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NIMC FRONT-END PARTNERS' ENROLMENT CENTRES (Ercs) - AS at 15TH MAY, 2021
NIMC FRONT-END PARTNERS' ENROLMENT CENTRES (ERCs) - AS AT 15TH MAY, 2021 For other NIMC enrolment centres, visit: https://nimc.gov.ng/nimc-enrolment-centres/ S/N FRONTEND PARTNER CENTER NODE COUNT 1 AA & MM MASTER FLAG ENT LA-AA AND MM MATSERFLAG AGBABIAKA STR ILOGBO EREMI BADAGRY ERC 1 LA-AA AND MM MATSERFLAG AGUMO MARKET OKOAFO BADAGRY ERC 0 OG-AA AND MM MATSERFLAG BAALE COMPOUND KOFEDOTI LGA ERC 0 2 Abuchi Ed.Ogbuju & Co AB-ABUCHI-ED ST MICHAEL RD ABA ABIA ERC 2 AN-ABUCHI-ED BUILDING MATERIAL OGIDI ERC 2 AN-ABUCHI-ED OGBUJU ZIK AVENUE AWKA ANAMBRA ERC 1 EB-ABUCHI-ED ENUGU BABAKALIKI EXP WAY ISIEKE ERC 0 EN-ABUCHI-ED UDUMA TOWN ANINRI LGA ERC 0 IM-ABUCHI-ED MBAKWE SQUARE ISIOKPO IDEATO NORTH ERC 1 IM-ABUCHI-ED UGBA AFOR OBOHIA RD AHIAZU MBAISE ERC 1 IM-ABUCHI-ED UGBA AMAIFEKE TOWN ORLU LGA ERC 1 IM-ABUCHI-ED UMUNEKE NGOR NGOR OKPALA ERC 0 3 Access Bank Plc DT-ACCESS BANK WARRI SAPELE RD ERC 0 EN-ACCESS BANK GARDEN AVENUE ENUGU ERC 0 FC-ACCESS BANK ADETOKUNBO ADEMOLA WUSE II ERC 0 FC-ACCESS BANK LADOKE AKINTOLA BOULEVARD GARKI II ABUJA ERC 1 FC-ACCESS BANK MOHAMMED BUHARI WAY CBD ERC 0 IM-ACCESS BANK WAAST AVENUE IKENEGBU LAYOUT OWERRI ERC 0 KD-ACCESS BANK KACHIA RD KADUNA ERC 1 KN-ACCESS BANK MURTALA MOHAMMED WAY KANO ERC 1 LA-ACCESS BANK ACCESS TOWERS PRINCE ALABA ONIRU STR ERC 1 LA-ACCESS BANK ADEOLA ODEKU STREET VI LAGOS ERC 1 LA-ACCESS BANK ADETOKUNBO ADEMOLA STR VI ERC 1 LA-ACCESS BANK IKOTUN JUNCTION IKOTUN LAGOS ERC 1 LA-ACCESS BANK ITIRE LAWANSON RD SURULERE LAGOS ERC 1 LA-ACCESS BANK LAGOS ABEOKUTA EXP WAY AGEGE ERC 1 LA-ACCESS -
Fuel Forecourt Retail Market
Fuel Forecourt Retail Market Grow non-fuel Are you set to be the mobility offerings — both products and Capitalise on the value-added mobility mega services trends (EVs, AVs and MaaS)1 retailer of tomorrow? Continue to focus on fossil Innovative Our report on Fuel Forecourt Retail Market focusses In light of this, w e have imagined how forecourts w ill fuel in short run, concepts and on the future of forecourt retailing. In the follow ing look like in the future. We believe that the in-city but start to pivot strategic Continuously pages w e delve into how the trends today are petrol stations w hich have a location advantage, w ill tow ards partnerships contemporary evolve shaping forecourt retailing now and tomorrow . We become suited for convenience retailing; urban fuel business start by looking at the current state of the Global forecourts w ould become prominent transport Relentless focus on models Forecourt Retail Market, both in terms of geographic exchanges; and highw ay sites w ill cater to long customer size and the top players dominating this space. distance travellers. How ever the level and speed of Explore Enhance experience Innovation new such transformation w ill vary by economy, as operational Next, w e explore the trends that are re-shaping the for income evolutionary trends in fuel retailing observed in industry; these are centred around the increase in efficiency tomorrow streams developed markets are yet to fully shape-up in importance of the Retail proposition, Adjacent developing ones. Services and Mobility. As you go along, you w ill find examples of how leading organisations are investing Further, as the pace of disruption accelerates, fuel their time and resources, in technology and and forecourt retailers need to reimagine innovative concepts to become more future-ready. -
National Retailer & Restaurant Expansion Guide Spring 2016
National Retailer & Restaurant Expansion Guide Spring 2016 Retailer Expansion Guide Spring 2016 National Retailer & Restaurant Expansion Guide Spring 2016 >> CLICK BELOW TO JUMP TO SECTION DISCOUNTER/ APPAREL BEAUTY SUPPLIES DOLLAR STORE OFFICE SUPPLIES SPORTING GOODS SUPERMARKET/ ACTIVE BEVERAGES DRUGSTORE PET/FARM GROCERY/ SPORTSWEAR HYPERMARKET CHILDREN’S BOOKS ENTERTAINMENT RESTAURANT BAKERY/BAGELS/ FINANCIAL FAMILY CARDS/GIFTS BREAKFAST/CAFE/ SERVICES DONUTS MEN’S CELLULAR HEALTH/ COFFEE/TEA FITNESS/NUTRITION SHOES CONSIGNMENT/ HOME RELATED FAST FOOD PAWN/THRIFT SPECIALTY CONSUMER FURNITURE/ FOOD/BEVERAGE ELECTRONICS FURNISHINGS SPECIALTY CONVENIENCE STORE/ FAMILY WOMEN’S GAS STATIONS HARDWARE CRAFTS/HOBBIES/ AUTOMOTIVE JEWELRY WITH LIQUOR TOYS BEAUTY SALONS/ DEPARTMENT MISCELLANEOUS SPAS STORE RETAIL 2 Retailer Expansion Guide Spring 2016 APPAREL: ACTIVE SPORTSWEAR 2016 2017 CURRENT PROJECTED PROJECTED MINMUM MAXIMUM RETAILER STORES STORES IN STORES IN SQUARE SQUARE SUMMARY OF EXPANSION 12 MONTHS 12 MONTHS FEET FEET Athleta 46 23 46 4,000 5,000 Nationally Bikini Village 51 2 4 1,400 1,600 Nationally Billabong 29 5 10 2,500 3,500 West Body & beach 10 1 2 1,300 1,800 Nationally Champs Sports 536 1 2 2,500 5,400 Nationally Change of Scandinavia 15 1 2 1,200 1,800 Nationally City Gear 130 15 15 4,000 5,000 Midwest, South D-TOX.com 7 2 4 1,200 1,700 Nationally Empire 8 2 4 8,000 10,000 Nationally Everything But Water 72 2 4 1,000 5,000 Nationally Free People 86 1 2 2,500 3,000 Nationally Fresh Produce Sportswear 37 5 10 2,000 3,000 CA -
537 the Impact of Foreign Retail and Wholesale Stores on Traditional
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by AMH International (E-Journals) Information Management and Business Review Vol. 4, No. 10, pp. 537-544, Oct 2012 (ISSN 2220-3796) The Impact of Foreign Retail and Wholesale Stores on Traditional Wholesale Stores in Nonthaburi Province, Thailand Supitcha Cheevapruk, John Walsh* School of Management, Shinawatra University, Thailand *[email protected] Abstract: The entrance of foreign retail and wholesale businesses in Thailand started some ten years ago and led to the closure of many Thai wholesale stores. The objective of this study is to determine the needs of Thai wholesalers in the Nonthaburi area and to identify suitable strategies for relevant managers to be able to compete with contemporary commercial strategies of the foreign enterprises. A total of 114 of the 120 Thai traditional wholesale stores in Nonthaburi were surveyed by questionnaire and results were analyzed by statistical means. It was found that low price strategy, location of store and full cycle service strategies were the principal approaches employed by the managers of the foreign wholesale and retail stores. Tesco Lotus was the foreign venture with the greatest impact on the Thai environment. With respect to managerial approach, it was found that Thai traditional wholesale stores should try to build stronger relationships with customers and regularly search for new markets. Employee performance should also be taken into consideration to some extent. Other issues of importance included the presentation of the store and visual merchandising, as well as transparency in management systems and the need for well–organized financial and accounting systems and their proper control. -
Pyaterochka Opens New Distribution Centre in Kursk Region
PYATEROCHKA OPENS NEW DISTRIBUTION CENTRE IN KURSK REGION Kursk, 10 June 2021 – X5 Group (“X5” or the “Company”), a leading Russian food retailer (LSE and MOEX ticker: “FIVE”), announces the expansion of its logistics infrastructure in central Russia with the opening of a Pyaterochka distribution centre (DC) in the Kursk region. With a total floor area in excess of 40,600 sq m, the Kursk DC features five storage zones (fresh products, fruit and vegetables, frozen goods, alcoholic beverages, and a dry storage facility). Each zone has a specific temperature band that is best suited to keep relevant products fresh. At full capacity, the DC will supply food products to 730 Pyaterochka stores in the Kursk, Orel, Belgorod and Bryansk regions. The logistics facility is expected to handle 3,000 tonnes of goods per day, with its seamless operation supported by nearly 550 employees and 170 vehicles. Overall, Pyaterochka has created upwards of 2,400 jobs in the Kursk region. The launch of the new DC will enable the region’s manufacturers not only to reduce their transportation costs, but also to expand the geography of their sales. When operating at full capacity, the logistics facility will be able to handle products from about 1,000 suppliers, driving up the share of local producers in the chain’s regional sales (over 80% in certain categories). Today, Pyaterochka works with 17 suppliers from the Kursk region, including Kurskmakaronprom (dry goods), Kursk Milk (dairy), and Mushroom Rainbow (fruit and vegetables). The Kursk DC will serve stores previously supplied by the Orel DC, which is due to be closed because the capacity and equipment no longer meet Pyaterochka’s needs. -
Annual Report 2020
Annual Report 2020 Electrolux Professional Food, Beverage and Laundry Contents Introduction Goals and strategies Our industry Our business Sustainability Corporate Financial GRI report Share and report governance reports supplement Shareholders Contents This is Electrolux Professional 1 The year in brief 2 Key figures 3 CEO comments 4 The pandemic impact & response 6 How we create value 8 Read more on page Goals and strategies 10 37 Strategic goals 11 Markets Financial targets and dividend policy 14 Read more on page Our commercial activities focus Sustainability strategy and targets 15 4 on three geographical regions – Our industry 16 ALBERTO ZANATA, Europe, Americas, and Asia Pacific PRESIDENT AND CEO: Global trends 17 & Middle East and Africa (APAC & “ We are strong and well MEA). Global industry 18 positioned for the future” Key growth drivers 20 Our business 23 The OnE approach 24 Food & Beverage 26 Laundry 28 Customers 30 Sales and marketing 33 Our markets 37 Our production 41 Research and development 45 Our people 46 Sustainability report 49 Read more on page Mission, our commitment and framework 50 24 Targets and 2020 achievements 52 Our offering - the OnE OnE is our global product and service offering, with both single and full Sustainable Development Goals 53 solutions and services across Food, Beverage and Laundry – under one The Climate challenge 54 brand – allowing customers to manage their operations through connectivity Our value chain 55 and a digital ecosystem. Sustainable solutions 56 Sustainable operations 58 Ethics and relationships 61 Read more on page Corporate governance 64 Chairman’s comments 65 26 Corporate governance report 66 Board of Directors 74 Executive Management Team 76 Remuneration report 78 Risk and risk management 80 Read more on page 28 Financial reports 84 Administration report 87 Food & Beverage Laundry Financial statements 94 A wide range of professional food A wide range of equipment for Notes 102 service and beverage solutions. -
X5 Retail Annual Report 2009 Eng.Indd
Winning Customers Annual Report 2009 Contents Operational & Financial Highlights 3 Shareholder Information 4 Message from the Chairman of the Supervisory Board 5 Letter from the Chief Executive Officer 6 Executive Board 8 Strategic Review 9 Customer Focus 10 Operational Excellence 19 Disciplined Growth 25 2009 Financial Review 30 X5 & Society 35 Communities 35 Employees 36 Health & Safety 39 Corporate Governance & Risk Management 42 Corporate Governance Report 42 Risk Management & Internal Controls 54 Report of the Supervisory Board 65 Remuneration Report 72 2009 Financial Statements 79 Operational & Financial Highlights WINNING CUSTOMERS “2009 was a tough year for Russian consumers and the economy as a whole. X5’s response was fast and effective. We won customers by making sure we had the right products at the most attractive prices. Just as important, we kept our focus on X5’s strategy to create durable competitive advantages and capitalise on the long-term growth of the Russian market.” Lev Khasis, Chief Executive Officer X5 in 2009 In 2009 X5 outperformed the competition and delivered the highest like-for-like sales growth of any Russian retailer Nearly 1 billion Customer Visits by responding to the needs of consumers: • A record 996 million customer visits USD 8.7 billion in Net Sales to our stores in 2009 • Industry-leading like-for-like (LFL) sales growth of 10% 25% Pro-Forma Sales Growth in RUR • LFL customer traffic rose 5% – including a market-leading 10% at discounters 33% Consolidated Sales Growth in RUR • Delivered on our 2009 target of 25% pro-forma revenue growth in RUR terms X5 at 31 December 2009 Number 1 Russian Retailer 1,372 Multi-Format Stores in Russia & Ukraine 1.1 million sq. -
June 2019 Safe Harbor Statement
Investor Presentation – June 2019 Safe Harbor Statement During this presentation management may discuss certain forward-looking statements concerning FEMSA’s future performance that should be considered as good faith estimates made by the Company. These forward-looking statements reflect management expectations and are based upon currently available data. Actual results are subject to future events and uncertainties, which could materially impact FEMSA’s actual performance. 2 Overview Ownership 47%(1) 100% 15% Coca-Cola’s largest Market leader and The world’s most franchise bottler in fastest growing retail international brewer the world by volume chain in Mexico 3 1 Represents 56% of shares with voting rights. Leading Consumer Company in Latin America FEMSA Comercio Coca-Cola Logistics/ Proximity Health Fuel FEMSA Refrigeration Division Division Division Mexico Brazil Colombia Argentina Venezuela Chile Panama Costa Rica Uruguay Guatemala Nicaragua Peru Ecuador 4 Internal company data, YTD. Creating Economic Value in the Last Decade KOF Market Cap Evolution Financial Highlights1 (US$ MM) 2018 2008 2 CAGR % Revenue 469,744 130,122 14% EBIT 41,576 17,290 9% 31,794 EBIT Margin 8.9% 13.3% EBITDA 60,458 22,035 11% EBITDA Margin 12.9% 16.9% CAPEX 22,192 7,522 11% 1 Amounts expressed in millions of Mexican Pesos 2 Figures for 2008 are the arithmetical sum of Coca Cola FEMSA and FEMSA Comercio, therefore figures exclude sold businesses. 10,317 • Consistently strengthening our competitive position. • Ability to operate in a rapidly changing economic environment. • Strong brand portfolio and exceptional operational 2008 June capabilities. CAGR 08 – June 19: 11% Source: Bloomberg, as of June, 5, 2019. -
Factors Affecting the Demand for Shopping Malls in Selected.Austin
Journal of Sustainable Development in Africa (Volume 17, No.5, 2015) ISSN: 1520-5509 Clarion University of Pennsylvania, Clarion, Pennsylvania FACTORS INFLUENCING SHOPPING IN SELECTED SHOPPING MALLS IN METROPOLITAN LAGOS, NIGERIA. Austin C.Otegbulu, David Okechukwu andObinna L. Umeh University of Lagos, Nigeria. ABSTRACT The aim of this study is to assess the factors affecting shopping in selected shopping malls in Lagos metropolis. The findings are expected to guide shopping mall owners, developers and other shopping mall service providers on shopping mall factors to give priority attention relative to others in their development plans and service operations. These will also enhance investment sustainability. The data collected were analyzed using descriptive and inferential statistics. Based on the factor grouping in this study, the result showed that physiognomy factor has the highest influence on shopping in the selected shopping malls in metropolitan Lagos with eigen value of 7.439; followed by exhibition factor, emotion factor, and convenience factor in that order with eigen values of 2.616, 1.931, and 1.184 respectively. This study therefore recommends that factors that have more influence on shopping in the selected shopping malls as observed from the findings should be given priority attention especially in situations where fund is limited. This is will: create liveliness, enhance patronage, and sustain operations in the malls, as well as high competitiveness with other shopping malls. Keywords: Developers, Malls, Mall-Attributes, Shopping, Shoppers, Sustainability. 52 INTRODUCTION In ensuring sustainability, shopping mall owners and managers are faced with the task of enticing shoppers to patronise them (Ooi&Sim, 2006). Understanding consumer shopping patterns assists developers of shopping malls in evaluating operational and managerial efficiency of shopping malls as well as exposing certain mall attributes that would need more attention and funding. -
Chapter 1 Introduction
CHAPTER 1 INTRODUCTION 1 1.0 INTRODUCTION Shopping complex is one or more buildings for merchandising, with interconnecting walkways enabling visitors to easily walk from unit to unit, along with a parking area- a modern, indoor version of the traditional market place within visually distinct scenery. Shopping centres have become the most common of shopping environments and have influenced the makeup of cities around the world. However, in recent years, the enclosed mall has evolved and diversified with new types of retail environments that were developed to better suit their locale and meet public expectation. 1.1 BACKGROUND OF STUDY Shopping malls are typically known to be indoor shopping, though some have outdoor areas with the shops having their own indoor space. The idea came from old covered market places that were popular between the 10th and 15th centuries, and are even still around today. In 1785, the first purposely-built shopping mall was created, but it was not until 1916 that a shopping mall as we consider them today was built in the United States. During the 1950s, large indoor shopping malls began to spring up in major cities across the world, with famous ones being built in Paris and London. As automobiles and suburbs sprung up, strip malls were created, which the first shopping mall were built outside of downtown areas. 1.2 STATEMENT OF ARCHITECTURAL PROBLEM Awka, has no standard shopping mall, except for make shift or converted structures to serve the purpose of merchandising. Hence, the proposed design project is to come up with one for the state capital considering the factors; Space syntax, security, parking, access to site, and landscape. -
Convenience Matters Serving the New Mexican Consumer
The Retail and Consumer Industry in Mexico May 2016 Convenience matters Serving the new Mexican consumer In this report 2 Mexico: Stability amidst global volatility 4 More than just tequila: Significance of the retail and consumer sector 8 More pesos in the pocket: The sector takes off 12 Convenience matters 16 In the shadows: The vast informal market 22 Building capability muscles and aligning your operating model 29 The winning concoction: Local knowledge, global expertise 31 Unlocking the enablers for growth www.pwc.com/gmc Foreword As the world’s developing markets face a Arguably, retail and consumer reflects There are excellent examples of such time of volatility, Mexico stands out as the opportunities emerging from the companies in Mexico. A retailer like one of the key markets weathering the duality of the Mexican economy better FAMSA has managed to properly storm. It is doing so through sustained than any other sector: balance the risk required to serve this evolution and slow but steady growth more informal segment of consumers, in many dimensions. The retail and • Modern format retail stores and through a combination of deep consumer sector is one industry which multinational franchises such as consumer knowledge and alternative has the potential to exceed Mexico’s Walmart and Starbucks are constantly contact channels, while also leveraging average national future growth. This growing and developing, alongside its traditional stores and offerings, not will be driven by a combination of the resilient traditional ‘changarros’ just to gain access to these new economic and socio-demographic and adapted concepts such as OXXO consumers, but also to earn increased trends, the progressive implementation and Farmacias Similares. -
15.12.2017 O`KEY Group Reaches Agreement with X5 RETAIL GROUP
Press release 15 December 2017 O’KEY GROUP REACHES AGREEMENT WITH X5 RETAIL GROUP ON SALE OF SUPERMARKETS BUSINESS O’KEY Group S.A. (LSE: OKEY, the “Group”), one the leading food retailers, and X5 Retail Group, a leading Russian food retailer announce that they have reached an agreement for X5 to acquire the supermarkets business currently operating under the O’KEY brand. Russia’s Federal Antimonopoly Service (“FAS”) has approved the deal. All materials published by the Group are available on its website www.okeyinvestors.ru. The business being acquired consists of 32 supermarkets, including 18 in St. Petersburg, four in Moscow, two in Volgograd, and one each in the Moscow and Leningrad regions, Astrakhan, Voronezh, Lipetsk, Togliatti, Krasnodar and Novocherkassk. Under the terms of the transaction, X5 will also acquire the real estate (supermarket buildings) for 14 stores (13 in St. Petersburg and one in Moscow). All of these supermarkets are due to be integrated into the Perekrestok chain. The legal advisors for this transaction include White & Case (for X5) and Herbert Smith Freehills (for O’KEY). Miodrag Borojević, O’KEY CEO, said: “We are pleased to have reached the agreement with X5 Retail Group to sell our supermarket business. The renewed company structure based on this sale will allow us to focus on the core strategic priorities of the business – efficiency improvement at compact city hypermarkets and accelerating the expansion of our discounters.” Igor Shekhterman, X5 Retail Group CEO, said: “This transaction is fully in line with our strategy of strengthening Perekrestok’s position as the leading supermarket chain in Russia.