Accounting And Finance For Decision Makers

Sainsburys is currently the second largest chain of supermarkets within the UK, with a current supermarket sector share of 16.9%. Sainsbury’s was founded in 1869 and today operates in over 1,200 supermarket and convenience stores, and has over 161,000 employees. We will be looking at a number of areas internally and externally and see how they are effectively or not effectively performing.

Sainsbury’s have a long term goal to deliver their products and keep their customers happy. One of their objectives is to make life easier for their customers by offering products with good quality and service with a fair price. This also makes the customers happy and makes them want to shop

Sainsbury’s goal is to reflect they commitment to meeting customers’ needs; however, they want to shop food, clothing, general merchandise and services also they vision is to be trusted retailer where people love to work and shop. They strategy plan is to know they consumers better than anyone else, be there for them whenever they need them also offering great products and services at fair prices. They colleagues make the difference; they value makes them different.

J Sainsbury plc (Sainsbury) is a retail chain based in the UK. Sainsbury is engaged in grocery retailing through its supermarkets and convenience stores principally in the UK. The company operates its business through three divisions, namely, Retailing, Financial Services and Property Investment. Sainsbury serves its customers through a chain of 537 supermarkets and 335 convenience stores under the brand Sainsburys, and financial services via Sainsburys Bank. Sainsbury offers around 30,000 food and non-food products and services. The company is headquartered in London, the UK J Sainsbury plc Key Recent Developments Mar 11, 2010: Sainsbury launches first bakery college in the UK Mar 08, 2010: Sainsbury to add

Sainsbury’s was founded in 1869 and now it is operating in 1200 supermarkets and convenience stores. More than 161,000 Employees are working in Sainsburry.It is the third largest chain of supermarkets in UK with a share of the UK supermarket of 16.5%.Today the Company became the largest Grocery retailer in 1922.In 1995.Tesco Overtook Sainsburry’s.After that it became the market Leader. Recently, On 4 October 2007 Sainsbury’s announced plan to relocate their store Support Centre from Holeborn to Kings Cross in 2011.Between 1991 to 2010, Sainsbury’s Turnover increased to 2.9 billion to 21.4 billion, with a small dip in 2005.This company is putting their customers at the heart of everything they do.

Sainsbury’s incentives are in making lives easier by delivering fair prices and quality services; focussing on location, leading to growth in both convenience and discount stores. J Sainsbury plc (2015) Strategic Report is divided into two sections; the non-financial KPIs are: Product Quality, Like-for-Like Transactions, Price Perception, Sales and Service Growth, Availability and Customer Service that focuses on social responsibility. Fredrick (1960) agrees in taking opportunities to fulfil the needs of stakeholders where means of production should be employed efficiently enhancing the socio-economic welfare that increases strategies on financial KPIs following: Underlying Profit before Tax, Earnings per Share, Cost Savings, Operating Cash-flow and Dividend per Share, hence keeping the balance sheets strong. Friedman (1970) suggests that a business should use its resources to increase profits as long as the management follows governance, codes and compliance to minimise risks. Similarly, measuring profitability becomes important for shareholders, suppliers and investors: the question is whether there is a correlation between increased social responsibility and increased profit. In this essay, calculations and relevance will be given behind the KPIs; whether these measures attempts quantification of social responsibility or whether the underlying goal is actually increased profitability. Nonetheless, a judgment will be made on those findings.

In November 2014, Sainsbury’s laid out a clear strategy encompassing its vision to provide great quality products at fair prices as well as improving delivery and accessibility of their products to customers. Consequently, Sainsbury’s invested in its core business as well as broadening its range of products and services beyond its food business. In effect, a key part of the strategy was to grow the Sainsbury’s clothing and general merchandise business in store and online. Sainsbury’s has since seen a strong growth in these categories supported by their own brands such as TU and Home Collection and plans further growth by providing full multi-channel proposition through Click and Collect services. Alongside the strong organic growth, Sainsbury’s

Within this report, diligent focus will be shown to the financial year of 2010 and the final year of

Sainsbury has developed different supply chain channels to manage the complexity faced due to different store formats such as country town, Sainsbury local. Sainsbury believes in continues improvement and aims to achieve it in many different ways. Sainsbury recognise the importance of its people who plays a major role in delivering excellent business. The logistic staffs of Sainsbury tend to work in flexible and well maintained environment. One of the collaboration of Sainsbury is to focus on the demands of the consumers and maintain a healthy relationship with the suppliers and other partners. Above all Sainsbury is committed in reducing the impact of its operation towards the environment (J. Sainsbury Plc-b, 2002).

This report aims to evaluate Sainsbury’s policies in Egypt by implementing several frameworks such as SWOT, VRIO and PESTEL analysis, and FDI (Greenfield, Joint venture, Franchising). This report is using former evaluating tools in order to diagnose Sainsbury’s resources and capabilities also for the future movement in Egypt.

Sainsbury’s have to ensure they make changes regarding customer needs as quickly as possible. This is important because if Sainsbury’s don’t act on customers’ needs they will possibly decline and lose their current market position because customers will go to its competitors such as Asda or Morrison’s etc. This shows that Sainsbury’s have to make decisions as soon as possible in order to maintain their position in the market and to be better than its competitors through improvement. This will also contribute to Sainsbury’s keeping a good reputation which will also help to attract new customers.

supermarkets like Tesco offering the biggest discounts in the UK and Sainsbury 's offering of substitute products too (Mintel, 2010). This shows the responsiveness and flexibility towards consumer needs in the supermarket industry.

Now, if these figures are compared with the market leader, it will be clearer about the company’s profitable position. In the years 2009, 2008 and 2007 TESCO, who is the market leader for the market Sainsbury’s are operating, also performed very well. TESCO’s revenue also took a steep upward curd in between 2007 and 2009. Their revenue increased by 29.4% to £54327m in 2009 from £42641m in 2007. TESCO’s ROCE was 11.44%, 14.02 and 15.90% in the mentioned years. The gross margin and operating margins

* Internal context of Sainsbury’s: It is the third biggest supermarket chain in Britain. Sainsbury’s family still owns part of the share. Sainsbury’s currently makes a profit of £23billion.

Every company listed at the London Stock Exchange are those companies that seek to raise capital or funds, and they do so by offering securities to the public (Berk and Demarzo).This capital obtained might come from different sources of finance, and the company …[les enjeux de ce capital within the company]..[la decision de manager ] [faudrai pas ke lentreprise ai trop de dettes ?]{ share holders ?]the