Monro (MNRO) investor relations material

Strategic initiatives and operational improvements

• Four key work streams were established: store portfolio evaluation, merchandising, marketing investment, and store performance improvement.

• 145 underperforming stores were closed, inventory was efficiently managed, and over $25 million was generated from real estate monetization.

• Focus remains on optimizing marketing, enhancing store operations through training and technology, and strengthening vendor relationships.

• Digital and CRM marketing investments are being continually optimized to attract and retain high-value customers.

• Store performance is being improved through coaching, technology, and realignment of field leadership.

Consumer trends and market environment

• Recent months have seen increased consumer pressure due to rising gas, healthcare, and tariff-related costs, impacting discretionary spending.

• There has been a decline in tire unit sales since January, with a shift toward lower-priced Tier 4 products, though strong performance continues in both Tier 1 and Tier 4.

• Long-term industry tailwinds include an aging vehicle fleet and high new car prices, supporting demand for aftermarket services.

• Four consecutive quarters of positive comp store sales were achieved, with inventory reduced by 14% ($26 million).

Marketing and customer engagement

• Marketing shifted from broad promotions to targeted digital and CRM strategies, focusing on 'deal-seeking bundler' customers who value relationships and regular service.

• Digital marketing is tailored seasonally and geographically, using offers and Google Pay-Per-Click to drive traffic.

• CRM tools leverage inspection data to proactively reach customers for timely service reminders.