Annual report 2011 - Groupe Mr.Bricolage

More documents

Recommendations

Info

Dossier : Three PrioriTies for 20i2 3 sTraTegic PrioriTies i turn around Directly-owned stores 15 stores targeted as priorities are to be transferred or resized. 2 Intensify network development through the multi-chain 3 offering, while still being positioned as a local, and even neighbourhood, retailer. Invest in network services and increase the networks’ purchase volumes.
2011 annual report 6/7 the group has put in place an action plan to reduce operating losses at Directly-owned stores. objective: return to operating breakeven by 2013. DirecTly-owneD sTores overview anD ouTlook Performance was disappointing, with turnover down 0.6% in 2011 (-2.8% on a like-for-like store basis). Summer 2011 saw a considerable slow-down in consumption, followed by an upturn in the fourth quarter. Anxiety caused by the economic crisis was combined with aggressive attacks by our competitors in some strategic catchment areas (mainly in medium-sized cities). action plan put in place for 15 stores targeted as a priority Of the 89 Directly-Owned Stores, 15 have been targeted as a priority: these 15 stores alone represented an operating loss of €4.3 million in 2011. These stores will either be sold to the networks or third parties, or be resized. “Some stores need the impetus of an independent retailer, an owner with strong roots in the local community,” explains Jean-François Boucher. “Others need to reduce their retail space, thereby reducing their costs. Another retailer could be brought into the space which is no longer used and therefore increase store visit.” Initial decisions have already been made regarding 8 stores, with the result that we expect to see a reduction of around €1 million in operating losses for the current financial year. Losses will decrease considerably from 2012 on, with this business returning to breakeven in 2013. case study: amphion Formerly part of the Mr Bricolage brand, the store at Amphion-Les-Bains (Haute Savoie) was under intense attack from the competition. It was given a new lease of life by switching to the L’Entrepôt Du Bricolage brand, and its results now exceed the Group’s expectations. TARGET FOR 2012: the 74 other Directly-owned stores all have targets to improve performance. assuming the same level of turnover, the targets focus on three key management indicators: • gross margin +0.25 basis points • employee ratio -0.5 basis points • inventory shelf life -7 days
Page 1 and 2: OuR hOusE 2011 Annual Report INTERV
Page 3 and 4: eDiTo “ With new members, more af
Page 5 and 6: 2011 annual report 2/3 no.1 in the
Page 7: 2011 annual report 4/5 our fuTure r
Page 11 and 12: 2011 annual report 8/9 With its two
Page 13 and 14: 2011 annual report i0/ii private la
Page 15 and 16: 2011 annual report i2/i3 In 2011 Mr
Page 17 and 18: 2011 annual report i4/i5 people who
Page 19 and 20: 2011 annual report i6/i7 the group
Page 21 and 22: 2011 annual report i8/i9 our values
Page 23 and 24: s 2011 annual report 20/2i sharehol
Page 25 and 26: 2011 annual report 22/23 summary co
Page 27 and 28: 2011 Annual Report 24/25 … WITh a

Annual report 2011 - Groupe Mr.Bricolage

Create successful ePaper yourself

Delete template?

Save as template?