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Hypermarket Format: Any Future Or a Real Need to Be Changed? an Empirical Study of the French, Spanish and Italian Markets
Hypermarket Format: Any Future or a Real Need to Be Changed? An Empirical Study of the French, Spanish and Italian markets. Rozenn PERRIGOT ESC Rennes School of Business CREM UMR CNRS 6211 2, rue Robert d’Arbrissel CS 76522 35065 Rennes Cedex FRANCE [email protected] Gérard CLIQUET Institute of Management of Rennes (IGR-IAE) University of Rennes 1 CREM UMR CNRS 6211 11, rue Jean Macé CS 70803 35708 Rennes Cedex FRANCE [email protected] 5th International Marketing Trends Congress, Venice (ITALY), 20-21 of January 2006 Hypermarket Format: Any Future or a Real Need to Be Changed? An Empirical Study of the French, Spanish and Italian markets. Abstract: The hypermarket appeared first in France at the beginning of the sixties as a synthesis of the main features of modern retailing. But in France, the decline of this retail format seems to have begun and Spain could follow quickly. In the same time, the German hard-discounters continue their invasion. According to the retail life cycle theory, this paper displays curves to demonstrate the evolution of this retail concept in France, Spain and Italy and tries to evoke some managerial and strategic issues. The retail wheel seems to go on turning! Keywords: France, hypermarket, Italy, retail life cycle, Spain, wheel of retailing. 1. Introduction The history of modern retailing began more than 150 years ago. The first retailing formats began to outcompete the traditional small and independent shops. For instance, many department stores followed several decades later by variety stores appeared in Europe (France, UK, Germany and Italy) but also in the United States and Japan. -
Serving Customers in Diverse Ways Products Ecommerce
eCommerce Products Truffles Donckels brand from Belgium is available One of the reasons behind Walmart Brazil’s in both Sam’s Club and Walmart. Additionally, success is their ability to leverage scale and Walmart Brazil imports Hunts Tomato Sauce, expertise to be one of the top leaders among online Cheesecake Factory and Samuel Adams beer to retailers in market share and provide low, Sam’s Club stores. competitive prices. In addition, walmart.com.br is able to present a huge variety and assortment of Borges Olive Oil and McCain French Fries are part general merchandise, usually larger than brick and of the portfolio for Walmart Brazil. As of 2015, the Serving Customers mortar operations. Brazilian consumer can buy children’s clothing Child of Mine, developed by Carter’s in the United In Diverse Ways States, exclusively at Walmart. History “Orbit” chewing gum, Starburst and “5” gum, from Walmart Brazil began its Wrigley (Mars, Incorporated), was available to operations in 1995, with its Economic Impact Brazil in 2014, exclusively at Walmart stores in all headquarters located in Barueri, regions. São Paulo. Walmart Brazil Over the past 12 years, Walmart Brazil’s Producer’s operates across 18 states and the Club has grown to 9,221 households in 18 Brazilian Schwinn, a traditional bike brand in USA, now offers Federal District, serving 1 million states and the Federal District. It offers these Mountain, Dakota, Colorado and Eagle bike models customers each day with suppliers access to Walmart Brazil stores to sell in Brazil through Walmart hypermarket formats. hypermarkets, supermarkets, cash their products. -
PT Agung Podomoro Land Tbk
PT Agung Podomoro Land Tbk Public Expose 2 Desember 2019 0 Disclaimer Presentasi ini dipersiapkan semata-mata dan secara eksklusif untuk para pihak terundang untuk tujuan diskusi. Baik presentasi maupun isinya tidak boleh diperbanyak, atau digunakan tanpa izin tertulis dari PT Agung Podomoro Land Tbk. Presentasi ini dapat berisi pernyataan yang menyampaikan harapan berorientasi masa depan yang mewakili pandangan Perusahaan saat ini untuk perkiraan kejadian dan keuangan masa depan. Pandangan tersebut disajikan berdasarkan asumsi saat ini, yang mungkin memiliki berbagai risiko dan potensi perubahan. Disajikan berdasarkan asumsi yang dianggap benar pada saat ini, dan berdasarkan data yang tersedia pada saat presentasi ini dibuat. Perusahaan tidak dapat menjaminan bahwa pandangan tersebut akan, sebagian atau secara keseluruhan, akhirnya terwujud. Hasil yang sebenarnya dapat berbeda secara signifikan dari yang diproyeksikan. 1 Agenda 1. Tentang Perusahaan 2. Kinerja Operasional 3. Kinerja Keuangan 2 PT Agung Podomoro Land Tbk (APLN) Pendapatan Berulang .Malls .Hotels .Lainnya .Pengembang terkemuka dan terdiversifikasi .Pionir pengembangan superblock .Model pengembangan property terintegrasi . IPO di tahun 2010 Penjualan .Pengembangan Superblock .Rumah tapak/apartemen .Lainnya 3 Project Locations 4 Lahan untuk pengembangan* (Hektar) Medan; Balikpapan; 4,9 5,2 Greater Jakarta; Batam; 58,2 40,8 Bandung; 1,8 Karawang ; 5,7 Bogor; 91,2 Dalam Pengembangan Pengembangan; 209 Mendatang; 554 Bali; 7,4 Makassar; 15,0 Jakarta; 36,3 Bandung; 120,5 * Tidak termasuk reklamasi Karawang; 374,9 5 Agenda 1. Tentang Perusahaan 2. Kinerja Operasional 3. Kinerja Keuangan 6 Sekilas 2019 . Penjualan Sofitel senilai Rp 1,6 triliun pada Maret 2019. Pelunasan Obligasi Berkelanjutan I APLN Tahap II Tahun 2014 sebesar Rp750 miliar Juni 2019 . -
Pipanniversarybrochure.Pdf
www.jardines.com “ Pride in Performance has enabled us to share and celebrate successes across the Group. Anthony Nightingale ” CONTENTS 2 A Decade of Pride in Performance 3 How it Works 5 5 elements to Success 6 Striving 12 Innovating 20 Collaborating 26 Solving 34 Connecting 45 The Entries A DECADE OF PRIDE IN PERFORMANCE HOW IT WORKs A myriad of achievements have contributed to Jardine Matheson’s success since its From inception, the chief executive officers of each business gave their support and founding in 1832. The content of this booklet, however, considers the Group’s more recent encouragement to the new award programme, getting PIP off to an excellent start. history, and a formalized approach that was launched in 2002 to identify and reward outstanding performances across the Group. In the first three years of PIP, entrants sought recognition as the Grand Prize Winner or one of two runners up. From 2005, five categories were introduced so as to recognize specific Through the Pride in Performance (‘PIP’) annual award programme, Jardines recognizes areas of achievement, from which the Grand Prize Winner is then chosen. individual business units within the Group that embody its core values and translate them into sustained commercial success. In addition to recognition, PIP is designed to share Of the categories, some remained consistent, such as Customer Focus, Marketing those operating company success stories with the larger Group. Excellence and Successful New Venture, while others evolved. Business Turnaround became Business Outperformance as the Group’s operations progressed, and Productivity Using the Group’s core values as criteria for submission – The Right People, Energy, Enhancement evolved into Innovation and Creativity. -
Retail Foods
Required Report: Required - Public Distribution Date: June 16, 2021 Report Number: KS2021-0015 Report Name: Retail Foods Country: Korea - Republic of Post: Seoul ATO Report Category: Retail Foods Prepared By: Sangyong Oh Approved By: Andrew Anderson-sprecher Report Highlights: The United States is the leading supplier of imported consumer-oriented agricultural products to the Korean retail industry, shipping a record $5.4 billion in 2020. The outlook for U.S. products in the Korean retail industry is excellent for a wide range of products, including beef, pork, processed meat, seafood, vegetables, fruits, nuts, dairy products, juices and soft drinks, alcoholic beverages, condiments and sauces, processed organic foods, coffee, bakery products, snacks and confectioneries. THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Market Fact Sheet: Korea- Republic of Executive Summary Quick Facts CY 2020 South Korea has the 10th largest economy in the world with a Imports of Ag. Products from the World GDP of $1.6 trillion and a per capita GNI of $31,755 in 2020. It - Basic Products US$5.3 billion is about the size of Indiana and has a population of 52 million. - Intermediate Products US$8.1 billion Over 90 percent of Koreans live in urban areas. Domestic - Consumer-Oriented Products US$14.8 billion production meets only 45 percent of food demand. The United - Forest Products US$2.7 billion States exported $8.8 billion in agricultural products to Korea in - Seafood Products US$5.3 billion 2020, making it our fifth largest export market. -
RSCI Pioneered the Hypermarket Concept in the Philippines Through Shopwise
Rustan Supercenters, Inc. (RSCI), a member of the Rustan Group of Companies, was founded in 1998 at the height of the Asian Economic Crisis. It was the first Rustan Company to take in outside investors. It was also the Rustan Group’s first major foray into the discount retailing segment through an adapted European style hypermarket. RSCI pioneered the hypermarket concept in the Philippines through Shopwise. Armed with the vision of providing Quality for All, the Company sought to make the renowned Rustan’s quality accessible to all, especially the middle and working class. Its mission is to create a chain of supercenters or hypermarkets which is the needs of the Filipino family. Rustan’s decision to diversify into hypermarkets was borne out of manifest opportunities brought about by fundamental changes that are taking place in the Philippine market: a burgeoning middle class; increasing value consciousness across various income levels; and new geographical market opportunities that are best served through discount retailing operations. RSCI developed and opened the first hypermarket in the country in November 29, 1998 in Alabang. From 40 employees, it now employs more than 6,000 employees The Company has attained much success since its inception. From 40 employees, it now employs more than 6,000 employees. From sales of zero, the Company registered sales of over P17B in fiscal year 2012-2013. From one hypermarket in Filinvest Alabang, it has now grown to 46 stores covering multiple retail formats, namely, hypermarkets, upscale supermarkets, and neighborhood grocery stores. November 2006 marked yet another milestone for RSCI when it has acquired the 21 Rustan’s stores and food services operations under an Asset Lease Agreement. -
2019 Philippines Food Retail Sectoral Report
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: 7/8/2019 GAIN Report Number: 1913 Philippines Retail Foods 2019 Food Retail Sectoral Report Approved By: Ryan Bedford Prepared By: Joycelyn Claridades Rubio Report Highlights: The Philippine food retail sector continues to grow, providing opportunities for increased exports of U.S. high-value food and beverages. The food retail industry sold a record $47.4 billion in 2018, and Post forecasts sales in 2019 at nearly $50 billion. Driven by rising incomes, a growing population, and a strong preference for American brands, the Philippines imported $1.09 billion of U.S. consumer-oriented products in 2018. Post expects U.S. exports in this sector to grow further in 2019, reaching an all-time high of $1.2 billion. Market Fact Sheet: Philippines With a population of 105.9 million and decreasing farmlands, the Philippines is dependent on food imports. In 2018, Philippine imports of high-value food products from the United States reached $1.09 billion, making the United States the largest supplier for high-value, consumer-oriented food and beverage products. Post expects this to continue in 2019, with exports forecast to grow 10 percent to $1.2 billion. The Philippines continues to be one of the fastest-growing economies in Asia. With a growing middle class and a large, young population, the Philippine economy is rooted in strong consumer demand, boosted by rising incomes and overseas remittances. Per capita gross income and consumer expenditures saw strong gains from 2012 to 2018. -
Annual Report 2019 Our Goal: “ to Give Our Customers Across Asia a Store They TRUST, Delivering QUALITY, SERVICE and VALUE.”
Annual Report 2019 Our Goal: “ To give our customers across Asia a store they TRUST, delivering QUALITY, SERVICE and VALUE.” Dairy Farm International Holdings Limited is incorporated in Bermuda and has a standard listing on the London Stock Exchange, with secondary listings in Bermuda and Singapore. The Group’s businesses are managed from Hong Kong by Dairy Farm Management Services Limited through its regional offices. Dairy Farm is a member of the Jardine Matheson Group. A member of the Jardine Matheson Group Annual Report 2019 1 Contents 2 Corporate Information 36 Financial Review 3 Dairy Farm At-a-Glance 39 Directors’ Profiles 4 Highlights 41 Our Leadership 6 Chairman’s Statement 44 Financial Statements 10 Group Chief Executive’s Review 116 Independent Auditors’ Report 14 Sustainable Transformation at Dairy Farm 124 Five Year Summary 18 Business Review 125 Responsibility Statement 18 Food 126 Corporate Governance 22 Health and Beauty 133 Principal Risks and Uncertainties 26 Home Furnishings 135 Shareholder Information 30 Restaurants 136 Retail Outlets Summary 34 Other Associates 137 Management and Offices 2 Dairy Farm International Holdings Limited Corporate Information Directors Dairy Farm Management Services Limited Ben Keswick Chairman and Managing Director Ian McLeod Directors Group Chief Executive Ben Keswick Clem Constantine Chairman (joined the Board on 11th November 2019) Ian McLeod Neil Galloway Group Chief Executive (stepped down on 31st March 2019) Clem Constantine Mark Greenberg Chief Financial Officer (joined the board on 19th November 2019) George J. Ho Neil Galloway Adam Keswick Group Finance & IKEA Director (stepped down on 31st March 2019) Simon Keswick (stepped down on 1st January 2020) Choo Peng Chee Chief Executive Officer – North Asia Michael Kok & Group Convenience (stepped down on 8th May 2019) Sam Kim Dr Delman Lee Chief Executive Officer – Health & Beauty and Chief Marketing & Business Development Officer Anthony Nightingale Martin Lindström Y.K. -
Retail Internationalization:Gaining Insights from the Wal-Mart
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Research Papers in Economics Retail Internationalization: Gaining Insights from the Wal-Mart Experience in South Korea Franco GANDOLFI Regent University, USA E-mail: [email protected] Phone: 1-757-352-4483 Pavel ŠTRACH Škoda Auto University, Czech Republic E-mail: [email protected] Abstract Wal-Mart, the world’s largest retailer, failed to capture the hearts of South Korean consumers, ultimately withdrawing in 2006 after eight years in the market. Although, it had achieved stunning successes in the U.S. and overseas, Wal-Mart was unable to apply its proven U.S. business model in South Korea. Wal-Mart is only one among several retailers that have underestimated the role of conducting cultural due diligence prior to entry into a foreign country. This paper analyzes the causes and antecedents of Wal-Mart’s failure in South Korea with the discussion centering on Wal-Mart’s inability to understand and respond to South Korean consumers. Wal- Mart’s failure demonstrates how firms fail to alter their business practices to the idiosyncrasies of a foreign culture. The primary managerial implication is that the local culture determines the business model. Keywords: retail internationalization, Wal-Mart, South Korea, research case study Introduction The Wal-Mart business concept has become a success story with its ‘Every Day Low Prices’ slogan captivating consumers, especially in these economically challenging times. Wal-Mart is one of the largest private employers in the world and its sales revenues surpassed the $370 billion mark in 2008. -
Dairy Farm International Holdings Limited
Annual ReportAnnual 2017 Dairy Farm International Holdings Limited Annual Report 2017 Our Goal : “To give our customers across Asia a store they TRUST, delivering QUALITY, SERVICE and VALUE” Dairy Farm International Holdings Limited is incorporated in Bermuda and has a standard listing on the London Stock Exchange, with secondary listings in Bermuda and Singapore. The Group’s businesses are managed from Hong Kong by Dairy Farm Management Services Limited through its regional offices. Dairy Farm is a member of the Jardine Matheson Group. A member of the Jardine Matheson Group Contents 2 Corporate Information 3 Dairy Farm At-a-Glance 4 Highlights 6 Chairman’s Statement 8 Group Chief Executive’s Review 12 Feature Stories 16 Business Review 16 Food 22 Health and Beauty 26 Home Furnishings 30 Restaurants 34 Financial Review 37 Directors’ Profiles 39 Our Leadership 42 Financial Statements 100 Independent Auditors’ Report 108 Five Year Summary 109 Responsibility Statement 110 Corporate Governance 117 Principal Risks and Uncertainties 119 Shareholder Information 120 Retail Outlets Summary 121 Management and Offices Annual Report 2017 1 Corporate Information Directors Dairy Farm Management Services Limited Ben Keswick Chairman and Managing Director Ian McLeod Directors Group Chief Executive Ben Keswick Neil Galloway Chairman Mark Greenberg Ian McLeod Group Chief Executive George J. Ho Neil Galloway Adam Keswick Group Finance Director Sir Henry Keswick Choo Peng Chee Regional Director, North Asia (Food) Simon Keswick Gordon Farquhar Michael Kok Group Director, Health and Beauty Dr George C.G. Koo Martin Lindström Group Director, IKEA Anthony Nightingale Michael Wu Y.K. Pang Chairman and Managing Director, Maxim’s Jeremy Parr Mark Greenberg Lord Sassoon, Kt Y.K. -
Press Release Ahold to Divest Its Indonesian Operation to Hero
Press Release Royal Ahold Public Relations Date: April 29, 2003 For more information: +31 75 659 57 20 Ahold to divest its Indonesian operation to Hero Zaandam, The Netherlands, April 29, 2003 – Ahold hereby announces that it has reached agreement for the sale of its Indonesian operation to PT Hero Supermarket Tbk for approximately Euro 12 million, excluding proceeds from the sale of store inventory. This asset purchase agreement is subject to the approval of Hero’s shareholders and is expected to be finalized in the third quarter of 2003. Hero is a prominent food retail group listed on the Jakarta stock exchange with 200 outlets throughout Indonesia. The transaction involves 22 stores plus one under construction, and two distribution centers. The actual transfer of the stores and both distribution centers will take place following the approval of Hero shareholders. Staff at Ahold’s Indonesian headquarters are not included in the transaction, although Ahold is committed to meeting its obligations to these associates. The divestment of Ahold’s activities in Indonesia is part of the company’s strategic plan to restructure its portfolio to focus on high-performing businesses, to concentrate on its mature and most stable markets and to reduce its debt. Ahold first entered the Indonesian market through a technical service agreement with the PSP group in 1996. That agreement ended in 2002 and Ahold Tops Indonesia became a wholly-owned subsidiary. Unaudited net sales in 2002 amounted to approximately Euro 37 million. Ahold employs approximately 1,600 people in Indonesia. Ahold Corporate Communications: +31.75.659.5720 ------------------------------------------------------------------------------------------------------------------------------------------------------------ Certain statements in this press release are “forward-looking statements” within the meaning of U.S. -
United States Patent (19) Log 10 Cfu/Ml
USOO58248.61A United States Patent (19) 11 Patent Number: 5,824,861 Aldwinckle et al. (45) Date of Patent: Oct. 20, 1998 54) TRANSGENIC POMACEOUS FRUIT WITH D.J. James, et al., “Progress in the Introduction of Trans FIRE BLIGHT RESISTANCE genes for Pest Resistance in Apples and Strawberries,” Phytoparasitica 20:83S-87S (1992). 75 Inventors: Herbert S. Aldwinckle, Geneva; John A.M. Dandekar, “Engineering for Apple and Walnut Resis L. Norelli, Ithaca, both of N.Y. tance to Codling Moth,” Brighton Crop Prot. Conf-Pest 73 Assignee: Cornell Research Foundation, Inc., Dis. 2:741–7 (1992). Ithaca, N.Y. J. James, et al., “Synthetic Genes Make Better Potatoes,” New Scientist, vol. 17, (1987). 21 Appl. No.: 385,590 J. James, et al., “Increasing Bacterial Disease Resistance in Plants Utilizing Antibacterial Genes From Insects,” BioES 22 Filed: Feb. 8, 1995 says 6:263-270 (1987). Related U.S. Application Data S. Jia, et al., “Genetic Engineering of Chinese Potato Cul tivars by Introducing Antibacterial Polypeptide Gene,” Pro 63 Continuation of Ser. No. 33,772, Mar. 18, 1993, abandoned, ceeding of the Asia-Pacific Conference on Agricultural which is a continuation-in-part of Ser. No. 954,347, Sep. 30, Biotechnology, 1992. 1992, abandoned. L. Destefano-Beltran, et al., “Enhancing Bacterial and Fun 51) Int. Cl. ............................... A01H 1/04; C12N 5/00; gal Disease Resistance in Plants: Application to Potato,” The C12N 15/00 Molecular and Cellular Biology of the Potato Vayda, M.E. 52 U.S. Cl. ................................... 800/205; 800/DIG. 65; and Park, W.D. (eds.) CAB International, Wallingford, U.K.