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METRO gROUP : ANNUAL REPORT 2011 : sTRATEgy → InTeRvIeW WITH THe CHaIRMan oF THe ManaGeMenT BoaRD aCTing STraTegiCaLLy! – eXPAnSion – “A key element is the Company’s continued international expansion: in 2011, we opened 100 new stores around the world and created thousands of jobs in the process.” help us to better recognise our own shortcomings and to find solutions to them. At the end of the day, we apply sustainable business practices because we want to secure our own future and our longterm growth potential. Your predecessor Dr Eckhard Cordes was a driving force behind the issue of sustainability. What sort of priority do you give it? olaf koch: In future, we will align our business operations even more closely with the guidelines of socially and environmentally sustainable practices. METRO GROUP’s Management Board believes that we can create real added value for customers, employees and shareholders only if we act within the context of a longterm strategy. METRO GROUP is cognisant not only of its social and environmental responsibilities, but also of their economic significance and its responsibility to secure the Company’s future successful existence. What hurdles are you facing in this effort? olaf koch: With its independently operating sales divisions, METRO GROUP is active in 33 countries whose markets per Long-Term VaLue CreaTion form very differently. As a result, the meaning of sustainability can differ considerably. For this reason, we must continue to strive to develop a common understanding of sustainability among our employees around the world if we intend to be successful over the long term. The guidelines I just mentioned form the foundation for this. Let’s turn to another subject: you have suspended negotiations about the sale of Galeria Kaufhof until further notice. What will be the next steps in the portfolio strategy? olaf koch: We suspended the negot iations about the sale of Galeria Kaufhof in January because the situation on the capital markets did not offer suitable conditions for such an important transaction. But nothing has changed in our portfolio strategy as a result. I also believe that Galeria Kaufhof has an excellent future if we systematically carry out the programmes that have been initiated. It is an exceptional business with great employees. You have been Chairman of the Management Board for three months now. What are your focuses and goals? olaf koch: METRO GROUP has an enor – SUSTAinABiliTy – TaKing a Far-SigHTeD VieW! “METRO GROUP is cognisant not only of its social and env ironmental responsibilities, but also of their economic significance and its responsibility to secure the Company’s future successful existence.” → p. 027 mous reservoir of performance potential. We have an attractive portfolio of sales divisions, do business in numerous growth markets in Asia and Eastern Europe and have qualified and dedicated employees. I am happy to repeat: we will demon strate just what type of top performer METRO GROUP really is. The focal point of my work is: I intend to join our employees and all other stakeholders in producing more value. Our top priority is to create added value for our customers. The basis for accomplishing this is very strong in every sales division. What goals must be met in order for you to say at the end of 2012 that this was a good year for METRO GROUP? olaf koch: If we hit our sales and earnings targets, if we successfully expand the multichannel business, if we offer true added value to our customers every day, if we continue to develop a corporate culture characterised by entrepreneurship and customer focus, and if we make further progress regarding sustainability. We will concentrate in particular on increasing our relevance on behalf of our customers, and this will ultimately be reflected in positive sales trends.
METRO gROUP : ANNUAL REPORT 2011 : sTRATEgy → sUCCess sToRIes aCTing STraTegiCaLLy! ExEMPLARY EFFI CIENCY AND VALUE ENHANCEMENT FIvE SUCCESS STORIES SERVE AS ExAMPLES SHOWING HOW METRO GROUP BOOSTS ITS COMPETITIVENESS THROUGH THE SHAPE 2012 PROGRAMME. meTRo CASH & CARRy On course to become Germany’s best wine seller T he wholesale stores of Metro Cash & Carry Germany offer commercial customers a comprehensive assortment of about 2,000 different types of wine, sparkling wine and spirits. In addition, the selfservice wholesaler offers customers from the gastronomy sector an exclusive wine catalogue comprising an additional 400 noble wines as well as premium sparkling wine and champagne from more than ten countries. Long-Term VaLue CreaTion 417 A proprietary online wine shop, which the sales division opened in November 2011, rounds out the offer that is geared specially to customer needs. Metro Cash & Carry Germany systematically focuses on this strategic, highmargin assortment as one of its key product categories. As a result, it has successively implemented a set of measures that it developed in 2009 based on a comprehensive market analysis. Metro Cash & Carry Germany has adjusted existing assortments, expanded direct wine purchases from vineyards and improved its merchandise presentation. A qualification campaign for wine consultants has been another key element of these efforts. More than 100 specially trained employees of Metro Cash & Carry Germany offer customers detailed advice in the selection of suitable wines. In addition, customers can taste a large number of wines. Walkin wine humidors, which are already available in ten wholesale stores, play a key role in this process. Here, customers are offered an exclusive assortment and professional advice as well as the opportunity to attend special wine seminars. In addition, the humidors serve as storage space for other stores. All products can be supplied to the desired wholesale store at short notice. TaKing a Far-SigHTeD VieW! ReAl → p. 028 Entering new markets on the Internet R eal has formulated the goal of participating in the growth of online retailing. To this end, the sales division pursues a multichannel strategy reacting to customers‘ changed shopping habits. For example, Real opened its own online store in the nonfood segment in May 2010. The sales division has progressively expanded its assortment from 2,200 to more than 10,000 products. Since 2011, www.realonlineshop.de has also been offering products for pets, such as pet food. Distribution is handled through Real’s own central warehouse. The intelligent linkup of the online store and the stationary business has proven a key factor: orders placed in the online store can also be paid and picked up in the local store. Enhanced customer loyalty testifies to the success of this approach: the average transaction value of customers who also shop in the online store is markedly higher than that of customers who shop exclusively in the hypermarket.
Page 1 and 2: 24/7 online - SHoPPinG! - inTeGRATe
Page 3 and 4: METRO gROUP in figures 1 € millio
Page 5 and 6: Our Real sales division also consid
Page 7 and 8: s e p a r a t e FOLD FOLD PUSH OUT
Page 9 and 10: s e p a r a t e s e p a r a t e s e
Page 11 and 12: hTTP://www.METRO-wEiN.DE s e p a r
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ASIA E F G H SALES EASTERN EUROPE (
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