DOCSLIB.ORG

Matas A/S’ Future Operating Results, Financial Position, Cash Flows, Business Strategy and Plans for the Future

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Matas A/S’ Future Operating Results, Financial Position, Cash Flows, Business Strategy and Plans for the Future “Good advice makes the difference” Happy New Year | SEB Nordic Seminar – Copenhagen 8. January 2014 Forward looking statements This presentation contains statements relating to the future, including statements regarding Matas A/S’ future operating results, financial position, cash flows, business strategy and plans for the future. The statements can be identified by the use of words such as “believes”, “expects”, “estimates”, “projects”, “plans”, “anticipates”, “continues” and “intends” or any variations of such words or other words with similar meaning. The statements are based on management’s reasonable expectations and forecasts at the time of the disclosure of the interim report. Any such statements are subject to risks and uncertainties and a number of different factors, of which many are beyond Matas A/S’ control, can mean that the actual development and the actual result will differ significantly from the expectations contained in the interim report. Without being exhaustive, such factors include general economics and commercial factors, including market and competitive matters, supplier issues and financial issues. 2 Agenda . Introduction to Matas . The Strategic Priorities . Trading Update for Q3 2013/14 3 The Matas share . Listed on NASDAQ OMX 28 June 2013 . 40.8m shares in one share class . Market capitalization DKK 6.0bn (USD ~1bn) . 180 days lock-up for CVC and the former store owners expired 10 December 2013 4 Our Achievements n°1 Health and Beauty n°1 ~1.35 million Retailer in Denmark Beauty and Personal Care Club Matas Members Brand in Denmark 295 98% Stores Across Brand Awareness Among Denmark Women 5 38% StyleBox Stores Market Share in Beauty ~25m 62% Transactions Market Share in High-end in 2012/13 Beauty ~5% DKK 3.2bn Annual Long-Term Revenue in FY 2012/13E Historical Chain Growth 5 Our History . The Matas chain . Stripes brand . Matas launched . Liberalisation of . The chain . Matas acquired 7 . Club Matas is . Additional 37 is unified under launched the now familiar over-the-counter included more Associated launched prescription the first Matas blue / white shop medicine in than 295 stores Stores . New CPH medicine Logo profile and logo Denmark and a new . Online Store is flagship store collection points generation of launched . New IT system opened in Retail Stripes was . Sales excellence Stores launched programme . Matas acquired 2 launched Associated Stores 1949 1956 1957 1967 1974 1980 1995 2001 2005 2006 07/08 08/09 09/10 10/11 11/12 12/13 13/14 . Matas is . Matas is . The Vital Shop . The first two of . The Matas . Matas A/S and . Staff planning . Club Matas . Initial Public founded as a granted the created, Matas’ own MediCare 208 stores initiatives reached 1 Offering of cooperative right to encompassing brand products shop was acquired by . Freya acquired million members Matas A/S retail chain distribute vitamins receive the created CVC, 10 Associated . ClubM is . Acquisition of vitamins (introduced in Nordic Materialisterne, Stores launched Esthetique 1957) and Eco-label management . Rapid Online . New updated . Launch of dietary and key Store growth Online Store StyleBox, a new supplements employees launched retail concept . Matas acquired . Matas acquired . Refinancing of 24 Associated 1 Associated debt structure Stores Stores . Matas acquired 7 Ass. Stores 6 Our Store Concepts Chain started in 1949 First store opened in 2013 Matas online store opened in 2008 Stylebox online store opened in 2013 7 Our Shop in Shops (Matas) The Beauty Shop Vital Shop Own Brands: Stripes 74% 10% 17% Revenues(1) Revenues(1) of Revenues Across Segments (1) Material Shop Matas MediCare (OTC) Professional Advice 9% 6% ~1,200 “Materialists” Revenues(1) Revenues(1) Highly Skilled Store Personnel True One-Stop Shopping Experience, with High Level of In-Store Service 8 Source: Company Information Our Channel and Position n°1 Market Position in All Key Segments Unmatched Store Network(2) Segment Market Share in 2012, % High-end Mass VMS OTC n°1 n°1 n°1 n°1 Rønne Frederikshavn 295 Matas Matas Matas Matas 15% Other 62% 29% 26% Aalborg A Leading Online (1) Other Other Other H&B Store 38% Share in Beauty Lemvig Randers Viborg Holstebro Silkeborg n°1 Beauty and Personal Care Brand Aarhus Ringkøbing Herning Market Share in 2012, % Copenhagen Horsens 3,1% Vejle 2,6% Roskilde 2,3% 2,0% 1,8% Esbjerg Kolding 1,7% 1,6% Odense 1,5% 1,5% 1,4% Aabenraa Næstved Sønderborg (Mass) (Haircare) 266 Retail Stores Nykøbing Falster 29 Associated Stores 5 StyleBox 1. Restrictions on owning more than four pharmacy locations in Denmark have kept the industry fragmented and no single pharmacist exceeds the 15% market share of Matas 2. Map shows Matas Store Network including Associated Stores, but excluding the recently acquired Esthetique Stores and Associated Store in Nuuk, Greenland, Retail Store in the Faroe Islands and two Retail Stores in Sweden. Matas Store Network totals 296 stores, with 266 Danish Retail Stores, 2 Swedish Retail Stores and 29 Associated Stores 9 Source: Management Analysis and Estimates, Euromonitor Our Brand Position Overall Impression of Danish Retail Stores (2013) 4,2 4,1 4,0 3,9 3,8 40% 50% 60% 70% 80% 90% 100% % Respondents Who Indicate Good or Very Good Knowledge of Retail Chain (2013) 10 Source: Carat Deep Blue Our Strong Reputation 100% 1% 1% 1% 3% 1% 2% 3% 4% 4% 7% 6% 5% 10% 12% 90% 15% 19% 22% 26% 80% 70% 53% 52% 57% 60% 63% 69% 50% 63% 61% MegetVery negative negativt impressionindtryk 58% 56% 40% LidtSlightly negativt negative indtryk impression Hverken\ellerNeutral impression 30% EtPositive positivt impression indtryk 20% 40% 41% 35% EtVery meget positive positivt impression indtryk 22% 10% 20% 19% 16% 15% 14% 0% 2011 2012 2013 2011 2012 2013 2011 2012 2013 HeavyHeavy users users – 40% MediumMedium users users – 30% Light Lightusers users – 30% (buy at least once per month) (buy at least every 2 months) (buy 5 times per year or less) 11 Our Perfect Price Perception (price versus quality) 12 Our Competition Supermarkets Share of beauty and personal care is decreasing Department Stores Online Improving Growing, performance, but but still represents limited potential for a limited sales new locations channel New Players / Pharmacies Foreign Entrants Several examples of Very fragmented limited success market 13 Our Strategic Priorities 6 Potential Expansion into Pharmacy Market 5 StyleBox 4 Grow Online 3 Sales Launched: June’ 13 Expand and Consolidate 2 Matas’ Network Enhance and Increase the Value of Loyalty Programs Well-Invested Platform, Yet to Be Fully Monetised Existing Business New Initiatives Today Tomorrow 1 Strong Market Fundamentals: 3-4% CAGR Forecast Market Growth from 2012-17E(1) 14 More Than Stores: We Are Becomming A True Multi-Channel Retail Retailer “Matas will leverage its unique in-store shopping experience and exploit its Club Matas online and loyalty programs Mobile App ClubM potential to become one of the best multi-channel retailers in the world” E-mail 295 Stores Social Media Matas Online Store Matas Leaflet 15 Data Is Key For Future Success Data Collected at Registration Data Collected When Card is Used Timing of purchase Name Place of purchase Date of birth Basket size Email Basic Info Mobile phone Basket items number Utilisation of promotional offers Address Members’ behaviour on the Club Housing type Matas website Data Collected Online Number of children Most frequented Personal Matas store Interests Specific interests, e.g. Fragrances, Haircare, Skincare 16 Big Potential in Using Data 2.0 3 Utilise Full CRM Potential 1.5 . Full use of buying habits analysis 2 First Usage of CRM . Targeted marketing / vouchers . “Missing in basket” / “Next best buy” . First use of CRM / proprietary data 1.0 . ‘My offers’ . Product bundling and floor planning . Targeted supplier campaigns 1 Marketing / Data Collection . Member’s engagement: in-store . Develop “Club-in-Club” concept events and targeted campaigns . Data collection at registration . Sale of CRM data to suppliers . Testing tailored promotions . +22m transactions registered . Marketing channel for promotions, based on profile (gender, age etc.) 2.0 . Suggestion on upselling items based 1.5 on current basket 3 Building Loyalty to Matas 2 Building a Platform . Sign up more partners ~1.35 million members . Target customers outside Matas . Boost knowledge and use of card . 11 leading Danish retailers signed . Partner vouchers in Pointshop ~60% of all Danish women aged . Customer intelligence reports 18-65 . +6 million partner emails Yesterday Today Tomorrow 17 Our ClubM Partners 18 Consolidate the Matas Network 29 associated stores Aalborg 9 acquired stores and new openings in 2013 Aarhus Copenhagen Esbjerg Odense 19 Growing Our Leading Online Position Strong Online Platform Well-Positioned for Future Growth Already one of Denmark’s leading health and beauty website – Revamped online store launched in 2011; run- rate of +400,000 unique visitors monthly – Access to selective beauty products – Dedicated online store team in-place – StyleBox webshop opened November 2013 Expand product selection online Increasing Revenue Contribution – Larger share of Matas’ full product range Online Store Revenues, DKKm 30 – Online-only products – Adjacent product categories (watches, jewellery, bags, electronics) 14 Further exploit synergistic relationship 6 – Club Matas – ClubM FY 10/11 FY 11/12 FY 12/13 Promote daily deals and flash sales 20 : New Concept Leveraging Existing Retail Platform And Unique Local Know-How Within Beauty New One-Stop-Shop Beauty Concept Leveraging on Our Core Competencies First Danish retail chain concept combining hair, nail and make-up treatments with sale of selective beauty products Stores to be located in larger cities on high streets and in shopping centers with high footfall Open up for a new range of professional products not available in the Matas retail stores Leveraging on our core competencies: extensive market and consumer knowledge, proven retail excellence and scale advantages Launched in June 2013 Initial period 1 .
Load more

Recommended publications
  • In Denemarken
    FOOD RETAIL IN DENEMARKEN FLANDERS INVESTMENT & TRADE MARKTSTUDIE FOOD RETAIL IN DENEMARKEN December 2015 Flanders Investment & Trade Gothersgade 103, 2. Sal DK-1123 København K Tel.nr. +45 33 13 04 88 - [email protected] Inhoudstabel 1 Algemene informatie ................................................................................................................ 3 2 Marktinformatie ....................................................................................................................... 3 3 Marktstructuur ......................................................................................................................... 4 3.1 Overzicht marktaandeel van concerns en ketens 2014..................................................... 4 3.2 De belangrijkste spelers................................................................................................. 5 3.3 Overzicht met contactgegevens ..................................................................................... 8 3.4 Overzicht verschillende types warenhuizen in Denemarken ........................................... 10 3.5 Online supermarkten .................................................................................................. 10 4 De kiosken en groothandelaars ................................................................................................ 11 5 Foodservice............................................................................................................................ 13 6 Prijsniveau van voeding en dranken
    [Show full text]
  • Hypermarket Lessons for New Zealand a Report to the Commerce Commission of New Zealand
    Hypermarket lessons for New Zealand A report to the Commerce Commission of New Zealand September 2007 Coriolis Research Ltd. is a strategic market research firm founded in 1997 and based in Auckland, New Zealand. Coriolis primarily works with clients in the food and fast moving consumer goods supply chain, from primary producers to retailers. In addition to working with clients, Coriolis regularly produces reports on current industry topics. The coriolis force, named for French physicist Gaspard Coriolis (1792-1843), may be seen on a large scale in the movement of winds and ocean currents on the rotating earth. It dominates weather patterns, producing the counterclockwise flow observed around low-pressure zones in the Northern Hemisphere and the clockwise flow around such zones in the Southern Hemisphere. It is the result of a centripetal force on a mass moving with a velocity radially outward in a rotating plane. In market research it means understanding the big picture before you get into the details. PO BOX 10 202, Mt. Eden, Auckland 1030, New Zealand Tel: +64 9 623 1848; Fax: +64 9 353 1515; email: [email protected] www.coriolisresearch.com PROJECT BACKGROUND This project has the following background − In June of 2006, Coriolis research published a company newsletter (Chart Watch Q2 2006): − see http://www.coriolisresearch.com/newsletter/coriolis_chartwatch_2006Q2.html − This discussed the planned opening of the first The Warehouse Extra hypermarket in New Zealand; a follow up Part 2 was published following the opening of the store. This newsletter was targeted at our client base (FMCG manufacturers and retailers in New Zealand).
    [Show full text]
  • Forhandlere Af Pindstrup-Produkter I 2021 Ikke Alle Forhandlere Har Hele Pindstrups Serie - Og Kan Være Løbet Tør for Den Vare, Du Søger
    Forhandlere af Pindstrup-produkter i 2021 Ikke alle forhandlere har hele Pindstrups serie - og kan være løbet tør for den vare, du søger. Ring evt. og spørg, om de har det, du søger. Navn Adresse Postnr. By Tlf. Nr. STARK København Ø Kattegatvej 21 DK-2100 København Ø 82523100 Bauhaus Valby Julius Andersens Vej 3A DK-2450 København SV 48209300 Bauhaus Glostrup Hovedvejen 155 DK-2600 Glostrup 43434988 Bilka Ishøj Lille Torv 1 DK-2635 Ishøj 43571000 Bauhaus Ishøj Industridalen 7-9 DK-2635 Ishøj 43566200 XL-BYG Hvidovre Gl. Køge Landevej 515-537 DK-2650 Hvidovre 36786088 Plantorama Vallensbæk Vejlegårdsvej 79 DK-2665 Vallensbæk Strand 88804020 Bilka Hundige Centervej DK-2670 Greve 43955000 Plantorama Amager Englandsvej 441 DK-2770 Kastrup 32533700 Bauhaus Gladsaxe Turbinevej 4 DK-2860 Søborg 76752400 Aldershvile Planteskole ApS Bagsværdvej 194 DK-2880 Bagsværd 44986789 Plantorama Hørsholm Ådalsvej 50 DK-2970 Hørsholm 32425820 STARK Frederiksværk K.A. Larsensgade 7 DK-3300 Frederiksværk 82524970 Bilka Hillerød Slotsarkaderne 26 DK-3400 Hillerød 48772000 Bauhaus Hillerød Sigrunsvej 40 DK-3400 Hillerød 48209600 Plantorama Hillerød Emblasvang 2 DK-3400 Hillerød 48201500 Nybo Planteskole Hørsholmvej 27 DK-3490 Kvistgård 49191595 Havecentret Hobbyland ApS Navervej 11 DK-4000 Roskilde 46755211 Bauhaus Roskilde Industrivej 52 DK-4000 Roskilde 46300500 XL-BYG Skibby Hovedgaden 1 A-B DK-4050 Skibby 47590000 Bilka Slagelse Idagårdsvej 1 DK-4200 Slagelse 58566000 XL-BYG Holbæk Spånnebæk 23 DK-4300 Holbæk 59454050 Bauhaus Holbæk Stenhusvej 56 DK-4300 Holbæk 59400700 STARK Kalundborg Nørre Alle 131 DK-4400 Kalundborg 59510023 Løgtved Gartneri Frederiksberg 71 DK-4470 Svebølle 59293453 Gartnergården Odsherred Odsherredsvej 5 DK-4572 Nørre Asmindrup 20286448 Thymes Planteskole ApS Gl.
    [Show full text]
  • Csr Report 2017 Page Page Page 04-07 14-17 20-27 Improving Our Our Everyday Life Business Risks
    CSR REPORT 2017 PAGE PAGE PAGE 04-07 14-17 20-27 IMPROVING OUR OUR EVERYDAY LIFE BUSINESS RISKS 14-15 OUR OWNERS 22 HUMAN RIGHTS – THE SALLING FOUNDATIONS 23 SOCIAL AND EMPLOYEE CONDITIONS 16-17 OUR FINANCIAL FOOTPRINT 24 ANTI-CORRUPTION AND BRIBERY 25 CLIMATE 26-27 ENVIRONMENTAL IMPACT PAGE PAGE PAGE 08-13 18-21 28-39 OUR FOCUS OUR DUE OUR AREAS DILIGENCE PERFORMANCE 08-09 SUSTAINABILITY 18-19 OUR DUE DILIGENCE 28-29 ENGAGING WITH OUR STAKEHOLDERS 10-11 CUSTOMER VALUE IN PROCUREMENT 30 KEY PERFORMANCE INDICATORS 12-13 OPPORTUNITIES 20-21 OUR RISKS 32-33 INDEPENDENT PRACTIONERS LIMITED ASSURANCE 33 MANAGEMENT STATEMENT 34-35 REPORTING APPROACH 36-39 REPORTING CRITERIA AND PERFORMANCE 40-41 COMPANY INFORMATION IMPROVING EVERYDAY LIFE IMPROVING EVERYDAY LIFE Integrity Eleven million customers visiting our A NEW SHARED PURPOSE WILL stores every week indicate that we GUIDE OUR DECISIONS We build trust by acting with decency, are an impactful retailer, particularly in responsibility and honesty. Denmark. We recognise the responsi- With the values in place, we have also bility that is embedded in our position, introduced a purpose that will unite and and in 2017 we took further steps to drive us across the group. The purpose increase our social footprint. In addition, ‘Improving Everyday Life’ expresses the some of the fundamentals related to role we want to play in people’s lives Passionate our history, identity and culture were regardless of whether they are custo- anchored further to encourage a more mers, colleagues, neighbours or part- value- driven organisation with a strong ners.
    [Show full text]
  • Hypermarkeder I Danmark?
    Kandidatafhandling Cand. Merc. EMF Institut for afsætning HYPERMARKEDER I DANMARK? (Hypermarkets in Denmark?) En strategisk vurdering af Dansk Supermarked A/S muligheder for etablering af hypermarkeder i Danmark. Af Peter Skjold Mogensen Vejleder: Lars Rasmussen, Institut for afsætningsøkonomi Copenhagen Business School 30. juni 2011 Antal enheder med mellemrum og tabeller: 165.769 = 72,9 sider Executive summary This thesis focuses on which strategic options Dansk Supermarket A/S has in creating Hypermarkets in the event of a more liberalised planning act. The thesis takes into account both internal and external analysis. This resulted in 4 alternative strategies, where one was chosen. The chosen strategy suggests that Dansk Supermarket A/S aims for a more effective exploitation of their 16 Bilka department stores along with opening 2 new Bilka department stores in Hjørring and Hillerød. This would result in Bilka becoming a nationwide Hypermarket. In order for Bilka to be more effective, it will have to use its large scale operations to make a cost reduce strategy. One of the strategies is to set a target to cut cost, which proposition is to minimize prices at basis products. In addition the “Drive Concept” would be introduced in 4 chosen department stores, where it would be possible to pre-order your groceries through the internet and collect them already packed at the department store. This concept model is estimated to increase Bilka`s turnover by 10% and earnings by 5% in 2013. This is of course provided that the consumers are willing to change their normal grocery shopping habits. A consumer study along with my own quantitative analysis shows people currently buy groceries more than 3 times a week spending small amounts at a time.
    [Show full text]
  • Kulturprofil2018
    CERTIFICERET 2017 Kulturprofil 2018 DANMARK Kulturprofil 2018 Hvem vi er, hvad vi står for og hvordan vi gør INDHOLD 1. Velkommen ..... Bilka byder indenfor 2. Ansættelse ...... Sådan modtager vi nye medarbejdere 3. Inspiration ....... Derfor er vi her 4. Information ..... Åbenhed på tværs 5. Involvering ...... Dialog på tværs 6. Påskønnelse .... Sådan viser vi taknemmelighed 7. Udvikling .......... Fokus på at alle udvikler sig 8. Omsorg ............... Balancen mellem arbejdsliv og privatliv 9. Fejring................. Sådan fastholder vi optimismen 10. Ansvar ................ Medarbejderne, samfundet og Bilka 2 3 1. Bilka byder indenfor I Bilka har vi en klar vision. Vi vil være danskernes foretrukne den 3. august i år. Derudover kan kunderne selvfølgelig også indkøbsunivers - med særlig fokus på familier. Det vil vi gøre handle med os online. Dels på bilka.dk, dels på bilkatogo.dk. ved at have Danmarks største udvalg af kvalitetsprodukter til de Sidstnævnte er en genvej til indkøb af dagligvarer, som ved laveste priser. For at kunne give vores kunder det, har vi fokus bestilling før kl. 10 pakkes klar til afhentning i vores drive-in på at være Danmarks bedste arbejdsplads i detailhandlen, så vi -område fra kl. 14 samme dag. kan tiltrække og fastholde dygtige medarbejdere. Årligt har vi cirka 40 mio. ekspeditioner i vores varehuse, og vi har samlet det største udvalg inden for alle produktkategorier under et tag. Vi har i dag omkring 80.000 forskellige varer i vores sortiment. Men vi kan mere end det. Bilka har over tid Det foretrukne indkøbsunivers – med særlig fokus på familier udviklet sig til en begivenhedsdestination for især familier. Kendt for Destinations- ET LEVENDE DANMARKS Begivenhederne er fx koncerter med populære kunstnere, gratis DE BEDSTE kategorier BILKA BEDSTE priser I ABSOLUT hvor der altid "omni-channel" drive-in-bio med de nyeste film, bagagerumsmarked, bil-bingo SÆRKLASSE sker noget oplevelse Kolonial og masser af aktiviteter for de mindste – bl.a.
    [Show full text]
  • Challenge Rute 2019
    LøkkeFondens Challenge 2019 Program Challenge-teams 2019 I år skal 53 unge og seje drenge med på den krævende, udfordrende og ikke mindst oplevelsesrige tur rundt i Danmark. Drengene skal, sammen med deres team, cykle 500 km på kun fem dage. En tur der kræver vilje, mod og styrke. Drengene kommer fra forskellige steder i landet og er fordelt på fem forskellige teams; Team Haderslev, Team Kolding, Team Odense, Team Jyderup og Team Næstved. Team Jyderup Team Kolding Team Odense Team Haderslev Team Næstved 1. etape, mandag d. 1. juli Dette års 1. etape strækker sig over 87 km. Etapen går fra Bilka Esbjerg til Bilka Kolding. I Bilka Esbjerg starter vi kl. 12.30 med frokost, hvorefter vi har afgang kl. 13.30. Alle er velkomne til at komme og hilse på, og sende os godt afsted. Inden afgang vil der være velkomsttaler og løbets direktør Jesper Worre, vil give os en løbsbriefing omkring dagens etape. Første og eneste stop på turen vil være ved Falck i Brørup hvor vi vil få tanket depoterne op med snacks. Herefter kører vi til Bilka Kolding som tager godt imod os ved målstregen. Afgang: Bilka Esbjerg Ankomst: 12.30 Afgang: 13.30 Adresse: Stormgade 157, Pause: Falck Brørup 6715 Esbjerg Ankomst: 15.15 Afgang: 15.45 Adresse: Nørregade 84, Mål: Bilka Kolding 6650 Brørup Ankomst: 17.30 Afgang: 18.00 Bilka Esbjerg Adresse: Skovvangen 40-42, 6000 Kolding Falck Brørup Bilka Kolding 2. etape, tirsdag d. 2. juli På turens 2. etape skal vi køre hele 110 km. Vi starter fra hotellet i Kolding, hvorefter vi kører til Kolding Rådhus.
    [Show full text]
  • Afrikanske Varer, Digitale Køkkenskoler Og Massevis Af Grønne Forbrugerideer
    Årsmagasin Se, hvad du var en del af i 2012 Nye afrikanske varer, digitale køkkenskoler og massevis af grønne forbrugerideer Medlemmerne er den røde tråd i Coop Som medlem er du medejer af Coop. Læs, hvad det betyder for dig, i vores årsmagasin En god historie fra Følg farsen CoopPlus gav for Afrika til butikken 466 Det er ikke nemt at udvikle en PÅ rejse med grøntsagsfars. Se, hvordan millioner en forbrugers idé blev til medlemmer kroner Læs hvad de oplevede, og virkelighed og havnede i i point og rabatter til hvordan de giver videre til dig køledisken i Coops butikker medlemmerne i 2012 DitCOOP 2012 Indhold Co o p s v i g t i g s t e medlem: Det er dig! Ansvarshavende redaktør: Karsten Kolding Redaktør: Kristine Det sted, hvor du køber mælk og Kornum Skribenter: Astrid S. Andersen, Jonas Bach og Kristine Kornum Layout: Ann-Katrin Kofoed Andersen Tryk: Evers Frank rugbrød, er faktisk lidt dit, når Print & Media Group Oplag: 450.000 du er medlem af Coop. Vi er 1,3 million medlemmer. 2 Fordi du var medlem i 2012... ...kunne du købe dagligvarer i din lokale Coop-butik for dine optjente Pluspoint i november måned. Det var der mange medlemmer, der benyttede sig af. Se mere på side 6 ...fik du hver måned et gratis Samvirke med under armen nede fra din lokale butik. Hvis ikke du var medlem, kostede det 39 kroner. Se mere på side 6 ...blev du spurgt om, hvad din gode idé til at mindske madspild hjemme og i butikkerne var.
    [Show full text]
  • 1576447490005.Pdf
    Credits Special Thanks Written By: Jacob Klünder Edited By: Dixie Cochran (Chapter 1), Jacob Klün- To my Beta readers — assume any mistakes and gram- der, Maiken Klünder matical errors are because I did not listen to them: Anne Christine Tvilum Erichsen, Dixie Cochran, Jakob Søgaard, John Bishop, Jonas Mose, Petra Ann, Rasmus Nicolaj West, and Shannon Barritt To Lars Rune Jørgensen, who created the cover art for this book. You can see more of his work at http://larsrune.deviantart.com/ This book is dedicated to my first Vampire: The Mas- querade group: Thomas, Søren and Bjarne. The days in my parents’ basement are not forgotten. And finally, as always, a special thanks to my wife Maiken Klünder, who is always available for alpha- reading, inspiration and ideas-sparring. 2 INTRODUCTION Introduction 5 Chapter One: Denmark by Night 7 Chapter Two: Copenhagen by Night (coming) 43 Chapter Three: Children of the Kingdom (coming) XX Denmark by Night 3 4 INTRODUCTION Introduction “Danskjävler!” — Doctor Stig Helmer, Riget (The Kingdom) Greetings, dear reader. So, the book got divided into Denmark by Night, My name is Jacob Klünder and in addition to being Copenhagen by Night and Children of the Kingdom a Dane, I have been a Vampire player for over 20 (Storyteller Characters). The other chapters will be years. In that time, I have been fortunate enough to added to the book when they are finished. contribute to a few World of Darkness books. I have In writing this book, I had to strike a balance be- also always wondered about my own country in the tween getting enough information and not making it World of Darkness.
    [Show full text]
  • Detailhandelsanalyse for Viborg Kommune
    Viborg kommune Detailhandelsanalyse August 2020 INDHOLDSFORTEGNELSE Indledning 3 1. Konklusion, vurderinger og anbefalinger 8 2. Detailhandelen i Viborg kommune 39 3. Udviklingen i detailhandelen i Viborg kommune 2008 til 2020 65 4. Befolknings- og forbrugsforhold 74 5. Handelsbalance 81 6. Viborg bymidte og den regionale konkurrence 85 7. SWOT Viborg kommune 91 Metode, begreber og definitioner 94 Bilag 1: Branchefortegnelse detailhandel Bilag 2: Branchefortegnelse kundeorienterede servicefunktioner Indledning Institut for Center-Planlægning (ICP A/S) har i samarbejde med Viborg Kommune gennemført en analyse af detailhandelen i Viborg kommune. Analysen af detailhandlen er gennemført som del af en proces, hvor også Viborg Handel, Viborgegnens Erhvervsråd, VisitAarhus, repræsentanter fra Viborgegnens Handelsråd i de forskellige byer, butiksejere/bestyrere, grundejere og ejendomsmæglere deltager. Der er indledningsvist afholdt en workshop med følgegruppen og ICP med henblik på at udarbejde en SWOT analyse for Viborg kommune. Analysen er efterfølgende indgået i udarbejdelsen af den samlede rapport. Inden den politisk drøftelse af detailhandelsanalysen har følgegruppen haft mulighed for at komme med kommentarer, anbefalinger og spørgsmål til analysens resultater. Betydningen af Corona krisen Nærmest som et lyn fra en klar himmel midt i arbejdet med at gennemføre denne detailhandelsanalyse blev vi konfronteret med en ny hverdag med nedlukning af betydelige dele af vort samfund. Ikke mindst bylivet med alle butikkerne, caféerne m.fl. blev mere eller mindre sat ud af drift i en peri- ode. Vi har set eksempler på de kortsigtede ændringer i forbrugernes adfærd, som delvist skyldes henstillinger eller opfordringer fra myndighederne om at holde afstand og foretage indkøb enkeltvis. Det har begrænset antallet af indkøbsture – bl.a.
    [Show full text]
  • FDB Og Dividenden
    Loyalitet i praksis En etnologisk kulturanalyse af fænomenet den loyale forbruger Breddam, Mads Dupont Publication date: 2015 Document license: CC BY-NC-ND Citation for published version (APA): Breddam, M. D. (2015). Loyalitet i praksis: En etnologisk kulturanalyse af fænomenet den loyale forbruger. Det Humanistiske Fakultet, Københavns Universitet. Download date: 27. sep.. 2021 Loyalitet i praksis En etnologisk kulturanalyse af fænomenet den loyale forbruger Ph.d.-afhandling af Mads Dupont Breddam Afdeling for Etnologi Saxo-Instituttet, Københavns Universitet Hovedvejleder: Tine Damsholt Bivejleder: Torben Elgaard Jensen Indleveret til bedømmelse: August 2015 2 Indholdsfortegnelse Taksigelser ........................................................................................................................................................................................ 8 Prolog .................................................................................................................................................................................................. 9 Praksiografi og multiple fænomener ......................................................................................................................... 11 Kapitel 1: Indledning.................................................................................................................................................................. 14 Projektets placering som en del af en forskningsalliance ....................................................................................
    [Show full text]
  • Salling Group A/S Operates More Than 1,500 Stores Across Four Countries
    Retail Business challenge Salling Group A/S operates more than 1,500 stores across four countries. The organization required a powerful enterprise resource planning (ERP) infrastructure to process its nine million daily transactions. Transformation With over 1,500 store locations, Salling Group is one of the largest retailers in the EU. It relies on an SAP ERP system running on the IBM® Db2® data management system supported by IBM POWER® servers and IBM Global Technology Services® (GTS). As a result, Salling Group keeps costs low, minimizes downtime and outpaces its competitors in terms of efficiency. Results “We have consolidated Salling Group A/S everything on SAP, and USD 520,000 in annual savings that makes us 20% more as a result of consolidation on the SAP efficient than our platform Major retailer chooses IBM for competitors using SAP Centric.” <2 hours of downtime in 2019 savings, resiliency and thanks to load balancing capabilities and —Steen Isdahl, Chief Operating a resilient infrastructure sustainability Officer of Infrastructure, Salling Group A/S 96% reusable hardware Established in 1906, Salling Group is one of the EU’s largest retail groups. Among in keeping with a commitment to its most well-known brands are Bilka hypermarkets, Salling department stores, sustainability føtex supermarkets and Netto discount stores. In all, the organization operates more than 1,500 stores in four countries and employs more than 50,000 people. Salling Group is based in Brabrand, Denmark, and reported revenue in excess of DKK 59.4 billion in 2018. Share this A retail powerhouse providing a particular strategic advantage because they enable the With more than 1,500 shops including organization to replenish its stores department stores, hypermarkets, twice a day.
    [Show full text]