In the future, CBD plans to have a balanced growth between supermarkets and hypermarkets, reducing its growth in the region in which it already operates, in order to gain scale in its operations. In spite of the recessive scenario faced in the year, when the Brazilian retail industry presented growth rates under the inflation rate, the brand reached important achievements. InCia. The renewals include layout changes and improvement of technology and equipment. The market value, under the economic category, was expressed by the capacity of the property to generate income, i.
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We also analyzed the need to make any works for adaptation and, then, the depreciation factor was determined, which indicates the conservation state, resulting in the value of the properties from the market's point of view. However, since the end of the year and the first quarter ofsome facts should be added:.
For this reason, they were not calculated in the economic analysis. As a result of those measures, the net sales evolution can be seen in the following chart:.
The discount rate used was of 0. These adjustments enabled out of stock index reduction.
The beginning of one of the largest Brazilian business groups was inwhen Mr.
VALLERAND 2004 HONDA
|Inthe specific field of hypermarkets and supermarkets presented sales volume variation rates slightly higher than the whole of the segment, with a 7.
Until SeptemberCBD's gross sales reached around Geographically, the stores are distributed in the following manner:. After having opened its capital to the market, inCBD adopted an investment plan with the aim at increasing the number of stores by purchasing existing stores or building new ones, improving its information technology and expand the distribution centers.
Inthe specific field of hypermarkets and supermarkets presented sales volume variation rates slightly higher than the whole of the segment, with a 7. At this time, the hypermarket of Campo Grande figure above was transformed into the first Extra store of the Company, with an autonomous management.
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After determining the economic value of each store, the verification of the effects caused on this value by the change of the growth rates and of the discount rates was made through the Sensitivity Analysis.
New stores openings were mostly concentrated in the second half of the year. Inthe specific field of hypermarkets and supermarkets presented sales volume variation rates slightly higher than the whole of the segment, with a 7. Auditing the financial information or any other information analyzed was not included within the scope of this work. The banner is responsible for a The product to be implemented was defined through the analysis of the region in which each property is inserted, the legal stances and the identification of the demand of the units' absorption.
ESTRADA MUNICIPAL SENGES/BARRA,S/N SP JUNDIAI. 44,Freguesia do Ó, 30,, 37,, 21,, 28, Inthe chain had 64 stores in 17 cities of the state of São Paulo.
the first two Superbox stores were inaugurated inin Jundiaí - SP and Rio de. Through the acquisitions, CBD reinforced the positioning of the Barateiro.
SUPERM BARATEIRO LTDA LJ AV. . PUBLICO MUNICIPAL,LJ EXTERNO JUNDIAI.
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SP. () S M PRECO CERTO CENTER LTDA.
At the same time, Casino Group bought 2. The distribution and other administrative functions were centralized, aiming at creating an economy of scale. The product to be implemented was defined through the analysis of the region in which each property is inserted, the legal stances and the identification of the demand of the units' absorption. Regarding the land value, we used the value that was determined through the comparative market analysis method, the same used under the book value category.
So, the data was not changed, nor reviewed. Total Number of Employees 1. For this reason, they were not calculated in the economic analysis.
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|At the end ofthe shareholders approved the reorganization of the management corporate structure in the General Shareholders Meeting, in which the role of two of the main management bodies, the Executive Committee and the Board of Directors were reorganized and redefined.
These procedures involve the documentation analysisinspection and market data gathering of the time when this work was carried out. It also has capacitated 7 thousand operators to make small adjustments in the checkouts, reducing maintenance costs. Inthe brand "Jumbo" was removed, not identifying the hypermarkets of the Group anymore. In the future, CBD plans to have a balanced growth between supermarkets and hypermarkets, reducing its growth in the region in which it already operates, in order to gain scale in its operations.
The Commercialization Factor was obtained through the relation between the sale value of the property, considering it as ready, and its cost of reproduction, being equal to the quotient between the Future Value calculated by the cash flow and the total cost, comprised of the acquisition of the land and the construction of the buildings.
The division reached a