Tim Stacey
Group Chief Executive Officer at Discover Financial Services
Well, thanks, Mike. I will now provide an update on our strategy. So you're hopefully all familiar by now with our 3x3 strategy matrix. And our strategies remained broadly unchanged since early 2019 and is focused on three core pillars: drive the DFS core business; build the platforms; and unlock new growth. I'm pleased to report that we've remained focused on the execution of our strategy despite the challenges of the pandemic. And indeed post lockdown one, in the U.K., we accelerated execution on a number of fronts. We continue to target a GBP40 million incremental profit before tax benefit from this range of initiatives, and I'll highlight our progress on the next slide.
So this slide highlights how we're progressing towards our GBP40 million target. And we now estimate that we have achieved a net GBP33 million benefit -- incremental benefit to date, compared to around the GBP20 million that we reported at the interim stage. Particular highlights include the strength of the DFS brand performance overall driven by our integrated retail offer. The efficiency benefit of our marketing transformation program, which has been driven by our data platform we've built and a greater shift towards digital marketing has improved the returns on marketing investment.
And finally, the progress we're making as we unlock new growth from Sofology's geographical expansion. Our targeted GBP3 million plus logistics savings from the development of the Sofa Delivery Company remain on track and are expected to be achieved from the end of FY'22 onwards.
Now, we'll take a more detailed look at progress on our three core strategic pillars, starting with drive the DFS core business. Now, the DFS brand is the largest and most profitable in the Group and the key priority for this pillar is to drive growth across all channels. Our DFS brand delivered strong growth in revenue and profits in the period relative to both the previous year and the pre-pandemic FY'19 financial year. We've extended our market leadership in the period and we estimate a 2 percentage point market share gain for the year as a whole. Now, we believe that this market share gain reflects the strength of our integrated retail proposition and the successful investments we've made in recent years, which have proved their worth, particularly during the pandemic.
In relation to our seamless customer journey, we've delivered on a range of initiatives, including faster page load speeds for our websites, improved imaging, the rollout of shared customer baskets, which enables the integration from website to showroom channels.
Turning to our product portfolio, we've continued to innovate in the year, launching attractive new ranges that combine design appeal with a greater focus on sustainability, such as our grand designs collection pictured here, featuring fully recycled or recyclable materials.
And finally, we are constantly refining and improving the DFS showroom proposition. And we took advantage of the showroom closures in lockdown three to refurbish 14 showrooms into our latest format. The new format features more sofa base and improved customer experience, which has driven average order values and conversion. We are planning to refurbish 16 more showrooms in financial year '22.
Now, when we talk about leading sofa retailing in the digital age, the DFS brand is very much leading the way. Now, over the years we've built a truly integrated retail business model and we believe, for the upholstery category, it's the combination of physical and digital channels that is the winning business model. Highlighting our strength in the digital channels, it's worth repeating that DFS is the number one search term on Google in the sofa category, well ahead of both sofa and sofas. Our marketing transformation and investment in digital marketing means that DFS has a far greater share than all of our shared competitors on -- from a visitor point of view, it's around 40% of all visitor traffic.
Our historical investment and innovation in our websites, means that we have a greater market share online than we do off-line. We do continue, though, to see our showrooms as critical to our offer, given the nature of our product and the sit test that we've talked about before that customers enjoy, the brand experience that we can bring to people with our inspirational living room settings. So continued investment and innovation in our website is driving conversion and AOV and it means DFS websites over the years have delivered a CAGR of around 20%. This online strength supported the DFS business during the lockdowns and resulted in a record year of over GBP350 million of the revenue in FY'21, up 184% year-on-year.
Moving on to build the platforms is our second strategic pillar. So this pillar focus on capturing Group-wide benefits from leveraging existing infrastructure, systems, processes and data. In financial year '21, our focus was on achieving cost savings and efficiency targets across our showroom estate, our property costs. It's also about driving a range of marketing efficiency improvements and continuing our plans to develop the best two-person sofa delivery company in the U.K.
With regard to property cost savings, we've achieved a further GBP1.3 million of annualized savings in financial year '21. This takes the cumulative savings since the start of this project to GBP5.6 million and we remain on track to achieve, as a minimum, the GBP6 million to GBP8 million annual savings targeted by FY'23. And recent lease re-gears are still running at over 30% saving. We also expect to achieve further significant savings in the medium-term, as leases expire beyond FY'23.
Turning to logistics, we're progressing well with our objective of building a leading Group-wide supply chain platform known as the Sofa Delivery Company. Now, following the completion of our colleague consultation process, and the creation of an independent subsidiary, the Sofa Delivery Company now offers Group-wide extended hours delivery to customers seven days a week, which is increasingly important given our revenue growth and also customers' busy lifestyles. We're also completing the rollout of our new branding and vehicle delivery across our CDCs, our plans are on track. And as we work towards achieving annualized savings of GBP3 million, which will come into place by the end of financial year '22.
Finally, our ongoing marketing transformation program continues to move ahead at pace. Now, we're using data and insights to increase the return on investment of our marketing spend and extending that best practice across the Group in order to support the development of our Sofology brand. Following a review of the DFS retail brand activities, we've also appointed a new communications agency to help support and drive the next phase of our DFS brand marketing. In overall terms, we've now achieved around GBP8 million of net cumulative marketing efficiencies, and we're confident in our ability to drive further returns as we increase our mix of investment towards digital marketing.
Our third strategic pillar is to unlock new growth by driving incremental revenue and profit, particularly at our Sofology brand and our emerging home business. Now, following a pause in new store openings in financial year '20, as we appraise the property market conditions around the pandemic, we've opened five new Sofology showrooms in FY'21 on favorable lease terms. We plan to open another eight showrooms in the current financial year. We've already opened five of these so far. We continue to invest in the brand and in retaining a clear differentiation versus the DFS retail brand. Sofology's latest advertising sees Helena Bonham Carter encouraging customers to bring imagination to life in the way that they make their homes, and it's been incredibly successful.
In terms of product, building on Sofology's reputation for style and sustainability, launch highlights this year, include the Pioneer eco sofa in the first half, which features zero foam, a 100% recycled springs, sustainably sourced timber and fabric made from recycled yarns plus a 20-year guarantee. We've also recently launched a uniquely stylish capsule range designed by the singer, songwriter, Paloma Faith. We remain very positive on the potential of Sofology and see the opportunity to grow the brand to 65 to 70 showrooms in the medium-term from the current at the end of the financial year 50, as I stand here today 55. We're targeting annual revenues of over GBP300 million and a pre-tax profit margin of between 6% and 7%.
Now, within the interim results, we set out a clear medium-term opportunity to extend into the beds and living room furniture market where we have less than a 2% share in a total addressable market of about GBP5 billion. Now, we're focused initially on the online bed market, leveraging our existing strengths in our DFS digital channels, our supplier relationships to create unique products, and our existing manufacturing partners who already manufacture upholstered bed frames. With new partners such as Silentnight, we're also testing in-store space in DFS to grow our share in the medium-term. And this is an image of our beds proposition in the DFS showroom at Leeds, Birstall. We remain very positive on the beds opportunity and have been investing in our infrastructure to support the next stage of growth.
We've now fully integrated Dwell into the DFS platforms and are leveraging Dwell supplier relationships and infrastructure to expand the Group's offering into the adjacent living room product areas, such as coffee tables, lighting and accessories. During the year, we also re-platformed the Dwell stand-alone website utilizing the DFS technology stack. And we've recently switched to free delivery for Dwell. Both of these things are driving incremental conversion and profitability.
So, just stepping back to give you a bit more color on what's happening in the end-to-end supply chain given the well-documented global challenges that many businesses are facing. Now, we're setting out here from our perspective, the key market factors that are impacting our industry, the structural advantages that we have to tackle these challenges and the actions that we have already taken or are taking right now to ensure delivery of performance and also delivery to customers.
Now, there are several sources of market-wide disruption well-documented, raw material shortages and price volatility, and increased shipping costs from the Far East, but also in the U.K., driver shortage in the U.K., and limitations on worldwide manufacturing capacity given the higher-than-average global demand. But we believe our Group has a number of structural advantages that leave us better placed than our competitors in order to tackle these external challenges and specifically, our economies of scale, due to the U.K. market share of being around 3 times our nearest competitor, gives us an ability to negotiate with suppliers. We've got long-established relationships with our key supplier partners around the world and we're working in partnership with them. Our own vertical integration in the U.K., both in terms of our own manufacturing and our own logistics is also a key factor, especially with the current U.K. driver shortages. We also have a wealth of experience in maintaining our gross margins across a range of macroeconomic environments, such as when the Brexit vote happened we had a weaker pound.
On the right-hand side of this chart is listing some specific actions that we've already taken in the last few months to preserve our competitive advantage and also ensure delivery of performance. As I've said, we've been working closely with existing but also new exclusive suppliers to meet our higher order intake and have recently signed exclusive contracts with the largest furniture manufacturer in the world, and we'll bring them in as a key new supplier delivering products from half two. We're investing in our logistics teams with a view to having some of the best working practices in the industry. And finally, we're pulling a range of pricing and product optimization levers in order to manage our gross margins.
Look, in conclusion, it's clear that the external challenges are going to remain for the rest of the financial year and probably beyond. But we think we are relatively well-placed to outperform the market despite the disruption in the supply chain, and we are very focused on delivering for our customers and facing into these challenges head-on.
Now, our ESG strategy only officially launched a year ago, but as you can see from this slide, we've made good progress on a number of fronts. Our environmental highlights in the year include our progress on our Phase 1 sustainable leather and textile sourcing targets and the introduction of targets for other materials and chemical products. We hosted our first ESG Supplier Conference in March, which set out our intent to work collaboratively with our suppliers to innovate and develop new ways of making our products and our business even more sustainable and transparent. In June, we also completed our formal materiality assessment in order to identify and prioritize all of the Group's sustainability risks and opportunities.
Our Phase 2 ESG targets include an increased focus on social criteria and incorporate our work on diversity and inclusion. We've been listening, learning and educating ourselves around the different races, genders, abilities, sexual orientations, disabilities, religions and nationalities, with the aim of being a Group where everyone is welcome. We've also strengthened our main Board credentials with the appointment of a diversity and equality expert, Loraine Martins. And governance is an area where the Group has traditionally performed well, but we continue to strengthen our processes, and we've just established a Responsible and Sustainable Business Committee to ensure Board oversight at the execution of our ESG strategy. We've also embedded both environmental and social elements into management remuneration targets across the Group.
Looking further out, on the right-hand side of this slide, you can see the commitments that we've made in relation to a number of key environmental targets. As I mentioned earlier, we are committed to building the leading sustainable business model in this industry.
So, in summary, we have delivered record revenue, profits and cash flow and increased our market share by over 2%, driven by our scale and our integrated retail model. We've delivered another year of progress on our digital strategy, and we are well on our way to achieving the GBP40 million incremental profit target we set out back in 2018. We've created a sustainable base for further growth in market share, for further growth in cash flow to fund our investments and to accelerate into the GBP5 billion TAM non-sofa home market. We're examining new opportunities to leverage our asset base. With this target in sight, we're evolving our strategy towards the pillars and platforms model, and we'll look forward to sharing more details with you in the spring of 2022.
I'd like to end by thanking, again, our colleagues, our customers and our wider stakeholders for their support during this incredibly challenging sort of last 18 months. As a Group, I feel fundamentally that we emerged from the pandemic stronger than ever.
Thank you very much for listening today. And I'd now like to open up for questions.
Okay. Thank you. I've got Hollie here to facilitate some questions. So, over to you, Hollie.