DOCSLIB.ORG

Case Study Musgrave Group

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

Case Study Musgrave Group Flexible accessplanit solution creates time for European retailer accessplanit saves The Musgrave Group 40% in processing time in first year The Client The Musgrave Group is a retail business with a turnover exceeding €4.5bn, operating in Spain, UK and Ireland. Founded in 1876 the business specialises in the food and grocery market with household name brands including: Budgens, Londis, SuperValu, MACE, Musgrave MarketPlace and Musgrave Foodservices. The company has a workforce of over 55,000 employees across Europe and operates from a head office in Cork, Ireland. The Business Challenge The Musgrave Group were using an out of date system ‘ProClarity’ together with a series of excel spreadsheets to manage and monitor the training and development of their 55,000 employees across 650 stores. The system was labour intensive, time consuming and extremely inefficient. The information held was difficult to access and track, and reporting was patchy and limited. The team required a system with the capability to meet their international requirements, tick all their ‘must have’ boxes and achieve all of this within a realistic budget. The accessplanit Solution By taking the time to understanding the process and limitations of Musgrave Group’s current system, accessplanit were able to advise on how the system would be the best fit, and which modules would maximise efficiency and drive out costs. accessplanit offered the smoothest transition and has the ability to handle the scale of management required whilst remaining flexible. With the accessplanit system, clients only use the modules that suit their business – you don’t pay for a set with package with features that are not relevant to your business. The modules relevant to Musgrave Group were:- Document Generator - automatically generating course Online Booking - offering real-time course information and correspondence, information for attendees and trainers and instant booking across the 650 stores. certificates. Report Writer - used to produce standard and bespoke Resource Management - giving the ability to schedule trainers and management reports on every aspect of the company’s training venues to the 300+ annual courses, avoiding any duplication and and development, including business intelligence to use for future administration error. planning. “The accessplanit software is saving us about 40% in processing time, however we would expect it to save us more time going forward.” Emma Hayes, Head of Training, The Musgrave Group “The advantage of accessplanit’s approach is the flexibility to provide customers with just the modules they require – ensuring the system is perfect for their needs.” Dave Evans, Managing Director, accessplanit Client Benefits ROI - automated processes have led to a significant 40% initial Instant Visibility - real time information on all aspects of training reduction in resource with the expectation that this figure will has improved tracking, control and speeded up the decision- improve in the near future. making process. Empowerment and Motivation - employees have greater Improved Planning - in depth reports on all areas of training control over their own learning. 24/7 online booking gives the including costs, highlights any areas for concern or improvement stores instant access to arrange training at a time that suits their and allows management to plan with confidence. business requirements. “The service so far in terms of rollout has been excellent including the follow up support we received from the support team. We are extremely happy with the service we have received from accessplanit.” Emma Hayes, Head of Training, The Musgrave Group About accessplanit accessplanit is a software house dedicated to the ongoing development of the most powerful web-based learning and training management system available today. Our system streamlines business processes, automates communication, and provides effortless end-to-end solutions from course registration through to reporting. Now you can take control and obtain a full overview of your entire training business – making decisions simpler and life easier. Our team is dedicated to working closely with customers to ensure that after implementation your platform delivers immediate results and adds value. Our purpose: making life easier for customers! LEARN MORE t: 0845 543 0229 www.accessplanit.com.
Recommended publications
  • Fuel Forecourt Retail Market

    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.
  • Environmental Report 2001

    Environmental Report 2001

    Environmental Report 2001 1 Group Managing Director's Statement 2 Musgrave Group – an Introduction 3 Musgrave Environmental Charter 4 Communications 8 Waste Management 16 Supplies & Products 20 Buildings 24 Reporting 28 Summarised Environmental Indicators Group Managing Director’s Statement Dear Reader, impacts as we have many issues to contend We made a major commitment in the year with and systems to implement within our 2000, with the publication of our Corporate complex business structure. I can say with Environmental Charter, a first for any Irish- confidence that our immediate challenge for based retail and distribution business, towards managing the environment in a proper manner a strong philosophy of leadership and is to measure accurately our environmental communications with our stakeholders. As an burdens and progressive changes on a year- integral part of that public statement, we are to-year basis, so we can report accurately for now in a position to report our findings and future years and enable meaningful dialogue gauge our performance in our first Group and analysis with our stakeholders. Please be Environmental Report. assured that this will happen, but it will take time. In reading through the report, I was generally pleased to note how far we have progressed in As we improve and work towards integrating integrating key environmental issues with our the environment into our daily decision-making business activities. This report has highlighted processes and at the same time provide a two important criteria for us - the establishment strong leadership role to our trading partners, of our environmental status, which includes the we are mindful of other related issues which collection of baseline data, plus the also play a fundamental role in the way we implementation of projects aimed at improving carry out our business.
  • €34 Million €21 Million €10 Million

    €34 Million €21 Million €10 Million

    Musgrave at a glance Musgrave at a glance Musgrave at a glance Investing in people At a 2018 financial highlights DayToday €0.1 bn Spain €0.2 bn Daybreak €0.1 bn NI €0.4 bn Dialprix €0.1 bn €0.1 bn Group turnover Profit before tax Net cash Mace € billions € millions € millions Musgrave Retail sales sales €3.9 billion €5.2 billion 41,000 5,000+ 3.9 3.7 85 80 16 71 people employees received graduate employer best training and employed Breakthrough of the year development programme development training for business/management ROI €3.3 bn SuperValu €2.9 bn 2018 2017 2018 2017 2018 2017 Centra €1.9 bn Stores of the year Cosgrove’s Centra, Maugheraboy Investing in brands McCool’s SuperValu, Ballymoney Boyd’s Centra, Junction One Boyd’s Mace, Toomebridge 1,025 81 314 Dano’s SuperValu, Mallow Daybreak, Dungarvan €10 million €34 million €21 million invested in the brand invested in store revamps invested in store revamps Number of retail stores Republic of Ireland Northern Ireland Spain over two years and refreshes and refreshes as of 31 December 2018 (RoI and NI) (RoI and NI) SuperValu 219 35 – Centra 460 89 – Awards Mace – 88 – DayToday 145 82 – Daybreak 234 – – 11 4 Dialprix – – 83 Checkout Best in Fresh awards for Centra and Top Family Business in IGD Award – Service Design Awards for SuperValu and Mace at the Neighbourhood the European Family Shopper Insight Award Donnybrook Fair 5 – – Centra Retailer Awards Business Awards for Centra 4 Musgrave Group Plc | Annual Report & Review 2018 Musgrave Group Plc | Annual Report & Review 2018 5 Musgrave
  • How to Layout a Retail Store a Practical Guide to Macro Space Planning

    How to Layout a Retail Store a Practical Guide to Macro Space Planning

    HOW TO LAYOUT A RETAIL STORE A PRACTICAL GUIDE TO MACRO SPACE PLANNING www.ecrireland.ie Cash margin has improved by 1.5% as a result of our Macro Space Planning project! - Gary Rice, What they say! Store Owner, Mace Customers have commented on the openness of the shop since we changed it around, they find it easier Customers said they did not to see things - know we had a deli in our Store Manager, Londis store because the shop was so high, now they can walk in and see the deli down the back which is high margin for me 40 – 50% - Gary Rice, Store Owner, Mace We now have room to push promotional activity, that what customers want in this climate - Store Manager, Londis We have used the process with many different Retailers, and all have delivered tangible benefits often at a very low cost - Jenny Maybury, Category Solutions www.ecrireland.ie Table Of Contents Executive Summary 1 Introduction 2 Methodology 3 The Process A Quick Stop Overview 4 A Step by Step Approach 7 Conclusions 36 Case Studies 37 All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, or stored in any retrieval system of any nature, without the written permission of the copyright holders. © ECR Ireland 2012 Facilitated by ECR Ireland. This report contains considerable intellectual property and ideas provided by ECR Ireland. It has been provided for use by the industry. This material cannot be used by other consultants for commercial purposes.
  • Retail Change: a Consideration of the UK Food Retail Industry, 1950-2010. Phd Thesis, Middlesex University

    Retail Change: a Consideration of the UK Food Retail Industry, 1950-2010. Phd Thesis, Middlesex University

    Middlesex University Research Repository An open access repository of Middlesex University research http://eprints.mdx.ac.uk Clough, Roger (2002) Retail change: a consideration of the UK food retail industry, 1950-2010. PhD thesis, Middlesex University. [Thesis] This version is available at: https://eprints.mdx.ac.uk/8105/ Copyright: Middlesex University Research Repository makes the University’s research available electronically. Copyright and moral rights to this work are retained by the author and/or other copyright owners unless otherwise stated. The work is supplied on the understanding that any use for commercial gain is strictly forbidden. A copy may be downloaded for personal, non-commercial, research or study without prior permission and without charge. Works, including theses and research projects, may not be reproduced in any format or medium, or extensive quotations taken from them, or their content changed in any way, without first obtaining permission in writing from the copyright holder(s). They may not be sold or exploited commercially in any format or medium without the prior written permission of the copyright holder(s). Full bibliographic details must be given when referring to, or quoting from full items including the author’s name, the title of the work, publication details where relevant (place, publisher, date), pag- ination, and for theses or dissertations the awarding institution, the degree type awarded, and the date of the award. If you believe that any material held in the repository infringes copyright law, please contact the Repository Team at Middlesex University via the following email address: [email protected] The item will be removed from the repository while any claim is being investigated.
  • Multiple and Symbol Operators: the Battle for Market Leadership in the Irish Grocery Market

    Multiple and Symbol Operators: the Battle for Market Leadership in the Irish Grocery Market

    Technological University Dublin ARROW@TU Dublin Case Studies School of Retail and Services Management 2002-01-01 Multiple and Symbol Operators: the Battle for Market Leadership in the Irish Grocery Market Edmund O'Callaghan Technological University Dublin, [email protected] Mary Wilcox Technological University Dublin, [email protected] Follow this and additional works at: https://arrow.tudublin.ie/buschrsmcas Part of the Business Commons Recommended Citation O'Callaghan, E., Wilcox, M.:Multiple and Symbol Operators: The battle for Market Leadership in the Irish Grocery Market. Case Study. Irish Marketing Review VOL.14, No.2 This Article is brought to you for free and open access by the School of Retail and Services Management at ARROW@TU Dublin. It has been accepted for inclusion in Case Studies by an authorized administrator of ARROW@TU Dublin. For more information, please contact [email protected], [email protected]. This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 4.0 License Dublin Institute of Technology ARROW@DIT Articles School of Retail and Services Management 1-1-2002 Multiple and Symbol Operators: The battle for Market Leadership in the Irish Grocery Market Edmund O'Callaghan Dublin Institute of Technology, [email protected] Mary Wilcox Dublin Institute of Technology, [email protected] This Other is brought to you for free and open access by the School of Retail and Services Management at ARROW@DIT. It has been accepted for inclusion in Articles by an authorized administrator of ARROW@DIT. For more information, please contact [email protected].
  • Focus on Ireland

    Focus on Ireland

    FOCUS ON IRELAND THE DEVELOPMENT OF A NEW HEALTH AND WELL-BEING FOOD CONCEPT, NAMELY SPAR’S BETTER CHOICES CAMPAIGN, ENCOURAGES CONSUMERS TO MAKE HEALTHY SHOPPING CHOICES. FINANCIAL OVERVIEW There are three main offerings within the June 2015, seven new stores have been SPAR brand. SPAR provides neighbourhood involved in the investment programme. This BWG performed well, achieving sales growth shopping, with central locations and extended programme introduces bakeries and fresh food across all retail brands. Turnover increased by shopping hours to maximise convenience. ranges in-store, supported by a strong focus on 36.8% to R23.1 billion (2015: R16.9 billion), SPAR Express targets on-the-go, forecourt refurbishments. The investments showed representing 25.5% of overall group turnover. shoppers, and EUROSPAR provides positive gains, with each of the seven stores Consumer spend has shown a positive increase supermarket shopping. delivering average retail sales growth of 10%. in comparison to 2015. However, disparity in economic growth across the country affected SPAR and SPAR Express showed pleasing MACE is the longest-established convenience performance. While consumer activity in growth and remain the brand of choice for shopping brand in Ireland. The MACE network urban areas indicates continued recovery from many independent retailers – demonstrated by includes community stores, as well as forecourt the global economic recession, rural areas the opening of 22 new stores during the year. shopping, with a total of 226 stores around the remain a challenge. The SPAR house brand delivered growth of country. MACE is particularly strong in the 3.5% in 2016. The new premium house brand, forecourt sector, with 152 forecourt stores.
  • Annual Report & Review 2018

    Annual Report & Review 2018

    Annual Report & Review Report Annual Our values u Long term stable relationships u Working hard u Not being greedy u Achievement u Honesty Musgrave Group plc Musgrave Group Musgrave Group plc Musgrave House, Ballycurreen, Airport Road, Cork, Ireland, T12 TN99 Tel +353 (0)21 452 2100 u Email [email protected] u Follow Musgrave on LinkedIn and Twitter Annual Report www.musgravegroup.com & Review 2018 “ While our “ Our business is all about creating business strategy outstanding brands that outpace looks out to 2025, consumer expectations and our reinterpreting are strongly differentiated in of retail is a process relentlessly competitive markets” of constant evolution in which our brands deliver a consistent and seamless experience online, on the move or at the till” FRANK AND HONEST GOURMET COFFEE COMPANY 4-7 At a glance 8-9 Chairman’s statement 10-17 Message from our CEO 18-21 Growing Good Business 22-25 Keeping ahead of shoppers 26-29 Own brand innovation 30-33 The evolving store 34-39 People and communities 40-45 Financial statements 46 40 years of innovation – SuperValu and Centra Musgrave Group Plc | Annual Report & Review 2018 3 Musgrave at a glance Musgrave at a glance Musgrave at a glance Investing in people At a 2018 financial highlights DayToday €0.1 bn Spain €0.2 bn Daybreak €0.1 bn NI €0.4 bn Dialprix €0.1 bn €0.1 bn Group turnover Profit before tax Net cash Mace € billions € millions € millions Musgrave Retail sales sales €3.9 billion €5.2 billion 41,000 5,000+ 3.9 3.7 85 80 16 71 people employees received graduate employer
  • Bring Your Good Taking Care of Our World

    Bring Your Good Taking Care of Our World

    Investing in people Key Facts 2019 41,000 5,000+ people employed employees received Breakthrough development training graduate employer best training and of the year development programme for business/management www.musgravegroup.com Bring Your Good Taking care of our world 460,000kgs 2.7 million of non-recyclable black plastic single-use plastic SuperValu fruit & veg trays have been bags removed from our replaced with recyclable supply chain alternatives 1.1 million 100 meals donated to autism-friendly Irish charities through SuperValu stores FoodCloud Musgrave Group plc Musgrave House, Ballycurreen, Airport Road, Cork, Ireland, T12 TN99 Tel +353 (0)21 452 2100 u Email [email protected] Follow Musgrave on LinkedIn and Twitter www.musgravegroup.com 2018 financial highlights DayToday €0.1 bn Spain €0.2 bn Daybreak €0.1 bn NI €0.4 bn Dialprix €0.1 bn €0.1 bn Group turnover Profit before tax Net cash Mace € billions € millions € millions Musgrave Retail sales sales €3.9 billion €5.2 billion 3.9 3.7 85 80 16 71 ROI €3.3 bn SuperValu €2.9 bn 2018 2017 2018 2017 2018 2017 Centra €1.9 bn Stores of the year Cosgrove’s Centra, Maugheraboy McCool’s SuperValu, Ballymoney Boyd’s Centra, Junction One Boyd’s Mace, Toomebridge 1,025 81 314 Dano’s SuperValu, Mallow Daybreak, Dungarvan Number of retail stores Republic of Ireland Northern Ireland Spain as of 31 December 2018 SuperValu 219 35 – Centra 460 89 – Mace – 88 – DayToday 145 82 – Daybreak 234 – – Dialprix – – 83 Donnybrook Fair 5 – – Taking care of our world CARING FOR OUR WORLD Sustainability has always been important We will minimise the impact of our operations on the world around us and use our network to our business, and it is reflected in the to influence others to do likewise.
  • Determination of Merger Notification M/16/003 - Musgrave/C.J

    Determination of Merger Notification M/16/003 - Musgrave/C.J

    DETERMINATION OF MERGER NOTIFICATION M/16/003 - MUSGRAVE/C.J. O’LOUGHLIN & SONS Section 21 of the Competition Act 2002 Proposed acquisition by Musgrave Limited of sole control of Rosway Investments Limited and C.J. O’Loughlin & Sons (Courtown) Limited Dated 1 March 2016 Introduction 1. On 22 January 2016, in accordance with section 18(1)(a) of the Competition Act 2002, as amended (“the Act”), the Competition and Consumer Protection Commission (the “Commission”) received a notification of a proposed transaction whereby Musgrave Limited (“Musgrave”) would acquire the entire issued share capital and, thus, sole control of Rosway Investments Limited (“Rosway”) and its subsidiary C.J. O’Loughlin & Sons (Courtown) Limited (“C.J. O’Loughlin”). 2. The proposed transaction is to be implemented pursuant to a share purchase agreement (“SPA”) dated 19 January 2016.1 The Undertakings Involved Musgrave 3. Musgrave, a private limited company incorporated in the State, is a wholly-owned subsidiary of Musgrave Group plc (“Musgrave Group”). Musgrave Group is active in grocery and food wholesale distribution in the State and in Spain. Musgrave Group is a wholesale-franchisor and operates through agreements with independently owned retail stores which are operated under the following Musgrave fascias (brands): Supervalu, Centra, Day Today and Daybreak. 4. Musgrave Group has four business divisions: • Musgrave Retail Partners Ireland (Republic of Ireland) – a wholesale food and grocery distribution business servicing a network of independently owned SuperValu and Centra supermarkets and convenience stores in the State. This division also operates a number of corporate owned supermarkets under the SuperValu and Centra brands; 1 In correspondence with the Commission dated 23 February 2016, the parties informed the Commission that, following the completion of the proposed transaction, in accordance with clause 12.13 of the SPA, Musgrave intends to assign its rights under the SPA to […], which is another wholly-owned subsidiary of Musgrave Group plc.
  • A STUDY of the EVOLUTION of CONCENTRATION in the FOOD DISTRIBUTION INDUSTRY for the UNITED KINGDOM October 1977

    A STUDY of the EVOLUTION of CONCENTRATION in the FOOD DISTRIBUTION INDUSTRY for the UNITED KINGDOM October 1977

    COMMISSION OF THE EUROPEAN COMMUNITIES A STUDY OF THE EVOLUTION OF CONCENTRATION IN THE FOOD DISTRIBUTION INDUSTRY FOR THE UNITED KINGDOM October 1977 In 1970 the Commission initiated a research programme on the evolution of concen­ tration and com petition in several sectors and markets of manufacturing industries in the different Member States (textile, paper, pharmaceutical and photographic pro­ ducts, cycles and motorcycles, agricultural machinery, office machinery, textile machinery, civil engineering equipment, hoisting and handling equipment, electronic and audio equipment, radio and television receivers, domestic electrical appliances, food and drink manufacturing industries). The aims, criteria and principal results of this research are set out in the document "M ethodology of concentration analysis applied to the study o f industries and markets” , by Dr. Remo LINDA, (ref. 8756), September 1976. This particular volume constitutes a part of the second series of studies, the main aims of which is to present the results of the research on the evolution of concentration in the food distribution industry for the United Kingdom. Another volume, already published (vol. II: Price Surveys), outlines the results of the research on the distribution o f food products in the United Kingdom, w ith regard to the evolution of prices and mark-ups, based on a limited sample of food products and on a limited number of sales points in the Greater London area. Similar volumes concerning the structures of the distributive systems and the evolution of prices and mark ups have been established also fo r other Member States (Germany, France, Italy and Denmark). COMMISSION OF THE EUROPEAN COMMUNITIES A STUDY OF THE EVOLUTION OF CONCENTRATION IN THE FOOD DISTRIBUTION INDUSTRY FOR THE UNITED KINGDOM VOLUME I Industry structure and concentration by Development Analysts Ltd., 49 Lower Addiscombe Road, Croydon, CRO 6PQ, England.
  • Our Values About Us a Year of Transformation

    Our Values About Us a Year of Transformation

    About us Our values Musgrave is Ireland’s leading food retail and wholesale company. We feed 1 in 3 people in Ireland, and we are the country’s largest private sector employer. Key Facts Musgrave is a sixth-generation family business, with • Food leadership – being famous for great Long term, stable June 2017 strong values and a commitment to partnering with quality, healthy, inspiring food relationships and supporting other family businesses. • Building better brands – where we build profitable omnichannel brands that are Today we remain as focused as ever on making different and better it possible for communities to thrive, for • Partnership – supporting retailers, businesses entrepreneurs to succeed and for shoppers to and communities Achievement access quality, healthy and inspiring food through • People – being the destination place to work, our market-leading retail and wholesale brands. where talented people can grow and thrive. We know that when we focus on our brands and Now and into the future we will be famous for work on being ‘different and better’ we win in the outstanding delivery in each of these areas. market. To achieve this our purpose is Growing Good Business, which means concentrating on delivery in four key areas: A year of transformation Working hard Honesty Having celebrated our 140th anniversary in Growth is important because ultimately it drives 2016, our focus has shifted to transitioning a living, breathing organisation, but it can’t be our business to be fit for purpose for the next achieved at the expense of doing the right thing. 140 years. There are opportunities to be seized, Our focus is on growing to the benefit of all our Not being greedy and our growth strategy is about responding stakeholders – our retail partners, our colleagues to such opportunities.