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Global Top 3 Retailers: Wal-Mart, Carrefour, Tesco Indian Retailers
4. Case Studies Global Top 3 retailers: Wal-Mart, Carrefour, Tesco Indian Retailers: Future Group (Big Bazar), More, Reliance Fresh,Spencers and Vishal Mega Mart Chapter 4 W a l - M a r t "The secret of successful retailing is to give your customers what they want. And really, if you think about it from your point of view as a customer, you want everything: a wide assortment of good quality merchandise; the lowest possible prices; guaranteed satisfaction with what you buy; friendly, knowledgeable service; convenient hours; free parking; a pleasant shopping experience. ” - Sam Walton, founder of Wal-Mart. ''Exceed your customer’s expectations. If you do they’ll come back over and over. Give them what they want - and a little more. Let them know you appreciate them. - Sam Walton, founder of Wal-Mart Brief about Retailer; In July 1962, Walton - an economics graduate from the University of Missouri, established the first Wal-Mart Discount City in Rogers, a small town in the state of Arkansas, USA. Wal-Mart expanded rapidly by adopting acquisition and joint venture routes. Today Wal-Mart is the world’s number one retailer having operations spread in 14 countries with an employee base of 6, 80,000. Apart from USA, it operates mainly in Canada, South America, UK, Japan, China and India. In 2009, Wal-Mart distributed $423 million for charities in cash and in kind. Wal-Mart environmental friendly goals are: merchandise having 100 percent renewable energy, creation of zero landfill waste and products sell maintaining sustained environment. In India, Wal-Mart has joined hands with Bharati Enterprise and started B2B retail operations. -
Global Vs. Local-The Hungarian Retail Wars
Journal of Business and Retail Management Research (JBRMR) October 2015 Global Vs. Local-The Hungarian Retail Wars Charles S. Mayer Reza M. Bakhshandeh Central European University, Budapest, Hungary Key Words MNE’s, SME’s, Hungary, FMCG Retailing, Cooperatives, Rivalry Abstract In this paper we explore the impact of the ivasion of large global retailers into the Hungarian FMCG space. As well as giving the historical evolution of the market, we also show a recipe on how the local SME’s can cope with the foreign competition. “If you can’t beat them, at least emulate them well.” 1. Introduction Our research started with a casual observation. There seemed to be too many FMCG (Fast Moving Consumer Goods) stores in Hungary, compared to the population size, and the purchasing power. What was the reason for this proliferation, and what outcomes could be expected from it? Would the winners necessarily be the MNE’s, and the losers the local SME’S? These were the questions that focused our research for this paper. With the opening of the CEE to the West, large multinational retailers moved quickly into the region. This was particularly true for the extended food retailing sector (FMCG’s). Hungary, being very central, and having had good economic relations with the West in the past, was one of the more attractive markets to enter. We will follow the entry of one such multinational, Delhaize (Match), in detail. At the same time, we will note how two independent local chains, CBA and COOP were able to respond to the threat of the invasion of the multinationals. -
SPAR International Annual Review 2017 2017 Year at a Glance the 2017 Statistics Show the Continuing Strength and Attractiveness of the SPAR Brand Globally
SPAR International Annual Review 2017 2017 year at a glance The 2017 statistics show the continuing strength and attractiveness of the SPAR Brand globally. GLOBAL RETAIL 12,777 SALES AREA +5.3% stores globally €34.5 sales billion growth GLOBAL SALES 7.4 MILLION AVERAGE 13.5 STORE SIZE GLOBALLY MILLION 105 CUSTOMERS RETAIL & SERVed PER DAY 48 WHOLESALE countries PARTNERS 581 DISTRIBUTION €4,644 242 CENTRES 232 AVERAGE ANNUAL SALES 350,000 ADDITIONAL GLOBALLY SPAR COLLEAGUES STORES GLOBALLY per m² EMPLOYED “ In 2017, the SPAR worldwide organisation Managing Director’s Report achieved excellent growth of 5.3%. The renaissance in neighbourhood retailing in Europe, further international expansion and tailoring SPAR formats to different markets were all key drivers of this strong performance.” Tobias Wasmuht, Managing Director, SPAR International A YEAR OF enhancing the competitiveness, productivity UNPRECEDENTED and profitability of our retail and wholesale EXPANSION partners worldwide. Reaping the benefits of this shared scale and strength has never With the launch of SPAR in five new countries been more important than it is today. combined with a growth of 232 new stores and a sales increase of 5.3% to €34.5 billion, SPAR’s ability to localise, and take a tailored 2017 has been an unprecedented year of approach to integrate into individual markets, expansion for SPAR internationally. informed by international best practice and working better together, has secured its Our SPAR ‘Better Together’ strategy position as the world’s largest voluntary food launched in 2016, represents SPAR’s core retail chain, with 12,777 stores in 48 countries ethos of uniting together the global scale and global turnover of €34.5 billion at the end and resources of the SPAR network so that of 2017. -
Trade for Development Centre - BTC (Belgian Development Agency)
Trade for Development Centre - BTC (Belgian Development Agency) 1 Trade for Development Centre - BTC (Belgian Development Agency) Author: Facts Figures Future, http://www.3xf.nl Managing Editor: Carl Michiels © BTC, Belgian Development Agency, 2011. All rights reserved. The content of this publication may be reproduced after permission has been obtained from BTC and provided that the source is acknowledged. This publication of the Trade for Development Centre does not necessarily represent the views of BTC. Photo courtesy: © iStockphoto/Mediaphotos Cover: © CTB Josiane Droeghag 2 Trade for Development Centre - BTC (Belgian Development Agency) ......................................................................................................................................... 3 ............................................................................................................................ 4 .................................................................................................................... 5 1.1 Consumption .................................................................................................................... 5 1.2 Imports .............................................................................................................................. 5 1.3 Supplying markets ........................................................................................................... 5 1.4 Exports ............................................................................................................................. -
Making the Most of Your Auchan Relationship AGENDA
detailed AGENDA Winning with Auchan in Europe, Russia and China | 12 June 2014 | Prague, Czech Republic Making the most of your Auchan relationship Kantar Retail’s one-day workshop is designed for in-market Modern Trade Directors, Sales Directors and Auchan local Account Managers from Poland, Italy, Spain, France, Hungary and Romania and International Directors who want to learn how Auchan will lessen its dependence on big box retailing and develop more convenient and appealing formats for today’s shoppers. Gain specific, actionable insights that you can apply to your business immediately: • Discover which markets will deliver growth for Auchan, and why • Evaluate Auchan’s formats and sub-formats by • Auchan’s takeover of Real hypermarkets, expansion sales productivity into smaller hypermarket city formats and its invest- • Learn how new developments inside the organisation ment into Drive and eCommerce all show that Auchan and changes in the HQ management team will impact is a flexible retailer in the way its responds to competi- decision-making roles and responsibilities tive pressures. Do you recognise the different approaches Auchan is taking and are your plans • Benchmark Auchan’s competitive set in Central aligned for success? Europe, Russia and China and know which retailers can compete on price and assortment • Explore how Auchan’s Online and Drive initiatives The Auchan Workshop is led by industry experts measure up versus other European grocery retailers Vadim Khetsuriani and Ray Gaul. National vs. European decision-making makes Ray Gaul is Vice President of Research & Auchan a flexible, competitive retailer Analytics and orchestrates Kantar Retail’s European retail insights. -
Datecdec Situation Du Projet Projet Decis Cdec Recours
'$7(&'(& 6,78$7,21 352-(7 '(&,6 5(&2856 '$7(&1(& '(&,6 &1(& '8352-(7 &'(& Extension de 3200 m² la surface de vente du magasin BRIE COMTE ROBERT – ZAC du LEROY MERLIN à BRIE COMTE ROBERT Tuboeuf -ZAC du Tuboeuf, rue de la Butte au Berger- selon la DXWRULVDWLRQ répartition suivante : PðH[WpULHXUV (par le libre accès de la clientèle dans la cour de matériaux agrandie de 323 m²) et PðSRXUOHPDJDVLQ (la surface couverte passera de 5800 m² à 6200 m², la surface extérieure sera de 2800 m² , la surface de show room de 195 m² est inchangée ) La surface de vente globale passera donc de 5995 à 9195 m² (SA LEROY MERLIN France) PROVINS , 15-17 avenue du Extension de 651 m² la surface de vente du magasin Maréchal de Lattre de Tassigny INTERMARCHE (2499 m² après extension) DXWRULVDWLRQ (SA PROVINS DISTRIBUTION (PRODIS) ) PROVINS -3, avenue de la Voulzie Extension de de 300 m² la surface de vente (1000 m² (partie de l’ex local BUT) après extension) du magasin d’équipement de la personne à l’enseigne DEFI MODE DXWRULVDWLRQ (SA JMP EXPANSION) MAREUIL LES MEAUX, lieudit Création d’un ensemble de trois magasins d’une surface de la Hayette, 79, rue des Montaubans vente totale de 1880 m² comprenant un magasin à (ancien site JARDILAND) l’enseigne MAXI TOYS (jeux et jouets) de 800 m², un DXWRULVDWLRQ magasin à l’enseigne AUBERT (puériculture et layette) de 550 m² et un magasin à l’enseigne CASA (arts de la table et décoration) de 530 m² (Sarl PAGESTIM) '$7(&'(& 6,78$7,21 352-(7 '(&,6 5(&2856 '$7(&1(& '(&,6 &1(& '8352-(7 &'(& extension de 290 m² la surface de vente (1440 m² après DAMMARIE LES LYS extension) du magasin de meubles FLY –Rue A. -
Producer/Retailer Contractual Relationships in the Fishing Sector : Food Quality, Procurement and Prices Stéphane Gouin, Erwan Charles, Jean-Pierre Boude
Producer/retailer Contractual Relationships in the fishing sector : food quality, procurement and prices Stéphane Gouin, Erwan Charles, Jean-Pierre Boude, . European Association of Fisheries Economists To cite this version: Stéphane Gouin, Erwan Charles, Jean-Pierre Boude, . European Association of Fisheries Economists. Producer/retailer Contractual Relationships in the fishing sector : food quality, procurement and prices. 16th Annual Conference of the European Association of Fisheries Economists, European Association of Fisheries Economists (EAFE). FRA., Apr 2004, Roma, Italy. 15 p. hal-02311416 HAL Id: hal-02311416 https://hal.archives-ouvertes.fr/hal-02311416 Submitted on 7 Jun 2020 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. Distributed under a Creative Commons Attribution - NonCommercial - NoDerivatives| 4.0 International License t XVIth Annual EAFE Conference, Roma, April 5-7th 2004 I EAFE, Romu, April 5-7th 2004 Producer/retailer Contractual Relationships in the fTshing sector : food quality, procurement and prices Gouin 5., Charles 8., Boude fP. Agrocampus Rennes Département d'Economie Rurale et Gestion 65, rue de Saint Brieuc CS 84215 F 35042 Rennes cedex gouin@agrocampus-rennes. fr boude@agrocampus-rennes. fr and *CEDEM Université de Bretagne Occidentale 12, rue de Kergoat BP 816 29285 Brest cedex erwan. -
Healthier, Tastier Food
HEALTHIER, TASTIER FOOD. NB: FOR OPTIMUM NAVIGATION, PLEASE DOWNLOAD AND VIEW THIS PDF IN ADOBE ACROBAT. ANNUAL REPORT 2021 CONTENTS STRATEGIC REPORT 2 Our purpose Our business today 10 At a glance 12 Chair’s statement 14 Chief Executive’s review 20 Our world 22 Our business model 24 Our strategy 26 Key performance indicators Review of the year 32 Food & Beverage Solutions 36 Primary Products 40 Innovation and Commercial Development 42 Global Operations 44 Chief Financial Officer’s introduction 46 Group financial review 50 Our people 53 Equity, diversity and inclusion 54 Community involvement 56 Environment, health and safety 66 Task Force on Climate-related Financial Disclosures 68 Risk Report GOVERNANCE 80 Board of Directors 84 Executive Committee 86 Corporate governance 101 Nominations Committee Report 104 Audit Committee Report 110 Directors’ Remuneration Report 129 Directors’ Report 131 Directors’ statement of responsibilities FINANCIAL STATEMENTS 134 Independent Auditor’s Report to the members of Tate & Lyle PLC 142 Consolidated income statement 143 Consolidated statement of comprehensive income 144 Consolidated statement of financial position 145 Consolidated statement of cash flows 146 Consolidated statement of changes in equity Tate & Lyle is a global 147 Notes to the consolidated financial statements provider of ingredients 194 Parent Company financial statements and solutions for the USEFUL INFORMATION 202 Group five-year summary 204 Additional information food, beverage and 205 Information for investors 207 Glossary industrial markets. 208 Definitions/explanatory notes DOWNLOAD THE FULL ANNUAL REPORT 2021 Download at www.tateandlyle.com STRATEGIC REPORT NB: FOR OPTIMUM NAVIGATION, PLEASE DOWNLOAD AND VIEW THIS PDF IN ADOBE ACROBAT. -
Retail Food Sector Retail Foods France
THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Required Report - public distribution Date: 9/13/2012 GAIN Report Number: FR9608 France Retail Foods Retail Food Sector Approved By: Lashonda McLeod Agricultural Attaché Prepared By: Laurent J. Journo Ag Marketing Specialist Report Highlights: In 2011, consumers spent approximately 13 percent of their budget on food and beverage purchases. Approximately 70 percent of household food purchases were made in hyper/supermarkets, and hard discounters. As a result of the economic situation in France, consumers are now paying more attention to prices. This situation is likely to continue in 2012 and 2013. Post: Paris Author Defined: Average exchange rate used in this report, unless otherwise specified: Calendar Year 2009: US Dollar 1 = 0.72 Euros Calendar Year 2010: US Dollar 1 = 0.75 Euros Calendar Year 2011: US Dollar 1 = 0.72 Euros (Source: The Federal Bank of New York and/or the International Monetary Fund) SECTION I. MARKET SUMMARY France’s retail distribution network is diverse and sophisticated. The food retail sector is generally comprised of six types of establishments: hypermarkets, supermarkets, hard discounters, convenience, gourmet centers in department stores, and traditional outlets. (See definition Section C of this report). In 2011, sales within the first five categories represented 75 percent of the country’s retail food market, and traditional outlets, which include neighborhood and specialized food stores, represented 25 percent of the market. In 2011, the overall retail food sales in France were valued at $323.6 billion, a 3 percent increase over 2010, due to price increases. -
Tesco, Carrefour Waste No Time in Trying to Leverage Power Of
From the pages of Produce Business UK It’s official. Tesco and Carrefour have joined forces, entering into a formal long- term, strategic alliance that is slated to become operational in October. In an official release from Tesco, the alliance is said to cover the strategic relationship with global suppliers, the joint purchasing of own brand products and goods not for resale. Amid tough competition in the produce sector, the partnership has been strategically formed to reduce the cost of their supply by strengthening key relationships with global suppliers. This ultimately will give both Tesco and Carrefour exclusive leveraging power to bring product quality, selection and ultimately lower price points to its customers. Each of the two companies is said to continue to work with supplier partners at both a local and also a national level. “This strategic alliance between Carrefour and Tesco is a major agreement as it combines the purchasing expertise of two world leaders, complementary in their geographies, with common strategies," says Alexandre Bompard, Chairman and CEO of Carrefour Group. "This agreement is a great opportunity to develop our two brands at the service of our customers. This international alliance further strengthens Carrefour, allowing it to reach a key milestone in the implementation of its strategy.” The two retailers first announced the partnership in July, stating that it aimed to improve the quality and choice of products available to its customers. One month later, they have made the deal official. The agreement will start as a three-year operational framework, effective October 2018. Cutting prices for customers FreshFruitPortal.com Aldi and Lidl are the two leading discount retail stores in the world. -
Global Powers of Retailing 2018 Transformative Change, Reinvigorated Commerce Prefácio
Global Powers of Retailing 2018 Transformative change, reinvigorated commerce Prefácio Bem-vindos à 21ª edição do nosso relatório anual Global As duas empresas portuguesas presentes no ranking - Jerónimo O Global Powers of Retailing analisou também a forma como as e a criação de experiências de loja distintivas e memoráveis que Powers of Retailing, no qual identificamos os 250 maiores Martins e Sonae – registaram uma evolução significativa da sua fontes de vantagem competitiva neste setor estão a ser permitam às lojas físicas, onde ainda são realizadas 90% das retalhistas do mundo e analisamos o desempenho obtido pelo posição, tendo ambas subido oito lugares. Este facto é ainda redefinidas num ambiente de acelerada mudança, onde as vendas em retalho, oferecer níveis de conveniência e variedade setor, ao nível do volume de negócios, crescimento e mais notável por ocorrer num ano (2016) em que o Euro se vantagens tradicionais de produto e escala perdem terreno comparáveis às principais plataformas de e-commerce. rentabilidade nas várias geografias, segmentos de atividade e manteve relativamente estável face ao dólar norte-americano. para as capacidades organizacionais como a inovação, formatos de loja. Recorde-se que a desvalorização cambial penalizou fortemente colaboração, integração e automação. Esperamos que a análise deste estudo seja tão entusiasmante os retalhistas da zona Euro no ranking do ano passado, tendo para o leitor como foi para nós produzi-lo e que o mesmo No período analisado nesta edição, correspondente ao último as suas vendas acumuladas convertidas em dólares decrescido Entre as principais tendências identificadas no relatório possa providenciar uma visão global dos desafios que se ano fiscal encerrado até junho de 2017 das empresas incluídas 14% face ao ano anterior. -
Hyper Market Industry in Dubai – an Evaluation Using Ahp Technique
50____________________________________________________________ iJAMT HYPER MARKET INDUSTRY IN DUBAI – AN EVALUATION USING AHP TECHNIQUE M. Hemalatha, National Institute of Technology, Trichy V. J. Sivakumar, National Institute of Technology, Trichy Abstract Among all retail formats hypermarket is growing very fast in UAE that is at the rate of 150 percent. The major players in this sector are Carrefour, Spinney’s, United, Choithram and Lulu. The focus of the problem is selecting a best hypermarket among the existing operators of Dubai and for which we used seven major criteria for evaluating the hypermarkets such as product availability and variety, market coverage, channel density, customer density, nationality served, facilities and services and customer spending pattern. We used Analytic hierarchy process (AHP), developed by Thomas saaty (1980) to provide a simple but theoretically sound multiple criteria methodology for evaluating the alternatives. Keywords Hyper Market, Analytic hierarchy process, Multiple Criteria Introduction about UAE Hyper Market Industry The retail sector in the United Arab Emirates (U.A.E.) continues to grow and develop a process that began in earnest nearly 10 years ago. Annually, many new state of the art stores are added to the country’s retail map, creating continuous competition among the major retailers. The new stores match Western retail establishments in size and variety. The estimated annual value of the U.A.E. retail market is $2.5 billion. The estimated average annual growth in retail sales is 5-10 percent. First year retail establishments report higher growth rates than those claimed by established firms. Foods sold in retail outlets consist 75-80 percent of imported consumer-ready products, and 20-25 percent of locally processed foods.