Research on the Investment Value of Sainsbury's

Total Page:16

File Type:pdf, Size:1020Kb

Research on the Investment Value of Sainsbury's Advances in Social Science, Education and Humanities Research, volume 543 Proceedings of the 2021 6th International Conference on Social Sciences and Economic Development (ICSSED 2021) Research on the Investment Value of Sainsbury’s Bowen Xiao1, a*, Qian Chen2b, Ziyang Yu3c 1Cass Business School City, University of London London, the United Kingdom 2School of Management University College London London, the United Kingdom 3International School of Economics and Management Capital University of Economics and Business a*Corresponding author. Email: [email protected] b*Corresponding author. Email: [email protected] c*Corresponding author. Email: [email protected] *These authors contributed equally. ABSTRACT This paper provides an analysis and evaluation of the market position and approximate future development of Sainsbury’s. Value investing strategy is used to examine if it is a good decision to invest in Sainsbury’s. The news about the firm’s failed merging with Asda and the effect of Coronavirus and Brexit is analyzed. Additionally, the share price is also discussed, and the reasons why Sainsbury’s tends to attract fewer investors currently are explained. The paper finds the prospects of Sainsbury’s in its current position, focusing on comparative performance in the area of profit margins, share price, expenses, and so on, particularly. We compared Sainsbury’s with Tesco. The profitability of Sainsbury’s is not as good as the other. The stock prices of these two companies are almost equivalent. Therefore, we concluded that Sainsbury’s is far behind Tesco. Results of data analyzed were shown in this paper, and according to the financial statement, we concluded the current and future development trend of the Sainsbury’s. With the macroeconomics theories, it can be found that the UK narrowly missed a recession, yet Sainsbury’s still plans to close down part of its stores in order to reduce its cost. Sainsbury’s is in a market of oligopoly, with the advantage that other companies can hardly entry. We also did a questionnaire about customers’ satisfaction in different supermarkets, and found the ranking compared with other stores like Tesco and ASDA. In addition, we discussed the development of online stores during the pandemic which may attract customers in the future, leading to a further decline in traditional supermarket brand’s market share unless they adapt. Keywords: Value investing, stock price, sainsbury’s, COVID-19, Brexit, profitability ratios 1. INTRODUCTION investors’ herd mentality can aggravate this problem. Value investing requires us to conduct in-depth research The world's stock market has recovered from the on the company. This thesis focuses on the analysis of pandemic to a new height. The longest stock market rally Sainsbury’s performance and its future prediction. in history was hit hard by the Coronavirus Disease 2019 (COVID-19) pandemic, but recovered in record time to Sainsbury’s, as the second biggest retailer in the UK, post new highs. However, when it comes to whether to has entered grocery, bank, furniture, and clothing market. invest in a particular company, investors and scholars Since the failure of the merger with ASDA in 2019, the may hold different views. Value investment is a kind of stock price of the company has gone through a big fall, investment paradigm, which originates from the thought followed by a sharp rise due to the quantitative easing of Benjamin Graham and David Dodd [1]. The main idea policy. However, the outbreak of COVID-19 is a great is to select stocks that appear to be trading for below their shock to the whole British economy and has changed intrinsic value, which was argued by the supporters, people's lifestyle and industrial structures to a certain including Warren Buffett, chairman of Berkshire extent. For example, people tend to buy daily necessities Hathaway. The difference between stock price and and food online rather than in physical stores. This intrinsic value is called the margin of safety [2]. Market external condition prompted those large retailers to price does not always reflect the intrinsic value of stocks, develop online supermarkets. At the same time, because market may overreact to good and bad news, and considering the impact of Brexit, there are many Copyright © 2021 The Authors. Published by Atlantis Press SARL. This is an open access article distributed under the CC BY-NC 4.0 license -http://creativecommons.org/licenses/by-nc/4.0/. 108 Advances in Social Science, Education and Humanities Research, volume 543 uncertainties in the UK market. However, this market outstanding, short-term and long-term debt, cash, environment also brings opportunities for the recovery EBITDA. We calculated P / E, EV / EBITDA, GP / Asset, and development of Sainsbury’s. A company with a good and EPS growth rates for comparison. The reason for policy to deal with the epidemic is likely to gain more choosing EPS for two years is to calculate the EPS market share. growth rate to test the stability of Sainsbury’s. The main idea of the paper is to use value investing to help investors clarify whether Sainsbury’s is suitable 2.2. Method for investment and the current circumstances among The central idea for this thesis is value investing. Both supermarket industry. This article will clearly discuss qualitative and quantitative analysis are used in the Sainsbury’s operation and the impact of the market research. First, the study aims to come out the conclusion environment through qualitative and quantitative by using SWOT analysis, which is a typical model in analysis, which will help investors to predict the future financial field. By investigating and analyzing the market development of the company. This study is a good share, the fixed position of the customer in the market, example of value investing, and is also applicable to the and the scope of business, the results of the measures are supermarket industry. Finally, this paper will make a compared with other companies in the supermarket judgment and summary on whether it is suitable to invest industry for analysis. Second, data of market shares per in Sainsbury’s company. year are presented, which is a standard to judge 2. DATA AND METHOD Sainsbury’s performance. Additionally, the change of revenue, dividend yield, and share price are used in the 2.1. Data paper as a result of internal factor of integration. Third, in terms of value investing, GP/Asset, EV/EBITDA, P/E The main data of the paper includes some valuation and a dividend yield of Sainsbury’s are indices that can and profitability ratios, which are obtained from influence investment choice for the company, compared Sainsbury’s annual report and London Stock Exchange. with the value of their biggest competitors-Tesco. This database is based on two leading enterprises in To be more specific, these formulas will be used in supermarket industry -Tesco and Sainsbury’s. According the calculation. to their financial annual reports, we can get several basic data, such as stock price, earnings per share, share For Sainsbury’s, 푆ℎ푎푟푒 푝푟푐푒 252.9 푝푒푛푐푒 퐏퐫퐢퐜퐞 − 퐄퐚퐫퐧퐢퐧퐠퐬 퐑퐚퐭퐢퐨(퐏/퐄) == = = 43.6 퐸푎푟푛푛푔푠 푝푒푟 푠ℎ푎푟푒 5.8 푝푒푛푐푒 푀푎푟푘푒푡 푣푎푙푢푒 + 퐿표푛푔 푡푒푟푚 푑푒푏푡 + 푆ℎ표푟푡 푡푒푟푚 푑푒푏푡 − 퐶푎푠ℎ 퐄퐕/퐄퐁퐈퐓퐃퐀 = 퐸퐵퐼푇퐷퐴 £2,235 ∗ 2,217 푚푙푙표푛 + £2,728푚 + £4,486 푚푙푙표푛 − £994푚 = = 6.51 £1,716푚 퐺푟표푠푠 푝푟표푓푡푠 £2,016푚 퐆퐏/퐀퐬퐬퐞퐭퐬 = = = 7.22% 퐴푠푠푒푡푠 £27,937푚 ∗ 100% 퐸푃푆 (2020) − 퐸푃푆 (2019) 퐆퐫퐨퐰퐭퐡 퐫퐚퐭퐞 퐨퐟 퐄퐏퐒 = 퐸푃푆 (2019) 5.8 푝푒푛푐푒 − 7.6 푝푒푛푐푒 = ∗ 100% = −23.68% 7.6 푝푒푛푐푒 푇표푡푎푙 푑푣푑푒푛푑 푦푒푙푑 £109 푚푙푙표푛 퐃퐢퐯퐢퐝퐞퐧퐝 퐲퐢퐞퐥퐝 = = = 4.9% 푁푢푚푏푒푟 표푓 푠ℎ푎푟푒푠 표푢푡푠푡푎푛푑푛푔 2,217 푚푙푙표푛 For Tesco, 푆ℎ푎푟푒 푝푟푐푒 244.9 푝푒푛푐푒 퐏퐫퐢퐜퐞 − 퐄퐚퐫퐧퐢퐧퐠퐬 퐑퐚퐭퐢퐨(퐏/퐄) = = = 24.51 퐸푎푟푛푛푔푠 푝푒푟 푠ℎ푎푟푒 9.99 푝푒푛푐푒 푀푎푟푘푒푡 푣푎푙푢푒 + 퐿표푛푔 푡푒푟푚 푑푒푏푡 + 푆ℎ표푟푡 푡푒푟푚 푑푒푏푡 − 퐶푎푠ℎ 퐄퐕/퐄퐁퐈퐓퐃퐀 = 퐸퐵퐼푇퐷퐴 £2,355 ∗ 9,793푚 + £8,045푚 + £10,736 푚푙푙표푛 − £3,408푚 = £4,299푚 = 8.94 퐺푟표푠푠 푝푟표푓푡푠 £4,580푚 퐆퐏/퐀퐬퐬퐞퐭퐬 = = = 8.76% 퐴푠푠푒푡푠 £52,302푚 ∗ 100% 퐸푃푆 (2020) − 퐸푃푆 (2019) 퐆퐫퐨퐰퐭퐡 퐫퐚퐭퐞 퐨퐟 퐄퐏퐒 = 퐸푃푆 (2019) 9.99 푝푒푛푐푒 − 13.13 푝푒푛푐푒 = ∗ 100% = −23.91% 13.13 푝푒푛푐푒 푇표푡푎푙 푑푣푑푒푛푑 푦푒푙푑 £419 푚푙푙표푛 퐃퐢퐯퐢퐝퐞퐧퐝 퐲퐢퐞퐥퐝 = = = 4.28% 푁푢푚푏푒푟 표푓 푠ℎ푎푟푒푠 표푢푡푠푡푎푛푑푛푔 9,793 푚푙푙표푛 109 Advances in Social Science, Education and Humanities Research, volume 543 benefit, which also maintains sustainability. To develop loyal customers, Sainsbury’s established its own food 3. MARKET EVALUATION AND brand with the same name with lower prices by COMPETITIVENESS comparing it with the market price to attract more consumers to strengthen brand loyalty [4]. When distinguishing whether Sainsbury’s is a good investment option or not, one of the mainly used In terms of ethical position and corporate Social evaluation models is SWOT. Four main characteristics Responsibility, Sainsbury’s says that they are committed are considered and analyzed by this model: strength, to ethical trading, sourcing its products with integrity weakness, opportunity, and threat. This model will focus avoiding waste. Also, before buying from suppliers, they on all of them and describe them deeply with recent ensure that the farms in all 70 countries they buy from are events and analysis. We use SWOT to compare the not involved in modern-day slavery or trafficking by internal and external strengths and weaknesses of vetting each farm and providing workshops for Sainsbury’s, and better understand its potential employers to help them avoid it [5]. Sainsbury’s also opportunities and threats. aims to protect seasonal worker’s rights after being exposed in 2015 for buying from suppliers in the UK who 3.1. Strength took advantage of eastern European workers. They claim that their training of suppliers has helped them obtain a Strengths are referring to capabilities that 75% return rate of agency workers from abroad.
Recommended publications
  • Is Wal-Mart Good for America?
    Frontline Is Wal-Mart Good for America? One, Two, Three, Four … We Don’t Want Your Superstore Across the country communities weigh the costs and benefits of opening their doors to the nation's largest discount retailer. Wal-Mart has made billions selling toaster ovens and polo shirts for pennies less than its competitors; after all, the company motto is "Always low prices." And who wouldn't want cheaper goods? Yet some communities are fighting to keep the retail giant out of their neighborhoods, claiming that Wal-Mart's low prices could damage their quality of life. In Vermont, Wal-Mart's opponents argue that the state's economy and culture would be damaged by the retailer's presence. In California, opponents say the company has cost taxpayers millions by shortchanging its employees on healthcare. Here is a roundup of some instances of community backlash against Wal-Mart and the company's response. Superstore vs. small business Activists regularly argue that competition from Wal-Mart destroys small businesses, particularly the "mom and pop" stores that they say make their communities unique. This criticism has become even more vocal since Wal-Mart began moving into additional retail areas, such as groceries, opticals and flowers. In an article in the Los Angeles Times, one small businesswoman, Bonnie Neisius, owner of a UPS franchise in Las Vegas, Nev., described how she has watched surrounding businesses close and her own business decline since Wal-Mart moved in down the road. "I'm probably down 45 percent," Neisius said. "I just don't get the foot traffic anymore." More recently, the retailer has come under attack in Vermont, where preservationists say the character, culture and economy of the entire state is under threat from an influx of superstores, particularly Wal-Mart.
    [Show full text]
  • Global Vs. Local-The Hungarian Retail Wars
    Journal of Business and Retail Management Research (JBRMR) October 2015 Global Vs. Local-The Hungarian Retail Wars Charles S. Mayer Reza M. Bakhshandeh Central European University, Budapest, Hungary Key Words MNE’s, SME’s, Hungary, FMCG Retailing, Cooperatives, Rivalry Abstract In this paper we explore the impact of the ivasion of large global retailers into the Hungarian FMCG space. As well as giving the historical evolution of the market, we also show a recipe on how the local SME’s can cope with the foreign competition. “If you can’t beat them, at least emulate them well.” 1. Introduction Our research started with a casual observation. There seemed to be too many FMCG (Fast Moving Consumer Goods) stores in Hungary, compared to the population size, and the purchasing power. What was the reason for this proliferation, and what outcomes could be expected from it? Would the winners necessarily be the MNE’s, and the losers the local SME’S? These were the questions that focused our research for this paper. With the opening of the CEE to the West, large multinational retailers moved quickly into the region. This was particularly true for the extended food retailing sector (FMCG’s). Hungary, being very central, and having had good economic relations with the West in the past, was one of the more attractive markets to enter. We will follow the entry of one such multinational, Delhaize (Match), in detail. At the same time, we will note how two independent local chains, CBA and COOP were able to respond to the threat of the invasion of the multinationals.
    [Show full text]
  • Booker Symbol Retail
    Booker Symbol Retail Insight on shoppers: insight on stores July 2018 © IGD 2018 The UK’s biggest symbol network Premier the biggest single fascia Now encompassing over 5,600 stores the Booker retail symbol network has twice the number of the next largest symbol group or convenience chain in the UK. Total combined estimated retail sales are now £4.5bn. Operating a portfolio of four fascias Booker Booker symbol retail: store numbers symbol has a breadth of offer to meet the needs of a wide range of differing retailer 2017 2018 change needs comprising: Premier* – flexible entry level package for Premier* 3,332 3,343 +11 small stores with supply from cash & carry depots Londis 1,826 1,957 +131 Londis – fully-serviced package for smaller stores supplied through Booker Retail Budgens 159 226 +67 Partners distribution network Budgens – Tailored support package for Family Shopper 63 75 +12 larger stores including an emphasis on fresh Family Shopper – A value-focused package Total 5,380 5,601 +221 offering neighbourhood discount format © IGD 2018 Source: IGD Research * Includes Premier Express fascia variant Page 2 What defines the Booker retail symbol shopper? Top shopper Top-up is the leading mission across all missions in three fascias Tobacco/lottery/news is the second most frequent mission in Premier and Londis Budgens has significantly the largest incidence of evening meal missions Premier has the highest incidence of food- for-now missions % of shoppers on last trip shopping for Premier Londis Budgens Top-up 45 50 59 Evening meal 15 13 35 Food-for-now 26 15 18 Tobacco/lottery/news 41 42 29 © IGD 2018 Source: IGD ShopperVista Page 3 As Booker looks to the future, and the new possibilities presented by its tie-up with Stores of the Tesco, we visited three of its most recently redeveloped symbol retail stores.
    [Show full text]
  • T He New Space Race Is On. Even As
    property special the new space race he new space race is on. Even as the growth in superstores slows down, gro- cery chains are jostling for position in the rush to occupy the ‘new’ territory: The new high street-based convenience stores. TOne by one the supermarket chains have joined early leaders Tesco and Sainsbury’s in a battle to secure small stores in urban and suburban locations. New figures underline the extent of this trend. According to UK construction data experts Glenigan, space race in 2011 there was a 140% increase in c-store planning applications made by the mults on the previous year. Stuart Watson Although the number of c-store applications fell back last year, there were still almost twice as many plans tabled as in 2010 (see p50). So what’s behind this new The hypermarket is yesterday’s news. space race and does the push towards smaller stores spell the end for the hypermarket? The multiples are now fighting to snap The attraction of c-stores is being fuelled by busi- nesses that are “hooked on the drug of growth,” up space vacated by HMV, Jessops and says Richard Hyman, president of retail consultants PatelMiller. “After 30 years of relentless development of Blockbuster to fuel the growth of their hypermarkets, saturation has arrived. The last bastion of the grocery market that they had not yet penetrated convenience store formats was convenience.” 48 | The Grocer | 2 March 2013 www.thegrocer.co.uk The timing of the new push couldn’t have been better. from smaller outlets.
    [Show full text]
  • Large Supermarkets (Co-Op, Morrisons)
    Useful information for new students – including tips from current students On-line shopping options: The delivery services are more expensive but can deliver quickly. Deliveroo https://deliveroo.co.uk/– take away food and also pairs with small and large supermarkets (Co-op, Morrisons) UberEats – https://www.ubereats.com take away and grocery deliveries from smaller super markets/local shops and a few of the larger supermarkets e.g. Asda Amazon pantry and Morrisons https://www.amazon.co.uk/ Student tip: You can get a free amazon prime membership for 6 months with your student account, so you can order a lot of necessities on there the day you arrive and it’ll deliver the next day usually, this might help to free up space in your suitcase. Large supermarkets (cheapest to most expensive) Lidl: no online service currently Aldi: click and collect service but no on-line delivery Asda https://www.asda.com/ Tesco https://www.tesco.com/ Morrisons https://groceries.morrisons.com/ Sainsbury's https://www.sainsburys.co.uk/ Ocado (paired with Marks and Spencer) https://accounts.ocado.com/ Student tips: It is worth signing up for a few supermarkets so you have options if you can’t get a slot you want. Remember to book before you completely run out as you will likely have to wait for a slot. On the first day you move in, I’d say book an online slot to get your groceries delivered to halls by Tesco, Asda or Sainsbury’s. You usually have to book a slot a week or two earlier and you can do it from home.
    [Show full text]
  • Morrisons Response to Issues Statement
    Non-confidential version PROPOSED MERGER BETWEEN SAINSBURY'S AND ASDA RESPONSE TO ISSUES STATEMENT 1. INTRODUCTION AND EXECUTIVE SUMMARY 1.1 This memorandum sets out comments by Wm Morrison Supermarkets plc ("Morrisons") in relation to: (a) the CMA's Issues Statement (dated 16 October 2018) in connection with the proposed merger between Sainsbury's and Asda; and (b) the Parties initial submission to the CMA (dated 10 October 2016). 1.2 Morrisons is broadly supportive of the areas of focus identified by the CMA in the Issues Statement, which extends significantly beyond the limited range of issues considered by the CMA in its reference decision. 1.3 Given the size of the transaction and the importance of the UK grocery market to UK consumers, it is important that the CMA has sufficient time to get to the bottom of all the issues raised by the proposed transaction. Even a very small price rise resulting from the merger can be expected to have a very significant adverse impact on UK consumers. 1.4 Whilst a key argument of the parties is that the UK grocery sector has fundamentally changed in recent years, and therefore they suggest that a fundamentally different approach to assessing the transaction is needed, Morrisons considers that such changes should not be overstated. The market structure at a national level has remained similar since 2008 with four large retailers that have actually increased market share. Moreover, despite the recent growth of Aldi and Lidl, the presence of Limited Assortment Discounters in the UK groceries market is not new and nor is their business model, and most consumers continue to rely on large grocery stores with a wide product selection for a weekly or fortnightly grocery shop.
    [Show full text]
  • 2004 Annual Report
    2004 Annual Report It’s my Good Jobs # Good Works # Good Citizen # Good Investment Senior Officers Financial Highlights M. Susan Chambers (Fiscal years ending January 31,) Executive Vice President, Risk Management, Insurance and Benefits Administration 04 $256.3 Robert F. Connolly Executive Vice President, Marketing and 03 $229.6 Consumer Communications, Wal-Mart Stores Division 02 $204.0 Net Sales (Billions) Thomas M. Coughlin Vice Chairman of the Board 01 $180.8 Douglas J. Degn 00 $156.2 Executive Vice President, Food, Consumables and General Merchandise, Wal-Mart Stores Division David J. Dible 04 $2.03 Executive Vice President, Specialty Group, Wal-Mart Stores Division 03 $1.76 Linda M. Dillman Diluted Earnings Per Share 02 $1.44 Executive Vice President and Chief Information Officer From Continuing Operations Michael T. Duke 01 $1.36 Executive Vice President, President and Chief Executive Officer, Wal-Mart Stores Division 00 $1.21 Joseph J. Fitzsimmons Senior Vice President, Finance and Treasurer Rollin L. Ford 04 9.2% Executive Vice President, Logistics and Supply Chain 03 9.2% David D. Glass Chairman of the Executive Committee of the Board 02 8.4% Return On Assets James H. Haworth Executive Vice President, Operations, 01 8.6% Wal-Mart Stores Division Charles M. Holley 00 9.8% Senior Vice President and Corporate Controller Craig R. Herkert Executive Vice President, 04 21.3% President and Chief Executive Officer,The Americas Thomas D. Hyde 03 20.9% Executive Vice President, Legal and Corporate Affairs and Corporate Secretary 02 19.4% Return On Shareholders’ Equity C. Douglas McMillon Executive Vice President, Merchandising, 01 21.3% SAM’S CLUB 00 22.9% John B.
    [Show full text]
  • The Evolution of In-Store Customer Experience 1800-2050, Back to the Future
    THE EVOLUTION OF IN-STORE CUSTOMER EXPERIENCE 1800-2050, BACK TO THE FUTURE SHOP WINDOWS • First seen in Department Stores 1800-1899 thanks to broader access to electricity and the industrialisation of glass manufacturing PAYMENT • Price tags, introduced in the STORE FORMAT 18th century, are now commonly • Rise of department stores: Bennett's used. Introduction of fixed pricing of Irongate (Derby, Ang -1734), Tapis by the retail chain Woolworth. Rouge (Paris, Fr - 1784), Trois Quartiers (USA - 1879) (Paris, Fr - 1829), Austin's (Ireland of • Direct cash payment replaces the North - 1832) retailers taking on credit in stores • First public shopping centres SERVICES “Galeries de Bois” (Paris, FR - 1786), • Department Stores introduce changing Burlington Arcade (London, Ang - rooms, open access, sales by catalogue 1879) and free returns INFLUENTIAL PERSONALITY • Aristide Boucicaut, creator of the Bon Marché (Paris, Fr. - 1852) STORE FORMAT • Retailers focus on adding pleasure to 1900-1919 the shopping experience Selfridge's INFLUENTIAL PERSONALITY (London, Eng - 1909) • Clarence Sounders and his • Grocers focus on managing flows. 1st Piggly Wiggly store with the self-service store Piggly-Wiggly (Memphis, installation of shelves and USA - 1916) gondolas and the invention of self-service ATMOSPHERE • Restauration starts to be featured inside stores • Rise of in-store hair salons, giving SERVICES hairstyle, makeup and posture • Paper bags start to be used to lessons encourage customers to carry • Department stores start to become their shopping rather than being entertainment centres with music delivered rooms, art exhibition, special SHOP WINDOWS decorations and book readings • Rise of the realistic wax models (1910) • Neon signs appear (1910) ADVENT OF ADVERTISING • The Department store Mitsukoshi innovates by advertising on Mount Fuji (Japan - 1908) SERVICES 1920-1939 • Invention of the supermarket shopping cart by Sylvan N.
    [Show full text]
  • WALMART INC. (Exact Name of Registrant As Specified in Its Charter) ______
    UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 ___________________________________________ FORM 10-K ___________________________________________ ☒ Annual report pursuant to section 13 or 15(d) of the Securities Exchange Act of 1934 For the fiscal year ended January 31, 2020, or ☐ Transition report pursuant to section 13 or 15(d) of the Securities Exchange Act of 1934 Commission file number 001-6991. ___________________________________________ WALMART INC. (Exact name of registrant as specified in its charter) ___________________________________________ DE 71-0415188 (State or other jurisdiction of (IRS Employer Identification No.) incorporation or organization) 702 S.W. 8th Street Bentonville, AR 72716 (Address of principal executive offices) (Zip Code) Registrant's telephone number, including area code: (479) 273-4000 Securities registered pursuant to Section 12(b) of the Act: Title of each class Trading Symbol(s) Name of each exchange on which registered Common Stock, par value $0.10 per share WMT NYSE 1.900% Notes Due 2022 WMT22 NYSE 2.550% Notes Due 2026 WMT26 NYSE Securities registered pursuant to Section 12(g) of the Act: None ___________________________________________ Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ý No ¨ Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act. Yes ¨ No ý WorldReginfo - ddf1e3e1-b7d7-4a92-84aa-57ea0f7c6df3 Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for at least the past 90 days.
    [Show full text]
  • UK Customer Experience Report: Supermarkets
    UK Customer Experience Report: Supermarkets In 2009, Prophet’s UK office is releasing a series the brand, so it needs to be nurtured and mined at all key of reports on just how the UK customer is being contact points. treated by some of the most frequently encountered Furthermore, real brand value lies not only in the promises brands in the land. the organisation makes to its customers, but also in its ability to These reports focus on brands in consumers’ everyday deliver on them. These promises are fulfilled through multiple lives — brands they have experience of and opinions about experiences and delivered across all touchpoints at a consistent across different sectors. level of quality and value over time. Managed properly, they Prophet’s findings are being released in regular reports will ultimately result in deep, trust-based relationships, which during 2009. Going forward, Prophet is also inviting broader generate loyalty, profits, and hence financial returns. participation in the research, details of which can be found at For certain sectors, and specifically for supermarkets the end of this article. where the interaction between the brand and customers is an Why are we doing this? As individual spending declines, almost everyday event, effective management of touchpoints it is becoming more difficult to get consumers to part with is particularly critical. It is in these sectors that customer their hard earned cash. Consequently, the loyalty and trust experience has the most impact on brand perception. they have in the brands they interact with is becoming ever Prophet’s aim for this series of investigations will be to more important in the battle for share of mind and wallet.
    [Show full text]
  • 2010NOV54452 in the Large Merger Between
    IN THE COMPETITION TRIBUNAL OF SOUTH AFRICA CT CASE NO: 73/LM/NOV10 CC CASE NO: 2010NOV54452 In the large merger between : WAL-MART STORES INC. Primary Acquiring Firm And MASSMART HOLDINGS LIMITED Primary Target Firm WITNESS STATEMENT OF MR ANDY BOND 1 I am the former Chairman of ASDA Stores Limited (“ASDA”) and an executive vice president of Wal-Mart Stores Inc. (“Wal-Mart”)1, the primary acquiring firm. ASDA is a Wal-Mart subsidiary and is the second largest food, alcohol and general merchandise retailer in the United Kingdom. ASDA was acquired by Wal-Mart in 1999, at which time it was the third largest retailer in the UK market. 2 I joined ASDA in 1994 as a marketing manager and was appointed 1 In this witness statement, I will use the term “Wal-Mart” to refer to the legal entity that is the primary acquiring firm, and the term “Walmart” to refer to the business operations of the Walmart group worldwide. 2 marketing director in 1997. Between 1999 and November 2000, I was responsible for all aspects of food and general merchandise label development, for both ASDA and Walmart Germany. I was appointed as the managing director of an ASDA division, George, in November 2000. ASDA runs George as a stand-alone business operating in the retail sector in the United Kingdom. 3 In 2004 I was appointed as the Chief Operating Officer of ASDA with responsibility for all retail operations and logistics. I also remained the chairman of George and another Wal-Mart subsidiary, Gazeley Property.
    [Show full text]
  • Sainsbury's/Asda And
    October 2019 RBB Brief 60 Sainsbury’s/Asda and the CMA’s GUPPI decision rule: On the money or basket case? In April 2019, the UK’s Competition and Markets Authority (CMA) issued one of its highest- 1. Competition and Markets Authority: profile decisions in recent years, prohibiting the proposed merger between the supermarket ‘Anticipated merger between chains Sainsbury’s and Asda.1 In so doing, it relied solely on Gross Upward Pricing Pressure J Sainsbury PLC and Asda Group Ltd: Final report’ (‘the CMA’s Final Index (GUPPI) calculations to determine if local overlaps in the parties’ grocery stores were Report’), 25 April 2019. likely to result in a substantial lessening of competition (SLC). This Brief considers the wider implications of the CMA’s mechanical use of GUPPI values as a decision rule in this case. 2. We discuss further what the CMA The GUPPI offers a summary measure of the upward pressure on prices arising from a might reasonably have done in horizontal merger. However, it is a simple theoretical construct, based on a stylised economic this regard in this Brief. model of competition. As such, its use as a substitute for in-depth competitive assessment is troubling. Strikingly, the CMA did not seek to validate the outcomes of its GUPPI rule against the 3. See ‘Lost in Translation: The use findings of a more comprehensive appraisal of qualitative and quantitative evidence for even and abuse of diversion ratios in a sample of the affected local markets.2 It is notable that a large number of the mergers that unilateral effects analysis’, RBB are routinely cleared by the CMA absent a GUPPI rule would fall foul of the GUPPI threshold Brief 19, June 2006, and ‘The Joint adopted in Sainsbury’s/Asda.
    [Show full text]