Bombril volta a ter lucro em 2016, com corte de custos

Por Valor Econômico

Famosa pelo logotipo vermelho, escrito em letras maiúsculas ” Bombril “, a companhia com nome de produto e que virou marca conseguiu voltar ao azul no balanço do ano passado. Teve lucro líquido de R$ 59 milhões, comparado a um prejuízo de R$ 377 milhões, em 2015.

Vivendo situação operacional dramática, a companhia passou o ano passado focada em conseguir rentabilidade na sua linha de produtos. Houve todo tipo de esforço por cortes de custos e despesas. Assim, a Bombril reduziu de 550 para 300 o número de produtos e variações.

O resultado foi uma receita líquida estável, em R$ 1,1 bilhão, para 2016 ­ quase 10% maior se comparada só os mesmos produtos. Mas o Ebitda (lucro antes de juros, impostos, depreciação e amortização) registrou evolução importante: resultado positivo recorrente de R$ 71 milhões, ante R$ 26 milhões negativos do ano anterior.

Luiz Gustavo Figueiredo Pereira da Silva, que acaba de completar um ano à frente do negócio, contou com exclusividade ao Valor que o foco de 2016 foi conseguir retomar a rentabilidade. Para este ano, a companhia volta a ter metas de expansão de receita. Contudo, preferiu não fazer previsões.

No ano passado, em busca de margens, houve de tudo. As iniciativas foram desde organização da produção, até corte de pessoal (12%) e gastos com insumos básicos como energia, água e diesel ­ quedas de 12% a 25%. O reflexo direto foi a melhoria das margens brutas.

Na logística, as modificações também foram relevantes. A companhia colocou para dentro de seu quadro a estrutura antes terceirizada e a economia anual obtida é estimada em R$ 15 milhões.

“Aqui, somos os loucos do controle. Medimos tudo. Nem o plástico que cai na linha de produção hoje é desperdiçado”, contou ele.

Tradicional anunciante, com um dos garotos­-propaganda mais conhecido, Carlos Moreno, a Bombril cortou nas raízes. A despesa com marketing caiu de R$ 60 milhões para R$ 8 milhões, na comparação entre 2015 e 2016. Neste ano, além dos esforços no pontos de venda, a companhia quer fazer campanhas nas mídias digitais, mas com o mesmo orçamento. Por enquanto, nada de voltar de TV.

Pereira da Silva, egresso da RK Partners, contratada em 2015 para reestruturação, acaba de renovar por mais um ano como presidente da Bombril. A RK encerrou seus trabalhos em dezembro, exatos doze meses após sua chegada. O presidente fica. Assim, garante a estabilidade e o trabalho de criar uma cultura para a empresa, que passou por modificação de 80% do quadro diretor.

“Conseguimos em 2016 garantir que as vendas pagam os custos e despesas de produção e ainda as dívidas. A partir de novembro deste ano, devemos voltar a acumular caixa”, disse ele. Nas finanças, segundo o executivo, a companhia mantém os esforços para melhorar a diferença entre os prazos que paga e o que recebe. Quando Pereira da Silva assumiu, esse intervalo estava em 87 dias e agora já caiu para 52. “O ideal é aproximar o recebimento e o pagamento cada vez mais.”

Para auxiliar na meta de crescimento de 2017, sem mencionar nomes, Pereira da Silva conta que foi montado comitê consultivo com três presidentes de empresas de varejo e bens de consumo.

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