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Supplier Day Creating a world of difference

Supplier Day Creating a world of difference. Amsterdam 28th February 2008. Welcome Mark McKeon CEO. Program Introduction Mark McKeon - CEO Trading Fintan Straughan – Commercial Director V&D and La Place Strategic objectives Mark McKeon Supplier statement Frans Wegter, Wegter

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Supplier Day Creating a world of difference

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  1. Supplier DayCreating a world of difference • Amsterdam • 28th February 2008

  2. WelcomeMark McKeonCEO

  3. Program • Introduction Mark McKeon - CEO • Trading Fintan Straughan – Commercial Director • V&D and La Place • Strategic 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

  4. TradingFintan StraughanCommercial Director

  5. V&D and La Place • had a great year • in 2007

  6. La Place • Sales growth of 13% • 17 New locations • Recognized as a market leading concept • 1st Location outside of the Netherlands - Antwerp

  7. V&D non-foods: • A year of strengthening and progress!

  8. V&D non-food • Sales growth of 9% • Fashion 14% • Hardgoods 2% • Market share improvement • Costs contained at 2% growth • Ebitda on budget

  9. What else changed in 2007? • New A-brand partnerships, resulting in 900 new shop-in-shops, including - • Ladies fashion: • Cortefeil Jane Norman Witteveen SPS • Didi Biba • Mens fashion: • S Oliver Selection Springfield • Baby Kids: • Coolcat Nijntje Ducky Beau Petrol Industries • S Oliver kids Vingino • Lingerie: • Triumph Sapph After Eden Esprit Benetton

  10. What else changed in 2007? • Shoes: • Esprit Mexx ladies Mexx Mens Intermedium • Fashion Accessories & Jewelery: • Accessorize Six I Am Amor • Fossil • Sports & Luggage: • O Neill Carlton Eastpack Reebok • Living: • Fair Trade Vossen Amsterdam Blond • Sealskin Esprit Home • Perfurmes & Cosmetics • ICI Paris XL

  11. 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

  12. 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

  13. What else will change in 2008? • Entered into new brand partnerships or shop-in-shops, including: • Sephora Fila • Rituals Soleil du Sucre • Phase Eight Sloggi • Mexx concessions Implicite • Cortefiel & Springfield concession Indulge • For Fellows Daniel Hechter • Samsonite Michaelis • Camel Active Ecco Shoes • SEQ Geox • Shoe Studio Traffic • Six for MenTwinlife

  14. DVD Creating A World of Difference

  15. V&D and La PlaceStrategic ObjectivesMark McKeon

  16. Our three year strategy 2009: Broaden… …new product areas, routes to market Profit 2008: Strengthen… …our capability, processes and execution 2007: Focus… …on our people, customers and products Sales

  17. There is a need for change • “We cannot become what we need to be by staying as we are” • Robert Kennedy

  18. Our Mission • To again be The Netherlands’ most respected, admired and profitable retailer, known for inspiring products and great service

  19. 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

  20. 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

  21. 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

  22. 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

  23. 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

  24. 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

  25. To the essence • …by inspiration and good service we satisfy our customer

  26. Strengthening throughOur TeamResponding to our MTO (Employee Satisfaction Survey) feedbackOur CustomerBuilding our multi channel strategy with the E-commerce launch in July and a new CRM programme in March

  27. Strengthening throughOur StoresInvestment in inspiration (Visual Merchandising)Investment in new brand identity (10 to 15 stores)Delivering a Passion to ServeOur ProductFast FashionGood Better Best / Vaste lage prijsNew A-brands – SephoraStrengthening private label – Toys/Living

  28. Our brands

  29. Our real estate Doetinchem, 15 November 2007

  30. Private label development

  31. Private label development and joined buying opportunities

  32. 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%)”

  33. La Place - brands

  34. 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”

  35. Strategic vision La Place • To be the • European market leader • in • Freshly Prepared Food • Restaurants

  36. 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

  37. Consumer confidence

  38. Logistic StrategyFocus on Efficiency & Excellent ExecutionTheo HeesmkerkDirector Operations & Logistics

  39. Agenda • Last year review • Current changes within the logistic department • Logistic Strategy & future developments

  40. 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

  41. Timeliness & Delivery performance

  42. Reduction of the order problems • 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

  43. 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

  44. Develop a best in class logistics support for non-food with daily replenishment systems Develop a backbone for E-commerce Our logistic strategy 2010

  45. 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

  46. Brand strategyRudolph van der KraanBrands Director

  47. Brand revival plan • Commercial calendar • Winter Wonder Warenhuis 2007 • Trends 2008 • Saint Nicolas (Sinterklaas) • Christmas (Kerst) • Winter Wonder Warenhuis 2008 Content

  48. Brand revival plan

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