SIGNA and Central Group Acquire GLOBUS
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Mexican Supermarkets & Grocery Stores Industry Report
Mexican Supermarkets & Grocery Stores Industry Report July 2018 Food Retail Report Mexico 2018Washington, D.C. Mexico City Monterrey Overview of the Mexican Food Retail Industry • The Mexican food retail industry consists in the distribution and sale of products to third parties; it also generates income from developing and leasing the real estate where its stores are located • Stores are ranked according to size (e.g. megamarkets, hypermarkets, supermarkets, clubs, warehouses, and other) • According to ANTAD (National Association of Food Retail and Department Stores by its Spanish acronym), there are 34 supermarket chains with 5,567 stores and 15 million sq. mts. of sales floor in Mexico • Estimates industry size (as of 2017) of MXN$872 billion • Industry is expected to grow 8% during 2018 with an expected investment of US$3.1 billion • ANTAD members approximately invested US$2.6 billion and created 418,187 jobs in 2017 • 7 states account for 50% of supermarket stores: Estado de Mexico, Nuevo Leon, Mexico City, Jalisco, Baja California, Sonora and Sinaloa • Key players in the industry include, Wal-Mart de Mexico, Soriana, Chedraui and La Comer. Other regional competitors include, Casa Ley, Merza, Calimax, Alsuper, HEB and others • Wal-Mart de México has 5.8 million of m² of sales floor, Soriana 4.3 m², Chedraui 1.2 m² and La Cómer 0.2 m² • Wal-Mart de México has a sales CAGR (2013-2017) of 8.73%, Soriana 9.98% and Chedraui 9.26% • Wal-Mart de México has a stores growth CAGR (2013-2017) of 3.30%, Soriana 5.75% and Chedraui 5.82% Number -
Migros Presentation
Migros Ticaret A.Ş. Tesco Kipa Acquisition Roadmap June 2016 Disclaimer Statement Migros Ticaret A.Ş. (the “Company”) has prepared this presentation for the sole purpose of providing information about its business, operations and financial results. The information in this presentation is subject to updating, revision and amendment. The information in this presentation, which includes certain information drawn from external sources, does not purport to be comprehensive and has not been independently verified. No reliance may be placed for any purpose whatsoever on the information contained in this presentation or any assumptions made as to its completeness. No representation or warranty, express or implied, is given by the Company, any of its subsidiaries or any of its advisers, officers, employees or agents, as to the accuracy, reliability or completeness of the information or opinions contained in this presentation or in any revision of the presentation or of any other written or oral information made or to be made available to any interested party or its advisers. Save in the case of fraud, no responsibility or liability is accepted (and all such liability is hereby excluded for any such information or opinions). No liability is accepted by any of them for any such information or opinions (which should not be relied upon) and no responsibility is accepted for any errors, misstatements in or omissions from this presentation or for any loss howsoever arising, directly or indirectly, from any use of this presentation or its contents. The information and opinions contained in this document are provided as at the date of this presentation and are subject to change without notice. -
The Management
The Management The management is responsible for the operational leadership of the FMC. It consists of the CEO and the members of the Executive Board as well as the heads of the management divisions of the six departments. The Chief Executive Officer (CEO) is appointed by the Board of Directors and confirmed as a member of the Board of Directors by the Assembly of Delegates. The CEO has the right to give directions and has overall responsibility for the operational management of the FMC. The remaining members are responsible for the six Departments: HR, Cultural and Social Affairs, Leisure; Marketing; Logistics and IT; Industry and Wholesaling; Finance; Commerce. Members The seven-member Executive Board oversees the operational management of the Federation of Migros Cooperatives and is responsible for directing the management divisions. Herbert Bolliger (1953 CH) Chairman FMC Chief Executive Officer member since 2005 Lic. oec. University of Zurich Major Mandates Migros Bank AG (Chairman); Hotelplan Holding AG (Chairman); Magazine zum Globus AG; Migros Beteiligungen AG (Chairman); Interio AG; Park «Im Grünen» Gurten (Board of Directors), Foundation «Im Grüene» Rüschlikon (Board of Directors); Adele Duttweiler Prize Foundation (Board of Directors); Galaxus AG Professional experience/career path To 1987 Various functions at Bayer (Schweiz) AG, FMC and PCW Group 1987 – 1994 Head of Finance/IT Migros Berne, Member of the Board of Directors 1994 – 1997 Head of IT Migros Group 1997 – 2005 Managing Director Migros Aare 2005 – present Chief Executive -
Oberammergau 2020 a Once-In-A-Decade Experience!
OBERAMMERGAU 2020 A ONCE-IN-A-DECADE EXPERIENCE! BOOK SPACE NOW! Now on Sale—Oberammergau Passion Play 2020! The quaint Bavarian village of Oberammergau is world famous for the spectacular Passion Play performed by its residents just once every 10 years. Keeping a pledge made nearly 400 years ago, this re-enactment of the crucifixion of Christ preserves the health and well-being of Oberammergau’s residents to this day and is regarded as the most important passion play in the world. Globus will once again lead the way in bringing the legendary Oberammergau experience to travellers. For this 2020 event, we will offer a variety of special vacations that include the Passion Play experience. When you book with Globus, you will be seated in a premier location, providing you with the best Passion Play experience. So, whether it’s an extended family looking for a once-in-a-lifetime experience or a church group looking to connect and reflect on their faith, Oberammergau offers an experience that will send you and your group back enchanted and excited. With almost 90 years of recognized worldwide excellence, Globus is a company you can trust, providing you with a seamless vacation, piece of mind and an incredible Passion Play experience. CHOOSE FROM THE FOLLOWING 14 PACKAGES: > Munich, Salzburg & Vienna with Oberammergau. p. 2 > German Highlights with Oberammergau . p. 9 > Bavarian Highlights with Oberammergau . p. 3 > Spectacular Switzerland with Oberammergau . p. 10 > Imprerial Splendors with Oberammergau . p. 4 > Catholic Central Europe with Oberammergau. p. 11 > The Best of Switzerland & Oberammergau . p. 5 > Grand Catholic Italy with Oberammergau . -
Shopping Smarter with Comparis Using Scandit
www.scandit.com Shopping Smarter with Comparis using Scandit Integrating Scandit technology to our Smartshopper app interlinks the physical product and the Smartshopper app. Thanks to the barcode functionalities the app is convenient, user-friendly and cool to shop with. - Benedikt Unold, Chief Technology Officer, Comparis About Comparis Customer Case Study Series #2 / 2012 On www.comparis.ch consumers can compare almost anything, such as Starting point tariffs and health insurances, insurance Starting out as an Internet comparison service for health insurance, comparis.ch companies, financial institutions, mobile has developed its portfolio from year to year and now offers a wide range of operators, and classifieds for property, services not only on the web, but also in terms of mobile applications. To date cars and motorcycles as well as offers and promotions from the retail business. users can download several apps from the Comparis website in order to compare mortgage rates, read about the latest property or used car offerings. How does the business work? After evaluating various offers, customers Vision: Comparis Smartshopper app can pick the supplier with the best cost/ To simplify the lives of its daily users, Comparis wanted to build a dedicated benefit ratio. Users can also access various app for shoppers. With the help of an integrated barcode scanner and self- apps on their mobile devices in order to made templates, consumers are able to create intelligent shopping lists easily get real-time support for some selected and efficiently. The app not only enables shoppers to find special offers and services. deals within Switzerland, but is also able to arrange shopping lists by store location. -
Gottlieb Duttweiler Und Dessen Lebenswerk Erlangt
gesamtversion_9.qxd:Layout 1 19.1.2012 11:45 Uhr Seite 67 Marketing-Genie und Pionier Jules Kyburz und Hans Tanner haben über Jahrzehnte ein tiefes Verständnis für Gottlieb Duttweiler und dessen Lebenswerk erlangt. Zusammen mit Prof. Dr. Thomas Rudolph und Tim Böttger diskutieren sie die Motivation, die Werte und die Persönlichkeit, die hinter der Schaf- fung des grössten Schweizer Detailhandelsunternehmens und dem sozialen Engagements Gottlieb Duttweilers stehen und zeigen auf, was heutige Manager aus der Denkweise Gottlieb Duttweilers lernen können. • Geboren am am 15. August 1888 in Zürich. • 1907: Kaufmännischer Lehrabschluss. • 1913: Heirat mit Adele Duttweiler. • 1917: Teilhaber an Pfister & Duttweiler. • 1923: Kaffee-Farmer in Brasilien. • 1924: Rückkehr in die Schweiz. • 1925: Gründung der Migros AG mit fünf Verkaufswagen. Gottlieb Duttweiler • 1933: Inkrafttreten des «Filialverbots». • 1935: Einstieg in die Politik als Nationalrat. • 1941: Umwandlung der Migros AG in eine Genossenschaft. • 1944: Gründung der Migros Klubschulen. • 1946: Schenkung des «Park im Grüene» an die Öffentlich- keit. • 1948: Eröffnung des ersten Selbstbedienungsladens in Zürich. • Gestorben am 8. Juni 1962 in Zürich. 67 gesamtversion_9.qxd:Layout 1 19.1.2012 11:45 Uhr Seite 68 Von Prof. Dr. Thomas Rudolph und Tim Böttger, Forschungs- zentrum für Handelsmanagement, Gottlieb Duttweiler Lehrstuhl, Universität St.Gallen Herr Kyburz (ehemaliger Präsident der geschäftsführenden Verwaltung des Migros Genossenschaftsbundes (MGB) und Präsident der MGB-Verwaltung (Aufsichtsgremium), 1952 begann Ihre Karriere bei der Migros. Sie waren ins- gesamt mehr als 48 Jahre in der Migros aktiv und sind mit dem Unternehmen auch heute noch eng verbunden. Herr Tanner (ehemaliger Sekretär von Gottlieb Duttweiler sowie Generalsekretär und Präsident der Delegiertenversamm- lung des MGB), Sie sind Ende 1950 in die Migros eingetre- ten. -
Facts & Figures 2018
Facts & figures 2018 2 Migros Group Contents Overview 4 Migros Group Organisation 6 History 8 Sales 9 Earnings 10 Retail sales / Market share 11 Investments / Equity 12 Strategic business units Cooperative retailing 14 Commerce 17 Industry & wholesaling 19 Financial services 20 Travel 20 Shared services 21 Employees Migros as employer 23 Salary growth 25 Our responsibility Sustainability 27 Culture Percentage & Engagement Migros 28 Health 29 At a glance Migros - the place where people get together 30 Migros Group 5 Overview With sales of CHF 28.5 billion (2018), the Migros Group is Switzerland’s largest retailer, and with over 106 000 employees, it is also Switzerland’s largest private employer. Migros is owned by its more than 2 million cooperative members, organised into ten regional cooperatives. These cooperatives operate the core business of Migros, retailing. Migros also owns 32 industrial companies, various commercial, travel and logistics enterprises, as well as Migros Bank. Migros is committed, willingly and with conviction, to social and cultural issues. Its primary goal is to improve the quality of life of all of its customers. Migros Group Where Migros comes from, how it is structured, and the results it achieved in 2018. 6 Migros Group Migros Group 7 Organisation of the Migros Group Subsidiaries and Cooperative members Cooperatives Federation of Migros Cooperatives (FMC) foundations 2.22 million 10 regional Migros cooperatives, 6 departments approx.50 enterprises cooperative members each with its own Cooperative Council and are responsible, with the staff units, for the whole Migros Group. and foundations from various are the owners of Migros. Board of Directors, are the bedrock of Migros. -
General Instructions
General Instructions Applies to for handling Federation of Migros international shipments, Cooperatives customs clearance and Magazine zum Globus AG operations associated Interio AG with these activities Office World AG Version 2014/03 Valid from 01.03.2014 Replaces Version 2012/2 Introduction Dear Ms. ..........., Dear Mr. ..........., These instructions provide information about the processing of our transport orders. Orders shall either be placed upon transfer of the order details by MTWEB or with the dispatch of Forwarding, Shipment and Customs Clearance orders. Please pass these instructions on to all your colleagues handling and/or organizing shipments and/or customs clearance on our behalf. We shall charge you for any additional costs arising from non-compliance with these instructions. These instructions shall apply to shipments / customs clearances by the following firms: . Federation of Migros Cooperatives, Zurich . Magazine zum Globus AG, Spreitenbach . Interio AG, Dietikon . Office World AG, Zurich The names Food and NonFood refer to Migros. Where Globus is mentioned, the instructions also apply to Interio and Office World. In case of queries or uncertainty please contact us prior to accepting shipments or executing an order. Deviating agreements can be made and shall supersede the general instructions. Federation of Migros Cooperatives Logistics Transport Unit International Transports Markus Helg 2 Contents 1 Import from Overseas ............................................................................. 4 (Sea freight, -
Facts & Figures 2020
Facts & fi gures 2020 2 Migros Group Contents Overview 4 Migros Group Organisation 6 History 8 Sales 9 Earnings 10 Retail sales / Market share 11 Investment / Equity 12 Strategic business units Cooperative retailing 14 Commerce 17 Migros-Industry 19 Financial services 20 Travel 20 Shared services 21 Employees Migros as an employer 23 Salary growth 25 Our responsibility Sustainability 27 Health 28 A unique commitment 30 Migros Group 5 Overview With sales of CHF 29.9 billion (2020), the Migros Group is the largest retailer in Switzerland, and around 99 000 employees, it is the country’s largest private-sector employer. Migros is owned by its more than 2 million cooperative members and organised into ten regional cooperatives. These cooperatives operate the core business of the Migros Group: retailing. Migros also owns numerous industrial companies, various commercial, travel and logistics enterprises, as well as Migros Bank. Migros is committed, voluntarily and with conviction, to social and cultural issues. Its primary goal is to improve the quality of life of all of its customers. Migros Group Where Migros comes from, how it is structured and the results it achieved in 2020. 6 Migros Group Migros Group 7 Organisation of the Migros Group Subsidiaries and Cooperative members Cooperatives Federation of Migros Cooperatives (FMC) foundations 2.27 million 10 regional Migros cooperatives, 6 departments Approx.50 enterprises cooperative members each with its own cooperative board and are responsible, with the staff units, for the whole Migros Group. and foundations from various are the owners of Migros. administration, are the bedrock of Migros. The central Migros executive bodies are also located in the FMC. -
Migros Unites All Its Social Engagement Activities Under One Roof
MEDIEN-INFORMATION INFORMATION AUX MÉDIAS INFORMAZIONE STAMPA PRESS RELEASE Migros unites all its social engagement activities under one roof Zurich, April 6, 2021 - The multifaceted social engagement activities of the Migros Group have been brought together and given a joint look and feel. The new umbrella brand «Migros Commitment» includes offers and services associated with the Migros Culture Percentage, the newly renamed Migros Pioneer Fund (formerly the Engagement Migros development fund) and the Migros Aid Fund. The move is designed to make these unique services even more accessible to a broad swathe of the Swiss public. To launch the new «Migros Commitment» umbrella brand, the three support vessels, namely the Migros Culture Percentage, Migros Pioneer Fund and Migros Aid Fund, have not only been given a new digital home (www.migros-engagement.ch/en), but also new logos that underline their common bond. From now on, all Migros Group social engagement projects and issues will be communicated via the new joint platform. The spectrum of their activities ranges from access to culture, education and health to projects focusing on living together, climate and resources, as well as technology and ethics. «We want to make our wide-ranging social engagement offers even more accessible to a broad swathe of the Swiss public», says Sarah Kreienbühl, a member of the FMC Executive Board and the Head of the HR, Communications, Culture, Leisure Department, before adding that «we are convinced that access to culture, education, health and multifaceted social offers strengthens social cohesion and makes an important contribution to mastering the challenges of our time together.» ((Box)) The history of social engagement at Migros Since the Migros Culture Percentage was founded in 1957, Migros has invested some CHF 5 billion into Swiss society. -
Altstadt Und Warenhaus Bau Und Erweiterungen Des Warenhauses Globus in Basel
Altstadt und Warenhaus Bau und Erweiterungen des Warenhauses Globus in Basel von M M Seit über hundert Jahren stellen grosse Geschäftshäuser in genug, sich seine Baugeschichte und architektonische historischen Ortskernen eine städtebauliche Herausfor- Bedeutung zu vergegenwärtigen. An besagtem Bau mit derung dar, prägen sie doch allein schon durch ihr Bau- auallend heterogenen Stilelementen sind wesentliche volumen die Umgebung. Warenhäuser leben von zahl- Architekturströmungen des 20. Jahrhunderts beispielhaft reicher Lauundschaft und drängten seit jeher ins Zent- abzulesen. rum, den Ort der grössten Dichte an historischer, oftmals Das Warenhaus Globus ist eines der ältesten grossen baukünstlerisch qualitätvoller und politisch bedeutsamer Geschäftshäuser Basels und befindet sich an städtebaulich Architektur. Seit Jahren befindet sich die Warenhausbran- markanter Position im Zentrum der Talstadt (Abb. 1). Es che jedoch in einer Krise, ausgelöst durch Billigkonkur- ist ein Denkmal der wirtschaftlich prosperierenden Zeit renten und E-Commerce sowie durch ein verändertes vor dem Ersten Weltkrieg, in der die neue Verkaufsform Kaufverhalten insbesondere bei den jüngeren Käufer- «alles unter einem Dach» im gehobenen Einzelhandel gruppen. Für die grossen Baukomplexe, die mittlerweile angestrebt wurde. Es besteht aus vier zusammenhängen- das Stadtbild prägen, stellt sich vielerorts die Frage nach den Baukomplexen, die im Zeitraum zwischen 1904 und Abbruch oder Umnutzung. Am Basler Marktplatz wurde 1975 errichtet worden sind. Den Anfang machte das 2019 der weitgehende Neubau des Warenhauses Globus Warenhaus Julius Brann, das von 1904 bis 1905 auf zwei hinter den zu erhaltenden Fassaden geplant – Anlass damaligen Parzellen am Marktplatz erbaut wurde.1 Nach Abb. 1 Warenhaus Globus in Basel. Foto 2019. ZAK, Band 76, Heft 1/2020 65 065-088_Artikel_Moehle.indd 65 20.04.20 14:44 Abb. -
Globus-Chronik
Globus-Chronik Turbulente Gründerjahre 1892 Josef Weber, der Sohn eines reichen Händlers, eröffnet auf der Papierwerdinsel in Zürich «J. Webers Bazar», das erste grosse Warenhaus der Schweiz. Die Attraktion: elektrisch beleuchtete Schaufenster. Seine Geschäftspraktiken, die er bei Printemps in Paris kennenlernte, sind für Zürich neu: Unter einem Dach führt er in spezialisierten Abteilungen beinahe alle Handelsbranchen (Strategie: «Alles für alle»); ohne Kaufzwang kann die Ware wie in einer Ausstellung besichtigt werden; die Preise sind angeschrieben, und es muss bar bezahlt werden – ein Feilschen gibt es nicht. Und vor allem: Weber setzt auf Neuheiten. Die Geschäfte laufen gut an. Bereits ein Jahr später sind aber die Kassen leer. Weber sucht einen Geldgeber. 1893 Der Bankier Heinrich Burkhardt erwirbt «J. Webers Bazar». Er will rasch expandieren – aber auch er wird nicht über Nacht zum Warenhauskönig. Doch dem zielstrebigen Mann gelingt es wiederholt, nach Misserfolgen das Hauptgeschäft (ehemals Webers Bazar) in eine neue Gesellschaft zu retten. 1896 «Globus» wird erstmals als Firmenname verwendet. 1907 Nun hat Heinrich Burkhardt Erfolg: Am 7. Februar wandelt er das Handelsunternehmen in die «Magazine zum Globus» um – diese Unternehmung hat Bestand. Filialen sind das Hauptgeschäft auf der Papierwerdinsel in Zürich, ein Warenhaus in Aarau und ein Konfektionsgeschäft am Löwenplatz in Zürich. Im gleichen Jahr wird ein vierter Globus in Basel eröffnet. Die Geschäfte laufen nun ausgezeichnet. Burkhardt führt die Sonntagsruhe im Warenhaus ein (damals wird 60 Stunden pro Woche gearbeitet). 1908 Eröffnung des Globus in Chur am Kornmarkt und in St. Gallen (Zukauf «Rösslitor» erst im Jahr 1927). 1909 Burkhardt muss 1909 seine Globus-Aktien verkaufen; sein Bankhaus benötigt dringend Geld.