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METRO AG - METRO Group

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In fiscal 1996, Kaufhalle <strong>AG</strong> opened branches<br />

in Cologne’s Neusser Strasse and in the Billstedt<br />

district of Hamburg. The branch in Berlin-<br />

Weissensee was completely renovated, with its<br />

selling space virtually doubled. The outlet in<br />

Halle-Neustadt was also modernized.<br />

Stores in Berlin/Frankfurter Tor, Dessau, Havelberg,<br />

Neuruppin and Schönebeck were closed<br />

in 1996 while those in Mainz and Cologne/Wiener<br />

Platz were transferred to temporary premises<br />

owing to the demolition of their buildings.<br />

The new stores are due to be completed by<br />

early or mid-1998.<br />

Kaufhof Warenhaus <strong>Group</strong>’s pretax profit<br />

well up<br />

The Department Stores division achieved clear<br />

earnings growth in 1996. The result from ordinary<br />

operations soared by DM 108.6 million to<br />

DM 202.6 million. Synergy projects generated<br />

DM 16.7 million for the division.<br />

<strong>METRO</strong> <strong>AG</strong><br />

Additional information<br />

In particular, Kaufhof Warenhaus <strong>AG</strong> helped<br />

to boost profits. The 1995 revamping and merger-related<br />

expenses of DM 28 million incurred<br />

through the integration of eastern German<br />

Horten-Konsument Warenhaus GmbH and<br />

Horten Thüringen GmbH into Kaufhof Warenhaus<br />

<strong>AG</strong>, did not accrue in 1996, a period in<br />

which the increased income also resulted from<br />

an improved gross profit and savings in personnel<br />

and impersonal expenses. This was<br />

achieved mainly through consistent optimization<br />

of administrative and logistics capacities related<br />

to the advancing integration of the Horten<br />

<strong>Group</strong> in the second year after takeover. At the<br />

same time and as part of process chain streamlining,<br />

Kaufhof logistics were largely transferred<br />

to the Horten branches.<br />

Kaufhalle <strong>AG</strong>’s result from ordinary operations<br />

was unsatisfactory. The income position was<br />

adversely affected by restructuring expenditure<br />

in connection with the closedown/refurbishing<br />

of individual outlets.<br />

35

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