| Like-for-like Sales ("LfL") | | 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. | | 
| |      | | We are committed to maximising our like-for-like sales opportunities in whatever economic environments we find ourselves. | | Retail sales performance in FY13 was acceptable given a demanding trading environment. Sales were affected by unseasonal weather in the first and last quarters and the summer of sport in between benefitted cycle sales. | | -0.7% | | Details |
| Gross Profit Percentage | | Gross profit expressed as a percentage of sales. | |
| | | | Gross Profit is an important indicator of the Company's financial performance. Within the business we focus on maximising cash margin generation. | | Growth in Car Maintenance and Cycle Repair alleviated dilutive pressures from Premium Cycles and stock clearance. This resulted in a small increase of 12bps. | | 53.3% | | Details |
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| wefit/werepair jobs | | The stores offer a fitting/repair service when customers purchase replacement products such as car bulbs, windscreen wiper blades and batteries ("3Bs"). | |
| | | | 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 training, payroll, colleague numbers and national marketing to fulfil the demand and make more customers aware of our unique offer, and increased the number of jobs by 32%. | | 3.93m | | Details |
| wefit/werepair revenue | | The sales revenue generated from all our fitting and repair services, including the sale of Bike Care Plans. | |
| | | | 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 training, payroll, colleague numbers and national marketing to fulfil the demand and make more customers aware of our unique offer, increasing revenues by 36%. | | £20.7m | | Details |
| Number of Stores Refreshed/Refurbished | | The layout and offering within our stores is important as the two formats of choice (Superstore and High Street) allow us to reach both large and small catchment areas. | |
| | | | 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. | | Our refurbishment programme in FY13 was restricted to relocations and store rightsizing as well as a series of laboratory stores from which we have garnered useful and important learnings for future store development. | | 20 | | Details |
| Costs(as a % of sales) | | Operating expenses from the Retail business activities expressed as a percentage of sales. | |
| | | | 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 increase of 260bps was driven by an increase of 13.7% in Support Centre costs as a result of the investment in improved recruitment and training in stores and enhanced Support Centre capability, with particular expertise associated with the launch of the extended range of PACs. | | 43.4% | | Details |
| Online Sales(as a % of total revenue) | | Sales enacted via the web, through Reserve & Collect, Order & Collect and Direct Delivery. | |
| | | | 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: Reserve & Collect, Order & Collect and Direct Delivery. | | Online sales grew to £77m in FY13 reflecting an increase in online penetration to 10.2%. This was driven by the improved service and a more competitive offering in areas such as technology and Cycle Accessories. There was also strong demand for Premium Bikes driven in part by the Olympics effect. | | 10.2% | | Details |
| % of Web Customers Visiting Stores | | % of online sales using the Reserve & Collect and Order & Collect offer and visiting stores after researching online. | |
| | | | 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. | | Improvements to delivery lead times for the services have led to 88% of online orders now being collected in-store, providing more opportunities for store colleagues to engage with our online customers. | | 88% | | Details |