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The know-how accumulated by Metro Cashand-Carry,<br />
Turkey, in more than six years will<br />
help considerably in assessing market opportunities<br />
and working out merchandising<br />
concepts.<br />
<strong>Group</strong> synergies<br />
One reason for merging Asko Deutsche Kaufhaus<br />
<strong>AG</strong>, Deutsche SB-Kauf <strong>AG</strong> and Kaufhof<br />
Holding <strong>AG</strong> into <strong>METRO</strong> <strong>AG</strong> in 1996 was to<br />
achieve synergies to be realized from fiscal<br />
1997.<br />
Following the registration of the merger in July<br />
1996, development of the planned <strong>Group</strong> structure<br />
and project implementation got under way<br />
more quickly than assumed in the merger report.<br />
As part of the merger preparations, three<br />
major areas in which synergies are to be<br />
exploited from 1997 were defined:<br />
•<br />
<strong>METRO</strong> <strong>AG</strong><br />
Additional information<br />
Integration of holding company functions<br />
This includes the concentration of tasks<br />
through interlinking of hitherto independent<br />
areas of activity such as finance, strategic<br />
planning, controlling, <strong>Group</strong> accounting,<br />
investor relations, personnel management<br />
and H.R. development, legal matters, taxes,<br />
and public relations.<br />
This has resulted in that adherence to accounting,<br />
publication and stock exchange<br />
regulations is now the sole responsibility of<br />
<strong>METRO</strong> <strong>AG</strong>.<br />
Procurement and private-label management<br />
In procurement pooling, terms and costs are<br />
to be influenced through reduced numbers<br />
of suppliers and process chain optimization<br />
between suppliers and trade.<br />
With regard to the private labels, the aim<br />
is to demonstrate the price-performance<br />
strength of outlet chains through distinctive<br />
private-label management and <strong>Group</strong>-wide<br />
optimization of purchasing and accounting<br />
structures.<br />
Synergy areas in the services sector<br />
In the fields of information technology, logistics,<br />
advertising and financing, the purpose is<br />
also to realize synergies as from fiscal 1997<br />
through optimization. This is achieved through<br />
service companies which make their specialized<br />
knowledge and expertise available to the<br />
divisions in all the sectors cited and group<br />
together demand for services. The synergies<br />
obtained were allocated and credited to the<br />
individual outlet chains.<br />
The cost limit of planned merger-related expenditure<br />
amounting to DM 50 million for<br />
1996 was adhered to, DM 47.4 million being<br />
the actual amount spent.<br />
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