THE RESILIENCE OF

COSTCO

@MineSafety10K
https://www.MineSafetyDisclosures.com
INTRODUCTION
Costco is the second-largest
retailer in the world.

Annual Sales

WalMart $486b

Costco $129b

Walgreens $118b

Kroger $115b

Amazon $112b
But the outlook for retail is grim.
Stores are closing.
Malls are empty.
 Customers prefer the
convenience of shopping online.
E-Commerce Share of Total Retail
15%

12%

9%

6%

3%

2015 2016 2017 2018 2019 2020

And then, there’s…

*Illustration: Cecilia Abeid ℅ IP Capital Partners

So retail is dead, right?
Yet Costco is thriving
 b .
l i m
c
to
u e
t i n
on
s c
fi t
r o
p
n d
s a
l e
Sa
Customers line up outside.
 And instead of closing stores,
Costco is opening new ones.
800

600

400

200
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
Total Stores New Stores
So what is it about Costco
that’s enabled them to
buck industry trends?
COSTCO HAS A BRILLIANT
BUSINESS MODEL
Costco
is a retailer…
…but doesn’t make much
money on product sales.
After marking up products
by no more than 15%, and
paying for employee and
warehouse costs…
Costco comes
out about
break-even
While that virtually guarantees
the lowest prices for customers, it
also seemingly guarantees Costco
will never make money.
But there’s a
catch!
To access Costco’s low
prices, customers must pay
$60/yr to be a "member".
It’s a unique and brilliant business model:

Customers Win Costco Wins

No incremental cost to
Receive more than $60
provide a membership,
(cost of membership)
so membership fees fall
worth of savings each
directly to the bottom
year.
line.
Costco has 50 million members,
and 27% of all US households are
cardholders.
In 2017, membership fees generated $2.9b
in revenue, most of which is "pure profit".

$3b

$2b

$1b

2011 2012 2013 2014 2015 2016 2017

Membership Revenue Total Profit

The beauty of the ”membership
model” is that it frees Costco from
needing to make money directly
off the goods it sells.

That enables Costco to undercut

competitors on price.
Those low prices attract more
members…
LOW PRICES
LOW PRICES
LOW PRICES

MEMBERSHIPS
…who in turn drive more sales…
LOW PRICES

MEMBERSHIPS
LOW PRICES

MEMBERSHIPS

SALES
 …providing Costco greater
pricing leverage with suppliers.
LOW PRICES

MEMBERSHIPS

SALES
 LOW PRICES

LEVERAGE MEMBERSHIPS

SALES
But rather than keep the resulting
margin, the company uses it to
decrease prices and invest in
higher-quality products—increasing
the value of a membership.
 LOW PRICES

“Costco's on a
relentless path to
generating value for
its members. When
LEVERAGE we price goods, the MEMBERSHIPS
old adage is for
every dollar we save,
we give $0.90 to the
customer.”

SALES
In effect, Costco forgoes short-term
profits on merchandise in order to
make long-term profits on
memberships.
COSTCO IS A FIRST-
RATE OPERATOR
Costco sells a limited number of high
quality items in bulk sizes. The products
arrive from suppliers in custom
packaging, and are then sold through
no-frills warehouses staffed by highly
compensated employees.

This approach is unique amongst

retailers.
 LIMITED SELECTION
HIGH-QUALITY
BULK SIZES

OPERATIONS CUSTOM PACKAGING
WAREHOUSES
LABOR
OPERATIONS | LIMITED SELECTION

Costco stocks only 4,000 SKUs

(versus Walmart’s 120,000 and
Amazon’s 600,000,000), with
effectively no overlap in each
category; customers get one
choice of ketchup, one choice of
shaving cream, etc.
OPERATIONS | LIMITED SELECTION

# of SKUs
600,000,000

4,000 120,000

Costco Walmart Amazon

OPERATIONS | LIMITED SELECTION

While the conventional wisdom assumes

that more selection is inherently better,
there are a number of benefits to Costco’s
limited approach.
OPERATIONS | LIMITED SELECTION

✓ They get the best prices from

suppliers.

Since they’re not stocking more than one brand of

any product, Costco is frequently their supplier’s
largest or second-largest customer. As such, Costco
gets the best prices.
OPERATIONS | LIMITED SELECTION

✓ Their employees are more efficient.

Because Costco carries fewer items, their employees
spend far less time ordering from suppliers,
coordinating shipping and receiving, paying
invoices, stocking shelves, etc. That’s why Costco
has the highest revenue and profit per employee of
all major retailers.
OPERATIONS | LIMITED SELECTION

Revenue per Employee Profit per Employee

$559k $12k

$314k
$6k
$5k
$217k $210k $4k

COST AMZN WMT TGT COST AMZN WMT TGT

 OPERATIONS | LIMITED SELECTION

✓ It makes customers happier.

Many studies have shown that giving customers
fewer choices actually increases sales, and makes
them feel more satisfied and confident in their
selection.*

*"When Choice is Demotivating: Can One Desire Too Much of a Good Thing?" - Iyengar & Lepper, 2000
OPERATIONS | LIMITED SELECTION
 LIMITED SELECTION
HIGH-QUALITY
BULK SIZES

OPERATIONS CUSTOM PACKAGING
WAREHOUSES
LABOR
OPERATIONS | HIGH QUALITY

In order to cater to as many customers

as possible, retailers typically sell a
wide range of products, of various
qualities and price points. But not
Costco.

Costco only sell high-quality items.

OPERATIONS | HIGH QUALITY

✓ Selling only high-quality items

eliminates the need to spend on
advertising.

Customers know that if Costco is selling it, it’s a

good product; therefore, there’s little need for
expensive advertising.
OPERATIONS | HIGH QUALITY

✓ Reduces likelihood of returns.

High-quality items are obviously less likely to be

returned because customers are satisfied with their
purchase.
OPERATIONS | HIGH QUALITY

“We make sure the merchandise we offer is

top quality. We do not offer unpopular lines
of goods, seconds, or out-of-season stock.
Our refund policy is that when customers
bring something back, they get their money
right up at the front register—no red
tape...you can do very well in the retail
business without…spending a lot of money on
advertising.”
- Sol Price
 LIMITED SELECTION
HIGH-QUALITY
BULK SIZES

OPERATIONS CUSTOM PACKAGING
WAREHOUSES
LABOR
OPERATIONS | BULK SIZES

Bulk sizes are the norm at

Costco. They sell mayonnaise by
the gallon, 10lb packs of meat,
an annual supply of mouthwash,
etc.
OPERATIONS | BULK SIZES
OPERATIONS | BULK SIZES

For customers, the benefit is obvious:

buying in bulk is much cheaper on a per-
unit basis.

But Costco benefits too.

OPERATIONS | BULK SIZES

✓ Bulk sizes make people spend more.

The genius of bulk sizes is that it gets people to

spend more, while convincing them they're saving
money. Because the prices are so low per unit,
people wind up buying far more than they normally
would.
OPERATIONS | BULK SIZES

Costco Amazon

Total volume 132oz 32oz

Good for
Price $8.29 $3.38
Costco

Good for
Price per oz $0.06 $0.11
customers
OPERATIONS | BULK SIZES

✓ Bulk sizes are harder to steal.

Costco loses only 0.2% of revenue to theft annually.

For context, that’s 80% lower than Walmart's shrink
rate.
 LIMITED SELECTION
HIGH-QUALITY
BULK SIZES

OPERATIONS CUSTOM PACKAGING
WAREHOUSES
LABOR
OPERATIONS | CUSTOM PACKAGING

Costco sells products straight off of

shipping pallets.

They can do this because suppliers

ship them product in display-ready
packaging that's customized for
Costco.
OPERATIONS | CUSTOM PACKAGING
OPERATIONS | CUSTOM PACKAGING

✓ Display-ready packaging wrings costs

out of the supply chain.

Product packaging is designed to maximize the

efficiency of Costco’s operations. For example,
when Costco changed the container cashews came
in from round to square, it saved 400 truck trips per
year.
OPERATIONS | CUSTOM PACKAGING

✓ Reduces labor costs.

Being able to take product straight from the delivery

truck to the sales floor via forklift means employees
don’t spend much time unboxing, moving, and
stocking inventory.
 LIMITED SELECTION
HIGH-QUALITY
BULK SIZES

OPERATIONS CUSTOM PACKAGING
WAREHOUSES
LABOR
OPERATIONS | WAREHOUSES

Costco stores are cavernous,

barebones warehouses—designed to
efficiently sell, store, and handle high
volumes of bulk-sized items.
OPERATIONS | WAREHOUSES
OPERATIONS | WAREHOUSES

✓ Warehouses enable a more efficient

use of space.

All available space is used to sell product and drive

revenue (i.e., there’s no “back room” where
additional goods are stored).

That makes Costco’s warehouses incredibly efficient;

they generate more business per sqft and per store
than any other major big box retailer.
OPERATIONS | WAREHOUSES

Revenue Profit

Per Sqft

Per Store

COST WMT TGT COST WMT TGT

OPERATIONS | WAREHOUSES

✓ Less idle inventory.

When inventory sits idle, it doesn’t earn any money.

So Costco has designed their warehouses to
receive, store, and sell huge quantities of
merchandise—fast. As a result, inventory is turned
over (i.e., from supplier → Costco → customer) once
every 26 days.
OPERATIONS | WAREHOUSES

✓ Vendors effectively fund Costco’s

operations.

Because inventory turns over so quickly, Costco sells

product to customers (i.e., collects cash) before they
must pay suppliers for merchandise.

In effect, vendors are financing Costco’s business.

OPERATIONS | WAREHOUSES

Accounts Payable :
Inventory Working Capital
120% $4b

•98% $3b
80%

$1b

40%
$0b
• ($178m)

2008 2017 2008 2017

 LIMITED SELECTION
HIGH-QUALITY
BULK SIZES

OPERATIONS CUSTOM PACKAGING
WAREHOUSES
LABOR
OPERATIONS | LABOR

Costco treats their employees well.

They pay the highest wages and
provide the best benefits in the
industry.
OPERATIONS | LABOR

The average US retail employee

makes $12/hour. The average
Costco employee makes $22/hr,
and receives health insurance, 401k,
company stock, etc.
OPERATIONS | LABOR

Average Hourly Wage

$22/hr

$15/hr * $14/hr

COST AMZN WMT

*Includes stock and bonus

OPERATIONS | LABOR

✓ Treating employees well leads to

very low rates of attrition.

Costco’s annual turnover rate is only 5% (versus the

retail industry average of 59%). Strong employee
retention reduces hiring and re-training costs, and
also keeps employees from going to competitors.
OPERATIONS | LABOR

✓ Costco's high compensation also gives

them access to a better talent pool,
which means better customer service.

Higher wages/benefits attract a large pool of

applicants, from which Costco can select “the cream
of the crop”. Good employees with longer tenures
provide better customer service.
OPERATIONS | LABOR

“In order to reward the shareholder in the

long term, you have to please your
customers and workers...You've got to want
to get the very best people that you can and
you want to be able to keep them and
provide some job security for them. That's
not just altruism. In the final analysis, it's
good business ”
- Jim Sinegal, former CEO
OPERATIONS

To recap: Costco is a first-rate operator.

Everything they do is designed to keep

costs down and improve the customer
experience.

Which in turn drives continued

membership growth and retention.
OPERATIONS

“The basics of our concept may be easy to

understand, but that doesn't mean it is
easy to implement. Imitators of our concept
who maintain the discipline are likely to
succeed, but only if they resist the
temptation of…doing other things that add
costs.”
- Sol Price
COSTCO IS FINANCIALLY
SOUND
Costco is in great financial shape:
sales and profits are strong (and
growing); margins are stable; and
returns on capital are high.
 ✓ $130 billion sales
✓ 8% growth
✓ 98% from merchandise sales
✓ 2% from membership fees
REVENUE ✓ 87% from US & Canada
✓ 13% international
✓ 8% CAGR since 2000
✓ 6.5% CAGR since 2010
Revenues continue to grow.

$140b

$105b 8% CAGR

$70b

$35b
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
Merchandise Sales Membership Fees
 ✓ $4.1 billion operating income
✓ $2.7 billion net income
✓ $4.2 billion FCF
PROFIT &
✓ 75% from membership fees
CASH FLOW ✓ 25% from merchandise sales
✓ 8% CAGR since 2000
✓ 9% CAGR since 2010
 2017
2016
2015
2014
2013
2012
2011
Profits are steadily climbing.

2010
8% CAGR

2009
2008
2007
2006
2005
2004
2003
2002
2001
$3b 2000

$2b

$1b
 ✓ $10.7B shareholder’s capital
✓ $6.6B long-term debt

CAPITAL ✓ $17.3B total capital

✓ 23% ROE
✓ 17% ROIC
Capital—which is low relative to revenue
and earnings—has been flat.

$18b

$14b

$9b

$5b
2009

2010

2011

2012

2013

2014

2015

2016

2017
Shareholder's Equity Debt
Steady capital and increasing profits drives
up ROE and ROC…
30%

25% ROE

20%
ROC
15%

10%

5%
2010

2011

2012

2013

2014

2015

2016

2017
…and also the stock price.
$200

$150

$100

$50

2010 2011 2012 2013 2014 2015 2016 2017 2018

 ✓ 13% gross margin
✓ 11% gross merch margin
✓ 3% operating margin

MARGINS ✓ 1% merch operating margin

✓ 2% net margin
✓ Margins 2X - 3X lower than
Walmart and Target
It's true that Costco has the lowest
margins in their peer group…

Gross Margin Operating Margin

Target 30% 6%

Walmart 26% 5%

Costco 13% 3%
…and that margins have been low for
years.

15%
Gross
Margin

Gross
Merchandise
10% Margin

5%
Operating
Margin

Net Margin

2010 2011 2012 2013 2014 2015 2016 2017

But Costco’s low margins aren’t a sign of
weakness. They’re a deliberate choice.

“Many retailers look at an item and say,’

I’m selling this for $10. How can I sell it for
$11? We look at it and say, How can we
get it to $9? And then, How can we get it
to $8? It is contrary to the thinking of a
retailer, which is to see how much more
profit you can get out of it. ”

- Jim Sinegal, Former CEO

And therein lies the beauty of the
membership model: because Costco
doesn’t need to make a profit on
merchandise, they can live on
margins that would starve other
retailers.
 To summarize: Costco’s financials are
strong. And they're getting stronger.
GM
Sales Profit FCF ROE ROC GM OM NM
(Merch)

2010 $78b $1.3b $1.7b 15.0% 10.2% 12.8% 10.8% 2.7% 1.7%

2011 $89b $1.5b $1.9b 15.7% 10.5% 12.6% 10.7% 2.7% 1.6%

2012 $99b $1.7b $1.6b 15.6% 11.9% 12.4% 10.5% 2.8% 1.7%

2013 $105b $2b $1.4b 18.5% 13.6% 12.6% 10.6% 2.9% 1.9%

2014 $113b $2.1b $2b 21.6% 12.2% 12.6% 10.7% 2.9% 1.8%

2015 $116b $2.4b $1.9b 21.6% 13.7% 13.0% 11.1% 3.1% 2.1%

2016 $119b $2.4b $0.6b 25.2% 13.6% 13.3% 11.3% 3.1% 2.0%

2017 $129b $2.7b $4.2b 24.9% 15.2% 13.3% 11.3% 3.2% 2.1%
WILL AMAZON PUT
COSTCO OUT OF
BUSINESS?
Despite Costco’s brilliant business
model, loyal customers, strong
operations, and healthy financial
position, there is growing concern
that the company’s best days are
behind it.
The reason? $500B+ of commerce
is moving online annually. And
online sales account for only 4% of
Costco’s business.
 Costco Sales Channel %
100%

2002 2005 2008 2011 2014 2017

Online Sales In-Store Sales

The biggest driver behind (and
beneficiary of) the shift to online
shopping has obviously been Amazon.
 Annual Online Sales
$112.7b

$16.8b $14.4b

$4.6b $4.2b $4.1b $3.2b $3.1b $2.9 $2.5b $2.2b

Kohl's
Amazon

Apple

Wal-Mart

Macy's

Costco

QVC

Nordstrom

Target

Gap, Inc

Nike
But Amazon isn’t content dominating
just e-commerce. They’re now building
(or acquiring) physical stores, and
have set their sights on Costco’s
largest sales category: groceries.
Groceries account for half of Costco’s
revenue.
Sales by Category

Foods $27b

Sundries $25b

Ancillary $21b

Hardlines $20b

Fresh Foods $18b

Softlines $15b
Amazon’s acquisition of Whole Foods
immediately gives them a sizable footprint of
490 physical stores.
741

490

2002 2005 2008 2011 2014 2017

Costco Stores Amazon Stores
And Prime—Amazon’s membership program—
already has 2X as many members as Costco.

100m

49m

Amazon Prime Costco Members

It would appear that Costco is in
trouble. But the plucky retailer
from Issaquah, WA is more
resilient than it gets credit for.
1. COSTCO IS—AND IS LIKELY
TO REMAIN—CHEAPER
✓ Costco is structurally more cost-
effective.

Costco’s approach of buying a single item in large

quantities and shipping to a central store is almost
always going to be cheaper than Amazon’s
approach of buying thousands of items in various
quantities and shipping to individual customers’
homes.
Someday Amazon may reach a degree of
scale where it becomes cheaper to deliver
individual items door-to-door than it is for
people to drive to a store.

But that future appears to be quite a ways

off. In fact, Amazon’s recent decision to
stop selling small household items (unless
part of a larger order) is strong evidence
that it may never happen.
“Amazon is preparing to make it harder for shoppers
to buy small orders of toothbrushes, soap…and other
inexpensive items that are difficult to sell profitably
online unless part of a larger purchase. Amazon has
been willing to absorb losses…on certain products to
make sure it has the items in stock and to fight a price
war with other retailers. But those costs are becoming
unsustainable as the company sells more household
goods.”

- Bloomberg, March 2018

2. THE REPORTS OF RETAIL’S
DEATH HAVE BEEN GREATLY
EXAGGERATED
There’s no denying that e-commerce is
growing fast, and that its share of
total retail spend will increase over
time. But the retail store isn’t going
away, and 30 years from now, there
will still be trillions of dollars spent at
physical stores. That’s where Costco
has a clear advantage.
✓ Replicating Costco’s network of 741
stores won’t be easy.

Amazon’s push into physical retail would require: a

lot of capital (~$50b), years of construction, and a
lot of time to learn how to operate a network of
stores.

Costco, on the other hand, has a 30-year head

start. Most of their stores are already in the best
locations in terms of proximity to customers and
freeway entrances/exits. It would almost make more
sense for Amazon to just buy Costco for $85b.
✓ The acquisition of Whole Foods isn’t a
direct threat to Costco.

Whole Foods stores—with their smaller size (40k sqft

vs 145k sqft for Costco), narrower aisles, lower
ceilings, and smaller parking lots—are simply not
equipped to handle the same sales volume as
Costco.

Though Amazon hopes to some day offer home

delivery for groceries, it’s not as simple as just
sticking them on a UPS truck; groceries need to be
stored in an ice-cold environment from warehouse to
doorstep. And Amazon’s current supply chain just
isn’t built for that.
✓ Costco’s same store sales growth has
been on a tear.

If retail is in trouble, Costco hasn’t gotten the memo.

Since April 2017, Costco’s monthly same store sales
growth has increased an average of 8% from the
previous year. And that rate is accelerating.

To put this in perspective, Costco is expected to

grow sales by $16b over the next 18 months. That’s
equivalent to Whole Foods’ annual revenue.
 Costco Same Store Sales Growth from a Year Earlier
12%

9%

6%

3%

4/17 6/17 8/17 10/17 12/17 2/18 4/18

3. COSTCO HAS MANY
OPPORTUNITIES OF ITS
OWN
✓ The growth of Costco.com is
accelerating.

For years, Costco.com languished. But Costco

executives recently concluded that e-commerce is an
important part of the company’s future, and have
dialed up the level of investment. It’s starting to pay
off: online sales grew 43% year over year from
April 2017, and there’s plenty of low-hanging fruit
left.

As online sales continue to grow and make up a

greater share of Costco’s total sales, e-commerce
stands to become a major growth driver for Costco.
E-Commerce as % of Costco E-Commerce
Costco’s Total Sales Growth
50%
3.7%
3.5%

3.1% 40%

2.6%
2.4% 30%
2.2%

20%

10%

9/17 4/18
2012 2017
✓ Costco’s “Kirkland” store brand is a
hit.

Costco offers a range of private label products

under its Kirkland Signature brand, including hair
regrowth medicine, dishwashers, golf balls, and
canned tuna. The products are: high-quality and low
cost, higher margin, and make up an estimated 25%
of total sales.

And it increases membership loyalty: customers love

Kirkland products, and Costco is the only place that
sells them.
✓ Costco is steadily opening new stores.

Costco has opened around 25 stores per year since

2000. In recent years, more of them have been in
international markets like the UK, Mexico, Japan,
South Korea and Australia.

But what should really excite investors is the recent

announcement of the first two—likely of many—
stores in the second-largest market in the world:
China.
A growing percentage of Costco’s store
openings have been overseas.

800

640 Iceland
France
Spain
480 Australia
Taiwan
Korea
320
Japan
UK
Mexico
160
Canada
US
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
4. EXISTING MEMBERS ARE
RENEWING, AND NEW
MEMBERS ARE JOINING
✓ Renewal rates are high.

Since 2002, the renewal rate on Costco

memberships has remained remarkably stable,
fluctuating between 86% - 88% (and a few points
higher in the US & Canada). Renewal rates are a
good gauge of the overall health of Costco’s
business for they indicate whether customers find
value in paying for a membership. Costco’s
consistently-high renewal rates make it clear: their
customers do.
 Renewal Rate
100%

86% 86% 86% 86% 87% 87% 87% 87% 87% 86% 86% 86% 87% 88% 88% 87%

85%

70%

55%
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
✓ Costco continues to add new
members.

Since 2010, Costco has added an average of 2.5m

new members per year. While a lot of the growth
has come from new stores, Costco has also done a
good job of drawing new members to existing
stores.
 Total Members
Members per Store
50m 70,000

25m 35,000

2000 2017 2000 2017

 ✓ Costco vs. Amazon Prime is not a
zero-sum game.

The rise of Amazon Prime has not slowed the

growth of Costco memberships. In fact, there is
growing evidence that customers see independent
value in both memberships, and according to a
recent survey*, the number of people who have
both a Costco and Amazon membership have
grown in recent years.

*UBS Shopper Survey

To summarize: there are reasons to believe
that Costco will continue to flourish
alongside Amazon.
✓ Costco prices are still industry-leading

✓ Physical retail is shrinking, but won’t disappear

✓ Plenty of demand for new stores

✓ Increased sales at existing stores

✓ Accelerating growth of Costco.com

✓ Kirkland brand is a hit

✓ Existing members are very loyal

✓ 2.5m new members joining each year

CONCLUSION
For 40 years, Costco has succeeded
with a simple formula: reinvest
merchandising profits into lower
prices and better products; be a
disciplined operator; and treat
customers and employees well.
That approach has worked:

Lowest prices on high-quality

CUSTOMERS goods.

Highest wages and best benefits in

EMPLOYEES the industry.

22,259% return (9x better than

SHAREHOLDERS S&P 500).
But with greater share of shopping
moving online, it’s fair to wonder if
the company's best days are
behind it.

After all, Costco is primarily a brick

and mortar retailer, and Amazon
has already put a number of once-
prosperous retailers out of business.
Yet Costco is thriving: sales and
profits are booming; membership is
growing; there’s strong demand for
new stores; and investments in new
areas (e.g., e-commerce, Kirkland,
international expansion) are
bearing fruit.
While Amazon may not be going
away any time soon, that's okay;
because as each quarter of sales,
profit, and membership growth
shows, neither is Costco.
THE END