Financial Analysis of Sainsbury PLC Essay

This study will concentrate upon the fiscal public presentation over a two twelvemonth period of a FTSE 100 company. It will seek to determine how good the company has performed by size uping profitableness. liquidness. efficiency. pitching ratios and working capital. In add-on to the aforesaid points. it will brood upon economic factors to discourse the impact they have had upon the public presentation of the concern.

The FTSE 100 started in the twelvemonth of 1984 and was based upon the 100 largest companies on the London Stock Exchange. and it is seen as an symbolic index for the strength of the British economic system ( iforex. trading subdivision ) . FTSE 100 companies represent about 81 % of the market capitalisation of the London Stock Exchange ( Nationwide Building Society. glossary subdivision ) . Within it lies a significant part to the UK economic system and the economic power of these houses mean they would hold a reasonably big rippling consequence upon the nation’s economic system should there fiscal public presentation range a province of discontentedness.

Capable company and history
The capable company for this study will be J Sainsbury Plc which was founded in 1869 by John Sainsbury and his married woman. Mary Ann Sainsbury in London ( Sainsbury Plc. history subdivision ) .

The organisation has grown to be one of the UK’s most high supermarkets. Some of its singular facets include establishing TU vesture in 2004. establishing Try Something New Today in 2005 to advance healthy feeding. and going the world’s largest fairtrade retail merchant in the twelvemonth 2010 ( it is understood that about one in every four lbs spent on fairtrade merchandises is at Sainsbury ) . in 2012 the organisation became the proud patron to the Paralympic games ( this will be diligently examined subsequently in the study to see what consequence. if any it has had upon the company’s gross ) ( Sainsbury Plc. history subdivision ) .

In an industry preponderantly owned by Tesco ( a market portion of 29. 9 % as of January 2012 harmonizing to BBC Business News ) . Sainsbury has had to work hard to remain in competition. Its doggedness has been a cardinal constituent to its appliance in the industry and other ventures to which Sainsbury has embarked upon. viz. . its banking venture ( a 50/50 venture with Lloyds TSB ) which commenced trading on the 19th twenty-four hours of February 1997 ( Sainsbury Bank plc ) .

The house lost its place as market leader in the twelvemonth of 1995 to its rival Tesco and later dropped to third in market portion after ASDA experienced a 5 % rise in net incomes ( BBC. Business News subdivision ) . As at March 31 2012. Sainsbury’s has a entire figure of 440 convenience shops and 572 supermarkets which is presently due to increase ( Sainsbury. Store Portfolio subdivision ) . The inquiry is. how much has its expansionary policy supported its net incomes whilst keeping equilibrium with costs?

Within this study. persevering focal point will be shown to the fiscal twelvemonth of 2010 and the concluding twelvemonth of 2011 as the profitableness. liquidness. efficiency. pitching ratios and working capital is examined. The net income from disposal of belongingss in 2010 was ?27m and ?108m in 2011 which shows a dramatic grasp in net income when compared. Furthermore. the company besides showed an addition in combined net income from ?585m in 2010 to ?640m in 2011 ( Sainsbury. Income Statement 2011 subdivision ) . This shows that the company’s overall public presentation has improved over the class of 12 months by 9. 4 % .

Further to the aforesaid points. the greater per centum of gross was derived from the sale of merchandises and services. standing in at ?22. 943m in 2011 ( Sainsbury. Income Statement 2011 subdivision ) . This shows an addition in merchandise purchases and an addition in market portion ( an addition of 16. 1 % . Telegraph. September 2011 ) taking to more gross revenues. showing that the firm’s scheme has worked for the fiscal twelvemonth when compared to the gross revenues of 2010 of ?21. 421m ( Sainsbury. Income Statement 2010 subdivision ) .

Tax return on Capital Employed can be defined as follows: “Return on capital employed is a cardinal step of concern public presentation as it compares the operating net income with the entire capital used to bring forth that net income. ” ( Black. 2009. p. 212 ) . For Sainsbury. this figure was 11 % in the fiscal twelvemonth of 2010 and 11. 1 % in the twelvemonth of 2011 ( Sainsbury. Annual Report 2011 subdivision ) . Such a minor alteration doesn’t manifest a immense grade of advancement. In the one-year study for 2011 p4. the company does give an history for this and province that growing was lower than the old twelvemonth due to the cumulative consequence of its accelerated investing in infinite growing which started June 2009.

The company besides holds 7th topographic point for volume market portion in the vesture industry and now has vesture gross revenues turning faster than nutrient. 17 % to be exact with twelvemonth on-year growing ( Sainsbury. Annual Report 2011 subdivision ) . Celebrity manner icon. Gok Wan has been a immense support in motivating growing of the TU trade name by establishing a vesture scope at Sainsbury in 2011 which has been the chief beginning of gross revenues encouragement. ( gok wide area network. Sainsbury TU subdivision ) .

In add-on to the grasp of gross revenues. the cost of gross revenues rose from ?19. 964m in 2010 to ?21. 102m in 2011. Outstanding lending factors towards the rise in costs are the fluctuation in Fiscal policy ( Sainsbury’s. Directors study 2011 subdivision ) which increased the rate of VAT from 17. 5 % to 20 % on the fourth twenty-four hours of January 2011 ( HM Revenue and Customs. 2011 ) along with the addition of the company’s work force due to its add-on of 1. 5 million square pess of infinite from 2011-2012 ( The Independent. intelligence subdivision ) .

As the profitableness of the organisation is scrutinized. it is of import to
look deeper into what has resulted in an addition in net income from the twelvemonth 2010 to 2011. From an economic position. the Bank of England’s Monetary Policy Committee ( hereafter referred to as MPC ) changed the price reduction rate to 0. 5 % on the fifth twenty-four hours of March 2009. positively act uponing public disbursement and cut downing the cost of borrowing ( Bank of England. 2009 ) . The construct upon the decrease in the cost of adoption is that more clients have resorted to utilizing recognition to fund their purchases ( Harmonizing to a survey conducted by Visa Vanquis. consumer disbursement on recognition increased by 3 % in September 2011 when compared with statistics for 2010 ) .

It is understood that the fluctuation eluded to above has been of support to the company in its fiscal adoption. enabling it to fund its enlargement referred to in the above paragraph. The downside is that it has had a cardinal impact upon its banking venture viz. . net incomes attained are non what they could be if the price reduction rate was higher. notwithstanding the fact that. the bank reported a 9 % addition in net incomes in 2011 ( This is money. intelligence subdivision ) perchance due to the abovestated research on consumer disbursement. A higher base rate would intend higher priced loans taking to greater net incomes accrued ( other factors being equal ) .

Taking into consideration the above-named point. the company had the chance to use the decreased involvement rate in support of its enlargement and other purchases to help the loss of net income ( due to low involvement rates ) from the gross revenues of loans and recognition cards. In unfavorable judgment of the 0. 5 % base rate set by the MPC. Sainsbury’s Chief Executive stated it was the incorrect determination to cut down it. the little concerns that supply Sainsbury were fighting to borrow and this of class had a significant rippling consequence upon the company’s fiscal public presentation ( Daily Telegraph. intelligence subdivision ) . This gives a clear indicant that the net income accumulated for 2011 could of been higher without the economic discontentedness. It gives some way to why the cost of gross revenues were high due to the purchasing monetary value of merchandises from smaller concerns to which supply Sainsbury.

Having analyzed the profitableness of Sainsbury. its within good ground to compare this information with that of its chief competition. viz. . Tesco for which happens to be a polar comparing due to them standing within similar evidences in footings of concern theoretical accounts and future company ends. Tesco UK gained ?56. 910m in gross revenues for the fiscal twelvemonth 2010 and saw an addition for twelvemonth 2011 with gross revenues in at ?60. 931m ( Tesco. Annual Report 2011 subdivision ) . There is a significant difference in gross revenues. nevertheless Tesco have 3. 054 UK shops in comparing to Sainsbury’s combined 1. 012 shops. in add-on it has the greater market portion ( Tesco. storefinder subdivision ) .

Tesco’s Return on Capital Employed for 2010 stood at 12. 1 % and 12. 9 % for the fiscal twelvemonth 2011 ( Tesco. Annual Report 2011 subdivision ) and harmonizing to the managers report the company has set itself a mark to increment this to 14. 6 % by 2014/15. This. together with its gross revenues exhibits better public presentation than that of Sainsbury and epitomizes the comprehension to why the company holds the greatest portion of the market. It shows lucidity that Tesco did better with capital than that of Sainsbury. nevertheless Sainsbury used a big sum on enlargement which the consequences of will be shown at a ulterior day of the month.

With liquidness being the 2nd focal point. it is necessary to look at the recognition installations available to the organisation in inquiry. ‘Sainsbury has overall debt and recognition installations of ?3 billion at its disposal’ . the principle component of Sainsbury’s nucleus support comprises of two long-run loans of ?1. 069m due 2018 and ?840m due 2031. secured over belongings assets ( Sainsbury Annual Report 2011 ) . Further to the old declared loans. the company has unbarred debt of ?180m and ?50m due between 2012 and 2015 along with ?190m of exchangeable bonds due July 2014 ( Sainsbury Annual Report 2011 ) .

The Current Ratio for Sainsbury in the fiscal twelvemonth of 2010 was 0. 64 and 0. 58 in the fiscal twelvemonth 2011. A Current Ratio may be defined as a step of an organization’s ability to pay its shortterm debts. ideally it should stand in at 2:1 ( Atrill & A ; McAllen. 2008 ) . The ratio for 2010 indicates that the company would be in a better place at paying off its duties if they were due at that point in clip. However due to the ratio for both old ages being under 1. it shows the company is non in a good place. Ironically nevertheless. holding ascertained the available recognition to the organisation. this states otherwise.

In comparing to its competition. Tesco had a current ratio of 0. 73 in the fiscal twelvemonth 2010 and 0. 65 in the fiscal twelvemonth 2011. This is slightly similar with Sainsbury as there is merely a spread of. 2 in difference. Both companies figures look worrying. nevertheless the ability to turn stock into hard currency is another focal point to which will be subsequently scrutinized.

Having revisited the company’s balance sheet. its Net debt stood at ?1. 549m in 2010 and ?1. 814m in 2011 ( an addition of ?265m ) . This difference quintessentially indicates that the company has been spread outing over the class of a twelvemonth. In the firm’s one-year study for 2011 it shows the increase was due to rapid estate development ( the add-on of new Sainsbury Convenience shops ) which was to an irrefutable extent funded by the sale of leasebacks and advanced working capital ( Sainsbury Annual Report 2011. p5 ) .

The grasp in debt manifests the fact that Sainsbury hans’t cleared its bing debt. yet merely continued to borrow more. Amazingly nevertheless. the sum borrowed has been put to positive usage in funding the enlargement of the organization’s convenience shops. Harmonizing to the Independent in March earlier this twelvemonth. the company grew its market portion of the convenience shop market in 2011 with gross revenues up 20 % following the gap of 15 new shops.

Further to the above-named points. the company pursued further borrowing to heighten its profitableness by spread outing ( proven to be a compensable venture ) . enabling the house to pay back its beginning of support when required to make so. The thought of this long-run investing is that Sainsbury will derive a larger market portion ( coercing other less competitory companies to renounce there portion of the market ) and increased net incomes both short and long-run.

In unfavorable judgment of the technique. the company should take into consideration the unanticipated alterations in the market. viz. demand for its merchandises and services and of class future economic alterations. How does it warrant itself financially should at that place be a lessening in demand? The prototype lies with XL Airways. harmonizing to BBC News in 2008. the company hit fiscal discontentedness after neglecting to procure farther support ( up until that point it was in the procedure of spread outing ) due to unforeseen alterations in the economic system.

With respect to the organization’s efficiency. it is hard to determine the overall effectivity of public presentation without carry oning in-depth research as it can be reasonably backbreaking to garner adequate informations from ratio analysis. However. the business’s mean stock list turnover ( calculated by gross revenues divided by stock lists. Agyei-Boapeah. 2012 ) for the fiscal twelvemonth 2010 was 30. 5 ( Sainsbury’s Income Statement 2010. p16 ) . compared with 28. 2 for the fiscal twelvemonth 2011 ( Sainsbury’s Income Statement 2011. p18 ) shows a minimum difference.

The figures imply a poorer public presentation from the company in 2011. yet gross revenues had later increased in that twelvemonth. furthermore. it was portion of the organization’s ends to increment the sale of non nutrient merchandises which gives an history for the less frequent replacing of stock lists ( Sainsbury’s Income Statement 2011. p2 ; Sainsbury’s Annual Report 2011. notes 16 ) .

In order to derive a greater reading of the company’s efficiency its necessary to look at other ratios. Asset turnover ( calculated by gross divided by entire assets. Agyei-Boapeah. 2012 ) for the fiscal twelvemonth 2010 was 1. 83 and 1. 85 for the fiscal twelvemonth 2011 ( Sainsbury Group Income Statement 2011. p1 ) . The higher the figure. the better. Having scrutinized these figures. it is clear to see a little disposition in gross revenues generated from assets for 2011. Although. the company has merely seen a little part of net income accrued from the sale of assets. This may be understood by reexamining the firm’s growing policy one time once more and remembering that they have spent more on spread outing and roll uping assets than selling assets ( Sainsbury Annual Report 2011. p5 ) .

A comprehension of the above-named points give lucidity that the company’s direction have conducted there responsibilities expeditiously. The prominence lies within gross revenues public presentation and the of all time turning battalion of shops to which the house has within its ownership. The increased infinite exhibits a positive rate of enlargement ( 15. 9 % harmonizing to Sainsbury Income Statement 2011. p2 ) . furthermore. merely a little per centum in alteration on the sale of assets and a
lower stock list replacing.

Further to the aforesaid point mentioning to replacing of stock lists. it could be interpreted that as the house sees a continuity of enlargement. more goods are purchased through economic systems of graduated table ( greater sized orders at lower monetary values. intending less reordering ) as is it the instance that the company is presenting farther not nutrient merchandises. viz. telecastings which aren’t mundane purchases. Yet of class it is likely to be the latter holding antecedently identified company purposes ( Sainsbury Annual Report 2011. p2 ) .

Finally it is prudent to take the ratios and compare them with that of Tesco. In the fiscal twelvemonth of 2010. 20. 8 was Tesco’s stock list turnover ratio and 19. 2 in the fiscal twelvemonth of 2011 ( Tesco Annual Report 2011. p94 ) . Again these figures represent an even poorer public presentation. but Tesco as do Sainsbury. sell a figure of non food-products. 22 % of gross revenues are non-food merchandises and the company is the UK’s largest non-food retail merchant ( Tescopoly. org. Our Business subdivision ) .

Asset turnover for Tesco in the fiscal twelvemonth of 2010 was 1. 56 and 3. 18 for the fiscal twelvemonth 2011 ( Tesco Annual Report 2011. p106 ) . This shows some disparity in concern efficiency and shows the company performed better in the twelvemonth of 2011 when compared with 2010 and it besides performed much better than Sainsbury ( nevertheless it is compulsory to see the company’s ends in comparing to that of Sainsbury ) .

Asset Turnover comparing of Sainsbury with Tesco.

Gearing Ratios
The geartrain ratios ( Long-term liabilities ) for Sainsbury on the twentieth twenty-four hours of March 2010 were 32. 86 compared with 30. 79 on the 19th twenty-four hours of March 2011 ( Telegraph portions. p1 ) . This implies the company’s rate of borrowing to fund its activities was higher in the twelvemonth of 2010 and as a consequence of the addition in net income for 2011 as eluded to above. activities were self-funded more frequently.

The ratios referred to in the above paragraph doesn’t have the greatest of difference. significance at that place was still a significant sum funded by borrowed financess in 2011. A part to the high rate of adoption is carefully examined by looking at the Office of National Statistics for 2010 and 2011.

Harmonizing to the Office of National Statistics. Consumer Price Index ( hereinafter referred to as CPI ) in the 12 months up to September 2010 saw a 5. 2 % addition in intoxicant and baccy merchandises. a 5. 1 % addition in nutrient and non-alcoholic drinks. 4. 4 % addition in communicating and a 2. 5 % addition in other goods and services. including fuel ( Office of National Statistics 2010/2011 Report. p1 ) . Such additions may hold caused clients to abstain from certain purchases or do less frequent purchases. this as a ripple consequence would significantly impact upon the organization’s operation.

Ironically nevertheless. in 2011 CPI was at 5. 2 % in September. compared with 3. 1 % in September 2010 ( Office of National Statistics 2011 Report. p1 ) . A important addition would anticipant farther adoption. yet this isn’t the instance due to above-named facts in this study. Sainsbury’s scheme to put in spread outing has given support to its net incomes for 2011 and enabled the concern to reinvest these into its activities. This therefore negates the argument/concern over economic impact upon trading for 2011 and shows a return on investing when compared to company gross revenues and net incomes with an coalesced comparing of 2010/2011 fiscal public presentation ( Sainsbury Income Statement 2011. p1-p5 ) .

Working Capital Management
Traveling on to the concluding focal point in this study. working capital. This is the step of both a company’s efficiency and its short-run fiscal wellness ( Agyei-bopeah. 2012 ) . The on the job capital of the organisation has seen a significant addition in the fiscal twelvemonth of 2011. The firm’s working capital increased by ?78m for 2011. which it states was chiefly due to increased stock lists which is ?110m higher than that at March 20th 2010 ( Sainsbury Annual Report 2011. p1 ) .

An scrutiny of ratios will assist to determine the effectivity of the firm’s working capital direction. nevertheless it appeared hard to deduce this information from Tesco due to disagreements to manner in which information was laid out. Working Capital to Gross saless ratio can be calculated by taking working capital and spliting it by gross revenues X 100 ( Agyei-Bopeah. 2012 ) . In the fiscal twelvemonth of 2010 this figure was 1. 5. 7 and 1. 2. 8 for 2011. This manifests a less apprehended rate of public presentation for the twelvemonth 2011. nevertheless the company did present a significant figure of non-food merchandises.

The company successfully managed to do cost nest eggs of ?50m in the twelvemonth 2011 ( Sainsbury Interim Results 2011. p1 ) . In an statement against this successful concern pattern. is it ethical for the company to pay husbandmans the minimum sum per gallon of milk to maintain its client want’s satisfied? Herein lies a debatable issue to which the organisation faces in its of all time turning desire to cut down costs. As a consequence it has led to pragmatism in critics of the firm’s fairtrade trade name image and to what extent it coincides with the image.

British husbandmans are forced to pay the monetary value of supermarket monetary value wars ( The defender. Saturday 2 July 2011. p48 ) . With such concern over how much the house should be salvaging on costs to achieve a better place with on the job capital. it fails to take into consideration its ethos on fairtrade. It transpires to be the instance that in order to do immense nest eggs to back up its growing in working capital. the company must continuously coerce its providers to drive the monetary value of their merchandises down as other factors change ( cost of production. economic fluctuations. energy/fuel monetary values and the cost of natural stuffs ) .

On a more positive note. the company has managed to increase its working capital from the fiscal twelvemonth of 2010 to 2011. this indicates positive alterations in its concern activity and demonstrates that it has good working capital direction. As a consequence of the addition. ?12m in debt was paid off in the twelvemonth of 2011. Yet as this subdivision happens to co-occur with efficiency. it epitomizes the effectivity of the company scheme for 2011.

Sainsbury has set itself a just figure of marks to which are laid out in the company one-year study for 2011. One being to increase infinite growing of 15 % in two old ages set in the twelvemonth of 2009 ( Sainsbury Annual Report 2011. p1 ) .
The company exceeded this mark per centum by. 9 % ( Sainsbury Annual Report 2011. p1 ) which indicates its able to run into its marks. yet it besides indicates more capital was spent on spread outing and perchance more than it intended.

As eluded to in the above subdivisions. Sainsbury’s determination to quickly spread out has proven to be a compensable venture and shown a little addition in company net incomes for short-run comparings between the fiscal old ages 2010 and 2011 where gross revenues have grown by 9. 4 % ( Sainsbury’s Income Statement 2011. p1 ) . Such developments in the concern will merely give equal comparings after a greater interval enabling the research worker to grok as to how much the accelerated growing has had on the house.

In add-on to the company’s growing in size it saw a immense grasp in demand for its vesture trade name. TU. It is understood that since manner icon Gok Wan introduced a scope of vesture. gross revenues saw a growing of 17 % as a twelvemonth on twelvemonth comparing for 2011 ( Sainsbury’s Media. Latest Stories. p1 ) . It is likely that this will go on to turn and complement the company’s enlargement.

Further to the above points. the liquidness ratios of the company are hapless at this point in clip which is due to accelerated growing ( therefore negates the statement of hapless public presentation ) . However when the house finishes its enlargement it is extremely likely that the ratio will better which is capable to no farther big undertakings. Further to information ascertained from the company Annual Report of 2011. the company should be capable of refunding its loans as of there due day of the months thanks to its increased figure of shops roll uping farther net income.

In add-on to aforesaid points in the beginning of the decision. Sainsbury’s have five focal points countries. great nutrient at just monetary values. speed uping the growing of complementary non-food scopes and services. making more clients through extra channels and turning supermarket infinite ( Sainsbury’s Annual Report 2011. p3 ) . Having already acknowledged the prosperity of its infinite growing. this besides happens to co-occur with its focal point on making clients through extra channels as 37 new convenience shops were opened in the latter portion of 2010 to the beginning of 2011 ( Sainsbury’s Media. Latest Stores subdivision ) .

Since analysing the company pitching ratios and how much it has in long-run debts. it is clear to see it could be a parlous job for Sainsbury. The house has made an brave determination to put in spread outing in the hope for significant returns in the non to distant hereafter. yet this is non guaranteed income. If demand falls for the company’s merchandises and services or there is a job to which subsequently impacts upon its trade name image ( the company is disproved to be a fairtrade retail merchant for illustration ) the house may happen itself being liquidated if it is unable to refund the loans.

Points eluded to in the above paragraph are a affair of deep concern to the organisation and from research administered it doesn’t transpire to be the instance that the house has a eventuality program to back up them with possible depreciation in demand. A eventuality program and in add-on. a eventuality fund is something to which Sainsbury should take into the highest of consideration should one non hold already been devised ( yet it is improbable this would be the instance ) . It will be of support to the house in be aftering for unanticipated alterations.

In this study the undermentioned beginnings were dwelled upon for counsel in determining facts. pull outing informations and for the intent of comparing.

Atrill. P. . McAllen. E. ( 2008 ) Accounting and Finance For Non-Specialists. Sixth edition. Prentice Hall. Harlow.

Datta. S. ( 2011 ) Economics. Making sense of the modern economic system. Third edition. Profile Books. London N. Gregory Mankiw. ( 2001 ) Principles of Economics. Second Edition. Harcourt College Publishers.

James Blake ( 2012 ) Sainsbury Supermarket. [ image online ] Available at: hypertext transfer protocol: // World Wide Web. jbiwebdesign. co. uk/website-marketing/7-marketing-tips-we-can-learn-from-sainsburys [ Accessed: 12 December 2012 ] .

Lecture Notes
Agyei-Boapeah. H ( 2012 ) . Fiscal Statement Analysis 2. Lecture notes distributed in the subject BMAIE001AZ2012/3 Managing Finance. Liverpool Hope University. Liverpool on 02 November 2012. Agyei-Boapeah. H ( 2012 ) . Working Capital Management 1. Lecture notes distributed in the subject BMAIE001AZ2012/3 Managing Finance. Liverpool Hope University. Liverpool on 09 November 2012. Agyei-Boapeah. H ( 2012 ) . Working Capital Management 2. Lecture notes distributed in the subject BMAIE001AZ2012/3 Managing Finance. Liverpool Hope University. Liverpool on 16 November 2012.

Web sites
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2012 ] .

Guardian ( 2011 ) British Farmers Forced To Pay The Cost Of Supermarket Price Wars. [ ONLINE ] Available at: hypertext transfer protocol: //www. defender. co. uk/environment/2011/jul/02/british-farmers-supermarketprice-wars [ Accessed: 23 October 2012 ] . Gokwan ( 2011 ) Sainsbury Collection Press. [ ONLINE ] Available at: hypertext transfer protocol: //www. gokwan. com/ goks-video-blog/sainsbury-collection-press-launch/ [ Accessed: 23 October 2012 ] . iforex ( 2012 ) FTSE 100. [ ONLINE ] Available at: hypertext transfer protocol: //www. iforex. com/ftse-100 [ Accessed: 18 October 2012 ] .

Independent ( 2012 ) Small Store Openings Boost Sainsbury’s Profits. [ ONLINE ] Available at: hypertext transfer protocol: // World Wide Web. independent. co. uk/news/business/news/small-store-openings-boost-sainsburysprofits-7579664. hypertext markup language [ Accessed: 20 October 2012 ] . J Sainsbury ( 2012 ) About Us. Store Portfolio. [ ONLINE ] Available at: hypertext transfer protocol: //www. jsainsbury. co. uk/about-us/store-portfolio/ [ Accessed: 25 October 2012 ] . J Sainsbury ( 2011 ) Annual Report 2011. [ ONLINE ] Available at: hypertext transfer protocol: //annualreport2011. jsainsbury. co. uk/downloads/pdf/sainsburys_ar11_note_26_notes_to_the_cash_flow_statements. pdf [ Accessed: 18 October 2012 ] .

J Sainsbury ( 2011 ) Financial Statements. Annual Report. Balance Sheet. [ ONLINE ] Available at: hypertext transfer protocol: //annualreport2011. j-sainsbury. co. uk/financialstatements/balancesheets. shtml [ Accessed: 18 October 2012 ] .

J Sainsbury ( 2011 ) Financial Statements. Annual Report. Cashflow. [ ONLINE ] Available at: hypertext transfer protocol: // annualreport2011. j-sainsbury. co. uk/financialstatements/cashflow. shtml [ Accessed: 18 October 2012 ] .
J Sainsbury ( 2011 ) Financial Statements. Financial Review. [ ONLINE ] Available