For the bio sales are multiplied by three

What are the first results of stores drivers crossroads Planet

Ecully and Vénissieux, it is still too early to talk about results. But the first trends are very positive with double-digit sales growth. In Belgium, where our pilot shop is open for three months, and in Spain where two stores-testing work for three to five months, can speak very good results. Growth is also two-digit and Spain, progressions are 25 for the new space products fresh and greater than 30 for textiles. For the bio, sales are multiplied by three. The most important, is that the attendance of these stores also knows two-digit growth. In France, ten years is recorded, for the whole hypermarkets, an average annual decrease of 0.8 attendance. It is this tendency that we can stop before then.

You advertise the renovation or the conversion of approximately 500 stores in Europe by early 2013. Is it to say that all European hypermarkets of the group will take the Carrefour Planet sign

All hypermarkets will be processed, but all will not all elements of the new concept. It depends on the size. To become Carrefour Planet, must be at least 7,000 to 8,000 square metres, though there may be exceptions. Approximately 50 of our hypermarkets will take the new sign Planet, including those which are in urban areas, for example, where competition with other powerful forms of distribution is strong and where to mark its difference.

The deployment is well that Europe

Yes, and it is fast because, from the time when we are sure of the relevance of the new concept, we do not have to wait to implement it. Do not forget that the European hypermarkets represent 40 of our global sales. It is therefore obviously strategic. The emerging countries, they are still in the phase of discovery of modern trade and the traditional hypermarket.

That answer you to those who say that the current weakness of the hypermarket is due to arbitrations that consumers are on non-food products in times of crisis and is therefore cyclical

We invest not just to respond to the crisis. We invest for at least ten to fifteen years to come. If it took action to respond to the crisis, we could have simply multiply promotions.

You plan to invest EUR 1.5 billion to 500 stores. What is the cost of processing of a store

The transformation of the stores that will take the Carrefour Planet sign cost on average EUR 4 million per unit. The renovation of those who will maintain the crossroads sign cost, it, almost 2 million on average.

What is the economic equation of Carrefour Planet

It is simple. We have more staff and more with new services costs, such as child care. But we are going to increase sales of higher margin, such as textile products. In the end, our Superstore will be more profitable. This is why we announce, for an increase of 18 of our turnover on the horizon of 2015, a current result before depreciation, amortization and depreciation in 2013 EUR 315 million and 650 million by 2015.

How far do you go on sale in marks space allocation

It is not question for us to become the hirers of sales area. With Virgin, I wanted to do a test in an area where we are challenged. I think that some brands can help attract new consumers in our stores. Nevertheless, it will never represent only 2 to 3 of our sales area.

What do you think the willingness of some manufacturers to question the Act of modernisation of the economy

The LME supports the negotiation and it is healthy that there is negotiation between distributors and manufacturers. And then cannot change all the time in regulation. As regards the increase in raw materials, we are ready to support farmers, but industrial - I know well the subject-, they can not imagine a second pass automatically increases. They should consider, as we have done, to reduce their costs and margins to support consumption and sales.

There is a timid resumption of consumption for a few months. Do you think it will take

In Europe, it is true, the word rigour is on everyone's lips, but must be careful not to break the growth. Should in my view act simultaneously on the two levers of cost savings and growth. This is what I call the rigorous growth. In Carrefour, with our transformation plan and the launch of hub Planet, this is what I put in place.