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Will you continue on this pathduring2015?
We have reached significant milestones over
the past three years, and it is not finished. Our plan
is proceedingas expected. It includes structural
projects already well underway, which are equally
important levers of the Group’s performance.
Two examples: the transformation of our logistics
operations, particularly in France and China, and our
IT systems, which are essential to the next phase
of our development. Our multi-format expansion
and the effectiveness of our cross-channel offer
depend on it. Carrefour is on the right path and has
restored its solid fundamentals. Its full potential
can once again be reached.
How do you view the changes taking place
in your markets?
Every country, whether an “emerging” or a “mature”
market, faces times of crisis, whether political,
economic or social, and everyone is looking for new
ways to achieve sustainable growth. We have the
good fortune of being a food retailer first since, in
every country where we operate, which all share a
culture of excellent products. Consumption patterns
change, people buy fewer and better products, and
the desire to eat better offers new opportunities.
Our business anticipates these shifts. This is the true
meaning of multi-local. To ensure that our offer is
effective, we develop and adapt our formats.
For example, in Italy we opened our first Market
Gourmet, with special attention paid to the freshness
and quality of our produce. In Spain, we are
continuing the roll-out of the Supeco banner, a
budget cash & carry supermarket inspired by
Atacadão’s success in Brazil. In China, which offers
tremendous potential with a middle class
that will increase from 230 million to 630 million
consumers over the next ten years, we are testing
the convenience store model, opening the first
Easy store in Shanghai. Likewise, this year in Brazil,
we embarked upon the development of two new
convenience store banners, Express and Supeco.
Everywhere we operate, we anticipate changing
lifestyles and adapt our offer accordingly. This is
the strength of our multi-format, multi-local and
multi-channel strategy.
I am satisfied with the new-found balance of our
country portfolio, which has proven its resilience and,
thanks to the growth of the middle class in certain
markets, promises a very bright future.
Could you explain what “Doing our job well”
means to Carrefour?
Doing our job well means putting attention at
the heart of our interactions with our customers,
whether in our stores or through on-line channels.
We are creating a new virtuous cycle. There is
no financial performance without societal and
environmental performance. This is the meaning
behind our business plan. More than a concept,
it is a commitment that requires daily discipline and
a positive attitude. Itmust guideCarrefour’s employees
in their relationships with suppliers, producers,
local associations and customers. The difference
will be achieved through our efficiency, our focus
on communities and our customers’ satisfaction.
“Theresults
arethere.
Semesterby
semester,
ourperformance
isimproving.”
ANTICIPATE GROW RENOVATE
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