Ratings Affirmed; Outlook Remains Negative Due to High Execution Risk for Transformation Plan Auchan Holdi
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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. -
France: a Leader in Business and Sport
SPORT FRANCE: A LEADER IN BUSINESS AND SPORT KEY INFO IN 10 POINTS A GROWING MARKET Since 2010, the French sports market has experienced uninterrupted growth, including a 2.7% rise in 2016 when 1 the sale of sporting goods generated revenues of €10.98 billion. (Union Sport & Cycle) EUROPE’S #5 EXPORTER OF SPORTING GOODS 2 Annual French exports of sporting goods total €2.3 billion. France is the second largest European exporter of table tennis equipment, tennis and badminton rackets, and fishing equipment. It is ranked fourth for exports of skiing equipment, leisure and sports boats, sailing boats, windsurfs and water sports equipment. (Eurostat, 2015) DECATHLON TAKES ON THE WORLD 3 Decathlon, the world’s leading integrated sports retailer, operates in around thirty countries and generated two- thirds of its €10 billion revenues in 2016 from international sales. In 2017, it established offices in Israel, Colombia, Ghana and Switzerland, with further openings planned in Australia and the United States. (Les Échos) POMA, A GLOBAL LEADER IN CABLE CARS POMA, founded in 1936 in the French Alps, has become 4 one of the world’s leading cable car makers. Today, it has 14 subsidiaries around the world, 900 employees, and 8,000 structures built in over 80 countries. In 2016, its sales topped €300 million. MICHELIN ENTERS THE OUTDOOR SPORTS MARKET Michelin has partnered with several brands of mountain 5 and trail-running shoes, including Columbia, Boreal, Garmont, Viking, Millet and Mammut. In 2018, it will supply soles for the first climbing shoes designed by UK climbing equipment specialist, Wild Country. -
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. -
Decathlon.Com 2017 SUSTAINABLE DEVELOPMENT REPORT
SUSTAINABILITY VITALITY AND RESPONSIBILITY 2017 Sustainable Development Report 4, boulevard de Mons - 59650 Villeneuve d’Ascq http://sustainability.decathlon.com 2017 SUSTAINABLE DEVELOPMENT REPORT CHALLENGES AND STRATEGIES EDITORIAL 3 DECATHLON IN FIGURES 4 OUR SUSTAINABLE DEVELOPMENT CHALLENGES 8 OUR SUSTAINABLE DEVELOPMENT ORGANISATION 10 OUR RELATIONS WITH STAKEHOLDERS 12 OUR SUSTAINABLE DEVELOPMENT AMBITIONS 2015-2019 14 OUR CLIMATE COMMITMENT 16 PEOPLE AND MANAGEMENT PUTTING PEOPLE AT THE HEART OF OUR GROWTH 21 READY FOR RESPONSIBILITY AND FREEDOM 26 DEVELOPING SKILLS AND UNCOVERING TALENT 30 DELIVERING HEALTH AND SAFETY 33 ATTRACTING, REWARDING AND MOTIVATING TEAMMATES 36 DECATHLON FOUNDATION: ACCESS TO EMPLOYMENT THROUGH SPORT 38 PRODUCTS AND SERVICES DELIVERING INNOVATION AT EVERY LEVEL 43 EXPANDING ECO-DESIGN FOR OUR PRODUCTS 47 OFFERING PRACTICAL AND ECO-FRIENDLY SERVICES 52 CREATING SAFE, HIGH-QUALITY PRODUCTS 56 RESPONSIBILITY IN PRODUCTION MAINTAINING LONG-TERM RELATIONSHIPS 63 PUTTING PEOPLE FIRST 69 ROLLING OUT ENVIRONMENTAL MANAGEMENT 76 STORES AND TRANSPORT ECO-DEVELOPING OUR GLOBAL NETWORK 81 SUPPORTING LOCAL COOPERATION 84 OPTIMISING OUR ENERGY AND WASTE MANAGEMENT 88 TRANSPORTING OUR PRODUCTS AND ENCOURAGING ECO-MOBILITY 91 INDICATORS AND METHODOLOGY OUR PERFORMANCE INDICATORS 96 REGULATORY CROSS-REFERENCE TABLE 113 METHODOLOGICAL NOTE 117 CONFIRMATION OF PARTICIPATION AND REPORT ON THE FAIRNESS OF THE INFORMATION 121 CONTENTS 1 2017 SUSTAINABLE DEVELOPMENT REPORT CHALLENGES EDITORIAL "Global warming is not happening to us, it is happening for us. It’s a gift. Every system without feedback dies. AND STRATEGIES This is feedback. It’s an offering to re-imagine who we are, what we can create with our minds, our hearts and our brilliance." Paul Hawken In 2017, the world came together to recognise the urgency of implementing more sustainable consumption and development models. -
AFRICA 2017–2018 Academic Decathlon® Curriculum Overview
2017–2018 Academic Decathlon® Curriculum Overview AFRICA This material may not be reproduced or transmitted, in whole or in part, by any means, including but not limited to photocopy, print, electronic, or internet display (public or private sites) or downloading, without prior written permission from USAD. Violators may be prosecuted. Copyright © 2017 by United States Academic Decathlon®. All rights reserved. TABLE OF CONTENTS Corporate Sponsors and USAD Contacts ....................................................... 1 United States Academic Decathlon® Vision, Mission, and Core Values ................................. 2 What Is the United States Academic Decathlon®?. 3 The United States Academic Decathlon® and Curriculum Standards ................................... 4 Team Study Materials ...................................................................... 5 Curriculum Package and Student Study Aids. 6 Additional Study and Practice Test Materials. 7 Art Outline . 9 Economics Outline. 10 2018 USAD Nationals: Frisco, Texas .......................................................... 11 Literature Outline . 13 Mathematics Outline ..................................................................... 14 Music Outline .......................................................................... 15 Science Outline ......................................................................... 16 Social Science Outline . 17 Board of Directors, Emeritus Advisors, Executive Committee ....................................... 18 State Directors ......................................................................... -
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.