Title of Thesis
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
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. -
I Annual Report 2013 I
ı ANNUAL REPOrt 2013 ı w Contents Cloetta Cloetta I Annual report 2013 report Annual Contents Highlights of 2013 1 I This is Cloetta 2 Words from the CEO 4 Vision, mission, financial targets and strategies 6 Cloetta’s value chain 8 Strong brands 11 Product development 14 Cloetta’s leading brands 18 The confectionery market 22 Cloetta’s markets 24 Production and purchasing 32 Corporate responsibility 40 Sustainable sourcing 44 Environmental responsibility 46 Employees 48 Cloetta supports 53 Table of contents, GRI 54 Share and shareholders 58 Chairman’s comments 62 Administration report Information about operations and long-term targets 64 Net sales and profit 65 Financial position 69 Shares, shareholders and dividend 71 Cash flow 73 Employees and remuneration 74 Environmental responsibility 75 Future outlook 75 Risks and risk management 76 Corporate governance report 80 Internal control over financial reporting 88 Board of Directors 90 Group Management Team 92 Financial statements Consolidated profit and loss account 65 Consolidated statement of comprehensive income 67 Consolidated balance sheet 68 Consolidated statement of changes in equity 70 Consolidated cash flow statement 72 Notes to the consolidated financial statements 94 Parent company financial reports 132 Proposed appropriation of earnings 145 Auditor’s report 147 Five-year overview 148 Key ratios 149 History 150 The administration report for Cloetta AB (publ) 556308-8144 and the financial Definitions and glossary 152 statements consists of pages 64–145. The annual report is published in both Swedish and English, where the Swedish version is the original and has been Shareholder information 153 audited by the auditors of Cloetta. -
Company Presentation Subtitle Arial, Bold, 40 Pt, Grey 2
Title Arial, Bold, 40 pt, red Company presentation Subtitle Arial, Bold, 40 pt, grey 2 We bring a smile to your Munchy Moments Title Arial, Bold, 80 pt, white Subtitle Arial, Bold, 80 pt, grey 3 This is Cloetta Title Arial, Bold, 40 pt, red Subtitle Arial, Bold, 40 pt, grey • Founded by the three Cloetta brothers in 1862 • Annual sales of around SEK 5,3 billion Text/Bullets, Level 1-5 Arial, Regular, 20 pt, grey • Leading local brands in 6 countries • Leading market positions in Sweden, Finland, Norway, Denmark, the Netherlands and Italy • 2,500 employees in 14 countries • Production at 13 factories in 6 countries • Listed on Nasdaq Stockholm. The largest shareholders are Malfors Promotor, AMF – Försäkring och fonder and Threadneedle Investment Funds 4 Cloetta´s history 2015 Cloetta acauires Lonka Title Cloetta acquires Nutisal and Arial, Bold, 40 pt, red 2014 The Jelly Bean Factory Subtitle 2012 Merger between Cloetta and LEAF Arial, Bold, 40 pt, grey 2009 Cloetta Fazer is separated into Cloetta and Fazer Confectionery Text/Bullets, Level 1-5 2007 LEAF acquires Cadbury in Italy Arial, Regular, 20 pt, grey 2005 CVC and Nordic Capital acquire CSM, which changes name to LEAF 2001 Cloetta sells Handel business area, CSM acquires Socalbe (Italy) 2000 Cloetta merges with Fazer Confectionery, CSM acquires Continental Sweets (France, Belgium, the Netherlands and the UK) 1999 CSM acquires LEAF 1998 Cloetta acquires Candelia 1997 CSM acquires Malaco 1993 LEAF acquires Ahlgrens 1986 CSM acquires Red Band and Venco 1917 Svenska Chokladfabriks AB -
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. -
Roadshow London 6 March 2019
Roadshow London 6 March 2019 1 6.3.2019 Tokmanni Roadshow London Tokmanni today #1 1 million 188 870 MEUR 3,600 General Customer visits Stores in Revenue 2018 Employees discount retailer per week Finland in Finland +9,3% growth 2 6.3.2019 Tokmanni Roadshow London 2018 - year of a positive turnaround • Strengthening Tokmanni strategy • Renewing management and organization • Improving customer confidence • All Tokmanni's employees involved in building customer confidence • Implementing a strong investment plan in store network, online business and store concept renewals • Increasing imports from Far East 3 6.3.2019 Tokmanni Roadshow London Tokmanni’s customer base, family households being slightly overemphasized Whole population Tokmanni’s customers 43% 40% 17% 16% 17% 16% 13% 12% 7% 7% 5% 6% Family households Adult households Pensioners Adult singles Young singles Young couples 4 6.3.2019 Tokmanni Roadshow London Note: Tokmanni’s customers = Customers that frequently visit Tokmanni Sources: TNS Mind 2018 Smart shoppers are overemphasized and price insensitives underemphasized in Tokmanni’s customers Whole population Tokmanni’s customers Smart shoppers 57% Compares always prices and buys the biggest part on discount or on sale Sale and discount addicts 45% Buys the biggest part on discount or on sales but doesn’t actively compare prices Price insensitives 33% Does not often compare prices and sale 31% or discounts are not motivators Price comparers Compares always prices but sale or 18% discounts are not motivators 9% 4% 3% Smart shoppers -
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 ................................................................................................................................................... -
Cloetta Annual Report 2016
ANNUAL AND SUSTAINABILITY REPORT 2016 Contents This is Cloetta Highlights of 2016 1 Words from the President 2 Goals and strategies Long-term financial targets 4 Long-term sustainability targets 5 Strategies and activities 6 Cloetta’s value chain 8 The confectionery market 10 Market strategies for growth 13 Brand development 14 Strategic product development 17 New markets, initiatives and concepts 20 Cloetta’s leading brands 21 Cloetta’s main markets 25 Supply chain 32 Factories 37 Raw material costs 40 Sustainability 42 Core values 42 Long-term sustainability 43 Stakeholders and materiality issues 45 Sustainability goals 47 Sustainable sourcing 48 Responsibility for consumers well-being 52 Reduced environmental impact 54 Employees 56 Share and shareholders 60 Financial performance 66 Net sales and profit 66 Financial position 69 Comments on the cash flow statement 71 Future outlook. Environmental impact 72 and environmental management Risks and risk management 73 Letter from the Chairman 77 Corporate governance report 78 Remuneration to the Group Management Team 84 Internal control over financial reporting 86 Board of Directors 88 Group Management Team 90 Financial information, contents 92 Consolidated profit and loss account 93 Consolidated statement of comprehensive income 94 Consolidated balance sheet 95 Consolidated statement of changes in equity 96 Consolidated cash flow statement 97 Notes to the consolidated financial statements 98 Parent Company financial statements and notes 133 Proposed appropriation of earnings 141 Auditor’s report 142 Nine-year overview 145 Key ratios 146 Reconciliation of alternative performance measures 147 Definitions and glossary 149 GRI index 151 Membership of organizations 153 Auditor’s limited assurance report on sustainability report 154 Shareholder information 155 History 156 The audited annual report for Cloetta AB (publ) 556308-8144 consists of the administration report and the accompanying financial statements on pages 1–4, 6–7 and 66–141. -
Tokmanni's Annual General Meeting, CEO Review
Annual General Meeting 19 March 2019 CEO review Mika Rautiainen 2 19.3.2019 Tokmanni's Annual General Meeting 2019 Tokmanni Executive Group Mika Rautiainen Markku Pirskanen Sirpa Huuskonen Harri Koponen CEO CFO HR Director Store Network and Concept Director Mathias Kivikoski Tuomas Hyvärinen Timo Heimo Janne Pihkala Sales and Marketing Director Purchasing Director Director, Information Director, Business Management and Development 319.3.2019 Tokmanni's Annual General Meeting 2019 Supply Chain Tokmanni today #1 1 million 188 870 MEUR 3,600 General Customer visits Stores in Revenue 2018 Employees discount retailer per week Finland in Finland 4 19.3.2019 Tokmanni's Annual General Meeting 2019 Main focus in 2018: IMPROVING CUSTOMER CONFIDENCE YEAR OF POSITIVE TURNAROUND 5 2018 - year of a positive turnaround • Strengthening Tokmanni strategy • Renewing management and organization • Improving customer confidence • All Tokmanni's employees involved in building customer confidence • Implementing a strong investment plan in store network, online business and store concept renewals • Increasing imports from Far East 6 19.3.2019 Tokmanni's Annual General Meeting 2019 Tokmanni’s customer base, family households being slightly overemphasized Whole population Tokmanni’s customers 43% 40% 17% 16% 17% 16% 13% 12% 7% 7% 5% 6% Family households Adult households Pensioners Adult singles Young singles Young couples 7 19.3.2019 Tokmanni's Annual General Meeting 2019 Note: Tokmanni’s customers = Customers that frequently visit Tokmanni Sources: TNS Mind 2018 -
Tokmanni 210224 Company Report
TOKMANNI Food & Staples Retailing/Finland, February 24, 2021 Company report The era of discount retailing Rating BUY Tokmanni’s 2010-2020 revenue CAGR was 5.4%. At the end of 20 2020, Tokmanni had 192 stores across the country and it is 18 the largest general discount retailer in Finland. We expect 21E 16 14 revenue growth of 1.5% and adj. EBIT margin of 9%. We keep 12 our rating “BUY” with TP of EUR 20. 10 Price/EUR 8 Largest general discount retailer in Finland 6 Tokmanni is the largest general discount retailer in Finland. 4 Tokmanni’s revenue CAGR in 2010-2020 was 5.4%. Tokmanni 2 reached its targeted EUR 1bn in sales in 2020 with further store 0 network expansion and strong LFL growth. Revenue grew by 13.6%. 04/16 04/17 04/18 04/19 04/20 The company also reached its adj. EBIT margin target of ~9% (9.3%) Tokmanni DJ STOXX 600 last year. The company had 192 stores across Finland at the end of 2020 and 98.8% of Tokmanni’s revenue came from physical stores. Share price, EUR (Last trading day’s 17.70 closing price) 2020 was a record year Target price, EUR 20.0 2020 was exceptional year due to the coronavirus and the company clearly benefited from the changed environment and consumer Latest change in rating 30-Oct-19 behavior as LFL revenue increased by 12.3%. It is also noteworthy Latest report on company 15-Feb-21 that the company has been able to attract new customers with Research paid by issuer: YES broad product assortment and affordable prices as the share of new No.