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chenleon1 (leon)
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chenleon1 (leon)
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µoªí©ó 2014-9-17 08:10  ¸ê®Æ ¤å¶° ¨p¤H°T®§ 
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chenleon1 (leon)
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125.230.94.238
µoªí©ó 2014-9-17 08:13  ¸ê®Æ ¤å¶° ¨p¤H°T®§ 
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chenleon1 (leon)
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chenleon1 (leon)
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125.230.86.88
µoªí©ó 2014-9-17 19:58  ¸ê®Æ ¤å¶° ¨p¤H°T®§ 
  1. FamilyMart
  2. FamilyMart¬O¤@®a¤é¥»³sÂê«K§Q°Ó©±¶°¹Î¡A¦b¥xÆW¡B¤¤°ê¡B®õ°ê¡B«nÁú¤Î¬ü°ê¤]³]¦³³sÂꩱ¡C¥D­n¾P°â¤@¯ë¤é¥»«K§Q©±±`¨£³f«~¥]¬A¶¼®Æ¡B¹s­¹¡B«K·í¡BÂø»x¤Îº©µeµ¥¡C¤é¥»¤Î»OÆWªºFamilyMart¥ç³]¦³¦Û°ÊÂd­û¾÷¡B¦Û°Ê°â²¼¾÷µ¥³]³Æ¡C ºû°ò¦Ê¬ì
  3. Á`³¡¡G Â×®q°Ï
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  5. ¦¨¥ß©ó¡G 1981 ¦~ 9 ¤ë 1 ¤é






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  5. ¦¨¥ß©ó¡G 1975 ¦~ 4 ¤ë 15 ¤é



ù´Ë¡]LAWSON¡^¬O¯S³\¸gÀç³sÂꦡ«K§Q©±¡C¤À©±¹M¤Î¤é¥»¡A¤¤°ê¡A¬ü°ê®L«Â¦i¡A¦L«×¥§¦è¨È¤Î®õ°ê¡C¨ä¤¤¡Aù´Ë¦b¤¤°êªº¤À©±¤À¥¬©ó¤W®ü¡B¥_¨Ê¡B­«¼y¡BªC¦{©M¤j³s5®y«°¥«¤º¡C
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chenleon1 (leon)
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125.230.94.70
µoªí©ó 2014-9-18 12:37  ¸ê®Æ ¤å¶° ¨p¤H°T®§ 
Metro Inc. is a food retailer operating in the Canadian provinces of Quebec and Ontario. The company is based in Montreal, Quebec. Metro is the third largest grocer in Canada, after Loblaw Companies Limited and Sobeys.
http://www.metro.ca/accueil.fr.html

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chenleon1 (leon)
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Rank: 1



UID 451
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125.230.94.12
µoªí©ó 2014-9-23 09:22  ¸ê®Æ ¤å¶° ¨p¤H°T®§ 
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  1. J Sainsbury plc is engaged in grocery and related retailing. The Company is organized into three segments: Retailing (Supermarkets and Convenience); Financial services (Sainsbury¡¦s Bank joint venture), and Property investments (The British Land Company PLC joint venture and Land Securities PLC joint venture). As of March 17, 2012, the Company operated over 1,000 stores comprising 572 supermarkets and 440 convenience stores. Investment properties held by the Company are those contained within its joint ventures with Land Securities Group PLC and The British Land Company PLC. In October 2011, the Company acquired online entertainment company, Global Media Vault Limited.Effective January 31, 2014, J Sainsbury PLC acquired the remaining 50% interest in Sainsbury's Bank PLC. Effective August 07, 2014, J Sainsbury PLC acquired a remaining 36% interest in Anobii Ltd.
  2. ´ËÄ_§Q
  3. J¡P´ËÄ_§Q¤½¦@¦³­­¤½¥q¬O´ËÄ_§Q¶W¥«ªº¥À¤½¥q¡A±`ºÙSainsbury's¡A¬O­^°ê²Ä¤G¤j³sÂê¶W¥«¤½¥q¡A¦û16.6%ªº­^°ê¥«³õ¦û¦³²v¡C Á`³¡¦ì©ó­Û´°¥«ÀNº¸¥»¶êÀô¡C ¦P®É¸Ó¤½¥q¤]¸gÀç°]²£¤Î»È¦æ·~°È¡Cºû°ò¦Ê¬ì
  4. ªÑ»ù¡G SBRY (LON)278.32 GBX -5.98 (-2.10%)
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  5. Á`³¡¡G ­^°ê¤j­Û´°­Û´°
  6. ¦¨¥ß©ó¡G 1869 ¦~






Morrisons was founded in Yorkshire at the end of the 19th century, and in 1967 became a listed company. After acquiring rival Safeway, Morrison became the fourth largest supermarket chain in the UK.

http://www.morrisons.com/







Marks and Spencer Group plc is a United Kingdom retailer. The Company is the holding company of the Marks & Spencer Group of companies. Marks & Spencer is the United Kingdom¡¦s clothing retailer with 731 stores across the country. The Company sells food, homeware and clothing and womenswear, lingerie and menswear. It offers clothing and home products, as well as foods, sourced from around 2,000 suppliers globally. As of March 31, 2012, the Company¡¦s products were sold through 731 United Kingdom stores and 387 internationally. It has 387 stores in 43 territories across Europe, the Middle East and Asia. The Company has over 703 stores across the United Kingdom in high streets and retail parks, as well as stations, airports and other locations ranging from out-of-town and flagship stores of over 100,000 square feet, to Simply Food stores of around 7,000 square feet.

http://www.marksandspencer.com/



[ ¥»©«³Ì«á¥Ñ chenleon1 ©ó 2014-9-23 09:24 ½s¿è ]
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chenleon1 (leon)
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Rank: 1



UID 451
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125.230.93.92
µoªí©ó 2014-12-30 20:05  ¸ê®Æ ¤å¶° ¨p¤H°T®§ 
Wal-Mart's Real Problem: Competitors Can Match Its Buying Power
http://seekingalpha.com/article/2786485-wal-marts-real-problem-competitors-can-match-its-buying-power

Summary
  • Kroger is now able to match or beat Wal-Mart¡¦s price on many items.
  • Kroger and Costco now have TTM revenues in excess of $100 million. Amazon.com now has a TTM revenue of $85 million.
  • Those revenues give those companies wholesale price buying leverage that rivals that of Wal-Mart.
  • Each of these retailers¡¦ TTM revenues is growing at a much faster rate than that of Wal-Mart.
  • Smaller retailers such as Safeway and Target may not be able to compete with the prices of Wal-Mart, Amazon.com, Costco and Kroger.

On my last two shopping trips, I observed what might be the cause of Wal-Mart's (NYSE: WMT) decline in shopper visits. Two weeks ago I went to City Market, a Kroger's (NYSE: KR) subsidiary here in Colorado, and earlier this week I visited Wal-Mart. During those trips, I noticed that the prices on groceries and household goods at Wal-Mart and City Market were almost identical.


What was even more interesting was that some of City Market's prices were actually better than Wal-Mart's. For example, a can of Kroger's house brand coffee was priced at $6.99. Comparable Maxwell House coffee at Wal-Mart cost around $7.95 a can. Some varieties of Campbell's soup that cost $1.25 a can at Wal-Mart were selling for $1 a can at City Market.
Wal-Mart's Buying PowerMy observations indicate that Kroger now has the ability to match or even best Wal-Mart's prices. That's bad news for Wal-Mart because its business model is based upon offering the lowest price possible. The main reason people shop at Wal-Mart is because of the prices; if Kroger offers similar or better prices, people will shop there instead.


Historically, Wal-Mart was able to offer extremely low prices because of its massive amount of buying power. It had the ability to force suppliers to offer the prices it wanted if they wanted to stay in business. That gave Wal-Mart the leverage it needed to essentially set prices at levels other retailers could not match.


This leverage comes from the sheer size of Wal-Mart; it reported a TTM revenue of $483.79 billion on October 31, 2014. That revenue was more than four times the size of Wal-Mart's largest rival, Costco Wholesale (NASDAQ:COST), which reported a TTM revenue of $114.49 billion on Nov. 30, 2014.


For years, Wal-Mart had no rivals with the leverage to match its prices. The problem is that it now has at least three rivals that have the kind of buying power to match its prices.
Rivals Now Match Wal-Mart's Buying PowerThe first of these is Costco; the second is Kroger, which reported a TTM revenue of $106.48 billion on Oct. 31, 2014. The third is Amazon.com (NASDAQ: AMZN), which reported a TTM revenue of $85.25 billion on Sept. 30, 2014.


None of these retailers is Wal-Mart's equal yet, but two of them now have TTM revenues of over $100 billion and Amazon is now in striking range of $100 billion revenue. Such revenues mean that each of those retailers has or could soon have a potential wholesale buying power of roughly $100 billion. It also means that each of these retailers now has the ability to put the kind of pressure on suppliers that only Wal-Mart had just a few years ago.


What should worry Wal-Mart is the speed at which the revenues of these three rivals are growing. Amazon.com reported a TTM revenue of $57.26 billion in September 2012; that revenue grew to $70.13 billion in September 2013 and $85.25 billion in September 2014. Kroger reported a TTM revenue of $94 billion in October 2012 that grew to $99.17 billion in October 2013 and $106.48 billion in October 2014. Costco reported a TTM revenue of $101.22 billion in November 2012 that grew to $106.46 billion in November 2013 and $114.49 billion in November 2014.


Rivals Growing Faster Than Wal-MartThe interesting thing is that Wal-Mart's revenue did not stand still during this period; it registered an impressive level of growth. Wal-Mart reported a TTM revenue of $464.26 billion in October 2012 that grew to $474.36 billion in October 2013 and $483.79 billion in October 2014. Basically, Wal-Mart's TTM revenue has been growing by around $10 billion a year for the past three years. That comes from a quarterly year-to-year growth rate of 2.86% a year.


What's intriguing is that the amount of revenue growth at Costco and Kroger is rivaling that at Wal-Mart. The rate of quarterly year-to-year revenue growth at both companies exceeds Wal-Mart's. Kroger reported a rate of 11.20% on Oct. 31, 2014. Costco reported a quarterly year-to-year growth rate of 7.39% on Nov. 30, 2014.
Amazon's amount of TTM revenue growth is actually exceeding Wal-Mart's. If it registers the same rate of TTM revenue growth it reported on Sept. 30, 2014-20.14% according to our friends over at ycharts.com-that means Amazon should hit the $100 billion revenue mark next year.


Basically, the buying power of Wal-Mart's three biggest rivals is growing at an astounding rate. It will probably take years for any of these companies to reach Wal-Mart's size; it appears that they can now rival it in leverage. To make matters worse, their leverage will grow in the years ahead if the revenue increases continue.


Target's DilemmaThe people that should be worrying about this growth should be the folks in the executive suite at Target (NYSE: TGT). Target reported a quarterly year-to-year TTM revenue growth rate of 2.75% on October 31, 2014. In terms of revenue and the leverage it brings, they are being left in the dust by Costco, Amazon and Kroger.
Target reported a TTM revenue of $71.85 billion in October 2012 that grew to $73.81 billion in October 2013 and fell to $73.7 billion in October 2014. Target's revenue growth is stagnant, and its revenue is actually falling slightly.


It is hard to see how Target's going to be able to maintain its position as a major retail player if this continues. Four gigantic rivals now have the buying power to undercut its prices and are already doing so.


It looks as if we're moving into a new retail environment where instead of one mega retailer-Wal-Mart-dominating the landscape, we'll have four giants: Wal-Mart, Costco, Amazon and Kroger. One has to wonder how smaller players like dollar stores, Target and lesser supermarkets like Safeway (NYSE:SWY), which reported a TTM revenue of $36.76 billion and a TTM revenue growth rate of 2.58% on September 30, 2014, will be able to survive in this new world of retail.


How are other retailers supposed to compete when at least four companies gain the ability to engage in the kind of deep discounting once reserved only for Wal-Mart?


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125.230.93.92
µoªí©ó 2014-12-30 20:10  ¸ê®Æ ¤å¶° ¨p¤H°T®§ 
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125.230.80.81
µoªí©ó 2015-1-22 14:20  ¸ê®Æ ¤å¶° ¨p¤H°T®§ 
Casey¡¦s General Stores, Inc. (Casey¡¦s) and its wholly owned subsidiaries operates convenience stores under the name Casey's General Store in 14 Midwestern states, primarily in Iowa, Missouri and Illinois. The Company also operates one stand-alone pizza delivery and carry-out store and one store selling primarily tobacco products. The stores carry a range of food (including freshly prepared foods, such as pizza, donuts and sandwiches), beverages, tobacco products, health and beauty aids, automotive products and other nonfood items. In addition, all Casey's stores offer gasoline for sale on a self-service basis. As of July 31, 2014, the Company operated 1,837 stores in 14 states. The Company operates a central warehouse, Casey's Distribution Center in Ankeny, Iowa, through which the Company supplies grocery and general merchandise items.





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µoªí©ó 2015-1-22 14:28  ¸ê®Æ ¤å¶° ¨p¤H°T®§ 
Alimentation Couche-Tard Inc. (Couche-Tard) is a convenience store operator in the United States, Europe and Canada. The Company operates its convenience store and road transportation fuel retailing chain under several banners, including Circle K, Statoil, Couche-Tard and Mac¡¦s. As of October 13, 2013, Couche-Tard¡¦s network comprised 6,207 convenience stores throughout North America, including 4,698 stores with road transportation fuel dispensing. In Europe, Couche-Tard operates a broad retail network across Scandinavia (Norway, Sweden, Denmark), Poland, the Baltics (Estonia, Latvia, Lithuania) and Russia with 2,276 stores as at October 13, 2013, the majority of which offer road transportation fuel and convenience products. The Company generates income primarily from the sales of tobacco products, grocery items, beverages, fresh food offerings, other retail products and services, road transportation fuel, stationary energy, marine and aviation fuel, lubricants and chemicals.




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125.230.70.37
µoªí©ó 2015-1-26 21:11  ¸ê®Æ ¤å¶° ¨p¤H°T®§ 
DICK'S Sporting Goods, Inc. is a sporting goods retailer offering an assortment of brand name sporting goods equipment, apparel and footwear in a specialty store environment. The Company owns and operates Golf Galaxy, LLC, a golf specialty retailer and eCommerce Websites and catalog operations for both Dick's Sporting Goods and Golf Galaxy. It offers its products through its eCommerce platform that is integrated with its store network. The Company has more than 595 DICK'S Sporting Goods locations across the United States, serving athletes and outdoor enthusiasts through associates, in-store services and specialty shop-in-shops. The Company also offers a selection of in-store amenities, a menu of specialized equipment services and a range of merchandise for functional training.

Hibbett Sports, Inc. operates sporting goods stores in small and mid-sized markets predominantly in the South, Southwest, Mid-Atlantic and the Midwest. As of February 1, 2014, the Company operated 927 stores consisting of 910 Hibbett Sports stores and 17 smaller-format Sports. The Company¡¦s merchandise assortment emphasizes team sports complemented by localized apparel, footwear and accessories designed to appeal to a range of customers within each individual market. The Company¡¦s primary retail format is Hibbett Sports, an approximately 5,000 square foot store located primarily in strip centers, which are usually near a Wal-Mart store. Of these stores, 730 Hibbett Sports stores are located in strip centers, which include free-standing stores, with the remaining 180 stores located in enclosed malls, which are the only enclosed malls in their county.

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