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Altria Group's MO CEO Marty Barrington Presents at CAGNY 2015 Conference Transcript Next up we have Altria presenting this morning. And I'd like to thank Altria's for his sponsorship of CAGNY over the years, and especially for dinner tonight. This is one of those nights, we're really glad to be on a wine business. Thank you, Altria in events for dinner tonight. So I like to introduce Marty Barrington, the Chairman and CEO and President of the company and CFO, Howard Willard is here as well and with other management executives. Marty decided over a period of a very strong growth for the business and stability in its earnings growth. 2015 looks to continue that momentum in the business with strong expected growth in its smokeable segment and its continued investment in some new innovative products. Good morning everyone. Thank you very much for the introduction Chris. I have to tell you it's a very great pleasure to be back at CAGNY and with all of you. Several members of our management team joining me this morning including Howard Willard, Dave Beran, Bill Gifford and Murray Garnick. And in case you didn't hear the news Dave will be retiring after 38 extraordinary years with the company. On March 1st Howard will succeed Dave as Chief Operating Officer and Billy will become Chief Financial Officer. We'll all be available during the question and answer portion of this morning. And as Chris has pointed out we're hosting dinner this evening which will be a great opportunity so spend some time together with us and with other members of the management team we brought with us. As usual before we begin please review the Safe Harbor statement and the forward looking and cautionary statements section in today's press release for a description of the various factors that could cause our actual results to differ materially from projections included in today's remarks. 2014 was a very strong year for Altria and its shareholders, and we believe that Altria continues to be a terrific investment. Let's take a quick look at 2014. We grew adjusted diluted earnings per share 8%. We grew our dividend 8.3% and paid shareholders $3.9 billion in dividends. The smokeable product segment grew adjusted operating company's income 6.7%. Marlboro achieved record retail share of 43.8% larger than the next 10 brands combined. Copenhagen and Skoal combined achieved record retail share since the UST acquisition of 51.2% and we delivered total shareholder return of over 34%. We're very pleased with these results and we're very proud of our talented employees who produced them. Of course Altria wasn't strong just in 2014 for it has a remarkably strong track record of consistently delivering for our shareholders. So today we'll discuss with you our long term financial goals, strategies, performance and our outlook for 2015. Our first long term financial goal is to grow adjusted diluted EPS at an average annual rate of 7% to 9% and since 2009 we've done just that, growing at a compounded annual rate of 8%. Our second long term goal is to maintain a target dividend payout ratio of approximately 80% of adjusted diluted EPS we remained focused on returning cash to shareholders through our strong and growing dividend. Altria's dividend payout ratio is the highest in the S Food Beverage and Tobacco Index. We're proud to say we've increased the dividend 48 times in the past 45 years. And over the past five years our annualized dividend has grown at a compounded annual rate of 8.9%. We pursued three strategies in order to deliver against these financial goals. Our first is to maximize income from our core tobacco businesses over the long term. The second is to grow new income streams with the innovative tobacco products and our third strategy is to manage our diverse income streams and strong balance sheet to deliver consistent financial performance. For context let's compare Altria in terms of profitability, productivity and performance through the S Beverage and Food Indices. Doing so it shows that using the most recent comparable 12 month data Altria's net income margins were up to 2.5 times wider, Altria is extremely efficient resulting in average net revenues per employee up to 3 times higher, free cash flow as a percentage of net revenues was also up to 3 times higher and Altria's five year total shareholder return substantially outperformed beverage and food returns. tobacco profit pool. tobacco profit pool grew at a compounded annual rate of 5.5% to nearly $15.5 billion and in 2014 Altria gain more than half of that profit pool through our tobacco company's strong positions across cigarettes, smokeless tobacco and machine made large cigars. As we noted our first strategy is to maximize income from our core tobacco businesses over the long term. Let's begin with our smokeble product segment which includes cigarettes and machine made large cigars. The strategy for this segment is to maximize income while maintaining modest share momentum on Marlboro and Black Mild over time. In 2014 the cigarette category exhibited stable fundamentals supported by a relatively calm excise tax and regulatory environment. Philip Morris USA estimates that adjusted industry volume declined 3.5% consistent with the long term decline trend of 3% to 4%. PM USA performed very well against that backdrop. The smokeable products segment delivered 6.7% adjusted operating companies income growth and expanded adjusted OCI margins by almost two percentage points. From 2009 to 2014, adjusted OCI grew at a compounded annual rate of 4.5% and adjusted OCI margins expanded seven percentage points. Our profit model in the smokeable product segment depends primarily on three key factors pricing, cost management and the remarkable Marlboro brand. PM USA's pricing was a strong growth contributor in 2014. Net revenues per 1,000 units grew 5.1% a bit ahead of the compounded annual growth rate of 4.4% since 2009. PM USA uses several tools to achieve its objectives, for example in 2014 it took two cigarette pricing actions totaling $0.13 per pack. Additionally, PM USA took measured steps in selected geographies to lower promotions behind some Marlboro offerings. PM USA reduced special price promotions on Marlboro Special Blend in scores of states. While the reductions varied, they averaged $0.13 per pack. Additionally, PM USA invested modestly in some of its highly profitable portfolio brands to enhance overall mix. PM USA also steadily emphasizes cost management, in the smokeable product segment while controllable cost per 1,000 units increased about 3% last year, they held virtually flat since 2009. Additionally the end of the federal tobacco quota buyout payments will reduce the cost of goods sold by approximately $300 million versus 2014. PM USA has invested steadily to strengthen Marlboro, and those investments are paying dividends. Today, at almost 44 retail share points, Marlboro is larger than the next 10 cigarette brands combined and is the largest brand in every state. PM USA established a new Marlboro architecture in 2012 featuring four unique flavor families; red, gold, green and black to enhance the brand's momentum and relevance. To better understand how the architecture comes to live we'll take a closer look at two of the Marlboro flavor families, which strong demographics among adult smokers 21 to 29 beginning with Marlboro black. Marlboro Black family is a prime example of how the architecture has added dimension to the brand for both loyal and competitive adult smokers with its bold personality Marlboro Black has enhanced Marlboro's position among adult smokers 21 to 29 and contributed to innovation with Marlboro NXT and Marlboro Edge. In addition to its retail presence and vivid packaging, Marlboro Black engages smokers 21 and older to tailored direct mail and digital communications and adult only experiences at the Marlboro Black Lounge. Innovation and expanded use of adult smoker engagement programs also have benefited the Marlboro Green family, which operates in the growing menthol segment. Marlboro Green's "Flavor Makes the Night" campaign expresses a different, more extroverted side of Marlboro to connect with the social, menthol adult smoker. Using digital tools, age verified adult smokers can locate Marlboro nightlife promotions. Recently, the brand expanded its menthol offerings with Marlboro Menthol Rich Blue in 28 states. Marlboro highlights Rich Blue and the Green Family at retail, including through vibrant imagery designed to appeal to both loyal and competitive adult smokers. Collectively, these efforts have strengthened Marlboro's relevance, engagement and share among adult menthol smokers. We've discussed Marlboro Black and Green, but each of Marlboro's flavor families efficiently and responsibly connects with smokers 21 and older including through digital tools. By investing in mobile technology Marlboro increased mobile logins 10 fold since 2011. Investments like these have grown Marlboro's retail share over time consistent with its strategy and maintained its leading equity. In our annual review of brand equity done by the market research firm TNS Marlboro outperformed key competitors again in 2014. These brand equity scores help us gain a deeper understanding of key aspects of brand strength. Importantly, Marlboro also maintained strong equity score among adult smokers ages 21 to 29 which are both higher than competitors and higher than Marlboro scores among adult smokers overall. In machine made large cigars, John Middleton Co.'s (Middleton) Black Mild brand continued to lead in the tipped segment in 2014, growing its segment retail share about 2.5 points versus 2013, to over 91%. Black Mild's performance also helped grow cigars shipment volume over 6% since 2013. Middleton invested to expand the Black Mild tipped franchise in 2012 with Black Mild Jazz, which contributed to its strong performance. And, Middleton is now expanding Black Mild Casino nationally to further its momentum. Over the past five years, Black Mild's retail share declined about a half a share point annually due to competitive pressure, primarily from low priced untipped cigars. However, by innovating on its flagship Black Mild tipped cigars and prioritizing profit ahead of share, Middleton continues to strengthen its position in the category. Before we leave the smokeable products segment, a brief word on litigation. A comprehensive discussion of tobacco related litigation is found in the financial statements we filed with our Form 8 K on January 30. Today, we'll touch briefly on the so called lights class actions and Engle progeny litigation. In 2014, we obtained dismissals of the remaining lights cases that were pending in federal court. In state court, there are only a handful of such cases that remain. One, Aspinall in Massachusetts may be tried later this year. In Miles/Price, the Illinois Supreme Court granted review of the Fifth District Court of Appeals' decision to reinstate the prior 2003 judgment. As a reminder, the Illinois Supreme Court already vacated that judgment once eight years ago, and we believe that we have compelling arguments why that judgment should not be reinstated now. In the Engle progeny cases, we achieved substantial success in managing these suits, although there were some losses in 2014. Of the 9,400 Engle progeny claims originally filed in 2008, less than half remain actively pending, mostly in state court. In 2014, we obtained either a defense verdict or a mistrial in more than half of the cases tried. A federal appeals court affirmed the dismissal of almost 750 cases. We expect the Engle progeny cases to remain active for the next several years. To sum up on litigation, in 2014, we continued to effectively manage the environment, although significant challenges remain. We will continue to protect the interests of our shareholders by vigorously defending these claims. Turning to the smokeless products segment, USSTC strategy is to increase income by growing volume at or ahead of the category and to maintain modest share momentum on Copenhagen and Skoal combined. USSTC owns the two leading premium smokeless brands. Copenhagen is the most masculine, iconic smokeless tobacco brand. In 2014, Copenhagen achieved 30.8 retail share points and Skoal, which celebrated its 80th birthday last year, had a 20.4% share. The smokeless category is growing. From 2009 through 2014, USSTC estimates that category volume grew at a compounded annual rate of approximately 5%. In 2014, that growth rate slowed to about 2%. Despite a lower growth rate, USSTC delivered against its strategy. USSTC grew smokeless volume ahead of the category at approximately 2.5%, when adjusted for trade inventory and other factors. It also grew combined retail share on Copenhagen and Skoal by five tenths to 51.2%. And the smokeless products segment delivered adjusted OCI growth of 3.3%.