Insight, Innovation & Execution

Transcription

1 Insight, Innovation & Execution March 2015

2 Forward Looking Statement Some slides and comments included here, particularly related to estimates, comments on expectations about future performance or business conditions, may contain forward looking statements within the meaning of the federal securities laws which involve risks and uncertainties. You can identify forward looking statements because they contain words such as believes, project, might, expects, may, will, should, seeks, approximately, intends, plans, estimates or anticipates or similar expressions that concern our strategy, plans or intentions. These forward looking statements are subject to risks and uncertainties that may change at any time, and could cause actual results to differ materially from those that we anticipate. While we believe that the expectations reflectedinsuchforward looking statements are reasonable, we caution that it is very difficult to predict the impact of unknown factors, and it is impossible for us to anticipate all factors that could affect our actual results. Important factors, including those listed under Item 1A in the Partnership s Form 10 Kcouldadversely affect our future financial performance and cause actual results to differ materially from our expectations. 2

3 Cedar Fair at a Glance Net Revenues Net Revenues (in millions) $1,150 $1,050 $950 $850 $1,135 $1,160 $1,028 $1,068 $ Adjusted EBITDA World Class Facilities 11 Best in Class Amusement Parks Entertains more than 23 million guests annually 1 Amusement Park Under Management Contract 3 Separately Gated Outdoor Water Parks 5 Hotels (a) ~1,600 Rooms 5 Campgrounds, including deluxe RV sites and cabins 2 Marinas 850+ Rides and Attractions 120+ Roller Coasters Adjusted EBITDA (b) (in millions) Yield (c) Yield $450 $400 $350 $ % 4.0% 2.0% 0.0% $425 $431 $391 $375 $ % 4.4% 4.5% FUN SEAS SIX (a) One hotel with indoor water park 3 (b) See appendix for reconciliation of Adjusted EBITDA (c) Yield based on closing prices on March 6,

4 Key Differentiators Balanced Approach to Allocation of Excess Capital FUNforward Growth Opportunities Still Exist Best in Class Parks with Loyal, High Repeat Customer Base What Makes Cedar Fair FUN? History of Strong Adjusted EBITDA Margins Healthy, Stable Industry with Significant Barriers to Entry Industry Experienced Management with History of Delivering Results 4

5 Best in Class Parks The Company has a national, geographically dispersed footprint that mitigates regional economic and weather risk 5

6 Loyal, High Repeat Customer Base Entertain more than 23 million guests annually Genetic Vacation Behavior 9 out of 10 guests are repeat visitors Majority of guests come from within a 150 mile radius Diverse demographic mix Healthy balance between families and thrill seekers 6

7 Healthy, Stable Industry Significant Barriers to Entry No Comparable At Home Experience Limited In Market Competition Regional Amusement Park Industry Strong Price/ Value Proposition Recession Resilient Stable and Growing 7

8 Strong, Experienced Management Team Management team with proven experience both with Cedar Fair and in the leisure and hospitality industry Name Position Years with Cedar Fair Years In Industry Matt A. Ouimet (57) President and Chief Executive Officer 4 25 Richard A. Zimmerman (54) Chief Operating Officer Brian C. Witherow (48) Executive Vice President and Chief Financial Officer Kelley Semmelroth (50) Executive Vice President and Chief Marketing Officer 3 10 Duffield E. Milkie (49) Executive Vice President and General Counsel 7 7 H. Philip Bender (59) Executive Vice President David R. Hoffman (46) Senior Vice President and Chief Accounting Officer 9 9 Craig J. Freeman (61) Senior Vice President of Administration Robert A. Decker (54) Senior Vice President of Planning &Design

9 Long History of Growth Proven growth strategy driven by gains in both attendance and per capita spending poises the Company for long term success Consistent Attendance Base Increasing Guest Spending 24.5 $48 Total Attendance (a) (millions) Average In-park Guest per Capita Spending (b) $46 $44 $42 $40 $39.21 $40.03 $41.95 $44.15 $ $ Solid Revenue Growth Strong Adjusted EBITDA (c) Growth Net Revenues ($ millions) $1,200 $1,125 $1,050 $975 $973 $1,028 $1,068 $1,135 $1,160 Adjusted EBITDA (c) ($ millions) $450 $425 $400 $375 $359 $375 $391 $425 $431 $ $ (a) (b) (c) Includes attendance for amusement parks and separately gated outdoor water parks Average in park guest per capita spending is defined as our total in park revenues, including gate admissions and revenue received inside the park gates for food, merchandise, games and premium benefit offerings, divided by total attendance See Appendix for reconciliation of Adjusted EBITDA 9

10 Long History of Growth Stable & diversified cash flows have allowed us to perform well during times of recessions (a) Acquisition of Knott s Berry Farm in December 1997 (b) Acquisition of Michigan s Adventure and Knott s Soak City Palm Springs in 2001 (c) Acquisition of Geauga Lake in 2004 (d) Acquisition of Kings Island, Canada s Wonderland, Kings Dominion, Carowinds and California s Great America in 2006 (e) See Appendix for reconciliation of Adjusted EBITDA 10

11 FUNForward Growth Opportunities Exist On track to achieve targeted Adjusted EBITDA (a) of $450 million, or more, by 2016 Adjusted EBITDA (a) Growth (in millions) FUNforward target announced January 2012 $431 $425 $391 $375 $450+ Strategic Growth Drivers Enhanced guest experience Improved consumer messaging Dynamic pricing and advance purchase commitments Premium product offerings Strategic alliance fees and promotional leverage Capital and expense productivity (a) See Appendix for Adjusted EBITDA reconciliation

12 FUNForward Growth Opportunities Exist While many of the FUNforward initiatives have gained traction much faster and to a greater degree than initially anticipated, they continue to have additional upside potential Progress on FUNforward initiatives Enhanced Guest Experience Improved Consumer Messaging Strategic Alliances Dynamic Pricing and Advance Purchase Commitments Premium Product Offerings Capital Expense Productivity 12

13 Solid Balance Sheet Our focus on de leveraging has provided us with the financial flexibility to capitalize on future opportunities 2014 Consolidated Leverage Ratio at 3.6x Reliance on revolving credit facility has been significantly reduced over the past 5 years With the refinancing in June 2014, our average cost of debt is now expected to be ~5.3%, down from ~6.3% a year ago 13

14 New FUN for 2015 Our 2015 capital program provides an optimal blend of thrill and familyoriented attractions, park enhancements and organic growth opportunities with a broader objective of continuing to add value to the overall guest experience Fury325, the world s tallest and fastest giga coaster, will debut at Carowinds Voyage to the Iron Reef, a spectacular new 4 D interactive ride will surface at Knott s Berry Farm Cedar Point, The Roller Coaster Capital of the World!, will introduce a new roller coaster experience, Rougarou, and a refreshed historic Hotel Breakers on its mile long sandy beach Our capital plans will also include new water park rides, family attractions and state of the art catering facilities to market across all of our properties 14

15 Investment of Excess Cash Flow Sustainability and growth of the distribution is forefront in the decision making process Distribution Increase Annualized Distribution of $3.00 per unit represents a yield of 5.5% (a) Investment in Organic Growth Unit Buyback Debt Repayment (a) Based on a closing price of $54.79 unit price as of March 6,

16 Delivering Results Best in Class parks with loyal, high repeat customer base Healthy, stable industry with significant barriers to entry Industry experienced management with long history of delivering record results Industry leading Adjusted EBITDA margins FUNforward growth opportunities still exist Expect to achieve targeted Adjusted EBITDA of $450 million, or more, by 2016 Balanced approach to investment of excess cash flow 16

17 Appendix 17

18 EBITDA Adjustments ($ in millions) 12/31/ /31/2013 EBITDA $334.5 $353.9 Plus: loss on the early extinguishment of debt Plus: net effect of swaps (2.1) 6.9 Plus: unrealized foreign currency loss Plus: equity based compensation Plus: loss on impairment / retirement of fixed assets, net Plus: gain on the sale of other assets (0.9) (8.7) Plus: Class action settlement costs Plus: other non-recurring costs (a) Total Adjusted EBITDA (b) $431.3 $425.4 (a) (b) As permitted by and defined in the 2013 Credit Agreement. Adjusted EBITDA represents earnings before interest, taxes, depreciation, amortization, other non cash items, and adjustments as defined in the 2013 Credit Agreement. The Company believes Adjusted EBITDA is a meaningful measure of park level operating profitability. Adjusted EBITDA is not a measurement of operating performance computed in accordance with generally accepted accounting principles and is not intended to be a substitute for operating income, net income, or cash flow from operating activities, as defined under generally accepted accounting principles. In addition, Adjusted EBITDA may not be comparable to similarly titled measure of other companies. Note: For years prior to 2013, a reconciliation of Adjusted EBITDA to net income (loss) can be found in our Annual Report on Form 10 Kfor that year. 18