DOCSLIB.ORG

Grocery Universe 2017 Results of the 55Th Inventory of Retail Grocery in Belgium, Drawn up by Nielsen

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Grocery Universe 2017 Results of the 55Th Inventory of Retail Grocery in Belgium, Drawn up by Nielsen GROCERY UNIVERSE 2017 RESULTS OF THE 55TH INVENTORY OF RETAIL GROCERY IN BELGIUM, DRAWN UP BY NIELSEN Any reproduction, representation or use of one or various elements of this report must show the full mention: Source: Nielsen CopyrightAt Nielsen, © data 2017 drives The Nielseneverything Company we do— (US),even LLC. art. That’sConfidential why we and used proprietary. real data Doto createnot distribute. this image. 1 Copyright © 2017 The Nielsen Company (US), LLC. Confidential and proprietary. Do not distribute. CONTENTS ABOUT NIELSEN 3 BELGIAN ECONOMIC & RETAIL LANDSCAPE: 2016 5 NIELSEN GROCERY UNIVERSE 9 Turnover and Inflation Stores Market Share by Shop Type Sales Surface Discounters Regional Characteristics Private label RETAILING IN EUROPE 48 International Shop Types Discounters in Europe NIELSEN SERVICES 60 Copyright © 2017 The Nielsen Company (US), LLC. Confidential and proprietary. Do not distribute. 2 ABOUT NIELSEN CopyrightAt Nielsen, © data 2017 drives The Nielseneverything Company we do— (US),even LLC. art. That’sConfidential why we and used proprietary. real data Doto createnot distribute. this image. 3 Copyright © 2017 The Nielsen Company (US), LLC. Confidential and proprietary. Do not distribute. NIELSEN For 93 years Nielsen services have been making the FMCG (Fast Moving Consumer Goods) market visible and comprehensible for manufacturers and retailers. Nielsen is the world’s leading provider of information and market analysis in the consumer and service sectors thanks to the quality of its data, the accessibility of its analyses, the expertise it has built up over more than 93 years of practical experience and the rapidity with which it communicates its findings. • Established in the United States in 1923 by Arthur C. Nielsen • Operates in over a hundred countries • Active in Belgium since 1954 • Over 200 regular clients • Studies more than 400 product categories This overview represents the results of the 55th inventory of the world of retail grocery sector, drawn up every year by Nielsen. Copyright © 2017 The Nielsen Company (US), LLC. Confidential and proprietary. Do not distribute. 4 BELGIAN ECONOMIC & RETAIL LANDSCAPE: 2016 CopyrightAt Nielsen, © data 2017 drives The Nielseneverything Company we do— (US),even LLC. art. That’sConfidential why we and used proprietary. real data Doto createnot distribute. this image. 5 Copyright © 2017 The Nielsen Company (US), LLC. Confidential and proprietary. Do not distribute. 2016 IN REVIEW Refugee crisis Terrorism strikes on roils EU US Presidential Brexit Elections : Donald Trump Ahold – Delhaize Milestone for merger confirmed LGTB rights Rise of the far- Zika virus: right in Europe major global health threat Copyright © 2017 The Nielsen Company (US), LLC. Confidential and proprietary. Do not distribute. 6 NIELSEN BAROMETER: BELGIUM Growth mainly due to price increases FMCG: Value Volume Average price Food & Non Food Change Change change 2016 vs 2015 +1.0% -1.7% +2.6% 2015 vs 2014 +1.2% +0.0% +1.2% 2014 vs 2013 +2.4% +1.2% +1.2% 2013 vs 2012 +2.2% +0.0% +2.2% 2012 vs 2011 +2.2% +0.1% +2.1% INCREASE IN +1% TURNOVER (*) The Nielsen Barometer shows the trend as a percentage of sales of a representative group of FMCG products in the retail sector in Belgium Copyright © 2017 The Nielsen Company (US), LLC. Confidential and proprietary. Do not distribute. 7 FMCG TRENDS BY YEAR AND QUARTER Volume sales decline in 2016, with price increases driving value sales Source: Nielsen Growth Reporter Copyright © 2017 The Nielsen Company (US), LLC. Confidential and proprietary. Do not distribute. 8 NIELSEN GROCERY UNIVERSE 2016 CopyrightAt Nielsen, © data 2017 drives The Nielseneverything Company we do— (US),even LLC. art. That’sConfidential why we and used proprietary. real data Doto createnot distribute. this image. 9 Copyright © 2017 The Nielsen Company (US), LLC. Confidential and proprietary. Do not distribute. GROCERY UNIVERSE: A DEFINITION The grocery sector includes the following: • Retail stores in Belgium selling at least four of the following food categories: edible fats, canned goods; bottled drinks; drinks in the form of solid substances (e.g. coffee and tea); pasta; confectionery • ‘Food’ sales also have to represent at least 40% of total turnover The following are excluded: • Stores that generate more than 50% of their turnover through the sale of meat products or fish and shellfish. • Stores specialising in diet foods. • Stores that are part of petrol stations (e.g. Yelloh, Shop ‘n Go, etc…) Turnover We take into account the total turnover generated during the course of the past year. For stores that only opened during the course of the year, sales are extrapolated for a full year. For stores that closed during the course of the year, Nielsen assumes that no sales at all were made in that year. For hypermarkets, only the turnover for the food, paper products, care products and cleaning products departments is taken into account. Copyright © 2017 The Nielsen Company (US), LLC. Confidential and proprietary. Do not distribute. 10 MAJOR DEVELOPMENTS IN 2016 • Domestic consumption increased (+ 2.5%) while the importance of the Grocery Universe declined by -0.3 pt. Households have spent relatively less in the Grocery Universe compared to their total expenditure. • The turnover of the Grocery Universe rose to EUR 25.8 billion in 2016. This means a +0.6% increase compared to the year before. In 2016, the inflation rate was 2.0%, which is higher than 2015. The turnover in constant has declined by - 1.4%. • There were 7 163 stores in the universe in 2016. This is 2 stores more than 2015. Between 2006 and 2016, the number of points of sale fell on average by 98 stores per year. Between 1996 and 2016, on the other hand, an average of 277 stores closed per year. • The share of F1 declined slightly by -0.4pt to 49.5% with the closing of 8 stores, bringing their total to 597 stores in 2016. • F2 increased market share up to 30.4% which represents an increase of +0.8pt versus 2015. F2 opened 8 new shops (1352 in total). • Hard Discount lost market share (-0.3pt to a 15.4% market share) in Belgium. Its number of shops has increased as well to 737 shops (+2 stores versus 2015). • The market share of F3 remains steady. In 2016 F3 stayed at 4.7%. The number of stores remained steady compared to 2015 (4 477 stores). Copyright © 2017 The Nielsen Company (US), LLC. Confidential and proprietary. Do not distribute. 11 TURNOVER AND INFLATION Copyright © 2017 The Nielsen Company (US), LLC. Confidential and proprietary. Do not distribute. 12 GROCERY UNIVERSE TURNOVER Turnover increased by +0.6% to 25.8 billion euro in 2016. When eliminating the effect of the inflation, evolution turnover at constant is declining. Billions of Euro 30,0 25,8 25,0 25,6 23,9 24,5 25,0 22,8 23,2 21,7 22,4 20,3 20,9 18,9 19,5 20,0 18,2 16,7 17,4 15,3 15,6 16,0 14,3 14,8 13,5 14,0 15,0 12,5 13,0 13,1 12,0 15,8 14,9 15,3 15,2 15,0 15,0 15,2 15,5 15,6 14,2 14,3 14,4 14,7 14,8 13,0 13,2 13,1 13,4 13,7 10,012,0 12,1 12,3 12,1 12,2 12,5 12,5 12,7 5,0 0,0 '90 '91 '92 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 Current Prices Constant Prices (1981 = 100) Copyright © 2017 The Nielsen Company (US), LLC. Confidential and proprietary. Do not distribute. 13 INFLATION PER YEAR Inflation globally decreased in past years and increased again to 2% in 2016 10,0% 9,0% 8,0% 8,2% 7,7% 7,0% 6,3% 6,0% 5,0% 4,9% 4,5% 4,0% 3,5% 3,0% 3,1% 3,2% 2,7% 2,6% 2,8% 2,5% 2,4% 1,8% 2,0% 2,0% 2,1% 2,1% 1,8% 1,6% 1,5% 1,6% 1,6% 1,6% 1,3% 1,0% 1,2% 1,1% 1,0% 0,0% '82 '83 '84 '85 '86 '87 '88 '89 '90 '91 '92 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 Inflation Copyright © 2017 The Nielsen Company (US), LLC. Confidential and proprietary. Do not distribute. 14 INFLATION BY PRODUCT/SERVICE High inflation rate seen in Services in 2015 and 2016. Food inflation increased in 2016 and Non-Food inflation remains negative until September 2016 10,0 8,0 7,8 7,7 7,7 7,7 7,7 7,2 7,2 8,0 6,9 6,9 6,1 5,7 5,7 5,4 5,4 5,5 6,0 5,1 5,0 5,0 4,9 4,7 4,3 4,3 4,4 4,3 4,3 4,0 4,0 4,04,1 4,2 4,2 4,0 3,7 3,9 3,8 3,9 3,9 3,9 3,9 3,6 3,7 3,4 3,6 3,7 4,0 3,2 3,1 3,1 3,2 3,4 3,3 2,83,0 2,9 2,9 3,0 2,9 3,1 2,8 2,4 1,9 1,8 1,8 1,9 1,7 1,6 1,3 2,0 1,0 0,9 0,2 0,3 -0,2 0,0 0,3 0,0 0,1 -0,4 -0,4 -0,7 -0,5 -0,5 -2,0 -1,3 -1,5 -1,6 -1,4 -1,6 -1,9 -2,0 -1,7 -1,9 -2,2 -2,1 -2,1 -2,3 -2,8 -2,6 -4,0-3,1 Jul-16 Jul-15 Oct-16 Oct-15 Apr-16 Apr-15 Jun-16 Jun-15 Jan-16 Jan-15 Mar-16 Mar-15 Feb-16 Feb-15 Nov-16 Dec-16 Nov-15 Dec-15 Aug-16 Sep-16 Aug-15 Sep-15 May-16 May-15 Food Non Food Services Rent Copyright © 2017 The Nielsen Company (US), LLC.
Load more

Recommended publications
  • Why Paris Region Is the #1 Destination on the Planet: with 50 Million Visitors Each Year, the Area Is Synonymous with “Art De Vivre”, Culture, Gastronomy and History
    Saint-Denis Basilicum and Maison de la Légion d’Honneur © Plaine Commune, Direction du Développement Economique, SEPE, Som VOSAVANH-DEPLAGNE - Plain of Montesson © CSAGBS-EDesaux - La Défense Business district © 11h45 for Defacto - Campus © Ecole Polytechnique Paris/Saclay. J. Barande - © Ville d’Enghien-les-Bains - INSEAD Fontainebleau © Yann Piriou - Charenton-le-Pont – Ivry-sur-Seine © ParisEstMarne&Bois - Bassin de La Villette, Paris Plages © CRT Ile-de-France - Tripelon-Jarry Welcome to Paris Region Paris Region Facts and Figures 2020 lays out a panorama of the region’s economic dynamism and social life, Europe’s business positioning it among the leading regions in Europe and worldwide. & innovation With its fundamental key indicators, the brochure “Paris Region Facts and powerhouse Figures 2020” is a tool for decision and action for companies and economic stakeholders. It is useful to economic and political leaders of the region and to all those who want to have a global vision of this dynamic regional economy. Paris Region Facts and Figures 2020 is a collaborative publication produced by Choose Paris Region, L’Institut Paris Region and the Paris Île-de-France Regional Chamber of Commerce and Industry. Jardin_des_tuileries_Tour_Eiffel_01_tvb CRT IDF-Van Biesen Table of contents 5 Welcome to Paris Region 27 Digital Infrastructure 6 Overview 28 Real Estate 10 Population 30 Transport and Mobility 12 Economy and Business 32 Logistics 18 Employment 34 Meetings and Exhibitions 20 Education 36 Tourism and Quality of life 24 R&D and Innovation Paris Region Facts & Figures 2020 Welcome to Paris Region 5 A dynamic and A business fast-growing region and innovation powerhouse Paris Region, The Paris Region is a truly global region which accounts for 23.3% The highest GDP in the European of France’s workforce, 31% of Union (EU28) in billions of euros.
    [Show full text]
  • Review of Annual Reports 2010 of Euronext Brussels Listed Companies 2 Grant Thornton Corporate Governance Review
    Corporate Governance Review Review of Annual Reports 2010 of Euronext Brussels listed companies 2 Grant Thornton Corporate Governance Review Contents Contents 3 Foreword 5 Executive summary 7 PART I - Legally binding provisions 11 1. Corporate Governance Statement 12 2. Remuneration committee 17 3. Remuneration report 19 4. Audit committee – Legal requirements 22 PART II - Results corporate governance code 25 5. Board of directors 26 6. Independence 28 7. Nomination committee 30 8. Audit committee – Code requirements 32 Appendix A - Survey methodology 37 Appendix B - List of companies 39 3 4 Grant Thornton Corporate Governance Review Foreword We are pleased to present the Another key factor in the corporate governance debate is the interest of the European Commission second annual publication in Grant and the impact this will have on corporate governance Thornton’s series of reviews of the legislation. The European Commission released a corporate governance disclosures consultation paper on an EU corporate governance of Belgian companies quoted on framework and is seeking submissions from interested parties. We may, therefore, see a single EU-wide the Euronext stock exchange. The corporate governance framework in the not so distant review examines the extent to which future. companies comply with regulatory Corporate governance is fundamentally about requirements. ensuring that key stakeholders, including the public, can have confidence in how business is conducted and This year’s report arrives at a time of turmoil for results are disclosed by public interest entities such Belgian listed companies. While the Belgian banking as listed companies, financial institutions and public sector was struggling for survival and stock markets sector organisations.
    [Show full text]
  • Preliminary Results 2020/21 Simon Roberts Chief Executive Officer Kevin O’Byrne Chief Financial Officer Agenda
    Preliminary Results 2020/21 Simon Roberts Chief Executive Officer Kevin O’Byrne Chief Financial Officer Agenda 01 02 Financial highlights Operational performance 4 J Sainsbury plc Preliminary Results 2020/21 Financials Operational Performance Retail sales growth by category Grocery General Merchandise Clothing Total Retail FY Sales FY Sales FY Sales FY Sales growth1 up 7.8 % up 8.3% down 8.5% up 7.3 % 9.2% 8.5% 10.5% 1 7.6 % 4.2% 6.8% 0.4% 5.2% 7.4 % 7.1 % Q1 Q2 Q3 Q4 5.1% 7.2 % 7.6 % Q1 Q2 Q3 Q4 6.0% (7.5) % 7.3% Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 (26.7)% Fuel 0.1% Exc. Fuel Inc. Fuel sales sales growth growth 1 Exc. fuel (39.1)% 5 J Sainsbury plc Preliminary Results 2020/21 Financials Operational Performance Group performance overview Retail Financial Services Underlying profit Statutory profit/ operating profit1 operating profit1 before tax loss before tax down 22% down 39% 938 48 586 255 730 FY 356 19/20 FY 19/20 FY 20/21 FY FY FY 20/21 FY FY 19/20 20/21 19/20 20/21 (21) (261) All figures £m 1 Underlying 6 J Sainsbury plc Preliminary Results 2020/21 Financials Operational Performance Group performance overview Free cash flow Working capital Net debt Dividend movement excluding leases per share 1 up 28% down £539m 10.6p 10.6p 784 453 1,179 7.3p 7.4 p 611 640 3.3p 3.2p FY 20/21 FY FY FY FY FY Interim Special Interim Final 19/20 20/21 19/20 19/20 20/21 19/20 20/21 20/21 20/21 (97) All figures £m 1 Special dividend in 2020/21 paid in lieu of final dividend for 2019/20 following the deferral of dividend decision.
    [Show full text]
  • Global Top 3 Retailers: Wal-Mart, Carrefour, Tesco Indian Retailers
    4. Case Studies Global Top 3 retailers: Wal-Mart, Carrefour, Tesco Indian Retailers: Future Group (Big Bazar), More, Reliance Fresh,Spencers and Vishal Mega Mart Chapter 4 W a l - M a r t "The secret of successful retailing is to give your customers what they want. And really, if you think about it from your point of view as a customer, you want everything: a wide assortment of good quality merchandise; the lowest possible prices; guaranteed satisfaction with what you buy; friendly, knowledgeable service; convenient hours; free parking; a pleasant shopping experience. ” - Sam Walton, founder of Wal-Mart. ''Exceed your customer’s expectations. If you do they’ll come back over and over. Give them what they want - and a little more. Let them know you appreciate them. - Sam Walton, founder of Wal-Mart Brief about Retailer; In July 1962, Walton - an economics graduate from the University of Missouri, established the first Wal-Mart Discount City in Rogers, a small town in the state of Arkansas, USA. Wal-Mart expanded rapidly by adopting acquisition and joint venture routes. Today Wal-Mart is the world’s number one retailer having operations spread in 14 countries with an employee base of 6, 80,000. Apart from USA, it operates mainly in Canada, South America, UK, Japan, China and India. In 2009, Wal-Mart distributed $423 million for charities in cash and in kind. Wal-Mart environmental friendly goals are: merchandise having 100 percent renewable energy, creation of zero landfill waste and products sell maintaining sustained environment. In India, Wal-Mart has joined hands with Bharati Enterprise and started B2B retail operations.
    [Show full text]
  • Global Vs. Local-The Hungarian Retail Wars
    Journal of Business and Retail Management Research (JBRMR) October 2015 Global Vs. Local-The Hungarian Retail Wars Charles S. Mayer Reza M. Bakhshandeh Central European University, Budapest, Hungary Key Words MNE’s, SME’s, Hungary, FMCG Retailing, Cooperatives, Rivalry Abstract In this paper we explore the impact of the ivasion of large global retailers into the Hungarian FMCG space. As well as giving the historical evolution of the market, we also show a recipe on how the local SME’s can cope with the foreign competition. “If you can’t beat them, at least emulate them well.” 1. Introduction Our research started with a casual observation. There seemed to be too many FMCG (Fast Moving Consumer Goods) stores in Hungary, compared to the population size, and the purchasing power. What was the reason for this proliferation, and what outcomes could be expected from it? Would the winners necessarily be the MNE’s, and the losers the local SME’S? These were the questions that focused our research for this paper. With the opening of the CEE to the West, large multinational retailers moved quickly into the region. This was particularly true for the extended food retailing sector (FMCG’s). Hungary, being very central, and having had good economic relations with the West in the past, was one of the more attractive markets to enter. We will follow the entry of one such multinational, Delhaize (Match), in detail. At the same time, we will note how two independent local chains, CBA and COOP were able to respond to the threat of the invasion of the multinationals.
    [Show full text]
  • Retail Alliances
    EUROPEAN COMMISION DG AGRI WORKSHOP ON RETAIL ALLIANCES Ignacio Larracoechea Manufacturer perspective Brussels, 4 - 5 November, 2019 « FAIRNESS MATTERS » «Running your business in a way that is fair to your competitors, fair to your business partners, and above all fair to consumers» «I believe that companies, and individual business people, have a responsibility to foster trust in the markets – trust in a system that works for all - by playing by the rules when they do business in the EU» 2 Commissioner Vestager speech at Copenhagen Business School 3 September 2018 Why Fairness matters, International Commerce Review, 7(2):92-102, December 2007, Ludo Van Der Heyden, INSEAD OVERVIEW 1. Imbalances in Power between Retailers and Suppliers in the Food Supply Chain 2. Retail Alliances – Who are they? How do they operate? 3. Disruption of the food supply chain ? 4. Conclusions CONFIDENTIAL 3 RETAILERS - GATEKEEPERS TO CONSUMERS EU CONSUMERS Retailers represent 20% of suppliers’ Business whilst 17/8 RETAILERS/ suppliers represent less GROUPS than 2% (or even 1%) of Retailers´ business INDUSTRIAL SUPPLIERS 1.000 FARMS (cerca 1.000.000) CONFIDENTIAL Sources: ESADE, INE y CNMC (Informe 2011) 4 COMPARISON BETWEEN THE 10 LARGEST RETAILERS, INDUSTRIAL SUPPLIERS AND COOPERATIVES ( 2015 - M€) CONFIDENTIAL 5 “Retailers only want talk The Czech Office for the Protection of Competition about price. While the salmon (ÚOHS) issued verdict for leading retailer which RETAILERS - price has increased by 60% in asked more than 200 suppliers to change the basic a year, that the raw material purchase price of their products, otherwise represents 75% of the finished GATEKEEPERS Farmers threatening to delist 30% of their product product, some retailers portfolio” – 21.08.2017 TO 10.8 Million threaten the cooperatives of Wholesalers delisting their products ..
    [Show full text]
  • Elia Group Full Year 2020 Results
    Elia Group Full Year 2020 Results Wednesday, 3rd March 2021 Transcript produced by Global Lingo London – 020 7870 7100 www.global-lingo.com Elia Group Full Year 2020 Results Wednesday, 3rd March 2021 Elia Group Full Year 2020 Results Marleen Vanhecke: Good morning, ladies and gentlemen. Thank you for participating in our livestreamed event, which is being broadcast from a corona-proof studio in Brussels. It would have been nicer to meet you in person, of course, but the lockdown measures have forced us to present our full year results in another format. The setup is different, but we will keep you just as informed as we normally would. What hasn't changed are today's speakers. Elia Group is represented by Catherine Vandenborre, CFO, and by Chris Peeters, CEO, both in good health, as you can see. Today's programme is as follows. First, we will give you an overview of the headlines from 2020. We will talk with Chris Peeters about the acceleration of the energy transition and how Elia Group is managing it. Catherine Vandenborre will then present the financial results. And finally, we will present our conclusion and an outlook on the years to come. Before we start, I would like to present a disclaimer for today's presentation as mentioned on the title page. You must read the disclaimer before we can continue. I suppose you have all done it by now. Am I right? So let's immediately go to the first question for Chris. Marleen Vanhecke: Chris, looking back at 2020, it's impossible to avoid the corona crisis, of course.
    [Show full text]
  • SPAR International Annual Review 2017 2017 Year at a Glance the 2017 Statistics Show the Continuing Strength and Attractiveness of the SPAR Brand Globally
    SPAR International Annual Review 2017 2017 year at a glance The 2017 statistics show the continuing strength and attractiveness of the SPAR Brand globally. GLOBAL RETAIL 12,777 SALES AREA +5.3% stores globally €34.5 sales billion growth GLOBAL SALES 7.4 MILLION AVERAGE 13.5 STORE SIZE GLOBALLY MILLION 105 CUSTOMERS RETAIL & SERVed PER DAY 48 WHOLESALE countries PARTNERS 581 DISTRIBUTION €4,644 242 CENTRES 232 AVERAGE ANNUAL SALES 350,000 ADDITIONAL GLOBALLY SPAR COLLEAGUES STORES GLOBALLY per m² EMPLOYED “ In 2017, the SPAR worldwide organisation Managing Director’s Report achieved excellent growth of 5.3%. The renaissance in neighbourhood retailing in Europe, further international expansion and tailoring SPAR formats to different markets were all key drivers of this strong performance.” Tobias Wasmuht, Managing Director, SPAR International A YEAR OF enhancing the competitiveness, productivity UNPRECEDENTED and profitability of our retail and wholesale EXPANSION partners worldwide. Reaping the benefits of this shared scale and strength has never With the launch of SPAR in five new countries been more important than it is today. combined with a growth of 232 new stores and a sales increase of 5.3% to €34.5 billion, SPAR’s ability to localise, and take a tailored 2017 has been an unprecedented year of approach to integrate into individual markets, expansion for SPAR internationally. informed by international best practice and working better together, has secured its Our SPAR ‘Better Together’ strategy position as the world’s largest voluntary food launched in 2016, represents SPAR’s core retail chain, with 12,777 stores in 48 countries ethos of uniting together the global scale and global turnover of €34.5 billion at the end and resources of the SPAR network so that of 2017.
    [Show full text]
  • Trade for Development Centre - BTC (Belgian Development Agency)
    Trade for Development Centre - BTC (Belgian Development Agency) 1 Trade for Development Centre - BTC (Belgian Development Agency) Author: Facts Figures Future, http://www.3xf.nl Managing Editor: Carl Michiels © BTC, Belgian Development Agency, 2011. All rights reserved. The content of this publication may be reproduced after permission has been obtained from BTC and provided that the source is acknowledged. This publication of the Trade for Development Centre does not necessarily represent the views of BTC. Photo courtesy: © iStockphoto/Mediaphotos Cover: © CTB Josiane Droeghag 2 Trade for Development Centre - BTC (Belgian Development Agency) ......................................................................................................................................... 3 ............................................................................................................................ 4 .................................................................................................................... 5 1.1 Consumption .................................................................................................................... 5 1.2 Imports .............................................................................................................................. 5 1.3 Supplying markets ........................................................................................................... 5 1.4 Exports .............................................................................................................................
    [Show full text]
  • Lidl Expanding to New York with Best Market Purchase
    INSIDE TAKING THIS ISSUE STOCK by Jeff Metzger At Capital Markets Day, Ahold Delhaize Reveals Post-Merger Growth Platform Krasdale Celebrates “The merger and integration of Ahold and Delhaize Group have created a 110th At NYC’s Museum strong and efficient platform for growth, while maintaining strong business per- Of Natural History formance and building a culture of success. In an industry that’s undergoing 12 rapid change, fueled by shifting customer behavior and preferences, we will focus on growth by investing in our stores, omnichannel offering and techno- logical capabilities which will enrich the customer experience and increase efficiencies. Ultimately, this will drive growth by making everyday shopping easier, fresher and healthier for our customers.” Those were the words of Ahold Delhaize president and CEO Frans Muller to the investment and business community delivered at the company’s “Leading Wawa’s Mike Sherlock WWW.BEST-MET.COM Together” themed Capital Markets Day held at the Citi Executive Conference Among Those Inducted 20 In SJU ‘Hall Of Honor’ Vol. 74 No. 11 BROKERS ISSUE November 2018 See TAKING STOCK on page 6 Discounter To Convert 27 Stores Next Year Lidl Expanding To New York With Best Market Purchase Lidl, which has struggled since anteed employment opportunities high quality and huge savings for it entered the U.S. 17 months ago, with Lidl following the transition. more shoppers.” is expanding its footprint after an- Team members will be welcomed Fieber, a 10-year Lidl veteran, nouncing it has signed an agree- into positions with Lidl that offer became U.S. CEO in May, replac- ment to acquire 27 Best Market wages and benefits that are equal ing Brendan Proctor who led the AHOLD DELHAIZE HELD ITS CAPITAL MARKETS DAY AT THE CITIBANK Con- stores in New York (26 stores – to or better than what they cur- company’s U.S.
    [Show full text]
  • Driving Footfall In-Store Through Digital Innovation In-Store Is Sti Ll the Primary Revenue Earner
    From Clicks to Bricks Driving footfall in-store through digital innovation In-Store is Sti ll the Primary Revenue Earner Consumers globally have rapidly In-Store Sales sales conversion benefi ts of adopted digital retail channels. Conversions are Higher physical stores. Online retail sales in the US are Compared to Online In the next secti on, we discuss expected to reach $370 billion in which digital services have the 2017, up from $231 billion in 2012. Another key factor that makes potenti al to drive in-store traffi c However, this does not ring a death physical stores indispensable and increase revenues. knell for brick-and-mortar retail to retailers is the higher sales stores. Despite the rapid double- conversion rates that they achieve. digit growth rate of e-business, A study indicates that during online channels are expected to 2011, US store sales conversion contribute to only around 10% of rates were 14 ti mes higher than all US retail sales by 20171 . The their e-business counterparts3. During 2011, US store physical store sti ll remains the Driving more traffi c in-store has an sales conversion rates primary point of sale for a large immediate impact on accelerati ng were 14 times higher proporti on of consumers. sales. than their e-business Digital technologies can help retailers match consumer interest counterparts. in online channels with the higher Online channels are expected to contribute to only around 10% of Figure 1: Percentage of Consumers Preferring In-store vs. Online Experience all US retail sales by 2017. Establishing relationship 51% with merchant 12% Getting answers 50% 13% Majority of Consumers for questions Prefer to Shop In-Store Better 40% A US survey shows that consumers customer service 16% prefer the in-store experience for a variety of reasons (see Figure 1)2.
    [Show full text]
  • Retail Food Sector Retail Foods France
    THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Required Report - public distribution Date: 9/13/2012 GAIN Report Number: FR9608 France Retail Foods Retail Food Sector Approved By: Lashonda McLeod Agricultural Attaché Prepared By: Laurent J. Journo Ag Marketing Specialist Report Highlights: In 2011, consumers spent approximately 13 percent of their budget on food and beverage purchases. Approximately 70 percent of household food purchases were made in hyper/supermarkets, and hard discounters. As a result of the economic situation in France, consumers are now paying more attention to prices. This situation is likely to continue in 2012 and 2013. Post: Paris Author Defined: Average exchange rate used in this report, unless otherwise specified: Calendar Year 2009: US Dollar 1 = 0.72 Euros Calendar Year 2010: US Dollar 1 = 0.75 Euros Calendar Year 2011: US Dollar 1 = 0.72 Euros (Source: The Federal Bank of New York and/or the International Monetary Fund) SECTION I. MARKET SUMMARY France’s retail distribution network is diverse and sophisticated. The food retail sector is generally comprised of six types of establishments: hypermarkets, supermarkets, hard discounters, convenience, gourmet centers in department stores, and traditional outlets. (See definition Section C of this report). In 2011, sales within the first five categories represented 75 percent of the country’s retail food market, and traditional outlets, which include neighborhood and specialized food stores, represented 25 percent of the market. In 2011, the overall retail food sales in France were valued at $323.6 billion, a 3 percent increase over 2010, due to price increases.
    [Show full text]