The forum, dedicated to the main trends in retail trade, brought together many interesting speakers who shared their experiences, and then, together with other participants, discussed retail trends in 2014 - 2015. The conference was opened by Sergey Piven, chief financial officer, member of the board of X5 Retail Group.
He spoke about the main trends in the development of retail business in 2014 - 2015. "The Russian retail trade market is one of the largest in terms of volume in the world. The average annual growth of trade in the period from 2005 to 2013 was 17 percent (nominal growth) per year (real growth - eight percent). In the medium term, growth will continue at seven to nine percent (nominal growth) per year (real growth - two to four percent)."
As for food retail, Sergey Piven gave a very encouraging forecast. In his opinion, Russian market grocery retail will retain significant growth potential until 2020. “Grocery retail is one of the main segments of retail trade - it accounts for about 50 percent of the retail market. It will be the main driver of growth in the retail market as a whole. Moreover, due to the fact that the population of Russia is not increasing, unlike other emerging markets, the main growth of food retail will be determined by improving well-being and growth in consumer spending, as well as the continuing development of infrastructure modern forms at trade.
We expect nominal market growth of seven to eight percent per year, and real growth of three to four percent. Federal retail chains are developing most actively and will continue to develop; by 2020, their share will reach approximately 45 - 50 percent, compared to 25 percent in 2013. The main focus will remain on Russian regions, since federal networks are less represented outside the Central and North-West regions. Height retail space observed in all trade formats: convenience stores, supermarkets, hypermarkets."
At the end of his speech, he gave some advice and recommendations to the audience: “In the retail business, every detail is important: unlike companies in other sectors, we operate with a low level of profitability. Therefore, in order for the business to bring profit to shareholders, it is necessary to exercise effective control over all business processes - from the purchase of goods and their delivery to distribution centers, and then to stores, before they are displayed on shelves and served to customers. No less important are human resources, because the overall result of the company depends on how and how effectively each employee works.”
Oleg Ryzhov, CEO of ROSS Group, spoke about the main difficulties of interaction between retail and regional shopping and entertainment centers (SECs).
“Now the time has come when it is difficult to make any forecasts regarding the state of regional markets SEC. Experts voice diametrically opposed opinions: from “the crisis is inevitable and has already arrived” to “there is no need to panic, this is a temporary short-term trend.” If we talk about the medium and long term, then everything is even more uncertain.
Due to political tensions in Europe and on the borders of the Russian Federation, access to credit and investment money has been sharply limited. The vast majority of banks have sharply reduced the issuance of loans to finance new commercial real estate projects. Already approved projects generally continue to be financed, but in some cases financing is suspended.
The main problems that are observed are a decrease in turnover and profitability of stores, increased competition between retail outlets in the regions and a decrease in consumer activity.
Many retailers have reduced their development programs or even abandoned them for the near future, while others, on the contrary, have changed their development plans towards expanding their presence in the regions. Now there is increasing interest from retail in the regions that are located beyond the Urals, since this is where the gas line will pass (through Altai, Irkutsk, etc.). Thus, Russian and later Chinese money will come there. It is especially favorable that the market of Siberia and the Far East is open to grocery chains. But still no one can predict exactly how events will develop in the future."
Then the speaker moved on to the issues of leasing retail space in the regions: “Due to the unpredictability of the market shopping facilities choose more carefully and are more demanding about rental conditions. More and more risks are shifting to the side of the owner rather than to the side of the tenant. That is, gradually - since about 2008 - the owner's market is turning into a tenant's market (although in Moscow and St. Petersburg the owner's market is still supported).
Currently, both sides need to take steps towards each other, learn to respect each other’s interests and find a compromise. Otherwise, everyone loses. And it is precisely the search for ways to achieve such a compromise that represents the main difficulty of interaction between retail and regional shopping centers at the moment."
He then moved on to the problems of decreasing traffic: “Many shopping centers are experiencing a decrease in traffic. It is very important to look at the reason. For example, this may be due to the fact that a new facility is opening nearby. The level of traffic can also depend on the quality of the salespeople. increase the flow of visitors. And if earlier it was possible to use standard approaches that still worked, now we need to develop new non-standard solutions. But in general, the decrease in traffic is a temporary phenomenon, and sooner or later it will return in the right direction.”
Then he spoke about what processes are currently taking place in the ROSS Group company: “Now we are forced to focus not on opening new stores, but on maintaining our market share. There is a change in the vector of development. This has already happened during previous economic crises, because when opportunities disappear external development, the company begins to improve itself. For example, we have had the need to improve for years internal management, which no one was doing until the crisis struck. Now, thanks to the crisis, we paid attention to this problem and began to solve it."
Max Sazhin, financial director of HENDERSON-Russia, spoke about what retailers expect from banks and how to build mutually beneficial communication.
"Like any company, we strive to ensure financial balance by balancing the volume of receipts and expenditures Money. To achieve this, we are developing measures to accelerate the attraction of funds and slow down their payments. Acceleration of raising funds in short term can be achieved through the following tools:
- increasing the size of price discounts for cash payments on products sold to customers;
- ensuring partial or full prepayment for manufactured products that are in high demand on the market;
- reducing the terms for providing commodity (commercial) loans to buyers;
- use of modern forms of refinancing receivables (bills, factoring);
- speeding up the collection of payment documents from product buyers (the time they spend in transit, during the registration process, during the process of crediting money to the current account, etc.).
As for slowing down cash payments in the short term, it can be achieved when working with a supplier by increasing the timing of providing the company with a commodity (commercial) loan."
Next, the speaker spoke about the main tools and products that the company uses, among which he highlighted letters of credit, bank guarantees, factoring, leasing, etc. “Before 2010, we made attempts to use customs cards (then we resumed their use in 2012) They help make payments on the same day, provide the opportunity to overdraft and reduce the number of mechanical errors with details. We have also been hedging currency risks since 2012. We have been carrying out automatic collection since January 2013. Thus, you can find quite a few real optimization tools on the market. cash flows.
Work with banks is better structured when the personalities of the owners and the history of the bank are taken into account. When working with banks, it is advisable to take into account the variability of products and low rates on them, a quick decision-making process, a reduction in the bank’s commission for the purchase of foreign currency, and a long term of the contract. But, unfortunately, you shouldn’t expect everything from one bank, so you can use several banks in one capacity or another.”
In conclusion, he said a few words about the interaction of banks with shopping centers: “It should be noted that now is not the best best time to open shopping centers, since the country is experiencing a decline in consumer activity amid the depreciation of the national currency and most retailers are concerned about reducing costs or closing unprofitable stores, rather than new openings. Therefore, shopping centers (and they are built with bank money) that do not agree on acceptable terms with tenants will lose a lot. And this must be understood."
Then a business game took place on the topic “Business risks associated with legislative changes and economic sanctions." The audience was offered a case-study based on the current political and economic situation, as well as the problems facing the companies of the forum delegates.
Business game. The retail company "Food-Market" sells products in the high price segment and is actively developing. For 2012 - 2013 the number of stores in the chain doubled - from 90 to 180. The company's revenue in 2013 amounted to 70 billion rubles. Growth is carried out using borrowed funds, the debt load is approaching 4 EBITDA.
In 2014, due to the worsening economic situation, the company's revenue for the first half of the year decreased by 10 percent, and the chain closed 20 stores with the worst performance. Shortage working capital is estimated at 20 billion rubles. To top it all off, the company learns that a sales embargo has been imposed on a number of the company's key products, which were responsible for 30 percent of its revenue. They can be replaced with analogues that are not subject to sanctions, but negotiations with suppliers require some time. We also have to take into account the possible introduction of a sales tax, which is currently being discussed at the ministerial level, as well as the consequences of changes to the Trade Law. If prompt action is not taken, the network faces bankruptcy. To develop a solution to the current situation, a board of directors, selected from the present speakers, hastily convenes.
The conference participants offered their solutions on how to get out of the current situation. Of the many proposals put forward, the most effective, in the opinion of the board of directors, were the following: revising the sales range, reducing rental payments, reducing personnel costs (including reducing incentive payments to department heads), optimizing logistics and introducing new technologies (for example, installing automatic cash registers, which eliminate the need for a cashier).
After the business game, Pavel Kalaev, head of the department for work with trade enterprises, spoke. His report was devoted to bank financing current activities investment tasks of retail. He talked about how banks evaluate their clients.
In his opinion, the portrait of an ideal client includes a highly stable financial position, high financial autonomy, high profitability and a low debt load. "When we evaluate a client, we look at the positive dynamics of financial indicators - such as revenue, debt load, equity, EBITDA, net profit. It is very good when the loan is secured by real estate at 100 percent, there are personal guarantees final beneficiaries business or a significant amount of non-current assets.
We then look at companies in the target industry and the dynamics of business indicators: increase in points of sale or number of active buyers; expansion by geography/products/services. The growth rate of business indicators must be no lower than market ones. The company to which we provide financing must have a highly stable competitive position (unique position in the market, work in the strategy " blue ocean"). A good example is Cirque du Soleil, which took all the best from circus and theater and created a new space for itself without competition.
Limitations to cooperation for banks are: illiquid collateral, which makes it impossible to level out a weak financial position; limited transparency, weak financial position or negative dynamics, external negative factors (imposed sanctions and embargoes and the likelihood of new ones) and industry risks (for example, trading in goods most susceptible to fluctuations in purchasing power). A very negative factor can be the difficult to analyze or confirm legal structure and structure of commodity and cash flows.
We cooperate on a partnership basis, so the most important thing for us is transparency, completeness of information and the client’s desire to make contact."
Anna Gracheva, head of the planning and economic department of Adamas, spoke about identifying reserves for increasing the efficiency of working capital management.
She recommends paying more attention to optimizing logistics: “It is very important to normalize the timing of inventory turnover; optimize internal processes of product distribution and clearance, if possible, implement electronic document management; coordinate delivery schedules to and from the store and product acceptance schedules, which will allow for rhythmic and uniform loading of warehouses.”
Like all retailers, the company is concerned about increasing sales. Anna spoke about what steps are being taken for this: “All decisions on opening new salons are made based on an assessment of the investment attractiveness of the property; then a regular assessment of the efficiency of retail outlets and stores is carried out; an analysis of all factors influencing sales - from weather to mechanics conversion calculation."
At Adamas, they took the issues of sales timing and assortment policy seriously: “Delivery conditions are considered in comparison with other available alternatives; the evaluation criterion is comparative efficiency; Full time job with an assortment matrix."
“We shouldn’t forget about staff motivation: for example, you can develop KPIs for managers at all levels that influence compliance with deadlines; motivate commercial service employees for the turnaround time of products (by groups, types) and profitability of sales, etc.”
According to Anna Gracheva, as a result of the work done, Adamas managed to reduce the turnover period inventories by 10 percent over two years and free up about 100 million rubles. to other areas of activity.
“Previously, we believed that one month was the maximum turnaround time for a finished goods warehouse. Today our figure is 0.89 months, including remote warehouses, including outside Russia, while maintaining the level of completion of customer requests.
Due to increased sales volumes, optimization inventory and reducing product turnaround times by 12 percent, we have significantly increased business efficiency. However, the company is constantly looking for internal sources efficiency. Planned performance indicators for 2014 - 2015 - release of at least 10 percent of assets,” Anna Gracheva concluded her speech.
Denis Korablev, financial director of Rosinter Restaurants, spoke about how to ensure the quality of current liquidity planning.
"To maintain liquidity, it is worth focusing on two points: interaction with banks and negotiations with suppliers. Interaction with banks will allow you to make the most efficient use of various financial mechanisms, including loan refinancing. It makes sense to discuss new payment terms with suppliers. It is likely that current importers will reconsider the terms of work with foreign manufacturers. In this regard, it is very important that the company, which suppliers provide products, maintains comfortable conditions for cooperation. We need to strive to synchronize cash flows under new contracts."
He went on to talk about what a retail CFO should focus on in 2014 - 2015. “It is worth paying attention to changes associated with the import of products, as well as exchange rate differences, and taking measures to control items associated with these risks. We at Rosinter are now focusing on hedging potential risks associated with macroeconomic changes and optimizing costs .
Don't forget that the fourth quarter is ahead, which is traditionally considered successful for all retail. Therefore, despite macroeconomic changes, focus on the positive. Think about how to get maximum revenue during the high season."
Roman Borisov, financial director of Inventive Retail Group, made a presentation "Automation of business planning - a tool for increasing efficiency. Example - Inventive Retail Group."
"Before automation, we had a lot of manual labor and very labor-intensive formation of indicators; the speed of information processing was not high enough. It was not possible to quickly collect a plan and fact and make decisions. All tools had to collect a plan and fact based on management accounting. Budget analytics did not allow us to clearly identify efficiency reserves."
The planning automation project was carried out on the basis of SAP BPC. Roman talked about what he managed to do in new system budgeting: “The data collection algorithm has become clearer, more reliable and more useful for business, less labor-intensive. The budget has become a tool for identifying and achieving model efficiency reserves, a tool for adjusting contractual terms and setting tasks for company departments, and a tool for monitoring the execution of items in the context of their factors, rather than the resulting indicator".
Additional activities of the company:
- — Activities in the field of law;
- — Market research;
Company information
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The company was registered on September 3, 2002, the registrar is the Department of the MINISTRY of the Russian Federation for Taxes and Duties in MOSCOW. The company "LOGOS-CENTER" LLC is located at: 115093, MOSCOW, st. BOLSHAYA SERPUKHOVSKAYA, 44, off. 19. The main activity is: "Consulting on issues commercial activities and management." The organization also carries out activities in the following non-core areas: "Activities in the field of law", "Research of market conditions". The main branch of the company: "Auditing activities". The head of the company is Anna Konstantinovna Gracheva. Organizational and legal form - companies with limited liability. Type of property - private property. |
Address and telephone numbers + directions
General Director of LOGOS-CENTER LLC - Gracheva Anna Konstantinovna
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Also, Anna Konstantinovna Gracheva may be the head of the following companies.
8:00-9:00Registration, welcome coffee.
9:00-11:00 Course: strategictrends.
- Economic trends - 2015-2016: inflation, ruble exchange rate, sanctions, capital movements.
- Tax changes - 2015: what new is the Ministry of Finance preparing.
- Profession trends: what a financial director needs to consider today.
Presenters:
- Evgeny Nadorshin, head economist, IFD "Capital".
- Andrey Kizimov, s Deputy Director of the Department of Tax and Customs Tariff Policy, Ministry of Finance of Russia.
- Pavel Lebedev, ACCA, MBA, director, center Financial management"National Guild of Professional Consultants.
11:00-11:30 Coffee break.
11:30-13:30 Work: practical trends.
- Strategy gaps: how to find and fill the gaps that are holding your company back.
- M&A transactions: how to use the crisis to strengthen your position in the industry.
- Integrated loss management: how to eliminate “black holes” into which profits flow.
- How to minimize currency risks when entering currency exchanges.
- Entering Asian markets: loans, insurance companies, issuing bonds.
Presenters:
- Sergey Berezovka
- Anna Gracheva, Vice President for Finance, Logos Group of Companies.
- Roman Borisov, financial director, Inventive Retail Group.
- Victoria Soldatova, CFO, Reynaers Aluminum RUS.
- Ilya Taraba, Investment Director, OJSC Gazprom Gazenergoset.
13:30-14:30Dinner.
14:30-16:30 Work: practical trends.
- Negotiations with the bank: optimization of the loan portfolio and ways to reduce the effective borrowing rate.
- Beware of sanctions: how to restructure business processes in a company to ensure safe operation.
- Diversification: how to prepare a company to enter a new product and geographic market.
- How to control risks and find investment ideas.
- Experience working with global investors (EBRD, World Bank).
- How to identify points of growth and not miss the gained positions.
Presenters:
- Vladimir Kozinets, Director of the Treasury and Risk Management Department, Rolf, President of the Association of Corporate Treasurers of Russia.
- Gayane Asatryan, financial director, CSI Vostok.
- Igor Basov, Financial Director, General Energy Service Alliance.
- Alexander Merinov, Chief Risk Manager, Deputy Director for Investments and Controlling, "Rostelecom".
- Nikolay Garanin, Financial Director, Pharmacy Chain A5.
16:30-17:00 Coffee break.
17:00-19:00 Profession: career boom.
- A skillful manager: methods of managing a financial department that are effective in a crisis.
- Self-preparation: how to stay relevant during a crisis.
- How employers' requirements are changing.
- Supply and demand: salary expectations.
- How much to invest in your education.
- Professional certificates: a tribute to fashion or real benefit.
- Discussion. Career prospects: what should be the next step.
Presenters:
- Sergey Berezovka, certified director (CertDir IoD), member of the board of directors manufacturing companies federal significance, financial director, Swiss company Sika.
- Irina Feoktistova, Financial Director, Transoil.
- Ivan Pirozhkov, CEO, VM Capital.
- Sergey Kudryashov, team leader internal audit, EY, ex-CFO, World Trade Center.
Financial laboratory: experiments with numbers (analysis of cases, work in groups).
- Monitoring budget execution in a difficult economic situation.
- Ways to legally collect debts: how to protect yourself from the risk of non-payment and what will convince the counterparty to return the money.
- How to properly “present” unattractive results to shareholders.
- Techniques for everyday cost optimization: how to save correctly without compromising the company.
Presenters:
- Sergey Chadin, financial director, GC "Unitile"".
Details 12/11/2014
Proposing a radical reform of kiosk newspaper retail in Moscow, the capital's Department of Media and Advertising justifies its proposals by disagreement with the practice of sublease accepted in Russia (as well as in all other developed markets), under which chain owners transfer specific retail outlets individual entrepreneurs, fully retaining the functionality to provide them.
According to the Moscow authorities, this practice should not remain on the capital's press sales market. PlanetaSMI.RU discussed the existing mechanisms for organizing work in the press market, the economics of the industry, the problem of personnel and the danger of monopolization with Anna Gracheva, General Director of the Logos-Finance company.
Anna Konstantinovna, December 3 of this year. At the City Industry Forum, the Moscow Department of Media and Advertising presented its idea of reforming the press sales system to market participants. It is assumed that the city will create a certain enterprise into which all private kiosks existing in the capital will be transferred. In general, there will no longer be any business in this segment. At the same time, when speaking about the reasons for this decision, representatives of the city authorities put forward as the main argument the allegedly existing practice in the market of leasing retail facilities to small entrepreneurs by chains. And those are theirs rental payments included in the final price for buyers. Is this information true?
Evgenia, you describe everything in an exaggerated way. According to your words, it turns out that there is some kind of intermediary in the market who only does that: win city auctions for the right to trade, sublease retail outlets and fatten up.
It’s not me, it’s the officials...
However, such statements are not true. The intermediary, according to generally accepted world practice, takes full responsibility for the functioning of the entire sales system, both from the point of view of organizing the trading process and from the point of view of compliance with current legislation.
Firstly, it deals with the supply, transportation, logistics and sorting of the entire flow of goods, which is then offered to customers directly at the kiosks.
Secondly, this “idler” is responsible for repairing, maintaining, cleaning and painting the entire “kiosk park”. And these, as you understand, are considerable ongoing costs.
If the city plans to transfer all the press kiosks to a state-owned enterprise, then you need to understand that this enterprise will not only deal with working with tenants, but will also be obliged to take on all the functionality listed above: maintain the kiosks, repair them, deal with problems with electricity, organize supplies of all product line etc. And this requires considerable resources. Communication with all small contractors implies a large number of contracts and documents for supplies, returns, renovation work And so on. I’m not even talking about “pitfalls”, such as “IP-eschniks” that “disappear” along with the product.
You see how much there is (sighs). Therefore, to say that there is some kind of intermediary who only “fat on subletting” and does nothing else is fundamentally wrong. It provides a huge number of services that the city is unlikely to cope with.
Why is it unlikely to succeed? What prevents the city from creating its own enterprise, which will deal with maintenance, electricity, and supplies?
You are already talking about creating a monopoly in the press sales market, and this contradicts the existing antimonopoly legislation in the Russian Federation. According to the letter of the law, no one, including the city, has the right to do this.
No, of course, there are examples of monopolies in our country, but these are so-called natural monopolies, for example Russian Railways. In all other cases, I repeat, the artificial creation of a monopoly is contrary to the law.
What's wrong with a monopoly on the press sales market?
The very presence of a monopoly on any market, not only on the press market, implies the destruction of free market relations, and therefore market pricing. Free competition does not allow inflated prices. Here, on the contrary, the struggle is for Better conditions and low prices, since they are the ones that attract the end buyer. As soon as a single service provider appears on the market, what kind of competitive relations and free pricing can we even talk about?
I assume that the question raised today in the city about the creation of a single state-owned enterprise in the print sales market is simply a matter of someone’s private desire, because its very essence is fundamentally contrary to the law of the Russian Federation and the principles of free competition. The state should mind its own business, entrepreneurs should mind theirs, and they should not be confused.
However, the Moscow market already has recent examples the city's use of such schemes. “Vecherka” wrote that the city used a similar scheme to regulate the work of weekend fairs. They are now also managed state-financed organization, and now the fairs are in order, everything is functioning well, no one is complaining. At the same time, the state enterprise that manages the process is coping, and the townspeople are grateful for high-quality Belarusian sausage at normal prices.
But here we need to once again figure out what was done at these fairs before the reform, what the previous manager did, and what functions the government enterprise now performs. Without a complete picture, analogies with the print sales market are not obvious and such a comparison is incorrect.
The authorities have another argument in favor of the proposed reform. According to the press secretary of the Media Department, Vladimir Yakovlev, today “the owner rents out the kiosk to individual entrepreneurs and is not responsible for the assortment.” Is he really not responsible for it? How is the assortment in kiosks generally formed?
Evgenia, you didn't hear me. I repeat once again: this supposedly “fattening” tenant is entirely responsible for the supply of products to points of sale. And he supplies an assortment that fully complies with the nomenclature list permitted for sale.
That is, a “left” assortment cannot appear there? But what about the stories about entrepreneurs who manage to make vegetable stands out of newsstands?
In the press sales market, as in any other, of course, unscrupulous entrepreneurs can appear. Tell me a segment where they are not?
- ... I won’t name it - I don’t know.
Yes, because unscrupulous entrepreneurship is not a question of a market segment. You can put “left” goods in an ice cream shop, and in a flower kiosk. The unregulated assortment is solely at the discretion of the subtenants. But now, believe me, they are under the strictest control on the part of network owners. Otherwise, they risk simply losing their business. Do they need it?
When, instead of five to ten such responsible private “owner-controllers” who are fully responsible before the law for their business, one large government agency appears, it is likely that the situation will become much worse. Who will control small tenants? What - will special control units be created for budget money? But without supervision, “IP specialists” will definitely begin to carry some kind of “left” product en masse and trade it - they want to earn as much as possible. Understand: the larger the network, the more difficult it will be to monitor it...
- ...Well, or for the purpose of control, you can further reduce the scale, although the head of the Media Department Vladimir Chernikov convinced that the number of newsstands in the city will not be reduced during the reform... If I understand you correctly, the creation of a single state enterprise will not rid the market of “leftist” goods?
It won't deliver.
Understand that the product supplier is vitally interested in not violating the assortment line of the established nomenclature list, so that the merchant does not sell “illegal” goods, so that the kiosks are clean before the law. Creating a state-owned enterprise will not solve the problem of the “leftist”. On the contrary, it will become even worse, since there will not be such strict control. Due to the scale of the structure being created, it will be more difficult not only to control the assortment, but also to determine the degree of guilt of a private entrepreneur who allowed a product not included in the nomenclature to appear in a kiosk.
It is not for nothing that the practice of leasing points of a single branded network is so widespread in all developed Western countries. The Western supplier, just like our domestic one, maintains a network of retail outlets and is engaged in the supply of goods and their maintenance. And everyone - usually these are some families who have decided to engage in private entrepreneurship - rent these points and start making money on them. It’s convenient for everyone: both the owner of the chain, because he doesn’t have to deal with recruitment issues, and the tenant himself, who now works for himself, and not “for someone else’s uncle.”
This, in my opinion, is a franchising system? It turns out that in all other areas of services franchising is supported, but in the press sales segment it is not... And here a new question arises: what about personnel? Well, they will kick out all the subtenants - this will prevent kioskers from appearing on the personnel market. And we all know that lack of personnel is almost the main headache of non-stationary retail.
They won't appear. The problem of kioskers in Moscow is the problem of cheap work force. And it will not be solved, this is obvious. At the moment, the kiosk business in Moscow can only function due to the fact that private entrepreneurs who work in the kiosks are interested in real sales, and not in salaries, which, by the way, in our low-margin business are simply ridiculous - an average of 18 thousand. rubles
Subleasing press kiosks in a franchising format is a benefit for small businesses and citizens, but apparently not everyone understands this.
Such a meager salary by Moscow standards is nothing...
There is no way to raise it like that! Press sales are falling, printing is selling poorly, additional assortment is limited... The profitability of a kiosk is 2-3%, what can we talk about?
But subtenants, unlike a hired kiosk, can rent several points at once. Representatives usually do this family business. They “spin”, work with customers, advertise newspapers, give recommendations on what else to buy and read - that’s how they make money.
It turns out that if the reform is implemented in the form proposed by the government, then in addition to other expenses, probably, even higher expenses for wages kioskers Otherwise, with that kind of money, and even in such numbers - for as many as 2,000 kiosks, it’s simply impossible to recruit... Anna Konstantinovna, and the last question. In your opinion, how would it be more correct to reform the press sales market in Moscow so that the wolves, as they say, are fed and the sheep are safe?
First you need to understand what the main objective reforming. If, as the media write about it, the Moscow Government wants to replace all non-stationary retail facilities with new, more beautiful and modern ones, and existing market operators cannot do this for well-known economic reasons, then the city can buy these fixed assets and lease them to the same operators. In this way, the problem of replacing kiosks will be solved, and existing operators, having leased the main asset - a kiosk, will be able to continue their professional activity without breaking any laws.
Evgenia Trushina, Olga Kulikova
