pdf (22.8 MB) - METRO Group

More documents

Recommendations

Info

<strong>METRO</strong> GROUP : ANNUAL REPORT 2011 : STRATEGy → sTRaTeGIC posITIonInG oF MeTRo GRoUp : Real Metro Cash & Carry continues to focus its expansion on the growth regions of eastern europe and asia. Real 422 a comprehensive range of food including a large share of high-quality fresh items, a broad assortment of nonfood products and an attractive price-performance ratio: these are the strengths of our Real sales division. Real is among Germany’s leading hypermarket operators. It also has stores in poland, Romania, Russia, Turkey and Ukraine. The 426 hypermarkets have up to 15,000 square metres of selling space. In these stores, customers find all the products that cover their daily needs under a single roof – just as the advertising slogan says: “one store, you won’t need more!”. Real generates three-fourths of its sales with food items. The centrepieces of its product range are fresh foods, including fruit, vegetables, meat, sausage, fish and cheese. Real also offers a wide range of nonfood items, including electronic devices, household products and textiles. Customers can find up to 80,000 different items in every Real hypermarket. To increase profitability over the long term, Real has been pressing forward with its realignment since 2008. against this backdrop, it continued to adjust its costs and structures, optimise its sales network and further sharpen the profile of the Real brand in 2011. gaining an edge on competitors one of Real’s key long-term success factors is its high level of customer orientation. This involves the selection of products, as well as quality and freshness, prices, product displays and services. Because customers place a high priority on the product groups of meat, fish, sausage and cheese, the sales division is systematically expanding its fresh-food expertise. Real’s goal is to establish the best image in Germany. a number of awards presented to the sales division during the reporting year testify to its success. In June 2011, the trade publication lebensmittel Zeitung awarded Real the salescup in the category in-store promotion for its bakery concept, calling the hypermarket in Wiesbaden a pioneer in Germany’s food retail business. also in June 2011, the store located in the Rheinpark-Center in neuss won the so-called Cool-Cup for Germany’s best refrigerated foods section, an award that was presented by the trade publication Rundschau für den lebensmittelhandel. The hypermarket in Karlsruhe-Durlach was named “fish counter of the year 2011”, an award that is handed out each year by the trade publication lebensmittel praxis. Finally, the more than 70,000 readers of the magazine “Meine Familie & ich” nominated the Real store in passau as one of Germany’s ten best hypermarkets. In addition, the results of the customer barometer 2011 demonstrate that Real continued to improve in key aspects such as friendliness, competence and staff availability. The customer barometer is a telephone survey of about 34,000 German consumers which Real conducts once a year, most recently in January and February 2011. The survey questions address service aspects that are very important to Real, including the friendliness and competence of its staff, waiting times at checkouts, quality, cleanliness and product availability. These features provide the basis for the calculation of a performance index. In addition, Real has used additional indexes to measure the trust and loyalty of its customers since 2010. Own-brand products strengthened again With the three own brands “real,- QUalITY”, “real,- BIo” and “real,- seleCTIon”, the sales division offers its customers an alternative to traditional brand products priced in the medium to upper ranges that is both inexpensive and of equal quality. With “Tip”, Real also offers one of Germany’s most well-known private labels in the budget price segment. In 2011, Real offered about 4,000 own-brand products in its assortment – about one-third more than in the previous year. The products that Real sells under its own name help to sharpen the brand’s profile. In addition, Real further increases its gross earnings because the margins for ownbrand products are better than they are with traditional brand products. With a broad selection of own-brand products, complemented by many items made by well-known companies, Real optimally meets the diverse needs of its customers. Upgrading of stores moves forward → p. 049 To make its hypermarkets more attractive to customers, Real is systematically modernising its stores as part of the sales division’s new strategic focus on Germany. among the steps being taken as part of this effort, the sales division is integrating concept modules into its stores. These are product groups that are showcased together in a uniform manner. The
<strong>METRO</strong> GROUP : ANNUAL REPORT 2011 : STRATEGy → sTRaTeGIC posITIonInG oF MeTRo GRoUp : Real concepts at Real include “Der Meistermetzger” (The Master Butcher), which has now been implemented in all stores. The key elements of this concept are a contemporary display, friendlier colours, decorations for the service counter and assortment optimisation. The Master Butcher also primarily offers products from regional providers in order to reduce transport distances. surveys have found that customers especially want local and fresh products. about three-quarters of the store network in Germany has now been upgraded. During the reporting year, Real substantially remodelled six hypermarkets: the locations in langenfeld, Wildau, oststeinbek, Kirchheim, Dreieich and Wuppertallangerfeld are now exemplary illustrations of an appealing shopping atmosphere. The product range boasts freshly made food items – including bread, rolls and meat products prepared in-house – and a large selection of nonfood articles. Pilot project for more entrepreneurship expanded as early as July 2010, Real launched a pilot project called “entrepreneurship at the local level”. The aim of this project is to expand the decision-making freedom of general managers. Within a defined period, they can autonomously take decisions about the product range, prices, product placement, advertising, processes and personnel. This approach helps central guidelines to be more effectively modified to meet local needs. The locations passau, singen, saarlouis and Monschau joined the project at the beginning of 2011. Real constantly monitors sales and earnings trends at these hypermarkets to measure the programme’s success. Meanwhile, there are increasing indications that the project has enabled the sales division to improve the exchange between responsible store managers and category management, in particular. as a result, Real offers even more customerfocused products in many areas of its assortments. In 2012, the sales division intends to expand the project to another 30 hypermarkets. Continued international profitability In the reporting year, the sales division once again increased its profitability in eastern europe. Despite continuing economic challenges – particularly in poland and Romania – Real boosted its international earnings once again. The sales division also opened two stores in Russia. New department created: “Corporate social Responsibility” To systemise sustainability management, Real set up a corporate social responsibility department in July 2011. This department bundles and coordinates all programmes and future projects related to the sales division’s corporate social and environmental activities and fuels Real’s sustainability activities. The cross-departmental projects are broken down into four categories: supply chain, energy & environment, employees & corporate culture, and customers & society. By taking this approach, Real is playing an active role in the effort to protect the environment and conserve resources on behalf of future generations. The relationship between stores and head offices as a result of the positive approach to customer orientation practised in stores for the last three years, Real gave the starting signal for the project “customer orientation in the head office” in 2010. The main goal of this effort is for the head offices to support the hypermarkets in such a way that they can optimally serve customers’ expectations. It was based on an internal customer survey that enabled the stores to evaluate the working relationship with the central functional areas for the first time. The survey is conducted twice a year. on the basis of the survey results, Real has developed service rules for the head office. For example, it aims to ensure that the stores have permanent access to a contact person at the head office. In addition, workshops with store and head office employees have been held. To improve cooper - ation and communication in the units, Real has agreed on a comprehensive package of more than 800 measures. a large number of these measures were already implemented during the reporting year to improve the quality of product and servi ce offers. New sales channels set up → p. 050 since May 2010, customers in Germany have been able to shop online at Real: at www.real-onlineshop.de, the sales division offers more than 10,000 products from the areas of multimedia, sports & leisure time, home & garden, toys, the world of babies, health & wellness and foods & chemist items. In 2011, the company tripled its online product range compared with the previous year. In the reporting year,
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
Page 13 and 14: hTTP://www.REAL-DRiVE.DE s e p a r
Page 15 and 16: hTTP://www.MEDiAMARKT.DE s e p a r
Page 17 and 18: hTTP://www.sATURN.DE s e p a r a t
Page 19 and 20: hTTP://www.REDCOON.DE s e p a r a t
Page 21 and 22: hTTP://www.gALERiA-KAUFhOF.DE s e p
Page 23 and 24: METRO gROup : ANNuAL REpORT 2011
Page 25 and 26: METRO gROUP : ANNUAL REPORT 2011
Page 27 and 28: sTRATEgy 1 METRO gROUP : ANNUAL REP
Page 29 and 30: METRO gROUP : ANNUAL REPORT 2011 :
Page 38: we recoGnISe And AdAPT To LocAL reQ
Page 42: wHAT SecUrInG GrowTH MeAnS For US:
Page 46 and 47: SUSTAInABLe TrAde. SUSTAInABLe Grow
Page 48 and 49: METRO GROUP : ANNUAL REPORT 2011 :
Page 62: METRO GROUP : ANNUAL REPORT 2011 :
Page 65 and 66: iNVEsTMENT 2 METRO gROUP : ANNUAL R
Page 71 and 72: BUsiNEss 3 METRO gROUP : ANNUAL REP
Page 103 and 104:
METRO GROUP : ANNUAL REPORT 2011 :
Page 105 and 106:
Page 107 and 108:
Page 109 and 110:
Page 111 and 112:
Page 113 and 114:
Page 115 and 116:
Page 117 and 118:
Page 119 and 120:
Page 121 and 122:
Page 123 and 124:
Page 125 and 126:
Page 127 and 128:
Page 129 and 130:
Page 131 and 132:
Page 133 and 134:
Page 135 and 136:
Page 137 and 138:
Page 139 and 140:
Page 141 and 142:
Page 143 and 144:
Page 145 and 146:
Page 147 and 148:
Page 149 and 150:
Page 151 and 152:
Page 153 and 154:
Page 155 and 156:
Page 157 and 158:
Page 159 and 160:
Page 161 and 162:
Page 163 and 164:
Page 165 and 166:
Page 167 and 168:
Page 169 and 170:
Page 171 and 172:
Page 173 and 174:
Page 175 and 176:
Page 177:
Page 180 and 181:
METRO gROup : AnnuAl REpORT 2011 :
Page 182 and 183:
Page 184 and 185:
Page 186 and 187:
METRO gROUP : ANNUAL REPORT 2011 :
Page 188 and 189:
Page 190 and 191:
Page 192 and 193:
Page 194 and 195:
Page 196 and 197:
Page 198 and 199:
Page 200 and 201:
Page 202 and 203:
Page 204 and 205:
Page 206 and 207:
Page 208 and 209:
Page 210 and 211:
Page 212 and 213:
Page 214 and 215:
Page 216 and 217:
Page 218 and 219:
Page 220 and 221:
Page 222 and 223:
Page 224 and 225:
Page 226 and 227:
Page 228 and 229:
Page 230 and 231:
Page 232 and 233:
Page 234 and 235:
Page 236 and 237:
Page 238 and 239:
Page 240 and 241:
Page 242 and 243:
Page 244 and 245:
Page 246 and 247:
Page 248 and 249:
Page 250 and 251:
Page 252 and 253:
Page 254 and 255:
Page 256 and 257:
Page 258 and 259:
Page 260 and 261:
Page 262 and 263:
Page 264 and 265:
Page 266 and 267:
Page 268 and 269:
Page 270 and 271:
Page 272 and 273:
Page 274 and 275:
Page 276 and 277:
Page 278 and 279:
Page 280 and 281:
Page 282 and 283:
Page 284 and 285:
Page 286 and 287:
Page 288 and 289:
Page 290 and 291:
Page 292 and 293:
Page 294 and 295:
Page 296 and 297:
Page 299 and 300:
Page 301 and 302:
Page 303 and 304:
ASIA E F G H SALES EASTERN EUROPE (
Page 305 and 306:
show all

pdf (22.8 MB) - METRO Group

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?