STRATEGY AND STRATEGIC PRIORITIES: New CEO Pieter Boone and the senior management team are busy developing the plan for the next chapter of the Group's journey. The first five strategic priorities are: 1) Ensuring Pick n Pay is the first choice for customers • Greater customisation across our Pick n Pay Value, Core and Select supermarkets, with tailored: • Product range • Store layout • Price and promotion Communication. 2) Accelerating the growth of our Boxer business. • The expansion of our Boxer business to benefit more communities with a great quality and deep value offer: Accelerated investment in new stores and conversions. 3) Building our omni-channel proposition • To leverage the strength of our IT infrastructure, to drive innovation in: • Online • Loyalty Convenience • Integration and data-led decision-making. 4) Sustainable growth in the Rest of Africa • The development of a flexible, efficient and low-cost operating model that: • Is for the benefit of many, rather than a few • Provides greater convenience and value • Delivers stronger investment returns with lower risk; 5) Winning with our people • To lead through people, and to play to the strengths of our experienced and skilled management team: • Trust and respect • Training and development • Clear targets and accountability.
STRATEGY AND STRATEGIC PRIORITIES: New CEO Pieter Boone and the senior management team are busy developing the plan for the next chapter of the Group's journey. The first five strategic priorities are: 1) Ensuring Pick n Pay is the first choice for customers • Greater customisation across our Pick n Pay Value, Core and Select supermarkets, with tailored: • Product range • Store layout • Price and promotion Communication. 2) Accelerating the growth of our Boxer business. • The expansion of our Boxer business to benefit more communities with a great quality and deep value offer: Accelerated investment in new stores and conversions. 3) Building our omni-channel proposition • To leverage the strength of our IT infrastructure, to drive innovation in: • Online • Loyalty Convenience • Integration and data-led decision-making. 4) Sustainable growth in the Rest of Africa • The development of a flexible, efficient and low-cost operating model that: • Is for the benefit of many, rather than a few • Provides greater convenience and value • Delivers stronger investment returns with lower risk; 5) Winning with our people • To lead through people, and to play to the strengths of our experienced and skilled management team: • Trust and respect • Training and development • Clear targets and accountability.
Financial Accounting: The Impact on Decision Makers
10th Edition
ISBN:9781305654174
Author:Gary A. Porter, Curtis L. Norton
Publisher:Gary A. Porter, Curtis L. Norton
Chapter1: Accounting As A Form Of Communication
Section: Chapter Questions
Problem 1.13E
Related questions
Question
Depict the supply chain of this company
Transcribed Image Text:The business performance is reported according to International
Financial Reporting Standards. The business reports comply with the
following reporting standards and frameworks: IAR AFS CGR AGM SLR
The International Integrated Reporting Framework The Companies Act,
No 71 of 2008, as amended (Companies Act) The JSE Listings
Requirements The King IV Report on Corporate Governance TM for South
Africa, 2016 (King IV) International Financial Reporting Standards (IFRS)
The Global Reporting Initiative's (GRI) Standards.
STRATEGY AND STRATEGIC PRIORITIES: New CEO Pieter Boone
and the senior management team are busy developing the plan for the
next chapter of the Group's journey. The first five strategic priorities are:
1) Ensuring Pick n Pay is the first choice for customers
• Greater customisation across our Pick n Pay Value, Core and
Select supermarkets, with tailored: • Product range • Store
layout • Price and promotion • Communication.
2) Accelerating the growth of our Boxer business.
• The expansion of our Boxer business to benefit more
communities with a great quality and deep value offer: •
Accelerated investment in new stores and conversions.
3) Building our omni-channel proposition
• To leverage the strength of our IT infrastructure, to drive
innovation in: • Online • Loyalty • Convenience • Integration and
data-led decision-making.
4) Sustainable growth in the Rest of Africa
• The development of a flexible, efficient and low-cost operating
model that: • Is for the benefit of many, rather than a few •
Provides greater convenience and value • Delivers stronger
investment returns with lower risk;
5) Winning with our people
• To lead through people, and to play to the strengths of our
experienced and skilled management team: • Trust and respect
• Training and development • Clear targets and accountability.
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