Business Strategy and Outlook
Dollar Tree’s namesake banner has a long history of strong performance, enabled by its differentiated value proposition, but, before the pandemic, its Family Dollar unit (acquired in 2015) struggled to generate top-line and margin growth. It is suspected the Dollar Tree banner is better positioned long-term, but do not believe the aggregated firm benefits from a durable competitive edge, as competitive pressure in a fast-changing retail environment amid minimal switching costs limits results. We expect the pandemic’s effects to be confined to the near term, leaving the long-term competitive dynamic intact.
Accounting for around half of sales, the Dollar Tree banner’s wide assortment of products at $1.25 or less has appealed to customers, drawing a broad range of low to middle-income consumers. The concept has room to grow (with square footage rising by a low- to mid-single-digit percentage long term), expanding in new markets while also increasing density. The chain’s fast-changing assortment creates a treasure hunt experience that has a history of drawing customers (posting nearly 3% same-store sales growth on average over the past five years) and has been hard for online retailers to match. With basket sizes small and the average transaction resulting in a modest bill, we consider the segment relatively well insulated from the digital threat.
Prospects are murkier at Family Dollar, which has struggled since its acquisition, though the pandemic has provided a fleeting sales lift. Evenly distributed between urban and rural areas, it is anticipated that the chain’s presence in cities is especially susceptible to competitive pressures from a bevy of convenience stores, mass merchandisers, and grocers. While its mix of low prices and convenience carries appeal, particularly among customers that do not have nearby alternatives, It is expected that the benefits of operational improvements and tighter integration with Dollar Tree will largely be offset by competitive strain.
Despite the headwinds, both chains should deliver long-term top-line and margin growth in aggregate, capitalizing on consumers’ desire for convenience and value even as the landscape becomes more challenging.
Financial Strength
Though it took on considerable debt to fund its 2015 purchase of Family Dollar, Dollar Tree’s leverage-reduction efforts have left it on sound financial footing, in our view. Its strong balance sheet and free cash flow generation should suffice to fund growth and investments necessary to maintain low price points and respond to competitive pressure. With the stores remaining open and catering to essentials, we expect little difficulty with navigating the challenges presented by the pandemic. The firm ended fiscal 2020 with net debt at less than three-quarters adjusted EBITDA, the latter of which covered interest expense more than 17 times, neither mark troubling. Despite aggressive growth in the Dollar Tree banner (from under 4,000 stores at the start of fiscal 2010 to more than 7,800 at the end of fiscal 2020) and performance improvement investments at Family Dollar, cash generation has been strong. It is expected to have free cash flow to the firm to average 5% of sales over our explicit forecast. Furthermore, capital expenditures to fuel store growth are discretionary, so Dollar Tree should be able to curb targets if needed in the event of financial strain. Annual outlays to average 3%-4% of sales over the next decade, or just over $1 billion. We do not anticipate Dollar Tree will introduce a dividend. Instead, we expect it to direct excess funds to share repurchases, consistent with its practice before the Family Dollar purchase (the firm bought back an average of just under $500 million in shares annually from fiscal 2010 to 2014, adding $200 million in fiscal 2019 and $400 million in fiscal 2020). In the long term, we assume the company uses around 60% of its cash flow from operations to buy shares.
Bulls Say’s
- Dollar Tree’s $1.25 price point concept is differentiated, holding absolute dollar costs low for customers while allowing the retailer to realize higher margins than conventional retailers.
- Small ticket sizes make it difficult for online retailers to contend with Dollar Tree’s single-price-point model as shipping costs weigh on their ability to compete profitably.
- As its two banners become more closely integrated and the store network expands, Dollar Tree should leverage its supply chain and distribution infrastructure investments, generating resources to fuel its low-price model.
Company Profile
Dollar Tree operates discount stores in the U.S. and Canada, including over 7,800 shops under both its namesake and Family Dollar units (nearly 15,700 in total). The eponymous chain features branded and private-label goods, generally at a $1.25 price. Nearly 50% of Dollar Tree stores’ fiscal 2020 sales came from consumables (including food, health and beauty, and household paper and cleaning products), just over 45% from variety items (including toys and housewares), and 5% from seasonal goods. Family Dollar features branded and private-label goods at prices generally ranging from $1 to $10, with over 76% of fiscal 2020 sales from consumables, 9% from seasonal/electronic items (including prepaid phones and toys), 9% from home products, and 6% from apparel and accessories.
(Source: MorningStar)
General Advice Warning
Any advice/ information provided is general in nature only and does not take into account the personal financial situation, objectives or needs of any particular person.