Case Study Questions Carrefour

Carrefour S.A. Case Study

763 WordsNov 22nd, 20124 Pages

International Borrowing at Carrefour S.A.

Briefly discuss the background of Carrefour SA and its financing practices. What are the borrowing alternatives?
Carrefour S.A. is operating as a chain of hypermarkets, combining a supermarket, drugstore, discount store and gas station. Carrefour is originating from France, however, during 40 years it has expanded its operations to ten other European countries, six South and North American countries and nine Asian countries.
The largest sales and profits of the company come from operations in France. But only in 2001 sales coming from France were less than from foreign operations.
Carrefour management had generally financed company growth through securities denominated in the currency of…show more content…

IRR was calculated using MS Excel formula. In order to check the correctness of the calculation, IRR check was performed (CF discounted and added to get initial financing needed. Please, see the detailed calculation in the MS excel spreadsheet. The calculation resulted in the following figures for IRR: British pound | 5,32% | Swiss franc | 5,59% | U.S. Dollar | 5,50% | CF in EUR | 5,25% | Suggest the best borrowing alternative for Carrefour. In which currency (EUR, CHF, GBP, USD) should the company borrow?
It is suggested that Carrefour borrows the required EUR750 million in EUR as according to the calculations provided the lowest cost of borrowing is in EUR and is equal to the internal rate of return (IRR) in that currency = 5.25%. The cost Careefour would pay if borrowed in EUR would be the lowest in comparison with the cost paid in British Pound, Swiss Franc or U.S. Dollar. The company should always seek for the cheapest available source of finance. The suggestion of the investment banks Morgan Stanley and UBS-Warburg to take advantage of a borrowing opportunity in GBP is not reasonable, as the cost of borrowing in GBP would be 5.32% which is more expensive than issuing securities denominated in EUR. What other factors should Carrefour management consider when

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Within the framework of the COP21 agreement, the Carrefour group set a voluntary target of reducing CO2 emissions by 40% by 2025 compared to 2010 levels. Carrefour has since joined the carbon pricing program of the UN’s “Caring for Climate” initiative thus providing a further means by which to meet our targets. An internal carbon price enables Carrefour to include the impact of greenhouse gas emissions as part of our investment decision processes. We are the first European mass-merchandising retailer to do so.

Setting an internal carbon price is a means of accelerating change. Doing so will result in our giving preference to technologies which emit lower quantities of CO2 and which require less energy in our stores. We are continuously testing new technologies such as bio methane, solar and wind power, and we are also creating partnerships with alternative energy providers.

The carbon price has been calculated on a country-by-country basis, factoring in each country’s specific characteristics in terms of the energy mix and the level of technological development. Setting an internal carbon price ensures that our approach forms part of Carrefour’s investment decision process in the long term. Improving our non-financial performance also means acting in a responsible, profitable and sustainable way in coordination with the company’s partners to help our customers. Quite simply, it means doing our job well.

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