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METRO gROUP : ANNUAL REPORT 2011 : sTRATEgy
→ sUCCess sToRIes
aCTing STraTegiCaLLy!
meDiA-SATURn
Powerful
service features
D
ue partly to the success of online
platforms, competitive
pressure in the consumer electronics
sector has increased markedly
over the past few years. To set itself
apart from the competition, Media­
Saturn has professionally marketed additional,
specialised services complementing
classical delivery options in
2009. Under the name “Power Service”,
the sales division offers such services
as equipment installation, the set­up
of computer systems, maintenance services
and technical advice. To be able to
provide on­site services, Media­Saturn
has set up a decentrally managed network
of regional and national partners during
the reporting year. This approach allows
the div ision to guarantee high quality at
competitive prices. At the end of 2011, the
“Power Service” was already available in
eleven countries.
Long-Term VaLue CreaTion
GAleRiA
kAUFHoF
Stores focused on
local requirements
Department stores in small and
medium­sized cities face particular
challenges with respect to
sales growth and financing. Since 2009,
Galeria Kaufhof has addressed these
challenges by focusing its 30 city stores on
local requirements. Based on a locationspecific
analysis of assortments, customer
potential and cost structures, the sales
division launched a growth programme for
each department store that boils down
to a focus of assortments and advertising
on local requirements. In add ition, in cooperation
with central departments, the store
managers can implement own measures to
enhance customer focus and reduce costs.
Following the successful implementation
in 2010, Galeria Kaufhof started rolling out
the local approach to all German department
stores in 2011.
TaKing a Far-SigHTeD VieW!
meTRo
PRoPeRTieS
→ p. 029
Improved yield
through revitalisation
S
ince the acquisition of the German
Wal­Mart business in 2006, the
Dreieich location has been part of
METRO GROUP’s real estate portfolio. The sale
of the property planned for 2009 had to be called
off because the Company failed to realise an
appropriate price for its location. A key reason
for this: the state of the property fell short of
current standards. To optimise its negotiating
position, METRO PROPERTIES therefore
undertook a comprehensive modern isation of
the property. In this way, the company has been
able to reduce potential risks for investors, for
example with respect to the building’s basic
structure. Thanks partly to the good cooperation
between commercial and technical project
teams, the revitalisation of the property
was completed below budget. The property was
finally sold in the reporting year. Even after the
deduction of modernisation costs, revenues
from this divestment markedly exceeded the
price that could have been attained in 2009.