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The Endgame in European Grocery
THE ENDGAME IN EUROPEAN GROCERY EXPECT HALF AS MANY LARGE GROCERS IN EUROPE BY 2025 THE ENDGAME IN EUROPEAN GROCERY EXPECT HALF AS MANY LARGE GROCERS IN EUROPE BY 2025 Against a weak economic backdrop, old growth models based on store expansion, national consolidation, and diversification are no longer delivering the like-for-likes board members and investors want to see. As well as a saturated marketplace, there is increasing competition from discounters and newer online retailers like AmazonFresh. In response, we believe that the European grocery market will begin consolidating internationally so that, by 2025, the total number of large grocers in Europe will have halved. Weak demand, a decline of traditional growth engines, and the aggressive growth of specialist competitors such as discounters (Exhibit 1) will continue to drive the next ten years’ of change in European grocery. As the pressure mounts, expect to see more headlines about price wars, stock value erosion, races to form buying alliances, and even the occasional market exit. With this in mind, we think there are four questions grocers should be considering today to ensure a successful future, listed below and explained in more detail in the rest of the article: How can we deliver a step change in our approach to cost? 1 Cost leadership is becoming a necessity. How can asset productivity be increased? 2 Only business models with high levels of asset productivity will survive. What are our options to grow internationally? 3 Scale matters – and international growth is one of the few ways to drive scale. What more could we be doing to hold on to and build 4 customer relationships? With new competitors on the scene, increasing the ‘stickiness’ of customers is crucial. -
“Continuing to Innovate for the Future of Retail” Contents Contents
2018 ANNUAL REPORT “CONTINUING TO INNOVATE FOR THE FUTURE OF RETAIL” CONTENTS CONTENTS INTERVIEW WITH “WHAT’S THE PURPOSE JEAN-CHARLES HIGHLIGHTS KEY FIGURES NAOURI PAGE 6 PAGE 12 OF AN ANNUAL REPORT?” PAGE 2 POWERFUL STRATEGIC A RESPONSIBLE GOVERNANCE BRANDS ALLIANCES APPROACH t’s a question that comes up often, in them an enticing shopping experience, PAGE 14 PAGE 20 PAGE 30 PAGE 38 all large companies. and making their lives easier with I With 12,000 stores that open their helpful services and innovative digital doors every morning – under such solutions. banners as Vival, Franprix, Naturalia, To infuse some of that energy into our Éxito, Assaí and Devoto – and hundreds annual report, we interviewed around of transformation projects to be sixty men and women who work in a very INTERNATIONAL INNOVATION AUGMENTED A MORE PRESENCE CULTURE STORES AGILE MODEL implemented in an ever shorter time to wide range of positions within the market, the Casino Group views the company, from store greeter to Executive PAGE 48 PAGE 58 PAGE 68 PAGE 78 annual report as an invaluable Committee member. “What does Casino opportunity to take a step back from the represent for you?”, “How is your job frenetic race against the clock that evolving?” and “What are today’s trends represents the daily routine in the retail in terms of customer expectations?”. sector. The result is this annual report, which BANNERS AND SOCIETAL FINANCIAL Casino has more than 220,000 service- provides an overview of the Casino SUBSIDIARIES PERFORMANCE PERFORMANCE oriented employees who are fully Group and shares the beliefs and committed to providing our customers enthusiasm of a small sample of the PAGE 86 PAGE 108 PAGE 122 with safe, high-quality products, offering people behind its success. -
Amazon and Casino Group Strengthen Their Partnership in France and Announce the Deployment of a New Service with Casino Stores
Paris, 3 june 2021, Amazon and Casino Group strengthen their partnership in France and announce the deployment of a new service with Casino stores Building on the success of the commercial partnership between Monoprix and Amazon in March 2018, Amazon and Casino Group are strengthening their alliance to continue to make daily life easier for French consumers, by bringing them a new click and collect service with Casino brands. The aim is to offer Amazon customers an even wider selection of food products across France, and to introduce new customers to the food e-commerce expertise of Casino chains. For more than three years, Amazon and Casino Group have been working together to deploy new solutions to make their customers' daily lives easier, including express food delivery services and the provision of parcel collection points. This new phase is in line with the partnership established between Casino Group and Amazon in March 2018. Currently, Monoprix and Naturalia shops, available on Amazon.co.uk for Prime members, cover 70% of the population of the Paris region as well as the cities of Bordeaux, Lyon, Nice and Montpellier. More than 9,000 Monoprix and Naturalia items are available on the Amazon website for free two-hour delivery on purchases of €60 or more. In addition, 600 Amazon Lockers are deployed in the Group's shops (Casino Supermarkets, Monoprix, Casino convenience stores, etc.) and several new installations are planned for the coming weeks. On the strength of these results, Amazon and Casino group will soon be rolling out a new click and collect service with Casino stores in France. -
Global Powers of Retailing 2019 Contents
Global Powers of Retailing 2019 Contents Top 250 quick statistics 4 Global economic outlook 5 Top 10 highlights 8 Global Powers of Retailing Top 250 11 Geographic analysis 19 Product sector analysis 23 New entrants 27 Fastest 50 30 Study methodology and data sources 35 Endnotes 39 Contacts 41 Welcome to the 22nd edition of Global Powers of Retailing. The report identifies the 250 largest retailers around the world based on publicly available data for FY2017 (fiscal years ended through June 2018), 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, FY2017 Minimum retail US$4.53 US$18.1 revenue required to be trillion billion among Top 250 Aggregate Average size US$3.7 retail revenue of Top 250 of Top 250 (retail revenue) billion 5-year retail Composite 5.7% revenue growth net profit margin 5.0% Composite (CAGR from Composite year-over-year retail FY2012-201 2.3% return on assets revenue growth 3.3% Top 250 retailers with foreign 23.6% 10 operations Share of Top 250 Average number aggregate retail revenue of countries where 65.6% from foreign companies have operations retail operations Source: Deloitte Touche Tohmatsu Limited. Global Powers of Retailing 2019. Analysis of financial performance and operations for fiscal years ended through June 2018 using company annual reports, Supermarket News, Forbes America’s largest private companies and other sources. 4 Global economic outlook 5 Global Powers of Retailing 2019 | Global economic outlook The global economy is currently at a turning point. -
Global Powers of Retailing Top 250, FY2015
Global Powers of Retailing 2017 | Top 250 Global Powers of Retailing Top 250, FY2015 FY2015 FY2015 Parent Parent FY2010- FY2015 FY2015 company/ company/ # 2015 Retail Retail group group Countries Retail revenue Country revenue revenue¹ net income¹ of revenue rank Company of origin (US$M) (US$M) (US$M) Dominant operational format operation CAGR² 1 Wal-Mart Stores, Inc. US 482,130 482,130 15,080 Hypermarket/Supercenter/Superstore 30 2.7% 2 Costco Wholesale Corporation US 116,199 116,199 2,409 Cash & Carry/Warehouse Club 10 8.3% 3 The Kroger Co. US 109,830 109,830 2,049 Supermarket 1 6.0% 4 Schwarz Unternehmenstreuhand KG Germany 94,448 94,448 n/a Discount Store 26 7.4% 5 Walgreens Boots Alliance, Inc. US 89,631 103,444** 4,279 Drug Store/Pharmacy 10 5.9% (formerly Walgreen Co.) 6 The Home Depot, Inc. US 88,519 88,519 7,009 Home Improvement 4 5.4% 7 Carrefour S.A. France 84,856 87,593 1,247 Hypermarket/Supercenter/Superstore 35 -3.1% 8 Aldi Einkauf GmbH & Co. oHG Germany 82,164e 82,164e n/a Discount Store 17 8.0% 9 Tesco PLC UK 81,019 82,466 535 Hypermarket/Supercenter/Superstore 10 -2.3% 10 Amazon.com, Inc. US 79,268 107,006 596 Non-Store 14 20.8% 11 Target Corporation US 73,785 73,785 3,363 Discount Department Store 1 2.3% 12 CVS Health Corporation US 72,007 153,290 5,239 Drug Store/Pharmacy 3 4.7% 13 Metro Ag Germany 68,066** 68,066** 821 Cash & Carry/Warehouse Club 31 -2.5% 14 Aeon Co., Ltd. -
Corporate Responsibility Report 2008
Corporate Responsibility Report 2008 FOR MORE INFORMATION www.ahold.com/reports2008 Corporate Responsibility Report 2008 1 Message from the CEO 2 Corporate responsibility 2 An integrated part of our business 2 Balancing the interests of people, planet and profit 3 Our priorities 3 The main corporate responsibility themes 3 The main components of our corporate responsibility strategy 4 Stakeholder engagement Ahold leaders agree CR priorities – page 2 Healthy living – page 5 Community engagement – page 24 Helping children make healthy choices Fighting hunger in our markets, and beyond, by supporting local food banks Sustainable trade – page 10 ICA improves control of its Asian supply chain Our people – page 28 Albert Heijn named best multicultural employer in the Netherlands Climate action – page 17 Group CO2 footprint and reduction target published 34 How we manage corporate responsibility 34 Corporate responsibility model and organization 34 How and why we set the current targets and key performance indicators 34 How we measure 35 Corporate responsibility steering committee 36 Our partnerships and memberships 37 Corporate affairs 37 About our corporate responsibility report 38 Group at a glance 38 Where we operate 39 Highlights 40 Our business 40 Our brands 46 Our leadership 47 Other information 47 Glossary 49 GRI cross-reference table 54 Contact information 54 Cautionary notice www.ahold.com/reports2008 AHOLD CORPORATE RESPONSIBILITY REPORT 2008 | 1 Message from the CEO We had a successful year rolling out our corporate responsibility program. Our focus remained on healthy living, sustainable trade, climate action and community engagement, which are the areas where we are able to make the greatest impact. -
2011 Shelf-Registration Document
welcome ! Shelf-Registration Document 2011 Mercialys – 2011 Shelf-Registration Document 10, rue Cimarosa - 75016 Paris Tél. : +33 01 53 70 23 20 E-mail : [email protected] www.mercialys.com www.mercialys.com Shelf-Registration Document 2011 summary Summary 1. Business review (Financial statements for the year ended December 31, 2011) An excellent year in 2011: robust performance and growth throughout the year . 4 A year during which Mercialys stepped up its value creation strategy further . 4 A year confirming the solidity of Mercialys’s business model . 5 2. Financial report Financial statements . 7 Review of activity in 2011 and lease portfolio structure . 10 Review of consolidated results . 12 Subsequent events . 19 Outlook . 19 Review of the results of the parent Company, Mercialys SA . 20 Subsequent events following the Board of Directors meeting of February 9, 2012 that approved 2011 financial statement . 21 3. Portfolio and Valuation Portfolio valued at Euro 2,640 million at December 31, 2011 . 22 A diversified portfolio of retail assets . 24 Presence in areas with strong growth potential . 25 4. Stock market information Trading volume and share price over the last 18 months (source: Euronext Paris) . 31 Breakdown of share capital and voting rights at January 31, 2012 . 32 Crossing of share ownership thresholds . 32 Share buy‑back program . 33 Shareholders’ agreement . 35 Dividend policy . 36 Communication policy . 37 5. Corporate Governance Board of Directors and Executive Management . 38 Statutory Auditors . 56 Chairman’s Report . 58 Statutory Auditors’ report prepared in accordance with Article L 225. ‑235 of the French Commercial Code (“Code de commerce”), on the report prepared by the Chairman of the Board of Directors of Mercialys . -
Where People Make the Difference
1932 – 2012 Where People Make the Difference SPAR International Annual Report 2011 Contents Managing Director’s Overview SPAR achieved outstanding growth in 2011 driven by our worldwide network of SPAR partners and 01 Managing Director's Overview independent retailers. This continues our excellent 08 SPAR International Board growth pattern during the global recession with a SPAR, Where cumulative retail sales increase of 16% over the last Success Stories: three years. 12 New Country Development People Make 14 Investing in our Supply Chain Consumer confidence remained low during 2011. This 16 Retail Formats driving Growth the Difference was driven by continued high levels of unemployment 20 Convenience Retailing at SPAR and concerns about savings and pensions. In addition, 22 Sports Sponsorship and SPAR wages remained under pressure as many governments 24 People Making the Difference 2011 was another good year implemented austerity packages which included higher 28 Customer Centred Innovation for SPAR. We are pleased to levels of taxation. 30 SPAR Working with Local Growers 32 Delivering Value to our Customers report our growth continued These factors, together with rising fuel prices, resulted in with SPAR worldwide retail reduced levels of disposable income and consequently, 34 SPAR Worldwide food expenditure remaining static or even declining in sales growing by €1.36 billion the majority of our markets. Competition intensified 50 SPAR Partners Worldwide to reach €31.1 billion, an with both national and international chains fighting for 52 SPAR International Action Groups market share. This resulted in increased promotional 53 Statistics 2011 increase of 4.6% on the activity and a strong focus on everyday low prices. -
Retail Food Sector Retail Foods France
THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Required Report - public distribution Date: 9/13/2012 GAIN Report Number: FR9608 France Retail Foods Retail Food Sector Approved By: Lashonda McLeod Agricultural Attaché Prepared By: Laurent J. Journo Ag Marketing Specialist Report Highlights: In 2011, consumers spent approximately 13 percent of their budget on food and beverage purchases. Approximately 70 percent of household food purchases were made in hyper/supermarkets, and hard discounters. As a result of the economic situation in France, consumers are now paying more attention to prices. This situation is likely to continue in 2012 and 2013. Post: Paris Author Defined: Average exchange rate used in this report, unless otherwise specified: Calendar Year 2009: US Dollar 1 = 0.72 Euros Calendar Year 2010: US Dollar 1 = 0.75 Euros Calendar Year 2011: US Dollar 1 = 0.72 Euros (Source: The Federal Bank of New York and/or the International Monetary Fund) SECTION I. MARKET SUMMARY France’s retail distribution network is diverse and sophisticated. The food retail sector is generally comprised of six types of establishments: hypermarkets, supermarkets, hard discounters, convenience, gourmet centers in department stores, and traditional outlets. (See definition Section C of this report). In 2011, sales within the first five categories represented 75 percent of the country’s retail food market, and traditional outlets, which include neighborhood and specialized food stores, represented 25 percent of the market. In 2011, the overall retail food sales in France were valued at $323.6 billion, a 3 percent increase over 2010, due to price increases. -
European Retail Trends Retailing in Europe and Country Profiles
PRESENTATION FOR PLMA‘s Roundhouse Conference European Retail Trends Retailing in Europe and Country Profiles Nice, 26 February 2015 David Gray Niklas Reinecke 1planetretail.net Retail Analyst Retail Analyst Ageing Society, Single Households, Individualisation, Urbanisation, Mobilisation, Transparency in Production, Loss of Loyalty, Online Shopping, Two Nations Effect, Lifestyle, Situational Usage, Economisation, Cocooning, Smart and Hybrid Shopping, Sustainability, Technological Progress, Energy Saving, Regional Sourcing, Faster Innovation Cycles, Renovation Cycles, Rise of Independent Shopkeepers, Proximity Retailing, Energy Costs, Rising Food Prices, Direct-to-Consumer, Demand for Protection, Verticalisation, Cartel Control, Oligopolisation, Discounting, Multichannel Shopping, Event Shopping, Foodservice, Complexity! Europe from a Macro Perspective Europe from a Macro Perspective - Share of Modern Food Retail Format Sales A few markets in CEE see very high levels of modern food retail similar to Western European markets. Europe: 2014 (%) 4 Source: Planet Retail. Europe from a Macro Perspective – GDP Real Growth Economic recovery is not universal. Markets are in different stages. Europe: GDP Real Growth 2014 (%) +2.1% +1.8% Finland -0.2% Sweden Norway +1.2% +2.7% +0.2% +3.0% Estonia +1.5% Russia + % Latvia 3.6 Denmark +3.2% Lithuania +1.0.% +0.6% +3.2% Belarus Ireland Netherlands +1.4% United +1.0% +2.5% +8.9% Kingdom Poland +2.4% Belgium Germany Czech Rep +2.8% Ukraine +1,2% +1.1% Slovakia +2.4% +0.4% Austria Hungary France Switzerland Slovenia +0.7% Romania Moldova +5.0% Croatia Italy Serbia+3.4% +1.4% -1.1% Bosnia & -0.8% Herzegovina +3.2% -0.2% -0.5% Bulgaria +4.5% +1.3% +2.1% -6.5% +1.0% Macedonia Georgia Spain Albania Armenia Portugal +0.6% Azerbaijan Greece +0.7% Cyprus 5 Source: Planet Retail. -
DIXY Group Investor Presentation
DIXY Group Investor Presentation Disclaimer THESE MATERIALS DO NOT CONSTITUTE A PROSPECTUS OR FORM PART OF ANY OFFER OR INVITATION TO SELL OR ISSUE, OR ANY SOLICITATION OF ANY OFFER TO PURCHASE OR SUBSCRIBE FOR, OR ANY OFFER TO UNDERWRITE OR OTHERWISE ACQUIRE ANY EQUITY OR OTHER SECURITIES OF THE COMPANY, NOR SHALL THEY OR ANY PART OF THEM NOR THE FACT OF THEIR DISTRIBUTION OR COMMUNICATION FORM THE BASIS OF, OR BE RELIED ON IN CONNECTION WITH, ANY CONTRACT, COMMITMENT OR INVESTMENT DECISION IN RELATION THERETO, NOR DOES IT CONSTITUTE A RECOMMENDATION REGARDING ANY SECURITIES OF THE COMPANY. NO REPRESENTATION OR WARRANTY, EXPRESS OR IMPLIED, IS GIVEN AS TO THE ACCURACY OF THE INFORMATION OR OPINIONS CONTAINED IN THESEMATERIALS AND NO LIABILITY IS ACCEPTED FOR ANY SUCH INFORMATION OR OPINIONS BY THE COMPANY OR ANY OF ITS AFFILIATES, DIRECTORS, MEMBERS, OFFICERS, EMPLOYEES, AGENTS OR ADVISERS. THESE MATERIALS ARE NOT AN OFFER OF SECURITIES FOR SALE IN THE UNITED STATES OR IN ANY OTHER JURISDICTION. THE SECURITIES OF THE COMPANY HAVE NOT BEEN AND WILL NOT BE REGISTERED UNDER THE U.S. SECURITIES ACT OF 1933, AS AMENDED (THE “SECURITIES ACT”), AND MAY NOT BE OFFERED OR SOLD IN THE UNITED STATES ABSENT REGISTRATION OR PURSUANT TO AN EXEMPTION FROM (OR IN A TRANSACTION NOT SUBJECT TO) THE REGISTRATION REQUIREMENTS OF THE SECURITIES ACT. THERE WILL BE NO PUBLIC OFFER OF SECURITIES OF THE COMPANY IN AUSTRALIA, CANADA OR JAPAN. THESE MATERIALS MUST NOT BE SENT, TRANSMITTED OR OTHERWISE DISTRIBUTED, IN WHOLE OR IN PART, DIRECTLY OR INDIRECTLY, IN OR INTO THE UNITED STATES, CANADA, AUSTRALIA, OR JAPAN OR TO ANY SECURITIES ANALYST OR OTHER PERSON IN ANY OF THOSE JURISDICTIONS. -
SUSTAINABILITY, SOCIAL MEDIA… and the FUTURE of RETAIL
THE COCA-COLA RETAILING RESEARCH Councils SUSTAINABILITY, SOCIAL MEDIA… AND THE FUTURE OF RETAIL Global Retail Summit London, August 2012 The first Coca-Cola Retailing Research Council was formed in 1978 in North America to help retail customers address industry issues through organized discussion and commissioned research. Today, the Company sponsors six Councils throughout the world: North America, NACS North America, Europe, Asia, Latin America, and Eurasia & Africa. Each Council is comprised of up to 20 retail leaders and non-voting Coca-Cola system executives. Widely considered to be among the industry’s most prestigious retail think tanks, the Coca-Cola Retailing Research Councils have published more than 50 proprietary studies on issues ranging from shopper insights and new market dynamics to technology, innovation and social media. THIS PUBLIcatION IS A COLLECTION OF PAPers PRODUCED FROM PresentatIONS at GLOBAL RetaIL SUMMIT. Panel DIscUSSIONS DURIng THE SUMMIT WERE NOT RECORDED. © 2012 THE COCA-COla EXPOrt CORPOratION, UNDER THE AUSPIces OF THE COCA-COla RetaILIng ResearcH COUncIls CONTENTS FOREWORD FACING UP TO NEW REALITIES Muhtar Kent PAGE 2 SUSTAINABILITY THE CHALLENGE FOR RETAILERS HRH Prince Charles PAGE 4 WELCOME TO THE NEW NORMAL Lord Deben PAGE 8 THE QUEST FOR CHANGE Carter Roberts PAGE 12 WHY LESS HAS TO MEAN MORE Dr Jason Clay PAGE 16 SOCIAL MEDIA BACK TO THE FUTURE? James Quarles PAGE 22 BE YOURSELF… SIMPLY FLAWSOME Wendy Clark PAGE 28 IT PAYS TO TALK. BUT KEEP IT RELEVANT… AND HONEST Richard Reed PAGE 30 THE FUTURE OF RETAILING HOW TO PREPARE FOR THE ‘PERFECT STORM’ Mark Price PAGE 34 SUMMARY THE PROMISE OF SUSTAINABLE GROWTH PAGE 38 LIST OF MEMBERS PAGE 40 CCRRC Global Retail Summit RepoRt FOREWORD FACING UP TO NEW REALITIES Muhtar Kent Chairman and Chief Executive Officer The Coca-Cola Company ince 1978, the Coca-Cola Retailing This is why I am convinced that sustaina- Research Council has generated over bility and social media will forever be con- 40 extensive, proprietary studies on nected at the hip.