketing Advertising
  • Buying
  • Member Services
  • Training
  • Research
  • Best Service
  • Straight-shooters
  • Innovative
  • Respects and likes their customers
  • Honest
  • Confident
  • Real People
  • Smart Business People
  • Know Product
  • Staff Works Like a Team

Empathetic Owner Staff
Professional Training
Maximization of Profits
Owners
CCA
Professional Knowledgeable
World-Class Marketing
Growth of Business
Increase Customers Profit
Lower Operational Costs
Passion for Business
Magic Zone
14
Our Focus
  • Conversion franchising in the mainstream retail
    segment
  • Franchise creation in the other market segments

15
What We Do For Our Member Stores
  • Negotiate and purchase product at competitive
    prices
  • Merchandising systems
  • Advertising and marketing programs
  • Technology solutions
  • Negotiate and secure locations
  • Education, sales training and sales management

16
What We Do For Our Member Stores
  • National Programs
  • National Accounts
  • Store Design
  • Research
  • Real estate

17
Our membership stores are recognized as the
mostsuccessful, the most profitable and the
bestmanaged in their industry
18
Flooring Retail North America
19
  • More than 976 stores worldwide and growing
  • Full service specialty stores

20
Building Brands
  • CCAs exclusive brands meet consumer needs
  • Carpet One brand recognition grew from 3 in 1992
    to 41 today, and is number one in its category
  • Liz Claiborne has 95 consumer recognition
  • LEES For Living is the number three most
    recognized flooring brand
  • Good Housekeeping has a 99 recognition

21
  • More than 451 stores worldwide and growing
  • Full service specialty stores

22
High-End Flooring
23
  • 108 showrooms and growing
  • Focus on decorative and upscale retail market
  • Single-source access to finest flooring products
    from all over the world

24
Factory Outlet - Flooring
25
  • 126 stores in U.S. and growing rapidly
  • Taking advantage of off-priced shopping trend
  • Provides reduce pricing in factory outlet
    environment
  • Reduces overhead expenses and other costs

26
  • Offers a wide selection of area rugs through 26
    outlet mall stores
  • To capitalize on the fastest growing segment of
    the floor covering industry

27
Residential Builders - Flooring
28
  • Membership representation in 22 of the top 25
    builder markets
  • Installs flooring in one out of every three new
    homes in America
  • 120 locations

29
Wholesale Flooring
30
  • More than 144 showrooms in U.S. and Canada
  • Serves the flooring resellers
  • builders
  • designers
  • installers
  • contractors
  • Members-only showroom concept

31
Retail International - Flooring
32
  • Carpet One retail stores in Australia and New
    Zealand with 90 stores
  • Full service floor-covering retail stores

33
  • A joint venture of CCA Global and Associated
    Independent Stores
  • Largest independent buying group in the U.K. with
    over 226 locations

34
Residential and Commercial Lighting
35
  • Network of showrooms carrying high quality
    residential lighting and home furnishing
    accessories
  • 103 locations in the U.S.

36
Mortgage Aggregator
37
  • One of the largest aggregators of mortgage money
    in the U.S.
  • 40 billion in annual mortgage volume
  • Uses the combined strength of its members to
    negotiate exceptional terms on products and
    services
  • 515 Locations

38
Formalwear
39
  • A cooperative of premier independent bridal and
    mens formalwear retailers
  • 264 locations throughout the U.S.

40
Biking
41
  • A partnership with Giant Bicycle Company, the
    worlds largest manufacturer of bicycles
  • Over 230 locations throughout the U.S.

42
Looking AheadCCA Global Partners
  • Planning to grow to 5,400 member stores by 2008

43
Growth Strategy
  • We will pursue an aggressive growth strategy over
    the next 5 years that can deliver 20 growth per
    year

44
We Have Built A Core Competency
  • A core competency is a GROUP OF SKILLS unmatched
    by competitors that would be difficult, expensive
    or time consuming to duplicate
  • A core competency is a source of sustainable
    competitive advantage

45
Why We Believe We Can Grow
  • We have the financial strength
  • CCA has a unique business model that is of value
    in other industries
  • Were strong in most business areas
  • Very few franchises are skilled in the buying
    areas of the business

46
We Have Deep Resources
  • Our people
  • Our leadership team
  • Our member network
  • Our experience
  • Our capital financially strong
  • Our information technology to come
  • Our business processes

47
We Have Built A Platform
  • A platform is base from which we can launch new
    businesses or groups of businesses that would be
    synergistic
  • Cendant
  • ServiceMaster

48
The Plan
  • Acquire existing franchise systems or co-ops that
    are not fully meeting their franchisees
    expectations
  • If there is a market void start a new
    franchise/co-op

49
Possibilities Include
  • Home furnishings
  • Sporting goods
  • Pet supply stores
  • Paint Wallpaper stores
  • And more!
  • Bedding
  • Office furniture
  • Jewelry
  • Building materials

50
  • You cannot discover new oceans unless you have
    the courage to lose sight of the shore.
  • - Daniel Abraham

51
  • We don't have to take life the way it comes to
    us. By converting our dreams into goals, and our
    goals into plans, we can design life to come to
    us the way we want it. We can live our lives on
    purpose, instead of by chance.
  • - Dan Zadra

52
(No Transcript)
53
AN INFORMED DISCUSSION Achieving Sustainability,
Scale, and Impact in Community Development Finance
April 21 and 22, 2005
Chicago, IL
54
ACCION International
  • Alternative Forms of Affiliation

Livingston Parsons V.P. - Lending Model
Development Chicago Federal Reserve Bank April
21, 2005
55
The ACCION Mission
  • ACCION Intl - To give people the tools they need
    - micro loans and business training - to work
    their way out of poverty.
  • ACCION USA To improve the lives of low
    moderate income individuals business owners by
    providing credit other financial services

56
Where ACCION Works
  • 28 Microfinance Partners in 21 Countries

Africa
Americas
  • Mexico (2)NicaraguaParaguay (2)Peru
  • Venezuela
  • United States
  • 3 AUSA Offices
  • 5 AUSA Associate Programs

BoliviaBrazil (2)Colombia (3)Ecuador (3) El
Salvador Guatemala HaitiHonduras
Angola Benin Mozambique Nigeria TanzaniaUganda Zi
mbabwe
57
ACCIONs Impact
As of December 31, 2004
  • Together, ACCION and its partner microfinance
    institutions have loaned 7.6 billion to 4.7
    million microentrepreneurs since 1992, with a
    repayment rate of 97.

58
Key Indicators
Key Indicators
Year End 2004
Active Borrowers 1.46 million
Active Portfolio 456.7 million
Active Portfolio 931 million
Total Amount Disbursed 839.7 million
Total Amount Disbursed 1.76 billion
of Women 65
Percentage of Women 65
59
ACCIONs History
Expanding Our Reach
Active Clients
Active Portfolio
60
ACCIONs Products Services
Methodology
  • Initial loans for working capital
  • Short-term, stepped lending
  • Frequent amortization
  • Innovative individual loan products solidarity
    groups

61
ACCION Internationals History
  • Volunteers in the field 60s
  • Creating local institutions 70s
  • Building local leadership
  • Building a Network Expansion 80s
  • Creating Financial Institutions Early 90s
  • NGO Transformation Governance - Bancosol
  • ACCION as Investor - Late 90s
  • Gateway Fund Commercial Markets
  • New Delivery Channels for Microfinance 00s
  • Commercial Banks
  • Consulting Services
  • Service Company Partnership
  • Direct lending at ACCION USA

62
ACCION USAs History
  • Reverse Transfer of Technology 91
  • ACCION New York Created
  • Building a Network Expansion Early 90s
  • U.S. Associate Programs Launched
  • AUSA as Technical Assistance Provider
  • Model Development Role
  • Creating Direct Lending Offices 01
  • Centralization, Efficiency Expansion
  • New U.S. Delivery Channels 03 05
  • Program Consolidation
  • Commercial Banks Partners
  • Local Partners
  • Internet

63
Thank you
64
AN INFORMED DISCUSSION Achieving Sustainability,
Scale, and Impact in Community Development Finance
April 21 and 22, 2005
Chicago, IL
65
Robert M. Ling, Jr.Christine Neal
66
Agenda
  • Unified Western Grocers
  • What We Do
  • How We Operate
  • Some Lessons Learned

67
What We Do
68
Unified What We Do
  • Largest wholesale distributor of grocery products
    in the Western United States
  • Annual sales of 3 billion
  • Fortune 500 equivalent
  • Broad customer base of diverse retailers
  • Significant market share in retail trade areas

69
Unified What We Do
  • Organized and structured as a cooperative in
    1925
  • There is strength in numbers
  • Combined buying power of independents makes them
    competitive with large chains
  • True in 1925, still true today
  • Although created as a purchasing co-op, our
    business model is much broader today

70
Unified What We Do
  • There is skin in the game
  • Our customers (Members) also are owners of the
    company
  • Our equity capital comes primarily from Members

71

Unified What We Do
  • A Profile of our Membership
  • 550 Members operating 1,500 grocery stores
  • Range from single-store operators to 50-store
    operators
  • Wide variety of formats
  • Top 100 members account for 80 of Unified sales
  • Non-members also can purchase from Unified

72

Unified What We Do
  • Our Mission
  • Develop and maintain an efficient grocery
    distribution channel that enables independent
    retailers to compete with large self-distributing
    chains
  • We are a virtual chain
  • Provide the right products and services to
    independent retailers to help them grow and
    prosper over time
  • Our success is dependent upon the success of the
    independent grocer

73
Unified What We Do
Wholesalers
Vendors
Consumers
Retailers
74
How We Operate
75
Unified How We Operate
  • We use economies of scale to create efficiencies
    and opportunities throughout our distribution
    channel
  • We serve as the eyes, ears and mouthpiece for our
    supply channel by providing leadership,
    intellectual capital and expertise in a wide
    range of areas
  • Example Hispanic growth in Southern California
  • Help retailers enter underserved, lower income
    urban neighborhoods

76
Unified How We Operate
  • Buying Power
  • Aggregating 1,500 stores into a virtual chain
    increases marketplace clout
  • Better prices
  • Greater promotional allowances
  • Viewed by vendors as regional instead of
    local
  • Provides our retailers access to a much wider
    range of products than would otherwise be
    available

77
Unified How We Operate
  • Warehousing/Logistics
  • 4 million square feet of warehouse (conventional,
    case-pick, item-pick, mechanized, chilled,
    frozen)
  • 60,000 items
  • 1,000 trailers on the road
  • Warehouse and transportation monitored constantly
    to keep costs low, productivity high

78
Unified How We Operate
  • Technology The Backbone of our
    Infrastructure
  • Drives efficiency in our warehouse and fleet
    operations
  • Needed by retailers to interact with warehouse
    and to operate stores efficiently
  • Unified provides expertise to select and
    implement best, most efficient systems
  • Scanning systems, back office, etc.

79
Unified How We Operate
Vendors
Wholesaler
Consumers
Retailers
80

Unified How We Operate
  • Services
  • Dairy/bakery manufacturing on local basis
  • Retail marketing, merchandising and promotional
    support
  • Insurance
  • Real estate services
  • Store equipment and supplies
  • Member financial support

81

Unified How We Operate
  • We do not put tight restrictions on membership
  • All are welcome
  • No territorial boundaries
  • Survival of the fittest
  • Some Members compete with each other
  • We do not attempt to predict who will be
    successful in our environment

82

Unified How We Operate
  • Two financial models for grocery cooperatives
  • Overcharge and Big Rebate
  • Basically Break-even (Unified model)
  • Unifieds primary mission is to provide a
    competitive source of supply, not ROI

83
Unified and Its Retailers A Successful Model
84
Unified Some Lessons Learned
  • Provide the infrastructure necessary to compete
    in a Wal-Mart world
  • Listen to the marketplace
  • Stop selling if the customer does not pay
  • Hire the right people for the job
  • Focus on governance and process

85
The Importance of Infrastructure
  • Retailers cant succeed without
  • Stable supply of a wide range of products
  • Prices that keep them competitive
  • Bigger is better 60 of our costs
  • are fixed

86
The Importance of Structure
  • Ownership provides an element of control and
    influence
  • Helps drive commitment and loyalty
  • Sense of community with other independents
  • Us vs. them
  • Broad, diverse membership protects against
    significant hits when any Member departs or the
    marketplace moves

87
Listen to the Marketplace
  • Marketplace intelligence provides a competitive
    edge
  • Changing demographics
  • Emerging trends
  • Products, competition, technology
  • Must be able to quickly change and differentiate
  • Case study 1 Pro and Sons Ranch Markets

88
Listen to the Marketplace
Ranch Market Phoenix, Arizona November 2004
Hispanic format circa 1980
89
Listen to the Marketplace
  • We listen to our customers and provide what they
    need
  • Case study 2 Unifieds dairy operations
  • The business world, especially at retail, is
    moving faster every day
  • If we dont pay attention, someone else will

90
The Wholesalers Dilemma When Not to Ship
  • Our position as primary supplier gives us insight
    into retailers ability to pay us
  • Dont throw good after bad know when to
    pull the plug
  • Lack of discipline has hurt other wholesalers
  • Credit losses are more destructive to Unified
    than the loss of a customers business
  • Will take strong actions if necessary

91
The Importance of Management
  • Our business has become highly complex and
    diverse
  • Not the simple buy-warehouse-deliver business it
    used to be
  • Specialists in many areas now required
  • The evolution to professional management

92
Focus on Governance and Process
  • Ownership by our customers breeds loyalty and
    potential conflicts
  • State-of-the-art governance practices expected
    and required by our constituents
  • Lenders
  • Accountants
  • Regulators
  • Members and Customers

93
Some Conclusions
  • Scale matters
  • Stay in touch listen
  • Be disciplined
  • Hire the right expertise
  • Focus on governance and process

94
Thank you.
95
Questions?Comments?
96
AN INFORMED DISCUSSION Achieving Sustainability,
Scale, and Impact in Community Development Finance
April 21 and 22, 2005
Chicago, IL
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