Inflation Pressures Rage, but Harshey’s Competitive Prowess Should Enable It to Weather the Storm

Business Strategy & Outlook:

Even in the face of competitive and macro-economic headwinds, wide-moat Hershey’s dominance in U.S. confectionery is undeniable (46% share of the chocolate aisle versus just 1% for private label, as cited by the firm, according to IRI). But more so, the strategic focus CEO Michele Buck has brought to helm–ramping up investments in its core domestic brands while pulling back international (high-single-digit percentage of total sales) spend. Hershey’s category mix didn’t benefit from stock up grocery trips that stemmed from concerns surrounding COVID-19–given the impulse nature of the purchase–like other areas of the consumer product landscape. But despite facing labor, packaging, and raw material inflation, it continues to funnel resources to elevate its brands (including a slate of new products in the better-for-you lane), which is perceive as supportive of its leading product mix and its engrained standing with its retail partners. As important, it will back down from these efforts, with the forecast calling for Hershey to direct a high-single-digit level of sales toward research, development, and marketing annually.

While Hershey’s prominence in North America is without question, its standing abroad (in its key markets of Brazil, China, India, Malaysia, and Mexico) has historically been shakier (particularly given the beachheads wide-moat Nestle, wide-moat Mondelez, and privately held Mars/Wrigley have amassed). But after a rough 2020 plagued by the corollaries of the pandemic (lockdown measures that siphoned off foot traffic and sales at traditional outlets), Hershey has begun chalking up more modest gains (including fiscal 2021 sales that nearly matched the level chalked up two years prior). From the vantage point, these marks are the byproduct of steps CEO Buck has taken since assuming the top spot, including rightsizing its international footprint to strike an appropriate balance between the level of cost and the return likely to ensue. And a runway is viewed for additional improvement over the longer term, with the forecast calling for it to boast mid- to high-single-digit top-line growth annually beyond its home turf.

Financial Strengths:

With debt/adjusted EBITDA of around 2 times and interest coverage holding in the double-digits at the end of fiscal 2021, which haven’t wavered from stance that the Hershey’s balance sheet strength will buttress its ability to weather a volatile macroeconomic and competitive landscape ahead. And Hershey continues to churn out a significant amount of cash; free cash flow as a percentage of sales has averaged 16% the past five years, and forecasted a similar level (16.2% on average annually) over 10-year explicit forecast horizon. Importantly, don’t expect Hershey will abandon its long-standing commitment to returning excess cash to shareholders; the forecasted 7% annual growth in its dividend over the next 10 years, rendering the payout around 50% of earnings). The sizable ownership stake of the Milton Hershey School Trust (at around 80%) should ensure its stable cash flows aren’t jeopardized by a larger, more transformative deal. From the vantage point, its focus will remain on smaller, bolt-on acquisitions (with an appetite for deals that enhance its exposure to salty or better-for-you alternatives), since the Hershey School depends on the firm’s dividends to fund its operations. However, don’t surmise that Hershey merely hungers for added revenue. In this context, in fiscal 2020, management divested of three brands (its premium meat jerky offering, Krave, and its two premium chocolate brands, Scharffen Berger and Dagoba brands) –though estimated the proceeds were immaterial.

Bulls Say:

Hershey has been intentionally rationalizing its fare over the past few years to ensure shelf space and ad dollars are allocated to the highest return opportunities.
Low-priced competition is scant in confectionery, as private-label fare holds just 1% share of U.S. chocolate, versus 46% for Hershey.
Hershey has pivoted to use local distributors in China (versus its own salesforce), which is viewed as an opportunity to refocus the business on its areas of competency and to expend resources on ensuring its mix continues to evolve with consumer trends.

Company Description:

Hershey is a leading confectionery manufacturer in the U.S. (around a $25 billion market), controlling around 46% of the domestic chocolate space (per IRI). Beyond its namesake label, the firm’s mix has expanded over the last 85 years and now consists of 100 brands, including Reese’s, Kit Kat, Kisses, and Ice Breakers. Hershey’s products are sold in about 80 countries, albeit with just a high-single-digit percentage of sales coming from markets outside the U.S., including Brazil, India, and Mexico. The firm has sought inorganic opportunities to extend its reach beyond its core confection business, adding Amplify Snack Brands and its Skinny Pop ready-to-eat popcorn to its mix and Pirate Brands (including the Pirate’s Booty, Smart Puffs, and Original Tings brands) over the past few years.

(Source: Morningstar)

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