Our strategic focal points
Our customers’ needs and expectations form the starting point for all our strategic considerations. Which product ranges do they need in their local store? Can we offer new services to attract additional consumers or commercial customers? Which sales channels do we have to develop to meet our customers’ increasing demands? Our answers to these questions determine the direction we take in repositioning our sales lines’ business models.
Our second priority is growth in all business areas as measured in terms of 2 key parameters: sales per square metre of selling space and customer satisfaction. We are determined to make significant strides in both areas. We make targeted investments in new services and selective adjustments to our sales lines’ price level to improve our response to consumers’ and commercial customers’ needs and remain competitive. Finally, we encourage productivity enhancements through incentive systems for employees.
A company’s competitiveness depends as much on its process performance as on an attractive product and service offering. For this reason, we have to continually examine our processes. We have to identify and eliminate cost drivers or at least minimise their impact to achieve streamlined, effective organisational structures. In this way, we can improve our cost position and increase our cash flow, which, in turn, funds a large proportion of our investments.
Efficient processes and optimised cash flows represent the foundation for continued, stable sales growth outside our domestic market of Germany. Many countries in which METRO GROUP is active offer excellent opportunities for enhancing our footprint. We grasp these opportunities by opening new stores in such countries as China, Russia and Turkey, as well as by enhancing our offerings in all other markets.
Creating added value for customers means responding to changing requirements early on – by recognising technology and social trends, by identifying their potential relevance to our own business and by deriving specific solutions such as optimised processes or new sales concepts. The key lies in cultivating a structured dialogue with internal and external experts. This approach forms the foundation of our innovation management.