Carrefour is one of the world's largest food retailers that operates over 12,000 stores across 30 countries. In 2018, Carrefour launched a multi-year transformation plan focused on four key pillars: simplifying the organization, improving productivity, creating an omni-channel shopping experience, and increasing access to healthy foods. Early results indicate the plan is driving sales growth and accelerating profit improvements through cost reductions and investments in higher-growth areas like convenience stores and online shopping.
Objective is to reach the market share by 2 % in Indian retail industry through B2C channels and break even
Initiatives taken by Carrefour in India:
Before FDI:
Expand B2B stores in other parts of India, mainly Pune & Bangalore (May 2012)
Talks with Pantaloons group for Joint Venture
Assumptions:
Accomplishment of Joint Venture with Pantaloon group
Plans to open B2C stores in metro cities
Carrefour in China: Strategic analysis & Competitive SustainabilityNicole Reaves
Facilitating the role of a Strategic Management Analyst during business school studies; I developed an evidence-rich analysis of the potential for expanding and modifying Carrefour’s operations, strategy, and value proposition including: Locations for future expansion in China. Assessed how the different cities and regions affect the nature of retailing business operations within different geographic areas in China. Identified China’s comparative advantage; given its resources, current operations, competitive position; the strategic role of foreign production sites and competitor activity in the global marketplace.
Objective is to reach the market share by 2 % in Indian retail industry through B2C channels and break even
Initiatives taken by Carrefour in India:
Before FDI:
Expand B2B stores in other parts of India, mainly Pune & Bangalore (May 2012)
Talks with Pantaloons group for Joint Venture
Assumptions:
Accomplishment of Joint Venture with Pantaloon group
Plans to open B2C stores in metro cities
Carrefour in China: Strategic analysis & Competitive SustainabilityNicole Reaves
Facilitating the role of a Strategic Management Analyst during business school studies; I developed an evidence-rich analysis of the potential for expanding and modifying Carrefour’s operations, strategy, and value proposition including: Locations for future expansion in China. Assessed how the different cities and regions affect the nature of retailing business operations within different geographic areas in China. Identified China’s comparative advantage; given its resources, current operations, competitive position; the strategic role of foreign production sites and competitor activity in the global marketplace.
Juergen Steinemann, CEO of Barry Callebaut, on the company's half-year results: “I am pleased with our half-year results. The growth has been particularly strong in emerging markets, with outsourcing and partnership agreements, as well as with our global Gourmet brands. The profitability increased significantly thanks to strong margin improvements, a good EBIT development of our stand-alone business as well as of the acquired cocoa activities. I am particularly satisfied with the integration of the acquired business, which is already delivering synergies and contributing to profit.”
MBA Final project on Carrefore store chain which they had entered into Pakistan Markets in developing cities
This project has following objectives: To meet the specific needs of customers and offering these products at competitive, reasonable prices that will still yield profits. To Increase Customer Loyalty and brand image. To understand the customer need and make a connection between customer and Carrefour with direct marketing.
Juergen Steinemann, CEO of Barry Callebaut, on the company's half-year results: “I am pleased with our half-year results. The growth has been particularly strong in emerging markets, with outsourcing and partnership agreements, as well as with our global Gourmet brands. The profitability increased significantly thanks to strong margin improvements, a good EBIT development of our stand-alone business as well as of the acquired cocoa activities. I am particularly satisfied with the integration of the acquired business, which is already delivering synergies and contributing to profit.”
MBA Final project on Carrefore store chain which they had entered into Pakistan Markets in developing cities
This project has following objectives: To meet the specific needs of customers and offering these products at competitive, reasonable prices that will still yield profits. To Increase Customer Loyalty and brand image. To understand the customer need and make a connection between customer and Carrefour with direct marketing.
ECR Europe Forum '05. Shopper. Case Study Carrefour P&GECR Community
The latest update on 10 years’ experience with demand-side implementation, with special emphasis on shopper value, category growth, POS data management and excellence in execution through the power of collaboration at the store level. Four case studies take a fresh look at product development and introduction, efficient promotion, assortment and merchandising.
As part of our Global Strategic Management (GSM) module, we were required to read through a Royco case study analyse the issues that the company was facing and perform our own analysis on the company and the industry.
From this analysis we were required to come up with recommendations to help Royco grow their business and resolve problems within the company
“Guard” is facing multiple challenges in terms of location, awareness, selling, position in market and brand image but the main question to bring solution to this question is where to allocate budget of marketing.
Ernst & Young the Luxury & Cosmetics Financial Factbook
The industry faces three main challenges in the year ahead:
• Manage demand worldwide — This year, the industry has been impacted by currency
volatility: many consumers have abandoned local markets and shopped abroad instead,
to benefit from pricing differences. Most dramatically, while domestic consumption
in mainland China dropped 3% in 2014, Chinese consumers increased their spending
globally by 8%. Luxury companies have started to re-think the idea of a consistent offer
throughout the world, to minimize further effects of currency variations. The choice
is between maintaining a consistent pricing policy without adapting to specific local
fluctuations, or presenting a variable price for each area, chasing exchange rates and
purchasing power.
• Define an omni-channel strategy — Most companies are refocusing their strategies on
the customer experience: omni-channel, flawless retail management, people excellence.
Brands are seeking to take control of their operations by managing a dedicated retail
network. In parallel, companies have to deploy their presence worldwide and thus
continue to develop their wholesale portfolio, focusing on the high quality of their
partners. Digital is increasingly important, both as a marketing tool and as a sales
channel. Companies can no longer focus on a single channel: they have to define a
consistent strategy for all distribution networks and adapt their DNA specifically for
each channel, including social media.
• Fine-tune the retail model — The muscular retail strategy carried out by the major
international brands in worldwide tier-one cities has lowered the return of top-line
growth that can be obtained by increasing direct distribution networks. Today clients
are well informed about what they want to buy because of a combination of continuous
on-line/off-line switches, word of mouth, social communities. This may lead to a partial
redefinition of retail strategies, with selected closures of less-performing retail shops,
focus on core locations and well-positioned flagships, reduction in the average size of
directly operated stores (DOS) to improve main sale ratios and reduce costs.
Rev Partners_US Bankruptcy Update Jan 2019REV Partners
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[REV Partners (www.revpartners.com) Is A Management Consulting Firm That Advices Fortune 500 & PE Firms on Transformation, Strategy, Organization & Performance Improvement. You can reach us at: meet@revpartners.com]
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Memorandum Of Association Constitution of Company.ppt
Cases in Business Transformation - Retail, Carrefour
1. This presentation is meant exclusively for clients of REV Partners & other authorized users. No part of it may be circulated, quoted or reproduced
for distribution, without prior written approval. The material was used during an oral presentation; it is not a complete record of the discussion.
Cases in Transformation
Carrefour Transformation Plan 2022
Brief Update
2. Snapshots in Transformation: Carrefour
Carrefour 2022 Transformation Plan launched in 2018
Source: Carrefour, JP Morgan, Morgan Stanley, REV Partners, Literature search
• Carrefour is one of the world’s largest food retailer by revenues (of €72bn)
⁻ Operates over twelve thousand stores in c.30 countries
⁻ Carrefour has 12,225 stores worldwide (as of FY19)
~5,300 are located in France
~5,000 in Europe (Spain, Italy, Belgium, Poland)
~1,000 in LatAm (Argentina and Brazil)
⁻ Hypermarkets account for 9% of its stores, Supermarkets 28% and Convenience 64%
⁻ The company’s main geographies are
France (48% sales, 35% EBITDA; 52%of sales were generated in hypermarkets)
Europe (29% sales, 35% EBITDA)
LatAm (20% sales, 24% EBITDA)
⁻ Carrefour listed 17% of its Brazilian business Atacadao SA on Brazilian stock exchange (On 20 July 2017)
⁻ It commended ~17.5m of selling space predominantly in hypermarket/hyper cash format that represented ~72% of space,
followed by supermarkets (per 2019 data)
Carrefour owns most of its selling space area of ~17.5m sqm; it owns 72% of hypermarket selling space and 45% of
supermarket selling space (per 2019 data)
• Carrefour 2022 Transformation Plan launched in 2018
• Key drivers included evolving competitive landscape, changing customer expectations and shifting food behaviors
• Aim to invest in higher growth channels (convenience, online) and products (organic)
• Plan to improve cost competitiveness
3. Deploy a simplified and open
organization
Snapshots in Transformation: Carrefour
Four key pillars of transformation
Source: Carrefour, JP Morgan, Morgan Stanley, REV Partners, Literature search
Gaining in productivity to reinforce
our attractiveness
Create an omni-channel universe of
reference
Making “eating better” accessible to
everyone
Transformation Plan 2022 - Four Macro Pillars / Themes
4. Snapshots in Transformation: Carrefour
Transformation Underway: Transformation at Carrefour focused on Growth, Cost Reduction and investing for the future
Source: Carrefour, JP Morgan, Morgan Stanley, REV Partners, Literature search
Improve In-Store
Proposition
Build Omni-Channel
Capability
Growth
Procurement
Cost Reduction
Capex &
Divestments
Digital Disposals
Price Actions
& Reductions
• Supermarkets
in France
• Hypermarkets
in Brazil
Expanded
product
offering
• €4.8bn target
by 2022 vs
€1.8bn in
2018
Locally
sourced &
Private Label
• Target 1/3
of sales by
2022
SKU
reductions
• 15% vs
2020 (-10%
by 1H20)
Convenience
• Target 3000
c-store
openings by
2022
• Open 200
additional
drive pick-up
points in
2018
E-commerce
• Reach sales
€4.2bn by
FY22 vs
€1bn at
FY18
• Digital
Partnerships
(Tencent,
Google etc)
Hypermarket
• Reduce size
to fit the
catchment
area
(reduction of
350k sqm
target by
2022
Overheads Supply Chain
Procurement
Savings
• 15% assortment /
inventory
reduction,
• Purchase pooling
with Tesco and
System U alliance
• Systematic
negotiations with
suppliers
Overhead Cost
reduction
• Merging 12 HQ
buildings into one
in Massy
Palaiseau–achieved
in FY18
• Voluntary
redundancy
involving 2400
employees in
France, 1000 in
Belgium and 1000
in Argentina.-
Closed in FY18
Supply Chain &
Logistics
• supply chain
optimization
• Rethink logistics
systems
Digital Investments
• Invest €2.8bn in
digital technology
over 2018-2022 to
Disposals
• €0.3bn
nonstrategic real
estate asset
disposals over
2H20 – FY22
• Initial
• €0.5bn disposal
plan in FY19
A B C
5. Snapshots in Transformation: Carrefour
Early Results: Transformation still underway; Solid execution of transformation program with improving profit trajectory
Source: Carrefour, JP Morgan, Morgan Stanley, REV Partners, Literature search
• Transformation leading to sales growth and
accelerating profit improvement
- Continued momentum on revenue improvement and
impetus from Latin American operations
⁻ EBITDA growth in 1H20 on 7% LFL sales growth
and 50bps reduction in selling & distribution
expenses (excluding D&A)
⁻ France: LFL sales rose 2% and EBITDAR +7%
(driven by cost savings and investments in
prices)
⁻ Europe: LFL sales rose 5% and EBITDAR +14%
driven by operating leverage and cost savings
⁻ Private label initiative paying off
⁻ Kantar France 'love' perception score for Carrefour has
improved
⁻ Stake sale in China and Cargo Property completed
Solid Execution of Transformation Program Carrefour Cumulative Cost Savings
M €
Carrefour continues to deliver on the Transformation Plan
6. ACKNOWLEDGEMENT, THANKS, TERMS & CONDITIONS
We are indebted and grateful to various companies and sources that have been cited in the document for their data and insights. This report is not meant to be a substitute for
professional advice, and must not be relied upon as such without explicit, written consent. No representation or warranty (express or implied) is given as to the accuracy or completeness
of information contained in this publication. REV Partners, or its employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of anyone
acting in reliance on the information contained in this publication or for any decision based on it. If you would like to discuss the report, please contact the author.
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