Crise afeta até o Dia das Mães: lojistas esperam aumento de vendas de apenas 1% no Rio

O Dia das Mães — que só perde para o Natal em número de vendas e movimento no comércio — não deve atrair tantos clientes para as lojas neste ano. Uma pesquisa mostra que 71% dos empresários estimam vender apenas 1% a mais na data comemorativa, em relação ao ano passado. Os dados são do Centro de Estudos do Clube dos Diretores Lojistas do Rio de Janeiro (CDLRio), que ouviu mais de 500 empresários.

O pessimismo do setor é visível em comparação ao anos anteriores. Em 2011, a mesma pesquisa mostrava uma expectativa de venda de 10% a mais no Dia das Mães, a maior data comemorativa do comércio depois do Natal. Em 2012, o otimismo era ainda maior, e os lojistas pretendiam faturar 12% a mais do que no ano anterior. Em 2013, o levantamento apontava 8% de aumento nas vendas e, em 2014, de 3,2%. Em 2015, os lojistas esperavam vender apenas 0,5% a mais. Já no ano passado, em 2016, os a expectativa era de um crescimento nas vendas de 2%.

Clique e saiba mais..

Fonte: https://extra.globo.com/

Seu restaurante está lotado? Google agora informa em tempo real.

Google: a ferramenta promete diminuir o tempo que você passa na fila do seu restaurante ou café preferido

O Google atualizou um recurso que já ajudava seus usuários a não pegar filas quilométricas para visitar seus restaurantes favoritos. Como o próprio nome sugere, a ferramenta “horários de pico” dava uma estimativa do quão lotado estava um local, dependendo do dia e do horário. Agora, ela irá dizer em tempo real se um estabelecimento está cheio.

O recurso é bem simples: basta procurar por um estabelecimento na plataforma de buscas do Google ou no Google Maps. Logo abaixo das informações sobre os horários de pico irá aparecer um ícone escrito “ao vivo”. Ele compara o movimento em tempo real com o movimento regular do local para informar a sua lotação.

Caso a informação sobre a movimentação do lugar esteja errada, o usuário também pode fazer uma reclamação para a companhia. Junto ao ícone do “ao vivo” há um link escrito “correto?”. Ao clicar nele, uma aba com a frase “O que você acha?” pergunta se o lugar está mais ou menos movimentado do que o dados em tempo real.

A empresa usa os dados de localização dos usuários – tanto o histórico quanto o tempo real – para determinar a quantidade de pessoas em um recinto. Isso já era feito pelo Google antes de a ferramenta ser atualizada.

Fonte: http://exame.abril.com.br/tecnologia

Para cortar despesas, empresas seguram salários, bônus e demitem

Os profissionais estão ganhando menos e trabalhando mais, mostra pesquisa

Estruturas mais enxutas, reajustes salariais abaixo da inflação e bônus menores estão entre as estratégias adotadas pelas empresas nos últimos cinco anos para reduzir despesas, devido à crise econômica.  Pesquisa da consultoria de recursos humanos Mercer, realizada com 478 empresas de médio e grande porte, de diversos setores, mostra que um quarto delas registraram diminuição no quadro de funcionários neste ano, de 14%. A maior diminuição, 18% do quadro, foi no nível operacional, mas houve também cortes significativas no nível de diretoria (6%). "Isso mostra a juniorização das empresas, que estão demitindo pessoas mais caras e substituindo por mão de obra mais barata, usando o gerente para fazer o mesmo trabalho do diretor, ou gerando acumulação de funções", explica Rogério Bérgamo, líder de soluções de informação da área de talento da Mercer.

Reajustes

De acordo com o estudo, os profissionais estão ganhando menos, embora estejam trabalhando mais. O crescimento médio da remuneração total na comparação com o ano passado foi de 3,8%, abaixo da inflação, que fechou 2015 em 10,7% segundo o IPCA (Índice de Preços ao Consumidor Amplo). Os níveis operacionais foram os que registraram maior aumento, de 8,1%, por conta de acordos coletivos. Diretores e vice-presidentes tiveram o menor incremento, de apenas 0,7%, como reflexo dos cortes nesses níveis. Como contraste, gerentes e gerentes seniores tiveram aumentos de 2,5% e 3%, respectivamente. Já executivos de nível de presidência registraram aumento de 4,1%.

Bônus

Os bônus pagos no primeiro semestre de 2016, referentes ao desempenho de 2015, ficaram abaixo do esperado em todos os níveis. Os presidentes receberam 4,6 salários em incentivos de curto prazo, valor menor do que a meta de 7 salários, e do que o recebido no ano passado (5,4) e no ano anterior (6,5). Diretores ganharam 2,9 salários em bônus em 2016, contra 3,5 em 2015 e 4 em 2014. Os níveis mais juniores, como o operacional e de coordenação, foram os únicos que receberam incentivos de curto prazo em proporção similar ao ano passado, cerca de um salário, ainda que eles também tenham ficado abaixo da meta das empresas, de cerca de um salário e meio.

Fonte: Valor Econômico

Fazendo o máximo de Tecnologia de prevenção de perdas.

Making the Most of Loss Prevention Technology, Part 2

Retail security guards and associates may only be using a small amount of the potential capability of their video systems.

The concept of core competencies in business was made famous in the 1960s by the management guru Peter Drucker. He stated that organizations should seek to identify their unique points of difference. Once these skills and capabilities have been identified, he argued that organizations should disproportionately invest in them and focus on these competencies to grow their businesses. Fifty years later, organizations continue to use this thinking to drive major changes in strategy.

For LP teams, if past core competencies have included investigations, audits, and incident management, I believe that video management now needs to be established as a new core competency in the loss prevention technology arena.

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Today, it is not clear this is the case since video has traditionally been seen as just a piece of equipment for the stores, heavily reliant on available resources to either monitor live footage in dark rooms in the backs of stores or to manually review huge quantities of footage to build a case or identify incidents. This has limited its value and relevance to the broader organization beyond loss prevention.

However, even just in the last few years, video technology and the other technologies it enables have been transformed. For example:

Digital technology enables material for case management to be collected and collated much more quickly. Further, by setting up alerts that look for exceptions, incidents can be acted on in near real time and reviews can be speeded up, which has been seen as a significant change transforming the perceived value of this technology.

Smaller, higher-resolution security video cameras provide sharper images and fewer blind spots at increasingly lower costs.

Networking, video compression, cloud technologies, and improved broadband speeds have enabled greater remote monitoring by field managers, allowing real-time interventions while central hubs with two-way communications can provide local reassurance through “virtual” visibility and the opportunity to see, send alerts to, and talk to those in many stores, all from one location.

The integration of cameras into store infrastructures, including doors, shop alarm systems, refrigeration, point-of-sale registers, EAS gates, lighting, and more, generate new opportunities for value creation. For example, one big-box retailer in the United States is exploring the potential energy savings of being able to remotely turn off the lights the store managers forget to switch off when they lock up and leave the store after closing.

Complex data analysis and algorithms made possible by technology advances enable pattern and image recognition, creating new capabilities such as scan avoidance and facial recognition.

While these big changes—moving video from being seen as just a uni-functional piece of store equipment to a technology with enormous potential—are increasingly evident, it is not wholly clear that these new capabilities are being fully appreciated by either store staff or retail executives. As one loss prevention director shared with me, the video loss prevention technology now available to stores is, in car terms, like a Ferrari, yet we are asking it to be driven by novice drivers.

As I visit retail locations, I see this myself as I witness retail security guards and store associates using just 5 percent of the potential capability of the video systems installed. In one example, I was visiting a distribution center of a major UK retailer, where despite investing in over 500 Internet protocol (IP) cameras for the location and a full video management software suite, the security team was still using video as though it were their own DVR system at home.

Further, in those retailers exploring new ways to leverage video, my concern is that as they build their “Ferrari,” it becomes reliant on others who may not have the time, skills, or inclination to drive it!

For example, video can be set up to deliver alerts via text message to security guards or other staff in the stores as and when high-theft items are selected from shelves. This is a terrific capability, one that can deliver the great customer service that thieves hate, but it is reliant on the response of the increasingly scarce and often under-trained security guard or store associate.

In another example, a retailer piloting scan-avoidance technologies that provided the store manager with video evidence of their cashiers not scanning certain items, reported that while this loss prevention technology gave them many more possible cases to investigate than just the traditional point-of-sale exception tool, they simply did not have the time to handle so many cases, nor in some cases the confidence or inclination for this type of work that takes even more time away from delivering great customer service.

To address potential gaps in current and future video capability and capacity, loss prevention leaders could start by defining and aligning their organizations to a five-year strategy and business case for video. This exercise can help identify the many different drivers of value to the organization and the financial benefits they deliver. Some will be hard to quantify, such as staff feeling safer or the marketing department knowing the number of shoppers turning left or right on entering the store. However, others will be easier to quantify, such as productivity savings from moving to remote monitoring or reducing energy bills by turning off the lights store managers forget to switch off.

With the use cases identified, the capabilities required to execute and the head count needed to deliver can then be calculated. Without doubt, a broad range of skills will be needed to manage video. For example, there will be a need for highly skilled individuals who know how to fully leverage video for monitoring purposes. There will be those that know how to organise and deliver an efficient and effective remote monitoring centre, and there will be those who can sell and promote video as a capability to other functions in the organization.

Some organizations may consider some of these competencies, shopper insights being one example, as ones they believe their organizations can uniquely develop and deliver themselves for competitive advantage, while other competencies such as the remote video monitoring of stores by security guards may be viewed as a task that could be outsourced.

While the overly simplified approaches to developing and delivering a video strategy laid out in the points above will be different for each organization, what I think is inescapable is the conclusion that video is now an advanced technology and not simply a piece of store equipment, and as such it needs managing, and most importantly, a strategy needs developing to build capability and capacity so that its potential is fully exploited.

This content is excerpted from an article that originally appeared in LP Magazine EU in 2015. It was updated October 26, 2016. Read Part 1 of this series here: “Making the Most of Loss Prevention Technology, Part 1.” 

Fonte: http://losspreventionmedia.com/

Planejanado de um novo rumo para a sua Carreira de Prevenção de Perdas.( The Unemployed Contingency Plan: Planning a New Direction for Your Loss Prevention Career)

Como muitos provavelmente concordariam, Prevenção de Perdas (Loss Prevention) é uma função ainda mais crítica durante uma economia em recessão do que durante tempos normais. Furtos em lojas e roubos de empregados normalmente aumentam durante estes tempos, por isso é surpreendente que tantos profissionais de prevenção de perdas encontraram-se desempregados.

Four critical lessons for finding new and valuable loss prevention career opportunities.

I shuffled out of my corporate office on January 31, 2009, carrying a small container with personal possessions and pictures of my two daughters; grasping in the other hand a black folder with my name on it containing a severance agreement. For the first time in 16 years, I was unemployed. I was the victim of a corporate restructure and was permanently laid off. My loss prevention career was at a crossroad.

As many would probably agree, loss prevention is an even more critical function during a down economy than during normal times. Shoplifting and employee theft typically increase during these times, so it is surprising that so many loss prevention professionals found themselves out of work. I was, frankly, shocked.

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Lesson 1. Do Not Take It Personally

We are all taught that if you are the “A” player, top performer, and consistent producer, your loss prevention career is safe. I can tell you that this is not necessarily true. Companies are going to make decisions they feel are the best for the organization. Those decisions are based on a multitude of criteria, only one of which is employee performance.

If you happen to draw the short straw, it is important to not take it personally. Do not compare yourself to one of your peers who you believe is less qualified, has less tenure, and is a “C” performer. At this point, the company has already made the difficult decision, and you are it.

In a tough economic environment, I was one of over 600,000 Americans who lost their jobs in January 2009. Companies today are still making tough decisions regarding financial obligations and their businesses. Understanding that you are not the only one whose loss prevention career has been interrupted will help you in not taking it personally.

What I found from my past experience, where I have been laid off and where I was the person laying off staff, there are three basic emotions that occur during one of these layoff sessions.

The first emotion is complete shock. This is normal for anyone, especially if they did not see the layoff coming. I was summoned to a meeting, so I had a good idea that I was going to be laid off.

The second emotion is anger. People are angry because they take it personally and think that they are a victim. Do not do this. I have found that this is where people burn the most bridges.

The final emotion is hysteria. I have seen people break down and wail. It is unprofessional for the workplace and will not get your job back.

I was impressed with the human resource professional who was part of the action that morning. If you manage your emotions, you can likely have a good conversation with the HR person and get many questions answered by them during those initial moments. When a company goes through a major layoff or corporate restructure, it is time consuming. I asked several questions that day, figuring that he would be pretty busy in the future and would play phone tag if I needed something later. Remember to obtain a business card of your HR contact with at least two phone numbers on it.

Lesson 2. Ask the Questions and Know Your Rights

Disclaimer: I am not an attorney, so I would consult one regarding employment laws and regulations in your state. However, there are some things I do know:

The first is never sign anything that day. Most companies will not force that upon you, but if they do, I would respectfully ask them for seven days to review the documentation. I have found it common that companies typically give 14 days to review and return the documentation. At that point in time, they will process the severance check.

The second, and probably most important, suggestion is to read over the documentation with a clear mind so your judgment is not impaired. Make sure you take notes on any portion of the agreement that you have a question about. I made two copies of mine, one of which I highlighted and took notes on where I had questions.

There are several questions that I felt were important to ask and probably should be considered by anyone in this situation.

Am I eligible for unemployment? Unemployment is regulated by the state, and I have seen in severance agreements where people waive the right in the past. Ask about it and make sure that you can apply for it if you need it. Some people let their pride get in the way of taking advantage of this benefit. Remember that your severance may not last as long as you think it will, especially in tough economic times.

When will I receive my severance check, and how long will my medical insurance last? Some companies have held severance until the bankruptcy is filed, some have a 14-day wait, and some will overnight it once they receive the signed severance agreement from you. The second part of this question is medical insurance. Some companies I have found will cover you through the end of the month.

Can you provide me with a letter regarding my employment situation here, and what is the contact number future employers can use to validate my employment? I asked for a letter from our HR department that I scanned into my computer and included it in my job search package as I looked to move forward with my loss prevention career. Such a letter validates what has happened with your particular situation. As a hiring authority for 12 years, I must admit I scratch my head when I hear about layoffs.

Ask about your benefits in general, including owed vacation or personal time, 401K, and stock options that you’ve accumulated during your loss prevention career. All of these are handled differently with each company, so I would make sure you have a clear understanding of disbursements and rolling over the money.

Lesson 3. Dive into Your Finances

It is important to set up a budget and understand your finances. I know many people who received a good severance package and did not budget it to survive on, which ultimately led to financial hardships.

The one recommendation that I have is: read The Total Money Makeover by Dave Ramsey. This is a great book and easy read that outlines the fundamentals of living on a shoestring budget, paying off debt, and living debt free. He is a witty author and a great radio show host. He also has podcasts and audio versions of his book, for those of you who prefer learning that way. I listened to this book in two days and read it in one, taking many notes in the margins. Afterwards, I put together a simple budget, figuring out the unemployment that I received and the severance that I was going to live on until I found the next job. I gave myself six months on this budget due to the difficult state of the economy.

Understand that it is important to set realistic financial budgets and goals while you are unemployed. Money is one of the most significant stressors that impact an individual and relationships. Another financial exercise that you will need to facilitate is your 401K and stock options, if you have them. Finding out how long you can keep the 401K in that account is important. Also find out if you can roll those funds into a Roth IRA or any other IRA. I would recommend consulting a financial advisor. Remember that this is your retirement money and should not be used to live day to day. The tax implications are significant as well.

Lesson 4. Start Your Job Search, Like, Yesterday

This section of the article will be more substantial because it is really what you will spend most of your time doing—finding a new loss prevention career.

I was told that there are not many jobs out there. That is not necessarily true. There are fewer jobs than normal, but the competition is at an all-time high, which effectively makes it seem like there are not many jobs available. An article in the Miami Herald talked about 1,000 qualified people standing in line to fill a handful of firefighter jobs. An Italian restaurant chain opened a new location near where I live not long ago and there were 2,500 people–some with master’s degrees–applying for 80 restaurant jobs. The jobs are out there, but the competition is greater. The real question is, how are you going to make yourself stand out above the rest?

There are two things that you can start to do right away. The first is networking and the second is getting your resume up to date.

Job Boards. In loss prevention, there are several job boards, such as www.LPjobs.com, that focus on loss prevention career opportunities. I review LPjobs on a daily basis. This is a user-friendly site that allows you to search not only by job level, but also by geographical area. You can also use job boards like Career Builder and Monster.

I recommend getting your resume on these job boards immediately. Potential employers and hiring authorities have access to the resume database and often research the potential talent prior to posting a position.

You can also look at the loss prevention recruiter websites for posted positions. Most recruiters post the jobs that they are searching for on their own website. I put together a “favorites” folder in my browser for easy access so I could review the job and recruiter boards daily.

Online Networking. The networking environment has changed drastically in the past 10-15 years. With social networking advancements like LinkedIn, it is easy and cost effective to connect with other professionals in your field. Make sure that you take advantage of online networking opportunities if you are not doing so already.

Some of the sites have loss prevention career-related groups you can join, too. Sign up for the free accounts with the exception of LinkedIn, which has a nominal fee for an upgraded account. With the added features and benefits, I think it is well worth the money. Make sure that you update your profile and include that you are looking for a job. If you can relocate, including this is critical and you should put that in with your heading.

You will also be able to connect with members you worked with during your loss prevention career, those you know personally, went to school with, or have in your Gmail, Yahoo, or Outlook contact lists. Make sure you play around with this tool and get as many contacts as possible. You can put in search criteria like your past company, and it will pull up everyone on LinkedIn who has that company in their profile. Do this search for every company you have worked for. I actually found the person who gave me my first job in retail and is now a top executive in a Fortune 500 company. These are the types of contacts who can help you in your job search.

Most industries have at least one, if not several, associations, such as ASIS International (www.asisonline.org), National Retail Federation (www.nrf.com), and the Retail Industry Leaders Association (www.rila.org). Join these associations, subscribe to their newsletters, go to the meetings if they are local, and send the person in charge a copy of your resume. Attending conferences is also an excellent way to not only network with great leaders in our industry, but also get educated on the trends, strategies, and processes of loss prevention and security.

Resumes and Career Coaches. I stated earlier that the competition for available employment is aggressive. It is an employer’s world out there, and you have to give yourself the edge over your competition.

I first recommend hiring a great resume-writing company. There are many resume companies that will rewrite your resume for about $250 and for an extra $100 give you a great cover letter. These resume writers will take your resume to the next level and make it stand out to the hiring authorities. Understand that this is a great investment into your job-search portfolio.

The other thing I recommend is a loss prevention career coach. Many recruiters offer this service. These coaches provide you feedback, ideas, and counseling on obtaining that next career opportunity.

You may also consider reading the Knock ‘em Dead series of books by Martin Yate. This series covers the entire job-search process from cover letters to resumes to interviews and will help you in your career transition.

From Worst to Best

Although losing your job may seem like a devastating setback, remember that everything happens for a reason, and you have the power of choice. You have the choice to rise above the circumstance that is no fault of your own and be the best you can be. Stay focused on your goals. Network and stay positive so that you stand out to potential hiring authorities. With the right attitude, you can turn what may seem like the worst thing that’s ever happened to you into the best thing that’s ever happened to you.

This article was first published in 2009 and updated October 25, 2016.

Fonte: http://losspreventionmedia.com/

Combate ao desperdício

A indústria da moda prospera com o lançamento constante de novidades, que traz como efeito colateral o desperdício de vestuário. A empresa alemã I:CO está, contudo, empenhada em combater este problema e tem já parcerias no terreno com algumas das principais marcas e retalhistas mundiais.

Só os americanos deitam ao lixo mais de 9,5 milhões de toneladas de vestuário e calçado todos os anos. Procurando combater esta tendência surge a I:CO, uma empresa empenhada em combater este problema. A I:CO estabeleceu uma parceria com diversas marcas, entre as quais a H&M, American Eagle, Levi’s, The North Face e Puma, que pretende suprimir a dependência de recursos naturais dessas entidades, substituindo-os por materiais reciclados no decorrer dos próximos cinco anos.

«A infraestrutura da I:CO fornece a base para a solução sustentável e económica do futuro – a economia circular», acredita Nicole Kösegi, diretora-geral da I:CO. «Num mundo ideal, os materiais serão capazes de fluir continuamente, o que significa que os materiais usados nos produtos, após o ciclo de vida normal, poderão ser utilizados repetidamente no fabrico de novos produtos», acrescenta.

A empresa foi fundada em 2009 para resolver o problema dos resíduos têxteis. Ao invés de direcionar as peças de vestuário para um aterro sanitário, a I:CO fornece uma alternativa, segundo a qual os consumidores podem doar itens indesejados aos retalhistas locais. As peças de vestuário são, então, depositadas numa unidade I:CO, na qual são entregues a uma equipa de triagem. Idealmente, as peças estarão em condições de ser utilizadas novamente – aquelas que cumprem esses padrões são revendidas para serem compradas e usadas por alguém. As restantes são organizadas tendo por base cerca de 400 critérios e enviadas para diferentes pontos, com base na sua qualidade. Os tecidos absorventes são colocados numa trituradora para serem convertidos em limpa para-brisas. Outros são puxados através de rolos de grandes dimensões, e materiais duros, como botões, são retirados antes dos tecidos serem prensados e são usados em peluches ou no isolamento de casas.

Um dos principais beneficiários da iniciativa da I:CO é a H&M, que lançou uma coleção própria confecionada a partir de itens recolhidos nas suas lojas. A coleção “Close the Loop” (fechar o ciclo) é uma das iniciativas adotadas pela retalhista sueca, que pretende contrariar os efeitos nocivos da sua atividade sobre o meio ambiente. As peças têm por base 20% de materiais reutilizáveis e a marca pretende alcançar os 100% num futuro próximo. Os tecidos reciclados não são, ainda, resistentes o suficiente para constituírem o único material de fabrico das peças, pelo que as empresas têm de misturar materiais recicláveis com algodão natural – um método que produz um produto indiscernível daqueles fabricados inteiramente com recurso a matérias-primas virgens.

A I:CO assegura que não existe qualquer perda de qualidade na utilização de materiais recicláveis. «Não existe nenhuma diferença em relação à aparência e toque dos produtos em loja que utilizam algodão reciclado e os que usam algodão virgem, mas diferem em relação à pegada ecológica. É muito mais ecológico usar algodão reciclado», sublinha Kösegi.

O programa da The North Face, denominado Clothes the Loop, encoraja os consumidores a doarem peças de vestuário, em qualquer estado de conservação, para que estas sejam recicladas. A marca implementou o programa em 10 lojas em 2013, antes de o aplicar a todas as suas lojas em 2015. A Levi’s também incentiva – ou suborna – os clientes a doarem roupas, presenteando-os com um voucher de dez dólares por doação. Por sua vez, a coleção InCycle da Puma foi concebida especificamente para ser biodegradável e totalmente reciclável. Os clientes podem ainda depositar as peças que já não usam num contentor disponível nas lojas da marca. A American Eagle também recolhe roupas e oferece um desconto de 20% aos clientes que fazem doações.

A sustentabilidade é uma tendência que terá vindo para ficar, em consequência da necessidade. «Se os custos das matérias-primas continuarem a subir, o material reciclado será uma alternativa economicamente relevante», aponta a diretora-geral da I:CO.

Tod Foulk, fundador da Semana da Moda de Portland, que é dedicada à apresentação de moda sustentável, é pragmático sobre o movimento sustentável. «Efetivamente, creio que as grandes empresas aderiram à iniciativa porque tiveram de o fazer», afirma. «As pessoas começam agora a perceber que o mundo tem recursos finitos e quanto mais tempo os conseguirmos manter, melhor. Não é uma moda passageira. É uma tendência com uma missão e na próxima década testemunharemos muito mais iniciativas no que à sustentabilidade diz respeito. Isto é apenas o princípio», acrescenta.

A ação da I:CO veio facilitar a integração das marcas neste emergente movimento ecológico. As lojas devem apenas recolher e, em seguida, enviar a roupa para uma das instalações de triagem da empresa alemã. A H&M já acumulou 20.000 toneladas de roupas destinadas à I:CO e, em parceria, poderão «mudar a forma como a moda é feita», refere a especialista de sustentabilidade de marca, Cecilia Brännsten. Um porta-voz da Levi’s partilha um sentimento semelhante: «escolhemos trabalhar com a I:CO, em parte, porque nos auxiliam no estabelecimento da infraestrutura necessária para produtos de ciclo fechado até 2020». De acordo com a I:CO, 95% das peças de vestuário podem ser recicladas, o que significa que o único entrave reside numa simples mudança de comportamento.

Fonte: http://www.portugaltextil.com/

Brasil afeta resultado e prejuízo da Cnova mais que dobra no trimestre

A Cnova, braço de comércio eletrônico do grupo francês Casino e ex-dona dos sites Casas Bahia, Extra e Ponto Frio, registrou prejuízo líquido, atribuível aos controladores da empresa, de 74,5 milhões de euros no terceiro trimestre deste ano, mais que o dobro dos 35,9 milhões de euros apresentados em igual intervalo de 2015.

Segundo os resultados financeiros divulgados nesta quarta-feira pela companhia, a receita líquida subiu 2,8% no trimestre, no comparativo anual, para 414,1 milhões de euros.

O impacto sobre o lucro acontece pelo crescimento de 92,9% no prejuízo da linha de operações descontinuadas, para 59,8 milhões de euros, e pela reversão de uma receita financeira para uma despesa financeira no trimestre, de 7,9 milhões de euros. Após a reorganização da Cnova Brasil, cujas atividades passarão a ser incorporadas à Via Varejo, a operação passou a ser classificada como descontinuada.

A Cnova também registrou aumento nas linhas de despesas do balanço, de 2,3% no custos das vendas e de 3,8% nas despesas gerais e administrativas. De acordo com a empresa, as vendas de móveis e eletrodomésticos registraram queda em julho, mas tiveram recuperação em agosto, colaborando para o desempenho da receita no trimestre como um todo.

Fonte:  http://www.valor.com.br/