and six pillars that
help us achieve our
growth ambitions.
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£5
Our strategic pillars
Our progress in 2012
Creating growth:
(1) Increasing customer loyalty
(2 Broadening our offering
Expanding our geographic reach
Enabling growth:
4 Simplicity
5 Responsible retailing
6 People performance
Our six strategic pillars outline how we will accelerate the
growth of our company. These pillars will ensure we leverage
rapidly changing customer behavior and retail trends so that
we will stay competitive and successful, and be our customers'
favorite place to shop, every day.
Ahold Annual Report 2012 17 Ahold at a glance
Own brands U.S. penetration on track
Refreshed 50 Stop Shop stores
Achieved double-digit online sales growth
Tested pick-up points further and put strong pipeline in place for future locations
Acquired bol.com
Added 15 Genuardi's stores to Giant Carlisle
Agreed with Jumbo on the transfer of 82 stores to Albert Heijn
Opened nine Albert Heijn stores in Belgium
Opened first three Albert Heijn to go convenience stores in Germany
Realized €190 million in cost savings
Our strategy
Our performance
Governan
Investors
Ambition: Add 1-2% to sales growth through our customer initiatives.
Ambition: Triple online food sales to €1.5 billion and drive profitability, increase own-
brand penetration to approximately 40% in our U.S. businesses, and open a
minimum of 150 convenience stores in Europe by 2016.
Ambition: Continue to focus on current markets and surrounding markets and
evaluate new geographies; open 50 supermarkets in Belgium by 2016.
Ambition: Reduce costs by €600 million from 2012-2014.
Ambition: We measure our performance across nine targets, covering five areas:
healthy living, community well-being, responsible products, care for the environment
and our people.
Ambition: We measure our performance across five areas: respect for each other,
good working conditions, development opportunities, support from managers and
recognition for performance.
