Efficiently Maximizing Retail Value Across Distributed Data Warehouse Systems

Total Page:16

File Type:pdf, Size:1020Kb

Efficiently Maximizing Retail Value Across Distributed Data Warehouse Systems Customer Use Case: Efficiently Maximizing Retail Value Across Distributed Data Warehouse Systems Klaus-Peter Sauer Technical Lead SAP CoE EMEA at Teradata Agenda 1 HEMA Company Background 2 Teradata Overview 3 Why HEMA choose Teradata 4 The Implementation 5 Summary 2 A new store in the Netherlands in 1926 3 Facts . Brand awareness in the Netherlands 100% . 4.4 million customers per week . Daily number of visitors on www.hema.nl: 50.000 . HEMA sells a sausage every 3 seconds (10 million a year) . One out of three Dutch boys wears HEMA underwear . One out of five Dutch women wears HEMA bra 4 Distinguished style . This is one of our strongest USP’s . Together with low price and high quality 5 Formats High traffic XL AA / D HEMA international 6 6 Hema.nl 7 7 Agenda 1 HEMA Company Background 2 Teradata Overview 3 Why HEMA choose Teradata 4 The Implementation 5 Summary 8 Teradata – Company Overview Teradata Corporation 2011 Magic Quadrant Data Warehouse DBMS . Founded in 1979 > Independent since Oct 2007 > S&P 500 Member, listed NYSE (TDC) . 2010 Revenue: $1,936M . 8,000 Associates in 70 countries . Global Leader in Enterprise Data Warehousing > First TB+PB DWH on Teradata > Database Technology, Analytic Solutions, Consulting Services . Since 1999 #1 Position in “Gartner’s Leader’s Quadrant in Data Warehousing” . Teradata Key Offerings Teradata DBMS Teradata MPP Platform The Magic Quadrant is copyrighted January 2011 by Gartner, Inc. and is reused with permission. The Magic Quadrant is a graphical representation of a marketplace at and for a specific time period. It depicts Gartner's analysis of how certain vendors measure against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the Magic Quadrant, and does not advise technology users to select only those vendors placed in the "Leaders" quadrant. The Magic Quadrant is intended solely as a research tool, and is not meant to be a specific guide to action. Gartner disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose. Teradata SAP Partnership Overview Business Objects Partner since 1995 . 320+ joint customers globally, across industries . Teradata Advisory Group . Business Objects is included in both BI and Data Integration portfolios SAP NetWeaver Partner since 2004 . Teradata is committed to the SAP NetWeaver platform to provide better, seamless integration between SAP applications and Teradata. Teradata certified SAP NetWeaver Interfaces. Teradata SAP integration development lab in San Diego. Teradata CoE SAP to support the field organizations. Teradata SAP Integration Lab EMEA in Prague. Teradata Office at SAP Partner Port Building in Walldorf. Partner Port Building in Walldorf 10 SAP NW Integration Products Teradata Virtual Access for SAP > Using Virtual Info Cubes to access data held in Teradata > Easily combine SAP and non-SAP data in BW Oct 2005Oct queries Teradata Extract and Load Solution > Use Open Hub to load data from BW to Teradata > Easy extraction of SAP data into Teradata Nov 2006Nov environment Teradata Supply Chain Accelerator > Use Teradata to power SAP Demand Planning Solution > Faster, more frequent planning cycles using Jun 2007Jun greater detail and history Teradata JMS Universal Connector > Teradata Active Data Warehouse for SAP > Message-Bus Integration with SAP NetWeaver PI Jan 2008 Jan 11 Agenda 1 HEMA Company Background 2 Teradata Overview 3 Why HEMA choose Teradata 4 The Implementation 5 Summary 12 HEMA Expansion . We became Holland’s favorite and we still are! 1926 2 stores 1940 24 stores 1970 95 stores 1985 193 stores 1995 242 stores 2011 +550 stores in the Netherlands, Belgium, Germany, France, Luxembourg 13 13 Expansion is key to HEMA … …but that puts pressure on HEMA supply chain Consequence . New formats do not always fit in the current model . Local influences (store level) become more important Conclusion: new Supply Chain model is required: . Demand driven . Based upon local influences . Management by Exception Teradata selected to support HEMA strategy: . DCM application . SAP BW integration 14 Challenges Demand Chain Management . New Demand Chain (DCM) application on Teradata chosen as foundation of HEMA’s new Supply Chain model . Analysis did show, that most of the data needed to feed the DCM application already stored in SAP BW . Potential Data duplication issue raised SAP Business Warehouse . Fast data SAP BW volume growth expected . Query performance issue with SAP BW on Oracle perceived 15 Strategy and Project Rules . Leverage the Teradata DCM investment also to solve SAP BW (Oracle) performance issue . Avoid data redundancy - “Single version of the truth” . Data scope: Sales and Stock subject area (~50% of SAP BW data) . (Re-)Use current SAP BW ETL / Reporting . Keep or improve query performance . Performance test halfway the project! 16 Agenda 1 HEMA Company Background 2 Teradata Overview 3 Why HEMA choose Teradata 4 The Implementation 5 Summary 17 SAP BW at HEMA usage data . Sales (per day-article-plant) . About 500 HQ users + . No receipts Distribution Center Users . Stock (article-week-shop) . All shops in all countries(550+) . Remote cube to R/3 (actual stock) . Monday morning peak . Article movements . Financial data (pca, cca, sl) sizing used tools . 2,5TB+ data at this moment . BEX (Web) Analyzer . 150+ InfoCubes . BEX Report Designer . 1000+ report queries . BEX Broadcasting 18 18 Implementation in a nutshell 1. Teradata infrastructure implementation and set up 2. Integration Teradata and SAP BW: – Data flows from SAP BW to Teradata via SAP OpenHub and Teradata TELS – Queries get data out of Teradata via Teradata TVAS 3. Implementation Teradata DCM on top of Teradata DW SHS (SAP HEMA Store) DCM Stock / Sales / SAP Retail SAP Master Data Teradata (ECC 6.0) BW TVAS DW Daily replenishment order proposals 19 Teradata Virtual Access Solution . TVAS allows SAP BW End-users to run reports against data which is physically stored in Teradata only. TVAS avoids data duplication and ETL implementation. TVAS gives SAP BW End-users high performance access to detailed data in Teradata. TVAS key functionality is a Teradata specific SQL generator. TVAS runs on SAP NetWeaver Java Application Server and supports multiple BW instances including SAP Java load balancing. Reduced Cost . TVAS supports multiple Teradata systems and . Improved Performance Teradata query banding. Increased Business Value by more fresh and detailed data 20 TVAS Use Cases Illustrative 21 HEMA Solution Architecture Teradata Complements SAP BW Illustrative 22 Step 1: Simplify the Data Model Basic Design Idea – Store once, use many! Illustrative 23 Step 2: Initial Data Load • Load historical info available from 2006 – Sales Data – Stock Data – Master Data • Method: – Export from SAP BW to a Flat File – Import in Teradata with Loader 24 Step 3: Data Mapping SAP BW Virtual Provider to Teradata (TVAS GUI) 25 Step 4: Daily ETL Embedded in existing HEMA/CapGemini environment, use of: – BMC Control-M scheduling ETL – Export : via SAP BW export via Open Hub – Load: via Teradata Load Solution (TELS) and FTP/Teradata loader: load SAP BW data in Teradata Staging Area – Transform: via Teradata SQL: update Data model 26 BW & Teradata in Production Results & Findings . Query performance improved significantly . Users do not complain (so much) anymore . Very stable environment . New queries developed to combine SAP and DCM data Current timings Group Previous response time (average) A < 10 sec 2x faster B 10 < > 60 sec 2x faster C 60 < > 300 sec 10x faster D > 300 sec 24x faster 27 27 Agenda 1 HEMA Company Background 2 Teradata Overview 3 Why HEMA choose Teradata 4 The Implementation 5 Summary 28 Implementation Summary . No difference for BW End-User . Substantial performance improvement . Store once, use many . Simplified Data Model and structures . Implementation with a small team in 4 months . Cost savings on storage & maintenance . Compare before and after – More users and more usage – More historical data on the system – More data requested in the reports 29 Looking forward Teradata role for HEMA is changing… SAP BW Teradata . Commodity reporting . Special reporting . Large group of users: . Special Head office users Stores and Head office only . Aggregated data . Detailed data . Data hub to Teradata . Data supply to BW for non SAP data . SAP Merchandise and . POS Data Assortment Planning . Web Data 30 Contact Klaus-Peter Sauer Technical Lead SAP Program Europe – Middle East – Africa Teradata GmbH Altrottstr. 31 69190 Walldorf / Germany Tel: +49 (0) 6227 / 733 511 Mobile: +49 (0) 172 / 8238 665 Fax: +49 (0) 89 / 3221 1974 [email protected] Teradata.com .
Recommended publications
  • Annual Report 2016
    annual report 2016 # HEMA annual report 2016 HEMA B.V. annual report 2016 This annual report is adopted by the general meeting of shareholders April 13, 2017. Registration number Chamber of Commerce (‘Kamer van Koophandel’) 34215639. MILESTONES #’s 1 th HEMA celebrated its 90th birthday. 90 On 4 November 1926, the ‘Hollandsche Eenheidsprijzen Maatschappij Amsterdam’ (Dutch Standard Prices Company Amsterdam), was founded. HEMA celebrated the 90-year birthday milestone with employees and customers. contents introduction 5 financial highlights 2008 – 2016 7 message to our stakeholders 11 report from the management board 15 milestones of 2016 17 financial results 20 outlook 2017 31 report from the supervisory board 33 #’s corporate governance 39 financial statements 43 consolidated income statement 44 th consolidated statement of comprehensive income 45 consolidated statement of financial position 46 90 consolidated statement of changes in equity 47 consolidated statement of cash flow 48 notes to the consolidated financial statements 50 company financial statements 97 birthday company income statement 98 company balance sheet 99 notes to the company financial statements 100 other information 111 independent auditor’s report 111 cautionary notice 117 definitions 118 contact information 119 3 MILESTONES 2 five HEMA selected five pilot stores pilot to test its international store concept in the Netherlands. The international store concept that HEMA developed for cities such as Barcelona, Paris and London has proven to be so popular with stores customers that HEMA has decided to introduce the concept in the Netherlands as well. Nether­ lands introduction about HEMA HEMA B.V. (‘HEMA’ or the ‘Company’) is a general merchandise retailer active in the Netherlands, Belgium, Luxembourg, France, Germany, Spain and the United Kingdom.
    [Show full text]
  • Treazure Pim Cloud Services Server Promotion Engine
    Product overview 2018 © Copyright All rights to information (text, images etc.) based at Cow Hills Retail BV Total or partial acquisition, duplication electronic, mechanical, photocopying, recording, or by any other means and / or commercial use of this information is not permitted without written consent by the management of Cow Hills Retail BV. Overview Cow Hills Retail and The Retail Online Suite Cow Hills Retail is a leading software company and provider of Point of Sale (POS) software in Europe, with a variety of tier 1 customers including HEMA, Hunkemöller, Rituals, La Place and Zeeman. The Retail Online Suite is entirely based on Microsoft technology (C#, .Net, SQL) and designed for large retail chains in all kinds of vertical retail markets, like fashion, food, consumer durables, household appliances, shoes, sports & department stores. The Value Proposition The Retail Online Suite is a modern, tier one Point-of-Sale solution that considerably improves the customer engagement experience of leading international and centrally managed retail chains. It significantly reduces cost while at the same time bringing the flexibility to quickly respond to business changes. Designed for multi-currency and multi- language support. Our Customers 20 Retailers / 25.000 POS systems / >>1.500.000.000 !! transactions each Year (only HEMA >250.000.000) 2008 - 2010 2011 - 2012 2013 - 2014 2015 - 2016 2017 - 2018 International Focus Live Austria Belgium Botswana In progress Denmark Albania France Croatia Germany Czech Republik Luxembourg Greece Norway
    [Show full text]
  • Retail Research
    RESEARCH SPOTLIGHT ON RETAIL RESEARCH SPOTLIGHT ON RETAIL SPAIN 2015 SHOPPING CENTRES | OCCUPIER TRENDS | INVESTMENT MARKET 1 EXECUTIVE SUMMARY Q1 26% €519 2% transactions of the shopping centre 2015 forecast investment volume last 18 month of GDP have been prime High Street Yields Retail Confidence forecast to close 2015 at Indicator up 4.25 % 46% 16 % investment over last in March 2015 18 months has come from SOCIMIs/listed vehicles 2 SPOTLIGHT ON RETAIL RESEARCH MACROECONOMICS created in 2014, helped by the previous GRAPH 1 A stronger, more year’s labour market reforms. GDP ANNUAL GROWTH (%) 5,0 efficient economy Growing sectors include manufacturing, The Spanish economy has experienced notably the car industry, which has a dramatic turnaround since the financial seen a sharp rise in exports on the back crisis, notably in the last two years. While of strong international demand and a there remain various headwinds such weaker Euro. Tourism has also given the as a slowly recovering housing market, economy a much-needed boost, while high youth unemployment and general the construction, banking and financial 0,0 elections later in 2015, key economic services sectors are more stable indicators point towards a broadly based Low inflation/deflation is currently a major and sustained recovery over the next issue for much of Europe and negative 12-18 months. price falls are being seen in a number of GDP growth amounted to 0.9% in Q1, countries. In Spain the annual CPI fell -4,0 the seventh consecutive quarter of below zero in early 2014 and, following a short-lived recovery, inflation has been in 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 growth and the fastest quarterly rate of 2015F 2016F expansion since 2007.
    [Show full text]
  • Anticipated Acquisition of 99P Stores Limited by Poundland Group Plc
    Non-confidential ANTICIPATED ACQUISITION OF 99P STORES LIMITED BY POUNDLAND GROUP PLC RESPONSE TO PHASE II STATEMENT OF ISSUES 9 JULY 2015 LON37045457/6 163772-0005 POUNDLAND GROUP PLC Response to the CMA’s Statement of Issues This document is Poundland Group plc’s (Poundland) response to the UK Competition and Markets Authority’s (CMA) statement of issues of 25 June (Statement of Issues) regarding Poundland’s proposed acquisition of 99p Stores Ltd (99p Stores) (the Transaction). Please note that this document contains Poundland confidential information and should not be shared with third parties absent Poundland’s express prior written consent. 1. Executive Summary 1.1 Poundland welcomes the opportunity to provide the CMA with its input on the CMA’s Statement of Issues. 1.2 Poundland believes that the evidence strongly supports the view that this transaction does not pose any risk to competition. On the contrary, Poundland considers that the merger will be pro-competitive – bringing a superior proposition to 99p Stores’ customers, and further enhancing competition along the High Street. 1.3 In particular, the evidence shows that: (a) Poundland competes in a competitive marketplace everywhere it operates. Poundland competes all along the High Street: all of the products that Poundland sells are either available at a supermarket, at a limited assortment discounter (LAD), at another value general merchandiser (VGM), at a specialist retailer or at an independent discounter. Customers are value conscious – they want more for less, can easily switch retailers and do not display any ‘fascia loyalty’ in their quest for value. (b) There is no variation of the offer across the Poundland estate.
    [Show full text]
  • 11 June 2020 B&M European Value Retail S.A. Preliminary Results
    11 June 2020 B&M European Value Retail S.A. Preliminary Results Announcement Solid growth and robust trading despite the challenges from Covid-19 B&M European Value Retail S.A. (“the Group”), the UK’s leading variety goods value retailer, today announces its Preliminary Results for the 52 weeks to 28 March 2020. HIGHLIGHTS ● Group revenues1 increased by 16.5% to £3,813.4m (FY19: £3,272.6) ● UK B&M3 store fascia revenue1 growth of 12.6%, including Like-for-Like revenue4 growth of 3.3% for the year, including 6.6% in the fourth quarter ● Group profit before tax increased by 3.2% to £252.0m for the 52 week period (FY19: £244.3m), diluted earnings per share 19.5p (FY19:19.5p) ● UK B&M store fascia3 Adjusted EBITDA1&5 growth of 8.7% to £319.8m (FY19: £294.1m) ● Progress made in France with 19 Babou stores out of a total estate of 101 stores, now trading as “B&M” but the controlled testing of the performance of the converted stores was subsequently interrupted by the 8 week Covid-19 closure period from 15 March to 11 May 2020 ● Cash generated from operations of £532.6m for the 52 week period (2019: £423.0m), year- end net debt6 of £347.5m before the payment of the £150.1m special dividend in April 2020 following the sale and leaseback of the Bedford Distribution Centre, and with net debt6 to EBITDA of 1.02 x (FY19: 1.91x) ● Recommended final dividend7 increased to 5.4p per share (FY19: 4.9p) to be paid on 28 September 2020, bringing full year ordinary dividend to 8.1p per share being an increase of 6.6% ● 36 net new B&M UK fascia stores opened in the period (51 gross) and a further 30 net new store openings planned for FY21.
    [Show full text]
  • General Retail News
    6th June 2014 WEEKLY RETAIL NEWS HIGHLIGHTS FROM AROUND THE MARKET KNIGHT FRANK RETAIL NEWS General retail news Frank Namani the luxury fashion John Lewis the department store, has brand, is set to open its first UK store in opened its first ever airport store this Mayfair this year. The 10,750 sq ft week in Heathrow Terminal 2. The flagship will be followed by openings in 3,600 sq ft store will serve 20 million New York and Tokyo. passengers every year. Five Guys, Tortilla, Rhythm Kitchen United Ramen the Japanese soup and Nando’s are all set to open at restaurant, is set to open its first Lakeside shopping centre’s £9 million permanent store following a series of food court revamp. successful pop-up events. The 82 cover restaurant will open on Upper Street in Lakeland the kitchenware retailer, has Islington, London by the beginning of Pizza Hut, 59-64 Strand, London, opened its first stores in Pune and September. WC2 Bangalore, India. Lakeland operates nine stores in the Middle East and Hema the Dutch department store Acting on behalf of private clients, recently opened a store in Saudi operator, with more than 600 European the Knight Frank Retail Lease Arabia. outlets is set to open its first in London. Advisory team have completed the The store, due to open on 12th June rent review on a prime central Stradivarius the Spanish womenswear will be located at 115 Buckingham London restaurant, let to Pizza Hut, retailer, is set to open its first UK store Palace Road. at 59-64 Strand.
    [Show full text]
  • Jan Bormeth Vilhelmsen Og Ma
    0 ucvbnmqwertyuiopåasdfghjklæøzxcv Executive Summary The master thesis at hand is a study of the Danish retail store chain Tiger and EQT’s decision to acquire a 70% stake in the company. The aim in this thesis is twofold. Firstly, a valuation of Zebra per June 30, 2015, will be conducted. Secondly, an analysis of the value creation during EQT’s ownership period is performed. The main objective in this thesis is to estimate the fair Enterprise Value per June 30, 2015, through a DCF-analysis. Based on Zebra’s strategic position and its historical financial performance, the expected future earnings and cash flow generations were forecasted and resulted in an Enterprise Value of DKK 8,864 million from which the Group accounted for DKK 8,350 million and the Japanese Joint Venture for DKK 515 million. Based on these figures, Zebra’s fair value of equity comprises DKK 7,789 million. Of this figure, EQT’s share of the equity amounts to DKK 5,219 million and DKK 2,874 million when correcting for the 50/50 owned subsidiaries. At EQT’s entry in the beginning of 2013, the purchase price for its stake was DKK 1,600 million, according to different sources, resulting in an IRR for EQT on 26.48% per year. This IRR is satisfying since it is above the expected return for Private Equity investments which historically has a threshold for an IRR on over 20% per year, and in more recent time a threshold between 12-17% per year. The objective in the second part of this thesis is to analyze how EQT has created or destroyed value during its ownership period based on an IRR for Zebra, excluding the Japanese Joint Venture.
    [Show full text]
  • “List of Companies/Llps Registered During the Year 1995”
    “List of Companies/LLPs registered during the year 1995” Note: The list include all companies/LLPs registered during this period irrespective of the current status of the company. In case you wish to know the current status of any company please access the master detail of the company at the MCA site http://mca.gov.in Sr. No. CIN/FCRN/LLPIN/FLLPIN Name of the entity Date of Registration 1 U99999MH1995PTC007996 KESAR ENTERPRISES LTD. 1/1/1995 2 U74899DL1995PTC046965 EXPEDIENT INVESTMENTS PRIVATE LIMITED 1/1/1995 3 U55102KL1995PTC008549 RIVERSIDE RETREAT PVT LTD 1/1/1995 4 U99999MH1995PLC007996 KESAR ENTERPRISES LTD. 1/1/1995 5 L32301PN1995PLC015978 TOP TELEMEDIA LIMITED 1/1/1995 6 U29190MH1995PTC084202 AUTONUM CONTROLS PRIVATE LIMITED 1/2/1995 7 U27107MH1995PTC084215 APCON COMMERCIAL PRIVATE LIMITED 1/2/1995 8 U99999MH1995PLC084224 CHAITANYA CAPITAL MANAGEMENT LIMITED 1/2/1995 9 U21093MH1995PTC084227 DARSHAK PAPER TRADING PRIVATE LIMITED 1/2/1995 10 U22120MH1995PLC084231 BRIJBASI PRESS LIMITED 1/2/1995 11 U52334WB1995PTC067038 DIAMOND LAUNDRY PVT. LTD. 1/2/1995 12 U70109WB1995PTC067039 B. D. RESOURCES PVT. LTD. 1/2/1995 13 U45201WB1995PTC067043 CHANDRIKA CONSTRUCTIONS PVT. LTD. 1/2/1995 14 U01222WB1995PTC067044 BOSE AGROTECH PVT. LTD. 1/2/1995 15 U24232WB1995PTC067046 BILBUB PHARMA PVT. LTD. 1/2/1995 16 U51909WB1995PTC067051 DISTANT VINIMAY PVT.LTD. 1/2/1995 17 U17232WB1995PTC067056 ADITYA TRANSLINK PVT LTD 1/2/1995 18 U74899DL1995PLC063976 AVS HOLDINGS LIMITED 1/2/1995 19 U74899DL1995PTC063945 CLOCKNER METALS PRIVATE LIMITED 1/2/1995 20 U74899DL1995PTC063947 CHOICE CLOTHING COMPANY PRIVATE LIMITED 1/2/1995 21 U74899DL1995PTC063950 ALFA DEVELOPERS PRIVATE LIMITED 1/2/1995 22 U74899DL1995PTC063954 BHILWARA TELENET SERVICES PRIVATE LIMITED 1/2/1995 23 U74899DL1995PTC063955 A.R.
    [Show full text]
  • Total Retail 2017 Stores Strike Back!
    Total Retail 2017 Stores Strike Back! May 2017 “A deep dive into the Netherlands’ retail market” www.pwc.nl/totalretail 2 Total Retail 2017 Stores Strike Back! At PwC, our purpose is to build trust in society and solve important problems. We’re a network of firms in 157 countries with more than 223,000 people. At PwC in the Netherlands over 4,700 people work together. We’re committed to delivering quality in assurance, tax and advisory services. Tell us what matters to you and find out more by visiting us at www.pwc.nl. PwC Total Retail 2017 3 Online shopping in a hectic life Balancing my career with raising two children is a constant But we can predict trends by going to the source and juggling act and for me, time is at a premium. So, when my asking customers what they want and expect. To daughter recently asked me to buy her a new pencil case shed some light on the preferences and behaviours for school, I thought to myself: “When am I going to fit that of consumers, PwC surveys thousands of shoppers in?” Of course, it wasn’t just any pencil case she wanted; worldwide every year and presents the findings in our she had something specific in mind. Children notoriously Total Retail report. This year, we decided to take things have the best timing, and she happened to make this a step further, with a deep dive into the Netherlands’ request just as we were boarding an aeroplane. Once we market. Our findings from surveying 2,000 Dutch were both seated and while waiting for the plane to take shoppers are presented in this report.
    [Show full text]
  • Annual Report 2019.Pdf (6.93
    Annual Report 2019 Headphones with microphone DKK 70 An invitation to a richer life At Flying Tiger Copenhagen, we don’t design to make products look nice. We design to make people feel good. Whether we are designing extraordinary products for everyday life, or making everyday products look extraordinary, we want to bring you something that can bring you closer to someone else. Things that make you smile. Gifts you’ll want to give. Stuff you feel the urge to try and desperately want to share with others. Because real value lies not in the products we own, but in the experiences we share. Every month, Flying Tiger Copenhagen launches an array of new products. Things you need. Things you dream of. Things you didn’t know existed. Products made with thought for you and the resources we share. Each one designed to make the things you care about happen. A richer life doesn’t cost a fortune. At least not at Flying Tiger Copenhagen. Content 04 The world of Flying Tiger Copenhagen 43 Risk management 06 Message from the Chairman and the CEO 50 Board of Directors 09 Key figures 52 Executive Management 11 Mission and strategy 57 Consolidated financial statements 17 Operating and financial review 2019 107 Financial statements – Parent Company 25 Corporate social responsibility 135 Management statement 39 Corporate governance 136 Independent Auditors’ report We are online 14 Sustainably managed 22 forests Easy Store 38 Diversity 48 matters 4 Management Commentary Zebra A/S Annual Report 2019 Norway 42 stores (-4) Norway 42 stores (-4) Finland Sweden
    [Show full text]
  • EMEA Retail and Restaurants Industry Overview, Credit Trends, and Outlook Oct
    EMEA Retail And Restaurants Industry Overview, Credit Trends, And Outlook Oct. 16, 2020 Key Takeaways – COVID-19 has transformed the retail sector, with an accelerated transition to e-commerce and "omnichannel" platforms becoming increasingly indispensable to support the bricks and mortar stores. – Apparel retailers and the travel retail channel have suffered the most, while grocers, DIY, and home improvement retailers have seen a significant increase in their top line. – Retail sales have picked up pace in the third quarter, with online sales rising sharply. Higher logistics and transportation costs will dilute profitability, with retailers incentivizing click and collect to encourage footfall.. – The restaurants and pubs sector will remain under pressure for the foreseeable future, with government support and measures offering some short-term relief. – With around two-thirds of the portfolio affected, the pace of negative actions slowed in the second half of the year. Over half of the issuers we rate in the sector have a negative outlook or are on CreditWatch with negative implications. – Ratings have transitioned toward the lower end of the spectrum, with a higher number of defaults. Solvency remains a growing risk for 10% to 15% of speculative-grade retail and restaurants, with unsustainable capital structures, particularly once official support programs taper off. 2 Contents European Macroeconomic Overview 4 Retail Industry Trends 7 Rating Actions And Distribution 17 Selected Issuers 23 ESG In Retail & Restaurants 30 Analytical Contacts 32 3 Macroeconomic Trends Europe European Macroeconomic Overview Top European Risks – The resurgence of the virus across Europe support Economic costs mount without a COVID-19 vaccine and continued fiscal support our expectation that the hardest-hit sectors will not recover to 2019 levels until 2023 or later.
    [Show full text]
  • Perspectives on Retail and Consumer Goods
    Perspectives on retail and consumer goods Number 7, January 2019 Perspectives on retail and Editor McKinsey Practice consumer goods is written Monica Toriello Publications by experts and practitioners in McKinsey & Company’s Contributing Editors Editor in Chief Retail and Consumer Goods Susan Gurewitsch, Christian Lucia Rahilly practices, along with other Johnson, Barr Seitz McKinsey colleagues. Executive Editors Art Direction and Design Michael T. Borruso, To send comments or Leff Communications Allan Gold, Bill Javetski, request copies, email us: Mark Staples Consumer_Perspectives Data Visualization @McKinsey.com Richard Johnson, Copyright © 2019 McKinsey & Jonathon Rivait Company. All rights reserved. Editorial Board Peter Breuer, Tracy Francis, Editorial Production This publication is not Jan Henrich, Greg Kelly, Sajal Elizabeth Brown, Roger intended to be used as Kohli, Jörn Küpper, Clarisse Draper, Gwyn Herbein, the basis for trading in the Magnin, Paul McInerney, Pamela Norton, Katya shares of any company or Tobias Wachinger Petriwsky, Charmaine Rice, for undertaking any other John C. Sanchez, Dana complex or significant Senior Content Directors Sand, Katie Turner, Sneha financial transaction without Greg Kelly, Tobias Wachinger Vats, Pooja Yadav, Belinda Yu consulting appropriate professional advisers. Project and Content Managing Editors Managers Heather Byer, Venetia No part of this publication Verena Dellago, Shruti Lal Simcock may be copied or redistributed in any form Cover Photography without the prior written © Rawpixel/Getty Images consent of McKinsey & Company. Table of contents 2 Foreword by Greg Kelly 4 12 22 26 Winning in an era of A new value-creation Agility@Scale: Capturing ‘Fast action’ in fast food: unprecedented disruption: model for consumer goods growth in the US consumer- McDonald’s CFO on why the A perspective on US retail The industry’s historical goods sector company is growing again In light of the large-scale value-creation model To compete more effectively Kevin Ozan became CFO of forces disrupting the US retail is faltering.
    [Show full text]