| Like-for-like sales | Like-for-like-sales represent revenues from stores trading for greater than 365 days and include revenues denominated in foreign currencies translated at constant rates of exchange | 
 | - Service Revolution
- Store Portfolio
- Digital Future
- Proposition
- Infrastructure
| We are committed to maximising our like-for-like sales opportunities in whatever economic environments we find ourselves. | Retail sales performance in FY14 was up 7.6% on a LFL basis and within our three categories of Auto, Cycling and Leisure, the Cycling category was the standout performer throughout the year with LFL growth of 19.4%. | +1.3% | -5.5% | -2.3% | -0.7% | +7.6% |
| Gross Profit Percentage | Gross Profit expressed as a percentage of Sales |
| - Service Revolution
- Store Portfolio
- Digital Future
- Proposition
- Infrastructure
| Gross Profit is an important indicator of the Company's financial performance. Within the business we focus on maximising cash generation. | The outstanding performance of the lower average margin Cycling category and improved stock clearance diluted gross margin by 144 basis points. | 54.4% | 54.5% | 53.1% | 53.3% | 51.8% |
| Gross Profit | Gross Profit expressed as actual GBPs | £443.8m | £420.0m | £399.8m | £397.0m | £416.2m |
| Underlying EBITDA | Earnings before Interest, Tax, Depreciation and Amortisation | The Board considers this measurement of profitability a viable alternative to underlying profit and uses this measure to incentivise management. | EBITDA was 1.1% down year-on-year. The increase in revenues of 7.7% was offset by a 144 basis point reduction in gross margin and a 5.4% increase in operating costs. | £143.1m | £144.9m | £114.6m | £94.6m | £93.6m |
| In-store Services | The stores offer a fitting/repair service when customers purchase replacement products such as car bulbs, windscreen wiper blades and batteries (3Bs) |
| - Service Revolution
- Store Portfolio
- Digital Future
- Proposition
- Infrastructure
| Expert knowledge, advice and service remain at the heart of the Halfords customer offer, and specifically through fitting. This differentiates and defends the Halfords offer and generates attractive levels of return. | We have invested in our 3-Gears training programme and in payroll and national marketing to fulfil the demand and make more customers aware of our unique offer and we increased the number of jobs by 13.5% year-on-year. | 2.35m | 2.54m | 2.98m | 3.93m | 4.46m |
| In-store Service Income | The sales revenue generated from all our fitting and repair services, including the sale of Bike Care Plans |
| - Service Revolution
- Store Portfolio
- Proposition
| Expert knowledge, advice and service remain at the heart of the Halfords customer offer, and specifically through fitting. This differentiates and defends the Halfords offer and generates attractive levels of return. | We have invested in our 3-Gears training programme and in payroll and national marketing to fulfil the demand and make more customers aware of our unique offer, increasing revenues by 17.9% year-on-year. | £11.7m | £12.4m | £15.2m | £20.7m | £24.4m |
| Stores Trading in a Refreshed Format | The layout and offering within our stores is important as the 2-formats of choice (superstore and compact) allow us to reach both large and small catchment areas |
| - Store Portfolio
- Proposition
| We will continue to review the lines available in each of our formats of choice, looking to refresh or refurbish as appropriate as we believe this enhances like-for-like sales growth in these stores. | During the year we have introduced a new format to our stores. Creating a modern, engaging and friendly store environment that encourages browsing and interaction with colleagues. We plan to roll out this new format to other stores in FY15. | 10 | 26 | 83 | 20 | 27 |
| Underlying Costs (as a % of sales) | Operating expenses from the Retail business activities expressed as a percentage of sales |
| - Service Revolution
- Store Portfolio
- Digital Future
- Proposition
- Infrastructure
| We are committed to an ongoing focus on cost control. This ensures an efficient use of resources and the correct cost base for the prevailing economic conditions. | The slight reduction of 90 basis points was driven a 5.4% increase in operating costs. Costs rose primarily as a result of the increase in store-colleague investment and incentives. | 40.0% | 38.4% | 40.8% | 43.4% | 42.5% |
| Online Sales (as a % of Total Revenue) | Sales enacted via the web, through Click & Collect and Direct Delivery |
| - Digital Future
- Proposition
- Infrastructure
| The Internet is changing the way our customers shop and provides us with new opportunities to grow our business. In the last few years we have introduced three ways to shop online: Click & Collect and Direct Delivery. | Online sales grew by 17.7% to c.£90m reflecting a an increase in online penetration to 11.3%. This was driven by the new website design and the enhanced product, service and How To Guides. New features were also added to complement our Cycling category. | 6.4% | 9.2% | 8.9% | 10.2% | 11.3% |
| % of Web Customers Visiting Stores | % of online sales using the Click & Collect offer and visiting stores after researching online |
| - Digital Future
- Proposition
- Infrastructure
| Our strategy is to seamlessly integrate halfords.com and our store operations. Our Research tells us that our customers like the convenience of buying online but also want to visit our stores for our expert advice and value adding services. | Continued improvements in the range of products offered online, delivery times and improved availability has led to 91% of online orders now being collected in-store, providing more opportunities for store colleagues to engage with online customers. | 77% | 85% | 86% | 88% | 91% |