Companhia Brasileira de Distribuicao Fundamental Company Report Including Financial, SWOT, Competitors and Industry Analysis

November 2024 | 50 pages | ID: C51CEAC1CA2BEN
BAC Reports

Abstracts

Companhia Brasileira de Distribuicao Fundamental Company Report provides a complete overview of the company’s affairs. All available data is presented in a comprehensive and easily accessed format. The report includes financial and SWOT information, industry analysis, opinions, estimates, plus annual and quarterly forecasts made by stock market experts. The report also enables direct comparison to be made between Companhia Brasileira de Distribuicao and its competitors. This provides our Clients with a clear understanding of Companhia Brasileira de Distribuicao position in the Retail Industry.

• The report contains detailed information about Companhia Brasileira de Distribuicao that gives an unrivalled in-depth knowledge about internal business-environment of the company: data about the owners, senior executives, locations, subsidiaries, markets, products, and company history.
• Another part of the report is a SWOT-analysis carried out for Companhia Brasileira de Distribuicao. It involves specifying the objective of the company's business and identifies the different factors that are favorable and unfavorable to achieving that objective. SWOT-analysis helps to understand company’s strengths, weaknesses, opportunities, and possible threats against it.
• The Companhia Brasileira de Distribuicao financial analysis covers the income statement and ratio trend-charts with balance sheets and cash flows presented on an annual and quarterly basis. The report outlines the main financial ratios pertaining to profitability, margin analysis, asset turnover, credit ratios, and company’s long-term solvency. This sort of company's information will assist and strengthen your company’s decision-making processes.
• In the part that describes Companhia Brasileira de Distribuicao competitors and the industry in whole, the information about company's financial ratios is compared to those of its competitors and to the industry. The unique analysis of the market and company’s competitors along with detailed information about the internal and external factors affecting the relevant industry will help to manage your business environment. Your company’s business and sales activities will be boosted by gaining an insight into your competitors’ businesses.
• Also the report provides relevant news, an analysis of PR-activity, and stock price movements. The latter are correlated with pertinent news and press releases, and annual and quarterly forecasts are given by a variety of experts and market research firms. Such information creates your awareness about principal trends of Companhia Brasileira de Distribuicao business.

About Companhia Brasileira de Distribuicao

Companhia Brasileira de Distribuicao operates as a retailer of food, clothing, home appliances, and other products through its chain of hypermarkets, supermarkets, specialized and department stores in Brazil.

The company maintains a multi-format structure encompassing supermarkets (Pao de Açúcar, Extra Supermercado, CompreBem and Sendas), hypermarkets (Extra), durable goods stores (Ponto Frio and Extra Eletro), convenience stores (Extra Fácil), and cash-and-carry chains (AssaI). It also operates e-commerce activities in the food (Pao de Acucar Delivery - www.paodeacucar.com.br) and non-food (Extra.com.br - www.extra.com.br and PontoFrio.com - www.pontofrio.com.br) sectors. The company also owns gas stations located at the parking lots of or nearby its stores and drugstores located in the shopping areas of its supermarkets and hypermarkets.

As of December 31, 2009, the company operated 1,080 stores, 79 gas stations and 150 drugstores in 19 States and the Federal District, in addition to a logistics infrastructure supported by 28 distribution centers located in 13 States.

Segments

Retail

The Retail segment includes sales of food and non-food items to individual consumers. Food and non-food products are defined as:

Food Products: Includes non-perishable food items, beverages in general, fruit, vegetables, meat, bread, cold cuts, dairy products, cleaning products, disposable products, and personal care products.

Non-Food Products: Includes clothing items, baby items, shoes and accessories, household articles, books, magazines, CDs and DVDs, stationery, handcraft, toys, sports and camping gear, furniture, mattresses, pet articles, and gardening. Non-food products also include electronics and durable goods, such as household appliances, personal computers, software, computer accessories, and sound and image systems. The items sold at its drugstores, such as medications and dermocosmetics, are also considered non-food products. This segment also includes products and services sold at its gas stations.

Cash-and-Carry

The Cash-and-Carry segment includes sales of food and non-food products to intermediate consumers and retail customers through its Assai banner.

Electronics and Home Appliances

The Electronics and Home Appliances segment includes sale of durable goods (electronics, home appliances and furniture) through its subsidiary Globex Utilidades S.A. (Globex (Ponto Frio)).

Operations

Pao de Açúcar Stores: Pao de Açúcar operates neighborhood stores, which are located in urban areas. These stores feature specialty areas, such as perishables, baked goods, wine, ready-to-eat dishes, meat, cheese, and seafood departments. As of December 31, 2009, the company had 145 Pão de Açúcar stores.

CompreBem Stores: As of December 31, 2009, the company had 157 CompreBem stores.

Sendas Stores: Sendas Stores offer products targeting middle and lower income consumers. Sendas stores are all located in lower-income neighborhoods in Rio de Janeiro.

Extra Hypermarkets: As of December 31, 2009, the company had 103 Extra stores, including stores that opened in 2009 (1 store that was converted from Extra Hipermercado to Extra Supermercado).

Extra Fácil Stores: As of December 31, 2009, the company had 52 Extra Fácil stores.

Extra Supermercado Stores: As of December 31, 2009, the company operated 13 Extra Supermercado stores (6 conversions from CompreBem banners and 3 from Pão de Açúcar banner). The company’s Extra Supermercado offers mix of food products and general merchandise. Its Extra Supermercado stores are neighborhood supermarkets with meat and bakery products.

Extra-Eletro Stores: Extra-Eletro stores sell a range of home appliances and consumer electronic products. As of December 31, 2009, the company operated 47 Extra-Eletro stores.

Extra.com.br: Extra.com.br focuses on the sale of non-food products.

Assai Stores: Assai operates in the cash and carry segment. As of December 31, 2009, Assaí had 40 stores.

Ponto Frio Stores: The company’s Ponto Frio stores in the durable goods, such as consumer electronics and furniture. As of December 31, 2009, the company was operating 455 Ponto Frio stores.

Gas Stations: As of December 31, 2009, the company was operating 79 gas stations. Its gas stations are located with in the parking area of certain of its stores.

Drugstores: The company, with 150 units in operation, operates a drugstore chain in Brazil’s retail food industry.

Products

The company’s products manufactured and/or handled at its stores are fruits and vegetables, cut or packaged at its stores; meat (beef, pork, chicken and fish), as well as cold cuts and cheese, which are cut, weighed and packaged at its stores; ready-to-eat meals sold at its delis; and bread, cakes, and sweets made at the bakeries located with in its stores.

Competition

The company’s principal competitors in the State of Sao Paulo include Sonda, Pastorinho, Carrefour, Mambo, Futurama, and Walmart. In Brasilia, its major competitors include Carrefour, Super Maia, Super Cei, and Big Box. In the State of Rio de Janeiro, its major competitors include Supermercados Mundial, Guanabara, Prezunic, and Zona Sul supermarkets. In the States of Paraíba, Pernambuco, Ceará and Piauí, its principal competitors include GBarbosa and Bompreço. The major competitor of Extra hypermarket includes Carrefour. Assai chain competes with Atacadão, Roldão, Tenda, Makro, and Maxxi. In the State of Rio de Janeiro, the major competitors of ABCCompreBem and Sendas include Guanabara, Prezunic, Zona Sul, and Mundial.

In the durable goods market, the principal competitors of its Extra Eletro and Ponto Frio stores are Magazine Luiza, Pernambucanas, Ricardo Eletro and Lojas Insinuante. In relation to its food products e-commerce, its PA Delivery units compete with Zona Sul, which belongs to the Walmart group. In non food products e-commerce segment, its competitors include B2W, which owns Americanas.Com, Submarino and Shoptime; Compra Fácil of the Hermes Group; Magazine Luiza; Walmart; Saraiva; Dell; and Fast Shop.

History

Companhia Brasileira de Distribuicao was founded in 1948.

The above Company Fundamental Report is a half-ready report and contents are subject to change.
It means that we have all necessary data in our database to prepare the report but need 2-3 days to complete it. During this time we are also updating the report with respect to the current moment. So, you can get all the most recent data available for the same price. Please note that preparation of additional types of analyses requires extra time.

Contents

RESEARCH METHODOLOGY

DISCLAIMER

1. COMPANHIA BRASILEIRA DE DISTRIBUICAO COMPANY PROFILE

1.1. Key facts
1.2. Financial Performance
1.3. Key Executives
1.4. Ownership and Major Holders
1.5. Company History

2. COMPANHIA BRASILEIRA DE DISTRIBUICAO BUSINESS OVERVIEW

2.1. Business Description
2.2. Major Products and Services
2.3. Markets and Sales Activities
2.4. Locations, Subsidiaries, Operating Units

3. COMPANHIA BRASILEIRA DE DISTRIBUICAO SWOT ANALYSIS

3.1. Overview
3.2. Strengths
3.3. Weaknesses
3.4. Opportunities
3.5. Threats

4. COMPANHIA BRASILEIRA DE DISTRIBUICAO FINANCIAL ANALYSIS

4.1. Financial Statements
4.1.1. Income Statement
4.1.2. Balance Sheet
4.1.3. Cash Flow
4.2. Financial Ratios
4.2.1. Profitability
4.2.2. Margin Analysis
4.2.3. Asset Turnover
4.2.4. Credit Ratios
4.2.5. Long-Term Solvency
4.2.6. Growth Over Prior Year
4.2.7. Financial Ratios Charts
4.3. Stock Market Snapshot

5. COMPANHIA BRASILEIRA DE DISTRIBUICAO COMPETITORS AND INDUSTRY ANALYSIS

5.1. Companhia Brasileira de Distribuicao Direct Competitors
5.2. Comparison of Companhia Brasileira de Distribuicao and Direct Competitors Financial Ratios
5.3. Comparison of Companhia Brasileira de Distribuicao and Direct Competitors Stock Charts
5.4. Companhia Brasileira de Distribuicao Industry Analysis
5.4.1. Retail Industry Snapshot
  5.4.2. Companhia Brasileira de Distribuicao Industry Position Analysis

6. COMPANHIA BRASILEIRA DE DISTRIBUICAO NEWS & EVENTS

6.1. News & PR Activity Analysis
6.2. IR Corporate News
6.3. Marketing News
6.4. Corporate Events

7. COMPANHIA BRASILEIRA DE DISTRIBUICAO EXPERTS REVIEW¹

7.1. Experts Consensus
7.2. Experts Revisions

8. COMPANHIA BRASILEIRA DE DISTRIBUICAO ENHANCED SWOT ANALYSIS²

9. BRAZIL PESTEL ANALYSIS²

9.1. Political Factors
9.2. Economic Factors
9.3. Social Factors
9.4. Technological Factors
9.5. Environmental Factors
9.6. Legal Factors

10. COMPANHIA BRASILEIRA DE DISTRIBUICAO IFE, EFE, IE MATRICES²

10.1. Internal Factor Evaluation Matrix
10.2. External Factor Evaluation Matrix
10.3. Internal External Matrix

11. COMPANHIA BRASILEIRA DE DISTRIBUICAO PORTER FIVE FORCES ANALYSIS²

12. COMPANHIA BRASILEIRA DE DISTRIBUICAO VRIO ANALYSIS²

APPENDIX: RATIO DEFINITIONS

LIST OF FIGURES

Companhia Brasileira de Distribuicao Annual Revenues in Comparison with Cost of Goods Sold and Gross Profit
Profit Margin Chart
Operating Margin Chart
Return on Equity (ROE) Chart
Return on Assets (ROA) Chart
Debt to Equity Chart
Current Ratio Chart
Companhia Brasileira de Distribuicao 1-year Stock Charts
Companhia Brasileira de Distribuicao 5-year Stock Charts
Companhia Brasileira de Distribuicao vs. Main Indexes 1-year Stock Chart
Companhia Brasileira de Distribuicao vs. Direct Competitors 1-year Stock Charts
Companhia Brasileira de Distribuicao Article Density Chart

1 – Data availability depends on company’s security policy.
2 – These sections are available only when you purchase a report with appropriate additional types of analyses.
The complete financial data is available for publicly traded companies.

List Of Tables

LIST OF TABLES

Companhia Brasileira de Distribuicao Key Facts
Profitability
Management Effectiveness
Income Statement Key Figures
Balance Sheet Key Figures
Cash Flow Statement Key Figures
Financial Performance Abbreviation Guide
Companhia Brasileira de Distribuicao Key Executives
Companhia Brasileira de Distribuicao Major Shareholders
Companhia Brasileira de Distribuicao History
Companhia Brasileira de Distribuicao Products
Revenues by Segment
Revenues by Region
Companhia Brasileira de Distribuicao Offices and Representations
Companhia Brasileira de Distribuicao SWOT Analysis
Yearly Income Statement Including Trends
Income Statement Latest 4 Quarters Including Trends
Yearly Balance Sheet Including Trends
Balance Sheet Latest 4 Quarters Including Trends
Yearly Cash Flow Including Trends
Cash Flow Latest 4 Quarters Including Trends
Companhia Brasileira de Distribuicao Profitability Ratios
Margin Analysis Ratios
Asset Turnover Ratios
Credit Ratios
Long-Term Solvency Ratios
Financial Ratios Growth Over Prior Year
Companhia Brasileira de Distribuicao Capital Market Snapshot
Companhia Brasileira de Distribuicao Direct Competitors Key Facts
Direct Competitors Profitability Ratios
Direct Competitors Margin Analysis Ratios
Direct Competitors Asset Turnover Ratios
Direct Competitors Credit Ratios
Direct Competitors Long-Term Solvency Ratios
Retail Industry Statistics
Companhia Brasileira de Distribuicao Industry Position
Company vs. Industry Income Statement Analysis
Company vs. Industry Balance Sheet Analysis
Company vs. Industry Cash Flow Analysis
Company vs. Industry Ratios Comparison
Companhia Brasileira de Distribuicao Consensus Recommendations¹
Analyst Recommendation Summary¹
Price Target Summary¹
Experts Recommendation Trends¹
Revenue Estimates Analysis¹
Earnings Estimates Analysis¹
Historical Surprises¹
Revenue Estimates Trend¹
Earnings Estimates Trend¹
Revenue Revisions¹

ANALYSIS FEATURES

SWOT Analysis

SWOT, which stands for Strengths, Weaknesses, Opportunities and Threats, is an analytical framework that identifies the internal and external factors that are favorable and unfavorable for a company.

Enhanced SWOT Analysis

Enhanced SWOT is a 3×3 grid that arranges strengths, weaknesses, opportunities and threats into one scheme:

• How to use the strengths to take advantage of the opportunities?
• How to use the strengths to reduce likelihood and impact of the threats?
• How to overcome the weaknesses that obstruct taking advantage of the opportunities?
• How to overcome the weaknesses that can make the threats a reality?

Upon answering these questions a company can develop a project plan to improve its business performance.

PESTEL Analysis

PESTEL (also termed as PESTLE) is an ideal tool to strategically analyze what influence different outside factors – political, economic, sociocultural, technological, environmental and legal – exert on a business to later chart its long term targets.

Being part of the external analysis when carrying out a strategic assessment or performing a market study, PESTEL gives an overview of diverse macro-environmental factors that any company should thoughtfully consider. By perceiving these outside environments, businesses can maximally benefit from the opportunities while minimizing the threats to the organization.

Key Factors Examined by PESTEL Analysis:

• Political – What opportunities and pressures are brought by political bodies and what is the degree of public regulations’ impact on the business?
• Economic – What economic policies, trends and structures are expected to affect the organization, what is this influence’s degree?
• Sociological – What cultural and societal aspects will work upon the demand for the business’s products and operations?
• Technological – What impact do the technological aspects, innovations, incentives and barriers have on the organization?
• Environmental – What environmental and ecological facets, both locally and farther afield, are likely to predetermine the business?
• Legal – What laws and legislation will exert influence on the style the business is carried out?

IFE, EFE, IE Matrices

The Internal Factor Evaluation matrix (IFE matrix) is a strategic management tool helping audit or evaluate major weaknesses and strengths in a business’s functional areas. In addition, IFE matrix serves as a basis for identifying and assessing relationships amongst those areas. The IFE matrix is utilised in strategy formulation.

The External Factor Evaluation matrix (EFE matrix) is a tool of strategic management that is typically utilised to assess current market conditions. It is an ideal instrument for visualising and prioritising the threats and opportunities a firm is facing.

The essential difference between the above mentioned matrices lies in the type of factors incorporated in the model; whilst the latter is engaged in internal factors, the former deals exceptionally with external factors – those exposed to social, political, economic, legal, etc. external forces.

Being a continuation of the EFE matrix and IFE matrix models, the Internal External matrix (IE matrix) rests upon an investigation of external and internal business factors integrated into one suggestive model.

Porter Five Forces Analysis

The Porter’s five forces analysis studies the industry of operation and helps the company find new sources of competitive advantage. The analysis surveys an industry through five major questions:

1. What composes a threat of substitute products and services?
2. Is there a threat of new competitors entering the market?
3. What is the intensity of competitive rivalry?
4. How big is the bargaining power of buyers?
5. How significant is the bargaining power of suppliers?

VRIO Analysis

VRIO stands for Value, Rarity, Imitability, Organization. This analysis helps to evaluate all company’s resources and capabilities and bring them together into one aggregate table that includes:

• Tangible resources
  • Financial
  • Physical
  • Technological
  • Organizational
• Intangible resources
  • Human
  • Innovation and Creativity
  • Reputation
• Organizational capabilities

The result of the analysis gives a clear picture of company’s competitive and economic implications, answering the questions if the resources mentioned above are:

• Valuable?
• Rare?
• Costly to imitate?
• Organized properly?