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Finnish Grocery Trade 2019 Contents
FINNISH GROCERY TRADE 2019 CONTENTS Regulation should support competition ................................................ 3 The competitive strength of the food supply chain can be improved through cooperation .................................................. 4 Grocery trade is an important part of society ................................... 5 Foodservice wholesale trade in Finland ................................................ 6 Statistics ............................................................................................................... 7 The Finnish Grocery Trade Association .............................................14 Member Companies ......................................................................................15 TEXTS Finnish Grocery Trade Association Translation: Delingua Oy PHOTOS P. 3 SOK, p. 9 Nielsen, other photos FGTA and image banks LAYOUT Tiina Aaltonen, gra & grappo PRINTING Erweko Oy 2019 2 www.pty.fi REGULATION should support competition In 2018, the economy and employment was a long-waited beginning. The rationalisa- in Finland showed a positive trend and tion of regulation should be continued, and we consumer confidence remained strong. The should move towards self- and co-regulation. year was favourable also for the daily con- sumer goods trade as the value of sales grew THE RENEWALS AND REFORMS CAN BE by 3.4% in comparison to 2017. Meanwhile, the REALISED IN A RESPONSIBLE MANNER volume trend of the daily consumer goods market stayed at +0.3%. Like elsewhere in Eu- The daily consumer goods trade has proven to ARTTU LAINE rope, the increase in sales was largely based act responsibly also in the changing regulato- President of the on the rising prices. In Finland, the increased ry environment. Commerce has taken action Finnish Grocery alcohol and tobacco taxes contributed to the to promote the objectives of circular economy, Trade Association trend as well. including collection of packaging, reducing The economic performance is expected to food waste and use of plastic bags, and sav- weaken in the future. -
President and CEO Matti Halmesmäki's Answers to Questions at Kesko's Q1/2012 Media and Analyst Briefing on 26 April 2012
President and CEO Matti Halmesmäki's answers to questions at Kesko's Q1/2012 media and analyst briefing on 26 April 2012 Heino Ylisipola of Kaleva, Turun Seudun Sanomat and Väli-Suomen Media: Was Kesko interested in acquiring the R-Kiosk chain before it was sold to Norway about a month ago? Matti Halmesmäki: Of course, the chain is interesting as a well-known and significant brand. But we did not participate in the final bidding because we decided to concentrate on our own concepts. The eventual price was quite low, but we don't regret it, even if R-kioski is a well managed business. However, there are certain risks associated with the declining sales of magazines, which will reduce customer flow. In addition, games are going online, opening hours have weakened R-kioskis' competitive advantage, and logistics are so expensive that price competitiveness is difficult to maintain. As for us, we are strongly developing K-citymarket's information and service concept. For example, we will introduce Smartpost automatic parcel points in all K-citymarkets to be operated in connection with the information & customer service desks. Customers can order products online for delivery to the parcel point at any of the over 70 K-citymarkets, plus some of our K-supermarkets. We are aware that with this service, we will support competitors' online trade. But we see customer service as the main thing, and at the same time, the service will help K-citymarkets to increase their own online sales, as it will enable special product sizes or models to be ordered for customers. -
Here Practices Will Be Intimately Connected with Knowledge, and Knowledge Will Create Practices
mega-trends in Nordic-Baltic food systems MEGATREND 1 Technology will penetrate all areas of social life #1 Technology will penetrate all areas of social life We’re living in the fourth industrial revolution — Industry 4.0 — where practices will be intimately connected with knowledge, and knowledge will create practices. New technologies combined with digital innovations will make it possible to engage with longstanding societal, environmental and economic issues. Furthermore, our personal access to technology, as well as any limits to its access, will continue to influence our relationship with food. In a context in which data is the new gold, collected from satellites, drones, equipment and machines such as those used by the primary sector and the food industry, nature-based solutions will provide a counter-balance to the “tech-can-fix-it” paradigm. MEGATREND 2 Food systems will be redesigned with a new set of goals #2 Food systems will be redesigned with a new set of goals The 21st century is creating further turmoil in food systems. The present challenges associated with food security, new dietary patterns and the increasing perception of food as a lifestyle commodity will result in growing numbers of conflicting ideas regarding how to produce, distribute, sell and consume food. Climate change, loss of biodiversity and environmental degradation will become even larger threats to the Nordic-Baltic region and the world. The agri-food industry will become a key player in reversing many environmental issues. The major challenge will be ensuring diets that support human and planetary health, while striking a balance between promoting international trade in food and agriculture and protecting local food systems. -
Retail of Food Products in the Baltic States
RETAIL OF FOOD PRODUCTS IN THE BALTIC STATES FLANDERS INVESTMENT & TRADE MARKET SURVEY Retail of food products in the Baltic States December 2019 Flanders Investment & Trade Vilnius Retail of Food Products in the Baltic States| December 2019 1 Content Executive summary ................................................................................................................................. 3 Overview of the consumption market Baltic States ................................................................................ 4 Economic forecasts for the Baltic States ............................................................................................. 4 Lithuania .......................................................................................................................................... 4 Latvia ............................................................................................................................................... 5 Estonia ............................................................................................................................................. 6 Structure of distribution and market entry in the Baltic States ............................................................ 13 Structure ............................................................................................................................................ 13 Market entry ..................................................................................................................................... 14 Key -
S Group and Responsibility 2014
S Group ...................................................................................................................................................... 1 CEO's Review ........................................................................................................................................ 1 Review by the CEO – Unparalleled benefits and convenience from your own store ...................... 1 S Group in brief ..................................................................................................................................... 2 Regional co-operatives .................................................................................................................... 2 S Group’s business model .............................................................................................................. 3 Values, vision and strategy .............................................................................................................. 4 S Group's key figures in 2014 ......................................................................................................... 6 Business Operations ............................................................................................................................ 6 Supermarket trade ........................................................................................................................... 7 Case: Kotimaista product line ....................................................................................................... 10 Department -
Tropical and Off-Season Fruits in Finland
Tropical and off-season fruits in Finland Finnpartnership 2018 Image: Diet Doctor TROPICAL & OFF-SEASON FRUITS Finland is a relatively small European Union market for tropical and off-season fruits. However, Finnish consumers have a large interest in increasing variety of available products. Increased global mobility and internet make it possible for Finnish people to travel to the countries of origin of tropical fruits and learn about new products. Besides, the food retail market in Finland is highly concentrated. Almost all fresh fruit and vegetables are sold through the supermarkets, hypermarkets, and other stores that belong to one of the few retail chain groups. Finnish retail is vertically integrated with sourcing (wholesale) and distribution companies. In this fact-sheet, specifications for the fresh tropical and off-season fruits in the Finnish market are provided. Contents A. Product description 2 1. HS code and language for popular fruit imported into Finland (in Finnish) ........................................ 2 2. Fruit product description .............................................................................................................................. 3 2.1. Weight classes per portion 3 2.2. Labeling 4 2.3. Packing 4 B. Finnish fruit market 5 1. Fruits produced and cultivated in Finland ................................................................................................. 5 2. Wholesalers ................................................................................................................................................... -
S Group and Responsibility 2016 Owned by You – S Group and Responsibility 2016
Owned by you – S GROUP AND RESPONSIBILITY 2016 OWNED BY YOU – S GROUP AND RESPONSIBILITY 2016 2 CONTENTS Contents ...............................................................................................................................................................................5 From the management .......................................................................................................................................................5 Benefits and convenience for co-op members’ daily life..................................................................................................5 Let’s make Finland the Best Place to Live .......................................................................................................................6 S Group in brief ..................................................................................................................................................................7 Business areas .................................................................................................................................................................11 Supermarket trade .......................................................................................................................................................11 Department stores and speciality stores .......................................................................................................................13 Service station store and fuel sales ...............................................................................................................................15 -
Sok-Corporation
SOK-CORPORATION Interim Report 1 January – 30 June 2019 Development of the operating Financial development environment SOK’s operations The overall development of the Finnish national economy and that SOK is the parent company of SOK Corporation. In accordance of private consumption, in particular, has a considerable effect on with its statutes, SOK serves as the central organisation of the result of SOK Corporation and the entire S Group. Consumer S Group, promoting and developing the operations of the coop- confidence in personal finances has decreased due to the trade war, erative enterprises and other organisations belonging to S Group, Brexit and weaker economic growth. Employment has remained and managing and supervising the Group’s overall resources for at a good level, even though its growth rate seems to have peaked. maximum efficiency while also monitoring operations and seeing A good employment rate would facilitate private consumption if to the interests of S Group and its segments. consumers regained confidence. A resolution of the trade war and SOK is responsible for S Group’s overall strategic management. measures implemented by central banks play a decisive role in Its tasks are to provide S Group companies with chain manage- resum-ing economic growth. ment, co-op membership and marketing services, as well as other Finland’s GDP grew by 1.7% in 2018, which was less than group and corporate services and development activities related expected. The forecast for 2019 is 1.5%, and slightly higher for to these services and other activities of S Group. Services central 2020. Global economic growth has peaked, which is reflected in to S Group’s operations also include procurement and assortment a decrease in investments in the Finnish economy. -
Kesko´S Year 2011
KESKO’S YEAR 2011 KESKO GROUP 1 Kesko in brief 2 The year in fi gures 4 Events in 2011 6 Review by the President and CEO 8 Vision and values 9 Strategic objectives DIVISIONS 14 Food trade 18 Home and speciality goods trade 22 Building and home improvement trade 26 Car and machinery trade COMMON OPERATIONS 32 Responsibility 36 K-Plussa 38 Human resources 40 K-retailer career 42 Real estate operations CORPORATE GOVERNANCE 46 Kesko’s Corporate Governance 56 Board of Directors 58 Corporate Management Board FINANCIAL STATEMENTS 62 Financial Statements, contents 63 Report by the Board of Directors 69 Group’s performance indicators 76 Consolidated fi nancial statements (IFRS) 80 Notes to the consolidated fi nancial statements 123 Parent company’s fi nancial statements (FAS) 134 Shares and shareholders 140 Shareholder information 141 Information about Kesko as an investment 142 Contact information 144 Glossary DIVISIONS DIVISIONSHARE OF SHARE OF KESKO GROUP’S KESKO GROUP’S NET OPERATING PROFIT SALES excl. non-recurring items FOOD TRADE 43% 60% HOME AND SPECIALITY GOODS TRADE 16% 13% BUILDING AND HOME IMPROVE- 28% 9% MENT TRADE CAR AND MACHINERY TRADE 12% 18% DIVISION’S DIVISION’S OPERATING DIVISION’S NET SALES PROFIT BRANDS excl. non-recurring items €4,182m €172m +7% +€12m €1,564m €37m 0% -€29m €2,716m €27m +8% +€3m €1,174m €52m +23% +€19m KESKO GROUP KESKO IN BRIEF Kesko is a highly valued listed trading sector company. It manages retail store chains that are valued by customers, and effi ciently produces services for retail store chains' purchasing, logistics, network development and data management. -
Nuts and Nut-Related Snacks in Finland
Nuts and nut-related snacks in Finland Finnpartnership 2018 Image: Cooking Light NUTS & NUT-RELATED SNACKS IN FINLAND Finland is a relatively small EU market for edible nuts. The food retail market in Finland is highly concentrated. Almost all edible nuts and related snacks are sold through supermarkets, hypermarkets, and other stores that belong to one of the few retail chain groups. Finnish retail is vertically integrated with sourcing (wholesale) and distribution companies. In this fact-sheet, specifications for the edible nuts and related snacks in the Finnish market are provided. CONTENT A. Product description 2 1. HS code and language for popular nut products imported into Finland (in Finnish) 2 2. Nut product description 2 2.1. Weight classes per portion 3 2.2. Labeling 3 2.3. Packing 4 B. Finnish nuts and nut-related snacks market 5 1. Nut and nut-related snacks brands in Finnish market 5 2. Retailers 5 3. Market information 7 C. Retail price 9 D. Channels to bring nuts into the Finnish market 10 1. European market channels for edible nuts 10 2. Direct contact with buyers through trade fairs 10 3. Promotion 11 E. Export and import in the Finnish nuts market 12 F. Requirements for importing nuts in to Finland 15 1. Terms of payment and delivery 15 2. Legal requirements 15 3. Non-legal requirements 16 G. References and useful sources 19 1 NUTS & NUT-RELATED SNACKS IN FINLAND A. Product description 1. HS code and language for popular nut products imported into Finland (in Finnish) More vocabulary for nuts can be found here. -
Finnish Grocery Trade 2009–2010 CONTENTS
Finnish Grocery Trade 2009–2010 CONTENTS For the reader. ...................................................................... 3 Grocery trade market in Finland, 2008.......................... 5 Grocery trade as part of society ...................................... 6 Key indicators for 2008 ...................................................... 8 Finnish Grocery Trade Association ...............................10 Deregulation for the benefit of the consumer .........11 Responsible supply chain benefits the consumer .....................................................................12 Best operating practices of the store ..........................13 FGTA supports its member companies in environmental affairs ..................................................14 Retail chains more dominant, procurement more centralised .....................................16 HoReCa wholesales as part of comprehensive service ....................................................22 HoReCa wholesalers prosper alongside their customers ..............................................23 Private labels ......................................................................24 Structural change in grocery trade ..............................27 Store types and definitions ...........................................30 Village grocery stores ......................................................32 Kiosk trade ..........................................................................33 Department store sales ...................................................34 Clothing -
Global Powers of Retailing 2021 Contents
Global Powers of Retailing 2021 Contents Top 250 quick statistics 4 Global economic outlook 5 Top 10 highlights 8 Impact of COVID-19 on leading global retailers 13 Global Powers of Retailing Top 250 17 Geographic analysis 25 Product sector analysis 32 New entrants 36 Fastest 50 38 Study methodology and data sources 43 Endnotes 47 Contacts 49 Acknowledgments 49 Welcome to the 24th edition of Global Powers of Retailing. The report identifies the 250 largest retailers around the world based on publicly available data for FY2019 (fiscal years ended through 30 June 2020), and analyzes their performance across geographies and product sectors. It also provides a global economic outlook, looks at the 50 fastest-growing retailers, and highlights new entrants to the Top 250. Top 250 quick statistics, FY2019 Minimum retail US$4.85 US$19.4 revenue required to be trillion billion among Top 250 Aggregate Average size US$4.0 retail revenue of Top 250 of Top 250 (retail revenue) billion 5-year retail Composite 4.4% revenue growth net profit margin 4.3% Composite (CAGR Composite year-over-year retail FY2014-2019) 3.1% return on assets revenue growth 5.0% Top 250 retailers with foreign 22.2% 11.1 operations Share of Top 250 Average number aggregate retail revenue of countries where 64.8% from foreign companies have operations retail operations Source: Deloitte Touche Tohmatsu Limited. Global Powers of Retailing 2021. Analysis of financial performance and operations for fiscal years ended through 30 June 2020 using company annual reports, press releases, Supermarket News, Forbes America’s largest private companies and other sources.