DOCSLIB.ORG

References 403

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
References 403 References 403 References 7-ELEVEN (2011a): About us, http://corp.7-eleven.com/AboutUs/tabid/73/Default.aspx, accessed on February 22, 2011. 7-ELEVEN (2011b): Real Estate, http://corp.7-eleven.com/RealEstate/tabid/180/Default.aspx, accessed on February 22, 2011. 7-ELEVEN (2011c): Real Estate Requirements, http://corp.7-eleven.com/RealEstate/Real Estate Requirements/tabid/181/ Default.aspx, accessed on February 22, 2011. 7-ELEVEN (2011d): Corporate Website, http://careers.7-eleven.com/job_detail.html? id=411&title=Internship%20-%20Urban%20Walk-Up%20Store%20Site%20Selection, ac- cessed on February 22, 2011. 7-ELEVEN (2011e): In the Spotlight, http://bcp.7-eleven.com/index.php/in-the-spotlight/ before-and-after-gallery, accessed on February 22, 2011. AAKER, D. (1996): Building Strong Brands, New York et al. ABSATZWIRTSCHAFT (Ed.) (1976): Aldi am Ende?, in: Absatzwirtschaft, Vol. 18, No. 11, pp. 23-26. ADIDAS GROUP (Ed.) (2010): Die adidas Gruppe präsentiert den strategischen Business Plan 2015, http://www.adidas-group.com/de/pressroom/archive/2010/08Nov2010.aspx, accessed on February 24, 2011. AHOLD (2010): Annual Report 2009, http://www.annualreport 2009.ahold.com/documents/ reports/Ahold_AR_2009.pdf, accessed on February 22, 2011. AHOLD (2011a): Ahold’s History, http://www.ahold.com/en/about/history, accessed on February 22, 2011. AHOLD (2011b): Ahold Press Pack, February 2011, http://www.ahold.com/_files/ ahold_press_pack_february_2011.pdf, accessed on February 22, 2011. AILAWADI, K.; KELLER, K. (2004): Understanding Retail Branding: Conceptual Insights and Research Priorities, in: Journal of Retailing, Vol. 80, pp. 331-342. AKEHURST, G.; ALEXANDER, N. (1997): The Internationalisation of Retailing, London. ALBA, J.; LYNCH, J.; WEITZ, B.; JANISZEWSKI, R.L.; SAWYER, A.; WOODS, S. (1997): Interactive Home Shopping: Consumer, Retailer, and Manufacturer Incentives to Partici- pate in Electronic Marketplaces, in: Journal of Marketing, Vol. 61, No. 3, pp. 38-53. ALDERSON, W. (1954): Factors governing the development of marketing channels, in: Cle- witt, R.M. (Ed.): Marketing Channels for Manufactured Products, Homewood/Ill., pp. 5-34. J. Zentes et al., Strategic Retail Management, DOI 10.1007/978-3-8349-6740-4, © Gabler Verlg | Springer Fachmedien Wiesbaden GmbH 2011 404 References ALEXANDER, N.; DOHERTY, A.M. (2009): International Retailing, Oxford et al. ALEXANDER, N.; QUINN, B.; CAIRNS, P. (2005): International Retail Diversity Activity, in: International Journal of Retail and Distribution Management, Vol. 33, No. 1, pp. 5-22. ANDRASKI, J.C.; HAEDICKE, J. (2003): CPFR: Time for the breakthrough?, in: Supply Chain Management Review, Vol. 7, No. 3, pp. 54-61. ANSOFF, H. (1988): Corporate Strategy, 4th ed., New York. APPLEBAUM, W. (1966): Methods for Determining Store Trade Areas, Market Penetration, and Potential Sales, in: Journal of Marketing Research, Vol. 3, No. 2, pp. 127-141. ARNOLD, S.J.; FERNIE, J. (2000): Wal-Mart in Europe: Prospects for the UK, in: Interna- tional Marketing Review, Vol. 17, No. 4/5, pp. 416-432. ARNOLD, U. (1998): Global Sourcing – Strategische Neuorientierung des Einkaufs, in: ZENTES, J.; SWOBODA, B. (Eds.): Globales Handelsmanagement, Frankfurt, pp. 235-256. ARNOTT, D. (1993): Positioning: Redefining the Concept, Warwick Business School Re- search Papers, No. 8. A.S. WATSON (Ed.) (2002): WatsOn, No. 55, October 2002. A.S. WATSON (Ed.) (2003): WatsOn, No. 56, January 2003. A.T. KEARNEY (Ed.) (2010): 2010 Global Retail Development Index, www.atkearney.com, accessed on October 24, 2011. AVERY, J.; CARAVELLA, M.; DEIGHTON, J.; STEENBURGH, T.J. (2007): Adding Bricks to Clicks: The Effects of Store Openings on Sales through Direct Channels, Working paper, Havard Business School Boston, pp. 07-43. AYAL, I.; ZIF, J. (1979): Market Expansion Strategies in Multinational Marketing, in: Journal of Marketing, Vol. 43, pp. 84-94. AYERS, J.B.; ODEGAARD, M.A. (2008): Retail Supply Chain Management, New York et al. BAKER, P. (2004): Aligning Distribution Center Operations to Supply Chain Strategy, in: International Journal of Logistics Management, Vol. 15, No. 1, pp. 111-123. BABIN, B; DARDEN, W; GRIFFIN, M (1994): Work and/or Fun: Measuring Hedonic and Utilitarian Shopping Value, Journal of Consumer Research, Vol. 20, No. 4, pp. 644-656. BALIGH, H.; RICHARTZ, L. (1964): An Analysis of Vertical Market Structure, in: Manage- ment Science, Vol. 10, No. 4, pp. 667-689. BARTLETT, C.; GHOSHAL, S. (1989): Managing Across Borders: The Transnational Solu- tion, Boston, MA. References 405 BARTSCH, A. (2004): Transaktionales vs. relationales Lieferantenmanage-ment – Eine ver- gleichende Analyse, in: ZENTES, J.; BIESIADA, H.; SCHRAMM-KLEIN, H. (Eds.): Perfor- mance-Leadership im Handel, Frankfurt, pp. 159-190. BÄURLE, I. (1996): Internationalisierung als Prozessphänomen: Konzepte – Besonderheiten – Handhabung, Wiesbaden. BAUM, S. (2006): French Dressing, in: Cabinet Maker, Vol. 10, No. 5472, pp. 65-68. BAUSCH, A.; HUNOLDT, M.; MATYSIAK, L. (2009): Superior Performance Through Value-based Management, in: BAUSCH, A.; SCHWENKER, B. (Eds.): Handbook Utility Management, Berlin et al., pp. 15-36. BECHWATI, N.; ESHGHI, A. (2005): Customer Lifetime Value Analysis: Challenges and Words of Caution, in: The Marketing Management Journal, Vol. 15, No. 2, pp. 87-97. BECKETT, A.; NAYAK, A. (2005): Governing the Consumer: Every Little Helps, Paper for the 4th International Critical Management Studies Conference, University of Cambridge, Cambridge. BELL, D. (1999): Creating A Global Retail Brand: Interview with Sir Geof-frey Mulcahy, Group Chief Executive, Kingfisher plc., in: European Retail Digest, Vol. 7, No. 21, pp. 14-18. BELL, D.; WANG, Y.; PADMANABHAN, V. (2003): The Effect of Partial Forward Integra- tion on Retailer Behavior: An Explanation for Co-Located Stores, http://marketing.wharton.upenn.edu/ideas/pdf/Bell/partial_forward_ integration_2003.pdf. BELL, R. (2004a): Creating a Global Retail Brand, in: REYNOLDS, J.; CUTHBERTSON, C. (Eds.): Retail Strategy: The View from the Bridge, Amsterdam et al., pp. 275-283. BELL, R. (2004b): Metro in China or a Chinese Metro?, in: REYNOLDS, J.; CUTHBERTSON, C: (Eds.): Retail Strategy: The View from the Bridge, Amsterdam et al., pp. 218-224. BELL, R.; CUTHBERTSON, R. (2004): Collaboration in the Retail Supply Chain, in: REY- NOLDS, J.; CUTHBERTSON, C. (Eds.): Retail Strategy: the View from the Bridge, Amster- dam et al., pp. 52-77. BELL, J.; DAVISON, J. (1997): Warehouse Management Systems at Tesco, in: HART, C. et al. (Eds.): Cases in Retailing, Oxford, pp. 88-96. BENDER, H. (2006): Invasion der Center, in: Der Handel, Vol. 35, No. 7-8, pp. 18-24. BENDER, H. (2011): Butlers und Depot auf Expansionskurs, in: Der Handel, http://www.derhandel.de/news/unternehmen/pages/Butlers-und-Depot-auf- Expansionskurs_6998.html, accessed on February 21, 2011. BENETTON (Eds.) (2006a): Benetton Group - Annual Report 2005, Treviso/Italy. 406 References BENETTON (Eds.) (2006b): Benetton Group 2004-2007 Guidelines – Key Highlights, Tre- viso/Italy. BENNET, S. (1999): The Quest for Value, New York. BERGER, S. (1977): Ladenverschleiß, Göttingen. BERGMANN, J. (2004): Mode für die neue Mitte, in: brand eins, Vol. 6, No. 4, pp. 22-29. BERMAN, B.; EVANS, J. (2010): Retail Management, 11th ed., Upper Saddle River/NJ. BERMAN, B.; THELEN, S. (2004): A guide to developing and managing a well-integrated mulit-channel retail strategy, in: International Journal of Retail & Distribution Management, Vol. 32, No. 2/3, pp. 147-156. BERRY, L.; SEIDERS, K.; GREWAL, D. (2002): Understanding Service Convenience, in: Journal of Marketing, Vol. 66, No. 3, pp. 1-17. BEST BUY (2010): Oppenheimer 10th Annual Consumer, Gaming, Lodging & Leisure Con- ference, http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9NTIyNjB8Q2hpbG RJRD0tMXxUeXBlPTM=&t=1, accessed on February 10, 2011. BEST BUY (2011): Store Stats, http://phx.corporate-ir.net/External.File?item=UGFy ZW50SUQ9NTA1NzR8Q2hpbG RJRD0tMXxUeXBlPTM=&t=1, accessed on February 10, 2011. BIEL, A. (1992): How Brand Image Drives Brand Equity, in: Journal of Advertising Re- search, Vol. 32, No. 6, pp. RC6-RC12. BIESIADA, H.; NEIDHART, M. (2004): Retail-Performance-Management – Konzeption eines modernen Business-Intelligence-Systems für die Planung, Steuerung und Kontrolle von Handelsprozessen, in: ZENTES, J.; BIESIADA, H.; SCHRAMM-KLEIN, H. (Eds.): Per- formance-Leadership im Handel, Frankfurt, pp. 93-115. BIRTWISTLE, G.; MOORE, C.M.; FIORITO, S.S. (2006): Apparel Quick Response Systems: The Manufacturer Perspective, in: International Journal of Logistics: Research & Applica- tions, Vol. 9, No. 2, pp. 157-168. BLOIS, K.J. (1972): Vertical Quasi-Integration, in: The Journal of Industrial Economics, Vol. 20, No. 3, pp. 253-272. BLOOMBERG (2010): Asia, Latin America Propel UPS, Nike Profits as US Economic Growth Slows, http://www.bloomberg.com/news/2010-07-24/asia-latin-america-propel-ups- nike-profits-as-u-s-economic-growth-slows.html, accessed on February 02, 2011. BLOOMBERG BUSINESSWEEK (2007): Can Nike Do It?, http://www.businessweek.com/b wdaily/dnflash/content/feb2007/db20070206_233170.htm, accessed on February 14, 2011. References 407 BOATWRIGHT, P.; NUNES, J. (2001): Reducing Assortment: An Attribute-Based Ap- proach, in: Journal of Marketing, Vol. 65, No. 3, pp. 50-63. BOLTON, R.; SHANKAR, V.; MONTOYA, D. (2008): Recent Trends and Emerging Prac- tices in Retailer Pricing, in: KRAFFT, M.; MANTRALA, M. (Eds.): Retailing in the 21st Cen- tury, 2nd ed., Berlin et al., pp. 301-318. BOOTH,
Load more

Recommended publications
  • Annual Report and Financial Statements 2018 Sainsbury’S Group Helping Customers Live Well for Less Has Been at the Heart of What We Do Since 1869
    Live Well For Less Annual Report and Financial Statements 2018 Sainsbury’s Group Helping customers live well for less has been at the heart of what we do since 1869. We employ over 185,000 colleagues who work hard every day to make our customers’ lives easier and to provide them with great products, quality and service whenever and wherever it is convenient to access them. Food Our strategic focus is to help 608 our customers live well for less. Sainsbury’s supermarkets We offer customers quality and convenience as well as great value. Our distinctive ranges and innovative 102 partnerships differentiate stores offering Same Day our offer. More customers delivery to 40 per cent are shopping with us than of the UK population ever before and our share of customer transactions has increased. See more on page 12 General Merchandise 191 and Clothing Argos stores in Sainsbury’s We are one of the largest general supermarkets merchandise and clothing retailers in the UK, offering a wide range of products across our Argos, Sainsbury’s Home and 16 Habitat brands, in stores and Habitat stores and online. We are a market leader in Click & Collect available toys, electricals and technology in over 2,300 locations and Tu clothing offers high street style at supermarket prices. See more on page 14 Financial Services Financial Services are an 3.9m integral part of our business. Active customers Sainsbury’s Bank offers at Sainsbury’s Bank and accessible products such as Argos Financial Services credit cards, insurance, travel money and personal loans that reward loyalty.
    [Show full text]
  • Full Portfolio Holdings
    Hartford Multifactor International Fund Full Portfolio Holdings* as of August 31, 2021 % of Security Coupon Maturity Shares/Par Market Value Net Assets Merck KGaA 0.000 152 36,115 0.982 Kuehne + Nagel International AG 0.000 96 35,085 0.954 Novo Nordisk A/S 0.000 333 33,337 0.906 Koninklijke Ahold Delhaize N.V. 0.000 938 31,646 0.860 Investor AB 0.000 1,268 30,329 0.824 Roche Holding AG 0.000 74 29,715 0.808 WM Morrison Supermarkets plc 0.000 6,781 26,972 0.733 Wesfarmers Ltd. 0.000 577 25,201 0.685 Bouygues S.A. 0.000 595 24,915 0.677 Swisscom AG 0.000 42 24,651 0.670 Loblaw Cos., Ltd. 0.000 347 24,448 0.665 Mineral Resources Ltd. 0.000 596 23,709 0.644 Royal Bank of Canada 0.000 228 23,421 0.637 Bridgestone Corp. 0.000 500 23,017 0.626 BlueScope Steel Ltd. 0.000 1,255 22,944 0.624 Yangzijiang Shipbuilding Holdings Ltd. 0.000 18,600 22,650 0.616 BCE, Inc. 0.000 427 22,270 0.605 Fortescue Metals Group Ltd. 0.000 1,440 21,953 0.597 NN Group N.V. 0.000 411 21,320 0.579 Electricite de France S.A. 0.000 1,560 21,157 0.575 Royal Mail plc 0.000 3,051 20,780 0.565 Sonic Healthcare Ltd. 0.000 643 20,357 0.553 Rio Tinto plc 0.000 271 20,050 0.545 Coloplast A/S 0.000 113 19,578 0.532 Admiral Group plc 0.000 394 19,576 0.532 Swiss Life Holding AG 0.000 37 19,285 0.524 Dexus 0.000 2,432 18,926 0.514 Kesko Oyj 0.000 457 18,910 0.514 Woolworths Group Ltd.
    [Show full text]
  • London Stock Exchange Derivatives
    Expiry Notice 17 June 2016 London Stock Exchange Derivatives Expiration prices for UK Single Stock Products Please find below expiration prices for UK Single Stock Products expiring in June 2016: Underlying Code Underlying Name Expiration Price ADN ABERDEEN ASSET MANAGEMENT PLC 267.000 AGK AGGREKO PLC 1156.000 AAL ANGLO AMERICAN PLC 636.500 ANTO ANTOFAGASTA PLC 423.900 ARM ARM HOLDINGS PLC 970.500 AHT ASHTEAD GROUP PLC 994.000 ABF ASSOCIATED BRITISH FOODS PLC 2775.000 AZN ASTRA ZENECA PLC 3793.000 AV AVIVA PLC 406.900 BA BAE SYSTEMS PLC 478.800 BARC BARCLAYS PLC 165.750 BLT BHP BILLITON PLC 830.800 BP BP PLC 373.150 BATS BRITISH AMERICAN TOBACCO PLC 4116.500 BTA BT GROUP PLC 407.150 CPI CAPITA PLC 1000.000 CCL CARNIVAL PLC 3402.000 CNA CENTRICA PLC 203.600 CPG COMPASS GROUP PLC 1282.000 DGE DIAGEO PLC 1770.000 EVR EVRAZ PLC 109.100 FRES FRESNILLO PLC 1227.000 GFS G4S PLC 175.400 GSK GLAXOSMITHKLINE PLC 1387.500 GLEN GLENCORE PLC 140.550 HSBA HSBC HOLDINGS PLC 431.200 1 IAP ICAP PLC 391.000 IMB IMPERIAL BRANDS PLC 3578.000 IHG INTERCONTINENTAL HOTELS GROUP PLC 2542.000 IAG INTERNATIONAL CONSOLIDATED AIRLINES 478.300 ITV ITV PLC 204.000 KAZ KAZ MINARALS PLC 135.700 KGF KINGFISHER PLC 354.000 LAD LADBROKES PLC 124.500 LAND LAND SECURITIES GROUP PLC 1099.000 LGEN LEGAL & GENERAL GROUP PLC 215.400 LLOY LLOYDS BANKING GROUP PLC 65.050 LMI LONMIN PLC 184.750 EMG MAN GROUP PLC 116.800 MKS MARKS & SPENCER GROUP PLC 351.600 MRW MORRISON (WM) SUPERMARKETS PLC 177.300 NG NATIONAL GRID PLC 958.800 NXT NEXT PLC 5275.000 PSON PEARSON PLC 823.000 PFC
    [Show full text]
  • Annex 1: Parker Review Survey Results As at 2 November 2020
    Annex 1: Parker Review survey results as at 2 November 2020 The data included in this table is a representation of the survey results as at 2 November 2020, which were self-declared by the FTSE 100 companies. As at March 2021, a further seven FTSE 100 companies have appointed directors from a minority ethnic group, effective in the early months of this year. These companies have been identified through an * in the table below. 3 3 4 4 2 2 Company Company 1 1 (source: BoardEx) Met Not Met Did Not Submit Data Respond Not Did Met Not Met Did Not Submit Data Respond Not Did 1 Admiral Group PLC a 27 Hargreaves Lansdown PLC a 2 Anglo American PLC a 28 Hikma Pharmaceuticals PLC a 3 Antofagasta PLC a 29 HSBC Holdings PLC a InterContinental Hotels 30 a 4 AstraZeneca PLC a Group PLC 5 Avast PLC a 31 Intermediate Capital Group PLC a 6 Aveva PLC a 32 Intertek Group PLC a 7 B&M European Value Retail S.A. a 33 J Sainsbury PLC a 8 Barclays PLC a 34 Johnson Matthey PLC a 9 Barratt Developments PLC a 35 Kingfisher PLC a 10 Berkeley Group Holdings PLC a 36 Legal & General Group PLC a 11 BHP Group PLC a 37 Lloyds Banking Group PLC a 12 BP PLC a 38 Melrose Industries PLC a 13 British American Tobacco PLC a 39 Mondi PLC a 14 British Land Company PLC a 40 National Grid PLC a 15 BT Group PLC a 41 NatWest Group PLC a 16 Bunzl PLC a 42 Ocado Group PLC a 17 Burberry Group PLC a 43 Pearson PLC a 18 Coca-Cola HBC AG a 44 Pennon Group PLC a 19 Compass Group PLC a 45 Phoenix Group Holdings PLC a 20 Diageo PLC a 46 Polymetal International PLC a 21 Experian PLC a 47
    [Show full text]
  • This Document Is Important and Requires Your Immediate Attention
    THIS DOCUMENT IS IMPORTANT AND REQUIRES YOUR IMMEDIATE ATTENTION If you are in any doubt as to what action you should take, you are recommended to seek your own financial advice from a stockbroker or other independent adviser authorised under the Financial Services and Markets Act 2000. If you have sold or transferred all of your shares in Kingfisher plc, please forward this notice, together with the accompanying documents but not the personalised proxy form, as soon as possible either to the purchaser or transferee or to the person who arranged the sale or transfer so they can pass these documents to the person who now holds the shares. Dear Shareholder Voting at the AGM Shareholders are strongly encouraged to submit a proxy vote The 2021 Annual General Meeting (the ‘AGM’) of Kingfisher plc in advance of the AGM. You can submit your proxy vote online (the ‘company’), will be held electronically and at The Royal or by returning the proxy form posted to you. Given the current College of Physicians, 11 St Andrews Place, London NW1 4LE uncertainty regarding attendance, we would urge shareholders on Wednesday, 30 June 2021 at 2:00pm. to appoint the Chair of the Meeting as their proxy rather than a named person who we would also strongly discourage from Important – AGM arrangements attending in person. Shareholders who participate in the AGM The company is continuing to monitor public health guidance electronically or in person will be able to vote in real time. All and legislation issued by the UK Government. We have prepared voting on the day will be via the dedicated online AGM platform, for this AGM based on the anticipated status of the UK https://web.lumiagm.com.
    [Show full text]
  • Martin Hutchings
    Martin Hutchings Partner Financing and capital markets His depth of knowledge is impressive, a good person to have in your corner. Chambers UK 2016 Primary practice Financing and capital markets 30/09/2021 Martin Hutchings | Freshfields Bruckhaus Deringer About Martin Hutchings <p><strong>Martin, whose&nbsp;practice encompasses all aspects of banking work, advises borrowers and lenders on complex multijurisdictional transactions, with an emphasis predominantly on corporate treasury transactions, including acquisition finance, IPO facilities, liquidity facilities and general corporate financings.</strong></p> <p>Martin's recent work has included numerous syndicated and bilateral corporate financings for clients such as Abcam, Astrazeneca, BT, Carnival, Compass Group, Croda International, Daily Mail &amp; General Trust, Dixons CarphoneWarehouse, Intercontinental Hotels Group, John Laing, Kingfisher, London Stock Exchange Group, McCarthy &amp; Stone, The Rank Group, RELX, Saga and Tesco.</p> Recent work <ul> <li>Advising Croda International on its term facility to support its acquisition of Avanti Polar Lipids, Inc and its syndicated working capital facility (including ESG margin adjustment).</li> <li>Advising Flutter Entertainment on its term loan A and revolving facilities, Term Loan B and Notes consent solicitation and intercreditor arrangements to support its acquisition of The Stars Group Inc.</li> <li>Advising London Stock Exchange Group on its bridge facilities to support its acquisition of Refinitiv Inc.</li> <li>Advising Berry Global
    [Show full text]
  • Annual Report 2013
    CREATING THE LEADER Progress report on our strategy Annual Report and Accounts 2012/13 Our online reporting Increasing numbers of our shareholders are choosing to receive their annual report online, which helps us reduce the impact on the environment through lower paper usage. The online version, available at www.kingfisher.com, enables you to download the report to your computer desktop and access supplementary content, such as video interviews with the Group Chief Executive and Group Finance Director, and case studies from around the Group businesses which highlight some of the year’s achievements. If you have a smartphone or tablet device, use the links and QR codes in this printed copy to take you straight to that part of the online report. For the online report, go to Key highlights http://annualreport.kingfisher.com/2012-13 Adjusted pre-tax profit*(m) Adjusted basic earnings per share*(p) Full year dividend (p) £715m 22.3p 9.46p -11.4% -11.2% +7.0% 9.46 807 8.84 25.1 715 22.3 670 20.5 7.07 547 5.5 16.4 5.32 368 11.0 08/09 09/10 10/11 11/12 12/13 08/09 09/10 10/11 11/12 12/13 08/09 09/10 10/11 11/12 12/13 * For definitions see the Financial Review on pages 17 to 24. Business review Governance Accounts 1 Kingfisher plc is Europe’s leading home improvement retail Group and the third largest in the world, with over 1,000 stores in eight countries in Europe and Asia.
    [Show full text]
  • Annual Report 2020 01
    Annual Report and Financial Statements 2020 Live well for less Our purpose is to help our customers live well for less. It’s about helping our customers get the most out of life, no matter how much money or time they have. We do this by giving them easy, affordable access to the things they need: like healthy food, quality clothes, stylish homewares, the latest technology and more ways to manage their money. We do all of this sustainably, so we can help our customers live well today and tomorrow. We offer our customers distinctive, quality products at competitive prices across food, general merchandise, clothing and financial services. Driving efficiency in our day-to-day operations enables us to invest in our customer offer in areas that they value: choice, quality, low prices, convenience and great service. We have created a multi brand, multi channel business that provides choice, flexibility and convenience for our customers. We will continue to invest in both our digital offer and our stores so that customers can buy more and save time as well as money by shopping with us. J Sainsbury plc Annual Report 2020 01 Strategic Report Performance highlights 01 Contents page 02 Chairman’s letter 04 Chief Executive Officer’s letter 06 Response to COVID-19 10 Business Model 12 The Market £32,394m £586m 14 Our stakeholders 18 Our 2020 Sustainability Plan Group sales (inc VAT), Underlying profit before tax, 20 Our strategy down 0.1 per cent down 2 per cent 21 Our priorities 28 Our KPIs 30 Financial Review 36 Our principal risks and uncertainties
    [Show full text]
  • Annual Report and Financial Statements 2017 Performance Highlights
    Live Well For Less Annual Report and Financial Statements 2017 Performance highlights £29,112m Group sales (inc. VAT) up 12.7% 3,000 Food will always be at the heart of our business and we have completed our programme to improve the quality of 3,000 Sainsbury’s branded products. We £581m have a strong and differentiated offer that gives our customers market leading choice, quality and value. Underlying profit before tax down 1% Read more about our food business on page 15 -0.6% Sainsbury’s like-for-like sales (inc. VAT, ex fuel) £6bn We are one of the largest general merchandise and clothing retailers in the UK, offering customers a wide range of products across Sainsbury’s, 10.2p Argos and Habitat. Full-year dividend Read more about our General Merchandise and Clothing business on page 18 21.8p Underlying basic earnings per share 1.8m 17.5p Financial Services are an important part of our Basic earnings per share business. Sainsbury’s Bank played a key part in our acquisition of Argos and Habitat, enabling us to finance the deal in an efficient way. Sainsbury’s Bank and Argos Financial Services each have 1.8m £503m active customers. Statutory profit before tax Read more about Sainsbury’s Bank and Argos Financial Services on page 21 8.8% Return on capital employed down 4 bps £500m Read more about our financial KPIs onpage 40 We are on track to reach our £500 million cost savings target by 2017/18 and benefit from astrong balance sheet. We plan to reduce costs by a further £500m over three years from 2018/19.
    [Show full text]
  • UK Shorting Madness
    Truth Creates Light Edison Group UK Short Monitor Top UK Shorts October A.G. Barr PLC This chart shows UK companies that were CAPITA PLC subjected to the greatest shorting activity in terms of percentage of issued share capital, in October. INTU PROPERTIES PLC NMC HEALTH PLC JUPITER FUND MANAGEMENT PLC Kier Group plc KINGFISHER PLC CREST NICHOLSON HLDGS PLC METRO BANK PLC EASYJET PLC PLUS500 LTD CINEWORLD GROUP GREENCORE GROUP PLC PEARSON PLC Royal Mail Plc SIG PLC BABCOCK INTL GROUP PLC Flutter Entertainment plc WOOD GROUP (JOHN) PLC 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.00 10.00 Amount Shorted (%) 2 Top Total UK Shorts PLUS500 LTD Here we demonstrate the top 20 most shorted stocks in terms of % of issued share capital, at present. PEARSON PLC GREENCORE GROUP PLC WEIR GROUP PLC/THE Royal Mail Plc SIG PLC Flutter Entertainment plc GW PHARMACEUTICALS PLC CARILLION PLC Arrow Global Group plc Kier Group plc BABCOCK INTL GROUP PLC IQE PLC DEBENHAMS PLC CINEWORLD GROUP METRO BANK PLC WOOD GROUP (JOHN) PLC 0.00 2.00 4.00 6.00 8.00 10.00 12.00 Amount shorted (%) 3 4 This chart shows both new shorts and shorts that shorts and shorts new both shows chart This most 20 top the from in 2019 closed been have above) (slide UK. the in companies shorted AA PLC JUPITER FUND MANAGEMENT PLC PLUS500 LTD PEARSON PLC GREENCORE GROUP PLC WEIR GROUP PLC/THE Royal Mail Plc SIG PLC Flutter Entertainment plc GW PHARMACEUTICALS PLC 2019 Open 2019 CARILLION PLC 2019 Closed 2019 Arrow Global Group plc Kier Group plc BABCOCK INTL GROUP PLC IQE PLC DEBENHAMS PLC Closed vs.
    [Show full text]
  • 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.
    [Show full text]
  • Full Year Results
    ‘Powered by Kingfisher’ New strategic direction Thierry Garnier, Chief Executive Officer Our strengths Access to attractive Leading positions Strong Distinctly Home Improvement in our markets commercial assets positioned banners markets Top 2 position in 77,000 skilled and B&Q, Castorama, Long term all key markets engaged colleagues Brico Dépôt Romania, growing markets, Koçtaş: resilient through Collective buying scale & downturns UK, Poland, Turkey: #1 successful own exclusive General home brands (39% of sales) improvement Higher profit margins Responsible business Screwfix, TradePoint: 1,350+ stores than many retail sectors practices Trade-focused Brico Dépôt France Partly insulated against Proven model to operate 90% banner awareness and Iberia: online pure-plays through COVID-19 Discounter 23 Situation in 2019 – key achievements from past 4 years Buying and sourcing Own Exclusive Brands Improved price efficiencies (OEB) product innovation position Benefits from unified ranges Dedicated design and sourcing Clear improvement in price teams. Growth in some categories position vs. peers for B&Q and from differentiated product design Castorama France GNFR efficiencies SAP investments Shared services £100m+ GNFR and operational Common SAP template fully Shared services centre established savings over 4 years deployed in B&Q; rollout in progress for back-office in other banners 24 Situation in 2019 – diagnosis Root causes Consequences ▪ “Become ONE” vs. Do it together ▪ Diluted banner positioning ▪ Imbalanced local-Group operating model ▪
    [Show full text]