Supplier Day Creating a world of difference
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Supplier Day
Creating a world of difference
Amsterdam28th February 2008
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Welcome
Mark McKeonCEO
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Program
Introduction Mark McKeon - CEO
Trading Fintan Straughan – Commercial Director
V&D and La PlaceStrategic objectives Mark McKeon
Supplier statement Frans Wegter, Wegter
Coffee / Tea
Logistics Strategy Theo Heemskerk, Director Operations & Logistics
Brand Strategy Rudolph van der Kraan – Brands Director
Supplier awards Mark McKeon + Board
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Trading
Fintan StraughanCommercial Director
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V&D and La Place had a great year
in 2007
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La Place
•Sales growth of 13%
•17 New locations
•Recognized as a market leading concept
•1st Location outside of the Netherlands - Antwerp
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V&D non-foods:A year of
strengthening and progress!
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V&D non-food
•Sales growth of 9%• Fashion 14%• Hardgoods 2%
•Market share improvement
•Costs contained at 2% growth
•Ebitda on budget
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What else changed in 2007?
New A-brand partnerships, resulting in 900 new shop-in-shops, including -
Ladies fashion:Cortefeil Jane Norman Witteveen SPSDidi Biba
Mens fashion:S Oliver Selection Springfield
Baby Kids:Coolcat Nijntje Ducky Beau Petrol IndustriesS Oliver kids Vingino
Lingerie:Triumph Sapph After Eden Esprit Benetton
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What else changed in 2007?
Shoes:Esprit Mexx ladies Mexx Mens Intermedium
Fashion Accessories & Jewelery:Accessorize Six I Am AmorFossil
Sports & Luggage:O Neill Carlton Eastpack Reebok
Living:Fair Trade Vossen Amsterdam BlondSealskin Esprit Home
Perfurmes & CosmeticsICI Paris XL
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What else changed in 2007?
•The closure of our own operated sourcing office in Hong Kong based on our desire to focus on better buying and better selling.
•A cleaner stock position
•A shift to full-price retailing
•New assortment planning process and tool
•Some partnerships ended, ie: Mothercare, Tchibo, The ReadShop
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What else changed in 2007
•Space optimization project undertaken
•Allocation capabilities improved
•Replenishment capabilities improved
•Reduced internal lead-times
•A head office Organizational Improvement implemented
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What else will change in 2008?
Entered into new brand partnerships or shop-in-shops, including:
Sephora FilaRituals Soleil du SucrePhase Eight SloggiMexx concessions ImpliciteCortefiel & Springfield concession IndulgeFor Fellows Daniel HechterSamsonite MichaelisCamel Active Ecco ShoesSEQ GeoxShoe Studio TrafficSix for Men Twinlife
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DVD Creating A World of Difference
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V&D and La PlaceStrategic Objectives
Mark McKeon
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Our three year strategy
2007: Focus…
2008: Strengthen…
2009: Broaden…
…on our people, customers and
products
…our capability, processes and execution
…new product areas, routes to market
Sales
Profit
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“We cannot become what we need to be by staying as we are”
Robert Kennedy
There is a need for change
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Our Mission
To again be The Netherlands’ most respected, admired and profitable retailer, known for inspiring products and great service
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Our strategy
To serve our customers through a world class multi-channel (stores, catalogues and e-commerce) offer with a reputation for inspiring and innovative products
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Our business
Multi-channel retail brand
Private label/A-brand mix
Develop the Food services business (in- and outside V&D)
Simplified processes and management information
Improve profitability, cash generation and return on investments
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Our people
Invest in developing our team, their leadership and customer focus
Create a passion to serve
Create opportunities for development, reward and recognition
Ensure clear roles and responsibilities are known
Ensure accountability for delivering
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Our brand
Create a revitalised perception of the V&D brand ‘Creating a World of Difference’
Focus on the V&D and major sub brands (La Place and Soho) in 2007
Deliver a world class CRM programme
Drive increased visitors into stores
Focus on innovation, exclusivity and value
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Our customers
Listen and respond to their demands
Give them great products and value
Don’t let them wait or queue
Create lifetime loyalty Recognise the staff
are great Are inspired by our
stores and can find what they want
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Our stores
Delivering ‘great service’
Inspiring displays and presentation
Identify and replicate stores of excellence
Focus on making ‘our brands’ easy to find
They are structured to focus on customer, service and visual excellence
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To the essence
…by inspiration and good service we satisfy our customer
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Strengthening through
Our Team
Responding to our MTO (Employee Satisfaction Survey) feedback
Our Customer
Building our multi channel strategy with the E-commerce launch in July and a new CRM programme in March
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Strengthening through
Our Stores
Investment in inspiration (Visual Merchandising)Investment in new brand identity (10 to 15 stores)Delivering a Passion to Serve
Our Product
Fast FashionGood Better Best / Vaste lage prijsNew A-brands – SephoraStrengthening private label – Toys/Living
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Our brands
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Our real estate
Doetinchem, 15 November 2007
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Private label development
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Private label development and joined buying opportunities
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E-commerce
The Netherlands is amongst the highest users of e-commerce
Eurostat News Release
“The highest proportions of internet shoppers in 2007 were recorded in
Denmark (55% in 2006)
The Netherlands (55%)
Sweden (53%)
United Kingdom (53%)”
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La Place - brands
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La Place is hot
Award winning concept•“Beste winkelketen van Nederland
2006 and 2007” - in category “food on the go”•“Beste wegrestaurant van Nederland”•Finalist at the 2007 World Retail Awards – in category
“innovative format of the year”
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Strategic vision La Place
To be the
European market leader in
Freshly Prepared Food Restaurants
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Summary
• Our ambition is to become the European leader in freshly prepared food
• We will retain our competitive advantage based on our philosophy: freshly prepared, innovative products for our customers consisting of biological, regional and low-cal ingredients
• Our plan is to grow sales by 71% over the next 3 years
• Over 35 restaurant units will be modernised and 50 new locations developped
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Consumer confidence
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Logistic StrategyFocus on Efficiency & Excellent Execution
Theo HeesmkerkDirector Operations & Logistics
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Agenda
• Last year review
• Current changes within the logistic department
• Logistic Strategy & future developments
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Last year review 2007
Achieved results: Infrastructural changes
• Closing warehouse in Sint-Oedenrode• Integration of activities into other warehouses
Far East Development• Reduction lead time
Process & efficiency improvements• Quality improvement of DC processes• On time delivery and completeness of supplier orders improved• DC lead time shortened
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Timeliness & Delivery performanceAverage Supplier Performance
2006/2007
0%
20%
40%
60%
80%
100%
jan-
06
mrt-0
6
mei-0
6
jul-06
sep-
06
nov-
06
jan-
07
mrt-0
7
mei-0
7
jul-07
sep-
07
nov-
07
Month
Per
form
ance
(%
)
Avg delivery performance
Avg Timeliness
Trend line Timeliness
Trend Line Delivery Perf.
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Reduction of the order problems# Order problems per period
0
100
200
300
400
500
1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1
Month
# p
roble
ms
2006 2007
• Reduction of # order problems with 33% in 2 years• 90-95 % of the orders are without any problems!• Continues focus on:
• Not/wrong pre- pricing (24%)• Wrong packing units (20%)• Never ordered articles (16%)• Over deliveries
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Current changes within logistic department
Integrating planning activities into the B&M & integrating customs and Inbound transport into new department “Inbound logistics”
Improving the internal cost structure by using ABC-method for benchmarking & better decision making on logistics activities
EDI connection with suppliers and forwarders
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Our logistic strategy 2010
•Develop a best in class logistics support for non-food with daily replenishment systems
•Develop a backbone for E-commerce
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Logistic strategy 2010
• Investigation on:• Optimizing our current infrastructure• Re-locate to one central warehouse• Outsourcing warehouse & distribution
• Future requirements:• Daily replenishment of NOOS and holdback stock• Shelf ready shipment• E-commerce• A-brand shipments• Fast fashion & lead times• Direct store deliveries
Timing autumn 2008
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Brand strategy
Rudolph van der KraanBrands Director
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Content
• Brand revival plan
• Commercial calendar
• Winter Wonder Warenhuis 2007
• Trends 2008
• Saint Nicolas (Sinterklaas)
• Christmas (Kerst)
• Winter Wonder Warenhuis 2008
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Brand revival plan
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Brand revival plan
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Commercial calendar
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Commercial calendar 2008B
45 46 47 48 49 50 51 52 1Commercial Sunday 2-11 9-11 16-11 23-11 30-11 7-12 14-12 21-12 28-12
Calendar Monday 3-11 10-11 17-11 24-11 1-12 8-12 15-12 22-12 29-122008B Tuesday 4-11 11-11 18-11 25-11 2-12 9-12 16-12 23-12 30-12
Wednesday 5-11 12-11 19-11 26-11 3-12 10-12 17-12 24-12 31-12Thursday 6-11 13-11 20-11 27-11 4-12 11-12 18-12 25-12 1-1
Friday 7-11 14-11 21-11 28-11 5-12 12-12 19-12 26-12 2-1Saturday 8-11 15-11 22-11 29-11 6-12 13-12 20-12 27-12 3-1
Winter Wonder WarenhuisSaint NicolasChristmas
Period 10 Period 11
“The Golden Quarter”
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Winter Wonder Warenhuis 2007
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Trends 2008
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Saint Nicolas (Sinterklaas)
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Christmas (Kerst)
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Winter Wonder Warenhuis 2008
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Winter Wonder Warenhuis 2008
Brochures:• Increase circulation from 3.6 to 4.6 million• Including “Pietjes Plakken” for Saint Nicolas• 80 pages• Opportunities for adverts
TV commercials:• Saint Nicolas commercial “To smart for his age”• Christmas commercial “Hide and seek”
Special promotions:• Promotions with VIP card • Margriet Winter Fair
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Winter Wonder Warenhuis
Brand contribution:
1. Looking for funding to increase circulation of the brochures and commercials
2. Looking for participation for adverts in the brochures and TV commercials
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Supplier awards
Best Performing A brand
Best Performing Private label
Best Supplier Performance
Best Partner