Six pillars that help us achieve our growth ambitions o. BsimEiHHta Our strategic pillars Increasing customer loyalty Broadening our offering 21 Expanding our geographic reach Ahold at a glance Business review Governance Our six strategic pillars outline how we aim to accelerate the growth of our company. While our promises stand for the continuous improvements we are making in our businesses each day, the pillars are designed to drive and enable step-change innovations and, where possible, to leverage the scale of the Group. They will also ensure we stay ahead of customer behavior and retail trends. In today's world, consumers have more choice than ever before. They also have growing expectations of retailers. To gain their loyalty, we have to understand them better than anyone else so that we can offer them the products and services they want, the quality and value they expect, and a shopping experience that makes their daily lives a little easier. We are working to build more personal relationships with our customers so that they will want to keep coming back to shop with us. Our associates are key to this - the friendly and helpful service they provide builds our customers' loyalty and trust. We are also using our insights and innovative technologies to develop personalized communications and offers to customers on the products and services they need and want. Our ambition a Add 1-2% to sales growth through our customer initiatives. Our progress We remain pleased with the progress of our company-wide initiatives. Both in the U.S. and the Netherlands, our loyalty card programs are showing satisfactory impact in terms of incremental sales. Ahold Annual Report 2014 We are broadening our offering by growing our online businesses, developing our store formats and improving our assortment - to give our customers shopping alternatives that meet their changing needs. We are accelerating the growth of our online businesses so our customers can shop when, where and how they want - either in our stores or online, for delivery or pickup. We are building an even better, more relevant assortment, with a broader range of products and services, including new and innovative own-brand products and a growing assortment of non-food products. We continue to strengthen our successful supermarket formats, while developing additional formats to better serve our customers' needs. Our ambition a Increase our online consumer sales to €2.5 billion by the end of 2017 and drive profitability. a Increase own-brand penetration to approximately 40% in our U.S. businesses by the end of 2016. a Open a minimum of 150 convenience stores in Europe by the end of 2016. Our progress Our online consumer sales in 2014 were €1.4 billion. Own-brand penetration in the U.S. grew by 0.5% to 376%. Moreover, we are pleased with the performance of our new Albert Heijn to go format, showing double-digit sales growth. Acquiring stores in our current markets enables us to make the most of our existing operations and better leverage our scale. We are also looking for opportunities to move into markets that are adjacent to where we operate, so we can apply our skills and build our scale even further. Our ambition a Continue to focus on current and surrounding markets and evaluate new geographies. a Open 50 supermarkets in Belgium by the end of 2016. Our progress In 2014, we completed the acquisition of 49 SPAR stores in the Czech Republic, which we are now in the progress of integrating into our existing Albert business. We remain on track to achieving our ambitions in Belgium. In 2014, we opened nine new stores, now operating 28 stores in this market.

Jaarverslagen | 2014 | | pagina 86