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Are you confident today, halfway through that plan? Yes, the momentum is there, as our results demonstrated. Carrefour is back on the road to profitable growth. We have confirmed an upward trend in sales both in France and abroad, and our recurring operating income is improving.
At the same time, we have begun to invest once Carrefour conclusion while shoring up the financial structure of the company. These are all very positive signs, and after all their hard work to get Carrefour conclusion Group back onto solid footing, our employees deserve to be proud of what they have achieved.
Our efforts are starting to bear fruit. Carrefour has whetted its appetite for expansion. With Group sales increasing by 2. Our business in France has recovered well, particularly in the hypermarkets, posting its best year of organic growth since across all formats.
In Europe, our performance has also improved. In Spain, for example, sales increased in the fourth quarter for the first time in a long time.
We saw excellent progress in Latin America and steady growth in Asia. Carrefour is back on track. What was the key to jumpstarting this momentum?
We worked on three main priorities: We laid the groundwork for a new Group by monetising positions that were more valuable to others than to us and by reorganising our partnerships.
Today, we are focused on a smaller number of countries in Europe, Latin America, and Asia. The second priority is going back to the basics of retail: This has allowed us to bring back our customers, build loyalty, and offer attractive prices.
Refocusing has left you with more resources; have you started to invest them? First and foremost, refocusing our business allowed us to solidify our financial structure and be confident about the future. We have also begun expanding and investing in our stores again, which is essential for a company like ours.
That is why we are gradually investing in our assets, to make sure our stores and their surroundings are friendly and welcoming to our customers. Is that why you established a company for shopping centres? The aim is to create an ecosystem made up of the Carrefour store, the shopping centre, the service station, the car park, and the drive service.
Building cohesion between all these components will help us further enhance the customer experience. What do you consider the very top priority? Which means stores as well, where teams are in the best position to meet their customer needs.
With so many sites under banner, efficiency will come from the ability of the local teams hiring, training and promoting talent, and strengthening the local anchorage.
Understanding the demand is critical. Are you focusing on all store formats? Carrefour has a real advantage with its four formats: Carrefour has made a real comeback in the price field Competitive pricing is essential, and we guarantee it every single day.
We apply a consistent, constant pricing policy to offer our customers the best value for money without sacrificing product quality. And in fact, our price image improved markedly in What other factors supported the upswing in ?
It is up to us to support their dedication to this approach through training, by offering the best possible working conditions, and by respecting their diversity. What is your outlook for in Europe? France and Spain must continue the same trend, assuming equal economic conditions.
Italy has begun to reposition. In Belgium, Carrefour is finally back in the race.A comprehensive, coeducational Catholic High school Diocese of Wollongong - Albion Park Act Justly, love tenderly and walk humbly with your God Micah Nous sommes le 02/09/ et il est 05h44 TU+2 - "L'Eglise attend de vous tous un puissant secours dans sa détresse" (Eugène de Mazenod, ).
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Dec 08, · Mensaje del presidente de Carrefour Conclusión TV. Loading Unsubscribe from Conclusión TV?
Carrefour Brasil 53, views. ¿Por qué no estalla una revolución? Indeed, this was the same conclusion that was ultimately reached by Morgan Stanley.
While this case tends to generate less discussion than cases about marketing or strategy (where there is often no “correct” answer), the Carrefour case is an important exercise in defining and testing assumptions, forecasting macroeconomic trends, and mitigating risk, all while applying rigorous analysis to business .