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Transcript of Carrefour
2012 Financial Overview
Overview of the Company
World Participation in Total Sales
Major Grocery Retail Formats
Cash & Carry
Be the benchmark in modern
retailing in each of
Main Global Strategies
Operating in global markets
Carrefour attempts to combine the benefits of global scale efficiencies with the benefits of local responsiveness.
Key factors for evaluation and selection of a country for international operations
Ease and compatibility
Cost and resources availability
Economic, politic, monetary and financial risk.
Refers to geographical priorities for growth of the group. France, Italy, Spain and Belgium.
Need of a local partner to understand market and move faster
Develop private label products to supply more offerings so as to meet the needs of one-stop shopping
Supporting the growth of SMEs and small producers
Avoiding CO2 emissions related to importing the products
Fostering long- lasting relationships with local companies
Direct Procurement Strategy
75% of the goods are procured locally
Enabled the company to keep its COST LOW
Short supply chain
We try to develop the business in way of the culture, traditions and tastes of each country or region.
System of commerce automation
Centralize the purchasing matters of all stores
Coordinate orderings, stock management and data processing
Better control and decisión making.
5.4 million unique visitors on average to the french site each month
Expected net profit was 810.9 million euros.
€1.23 BILLION EUROS of Net Profit
Withdrew from five countries, Colombia, Greece, Indonesia, Malaysia and Singapore.
Why the withdrew?
Greece, Indonesia, Singapour & Malaysia
RESULTS: regained the capacity to invest, especially in our recovery in France and in developing our operations in China and Brazil
Wide market presence
Adaptable business model
Multi format strategy
Focus on competitive Prices
Increasing cash flows from operation
Strong growth potential in Asia
Entry into emerging markets
Develop in too haphazard way internationally
Competition from discount retailers
Increasing labour cost in Europe
Reinvest in our assets
Modernize our stores (renovated stores, car parks and attractive shopping arcades). France
Relaunch expansion in each of our formats, and in each of the countries in which we operate.
Continue to develop a multichannel offer and improve product offer
Decentralization of Decision making (local levels)
Reduce the impact that our business has on the environment
Be close to our customers and listen to them
Refocus operations "on countries where we hold leading positions and hves a multi-format profile,” Argentina, Brazil and France.
“We can now begin the next stage of Carrefour’s recovery and return to growth and higher profitability.”
ANALYSIS OF THE EXTERNAL ENVIRONMENT
Trends and Tendencies of the retail market
Consumers want to be more informed than ever
Retailers are letting customers make decision for them.
Personal data is being used to customize everything.
Digital has allowed brands to offer products customization at a large scale.
New digital services are helping customers virtually test products.
Retailers are using algorithms to help customer discover new products.
People are willing to sell brands’ products for them, but only if they have right incentives.
"Is not the strongest species that survive, not the most intelligent but the ones most responsive to change" Charles Darwin
Generate cash flow without financing
Continue the recovery plan and return a higher profitability
Improve investments in countries with actual operations that have potential growth and market share
Continue investing in emerging markets such as Brazil and Argentina
Sell or revaluated partnerships under performing assets
Convenience stores, grocery stores, and shopping centers
Carrefour has more than 100,000 items in stock under one roof
Insists on the lowest prices every day, to carry out total solution services, effectively control the cost of global logistics, fully leverage information technology to become e- company.
The Company operates a portfolio of sales brands, which offers a range of services for private and commercial customers.
Auchan is a French grocery chain that is growing at a rapid pace and is expanding into Central and Eastern Europe. Auchan operates hypermarkets, supermarkets, convenience stores, and employs nearly 81,000 people.
Tesco operates under a “good, better, and best" policy for its products. Tesco brand has three ranges of items: value, brand, and finest.
Access to transparent, accurate and regularly updated information
Toll free telephone number
- Group news
- Share price & performance of the CAC 40
- Calendar of meetings and financial publications
Letter to shareholders
- Annual shareholders’
- Actionaria exhibition
- Meetings with shareholders.
A diverse workforce
Women in management 56% of its workforce
Employees declared as having disabilities
93.6% of our employees have permanent work contract
A force in local economic development
- Financial services
- universal payment card
- personal loans
- credit options
- savings products
- car and home insurance
- complementary healthcare and welfare.
Carrefour’s trade services
- Carrefour Voyages
- Carrefour Spectacles
- Carrefour Mobile
Guarantee the best prices every day
Quality and fresh Product
Carrefour helps to preserve forests
Improve energy efficiency by 30% per square metre of sales area by 2020
Waste reduction and recycling
Innovations on the logistics chain
Partner to SMEs and local producers
¿ Why does Carrefour choose one or another country?
¿ Why is Carrefour format successful around the world?
Control of raw materials
Pursuit of economies of scale with technology
Economies of scope- sharing activities, transferring core competencies, market power (vertical integration)
Return on assets 1.10%
Return on equity 6.73%
Return on investment 2.29%
Evaluation of Success
The previous transaction is in line with Carrefour's new strategy of focusing on geographies and countries in which it holds or aims to develop a leading position,
Carrefour’s strategies are very aggressive and bring big results.
We consider to continue developing our same strategies with some suggestions....
Net profit 3 times bigger than in 2011 owing mainly to asset sales