DOUBLE BRANDING

-A CASE COMPANY STUDY ABOUT HAVING TWO BRANDS SIMULTANEOUSLY

Cand. Merc. Marketing Communication Management Master Thesis

Authors Anders Bram Knudsen Jesper Bjørck Andersen

Supervisor Peter Helstrup

Hand-in date: 03-10-2013 No. of characters: 255.657 (112 pages) No of physical pages: 122

Executive Summary

Started as a hunch this thesis began with an investigation of whether a local supermarket in Dragør has two brands, one official (SuperBest) and one unofficial (Møller Jensen), and what the difference between these are. Grounded theory was selected as the primary method, as Grounded theory fits the agenda of the thesis, exploring customer attitudes and perceptions. To ensure that the hunch was a reality, a preliminary survey was performed proving that SuperBest in Dragør indeed did possess two brands, and that the brand of Møller Jensen had higher awareness amongst consumers in Dragør than the brand of SuperBest.

An extensive qualitative research of several observations and five interviews was initiated to clarify the differences and similarities of consumer perceptions and attitudes towards the two different brands. A few similarities, such as the two brands having the same selection and service, were uncovered; nonetheless, many differences were discovered as well. Consumers have an emotional connection to Møller Jensen, while their connection to SuperBest was practical. Møller Jensen’s brand had a clear identity linked to a specific person, whereas SuperBest’s identity was vague. Additionally, Møller Jensen was not associated to a meat scandal which was the case with SuperBest.

Investigating the general opinion, founded from the qualitative findings, the Grounded theory approach was substituted by a traditional survey and hypotheses approach. The qualitative findings served as a foundation for 10 hypotheses investigating the differences of the brands on the population of Dragør. Additionally, the value of each brand was included in the survey by questioning about customer loyalty and satisfaction the brands between. More than 500 responses were collected.

Proving the findings of the qualitative research to be generalizable a clear difference between how people perceived SuperBest and Møller Jensen became clear. Additionally, the findings of the survey conclude that the Møller Jensen brand is more valuable in the aspects of customer satisfaction and customer loyalty, providing the supermarket with an opportunity by actively managing the Møller Jensen brand. This opportunity could be taken by initiating a marketing plan for Møller Jensen.

Using a combination of both the ‘Consumer Based Brand Equity’ (CBBE) and DAGMAR model, different scenarios were presented, whereas one was chosen to represent the future marketing plan for SuperBest in Dragør. The marketing plan involves the supermarket to develop a new visual identity for Møller Jensen, a private label for the brand, and an individual loyalty card concept. These activities should be supported by an integrated marketing communication approach. An implementation of the marketing plan will ensure the supermarket to take advantage of the opportunity uncovered in this thesis.

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Table of Content

Chapter 1) Introduction ...... 7 1.1 Our Motivation ...... 8 1.2 Problem Field ...... 8 1.3 Delimitation ...... 10 1.4 Theories and Literature ...... 10 1.5 Chapter Outline – Reading Guide ...... 11 Chapter 2) Literature Review ...... 12 2.1 Can a Company Have Two Brands Simultaneously? ...... 13 2.2 The Resource-Based View ...... 14 Chapter 3) Scientific Approach ...... 15 3.1 Epistemology and Ontology ...... 16 3.2 Qualitative or Quantitative Research Methods...... 17 3.2.1 Validity and Reliability ...... 19 Chapter 4) Grounded Theory ...... 20 4.1 What is Grounded theory ...... 21 4.2 The Discovery of Grounded theory ...... 22 4.3 Constructivist Grounded Theory ...... 23 4.4 Grounded Theory Methods ...... 24 4.5 Advantages and Disadvantages of Grounded Theory ...... 25 4.6 How to Conduct Grounded Theory ...... 25 4.6.1 Gathering Data...... 26 4.6.2 Coding ...... 27 4.6.3 Memos, Theoretical Sampling, Saturation, and Sorting ...... 27 4.6 Grounded Theory Sum-Up ...... 28 Chapter 5) Background Information ...... 29 5.1 The Case Company - Møller Jensen/ SuperBest ...... 30 5.1.1 Møller Jensen 1950-2001 ...... 31 5.1.2 SuperBest in Dragør – 2001-2013 ...... 32 Chapter 6) Industry Analysis ...... 34 6.1 Description of Selected Supermarket and Discount Store Brands in Denmark: ...... 35

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6.2 De Samvirkende Købmænd, SuperBest and SuperGros ...... 36 6.2.1 De Samvirkende Købmænd ...... 36 6.2.2 SuperBest ...... 36 6.2.3 SuperGros and Dagrofa ...... 37 6.3 The Supermarket Industry in Denmark ...... 37 6.3.1 Bargaining Power of Suppliers ...... 38 6.3.2 Bargaining Power of Customers ...... 38 6.3.3 Threat of Potential Entrants and Threat of Substitute Products/Services ...... 40 Competition among Existing Firms ...... 41 6.4 Dragør Facts ...... 42 6.5 Supermarket Industry in Dragør ...... 43 6.6 Sum-Up ...... 44 Chapter 7) Preliminary Quantitative Research ...... 45 7.1 Purpose of The Research ...... 46 7.2 Setting The Scene ...... 47 7.3 Results ...... 47 7.4 Conclusion of Preliminary Research ...... 48 Chapter 8) Qualitative Research ...... 49 8.1 Observation ...... 50 8.1.1 Methodology ...... 50 8.1.2 Findings ...... 51 8.2 Interview – In-Depth and Focus Groups ...... 52 8.2.1 Methodology ...... 52 8.2.2 Setting The Scene ...... 57 8.2.3 Coding ...... 58 8.2.4 Findings ...... 59 8.3 Discussion of Qualitative Findings ...... 65 Chapter 9) Quantitative Research ...... 69 9.1 Purpose of The Study ...... 70 9.2 Method ...... 70 9.2.1 Development of The Questions ...... 70 9.2.2 Structure of The Survey ...... 75 9.2.3 Sampling ...... 76

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9.3 Reliability and Validity ...... 77 9.4 Survey Findings ...... 78 9.4.1 Characteristics of The Sample Population ...... 78 9.4.2 Results ...... 79 9.5 Discussion of Primary Research ...... 85 9.6 Conclusion of Primary Research ...... 88 Chapter 10) Managing Two Brands Simultaneously ...... 90 10.1 Double Branding ...... 91 Chapter 11) Marketing Theory ...... 93 11.1 Theory of Branding ...... 94 11.2 Marketing Mix Theory ...... 96 Chapter 12) Marketing Scenarios ...... 98 12.1 Brand Architecture ...... 99 12.2 The Two Marketing Scenarios ...... 101 12.2.1 Corporate Marketing Scenario ...... 101 12.2.2 Branded by Choice Marketing Scenario ...... 103 12.2.3 Choice of Marketing Scenario ...... 105 Chapter 13) The Marketing Plan ...... 106 13.1 Marketing Strategy ...... 107 13.2 Target Market ...... 107 13.2.1 The Old Loyal Segment ...... 108 13.2.2 Full Nest Segment ...... 109 13.2.3 The Convenient Deal Hunter Segment ...... 109 13.2.4 Choice of Target Market ...... 109 13.3 Decision Making ...... 110 13.3.1 The Old Loyal Segment ...... 110 13.3.2 The Full Nest Segment ...... 110 13.4 Competition ...... 111 13.5 Perceptual Mapping ...... 111 13.5.1 POP – Point of Parity ...... 111 13.5.2 POD – Point of Difference...... 111 13.6 The Marketing Mix ...... 112 13.6.1 Visual Identity ...... 112

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13.6.2 Private Label ...... 116 13.6.3 Loyalty Program ...... 119 13.6.4 Integrated Marketing Communication ...... 121 13.7 Rollout of The Marketing Plan ...... 122 Chapter 14) Conclusion ...... 124 14.1 Final Conclusion ...... 125 Chapter 15) Further Research ...... 127 15.1 The Use of This Thesis in The Future ...... 128 List of References ...... 129 Theoretical References ...... 129 Informational References ...... 134 Word Explanations ...... 137 Appendices ...... 139

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List of Figures

Figure 1 - Reading Guide ...... 11 Figure 2 - The theoretical development of Grounded theory ...... 23 Figure 3 - How to conduct Grounded theory, inspired by Charmaz (2006) & Zarif (2012) ...... 26 Figure 4 - Porter's five forces model ...... 37 Figure 5 - Market share in the Danish supermarket industry 2012 ...... 39 Figure 6 - Expected market share in the Danish supermarket industry 2020 ...... 40 Figure 7 - Porter's five forces on the Danish supermarket industry ...... 41 Figure 8 - Development of the population in Dragør 2011-2040 ...... 42 Figure 9 – Population of Dragør and Denmark divided into age groups ...... 42 Figure 10 - Average income divided into age groups in Dragør and Denmark ...... 43 Figure 11 - Percentage of people who know Møller Jensen ...... 48 Figure 12 - What supermarket can be found in Dragør? ...... 48 Figure 13 - Ethnography continuum ...... 50 Figure 14 - Consumer perception of Møller Jensen and SuperBest ...... 68 Figure 15 - Satisfaction circle ...... 73 Figure 16 - Net Promoter Score ...... 75 Figure 17 - Participants divided into age groups, own findings ...... 78 Figure 18 - How often do you shop at Møller Jensen? ...... 78 Figure 19 - What would you call the supermarket on Sydstranden if it changed its name to Meny? ...... 79 Figure 20 - I would like the supermarket on Sydstranden best, if it changed its name to...... 79 Figure 21 - Words that describe the brand ...... 81 Figure 22 - What name do you connect with the meat scandal? ...... 82 Figure 23 - Loyalty towards Møller Jensen and SuperBest ...... 84 Figure 24 - The CBBE and DAGMAR model inspired by Keller (2008) and De Pelsmacker et al. (2010) ...... 94 Figure 25 - Three brand architecture options for Møller Jensen inspired by Olins (2003) ...... 100 Figure 26 - brand architecture developed into two marketing scenarios for Møller Jensen...... 101 Figure 27 - Marketing mix of the two marketing scenarios ...... 104 Figure 28 - Market segmentation for the marketing plan ...... 108 Figure 29 - Positioning of the Møller Jensen brand ...... 112 Figure 30 - The new logo and visual identity of Møller Jensen ...... 113 Figure 31 - Example of the new visual identity of Møller Jensen ...... 115 Figure 32 - Example of Møller Jensen private label products - marmelade ...... 118 Figure 33 - Example of Møller Jensen private label products - caramels ...... 119 Figure 34 - CBBE & DAGMAR connected with Møller Jensen's Marketing Mix ...... 123

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CHAPTER 1) INTRODUCTION There is a supermarket located 12 kilometres east of Copenhagen in a suburb named Dragør. For almost 50 years this supermarket has had the official name/brand “Møller Jensen”. In 2001 the independent supermarket Møller Jensen decided to join the alliance of SuperBest for supply chain and marketing advantages. As part of the deal, Møller Jensen also had to rebrand its supermarket into a SuperBest. However, walking around in the local community of Dragør, people do not ask one another whether to stop by SuperBest for groceries. Instead these people still frame and identify the supermarket as Møller Jensen. This happens even though the supermarket has now changed its logo, store design, as well as local marketing.

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1.1 Our Motivation The observation described in the introduction led us to wonder about the concept of having two brands at the same time. This local supermarket (SuperBest in Dragør hereafter) has a national and official brand SuperBest, but locally and unofficially it is still considered to be Møller Jensen. Even though the old name is officially gone, the supermarket still has two brands, “… a brand is something that resides in the minds of consumers. A brand is a perceptual entity rooted in reality, but it is more than that – it reflects the perceptions and perhaps even the idiosyncrasies of consumers.” (Keller, 2008: 10). Currently the supermarket only controls one of its brands (SuperBest). The supermarket is bound to its national brand, and it will be financially impossible for it to change back to its old brand and once again become independent. However, as mentioned earlier, it still possesses a local brand in the mind of the consumer that currently is not managed. Therefore, we wonder, can a supermarket have two brands simultaneously? Is there a difference between the brands? And is it a disadvantage or advantage to have two brands, in this case one local and one national?

Our curiosity to dig deeper into discovering the strength of a previously high-valued brand in a small community was additionally triggered by John Stuart, former CEO of Quaker Oats, who famously quoted: “If this company were to split up I would give you the property, plant, and equipment and I would take the brand and the trademark and I would do far better than you” (Keller, 2008: 5). The quote is now more than 50-years-old, but the key point, stating that a brand lives by its reputation and perception in the consumers mind, has not changed.

1.2 Problem Field Supermarkets and grocery stores have been around for centuries. They have traditionally been closely tied together with local community and local consumers. However, as supermarket chains grew bigger and discount chains made progress, the advantage of local presence diminished. Denmark is a country of discount supermarkets, but it is also a country with a long tradition of local supermarkets and grocery stores (Mørch, 2009). Denmark is far behind regarding supermarket experience and service compared to other European countries (Retail Institute Scandinavia A/S, 2012), and If local independent supermarkets are to survive in this discount country, they need to evolve (Mørch, 2009).

We found a local supermarket in Dragør. It was the first supermarket ever on Amager, and in 2014 it is celebrating its 50th anniversary. It has always had the local brand of Møller Jensen, but in 2001 it joined alliance with SuperBest. In the local community it is still called Møller Jensen, and the supermarket

8 supports the local community by donating money to the local football club, sailing club, and other associations as it has done ever since its inauguration .

For this specific supermarket we wish to investigate its existing opportunities. The supermarket possesses two brands, one official (SuperBest) and one unofficial (Møller Jensen). SuperBest represents a major national chain, which is marketed on television, radio and other media, as well as having weekly sales flyers, and supply chain power from all the independent supermarkets in a joint commitment. Møller Jensen represents the traditional local supermarket, supporting the local community, and knowing each and every single one of its customers. Currently the supermarket is only actively managing one brand (SuperBest), but depending on the findings from our research, we wish to explore whether this supermarket can evolve and prevail over its competitors, taking advantage of the opportunity of possessing these two brands simultaneously. No research exists in regard to having two brands and theory only speaks of companies and products having and managing one brand. This reality has influenced us model our problem definition into the following:

“Does SuperBest in Dragør have two brands locally, and what is the difference between these brands? How can our findings create extra value for this specific supermarket and be used to develop a future marketing plan?”

We must first investigate whether the consumers in Dragør perceive two brands representing this one company at the same time, and furthermore explore: A) How do the consumers distinguish the two brands? B) Are they able to separate them? C) From a consumer perspective, is it at all possible for a company to have two brands simultaneously? D) Should the supermarket actively use those two brands and why? We will investigate the local market (Dragør) and its consumers to figure out whether having two brands is a viable possibility for this specific supermarket.

Depending on the outcome of the analysis, we will develop a marketing and branding plan for the local supermarket. To evaluate whether our findings create extra value for SuperBest in Dragør, a resource- based view will be applied. If findings are assessed as a source of extra value, the marketing plan should provide the supermarket with a sustainable competitive advantage. If having two brands simultaneously is an opportunity, how can the supermarket manage and use this opportunity? If having two brands simultaneously is not an opportunity, how can the supermarket use the consumer insights gathered to market/brand itself locally?

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1.3 Delimitation The focus of this thesis will be on the case company SuperBest in Dragør. The decision to do so is taken from a validity and practical point of view. The research will be rendered more valid, since by focusing on one store, we will get an adequate and explicit picture of how the market situation and possibilities are specifically for SuperBest in Dragør. Not only is the decision of only focusing on one supermarket, a delineation creating higher validity, but it is also a practical one. In the scope of this thesis, the amount of information covering the whole chain of SuperBest supermarkets would be too prohibitive. Our research will therefore only cover the community of Dragør which has an influence on SuperBest in Dragør.

A concrete marketing budget of SuperBest in Dragør has not been included in this thesis, since it was not possible to receive an actual budget from the supermarket. Neither was it possible, given the scope of this thesis, to calculate the specific costs of the marketing initiatives suggested in The Marketing Plan, Chapter 13. Nonetheless, the costs of the marketing initiatives have been evaluated by the researchers together with the manager of SuperBest in Dragør and all initiatives were considered to be realistic from a cost point-of-view.

1.4 Theories and Literature Different literature has been used throughout this thesis involving many different theories. For each different chapter different books, articles, and literature have been read and used to achieve triangulation and ensure the reliability and validity of the theories.

For example, for the literature reviews (Chapter 2 and 10) and Marketing Theory (Chapter 11) e.g. Aaker (1991; 2010), Kotler et al., (2009), Keller (2008), De Pelsmacker et al. (2010), and Percy et al., (2009) have been brought in providing different views on branding. For the Scientific Approach (Chapter 3) e.g. Arbnor & Bjerke (1994), Nygaard (2005), Kjørup (1999), and Smith (2005) have been used to ensure that the different aspects, critique, and understanding of the scientific approach is considered, and the same approach has been used for other parts of Chapter 3 as well as parts of The Marketing Plan (Chapter 13).

In other chapters, e.g. Chapter 4 on Grounded theory, there has been a few influential books (Charmaz, 2006 and Morse et al, 2009), which are the base for the description and discussion, while other literature has been brought in to provide perspective. The same approach accounts for Quantitative Reseach (Chapter 9), Marketing Scenarios (Chapter 12), Preliminary Research (Chapter 7), and Industry Analysis (Chapter 6).

No matter the approach, the researchers have selected all literature critically. Not one piece of literature in the thesis is standing independently without any triangulation.

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1.5 Chapter Outline – Reading Guide

•Literature Review (Chapter 2) Base of •Scientific Approach (Chapter 3) science •Grounded Theory (Chapter 4)

•Background Information (Chapter 5) Market •Industry Analysis (Chapter 6) Outline

•Preliminary Quantitative Research (Chapter 7) •Qualitative Research (Chapter 8) Primary •Quantitative Research (Chapter 9) Research

•Managing Two Brands at Simultaneously (Chapter 10) Marketing •Marketing Theory (Chapter 11) information

•Marketing Scenarios (Chapter 12) Marketing •The Marketing Plan (Chapter 13) Planning

•Conclusion (Chapter 14) Final •Further Research (Chapter 15) Remarks

Figure 1 - Reading Guide

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CHAPTER 2) LITERATURE REVIEW No literature on managing two brands simultaneously have been written, but the literature review provides an overview of theories and perspectives on branding from different authors that are closely related to the concept of managing two brands together. Additionally, an overview of brands as sustainable competitive advantage is given.

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2.1 Can a Company Have Two Brands Simultaneously? Aaker (1991) describes three decisions dealing with issues in managing brand equity. When managing brand equity, a business has to decide whether to extend its brand, create new brands, or create a complex family of brand names and subnames. Theories about managing multiple brands, e.g. brand extensions, sub-brands, co-branding, and multibranding, have been found, however, none of these discuss having two brands at the same time for the same product, service, or company (Aaker, 1991: 31).

Brand extensions are when a company uses an established brand name to introduce a new product/brand (‘Kit Kat by Nestlé’ would be an example hereof) (Keller, 2008). A sub-brand is when a new brand is combined with an existing brand (e.g. when Føtex introduced Føtex Food) (Aaker, 1991). Co-branding is when one brand combines its brand with another (‘Sony Ericsson’ could be an example of co-branding) (Kotler et al., 2009). Multibranding is when one company has two competing brands unrelated to each other (many P&G products, such as laundry detergent and shampoo belong hereunder) (Kotler et al., 2009). Since none of these deals with having two brands simultaneously, neither brand extension, sub-branding, co-branding, or multibranding are considered relevant. The question is, whether a specific company cannot manage two names, two logos and two brands all at the same time? If a company can have two brands associated with two different contexts? Aaker (2011) argues that brand identity elements should be adapted to each context the brand encounters, which does not include the hypotheses we are questioning.

Reasons for not managing two brands at the same time might be found by looking at disadvantages about e.g. brand extensions. These disadvantages are highlighted to enlighten on why this exact topic most likelt has not yet found its way to the academic world. Keller (2008: 502-511) describes how different brands may confuse and perhaps even frustrate consumers in the decision of which brand that is the “right one” for them. Keller (2008) suggests that consumers can easily feel overwhelmed by this. Different brands can also harm each other and affect each other negatively; there is a risk that an unexpected problem or even tragedy with one brand can tarnish the image of the other brand. Furthermore, sales from one brand may cannibalize sales from the other, or the new brand can decrease the consumer identification in general, since there is less awareness towards it, leaving the company in a worse situation than before the introduction. In the same line of thought, one brand can affect and hurt the other brand if the linking between these two is irrelevant or inconsistent. This can end up diluting the meaning of the brand.

The aforementioned are all reasons for companies to maintain focus on one single brand; however, some companies are still using brand extensions regardless. The reasons to use brand extensions are that a new brand can permit consumer variety seeking, bring in new customers, permit subsequent extensions, and it can have positive effects on the other brand as well (Keller, 2008). These advantages transcend to a

13 company managing two brands simultaneously. If a company has a specific brand in the local community and is a part of a major national brand, can the company not manage both in the different contexts (local and national)? Will it have to choose either one brand or the other, and is it an advantage or disadvantage to have two brands and two identities?

2.2 The Resource-Based View The resource-based view is a theory on how a company, through assets and capabilities, can create sustainable competitive advantage (Barney, 1991). Sustainable competitive advantage can only be achieved by companies because resources are heterogeneously distributed; no companies have the exact same resources. A resource is anything that can be seen as a strength or a weakness in a company (Barney 1991). Examples of resources are in-house knowledge, skilled personnel, machinery, capital, and brands (Pepe et al, 2012).

Competitive advantage is achieved by having a resource that is greater than the other companies in one’s industry. For the competitive advantage to be sustainable, the resource must be considered 1) valuable (able to exploit opportunities or neutralize threats), 2) rare (among the competition), 3) imperfectly imitable (competitors should not be able to imitate the resource), and 4) non-substitutable (there should not be other resources that can replace it) (Barney, 1991). Within this thesis, these four attributes will function as a base of evaluating the findings in this thesis. If all four attributes are achieved, the findings and a following marketing plan will be assessed to provide the supermarket with a sustainable competitive advantage and thereby as a source of extra value.

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CHAPTER 3) SCIENTIFIC APPROACH “The key questions to consider when choosing a research methodology and approach are: “What types of methods are best suited for the goals of my research project?” and “Which methodologies am I most equipped to use, or most attracted to?”” (Tracy, 2013: 25)

Based upon the above quote the scientific approach will be presented, explaining the epistemology and ontology of the thesis. Additionally, a discussion of qualitative and quantitative research methods will be performed.

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3.1 Epistemology and Ontology When writing a project it is important to identify the scientific approach that is the base of science (Nygaard et. al., 2006). This thesis will take a social constructivist approach to its research and findings. The social constructivist approach uses an emic culture of research as an entry point of the study, seeking understanding and interpretation (Smith, 2005). Hereunder, the participant’s words are what are important, and a researcher will mainly, through qualitative research methods, try to understand the reality of the participants under study and interpretation of this reality. Because this study is the first of its kind, it will use an inductive approach commonly associated within the relativistic constructivist and social constructivist scientific view (Kjørup, 1999). There will not be developed any hypothesis in this field and therefore a deductive approach cannot be selected. Despite choosing an inductive approach, it can be argued, that the last quantitative part of this thesis will be using an abduction approach, because the thesis changes its focus from interpretation to hypothesis testing (Andersen, 1973).

Within social constructivism, knowledge and reality is constructed in the interaction between people, which is why the ontology is constructivist; reality is an interpretation and we are constantly interpreting to understand the world we live in (Arbnor & Bjerke, 1994; Nygaard, 2005). The interpretation makes it impossible for people as well as the researcher to be objective, because what the researcher finds will always be a construction of his understanding. Everything is interpreted and is therefore linked to the interpreter making the epistemology subjective; we cannot separate the researcher and the field/people under study (Nygaard, 2005). This makes it harder for the researcher, since knowledge is not objectively something for the researcher to find, which is why a complex methodology is used (Nygaard, 2005).

Knowledge within social constructivism is attainable but contextual (Arbnor & Bjerke, 1994). The knowledge and findings of this thesis have been constructed within a specific context, a context between the specific participants under research, which is why the findings cannot be generalized to another setting than this case. The qualitative methodology mainly used in this thesis stems well with this, because within the qualitative methodologies interpretation will always be present. Nonetheless, at the end of this thesis, quantitative research methods will be used. However, these methods are not used in a positivistic manner to generalize findings. The quantitative research is merely used to indicate whether the findings from the qualitative research are reliable in the context under study. The context is not changed, which is why the scientific approach remains (Nygaard, 2005).

Knowledge within this thesis is interpreted and is therefore not objective. However, knowledge is made objective because it is created in a social interaction, where participants subjective interpretations of the

16 world is joined together, producing an objective reality in this exact context (Arbnor & Bjerke, 1994). Communication is essential, which is why the methodology of this thesis primarily will be based upon qualitative research methods such as in-depth interviews, observations, and in particular focus groups (Wenneberg, 2000; Arbnor & Bjerke, 1994). Using these methods, the researcher will keep the focus on what the participants perceives as important. “It is not the objective validity of a certain description of the world or self, but the shifting social processes that decides to how high a degree the description can be maintained over time” (Gergen, 1997: 61).

The main method of research and analysis used in this thesis is Grounded theory, specifically constructivist Grounded theory, which stems altogether perfectly with the social constructivist scientific approach (Morse et al., 2009). Read more about this in Chapter 4 concerning Grounded theory.

3.2 Qualitative or Quantitative Research Methods “The key questions to consider when choosing a research methodology and approach are: “What types of methods are best suited for the goals of my research project?” and “Which methodologies am I most equipped to use, or most attracted to?”” (Tracy, 2013: 25)

The choice of method has two purposes. A method is firstly an approach to how the research gathers and analyses data and by such produces information; the method qualifies the researchers access to the subject and hereby the production of knowledge. Secondly, a method is also a way for the researcher to prove the findings by referring to the correctly used (scientific) method (Bjerg & Villadsen, 2006).

Whether qualitative or quantitative research or both methods should be used is a question without any simple answer. The different research methods are grounded in different sciences and are therefore very different (Pedersen & Nielsen, 2001). The qualitative research method searches for data about how a social phenomenon is in a certain context, while the quantitative research method searches for causality between variables in different ways. Mainly, the qualitative researcher is centrally concerned with understanding things rather than measuring them (Gordon & Langmaid, 1988). There are advantages and disadvantages of each research method, and although they mostly argue against each other, it has become popular for the methods to be combined; a problem combining the two methods only occurs if the one research method concludes in the area which the other method does not cover (Pedersen & Nielsen, 2001).

The quantitative research method is based on standardized data, expressed in numbers, and tries to prove causality while using statistics and math as the main methods to prove the results (Pedersen & Nielsen, 2001; Bjerg & Villadsen, 2006). Within this method the researcher tests theories by specifying a hypothesis, and data is collected to either support of refute the hypothesis (Creswell, 2003). Contrary to this, the

17 qualitative research method seeks understanding instead of explanation and is considered more exploratory than confirmative. Instead of confirming or rejecting, the researcher explores a new area to find the meaning of a phenomenon from the view of participants (Pedersen & Nielsen, 2001; Creswell, 2003). Within the qualitative method, researchers are driven by what in a given situation is interesting, and since a pre-set guide does not bound the qualitative method, it is open to a much wider use of data sources. Furthermore, the method can be developed for each investigation in coherence with the problem field explored (Bjerg & Villadsen, 2006).

Many of the arguments for either method have been debated on an abstract scientific level, which takes into consideration the role of the research, objectivity, subjectivity, and the conditions to verify knowledge as true and scientific (Gordon & Langmaid, 1988; Bjerg & Villadsen, 2006). However, which research method should be used cannot be settled on an abstract or theoretical level. The choice of research method is linked to the problem field (Pedersen & Nielsen, 2001). This way the problem field will always be the initial consideration when choosing a research method. The problem field will guide the research process. Choices hereupon will always be debatable and the argumentation of the choices is just as important as the choices themselves (Pedersen & Nielsen, 2001). The most important thing is to choose the right method for the issue at hand. If you do not know what you are investigating, you cannot choose your method (Holm & Solvang, 1996; Creswell, 2003; Gordon & Langmaid, 1988). These deliberations have been considered when choosing the methods of this thesis.

This thesis wishes to investigate the occurrence of two brands for a specific supermarket in a specific context. The problem field carries no hypotheses or expectations to confirm or reject, however, it carries a curiosity towards a new area of exploration. As previously stated, a brand lies within the mind of the consumers, and therefore the consumers’ point of view must be investigated. The only way to gain these insights is through qualitative research (Pedersen & Nielsen, 2001). Therefore, qualitative research will initially be performed. This research will not primarily investigate any causality or measure the general opinion of the consumers, but will be looking to understand the consumers, and understand the meaning of the brands from the consumers’ perspective. For this exact purpose, qualitative research is the better method (Gordon & Langmaid, 1988) and is the primary research method used for this thesis.

Before the qualitative research, a preliminary quantitative research method will be used. This will mainly be performed to see whether the hunch of the researchers is real and worth investigating and no conclusions will be based upon these quantitative findings as this only is an introductory research. An extensive qualitative research will follow hereafter based on Grounded theory methods. Succeeding this, a new research, a cohesive quantitative study, will be executed to generalize the finding of the qualitative study in

18 the specific context. This is not included within the Grounded theory approach, but it is necessary to evaluate whether the qualitative findings are extensive enough to initiate managerial implication for the case company, in this case a marketing plan.

3.2.1 Validity and Reliability It has always been a great advantage of the quantitative research method that it statistically can calculate the level of reliability and validity of research. Reliability is commonly measured using the Cronbach Alpha technique, involving computing mean reliability coefficient estimates for all possible ways of splitting a set of items in half (McDaniel et. al, 2009). This is performed in Chapter 9. Validity can be measured using face validity (does the measurement seem to measure what it is supposed to?), content validity (using a qualitative survey as a base for questions), and construct validity (questions based on theory) (McDaniel et. al, 2009), performed in Chapter 9.

The evaluation of reliability and validity is also possible in qualitative research; it is just done very differently (Pedersen & Nielsen, 2001). The validity of qualitative research is measured by evaluating whether the theories, research strategies, and methods chosen actually will enlighten the problem field under investigation. Reliability is to evaluate whether the conclusions of the research is true. In qualitative research reliability is obtained by systematically describing how the data was produced and analysed, so that others can redo the research and, if reliable, reach the same conclusions (Pedersen & Nielsen, 2001). Therefore, we have in this thesis been extensive in describing our qualitative methods and processes. See Chapter 8 and Appendix E-O.

The description of the data production and analysis is written together with the description of the methods of the qualitative research (Chapter 8), while the statistical calculations can be found under the method of the quantitative research (Chapter 9).

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CHAPTER 4) GROUNDED THEORY Grounded theory was the primary method chosen to investigate the problem field of this thesis, “Grounded theory (…) provides new insights into the understanding of social processes emerging from the context in which they occur, without forcing and adjusting the data to previous theoretical frameworks” (Länsisalmi et al., 2004: 242)

Grounded theory will be described in-depth in this chapter, including the background of Grounded theory, the specific Grounded theory used for this thesis (Constructivist Grounded theory), and how to use Grounded theory in practice.

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4.1 What is Grounded theory Grounded theory was developed by Glaser and Strauss in 1967. They believed that too much research was based on verifying or altering existing theories instead of developing new ones (Länsisalmi et al., 2004). Glaser and Strauss originated the theory and methodology from social science, where they had their expertise, and from there Grounded theory has evolved to include any kind of science using qualitative methods, hereunder organizational research as well as branding and marketing research (Eriksson & Kovalainen, 2008).

In general, Grounded theory is when a theory is developed solely from the data collected. Using Grounded theory, the researcher wishes to understand the reality of what is being investigated from precisely those participants the research is concerning. The researcher may have some wonderings and hunches that initiate the research, but it is the data collected that develops the research and in the end the theory using an inductive approach (Länsisalmi et al., 2004; Urquhart et al., 2010). Mistakenly, Grounded theory is often viewed as a method of coding data and although it involves this, it is also much more; the main focus of Grounded theory is its specific approach to theory development and theory generation, explaining its major difference to other qualitative research methods (Urquhart et al., 2010).

“Grounded theory, therefore, provides new insights into the understanding of social processes emerging from the context in which they occur, without forcing and adjusting the data to previous theoretical frameworks” (Länsisalmi et al., 2004: 242).

Grounded theory is a continuous collection, coding, and analysis of data. As the research continues, data is coded and analysed affecting which data is to be collected next (theoretical sampling)1 and it continues until saturation has been reached (Gambetti et al., 2012).

Three levels of theories can be developed from Grounded theory (Urquhart et al., 2010). The first level of theories is narrow concepts. These are hunches with very little empirical grounding. With a contextual scope, the second level, substantive theories can be developed. These are theories generated within a specific context, and they only apply to the substantive area of enquiry. The high level of abstraction in Grounded theory is called formal theory. In order to create a formal theory, the researcher must make a comparative analysis with different contexts, comparing substantive theoretical ideas from many different cases (Urquhart et al., 2010). Limited by its scope, this thesis can only develop substantive theories.

1 Theoretical sampling means seeking and re-seeking data to develop the emerging theory. The main purpose of it is to elaborate and refine the categories constituting the theory. The researcher keeps entering the field again and again finding new data, until no new data can be found (Charmaz, 2006).

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Grounded theory is not judged on validity, but rather according to its fit between developed theory and what it is representing, its relevance for the participants under investigation, its workability to explain how the problem can be solved, and its modifiability so theory can be altered if new data arises (Zarif, 2012).

4.2 The Discovery of Grounded theory Glaser and Strauss (1967) ‘The Discovery of Grounded theory’ quickly popularized Grounded theory, and there was a high development of published papers with Grounded theory as a keyword over the following decade. By 1994, it was labelled as a common feature of qualitative analytic methods (Urquhart et al., 2010). Today, it is the most popular qualitative research method (Morse et al., 2009).

After its origin, Grounded theory evolved into two distinct variants (Glasarian School and Straussian School) and several minor variants followed (Zarif, 2012; Morse et al., 2009). See Figure 2 for detailed illustration. Strauss & Corbin (1990) developed a ‘how to’ manual of Grounded theory containing clear guidelines and procedures (Straussian School), something which Glaser disagreed with (Urquhart et al., 2010; Glaser, 1992). Glaser believed that, “If you torture the data long enough, it will give up!... Forcing by preconception constantly derails it from relevance.” (Glaser, 1992: 123); no guidelines could or should be made in Grounded theory; rather the data should be a guide in itself (Glasarian School). The original Grounded theory thinking is that the method cannot be used in a formulaic way. Every time it is used, it has to be adapted to the research question, context, and the substantive area (Morse et al., 2009). Exactly these aspects are what Glaser believed that Strauss & Corbin (1990) altered (Glaser, 1992: preface).

Variants developed from Grounded theory includes dimensional analysis (developed in 1991 by Schatzman), situational analysis (developed in 2003 by Clarke), and Constructivist Grounded theory, bringing the Glaserian- and Straussian school together again (developed in 2000 by Charmaz) (Morse et al., 2009). Through all variants certain alignments can be found, such as comparative analysis, coding, theoretical sampling, and the writing of memos (Charmaz, 2006). See Figure 2 for illustration of the development of the variants.

Charmaz (2006) bases her theory in both schools of Grounded theory, but brings in her own innovation to the method as well. It is named Constructivist Grounded theory, because Charmaz takes the constructionist viewpoint that concepts and theories are constructed, not emerging (as in original Grounded theory), by the researchers from the data (Morse et al., 2009). Through these constructions knowledge is built. Because, “…we share a common culture out of which common constructions or agreements about the meaning of concepts can be arrived at through discourse.” (Morse et al., 2009: 40). The Grounded theory used in this thesis has its setting in Constructive Grounded theory, as this variant brings together the most

22 important parts of Grounded theory for research and it fits perfectly with the constructivist scientific approach chosen for this thesis.

Glaser & Strauss Discovery (1967)

Glaser (1978) Glaser Schatzman (1991) Theoretical Sensitivity

Dimensional analysis Strauss Glaser (1992, 1994, 1996, 1998, 2991, Bowers (1987), Caron Strauss (1987) 2003, 2005, 2006) & Bowers (2000), Qualitative Analysis

Bowers & Schatzman Straussian (2009) Grounded Theory Glaserian Grounded Straussian Theory

Strauss & Corbin Clarke (2003, 2005, 2008) (1990, 1998) Situational Analysis

Corbin & Strauss (2008) Charmaz (2000, 2006)

Constructivist Grounded Theory

Figure 2 - The theoretical development of Grounded theory (Morse et al., 2009) 4.3 Constructivist Grounded Theory Like the classical version of Grounded theory, constructivist Grounded theory embraces the inductive, comparative, and open-ended approach. The main difference between the two is that Constructivist Grounded theory brings the social aspects of knowledge into the research (Morse et al., 2009). Constructivist Grounded theory assumes, like social constructivism, that knowledge exists and rests in social constructions. People construct meaning and knowledge through interactions with other people. Research processes and products are constructed, but are under pre-existing structural conditions as well as influenced by the researcher; the researcher cannot be objective. The observations and analysis the researcher makes reflect the conditions the researcher is under, as do the subsequent grounded theories (Morse et al., 2009).

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A main view of constructivist Grounded theory is presented by Charmaz (Morse et al., 2009: 131), “Constructivist view data as constructed rather than discovered, and we see our analysis as interpretive renderings not as objective reports or the only viewpoint on the topic.”

4.4 Grounded Theory Methods Grounded theory is primarily a qualitative research method for gathering, coding, and analysing data (Urquhart et al., 2010). However, as a research method, Grounded theory is independent of any underlying epistemology, meaning that it is paradigmatically neutral. It can be used in positivist, interpretive, or critical studies (Urquhart et al., 2010; Goulding, 1998). The neutrality of Grounded theory makes it suitable for mixed-paradigm methods, and therefore it can be used in both quantitative and qualitative research methods.

Grounded theory methods consist of systematic guidelines for collecting, coding, and analysing data, however, all guidelines are flexible since it is all grounded in the data; it is the data that guides everything. General principles are suggested, but there are no formal principles that have to be followed. Therefore, Grounded theory researchers start with data usually gathered through qualitative research (observations, interviews etc.) (Charmaz, 2006). The lack of formal principles and pre-set guidelines leave a large responsibility to the researcher, who will have to adapt the method to the particular context and phenomenon under investigation (called ‘substantive area’ in Grounded theory terminology) (Morse et al., 2009; Urquhart et al., 2010).

Broadly speaking there are four distinctive characteristics of the Grounded theory method (Urquhart et al., 2010). Firstly, the main purpose of Grounded theory is to develop and generate theory. Secondly, the researcher must ensure that prior knowledge does not guide theoretical building, but only data guides. Thirdly, data is collected and continuously compared to earlier data and the developing analysis to see if maturation has been reached. Lastly, all data collected is selected based on theoretical sampling, where and whether the researcher decides, based on the data and analysis, to direct further data collection.

Although, the four characteristics are distinctive, they are not to be taken literally. For example; researchers do have prior knowledge of the substantive area, but they have to be aware of that knowledge and ensure not to let this affect the theory development. Glaser and Strauss (1967: 3) states themselves that, “… the researcher does not approach reality as a tabula rasa. He must have a perspective that will help him see relevant data and abstract significant categories from his scrutiny of the data.” The researcher must therefore have an open mind, but not an empty head, and not seek theory verification, but theory development or modification (Urquhart et al., 2010).

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4.5 Advantages and Disadvantages of Grounded Theory The Grounded theory method enables the researchers to identify rich contextualized details of the substantive area. In Grounded theory the reality is framed through research, whereas in most quantitative research the reality would be framed by the researchers. This may leave out important parts of the specific context under research (Länsisalmi et al., 2004). Furthermore, the analysis sets understanding first, while explanation will follow, making it a perfect method for investigating new contexts where researchers are not completely knowledgeable(Länsisalmi et al., 2004).

Grounded theory is mainly a qualitative method, and therefore it also deals with the collective qualitative methods disadvantage of generalizability. It is, furthermore, very context specific, since the data is collected from respondents creating the reality together, but nonetheless, relevant in that context (Länsisalmi et al., 2004). The method is additionally prone to researcher bias, since the researcher subjectively codes, selects, and interprets the data (Länsisalmi et al., 2004).

Comparing Grounded theory to other studies within marketing and consumer behavior, such as phenomenology, critical relativism, hermeneutics, discourse analysis etc., it has its advantages. In these traditional studies the words of the participants are considered the only valid source of data. In Grounded theory, however, multiple sources of data are allowed, including interviews, observation, narratives, as well as surveys based on qualitative data (Goulding, 1998).

4.6 How to Conduct Grounded Theory The following describes the Grounded theory method performed in this thesis. In Chapter 1, 5-7, and 8 all of the processes described below have been executed.

A researcher initiates a Grounded theory study with an idea or hunch for exploration. This hunch can be a general wondering of the researcher or can be initiated by sources of data that helps the researcher to define the substantive area. cf. Chapter 1 (Our Motivation). It was discovered that people in Dragør call SuperBest in Dragør something different than its official name initiating a wondering. The problem field is then defined (cf. Chapter 1.2) and refined (cf. Chapter 5-7). Primary data is collected, usually through different qualitative methods (cf. Chapter 8), providing an opportunity for triangulation of the data. Constant comparison of data is essential. Additional data is acquired, using theoretical sampling, until saturation is reached. During constant comparison memos are developed defining concepts of the coded material. Grounded theory ends with the analysis and reflection of the entire process, as well as the development of theory (Charmaz, 2006) (Chapter 8.3). See figure 3 for illustration.

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Idea/hunch •Chapter 1.1

Define & refine •Chapter 1.2 substantive area •Chapter 5-7

Data collection - •Chapter 8.1 qualitative •Chapter 8.2 methods

Coding •Chapter 8.2.3

Analysis •Chapter 8.2.4

Discussion & theory •Chapter 8.3 development

Figure 3 - How to conduct Grounded theory, inspired by Charmaz (2006) & Zarif (2012)

4.6.1 Gathering Data. The methods used for gathering data depends, as formerly mentioned, on the substantive area and the researcher. Ethnography, interviews of different sorts, as well as textual analysis are just some ways gathering data (Charmaz, 2006). No matter which method used, the data collected must be rich. Rich data is detailed data revealing participants views, feelings, and intentions. This is obtained by seeing the world as the participants do. Although we cannot be the participants, we can try to understand and enter their world as much as possible. “…everything you learn in the research setting(s) or about your research can serve as data.” (Charmaz, 2006: 16).

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The quality and credibility of the research starts with the data (Charmaz, 2006). It is therefore important that the researcher is familiar and comfortable with the research method used to gather data. It is more vital that the data is rich in depth and understanding rather than in scope.

4.6.2 Coding “Grounded theory coding requires us to stop and ask analytic questions of the data we have gathered.” (Charmaz, 2006: 42).

Coding is when researchers give segments of data a label categorizing a segment as well and summarizing it. There is no right or wrong label, as long as it reflects the data. Coding has two main phases, initial and focused coding2. During initial coding the researcher studies fragments of the data (words, lines, sentences) and codes these. During focused coding the researcher brings together the initial codes which are comparable. Continuously during this process, the researcher compares data with data, data with codes, and codes with codes (Charmaz, 2006). At the very end, theoretical coding is used to conceptualize how the focused codes relate to each other as hypotheses to be integrated into a theory.

4.6.3 Memos, Theoretical Sampling, Saturation, and Sorting As researchers progress through the data, they pause once in a while to reflect on the data and codes, and write informal analytic notes called memos. Memos are written in spontaneous, informal, and unofficial language for personal use. The method of memo-writing is done in a way that suits the researcher best. The most important thing for the researcher is to write something down, because this process advances the researcher’s thinking and process of the data and substantive area (Charmaz, 2006). It requires the researcher to process and analyse data and codes early in the research process, and makes room for theoretical sampling (Charmaz, 2006). Once theoretical sampling has been performed, fresh data no longer provides new theoretical insights and saturation has been reached.

“…a researcher working with real organizations rarely has an opportunity to implement text-book theoretical sampling processes due to problems in gaining access to various companies and keeping up with deadlines set for a particular research project.” (Länsisalmi et al., 2004: 249).

Once saturation has been reached, sorting memos, codes, and developed categories is now the goal. Sorting provides a logical basis for organizing the analysis and provides the researcher with a way of creating and refining theoretical links stimulating comparisons between categories (Charmaz, 2006). The sorting leaves a base for analysis, discussion, and theory development.

2 Depending on the author and theoretical foundation of Grounded theory the coding phases are named different, even though they are similar (Charmaz, 2006; Zarif, 2012; Strauss & Corbin, 1990; Glaser, 1992; Eriksson & Kovalainen, 2008).

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4.6 Grounded Theory Sum-Up Grounded theory provides new insights into the understanding of social processes. Therefore, it is the perfect method for investigating consumer’s perceptions and attitudes. Constructivist Grounded theory is the specific Grounded theory method chosen for this thesis as it fits to the substantive area, the knowledge and expertise of the researchers, and is well aligned with the scientific approach and methods chosen for this thesis.

Referring to Figure 3, the idea/hunch founding this thesis are explained in Chapter 1, and initiating the beginning of using Grounded theory. In Chapter 1.2 the substantive area is defined, and from Chapter 5-7 the substantive area is refined. The gathering of data, coding, analysis, and discussion & theory development is performed during the qualitative research in Chapter 8. Hypothesis will be developed from the discussion and tested upon a larger sample involving verification (Chapter 9), which is why Grounded theory are not used. Chapter 8, therefore, finishes the use of the Grounded theory in this thesis.

Before primary research is initiated it is important that researchers are aware of the background information about the substantive area. In the following chapter the background of the case company and the supermarket industry is analysed.

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CHAPTER 5) BACKGROUND INFORMATION Knowledge and background information of a company is essential during research; you need to be an expert on your substantive area. Therefore information of Møller Jensen and its history was gathered.

A description of Møller Jensen from 1950-2013 is found in this chapter. The history and portrayal is based on interviews with the owner and the manager of the supermarket, supplemented by the secondary available.

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5.1 The Case Company - Møller Jensen/ SuperBest In order to know more about the setting and history behind Møller Jensen and SuperBest, interviews with the owner of SuperBest in Dragør, Inger Møller Jensen (accompanied by her son-in-law Jørgen Andersen), as well as one of the current managers of SuperBest in Dragør, Thomas Andersen, were set-up.

The type of interviews chosen were a mix of two approaches, one being “fact related” to specify cases/data the interviewees had knowledge of, the other being “experience related” focusing on their view on the business and the consumer. Cautions were taken since personal views of the interviewees would be mixed with scientific facts, which is why interviewees were asked to clarify upon the objectiveness or subjective matters. ”Qualitative interviews may focus on the internal or external; what is common to them all is that they ask the respondent to provide an observer’s report on the topic under study” (Weis, 1994). The interview, a mix of internal and external, required interviewers to be careful to not get carried away by what was being told, since other interviewees could have a different view of the same situation/question. However, the reasons for choosing these interviewees as sources were very deliberate. Inger Møller Jensen is the widow of the founder of Møller Jensen and although she is not actively a part of the management anymore, she has been for over 40 years and she is still the head of the board controlling the supermarket. At the interview, she was accompanied by Jørgen Andersen who himself has previously managed several supermarkets, hereunder several under the brand Møller Jensen. Furthermore, he has had his own supermarket in Dragør for over 10 years, which makes him an expert on the consumers in Dragør. Thomas Andersen manages SuperBest in Dragør today and has done so for almost 10 years. He has first-hand experienced the transformation of Møller Jensen turning into SuperBest, not as a manager, but as a member of the board.

Keeping the interviews as open as possible, using a semi-structured approach (Bryman & Bell, 2011), the interviews were allowed to flow naturally; only having noted a few fixed guided questions down (See Appendix A and B). The purpose of the interviews was to gather as much knowledge and background about the case company and research topic. Additionally the insights gathered would aid the following research by acquiring knowledge for the design of a qualitative interview guide, providing researchers with issues or topics that might not have been brought up otherwise. Before the interview with Inger Møller Jensen she was asked to prepare any material she may have about the supermarket. Before the interview with Thomas, a written document was forwarded with information on the purpose of the interview. In both cases the interviewees decided the setting. Inger Møller Jensen was visited at her house, where she showed a supermarket scratch book and old magazines containing information about the supermarket. The interview with Thomas Andersen was located in the supermarket. Before each interview was initiated, the

30 interviewees were again shortly briefed on topic and purpose, creating an atmosphere conducive to getting the interview underway. A short summary of each of the interviews are conducted below.

5.1.1 Møller Jensen 1950-2001 The first establishment of Møller Jensen was actually not a supermarket and did not was not situated in Dragør. The first Møller Jensen was a grocery store founded in 1950 and it was located on Amagerbrogade (Copenhagen). It was Erik Møller Jensen’s first store (hereafter Erik) and although this store was called Møller Jensen locally, the name was united with the name of the supplier e.g. ‘Møller Jensen Oceka’ (Wiehe, 1977). The grocery store only consisted of convenience products, and the manager would usually stand behind a desk and service the customers (Mørch, 2009). This grocery store was very successful and by 1960 it had the highest revenue in the greater Copenhagen area (Wiehe, 1977).

Because of this success Erik wanted to expand, and he did this by taking the opportunity to create the first supermarket in Dragør and on Amager in 1964. A supermarket was then a new concept these days, because it assembled a grocery, butcher, and a vegetable store, which commonly were separate. The supermarket was, like the grocery store, branded Møller Jensen, combining this name with the name of the supplier, e.g. Møller Jensen Favør (the name of the supplier switched between e.g. Favør, NK, and Oceka).

The new supermarket was a success and in 1970 Erik seized a new opportunity to develop another supermarket in Valby, a supermarket even bigger than the one in Dragør containing a cafeteria and large quantity buying area. This supermarket was also branded Møller Jensen along with the current supplier name. Erik continued expanding by opening supermarkets in Roskilde (1973), Tåstrup (1974), Mosede (1974), Vesterbro (1975), Lyngby (1975), Holte (1976) and lastly Søvang (1979), making Erik the largest independent supermarket owner in Denmark (Wiehe, 1977). In 1977 all of the Møller Jensen supermarkets had a revenue of DKK 250 million (Wiehe, 1977), and a few years later the German supermarket giant, Aldi, offered Erik more than DKK 8 million to buy four of the supermarkets, however, the offer was declined.

The drivers of Møller Jensen’s success were plentiful. Firstly, the supermarkets were ahead of time selling large quantities very cheap, which attracted many customers to the stores (Wiehe, 1977; Børsen, 1971; Valbybladet, 1971). Secondly, Møller Jensen became its own supplier in 1976, eliminating an add-on cost and link in the supply chain. The supermarkets had their own central warehouse in Tåstrup, buying products straight from the manufacturers (e.g. Beauvais or De Danske Spritfabrikker) and distributing the products from the central warehouse to the supermarkets. This was unheard of at this time and not only did it have an effect on costs, which were severely lowered, but it also meant that, for the first time, the Møller Jensen brand stood alone.

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At the end of 1979 the supermarket properties started to decrease in value and the bank started to question the Møller Jensen’s line of credit. The interests were eating up the profit from the supermarkets, and the bank would not prolong the loans. In 1980 Erik and his supermarkets filed for bankruptcy. The supermarket concept and the business itself were ahead of its time (Valbybladet, 1971), however, the accounting was a mess.

All of the supermarkets were lost for Erik, but the supermarket in Dragør was purchased by a group of family and friends, who kept the name Møller Jensen up until it joined SuperBest in 2001. Erik could not, because of the bankruptcy, manage the supermarket forcing him to leave the management of the supermarket to his son, Søren Møller Jensen. Søren is today still the manager of the supermarket together with his nephew, Thomas Andersen3. In 2001 the Møller Jensen supermarket in Dragør officially changed its name on the façade to SuperBest as the supermarket, for financial reasons, had to join the SuperBest alliance.

5.1.2 SuperBest in Dragør – 2001-2013 Although the supermarket changed its name to SuperBest in 2001 consumers in Dragør still perceive it as Møller Jensen, attaching all the positive and negative attitudes they have with the supermarket. Møller Jensen was the first supermarket in Dragør and has always been positioned as a high quality supermarket measured on the level of educated personnel. For this reason, it is still perceived today as a highly priced supermarket. Although changing to SuperBest has transformed the supermarket visually, both inside and outside, the old perceptions of the supermarket still prevail.

The two main competitors for SuperBest in Dragør are Føtex and Irma, who also are perceived to have a high level of quality and service. One advantage SuperBest in Dragør possess compared to its competitors is the label as an independent supermarket, it still has the freedom to adjust and adapt to local customers’ needs and demands by e.g. ordering specific products home.

The management of SuperBest in Dragør does not have much loyalty towards the SuperBest brand. First of all, the supermarket has throughout its history had several different suppliers and to them SuperBest is just another one in the line of many. Second of all, and most important, SuperBest had a meat scandal some years ago, which is still connected to the brand, and it seems impossible to get rid of (Politikken.dk, 2012).

3 The set-up of SuperBest Dragør is very unique, since it has two managers equally responsible. Thomas Andersen is one of the managers, focusing on daily management, supply handling, consumers, and marketing. Søren Møller Jensen is the other manager, focusing mainly on the more administrative tasks, such as corporate policies, economics, and communication with the SuperBest main office.

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Nonetheless, the Møller Jensen still has to remain true and follow the concept of SuperBest by offering all standard products. By not following the concept they simply cannot survive in this business. Møller Jensen must please SuperBest to get benefits like purchasing advantages, offer customers weekly sales, and to be marketed on mass-media. Additionally, an important profit channel for Møller Jensen is the monetary loyalty bonus, which is received from SuperBest if the supermarket purchases most of its products through the preferred supplier.

SuperBest, and especially SuperBest in Dragør, have two large segments they traditionally focus on: the “deal hunter”4 and “the traditional shopper”5. Additionally, a new segment, the ‘full nest6’ has recently entered Dragør due to a decrease in local house prices. The ‘full nest’ segment spends a lot of money on supermarket products, which is why the segment is attractive to SuperBest in Dragør. Focusing on this segment has recently been supported by the SuperBest alliance initiating a strategy to make the ecological product categories more appealing to consumers in addition to its discount products (First Price), hopefully attracting the ‘full nest’ segment.

In regards to advertising, SuperBest handles all national advertising, while SuperBest in Dragør manages all local advertising. The communication objective for SuperBest in Dragør has in recent years been to strengthen its position as the local supermarket. By spending a large amount of the marketing budget on sponsoring the local community it has accomplished this. Locally the supermarket advertises weekly sales in the local newspaper (Dragør Nyt), sponsoring the local football club, sailing team, bridge team etc., as well as arranging events for locals such as wine tastings. Besides the local newspaper and sponsorships, it uses no other channels to advertise.

The idea of positioning SuperBest in Dragør as the local supermarket makes sense; however, because of its history and competitors it is hard with a national brand and meat scandal connected to it. Looking around in Denmark many supermarkets are forced to close (Dansk Handelsblad, 2013). In order for SuperBest in Dragør to survive and succeed it needs to follow the consumers in Dragør very closely and figure out how to maintain and acquire new customers.

This thesis is processed in cooperation with SuperBest in Dragør with an expectation that the findings can provide consumer’s insights to aid, develop, and drive the supermarket to local success.

4 A deal hunter is a customer who’s shopping is controlled by discounts and special offers 5 The traditional shopper is the common everyday consumer, shopping 4-6 times a week, purchasing at different stores each trip 6 A full nest is a family consisting of a mom, day and at least one home living child

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CHAPTER 6) INDUSTRY ANALYSIS How is the supermarket industry in Denmark and Dragør? What is the story behind SuperBest? How is the organisation structured and what aspects must SuperBest in Dragør be aware of in order to survive in the grocery business?

An analysis of this, along with a description of Dragør and its population is found in this chapter using Porter’s five forces.

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6.1 Description of Selected Supermarket and Discount Store Brands in Denmark: SuperBest’s concept is to create the best supermarket with the supermarket owner (købmanden) as the central person. They want to be a large supermarket with the best assortment of food along with a discount program matching the cheapest supermarkets. The supermarket has the advantage of offering specialty items and usually it has its own butcher, bakery and wine department (Dansk Handelsblad, 2013).

Irma offers the customers groceries of high quality along with excellent customer service. It is the oldest supermarket brand in Denmark (second oldest in the world), and they always put the customer’s needs first with a varied and attractive assortment in focus (Dansk Handelsblad, 2013).

Fakta is a discount brand keeping its focus within the primary products for daily consumption. This is supplemented with a low amount of activity goods. The brand has in recent years experienced a high expansion rate (Dansk Handelsblad, 2013).

Føtex, similar to SuperBest, is a supermarket with a focus on a large assortment, with a special selection of quality groceries. It is a large supermarket chain, and they also have an in-house butcher-, bakery- and wine department (Dansk Handelsblad, 2013).

Netto is the most popular discount brand in Denmark and offers, as Fakta, the primary products for the everyday consumption. They introduce and change 50-100 new products weekly, which they have on sale. The brand has been successful in recent years and is expected to keep growing (Dansk Handelsblad, 2013).

EuroSpar is the independent supermarkets discount chain. It offers the a larger selection than Netto and Fakta, and many of the stores recently changed from SuperBest (Dansk Handelsblad, 2013).

Super Brugsen is one of the biggest supermarket chains in Denmark. It is part of Coop Denmark A/S, and is the biggest supplier of groceries in Denmark. The concept is to deliver a wide range of products that meet the needs of people looking for ecological products as well as discount (Dansk Handelsblad, 2013).

Aldi and Lidl are two German discount brands, independent of one another, gaining ground in Denmark. Aldi has been in Denmark since 1970 and Lidl recently entered the market. They both mostly carry non- branded or private label products and are considered as the two cheapest stores in Denmark (Dansk Handelsblad, 2013.

Rema1000 is a Norwegian discount franchise-based brand. It has the largest assortment among the discount brands in Denmark. Its concept is to be simple, quick, and cheap through quality, low prices, as well as kind and skilled employees (Dansk Handelsblad, 2013).

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6.2 De Samvirkende Købmænd, SuperBest and SuperGros To be able to understand the supermarket industry in Denmark and the mechanisms behind, it is important to understand how the industry is set-up, especially for independent supermarkets, since the case company, SuperBest in Dragør, is independent.

6.2.1 De Samvirkende Købmænd Traditionally the independent supermarket owners have always had a trade organisation that allows them to jointly negotiate and politically protect their rights. The trade organisation is called De Samvirkende Købmænd (DSK). Now, almost all independently owned supermarkets are joined under the SuperBest alliance, but DSK still protects the rights of the supermarkets. To understand the concept and alignment between SuperBest and DSK, a short description has been made, to outline the most important secondary knowledge, in relation to size, concept, history etc.

DSK is a more than 100-year-old merchant trade organisation representing approximately 1.300 individual merchants (Dsk.dk, 2013). DSK’s primary focus consists of involving themselves in matters concerning their members, that being either smaller meetings at municipality or influencing fundamental legal decisions at the Danish Parliament (Dsk.dk, 2013). Besides SuperBest, DSK is also responsible for 9 other supermarket chains involving more than 20.000 employees (Dsk.dk, 2013).

One of the cornerstones DSK has had on their agenda in recent years has been the closing law. It has often been perceived that if the closing law were removed it would be the end of independently owned supermarkets; cost-wise they would not be able to follow the change. After many years of battle, the closing law was removed in 2012 (Politikken.dk, 2010). The effects of this still waits to be seen, but the trust in DSK from its members has severely declined after this.

6.2.2 SuperBest SuperBest is a part of a national organisation (SuperBest amba) containing approximately 170 stores involving 12.000 employees (SuperBest.dk, 2013). The purpose of the organisation is to run the SuperBest brand in the best interest of all the individual merchants on a short as well as long term scale. The organisation produces central marketing material and takes care of all trade agreements. However, since all the merchants are individual legal entities, the organisation takes no part in the everyday management of the stores (Annual Report 2011/2012).

The SuperBest brand was founded in 1997, and throughout time different supermarket chains joined into its alliance, hereunder most famously Favør and Iso (Dagrofa.dk, 2013b). The brand SuperBest is unfortunately mostly known for the ‘meat scandal’, which was labelled onto the brand after a consumer

36 television program visit 20 SuperBest butchers and found old meat in the counters (Ekstrabladet.dk, 2009). Since this episode the brand has suffered in consumer perception (Politiken.dk, 2012). This was one of the reasons why SuperBest, in May 2013, created ‘the new SuperBest’ (Superavisen.dk, 2013). Here 60 of SuperBest’s smallest supermarkets were decided to be replaced with the discount brand EuroSpar, while the remaining SuperBest supermarkets were forced to increase their selection (superavisen.dk, 2013).

As formulated by the SuperBest management, the individual supermarkets biggest strength is their ability to be a local player with knowledge of the community surrounding the store. SuperBest has a mission to make it simple for every customer to get a good food experience. Their vision is to never stop challenging the market until all stores have positioned themselves as being the leading supermarket in their geographical area (Dansk Handelsblad, 2013).

6.2.3 SuperGros and Dagrofa SuperGros, owned by Dagrofa, is a single wholesaler delivering all food products to all individual stores in the SuperBest organisation (Supergros.dk, 2013). Besides owning the biggest majority of SuperGros, Dagrofa is also running a total of 50 SuperBest stores around Denmark, making it accountable for more than 25% of the total revenue of SuperBest amba. (Dagrofa.dk, 2013a).

Following this basic introduction to the mechanisms behind the independent supermarkets in Denmark, a competitive analysis of the supermarket industry in Denmark will follow, which will be transferred onto the community of Dragør.

6.3 The Supermarket Industry in Denmark Figure 4 illustrates Porter’s “five forces model” Bargaining (Aaker, 2011) which will be used to analyse the power of suppliers supermarket industry in Denmark and Dragør. Initially the Danish supermarket industry will be analysed, and the insights from this analysis will be Competition Threat of Threat of among potential substitute existing used to analyse the industry in Dragør. No reliable entrants products firms information about this small market was available.

We will in this thesis be dealing only with Bargaining supermarkets within the retail industry. Hereunder power of customers supermarkets of every size are included, such as quick-marts (nærbutikker), discount stores, small Figure 4 - Porter's five forces model (Aaker, 2011) supermarkets (up to 999m2 in size), large supermarkets (from

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1000-2499m2 in size), and hypermarkets (over 2.500m2 in size). Regular kiosks (e.g. 7-eleven), gas- and train-station-kiosks are not included.

6.3.1 Bargaining Power of Suppliers The supermarket industry is dominated by three main suppliers owning 85,5% of the market (Dansk Handelsblad, 2013). These suppliers are Coop Danmark A/S (controlling brands such as SuperBrugsen, Irma, and Fakta), Dansk Supermarked (controlling brands such as Føtex, Bilka, and Netto), and SuperGros/Dagrofa (managing brands such as SuperBest and EuroSpar).

The suppliers are often connected to the supermarkets, which is why bargaining power should be looked at from the manufacturer’s point of view. In the supermarket industry the “suppliers” will be the manufacturers of products. Since Coop Danmark A/S and Dansk Supermarked together control almost 70% of the market, the market is categorized as a duopoly (Dansk Handelsblad, 2013), and the bargaining power of the manufacturers is therefore low. This is exemplified with the case of Coop Danmark A/S, who has banned Carlsberg and many of their additional products, because Carlsberg is planning to increase its prices (Business.dk, 2013).

6.3.2 Bargaining Power of Customers Bargaining power of customers is related to the number of supermarkets available to customers. In Denmark the density of accessible supermarkets for the average Dane is very high (Konkurrence- og forbrugerstyrelsen, 2011).

The number of supermarkets has not changed in recent years (Retail Institute Scandinavia A/S, 2012), but in general the discount brands, such as Netto, Fakta, and Eurospar are increasing their presence in the market. Fakta has in recent years been taking over many of SuperBrugsen’s supermarkets, as the discount chain has proven itself more profitable in certain areas (Dansk Handelsblad, 2013). Netto and Fakta each account for the highest number of stores in Denmark, while EuroSpar is also increasing the number of stores. The improvement made by the discount brands have mostly been balanced out by the downfall in supermarkets from SuperBest, which is why SuperBest in 2013 has repositioned a third of its supermarkets as EuroSpar (Dansk Handelsblad, 2013).

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The leading brands in the industry (see Figure 5) are Netto (14,3% market share), SuperBrugsen (12,6%), Føtex (12%), Fakta (8,8%), Kvickly (8,7%), and SuperBest (8%) (Dansk Handelsblad, 2013).

Market Share in the Danish supermarket industry 2012

Netto SuperBrugsen Føtex Fakta Irma SuperBest Others

14%

42% 13%

12%

8% 9%

2%

Figure 5 - Market share in the Danish supermarket industry 2012 (Dansk Handelsblad, 2013)

In Denmark there is a high density of supermarkets compared to other countries, yet not as many hypermarkets (Konkurrence- og forbrugerstyrelsen, 2011). The density of supermarkets is expected to maintain, and the number of hypermarkets are expected to increase slightly over the next 8 years (Retail Institute Scandinavia A/S, 2012). This keeps the high bargaining power in favour of customers. The number of quick-marts is expected to decrease by 325 stores (-61%) and small supermarkets by 100 stores (-20%), while the number of discount stores is expected to increase by 418 stores (+28%) (Retail Institute Scandinavia A/S, 2012). This indicates that the Danish supermarket industry increasingly will be dominated by discount stores.

Brands expected to increase in number and market share within the next 8 years are discount stores such as Netto, Fakta and Rema1000 (See Figure 6 for expected market share 2020). Netto is expected to grow in number (+13%), but not market share (-1%) (Retail Institute Scandinavia A/S, 2012). Fakta is expected to increase in number (+23%) and market share (+33%) (Gómez et al, 2012). The big mover, however, is expected to be Rema 1000, increasing its number of stores by 209 (+47%) and market share (+37%) (Retail Institute Scandinavia A/S, 2012). The two biggest losers are expected to be Spar; decreasing its number of stores by 219 (-50%) and market share (-14%), as well as SuperBest; decreasing its stores by 53 (-34%) and market share (-33%) (Retail Institute Scandinavia A/S, 2012). This indicates that the Danish supermarket industry is a matured market. The different supermarket chains are stealing market share from one another, and the market is not growing. Therefore, the Danish supermarket industry is characterized with

39 high competition among existing firms, something that is not likely to change (Konkurrence- og forbrugerstyrelsen, 2011) (see Figure 6). The supermarkets are mainly competing on price in a somewhat homogenous market (Retail Institute Scandinavia A/S, 2012) indicating perfect competition (Aaker, 2011).

Expected market share in the Danish supermarket industry 2020

Netto SuperBrugsen Føtex Fakta Irma SuperBest Others

14%

44% 11%

12%

12% 5% 2%

Figure 6 - Expected market share in the Danish supermarket industry 2020 (Retail Institute Scandinavia A/S, 2012)

From the analysis it is clear that the bargaining power of customers is high, since the amount of grocery suppliers makes it easier for the supplier to switch from one supplier to another.

6.3.3 Threat of Potential Entrants and Threat of Substitute Products/Services Because of the high density of supermarkets it is very unlikely that more and new supermarkets will enter the market. Furthermore, there are also many entry barriers for new supermarkets. It is a long process to start-up a new supermarket, as it requires acceptance from the community combined with an industry analysis of the local community. However, gossip among the industry has been that the Norwegian company Reitan Gruppen will enter the Danish market with another Norwegian supermarket to supplement its discount store Rema 1000 (See Appendix B). Nonetheless, supermarkets will have to close for this to happen. The threat of potential entrants is considered low, due to high competition and the complexity of a start-up process.

Substitute services for the supermarket are other places that enable the consumers to purchase groceries, e.g. online. It has been a common trend for consumers to purchase online, and even though the supermarket industry is far behind most non-food products, the trend is increasing (Retail Institute Scandinavia A/S, 2012). The trend is increasing as supermarkets develop an online shop along with its physical store. Take-away food is also a danger to the supermarkets, however, the increasing trend of health and cook-it-yourself has lowered this threat. Kiosks and 7-eleven stores have also been an increasing

40 risk to the industry, but the growth of these has stalled and is decreasing as the closing law for supermarkets has almost been eliminated (Retail Institute Scandinavia A/S, 2012). Mainly because the only threat is coming from online supermarkets, the threat of substitute products is considered low.

Competition among Existing Firms The bargaining power of the manufactures has to be considered low, due to lack of alternative distributers and the bargaining power of customers is high since the amount of grocery suppliers make it easier for the supplier to switch from one supplier to another. The threat of potential entrants is considered low, due to a saturated market and the complexity of a start-up process, while the threat of substitute products is considered high, mainly because of only online supermarkets gaining market. This altogether creates a market with high competition amongst existing firms.

Bargaining power of suppliers LOW

Threat of Competition Threat of potential among substitute entrants existing firms products LOW HIGH LOW

Bargaining power of customers HIGH

Figure 7 - Porter's five forces on the Danish supermarket industry, own analysis

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6.4 Dragør Facts7 Dragør is a municipality only 12 km from the centre of Copenhagen (Dragoerlive.dk, 2013). The population in Dragør reached a total of 13.717 in 2011 and despite a trend showing that people move away from the country, mainly towards the four major cities in Denmark (Nyhederne.tv2.dk, 2011), Figure 8 below clearly indicates that this tendency does not account for Dragør. Close to 1.500 people are expected to move to Dragør before the year 2020 (Danskstatistik, 2013).

Development of the population in Dragør

16000 15428 15500 15107 14730 15000 14374 14500 14027 13801 14000 13717

Population 13500 13000 12500 2011 2015 2020 2025 2030 2035 2040 Year

Figure 8 - Development of the population in Dragør 2011-2040 (Danskstatistik, 2013)

The population in Dragør is on par with the population demographic of the entire of Denmark. However, it is clear that the age group 20-29 is significantly lower than average, whereas the older generation is more present than average.

Population divided into age groups Green: Dragør Red: Denmark 20

15

% 10

5

0 0-9 10-19 20-29 30-39 40-49 50-59 60-69 70-79 80-89 90-99+ Age

Figure 9 – Population of Dragør and Denmark divided into age groups (Danskstatistik, 2013)

7 All numbers used in the figures within this section has been generated through the institution of Danish statistics Danskstatistik.dk (2013)

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Dragør ranked as number 6 out of 98 for best municipality in Denmark. The ranking is decided by looking at different social parameters, and the index is topped by Rudersdal in North Zealand (Politiken.dk, 2013). Not only is Dragør placed in top 10% of the social index, looking at Figure 10 it is shown that the average income in Dragør is significantly higher than average for the entire Denmark.

Average income divided into age groups Green: Dragør Red: Denmark 600000

500000

400000

300000 Income 200000

100000

0 15-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 74+ Age

Figure 10 - Average income divided into age groups in Dragør and Denmark (Danskstatistik, 2013) 6.5 Supermarket Industry in Dragør The municipality of Dragør has four supermarkets. Two of these supermarkets are owned by Dansk Supermarket (Føtex Food and Netto), one is owned by Coop Danmark (Irma), and the last is an independently owned supermarket (the case company, SuperBest). Projecting upon the expected development of the Danish supermarket industry, it can be indicated that Coop Danmark may change its Irma supermarket to a Fakta (although it recently has changed from Super Brugsen), while SuperBest will remain as it currently is. Dansk Supermarket is already represented with a large supermarket and a discount store, which is why they will not change their brands. Should another supermarket enter the market in Dragør, it is expected to be a Rema 1000, since it is not represented in Dragør yet, and Rema 1000 is looking to increase its market share aggressively (Dansk Handelsblad, 2013; Appendix B).

Therefore, the competition in Dragør is considered to be medium. The competition can be considered to be monopolistic competition (Aaker, 2011), since the city only has one discount store, and three regular supermarkets. The bargaining power of the customers is high, as they have four supermarkets to choose from in quite a small city, and they can also chose to drive by a supermarket on their way home from work

43 in e.g. Copenhagen, which is located close by. Otherwise, the market in Dragør follows the Danish industry, with low bargaining power from manufacturers, low threat of potential entrants, and low threat from substitutable products/services.

6.6 Sum-Up Although the supermarket industry may seem simple, there are many mechanisms in the industry one has to consider. DSK has to prove its political power before it will be trusted again and until then, SuperBest and the independent supermarkets will be on their own against giants such as Dansk Supermarket A/S and Coop Danmark.

The supermarket industry in Denmark is characterized by high competition and it is dominated by many discount stores, which will only increase in the future. Dragør’s market for supermarkets is somewhat different, having only one discount store. Competition in the local community is medium, and the placement of Føtex right next to the discount store Netto is pressuring the local SuperBest. However, being an independently owned supermarket with a long history in Dragør, Møller Jensen may market itself uniquely distinguishing it from the competition.

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CHAPTER 7) PRELIMINARY QUANTITATIVE RESEARCH “Does the SuperBest in Dragør have two brands in Dragør?” This question had to be answered for the research to continue.

A hunch from the researchers and general observations indicated that there are two brands, but a quantitative research had to be initiated to ensure that there is an issue worth investigating in-depth. The preliminary survey was designed to give the best possible prospect to see whether people knew Møller Jensen or not.

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7.1 Purpose of The Research Quantitative research is mostly used to gain perspective on public opinion to support a hypothesis from e.g. qualitative researches (Kolb, 2008). The purpose of this preliminary survey was to get a view in to the general shopping habits of the consumers in the community of Dragør as well as to evaluate whether two brands actually existed locally. The survey contributes to the awareness about, who the supermarkets customers in Dragør are, how often they shop, where they shop, and whether or not they know the brand Møller Jensen. It was conducted using a mix of research administered and self-administered surveys (Kolb, 2008). Considering the time aspect, the objective, and importance of the survey, convenient sampling was chosen to recruit participants for the survey. Focusing only on a specific target group, citizens of Dragør, the collection phase required a one to one confrontation of people on the street in Dragør. Minimizing the risk of sampling error as much as possible, the decision of approaching the target group with a survey on paper was ideal (Kolb, 2008). Being positioned in front of each of the supermarkets in Dragør made it certain that people targeted were highly relevant for the survey, which would have been difficult with an online survey. After collecting the data, it was analysed to gain initial insights into the consumers of Dragør and for usage in the next method of the research, interviews.

The survey was produced with a number of predetermined answers from which participants had to choose. Deciding to make the survey as simple as possible, with no open-ended questions, was logical for the fact that people were confronted on the street and would only have limited time and willingness to write any free text. An advantage to approaching the target group personally was that it provided the opportunity to gain contact information, making it easier to recruit participants for future interviews. The wording of the survey was simple, easy understandable, and pre-tested before used in practice. The manager of the SuperBest in Dragør and several volunteers both inside and outside the target group read and reread the survey, understood it, and did not provide comments for improvement. Since all answers after the survey were converted into numbers, it could be manipulated statistically to find relationships between the data (Kolb, 2008).

Apart from questions concerning the demographical spectra, questions related to lifestyle were also asked. Making sure not to lose the interest of the participants, questions only dealt with what they already knew or had experienced. Even though consumers were approached on what appeared to be at an inappropriate time, the personal presence of the researchers helped the participants to gladly finish the survey, and to the highest integrity possible with no questions left blank or misunderstood. This is obviously important since it secures that responses are valid by minimizing unconscious errors. It was performed with the researchers checking the survey at hand-in and actively aiding the participants regarding queries or

46 wonderings of the questions. Furthermore, it provided the opportunity to explain to people the background of the study, which also enticed them to participate, since they understood why they had been asked (Kolb, 2008). The presence of the researchers was kept “invisible” to the participants and questions were formulated in a neutral and non-leading matter, avoiding the influence of answers (Malhotra & Birks, 2007).

7.2 Setting The Scene As aforementioned a questionnaire was prepared and executed on the streets of Dragør. The purpose was to find an indication as to whether or not SuperBest in Dragør has two brands. To do so a sample size of 107 responses was collected, 15 responses higher than the aim. The reason more than 99 responses were collected was based on the judgment that a confidence interval of 90% was efficient to give an indication as to whether local consumers had awareness of Møller Jensen in order to continue with the research.

To estimate the required sample size Slovins formula was used (Agresti & Franklin, 2007). For the desired confidence interval the margin of error is e=0.1

= 1 + 푁 푛 2 ⟹ 13.000 푁푒 = = 99.23 99 1 + (13.000)(0,1) 푛 2 ≈ The survey was designed to give the best possible prospect to see if people knew Møller Jensen or not. In Appendix C a copy of the survey can be found. To avoid the possibility that the position of various options in the survey would affect the respondent’s choice, three random versions of the survey were made. Subsequently any biased answering pattern could not be seen and the apprehension was neglected.

7.3 Results Analysing the data it can be concluded that 83% ((89/107) 100 = 83) of the population in Dragør had knowledge about the brand Møller Jensen. Dividing the result∗ into different age groups no significant indication showed that the degree of awareness was age related. Across all age groups, the percentage of awareness was never below 70%, see figure 11 below.

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Percentage of people who know Møller Jensen 93 94 100 83 75 80 80 70 60 40

Percentage 20 0 0-15 16-25 26-35 36-45 46-55 56+ Age groups

Percentage of people who know Møller Jensen

Figure 11 - Percentage of people who know Møller Jensen, own findings

Identifying that the awareness across all age groups was this high was slightly surprising since the brand Møller Jensen had lost its physical appearance in 2001 due to joining the cooperation SuperBest.

Figure 12 is showing the result from the question: “What supermarkets can be found in Dragør?”. As the highlighted red pillar show, the difference of awareness is relatively low. Comparing Møller Jensen with other supermarkets in Dragør, Møller Jensen had only 12 percentage points less awareness than the leading brand, Netto. Despite 3% answering ‘yes’ to Fakta, no one selected the options Aldi, Bilka or Fakta, which gives more confidence that the results can be trusted, since neither of these are present in Dragør.

What supermarkets can be found in Dragør?

94% 95% 83% 79% 78%

0% 3% 0%

Føtex Aldi Fakta Møller Irma SuperBest Netto Bilka Jensen

Figure 12 - What supermarkets can be found in Dragør?

7.4 Conclusion of Preliminary Research Based on the findings of the survey we can conclude that there is an indication that Møller Jensen exists as a brand in the mind of the consumers. Therefore, how both brands are perceived and whether they are perceived differently from each other, can now be investigated.

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CHAPTER 8) QUALITATIVE RESEARCH A brand lies within the mind of the consumers, and therefore we must investigate the consumers’ point of view. The only way to gain these insights is through qualitative research (Pedersen & Nielsen, 2001).

This chapter uses qualitative research methods, such as observation, in-depth interviews, and focus groups to investigate the attitudes and feelings of the consumers in regards to Møller Jensen and SuperBest.

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8.1 Observation In general, observation is always recommended as a starting point, especially within Constructivist Grounded theory (Charmaz, 2006). It is a perfect method for researchers to gain initial knowledge of a field (Morgan, 1997), which is why observation was the initial method chosen for this thesis.

8.1.1 Methodology Observation entails witnessing people’s lives and circumstances first-hand (Weinberg, 2002). Observation (also popularly called ethnography) is a qualitative research method (Agafonoff, 2006). The reason to use observation is that when researchers observe directly, the encountering with local meanings and practice is not mediated by the respondents’ personal judgments. Respondents do not decide what should and what should not be discussed as can happen during interviews (Weinberg, 2002). Furthermore, much of what is happening to local consumer is not found relevant to them, because it is regular, and therefore it might not be brought up in a discussion (Weinberg, 2002).

Observation as a method exists on a continuum (see Figure 13), one end being full participant (researcher is actively a part of the field under investigation) and the other being complete observation (researcher is invisibly observing, e.g. using cameras or mirrors) (Buciek, 1996; Agafonoff, 2006).

Figure 13 - Ethnography continuum (Agafonoff, 2006:4)

The observation in this thesis is a mix between observer as participant and participant as observer (Agafonoff, 2006). The observation is purely to gain an overview of the supermarket experience, the reality of the consumers, and the interaction between supermarkets and consumers. The objective of the observation is to get initial insights into what the consumers are confronted with, and perhaps further

50 enquire into this information in interviews later. The observation is done without any particular focus, using an emic approach, and with the possibility to ask consumers if any inquiries need clarification. However, the observation was more reactive than active and the research agenda was only exposed if the situation required it.

8.1.2 Findings The observations were done as a pre-study to learn more about the community of Dragør concerning how they act and behave. In total, five observations were executed by each researcher; one at each of the competing supermarkets in Dragør and two at SuperBest (one being a normal weekday the other a wine tasting event). The observations were purely to get a feeling of the different supermarkets, and none of the observations are alone considered valid for any general conclusion. All supermarkets were visited at a weekday between 16:00 and 17:00. The following are the main findings (find the entire description in Appendix E).

• Netto differed from the others being the only discount supermarket. People were busier and in significantly less contact with the personnel in the store. • Irma, considered as the high-end supermarket of Dragør, had only a little amount of visitors purchasing small quantity of goods. The personnel were very present and visible around the shop. • Føtex Food appears to be closest to the concept of SuperBest concerning price and selection. The interaction between customers and personnel were present; support and assistance was supplied when needed.

As one would expect our observations at SuperBest were divided looking at either a normal shopping weekday compared to a social event.

• At the normal shopping day it was observed that the customers freely and happily asked the personnel for help. The personnel are a mix of young students as well as skilled workers. The management was also visible having their office placed at the exit of the store. During the observation the management participated and interacted with their personnel as well as customers. • Observing the wine tasting event, people from the entire city came to attend. The management took part in the event presenting different wines, serving a light meal of homemade butcher products, as well as walking around talking to the visitors. The atmosphere was pleasant and people looked happy when walking around tasting wine and talking to new and old friends.

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8.2 Interview – In-Depth and Focus Groups

8.2.1 Methodology In-depth interviews is one of the most popular methods in qualitative research (Bryman & Bell, 2011), and together with focus groups it functions as a base for gathering primary data using constructivist Grounded theory (Charmaz, 2006).

8.2.1.1 In-Depth Interview In-depth interviews allows the researcher to explore the attitudes and feelings of the population under investigation; data which cannot be gathered using any other method (Bysted et al. 2003). Different from focus group interviews (hereafter focus groups) and group interviews, in-depth interviews (hereafter interviews) are only performed with one participant at a time. Interviews can be split up in three formats; structured interviews, semi-structured interviews, and unstructured interviews. Each of these formats has their advantages and disadvantages.

Structured interviews are similar to questionnaires (Bryman & Bell, 2011). Here all questions are prepared beforehand, and once a question is answered, the interviewer continues on to the next as planned. Because of the pre-set structure, the interview does not allow the participants to talk about what they think is important or interesting regarding the research field; the researcher structures everything. Therefore, the researcher may potentially miss the most important issues for the research (Bryman & Bell, 2011).

Semi –and unstructured interviews (hereafter qualitative interviews) do the exact opposite of structured interviews. They are very flexible and allow for the participant to talk about what he/she considers to be important (Bryman & Bell, 2011).

When researchers perform an unstructured interview the researchers only has one theme to follow while interviewing and nothing else is prepared. The interview takes form as a conversation between interviewer and interviewee develops and a dialogue about the theme forms. Typically the interviewer will ask questions about the views and attitudes of the interviewee (Bryman & Bell, 2011). The semi-structured interview is somewhat a mix of structured and unstructured interviews. The interviewer has a set of questions that he/she wishes to get answered, but the interviewee is encouraged to answer as freely as possible. The interviewer will then further enquire into what is considered important and relevant by the interviewee. The interview guide helps the interviewer to ensure that he/she gets relevant data about the problem field, but he/she still has an open mind allowing other relevant issues to be explored. The

52 interviewee is the one guiding the interview, which is essential when using Grounded theory for later analysis (Bryman & Bell, 2011). Therefore semi-structured interviews are used in this thesis

There are different ways the interviewer can ask questions or not ask the questions (e.g. silence) (Bryman & Bell, 2011). The different ways depend on the situation, the interviewee, and the data the researchers are seeking. There are also different techniques the researcher can use during the interview to open the mind of the interviewee to get deeper into the thoughts and feelings. Techniques used in this research include Chinese portrait, laddering, and collages.

Chinese Portait is a technique often used during creative problem solving (Researchinfo.com, 1999). It is excellent for interviewing since it forces the participants to think outside the box and talk about the research topic in different ways unleashing new thoughts for investigation. Initially, the interviewee is asked to think of e.g. the brand as a person and describe this person as much as possible in depth, e.g. what gender, what age, what car does the person drive, what clothes does the person wear etc. After the creative exercise the interviewer will enquire about the specifics of the person, and why the interviewee has described the brand/person in this way, hopefully providing new insights to the research.

Laddering, inspired by Gutman’s Mean End Theory (Bysted et al. 2003), is a questioning technique to get in- depth thoughts about something specific from the interviewee (Wansink, 2000). Laddering is a way of systematically exploring the links between thoughts, emotions, and feelings towards a product/attribute (Bysted et al. 2003). An example is when an attribute of a brand is found important, the interviewer questions the importance and why this attribute is emphasized, and continues to investigate the answers of the interviewee ‘climbing the ladder’ until thoughts and feelings are reached, and the ‘real’ reason why this attribute is important is revealed (Wansink, 2000). It is often compared to a therapy session where the interviewer is the psychologist and the interviewee is the patient (Wansink, 2000).

Collages are used to unveil feelings and emotions that the interviewee might not be able to tap into only by questioning. A collage provides the interviewee a moment to think freely about the theme and topic that has been discussed without being watched or observed (Bysted et al. 2003). An explanation to why this technique can bring something new to the table is that this metaphorical process taps into the right side of the brain, the creative side. On this side of the brain we reside feelings and visual imagery, allowing the interviewed person to verbalize rich and new information that can add to generate a broader, wider, and more detailed picture on how the interviewee perceives the discussed topic (Bysted et al. 2003).

Especially for qualitative interviews it is important that the interviewer is experienced and well prepared, since much relies on his or her skills. Kvale (in Bryman & Bell, 2011) have set up the ten criteria of a

53 successful interviewer. The researcher has to have knowledge of the problem field, must be structured, ask clearly, be gentle, be sensitive, have an open mind, steer the interview, be critical, remember, and interpret without imposing meaning. During the interview it is important to continuously ask the participant to clarify the meaning of used sentences and wording. Hereby, the risk of misinterpretation is avoided when later analysing the interviews (Kvale, 2007). These criteria were included performing the interviews for this thesis (see Appendix K-O for transcription or attached audio recording).

To avoid an over-reflected intellectualized interview, “why” and “what” questions should be asked before “how” is posed, however, “why” must be kept to a minimum. A doctor does not start a consultation by asking the question why the patient is sick, but rather ask the patient what is wrong, what he or she is feeling, and what the symptoms are (Kvale, 2007). An interview should be progressed the same way, which was also the case for this thesis.

Interviews should take place in a room, where the interviewee feels safe and comfortable. Establishing a good contact in the preface of the interview is important, and a brief outlook of the interview must be outlined clarifying any conformity (Kvale, 2007). Furthermore, the interview should be recorded and transcribed to allow for repeated examinations of the interview and also necessary when performing Grounded theory (Bryman & Bell, 2011). See Chapter 8.2.2 regarding how this was performed in this thesis.

It is important that the interviewer and observer debriefs after the interview and notes down important aspects about the interviews as well as the personal thoughts and feelings (as well as write memos) (Bryman & Bell, 2011). When the recorder is put away some people may suddenly feel more freely to speak and might even open up for more insights and feedback to the topic. Even though this information is not valid for the analysis, it can still bring some useful additions to future interviews as well as give the interviewer a better understanding of the consumer (Kvale, 2007). See Appendix J for how it was done in this thesis.

8.2.1.2 Focus Groups The term focus group stems from ‘focused group discussion’, a group of people focused on discussing a selected topic (Eriksson & Kovalainen, 2008). A focus group is traditionally a group interview with 3 to 12 participants and is characterized by group discussion, question and answer, and interactive dialogue (Tracy, 2013). Conventionally focus groups have been used in market research, but the method is also frequently used in other qualitative researches (Eriksson & Kovalainen, 2008).

The main characteristics of a focus group are group discussions fixed to a specific topic. A moderator encourages participants to interact about a specific subject, which provides insight to what participants

54 think about and how they talk about the specific topic (Eriksson & Kovalainen, 2008). Focus groups are pursued in an informal atmosphere and can include other points besides discussion such as drawing, projective techniques, or other creative tasks bringing new and different insights to the discussion and researche. “There is no single right way to do focus groups. Instead, there are many different options, and for each research project investigators need to select a way of using focus groups that matches the goals of the project.” (Morgan and Bottorff, 2010: 579).

Focus groups can be used as a single and primary method, as a part of a multi-method qualitative research design, including other methods such as observation and in-depth interviews, or supplementary to a survey, where focus groups usually is initiated before the survey to identify issues of a topic (Eriksson & Kovalainen, 2008; Morgan, 1997). “If researchers are considering focus groups as one out of several data- gathering methods, I recommend conducting them after engaging in some participant observation, but before conducting more focused dyadic interviews or questionnaires. This moves the research, in turn, from a wider to narrower scope” (Tracy, 2013: 167-68).

Focus groups are recommended as a mean to construct questionnaires, and there are three basic ways that focus groups can contribute (Morgan, 1997). Firstly, within focus groups the researcher will find the relevant elements of the field under investigation. Secondly, these elements will be divided into smaller constructs to be measured in the survey. Thirdly, the participants of the focus group will provide the correct wording ensuring that the questionnaire will be well understood by survey participants. Furthermore, focus groups can also provide the necessary pre-testing of survey instruments (Morgan, 1997). It is however important that the focus groups only guides and do not determine the continuous research, since one participant’s remark may not be generalizable.

One of the main strengths of focus groups are that, like in-depth interviews, it has the ability to produce very valuable data precisely of the topic of interest; in this way focus groups can be considered as ‘quick and easy’ (Morgan, 1997). Focus groups, furthermore, have the major advantage of group interaction. This interaction can and often does reveal insights, which would have remained hidden using in-depth interviews; based on the discussion participants play on the insights of others, triggering recall and more interaction creating valuable insights (Tracy, 2013; Eriksson & Kovalainen, 2008; Morgan 1997) “The most obvious result that is observable through interaction is the way that participants response to each other: providing agreement and disagreement, asking questions and giving answers, and so on.” (Morgan, 1997: 17). Additionally, two types of phenomenon existing in focus groups, such as the ‘group effect’ and ‘therapeutic effect’, create an environment where participants show less inhibition when interacting with similar others (Tracy, 2013). In this way focus groups can be transformative making participants aware

55 about certain issues, which they only realize within the group dynamic (Morgan, 1997). However, for passive participants or participants with exceptional views, a focus group can be rather intimidating and the insight and interaction of these members will not be included (Eriksson & Kovalainen, 2008). Therefore, it is important for the moderator to create a comfortable atmosphere and be aware of the different participants, ensuring to bring each and every one into play.

Focus groups are especially valuable when researchers wish to gain entry to the language of the substantive area; how people talk about it (Eriksson & Kovalainen, 2008). In different contexts one object may have many different expressions, and therefore it is important to gain insights into the language of the context under investigation, especially if quantitative research is to be performed later; if the researcher is not using the correct phrases similar to the one the participants uses, a questionnaire will not be readily understood by the participants and therefore potentially be doomed invalid. Focus groups are also a common method for Grounded theory, since “Focus groups can also contribute to theoretical sampling…” (Morgan, 1997: 21). Although, focus groups comparisons based on theoretical sampling is not as rich as ethnography, this deficiency is more than balanced by its practicality (Morgan, 1997)

Before the decision to conduct a focus group the researcher must certify that the method is useable to gather the data that will answer the research question. Once this is settled, the researcher should define the specific objective and topic for the upcoming focus group and design the selection and composition of the group (Eriksson & Kovalainen, 2008). Researchers can strategically design focus groups to combine participants with similar others. This is to ensure that interaction happens at the same level and to guarantee a good and positive group dynamic. Furthermore, focus groups can become unwieldy and disjointed if participants do not share a reference point (Tracy, 2013). Therefore, this was an aim when recruiting participants for focus groups. The recruitment of participants can be difficult, and for the researcher to initiate recruitment early in the research phase, location, date, and time of the focus group must first be settled. When recruiting participants cultural and ethical concerns should be managed. The researcher have to ensure that the participants can and will be able to join the interaction of the group. Before the focus group a moderator guide must be developed, which will guarantee that the researcher has valid discussion topics so the research objective of the focus group is achieved (Eriksson & Kovalainen, 2008).

Focus groups are not used to provide statistically generalizable data and therefore it cannot be statistically validated. Instead a useful measure of validity is transferability, whether the data is presented in a way that allows other researchers to evaluate the data to their own context (Eriksson & Kovalainen, 2008). Therefore transferability has been a goal throughout this thesis as also mentioned in chapter 3.2.1.

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8.2.2 Setting The Scene Based on the pre-findings an interview guide was created, including a practical guideline (see Appendix F). From the preliminary survey and observation as well as interview with the SuperBest manager Thomas Andersen, knowledge was collected and used to guide the interview. This made sure that the right questions were asked and that important comment was not ignored due to a lack of a local understanding. Since one of the researchers was local and had a unique local understanding, this person was decided only to be the observer; a decision taken to avoid any risk of biasing the participants when asking/commenting on questions during the interview. Instead a non-local person was selected who had no chance of being predisposed and thereby having an open-minded approach and readiness to ask the “stupid” questions.

A semi structured interview guide was designed, and different techniques were included avoiding any chance of executing a static interview form. A Chinese portrait was performed early in the interview to break the ice and indirectly force the participants to think alternatively and outside their comfort zone. This technique increased the chance that the participants would open up for aspects not accessible from a traditional performed interview. A collage technique was also prepared, but only used if necessary. Hereby, it was made sure that if there was a need of gathering more emotional and descriptive wording the technique could be initiated. The collage allowed the participants to use images from magazines and newspapers to describe what they associated with Møller Jensen and/or SuperBest.

All interviews and focus groups were carried out in local household within Dragør. Supplies such as beverages and snacks were offered to create a relaxed setting. Besides placing the moderator at a central position the participants decided themselves where to sit. All interviews were arranged at a maximum length of 60-90 min. depending on the number of participants. The time interval was decided to avoid any risk that the participants would lose interest as the interview went along. The role of the observer was to be as anonymous as possible, only allowed to speak if indicated by the interviewee. A “secret” hand signal was created to indicate any wish to interfere. Towards the end of the interviews it changed from formal to informal. This was done to see if any new reactions would appear when the interviews in the mind of the participants officially was over. At this point the observer was also allowed to participate.

All interviews were after agreements with the participants’ recorded, making the later coding and analysis easier and valid. After every interview a description was created to capture key findings and lessons learned identified in the interview (see Appendix J).

All interviews can be found in a full length transcribed and recorded version in the Appendix K-O where a summary/description with lessons learned from each interview also can be found. The reason for making a

57 descriptive summary with lessons learned for every interview was to continuously improve the guide and approach. Ensemble between moderator and observer were optimized and a perfect balance was eventually discovered. Creative initiatives like Chinese portrait and collage were available if necessary to supplement the interviews and, this was especially an opportunity shown to be of high importance, since it gave an occasion for either the participants or the moderator to get a break.

8.2.3 Coding Analysing the five interviews, data had to be organized and categorized, an approach inspired by Grounded theory. Since there is no real right or wrong way to code, the structure took shape after own beliefs and previous experiences.

All interviews were transcribed, read, and reread to ensure understanding of the material. Each sentence was examined and coded individually completing initial coding. Each individual initial coding was discussed to ensure correctness of the coding and to secure that different opinions/views were displayed. The initial coding is very broad and anything within a word or one sentence describing the quote was written down. At this stage it is important to be as open minded as possible and careful not to be biased by pre-existing knowledge and beliefs.

The key initial codes was selected and pasted in to a spreadsheet dividing quotes up in relevance for either SuperBest or Møller Jensen. Following this, focused coding was performed. It was again done individually to ensure multiple options were investigated. The focused coding boiled down the initial coding to single words or very short sentences. At this point a system to use the same words applicable to explain situations or quotes similar to one another was initiated. The final stage of the coding was to find the theoretical coding, and definitively a sum of six theoretical codes for each SuperBest and Møller Jensen were identified. Words/sentences characterising the essence of SuperBest were: supporting, service, selection, the identity of SuperBest, meat scandal, and ‘SuperBest is…’. All the mentioned codes helped keeping focus when processing the analyses. Similar procedure was used for Mølleren, and the following theoretical codes were identified: local, history, Mølleren is Mølleren, supporting the community, the identity of Mølleren, and service and selection.

In the next chapter 8.2.4, ‘findings’, Møller Jensen will be presented as Mølleren. Mølleren is the nickname of Møller Jensen, and the common phrase used locally when addressing the supermarket and therefore also the name used in all five interviews.

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8.2.4 Findings

8.2.4.1 Møller Jensen

History When the interviews started circling around Møller Jensen, or Mølleren as it is locally called, it became clear that everyone who has lived in Dragør for a longer period of time has a history with the supermarket; “It is a place, which has been there for all eternity.” (Appendix N: 249). The fact that the supermarket has been there so long generates a situation in which the customers connects their childhood and life stages with the supermarket, “Both when I was a child and lived at home, and got money to go and buy milk, and as teenager, when we had to go and buy beer and the first bottles of vodka. Also later as an adult, I bought my lunch and brought home the groceries…” (Appendix K: 185). The supermarket is somehow linked to each life stage, and since it is, ”… an institution in Dragør.” (Appendix N: 254) it is awakening emotions and nostalgia, creating a loyalty-relationship with the local customers.

Exactly the nostalgic feeling is something that would be missed if the supermarket happened to disappear. The community would not miss the products or the physical supermarket as such – they would get used to it and shop at other supermarkets – but they would miss a connection to a supermarket, that they have been familiar with their entire life “It is the nostalgia which is keeping it alive for me, not the products” (Appendix K: 193) and also, “old memories… the one you just don’t want to let go” (Appendix K: 187).

The connection intensifies as they have seen the store in both bad and good times and followed the store develop, which currently is peaking, “I think that Mølleren has become an incredible good store the last 5-7- 8 years” (Appendix N: 254).

Mølleren is Mølleren The history the community has with the supermarket creates a loyalty towards the original name. Even though the supermarket is now officially named SuperBest, it is still called Mølleren in the local community. This is because, “It is the same man who has it… it is placed at the same spot from when you were a child, and now it has been altered a bit, but, nonetheless, from the outside, the facade is still the same, and it might be that it was developed and it has gotten new signs, but it is still Mølleren” (Appendix L: 214) Many of the participants even had to think twice about the official name of the supermarket, and one participant had to be confirmed when naming the supermarket “... It is a SuperBest right?? To me it will always be Mølleren” (Appendix L: 216)

Before Mølleren changed its name to SuperBest, the name had varied, but Møller Jensen has always been a part of the official name. Therefore, it was with a sad feeling when the Møller Jensen name disappeared as

59 they joined the SuperBest brand, “… in the beginning it was the last bastion that wasn’t a chain and it was kind of like ‘yuk’, why does it suddenly has to be a chain…” (Appendix L: 194), but nonetheless it has kept its generic name in the community.

One reason it is still called Mølleren locally could be an effect of the many name changes the supermarket has experienced throughout its history, “… in its lifetime the supermarket out here has been named many official things, but it has always been Mølleren, so therefore it does not really matter what the signs said” (Appendix N: 260). No matter what the supermarket is called, it will always be named Mølleren locally, since it has been there forever, ”… It is the supermarket as an institution and not the writing on the shopping bags which attracts us” (Appendix N: 260) The official name could even change next week, but the perception of the supermarket, along with its name, would remain the same, “I believe that they can change chain next week and we would basically have the same impression, eventhough it was called something different” (Appendix N: 267), but ” …I think it would have been better if it was called Mølleren” (Appendix K: 193)

Local Not alone is the name Mølleren connected with its history, but it is also linked to the local community. Mølleren is considered as the local supermarket in Dragør, “at Mølleren. It is very ‘local local’” (Appendix M: 232), whereas other supermarkets are not considered local to the same degree. For something to be considered completely local it has to be “owned by someone who lives in the community and pays tax to the community” (Appendix N: 250) and the fact that it is a family owned business as well as it is a “Dragør man who has it and manages it” (Appendix O: 281), “that it is something here from the city, and that you know the person” (Appendix O: 281) just emphasizes its locality. This is something that connects customers closer to the supermarket, because they have a, “close relationship to that it is local” (Appendix M, 254), which “We want to cherish” (Appendix M: 254).

One participant summarizes this, “I think that in such a small society it is positive that everyone knows everyone and that it is a local who has the store and you know that when purchasing you support locally and they have had it for many years - that is positive… You know them and you know what the butcher is called, and where he lives and you know his kids and where they have attended school, it is a part of the local society.” (Appendix K: 191)

Supporting the local community Emphasizing and playing on its locality, Mølleren supports the local community in many different ways, “Sports, gymnastics, music, ads. I think they have a wide coverage” (Appendix M: 241); a choice that creates a positive image of the supermarket, “It means that you keep on shopping there. It is not the deciding

60 reason, but we like it” (Appendix M: 241). It is the only supermarket, ” which participates in the local society” (Appendix N: 249), and because of the history of the supermarket and the local perception of it, it creates expectations which the supermarket has to live up to in order to keep the positive image ”… if it was not someone from the local community, who supports the local society… then I probably wouldn’t be there as much, but I happily go there today. It effects my choice that there is goodwill going out to the society” (Appendix M: 241), ” It gives some respect and recognition” (Appendix M: 241).

Identity of Mølleren Describing Mølleren and its identity, it became clear that one specific person came to mind for the participants. This was the person who has been managing the supermarket the last 33 years, ”when we were asked about Mølleren, then I was thinking about Søren” (Appendix L: 215). Some of the older participants also thought of the founder of Møller Jensen “for me it would be the old one… the old Møller Jensen. That is Sørens father” (Appendix N: 258), and even for some, the wife of the founder. However, when the participants describes Mølleren as a person it became clear that Søren is the personification of the supermarket, “a person who weights some 170 kilos and not very tall” (Appendix N: 258), “Mølleren (the person) is in the beginning of his fifties, middle of his fifties, and driving a big Chrysler, where he can include all his children. A family father.” (Appendix O: 276) which are exact descriptions of Søren as a person (see Appendix Z). There are some ways that Søren and Mølleren differs, illustrating the differences in the identity of Mølleren contra the Sørens identity, ”Søren is a little bit more round compared to how I see the store. He (Mølleren) is kind and polite, knowledgeable and smiles easily… that is not Søren as a person” (Appendix M: 236)

Selection and Service Some of the supermarket related attributes connected with Mølleren were selection and service, in which the supermarket always has achieved a high level and still do. Mølleren is especially notorious for its selection, “I believe that I can always get what I need” (Appendix L: 197), and that it in general has a broader and different selection than other supermarkets, ”It is where I find many other things, compared to other places I shop. They have different brands and different products” (Appendix O: 277). This is important for the participants, since it saves the local citizens for the trip to go outside town, because Mølleren is the supermarket that keeps the products no other supermarket in the municipality has. And in general, “… you rarely experience that something is missing, and it has always been like that” (Appendix M: 233), and the supermarket has the “assortment that the local wants” (Appendix N: 250).

Service is also something that is special about Mølleren. The participants know the personnel, an element that creates a cosy atmosphere, ”I think it is more cosy that you can just say hi” (Appendix L: 204)

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Furthermore, the knowledge of the personnel as well as the presence of employees in the supermarket, creates an environment where it is acceptable and actually encouraged to ask not only about the location of products, “If you are in Mølleren and you cannot find something, then there is always an employee willing to help you” (Appendix L: 207), but more importantly enquire in-depth about certain products, since the personnel are perceived as knowledgeable, “If you are purchasing wine… and you have to get something good to drink, then I would go to Mølleren, because you would know from previous experiences that there is someone who can help you” (Appendix L: 208).

What they specifically do well at Mølleren is the courtesy they show, “They look the customer in their eyes, you say hallo, they say have a nice day, and they help if you cannot find the fish oil” (Appendix K: 188), which is important, since ”… I am the one who pays their salary, revenue or profit, so when they are at work they should try hard to please me” (Appendix K: 189).

One might wonder why the customers do not purchase everything at Mølleren. This is because two things in general are rated more important than service and selection, which is price and location. “…I think that the store is always nice and proper, but I also believe that I don’t get enough for my money” (Appendix L: 197). Because of the pricy products and the history of the supermarket “I have an expectation that it is okay” (Appendix L: 210). Nonetheless, the supermarket is also perceived as, ” Messy” (Appendix N: 254). ” ”My first impression when you say Møller Jensen is that it is kind of a messy store to enter – unmanageable” (Appendix O: 276) as well as ” ,I have no clue where things are. They keep altering it I think” (Appendix N: 251).

Mølleren sum-up Analysing the interviews it becomes clear that Mølleren is an institution in Dragør with a long history and a feeling of nostalgia connected to it. Because of these reasons it is and will always be Mølleren no matter what the supermarket officially will be called, and it will always be the local supermarket linked together with the city of Dragør supporting the local community. Its identity is obvious and related to the family who has managed it through the last 50 years; especially the current owner personifies it. The supermarket has a great selection and exceptional service. They have the products the consumers in Dragør want, and provide this while serving the customers with a smile. However, customers also perceive the supermarket to be expensive and untidy.

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In the following an analysis of SuperBest will be performed.

8.2.4.2 SuperBest

SuperBest is… During the interviews the participants were asked about their thoughts about SuperBest. A consensus that SuperBest was linked with quality was found and the stores “have always been nice and there is never any products missing. I think it is a proper store to shop in” (Appendix L: 204)

Trying to define SuperBest, very different perceptions about whether it is an individual store, a supermarket chain, or a supermarket association became clear. Firstly, Some believe that, “it is a chain” (Appendix L: 204) and compared SuperBest to,”kind of like all the others, Super Brugsen, Kvickly, and Bilka” (Appendix L: 204). Secondly, others considered it to be, ”kind of like Daglig Brugsen, a little smaller, kind of local, and then it is a association instead of a business “ (Appendix L: 204). Lastly, the rest consider every SuperBest to be, “more individual” (Appendix M: 238) which “takes dash after who is the manager” (Appendix M: 239)

What SuperBest is considered to be makes a difference, because depending on the perception of SuperBest the personal relationship differs. Participants who considers it to be a supermarket do not have a personal relationship to it (Appendix O: 277), while others have a more personal relationship with it, because they link SuperBest with Mølleren, “We have a feeling and senses for the supermarket there, and because it is a SuperBest, it might drag us into a SuperBest another place, if we had to go. It is probably the way it goes. We don’t go there because it is a SuperBest, but we go to SuperBest because it happens to be there ” (Appendix N: 269)

Supporting One of the reasons SuperBest is considered local and more as a supermarket than as a chain is because it has a reputation of supporting the local associations and community, “SuperBest is also the ones supporting the local football team and stuff like that… So they are more local, even though it still is a chain “ (Appendix L: 205), ”… that is something that gives a plus in my book when you support the local society” (Appendix K: 184). Although some of the participants are critical upon the support, ”It is just a way to advertise“ (Appendix L: 205), ”It is a way to brand oneself” (Appendix L: 205), it is not something that supermarket chains usually do.

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Selection and Service One of the things defining SuperBest is its large assortment and the good service the participants experience there.

Talking about selection, if there is “something special that you want, you can find it there“ (Appendix L: 206), but it is not because “that our SuperBest… got something that the other SuperBests does not have “ (Appendix L: 216). What SuperBest does have is ”many specialities” (Appendix O: 278) inspiring the customers, ”it is lovely to be inspired… Then I do not have to think myself ” (Appendix O: 279)

The service level is considered as something SuperBest is especially good at, “Really good service “ (Appendix L: 207), “There is never a queue which is great” (Appendix L: 206), ” the store cares about that young employees are cosy and talk nicely to the customers ” (Appendix L: 219), and the young employees actually perform the good service ”you don’t often experience that “ (Appendix L: 206) The personnel is also knowledgeable about the products, ”otherwise you are not used to personnel having any knowledge of what they are selling“ (Appendix N: 264). All of this together, ”mean that you have a good experience everytime you are there” (Appendix L: 207).

The assortment and service also has a downside, since SuperBest because of this are considered to be expensive, “I consider them to be expensive“ (Appendix K: 176).

The identity of SuperBest SuperBest’s identity was investigated through a description of SuperBest as a person. This, however, was difficult for our participants, and it became clear that the commercials and branding performed by SuperBest had an influence on their perception, “you are colored by the commercials on TV… when you say, SuperBest, then I think about the commercial with that man “ (Appendix L: 213), and many participants thought about a “Green bag “ (Appendix N: 261). In general there was an understanding that SuperBest’s identity was linked to the person displayed in their commercials, “the guy from the SuperBest commercials“ (Appendix L: 113), “the guy, who is on TV “ (Appendix N: 261). However, the view on the commercials was commonly not positive, and most of the participants found the commercials as well as the person in it very annoying, “Those damn irritating commercials “ (Appendix N: 260), “I see that irritating commercial guy “ (Appendix N: 261). A minority also described SuperBest as, “… a city man, because it is everywhere “ (Appendix L: 216), ”It is not an entirely young person…. It is a person in their fourties. Male, average to over- average income, social, a conscious person who is relatively focused “ (Appendix K: 176), ”He is a family man ” (Appendix L: 214). The rest could not even imagine SuperBest as a person, ”I picture no one ” (Appendix M: 243), ”I can’t even picture it ” (Appendix N: 265), illustrating that SuperBest is lacking a clear identity.

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Meat scandal One specific theme SuperBest was connected with many times was the meat scandal, “When you say SuperBest, then I think about the meat scandal ” (Appendix K: 194), ” There was something in the press about a meat scandal ” (Appendix M: 242), ”you can’t get around the meat scandal “ (Appendix K: 176). This was highly published by the media, and it is a reputation that seems to follows the brand and its supermarkets. The question is whether SuperBest will continue to be linked to the meat scandal, as a participant comments, ”I am not even sure that they will ever get rid of something like that “ (Appendix K: 177), because the trust is broken between the company and its customers. “It is a trust issue. You lose peoples trust and it can be difficult and take a long time to fix it again” (Appendix K: 178).

SuperBest sum-up Although SuperBest is a national brand it was very difficult for participants to define it. Some believed it to be a chain, some an association; some linked SuperBest with Mølleren, why they considered it to be a supermarket, only shopping there for that exact reason. SuperBest is considered to be somewhat local, since it also supports locally. It is linked to a large selection and great service, but it is associated with a high price. There was no clear perception of the identity of SuperBest, which was only connected with tangibles, colours, and corporate commercials. One specific event came to mind for most participants when thinking of SuperBest, which was the meat scandal, one it will have a hard time to ever get rid of.

In the following the analysis of Mølleren and SuperBest will be compared and discussed.

8.3 Discussion of Qualitative Findings All interviews were executed to investigate whether people had different perceptions and attitudes towards the two brands, Møller Jensen and SuperBest. After coding the five interviews, similar as well as different themes concerning SuperBest and Møller Jensen were discovered. In the following these similarities and differences will be discussed with the purpose of highlighting key findings to see if the problem area is still relevant and ready to further investigation.

Regarding the physical presence of the store, the participants often mixed the two brands together. Especially with service and selection the answers were similar. This also became clear when the participants sometimes referred to SuperBest even though the interview/discussion was about Møller Jensen and vice versa. Over the years the participants had noticed that the physical presence of the supermarket had improved, especially since the day Møller Jensen changed to SuperBest. Earlier, people had a picture of the supermarket as being messy and cluttered, a perception that has disappeared over the years, and SuperBest today have achieved a label of being clean and tidy. It must be emphasised that this is not

65 related to the amount of service or variety of products, since these were perceived to be similar the two brands in between.

Despite Møller Jensen and SuperBest both are seen as local supermarkets supporting the local community, a difference became clear when comparing values on this behalf. Words mentioned together with SuperBest were: impersonal, tidy, company, national, and ‘just a supermarket’. Contrary to this, words cited together with Mølleren were words as: history, childhood, memories, and ‘a real grocery store’. This elucidates the difference between the two brands. Møller Jensen has a long history with a familiar and emotional connection to its local community and its consumers, whereas SuperBest has a more formal and practical connection.

Directing questions to the participants about the identity of SuperBest, their views were not necessarily directed to SuperBest in Dragør, but more as an overall opinion about SuperBest as a national brand. They cherished the brand, but had no relationship or personal reference point to it. Answers were characterized by TV advertising and generic corporate branding, which had clearly affected their view on SuperBest in Dragør. Hence why, when asking the participants to describe the brand as a person, all images and attitudes were connected to the national SuperBest brand and not to the local SuperBest in Dragør. The participants acknowledged that SuperBest in Dragør by advertising in the local newspaper, sponsoring the local sports, as well as having social happenings like wine tasting, is supporting the local community. Local support like that is well received and valued by the participants, especially compared with the rest of the supermarkets in Dragør, who is not supporting locally (Netto, Irma and Føtex). SuperBest is perceived as the only supermarket where you still get the feeling of purchasing local, and thereby supporting the good of the municipality of Dragør. Some of the same values were emphasized when participants talked about Møller Jensen and its role in supporting the local community. The participants argued that it made them more loyal, as they knew revenue went back into the community.

Comparing perceptions upon supermarkets supporting the local community, one important difference was noticed; the supermarkets ulterior motive to sponsor. When SuperBest were discussed the participants tempted to see the support as a way of advertising, whereas the attitude towards Møller Jensen was respect and appreciation. There were strong feelings connected with this. The participants highlighted that it is much better to form their own opinion about things than to be affected by advertising, which is also why their feelings towards SuperBest in Dragør in this case may not have been as positive as their feelings towards Møller Jensen.

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The historic meat scandal is another topic where the difference between Møller Jensen and SuperBest is clear. The scandal clearly had a negative influence on SuperBest, but it was never mentioned when discussing Møller Jensen. This finding is clear evidence that people have different perceptions and memories when asked about one or the other brand. The linking of the meat scandal was only connected to SuperBest, leaving the Møller Jensen brand untouched by the episode.

Møller Jensen generated, in comparison to SuperBest, more emotional attitudes. Especially the word “nostalgic” were mentioned in different situations when laddering was used regarding Møller Jensen. Møller Jensen has been around for generations and the family owning the store has always been the same and to some degree the personnel as well. This has created a bond and a history between the customer and the supermarket as well as the people behind it. The bond between SuperBest and the consumers is on a more formal level, and people continuously referred to Møller Jensen and not SuperBest, when the topic came to describing the people owning the store or the personnel working there. While all participants were somewhat emotionally fond about Møller Jensen, no deeper feelings towards SuperBest were discovered in any of the interviews. This was also clear including the non-verbal language of the participants. Talking about Møller Jensen they were more smiling and affectionate than when talking about SuperBest.

Describing the identity of Møller Jensen, the participants did not mention fictive characters, but instead described persons who historically had owned or managed the supermarket, hereby associating them with the identity of the supermarket. The image and perception of the supermarket has been build up through generations and even though the name Møller Jensen does not appear anywhere, everyone is still using Mølleren as the nickname when addressing the supermarket. Despite the fact that Møller Jensen has had numerous names throughout time, the participants argue that they would always refer to the supermarket as Mølleren no matter what name is displayed on the exterior façade. Describing the identity of SuperBest the participants generated a different picture. At first they could not visualize the identity of SuperBest as easily as they had described SuperBest. Their description where connected to different tangible objects like logos, colours of the shopping bags, as well as the advertising and the actor from TV commercials, rather than any specific person as the case with Møller Jensen.

In general, describing the identity of the brands, feedback varied from being very personal when talking about Møller Jensen to mainly corporate when addressing SuperBest. Furthermore, it was clear that participants had a very good idea about what Møller Jensen is, while the description and identity of SuperBest were very vague and the participants did not experience the same consensus as when describing Møller Jensen. See Figure 14 for illustration of the different consumer perceptions regarding Møller Jensen and SuperBest.

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Consumer perception of: Møller Jensen SuperBest

- Qualities Selection and Service Selection and Service

- Physical set-up Messy Tidy

- The connection to the consumers Relaxed and emotional Formal and practical

- Their perception of the brand Local National and local

- Brands motivation to support locally To support the community To advertise

- The meat scandal Not connected at all 100% connected

- Emotional connection A lot None

- Identity Clear identity connected to a Vague identity connected to person different advertising aspects

Figure 14 - Consumer perception of Møller Jensen and SuperBest, own findings

The general perception towards Møller Jensen today is described very well in the following quote: “It is the nostalgia which is keeping it [Møller Jensen] alive for me, not the products” (Appendix K: 191). Nostalgia refers to Møller Jensen, and the products are directed towards SuperBest. Overall this indicates that the supermarket today indeed does have two brands each featuring different values. Møller Jensen is representing the history of the supermarket and has over the years earned a position of being respected and appreciated by influencing most consumers in Dragør, one way or another. In contrast, SuperBest is a national corporation executing a nationwide strategy for all supermarkets. Participants refer to SuperBest by emphasising the tidiness and high level of service and selection. Despite the differences in the perception of the two brands, they also have similarities. Møller Jensen is today being considered more presentable because of changes implemented by SuperBest, and SuperBest possesses more intangible values and positive perception adopting the nostalgia of Møller Jensen. Hereby, the better of the two brands is supporting each other in order to increase brand value and perception, and oddly enough the negative aspects of SuperBest does not seem to affect Møller Jensen (e.g. the meat scandal).

The above subset must be tested on the population in Dragør to validate if this insight is an overall perception across different segments. Doing so, a survey will be executed to see if the norm agrees with the post analyses and discussion formed from the interviews facilitated. Therefore, Grounded theory is not used further in this thesis.

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CHAPTER 9) QUANTITATIVE RESEARCH To use the insights gathered in this thesis a quantitative research method, in form of a survey, was necessary. Previous insights were tested on a larger population ensuring generalizability in the specific context of the research. Additionally, the population was investigated upon their satisfaction and loyalty towards Møller Jensen and SuperBest to evaluate the value of the brands from the consumer’s point-of-view.

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9.1 Purpose of The Study To investigate the generalizability of the qualitative findings within the community of Dragør, a quantitative research was necessary. The previous qualitative research was ultimately performed to gather as much insight as possible about the attitudes, perceptions, and language of the population. Additionally, insights also proved as a guide to determine what to look for and ask about when designing the quantitative research.

9.2 Method The data collecting method selected was an online survey. Online survey was chosen for several reasons. It has rapid deployment (for quick distribution) and real-time reporting (McDaniel et al, 2009), so the researchers could follow the responses continuously and initiate additional sampling methods if required. Furthermore, reduced costs and high response rates are also advantages (McDaniel et al, 2009) highly valued by the researchers. Disadvantages of online surveys such as, non-representativeness of the population, security, or unrestricted sampling (McDaniel et al, 2009) were all eliminated using a recognized and respected online survey program (SurveyXact) and adding a judgment-sampling question to the survey (“Do you live in Dragør?”) (Appendix P). Getting in contact with the non-online users, a face-to-face campaign was organised making sure the opinions of this group were heard as well.

9.2.1 Development of The Questions The questions asked in the survey were close-ended questions (dichotomous questions, multiple-choice questions, and scale-response questions) (McDaniel et al, 2009). Open-ended questions were not chosen because of coding difficulties involved with these. Furthermore, a qualitative research had provided us with insights into the language and mind of the respondents in the given population, which is one of the main purposes of open-ended questions (McDaniel et al, 2009).

Findings from the qualitative research were used to develop the questions in the survey as these provided insights into the customers’ linguistic and what they found important. Even more, the qualitative findings would also be tested on its generalizability of the entire population. Therefore, questions were also developed to create an alignment between the qualitative findings (Chapter 8.3) and the survey.

Based on the qualitative findings from the research, a number of hypotheses were developed to be tested. These hypotheses were verified on their relevance upon the problem statement before included in the survey. The nine hypotheses are listed below generating the fundament for question 6-15 of the survey (See the survey in Appendix P).

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The decision to choose the phrase “Mølleren” rather than “Møller Jensen” in the online survey were to eliminate any confusion whether a question were directed towards the supermarket or the family owning it; it was discovered during interviews that people had a hard time distinguishing between the two mainly because they share the name Møller Jensen. In the thesis, Møller Jensen, the brand Mølleren refers to, is used. Below are the nine hypotheses, three are split into two hypotheses answering the one above:

1. Møller Jensen will always be Møller Jensen despite numerous name changes 2. Consumers will chose more emotional orientated words describing Møller Jensen rather than SuperBest, and consumers will chose more corporate related words describing SuperBest rather than Møller Jensen a. Consumers will chose more emotional orientated words describing Møller Jensen rather than SuperBest b. Consumers will chose more corporate related words describing SuperBest rather than Møller Jensen 3. SuperBest is to a higher degree considered to be a national supermarket chain with a strategy of being local compared to Møller Jensen, which is to a higher degree considered as a local supermarket compared to SuperBest a. SuperBest is to a higher degree considered to be a national supermarket chain with a strategy of being local compared to Møller Jensen b. Møller Jensen is to a higher degree considered as a local supermarket compared to SuperBest 4. The meat scandal is to a higher degree related to SuperBest than Møller Jensen 5. Møller Jensen is to a higher degree linked with its owner/manager and connected to the family/people who build it and own it compared to SuperBest a. Møller Jensen is to a higher degree linked with its owner/manager compared to SuperBest b. Møller Jensen is to a higher degree connected to the family/people who build it and own it compared to SuperBest 6. Møller Jensen would be missed more than SuperBest 7. People have a clear mind and perception about what Møller Jensen is, compared to their perception of SuperBest 8. Respondents will link Møller Jensen with support to the local community and find it more positive than SuperBest and its support to the local community 9. Respondents are equally satisfied with Møller Jensen and SuperBest in regard to service, price, selection, and they that they get what they pay for.

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The survey mainly took use of nominal as well as interval scales. The most used scale in the survey was a Likert Scale. A Likert Scale is a scale consisting of a series of statements expressing either a favourable or an unfavourable attitude toward the concept under study, and the respondent is then asked to indicate his or her level of agreement or disagreement with each statement (McDaniel et al, 2009). An example of the Likert Scale used in the survey is the statement of: “When I think of Møller Jensen, I think of the manager” – on a 5-point scale rating (strongly agree – strongly disagree) the respondents have to choose a level (see Appendix P).

Besides proving or disproving the hypotheses, questions regarding loyalty and satisfaction were added to the survey. These questions were added as “combination questions” since they will show if extra value can be added to SuperBest in Dragør; an essential point in the argument of deciding whether or not extra value can be added to the supermarket by managing the two brands actively.

9.2.1.1 Customer Satisfaction and Loyalty How to measure customer satisfaction and loyalty will briefly be discussed in this section using Gearson (1994) and Reichheld (2003). Reichheld (2003), the founder of the Net Promotion Score (NPS), argues that NPS is the only parameter you need to know in order to increase revenue. This statement is subsequently considered by others to be overestimated (Schulman et al., 2013). Therefore a decision of combining both satisfaction and loyalty with the remaining questions were engaged based on the following ‘Customer Satisfaction’ and ‘Net Promotion Score’ description.

Customer satisfaction Customer satisfaction is the customers perceptions whether his or her expectations has been met or surpassed (Gerson, 1994). If expectations are met the customer will be satisfied and more likely to return to a store. The higher the satisfaction level the more the consumer is expected to spend (Gerson, 1994). Therefore, it is interesting for a supermarket like Møller Jensen to learn how satisfied their customers are in order to improve sales numbers and thereby increase revenue. Also, the correlation between satisfaction and loyalty is high (Gerson, 1994), hence why each of these areas are equal important when looking at generating sale, see Figure 15 on the next page.

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Consumers perception that expectations have been met

Increse sale Customer satisfaction

New customers Happy customers

WOM Brand advocates

Figure 15 - Satisfaction circle inspired by Gerson (1994)

A part of the thesis is to increase value through a marketing plan. To design the most efficient plan the level of customer satisfaction is consequently important to know. From the qualitative research, four expectations towards supermarkets were found: an expectation of price, an expectation of service, an expectation of selection, and an expectation that customers will get what they pay for. Each of these expectations was therefore tested on whether they were met by Møller Jensen and SuperBest.

Loyalty - Net Promotion Score (NPS) Loyalty is measured using NPS. Knowing the level of loyalty indicates how much you can expect from your customers and how they should be treated, marketed and communicated to. Furthermore, this aspect is also an evaluation tool when comparing the two brands.

Reichheld’s study was done in 2003 and his development of the Net Promotion Score is today well known and acknowledged throughout the world with companies like Maersk Line as proven cases that the system works (Shaw, 2012).

The general thought behind the theory is to identify and measure a loyal customer. In definition, “loyalty is the willingness of someone – a customer, an employee, a friend – to make an investment or personal sacrifice in order to strength a relationship” (Reichheld, 2003: 25). An investment or personal sacrifice is what people make, when they recommend something to a friend or colleague; they are putting themselves

73 and their reputation on the line. If a customer is willing to do this he/she is considered loyal, meaning that a loyal customer is extremly valuable for a company, and such a trust-level all companies should strive to reach and preserve.

In many ways repurchase is equal to a loyal customer. However, there are several cases where this is not the case, which could be in market where a monopoly exist or in non-profit sectors, where people do not discuss their philanthropic choice in the same way as you do when e.g. buying a car (Schulman et al., 2013).

The NPS is based on the simple question, “on a scale from 0-10, would you recommend this store to a friend or a colleague?” (Reichheld, 2003: 20). People are from their answers divided into three categories: Those who rate 9-10 are extremely likely to recommend a business to a friend and will be seen as promoters (loyal customers). Those rating 7-8 are generally satisfied, but passive. Finally those who rate 0-6 are very unlikely to recommend the business, and will essentially detract potential customers. They will be seen as detractors.

Besides being likely to recommend a business to a friend or colleague, the true loyal customer also tend to buy more over time as their income grow, and they devote a larger share of their assets to the specific company they have positive feelings towards (Reichheld, 2003). The effect gained by word-of-mouth is extremely valuable for a company and the fact that people put their own reputation on the line when recommending is appreciated, also knowing that people tempt to seek advice within family, friends, and colleagues when they wish to make a purchase. This means that a promoter can bring in new customers for no cost to the company. An additional reason for focusing on the loyal customer is that maintenance cost (the cost to protect or build customers) is considered to be very low for loyal customers compared to disloyal (Percy et al., 2009).

A detractor is the opposite of a promoter. This customer is potentially harming a business by talking negatively about it. This type of customer must be kept at a minimum and actions, if any, towards this segment must be well thought through, since detractors can harm the existing promoter as well as basically all customers (Reichheld, 2003).

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Calculating the Net Promotion Score is a simple equation where one subtracts the percentage of detractors with the percentage of promoters (see Figure 16 below). Getting the NPS a company can benchmark itself with other competitors. A clear correlations has been discovered between companies with a high NPS and their ability to have a better brand equity than competitors with lower NPS (Reichheld, 2003)

Figure 16 - Net Promoter Score (Reichheld, 2003)

A hypothesis was developed to evaluate the loyalty towards the two brands: Respondents will be more loyal to Møller Jensen compared to SuperBest. From this hypothesis a question was developed to calculate the NPS of each of the brands.

9.2.2 Structure of The Survey The flow and layout of the survey were considered during construction. Only a few warm-up and transition questions were added, since the length of the survey were considered to be of higher importance. Nonetheless, the general advices on how to make a survey flow were followed (e.g. begin with a question that gets the respondent’s interest – ‘Do you live in Dragør?’ etc.) (McDaniel et al, 2009). The length of the survey was tested and was aimed to take no longer than five minutes, as surveys taking more than 5 minutes to fill-out have a dropout rate at 23% while a survey length of only 2-5 minutes only has a dropout rate of 2% (McDaniel et al, 2009). In average the survey took around 4½ minute to finish.

The survey (see Appendix P) began with a short introduction leading to a judgement sampling question (‘Do you live in Dragør?’). If answered “wrong” (‘No’), participants would be discharged with a “thanks for participating” message. If answered “correct” (‘Yes’) participants would continue the survey bringing them to main demographic questions (gender and age) as well as questions regarding purchase behaviour. Hereafter each question was designed to answer each of the hypotheses described in the previous section. Lastly, questions were added regarding loyalty and satisfaction. The survey ended with a ‘thank you’ notification as well as the opportunity for adding comments. Whenever it was possible questions were randomized to ensure that the participants were not biased based on the order of questions. The survey example in Appendix P is therefore just a random example of how the order of questions was asked.

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The survey was tested several times on its understanding, wording, content, and general evaluation, ensuring that all questions were understood, not biased, that the respondent could and would answer, and that all questions were of value to the researchers as they should be (McDaniel et al, 2009). The survey was pre-tested by the researchers as well as random participants both inside and outside the sample population. The final survey was tested on five participants within the sample population without any negative feedback received.

Using the earlier explained sample size equation (See Chapter 7), it was clear that a sample size of 373 respondents was needed in order to have a confidence interval of 95% which is what was aimed for.

9.2.3 Sampling The survey was initiated online on the 26th of June 2013 and started by using snowball sampling through Facebook distribution and e-mail distribution (McDaniel et al, 2009) (researchers encouraged people they knew from Dragør to share and distribute the online survey amongst friends and acquaintances, see Appendix R). Furthermore, participants were recruited for the survey by door-to-door interviews (researchers walked from door-to-door in Dragør collecting responses using online tablets), supermarket- intercept interviews (researchers were standing inside the supermarkets with online tablets), self- administered questionnaires (participants without the time for interview received a flyer so they could fill out the survey at home), as well as ad hoc (one-shot) mail surveys (approximately 1.500 flyers with a QR code and Facebook link was distributed randomly to houses in Dragør, see Appendix S). All of these approaches ensured the survey to have a random and well-distributed selection of participants (McDaniel et al, 2009). Lastly, the flyer was furthermore on July 5th published in the local newspaper, Dragør Nyt, reaching all (7.000) households in Dragør (see Appendix Q). The online survey was closed 10 days later on the 15th of July.

The reasons for the variety of methods for recruiting participants were to gain a broad variety and random sample of the population, noting that not all of the population would be able to fill-out the online surveys (e.g. people older than 70-years-old will not be on Facebook or online), and some would only be interested to fill-out the survey within certain frames (e.g. young people would not believe the survey would be relevant unless it was directly explained, or families would only have time to fill-out the survey at their home after their children were put to bed).

A total of 950 people responded. 178 respondents did not complete the survey fully and 212 respondents could not be included having failed the judgment-sampling question as they did not live in Dragør. This left a total of 580 respondents for the analysis, exceeding the sample size goal by 207 respondents.

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The data from the online survey program, SurveyXact, was imported into IBM SPSS Statistics Data Editor. Each question was coded using numbers. The Likert Scales were coded from 1 to 5, where 1 was ‘Strongly Agree’ or ‘Very Positive’ and 5 was ‘Strongly Disagree’ or ‘Very Negative’. For analytical purposes strongly agree and agree were sometimes computed together and so was also strongly disagree and disagree. Comparing means for analysis, the lowest mean will be when participants agree most or are most positive, while the highest mean will be opposite. SPSS was used for statistical analysis of the survey’s findings. Results and findings from the survey will be analysed in Chapter 9.4.

9.3 Reliability and Validity The validity of the survey is based on content validity (McDaniel et. al, 2009), using qualitative research and Grounded theory to define precisely what is to be measured as well as to identify all possible items for inclusion on the scales. Theoretical grounding was used for questions regarding satisfaction and loyalty. All scales were pre-tested with both an expert (the manager of the supermarket) and a general sample as explained earlier.

A factor analysis for questions regarding satisfaction reveals no multidimensionality and the section was investigated for invalid questions, but none were found. See Appendix T. For this reason each of the individual four satisfaction questions were computed together into one satisfaction theme for Møller Jensen and one satisfaction theme for SuperBest. Furthermore, a reliability analysis shows that the section was reliable with a Cronbach’s Alpha of .796 for the satisfaction theme of Møller Jensen, and a Cronbach Alpha of .826 for the satisfaction theme of SuperBest (see Appendix T).

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9.4 Survey Findings

9.4.1 Characteristics of The Sample Population 61.2% of the respondents were females while 38.8% were males (see Appendix U). Of the respondents most were aged 25-64. For analysis purposes we assembled the data into three age groups having young (0-34-year-old), mid-age (35-54-year-old), and older (55-years-old or older) (see Appendix U). See the age distribution below in Figure 17.

Participants divided into age groups 250 230 198 200 154 150 100

Frequency 50 0 Young (0-34) Mid age (35-54) Old (55+) Age group

Figure 17 - Participants divided into age groups, own findings

77.9% of the respondents are shopping at Møller Jensen (see Appendix U). These respondents were questioned on their frequency of shopping at Møller Jensen. For analysis purposes we accumulated the data into three categories, often (very often and often), sometimes (sometimes), and rarely (rarely and very rarely). 33% of the 77.9% shop often at Møller Jensen, see Figure 18 for distribution (Appendix U).

How often do you shop at Møller Jensen?

Did not answer Often 22% 33%

Rarely 16% Sometimes 29%

Figure 18 - How often do you shop at Møller Jensen?

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9.4.2 Results The survey was constructed based upon hypothesis grounded in previous qualitative research (Chapter 8). Each of the hypotheses will be investigated in the following part. Furthermore, interesting and valuable tendencies across the data will be highlighted.

9.4.2.1 Møller Jensen and Its Name Changes

Hypothesis 1: Møller Jensen will always be Møller Jensen despite numerous name changes 70.3% of the respondents would still call the supermarket Møller Jensen, even though it changed its name. Only 13.4% would call the supermarket its present name SuperBest while 4.1% would call the supermarket after a hypothetical new name if it changed to that (Appendix U).See Figure 19 for distribution:

'What would you call the supermarket on Sydstranden if it changed its name to Meny?' 600 408 400

200 78 Frequency 24 18 52 0 Meny SuperBest Møller Jensen Something else Do not know Name of supermarket

Figure 19 – -What would you call the supermarket on Sydstranden if it changed its name to Meny?’

Furthermore, 69.3% would like the supermarket best, if it changed its name to Møller Jensen against 19.7% who would prefer SuperBest as the name (Appendix U). See Figure 20 below:

'I would like the supermarket on Sydstranden best, if it changed its name to...' 500 402 400

300 200 114 Frequency 100 58 4 0 Møller Jensen SuperBest Meny Something else Name of supermarket

Figure 20 – ‘I would like the supermarket on Sydstranden best, if it changed its name to...’

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Of those preferring the supermarket to be called Møller Jensen, 24.4% would shop more if it changed its name to Møller Jensen. Of the respondents preferring the supermarket to be called SuperBest only 15.8% would shop more if the supermarket maintained that name. This indicates that the supermarket can gain customers by just changing its name.

9.4.2.2 Words That Describe

Hypothesis 2a: Consumers will chose more emotional orientated words describing Møller Jensen rather than SuperBest

Hypothesis 2b: Consumers will chose more corporate related words describing SuperBest rather than Møller Jensen 49.7% chose ‘local’ to describe Møller Jensen rather than SuperBest (11.7%). Opposite of this 45.5% chose ‘chain’ to describe SuperBest rather than Møller Jensen (8.6%). 32.4% (vs. 7.6% for SuperBest) chose ‘a real grocery store’ to describe Møller Jensen, while 28.3% (vs. 6.6% for Møller Jensen) chose ‘company’ to describe SuperBest. 38.8% chose ‘supporting locally’ to describe Møller Jensen, while only 7.9% chose that expression to describe SuperBest. This goes against earlier finding, where SuperBest also was described as supporting locally.

To describe Møller Jensen, 23.4% (vs. 2.8% for SuperBest) chose ‘history’, 19.3% (vs. 3.1%) picked ‘memories’ and 22.8% (vs. 2.8%) chose ‘my childhood’. Contrary to this, to describe SuperBest, 51,4% (vs. 19,3% for Møller Jensen) chose ‘just a supermarket’ and 12,4% (vs. 1,4%) chose ‘impersonal’.

There was no real difference between Møller Jensen and SuperBest in regard to ‘large selection’, ‘untidiness’ (this is also different compared to earlier findings), or people who did not know what words to choose. See Figure 21 below for differences between Møller Jensen and SuperBest and the pick of words.

Words that describe the brand Møller Jensen SuperBest

Local 47.5% 11.7%

Chain 8.6% 45.5%

‘A real grocery store’ 32.4% 7.6%

Company 6.6% 28.3%

‘Supporting locally’ 38.8% 7.9%

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Words that describe the brand Møller Jensen SuperBest

History 23.4% 2.8%

Memories 19.3% 3.1%

‘My childhood’ 22.8% 2.8%

‘Just a supermarket’ 19.3% 51.4%

Impersonal 1.4% 12.4%

‘Large selection’ 24.1% 27.7%

Untidiness 13.1% 10.7%

‘Do not know’ 5.9% 5.2%

Figure 21 - Words that describe the brand

9.4.2.3 Local or National?

Hypothesis 3a: SuperBest is to a higher degree considered to be a national supermarket chain with a strategy of being local compared to Møller Jensen.

Hypothesis 3b: Møller Jensen is to a higher degree considered as a local supermarket compared to SuperBest. Møller Jensen is considered significantly more local (mean 1.81) than SuperBest (2.81). However, the numbers show that SuperBest partly is still seen as local. Møller Jensen is not looked upon as a national supermarket chain (3.13), while respondents agree that SuperBest is a part of a national supermarket chain (2.19) (see Appendix U). Furthermore, respondents’ shopping more often at Møller Jensen see Møller Jensen as a local supermarket significantly more, than respondents only shopping there rarely or sometimes.

9.4.2.4 Meat Scandal

Hypothesis 4: The meat scandal is to a higher degree related to SuperBest than Møller Jensen 70% of the respondents thought of SuperBest, when they were presented with the words ‘meat scandal’. Only 7% of the respondents thought of Møller Jensen when asked, and 5.8% of these thought Møller Jensen as well as SuperBest leaving only 1.8% thinking alone of Møller Jensen (see Appendix U) (See Figure 22 for illustration). This furthermore has an effect on what the respondents would prefer the supermarket

81 to be named. 72.2% of those linking SuperBest with the meat scandal would prefer it be called Møller Jensen, while only 17.7% wishes the supermarket to maintain the name SuperBest.

What name do you connect with the meat scandal?

80% 70% 70%

60% 50% 40% 30% Percentage 20% 5,80% 10% 1,80% 0% SuperBest Møller Jensen Møller Jensen & SuperBest Name of supermarket

Figure 22 - What name do you connect with the meat scandal?

9.4.2.5 Owner/Manager and Family Connection

Hypothesis 5a: Møller Jensen is to a higher degree linked with its owner/manager compared to SuperBest

Hypothesis 5b: Møller Jensen is to a higher degree connected to the family/people who build it and own it compared to SuperBest Møller Jensen is significantly linked with its owner/manager (mean 2.37) as well as with the family/people who own it (2.38), while SuperBest is not linked with its owner/manager (3.53) or the family/people that own it (3.58) (see Appendix U).

Furthermore, respondents that shop often at Møller Jensen strongly link Møller Jensen with its owner/manager more than respondents that sometimes shop at Møller Jensen. Respondents that shop rarely at Møller Jensen have the weakest link between Møller Jensen and its owner/manager, even though the link is still strong.

Just as well, respondent that shop often at Møller Jensen strongly connects Møller Jensen with the family who established and owns it more than respondents that shop at Møller Jensen sometimes or rarely, although the connection is still strong.

9.4.2.6 Would It Be Missed?

Hypothesis 6: Møller Jensen would be missed more than SuperBest Møller Jensen would be significantly more missed (mean: 2.18) than SuperBest (2.79). See Appendix U

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9.4.2.7 Identity

Hypothesis 7: People have a clear mind and perception about what Møller Jensen is, compared to their perception of SuperBest Respondents have significantly better knowledge about Møller Jensens concept and history (mean 2.42), than SuperBest (3.35). Furthermore, respondents can more easily describe Møller Jensen (2.17) than they can describe SuperBest (2.72). See Appendix U

9.4.2.8 Supporting the Local Community

Hypothesis 8: Respondents will link Møller Jensen with support to the local community and find it more positive than SuperBest and its support to the local community While 90% of the respondents linked Møller Jensen with support to the local community, while only 81.4% linked SuperBest with support to the local community. Of these, respondents were significantly more positive towards Møller Jensen’s support to the local community (mean 1.89), than SuperBest’s support to the local community (2.63).

9.4.2.9 Satisfaction

Hypothesis 9: respondents are satisfied with both Møller Jensen and SuperBest in regard to service, price, selection, and they gets what they pay for, without any difference between the two supermarkets There is no difference in the satisfaction at Møller Jensen or SuperBest in regards to price (mean 2.80). With both brands respondents are more satisfied than dissatisfied. However, respondents are more satisfied with Møller Jensen in regard to service (mean 2.13 vs. 2.53,) selection (2.10 vs. 2.40), and that you get what you pay for (2.53 vs. 2.73) in comparison to SuperBest. Nonetheless, respondents are satisfied with both Møller Jensen and SuperBest in regard to service, price, selection, and that you get what you pay for. However, respondents are generally more satisfied with Møller Jensen (1.32) than SuperBest (1.46) (see appendix U).

Furthermore, respondents shopping more often at Møller Jensen feel to a higher degree that they are satisfied than respondents shopping sometimes or rarely at Møller Jensen. Respondents shopping often at Møller Jensen also feel to a higher degree that they are more satisfied than respondents shopping rarely at Møller Jensen (there is no significant difference between respondents shopping often or sometimes, as well as respondents shopping sometimes or rarely).

9.4.2.10 Loyalty

Hypothesis 10: Respondents will be more loyal to Møller Jensen compared to SuperBest. Respondents are significantly more loyal to Møller Jensen (mean 2.04) than SuperBest (2.48) (see appendix U). 33% of the respondents are brand promoters of Møller Jensen, while only 11% are brand promoters of SuperBest. Almost the same amount of respondents are brand passive to Møller Jensen (29%) and to

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SuperBest (30%), while 38% are brand detractors of Møller Jensen and 59% are brand detractors of SuperBest. See Figure 23 below for illustration.

Loyalty 400 340 350 300

250 218 190 200 166 172 Loyalty towards Møller Jensen 150 Loyalty towards SuperBest

100 62 50 0 Brand Promoters Brand Passives Brand Detractors

Figure 23 - Loyalty towards Møller Jensen and SuperBest

Loyalty based on gender was investigated, however, no significant difference was found, and therefore there is no difference in how loyal male and female respondents are towards either Møller Jensen or SuperBest.

Older aged respondents were found to be significantly more loyal to Møller Jensen than mid-aged and young. 50% of the older respondents are brand promoters for Møller Jensen while only 33% of the mid- aged and only 20% of the young aged are brand promoters. Looking at SuperBest, older aged are also significantly more loyal than mid-aged, however, mid-aged are also significantly more loyal than the young. 18.6% of the older aged are SuperBest brand promoters, while 8% of the mid-aged and only 5% of the young aged are brand promoters.

Respondents shopping often at Møller Jensen are significantly more loyal than respondents shopping only sometimes or rarely at Møller Jensen. 58% of those shopping often at Møller Jensen are brand promoters for Møller Jensen (20% for SuperBest), while 25% of them are brand passives and 17% are brand detractors (42% for SuperBest). 25% of the respondents shopping sometimes at Møller Jensen are brand promoters for Møller Jensen (8% for SuperBest), while 41% are brand passives and 34% are brand detractors (53% for SuperBest). Lastly, 24% of respondents shopping rarely at Møller Jensen are brand promoters for Møller Jensen (11% for SuperBest), while 27% are brand passives and 49% are brand detractors (64% for SuperBest).

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Calculating the overall NPS score including all age groups, the score for both brand showed a negative NPS but significantly lower for SuperBest (negative 48) compared to Møller Jensen (negative 5). However, dividing the score into the three different age segments useful information was discovered. The calculations show that the older aged is giving Møller Jensen a positive NPS of 18.6 compared to SuperBest having a negative NPS of 32.9. The mid-aged NPS is negative for both Møller Jensen with a score of negative 10.5 and SuperBest with a NPS of negative 49.1. Finally, looking at the younger segment, both brands are experiencing negative scores respectively showing negative 21.1 for Møller Jensen and negative 67.1 for SuperBest.

9.5 Discussion of Primary Research The hypotheses based upon the initial qualitative research have all been tested using a quantitative survey, and all hypotheses have been proven generalizable in the community of Dragør.

Even though the supermarket changes its name, more than 70% of the respondents will still call it Møller Jensen. Moreover, 24.4% of respondents who prefer the supermarket under this particular name, state that they would shop more often if the supermarket changed its name to Møller Jensen. Møller Jensen is clearly a strong brand in Dragør and a brand that has and will continue to maintain in the mind of the local costumers. Thre analyses therefore indicate that the supermarket can increase consumer-shopping frequency by changing its name to Møller Jensen.

More emotional words are connected with Møller Jensen than SuperBest. When describing Møller Jensen, consumers think of emotional values like, the history (of the store), their memories (with the store), and their childhood. Describing SuperBest, the words chosen are more corporate such as, impersonal and ‘just a supermarket’. Møller Jensen is considered more local, while SuperBest is seen both as somewhat local and national. When customers in Dragør go out grocery shopping, in what they consider a local supermarket, they go to Møller Jensen, while they consider SuperBest to be mainly a national supermarket chain. However, based on the results, it can be argued that the reason SuperBest also is considered to be local is because of Møller Jensen’s reputation, which have affected the SuperBest brand in Dragør. Yet, SuperBest has not affected Møller Jensen the other way around indicating the local strength of the Møller Jensen brand is greater than corporate SuperBest. Another aspect illustrating that Møller Jensen is affecting SuperBest’s is that Møller Jensen is greatly linked with support to the local community and SuperBest therefore also is associated with local support. However, SuperBest is not linked to the same degree and its support is not seen as positive as the local support Møller Jensen is offering.

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Only a low percentage (1.8%) of respondents relates the meat scandal to Møller Jensen singularly, while almost 70% relates the scandal singularly to SuperBest. This clearly illustrates the strength of Møller Jensen to maintain as a local brand. Despite that the supermarket chain (SuperBest) went through an extremely damaging meat scandal, from which they still suffer, Møller Jensen as a brand was and are not affected by the episode and did not like SuperBest experience any prolonging negative consumer attitudes.

Møller Jensen is connected with its owner/manager as well as the family that owns it, while SuperBest is not linked with either. Møller Jensen is seen as ‘a real grocery store’, while SuperBest is regarded more as a company or ‘just a supermarket’. Furthermore, respondents have a clear knowledge and idea about the concept and history of Møller Jensen. Based on this, the consumers in general have a clearer idea and better understanding of Møller Jensen than SuperBest. Even though, SuperBest have been in the community for more than 12 years, results show that the brand have only achieved a low level of brand knowledge over the years.

All of the above statements and conclusions are supported by the fact that consumers in Dragør would miss Møller Jensen significantly more than they would miss SuperBest. One may argue that Møller Jensen would be missed because the consumers are emotionally connected to it, while SuperBest mainly will be missed, because consumers will lose the opportunity to shop in the specific geographical location. This is the impression received from the survey as well as the previous qualitative research.

Overall, the results of both our quantitative and qualitative research prove Møller Jensen to have a stronger and locally superior brand compared to SuperBest. However, this will have little importance if the brand does not create monetary value. Therefore, the satisfaction and loyalty towards Møller Jensen and SuperBest were investigated.

Looking at satisfaction, consumers are generally very satisfied with both SuperBest and Møller Jensen. Consumers are, nonetheless, more satisfied with Møller Jensen. Consumers are more satisfied with Møller Jensen specifically in regards to service, selection, and that they get what they pay for. Consumers are equally satisfied with the price in Møller Jensen and SuperBest. Theory explains, the higher the satisfaction level, the more the consumer is expected to spend. Therefore, Møller Jensen will have consumers more inclined to shop than SuperBest, indicating that these consumers are more valuable to the supermarket. Furthermore, if expectations are met the customer will be satisfied and more likely to return to the store. This was further tested with questions regarding loyalty (‘How likely would you recommend Møller Jensen or SuperBest to a friend or colleague?’).

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Although neither Møller Jensen nor SuperBest had a positive NPS score, it is clear that significantly more consumers are brand promoters of Møller Jensen than SuperBest. Not only will more consumers (33%) recommend Møller Jensen to a friend or a colleague, indicating true loyalty, but this also mean that they will have a tendency to buy more at Møller Jensen over time making these consumers more valuable. Furthermore, the number of brand detractors is significantly lower for Møller Jensen (38%) than SuperBest (59%), decreasing the number of consumers potentially harming the supermarket by talking badly about it.

Despite an overall negative NPS for both brands the ‘older’ segment proved to be strong brand promoters towards Møller Jensen with a high positive Net Promotion Score (NPS). This was however not the case for SuperBest experiencing a negative NPS within all age segments. Møller Jensens NPS was also negative within the mid-aged and younger segment, but still radically higher than SuperBest. This clearly indicates that higher equity can be archived if the customers are associating their shopping towards Møller Jensen compared to SuperBest, since loyal customers spend more money and generate positive word-of-mouth within their social network.

For all hypotheses Møller Jensen was value higher and a more positive from customers shopping often at the supermarket compared to customers shopping only sometimes or less. This proves, not surprisingly, that customers who like and value the supermarket will shop there more often. If the supermarket can transfer these values and opinions to new customers, the shopping rate of the customers would be likely to increase, referring to the idea behind the Satisfaction circle, Figure 15.

“Strong brands correspond to the criteria projected by Barney (1991) for identifying rent-generating resources and capabilities” (Pepe et al, 2012: 156). As the findings show, Møller Jensen does indeed have a strong brand and a brand stronger than its current SuperBest brand. Evaluating the findings and the Møller Jensen brand based on the four attributes of the resource-based view, it is clear that the brand is a resource with a potential of creating a sustainable competitive advantage. Customers having a positive attitude towards the Møller Jensen brand are more satisfied with the brand, and even more loyal to the brand than to SuperBest making the brand valuable. The brand is considered rare since there are no supermarkets in the close area with a history like Møller Jensen (in general there are not many supermarkets in the country with such a rich history). Additionally, the emotional connection the local customers have towards the brand is also considered rare. The brand cannot be imitated by competitors as the memories and history consumers connect to the brand is impossible to copy. Finally, although the supermarket physically can be substituted, the brand cannot. Consumers simply have too many emotional connections for the brand to be replaced by another. Even though, the owners of the supermarket, set-up

87 of the business, and service and knowledge of personnel individually can be substituted, the synergy effect by adding up all aspects is unique.

The Møller Jensen brand is evaluated to be valuable, rare, imperfectly imitable, and non-substitutable providing the supermarket with extra value through a possible sustainable competitive advantage, if the supermarket chooses to take advantage of it.

9.6 Conclusion of Primary Research Based on our qualitative research as well as our two quantitative researches, it is apparent that SuperBest have two brands in Dragør. One brand is the official brand SuperBest, which is the brand on the façade, the brand in the commercials, and the brand used nationally. The other brand is the unofficial brand, Møller Jensen, which is the brand the population of Dragør has an emotional and historical connection to; it is what they call the supermarket in everyday terms, even though the brand formally has not existed in over 10 years. While there are similarities between these two brands, there are also many differences. Both supermarkets are seen as having a large selection, great service and they have the same satisfactory rate when it comes to price. This is however also where the similarities end.

More emotional words are connected with Møller Jensen, while SuperBest are more connected to corporate and practical words. Møller Jensen is considered to be the local supermarket in Dragør, while SuperBest is a national supermarket chain. Møller Jensen is clearly perceived to be more supportive towards the local community with a considerably positive opinion connected to this than SuperBest. Møller Jensen has a much clearer identity than SuperBest, as well as Møller Jensen is linked to its owner/manager and the family that owns it, while SuperBest is not. Furthermore, SuperBest is still connected to its meat scandal with 70% of consumers connecting the brand to the scandal. At the same time Møller Jensen is quite unrelated to the meat scandal with only 1.8% connecting these alone together.

Consumers are satisfied with both brands, but Møller Jensen has a higher satisfactory rate than SuperBest (1.32 vs. 1.46). Consumers are more satisfied with service, selection, and that they get what they pay for at Møller Jensen than at SuperBest. Furthermore, consumers are substantially more loyal towards Møller Jensen than SuperBest, where Møller Jensen has 33% of the consumers promoting the brand, while only 11% promotes SuperBest. Additionally, the supermarket would have more consumers interested in shopping at the supermarket if only it changed its name to Møller Jensen. Moreover, the brand provides the supermarket with extra value through a sustainable competitive advantage potential that can be achieved by actively managing the brand.

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Because consumers are more satisfied, more loyal, and more shopping inclined with the Møller Jensen brand it provides an opportunity for SuperBest Dragør. If they can reintroduce and manage the Møller Jensen brand a more positive perception towards the supermarket will be created generating additional revenue and profit and overall provide it with a sustainable competitive advantage. However, the supermarket cannot abandon the SuperBest brand, since it assures them low purchase prices and advertising on favourable media channels, why they have to manage two brands simultaneously.

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CHAPTER 10) MANAGING TWO BRANDS SIMULTANEOUSLY As our analysis has shown, there are two brands the supermarket needs to manage. These brands have to be managed together and at the same time. We call this concept double branding.

In the following section we will clarify the concept of double branding, looking at different theories on e.g. multiple branding, co-branding etc.

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10.1 Double Branding Books and theories write about how a company can manage a brand and how a business strives to strengthen it (Olins, 2003, 2008; Keller, 2008; Kotler et al. 2009; Aaker 1991, 2011; Groucutt, 2005; De Pelsmacker et al 2010). Nowhere yet have a theory, book, any other written material, as well as verbal discussion been found, dealing with companies having or managing two brands at the same time and same level. As earlier stated there are different ways a company creates and manages several brands, e.g. brand extensions, sub-brands, co-branding, and multibranding, but these do not deal with the same company having two brands simultaneously.

Searching online you will find examples of blogs and forums where people use the term double branding in different ways. One example is when Nestlé bought Taster’s Choice, which then became Nestlé Taster’s Choice (Ries, 2009). However, this was not a case of double branding, but simply a case of co-branding, when two brands are combined into a joined market offer (Kotler et al. 2009). One might also consider some of Proctor & Gambles’ (P&G) product brands e.g. Wella and Pantene, which both are products in the same category, but from the same company to be an example. However, the products would have to be the exact same to be double branded. P&G’s branding strategy is an example hereof (Keller, 2008).

Double branding is when a company wishes to have two brands for the same product/service/company at the same time. An example would be that a company wishes to brand Microsoft to consumers, but also e.g. Gates Software, which would be the exact same product. There are not any examples of this being done in practice; closest is when a product has different names in different countries. One example is the former Twix bar by Mars Inc. which before 1991 in Europe was called Raider but Twix elsewhere (Hassan, 2013). Mars Inc. had two brands to manage, but only one product. However, for this to be a complete double branding the Twix and Raider bar would have had to be available in the same store at the same time.

Olins (2003) discusses whether companies should pursue either homogeneity (one main brand) or heterogeneity (several brands). Although heterogeneity does not refer to double branding as such, the main aspects of the discussion transcend. Olins (2003) argue for homogeneity since it is more economical, “… it costs less in organization, recruitment, marketing, and virtually every other activity.” (Olins, 2003: 102); a brand with a clear single attitude many times can replace products as the core idea behind the business (the goal of branding (Keller, 2008)), which is why homogeneity can be preferred. However, if you have one brand, one name, one visual identity, and all that goes with it, then, if you get just one part of the strategy wrong, it will have a negative effect on the entire business (Olins, 2003). Therefore, companies should consider heterogeneity exploiting proliferation and diversity (Olins, 2003). Although companies may

91 have tasks centrally, not under each separate brand, the consumers do not come across any of that. Most importantly, “if a substantial part of the attitude is rarity, specialization, particular knowledge and exclusivity, then homogeneity simply doesn’t work” (Olins, 2003: 109). The consumers in Dragør add more value to the Møller Jensen brand, which they in return associate with: rarity, specialization, specific knowledge and exclusivity, why homogeneity will not work for this company.

Following this concept of heterogeneity, Saunders & Guoqun (1997) investigated the concept of dual branding; whether adding a corporate name to products adds value. The research, mainly focusing on confectionery products, concluded that products including a corporate identity were valued higher. This insight goes against double branding, since in this case the corporate brand will increase the value of the supermarket. However, it was not all corporate identities that add the same value, especially regarding non-confectionary corporate identities (Saunders & Guoqun, 1997). Therefore, although “… consumers are happier with two loads of brand equity from a corporate and brand name, than they are with either name alone” (Saunders & Guoqun, 1997), it is not the case here, because the corporate identity (SuperBest) is not high-valued by the consumer, whereas the brand name (Møller Jensen) is perceived more favorable. For these reasons the SuperBest and Møller Jensen brand needs to split and perform double branding.

In this thesis double branding will be used to explain opportunities available for a local supermarket. The supermarket is a part of a national brand (SuperBest), but traditionally it has had the local brand of Møller Jensen for almost 50 years. As our analysis proves, consumers locally still perceive the supermarket as Møller Jensen, even though marketing, communication, and the sign on the store read SuperBest. Furthermore, consumers add more value to the Møller Jensen brand, which locally has a stronger and more valuable brand. Although the supermarket has two brands, it has not yet performed double branding, since the Møller Jensen brand is not actively being used or managed by the supermarket. If the supermarket actively uses the Møller Jensen brand locally, while keeping its SuperBest brand, the supermarket will perform double branding, managing two brands representing the exact same company simultaneously.

Is double branding a wise choice? As we have learned through theory, none have recommended the use of more than one brand. On the contrary books explicitly state that “… everything else being equal the fewer brands you have the better – because it’s simpler and cheaper to use one brand rather than several.” (Olins, 2003: 185). However, “Of course in reality things never are equal, so you have to choose the option that works best in a given situation.” (Olins, 2003: 185-86). Double branding provides SuperBest in Dragør with an opportunity. Actively managing the Møller Jensen brand will provide it with more satisfied and loyal customers and an opportunity to attract customers to shop more, therefore the option that works the best in this situation will be to perform double branding.

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CHAPTER 11) MARKETING THEORY “the power of a brand lies in what resides in the minds of customers” (Keller, 2008: 48).

An overview of marketing theory used for retail marketing is the focus of this chapter, with a particular focus on the creation of a marketing plan. The CBBE and DAGMAR model are the main building blocks. Additionally, an overview of the different marketing mix theory, hereunder 10 P’s, 4 C’s and four vectors, are discussed and assembled together for analysis.

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11.1 Theory of Branding The goal of marketing and communication is to tap into the consumers’ needs and desires and thereby stir their interest towards a company and what they are offering (Valerijs & Santa, 2011). A company must accept the fact that; “the power of a brand lies in what resides in the minds of customers” (Keller, 2008: 48), hence, a framework must be designed in order to have an effective brand-building model.

Retailer brands are different from product brand. They consist of multisensory experiences enriched by the consumer attaching unique associations to, the quality of service, product assortment, and pricing (Ailawadi & Keller, 2004). Nonetheless, research has proved that branding and brand management principles can and should be applied to retail brands (Ailawadi & Keller, 2004; Allaway et al, 2011). Although different framework can be used to structure the effort of supermarket brand building, the Customer-Based Brand Equity (CBBE) pyramid has been identified to be the ideal model to build the Møller Jensen brand (see the left side of Figure 24).

The CBBE model contains of a number of brand building block. Backing up the CBBE model and thereby helping to understand the consumer and the various unconscious steps they go through, the DAGMAR, a hierarchy-of-effect model, has been chosen as a complementary model (See the right side of Figure 24). The model guides the company through nine steps of the customer experiences from realising a category need to becoming brand loyal (De Pelsmacker et al, 2010). The nine steps have strong alignment with the CBBE model and will help building an even stronger specification of any segments and their behaviour. Hence, knowing the consumers and their needs is crucial for any company having a wish to survive.

Resonance

Judgments Feelings

Performance Imagery

Salience

Figure 24 - The CBBE and DAGMAR model inspired by Keller (2008) and De Pelsmacker et al. (2010)

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Brand salience, the base of the CBBE model, requires brand awareness, which helps establish the product category in which the brand competes as well as the need(s) the brand satisfies.

The first block consists of brand performance and brand imagery. Perceived product quality is a requirement for successful marketing, thus marketers must ensure that the product meets or exceeds customers’ expectations when it comes to brand performance. Brand imagery relates to the customers intangible demand, which is done by meeting the customers social or psychically needs. Associations relating to either performance or imagery should be strong, favourable, and unique. It does not matter how unique the association is if consumers do not evaluate it in a favourable manner. Relating this to the DAGMAR model, performance and imagery is where the communication objective of brand knowledge must be attained.

The second block bringing together brand performances and brand imagery associations consists of brand judgments and brand feelings; consumers form personal opinions on which they evaluate and create attitudes. In the CBBE model brand judgments are e.g. brand quality and brand credibility. Brand feelings are on the emotional and intangible scale, and it this aspect creates an emotional bond between the brand and the consumer, hereby establishing associations towards a product when met by different feelings or inputs. In the DAGMAR model the communication objective of brand attitude, brand purchase intention, and brand purchase facilitation is linked to this block.

At the top of the pyramid, the last block, brand resonance is measuring the level of identification that the consumers has with a brand. If the consumer feels “in-sync” with the brand, two dimensions of brand resonance exist: (1) intensity of the psychological bond and (2) the level of activity (e.g. frequency of purchase). Linking this to the DAGMAR model, purchase, satisfaction, and brand loyalty are the communication objectives within this block.

In order to successfully implement the CBBE model it is important initially to find a favourable brand positioning, identify various segments and target groups, as well as making an environmental analysis of the market. This will all be elements allowing a marketer to specify a positioning strategy (Keller, 2008). Target market is especially important, as consumers have different perceptions and preferences for a brand. A market is the set of all actual and potential buyers who have sufficient interest in, income for, and access to a product. After identifying the market, it is divides into individual groups of homogenous consumers who have similar needs and consumer behaviour, and who thus require similar marketing mixes (Keller, 2008). Positioning across segments will allow a brand to sell products and services across

95 overlapping segments (Groucutt, 2005), and herby serving different segments with different needs strengthening the customer loyalty bond (Valerijs & Santa, 2011).

To climb the blocks of the CBBE model and achieve the communication objectives of DAGMAR, Møller Jensen will have to actively use its marketing mix. The marketing mix will theoretical be enlightened in the following section.

11.2 Marketing Mix Theory The marketing mix is the tactical part of a marketing plan. It is a set of controllable marketing tools that a company mixes to produce the wanted response within a target group (Kotler & Armstrong, 2012). Traditionally the marketing mix have been referred to as the four P’s (Product, Price, Promotion and Place), however, more P’s have been added (Groucutt, 2005), and the four P’s have also been altered to a more consumer-focused marketing mix - the 4 C’s – (Schultz et al, 1994) or four vectors (Olins, 2003). Groucutt (2005) chooses 10 P’s as the most important tools within the marketing mix. Incorporating the original four (product, price, promotion, and place) he also includes, people, physical evidence, processes, psychology, performance, and packaging. In the following an overview of the marketing mix accumulating the 10 P’s with the 4 C’s and four vectors into a marketing mix of four marketing tools will be created. These will be pursued in The Marketing Plan (Chapter 13).

The Product in this case will be the supermarket attributes (the level of service as well as the selection of products if offers.). The first C, consumers, is somewhat equivalent to this; however, focus is outward on consumer’s wants and need, which the product must adapt to (Schultz et al, 1994). This is furthermore the first vector (product) defined by Olins (2003) by which a brand manifests itself. Because service is one of the main aspects the supermarket sells itself upon (since it is a service organization) additional two P’s, people (employees) and processes (how the supermarket does things) will hereunder be included, as well as Olins third vector, behaviour (how the supermarket and its employees behave). “Product brands are about products. Service brands are about people… In a product brand, customers come first. But in a service brand, your own people come first” (Ollins, 2003: 75-76).

Price is the costs of the product. In supermarkets price is related to each of the products sold in the store. This may be too much for the consumer to comprehend, why it makes sense to talk about the perception of costs. The second C, Costs, therefore refers to the consumer cost to satisfy their need (e.g. time, ease and perception of monetary costs) (Schultz et al, 1994) and is included hereunder.

Promotion is how companies create and sustain their brand in the mind of the consumer (Groucutt, 2005). Promotion includes tactics such as advertising, public relations, sponsorships, sales promotions, point-of-

96 purchase communications, and e-commerce. Comparable to promotion, Schultz et al. (2004) and Olins (2003) talks of communication and how the supermarket will tell people about itself and what it is doing, as well as how it will respond to what the customers are telling (dialogue communication). The P of psychology (referring to consumer behaviour knowledge) is necessary for effective communication, whereas packaging also has an effect (the visual packaging of products).

Lastly, Place is commonly associated with distribution channels and logistics (Groucutt, 2005). Hereunder including channel management and the decision whether to go online or not. Furthermore, physical evidence, the space, look, feel, ambience, and surroundings of the supermarket, will be included. The last C related to place, convenience (how consumers prefer to buy), will be included, as well as the fourth vector, environment (where the supermarket sells and creates experiences).

Above the 4 original P’s (Product, Price, Promotion, and Place) are redefined, including extra P’s, four C’s and four vectors. These will be the base of the marketing mix, which will be pursued creating the marketing plan for Møller Jensen. Firstly, though, a marketing scenario will have to be selected. Different marketing scenarios will in the following section be described, and the most applicable scenario for Møller Jensen will be chosen as a foundation for the marketing plan.

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CHAPTER 12) MARKETING SCENARIOS The possible courses of action for Møller Jensen is considered, discussed and analysed in this chapter. Ollins (2003) three brand architectures are the base for the options available to Møller Jensen and from these, two marketing scenarios fits into the situation and based on the previous research. These are analysed and a marketing scenario is selected for in-depth analysis.

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12.1 Brand Architecture Based on the analysis (Chapter 9.6) it is clear that there is an opportunity and value for Møller Jensen to double brand itself. It is impossible (mainly for monetary reasons) for the supermarket to withdraw from the SuperBest alliance, why the SuperBest brand has to be kept to some extent regarding the supermarket. However, locally the supermarket should not brand itself as SuperBest, because of the adverse associations connected to the brand.

Wally Olins (2003; 2008) describes three options of how a brand may structure itself, referred to as brand architecture (corporate, endorsed, and branded), “These three options outline the broad principles, but of course in real life there are a multitude of subtle variations on each of these categories, which can be adapted to suit the corporate purpose” (Olins, 2003: 184). See Figure 25 for the three options for Møller Jensen.

The first option is ‘corporate or monolithic’. Here the organization has one single business identity, uses only one name, and one visual identity throughout, e.g. Virgin (Olins, 2008). This means that the SuperBest brand would be included in the Møller Jensen brand, e.g. ‘Møller Jensen SuperBest’.

The second option is ‘endorsed’. Using a series of brands with individual names and identities, an organization has multiple business identities, but also seen as a part of a whole, e.g. Nestlé After Eight, Nestlé Kit Kat etc. (Olins, 2003) It is Important that Nestlé visually and in its branding only is a minor aspect (see Appendix V for example). This will again include the SuperBest brand, but only in a minor way, e.g.

‘Møller Jensen SuperBest.’

The third option is ‘branded’. Within this structure the organization will brand each brand separately obtaining a brand-based identity. Consumers will here see each brand independently, although it has the same “owner” e.g. Diageo with Guinness and Johnny Walker (Olins, 2003; 2008). In this scenario the SuperBest brand will not be included and Møller Jensen will therefore be single branded e.g. ‘Møller Jensen’.

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Figure 25 - Three brand architecture options for Møller Jensen inspired by Olins (2003)

“These three options [brand architectures] outline the broad principles, but of course in real life there are a multitude of subtle variations on each of these categories, which can be adapted to suit the corporate purpose” (Olins, 2003: 184).

There is no better or worse architecture. It all depends on the situation and organization one is branding. Furthermore,” it’s sensible to look at what other companies in the sector do but in the end each individual decision has to be taken on its particular merits.” (Olins, 2003: 186) why interviews with two of the flagship supermarkets within the SuperBest alliance (Rotunden in Hellerup and Dalgaard in Hørsholm) have been performed for inspiration (listen to attached audio file for interview). Each of the three marketing options has several advantages and disadvantages depending on the situation and organisation (Olins, 2008). However found a fourth option mixing endorsed and branded brand architecture has been discovered for this exact case, see Figure 26.

In this “branded by choice” option, Møller Jensen will mainly use its individual brand Møller Jensen, but also actively use the endorsement of SuperBest (Møller Jensen SuperBest) whenever it has to be or is associated with SuperBest. For example, as Møller Jensen is a part of the SuperBest alliance it is forced by policy to have the SuperBest brand on its façade and use the SuperBest brand in advertising involving SuperBest’s weekly sales. However, for sponsorships or local events which SuperBest is not a part of, the SuperBest brand will not be included.

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Figure 26 - brand architecture developed into two marketing scenarios for Møller Jensen

Based on our analysis, option 1: corporate and option 4: branded by choice are the two most suitable strategies for Møller Jensen and are the two best possible marketing scenarios for the supermarket. Each of these scenarios will be described in the following part in regard to what aspects of the marketing mix the supermarket should focus on.

12.2 The Two Marketing Scenarios The first marketing scenario is the corporate scenario where Møller Jensen is branding itself as ‘Møller Jensen SuperBest’. The second marketing scenario is the branded by choice scenario where Møller Jensen mainly is branding itself as ‘Møller Jensen’ and as ‘Møller Jensen SuperBest’ whenever the first is not a possibility. Each scenario will be a part of a double branding strategy and will be analysed in regards to what parts of the marketing mix they each should focus on.

12.2.1 Corporate Marketing Scenario Within the corporate marketing scenario Møller Jensen will remain connected to SuperBest. This provides the supermarket with the advantage of brand recognition from consumers not acquainted with the Møller Jensen brand.

Using this scenario the customers know that this is a supermarket with certain products and an expected level of service, which especially will be a focus point. Consumers expect a certain level of service at Møller Jensen SuperBest, since both brands are associated with respectable service, why good service has to be achieved. Additionally, consumers expect a certain selection of products, which Møller Jensen SuperBest has to reach. This will leave little shelf space for consumer selected products, but will provide the

101 supermarket with a higher potential for a monetary supplier bonus attained by mainly using products assigned by SuperBest.

The prices and promotion of products initiated by Møller Jensen SuperBest will have to comply with the SuperBests strategy of reaching all segments, providing products of both discount and premium value, thereby not eliminating any potential customers.

The visual identity of Møller Jensen SuperBest will alter, but not radically. The façade will not change, because the supermarket is required to keep the SuperBest façade. The visual identity for advertisements, events, and sponsorships will be modified so that the Møller Jensen brand will be included in the visual identity (‘Møller Jensen SuperBest’) including SuperBest logo (currently its visual identity is only SuperBest’s). The local support of Møller Jensen SuperBest to the community will be high, sponsoring many sports clubs and local associations, and its sponsorships will be varied sponsoring many different associations. The amount of sponsorships will be adapted to a given marketing budget. SuperBest has its own loyalty program, which ‘Møller Jensen SuperBest’ will be included under.

Integrated marketing communication will be performed to ensure alignment between all aspects of the marketing mix. However, since ‘Møller Jensen SuperBest’ is close to SuperBest, the integrated marketing communication should be achieved with only few challenges, but the supermarket must consider the values the Møller Jensen brand brings to the supermarket and it has to live up to those values.

The supermarket will be the obvious selling point for products, but ‘Møller Jensen SuperBest’ can through SuperBest offer an online platform via SuperBest’s own website. Because of the local values connected with Møller Jensen, the existing service of home delivery to customers will still be offered.

The implementation of the above marketing plan is estimated to be simple. The supermarket will market itself locally as ‘Møller Jensen SuperBest’, but the changes the supermarket has to go through to fully adapt to this new brand are not radical. The new aspect is to be more consistent and with higher focus on the Møller Jensen values discovered in the research. Because the marketing plan is simple and the alterations are not drastic, the risk of failure associated with this marketing scenario is low.

As the research has shown, the Møller Jensen brand is in Dragør more valuable than SuperBest. Hence why one might argue that having ‘SuperBest’ displayed on the logo will devalue the Møller Jensen brand. Nonetheless, the supermarket is locally nicknamed and in common terms called Mølleren, no matter what the name has been previous, and even though SuperBest went through a disastrous meat scandal the supermarket was not affected much. Therefore SuperBest will not currently devalue Møller Jensen, but

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Møller Jensen will leverage its value onto SuperBest. Furthermore, historically Møller Jensen has the tradition of having its name connected to suppliers e.g. Møller Jensen Favør, Møller Jensen Oceka etc. and it has still throughout these name changes kept its name and value locally.

12.2.2 Branded by Choice Marketing Scenario Within this marketing scenario, the Møller Jensen brand will locally mainly be used; however, whenever this is not possible, ‘Møller Jensen SuperBest’ will be used. The Møller Jensen brand will mainly stand-alone and will herby secure the supermarket to gain full benefit of the positive attitudes and loyalty that the customers have towards it.

Since Møller Jensen can stand alone a private label can and will be developed. The private label will be an additional offering to the customers, providing the supermarket with additional income possibilities as well as a way to differentiate itself from the local competitors and other SuperBest supermarkets. The selection will through the private label differentiate from SuperBest, and the supermarket will also adapt the rest of its selection to the local requirements maintaining its position as ‘a real grocery store’. Additionally, this will be a part of the exceptional service Møller Jensen must offer, because of a consumer perception towards the brand, which they are to fulfil.

The price of the private labels will be premium, since this is how the Møller Jensen brand is considered. No promotions will be offered under the Møller Jensen brand to maintain its premium value perception.

A new visual identity for Møller Jensen has to be created in alignment with its values to distinguish the brand from SuperBest. However, changing the façade will be too costly, and would not be allowed to be altered by SuperBest, and it will therefore remain as it is. The local support through sponsorships will be severely decreased and focus more on sponsorships that are connected to the values of the brand. This is mainly because the marketing budget is not sufficient to continue the current level of sponsorships, since the reinvention of the Møller Jensen brand will be costly and spread over the different marketing mix tools, e.g. a Møller Jensen loyalty program rewarding loyal customers of the supermarket. In this scenario the brand will sometimes be Møller Jensen and sometimes Møller Jensen SuperBest. The national brand is still SuperBest. This creates a large potential of brand confusion, why integrated marketing communication is essential, but also difficult. Extra efforts have to be made for the Møller Jensen brand to be perceived as wanted.

The brand Møller Jensen cannot distribute online, simply because it would not be profitable to develop its own online shop. However, delivery of groceries has to maintain, as this is a vital part of the values the brand wants to represent.

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The implementation of the marketing plan is quite complex as a new visual identity has to be developed and there is a larger potential of brand confusion if the communication is not properly managed. This also contributes to the risk of failure, because many minor aspects have to be performed for the marketing scenario to succeed.

Research shows that Møller Jensen has a far stronger brand in Dragør and consumers have more valuable perceptions towards Møller Jensen than the case with SuperBest. Therefore, to maximize the value of the brand and gain the highest potential of loyalty the supermarket must brand itself individually, which will also benefit the supermarket in the long run in case SuperBest suddenly is acquired by another brand.

Figure 27 illustrates the differences in the marketing mix between the two scenarios described.

Corporate Marketing Scenario Branded by choice Marketing Scenario Møller Jensen SuperBest Møller Jensen or Møller Jensen SuperBest

Product

- Private label No private label Private’ Møller Jensen’ label

- Selection SuperBest selection and local Very locally adapted selection

- Service Good service Exceptional service

Price

- Segments All segments Premium segments

Promotion

- Visual Identity Alter current one Make entire new one

- Sponsorships / Local Many and diverse Few, but focused support - Loyalty program Stay with SuperBest’s Make own

- IMC Easy Difficult

Place

- Online sales Through SuperBest Not possible

- Delivery of groceries Yes Yes

Implementation of Marketing Plan Fairly simple Complex

Risk of failure Low High

Figure 27 - Marketing mix of the two marketing scenarios

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12.2.3 Choice of Marketing Scenario Each of the marketing scenarios is applicable based on the research. The corporate marketing scenario is easier to implement, since it is closer to the current identity of the supermarket, and does not require any radical changes. The branded by choice marketing scenario takes full advantage of the values and perceptions consumers have towards the unofficial Møller Jensen brand by reinventing the exact consumer perception. This provides the brand with a lot of opportunities to individualize itself, and create a loyalty independent of SuperBest and its competitors. When the corporate marketing scenario will have a quick effect, the branded by choice will not have the same effect in the short-term, however, in the long-term it will have a unique and distinctive identity, which will teach the newcomers of Dragør about the history of the supermarket. Benefits of using the branded by choice marketing scenario are potentially more valuable than the corporate marketing scenario, why this is the marketing scenario chosen for further development.

The marketing plan for Møller Jensen will in the following chapter be described. Predominantly, the marketing plan will focus on when Møller Jensen is individually branded, since this is appropriate for most instances. The endorsed Møller Jensen SuperBest brand will also be touched upon when appropriate.

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CHAPTER 13) THE MARKETING PLAN One thing is gaining insight about a specific problem area, another is to use and execute it in a marketing plan with the purpose of increasing brand equity.

The following chapter will provide an analysis and overview of the tasks Møller Jensen has to perform to seize the opportunity found within this thesis. Target market, positioning and specific marketing mix will be included in the marketing plan.

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13.1 Marketing Strategy ”Brand positioning is the heart of the marketing strategy” (Keller, 2008; 98). In order to build the right positioning strategy it is essential to know whom to target. When positioning, the goal is to identify what values the customer withholds, use that information, and thereafter find the proper ”location” in the mind of a group of consumers or market segment, all in order to maximize the brand potential and thereby the brand equity. In order to reach the highest possible brand equity, four steps will be specified: (1) who is the target consumer? (2) Who are the main competitors? (3) How is the brand similar to the competitors? (4) And how the brand is different from them. The choice of target market and brand positioning will be similar for the Møller Jensen and Møller Jensen SuperBest brand.

13.2 Target Market Identifying the target consumer is important, since different consumers might have different attitudes and should therefore be handled differently to increase the brand potential. Ideally Møller Jensen should segment all its individual customers and provide each customer with a unique experience making them favourable and exclusive in the mind of the customer. This approach is, however, unrealistic both from a practical and economical point of view (Keller, 2008).

To choose a segment, it has to reach the following four criteria (Keller, 2008; 103): (1) Identifiability: Can the segment easily be identified. (2) Size: Is there adequate sales potential in the segment. (3) Accessibility: Are specialized distribution outlets and communication media available to reach the segment. (4) Responsiveness: How favourable will the segment respond to a tailored marketing program. From our analysis we have defined three segments that have been listed in Figure 28 on next page. Each segment have been characterized in regard to different segmentation criteria to illustrate the differences.

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The old loyal segment – The full nest segment – The convenient deal a life-long history with will look elsewhere if hunter segment – Living the brand not satisfied close by

Behavioural This segment will shop at This segment have a strong This segment lives close by the supermarket 4 out of 5 brand connection, but will the shop and will use it times and is very loyal only use the supermarket because of convenience if it lives up to its values not because of its values

Demographic This segment is 54 or older This segment is both male This segment can be a mix singles or couples, who and female, between 35- of ages and sex, mostly have retired with high 54 having a family (one or with a lower or medium savings more children), and is income receiving a high pay check

Household life cycles Older couple Full nest I, Full nest II, Full Undefinable (Percy, 2009: 142) nest III, Delayed full nest

Psychographic This segment stick to the This segment will pay the This segment believes that old values and has a strong extra coin for better price is most important local connection quality and service and is and will shop for special living a busy life with offers wife/husband, kids, and job

Geographic This segment lives in This segment lives in This segment lives close to Dragør and has had Dragør, but works outside the supermarket and will different addresses the municipality and will look at the weekly sales depending on the family shop many times a week and choose its purchases situation. They will drive choosing a supermarket from that the extra mile for the fitting their daily routine experience of shopping

Figure 28 - Market segmentation for the marketing plan

13.2.1 The Old Loyal Segment The first segment is the loyal customer, also called the “entrenched” (Keller, 2008), who is staunchly loyal and unlikely to change behaviour in the foreseeable future. This segment consists of the older generation who most likely is retired and living from a well-earned pension. Some 30% of the population in Dragør will potentially go under this category cf. Dragør facts. The segment grew up with Møller Jensen and therefore

108 withholds a strong emotional connection to the supermarket, which was identified in our qualitative analysis. This emotional connection were expressed in our qualitative research and determined in the quantitative survey. Dragør is a small community making word-of-mouth the ideal communication method, along with methods such as ‘Dragør Nyt’, delivered to more than 7.000 households and advertising flyers. The segment is of great economical interest since a designed tailored marketing program could make them spend more. In-house branding would be relevant as this segment is already visiting the supermarket. Especially the word-of-mouth created by this segment would be considered very valuable. The idea is to create a concept that tabs in to their emotional connections and values, bonding the historical aspect with local initiatives and the economic potential is not high enough alone. Furthermore, this segment is only available for a short time, due to their high age; stressing the importance of making sure that the “full nest” segment becomes the future “old loyal segment”.

13.2.2 Full Nest Segment The primary target group identified is the full nest segment. This segment is growing in numbers and not strangely the richest segment earning significantly more than the average Danish citizen. The segment is easily identified and highly influenced by trends end tendencies. Service and convenience is important, when you have both a family and a high performing job. Furthermore, a big family is consuming a lot of products and uses a big amount of non-food products e.g. diapers, detergents and personal care products; hence this segment contains high economic potential. Getting in contact with the segment can be a challenge. Even though they are immediate accessible, they are exposed by a lot of messages and input making it hard to break through the media/advertising clutter. Tailoring a marketing plan can potentially be difficult, but the research in this thesis has provided great insight in order to target consumers within this segment.

13.2.3 The Convenient Deal Hunter Segment This segment will not be targeted due to the fact that three (Identifiability, Size and Responsiveness) out the four criteria cannot be successfully reached. There is no doubt that this consumer will keep returning to the supermarket based on the weekly sales and some might even find new marketing initiatives favourable even though they are not targeted in the first place.

13.2.4 Choice of Target Market Based on Identifiability, Size, Accessibility, and Responsiveness only two of the three segments have been determined as relevant: The old loyal segment and the full nest segment. These are the target groups selected for the marketing plan in this thesis.

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13.3 Decision Making Once defining the target group it is essential to understand who within the household that is taking the decision and when, with whom, and how it is taken. A Behavioural Sequence Model (Percy, 2009) will be useful when designing the marketing mix, since the more direct and accurate the target group can be directed the better the effect of any positioning, communication, or media strategy. In this case the decision making process can actually take place twice. First of all, when someone in the household raises the attention to go shopping, which is then secondly followed by a choice of supermarket. The process is of course not always that simple and it is possible to have five different roles in a decision (Percy, 2009). This will be further described.

13.3.1 The Old Loyal Segment The old loyal segment has plenty of time to shop, having no kids or job. In contrast to younger couples with kids, the husband could also participate more in the shopping. This target group is seeking quality, personal service, and special products. They also like to feel/touch products before purchase and to be guided if necessary (Fremforsk.dk, 2013). The decision-making model in Appendix Y shows how the segment will go from need arousal to shopping evaluation. What is characteristic about this segment is that they have plenty of time to go shopping. They like to do what they are used to and put a pride to their values. They will most of the time buy what they are familiar with, which is why marketing initiatives must be focused on values they can relate to. See target audience behavioural sequence model for the old loyal segment in Appendix Y.

13.3.2 The Full Nest Segment In most full nest families the mother is still the principal shopper (Jyllands-posten, 2010). She makes 19 dashes to the supermarket every month, consisting of three big shopping trips, nine dashes to the shop to replenish the cupboards, and finally seven “top up” visits to keep family life ticking along (Dailymail.com, 2012). Like with the loyal old segment a full decision making overview has been created to illustrate and thereby ease the marketing and communication design, see Appendix Y. Overall, the mothers will a few days before running low be reminded by the family to buy different household products. She will consider different suggestions and with the exception of when she go shopping for a big dash, she will decide where to shop just before leaving work or in the car on the way home. When shopping she will beside proposals from her family decide where to go based on the good of her family’s health as well as a time saving aspect. A daily routine is also important for this segment, which is something important to bear in mind when creating the marketing plan. See target audience behavioural sequence model for the full nest segment in Appendix Y.

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13.4 Competition As described in Chapter 6, the level of competition is very high, and supermarkets therefore need to figure out how they can differ from their competitors. Hence, it is helpful to define how Møller Jensen can differ (POD) from their competitors but just as well how they are alike (POP).

13.5 Perceptual Mapping From earlier it has been identified that the reputation of SuperBest has been damaged due to bad publicity. As a consequence, SuperBest as a brand is now place in a very vulnerable position, compared to its biggest competitors (Irma and Føtex), see Figure 29 for illustration. Using the Møller Jensen brand and what it represents, they will enable them self to get back in the competition of the customers identified to be the primary target group. The competition in Dragør is very intense within the area where Møller Jensen wish to be positioned. However this makes sense based on the higher average income in Dragør, which is why this still is the position to prefer. Not only because of a high revenue potential, but also because it naturally suits the Møller Jensen identity and its brand perception.

13.5.1 POP – Point of Parity All three supermarkets strive to position themselves as a high quality and high service supermarket. Except for Irma, Føtex and SuperBest have a series of discount products (Budget and First Price) making them somewhat compatible to Netto, even though they are not targeting the same customers.

13.5.2 POD – Point of Difference Three criteria must be obtained in order to have desirable POD, (1) Relevance: Target customer must find the POD personally relevant and important. (2) Distinctiveness: Target customers must find the POD distinctive and superior. (3) Believability: A brand must offer a compelling and credible reason for choosing it over the other option (Keller, 2008; 114).

Møller Jensen is the only supermarket with a long history from which they have gained a unique selling proposition compared to their competitors. Certainly, this is the opportunity, which they must use now and in the future to compete on a market constantly challenged by new players. Møller Jensens POD lives up to all three criteria and will therefore be to offer a local supermarket. With a local supermarket, the customers will get a supermarket that knows them through a lifelong relationship and thereby their desires and needs. Shopping in Møller Jensen, customers can also be sure that they are using a supermarket, which supports local sports organisations and private and public initiatives. Møller Jensen will tailor a product line containing products ideally provided by mainly local suppliers. Having a close bond to the customers and the community as a whole, Møller Jensen will look to create a loyalty program offering unique advantages and special deals and savings.

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Offering this POD Møller Jensen has the feasibility, communicability and sustainability (Keller, 2008) to lift the identified POD. Thereby this positioning strategy has the potential to be enduring. Below in Figure 29 the perceptual mapping of SuperBest, Irma, Føtex, Netto, and Møller Jensen is illustrated.

Netto

Figure 29 - Positioning of the Møller Jensen brand 13.6 The Marketing Mix To achieve the above position Møller Jensen will use its marketing mix. However, too many change too fast can potentially be harming. Therefore, the marketing plan will be centred around three focus points, visual identity, private labels, and a loyalty program. These will all be described in the following sections. Furthermore, an integrated marketing communication section will be added to deal with the importance that all aspects of the marketing mix and communications will be integrated around these three focus point creating a homogenous brand identity of Møller Jensen.

13.6.1 Visual Identity With the ambition to withhold what Møller Jensen has archived during the last 50 years creating or re- creating a visual identity is essential. Møller Jensen has had many different visual identities throughout its history, but before 2001, most of it was adapted to the Møller Jensen brand. This changed in 2001 when

112 the visual identity of SuperBest took over. Because of this, customers only have a vague memory of Møller Jensen’s original visual identity (see Appendix Z), and therefore, the following new logo and a visual identity plan has been designed to reintroduce the Møller Jensen brand to the local consumers, see Figure 30 below.

Figure 30 - The new logo and visual identity of Møller Jensen

Møller Jensen SuperBest will be written with the same font as the new logo, however including a SuperBest logo after its name.

13.6.1.1 The Logo A visual identity is of course more than just a logo, however beginning with the logo a starting point for the remaining identity has been created. Deciding on what elements to include in the logo, all our insights from the qualitative and quantitative analysis has been used and matched up against Keller’s (2009; 140) six criteria for brand elements: Memorability, Meaningfulness, Likability, Transferability, Adaptability, and Protectability.

Figuring out what to include in the visual identity, two potential questions must be answered when the customer is being confronted: What is Møller Jensen? And what does it offer? (Percy, 2009; 175) The positioning strategy is product-oriented, meaning that the focus is on the product and its characteristics, in

113 this case the supermarket. A combination of a logo, brand name, and tagline has been identified to deliver the best possible message as well as providing some visual possibilities when it comes to store design. The flower is “borrowed” from the old logo creating a recall effect and historical emotional influence for people who can remember when “Mølleren was Mølleren”. Including the flower and the red colour, Møller Jensen will have a brand colour, which can be used in various visual display e.g. advertising in newsletters and new price tags.

The decision of choosing “Møller Jensen” and not “Mølleren”, is based upon the fact that the brand originally has been Møller Jensen and the local nickname for this brand was Mølleren, and furthermore, participants at all interviews indicated that Mølleren is something they call the supermarket popularly, and they would not like the name to be forced upon them. This phenomenon is also recognized by other brands. Chevrolet has e.g. kept using their official name and not “Chevy” as people also like to call it (Keller, 2009; 147).

The biggest difference with the new logo compared to the old one, is the decision to include a tagline. “Din lokale købmand siden 1964” [Your local grocery store since 1964] has been included to characterize the emotions and values the customers appreciate when recognizing the supermarket. The wording is short, simple, and easy to take in. Using “Your”, Møller Jensen is identifying itself and talking directly to the customer. Including “local” is in alignment with its wish and purpose to support locally. Finally using a year of establishment; “since 1964”, Møller Jensen is giving itself a historical value and seal of quality or at least indicating that it has a brand capable of surviving for almost 50 years. Apart from the in-store design which will be explained below, the logo will also be used for sponsorships, advertisement in newspapers, and for social events.

13.6.1.2 Inside The Store The in-store design has two functions: To stand out and, at the same time, not interfere with the existing store design. As the analysis show, customers are currently pleased with the in-store set-up and tidiness of the store, and “There is a fine line between providing customers with a good assortment and confusing them with too much merchandise” (Levy & Weitz, 2012). Møller Jensen’s merchandise must therefore be easy recognisable as well as represent the brand identity and it has to be done without confusing the customer. Examples of different methods to initiate will be to: Customize price tags, price signs, and banners when dealing with Møller Jensen products, such as; private labels and meat from the butcher (read more about this in the following section 13.6.2 Private Labels).

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The new visual identity will also be used on custom-made shopping bags (see Figure 31). Besides giving the customers a feeling of bringing home a bit of the local supermarket, the customers will also act as “advertising pillars” walking around the city carrying the branded shopping bag (see image of bag below, Figure 31).

Figure 31 - Example of the new visual identity of Møller Jensen

13.6.1.3 Outside The Store Obviously one of the most ideal places to introduce the new identity would be by converting the front of the SuperBest store. However, because of SuperBest policy this is not an option at this stage, despite the potential of achieving a lot of positive brand equity.

13.6.1.4 Visual Identity Sum-Up Overall, by executing this visual identity plan all of Keller’s six criteria are accomplished:

Memorability: Using the official name it will be recognised by most people in Dragør, and including the red flower it will attract the attention of the eye, and allow Møller Jensen to use that colour and the flower as individual elements referring to the brand.

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Meaningfulness: If people do not know Møller Jensen, the tagline will supplement the visual identity with a meaning giving both information about the product category (grocery store) as well as attributes and benefits of the brand (local and history).

Likability: Likability is obviously often subjective, however, the target has been to create an aesthetic appealing visual identity, and by mixing elements from the old visual identity with a more modern, timeless, and clean look.

Transferability: The transferability is great with the new visual identity. Not only is it less specific and also the fact that it includes two useful elements is ideal for transferability.

Adaptability: As with likability, the new logo is designed in a way making it easy to adapt for different uses. This has been done by not adding too much colour and elements that might go out of fashion in the long run.

Protectability: This is of course an important element; however, since Møller Jensen is local and cut of the rest of the country, it is not a treat or a real worry. No other supermarket in Dragør or any other place would be able to carry the brand or the elements included, because they would not have the history or associations as Møller Jensen has. Additionally, copyright of the identity can be arranged.

Linking it to the CBBE- and DAGMAR model (Figure 24), the new visual identity will create awareness of the Møller Jensen brand. Many consumers already have awareness of the brand, but with the visual identity the brand will not only exist in the language of the consumers, but also in the eye. The visual identity will also be a way to create recognition for new consumers in Dragør unfamiliar to the brand before. Nonetheless, most consumers are already aware of the brand, why the visual identity main communication objective is to create brand knowledge and brand attitude affecting the right side of the pyramid, imagery and feelings. A strong imagery identity possessing the feelings perceived by the consumer strengthens the bond between brand and consumer. Hereby, the ambition to reach resonance is much more likely and will be a step towards achieving loyal customers.

13.6.2 Private Label In order to build and support their local brand, as well as potentially create extra revenue, Møller Jensen should create its own private label, also referred to as store brand.

A private label is a company’s/supermarket’s own branded products contrary to national or global brands, such as Unilever and P&G; a concept mostly used in the retailing business. In the supermarket business, private labels are mostly common in the UK, though, the concept have also gained ground in the Danish

116 sector as well. In Denmark all supermarkets, such as Irma, Kvickly, and Føtex have initiated their own private labels (Dansk Handelsblad, 2011). There are several reasons why the supermarkets are deciding to start implementing their own labels in the store.

Firstly, private labels are seen as a strategic weapon, because the supermarket gain more control of the products (Juhl et al, 2006). Secondly, the supermarket typically achieves higher profit margins on private labels (Juhl et al, 2006; Chimhundu, 2012; Corstjens & Lal, 2000). Thirdly, if private label products have favourable consumer brand associations of value and quality, and are deemed as viable alternatives to national brands, they can result in a sustainable competitive advantage (Pepe et al, 2012; Corstjens & Lal, 2000). Lastly, private labels are a way for supermarkets to differentiate and build on its existing image and brand (Juhl et al, 2006; Corstjens & Lal, 2000; Ailawadi & Keller, 2004).

“Retailers can build store loyalty through strong store brands, and store brand users are more profitable than consumers who do not buy store brands at all. However, the most profitable customers are those who buy some but not too many store brand items. In order to retain them, retailer must balance their national brand and store brand offerings.” (Juhl et al, 2006: 333). Therefore, private labels must not stand alone (Chimhundu, 2012; Corstjens & Lal, 2000), and despite the popularity of private labels in Denmark, none private labels are considered to be the favourite brands of the Danish consumers in their category (Juhl et al, 2006).

Of these advantages, the most important one for Møller Jensen is the branding advantages. If managed well, a private label can differentiate the supermarket from competitors, build on the supermarkets image and develop loyalty (Juhl et al, 2006; Corstjens & Lal, 2000; Ailawadi & Keller, 2004). Especially the development of loyalty is a major benefit, as it is an objective to develop the target group “full nest” into loyal customers.

The private label should consist of a few different products categories, but only product categories where there is a possibility for the private label to be a premium brand. The reason for aiming towards being a premium brand is first of all due to that “… 86% believe that premium private label is better than or equal to national brands.” (Corstjens & Lal, 2000: 282), furthermore, it is only the premium private labels that provide the brand with the opportunity of differentiation and potentially create brand loyalty (Corstjens & Lal, 2000). Additionally, the Møller Jensen brand is highly valued in Dragør, and introducing a premium private label would be to follow the customer’s perception and expectation that they have towards Møller Jensen. Since the brand will be positioned as a premium brand, the price should also be reflected thereafter, meaning the products should have a higher price than the average national brands.

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The private label products will have to be of equal or superior quality compared to national brands to create the synergy effect wanted, since the Møller Jensen brand is perceived as a premium brand (Corstjens & Lal, 2000; Luitjen & Reijnders, 2009; Ailawadi & Keller, 2004). Furthermore, to be in sync with the Møller Jensen’s brand and the perception towards the image it would be of benefit if the products were supplied from local establishments.

Products offered by Møller Jensen could for example be: jam, honey, oil, tea, meat (such as sausages, special cut steak or other speciality meat from the butcher) or wine. (See Figure 32 where a private label for marmalade is illustrated, and Figure 33 for caramels). Before deciding on product lines, each product would have to be evaluated on its availability, competitive positioning, quality, and buy-in price.

The private label would have to be advertised differently than the regular products, and the communication will have to be in compliance with the consumer’s perception of the Møller Jensen brand and its values. Therefore, a separate point-of-purchase communication will be created in line with the new visual identity of Møller Jensen including custom made price signs.

When a product is ready to be introduced, in-store samples should be offered and special advertisements in Dragør Nyt as well as in-store will be crafted. Because of the positioning as premium products, promotion strategies will not be initiated. Instead the products will be a part of the loyalty program the supermarket will initiate (read more under 13.6.3 Loyalty Program). Additionally, the packaging of the products would each have to be of similar visual identity to one another and in alignment with the existing Møller Jensen brand. Examples of the packaging would be as the following (Figure 32 and 33)

Figure 32 - Example of Møller Jensen private label products - marmelade

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Figure 33 - Example of Møller Jensen private label products - caramels

The individual private label products will be positioned on the shelf mixed with the national brand products of its categories. The shelf space allocated of the private labels should optimal be 40% space for the private labels and 60% for national brands (Chimhundu, 2012), however, the supermarket is already pressured on shelf space because of its small size and the high mandatory selection, and therefore shelf space allocated will be as much as the physical frames allow.

With the introduction of a private label the marketing mix is affecting the CBBE building blocks on the left side of the model, performance and judgments as price, quality, reliability, and characteristics of the private label products will affect the brand. The DAGMAR communication objectives are to create brand knowledge and positive brand attitude. Furthermore, the private label also affects brand resonance, as the products are only available at Møller Jensen. The private label is also slightly connected to the right side of the CBBE model; however, this is mainly because of the new visual identity on labels.

13.6.3 Loyalty Program From a brand equity point of view and to increase brand loyalty, Møller Jensen should create its own loyalty program. There are several advantages of loyalty programs, although the effect of programs is company and context specific (Berman, 2006). Advantages include naturally loyalty, but also stronger attitudes towards the brand and lower price sensitivity among others (Berman, 2006). These advantages will be highly applicable, since the Møller Jensen brand has high customer satisfaction and positive consumer attitudes towards the supermarket (Gómez et al, 2012).

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There are four different types of loyalty programs (Berman, 2006). Type 1) is when all members get a certain discount on products whenever they use a loyalty card. A membership is available to all customers and the same discount is received regardless the customers purchase history. This type does not really reward loyal behaviour nor does it encourage repeat purchase (Berman, 2006). Hence, this type will not be considered, even though it is mostly common in the supermarket industry (Berman, 2006). Type 2) is when members receive one item free when they have purchased a certain amount. Membership is also available to all customers, and as a member of the concept the customer can manage the program themselves. This type is easy to administer, but it does not provide the company with much information about the member nor is it difficult to copy by competitors. The item purchased is the identical gift the member will receive as a reward (Berman, 2006). Type 3) is when members receive discount or credits based on the cumulative purchases. Membership is usually sought by those who spend enough to get the qualifying discount, and is more comprehensive, since past purchases have to be tracked (Berman, 2006). Type 4) is when member receive targeted offers and newsletters. Members are segmented according to purchase behaviour making this the most complex of the loyalty program types. The program requires merchants to be fully committed and it involves an immense amount of administration involving high costs (Berman, 2006). Møller Jensen does not have any advanced CRM program at this stage neither do they have a budget or incentive to invest in one. Furthermore, Møller Jensen does not have any system or money for an electronic loyalty card. Therefore any loyalty program initiated by Møller Jensen would have to be simple and easy to administrate for both the supermarket and the customers. Therefore the option of type 4) is not a possibility.

Møller Jensen has traditionally used a loyalty program back in the 1970ies. These involved stamps in bankbook loyalty cards. Here the customer got a stamp in their “bankbook” whenever they purchased for a certain amount. These loyalty-books could in the end be exchanged for certain products or discounts on products. This would be equivalent to a loyalty program type between 2) and 3). This program was simple to administer and self-managed by the customers. Members received credits based on their cumulative purchase history. However, it did not provide the supermarket with customer information and without membership segmentation. A similar loyalty program concept has been identified to be reintroduced again.

13.6.3.1 The Concept For each purchase exceeding 100kr. the personnel at the cash register will attach a stamp e.g. the flower from the new visual identity, and once the customer has reached 10 stamps, he or she can trade this in for a level 3 product (e.g. snacks). If the customer chooses to continue and reach 20 stamps a trade for a level 2 product (e.g. marmalade) can be made. Finally, reaching 40 stamps a level 1 product (e.g. wine) trade can

120 be made. The specific products would be chosen by the supermarket, and changed once a week or once a month depending on the popularity. When Møller Jensen introduces its private label series, it would be a perfect opportunity to distribute the products to the customers through the loyalty program. Hereby the customers will be inticed to try the products and hopefully repurchase on a later occasion.

The loyalty program will not include any demographical information regarding the members, which effectually can scare potential members away (Gómez et al, 2012), but will only require a personal e-mail address. Having an email, the supermarket can contact the customers with invitations to special events, e.g. wine tasting and newsletters introducing new products private label products, new employees, dialoguing with consumer about new sponsorships or products, or other news contributing to the customer’s perception of the brand (being local).

Furthermore, when a member joins the loyalty program and receives his or her loyalty-book, the book will already include two stamps, as this entices the member to purchase more and faster, increasing the potential of a profitable loyalty program (Kivetz et al, 2006).

The loyalty program mainly affects the top building block of the CBBE model, brand resonance. The program is a way for consumers to attach themselves to Møller Jensen hopefully ending with loyalty. Using the visual identity for the loyalty program also affects the right side of the model, as well as including private label products as rewards includes the left side of the model. The main communication objective for the loyalty is, however, to create loyalty, why brand resonance is the focus.

13.6.4 Integrated Marketing Communication The above three marketing focus points will be put into an integrated marketing communication (IMC) context, “it is a new way of looking at the whole, where once we saw only parts such as advertising, public relations… and so forth, to look at it the way the consumer sees it – as a flow of information from indistinguishable sources.” (De Pelsmacker et al, 2010: 17). IMC has the advantages of achieving a synergetic effect, and the communications becomes homogenous from the consumers point-of-view resulting in a more effective marketing communications (De Pelsmacker et al, 2010).

Møller Jensen will achieve IMC by considering all communication channels of the brand, controlling these and aligning them to communicate the same way with the same visual identity. Specifically this will be done by attaching the logo to every piece of communication where the sender is Møller Jensen, such as advertising (but not for regular SuperBest products), Public Relations (only involving Møller Jensen), local sponsorships, private label products, and point-of-purchase communications and events.

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The reintroduction of the Møller Jensen brand requires the supermarket to live up to the brands value and promises as perceived by the consumers. This means that the service has to be better than the regular SuperBest. Hence, the personal will have to live up to the service standards expected in Møller Jensen by smiling, looking into the customer eyes, aiding the customer in locating products, and also have knowledge of the products sold in the store (Allaway et al., 2011; Appendix K). Each employee will have to be knowledgeable specifically about private label products. The management has to be aware of all of these aspects when recruiting and training personal in the future. Furthermore, the Møller Jensen brand is considered a premium brand, which is why the price of private label products have to be kept at a premium. The consumer’s perception of time and ease of shopping in Møller Jensen is low, which also has to sustain to not decrease the value of the brand. Additionally, the supermarket has to continue to deliver groceries, as they have been doing for many years, and the location of the supermarket cannot change, because the history of the supermarket is connected to the location. Lastly, the supermarkets aesthetics will have to be ensured to be of high attractiveness, as this will have a large effect on the brand and especially the customer’s evaluation of the Møller Jensen private label (Richardson et al, 1996)

It is important to reduce the potential of brand confusion8, ensuring that the usage of the Møller Jensen brand is only practiced when Møller Jensen is the only and single sender of the communications. Whenever

SuperBest is included as the sender, Møller Jensen SuperBest or SuperBest should be the source of communication.

The IMC approach applied by Møller Jensen affects all aspects of the CBBE model, since it is implemented to support the visual identity, private label, and loyalty program of Møller Jensen, why exactly this is the communication objective of IMC.

13.7 Rollout of The Marketing Plan As described above the three focus points in the marketing plan will ensure Møller Jensen to affect its brand in every block of the CBBE model, and the different aspects will have an impact on the different communication objectives increasing the likelihood of a marketing success (see Figure 34). The new visual identity is the foundation of the marketing plan increasing awareness as well as knowledge and positive attitudes on the emotional (right) side of CBBE. The visual identity is the base of the private label, which will have a positive effect on brand knowledge, attitude, purchase intention, and purchase facilitation on the more practical (left) side of CBBE. The private label will together with the loyalty program, which also has its base in the new visual identity, aim towards purchase, satisfaction, and loyalty at the top of the CBBE

8 “Brand confusion refers to the fact that a communication for brand X [Møller Jensen] is regarded by the consumer as being a communication for a different brand, Y [SuperBest].” (De Pelsmacker et al, 2010: 115)

122 model. All of this will be supplemented with different complementary IMC aspects ensuring the full effect of each marketing point. See below for illustration on the connection between CBBE, DAGMAR, and the marketing plan.

Consumer Based Brand Equity Model DAGMAR Model: Møller Jensen’s Communication Marketing Mix objectives

Resonance

Judgments Feelings

Performance Imagery

Salience

Figure 34 - CBBE & DAGMAR connected with Møller Jensen's Marketing Mix

As the DAGMAR model indicates, step one has to be achieved to proceed to step two. Therefore, the marketing plan will also follow this logic. Firstly, the visual identity will be implemented in advertising, on employee clothing and sponsorships, along with a start-up of relevant IMC activities. Secondly, the first products of the private label will be introduced and more IMC activities will supplement this. Thirdly the loyalty program will be presented to the consumers and the last of the IMC activities will be applied. The time frame depends on the supermarkets ability to search and initiate company deals for private label products, as the visual identity and loyalty program already are planned and almost ready to be executed.

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CHAPTER 14) CONCLUSION In this chapter, concluding remarks are made such as the research study approach as well as the final outcome of the thesis. The chapter, thus, serves as a sum-up of the research; a stepping-stone towards the final marketing plan presenting how findings can provide SuperBest in Dragør with the necessary activities for them to stay competitive in the industry by managing two brands simultaneously.

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14.1 Final Conclusion There is a supermarket located in the city of Dragør with a history dating almost 50-years back. The supermarket had for many years the brand, Møller Jensen. However, in 2001 the supermarket joined the SuperBest alliance forcing it to change its brand to SuperBest. Even though SuperBest is now displayed the building, the supermarket is still in daily terms locally called “Mølleren”, a nickname referring to the Møller Jensen brand. Wondering about this, an investigation of the population of Dragør was decided to discover whether SuperBest Dragør has two brands locally and what the difference between these two were.

A preliminary quantitative research provided evidence that SuperBest Dragør has two brands, one being SuperBest and the other being Møller Jensen. 83% of the population in Dragør had knowledge of Møller Jensen as a supermarket in Dragør, while 78% had knowledge of SuperBest. This was surprising as SuperBest is the only brand physical and officially present in Dragør.

The differences between the two brands were investigated using qualitative methods such as, observation, focus groups and in-depth interviews, which were analysed by using Grounded theory. The findings were used to design a survey used for quantitative research upon the population of Dragør. Although Møller Jensen and the SuperBest brand have similarities in form of a large selection, good service, and the same satisfactory rate in regards to price, they also possess many differences.

Consumers are more emotional connected with Møller Jensen, while the connection with SuperBest is more practical. Møller Jensen is perceived as the local supermarket, supportive towards the community, and with a clear identity enabling people to associate it with a specific person. SuperBest is, contrary to this, a national supermarket chain, also supportive of the community, but at a lesser degree, and with a somewhat vague identity. SuperBest is extremely connected to a meat scandal some years ago, and despite the fact that Møller Jensen and SuperBest physically are the same, no one identified Møller Jensen to have anything to do with that same scandal.

Consumers are satisfied with both brands, but Møller Jensen score higher on service and selection. Furthermore, compared to SuperBest the consumers believe that they in a higher degree get what they pay for in Møller Jensen, even though it is the exact same supermarket. Moreover, 33% of the consumers in Dragør are brand promoters for Møller Jensen, while only 11% are brand promoters for SuperBest, and consumers would be more interested in shopping at the supermarket if the name changed from SuperBest to Møller Jensen.

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The findings provide SuperBest in Dragør with a valuable opportunity, in form of a sustainable competitive advantage if they successfully can manage the Møller Jensen brand, while still maintaining the advantages existing as a part of theSuperBest alliance. Therefore, SuperBest in Dragør would have to perform double branding, having two brands simultaneously (SuperBest nationally and Møller Jensen locally). A marketing plan was found necessary to reintroduce the Møller Jensen brand locally and to take advantage of the opportunity discovered.

The brand architecture of the Møller Jensen brand would be to mainly use Møller Jensen whenever it locally was possible, and if SuperBest had to be included, the SuperBest brand would endorse Møller

Jensen such as Møller Jensen SuperBest. SuperBest would still be the brand used nationally.

The target market of Møller Jensen is focusing on the full nest segment without excluding the old loyal segment. The positioning of the brand has to be in alignment with consumer’s current perception, on high quality, service, value, as well as price. The marketing mix is based upon the CBBE- and DAGMAR model achieving loyalty if successful. Three focus points of the marketing mix is pursued. Firstly, a new visual identity for Møller Jensen is created, where the visual identity will be included in all aspects where Møller Jensen is the sender. Secondly, the supermarket will develop its own private label series of premium products with the new visual identity in focus. Thirdly, a loyalty program will be initiated to secure customers to come back to the supermarket and support the private label. To support these three focus points an IMC approach will be implemented ensuring complementary activities, such as personnel training and store aesthetics.

The research of this thesis provides us with the confidence to state that if Møller Jensen decides to implement the developed marketing plan, it will gain a better perception of the brand, more positive attitude, and more loyal customers creating greater revenue in the end for the supermarket. The customers already know the Møller Jensen brand, and they assess this brand more valuable than SuperBest. A situation the supermarket needs to take advantage of.

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CHAPTER 15) FURTHER RESEARCH If unlimited time was available, what further research should be performed?

Following the findings and conclusions of this thesis additional research should be initiated. Firstly, it is important for SuperBest in Dragør to measure and evaluate the marketing plan and adapt its marketing to this. Secondly, generalizability of double branding should be investigated both in regard to other companies or supermarkets in the same situation, but also in regard to other industries and contexts.

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15.1 The Use of This Thesis in The Future The next step of this thesis would be to measure and evaluate the marketing implications of the marketing plan. Measurement and evaluation is necessary for the management to develop the supermarket further and keep taking advantage of the opportunity discovered. Especially an evaluation of the Møller Jensen private label is necessary. Each and every private label product will have to be evaluated. If products are not providing either enough revenue or positive brand associations it should be taken out of selection, and new product possibilities should continuously be considered and assessed upon the brand values of the Møller Jensen brand. The loyalty program should also be evaluated constantly.

Additionally, this thesis is the first research about managing two brands simultaneously, and the concept of double branding will have to be investigated further in the future.

Firstly, research will have to be initiated to investigate to see if the research transfers to other communities and supermarkets than Dragør and SuperBest in Dragør. Many individually managed supermarkets have joined the SuperBest alliance and changed its brand, and many of these would be worth investigating to see if the problem field and solution would be applicable to them. In Denmark, SuperBest v. Dalgaard in Hørsholm, Rotunden in Hellerup, and Vika in Køge would be relevant cases to investigate the generalizability of the research and whether the solution in form of a double branding marketing plan can be transferred to other supermarkets in a similar situation.

Secondly, double branding research should be introduced, investigating whether this concept would work successfully in other industries or companies. One obvious wondering is whether double branding is not evident as a marketing opportunity for company mergers and acquisitions, where both brands have local strength. It seems that different authors are arguing that companies should both ‘think global, act local’ and ‘think local, act global’, but why can a company not do both by double branding itself? This would be an area for additional research.

A valuable opportunity was found within this thesis; a cherished brand was almost forgotten. It would be surprising if only this opportunity existed for this company in this specific context. Further research should be initiated, and the double branding should be promoted for other companies to become aware of this opportunity that might also exist for them.

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WORD EXPLANATIONS Abduction: You come up with hypothesis as possible suggestions to a given problem field

Construct: Mental conception derived by mutual agreement for a specific purpose

Content validity: A matter of judgment supported by literature or previous studies

Convenience sampling: Sampling the people or units that are most conveniently available

Cronbach alpha: Mean correlation of all possible ways of splitting a set of items in half (>0.6 acceptable value)

Deduction: Is the process of reasoning from one or more general statements (premises) to reach a logically conclusion

Dichotomous questions: Fixed-alternative question that can only be answered in one of the two indicated ways, such as 'A' or 'B', Agree or Disagree, True or False, Yes or No.

Duopoly: Where there is only two manufactures on a market – it is closely related to oligopoly

Factor analysis: A statistical approach used to condense information containing a number of original variables into a smaller set of variables with a minimum loss of information

Induction: Is a way to describe something that leads to something else, so when applied to reasoning it just means you collect information and draw conclusions from what you observe.

Interval scale: Statistics a scale of measurement of data according to which the differences between values can be quantified in absolute but not relative terms and for which any zero is merely arbitrary

Judgment sampling: Selection criteria based on judgment that the element is representative of the population under study

Likert scale: A scale in which the respondent specifies a level of “disagreement or ” with statements that express a favorable or unfavorable attitude toward a concept

Mean: the sum of n observations divided by n

Monopolistic competition: Many producers sell products that are differentiated but not perfect substitutable – also called imperfect competition.

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Multiple choice questions: Is a form of assessment in which respondents are asked to select the best possible answer (or answers) out of the choices from a list.

Møller Jensen: The former name of SuperBest in Dragør, and the unofficial brand name of that same supermarket

Mølleren: The local nickname for the Møller Jensen supermarket, and even though it now is named SuperBest in Dragør, the local nickname prevails.

Nominal scale: Statistics a discrete classification of data, in which data are neither measured nor ordered but subjects are merely allocated to distinct categories

Perfect competition: No participants are large enough to control the market and no differentiation exists

Reliability: consistency; extent to which measurement error is equal to zero

Substantive area: the area under research using Grounded theory

Scale responses: Referring to the Likert scale method used in this thesis

SuperBest amba: The organisation behind the SuperBest stores and brand

SuperBest in Dragør: The specific SuperBest supermarket in Dragør, this thesis is concerning

Triangulation: Used as an indicator that more than two methods are used in the investigation so that the result is double or triple investigated. It is also called "cross-examination”.

Validity: Correctness of what was intended to be measured; extent to which observed measure is true

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APPENDICES

TABLE OF CONTENT

Appendix A) Inger Møller – Interview Summary (in Danish) ...... 141 Appendix B) Thomas Andersen – Interview Summary (in Danish) ...... 144 Interview Guide ...... 144 Summary of interview with Thomas Andersen ...... 145 Appendix C) Preliminary questionaire questions ...... 150 Appendix D) Raw data - Preliminary questionaire ...... 152 Appendix E) Observation notes ...... 153 Appendix F) Interview guide 1 - Interview Tine ...... 157 Appendix G) Interview guide 2 - fokusgruppe 1 ...... 159 Appendix H) Interview guide 3 - fokusgruppe 2 ...... 161 Appendix I) Interview guide 4 - Interview Britta ...... 164 Appendix J) Summary of all interviews ...... 167 Appendix K) Transcribing 1 - Tine Interview ...... 171 Appendix L) Transcribing 2 – Focus Group 1 ...... 194 Appendix M) Transcribing 3 – Focus group 2 ...... 224 Appendix N) Transcribing 4 – Focus Group 3 ...... 246 Appendix O – Transcribing 5 – Interview Britta ...... 274 Appendix P) Survey - Questions from SurveyExact ...... 284 Appendix Q) Distribution of survey - Dragør Nyt, July 2, 2013 ...... 293 Appendix R) Distribution of survey – Facebook ...... 294 Appendix S) Distribution of survey - Survey Flyer ...... 297 Appendix T) Survey - Factor and Reliability, SPSS ...... 298 Appendix U) Survey - Findings SPSS ...... 303 A) Gender...... 303 B) Age ...... 304 C) Do you shop in Mølleren? ...... 305 D) How often do you shop at Mølleren? ...... 306

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E) What would you call Mølleren if it changed its name to Meny? ...... 307 F) SuperBest is in the consumers mind a corporate supermarket chain with a strategy of being local 310 G) The meat scandal is related to SuperBest and not Møller Jensen...... 312 H) Møller Jensen is linked with its owner/manager and Møller Jensen is connected to the family who build it and owns it, while SuperBest is neither...... 315 I) Møller Jensen would be missed, SuperBest would not ...... 317 J) People have a clear mind and opinion about what Møller Jensen is, while their opinion upon SuperBest is vague ...... 318 K) Mølleren and SuperBest both have satisfied customers in regard to service, price, selection and that one gets what they pay for, without any difference between the two supermarkets ...... 319 L) Supporting the local community ...... 322 M) Loyalty ...... 323 N) Words that describe Mølleren and SuperBest ...... 330 Appendix V) Marketing Plan - Endorsed brand pictures ...... 336 Appendix X) Marketing Plan - Interview guide - Dalgaard og Rotunden ...... 337 Appendix Y) Target Audience Behavioral Sequence Model (Percy, 2009) ...... 338 The old segment ...... 338 The full nest segment ...... 339 Appendix Z) Pictures ...... 340

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Appendix A) Inger Møller – Interview Summary (in Danish) Resumé af interview med Inger Møller Jensen, enke til Møller Jensens grundlægger og tidligere ejer, Erik Møller Jensen, og nu bestyrelsesformand i aktieselskabet, der kontrollerer Møller Jensen. Og tidligere Købmand Jørgen Andersen, som har været bestyrer i flere Møller Jensen supermarkeder, samt købte Møller Jensen i Tåstrup efter konkurs.

Møller Jensen har været en del af flere forskellige grossister, herunder Hoseka, Favør, NK, men hver gang har de så holdt fast ved Møller Jensen navnet, selvom de har ændret logo på butikken pga. at man har ændret grossist.

Første butik blev erhvervet i 195?, da der blev bygget en ejendomsbolig, hvor en købmand skulle være en del af byggeriet. Erik og Inger lånte penge af forældrene og startede butikken, og levede de første 6 måneder af Ingers løn, hvorefter Inger sagde sit job op for at hjælpe Erik i købmandsbutikken. Det var ikke et supermarked, men en købmand, hvor købmanden henter varerne fra bag disken, og så havde de en kælder med drikkevarer.

Erik havde været i købmandslære i Dragør og blev udlært der, og var yderligere to steder som førstemand inden han startede sin egen købmand.

På et tidspunkt skulle man bygge ude på Sydstranden i Dragør, og her skulle være en grønthandler, slagter, købmand, bager etc. Men Erik mente at der i stedet skulle laves en købmand. Dette var i 1964. Der kom en selvstændig bager, mens resten blev slået sammen til et supermarked. Bageren blev senere indlemmet supermarkedet. Møller Jensen Dragør var det første supermarked på Amager.

I 1970 springer nogle gasbeholdere i Valby og man skal så bygge noget derude, og Erik fik et supermarked derude. Et stort supermarked med cafeteria mm. og der blev så noget storkøb også derude. Den lå på Vigerslev.

Roskilde blev det tredje supermarket for Møller Jensen i 1973

1974 Mosede

1975 vesterbro

1975 lyngby

1976 holte

1979 søvang

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Amagerbrogade solgte vi til vores førstemand sidst i 70’erne

I 1980 gik Erik Møller Jensen konkurs, men Inger fik lov til at købe Møller Jensen Søvang og et aktieselskab købte Møller Jensen Dragør. Mens Jørgen Andersen købte Møller Jensen Tåstrup som skiftede navn til NH som han havde til 1988.

Butikkerne var ikke købt, men nogle man havde ”lånt” af Marcus Choleva.

I 1980 var der stadig ikke nogle supermarkeder i Dragør, men Irma havde en købmand dengang, som ellers var den eneste.

Søren Møller Jensen bliver bestyrer i Møller Jensen Dragør efter aktieselskabet køber det i 1980. Aktieselskabet bestod af Inger og Eriks datter og mand, Inger og nogle tætte venner, som senere bliver købt ud af Inger. Aktieselskabet består nu af Inger og en repræsentant for hver af hendes fire børn.

Efter konkursen måtte Erik ikke have noget at gøre med supermarkedet, men stod stadig op hver morgen og vaskede gulvet i butikken.

Konkursen kom, fordi renterne pludselig gik stærkt og Erik ikke kunne skylde hvad han normalt ellers kunne skylde, og så væltede bøtten. Det var Danske Bank der dengang erklærede virksomheden konkurs.

Aldi kom og ville købe 3 butikker for otte millioner kroner i slutningen af 70’erne, men Erik ville ikke sælge til tyskerne. Erik var meget modstandere af at Aldi kom. Ligesom mange andre købmand boycottede han de firmaer som også solgte deres produkter til Aldi, fx Beauvais.

Erik havde storkøb, fx i Valby, det havde folk aldrig set før. Det var stor sække af toiletpapirer med 36 pakker i stedet for 1 pakke. Lidt ligesom Metro tidligere, hvor alt skulle købes i store mængder. På den måde kunne Erik sælge billigt og tiltrække kunder.

I 1977 havde Møller Jensens supermarkeder en årsomsætning på 250 millioner kroner.

Pludselig faldt alting ned i værdi, så derfor blev kreditten skåret.

68% betaler Erik Møller Jensen i skat, og han gør det med glæde, da han gerne vil give tilbage til samfundet.

På Vesterbrogade startede Møller Jensen et supermarked imellem to konkurrenter (heraf en Irma), men alligevel var de succesfulde. Det var de fordi de solgte varerne rigtig billige og under indkøbspris, og så levede man af kreditten til told og skat. Sådan var det dengang. Den dag i dag, der vil folk der husker Møller Jensen huske supermarkedet for stedet man handlede fordi der var det billigt. Det var ikke en discount

142 butik, men det var bare billigt, man købte nemlig store partier af varer ind. Når Møller Jensen åbnede en ny butik stod folk i kø udenfor og man blev nød til at lukke folk ind i grupper. Det vil svare til Bilka i dag, billigt storindkøb, bare uden non-food.

Erik havde også sit eget centrallager ude i Tåstrup, hvor han havde biler der kørte varerne ud til de forskellige supermarkeder. Han var sin egen grosist. Han købte for industrien (direkte for levandørerne) og distribuerede det derfra til sine butikker. Han var også vingrossist selv og købte direkte fra spritfabrikkerne, og så slap man for afgiften på mange af varerne. Der var også derfor at han var i stand til at sælge så billigt. Han sprang jo et led over. Han var meget forud for sin tid, men han havde ikke det regnskabmæssige med sig. Konceptet var super.

Erik var meget folkelig og gik rundt og snakkede med alle mennesker og kunder. Erik var meget visionær og nytænkende. Et af de første år han havde butikken i Valby formodede han som den eneste i Storkøbenhavn at sælge 25.000 juletræer for 3kr. Stk uanset størrelsen. Han købte juletræerne i Jylland et sted til en god pris og fik dem så fragtet til København.

Da Erik Møller Jensen hvade fire supermarkeder var han allerede indehaver af Danmarks største enkeltejet købmandskæde.

Inden Erik fik sit eget Engroslager delte supermarkederne navn med grossisten, fx Møller Jensen Favør.

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Appendix B) Thomas Andersen – Interview Summary (in Danish)

Interview Guide Icebreaker – introduction to the thesis, and pre sent material for him to be prepared

Questions:

Hvad er din baggrund

• Er du fra Dragør • Er du altid kommet I butikken • Hvornår begyndte du at arbejde hos Møller Jensen • Osv…

Hvordan vil du beskrive Møller Jensen?

- Hvad er det specielle ved Møller Jensen? - Hvad adskiller Møller Jensen fra andre supermarkeder? - Hvorfor vælger/valgte folk at handle i Møller Jensen?

Hvordan vil du beskrive SuperBest?

- Hvad er det specielle ved SuperBest? - Hvad adskiller SuperBest fra andre supermarkeder? - Hvorfor vælger folk at handle i SuperBest?

Hvad er forskellen mellem de to butikker/navne/brands (Møller Jensen og SuperBest)?

- Hvad ser du som forskellen? Og hvad ser kunderne som forskellen?

Hvad var folks reaktion da I skiftede til SuperBest

• Har folk skifte adfærd (handler/agerer folk anderledes?) • Kommer der flere/færre kunder? • Er det andre der handler i butikken nu ift. tidligere?

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• Når du snakker med kunderne refererer de så butikken som Møller Jensen eller SuperBest eller begge?

Hvordan markedsfører I jer? (kom med eksempler)

Hvordan ser du fremtiden for lokale supermarkeder?

Hvordan ser du fremtiden for SuperBest Dragør?

Summary of interview with Thomas Andersen Thomas is 35 yeas old and was raised up in Dragør. He left Dragør for 8 years when he educated himself within Dansk Supermarked. Now he is back in Dragør working as a XX?? in the family business “Møller Jensen SuperBest” as he likes to call it. Before the concept of discount and the heavy competition within the supermarket industry, things looked a lot different. 10 years ago Møller Jensen was the only quality supermarket measured on the level of educated personal. Back then Møller Jensen had a position were they could demand a higher price in return of better service. Even though a lot inside and outside has changed visual, and the store is loyal to the SuperBest profile, Thomas still get from the customer, that they have higher prices than other supermarkets in Dragør. The accusation that they require higher prices is not true anymore, and the only way Thomas can explain this perception, might come down to the fact that they have kept a lot of the old personal and thereby the culture, which might effect the people to have a preconceived notion of the store. Our biggest strength apart from service is that we are not locked in a capital chain like Føtex and Netto, meaning that we still have some freedom to adjust to what we want to do. Therefore we can still meet individual demands from the customer, in ordering home specific products. That being said, we still wish to follow the concept of SuperBest, and be faith to the concept, which off course also have a economical advantage. It has to be said that Møller Jensen would not exist without SuperBest, and that is something we will respect. However it has to be said, that my loyalty to the brand as such is very low, and if we change the name to something different in a years time I do not care, and it might even strength Mølleren as the customers call us. It is not a secret that SuperBest had a meat scandal some years ago and the fact that we score low in every brand comparison survey does not really do anything good to our revenue.

Today our biggest revenue comes from two segments; the deal hunter and the traditional shopper. Although these two groups are very important to Møller Jensen SuperBest, recently a new segment “full nest” due to lower hous prices has moved to Dragør. This is a segment that spends a lot of money on supermarket products, and therefore a group we will try and attract, without scaring anyone of the existing

145 customers away. Luckily we are not alone having the ambition to attract families with kids, and the way the SuperBest group wants to advertise in the future, is to make the ecological category more attractive. In general we are also very glad to be part of SuperBest when it comes to advertising, since they take care of everything on the national level, meanwhile we can focus on the local advertising. Our ambition is to strengthen our position as the local supermarket. We have earlier given away a lot of money to the local community without really announce us as the sender to the public. This is something we wish to change and when we in the future sponsor or donate money, we will make sure that people will know who we are. Today we use the local newspaper to advertise our local initiatives and besides sponsorships we arrange events like vine tasting. Beside the local newspaper we have no other channels beside sponsorships to advertise for our shop. No doubt that it is something we desire, but lack of knowledge and ability prevent us from doing it. If we in the future still wants to be a local supermarket supporting the community of Dragør, we must be ready to adjust to the surroundings. When I look around in Denmark I see many supermarkets who need to shut down, and in order to survive we need to follow the market and our consumers very closely and hopefully that will keep us alive.

Thomas er 35 år født og opvokset I dragør – flyttede ud da han var 20 – 29 og nu tilbage. Hele familen bor her ud. Handelsskole, og uddannelse I Dansk Supermarked. For to år siden blev ahn købmand i SuperBest Dragør.

Hvem er Møller Jensen:

Før: 10 år tilbage – det eneste kvali supermarked I Dragør forstået på den måde at de var de eneste der havde faglært personale. Derfor kunne tillade sig at gøre hvad de ville og stadig have kunder I butikken.

I dag: Vi går stadig meget op I at vores personale skal være fagligt dygtige, og vores personel kan hjælpe kunderne med faglige spørgsmål I alt mellem himmel og jord. Tanken bag at have fagudlærte medarbejdere var førhen, at man gerne ville betale dem lidt ekstra da man kunne tillade sig at tage tilsvarende højere pris for varene, da konkurrencen var lavere. Hvis man snakker med folk I dag, så har folk stadig en ide om at det er en dyr butik, da fortiden sidder fast I folk. – vores priser er konkurrence dygtige, så det er lidt sjovt.

Kundegruppe: Det er lokalområdet og vi trækker kunder fra hele oplandet, samt det ældre segment, da de godt kan lide at vi har holdt fast I vores modne personale.

Høj service grad: Folk kan bede mig om at bastille en vare hjem. Det er typsik en service der er omkostningsfuld, men også noget der skaber loyale kunder I hvert tilfælde over for det specifike product, og forhåbentlig også overfor os. Det er der ikke nogen andre supermarkeder der kan gøre, da de er låst fast

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I deres kopital kæde. Vi har høj grad af økologi, stører sortiment, og et visuelt præg på niveau med Føtex food. Vi er vores egen ejer, og tilpasser selv indenfor kædens rammer, og nogen gange lidt udenfor kædens rammer.

Vi forpligtiger os til: At følge SuperBest marketingsplan, og at handle fødevarer hos leverandører godkendt hos SuperBest.

Vi kan selv bestemme: om vi vil fører diverse former for isenkram.

På markedsføring benytter vi også vores egen strategi. F.eks. når folk de ringer så svarer jeg med “Møller Jensen SuperBest”. Det er lidt udenfor rammerne, men accepteret.

Når det er sagt så er vi meget loyale overfor SuperBest, da de har loyalitets koncpet, der både giver en gulerod for dem der følger det bedst, men også I forhold til at de skal klare det så godt som muligt. Det er ikke alle kæder der er lige loyale, hvilket dog er noget vi har givet håndslag på at vi vil leve op til nu. – vi vil gøre op med at være sig selv nærmest, og leve op til SuperBests krav. Desto flere penge SuperBest tjener, desto mere tjener vi. Selvom loyaliteten til SuperBest er opkøbt på baggrund af penge, er det så stor en sum at det ikke er noget man siger nej til.

Personale: Alle får at vide vi er et lille lokalt supermarked og at man skal snake pænt til folk, men dem der er her et par timer om dagen, de har ikke den samme forståelse af konceptet og historne som de fastansatte. Men vi går ikke så meget op I at fortælle folk om historien, men kulturen her ude hjælpe folk til at forstå hvad der ligger bag.

Kulturen både blandt personle er ikke så markant som den har været, men den er der stadig derude.

Folks reaktion ifm overgang til SuperBest: Folk er ligeglade med hvad der står på skiltet udeforan, de går mere op I at det er “Mølleren” – det er noget jeg hører fra folk.

Folk er tro overfor tilbudsavier, og der er ingen tvivl om at overgangen til SuperBest gav os et økonomisk løft, da de har en profil der sætter nogen krav som de ved at kunderne kan lide. F.eks. at der skal være rent og pænt, og pæne gavle – og det har der ikke altid været her ude.

Hvordan markedsføere I jer uden hjælp fra SuperBest: Vi vil gerne være Dragørs lokale supermarked, og det forsøger vi at få ind I folks hoveder. Vi sammenligner os med Føtex og Netto, da de er de største konkurrenter, og I forhold til dem, da er vi det lokale supermarked. Vi angangere os meget I local samfundet, med sponsorater, events osv. Vi havde bl.a. en uge hvor vi donerede 10 % af vores overskud til

147 den lokale sportsklub. Vi har altid givet rigtig meget væk, men har bare glemt at fortælle om det. Det er vi dog blevet bedre til med tiden.

Folks reaktion er naturligvis kun positive overfor at vi hjælper lokalsamfundet. Vi snakker om I øjeblikket om vi skal sponosrere Dragør musikfestival. Jeg er også aktiv I cykelklubben og Søren er aktiv nede ved havnen.

I forhold til markedsføring er der meget fri rammer, og vi kan gøre som vi lyster. Vi burger et lokalt blad der hedder dragør nyt, der rammer segmented over 40 år. Det er den mest nøjagtige markedsføringsmetode vi har fundet. De sociale medier er vi ikke gode nok til at kontrollere. Vi burger også den lokale avis til at vise vi støtter lokalt. Den er ret dyr, men det er vi inforstået med.

Vi kunne godt tænke os at tiltrække et yngre segment, og specielt børnefamilier er et segment vi har kigget meget efter. De har et stort forbrug og derfor atraktive. De familer sidder dog typisk ret dyrt I det I Dragør, hvilket gør at de vælger os fra som supermarked.

Vi har ikke fundet ud af hvordan vi reklamere børnefamile segmentet. Det er en ny gruppe man ikke så I Dragør førhen, da det simpelthen er for dyrt at bo her.

Der er fem kundegrupper:

Tilbudsjægeren er dem der tar rundt til alle supermarkeder. De er de første til at broke sig, men vender tilbage igen hvis der er cola på udsalg. Dem er der ikke rigtig nogen penge i.

Traditionel forbruger: Dem har vi rigtig mange af. Børnefamiler falder lidt ind under dennne kategori, men de hælder også til at de gerne vil have økologi og fairtrade. Hvis de kan se og ved hvor maden kommer fra så er de villige til at købe den. Men kommer man ikke ud med den gode historie/budkabet, så køber folk ikke produktet.

Vi vil gerne have fat I den økologiske generation, som også typisk er børnefamilierne.

Den nye linje I forhold til at markedsføre os, er at vi vil fortælle en historie. Dette initiative er jeg tilhænger af men er noget der er kommet oppe fra. Og det er hardcore for at fange øko forbrugeren.

Vi kan dog ikke undvære den traditionelle forbruger og tilbudsjægeren, da det er vores største målgruppe. Forsvinder de, så bliver vi jo til en Irma, da vi star tilbage med impuls og øko forbrugeren. Irma er en supplerende butik, og vi vil gerne være en hovedbutik.

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Fremtiden for lokale supermarkeder: Diskount bølgen presser branchen rigtig meget, og købmænd/supermarkeder lukker ned. Konkurrence og modvillighed til at forny sig er årsagen til at de lukker.

Vi oplever at pris bliver en størrer og størrer factor på marked. Er der ikke diskount produkter kan vi ikke overleve.

Vi er nødt til at følge udviklen, og dermed tilpasse omkostninger med indtægter. Da føtex food åbnede får et par år siden var vi nødt til at finde et lege hvor vi havde en plads, og det er lykkedes

Vi går rigtig meget op I at vi ikke har vare der er udsolgte.

Vi gør general rigtig meget, men kan desværre ikke male effekten.

Der blev lavet en spørgeskema undersøgelse sidste sommer, og vi klarede os middle. Personalet var super super, grønt fik kritik, pris fik vi kritik, ros til bade det unge og gamle personale.

Vi prøver at lytte til kritikken, og leve op til hvad folk vil have. Vi arbejder meget med grønt afdelingen da den havde fået kritik.

Hvad kommer der til at ske med SuperBest I fremtiden: Personligt tror jeg vi kommer til at hedde noget andet om et år. Det skyldes noget mere taknisk ift. Ejerfohold osv. Men hvorfor skifte navn?: SuperBest har ikke et stærkt brand og scorer lavest bland alle detail butikker og folk husker os stadig for kødskandalen.

Hvis man spørger forbrugerne ude I landet, hvis de skulle nævne en ting om SuperBest, så ville det være kødskandalen.

Hvis du skal sige en ting som folk siger om Møller Jensen hvad skulled et så være (hvad tror du de vil sige?): God service, lidt dyrer, vi har prisfejl, aldrig udsolgt.

Forskel imellem Møller Jensen og SuperBest?: Møller Jensen er et lokalt supermarked, men kan ikke klare sig uden en kæde I ryggen.

Hvorfor ikke droppe Møller Jensen: Vi vil være en 1er og det er det vi kan ved at have Møller Jensen som brand. Min loyalitet overfor SuperBest navnet betyder ikke så meget for mig – det kunne hedde hvad som helst.

Vi har et slogan der hedder – “Møller Jensen SuperBest så støtter du lokalsamfundet”

Slut!

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Appendix C) Preliminary questionaire questions Årsagen til denne undersøgelse er en kortlægning af borgerne i Dragørs købsadfærd. Vælger du at deltage i undersøgelsen, vil alle svar blive behandlet fortroligt.

1)

Sæt ring om de supermarkeder man kan finde i Dragør:

Føtex Aldi Fakta Møller Jensen

Irma SuperBest Netto Bilka

2)

Sæt ring om det nummer der fortæller hvor ofte du ugeligt besøger et supermarked i Dragør

Aldrig 1 2 3 4 5 mere

3)

List supermarkederne fra 1 – 4, hvor 1 er det supermarked du oftest besøger

Føtex Food Dragør ______

SuperBest Dragør ______

Irma Dragør ______

Netto Dragør ______

4)

Meget uenig Meget enig

a) Jeg handler i Dragør for at støtte lokalsamfundet: 1 2 3 4 b) Det er tilfældigt hvor jeg

150 handler: 1 2 3 4 5

c) Jeg har et personligt tilhørsforhold til hvor jeg handler 1 2 3 4 5

5)

Alder: (sæt ring): 0-15 16-25 26-35

36-45 46-55 56+

Køn (sæt ring): Mand Kvinde

Hvor bor du (sæt ring): Gammel by Sydstranden

Nordstranden Store Magleby

Søvang

Antal personer i husstand: ______

Har du altid boet i Dragør: Ja Nej

Antal bosiddende år i Dragør: 0-5 6-10 11-15 16+

Fuldført uddannelse (sæt ring): Folkeskole Mellemlang videregående

Almen Gymnasial Bachelor

Erhvervs Gymnasial Lang videregående

Kort videregående Forskeruddannelse

Da vi senere i vores speciale skal foretage fokusgrupper, vil vi høre, om vi på et senere tidspunkt må have lov til at kontakte dem? – det vil være til stor hjælp!

Navn______mobil/mail______

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Appendix D) Raw data - Preliminary questionaire

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Appendix E) Observation notes Føtex Tuesday May 07 16:45 (Anders)

The store was fairly empty compared to what I am used to from my own Føtex experience, a store I visit very often. The customers are very mixed but no young (>20) people without. A lot of people is asking for help and advices reaching out to the staff. The assistant varies from where to find beer on sale, what BBQ meat to buy and how to prepare it, and finally how to use the do-it-yourself counter. The service is provided, despite smiles are hidden away. All customers’ seams satisfied with the service and especially a girl in the butcher section is very helpful, spending almost 5 min on one customer. The store is neat and tidy, and you get the impression that if you need a staff member you can find one fairly quickly. This is of course also effected by the low amount of people in the store. At the service desk/kiosk the staff is not very welcoming, and some questions is even met by “I don’t know” without chasing down a question. An indication that the staff is not very skilled throughout the store. The customers are very relaxed, and the atmosphere is pleasant.

Netto Tuesday May 17:10 (Anders)

The Netto store is just as we know them. And you are met by the classical bip noise, indicating that products are being bought. As it was the case in both Føtex and Irma, the store is definitely not over crowded but it still the busiest of the three. The customers are mixed but not many young people a situation which could be explained by the fact that most young people (20-30) move away from Dragør to study elsewhere. As we all have experienced and a part of Netto’s image, boxes and pallets are placed and pilled up all over the store. Only one staff member who is not sitting at the counter can be found. He is “running” busy around the store and has little or no time to help the customers. This is a situation people seams to handle well and the atmosphere is calm and people walk around quietly. The staff is very young and their attitude indicates that this is just something that has to get done, with nothing showing that they enjoy what they are doing

Irma Tuesday May 07 17.30 (Anders)

Entering the store I was met by a supermarket, which was almost empty, despite the chosen time of the day supposedly should be the busiest time slot. The customers are primarily older people and business people (concluded from the cloth they are wearing), no prams was to be spotted, and no kids at all. The staff with an average age of approximately 19-20 is much present in the store, and at one point I see more staff around the store compared to customers. The staff is making sure that their shelves are full of products. At the counter two staff members is waiting for customers to pay for their products. It is clear

153 that Irma has some kind of guideline that the staff must follow, assuring that all customers is well taken care of and verbal treated well. Even though it seamed a little mechanical observing the interacting, the customers surly didn’t feel the same, and responded smiling back when talked to.

The first observation took place in Føtex Food in Dragør (in the north of the city). (Jesper)

The store looks very similar to all other Føtex stores that I have visited in Denmark. The clientel here is slightly old, and all customers walk slowly around in the store. Nobody is rushing, but are walking in a slowly dozed pace.

There is music on the speakers, but it is not loud enough so that one notices a specific song or that you notice it at all, if you are not paying attention.

It is a large supermarket, and even though it should be rush hour (17.00), then there are not many people in the shop.

There is a long wait at the register. People can use the self-service, but clearly prefer the manhandled register, where a young teenager is slowly scanning the products. The long wait seems to annoy customers, who are looking around in distress.

The interaction at the register is low. The boy sitting there is just scanning the products and not really talking or looking at the customer. The customer hands over the money, when the total amount is settled, and there isn’t even any eye contact or exchange of words, besides “here you go”.

There are a few personnel on the floor, but none of those are interacting with customers. One customer asks the self-service supervisor for advices, and he helps her to find the product she needs, but does it fast and without much emotion.

Two men ask the employee at the delicate area for advice about meat, and she happily takes the time to explain them about the options they have and advise them about how to prepare etc. She does this in a very friendly tone and with a smile on her face.

Customers barely interacts with one-another. Either they do not know each other, or they are just there to shop and nothing else.

Once I leave the supermarket it is clear that many people are coming from the Netto across the parking lot. They leave their Netto bags in the car and then go to Føtex. It seems as if they do their general shopping in Netto and then go to Føtex for specific shopping items. I go to Netto to observe this supermarket.

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The second observation took place in Netto Dragør (50 meters away from Føtex Food): (Jesper)

It is a classic Netto store, messy, filled with people, but it is larger than a regular Netto store, and therefore it is not as crowded, especially in the back.

The customers are walking at a high pace, and much higher pace than in Føtex. Most of them are walking and very focused on the products on the shelf, so the customers barely recognize each other.

There is no personnel on the floor, only two teenage boys handling the register, and at the register there is no interaction whatsoever.

The clientele is more mixed, and consists of both a young and an older crowd. I both notice a 80+ year old man, but also some kids, a woman with a small child and some people around 50-years-old.

The customers, even at the register, do not interact with each other, but look just focused to get done with their shopping and to get on with their day.

The third observation took place in Irma Dragør (by the harbor): (Jesper)

The store is perfectly located on the small shopping street in Dragør, close to the harbor.

The store inside is very beautiful, with a low ceiling, and very low shelves so one can look everywhere in the supermarket, if you are over 1.80m tall. This gives a nice overview of the whole supermarket, which is very small, almost like a big kiosk or 7-11.

There are only a very limited amount of people (5), although we still are there in rush hour (17.40).

There are no young kids in store, but middle to older segment. The customers are walking around in the store in a steady pace. Not fast, not slow, but steady.

Since there only are a few amount of customers, then it is hard to comment on the interaction customers in between, but there is no interaction between the ones there.

The personnel are very young. 3 young teenage girls, who are smiling to customers and interacting with customers at the register. It seems much more inviting to be a customer here than the earlier observed stores.

On my way out I notice that the largest signs in the store are homemade, with kind of a teenage writing. Somehow it seems unprofessional, or if it is on purpose, then it seems as an attempt to create some personality to the store; local feeling of some sort.

155

The fourth observation took place in SuperBest Dragør (in the south of the city) (Jesper)

The supermarket seems crowded with products on the outside, but once you enter it loosens up.

The Supermarket is big, yet small. Even though there might not be more customers in the store than Føtex or Netto, it seems full without being crowded.

There are at all time 1-2 personnel on the floor, and they are responsive to customers, some more than others though. The customers are moving around in a medium pace, like in Irma, looking around for products.

Many customers stop and talk to other customers. It seems as if the customers are better acquainted with each other, and it does not seem uncommon that customers stop and talk together.

One customer ask one of the teenage girl employees for a product and she walks the customer all the way to the product and doesn’t leave before she is sure that the customer has found the product.

The clientele in general is older, like a mix between Irma and Føtex. It seems that especially many 60+ customers prefer this place.

The personnel is like in Irma young girls, however, you also notice at least 2 grown up (40+) personnel, either in the kiosk at the end of the store, or sitting in the office, which has windows, so all customers can look in when they are waiting at the register.

There is no line at the register, and as soon as a queue is starting another register is opened to ensure low wait it seems.

Especially with the older personnel there is more interaction between customers and personnel, but also at the register the teenage girls are also smiling and encouraging interaction with customers, without exaggerating.

156

Appendix F) Interview guide 1 - Interview Tine Interview guide

Main purpose: Does SuperBest Dragør have two brands in Dragør? What is the difference between these two brands? From a consumer perspective is it possible for SuperBest Dragør to execute double branding?

Introduction

Forklar om vores speciale, at der ikke er nogle rigtige eller forkerte svar, at vi gerne vil have så dybdegående svar som muligt, at det er uformelt og fortroligt, og at det bare er en hyggelig snak.

General about supermarkets in Dragør

Hvilke supermarkeder er der i Dragør?

Hvor handler du?

- Hvorfor handler du der? - Er der andre steder du handler? Hvorfor? - Er der steder du ikke handler? Hvorfor?

Er der nogle supermarkeder som du ville ønske var i Dragør?

- Hvorfor/Hvorfor ikke?

Hvad synes du om at tage i supermarked?

Hvordan ser din dag ud, hvor at du skal handle ind? (Forklar gerne ned i detaljerne)

About SuperBest (generelt)

Chinese Portait øvelse: Hvis SuperBest var en person, kan du så beskrive den person for mig?

- Alder, køn, familiestatus, bor, bil, tøjmærke, husstørrelse, sport, undertøjsstil, hår, størrelse, sko etc

Handler du i SuperBest? (hvorfor?)

Når du tænker på SuperBest, hvad tænker du så?

- Hvorfor tænker du det?

157

Hvad er det lækreste ved SuperBest?

- Hvorfor er det lækkert?

Hvad er det dårligste ved SuperBest?

- Hvorfor er det dårligt?

Kollage – Præsenter konceptet og giv personen et bla. Kom tilbage efter 5-8 min, og snak om

About Møller Jensen

Chinese Portait øvelse: Hvis Møller Jensen var en person, kan du så beskrive den person for mig?

- Alder, køn, familiestatus, bor, bil, tøjmærke, husstørrelse, sport, undertøjsstil, hår, størrelse, sko etc

Handler du i Møller Jensen? (hvorfor?)

Når du tænker på Møller Jensen, hvad tænker du så?

- Hvorfor tænker du det?

Hvad er det lækreste ved Møller Jensen?

- Hvorfor er det lækkert?

Hvad er det dårligste ved Møller Jensen?

- Hvorfor er det dårligt?

Comparing Møller Jensen & SuperBest

Føler du at der en forskel mellem Møller Jensen og SuperBest?

- Hvad er forskellen? - Hvad er hovedforskellen? - Hvordan kommer det til udtryk i butikken? - Hvor er de ens?

Hvis du skulle vælge mellem at handle i SuperBest eller Møller Jensen, hvad ville du så vælge?

- Hvorfor?

158

- Hvorfor ville du vælge den anden fra? - Hvad kan Møller Jensen gøre for at blive valgt? - Hvad kan SuperBest gøre for at blive valgt?

Ville det være forvirrende for dig hvis SuperBest i Dragør ændrede navn til Møller Jensen?

Ville det være forvirrende, hvis den ændrede navn til noget helt tredje?

Hvad ville du så kalde den?

Appendix G) Interview guide 2 - fokusgruppe 1 Interview guide

Main purpose: Does SuperBest Dragør have two brands in Dragør? What is the difference between these two brands? From a consumer perspective is it possible for SuperBest Dragør to execute double branding?

Introduction

Forklar om vores speciale, at der ikke er nogle rigtige eller forkerte svar, at vi gerne vil have så dybdegående svar som muligt, at det er uformelt og fortroligt, og at det bare er en hyggelig snak.

General about supermarkets in Dragør

Hvis I skal handle i supermarked, hvor handler I så?

- Hvorfor handler du der? - Hvor ofte handler du der? - Er der andre steder du handler? Hvorfor? Er der steder du ikke handler? Hvorfor?

Hvad synes I om at tage i supermarked?

- Er det underholdende, forstyrrende, irriterende, pligt eller andet?

10 min. max

About Møller Jensen

Ved I hvad jeg mener når jeg siger Mølleren?

Når I tænker på Møller Jensen (Mølleren), hvad tænker I så?

- Hvorfor tænker I det?

159

- Hvad ville det betyde for jer hvis Mølleren fosvandt?

Hvad er det lækreste ved Møller Jensen (Mølleren)?

- Hvorfor er det lækkert?

Hvad er det dårligste ved Møller Jensen (Mølleren)?

- Hvorfor er det dårligt?

Handler I i Møller Jensen? (hvorfor?)

Chinese Portait øvelse: Hvis Møller Jensen var en person, kan du så beskrive den person for mig?

- Alder, køn, familiestatus, bor, bil, tøjmærke, husstørrelse, sport, undertøjsstil, hår, størrelse, sko etc

30 min. max

About SuperBest (generelt)

Når I tænker på SuperBest, hvad tænker I så?

- Hvorfor tænker I det?

Hvad er det lækreste ved SuperBest?

- Hvorfor er det lækkert?

Hvad er det dårligste ved SuperBest?

- Hvorfor er det dårligt?

Handler I i SuperBest? (hvorfor?)

Chinese Portait øvelse: Hvis SuperBest var en person, kan du så beskrive den person for mig?

- Alder, køn, familiestatus, bor, bil, tøjmærke, husstørrelse, sport, undertøjsstil, hår, størrelse, sko etc.

30 min. max

Comparing Møller Jensen & SuperBest

Føler I at der en forskel mellem Møller Jensen (Mølleren) og SuperBest?

160

- Hvad er forskellen? - Hvad er hovedforskellen? - Hvordan kommer det til udtryk i butikken? - Hvor er de ens?

Hvis I skulle vælge mellem at handle i SuperBest eller Møller Jensen, hvad ville I så vælge?

- Hvorfor? - Hvorfor ville I vælge den anden fra? - Hvad kan Møller Jensen gøre for at blive valgt? - Hvad kan SuperBest gøre for at blive valgt?

Ville det være forvirrende for jer hvis SuperBest i Dragør ændrede navn til Møller Jensen? (hvorfor?)

Ville det være forvirrende, hvis den ændrede navn til noget helt tredje? (hvorfor?)

Hvad ville I så kalde den?

20 min max

Appendix H) Interview guide 3 - fokusgruppe 2 Interview guide

Main purpose: Does SuperBest Dragør have two brands in Dragør? What is the difference between these two brands? From a consumer perspective is it possible for SuperBest Dragør to execute double branding?

Introduction

Forklar om vores speciale, at der ikke er nogle rigtige eller forkerte svar, at vi gerne vil have så dybdegående svar som muligt, at det er uformelt og fortroligt, og at det bare er en hyggelig snak.

General about supermarkets in Dragør

Hvis I skal handle i supermarked, hvor handler I så?

- Hvorfor handler du der? - Hvor ofte handler du der? - Er der andre steder du handler? Hvorfor? Er der steder du ikke handler? Hvorfor?

Hvad synes I om at tage i supermarked?

161

- Er det underholdende, forstyrrende, irriterende, pligt eller andet?

10 min. max

About Møller Jensen

Ved I hvad jeg mener når jeg siger Mølleren?

Når I tænker på Møller Jensen (Mølleren), hvad tænker I så?

- Hvorfor tænker I det? - Hvad ville det betyde for jer hvis Mølleren fosvandt?

Hvad er det bedste ved Møller Jensen (Mølleren)?

- Hvorfor er det godt?

Hvad er det dårligste ved Møller Jensen (Mølleren)?

- Hvorfor er det dårligt?

Handler I i Møller Jensen? (hvorfor?)

Chinese Portait øvelse: Hvis Møller Jensen var en person, kan du så beskrive den person for mig?

- Alder, køn, familiestatus, bor, bil, tøjmærke, husstørrelse, sport, undertøjsstil, hår, størrelse, sko etc

30 min. max

About SuperBest (generelt)

Hvor har i handlet SuperBest henne i hele landet?

Når I tænker på SuperBest, hvad tænker I så?

- Hvorfor tænker I det?

Hvad er det lækreste ved SuperBest?

- Hvorfor er det lækkert?

Hvad er det dårligste ved SuperBest?

- Hvorfor er det dårligt?

162

Handler I i SuperBest? (hvorfor?)

Chinese Portait øvelse: Hvis SuperBest var en person, kan du så beskrive den person for mig?

- Alder, køn, familiestatus, bor, bil, tøjmærke, husstørrelse, sport, undertøjsstil, hår, størrelse, sko etc.

30 min. max

Comparing Møller Jensen & SuperBest

Føler I at der en forskel mellem Møller Jensen (Mølleren) og SuperBest?

- Hvad er forskellen? - Hvad er hovedforskellen? - Hvordan kommer det til udtryk i butikken? - Hvor er de ens?

Hvis I skulle vælge mellem at handle i SuperBest eller Møller Jensen, hvad ville I så vælge?

- Hvorfor? - Hvorfor ville I vælge den anden fra? - Hvad kan Møller Jensen gøre for at blive valgt? - Hvad kan SuperBest gøre for at blive valgt?

Ville det være forvirrende, hvis den ændrede navn til noget helt tredje? (hvorfor?)

Hvad ville I så kalde den?

Hvis i stod foran to butikker og den ene var en SuperBest og den anden var en Møller Jensen, hvilken ville i så vælge?

20 min max

163

Appendix I) Interview guide 4 - Interview Britta Interview guide

Main purpose: Does SuperBest Dragør have two brands in Dragør? What is the difference between these two brands? From a consumer perspective is it possible for SuperBest Dragør to execute double branding?

Introduction

Forklar om vores speciale, at der ikke er nogle rigtige eller forkerte svar, at vi gerne vil have så dybdegående svar som muligt, at det er uformelt og fortroligt, og at det bare er en hyggelig snak.

General about supermarkets in Dragør

Hvis du skal handle i supermarked, hvor handler du så?

Hvor handler du?

- Hvorfor handler du der? - Er der andre steder du handler? Hvorfor? - Er der steder du ikke handler? Hvorfor?

Hvad synes du om at tage i supermarked?

- Er det underholdende, forstyrrende, irriterende, pligt eller andet?

Hvordan ser din dag ud, hvor at du skal handle ind? (Forklar gerne ned i detaljerne)

About Møller Jensen

Chinese Portait øvelse: Hvis Møller Jensen var en person, kan du så beskrive den person for mig?

- Alder, køn, familiestatus, bor, bil, tøjmærke, husstørrelse, sport, undertøjsstil, hår, størrelse, sko etc

Ved I hvad jeg mener når jeg siger Mølleren?

Når du tænker på Møller Jensen, hvad tænker du så?

- Hvorfor tænker du det?

Hvad er det bedste ved Møller Jensen?

- Hvorfor er det lækkert?

164

Hvad er det dårligste ved Møller Jensen?

- Hvorfor er det dårligt?

Handler du i Møller Jensen? (hvorfor?)

About SuperBest (generelt)

Hvor har du handlet SuperBest henne i hele landet?

Chinese Portait øvelse: Hvis SuperBest var en person, kan du så beskrive den person for mig?

- Alder, køn, familiestatus, bor, bil, tøjmærke, husstørrelse, sport, undertøjsstil, hår, størrelse, sko etc

Når du tænker på SuperBest, hvad tænker du så?

- Hvorfor tænker du det?

Hvad er det bedste ved SuperBest?

- Hvorfor er det lækkert?

Hvad er det dårligste ved SuperBest?

- Hvorfor er det dårligt?

Handler du i SuperBest? (hvorfor?)

Kollage – Præsenter konceptet og giv personen et bla. Kom tilbage efter 5-8 min, og snak om

Comparing Møller Jensen & SuperBest

Føler du at der en forskel mellem Møller Jensen og SuperBest?

- Hvad er forskellen? - Hvad er hovedforskellen? - Hvordan kommer det til udtryk i butikken? - Hvor er de ens?

Hvis du skulle vælge mellem at handle i SuperBest eller Møller Jensen, hvad ville du så vælge?

- Hvorfor? - Hvorfor ville du vælge den anden fra?

165

- Hvad kan Møller Jensen gøre for at blive valgt? - Hvad kan SuperBest gøre for at blive valgt?

Ville det være forvirrende, hvis den ændrede navn til noget helt tredje?

Hvad ville du så kalde den?

Hvis du stod foran to butikker og den ene var en SuperBest og den anden var en Møller Jensen, hvilken ville i så vælge?

166

Appendix J) Summary of all interviews Interview May 11th 2013 with Tine

The interview was held at a private location in Dragør. The participant Tine was recruited through the network of one of the researchers. She was acquainted with one of the researcher, why he was selected only as observer. After Tines arrival she was offered something to drink and the interview started. Tine was given a short description of why she had been asked to participate. The ice breaking part was a little too long, and the time for this part could have better used in either part two, three or four. The interaction was very good and the interview had a good flow, however she had some difficulties executing the Chinese portrait. In part two the moderator was challenged in using the laddering method, and did not get as high up the latter as intended. Halfway through we had arranged a break where Tine had to make a collage. The break allowed the moderator and observer to discuss the interview so far. The observer came with a few advices and because of the lack of time it was decided only to carry out one collage. The collage brought new interesting issues to the surface. It was interesting to notice that when the participant changed topic from SuperBest to Møller Jensen, the voice of the participant changed to a softer voice and tone as well as facial expressions. When the interview was over the Dictaphone was kept running and additional information was highlighted when Tine received more insights about the study. After Tine had left, the moderator and observer debriefed and evaluated the interview, as well as memos were written. The following day the interview was transcribed and insights from the interview was used for the focus group three days later.

Focus Group, May 14th 2013 with three participants.

The focus group took place at a private location in Dragør, close to the work and living place of all participants invited. We had recruited five participants using judgment sampling (the participants had to have residence in Dragør), 2 female and 3 male, who all were within the same age range from 25-year-old to 35-year-old. This was done on purpose, because when participants are within the same generation, they are more open for group discussion and have common reference point (Tracy, 2013). A couple of hours before the focus group, one of the female participants cancelled and later when the focus group started one participant did not show up. Therefore, we ended with a focus group of only three participants. This was not optimal, and we therefore quickly decided to focus more on doing an in-depth group interviews than group discussion, why the moderator during the interview asked more into depth, than normally done in a focus group.

167

The focus group guide was a modified version of the in-depth interview guide, which was altered to fit focus groups and adapted to insights gathered from the interview. The interaction between moderator, participants, and participants in-between was good. The moderator did what he could to bring all participants into the discussion; however, one of the participants was more responsive and dominated therefore. One commented mainly shortly to questions or the discussion; he was therefore asked many times directly by the moderator. During the interview the observer asked a couple of follow-up questions for clarification. The interview was finished 5-10 minutes faster than planned. After the planned questions the participants asked into the research, which then initiated more comments and insights on the subject. Because of time constraint debriefing between observer and moderator took place the next day, which also allowed the researchers to reflect on the insights and techniques used in the focus group.

Focus Group, May 15th 2013 with four participants

The focus group took place in a private location in Dragør, which all four participants were familiar with. We had recruited four participants using judgment sampling (the participants had to have residence in Dragør) and all four participants were came. The participants were all in the same age range 58-63-years- old with same reasoning as the earlier focus group. All participants had knowledge of one another, since they had children at the same age. The participants were three women and one male. Three of them worked outside Dragør, while one was retired and spent a lot of time in Dragør. Already before the focus group started it was clear that all participants were talkative and were comfortable in the atmosphere. One participant came 10 minutes late, why we had to rush a bit through some of the questions.

The interaction in the group was very dynamic and once the moderator had asked a question all participants wished to express their opinion, and they continued to play on each other’s views for such a long time that the moderator was required to cut through and end the discussion topic. One of the participants (female) was not contributing as much as the rest, but the moderator made sure to include her by asking her directly. The participants were not fond of the creative exercises of the focus group, and were in general very pessimistic of the attempt from both observer and moderator to get the participants to dig deeper emotionally, but nonetheless, valuable insights were gathered. The focus group was finished perfectly in time, and afterwards the participants were asked for additional comments and questions initiating a whole new discussion. After the participants left, the observer and moderator debriefed one another, and the focus group guide was altered again for the upcoming focus group the next day.

Focus Group, May 16th 2013 with seven participants

168

The focus group took place in a private location in Dragør, which again the participants were familiar with. We had recruited five participants using judgment sampling (the participants had to have residence in Dragør); however, two participants brought their significant other along, making the total amount of participants seven. The participants were somewhat all in the same age range 56-81-years-old, with same reasoning as the earlier focus group. All participants had knowledge of one another, since they all were a part of a monthly cooking group. The participants were three women and four men. All of the participants were on time and the focus group started as planned. Since there were seven participants, the moderator was prepared to guide the discussion more than earlier; however, this was unnecessary since the participants were not very talkative. Three male participants dominated in the beginning, while two of the female participants also were very participative. One woman and man were not participating too much, and the moderator tried several times to bring these into the discussion. Again the creative exercises were difficult to perform; however, good insights were gathered. Since participants were not too talkative, the focus group went by fast and it was finished within an hour. After this the floor was open to additional comments and questions and even more insights were gathered. When the participants had left the observer and moderator debriefed.

Interview, May 20th 2013 with Britta

The final interview was planned as an in-depth interview with Britta at her own residence in Dragør. Britta had lived her whole adult life en Dragør with her son (who now lived in Copenhagen) and husband. They now lived a little further away from SuperBest than they did earlier, but had great knowledge and memories from the time when they used the supermarket more often.

Even though we had placed the interview at Brittas own house she seemed a bit nervous. As a consequence we therefore spend some time during the introduction to ensure she felt relaxed before starting the actual interview. It became clear after a few minutes that Britta needed some of our tools for us being able to dick deeper into her emotions and attitudes. Using the Chinese portrait helped us getting more detailed descriptions. However, after some time we saw the need of using our collage technique as well. When Britta had some time for her to look through the magazines, the observer and interviewer had a chance to discuss how to get the most out of the interview. It was decided to give a short speech to Britta explaining her that she seemed nervous and that she had to relax. The speech, the collage or a combination of the two had the wanted effect. Britta was suddenly more relaxed resulting in some good final insights. Not surprisingly, when indicating to turning off the voice recorder, Britta opened up even more and she now supplemented additional insights. Because the interview was officially over these insight could not be used in the analysis. However, it still supplied important impressions for the future research. After the interview,

169 observer and interviewer debriefed each other, and the interview was shortly after transcribed for coding and analysis purposes.

170

Appendix K) Transcribing 1 - Tine Interview Moderator intoducerer at formålet med interviewet er dataindsamling til speciale, og at vi snakker med forskellige borgere i Dragør, for at få deres indblik i deres købsadfærd i forbindelse med supermarkedsindkøb.

Må jeg hurtigt spørge. Hvilke supermarkeder er der her i Dragør?

Tine: SuperBest, Irma, Føtex og Netto

Det er de fire supermarkeder der er herude?

Tine: Ja

Hvor handler du henne?

Tine: Primært Føtex og Netto, og en engang imellem Irma og SuperBest, men det er i virkeligheden beliggenheden der bestemmer

Det er beliggenheden der er afgørende?

Tine: I høj grad

Er der andre faktorer der er spiller ind?

Tine: Nej. Jeg synes Netto og Føtex komplimenterer hinanden meget godt, men havde jeg boet tættere på de andre supermarkeder havde jeg handlet der.

Hvor bor du henne

Tine: Jeg bor ude på nord, lige ved siden af Netto og Føtex

Er der andre steder herude i Dragør du handler, hvis du kigger ud over supermarkeder. Bruger du lokal området?

Tine: Ja det gør jeg. Der er både tøj og andre, grøntsager, kød og ost og blomster og grænthandlerern

Betyder det noget for dig at det er lokalt?

Tine: Der går nok en lille smule dobbeltmorale. Jeg ville rigtig gerne handle lokalt og støtte det lokale og opretteholde det herude, men omvendt så har prisen også noget at sige og udvalget har også noget at sige og derfor så ryger man jo nogengange ind til byen og køber noget det.

171

Så pris og udvalg?

Tine: Det er der dobbeltmoralen kommer ind ikke. Fordi jeg ville gerne støtte de lokale og have handle lokalt og sådan noget, men hvis noget får hen og bliver for dyrt, så synes jeg ikke rigtigt at det svarer sig det som jeg vil betale og rimeligt at betale, så tager jeg ind til byen.

Hvad med i forhold til Føtex og Netto, så nævnte du beliggenhed, men har pris også noget at spille ind der?

Tine: Netto er jo billige, men ikke så billige som de jo har været og det gør faktisk også lidt at vi handler mindre i netto end vi har gjort, men mest så er det fordi det ligger 5 minutters gang fra hvor vi bor, så det er der man render forbi, når man alligevel er ude og rende.

Så nu hvor vi har været inde på supermarkederne vi har i Dragør, men du nævner at du godt kan finde på at smutte ind til København, men er der ellers nogle andre supermarkeder du kunne tænke dig lå herude.

Tine: Ja! Jeg kunne rigtig gerne tænke mig en Rema 1000. Den ligger på Løjtegårdsvej ligenu, som lige er et kvarter i bil, sådan en kunne jeg rigtig godt tænke mig. Og så kunne jeg godt tænke mig en Coop butik. Gerne en Kvickly, men jeg synes nogle af Coops produkter mangler herude. Der var en Super Brugsen tidligere hvor Irma er i dag, men den er der jo ikke mere.

Kan uddybe lidt mere hvorfor Rema og…

Tine: Rema er et lavpris supermarked, som jeg synes har et rigtig godt udvalg, som jeg faktisk synes er bedre end Netto og dem sammeligner jeg med hinanden, og derfor ville jeg hellere have en rema end en netto herude, jeg synes deres udvalg er bedre, både produkter og priser, og så pænere. Vores netto er enormt rodet synes jeg. Jeg synes at Rema butikken er pænere og mere overskueligt.

Du kommer der ofte?

Tine: Det gør jeg. En stor grund til at jeg kommer der er at vi har en piger der bruger ble, og i rema sælger de bleer som er svane mærket, som jeg synes er vigtigt, billigt, og det sælger de ikke i nogle af butikkerne her i Dragør.

Kan du nævne mere om hvad for nogle produkter…

Tine: Udover bleerne som var opstarten og grunden til at vi startede med at handle i Rema, og så opdagede vi at de havde en masse produkter som er gode. Jeg synes de har en rigtig god frugt og grønt butik eller afdeling. De har også økologiske varer. Det er ikke vigtigt for mig, men det er vigtigt for mig at det er pæne grøntsager og at de er friske. Og så er der også at det er fint for mig at det ikke koster en herregård

172

Hvordan passer det så med at du handler i Føtex og Netto, i forhold de kriterier du har?

Tine: Fødevarerne oppe imod hinanden?

Nej de to supermarkeder imod hinanden, fx økologi eller…

Tine: Grundlæggende så vil jeg gerne have noget der er friskt og også gerne have noget variation og inspiration giver det jo også, og samtidig så vil jeg helst ikke betale for meget

Det er noget du kan finde i de supermarkeder

Tine: Det synes jeg. Og når jeg så skal inspireres eller noget specielt jeg gerne vil have eller noget der er ekstra lækkert, så er det jeg går over i føtex, for så synes jeg at de dækker det ind.

Kan du godt lide at handle ind og være dernede?

Tine: Ja nogle dage er det jo bare lige ned og handle ind og så hjem igen, men nogle gange kan jeg godt lide at gå og være tid om at handle

Spiller det ind? Hvis det er noget du godt kan lide? Hvilken supermarked du vælger den dag?

Tine: Det er er ikke det afgørende. Det kan godt være det spiller ind, men ikke det afgørende. Det afgørende er at hvis jeg planlægger noget jeg vil ha’, så planlægger jeg er gå derhen hvor jeg kan finde det. Hvis jeg skal have noget der er lidt specielt, så forventer jeg ikke at jeg kan finde det i Netto eller rema for den sags skyld, og derfor går jeg i Føtex. Så hjemmefra tager jeg stilling til hvad er det jeg årimært eg skal have. Hvis jeg skal have mange varer, så starter jeg typisk i ntoo og handler der alt det jeg kan få og så går jeg i Føtex efter de varer jeg mangler. Og det er jo prisbevidsthed, for jeg kunne sikkert få alle varerne i Føtex, hvis det var det jeg ville! Men jeg vil ikke betale 2 kr mere som noget jeg synes er det samme. Så gør jeg sådan

Jeg har kigget omkring, men jeg har jo set at netto og føtex ligger meget tæt på hinanden, spiller det ind?

Tine: Helt klart. Det er jo samme vogn. Især når man skal handle meget og har bilen med eller noget, og ikke bare skal have mælken med på cyklen. Så handler man én vogn og så handler man alt det man skal bruge i netto og så går man over og tager de sdiste småting i Føtex. Hvis ikke Føtex havde været der, det var den jo ikke tidligere, så havde det betydet at jeg skulle køre til Irma eller SuperBest, og der havde jeg ikke valgt Irma, for de er for dyre i min optik. Det er småting der bliver handlet der. Så kører jeg i SuperBest, så havde jeg nok endt med at købe det hele der, for i min overbevisning, og det er ikke så meget jeg kender til det, for det er den butik der ligger længst væk fra mig, så den kender jeg ikke så godt, men så kunne jeg

173 finde på at tage bilen derover, handle det hele mælk og smør i deres billig linje og så lidt lækkert ved siden af. Men fordi at føtex og netto de ligger ved samme parkeringsplads så kan man jo dække sig fuldstændig ind.

Du har været lidt inde på det, men hvis du nu skulle beskrive en typisk dag hvor du skulle handle ind, hvordan starter den og hvordan slutter den?

Tine: Jamen der er op og på arbejde og hvad gør vi og så hjem igen og enten så handler jeg når jeg har fri, typsik i netto, det er der jeg handler mest, på cykel fordi det er nemt. Ikke fordi jeg er super glad for vores netto, men den ligger tættest på. Jeg er ikke tilfreds med den. Heller ikke serviceniveauet eller medarbejderne . Men så handler jeg der, det jeg skal og så hen i vuggestuen, eller så kører jeg ned og henter hende i vuggestuen og kører vi sammen op og handler.

Kan du prøve og beskrive hvad det var du var utilfreds med ved Netto?

Tine: Jamen i vores Netto, og der er forskel på netto’er i landet i høj grad. Eksempelvis så synes jeg at vores netto er meget rodet og i forvejen så kan man ikke komme forbi for papkasser, og jeg ved godt at netto er lavpris, så man kan ikke forvente at det er ligeså fint set-up som i irma, men du kan vel godt forvente at du kan komme til med din vogn, men jeg synes også at du kan finde produkter som ikke er i orden dernede. Grøntsager som er for slatne, synes jeg simpelthen, selvom det er lavpris, er det simpelthen for low, og jeg tænker at det er fordi konkurrencen ikke er stærk nok at man sjusker. Ellers så tror jeg man ville tage sig lidt mere sammen. Så har der været alt for mange medarbejdere dernede som har været unge drenge, som har haft travlt ved at tale ved kassen om hvad de har lavet i weekenden, end rent faktisk og betjene kunderne. De har rettet lidt op det. De har fået nogle lidt ældre dernede. Blandt andet en dame der er på noget særorden, og meget tydeligt at hun er glad for sit job og hun yder meget bedre service. Og sådan nogle ting det irriterer mig at jeg skal lægge penge et sted som har så dårlig service. Så ville jeg meget hellere handle et andet sted, men beliggenheden gør at jeg ender med at komme der alligevel.

Det helt afgørende er…

Tine: Beliggenhed.

Netto kunne ikke gøre noget som i sidste ende gør at du holder op med at komme der

Tine: Så skulle vi ud i noget lidt mere ekstremt. Det kan vel altid ske, men så er vi nok ude i nogle ekstreme teorier om misbrug af medarbejdere eller noget andet voldsomt. Jeg kommer jo alligevel. Men ligeså snart at det er lidt større indkøb og vi har bilen med så kører vi til rema, men jeg handler oftest på cyklen

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Jeg rykker lidt videre her, og så tager vi fat i SuperBest. Jeg har en lille øvelse jeg starter med, så hvis du nu skulle beskrive SuperBest som en person, hvordan ville du så beskrive den?

Tine: SuperBest i Dragør eller generelt?

Generelt

Tine: Jamen, så meget kender jeg jo ikke til SuperBest, for jeg handler der jo ikke så meget, men skulle det være, så er SuperBest… Det ved jeg sgu ikke… Det er ikke en hel ung person. Vi kan godt sige det er en i 40erne. Mand, middel til over middel i indkomst, social også, bevidst person, et menneske som er relativ målrettet… typisk kerne familie med børn. Det er jo manden i familien, og han kunne sagtens dyrke lidt sport, cykle lidt eller spille lidt fodbold.

Handler du i SuperBest?

Tine: Det gør jeg, men det er sjældent. Og egentlig ville jeg også gerne læse avisen og deres reklame når den kommer, men jeg gør det ikke fordi jeg tænker at der kommer jeg jo alligevel aldrig over. Og så gør jeg det endnu sjældnere, for så bliver jeg jo ikke pirret af nogle af de tiltag som de viser i aviserne eller spot.

Men du har været der?

Tine: Ja og jeg er sikker på at jeg ville handle der meget mere hvis jeg boede tættere på

Når du hører ordet superbest, hvad tænker du så?

Tine: Udover det som jeg sagde med manden, så mener jeg at det er i orden, og så kommer man naturligvis ikke uden om kødskandalen.

Og hvad var det for noget?

Tine: Det var noget om at de ompakkede deres kød og satte nye datoer på og det er forbudt og ulovligt og uetisk og på ingen måde i orden.

Hvordan har du det ift det?

Tine: Jamen, det er jo snyd. Det er et tillidsspørgsmål at man ryder folks tillid og det kan være svært og lang tid at rette det op igen, og det synes jeg man skal passe rigtig meget på med og det er selvfølgelig lidt ærgerligt at når man så sagde at man havde rettet op på det, så var det alligevel ikke rettet og så er det jo dobbelttillidsbrug, men nu er jeg måske ikke en forbruger der går allermest op i datoer, jeg kan godt drikke

175 en mælk der er en dag over dato, men udover det er uetisk er det ikke nok til at afholde mig fra at handle der eksemplvis.

Du siger tillid?

Tine: Man snyder jo og svindler på en måde som du som forbruger har ingen måde at opdage. Vi står jo ikke og sætter en bakterie måler i kødet derhjemme. Vi kan jo snyde hinanden, hvis vi har lyst til det, men det synes jeg ikke er formålet.

Men det er noget der bliver hængende føler du?

Tine: Jamen det tror jeg og jeg er ikke engang sikker på at de nogensinde kommer af med sådan en der. Der er jo det med at når nogen laver sådan noget humbug, så hænger den for evig tid. Og det er måske ufortjent, hvis de retter op på det, på den anden side når man gør det to gange eller flere gange i træk at det så er okay at man er i den sorte bog for så har mange jo handlet uetisk, men vi laver jo alle sammen fejl, og det hænger jeg mig ikke i, men at handle uetisk, det synes jeg man skal holde sig fra

Andre ting med SuperBest?

Tine: Deres reklamer med den ucharmerende mand som på sin vis er meget sjov og på sin vis plat, men den er gået ind på tapetet, så den virker vel som den skal. Og jeg kender så en der bestyrer en superbest, så bliver der jo snakket lidt mere om det, end ellers.

Din viden om SuperBest, hvad tænker du der?

Tine: Den er selvfølgelig større når en ven bestyerer den. Og havde jeg ikke kendt ham, så havde min viden været meget mindre. Jeg havde personligt ikke selv opdaget at de havde en billig linje. Det er ikke noget der har fanget mig, også fordi jeg ikke bruger superbest, fordi den ikke ligger der hvor jeg handler. Og det fortæller min ven mig om, og så bliver jeg bevidst om det. Og hvis jeg ikke vidste det ville jeg komme i endnu mindre grad, da jeg så bare ville tænke at de var dyre, fordi jeg ligger dem i samme pulje som Føtex og Kvickly, men nu ved jeg at de har en billig linje, og så ved jeg at man også kan få netto pris produkter, men det havde jeg ikke været klar over, hvis ikke jeg havde fået det belyst.

Kan du forklare mig hvordan du klasificerer superbest?

Tine: Som jeg ser det, så er der jo også mange af de andre Føtex, Bilka, Kvickly som ogås har fået deres billige linjer, og derved så vil jeg nok placere det der, superbest, sammen med dem. I Bilka kan du også finde noget dyrere produkter, de er ikke så billige som de gerne vil gøre sig til. Føtex og Kvickly går mest ind

176 for at sige at det kan godt være at nogle af deres ting er lidt dyre, men så er kvaliteten og udbudet også derefter, men det må sammen med dem jeg ville ligge superbest

Udover den billige linje du nævner, hvadfor nogle produkter har SuperBest?

Tine: Jeg tænker superbest har alt. De har en vinafdeling de går op i og har en vinmand, i hvert fal di de større superbest, de har en slagter stående ude bagi, der laver noget kød og ikke bare smidt ind med en lastbil, og deres frugt og grønt afdeling synes jeg er meget pæn og så er der pålæg, frostvarer og mælk og alt det der og så er der alt det non-food varer som de også har, så jeg synes de er meget godt dækket ind

Hvor meget betyder det for dig at de har det personale de har, fx slagter osv. Betyder det noget for dig?

Tine: Til hverdag betyder det ikke noget. For der skal jeg bare ind og have noget der er hurtigt. Noget mælk eller noget værk og så ud igen. Til weekend eller til fest, hvor man skal have noget lækkert, så betyder det noget, så er det dejligt. Jeg bruger det ikke så meget som jeg nok egentlig burde, og der er det nok prisbevidstheden der spiller ind.

Fordi det er dyrere?

Tine: Det bilder jeg i hvert fald mig selv ind. Det kan godt være det ikke er det. Vi har også en slagter her i byen, som jo ikke er en del af en supermarket. Så bilder jeg mig ind at det er dyrere, men det kan godt være det ikke er rigtig og at det er et levn fra gammel tid og det bare er mig der har misforstået det, men det afholder mig nok lidt fra at gå derhen.

Selve idéen om at noget er friskt og lækkert…

Tine: Og der står en slagter specielt og laver det og det ikke bare er væltet ind med en lastbil med masseproduceret varer, så vil det jo tit gøre prisen anderledes.

Personalet, som du selv nævnte var jo dårligt i Netto, hvordan er det i SuperBest?

Tine: Jeg kom der selv noget mere for 10 år siden, for der boede jeg derude af. Der synes jeg ikke altid at det var en fornøjelse. Det synes jeg tilgengæld det er nu. Der bliver kigget i øjnene, sagt pænt goddag og hav en god dag og det betyder faktisk noget for mig. Det betyder faktisk rigtig meget for mig når jeg handler at servicen den er i orden. Så hvis jeg spørger om noget, så bliver jeg vist derhen, og man spørger at man ikke kan finde makrallen og så viser kunden hen og viser at vi har den der og den der, og ikke bare bliver peget, eller svaret, jeg ved ikke engang om vi har makrel. Sådan noget det provokerer mig. Der må være en leder der er for svag. Man vil forhånbentlig gerne sælge og have kunder i butikken så leverer man en

177 service uandset prisniveau i butikken til detailhandlen og fødevarer generelt, der synes jeg at sueprbest gør det fint og føtex, og irma til dels også, men der er et prissegment til forskel og så forventer man også noget andet.

Nu sagde du 10 år siden, men hvor lang tid har superbest ligger i Dragør?

Tine: Jamen, jeg kan ikke huske hvor lang tid det har heddet superbest, men supermarkedet har ligget der så lang tid jeg har levet, men hvornår det ændrede til SuperBest, det kan jeg ikke lige huske.

Vi har en lille opgave, som vi ønsker du laver

Kollage introduceres

Pause…

Hvad har du fundet ud af?

Tine: Først har jeg fundet ud af Royal Beer reklamen. Det var mere bare for at sige at de har en ret stor afdeling af øl, vin og vand. Denne her, som er en fishermens friends sprut flaske. Det har jeg taget med for at gøre opmærksom på at de har deres egen kiosk afdeling. I hvert fald de større superbest, og det synes jeg er ret fint at de har det. De har de der mange føtex kvickly og sådan også.

Er det noget du leder efter når du går i supermarkedet?

Tine: Nej, det var nok noget jeg gik efter da jeg var lidt yngre, men jeg synes det er meget fedt, at det er der og at man kan handle sådan et sted, hvis man skal bruge nogle af de der ting. Frimærker og buskort og sådan noget. Det kan man jo også stå og skal bruge

Og det ville være noget der kunne gøre at…

Tine: Det er jo ikke til dagligt. Det er jo ikke daglig mælk, men det skal jo bruges nogen gange, og der er jo der jeg skal ud over min netto og rema. Man skal jo derop, og det er jo så der jeg går i Føtex, men det kunne ligeså godt have været superbest. Og så et lille ord, SPOT, har jeg klippet ud fordi de har spot varer med i deres reklamer. Det synes jeg personligt er lidt hyggeligt at bladre rundt i og kigge på og giver et rigtig stort indtøgt i supermarkederne, og typisk noget som folk hopper lige i og som folk synes er hærligt at handle.

Hyggeligt?

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Tine: Mange af de spotvarer man køber, jeg og veninder jeg taler med, er jo varer som man godt kan leve uden. Det er jo ikke sådan at det er æg, fordi man skal bage boller. Det er mere en køletaske man lige synes man skal have fordi man en dag skal på stranden og gerne vil have en kold sodavand med, og måske får man aldrig brugt den alligevel. Og så nogle sjove suerør og man kunne jo også bare have købt nogle andre når man skulle bruge det. Det er varer der egentlig er uundværligt, men det taler til en følelser og det er hyggeligt.

Det er noget der taler til dine følelser?

Tine: Hvis jeg nu ser et billede af et vattæppe, der er med lidt blomster og lidt værk på og lidt lyserødt, så tænker jeg nøj, picnic, somme, hygge med familien, vi har det dejligt. Så køber jeg tæppet og at det så regner hele sommeren og vi ikke for brugt det eller at vi kun sidder på stole fordi vi får ondt i vores knæ, det har jeg jo ikke tænkt med. Derfor får jeg det jo købt. Derfor er det jo egentlig noget man godt kan undvære, for vi kunne også bare finde et andet tæppe, som er ensfarvet og mørkeblåt, men det er bare ikke ligeså hyggeligt.

Hyggeligt og du siger Spot og du sætter det sammen. Er det den kombination du laver?

Tine: Ja, sådan synes jeg jo tit at spot er helt generelt set, men som sagt så kigger jeg ikke så meget i superbest reklamer, og handler der egentlig heller ikke så meget, så lige superbest er jeg jo ikke den bedste til at spørge.

Når du tænker spot varer er det så reklame eller når du er i butikken?

Tine: Begge dele. Når man er nede i butikken, så slår man lige forbi de der spot varer, for lige at se om der er noget man ikke kan undvære, og reklamerne der kommer lørdag morgen og søndag morgen, så er det også lidt hyggeligt og nøj og tænk nu og det er det her der vækker lidt følelserne og gode tanker.

Det er søndag morgen du kigger reklamer, alene?

Tine: Vi plejer at gøre det alle sammen sammen, sammen med morgenkaffen.

Alle slags reklamer?

Tine: Nej, jeg er lidt selektiv. Mener du hvad jeg læser?

Ja.

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Tine: Tilbudsaviserne i forhold til supermarkederne. Dem læser jeg. Nogle kan jeg godt vælge fra. Superbest kan jeg godt vælge fra, for jeg ved at jeg alligevel ikke kommer derud og handle. Netto har jeg valgt fra fordi jeg synes det er rodet og de sagde at varerne altid var der om søndagen og de var der altid om torsdagen, og hvis man ikke kan regne med tingene så vælger jeg det fra. Men ellers så læser jeg nogle af de her, for at se hvad er der og hvad skal vi have i løbet af ugen og hvad er lækkert.

Nu siger du vælger fra, kan du uddybe det?

Tine: Ift. netto eksempelvis, så har jeg valgt det fra at fordi jeg synes at det irriterer mig som forbruger at de lover at tingene er der søndag i butikken, og jeg ved fordi jeg kommer der jævnligt at det er der torsdag, og når jeg så kommer derned torsdag, så er det der bare ikke mere. Og så synes jeg bare ikke at man kan skrive sådan i sin avis, og sådan noget irriterer mig, for hvis jeg læser at det er der fra om søndagen, så går jeg ud fra at det er der fra om søndagen, og når jeg så kommer derned søndag kl. 9 og de åbner kl. 8 så kan det jo ikke være rigtigt at de ikke har flere, og så har jeg jo bemærket det hen af vejen at det jo er fordi de udbyder det langt tidligere. Og sådan noget irriterer mig so forbruger at man ikke kan regne med hvad de siger

Hvad er det så der irriterer dig når du kommer derned om søndagen og det ikke er der?

Tine: Jamen det er at jeg så formoder at det har været der tidligere, men så bare er blevet solgt. Hvis de skriver meget få pr butik og der så ikke er flere, så kan det jo være at det er fordi de er blevet solgt, og det er så hvad det er. Men det irriterer mig at de ikke giver forbrugeren korrekt information om hvornår man kan finde ting.

Hvordan påvirker det dit ovenordnede blik på det pågældende supermarket?

Tine: Jamen for det første så påvirker det mig negativt helt overordenet, og for det andet, så gør det atj eg har valgt fra at læse nettos reklame, faktisk i flere år. Jeg kommer jo i netto alligevel, og så slår jeg lige et slag forbi de der spot varer og ser om rent faktisk er noget jeg vil have, men jeg gider ikke læse deres reklame, fordi jeg regner ikke med at jeg kan stole på at det er der alligevel. Det kan være solgt. Og det kan jeg ikke bruge til noget. Hvis jeg planlægger ligefrem at gå i netto fordi jeg skal have en spotvare, og jeg planlægger så det kan lade sig gøre, så dur det jo ikke at det ikke er der. Og sådan noget irriterer mig som menneske og forbruger.

Nu nævner du selv det med at stole?

Tine: Selvfølgelig skal man kunne stole på det de siger. Ligesom at vi snakkede om kødskandalen tidligere.

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Hvad betyder det for dig med at stole?

Tine: Det er troværdighed og alt andet i min verden er sjusk. Og hvis man vil sælge sine produkter, så må lave ordentlig markedsføring og holde det man lover og gøre som man siger. Sådan er det i alle aspekter i livet og sådan er det også for dem som vil sælge noget varer for en.

Hvilke andre aspekter mener du? Hvad mener du med troværdighed og tillid

Tine: Der mener jeg at hvis man siger noget så står man ved det og hvis man lover noget så holder man det. Ja og det er så bare grundlæggende det. Et andet eksempel for netto. Der er en vare jeg ofte købte der altid blev slået forkert ind. Dvs når jeg står og kigger på min lækre juice så koster den et og så går jeg op i kassen og så koster den to kroner mere. Det påpeger jeg og de siger at det skal de nok få rettet og så får jeg mine to kroner igen. Så kommer jeg ned ugen efter og handler ind igen og så er det ikke blevet rettet og påpeger det en gang til og påpeger det igen, og tredje gang sker det igen og så gider jeg ikke købe juice mere., fordi en dag jeg ikke lige får tjekket min bon, så vil jeg blive snydt for to kroner, 1, og 2, hvor mange tror du ikke lige der har købt juice i al den tid jeg har påpeget den fejl. Det er sjusk. Det er ikke i orden. Det er jo ikke bevidst at de vil snyde deres kunder, men de er ikke opmærksomme på og de opfører sig ikke ordentligt.

Hvem er det vi taler om her?

Tine: Det her, det var jo netto i Dragør helt konkret, men det sker jo mange steder.

Det er noget du generelt oplever?

Tine: Nej, for jeg handler jo de samme steder. Jeg kommer jo ikke så meget rundt. En gang imellem så er det jo oppe i nogle programmer i fjernsynet om forbrugeren og man hører jo om det en gang imellem, og det synes jeg ikke er i orden.

Men får ordet tillid en anden betydning for dig når vi taler om supermarkedet, end når vi taler om tillid generelt?

Tine: Næ, det synes jeg måske ikke. Ikke andet end at hvis man oplever det flere gange. Nu har jeg jo også kritiseret netto kraftigt, og det er jo bl.a. sådan noget der er med til at gøre det. Nu nævnte jeg selv det med juicen, selvom jeg har påpeget det flere gange, fordi at medarbejderne har travlt med at åbne en kasse snakke med medarbejderne eller kunderne eller andet osv. Kan man fortsætte. Og det er jo klart at jo flere eksempler man får herom, jo mere kritisk er man og jo mere negativt ser man på den enkelte butik, og også på den enkelte kæde. Man hænger jo en lille smule på hinanden når man har det samme navn.

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Men hvor meget skal der til?

Tine: Nu er beliggenheden jo vigtigst for mig, og derfor skal der jo meget til. Havde der ligget en rema 1000 lige ved siden af netto, så havde det jo kostet netto døden, for så var jeg bare gået derhen for det finder jeg mig ikke i, men fordi de ligger tættest på, så finder jeg mig i det, fordi beliggenheden er vigtigere for mig.

Nogle gange vælger du at tage i superbest, hvorfor nogle gange?

Tine: Som udgangspunkt gør jeg jo ikke, og det er fordi det ligger så langt væk og jeg ikke gider cykle hele vejen derud for en enkel vare. Det er et spørgsmål om beliggenhed.

Hvad har du ellers?

Tine: Den her hvor der står maj. Det som jeg synes vores superbest er god til er sæsonvarer. Jeg syens de er gode til at være opmærksomme på sæsonvarer. Jeg synes de er gode til at vide nu er det ved at være varmt, og så betyder det at nogle vil spørge til sådan nogle produkter, og så får de dem hjem. Og så ser vi alle sammen programmer i fjernsynet at nu skal vi bruge lakridspulver for det er moderne, og så er det udsolgt i alle butikker, undtagen superbest, fordi nu er et de eneste der har sådan noget hjemme. Det kan jo gøre at jeg vælger en butik til. For jeg ved at der kan jeg få de produkter jeg gerne vil have. Det er jo irriterende at komme tre gange i den samme butik og de stadig har udsolgt fordi det lige er in og nu skal vi bruge citronsyre og vi skal alle sammen lave vores egen hyldeblomstsaft. Det er lige meget hvad det er, at nu skal vi alle lave marcipan fordi nu er det jul, tingene skal jo være der når man har brug for det. Jeg synes i hvert fald at superbest er gode til at være forudseende for det. Jeg ved i bund og grund at det handle om at optimere sit salg og tjen flere penge, men jeg er jo ligeglad med hvor mange penge de tjener, så længe at de kan servicere mig. For min skyld må de tjene styrtende med penge, så længe at de leverer det som jeg gerne vil have.

Betyder det noget for dig at de har det som du leder efter?

Tine: Ja det gør det. I høj grad. Derfor har jeg taget den med. De er gode til sæsonvarer.

Kan du hurtigt køre de sidste igennem.

Tine: De kommer rigtig godt rundt i butikken omkring alle produkter. De har mange varernumre, og du kan finde meget. Den her (mobiltelefon). Det at den skulle sige er at de har en app med opskrifter og sådan og det synes jeg er meget smart. Jeg bruger den ikke selv, fordi jeg bruger rema’s for det er jo der jeg selv handler, når jeg skal handle stort, men jeg synes det er smart. Og så havde jeg den her med en pige der står i i fodboldtrøje med en bold på hovedet, for så vidt jeg er orienteret så er superbest aktive i den lokale

182 sport med sponsorering og sådan noget og det er et plus i min verden at man støtter det lokale samfund. Og det her det er Jes Dorph Petersen, og det er fordi min mand før på 40 år er lidt for ung og at Jes Dorph han godt kunne finde på at handle i SuperBest

48:00

Jeg prøver lige at hive lidt fat i lokalsamfundet. Er det noget du hæfter dig ved?

Tine: Ja, det gør jeg og det er positivt. Og jeg fremhæver det, men det gør jo ikke at jeg handler der mere, for beliggenheden er jo nummer et for mig, men lå den nu lige ved siden af, og den havde sådan, så havde det været med til at give plus og hvor mange plus skal der til for at man skifter butik, det kan jo være svært at vurdere, men det er i hvert fald et plus at man engagere sig lokalt. Det er med til at holde holden under, sport er jo rigtig positivt for børn og voksne. Det synes jeg er rigtig fint

Næste punkt handler om Møller Jensen. Nu ved jeg jo du har boet her i 30 år, så du ved godt hvad Møller Jensen er?

Tine: Ja det er supermarkedet før Superbest.

Hvis du skulle beskrive Møller Jensen som en person, hvordan ville du så gøre det?

Tine: Jamen, det synes jeg er svært. Jeg tænker meget på at hvem der handler der og klientellet er meget det samme tænker jeg. Det er jo den samme butik men bare et nyt navn. Det ligger også isoleret ift andre supermarkeder, så folk der handler der vil handle der uanset hvad den hedder. Før i tiden havde de ikke de der billig linjer. Det var noget dyrere, helt generelt set. De var heller ikke ligeså fint og up-to-date, men det er selvfølgelig også bare den generelle udvikling, nu sprøjter man fugt ud over grøntsagerne og sådan noget. Det gjorde man i hvert fald ikke den gang. Men det kan jo både have noget at gøre med at kæden bestemmer nogle krav og den helt naturlige udvikling af supermarkeder over årtier. Men generelt set så lidt dyrer, og jeg husker Møller Jensen mere rodet end superbesten vi har nu, og i gen kan den have med at gøre med de mennesker som bestemmer nede i butikken, hvordan det skal se ud og hvordan det skal gøres og kæden kan jo også have en indflydelse, det kan jeg jo ikke vide.

Hvis du skal prøve at sætte nogle ord på det ligesom før med alder osv.?

Tine: Det ved jeg ikke. Jeg tænker det er de samme mennesker der handler. Derved kunne det også godt være Jes Dorph, for det sagde jeg lige før og så må det være sådan fortsat og det har også noget at gøre med hvor den er placeret ift andre supermarkeder i byen, men mere belæg har jeg ikke for at udtale mig om det

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Handler du i Møller Jensen?

Tine: Ja, der handlede jeg mere for der boede jeg derude dengang, der handlede jeg der mere dengang inden jeg flyttede væk.

Årsagen for at du så handlede der?

Tine: Jamen det var jo beliggenheden.

Der var ikke nogle andre årsager?

Tine: Nej, for jeg synes det var for dyrt.

Når du siger for dyrt, hvad betyder det så?

Tine: Vi er op i et højere segment end lavpris og jeg er relativ prisbevidst og det kommer efter beliggenhed, måske endda før beliggenhed, så jeg synes det var dyrt, men det at det lå tæt på og det lige var det nærmeste, så var det jo meget der der blev handlet.

Hvor er vi henne i dit liv omkring her?

Tine: Både at jeg var barn og boede hjemme og skulle op og købe mælk og fik en femmer til at gøre det for, og som teenager når vi skulle op og købe øl og de første flasker vodka vi købte deroppe ikke, og senere og også som voksen da jeg arbejdede rigtig tæt på så frokost og ting der blev købt med hjem fordi det lå lige på vejen med hjem.

Når du tænker på møller jensen, hvad tænker du så, du nævnte pris men er der andet?

Tine: Nej, men det er jo noget selvejet og ikke en del af en kæde, så der var ikke reklamerne eller noget, jeg tror nok der kom en avis, det gjorde der vist, så der kom reklamer lokalt jo.

Betyder det noget for dig at der skal være reklamer?

Tine: Jeg læser dem jo rent faktisk, i hvert fald for de butiker jeg er interesseret i på forhånd, og det kan godt betyder valg af butik. Det synes jeg i høj grad det gør og man kan også sige at når der er så mange reklamer på markedet som der er, så er der jo også risiko for at hvis man ikke gør det så bliver man glemt, og det kan jo også være farligt.

Kan du nævne en god oplevelse du havde i Møller Jensen?

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Tine: Næ, det kan jeg ikke. Men jeg tænker godt om det. Det var jo en del af min barndom hvor vi alle handlede, hvor vi var nede og købe slik, så jeg tænker det som godt. Der var jeg jo ikke en kritisk forbruger på det tidspunkt, da jeg var noget yngre, så jeg kan ikke lige huske en specielt god oplevelse, men jeg husker det som positivt

Positivt, hvad ligger der i det ord?

Tine: Jamen jeg tror da bare at det var der vi kom og handlede og det var der vi fik en is og købte fredagsslik, og det kan jo ikke være andet end positivt i et barns errindring, i øvrigt så er der her i Dragør så når vi omtaler SuperBest i dag, så siger vi ikke SuperBest, så siger vi Mølleren, og det var fra møller jensens tid, så den har fået sit eget kælenavn ligesom.

Hvad betyder det for dig?

Tine: Der er noget nostalgi i det og man ved at det er en lokal familie der startede det og har haft det hele vejen igennem og det synes jeg også er meget hyggeligt og egentligt også er prisværdigt at det ikke altid er de store kæder der kommer buldrende, men skæbnen ved jo også at det er svært for sådan en lille butik og de må gå ind i nogle kæder for at overleve og det har jeg da også forståelse for, det er da okay.

Hvad tænker du når du siger nostalgi?

Tine: Jeg tænker de her barndoms oplevelser, fredagsslik og is og det der. Sådan noget sidder jo i en, og det vil det jo nok altid gøre

Hvordan?

Tine: Det er følelesesmæssigt. Ligesom at man fik en rød ballon man fik da man var i tivoli, selvom man kun var fem år gammel, så husker man det stadig. Gode oplevelser behøver jo nødvendigvis ikke have noget med penge at gøre, men bare er noget der er noget positivt.

Kan du komme lidt nærmere?

Tine: Nej det synes jeg ikke jeg kan huske. Jeg handlede jo der med min mor og far.

Hvordan foregik det?

Tine: Det er mange år siden. Man tog bare en indkøbskurv og så gik man rundt, og så prøvede man at platte dem lidt for det og det lykkedes jo ofte, og det er jo nok derfor at det var en god oplevelse, og det står jo

185 altid til sidst, så de stakkels forældre ikke har en chance, og så ud igen og gik ind i bilen og så var man hjemme, jeg kan ikke rigtig komme det nærmere. Det sidder bare i en som en følelse.

Og hvad betyder du det at du har sådan en følelse?

Tine: Det betyder i og for sig meget og igen ideologisk set, der har jeg jo været inde på tidligere hvad man egentlig gerne vil støtte, og det vil jeg egentlig gerne støtte, dog kommer beliggenhed og pris ind igen. Jeg ved godt de har en billig linje, så jeg kunne nok også have handlet der. Beliggenheden kommer ind en gang mere

Hvad der det du vil støtte?

Tine: Hvis vi taler om at et supermarked herude vil lade livet. Skal det være føtex eller superbest som jeg kategoriserer ens, så ville jeg være ked af at føtex skulle lade livet, da den ligger lige ved mig, men hvis vi ser bort fra beliggenhed, så vil jeg helst se at føtex skulle lade livet, da mølleren har været i dragørs hænder i næsten al tid. Det at de støtter lokalsporten er positivt, og det er jo sådan noget som gamle minder gør, det vil man helst ikke slippe det kan godt være at man ikke bidrager til det og man handler der ikke, men derfor synes man alligevel at det er hyggeligt at den ligger der, så det synes jeg at den skal blive ved med

Er det gode minder?

Tine: Ja det synes jeg. Et par enkelte dårlige. Jeg har været oppe og skændes med dem få gange i forbindelse med noget institutionskøb dernede, men ellers så gode minder.

Du sætter flere gange de forskellige supermarkeder i kategorier prismæssigt, men imagemæssigt, hvor vil du så placere møller jensen?

Tine: Møller Jensen som i gamle dage?

Møller Jensen som du husker den?

Tine: Dengang kom Netto jo også, og der ville man jo ikke vise sine Netto poser frem eller noget, og der ville man jo gerne vise sine Møller Jensen poser frem. Det var jo okay at sige at man handlede i møller jensen, det gjorde alle andre jo også. Det måtte man gerne. Det var imagemæssigt okay.

Hvad var det for et image man havde?

Tine: Jeg anskuede det jo ikke på den måde dengang da jeg var ung, så skal man have fat i nogle der er ældre end mig, men det er okay det var jo ikke billige varer og eller skod varer, det var det ikke for det var

186 oppe i en højere kategori, og derfor så var varerne i orden, ikke dermed sagt at det var det image mææsigt, men pris og kvalitet hænger jo sammen og derfor var det okay at sige at man handlede i mølleren, men det var ike snob effekt eller noget, for så skulle man ned i irma eller ind til byen i magasin for handle og så kunne man blære sig med sine poser, sådan var det jo ikke, men det var jo ikke på nogen måde flovt eller billigt som det var at handle i netto den gang

Betød det noget?

Tine: Ikke for mig, da jeg var barn og mine forældre var lidt ligeglade med det

Vi springer vores øvelse over, da vi har brugt lidt meget tid, så vi springer videre til næste ting. Vi prøver at køre Møller Jensen og SuperBest op imod hinanden. Føler du at der generelt er en forskel mellem Møller Jensen og SuperBest?

Tine: Ja, som jeg sagde før. 2 ting grundlæggende. I dag er den mindre rodet, og så har den jo prismæssigt et større spring. Nu har den jo en billig linje. Det havde Møller Jensen jo ikke. Og så er den jo mere moderne, men om det er skiftet til kæden eller den naturlige udvikling kan jeg ikke sige

Men generelt så var den mere rodet før?

Tine: Ja det var den. Kassebånd et var aldrig åbent da der stod altid papkasser.

Hvad betød det for dig?

Tine: Jeg var jo barn så jeg var ligeglad, men det lå jo tæt på så det var der man handlede, men det var en mere rodet butik, det var det. Og så er det jo en større fornøjelse at handle der i dag. Og så som ejg sagde før, så dem der sidder i kasserne og hjælper i butikken er mere orienteret mod service end de var tidligere.

I dag er de mere orienteret mod service? Hvordan kommer det til udtryk?

Tine: Man kigger kunderne i øjnene, man siger goddag, man siger hav en god dag og man hjælper vej, hvis man ikke kan finde fiskeolien. Sådan nogle ting

Det er vigtigt for dig, det med at kigge hinanden i øjnene

Tine: Det er vigtigt for mig at de synes at jeg er vigtig når jeg kommer

Hvorfor?

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Tine: Jeg gider ikke lægge mine penge et sted hvor de er ligeglade med at jeg er der. Jeg kommer jo og ligger penge hos det og derfor skal de synes at det er vigtigt at jeg kommer, og derfor skal de gøre sig umage med at jeg får en god oplevelse. At jeg får den hjælp som jeg har brug for, at jeg får ordenlige produkter som jeg forventer, og de gør sig umage for, fordi det er mig der betaler deres løn, omsætning eller overskud, og så skal de gøre sig umage når de er på arbejde for mig

Hvordan gør de sig umage?

Tine: Det gør de jo bl.a. ved at kigge i øjnene at sige godda, hjælpe til og have en god dag og er der noget jeg kan hjælpe med kan man jo godt spørge om, selvom man arbejder i et supermarked, hvis der går en kunde rundt og ser forvirret ud, så kan man jo sagtens spørge om den person ikke vil have hjælp. Det synes jeg de er gode til.

Er det fordi at du generelt gerne vil have at man kigger hinanden i øjnene eller?

Tine: Ja og det signalere jo at jeg tager dig alvorligt, jeg lytter til dig, jeg vil gerne dig dit bedste og det synes jeg man skal signalere overfor de kunder man betjener.

Hvordan bliver du så taget alvorligt når du kommer ned?

Tine: Det gør jeg lige præcis ved sådan nogle ting. Og modsat hvis de ikke kigger mig i øjnene, hvis de ikke siger goddag, hvis de ikke spørger mig om jeg skal have noget hjælp, så nogle gange så får man svar som om man er irriterende, ved ud hvad jeg kan ikke finde fiskeolien, ved du hvor den er. Ej den ved jeg altså ikke om vi har, nej med ved du hvad, så skal jeg ikke belemre dig mere, så finder jeg et andet sted at handle, for hvis det er så en så stor gene at jeg kommer og lægger penge i din butik, så skal jeg nok lade være at gøre det en anden gang.

Er det noget du har oplevet i SuperBest?

Tine: Nej det er bare lige præcis det modsatte ik. Det som jeg oplever i Netto, så bliver jeg provokeret som menneske, hvor at jeg synes i Superbest at servicen generelt set er god

Føler du at det er noget der har udviklet sig efter at det er blevet til superbest?

Tine: Igen så er det jo udviklingen, om det er de mennesker der er ansat dernede eller om det er fordi det er blevet en superbest, det kan jeg ikke udtale mig om, men det har ændret sig kan jeg konstatere.

Er det den samme type mennesker der er der i dag?

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Tine: Ja som jeg husker det. Der er både nogle unge piger og drenge og nogle flaskedrenge, men ellers så er det lidt mere modne mennesker generelt som arbejder der da jeg kom der som barn, dengang bliver man jo hurtigere gammel, men jeg husker det som det samme

Er der nogle ligheder mellem superbest og møller jensen?

Tine: Beliggenheden er jo den samme og det er den samme familie der har den. De har stadigvæk også dyrere produkter. De har et stort udvalg, det havde de også den gang. Det er en ret stor butik i og for sig, i dag er alting større, så den er blevet lidt mindre ift andre, men det er en relativ stor butik alligevel, så der er mange ligheder, kiosken og slagtermanden bagi har også altid været der og det er ikke superbest der har lavet det om, så der er jo masser af ligheder

Kan du godt lide at det varer?

Tine: Jeg synes det er fint når tingene er det samme og udbyder lidt mere end bare lige. Så tit bruger jeg det ikke, men jeg synes det er fint at muligheden er der

Når du siger at de tilbyder lidt mere end alle andre, kan du udbyde det lidt?

Tine: Det er jo netto, rema og lavprisene ik, så er det jo jeg siger at kvickly, føtex og superbest i min verden hænger jo. Det er jo det samme. Dengang det hed møller jensen der havde de også det udbud, men der havde de andre de jo ikke dengang, det er jo noget der er kommet til, og der kan man sige at møller jensen var forud for sin tid dengang, eller bare havde større udvud eller større service niveau, men det har altid været sådan at man har kunne gå over til slagteren og høre hvordan man skulle stege sin bøf og sådan. Det kan man jo ikke alle steder

Og det betyder noget for dig?

Tine: Jeg kan godt lide at muligheden er der. Jeg bruger den ikke tit, men jeg kan godt lide den er der

Hvornår bruger du muligheden?

Tine: Det er når man skal have lidt ekstra

Hvornår er det så at du skal have lidt ekstra?

Tine: De er jo enten bare fordi at det skal bare lige være i dag uden nogen årsag, det kan jeg godt lide at forkæle mig selv eller andre, eller fødselsdage eller sankt hans, nytårsaften eller andet. Der er hverdage eller også så er der fest eller så skal man fejre noget en god karakter eller noget og så er det jo lidt dejligt

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Det der er dejligt det er?

Tine: Det er jo at man får vejledning og så bilder jeg mig ind at ovre i Møller Jensen SuperBest, at det slagteren laver er jo også det der ligger i køledisken, så der er ikke nogen kvalitetsmæssig forskel der, men jeg har da været ude for at, godt nok ikke i superbest, men i super brugsen, at jeg skulle have noget flæsk og jeg ikke vidste hvordan jeg skulle stege det, men jeg havde fundet min pakke og så spørger jeg slagter mesteren om hvordan jeg lige skal gøre det her, og han siger ved du hvad jeg de er ikke pæne de her jeg går lige ud og skærer nogle nye og så kommer hun ud med nogle andre, hvis nu han ikke havde været inde bag i, så havde jeg jo ikke fået det, så havde jeg ikke fået instruktioner i hvordan jeg skulle gøre eller fået et bedre stykke kød og så må man jo sige at det var dejligt at der var en slagter bagi.

Og det er noget du sætter pris på?

Tine: Jeg kan godt lide det er der. Jeg bruger det ikke så tit, men det er da dejligt at det er der

Er det noget du ville savne?

Tine: Få gange om året ville jeg sikkert savne det

Det du sammenligner mellem møller jensen og superbest er at der er en familie der står bag det. Kan du sætte ord på det, hvad det betyder?

Tine: Jeg synes jo at i sådan lille lokal samfund, at det der er positivt, og det kan godt blive for meget er at alle kender alle og alle kender hinanden og det at det er nogle lokale som har den her butik og man ved at man støtter lokalt hvis at man køber der og de har haft den i mange år, det synes jeg er en positiv ting og det gælder egentlig også alle de andre butikker hernede i dragør

Hvad er det der er positivt?

Tine: Jeg tænker at jeg kan godt lide tanken, ideologi, om at støtte det lokale om at beholde og bevare liv og butikker herude. Og det gør man jo kun hvis man støtter det, for ellers går de jo nedenom og hjem, for elles kan de jo ikke overleve.

Så det med det lokale betyder noget for dig?

Tine: Ideologisk set gør det. Det er ikke altid at jeg selv får levet op til mine ideologier om at få handlet der, for jeg handler jo selv oftest med i netto og der aner jeg ikke hvem der bestyrer den eller ej eller hvor pengene de havner. Beliggenhed gør at jeg handler der, men ideologisk set ville jeg hellere have den anden

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Ville det betyde noget for dig hvis den forsvandt?

Tine: Møller Jensen? Ja det ville jeg synes var ærgerligt. Jeg kender også nogle fra familien privat og det ville jo have nogle omkostninger for dem, alt efter om de trak sig ud eller gik konkurs eller hvad de nu end valgte at gøre, så det ville da betyde noget.

Hvad ville du savne?

Tine: Jeg tror at det jeg ville savne var måske nostalgi, altså følelesen af det og hyggeligheden i at kende det og den gamle møller jensen dame der går rundt herude i byen, så hedder hun mormor, jeg tror ikke der er mange der ved hvad hun hedder i virkeligheden, så hilser vi på hende, hej mormor siger vi til hende, selvom det ikke er vores mormor

Hvem er mormor?

Tine: Mormor er jo kvinden der i tidernes morgen startede superbest med sin mand, og der er ikke nogen der ved så meget mere, men hun hedder bare mormor, og hun har så fået nogle børn og de har så kørt det lidt videre, og nu er der kommet nogle børnebørn der kører det nu og det er hyggeligt og så kender vi hende alle sammen, og så ved vi at hun hedder mormor, selvom hun er en skrap dame, så hilser vi på hende, men vi tør jo heller ikke andet, så siger vi hej mormor og det synes jeg er hyggeligt, det sætter jeg pris på, i stedet for at vi ikke ved hvem hinanden er. Det synes jeg er plus, det gør jo ikke nogle varer billigere eller bedre, det er jo følelesmæssigt og det er nostalgi. Det kan du jo ikke sætte pris på en affektionsværdi.

Det med nostalgi, det nævner du meget, kan du sætte flere ord på det? Hvad er det for nogle værdier du hæfter dig ved det?

Tine: Det er det lokale og familieejet og det er bygget op fra bunden og vi taler ikke rige mennesker der har overtaget en formue eller en velkørende virksomhed. Vi taler mennesker som har knoklet og arbejdet for at stable det på benene og har haft udfordringer på vejen og alligevel fået det til at det stadigvæk er oven vande og det synes jeg bare man skal anerkende og der er flere butikker herude i dragør som jeg synes det er fedt at de kører det på den måde og man kender dem og man ved hvad slagteren hedder og hvor han bor og man ved hvis børn han har og hvor de har gået i skole, det er jo en del af lokalsamfundet og lokalsamfundet det er småt

Ville der være andre ting du ville hæfte dig ved?

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Tine: Personligt ville jeg ikke savne superbest hvis det ikke var der, hvis det blev lavet om til en kvickly vill jeg i og for sig synes det var federe, for jeg savner jo en Coop butik herude, men jeg ville synes det var ærgerligt, hvis mølleren forsvandt. Ikke superbest, jeg er ligeglad med superbest, jeg ville savne mølleren, det var det den var og i og for sig er, det er jo det vi kalder den familie som vi alle sammen kender som har den og derfor vil jeg gerne bevare den, men jeg bidrager jo ikke særlig meget til den. Det er nostalgien der holder det i live for mig, ikke produkterne.

Hvis den nu skiftede navn, så?

Tine: Jeg synes ikke den burde hedde superbest, den har vist heddet en lille smule andet mellem møller jensen og superbest, noget andet kædeværk som jeg ikke lige kan huske, men jeg synes bare den skulle hedde mølleren, for det er det den er.

Så det betyder noget for dig at den har ændret navn?

Tine: Ja, man kan sige at rent nostalgimæssigt gør det, men omvendt har jeg jo også forståelse for at for at overleve må man jo lave de tiltag der skal til for at leve i den verden vi lever i og hvis man skal indgå i partnerskab og en kæde for at gøre det, så er det jo det man hedder, men jeg kalder den ikke superbest. Jeg kalder den mølleren, for det er den sådan set for mig og det vil den altid være

Og det er sådan set det vigtigste for dig ift. det supermarked? Er det noget du hæfter dig ved? At det er mølleren?

Tine: Ja helt klart. Jeg ville tusinde gange hellere støtte mølleren end at jeg ville støtte Føtex, men nu ligger Føtex så bare lige det tættere på mig, så derfor handler jeg der

Så forsvinder mølleren ved at de skifter navn?

Tine: Nej, men jeg synes at det ville have været hyggeligere hvis den havde heddet mølleren, men som sagt så har jeg en fin forståelse for at den hedder superbest, fordi den er en del af en kæde og så skal den jo også hedde kædens navn, og sådan er verden, man må jo tilpasse sig, og det er vel de samme mennesker man møder dernede når man handler

Har du noget du vil tilføje (til observator)?

Nej, ikke andet end om du har nogle spørgsmål til os eller yderligere kommentarer (til deltager)?

Tine: Nej, jeg synes at det lyder som et interessant projekt og bliver interessant når I har snakket med flere, og hvad jeres opgave kan bidrage med til handlen.

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Lidt løs snak…

Vi undersøger jo lidt om hvad forskellen er mellem dem der kalder butikken mølleren og superbest. Og du siger jo selv lidt selv at superbest er en ting, men møller jensen er lidt noget andet.

Tine: Jeg synes jo egentlig at superbest’en er bedre end mølleren, men jeg synes den skal hedde mølleren, hvilket jo pudsigt nok er modsigende. Det er jo ikke sortimentet eller layoutet af mølleren vi kan lide. Det er jo nostalgien, og at mormor render rundt ude i butikken. Jeg ved jo ikke noget om hende, hvor gammel hun er og hvad hun hedder, men vi siger stadig hej mormor, og det er jo det der er hyggeligt og sådan skal det bare blive ved… man skal jo have kendt mølleren, hvis man skal kende forskellen. Vi har jo også noget der hedder Dragør Søbad, men her hedder den baderen. Prøv at spørge nogen om de vil i Dragør Søbad, så ved de ikke hvad du snakker om, men det er selvfølgelig at man kan have den samme butik og at den vækker forskellige følelser i en. Når du siger Superbest så tænker jeg jo kødskandale, mens at når du siger Møller Jensen tænker jeg søde mennesker. Jeg tror på at det med det lokale, sportsmæssigt, sponsorater og sådan noget. Vi har også en lorteskobutik, men det er hyggeligt at have en lokal skobutik, og man handler der alligevel, for eller så lukker den jo, og det ville jo være trist. Og det er det man skal man jo slå lidt mere på. Jeg ved ikke om man skulle sætte flag ude foran butikken når mormor har fødselsdag, vi ved jo alle sammen, hvem mormor er. Og det med at butikken er startede op fra grunden er også noget man bør slå på og det er jo beundringsværdigt. Det synes jeg godt man må slå et slag for. Evt. lave en historie, der var engang et par der lavede en butik og den står her stadig og mormor kommer her stadig…

Super, men tak for det

Tine: Jamen det var så lidt

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Appendix L) Transcribing 2 – Focus Group 1 Jeg ved ikke hvor meget I er blevet fortalt inden?

Ikke noget

Okay, jamen det kan jo også være en fordel med fokusgrupper og sådan, men helt kort fortalt, så er vi i gang med at skrive speciale om forbrugertendenser og forbrugerundersøgelser af borgere i Dragør kommune og derfor I er blevet valgt ud og sidder her nu. Helt formelt så bliver det optaget det hele, og det er for at kunne transskribere det hele. Når vi går i gang så må i gerne være så dybdegående som muligt når I svarer, det er i hvert fald en fordel, så skal jeg nok hjælpe jer lidt på vej hvis det er. Jeg tænker vi lige kan tage en runde, hvor vi lige kan præsentere os for hinanden, navn, alder og hvad I laver og sådan

3Jeg hedder Jens, er 28 år og er slagter herude i Dragør

2 Jeg hedder Pia, er 35 år og er klubpædagog

1 jeg hedder andreas og er 27 og arbejder på samme klub som pia

Okay. Helt til at starte med, hvis I skal handle i et supermarked, hvor handler I så henne?

2 Jeg handler i Netto. Det gør jeg fordi det er billigt, primært derfor

Er der andre grunde?

2 Nej det er fordi det er billigt og fordi at jeg kender det. Jeg ved hvor varerne er og har handlet derinde mange år og er derfor nok også vanens magt

Er det kun der du handler eller andre steder også?

2 Er der noget jeg ikke kan få der så går jeg i Føtex eller Møller Jensen

Hvad med jer andre?

1 Jeg handler også 70-80% alt af hvad jeg køber i Netto og det er også pga. det er billigt. Og så er der hvis man nogle gange lige vil have nogle ting, et specielt mærke eller lignende, så ligger Føtex lige ved siden af og så kan man jo lige gå derover hvis man vil.

Hvor handler du ind?

1 en til to gange om ugen

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3 jeg handler i ???? Men jeg ellers så handler jeg ikke så ofte i Dragør. Jeg handler hellere i stormagasiner hvor der også er andre butikker at kigge på.

Hvordan har I det med at skulle handle ind?

3 jeg har det fint nok med det

Der er ikke noget der generer dig?

3 Nej, ca. en gang om ugen handler vi så ind

Hvordan har I andre det så med at handle ind?

2 Det er bare blevet en naturlig del af hverdagen, så det har jeg det fint med. Hvis jeg ikke skal have så meget så kan jeg godt finde på at køre i en af de andre butikker, fx møller jensen, og det er rent dovenskab, fordi der er for mange mennesker i netto, det går i hvert fald hurtigere i de andre butikker

Hvorfor går det hurtigere?

2 Jeg føler ikke der er så mange mennesker og at der er højere service i de andre butikker

Hvad betyder service?

2 Der er flere der arbejder og flere kasser der er åbne og varerne er altid sat på hylderne og det er de ikke altid i netto

Betyder det noget for dig?

2 ja hvis jeg ikke skal have så meget betyder det noget for så går det hurtigere og så kan jeg klare det på den halve tid

1 når man er oppe og handle så synes jeg det er fint nok at komme op og handle og jeg har ikke noget imod at stå i kø i 10 minutter nogle gange i netto. Jeg har det på samme måde hvis jeg bare skal have et halvt kilo oksekød og noget pasta, så kan jeg godt finde på at cykle over i møller jensen eller føtex fordi så er der ingen kø, du går bare ind og henter dine ting og så ud igen, men når jeg laver de store indkøb, to store poster eller noget en gang om ugen så går jeg i netto.

Lad os hoppe videre en gang her. Nu kunne jeg allerede høre det lidt på jeres svar ind til videre, men når jeg siger mølleren så ved I godt alle sammen hvad mølleren er. (alle nikker) Så når I tænker på møller jensen, hvad tænker I så?

195

2 Jeg tænker at jeg altid kan få det jeg skal bruge og jeg tænker at der altid er meget pænt og ordentligt, men jeg synes også at jeg får for lidt for mine penge. Det er derfor jeg ikke handler stort i mølleren, for det bliver lidt for dyrt. Men jeg kan utrolig godt lide butikken. Det er pæn, ordentlig og altid god service og friske varer, synes jeg

Er det noget der betyder noget for dig?

2 Ja det gør det

3 det er en lokal butik og har altid ligget der og man kender dem der arbejder der og der er altid mange på arbejde

Hvad betyder det?

3 Det betyder at man kan komme hurtigt igennem kassen, men det er heller ikke derinde man laver de store indkøb. Det er ikke for billigt

1 Hvis jeg skal aflevere flasker så går jeg altid i mølleren, for det er det eneste sted i Dragør man ikke ligner en idiot når man skal aflevere flasker

2 og det bipper når man går ind

1 Ja, og så afleverer jeg mine flasker og handler det jeg skal handle der, fordi det synes jeg er fedt at det ikke bare er et eller andet at man skal stå midt i forretningen og skal aflevere flasker, så når jeg afleverer flasker så handler jeg der, og så har de de der varer der ligesom alle kæder har nu, sådan nogle der koster en 10er

2 gul pris

1 ja og budget og føtex. Hedder det gul pris i mølleren?

2 Det tror jeg

1 Hvis jeg ved at jeg bare skal have sådan lidt mælk og det der, så cykler jeg til mølleren, da det ligger lige det tættere på. Men de store indkøb er altid i Netto, og man kan se det hver gang, og det er ikke fordi jeg køber det samme hver uge, men har jeg handlet stort ind i Føtex så bliver det 500 og handler jeg stort ind i Netto så bliver det 350 ca og det er næsten kotumen. Selvfølgelig er det fedt i Føtex at man ikke behøver at stresse, at man selv kan taste sine varer ind og i mølleren skal man være uheldig hvis man står mere end 30 sek i kø og det er selvfølgelig også superfedt men pengene betyder meget. I hvert fald til det store

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Nu nævner du noget med lokalt, da du skulle beskrive mølleren? Hvad mener du med det?

3 Ja, jeg mener at nu er det jo en butik der altid har ligget der og man kender dem der er dernede og det er også de samme der har været der i mange år.

Hvad betyder det for dig?

3 Det er hyggeligt, så kan man lige sige hej og få en snak når man er dernede, det er meget enkelt.

Kan du sætte nogle flere ord på det?

3 nej egentlig ikke

1 jeg kan godt, nu fx så kender man ejeren. Havde det været en lokal grønthandler eller et eller andet, hvor Thomas, er ejeren af det, så er det en kammerat og så når man handler så støtter man ham, men jeg føler ikke på samme måde at dette er sådan, fordi det er jo stadig så stor en forretning, så når jeg går ned og putter mine penge i mølleren, så føler jeg ikke at jeg støtter thomas selvom han er en kammerat fordi det er stå stort. Fordi det er større forretning, så er det ikke så lokalt. Det er ikke fordi, lad os nu sige han havde en lille forretning, at han havde en lille grønthandler og så ligger der et stort supermarked ved siden af netop fordi det er min ven der ejer grønthandleren og selvom man måske synes det er ligesågodt, så kunne man godt finde på at købe hos grønthandlere for at støtte sin ven, så på den måde lokalt. Jeg har ikke det der så lokalt er det heller ikke. Det er stadig en kæde i mine øjne

2 jeg synes det der med at handle lokalt betyder rigtig meget for mig. Det med at kende butikken betyder rigtig meget, hvor jeg skal hente mel og mælk og jeg hader at handle andre steder end Dragør, så skal jeg bruge tid på at lede efter varerne, jeg vil helst handle lokalt, for så ved man hvor tingene er

Lægger der andet end at det er lokalt som du godt kan lide. Nej ikke andet end at man kender butikken?

2 Nej egentlig ikke, ikke andet end det at man kender butikken

Hvis du forestiller dig at mølleren var væk i morgen, hvad ville det så betyde for jer?

1 Ikke andet end at man kender dem der arbejder der, at det ville være synd for en kammerat, hvis det var gået fallit eller et eller andet, men ikke for min handel.

2 Det ville ikke betyde så meget for mig lige nu for føtex er kommet, hvis ikke den var kommet så ville det betyde rigtig meget, fordi man ikke kan få det hele i netto. Man kan sige at fordi at hylderne altid er tomme i netto, så går man jo ofte i Føtex. Det ligger jo så tæt på

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3 Jeg ville sige at det nok ikke betyder det helt store for byen i sig selv, ofr der er jo tre andre supermarkeder at vælge imellem, men dens placering er jo unik, for der er ikke andre supermarkeder i nærheden og der bor rigtig mange mennesker der.

1 Ja, og så for os der bor dernede på sydstranden, for hele det der hedder rødtjørnen og alt det der, så tror jeg det betyder vildt meget at der ligger et supermarked lige der

2 man kan også sige at vi jo er mobile, og flytter meget rundt

Det er meget sådan de fysiske rammer I beskriver ift. værdier og følelsmæssig, ville det have nogen indflydelse?

2 Jeg tror bare at man skulle vende sig til at den ikke er der, den har der jo været der altid og på den måde ville det jo være lidt mærkeligt, det tror jeg at med tiden ville man bare tænke at det var det

Det med at den altid har ligget der, har det en betydning?

2 Nej, ikke personligt

1 Jeg kan huske da det blev til en kæde, i starten var det jo den sidste bastion, der var det jo ikke noget kæde og der var det sådan lidt at ad hvorfor skal det nu være en kæde, og nu hedder det superbest næsten som at det hedder mølleren

Hvad betød det?

1 Jeg kan bare huske at man var sådan lidt at nu kom en ny køde herud, brugsen, netto og nu superbest

2 men jeg kan egentlig ikke sætte ord på om den var bedre før eller efter

1 Hvis du sad med nogle pensionister her, så ville du få mange flere føleleser på bordet, det som de jo kører på at sådan lidt apoteker varer og ting for ældre og det betyder ikke så meget for mig, og jeg tror heller ikke det betyder så meget for Pia og jens, men hvis du sad nede på wiedergården og spurgte hvor de handlede deres ting, så ville du få et helt andet billede af det.

Så de følelser du beskriver de ville opleve har du ikke selv?

1 Nej, for jeg kan sagtens cykle ned på havnen hvis det er det jeg skal eller cykle med to store poser på cyklen hvis det er det, men det er der mange der ikke kan. Billedet vill være helt anderledes hvis du sad på enggården

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2 eller bare nogle ældre mennesker ikke, tror jeg også

Hvad er det lækreste ved Mølleren?

2 Jeg synes altid at de har frisk grønt. Og man kan få lidt specielle varer

Er det noget du går op i?

2 Nej, men hvis man skal lave et eller andet specielt, så er det tit man ikke kan få det i Netto

Hvordan foregår det så med de speciel varer? Er det nogle de har nede i butikken eller hvordan?

2 Jeg føler bar eat de har noget andet end at de har i Netto, og noget mere udvalg føler jeg også de har.Jeg føler bare altid at der altid er varer på hylderne, det er der ikke altid i Netto

I andre?

1 Som jeg sagde før så med flasker så er det det eneste sted i Dragør, jeg synes også at deres grønt er fedt at det ikke bare ligger som netto at hvis du skal have bananer så ligger der bare to tusinde bananer oven i hinanden og halvdelen er helt mosede og et erbare kastet ind i kasser, hvor her er det sat op med peperfrugt, og advocadoer ligger og man kan også få modne advocadoer har de også, men der er føtex også bare ens for mig, atlså de to er lidt ens, de to gør tingene pænt og det ligger ordentligt og det er til at komme til, og man skal ikke hoppe over, og det er det de har ift netto. De har bare prisen

Det med at det er lækkert når man kommer ind, spiller ind?

1 Når man lige skal ned og have lidt sådan, så betyder det noget, men når man skal have det store hvor man kan spare 500kr om måneden end hvis man handler i føtex eller møller jensen for en person og hvis man har børn så bliver det mange penge.

3 jeg synes ikke der er noget specielt jeg kan sætte min finger på, andet end at det bare er et supermarked og hvis man bare lige skal ind og handle så er det der

Så det er primært handleydelserne

3 Ja at det er et supermarked

Kunne de gøre et eller andet?

3 Det ved jeg ikke, jeg tror det ikke

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1 altså blive lækre i Møller Jensen? Jeg synes fx deres kødafdeling er tit udsolgt når man er derovre, tit kylling, ellers har de kun det der der koster firs kroner, fordi det er noget der er blevet kælet om

3 majs kylling

1 Hvor at det synes jeg aldrig der er i Føtex. Jeg synes at det der er fedt i Mølleren det er mærkerne, at hvis man vil have det helt rigtige mærke af juice og man har et mærke som man selv synes det er det rigtige så har de de der mærker som man selv synes der er det bedste, så hvis man kun vil have en juice, men at det skal være præcis den der så kan man få det i Mølleren, men ikke i Netto

Hvis I skulle nævne noget dårlig, hvad skulle det så være?

1 Altså jeg synes tit når jeg kommer derover at deres kød er udsolgt, deres kylling og sådan. Det er bare irriterende at man har valgt at køre ned i mølleren for at have aftensmad og man vil gerne have kylling og så er der kun en hel kylling og det gider man ikke lave, det har jeg været ude for nogle gange og det er lidt irriterende, og ellers synes jeg det er som det skal være.

3 Jeg har noget specielt negativt, men jeg kan da godt se at det er irriterende selvfølgelig

Er det noget du har oplevet også?

3 Nej, jeg handler ikke kød i et supermarked

Nååå nej, haha

2 Jeg har ikke noget at fortælle dårligt, overhovedet

Så det er kun positive?

2 ikke andet end at jeg ikke har råd til at handle der hele tiden, ellers så havde penge ikke været noget problem for mig eller havde man haft masser af dem, så havde jeg handlet masser i mølleren.

Okay, hvis vi så lige forestiller os at man havde penge nok, hvad det så end betyder, hvordan ville så handle, anderledes?

1 jeg ville nok ikke handle i netto så, for hvis pengene er ligegyldige, for det er ikke pænere og man skal stå længere tid i kø, så hvis penge ikke var noget problem så var jeg kørt i mølleren eller føtex uden tvivl

2 Det tror jeg også

1 Der er jo så også Irma, den glemmer vi lidt

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2 Der kommer vi ikke

1 Der tør vi slet ikke komme, det har vi slet ikke råd til

Observer: 1 Du nævner selv mølleren ift føtex, hvis nu vi siger at mølleren lå der hvor netto lå, lige ved siden af, og du tog derop, hvilken butik ville du så vælge?

1 Det er svært, men for mig er de så ens så det…

2 Det er nok tilbudene

1 Nej, for det kigger jeg ikke i… så tror jeg at jeg ville have valgt mølleren, men de er meget af de samme. En ting jeg godt kan li ved søtex er der hvor man selv kan bippe ind

Selvbetjening?

1 ja at man selv skal stå og det ikke kommer ned af båndet og skal have det ned i posernene og alt muligt, man kan stå i helt eget tempo og scanne og følge med og ikke behøver at tjekke bon, for man har tjekket det mens man handler, derfor synes jeg at føtex vinder lidt, men så fordi det er lokalt og man kender folk så vinder det andet lidt, altså mølleren

2 Jeg tror jeg havde valgt mølleren. Det kan godt være nogle følelser der spiller ind, men jeg har taget mig selv i rigtig mange gange ikke at kunne få noget i Netto og så kørt i Mølleren i stedet for at gå over i føtex og det tror jeg bare at det har jeg gjort lang tid før føtex før og så når jeg har været på vej i mølleren så har jeg tænkt at jeg kunne da bare være gået i føtex, så det kan da godt være nogle følelser der spiller ind der

3 Hvis det havde været mig, så havde jeg nok taget den med mindst kø, men selvfølgelig når der er den her lokale butik man kender, så havde jeg nok også valgt den i stedet for føtex

Observer - hvis det så havde været en superbest, ville det have haft indflydelse på valget?

1 Så tror jeg at jeg havde valgt føtex, så det er kun fordi at man kender dem der har det at man ville gå derover, det er ikke fordi at jeg synes køden er bedre end føtex, så for mig er det det lokale der spiller ind ikke kæden.

Jamen så vil jeg prøve sådan en lille øvelse med jer, hvis I nu forestiller sig at I lige lukker øjnene en gang og I forestiller jer der kommer en person hen til jer og han siger goddag, jeg hedder mølleren, hvordan ser den person ud?

3 han er stor

201

1 han har en stor mave

3 måske lidt gråhåret og et lille overskæg

Hvad laver han?

1 han står i vinafdelingen

2 det ved jeg ikke, det kan jeg ikke se for mig

3 en stor mandag, en kraftig en, der ikke dyrker sport

1 dyr vin og røde bøffer og når jeg tænker mølleren så er det også en der kender gud og hver mand og sådan noget

Hvor bor han og hans familie hvor stor er den?

3 Han bor i et hus et sted

1 100% i hus

3 Det er svært når man ”kender ham”

1 i mine øjne når du siger det så kan jeg kun tænke på søren

Så når jeg siger det, så tænker du på en specifik person?

1 Ja når du siger mølleren så, hvis jeg skulle personificere det, så tænker jeg på søren altså mølleren (personen)

Så det at mølleren (personen) er dernede er det I kobler til mølleren?

1 Nu er jeg jo ikke ven med thomas, for at få ngoe tud af hans forretning og jeg tror heller ikke at han er ven med mig fordi at han vil have at jeg skal komme ned og handle i hans forretning. Det er da meget hyggeligt at når man kommer derned kan man lige snakke om lidt fodbold eller noget, og meget hyggeligt at man lige ser ham når man er dernede, men det er jo ikke derfor

Men det er jo klart at når denne butik har ligget der i mange år, men hvis man forestiller sig at man ikke havde et personligt forhold til dem der ejer eller arbejder der, ville det så betyde noget?

2 Jeg har ikke noget personligt forhold andet end at jeg ved at søren har været der i mange år, men det har slet ingen betydning. Jeg var kommet der uanset hvem der havde været der. Jeg har intet personligt

202

Betyder det noget om man kom fra dragør?

2 overhovedet ikke

3 hvis du bare havde været længe nok, så ville folk ikke tænke over at du kom derfra

Så trods alt så ville det betyde lidt?

3 Ja sådan er det jo i sådan nogle små lokale byer, at hvis man er ny udefra så er man lidt forsigtige, ift. hvis man har været der i mange år så kender man ansigtet og så vil man godt komme og sige hej, sådan vil det nok altid være

Betyder det noget for dig at møller jensen kender de lokale?

3 Jeg synes det gør det hyggeligere, at man lige kan sige hej, men ellers ikke

1 Det betyder bare ikke noget for mig når jeg handler om nogen man kender er der. Hvis det havde været en lille forretning som ens kammerat ejede, hvor han kunne mærke hver kunde der kom ind af døren, så ville jeg helt sikkert støtte det, men når den er stå stor, så føler jeg ikke at det betyder noget for det tænker jeg ikke over

Godt nok, men så fortsætter vi lidt til næste punkt her, når I tænker på superbest, og der tænker jeg helt generelt superbest, hvad tænker I så?

2 Så tænker jeg at det er en butik hvor de sætter pris på kvalitet

Så det er dit billede af superbest generelt

2 Ja, og jeg kommer ikke ofte i superbest, men jeg tror ikke at jeg har været i en superbest hvor det har været ulækkert eller hvor der har manglet varer eller noget. De har altid været pæne og der er fyldt op på varerne. Jeg tror jeg synes det er en ordentlig butik at handle i

3 Jeg tænker at det er en kæde og lidt ligesom alle de andre, super brugsen kvickly og bilka. Når der bare står superbest så er det bare et supermarked

Så du har ikke rigtigt et personligt forhold til det?

3 Nej det synes jeg ikke

1 Jeg har det lidt ligesom med daglig brugsen, lidt mindre, lidt lokalt, så er det jo også en forening frem for en koncern. Så der er sådan lidt lokalt forening. En superbest er jo ogs dem der støstter det lokale

203 fodboldhold og sådan nogle ting. Hvis du kommer ud på landet og ser et fodboldhold, så er du helt sikker på at de er støttet af OK tanken eller superbest eller lignende. Så de er lidt mere lokale, selvom det stadig er en kæde?

Hvad betyder det for dig?

1 Det synes jeg er meget fedt. Det er god stil og at nogle af de penge de tjener bruger de på… og det er jo en måde at brande sig på, jeg synes bare at det er meget fedt lige at vise flaget de forskellige steder

Har det nogen indflydelse på din adfærd? Du siger selv det er branding men…

1 Jeg tror ikke jeg handler der mere på pga at de støtter cykelklubben eller noget, men jeg tror at for mange andre betyder det noget

Hvad tror du det betyder?

1 Hvis man står med en følelse om hvad de skal vælge, og hvis deres drengs fodboldhold bliver sponseret af superbest, så tror jeg at man ville vælge det overfor Føtex

Har I andre det på samme måde? Med det at de går ud og sponsorerer?

2 Næ, jeg tror det er rigtigt, men sådan har jeg ikke tænkt over det nej

3 Jeg har ikke rigtig tænkt den vej. Det er bare noget reklame

Er det så positivt eller negativt?

3 Det er vel fint, at deres penge går til et eller andet formål

1 Der er vel ikke nogen klubber der er sponseret af Føtex eller den lokale føtex det ser man ikke, men den lokale superbest, lokale daglig brugsen eller lokale ok tank, det er i mine øjne sådan at de tager hånd om og støtter op om lokal samfundet, det gør en Føtex eller en Netto ikke så meget, sådan ser jeg det i hvert fald

Betyder det noget for jer at handle lokalt?

3 Jeg synes at hvis man kan handle lokalt og få det hele lokalt så synes jeg at man skal gøre det og støtte de små butikker. De har brug for det og har svært ved at overleve med de store kæder

Hvad vil det betyde for dig hvis de ikke overlevede?

3 Jeg så ville jeg ikke have det arbejde jeg har nu

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2 Det ville betyde at man skulle køre længere for at man skulle handle

Så det er også noget du støtter op om?

2 Ja

Er det et aktivt valg I tager?

1 Tænker du at støtte lokalt ved at støtte mølleren eller støtte lokalt ved at handle i Dragør?

Nu nævner du mølleren

1 Hvis jeg virkelig viste at hvis jeg begyndte at handle ind dernede, så ville de ikke blive lukket, men i mine øjne så er det også lokalt at handle i Føtex eller Netto i dragør i stedet for at tage ind og handle i København eller Tårnby

2 Det var også det jeg mente

1 Altså jeg er altid på cykel, så jeg cykler ikke 10km for at hente mine varer når jeg kan cykle 1

Hvad er det lækreste ved SuperBest?

3 Der er vel nok det som du også nævnte. Der er nogle specielle mærker, og øl eller vin eller noget specielt som man vil have, så kan man finde det der.

Er det noget du ville lægge vægt på

3 Der er et udvalg der er anderledes, hvis jeg skulle vælge

Er der noget andet I tænker når I tænker Superbest

2 Der er aldrig kø, det er lækkert

1 Ja. Og Hvis man skal til fester og der er noget specielt man gerne vil have. I netto kan du få fire forskellige sprut, hvor kommer du over i mølleren, så er der bare, det er ligesom at tage syd for grænsen og der er alt at vælge imellem, og så er der ikke kø og alt er stablet op. Du skal ikke stå nede i en kasse for at finde det. Jeg tænker ikke ligesom at deres hakket oksekød er det bedste ift andre. Der er ikke nogle varer der er bedre end fx Føtex, men der er aldrig sådan rigtig kø og det synes jeg også at Føtex er gode til at deres kassepersonale er flinke og søde og det synes jeg er meget fedt at der sidder nogle helt unge mennesker og alligvel snakker så pænt, det er ikke altid man oplever det

205

2 Virkelig en god service

1 Ja

Nu nævner I service, hvad betyder det for jer?

2 Det betyder at man har en god oplevelse hver gang man er der. Hvis man har brug for hjælp så er den der

3 Man ville komme tilbage og handle igen hvis der sidder en og smiler og siger hej og kom igen, end hvis der sidder en sur en

1 Hvis man ikke kan finde noget, hvis du er oppe i netto og ikke kan finde noget, så kan det tage 10 minutter at finde en medarbejder og de skal ringe på 8 klokker. Hvis du står ovre i Mølleren og ikke kan finde noget, så står der er en medarbejde lige der og gerne vil hjælpe dig. Det betyder også at hvis man skal ud og hente noget til nytårs aften, og du skal have noget specielt du aldrig har lavet før, så er det meget fedt at handle sådan et sted

Så I mølleren er en af de ting I vil fremhæve god service?

1 Ja

2 Ja det er det

3 Helt bestemt

Er der andre ting ift superbest?

1 Flaskerummet er det bedste.

2 Ja, det kan du godt lide

1 Ja

2 Jeg synes også det er meget fedt at der en kiosk

Hvad er det for en kiosk

2 Så kan man gå derover og handle blade og cigaretter, hvor I netto så er det hele i et, sådan helt rodet . Her er der sådan styr på tingene, orden

3 Og der er meget større udvalg end der er i Netto

206

2 Ja og hvis man bare skal ind og have nogle cigaretter, så behøver man ikke stå i kø, fordi det er i kiosken, men kan man selvfølgelig også i Føtex, men det kan man i hvert fald ikke i netto

Så I foretager også indkøb kun i kiosken?

1 Ja måske, også hvis man vil have et eller andet specielt, med til en fest, så kører man derhen til kiosken og så er der alt mellem himmel og jord, og hvis du skal i netto så skal du igennem hele forretningen og i kø og så skal du vælge og så er der tre ting at vælge imellem nærmest, så det betyder også meget. Men igen, så har Føtex det også, det er jo de to der slås.

2 Der er mange blomster. Stort blomsterudvalg. Det synes jeg også er lækkert i mølleren

Er det noget du benytter dig af?

2 Nogle gange. Altså jeg kan godt finde på at køre derud for at købe nogle blomster.

Så det med blomster, det er ift at du skal købe? Betyder det andet?

2 Nej det gør det ikke. Jeg kører bare derud hvis jeg skal have nogle blomster.

Så det er et sted du ville køre hen hvis du skulle have blomster?

2 Ja, men det er nok også fordi vi har verdens dårligste blomsterbutik i Dragør. Ikke grønthandleren, men den anden. Det synes jeg faktisk er meget godt

1 Hvis du skal købe vin, der ville jeg aldrig nogensinde, hvis du skal have nogen på besøg og du skal have noget ordentlig at drikke, så ville jeg også køre i mølleren, så ved man af erfaring at der står en og har styr på det, hvorimod i Føtex er der kun en engang imellem, ham vinmanden, men hvis du går over i Mølleren så står der en hver dag, altså jeg ved ikke en skid om vin, så kan man gå over til ham, og sige jeg kan ikke så godt lide den der og vi vil gerne have noget lignende den, så kender han en eller anden. Det er meget fedt

Så er det så noget I benytter jer af, at personalet er vidende?

1 Ja

Gør I andre også det?

3 ER der noget jeg ikke kan finde, så spørger jeg altid og så finder de det med det samme. I Netto ved de ikke selv hvor tingene står, så det er spild af tid

Så det med god service er noget I oplever når I kommer derned

207

3 Ja

2 Altid

Og det er hele vejen igennem?

2 Ja

1 Jeg har i hvert fald aldrig haft en dårlig oplevelse med at en der var sur eller et eller andet, man kan godt være at der har været et salathoved hvor man har vendt det om og det så ikke var så lækkert, men det går jo nok og herregud det er jo ikke at medarbejderne har været dumme at høre på eller lignende

Hvis du så har købt et dårligt salathoved, hvorfor siger du så ikke noget?

1 Fordi det koster en tier. Havde det været noget halvdyrt eller noget, så kan det godt være jeg var gået derned og sige hey, og så er jeg også 100 på at jeg ville få noget nyt eller pengene tilbage, men jeg gider ikke tage turen tilbage for en tier. Så vil jeg hellere bare skære halvdelen af hovedet af. Havde man købt en stor bakke jordbær for 55 kr. for et kilo og når man så vender og åbner det og halvdelen af det er råddent, så ville man nok gå op og sige hey, men det gider man ikke for et sølle salathoved

Betyder det noget for det sted I handler, hvis I kommer hjem med en dårlig vare?

1 Hvis det skete rigtig tit og det var irriterende, så ville det betyder rigtig meget, men ikke bare sådan. Hvis jeg fem gange i træk havde handlet nede i møllere jensen og jeg var kommet hjem med en avocado der var helt sort eller et salathoved der var dårligt inde i midten så ville det sikkert betyde at jeg ikke ville køre derhen og handle mine grøntsager.

3 Hvis det skete gentagne gange, så ville det nok betyde noget, men det kan jo ske for alle at der lige er en smutter

1 Ja

Nu var det ift møller jensen, at I lige nævner det her. Hvis det samme skete i Føtex, eller netto, ville I så reagere anderledes?

1 I netto ville man være mere large. Man ved at når man går ind i Netto, at i stedet for at betale tre kroner for en banan så betaler man halvanden krone for en banan. Der er ikke en medarbejder der har stået og stablet bananerne op og kigget på det, og så ved man også at man skal bruge lidt ekstra tid at det man

208 tager er i orden. Jeg ville være lidt mere large, for man ved at de ikke behandler tingene ligeså ordenligt som Mølleren, men tilgengæld så er det også billigt jo

Har I det andre på samme måde?

2 Ja fuldstændigt

3 Det kommer ofte an på hvad man har købt og hvad man har betalt for varen. Hvis man nu virkelig skal bruge det eller noget så kan man jo bytte det. Hvis man nu skal bruge to salathovedet og det ene er dårligt så…

1 Havde jeg kommet i netto og havde jeg købt en stor pakke kyllingefiletter på et kilo eller lignende og hele pakken lugtede af et eller andet klamt så ville jeg nok også tage tilbage og sige at det ikke var i orden, men hvis det var en avocado der var sort inde i eller noget, så gad jeg nok ikke lige køre op igen

Ift hvad I siger, så har I lidt en forventning om at tingene er bedre i SuperBest?

1 Hvis det er mølleren så har jeg en forventning om at det er i orden

Hvorfor har du de forventning?

1 Fordi de er lidt dyrere og der er masser af medarbejdere tilstede, hvis du er i Mølleren eller Føtex så sidder der et par stykker i kassen og et par stykker på gulvet. Du kan altid finde medarbejdere der, hvorimod, hvis du handler i Netto, så er det bare nærmest nogle unge der bare stiller op på hylder eller sådan noget. Så når det er dyrere og flere er på arbejde, så må det også være bedre

2 Helt sikkert, og jeg tror også det er fordi at det er meget sjældent at man kommer ud for at der er noget der er dårligt i Mølleren, så jeg tror også bare at man har en forventning om at det er ordentlige varer man køber

3 Man forventer jo at man får hvad man betaler for, så derfor forventer man jo også at det er bedre ikke

Så det er noget I regner med at man får det man betaler for?

3 Ja

2 Det syns jeg også man gør

1 Vi siger også at hvis penge ikke havde været noget problem så var jeg også kørt i Føtex eller Mølleren, for det er bare det lækre og ro på og man tager sit eget tempo og det står pænt og man kan finde præcis de

209 ting man vil have, men i min verden så er pengene så højt på listen at de store indkøb gør jeg i netto, så dårlig er netto heller ikke

2 nej

Nu snakker vi meget om at hvis pengene ikke var et problem, men hvad hvis man forestillet sig at priserne var det samme i Mølleren som i Netto?

2 Så var jeg handlet i Mølleren

3 Hvis priserne havde været det samme, så havde jeg valgt den, som det er nu

1 Der er jo også en grund til at den er det dyrere. Der er jo tre på arbejde i Netto, mens der er ti på arbejde i Netto. Det giver jo god mening at det koster lidt mere

Hvis det var ligeså billigt?

1 Jamen så igen, Føtex eller Mølleren, også selvom det var meget meget lidt dyrere, så ville jeg også vælge dem, men som det er nu, så er det rimelig mange penge man kan spare ved at gå i Netto og handle de store indkøb

Hvad er det så lige præcis der er at det er mølleren, hvis man snakker om samme pris?

3 Så er det god service og kvalitet, men hvis nu at priserne var det samme ville der nok ikke være en forskel i kvaliteten måske

1 Det er jo federe at der sidder en sød medarbejder og smiler og siger tak for i dag og god weekend, det er federe at der er lige det man vil have, og at det er federe at man tingene er stablet op på hylderne og at man ikke skal rode i en kasse for at finde det man skal ha’, det er da klart at det er federe. Det koster så også bare noget mere, så må man jo bare vælge det man vil have

Handler I i superbest?

2 Ja

1 Ja

3 Ja

Gør I?

210

2 Ja, det gør jeg en gang imellem

Hvorfor?

2 Det gør jeg, som jeg sagde før, hvis jeg bare lige skal have to liter mælk, så er det der jeg tager hen. Der er altid parkeringspladser og det tager kun to minutter og så er jeg ude igen, det gør det ikke hvis jeg handler i netto

3 Jeg synes nogle gange at hvis der er noget jeg lige mangler, så kan jeg lige tage forbi der og købe det med

2 Jeg ville sige at nogle gange, at hvis der er gode tilbud, så kører jeg også derud for at købe tilbud

Så de har gode tilbud af og til?

2 Ja

Så det er noget der også spiller ind ved valg af supermarked?

2 Det er ikke det primære, men hvis der er et godt tilbud, så gør det at jeg kører derud

Så I læser tilbudsaviser?

1 Jeg læser den aldrig

2 Jeg læser den engang imellem

3 Det er også meget sjældent at jeg gør det

2 Hvis jeg ikke har andet at lave. En gang imellem

Er det noget i leder efter, tilbud?

1 Jeg gør aldrig, eller jo, hvis jeg ved at jeg skal have den her juice og den koster 20 og der står to for 30, så køber jeg da to, så på den måde så ja, men ikke sådan noget med at se i avisen at der er to pakker kærgården for tyve kroner og så kører jeg ned i Mølleren eller Føtex for at handle det

2 Det gør jeg, helt sikkert

3 Jeg bruger det kun, hvis jeg ser et tilbud og tænker at det kunne jeg godt bruge det der, så kører jeg ned og henter det, men det er sjældent jeg gør det.

211

Så har jeg lidt den samme øvelse som vi prøvede tidligere, så hvis I igen prøver at lukke øjenene og der kommer en person ind og han stiller sig foran jer og siger, hej jeg hedder superbest, hvordan ser han så ud?

2 ligesom før

3 Ja, han har bare en anden skjorte på

1 Der komme jeg til at tænke på ham der fra superbest reklamerne. Han ligner sådan en rigtig superbest mand.

Hvordan ser han ud?

1 Han har sådan en hvid skjorte på og grønt slips og rigtig glad for at arbejde i superbest

3 Ja, jeg så også det første jeg så den der grønne slips og hvid skjorte

2 glad for at tale i højtaler

Hvad laver han når han ikke står i superbest?

1 Han er spejderleder eller sådan noget

3 han er familieman

1 han står og hepper på sine tre drenge der går til fodbold oppe i den lokale boldklub eller sådan

Observatør: Hvad spiser han til middag?

1 Det er det børnene vil have. Lige når du siger superbest, så er det familie, så det er lasagne og spaghetti kødsovs og kartofler

2 Nuggets

1 fiskefingre og sådan. Det er også fordi at man er farvet af reklamer i fjernsynet. Når du siger mølleren så tænker jeg på en person, for ham har jeg kendt siden jeg var lille ovre i supermarkedet ikke, og når du siger superbest så tænker jeg på reklame med ham der manden der

Så der er noget der er opstået?

1 Ja altså det noget der er opstået gennem man selv har set tingene, mens superbest er opstået gennem reklamer.

212

Og det at du så igennem hele livet har haft et billede af Mølleren er det noget positivt eller negativt?

3 Jeg synes ikke det er negativt i hvert fald

2 Nej, det er positivt synes jeg

3 Ja

1 Ja, det har jeg faktisk sådan set ikke tænkt over

2 jeg tænker bare at det sådan set ikke er negativt.

1 Jeg tænker ikke sådan set at hvis Føtex lukkede at jeg ikke ville handle i Møller Jensen, for dem kan jeg ikke lide, sådan har jeg det ikke, men heller ikke sådan at wow jeg skal bare ned i mølleren eller superbest, for det er for lidt betydning. Hvis det virkelig betød noget at jeg handlede dernede, så hvis jeg virkelig kunne føle at hvis jeg handler her så gør jeg en forskel, så ville jeg droppe det andet, men det synes jeg foretagendet er for stort til

Så betyder det meget at Mølleren er gået fra at være mølleren til superbest i dag?

2 Ikke i mine øjne, overhovedet ikke

1 Nej, for i mine øjne er det stadig det samme. Det hedder bare noget andet. Det er stadig de samme mennesker der står bag det. Det eneste er bare, der er også nogle positive ting at de har nogle specielvarer som de andre supermarkeder har, har de også fået nu, fordi de er blevet en del af en kæde, det ved jeg ikke om de ville have fået hvis de ikke var en del af en kæde

Kan du forklare mig hvad du mener med at det er det samme?

1 Jamen det er den samme mand der har det og den samme mand der har det til dagligt, og det ligger det samme sted fra dengang man var barn, og nu er den så blevet ændret lidt, men i hvert fald udefra er facaden stadig den samme og det kan da godt være at udbygget og der er kommet lidt sklite på, men det er stadig mølleren, så det betyder ikke…

Har I det på samme måde?

3 Ja, vi kalder det stadig mølleren. Det tror jeg stadig vi vil gøre, når man har boet herude så lang tid, så det tror jeg stadig man vil gøre

1 Eller superen

213

3 ja

Kalder du det superen?

1 Ja det er der også mange der gør, Superen, Mølleren, eller møller jensen

Hvem kalder det for superen?

1 Jamen det kan jeg huske at det gjorde min farmor og farfar

2 ja

1 Supermarkedet, og det var jo fordi de boede der i området, så hvis en mor sagde gå lige over i superen, så hedder det det, og det var jo fordi at det hed supermarkedet, og jeg tror ikke det var fordi at det var super eller noget

Var superen før?

3 Før superbest

1 Ja, det har ikke noget at gøre med superbest. Det hed det også før superbest, superen, mølleren og møller jensen og det var ligesom de tre

Observatør: Nu snakkede om at forskellen i hvordan man personificerer superbest og mølleren også er den måde at det er opstået på, at noget gennem reklamer, og noget igennem oplevelser. Er det noget I andre kender til? Hvordan man egentlig ser det?

3 Ikke andet end da vi blev spurgt til Mølleren, så tænkte jeg på Søren, og når man blev spurgt til familien, så kender man jo den. Men ved den anden, der tænkte jeg ikke så meget på reklamen, der tænkte jeg mere på en bymand, fordi det ligger jo over det hele superbest ikke

2 Det har slet ikke nogen betydning for mig, om det hed mølleren, superen, superbest eller… det har jeg slet ikke tænkt over overhovedet

Observatør: Ift noget er opstået gennem reklamer og kommercielt og noget opstår gennem der man bor og der man har oplevet det. Gør det en forskel

3 Nogle gange kan man godt føle sig mere tryg, når man er opvokset med det

214

1 nogle gange så synes jeg at den opfattelse man har af ting er noget man selv har end at nogle har præget det. Jeg synes det er federe at selv at få erfaring og lære tingene igennem på den måde, men om det er så vigtigt ved valg af supermarkedet, ved jeg ikke om det betyder så meget, men ved andre ting i hvert fald

2 Jamen når jeg går ud i vores superbest, så tænker jeg overhovedet ikke på ham reklamemanden. Det har slet ingen betydning for mig at han har reklameret for det. Det er jo bare mølleren jeg handler i og det har slet ikke påvirket mig at han reklamerer. Jeg synes han er lidt irriterende

Observatør: Når I tænker på at gå på sydstranden og handle i supermarket…

1 Jeg ved godt det er en superbest men det tænker jeg ikke over

3 Det er Møller Jensen ikke

1 Jeg ser ikke ham manden der går ind af døren. Hvis du viser mig et billede af det supermarkedet udefra og jeg skulle lukke øjnene og du sagde sig en person ud fra billedet, så ville jeg sige søren eller thomas. Der ville jeg ikke tænke på ham manden, men hvis jeg bare så et superbest skilt så ville jeg måske tænke på ham manden fra reklamen.

Vi har sådan været lidt inde på det… Slut del 1

…

1 Ikke andet end at nu kan jeg ikke huske, hvornår den blev lavet om, men jeg kan på et tidspunkt huske at det blev lavet om, at det blev bygget ud og sådan noget, og jeg kan ikke huske om det var mens den hed superbest eller det var i forbindelse med det. Så for mig ville der være større forskel fra at den bygget ud og til før end når den skiftede navn. Altså ikke andet end jeg kan huske at det var sådan lidt at nu skal det også være en rigtig

2 kæde

1 kæde ift at det var en familieforretning ik

Jeg tænker også ift. den butik i i dag stadig kalder for superen eller mølleren og hvis I skulle sammenligne den med superbest generelt, er der så nogle forskellige

2 Det kan jeg ikke…

1 Det ligner et almindeligt supermarkedet med det der skal være og sådan, jeg tænker ikke lige præcis at vores superbest eller mølleren at de har noget som de andre superbest ikke har, så skulle det være fordi at

215 det er et meget lille supermarked at det ikke er helt det samme. Der er sikkert også nogle superbest der har meget mere. Det der er det er at de har fået de der, gul pris, var det det det hedder?

3 discount pris

1 Hvor man bare ved at det her koster en tier og det her koster en femmer og sådan noget, og du har det der valg, hvor der står at de her pasta koster 25 kroner og de her pasta koster en femmer, det synes jeg er fedt

2 Ja for det er i virkeligheden noget der er kommet bagefter…

1 Fordi det er jo noget superbest har indført vil jeg tro. Det synes jeg er meget fedt. Det er der jo ikke med alt, men det begynder at komme, men der kommer flere og flere, at man kan tage valget, at man kan tage discount varen eller du kan tage det der mærke du altid godt kan lide ikke

Det at superbest har kommet har givet noget ekstra?

1 Jeg synes det er positivt

2 Det rammer vel bredere i virkeligheden

1 Nu kan jeg ikke rigtig huske. Jeg ved fx at det der med apoteker varer. Min mor fx hun har meget ondt i ryggen, og hun kunne ikke hente tingene, så kunne jeg bare gå over og hente det i møller jensen, superen eller mølleren, og det kan jeg da huske og det synes jeg var en vildt god ting, at man kunne ringe ned til apoteket og man kunne få det sendt til supermarkedet og man ikke behøvede at gå hele vejen til byen Og jeg gik allerede i supermarkedet da jeg var seks år og handlede for jeg synes det var sjovt og for at hjælpe min mor og så er det bare fedt at personalet hjælper en når man kommer over og skal spørge om ting. Dengang måtte man godt købe vin selvom man var seks år gammel, og du kan jo ikke bede en seksårig om at gå over og købe en flaske vin uden at få hjælp. Dengang var det jo kun rød og hvid der var forskel

Nu nævner du personale… Er der sket en forskel på personale

2 Fra nu til?

Fra mølleren og til superbest generelt?

3 Det synes jeg ikke. Jeg synes det er de samme mennesker, lokale mennesker. Der er ingen forskel der

Har I været I andre superbest butikker?

216

1 Når man har været på tur og sådan

2 Lalandia

1 Lanandia eller bornholm eller noget

2 Der ligger også en ude i Uganda centret, en meget stor en

Hvad føler du når du går ind i den superbest?

2 forvirret. Jeg tror bare at det er fordi man ikke kender den. Jeg kommer der ikke så meget, så det er bare som jeg sagde før, man ved bare ikke hvor tingene er

Så man har ikke samme følelse som når man går ned i Mølleren

2 nej

1 Og det er det samme med netto, hvis du tager den netto i dragør, der ved man jo hvor pastaen er, hvor kødet er og brød. Det ved man bare hvor er, og så er der bare alle de rode hylde hvor man kan finde ting. Men hvis du tager netto inde i byen, jeg har været på den inde ved istedgade, der er det jo totalt umuligt at finde noget som helst. Det er et totalt helvede og det er jo fordi man har været der mange gange. Føtex og Superbest er meget mere overskuelige, selvom du ikke har været der før, mens en netto, hvor du aldrig har været før aner man ikke hvor tingene står og du kan jo ikke rigtig få noget hjælp

3 Det virker også som om at alle andre end netto har nogle bestemte måder at stille nogle ting op, mens netto der skal tingene bare op på hylderne og så er det ligegyldigt hvor det ender.

1 Ja, der er ligesom en mening med det Føtex og SuperBest laver, et koncept, hvor Netto bare kører nogle paller ind og så stiller vi det bare der og så må folk bare tage

Lige for at vende tilbage… Hvis man tager ind i en superbest uden for Dragør, føler I så at det er den samme butik I går ind i?

3 nej

1 man kan da godt se at der er nogle ligheder med farverne osv og sådan noget. At du tænker at den er kopieret af den møller vi kender?

Ja eller de følelser man har?

217

3 Altså der er dem i Jylland når man rejser at man så går ind og så handler man et lokalt sted ligesom det her, men det er ikke samme forretning. Det er stadig småt og lokalt når man er derovre

Bliver I behandlet anderledes i andre superbest butikker?

1 Det virker som om at forretningen går op i at de unge ansatte er hyggelige og snakker pænt til kunderne og sådan meget, hvor i Netto så er det bare hvor meget at de kan arbejde, hvor at det virker at det er mere værdsat når man kommer ind i en superbest. Jeg ved jo godt at en 16 årig knægt ikke siger hav en god dag, fordi han synes at det er det mest fantastiske, det er nok fordi at det har han fået at vide han skulle og så på et tidspunkt så lærer man det også

Hvis man havde to butikker ved siden af hinanden, og den ene var mølleren og den anden var superbest, hvilken en ville man så vælge?

3 Mølleren

2 Ja

3 ligger den herude, så ville jeg nok sige mølleren. Ligger den i en tilfældig by, hvor man ikke kender ”mølleren” så ville man jo være ligeglad

1 Det er fordi at du tager to kopier af en ting, og den ene kalder du kædenavn og den den anden kalder du det man har kendt hele sit liv og har haft forhold til lige siden man har været barn, så det ville jeg automatisk vælge

Betyder det noget at du har et forhold til det?

1 Det betyder nok noget at man har haft et forhold til det, sådan underbevidst lidt

2 Og så det at man kender butikken, hvordan den er indrettet og sådan

Og man ved hvad mølleren står for?

2 jamen det ved jeg ikke, for det ville superbest også gøre lige ved siden af, men jeg tror nok at det ville betyde noget for mig at jeg var kendt i butikken

1 og man har gode erfaringer og selvfølgelig som jeg sagde at hvis man fem gange i træk havde fået en dårlig vare, at man så ikke ville komme igen, men jeg har aldrig fået en dårlig oplevelse dernede, så hvorfor skulle jeg ikke komme igen? Hvis det er præcis det samme som det andet, så er der jo ingen grund til at vælge det andet, når den anden har været helt perfekt

218

3 Det er igen det der med tryghed

Hvad ligger du i det med tryghed?

3 Det er det med at man kender butikken og man kender ansigterne i butikken og man hvor varerne er og man altid har været der. Så føler man lidt tryghed og så kommer der noget nyt, så bliver man bange for det. Da Føtex skulle komme var der jeg ved ikke hvor mange underskriftindsamlinger der var, men går du op i butikken, så kan du finde halvdelen af underskrifterne der går rundt oppe i butikken

Hvad var det for noget?

3 Da de startede føtex ville folk ikke have det. Det havde vi ikke brug for herude. Der var underskriftindsamling en mas, men det var jo fordi at det var nyt og farligt, men de er alligevel eroppe og handle alle sammen. Dem som skrev under på at det ikke skulle være der. Der er jo gode tilbud ikke

1 Jeg synes også at Føtex nok er den første forretning. Plus at de også har det der lige tiltaler mig, det at man selv kan taste ind det er helt perfekt.

Skrev I under på den…

1 Nej, men min mor gjorde

2 nej

3 jeg gjorde da det var en konkurrent der kom

Hvis I havde fået muligheden havde I så været for eller imod Føtex

1 jeg er ligeglad. Jeg tænker at konkurrence er jo ikke dårligt, men jeg synes at det var sjovt at de lagde, at det er samme koncern, at de lægger sig lige op af hinanden

2 Ja Netto

1 Jeg forstår ikke helt hvorfor at de lagde sig lige op af netto, men jeg synes det er fint nok

Nu er det svært at svare på din mors vegne med hun skrev under?

1 Det var meget mere på grund af… det var ikke så meget pga. møller jensen eller netto’s vegne. Det var mere på grund af de små forretninger nede i byen. Grønthandler, slagter og alt det der, hun synes det ville være synd hvis det betød at de lukkede pga. der kom et supermarked mere. Jeg ved godt lidt at de har haft det svært, men det er ikke kun føtex skyld, men fx også irma’s skyld

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Du skrev under?

3 Men det var ligemeget hvem der havde været der. Jeg synes fire supermarkeder lige er i overkanten i sådan en lille by som Dragør

2 og så også fordi det var konkurrence

3 ja de har jo god kvalitet på kødvarer som folk kan benytte sig af i stedet for at købe det i slagteren

1 Ja og nu kan du jo køre derop og faktisk få alt. Du kan køre derop og så ligger Netto på den ene side og Føtex på den anden. Hvorimod før Føtex kom, der skulle du køre i Netto for at få det billige du ville have, og så skulle du et smut i brugsen eller møller jensen for at få de ting som du ikke kunne få i netto. Nu kan du bare få det hele derop, og kommer du ikke lige forbi i brugsen for at få de der små ting, så kommer du ikke lige forbi grønthandleren og du kommer ikke forbi bageren eller slagteren, og kommer du ikke forbi møller jensen så kommer du ikke forbi den slagter der ligger på vejen, og det var det jeg tror min mor var bange for at de så skulle lukke. Køre hen i bil, handle og køre hjem igen fordi man kunne få alting der og så ødelægger det alle de små rundt omkring

Men har Føtex haft en indflydelse?

3 Det tror jeg helt bestemt. Det at det så også har faldet med den krise som der er, men det kan mærkes at det ikke er det samme som det var før.

Hvis I kunne vælge, var der så noget andet I ville have til byen?

1 Hvis jeg kunne vælge, så lukkede de Irma og så smuttede Føtex ned til byen

2 Der ville komme flere mennesker i byen

1 Ja præcis, fordi jeg ved at brugsen var folk rimelig tilfredse med. Så blev det lukket og lavet om til en irma, og så blev folk mega utilfredse, og alle har snakket om at en Irma er åh så fantastisk, men de har ikke været så gode

Hvad er det at de ikke kan lide ved Irma

1 Jeg tror at det er for dyrt

2 Hvis Mølleren er dyr så er Irma dobbelt så dyr

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1 Ja og de kører med alle deres specielvarer som skulle være åh så fantastiske, det er det ikke en skid og det koster en formue ikke

Noget I har erfaring med?

1 Jeg var dernede lige efter de åbnede, og jeg skulle bare have aftensmad så sådan to kyllingefilletter og det eneste jeg kunne finde var to kyllingefilltter til 90 kroner, og det kan simpelthen ikke være rigtigt. Jeg skal jo ikke have en kylling som er blevet aet, eller som har spist foet graet, og siden det, og jo jeg har handlet dernede, så er det sjældent. Det er jo fint nok at hvis der er nogle feinschmeckere som vil handle dernede ikke, men det bliver bare ikke et alment brugt supermarked

Hvis nu at superbest ændrede navn til noget helt tredje, hvad ville det betyde?

1 Og det stadig var de samme mennesker?

JA

1 Det ville ikke betyde noget

2 nej

1 Måske at man i starten stadig ville kalde den superbest, selvom de skiftede til en kvickly eller noget

3 Det kommer jo også an på hvad de skifter navn til, for hvis det pludselig blev en Irma og så kommer prisen jo også til at følge med, så ville man ikke handle der mere

2 Jeg ville være ked af det hvis det blev en Lidl eller sådan

1 Det ville jeg også. Vi har ikke brug for sådan noget discount noget. Vi har en Netto og den er fin, så ja hvis det var sådan en Lidl eller noget så ville det ikke være rart

Er det fordi at I ville være bange for at miste det I har i dag i Mølleren?

1 Jeg synes bare at det ville være totalt unødvendigt, fordi jeg synes at vi har en netto som er det billige og jeg kan ikke se at og jeg har aldrig været inde i en lidl, men det synes jeg er lort, men det kan godt være det er billigt, men jeg synes det er værre end netto, så er det fordi det skulle være en Rema 1000 eller sådan noget, for det er sådan rimelig billigt selvom det er pænt

Men har det overhovedet noget at sige at det type supermarked, ift. konkurrence, men ift. mølleren

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1 Det ville jo være mærkeligt for mig hvis møller jensen som i mine øjne har kvalitet og service som pludselig skal være en lidl med kun to på arbejde. Det går ikke ind i mit billede om hvordan jeg har handlet der, fordi det der var før Møller Jensen, minder meget om det der er nu, kvalitet og mange mennesker på arbejde og man kan altid få hjælp og det er der stadigvæk og hvis det lige pludselig skifter identitet og bum så er alt det som der har været der de sidste tyve år væk i en lidl og det ville bare være en så stor forskel til det der var før, og det andet da det kom fra møller jensen til superbest var der ikke så stor forskel, andet end navnet

2 Og det er irriterende at det ville være dårlig service, det ville være rigtig irriterende

1 Og jeg tror at hvis det der blev en lidl eller noget, så ville jeg aldrig komme der og handle. Så ville jeg tage netto og føtex

3 og jeg tænker ikke på om de bliver konkurrent til de andre supermarkeder, hvis bare det bliver det samme så må de selv ligge og rode med det andet, så har navnet ikke den store betydning

1 Navnet betyder jo også noget. Det betyder jo noget om du går ind i en Irma, Rema 1000 eller Lidl, så på den måde betyder navnet jo noget

3 Ja servicen er jo anderledes i en Lidl, men hvis det ikke ændrer sig, betyder det jo ikke noget

Fordi at konceptet ligesom får lov til at bestemme hvordan butikken skal agerer

1 Det er jo klart at Lidl og Aldi arbejder med så lidt arbejdskraft og sådan og det betyder jo også noget at de unge kan få et sted at arbejde ik, og det kan de jo også i føtex og netto og der er måske ikke ligeså mange arbejdspladser til de unge

Til observatør – har du noget?

Observatør: Nej jeg har ikke noget. Har I nogle kommentarer?

1 Ikke andet end at jeg synes vi snakkede meget om superbest og Mølleren. Jeg troede det var mere generelt supermarkedet.

Observatøren forklarer mere i dybden omkring specialet

1 Kom vi selv til at sidde og sammenligne, eller var det noget I hjalp med til?

Jeg kan jo ikke spørge jer direkte – I skulle jo gerne komme frem til forskelle

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1 Jeg sad og tænkte at hold kæft det kommer til at tage tid, hvis vi skal igennem alle supermarkeder

Vi prøver jo at holde jeres sind så åbent som muligt og stille åbne spørgsmål, så I ikke bliver så låst I jeres opfattelse

1 Det er sjovt for hvis jeg bare var gået nu, så havde jeg i hvert fald ikke regnet det ud, at det var det jeg handlede om. Jeg tænkte nok at det var at I skrev en opgave for superbest. Men jeg sidder og tænker at hvor har man ellers to navne.

3 Der er jo Lanner, som også stadig bliver kaldt lander

1 Der er selvfølgelig også lidt TDC og YouSee agtig, men der er selvfølgelig to virksomheder, men de hedder jo noget forskelligt og alligevel er det samme

Men kan I se det vi undersøger er der?

1 Jeg kan godt se at det måske er lidt forskelligt, men de er jo helt ens, altså superbest og møllren, men jeg kalder det selvfølgelig stadig Mølleren

3 Du kan også se at den gamle bar stadig hedder Morgan

1 Ja den hedder Gøg og Gokke nu, men vi kalder den stadig Morgan. Det er sjovt at jeg har siddet her og kørt Føtex op. Haha. Det er nok smart at I har holdt det hemmeligt fra starten af, for ellers havde man nok sagt og tænkt hele tiden på det.

Haha. Jamen, det var super godt. Mange gange tak for hjælpen!

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Appendix M) Transcribing 3 – Focus group 2 Formaliteterne bliver læst op, og folk sludre lidt.

Kirsten: Jeg er 59 og bor I dragør 10 min gang fra Netto

Inger: 56 bor i Dragør

Tejs: 63 bor i Dragør

Anne: 59 og bor i Dragør

Moderater: Hvis i skal handle i Dragør, hvor foregår det henne?

Kirsten: Det der er nærmest, som er Netto og Føtex og engang imellem når jeg har fri eller bedre tid, så tager jeg i SuperBest, og en sjællen gang tager jeg i Irma, men det er lidt besværligt at komme ned i byen

Tejs: Vi handler alle steder, men mest i Føtex og netto, mest i Irma og Mølleren som vi kalder den.

M: Hvad er Mølleren

Anne: det lokale navn for SuperBest

M: Nogen steder i handler mere end andre, hvad er årsagen til det?

T: Irma de har lækre ting og sp syntes jeg det er hyggeligt i den gamle by, og dermed bliver det lidt en oplevelse at handel. Mølleren de har alt imellem himmel og jord, man oplever aldrig at de ikke har noget, eller at der er nogen hylder der er tomme, og så er der gode parkeringsmuligheder, så skal man lige have et eller andet hurtigt, så er det altid SuperBest og man kan altid parkere, og så er der aldrig kø ved kassen.

M: Hvad mener du med at det er en oplevelse at handle

T: Det er den gamle by, og det syntes jeg er hyggeligt.

K: Man møder altid nogen man kender

T: Ja, det gør man

K: Men det gør man også de andre steder

T; Men miljøet i den gamle by kan jeg godt lide, og derfor tager jeg i Irma, og så er de flinke dernede

K: Netto og Føtex ligger ved siden af hinanden, og Irma ligger i den gamle by.

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A: Jeg handler nok flere steder, men syntes jeg handler meget forskellieg ting forskellige steder. SB er god til vin og Netto er basis fødevarer og grøntsager.

M: Hvad betyder det for dine handlerutiner at det er sådan at du besøger dem alle sammen samme dag

A: Jeg er et struktureret menneske, og ved hvad jeg mangler, og derfor kører jeg derhen hvor jeg kan få det jeg mangler . Men da jeg også er enlig spiser jeg ikke så meget i løbet af en uge. Det er egentlig ike fordig jeg besøger de forskellige steder ofte.

M: Hvr tager du oftest hen?

A: Altså, hvis jeg siger netto, så er det forkert på det plan at hvis det er i Dragør, så er det Netto og Føtex. Men da jeg arbejder et sted hvor jeg kan suse hen i et par supermarkeder og derefter ind i bussen. Så nogen af de ting jeg handler er udenfor byen. Og det gør at der er længere imellem at jeg handler lokalt. Og så er det et spørgsmål og Netto og Føtex er lokalt. Når jeg handler i Dragør gør jeg hvad jeg kan for at handle lokalt og derofr handler jeg i de små butikker, og i SB som jeg betragter som lokalt. De er ikke så meget en kæde.

M Hvad lægger du i det at være lokal

A: Det skal være et ejerskab der er i byen, det skal være de små lokale forretninger. Vi får ikke lokale butikker hvis vi ikke benytter dem. Jeg syntes vi har fået en overrepresentation af guldsmede. Det er ikke jeg ikke helt sikker på at det er der jeg handler ind. Men jeg syntes det er vigtigt at støtte lokalt. Det er bare dejligt at de tre stoppe steder eller metroer at de ligger op og ned af supermarkeder som jeg kan benytte, og jer derfor ikke behøver at tage hjem inden jeg skal handle.

M: Ser du Netto og Føtex i Dragør som lokalt. Det er derfor jeg lige så godt kan handle andre steder. SB er lokalt, men ikke de andre supermarkeder.

K: Det gør jeg, jeg tænker, at hvis man ikke benytter dem så ligger i Dragør selvom de er en del af en stor kæde, så bliver de lukket fordi de giver underskud. På den måde så kommer de kun til at ligge der hvis de lokale handler der. Det har du ret i. Man støtter ikke nogen man kender men man støtter at der skal være en forretning i ens nærområde

M: Hvordan har i andre det med at det skal være lokalt

I: Jeg handler ikke så meget, det er mest Tejs som handler.

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T: Vi køber alt lokalt, men om det er Irma eller SB eller føtex eller Netto har ikke den store betydning for mig. Som kirsten siger, hvis jeg bruger de butikker som ligger lokalt, så er der også en chance for at de overlever. Om der så er plads til alle fire, det ved jeg ikke. Men jeg handler jo ikke kun for at… Jeg handler de steder hvor der er god betjening og hvor jeg kan få mine vare. Og det gør jeg i de fleste supermarkeder i Dragør. Men af en eller anden grund kommer vi ikke så meget i Netto. Vi handler klart mest i mølleren, eller jeg mener SB og Irma.

A: Jeg vil godt sige at jeg giver ret i argumentet i at man også skal støtte de lokale nationale kæder. Men det er lidt svært når man kan føle sig fristet af også at handle ind uden for Dragør, da der ligger butikker lige ved siden af ens arbejdsplads.

M: Nu belærte i mig før, at jeg skal omtale SB som mølleren. Så derfor når jeg siger mølleren så ved i godt hvad der menes?

Alle: ja det ved vi godt

M: Når i tænker på MJ eller Mølleren som i kalder den, hvad er det så i tænker?

K: Stort varehus

T: Stort vareudvalg, og at der altid er en parkeringsplads og så syntes jeg at der kan være en smule rodet. Ikke altid så indbydende som f.eks. Irma og Føtex. Det er blevet bedre, men der var en overgang hvor jeg syntes det var lidt nusset.

K: Hurtig betjening

T: Ja, altid hurtig betjening tror næsten aldrig jeg har stået i kø

M: er det noget der betyder noget?

T: Ja det betyder meget, og specielt når man gerne vil have gjort det lidt hurtigt så er det rart. Det er det som jeg syntes kan være irriterende ved Netto. Når man går ind i netto…

A: Man skal stå i kø bare for at komme ind i Netto

T: Nogen gange så går jeg ind i Netto, for at gå direkte ud igen, fordi jeg simpelthen ikke gider alt den kø, og så går jeg igen..

M: Hvor går du hen?

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T: Hvis jeg er i det område, så går jeg i Føtex. Men det er nok en af grundend til at jeg ikke kommer så meget i det område. Det er mest SB og Irma jeg kommer, og engang imellem Føtex og næsten aldig Netto.

A: Men er man ikke også lidt påvirket af gamle vaner?

T: Jo

A: Før i tiden, da syntes jeg det bedste sted at købe kød udenfor slagteren det var i SB.. altså Mølleren. Det ligger stadigvæk i mig, selvom jeg er sikker på at Føtex de har mindst lige så godt kød nu. Men et eller andet sted, så hvis jeg ikke er på arbejde, og ved at jeg skal handle ind til hvor jeg skal have kød, så går jeg i Mølleren. Det samme gør sig gældende med vin. Men det er nok også fordi man begynder at kende de vine de har der ude. De har sikkert lige så gode vin andre steder, men det er ting jeg decideret kun køber der. Det sker at jeg køber kød i Føtex, men det er ikke ret tit. Og jeg køber det notorisk aldrig i Netto.. Eller jeg har engang købt kylling.

M: Hvad er det du kigger efter når du skal købe kød? Der gør at det lige er Mølleren du vælger.

A: det er erfaringen med at det er i orden og smager godt hos Mølleren.

M: Så det er noget der går helt tilbage?

A: Det er mit erfaringsgrundlag og det har jeg måske ikke de andre steder, og derfor er det måske lidt uretfærdig. Men jeg køber heller ikke så ofte kød, da jeg spiser det sjældent. Men skal man have gæster, så orker man ikke det der med at det ikke er ordentligt, og derfor tænker man at det var godt sidst, så det er det nok også denne gang. Og hvis det har været godt de sidste ti gange, så er det det nok altid.

T: jeg tror også det er rigtigt at det meget er en vane. Tidligere boede vi meget tæt på mølleren, så dengang da handlede vi altid i Mølleren. På det tidspunkt var der vel også en Irma, så noget andet, og så Irma igen. Men Vi handlede altid hos mølleren, da vi boede tæt på. Det blev en vane, også i takt med at vi kender butikken godt .

M: Hvad ligger du i udtrykke at i kender butikken, hvad kender i?

T: Den er lavet om ofte, så i virkeligheden kender vi den ikke altid. Og nåår der laves om så kan man aldrig finde varene.

M: Det er de fysiske rammer du tænker på.

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T: Men det passer så ikke helt i og med det jo er blevet lavet omnogen gange. Men det har noget at gøre med at vi altid har handlet der siden vi flyttede til dragør, da vi boede tæt på.

K: Efter jeg er flyttet så er jeg skiftet til vaner. Jeg handlede altid i den gamle by da jeg boede der, og engang imellem kørte jeg i Netto. Nu bor jeg ved siden af netto så nu handler jeg mest der. Og i Føtex, hvis det er for kedeligt i Netto, også fordi det er bedre kvalitet. Jeg køber aldrig kød i Netto, kun i Føtex eller Irma. Eller nogen gange i Mølleren for at købe kød. Men aldrig i Netto. Jeg kan godt finde på at købe ind i brugsen på torvet, da det ligger på vejen. Men skal jeg have et eller andet, så er det ikke så tit jeg går i Irma, men mest Føtex eller Mølleren – altså hvis man skal have gæster. Sådan noget som fiske fars er det samme alle steder, så det køber jeg i den forretning jeg er i.

A: Det sjovt, for jeg køber rigtig meget fisk og kan jeg ikke få den på havnen eller røgerriet eller fiskehandleren inde i byen, så er det Føtex. De har den bedste fisk i byen

K: Jeg køber også tit i Føtex.

A: Man skal kende de vare de forskellige butikker er gode til. Og vores Føtesx har fænominal god fisk.

M: Hvis vi kigger på Mølleren, og skulle nævne nogen ting specifikt om mølleren, hvad er så det første du tænker på?

K: Det er at de har et stort vareudvalg, der er altid mange typer kød, og grønt afdelingen er der mange ting, men jeg føler mig ikke altid fristet, men jeg køber kartofler eller jordbær eller noget andet, men det er mest kødet jeg kommer efter. Og så var der er periode hvor det var det eneste sted jeg kunne få hytteost i magerprocent. Så er det også noget med at vide hvor man kan få sine ting. Stort udvalg i servietter i lys og andre ting til fest – de har bare det største udvalg.

M: Så stort vareudvalg det er noget der betyder noget

K: Ja

M: hvad med jer andre

T: Gammel landkøbmand. Jeg tænker ikke kun på stort udvalg i køb, men skal man bruge et eller andet, f.eks. en gulvskrubbe eller andet åndsvagt så kan man få det i Mølleren og ingen andre steder.

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K: Men det er rigtig. Er der et eller andet jeg ikke kan få andre steder, så er det første jeg tænker på at komme i mølleren. Krydderi, strømper.. hvad som helst

M: Hvad ville det betyde for jer hvis Mølleren forsvandt?

Inger: Så ville vi være nødt til at finde et nyt sted at købe ind.

K: Og så er jeg ikke sikker på det vil blive lokalt

I: Nej

T: Ej, det passer ikke. Vi kan da bare handle de tre andre steder.

I: Men det er ikke det samme

K: Det ikke det samme. Så længe jeg arbejder i byen så vil jeg ligge flere indkøb på vej hjem hvis Mølleren var væk

M: rent praktisk så vil du ændre adfærd.

K: Ja, men det har jeg gjort før, da jeg flyttede væk fra supermarked.

A: Jeg tror også det vil betyde mest for mig hvis jeg stopper med at arbejde. Byen er så rigligt forsynte med lokalt forretningsliv at det i hverdagen når du også har butikkerne inde i byen, at det ikke vil betyde noget. Men hvis tre af supermarkederne lukkede, så ville vi have et problem. Tænk hvis vi kun sad tilbage med luksus Irma, så ville vi gå fallit. Man kan heller ikke købe mere end i to pax. Tænk hvis vi skulle sløbe toiletpapir hejm i enpax eller topax. Det virkeligt det der med at ligge indkøbene hvor man er.

T: Men vi skal ikke mange år tilbage, hvor der kun var mølleren og så Brugsen eller Irma. Nu er der så kommet to nye til. Og dengang da klarede vi os også

A: Brugsen og mølleren de mindede meget om hinanden. De var supermarkeder der havde alt.

M: Hvis udgangspunktet ikke er at Mølleren fosvinder, men at det bliver erstattet af en ny Netto, ville det betyde noget?

K: Altså hvis der kom en netto i stedet for Mølleren

M: Eller en hvilken som helst anden butik, så nølleren forsvandt

I: Det tror jeg ikke den vil gøre

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T: Hvis der kom en Aldi, så ville jeg ikke komme. Så ville jeg køre i Føtex, Irma eller Netto. Selvom jeg kender de folk der er i Mølleren, så vil jeg stadig sige, at hvis den lukkede så ville jeg handle andre steder, jeg har ikke som sådan nogen følelser med i det, det er jeg ret kold overfor

A: Du ville ikke sætte dig ned og sulte?... Jeg tror også man ville få dækket sin behov et andet sted, men det vil da være en irritation hvis der er ting man skal udenfor Dragør for at få fat i, hvis man er i Dragør fast.

K: Der vil være flere ting man så ikke kunne få her ude

A: Det vil være irriterende

T: Skal man have en speciel grøntsag så kan der være mange ting man ikke kan få på Dragør.

A: Hvis det er sådan så gider jeg ikke lave så speciel mad

M: Nu bliver det nævnt at man kender folk som ejer et supermarked, hvordan har i det med det i forhold til at Mølleren forsvandt

T: Det er jo et tilfælde at man kender de folk der arbejder i Mølleren, det er jo ikke fordi man er i familie eller nære venner. Jeg har ikke nogen…

K: Jeg syntes det ville være frygteligt synd, men er heller ikke følelsmæssigt involveret. Men jeg syntes den vil mangel noget

M: hvad?

K: Charme, og alting vil også blive placeret i den ene ende af byen. Syntes det er godt der er noget ved Sydstranden.

M: Charme, hvad tænker du på?

K: Det at man ikke skal ta langt for at handle. Hvis jeg skulle op på min cykel eller tage bussen for at handle, det syntes jeg vil være besværligt. Så tror jeg der er meget man vil undvære, eller også finde et sted hvor man kan købe alt på en gang, og så måske kun købe mælk lokal.

A: Der er en anden ting ved det. Da jeg nævnte vin før, så tror jeg at jeg har nemmere ved at spørge til råds i SB da jeg har kendskab til dem som er der ude. Det er ikke kun pga. den familie som ejer butikken, men også de ansatte. Jeg kan mærke på mig selv at det ikke er så tit at jeg spørger til råds når jeg handler ind i

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København, ift i mølleren. Nu kender jeg også et par af dem der arbejder i netto og Føtex, men kender pt. ikke så mange af dem som er i Irma. Det lidt underligt, det gjorde jeg i starten. Så nu spørger jeg ikke rigtig til råds i Irma mere. Det er nemmere når man kender folk, hvor man kan spørge om hvem hvad og hvor.

M: Hvad er det for en følelse du står med når du er nede i møllerne?

A: Jeg får ikke en lykke følelse fordi jeg kan gå hen og sige ”undskyld smager den vin bedre end den der, eller er det der stykke kød i orden – eller skal jeg heller tage noget andet”. Men du har et nærfohold til at det er lokalt, og så er det mere trygt, det er mere behagligt end hvis du står…

K: Det er bevidstheden om at dem der står med det, ved noget om hvad de snakker om, og at de har en viden. For ellers så spurgte man ikke. Man får et ordentligt svar

A: Der er nogen af dem der ude som jeg ikke ville spørge i Mølleren. Nogen af pigerne der ude vil jeg nok ikke spørge om vin

I: Det har måske ikke så meget at gøre med at det er mølleren, men mere at det er en forretning som ligger i et lokal samfund. Engang imellem kan man møde nogen man kender, og så kan man lige sige hej og få snakket lidt. Det gør man tit i Mølleren. Det er meget lokalt lokalt, og det har ikke noget med udbuddet af vare at gøre.

M: og heller ikke noget at gære med hvor man er

I: Nææ ikke rigtigt.

A: Dragør kommune er meget længere væk fra Kbh. end de der 10-12 km der er. Vi er ekstremt lokale, mentalt er der næsten 100 km. Vi sindssygt lokae og man kender hinanden

K: Der er nogen som ikke har været på den anden side af lufthavnen i mange år.

T: Det er nok kun de færrest

K: Ja, de gamle ikke

M: Er det noget i værner om

K: Vi vil gerne værne om det, men ikke det med at man ikke vil forlade Dragør.

T: Det er lidt sært når folk ikke gør det

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M: I snakkede lidt om at Mølleren det er gode vare det er godt udvalg, det er hurtig betjening. Nu har den ligget der i mange år. Er det noget der er kendetegnende for alle de år den har ligget der?

T: Jeg syntes altid der har været et kæmpe udvalg, det har altid været sådan og det har nok også noget at gøre med, at butikken er stor. De andre havde ikke det samme udvalg. De andre havde 5 ting af den ene slags og 5 af den anden. Hvor i Mølleren havde man et indtryk af at de havde 20 af hver slags. Så det der med at man hele tiden skulle fylde op – enten var det fordi de var dygtige logistisk eller fordi de havde mere plads.. Men syntes sjællendt at man oplevede at der var noget som manglede, og sådan har det været altid.

I: Ja sådan har det altid været

K: Noget der kunne få mig til at lade vær med at handel det hvis jeg får en dårlig betjening og hvis folk er uforskammet, så vil jeg ligge mine indkøb andre steder

T: Det syntes jeg i øvrigt de er alle steder, selvom jeg godt nok ikke kommer i Netto. Jeg syntes at betjeningen er betydelig bedre. Ved ikke om det er komme på mode. De åbner posen og smilende og venlige og siger ha en god dag. Tidligere kunne jeg huske at de nede i brusen havde nogen sure nogen.

K: Ja, de skulle ha holdt op med at arbejde for længst

T: Men nu syntes jeg det er blevet super godt

A: Brugsen havde problemer med butikbestyreren, og skifte den ofte. Irma har en rigtig fin service. Og service betyder meget.

T: Det gør det da. Hvis der var i et af supermarkederne hvor man ikke blev godt behandlet, så kom man ikke.

K: Ja, man kan jo bare købe tingene andre steder. Så dårlig betjening betyder YT

A: Men det skal også være for ligesom at sige noget om Netto. I netto ved man at man ikke får god betjening, så da forventer du det nok ikke så meget. Men man kan forvente at de er søde og rare ved kassen og sådan. Men at spørge hvor den ene eller anden ting er i butikken, det kan man ikke.

T: Det har jeg faktisk oplevet at man kan

A: Jo jo, men du forventer det ikke på samme måde.

K: jeg forventer det

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A: Det gør jeg så ikke. Men det forventer jeg i de andre supermarkeder. Hvis man spørger om noget så skal de vide det. Jeg hader når butikker ikke kan hjælpe, og det syntes jeg altid de kan i SB.

T: Det er rigtig, betjening betyder rigtig meget, og behandlingen. Jeg følte mig engang dårligt behandlet i benzintanken i Dragør. Og jeg har en hukommelse som en elefant, og så længe det var den samme bestyrer så kom jeg ikke i butikken nogensinde, jeg følte mig så dårligt behandlet. Ikke engang for at købe pinociokugler

K: Nej, betjening er vigtig. Og så beliggendhed.

T: Du bor jo også lige ved siden af Føtez/netto

K: Ja præcis

M: Vi snakkede om en masse ting omkring Mølleren og mange gode ting. Men hvis i skulle nævne noget dårligt, hvad skulle det så være

T: Jeg syntes godt engang imellem at det kunne trænge til at kurvene blev gjort rene, eller bare shinende lidt op. Der var engan hvor jeg syntes det det var meget slemt.

K: Ja, det har været værer end det er nu.

T: Da min egen søn arbejdede der ned da sagde jeg, siger de ikke nogen gange at i skal gøre rent i kurvene – Næ, det skulle de ikke.

M: Hvad med jer andre?

K: Det er lidt det samme. Jeg kunne godt finde på at handle blomster i Mølleren

A: Det har jeg også gjort

K: Men andet dårligt ved jeg ikke

T: Det er ikke fordi det er et voldsomt problem

K: de var de første som fik vogne – det var fantastisk

A: Ja det var lækkert. Jeg ved ikke om det er negativ, for man ved det jo. Men nu hvor vi talte om Føtex, Netto, Irma og Mølleren. Så helt objektivt så er Irma nok den dyreste, men mølleren ligger nok i den dyre ende sammenlignet med Netto, og det tager man med i sine betragtnigner når man handler ind. Men syntes ikke som sådan det er negativt, for de har jo også var der matcher dertil. Jeg syntes de har nogen

233 fantastisk gode grøntsager, men jeg køber dem konsekevent kun i netto da pris også spiller ind, og Nettos grøntsager er lige så gode. Og når jeg alligevel kommer forbi Netto, så er der jo ikke npgen grund til at købe den salgs ting i et andet supermarked som er dyrer. Men det er jo ikke som sådan negativt, det er mere en konstatering.

M: Jeg har lige en sjov ting vi skal prøve. Hvis i forestiller jer imens i lukker øjenen, at der kommer en mand hen til jer og siger: ”hej, jeg hedder Mølleren” hvordan ser han eller hun ud?

T: er det en specifik person vi skal nævne

A: Vi kender jo mølleren

M: Det behøver ikke være en specifik person, men bare det i asocisere med Mølleren som person

T: Det er Søren

A: Det er søren eller Thomas

T: Men mølleren er Søren

K: Ja, det søren

A: Ja det er søren, men det måske fordi vi kender ham

T: Thomas skal være der mange år endnu før han bliver Mølleren

M: Så når i hører ordet mølleren, så er det en bestem person der springer frem.

Alle: Ja

M: Hvad betyder det for jer

T: det betyder lige så meget at man kender Thomas. Thomas er mere synlig end søren er. Men Mølleren er jo et gammelt navn som hænger ved. Og når du siger Mølleren, så er det Søren, eller måske farfar.

I: Ja Farfar kan vi godt huske. Det er Møllerens far.

T: det er Sørens far

M: kan i prøve at beskrive den (Søren) person?

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A: Jeg ved godt hvad i vil. I vil gerne personificere butikken. Men problemet er når man kender bestyren så godt at vi sætter navn på, så er der ikke nødvendigvis lighedstegn med butikken og den person vi kalder søren. Det er svært, emn hvis jeg skal personificere Mølleren så kommer Søren ind, men er kun en del af det. Rigtig mange af de andre trædder også ind i person billedet. Men siger du at jeg skal lukke øjenen, så er det Søren der dukker op, da det er ham i byen som er hr. Møller. Og selv dem som ikke handler, de ved at søren er mølleren

I: Når man siger Mølleren, så tænker man også på forretningen

Alle: ja bestemt

T: Men nu spurgte de efter en person. Jeg kan ikke beskrive. Eller jeg kan godt beskrive søren. Jeg har ikke noget billede af forretningen som person

A: Det kunne jeg godt. Jeg ville lave søren en smule højere, og gøre ham smallere og så vil jeg sige en høflig ikke påtrænende service person der ved noget om de vare der handles med. Nu ved Jesper formentlig hvordan Søren ser ud, så han ved godt hvad jeg mener. Han behøver ikke være så høj som Thomas eller smal. Men Søren er lidt mere rund end jeg ser butikken. Men venlig og høflig og ved meget og med let til smil

M: Kani andre genkende det

K: Ja

T: Jeg opfatter ikke søren som en der har let til smil, måske tværtimod.

A: Nej, men jeg snkker om butikken

T: Okay butikken, jo det er rigtig.

K: Det er ikke søren som person

A: Ja.. Og jeg syntes ikke at de griner, men de smiler pænt til folk, og de har en fin og behagelig og venlig og varm tone når man henvender sig

T: Ja

M: Er det hele vejen rundt

Alle: JA

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I: Ja det er meget rigtig

A: Men det er ikke søren

M: Så fik vi det på plads

K: Men det er det som man forbinder med den service man får der ude

M: Hvordan ser personen ud som handler der nede

K: Det er meget forskellgie personer

T: Det er meget blandet end i f.eks. forksel til Irma

A: Det er lige fra folk i der modtager overførselsindkomst til folk i meget dyre biler – og de er der alle sammen.

M: Har det indflydelse på om i kommer

Alle: Nej, det er fuldstændig lige meget

T: Jeg går ikke efter et sted hvor der kun kommer den ene eller den anden type. Det er ikke noget som afgører hvor jeg kommer

K: Nej, jeg vil bare gerne have at de har de vare jeg søger.

A: Vi skal måske lige sige, at vi har nok den netto hvor der holder flest dyre biler udenfor, og hvor der kommer flest dyre biler

K: Nej, jeg tror du skal op til holte

A: Har de lidt flere penge der, okay. Men så har vi en Irma, hvor der er en midre gruppe som har meget lav indkomst, som handler meget i den lokale Irma

K: nogen tager i Netto

A: Men det er ikke altid de når så langt.

K: Vi har også vores alkoholikere her ude

I: Men man kan da undre sig over at der er så stort et kundegrundlag her ude, at man kan have så mange butikker. I sådan en lille kommune.

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T: De prøver vel at stjæle andele fra hinanden. Der kommer også nogen som tager i Føtex som ikke bor i dragør- f.eks. folk fra Tårnby

K: Der er nogen som siger at Føtex er stedet for special kød og det er den butik i hele kbh med mest omsætning på kød.

T: Okay, jeg kender også flere mennesker der siger at de syntes Føtex er SÅ lækker. Og det har jeg da aldrig rigtig tænkt

K: Jeg syntes der er pisse koldt, der er så koldt derude

A: Så holder varerne sig bedre

M: Nu vil jeg gerne have at vi kigger lidt på SB generelt som kæde. Har i prøvet at være i andre SB rundt i landet.

I: Jo, det har vi da.

K: Så ligger der lander som er en SB, den ligger i Tårnby. Der kommer jeg engagn imellem, da jeg kører forbi.

A: Der har jeg været enkelte gange, men jeg har været i den ved Kløvermarken.. Den gamle isso.

ALLE SNAKKER I MUNDEN PÅ HINANDEN

M: Hvad tænker i når jeg siger SB?

K: det er en stor købmandsforretning

A: Jeg tænker ikke, jeg handler

T: Jeg handler bare i en forretning, og om den hedder super best, I øvrig har vores heddet meget forskelligt i tiden løb, den har haft forskellige kæder indenover

A: Men SB er vel selvstændig

T: Men det er jo kæde

K: Ja, ellers ville man ikke kunne få rabatter, da det ville være for dyrt at være selvstændig

A: Hvis jeg render rundt i en Irma andre steder end i Dragør – og jeg kommer faktisk ofte i Føtex i Aarhus. Så er det meget tydeligt en Føtex, og jeg ved nogenlunde hvilke vare jeg kan få i den her føtex, for det er

237 føtex. SB er meget mere individuel og der er meget mere variation i varene i de steder jeg har være. Bl.a. neden i den som jeg kalder for Isso.

T: Vernlandsgade

A: Lander har også ret meget forskelligt

K: Jo, og så ligger der også på Ugandavej i Vestamager centret.

A: Der har jeg ikke været… Men de er rimeligt forskellige. Du har mere indtryk af at det er en lokal butik

K: Men der er stadigvæk de ting som der skal være. De har et fast varesortiment. Men det bærer præg af hvem der er forretningsbetyrer.

A: De har mange flere gode vine her ude, end på vermandsgade

ALLE GRINER OVER AT DER BLIVER NÆVNT VINE IGEN

M: Du nævner det der med at de er forskellige

T: Det kan jeg ikke svare på,jeg kommer kun i SB her ude

K: Jeg syntes det er en charme at de er forskellige. Det bærer præg af at de er lidt personlige. Jeg syntes det var synd hvis de var ens. Det er jo ikke de samme vare folk køber. Det kan jeg se, for når jeg handler ind for min svigermor på vesterbro, så kan man ikke få papvin, det er kun flasker. Her ud så er man ved at vælte o papvin

T: Det er det vi drikker meget

K: Det er noget du kan se når du kommer ind i butikken. Vare sortimentet følger udbud efterspørgelse. Jeg have nemlig set en vin på tilbud, og så ville jeg købe den på Vesterbro. Men den havde de sørme ikke, så måtte jeg til Dragør og købe den.

K: Jeg syntes også det er en charme, men det er ikke normalt at man fregmenter flere forskellige SB. Så i hverdagen betyder det ikke noget at de er forskelige i hele landet, man holder sig jo til den lokale.

A: Det jeg syntes er rart, det er muligheden for at de kan tage vare hjem. Det er mere vigtigt end at de er forskellige. Møleren har på et tidspunkt taget noget hjem som var gået ud af sortimentet. Til mig personligt. Det var noget mel, og det blev bestilt hjem

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T: Vi har også fået særen til at købe forskellige slags oste hjem. Jeg sagde bare, søren hvorfor har du ikke den gode gedeost, og så betilte han den.

M: Hvad betyder det for jer

K: der betyder rigtig meget

T: Ja det gør det

A: Det er jo ligesom en rigtig købmand hvor man kunne få de ting man bestilte. Det er ikke noget man forventer i Irma

T: Det betyder virkelig noget. Hvis jeg gik ned i irma og sagde at jeg ville have en gedeost med skorpe, så ville de nok ikke gøre det. Men Søren han siger, den skal jeg nok kigge efter, og efter 14 dage var den der.

M: Det der med at der er et købmandspræg…

K: det betyder faktisk meget

A: Det er det jeg syntes at man får, altså speciel behandling. Man kan få lidt andre ting

T: Og så kan man skylde. Den gang bi boede tæt på, og så kom man der over og har glemt sin pung. Så sagde søren bare at man kunne betale i morgen. Dengang kendte jeg ham ikke engang. Siden da har jeg lært ham at kende igennem skole osv. Det er ikke almindeligt

M: Ville du have oplevet det andre steder?

T: Det tror jeg ikke

A: Jeg har engang skyldt penge i Irma på nørrebrogade. Men nej, jeg tror ikke det er almindeligt. Tror heller ikke der er mange som gør det her. Men det er rart at vide man kan. Så er der i øvrigt en anden god ting, og det er at man kan købe større partier af ting og sager, og får man dem ikke brugt, så kan man levere dem tilbage. Det har vi brugt meget. Vi har gjort det med bl.a. øl og vand og vin.

K: Skal man havde det i større mængder, så kande levere hjem til en. Hvis man skal holde fest og sådan. F.eks. dengang vi ikke havde nogen bil, var det en fantastisk service.

A: Det betyder rigtig meget

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K: Ja

A: Der findes folk uden bil, og jeg ved at det er en service der blier opretholdt, og det er livsvigtigt for nogen mennesker at det bliver bevaret.

M: Føler i at Mølleren værner om lokalsamfundet?

T: Ja, han støtter jo lokalt mange foreninger.

I: Det betyder meget

A: det giver en respekt, og anderkendelse.Men om det føler den respekt over på vores indkøbsmønster, det er en anden sag

K: Jeg er ret sikker på, at hvis det ikke var en fra lokalsamfundet der støtter lokalsamfundet som havde SB, så kom jeg nok ikke så meget, men det gør jeg gerne i dag. Det ville jeg ikke gøre, hvis jeg ikke vidste at der var lidt goodwill den anden vej. Det betyder noget for mit valg, og så køre jeg derud i stedet for andre steder.

M: Gør de andre ting som betyder noget for jer

T: Ikke noget jeg kender til

A: Jeg ved at de holder vinsmagning. Men det er der så mange andre der også gør. Men her ude var de de første til at starte. Jeg kommer dog ikke, da jeg har et rygte jeg skal pleje, hehehehehe.

I: det er en bred vifte af støtte. Sport, gymnastik, musik, annoncer. Jeg syntes de går meget bredt.

T: Tidligere tænkte man meget over deres støtte, specielt da man havde børn. Jeg har selv været nede hos søren om minde ham om at huske at lave en annonce, og så gjorde han det.

K: Det betyder noget at man bliver ved med at handle der

T: Det er ikke afgørende, men vi kan godt lide det

A: Det vejer positivt i bedømmelsen. Men var butikken dårlig, så kom man nok ikke.

M: Hvis vi kigger på SB igen, hvad er så det bedste ved SB generelt

T: Det ved jeg ikke, når man snakker om kæden. Jeg opfatter ikke Mølleren som en kæde

I: nej, det gør jeg heller ikke

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T: At det tilfældigvis hedder SB nu og noget andet før, så opfatter jeg stedet som Mølleren. Så hvis jeg laver en bedømmelse af stedet, så aner jeg ikke hvordan de andre butikker i SB kæden ser ud. Det eneste jeg hørte, det var at SB havde nogen kødskandaler.

M: Har i andre det på samme måde?

K: Jeg syntes godt jeg kan genkende noget der går igen. De har nogen bestemte produkter og kød. Mølleren de har nogen lokale udskæringer, og så har de nogen pakket som er kæden. Så de har begge dele. Og det gør at jeg ved at de har et udvalg, hvor jeg ved at jeg kan finde noget. Er jeg på ferie, så kan jeg godt vælge SB, da jeg ved det er et godt valg. Så jo, det betyder noget for mig valg, og at jeg forbinder det med noget kvalitet

A: Det kunne godt være det der med at man er et andet sted, og at der er en SB, og et sted man ikke kender, så kan det være udslagsgivende. Men jeg betragter det også mest som en individuel butik end f.eks Føtex, netto og irma.

M: Hvis i skal nævne noget dårligt om SB

T: Jeg kan ikke sige så meget dårligt

K: Der var noget i pressen med en kødskandale.

T: Ja

K: Så var jeg inde og kigge om det også var vores SB, men det var det ikke og så ændrede det ikke så meget

T: Du ved ikke om det var det samme hos søren

A: Nej, men da jeg så at det var det samme i Magasin, og andre steder, så tænkte jeg lidt, at de tager prøver ud fra en liste, og de har muligvis ikke statistisk belæg om at SB har dårlige slagtere. Tror det er meget spredt hvor det er dårligt. Jeg har aldrig tænkt at SB skulle være specielt dårlig eller god, pga. kødskandalerne. Havde man kigget på Irma eller Føtex, så havde det være det samme. Men man kan da huske sådan noget, og man husker da at det var SB.

K: Det var mest hakket kød

M: Nu skal vi prøve at lave den samme øvelse som før. Så luk øjnene. Der kommer en person hen og siger at han/hun hedder SB

A: Kæden eller SB her ude

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M: Generelt

T: jeg ser ingen

A: En total ukendt

K: Jeg ser meget modne mennesker i hunkøn som sidder ved kassen.

M: Så det er personale?

K: Ja

M: unge piger

K: Nej, der er ikke så mange unge piger

M: Betyder det noget at de er lidt ældre

T: Nej, vi har da ikke noget imod unge kvinder

A: Når du siger det, så tænker jeg ikke det samme. Når jeg kommer så er de unge

K: Så kommer du om eftermiddagen

M: Gør det nogen forskel

K: Er der noget med varekendskab, så betyder det noget ift. hvor meget erfaring de har

T: Engang skulle jeg have trækpapir, og så spurgte jeg en som ikke var specielt ung. Og så spørger jeg efter trækpapir. Og hun aner ikke hvad det er. Og det kom bag på mig. Og så måtte jeg have fat i Søren.

Vi snakker om hvorvidt vi ved hvad det er.. Men det ved Jesper og Anders ikke.

M: Hvis vi holder MJ og SB op imod hinanden, føler i så der er en foskel?

A: SB er en købmandsforeneing og MJ er en butik. Det er da principielt noget væsentligt forskelligt.

I: Jeg tror det hænger sammen med at den har ligget der så længe. For os er det bare Mølleren, og om den hedder det ene eller det andet eller det tredje, det ændre ikke noget.

T: Man er nødt tul at kende SB kæden for at kunne svare. Jeg kender ikke SB…

M: Det du siger er, at du kan ikke sammenligne da du ikke ved hvad du skal sammenligne med?

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T: Ja, Jeg kender Mølleren, jeg kender ikke de andre.. Ja, eller det er den SB jeg kender. Men jeg kan ikke sige hvad forskellene er på Mølleren og kæden SB.

I: Jeg tror det er et spørgsmål om alder. Mølleren hedder mølleren, fordi det har den altid gjort, også selvom den skifter navn. For mig ser jeg det som en generationsting, da den har været i en familie. Det er Jesper bedstefar der startede den. Det er en generations forretnig i et lokalsamfund

T: Jeg ser lander som det samme

I: Og han kan kalde sig hvad han vil, men han vil blive ved med at hedde mølleren

Alle: JA

I: De kan jo ikke gøre for at de hedder Møller Jensen i generationer

A: Og vi syntes ikke de skal ændre på det

K: Jeg har det ikke helt på samme måde, og jeg handler også i Lander og Vestamager centret. Der ved jeg at jeg kan få nogen ting, og når jeg cykler forbi alligevel, så kan jeg lige så godt gå ind. Tingene står mere pakket her ude på Dragør. Vareudvalget er det samme, men ude i Vestamager centret da kender jeg også ham i vinafdelingen, og føler mig tryg ved at spørge. Jeg kender ikke i nogen i Lander, og så syntes jeg det er lidt underligt at spørge.

M: Hvis nu at man sig du står overfor to butikker, og den ene er Mølleren og den anden er SB, hvilken ville du vælge?

K: Da tror jeg at man ville vælge den man kender mest, eller ejeren, eller at der bliver støttet lokalt. Så det vil være Møllerne, også fordi man kan få de samme ting. Møllleren bestiller også speciel ting hjem. Jeg ville vælge den som jeg syntes gjorde mest i lokalsamfundet og også kendte bedst. Personen som står bag vil også betyde noget for mig, og hvordan personalet bliver behandlet. Der var en blomsterbutik, hvor jeg ikke kom da jeg vidste personalet blev behandlet dårligt.

M: Hvad syntes i andre

T: Det tror jeg nok det ville. Hvis der virkelig lå to butikker, så ville jeg gå i MJ for den kender jeg. Ja, det ville betyde noget.

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A: Jeg syntes det er et meget tænkt eksempel. Jeg er en af dem der handler udenfor byen. Men jeg prøver at ligge de fleste af mine indkøb i Dragør, selvom det ikke er bekvemmeligt, Men jeg er bevidst om at vi skal have et handelsliv herude. Så det betyder noget at om en butik støtter lokalt.

I: Vi støtter også altid lokalt, og man falder altid tilbage i en gamle vaner

K: Jeg kom meget i netto førhen, men efter at jeg er gået forgæves efter vare mange gange, så kan jeg godt finde på at finde en anden Netto. Den netto her nede er under lavmålet, så jeg finder en anden netto. Så det er ikke ligegyldigt hvem der bestyrer en butik. Der er rodet, og de aner ikke hvor ting er, og man kan ikke komme rundt. Jeg går tit forgæves efter grøntsager, så er det ikke Irma jeg tager i, men derimod SB.

M: I den ideelle verden, hvis i skulle vælge tre ting der var afgørende for hvor i skulle handle ind henne, hvad skulle det så være?

I: Parkeringsmuligheder, Nærhed, og ingen lang kø

K: Kvalitet

T: Kvalitet er vigtigst for mig

A: Jeg syntes pris og kvalitet. Jeg tror jeg ville blive en fatte hvis jeg købte i Irma. Priserne er for høje. Priserne har en del betydning, og så kvalitet

T: Vi er desværre nok ikke så opmærksomme på pris. Vi ved ikke hvad tingene koster. Det er ikke fordi vi har for mange penge, men vi er dårlige til at kigge efter hvad ting koster. Men kvalitet er det der betyder mest og så selvfølgelig udbud og tilgængelighed

M: Hvad ligger der iorden kvalitet

T: Det er ordentlige vare. Køber du grøntsager og kød, så skal det være i orden og frisk og velsmagende. Jeg var der nede og købe æbler i Møllerne den anden dag, og da syntes jeg at de har de blankeste bæankeste æbler i massevis, og det er jeg ikke meget for. Man køber dem og så kan de ligge i tre uger uden at de har ændret sig. Jeg fandt dog til sidst nogen som var i orden. De var økologiske. Jeg siger dog ikke at ting skal være økologisk. Det der med at de var blanke, det siger mig ikke så meget. Et æble må godt blive rynket.

M: Kvalitet og økologi det er ikke nødvendigvis en selvfølge

Alle: Nej ikke nødvendigvis

T: Jeg køber en del økologiske vare. Men det er mere af miljøhensyn

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A: Nogen økologiske ting, da kan man godt smage forskel. Ind imelle bager jeg brød, og økologisk mel det er bedre, Det kan man mærke. Men en øko gulerød kan jeg ikke smage forskel på

K: Det kan jeg godt. Hvis de er økologiske, så smager de ikke godt. De har en forkert farve,, og ligner at de har fået frost. Jeg har selv stået i en frugt og grønt butik. Så vil jeg hellere købe dem der ikke er øko, så længe smagen er i orden.

A: Jeg køber heller ikke økologiske gulerøde.

K: Er den økologiske i orden så køber jeg dem. Men kan jeg se at posen ikke er i orden, så køber jeg dem ikke.

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Appendix N) Transcribing 4 – Focus Group 3 Interviewer: I ved ikke noget om hvad det går ud på, så jeg laver lige en hurtig opsummering. Det er en fokusgruppe og jeg kommer til at stille nogle spørgsmål, som I kan sidde og diskutere og I kan så være så uddybende som muligt i jeres svar. Det kommer til at tage en time og tyve minutter, og så er vi færdige derefter. Helt officielt så bliver det også optaget og optagelserne bliver behandlet fortroligt. Fokusgruppen er til specialet som vi er ved at lave og vi skal lave en forbrugerundersøgelse af borgerne i Dragør kommune, så det er det, det kommer til at gå ud på

Finn: Tror du vi er repræsentative?

Interviewer: Det er I. Hvis I bor i Dragør, så er I. Der står også en masse på bordet og I tager bare for jer. Vi tager lige n tur rundt om bordet, hvor vi tager en runde, hvor I fortæller hvad I hedder og hvor gamle I, så hvis vi starter her

Finn: Jeg hedder Finn og jeg er 64

Ilse: Jeg hedder Ilse og jeg er 63

Ove: Jeg hedder Ove og jeg er 81

Lone: Jeg hedder Lone og er 58

Carsten: Jeg hedder Carsten og jeg er 65

Anne: Jeg hedder Anne og jeg er 56

Keld: Jeg hedder Keld og jeg er 63

Når I skal ud og handle i et supermarked, hvor tager I så hen?

Ove: Når først du siger supermarked, så er der jo kun et

Carsten: Mølleren eller Netto, og en enkelt gang Føtex, og en anden gang Irma. Men Netto og Møller Jensen, det er der jeg handler mest. Møller Jensen det er fordi det er tæt på

Interviewer: Hvad med de andre hvorfor går du derhen?

Carsten: Jamen det er når det er stort køb, så er det Netto. Så bliver vi jo nød til at sadle bilen, så kan det jo ikke svare sig andet, når man skal handle større ind

Interviewer: Er det på grund af prisen?

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Carsten: Jamen møller jensen kan jo også sagtens følge med. Det er jo to forskellige produkter de har.

Hvordan det?

Carsten: Jamen, nu er fruen her ikke, jeg følger jo bare med. Haha.

Finn: Ahh… du er ved at udtale dig lidt mod bedrevidende hva’

Carsten: Det er hende derhjemme der står for indkøb, så følger jeg bare med

Ilse: Jeg handler også primært i superbest, og det er måske gammel vane, men det er også let at parkere, og det er stort set den eneste forretning jeg kommer i

Interviewer: Hvad betyder det for dig at det er let at parkere?

Ilse: Det betyder meget for mig, at man ikke skal slæbe tingene langt

Interviewer: Hvad med jer andre

Keld: Det kommer an på hvad jeg skal ha’. Hvis jeg ved at de har det jeg skal have, og jeg kommer hjemmefra. Jeg kommer i den anden ende af byen, jeg kommer fra nord, så handler jeg ind i Netto, men hvis jeg ikke tror at de ikke har det udvalg jeg skal have, så handler jeg i superbest eller i føtex, hvis jeg skal være sikker på at de har det, s kører jeg altid i superbest, der er jeg sikker på at tingene alting er. Det er graduleret lidt. Jeg har ikke nogen undersøgelse om det, men jeg har en idé om at netto er lidt billigere, men det er ikke sikkert, men det er en forestilling man har, tilgengæld så er deres udvalg også som det er og deres udvalg er som det er og det er noget man ved, så hvis mn vælger at gå i netto, så ved man også at man kommer til at stå i kø, og det er en del af konceptet og det er med vilje tror jeg. Føtex ligger lige ved siden af, og de har et bedre udvalg, men det er ikke garanteret, så hvis jeg skal være sikker på at jeg vil have det jeg skal have, så kører jeg ud på sydstranden, og hvis det er søndagen, så er det altid superbest, men nej det passer ikke, det er kun nogengange. De fleste har åbent søndag undtagen de søndage jeg skal bruge dem.

Finn: Når jeg handler så er det kun fordi jeg skal gå en tur, så derfor så handler jeg der hvor jeg kan gå hen på gåben, og der hvor der er en øl på et fedtet hjørne

Ilse: Hvor er det så henne?

Finn: Det er nede på kongevejen. Det er nede i Irma eller specialbutikkerne på kongevejen, slagteren og grønthandleren der ligger dernede

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Interviewer: Er det alle dine indkøb du foretager der?

Finn: Ja for jeg foretager stort set ikke noget som man ikke kan bære på under fem kilo

Så der er nogle andre der foretager indkøbene

Finn: Det gør fruen og hun bruger bilen

Ove: Jeg køber sjældent ind uden at jeg har en seddel med. Det er hovedsageligt SuperBest eller Irma, men aldrig Netto. Vi sætter ikke vores ben i Netto.

Interviewer: Hvordan kan det være?

Ove: Fordi vi kan ikke fordrage den butik. Jeg har været deroppe få gange og de havde aldrig det jeg ville have, men hvis nogle vil stå deroppe og stå i kø for at købe en dåse sild der er lidt billigere, og stå i kø i fem minutter, det gider jeg ikke. Vi kommer ikke i Netto, hverken min kone eller jeg

Interviewer: Hvad spiller så ind for det sted du handler?

Ove: Det kommer jo an på hvad vi skal have. Lillian køber meget tit i SuperBest. Der kommer hun tit nede, men hun kan ligesågodt tage tre butiker, superbest, føtex og irma, på en køretur, men hun springer netto over. Dengang brugsen var der brugte vi også den

Interviewer: Jeg hopper en lille smule videre, så hvis jeg nu siger mølleren, ved I så godt hvad det er jeg mener?

Carsten: Ork ja

Finn: Hahaha

Keld: Det er jo det sted der har været der al tid. Det har været der i hele vores levealder, stort set

Finn: Det er Dragørs ældste supermarked

Keld: Ja, det er Dragørs ældste Supermarked og det er blevet renoveret og det er vel det eneste supermarkedet som tager en del i lokalsamfundet

Interviewer: Hvad mener du med det?

Keld: sponsorerer sportsklubber og andre steder og banko og hvad ved jeg. Det ser vi jo ikke nogen af de andre gøre

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Hvad betyder det?

Keld: Det betyder jo at man har lidt dårlig samvittighed over at man ikke tager derud

Har I andre det på samme måde?

Ove: Jeg tænker ikke over det, men man glæder sig over det når man hører om det, at de hjælper plejehjemmet dernede og spejderblade har de en annonce i og støtter det

Interviewer: Hvad er det for en annonce?

Ove: Det er en superbest annonce, en meget speciel mølleren annonce ville jeg sige, fordi der står jo Møller Jensen stort

Interviewer: Hvad er det første I tænker når I tænker på Møller Jensen eller Mølleren

Keld: Lokalt supermarked

Ove: ja

Interviewer: Er det vigtigt?

Ove: Når man kender alle de mennesker der er dernede

Ilse: Det er også et lokalt supermarked der er ejet af nogle der bor i kommunen og betaler skat til kommunen. Det synes jeg også er vigtigt.

Interviewer: Det I siger med at det er nogle I kender, hvad betyder det for jer?

Ilse: Det er da hyggeligt at få en lille sludder når man kommer

Ove: Nu kender vi jo både Søren og Thomas så det…

Finn: Og vi kender de andre ikke

Carsten: Jo

Ove: Måske ikke de yngre

Keld: Det er også interessant at de forsøger at have et sortiment som de lokale vil have. Det er ikke hos mange af de andre at man kan få alt det man har behov for.

Interviewer: Hvad med jer andre?

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Lone: Jamen jeg ved jo kun fra at jeg har boet her i de her 10 år, at det er ham, men jeg har jo hørt historien omkring alle hans supermarkeder, og blevet præsenteret for nogle supermarkeder som han har haft de steder jeg har boet. Og det er jo skægt at han har haft så mange forskellige supermarkeder. Men jeg synes også at der er dejligt at handle derovre, selvom jeg også indimellem handler andre steder

Interviewer: Hvad er det der er dejligt ved at handle i Møller Jensen?

Lone: Det er ligesom Ilse siger at man kender personalet derovre og de har en meget god service og man får et hej og det gør at det er meget hyggeligt og man kommer derover og kender de personer der er ansat der

Interviewer: Er det noget I oplever andre steder?

Lone: Nej, dem kender vi jo ikke

Keld: nej

Lone: Altså de siger også hej andre steder og hav en god dag

Ove: De er nu søde og rare nede i Føtex, og hjælpsomme

Keld: men det er ikke nogen vi kender

Ove: nej

Keld: Ej det er jo ikke rigtigt. Der er da nogle af pigerne vi kender lidt til

Ove: Ja nogle af pigerne kender man da. Man kender dem jo hvis man kommer der

Ilse: Det er også vigtigt at man ved hvor tingene er ikke, altså hvis man skal bruge halvdelen af tiden på at løbe rundt og lede efter noget, hvor er nu det her osv. Superbest så ved du den vej den vej den vej, så går du hurtigt ikke

Interviewer: Hvorfra ved du hvor tingene er?

Ilse: Ford jeg kommer der tit

Lone: Det er så omvendt fra mig, jeg aner ikke hvor tingene er. De er lavet om hele tiden synes jeg.

Ilse: Det er de også lige i øjeblikket

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Lone: Jeg kunne godt tænke mig at det er det og det er det. Jeg bruger ret meget tid på at finde ting når jeg er ovre at handle. Det er jo fordi jeg ikke kommer der ret tit. Det er manden der handler, så der må jo ske noget forandring i butikken, men det gør ikke noget, for så spørger jeg og de er meget flinke til at vise mig at det er derovre.

Finn: Hvis jeg skal købe røget medister på vejen hjem fra arbejde, og jeg kører rundt i Føtex, så bruger jeg en halv time på at fise rundt i butikken for at finde det og så har de det så ikke. Der kunne jeg godt have risikeret at handlet, men jeg har ingen ide om hvor jeg skulle finde det henne. Jeg har ikke en chance, og det ligger bare straight on på vejen hjem. Så irriterer det en når man ikke kan finde det

Ove: Jeg synes efterhånden at man lærer supermarkedet at kende, grøntafdelingen og vinafdelingen

Ilse: det vigtige

Ove: Ja det vigtige lærer man jo hurtigt at kende

Finn: Ja

Lone: Det synes jeg heller ikke at de flytter så meget rundt, det er mere kolonialen

Carsten: Slagterafdelingen i Mølleren den synes jeg er god

Lone: Den er rigtig fin

Interviewer: Hvad er det der er godt ved den?

Carsten: Det er friske varer og udbuddet er fint, og nu nævnte jeg netto før og det er ikke til at finde rundt i

Finn: Det kommer fra tyskland

Carsten: Slagterafdelingen i Mølleren, den er rigtig god

Ove: Han har en god slagter derovre. Han laver nogle gode pølser

Carsten: Ja for søren

Interviewer: Så er det noget du primært vil komme derned for?

Carsten: Hvis det er noget med pålæg, kød så ja, også fiskeafdelingen der i mølleren. Det er udelukkende kun der at vi handler det

Interviewer: Ville det betyde noget, hvis Mølleren forsvandt? 13:14:

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Lone: Ja

Ove: Ja

Keld: Så ville der være langt til næste sted hvor at man ville være sikker på at udvalget ville dække ens behov. Der er fandme langt

Interviewer: Hvor ville du så tage hen?

Keld: Jeg tror det ville inde af ved Kvickly, som jo er 20 minutter væk på cykel

Finn: Hvorfor ville du ikke gå over i Føtex Food

Keld: De har ikke det jeg ville have

Finn: Det har de ikke, nej

Keld: Så Kvickly var nok det nærmest, måske brugsen nede ved tårnby torv

Finn: Jeg troede faktisk at hvis man vidste hvor det var, så havde de al ting i Føtex

Keld: Nej

Anne: Altså jeg handler altid i Føtex. Nu ligger det jo lige ved siden af. Med mindre jeg skal have noget specielt så sender jeg Larsen ned i Mølleren

Finn: Så de har et større udbud i Mølleren?

Anne: Ja, mere specielle ting hvis man skal have et eller andet skørt når du bager eller et eller andet. Man kan få alt hos mølleren

Interviewer: Hvad med jer andre, ville det betyder noget for jer hvis Mølleren forsvandt?

Ove: Ja

Interviewer: Hvad ville det betyde?

Ove: Det ville betyde at jeg skulle cykle længere for at handle. Jeg er forbavset over at du siger Anne at Føtex ikke har det samme udvalg

Anne: Hvis du skal bruge noget specielt mel eller noget i den stil, så har vi fundet det i Mølleren

Ove: Ja, altså jeg kan jo ikke svare på det

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Anne: Nu kan jeg så ikke komme i tanke om noget konkret, men det har været sådan noget lignende

Carsten: Jeg synes jo at Mølleren de sidste 5-7-8 år er blevet en utrolig god butik. Det kan godt være at før det at den virkede sådan lidt rodet

Keld: Ja lidt rodet. Er det ikke sådan 10 år siden?

Carsten: Jo nok 10

Keld: Tiden går jo hurtigere end man tror

Interviewer: Hvad er det så der har ændret sig?

Keld: Jamen der er blevet mere overskueligt og mere plads ved den store ombygning sådan 8 år siden

Interviewer: Sådan det er mere praktisk at det ville betyde noget hvis Mølleren forsvandt?

Ilse: Nej

Keld: Nej

Lone: Nej

Keld: Det er også…

Ilse: Det er jo en institution i Dragør

Ove: Det er en institution

Keld: Nostalgi som jeg sagde

Lone: JA

Keld: Det er jo praktisk også, altså det vil også være et praktisk problem

Anne: Det ville også være et problem for institutionerne. Der er jo ikke andre steder hvor man bare kan få leveret og så få resten leveret tilbage. Altså du kan få 200 kasser vand, men du drikker kun 60

Finn: Sådan er det også for foreningerne herude

Anne: JA

Finn: Hvis de har generalforsamling eller noget

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Anne: Det er også det eneste sted hvor man egentlig kan komme til at snakke med chefen sådan set. Hvis vi skulle have noget til noget lotteri eller sådan noget, jamen så brugsen, det var så bureaukratisk at det orker man jo dårligt

Interviewer: Hvad betyder det for dig?

Anne: Så er der jo nogle der kan tage nogle beslutninger. Altså vil I det her eller vil I ikke? Det kunne jo godt tage et måned for nogle af de andre, fordi de skulle igennem det der bureaukrati

Interviewer: Men det kunne man nede hos mølleren?

Anne: Ja

Keld: Ja der var beslutningstageren

Interviewer: Der blev nævnt nostalgi. Er det noget I andre kan genkende

Ove: Nostalgi?

Keld: Følelser, loyalitetsforhold faktisk

Ove: Loyalitetsforhold kan jeg godt forholde mig til

Interviewer: Hvad tænker du hvis du skulle uddybe det når du tænker loyalitet

Ove: Vi kender jo de mennesker der har butikken. Vi kender jo både den gamle Møller, hans kone og sønnen og også den tredje generation, så det vil jo være ens. Så kan det godt være at man får en god flaske whisky en gang imellem og det ville jeg da også være ked af

Observatør: Der blev tidligere sagt at Mølleren er en institution i Dragør, hvad mener I med det?

Finn: Hvad er en institution? Det er noget der altid har været der

Anne: Det er fordi v alle har vokset op med det. Dengang vi var små og gik til spejder og til banko, jamen så var det der også og den har altid været der

Ilse: Det er jo det

Ove: Vi har jo stort set alle sammen boet herude i vores voksne liv, og der har mølleren jo altid været her

Anne: Og i gamle dage var der jo kun Irma og så Møller Jensen

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Ove: Ej, der var jo købmanden oppe i store magleby

Anne: Jamen supermarkeder

Ove: Ok

Anne: Irma var der jo også

Ove: Irma var så dårlig dengang

Interviewer: Hvis I skulle sige hvad det bedste ved Møller Jensen er, hvad skulle det så være?

Carsten: Jamen synes at kødafdelingen og jeg bliver nød til at nævne vinafdelingen også, den er ikke helt dum, og så for mit vedkommende så er det også fordi at den ligger nede i nærheden af hvor vi bor, og så har det jo været, og vi har boet derude i snart 40 år og mølleren har ligget der i alle 40 år

Anne: Var det det tætteste på mig, så havde det også været mit første valg, men nu er det ligesom en rejse. Så man ville køre forbi de andre butikker for at komme der

Lone: Ja

Men hvad er ellers det bedste?

Anne: Det er at de har alt. De har et stort udvalg og lidt specielle ting

Hvad med jer andre

Ove: Så er det jo også at når du går ned til mølleren, så kan man bestille ting, eller hvis de ikke har det, så siger thomas at det skaffer de til i morgen eller i overmorgen. Det kan du sgu ikke gøre i Føtex

Carsten: Der er de sgu ligeglade

Ove: Fuldstændig

Carsten: Der får du bare at vide at det har de ikke

Ove: Skal du holde en stor fest og du går du ned til mølleren, og du siger, de der bavianer dem ved jeg sgu ikke hvor meget de drikker, jamen så får du bare ti flasker og så kan du aflevere resten retur. Det gør de ikke i Føtex

Carsten: Hvis de ikke er brudt

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Ove: Jaja selvfølgelig

Finn: Nå mener du det? Der er jo noget der mener returpant

Interviewer: Hvad betyder det for dig?

Ove: Det er ikke meget vi har gjort det på det sidste, men nede hos spejderne gjorde vi det tit når vi havde forældremøde, så fik vi nogle kasser sodavand og vi anede jo ikke hvor meget vi ville drikke. Så afleverede vi det vi ikke havde brugt. Det er jo fint nok.

Anne: Der er en fordel til. De tager alle returflasker. Ikke kun dem man har købt der, så har man rigtig blandet udvalg så er det også der man tager hen

Interviewer: Hvis I skal sige noget dårligt om Møller Jensen, hvad skulle det så være?

Finn: Der er dårligt plads til flaskeautomaten

Ilse: Ja, der er for meget kø

Finn: Der er dårlig plads til alle

Keld: Det er fordi at alle dem med store poser kommer der fordi det er nemmest

Ilse: Det kan godt være. Det der er negativt er at der ikke er plads i automaten

Carsten: En lørdag formiddag, der kan parkeringspladsen for lille, hvis man tage dytten med

Lone: Men der går de alligevel og viser vej og hvor man kan parkere. Det ser du ikke andre steder

Ilse: Det er rigtigt

Carsten: En anden dårlig ting, og det er der selvfølgelig ikke så meget man kan gøre noget ved, men det er hans baglokale, ud til krudttårnsvej der ik. Det er jo som det er, men jeg synes jo at det er imponerede at til fyraften, lukketid til supermarkedet, der er det hele ryddet ikke, men tilkørsforholdende for leverance af kød og mælk ikke. Det er trængende.

Finn: Men det betyder jo ikke noget for dig. Det er jo dig som kunde, hvad er så det dårligste

Carsten: Men når man cykler forbi så kan du jo ikke undgå at se at du støder lige ind i baglokalet

Finn: Så du synes at hans butik skæmmer

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Carsten: Jeg synes at al respekt for, de rydder jo op i løbet af dagen og når der er lukket, men når du cykler forbi midt på dagen, så hold da helt op

Lone: Synes du der ser rodet ud?

Carsten: Ja

Ove: Men det er der ikke efter fyraften

Carsten: Bestemt ikke, men det er sådan butikken er indrettet

Finn: Jo altså man må jo klare sig på de kvadratmeter man har

Carsten: Havde den været vendt om, så det var boligkareen der havde fået den udsigt ikke

Interviewer: Nu har jeg en lille øvelse vi skal prøve, så jeg vil bede jer alle sammen om at lukke øjnene en gang, og så skal I forestille jer at der kommer en person hen til jer og den person siger hej jeg hedder Møller Jensen, hvordan ser den person ud

Ove: Nu bliver det svært

Finn: Hvis du siger Møller Jensen, så tænker jeg på en person der vejer 170kg og ikke er særlig høj

Anne: for mig ville det være den gamle

Ilse: det ville det også være for mig

Ove: ja den gamle

Ilse: den gamle møller jensen

Interviewer: Hvem er det?

Keld: Det er Sørens far

Ilse: Thomas morfar

Keld: Det kan jeg jo ikke beskrive, da det er det jo så mange af, Møller Jensen. Dem kender jeg jo rigtig mange af

Ove: Nu siger du Møller Jensen, så tænker vi alle sammen på den gamle, men havde du sagt thomas, det er jo også møller jensen, ham tegner vi ikke som en møller jensen

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Finn: Nu er thomas ikke en møller jensen

Ove: nej det er han vel ikke, men så søren

Finn: Det er jo det jeg mener at du har søren i dag ikke

Ove: Men ham ser jeg ikke som møller jensen, men ham ser jeg som søren

Observatør: Hvis du jeg ikke siger Møller Jensen, men Mølleren

Anne: Så ville jeg stadig tænke på den gamle

Ilse: også for mig

Keld: Det er morfar, thomas morfar

Ilse: Det er fordi han startede møller jensen

Anne: Det er jo ham vi kom hos som børn

Finn: Det kan godt være at der er mange der tænker på Inger

Lone: Inger har jo været nede i forretningen

Finn: Inger har jo været i forretning i rigtig mange år

Anne: Altså hvis der blev sagt møller jensen til mig, så ville jeg tænke på morfar. Ellers ville det være fru møller jensen

Ove: Så ved vi at det var inger

Carsten: Inger var altid i kiosken, og mølleren, erik, han farede jo rundt ikke

Finn: Erik var faktisk ikke meget i Dragør

Carsten: Ja så kom der jo flere supermarkeder

Finn: Ja, så havde han jo sit kontor et sted ikke

Ove: Der er ingen tvivl at hvis alle mennesker herude, og du spurgte det spørgsmål, og de havde en vis alder, så ville de sige at de den gamle møller

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Interviewer: Hvis nu vi kigger på SuperBest helt generelt. Har I så besøgt nogle superbest butikker rundt i landet?

Ilse: Ja

Ove: ja

Keld: jaja

Carsten: Det må vi sige meget ja til

Finn: det må vi sige

Carsten: vi plejer at tømme den oppe i hundested

Finn: hundested har en kæmpe superbest, og på trods af at de har en aldi, fakta og netto inde for 100 meter, så er det altid superbest vi ender i

Anne: men det supermarkedet herude har jo heddet mange ting mens det har været der, og det har altid været mølleren og så har det været ligegyldig hvad der egentlig har stået. Det har jo været en Prima og Spar og alt muligt andet, men vi tager i mølleren

Keld: Det er ikke rigtig interessant. Det kan godt være at det står på poserne, men det er supermarkedet som institution og ikke hvad der står på poserne som trækker os

Interviewer: Er det sådan I alle sammen har det?

Ove: Ja

Ilse: Det er det for mig ja

Lone: Man mener jo også at superbest står for noget kvalitet, så hvis man er i en anden by, så går man måske hen mod en superbest i stedet for en fakta eller, nu handler jeg ikke lige der, men… så man vælger jo nok typisk dem man plejer at handle i

Finn: Der er jo en forventning

Ove: Det er sjovt du siger det, for vi har nogle venner i Vordingborg og de er utrolig kede af at der ikke er en superbest derovre.

Lone: Der er slet ingen superbest i Vordingborg?

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Ove: Nej

Finn: Men altså man har jo en forventning om at man får de samme varer

Lone: Et eller andet sted gør man

Finn: Jo om man står i en superbest i hundested eller hvor man nu går hen

Anne: Men det har noget at gøre med der hvor man plejer ikke. For hvis jeg var ude så ville jeg opsøge en Føtex, for det er der jeg plejer at komme

Finn: Ja lige netop

Lone: JA det er rigtigt

Anne: For så kender man også indretningen

Finn: Du sådan lidt en fornemmelse af de varer jeg skal have og de står nok der og der

Anne: og nogenlunde ens, og mølleren for mig det er sådan set ligegyldigt, hvor de står

Ove: Og har vi alle ikke også en ting imod føtex deroppe?

Anne: Jeg elsker føtex. Det er jo tæt på mig

Ove: Vi andre var jo mod at der blev bygget noget der. Vi havde jo en revolution mod det

Finn: Du kan jo ikke sige at du ikke vil handle i Føtex bare fordi det blev bygget der

Ove: Jamen jeg handler ikke i Føtex, fordi at den blev bygget

Finn: Det er da blev væsentlig kønnere end det var i starten, så så skrækkelig er den jo ikke ove

Carsten: Men det har jo også været med til at mølleren må have åbningstider ligesom de andre ikke

Interviewer: Hvad tænker I når jeg siger superbest, hvad er så det første der lige kommer til

Finn: Grøn pose

Anne: De der møgirriterende reklamer

Carsten: Ja, men det er nok det der virker

Anne: Dem med ham der

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Ilse: Nå i fjernsynet

Finn: Jeg har slet ikke nogen ide om hvad det er for nogle reklamer

Ove: man ser det i Dragør Nyt og tænker nøj jamen nu er der sgu flæskesteg

Carsten: Vi har faktisk kun været oppe for en ting oppe i hundested superbest, hvor at vi måtte bede Ove om at gå i Aldi for at købe ølpølser. Det kunne de ikke klare i Superbest

Finn: Det er rigtigt

Carsten: Det er meget alvorligt

Ove: Det var i Aldi ja og de anede faktisk ikke hvad ølpølser var.

Lone: superbest eller aldi

Ove: i aldi

Keld: ja de havde det men de vidste det bare ikke

Finn: de havde det men de vidste det bare ikke

Carsten: Men det er jo to vidt forskellige supermarkedet skal jeg love for

Interviewer: Hvilke supermarkeder?

Carsten: Aldi kontra superbest

Keld: Det er et sted vi sommetider kommer, altså hundested

Finn: Jeg har sgu ikke været i aldi i hundested

Interviewer: Hvad er det bedste ved superbest?

Ove: Det bedste? Det er vel at det ligger i nærheden af hvor vi bor

Ilse: Det er jo som vi tidligere har sagt, så kan vi få alting ikke. Det er jo det primære

Interviewer: OG det er ligegyldigt om det er her eller andre steder?

Ilse: Ja det synes jeg

Interviewer: Er der andre ting end det store udvalg? 32:04

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Carsten: Torsdagssnegl haha

Lone: Har de snegle om torsdagen?

Ove: Nu har de nogle gode vinsmagninger

Carsten: Ja for søren

Interviewer: Hvad er det for nogen

Ove: Det er nogen man holde 1-2: gange om året, hvor man kan komme og smage vin

Interviewer: Hvor er det?

Ove: I forretningen her i Dragør

Lone: Hvor der kommer forskellige forhandlere og lignende og lette anretninger, og man går rundt og snakker og sådan

Ove: Og så møder man alle de andre man kender

Finn: Så møder man alle de andre

Interviewer: Er det noget I ser frem til?

Ove: Nej

Keld: Nej det er for meget

Ilse: Det er hyggeligt når det er der

Keld: Det er hyggeligt, men det er ikke sådan noget vi ser frem til. Det er jo ikke noget jeg ligefrem går og glæder mig til

Interviewer: I deltager alle sammen?

Ilse: Det kommer an på om vi kan. Det er ikke højt prioriteret

Interviewer: Hvorfor deltager I eller ikke?

Ilse: Jamen det er hyggeligt og man kan købe noget vin og sådan, men måske har vi andre ting på programmet

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Keld: Så deltager vi ikke, hvis ikke vi kan

Men hvis I ikke havde andet for?

Keld: Ja det tror jeg

Ove: ja

Carsten: Jo, så ville jeg da komme

Interviewer: Hvad ligger du til grunde for?

Carsten: Jeg synes da at det er godt, og man kan da smage noget forskelligt, i hvert fald de første 5-6 glas. Haha. Man spytter jo ikke ud i spanden som man burde gøre

Keld: Og så kan man få lidt ekspert viden fra grossisten eller dem der står og serverer. Det er jo ikke en tilfældig pølsemand der står og serverer vinen, det er jo en der har forstand på det, og det er jo ikke ofte at man får lov til at tale med sådan en andre steder og der er måske også en til daglig, men ellers er man jo ikke vant til at personalet i butikken har forstand på det de sælger.

Finn: Og så kan jeg godt lide at man kan bære vinen hjem i en kasse og at man ikke skal høre på dem klinke. Det er fandme irriterende at køre rundt med sådan seks-ti-tolv flasker der bare klirrer over det hele

Interviewer: De andre supermarkeder i Dragør, laver de lignende arrangementer?

Carsten: Jeg har ikke…

Ove: Jo føtex gør

Lone: Føtex har også noget

Carsten: I meget gamle dage gjorde Irma. Den irma der startede dernede.

Keld: De har også haft noget i deres nye tid. De har haft vindag hvor de har haft en ekspert ude.

Carsten: ja

Ilse: men det var ikke sådan noget lukket om aftenen vel?

Keld: Nej det var bare i løbet af dagen

Interviewer: Hvis I skulle sige noget dårligt om SuperBest, hvad skulle det så være?

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Ilse: Deres bagerafdeling er for lille

Finn: Det er ikke generelt, det er her

Ilse: jaja

Interviewer: Er I ellers stødt på noget når I er i superbest der er træls?

Ilse: det synes jeg ikke

Interviewer: Det er også fint nok

Ilse: jamen det er bare dejligt

Anne: jo reklamerne er irriterende

Lone: de flytter for meget rundt på varerne

Carsten: Thomas siger at de er ved at være på plads, så nu skal vi så bare lære det igen. Ofte spørger jeg Thomas og Søren, hvor ligger det henne

Ilse: De er også meget søde til at skrive undskyld vi roder, vi skal have plads til disse ekstra varer, så derfor er de nød til at rykke rundt, men jeg synes det er fint nok at de skriver det og man ikke bare tænker at her går de bare og roder

Interviewer: Så det er rart med den kommunikation?

Ilse: Det er rart at vide hvorfor så man ved det. Nu er det overstået men…

Interviewer: Så har jeg lidt den samme øvelse som vi prøvede før, så hvis I igen lukker øjnene en gang, og der kommer en person hen og siger, hej jeg hedder superbest, hvad er det for en person der kommer over og hilser på jer, hvordan ser den person ud? Hvad laver han?

Ove: Det kan jeg slet ikke forestille mig

Anne: Jeg ser ham der den irriterende reklamemand. Jeg tænker slet ikke på mølleren som en superbest.

Lone: Ja det er ham fra reklamen der kommer. Gutten der. Der kommer i fjernsynet.

Ilse: Jeg ser den der grønne pose

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Ove: Jeg er ikke engang sikker på at hvis jeg går rundt og der er en der kommer over til mig og spørger, hvor ligger der en superbest i Dragør… (pause)… nååå mølleren. Sådan ville man jo reagere

Carsten: Jeg har heller ikke den der connection til superbest

Ove: Fordi for tre år siden hed den spar

Finn: Nej. Det hed engang nemlig

Ilse: Prima

Anne: Favør

Interviewer: Er det noget I kan genkende at hvis nogle spurgte jer om superbest i Dragør så…

Carsten: Vi er nok så lokale at vi ville sige mølleren.

Ove: Man ville nok komme i tanke om det, hvis man lige fik lidt tid

Keld: Jeg tror det er rigtigt at man lige skal tænke sig om et sekundt eller to før man er klar. Ikke noget man skal tænke længe om men et sekundt eller to vil jeg da godt vedkende man skulle bruge før man ville komme tanke hvad det er de spørger om.

Ove: Men det er sjovt nok, at vi har nogle naboer, som er flyttet til her for nyligt, et par år tilbage. De vil altid sige superbest. De vil ikke sige mølleren.

Keld: De er turister

Ove: De vil sige at de tager ned i superbest ikke, de vil ikke sige nede i mølleren. Lillian ville jo sige at hun kører i Mølleren

Ilse: Det er nok rigtigt

Finn: Det er jo nok fordi at de er nye her i Dragør ikke

Ilse: Og så kender de jo ikke Møller Jensen

Ove: Ja de er nye

Finn: Og så kender de jo af gode grunde ikke…

Carsten:å det er noget der ligesom følger med en fra barnsben?

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Finn: Det kommer ind med modermælken

Ove: Det er jo nok udviklingen. Da de startede havde de jo bageren på den ene side og grønthandleren på den anden side.

Ilse: Samme sted. Der hvor der er tobak nu var der bager.

Ove: Grøntbutikken, hvor søren lå den…

Ilse: Det kan jeg så ikke huske

Interviewer: Nu har vi jo været en del inde på det, men hvis nu at man sætter Superbest og Møller Jensen overfor hinanden. Er der så en forskel? 39:43

Keld: Ja jeg tror godt at de kan ændre kæde i næste uge og vi ville stort set have det samme indtryk, selvom det hed noget andet. Som Anne siger, så hedder det stadig mølleren, og så hedder det bare noget andet som kæde. Jeg tror at det er lokalt polymikken som driver den, og ikke superbest som kæde vi vil savne hvis den lukker heller. Det vil være vores nære supermarked vi mangler og ikke superbest, men det nære supermarked som vi altid har haft

Interviewer: Har I andre det også sådan

Ilse: Ja

Finn: Ja

Anne: Nu er der jo ingen der undrer sig om posen er blå

Interviewer: Så det ville ikke betyde noget, hvis de ændrede sig?

Anne: Altså nu ville det komme an på hvilke varer de ville have

Finn: Hvis de lavede det om til et lavprisvarehus, så tror jeg at det ville betyde noget

Anne: Ja så ville der være ram og skrig

Finn: De skal ikke komme og sige at nu skærer vi 66% af varenumrene væk og nu skal det være så og så billigt ikke, sådan skal det ikke være

Ilse: Nej

Interviewer: Så hvad skal det være?

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Finn: Det skal være et velassotteret sortiment

Ove: Kommer der et Rema 1000, så ville det være okay

Ilse: Det er stadig en lavpris

Keld: De sælger det de kan tjene penge på ellers ikke. De har ikke den fulde palet

Finn: Rema 1000 er norske og de har et ønske om at slå Netto af pinden

Keld: Og Lidl er tyske og har samme ønske

Ove: Er det norsk?

Finn: Nej Lidl, Rema 1000 er norsk

Keld: Det er også ligemeget, det har intet med mølleren at gøre

Finn: Det er lavprisvarehuse, der kører på pris og ikke på sortiment, de har ikke et bredt udvalg

Anne: Det er også vigtigt at vi kan komme til at snakke med slagteren og dem der har ansvar for de forskellige afdelinger derude ikke. Det kan du jo ikke i Netto

Ilse: Nej

Anne: Og hvis vi ikke har det dernede så har vi det ikke

Finn: Er der en slagter i Netto?

Carsten: Nej

Anne: Nej det har de ikke. Der er kun det der tyske kød

Carsten: Jeg kunne ikke drømme om at købe kød der. Det betyder meget at man kan få kontakt med slagteren synes jeg.

Ilse: Også når man skal have noget specielt, så er han altid sød og rar til at hjælpe

Ove: Gør vi det så? Ikke særlig tit, men det er rart alligevel, det er sjovt

Keld: Det er når vi kan planlægge det

Interviewer: Det er mere tanken om at det kan lade sig gøre?

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Ilse: Ja

Interviewer: Fremfor at man faktisk bruger det?

Ove: Altså hvis man har det derovre, så bruger man det jo

Interviewer: Er der nogle steder hvor I ser superbest og mølleren som værende ens?

Keld: Nej

Ove: Jeg kan ikke forstå spørgsmålet. Hvad spurgte du om?

Interviewer: Når du tænker på mølleren og tænker på superbest hvor at du tænker at det er det samme

Ove: Næ, jeg tænker overhovedet ikke på superbest helt ærligt, jeg tænker kun på mølleren

Keld: Jeg tror faktisk kun at det er den anden vej. Vi har følelesen og fornemmelserne for supermarkedet der og fordi det er et superbest så er det nok med til at trække os ind i et superbest et andet sted, hvis vi skulle være der. Det er nok den vej rundt det kører. Vi kommer ikke derud fordi det er en superbest, men vi kommer i superbest fordi vi kommer derude.

Ove: Det er nok rigtigt. Hvis man finder et superbest et andet sted, så kan man jo godt gå derind

Keld: Men jeg ved ikke om det er bevidst strategi fra kædens side at sørge for det brede sortiment, eller det bare er her der er det. Men det jeg har oplevet er at det er de andre steder, og så er man godt tilfreds med det

Ove: Jeg tror aldrig jeg har været i andre superbest. Jeg kommer ikke så meget ud

Interviewer: Så hvis man har et tænkt eksempel, hvor man havde to supermarkeder og den ene stod der møller jensen på og den anden stod der superbest på, hvor ville man så tage hen?

Keld: Møller Jensen, det er jo der vi går

Anne: Altså hvis det er herude, selvom det jo egentlig er det samme

Ove: Altså der ligger jo en superbest, føtex, netto og irma, er der flere? Nej der er ikke flere, der er ikke nogen købmand… så der er jo nogle muligheder for os at handle og så er der slagteren på gågade, så hvis man skal have noget specielt, så er der jo mulighed for det

Keld: Der er kun de fire supermarkeder, og irma er sgu egentlig ikke et supermarked. Det er for småt

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Observatør: Der bliver sagt noget med at Mølleren er det nære supermarkedet og man har nogle følelser og fornemmelser omkring det, hvis I skulle sætte nogle ord på det, hvad er det så det betyder med det nære supermarked. Hvad mener I med det?

Keld: Det er at der er nogle som deltager i vores lokalområdes ve og vel, med sponsorater og hvad der ellers er. Det tæller. Og sådan har det altid været

Ove: Sådan var det også med amagerbanken. Det er vi ikke kommet os over endnu. Vi handlede i Amagerbanken fordi det var Amar’ bank

Keld: Og ellers så som supermarked, så er det jo møller jensen der har støttet sporten, fodbolden, tennis, spejderne.

Ilse: Alt

Keld: Det hele

Observatør: Er det noget der betyder noget for jeres handlemønster, eller er det bare lidt rart?

Anne: Jeg vil sige at det ville gøre et eller andet ved mig, hvis den ligesom amagerbanken, pludselig lukkede, men ikke nok til at dovenskaben vinder og jeg tager det, som er tættest på til dagligt. Men det ville da betyde noget for en hvis den lukkede helt sikkert

Keld: Det er jo vanen der styrer hvor man kommer

Observatør: Hvis Føtex og Mølleren lå ved siden af hinanden

Anne: Så ville jeg handle i Møller Jensen, så ville det være mit første valg hvis den lå tæt på. Altså Netto og Føtex lægger jo ved siden af hinanden, men jeg tager Føtex. Det er kun få gange at jeg tager i Netto, når der skal købes stort ind

Keld: Hvis der lå en Møller Jensen og en Superbest ved siden af hinanden, så var det jo heller ikke en Superbest vi ville gå i

Observatør: Er der nogle supermarkeder som I tænker at vi mangler i Dragør?

Carsten: Nej

Anne: Nej

Lone: Nej

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Ilse: Nej

Finn: Nej vi har rigeligt

Keld: Der er rigeligt

Anne: Vi kæmpede jo en hård kamp nogen for at få en Irma i stedet for en Brugsen og er vi glade for det?

Finn: Det var da et udmærket byt

Anne: Kommer du der?

Finn: Ja det gør jeg da

Anne: Så du bruger den?

Ilse: Meget hvis man lige mangler to ting, så er det Irma ikke.

Finn: Hvis jeg skal gå en lørdagstur og gerne vil møde nogle mennesker at snakke med

Ilse: Så går du i Irma

Finn: Så køber jeg en ting i Irma og så foregår det med hånden ike

Carsten: Jeg synes at det er imponerende at man har en by med 12.000 indbyggere eller deromkring, go så er vi oppe på fire supermarkedet

Keld: Ja hvis du tager Irma med som supermarked, så er der fire, det er flot klaret.

Ove: Da vi flyttede herud var der seks slagtere og fire bagere ikke

Carsten: Men der var også svenskere

Finn: Det var da ikke dem der holdt liv i dem

Anne: Det var jo ikke dem der stod i kø dernede

Interviewer: Hvis nu mølleren skiftede ejer og der kom nogle ind udefra, indefra københavn af og overtog den?

Ove: Det ville betyde noget.

Anne: Så ville de nok høre til det

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Ilse: De skal ikke bare komme her

Keld: De ville få det svært at lykkedes

Anne: Altså det plejer altså ikke at være sådan her

Keld: Det ville ikke være nemt

Ilse: Nej, møller jensen navnet og familien er jo det der betyder meget

Ove: Vi var bange dengang da møller manden gik lidt på…

Finn: gik på numsen der

Ove: Der var vi jo bange for at den lukkede, eller skiftede ejer

Carsten: For noget tid siden så var jeg ovre og handle og så var det min tur og så kommer jeg over og så var der en kasse åben og det irriterer mig, for der var tre foran mig, og det var stort, og så kommer Søren susende forbi, og jeg sagde, Søren, hvad med at åbne kasse to. Sågerne sagde han og så pegede han på Annette der stod i tobakken og det skulle gå ud over hende og så måtte hun sætte sig ind i kassen

Keld: Og inden hun havde åbnet den var den anden tom

Carsten: Jeg spurgte hende, hvor længe skal du sidde der. Tre kunder. Det oplever du jo ikke nede i Netto

Ilse: De er fuldstændig kolde

Anne: De ringer med den der klokke men der er ingen til at høre den

Finn: Men hvis du begynder at snakke sådanne nogle ting, så kan man jo sige at der er sket et paradigme efter Thomas er kommet der over, og hvis du havde spurgt os inden Thomas kom derover så ville du nok have hørt noget mere nuanceret noget. Han har sgu gjort meget, så det synes jeg han skal kreditere ham for

Ilse: Sådan noget som køen er de blevet meget mere obs på

Ove: Også personalet er blevet, jeg ved ikke om de er blevet venligere, men de er blevet høfligere og

Keld: opmærksomme

Ove: opmærksomme ja

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Ilse: der er helt klart sket en ændring

Finn: Der er heller ikke rodet i butikken som der var før

Ove: Og der står heller ikke nogle kasser

Finn: Der sket et paradigme skifte det er der

Carsten: Men det var en barsk omgang da Thomas han kom ind af døren ikke. Der var der mange af de der ansatte, at det her det er jo ikke noget Mini bilka vel.

Finn: Det er jo klart. Han skal jo have lidt modstand. Det er jo nok naturligt

Carsten: Sammen med alle de andre, så synes jeg det er blevet et rigtig godt supermarked

Ove: og så er der jo Annette og et par andre, dem kender vi jo efterhånden

Carsten: Ja en fem seks stykker

Godt, jamen så tror jeg at det var det

Keld: Men vi er måske ikke så repræsentative

Interviewer: I tror ikke at de andre i Dragør har de samme følelser

Keld: Jo det har de nok

Ilse: Det kan da være man skal have fat i nogle tilflyttere som kun har boet her 5 år og har børn og som måske handler og arbejder inde i byen.

Lone: Altså jeg har boet herude i ti år og det har jo taget lidt tid, men det kommer jo efterhånden ind under huden

Småsnak…

Ove: Altså konen siger aldrig at jeg skal smutte ned i Superbest, hun siger altid mølleren eller bare supermarkedet og så tager jeg ned i mølleren

Finn: Jamen siger nogle bare supermarkedet, så ville jeg heller ikke tage i Irma eller Føtex, men i Møller Jensen

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Keld: Det er måske også en konsekvens af de mange navneskiftende, at man bliver i tvivl om hvad det egentlig hedder ligenu, så har det bare heddet supermarkedet, så siger du supermarkedet, så er det ikke Netto eller Føtex du tænker på

Ilse: Hvor mange år har det egentlig heddet superbest?

Lone: Det er mange år efterhånden

Keld: Så det historiske spiller ind. Du kan tage i Irma eller supermarkedet

Ove: Ja der siger du Iram

Keld: jamen siger jeg supermarkedet, så er der kun et sted at tage hen

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Appendix O – Transcribing 5 – Interview Britta Hvis du skal handle ind, hvor gør du det henne?

Her i Dragør da tager jeg tit i Føtex – meget tit, da jeg syntes de har nogle lækre vare, og kan godt lide den atmosfære der er i vores Føtex. Der er ikke alt det andet som i de andre Føtex. Det er kun mad.

Er det det som gøre atmosfære speciel?

Ja, og så syntes jeg også de er rigtig flinke og hjælpsomme

Hvad er det ved dem som er rart?

Hvis du har et eller andet som du ikke kan finde, eller mangler noget, så kan du altid spørge og få et ordentligt svar.

Handler du andre steder

En del i Bilka, hvis jeg skal have rigtig meget. I Dragør er det altid på cykel. Kunne aldrig finde på at tage bilen. Skal jeg have meget bliver det i Bilka

Hvorfor det, er det pga. prisen eller…

Jeg syntes Bilka har alt det andet. Da kan jeg få flere timer til at gå ved at kigge. Jeg tager der ud engang om måneden. Jeg kan få alt muligt spændende derude. Der er legetøj og tøj og fjernsyn, cd, film og bøger, kogegrej

Hvordan er en shoppingtur i føtex sammenlignet med Bilka

De er forskellige. I føtex da kører jeg over hvis jeg mangler mælk og rugbrød. Typisk handler jeg om lørdagen eller fredagen. Jeg gider ikke handle ind til hverdag. Det er kun hvis vi mangler mælk eller brød. Men så kan jeg godt finde på at tage i Netto i Tårnby. Tager jeg i føtex så er det fordi jeg vil have noget lækkert.

Bilka, føtex og netto i tårnby. Er der andre steder, og det behøver ikke være i dragør

Nej.. engang imellem tager jeg ned i Mølleren. Men det er også npr jeg tænker at jeg skal prøve noget andet. Irma gider jeg ikke, den er for dyr. Så tager jeg mølleren, og det sker måske hver anden måned, så det er ikke ofte.

Hvad syntes du om at tage ud og handle.

Det kommer meget an på mit humør. Nogen dage så skal det overstås, og så bliver det Tårnby torv hvor jeg bare skal have rugbrød. Ellers kan jeg godt lide at handle. Jeg syntes det er dejligt

Hvad er du godt kan lide

Kan godt lide at bruge penge. Bare gå og finde noget spændend, det kan jeg godt lide, og noget anderledes eller noget andet. Er der noget på tilbud.. jeg er ikke en tilbudsrytter, der kører rundt i alle supermarkeder,

274 det gør jeg ikke. Tager jeg i Bilka, så køber jeg det jeg skal have. Jeg kan godt lide at handle, jeg syntes det er hyggeligt.. altså hvis jeg er i humør.

En lørdag i bilka kan godt være god

Ja, de er gode

Så det er lidt underholdende at gå rundt og kigge

Ja

Hvis du nu fortæller mig om en almindelig dag hvor skal handle ind, hvordan foregår det?

Det kommer an på om jeg er her eller i sommerhus. Er det her hjemme. Så står vi op, laver lidt mad, sidder og snakker og læser en avis, og så kører claus ud og spiller golf. Derefter gør jeg rent, og så kører jeg ud og handler. Så skal vi måske om aftene have gæster, hvilket jeg gør klar til. Og så kan jeg godt lide at gøre rent, og når jeg har gjort rent, så kan jeg godt lide at købe blomster.

Hvor køber du

Det er meget forskelligt. Jeg køber lige så tit hos blomsterhandleren nede i byen. Alle mine orkideer køber jeg gerne i supermarked. Men buketter køber jeg gerne hos blomsterhandleren

Vi prøver lige at lave en kreativ øvelse. Nu skal vi snakke lidt om Mølleren, og jeg går ud fra at du godt ved hvad jeg mener når jeg siger mølleren

Ja

Luk øjnene og så skal du forestille dig at der kommer en person over og siger hej, jeg hedder Mølleren. Hvem er den person

Det kan jeg godt. Mølleren er lille og tyk og rund og ligner en der er lige ved at sprænge

Kan du fortælle mig lidt om han alder, hvilken bil osv.

Mølleren han er i starten af 50, midten af 50, og han kører i en Chrysler af en bus, hvor han kan have alle børn med. En familiefar.

Er det en bestemt person du beskriver?

Ja

Og hvem er det?

Det er søren Møller.

Hvis vi nu snakker om Møller Jensen, altså supermarked ikke en person. Hvad er de første tanker der falder dig ind omkring det?

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Supermarked Møller Jensen. Jeg har altid syntes at MJ at det er en lidt rodet forretning. Der var en masse diske hvor man finder varer, og en masse kasser rundt omkring. Man kunne altid finde noget, men man var ikke sikker på hvor tingene var, men man kunne finde alt. Første indtryk er at der er lidt rodet når man kommer ind.

Når du siger rodet, kan du så prøve at forklare

Sådan lidt uoverskueligt. Nu er det faktisk ikke så lang tid siden jeg var der ned, og det er som om at det er blevet bedre. Først er der blomster og så er der frugt. I mange år når man kom ind, så var det som om at man lige skulle finde ud af hvor tingene stod. Der var ikke rigtig nogen ide i hvor tingene stod. Der er kommet mere struktur på tingene nu. Det er nok 3 uger siden jeg var der nede sidst. Men eller er mit første intryk og du siger MJ, det er at det er en lidt rodet forretning at komme ind i – uoverskuelig.

Uoverskueligt. Når du siger rodet, er det så npget der irritere dig

Nej, slet ikke. Men hvis man går i Irma eller Føtex, så er det så målrettet og alt skal stå så lige. Der er ryttet imellem alle gange. Det syntes jeg nogen gange når man kommer i Møllerne, så har det ikke været sådan. Men det er ikke derfor jeg ikke kommer. Jeg kan godt lide at komme der. Det er let at tage min cykel over til Føtex.

Hvorfor, det vil sige, at det er nemmere for dig at tage cyklen over til Føtex, end at tage ned til sydstranden.

Det er mere naturligt for mig at køre den vej. Eller det ved jeg faktisk ikke om der er. Men det virker mere naturligt. Det er måske også fordi jeg hver dag kører ned af skolestien til arbejde. Det er noget med vane.

Nu har Føtes kun været der i få år, hvad gjorde du før Føtex

Da kørte jeg mere i mølleren end jeg gør i dag. Jeg gad nemlig heller ikke brugsen, den var lidt kedelig. Jeg er nok faldet lidt for den pæne opstilling og fine indpakning. Jeg kan godt lide når ting er en fryd for mit øje. Jeg bliver i godt humør når jeg kommer ind. Og så kan jeg hurtigt bruge mange penge.

Om man kan sige at noget af det der gør dig glad, er at du kan overskue det

Det at jeg ved hvor tingene er. Hader når der bliver lavet om hele tiden. Så skal jeg helt ned og finde mælk og modsat retning for at finde mel. Så vane, tror jeg betyder rigtig meget for mig. Tingen står hvor de plejer at stå.

Er det så også en af grundende til at du bliver ved med at handel der

Ja.

Så ved du præcis hvor du skal gå hen

Ja

Noget der undre mig. I forhold til at du godt kan lide og gå rundt og kigge, og det er lidt underholdende og handle.

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Det er Bilka. De andre der ved jeg nogenlunde hvad jeg skal have. Da skal jeg bare have mad. Da skal jeg bare have mælk, mel, kartofler eller et eller andet. Så ved jeg hvor de er. Så bruger jeg ikke så meget tid på at handle når jeg tar i Føtex. Jeg bruger mest tid på at handle når jeg tager i Bilka. Men derfor vil jeg stadig gerne inspireres og blive glad når jeg kommer ind i en forretning. Det skal være indbydende.

Hvordan ser en butik indbydende ud?

Den er ryddet. Der skal ikke stå en masse på gangene. Der er lækkert omkring frugten. Der er dem der spreder vand fra loftet. Det syntes jeg er lækkert.

Så det er meget…

Ja, det er meget ud fra øjet – en fryd for øjet

Hvis du skal komme med noget af det bedste du kan sige om Mølleren, hvad er det så?

Det er at der en masse andre ting, end der hvor jeg ellers handler. De har nogen andre mærker. Nogen andre vare. Hvad kunne det være f.eks. Det kan f.eks. være andre kager, eller knækbrød. Der er nogen andre mærker, end der hvor jeg kommer normalt.

Er det noget du syntes er godt

Ja

Hvorfor det?

Det er fordi at nogen gange så bliver jeg træt af at spise den samme spegepølse. Så er det dejligt at få noget nyt fra Mølleren. Godt med lidt variation

Variation, får du så det andre steder? Er det noget du søger andre steder

Jeg har en enkelt gang eller to været i Lidle, og det er ikke et sted jeg gider at handle. Rema. Men det er ikke noget jeg gider at vende tilbage til. Tror jeg syntes det er for tysk, og jeg gider ikke tyske vare. Jeg har en forestilling om at det er meget syntetisk det hele. Det er ikke fordi jeg kun køber øko eller noget som helst. Men jeg syntes det er syntetisk. Jeg går aldrig på kompromi når jeg køber æg. Aldrig buræg, altid de dyreste. Det syntes jeg er det rigtige

Hvad er det værste ved Mølleren?

Er der noget som er det værste? Det værste, er måske også det der er mest spændene, og det er at der er lidt rodet. Der er nogen kurve man kan stå og rode lidt i. Men jeg syntes ikke der er noget som er det værste

Hvad er det mindst bedste. Eller er der ikke noget du studser over

Nej det er der faktisk ikke. Det eneste er at der er for lidt plads til ens flasker når man går ind i og skal aflevere. Hvis jeg skal være negativ. Men jeg har ikke noget negativt

Når jeg siger mølleren, er der så noget andet der falder dig ind, andet end at der er rodet derover ?

277

Så ved jeg jo at du er af Møller af famileine og at Kasper arbejded der ude hos Ole ved søvangen. Det er det som falder mig ind når du siger Møleren. Det er dig(Jesper) som jeg forbinder med Mølleren, og så at Kasper arbejde der, udover forretningen altså.

Hvis vi går over i den anden boldgade, så skal vi snakke lidt om SB. Har du handlet i SB i andre steder end i Dragør

Ja, der lå en SB inde ved Vermandsgade. Da har jeg tit kørt forbi når jeg kom fra byen af og skulle handle. Den hed også Isso engang.

Hvad syntes du om den butik?

Den syntes jeg faktisk var rar. Den kunne jeg godt lide at komme i. Men jeg kommer det ikke så tit, da vi ikke længere komme de veje pga. anden arbejdrsytme. Men når vi er der, så syntes jeg det er rart.

Vi prøver det samme som før Britta. Luk øjnene og der kommer en person hen til dig og siger hej, jeg hedder SuperBest, hvordan ser han ud?

Så tror jeg faktisk at jeg tænker på den gamle Møller, og så tænker jeg på din bror, fordi ham ser jeg tit der ned, og ham forbinder jeg mere med SB end Mølleren.

Hvis vi snakker generalt SB

SB er bare en forlængelse af Mølleren. Jeg ved godt der findes SB alle steder, og at Mølleren kun er her ned. For mig er SB det samme som Møller Jensne. Altså forretningen møller Jensen som den hed før.

Så det er egentlig lidt det samme

Ja, det er det

Men SB i Dragør, da forbinder jeg mere med din bro, og Mølleren, det er Søren.

Når du tænker på SB, hvad er så det første der falder dig ind?

Det ved jeg ikke rigtig. Det er jo meget den grønne farve der er i logoet. Men ellers ikke noget specielt.

Tænker du ikke så meget over

Kan du nævne mig noget som er generelt som du syntes at SB er rigtig gode til?

Jamen i hvert fald den inde på Vermandsgade, der har de mange specialiteter. De har mange pakker med Tapas og forskellige oste. Det syntes jeg de er gode til. Men det er ikke noget jeg har kigget så meget efter i vores egen SB altså Måølleren.

Det er noget af det du syntes de er gode til – specialiteter?

Ja

Er der noget du syntes er godt

278

Jeg kan godt lide at netop hvis jeg handler og ikke ved hvad jeg skal have, så syntes jeg det er dejligt at blive inspireret. Gud ja, det er da det vi skal have i aften. Så er jeg fri for at tænke selv.

Hvis du tænker noget der er dårligt ved SB, der har de ikke været så heldige. Er der så noget?

Det syntes jeg ikke.. Nej der er ikke noget. Falder jeg helt ud for alle normer?

De fleste ville nok have nævnt kødskandalen. Men det er fint.

SÅ SKAL BRITTA I GANG MED AT LAVE KOLLAGE – HUN SYNTES DET ER ET DÅRLIGT BLAD ;-)

Lad os starte med Mølleren.

Jeg har valgt et billede af æg, for jeg skal have friske æg, og det ved jeg man kan få hos Mølleren. Så da vi havde hund, det har vi ikke mere, men de har et stort udvalg af hundemad, derfor har jeg taget et billede af en pose hundemad. Jeg syntes det var synd at hunden skulle spise det samme mad, så syntes jeg det var sjovt at købe lidt forskelligt.

Er det noget som Mølleren – det der med at have mange ting

Ja, der var også andet end mad, man kunne også få bolde til hunde og katte, og andre legeting. Det betød meget for mig da vi havde hund. Det er sjovt at man kan have et eller andet med hjem til sine dyr. Så har jeg valgt rengøringsmidler. Jeg syntes man kan finde ale mulige forskellige rengøringsmidler. Jeg kan godt lide at købe noget der dufter anderledes

Det der med nye ting, det er noget som betegner Mølleren

Ja, nogen nye og andre ting som man kan finde andre steder.

Hvad betyder det for dig?

Jeg er jo nok lidt en indkøbs freak. Jeg kan godt lide at prøve nye ting. Jeg kan huske engang hvor jeg var inde i en tobaksforretning. Så ved desken stod der en æske, og jeg troede det var lakrids. Men da jeg kom ud så var det skrå. Men jeg købte den fordi dåsen var fin.

Det der med at prøve noget nyt, det får du mulighed for hos Mølleren

Ja

Hvad med SB

Da har jeg taget de her piller. De gange jeg har været i SB, der syntes jeg altid der har været forskellige kost tilskud. Der er alt muligt forskelligt. Det syntes jeg er meget fint.

Er det noget du benytter

Kun fiskeolie. Jeg har nogen gange prøvet slankepiller, men de virker ikke.. Det som jeg sagde før, det der med den på Vermandsgade. De har noget anderledes mad, noget man kan blive inspireret af. Man kan få

279 opskrifter på de ting som man køber. Køber man rucola så står der hvad man kan putte i salaten. Det er noget anderledes og lidt lækkert.

Er det sådan noget som påskynder.

Ja

Hvad er hovedforskellen på de tre ting som du har valgt.

Mølleren det er de mere praktiske ting. Det er ikke noget jeg nødvendigvis behøver, men at jeg kunne købe hvad som helst og så havde det det samme formål. Men jeg syntes det var en svær opgave, da jeg syntes at mange af tingene var ens.

Der er sådan nogen lighedstegn

Ja, det var svært, men nu prøvede jeg

Vi kigger nu lidt på forskellen på Mølleren og SB. Selvom det er lidt svært, kan du så nævne nogen forskelle

Jeg tror det betyder meget at man kender mere personale nede i Møller Jensen, end jeg gør andre steder. Ikke at jeg stiller mig op og snakker, men jeg ved hvem folk er der nede, både Mølleren, din bror og dem ved kassen, og så dem som handler der nede.

Hvorfor er det dejligt

Så kan man stå og sladre lidt

Det er hyggeligt

Ja

Hvordan kan det være at det er hyggeligt

Det er ikke nogen jeg ser så tit, da jeg ikke kommer der så meget mere. Jeg kommer ikke så tit i den ende af Dragør, og så er det hyggeligt lige at snakke med dem man kender. Mange af dem som arbejder i Dragør kommune som jeg kender, de bor i sydstranden.

Ok

Hvis nu vi snakker om de ting du godt kan lide, kommer det så til udtryk i butikkerne.

Jeg syntes faktisk butikkerne er ret ens

Er der nogen steder du kan se en forskel på Mølleren, og så SB på Vermandsgade?

Ikke sådan umiddelbart

Jeg har et lidt tænkt eksempel. Hvis vi nu havde en SB hvor Føtex ligger, ville du så stdig køre der op og handel.

Ja

280

Så ville du købe i SB.

Ja, det ville jeg, det er simpelthen vane

Hvad kan kunne Mølleren gøre for at brude den vane

Måske gøre sig lidt… nej, alle ved jo hvor den ligger.. det ved jeg ikke.. Jo, sende nogen knaldtilbud i vores postkasser.. eller nej, jeg ved det ikke

Der er ikke et eller andet..

Nej. Vi har jo altid købt meget vin hos mølleren da de har gode vine. Og da kunne man måske godt have nogen knaldtilbud med nogen vine. Jeg tror der engang imellem har været vinsmagning dernede. Men måske de skulle gøre folk lidt mere opmærksom på det. Vi får dragør nyt lidt sent engang imellem, og det kan være et problem. Annoncere noget mere i Draør nyt om f.eks.vinsmagning. De er nemlig rigtig gode til vin

NU nævner du det der med vinsmagning, Er der andre ting som Mølleren gør som du syntes er godt. Nu laver de det her vinsmagning, men er der andre ting de laver udover vinsmagning.

Til fastelavn da har de det en masse heste der kommer forbi. Det syntes jeg er hyggeligt, Hvad de ellers kan gøre udover vinsmagning, eller hvad de ellers gør. Jeg tænker faktisk kun vinsmagning og så fastelavn. Nogen gange så tror jeg også der har været gril, med pattegris. Men det er jeg ikke helt sikker på, det kan jeg ikke huske

Betyder det noget for dig at de gør det her for lokalsamfundet

Ja, det gør det

Hvad?

Det gør at man ved det er den lokale købmand som er her, og at de er en del af samfundet, altså byen ikke, og at han bor her.

Det der med det lokale, betyder det noget for dig

Jeg ville gerne sige ja, men så burde jeg komme noget mere der nede. Jeg syntes det er rart at have en lokal købmand i byen, som jeg egentlig burde. Og det er fordi den ligger i den ende.

Så det er hovedårsagen til du ikke kommer – det er afstand

Ja.. havde den ligget ved Føtex, så var jeg kommet der

Vi ligger den SB fra Vermandsgade hvor Føtex ligger, og i stedet for Netto da ligger vi Mølleren. Hvilken en ville du vælge, eller ville det være ligegyldigt

Så tror jeg nok at jeg ville tage Mølleren. Men det er så fordi den er lokal.

Okay, og når du siger lokal, hvad menere du så

281

Så er det en Dragør mand som har den og betyrer den

Det er ejerskabet du forbinder med lokalt

Ja, at det er en her fra byen, og at man kender personen

Så du vil ikke kalde Føtex for lokalt

Nej, det ville jeg ikke. Så ville jeg bare sige Føtex i Dragør

Hvis nu at Mølleren den ændrede navn til noget andet

For mig så vil det altid være Mølleren

Vil det ændre din ide om den hvis den kom til at hedde noget andet

Nej

Du vil stadig tænke på den som du altid har gjort

Ja. Jeg forbinder den faktisk heller ikke med SB i dag. Eller hvad.. det er en SB ikke?? For mig er det altid Mølleren

Betyder det noget for dig, at det er Mølleren, og at det ikke er en kæde.

Ja, jeg syntes faktisk det er ærgerligt det blev en kæde. Jeg har forståelse for det, emn syntes det er ærgerligt.

Hvorfor

Det er da rart og hyggeligt at have sin egen købmand

Hvad er det som er hyggeligt

Det er at den er lokalt. I Føtex kan du også møde folk du kender. Men jeg syntes det er noget andet i Mølleren, når der er folk man kender som sidder nede på kontoret. Så kunne man gå ind og sige hej.

Er der nogen fordele ved at det er lokalt.

Nej. Jo måske det der med at der er nogen traditioner, det kan jeg godt lide. Det er der ikke nogen af de andre forretninger der gør.

Hvis nu at man forestiller sig at butikken den lukker. Vil det betyde noget for dig?

Det ville jeg syntes var ærgerligt og trist. Jeg kommer der jo engang imellem. Men jeg tror ikke som sådan det vil ændre mine vaner.

Men udover indkøbsvaner. Men ift. dragør vil det så betyde noget.

282

Ja, der er jo en masse arbejdspladser der nede, og det vil være ærgerligt hvis den lukkede. Men ellers ikke.

Ærgerligt, kan du beskrive det lidt bedre.

Så havde jeg ikke den mulighed for at tage ned og handle. Og så ærgerligt for alle de skæbner som ligger bag. Men eller ikke

Nu har Møllerene lægget der i 49 år, så den har også noget af en historie i byen. Men det er egentlig ikke noget du tænker over når du handler.

Nej. Der er jeg nok lidt egoistisk

Det som Jesper nævner – jeg er jp ved at lære Dragørs historie at kende. Og Mølleren er en af de få butikker som altid har ligget der. Det at man altid har haft den her butik imens man har boet her, betyder det noget for dig? Uden at ligge ordene i munden på dig…

Det betyder noget at den altid har ligget der, og at man kender alle folk der nede.

Vil det være det samme hvis nu at Netto forsvandt, som hvis mølleren forsvandt

Nej, det ville det ikke. Det ville være ærgerligt hvis det var Mølleren. Jeg ville være ligeglad hvis det var Netto

Okay, men det er jo også lokale der ville miste job i Netto. Så hvad er forskellen.

Det ved jeg sgu ikke Jesper. Men jeg tror det er fordi at Netto er en stor multinational kæde, og man ved at Mølleren, der er nogen familier bag som man kender. Netto det er AP Møller, det er noget andet. Men selvfølgelig er der stadig nogen arbejdspladser. Men der har jeg også et indtryk af, at mange af dem som arbejder i Mølleren, de er mere lokale end dem som sidder i Netto.

Så det lokale, er det noget du værner om i din hverdag

Jeg vil jo nødigt undvære at bo i Dragør og ha de ting som er her. Men jeg er nok ikke så god til at støtte op. Vi går dog i bio, og spiser i byen lokalt. Men der er mange arrangement som der ellers er, der deltager vi ikke rigtig.

Det var det.. Tak Britta.

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Appendix P) Survey - Questions from SurveyExact

Kære borger i Dragør.

Vi er to lokale kandidat studerende fra CBS, som er ved at skrive speciale i marketing. Vores speciale handler om det lokale forretningsmiljø i Dragør og fremtidige muligheder. Spørgeskemaet tager kun 5min at udfylde og blandt alle besvarelser trækker vi lod om 6 flasker god vin.

På forhånd tak for hjælpen

Bor du i Dragør

(1)  Ja

(2)  Nej

Hvad er dit køn?

(1)  Mand

(2)  Kvinde

Hvad er din alder?

(1)  0-15 år

(2)  15-24 år

(3)  25-34 år

(4)  35-44 år

(5)  45-54 år

(6)  55-64 år

284

(7)  65 år eller ældre

Handler du i Mølleren?

(1)  Ja

(2)  Nej

Hvor ofte handler du i Mølleren?

Meget ofte Ofte Af og til Sjældent Meget Sjældent

Hvor ofte handler du i (1)  (2)  (3)  (4)  (5)  Mølleren?

Hvad ville du kalde supermarkedet på sydstranden, hvis det ændrede navn til Meny?

(1)  Meny

(2)  SuperBest

(3)  Mølleren

(4)  Noget helt andet

(5)  Ved ikke

Jeg ville kunne lide supermarkedet på sydstranden bedst, hvis det hedder:

(1)  Mølleren

(2)  Superbest

(3)  Meny

(4)  Noget helt fjerde

285

Ville du så handle i supermarkedet mere, hvis det ændrede navn til det ovenstående valgte navn?

(1)  Ja

(2)  Nej

(3)  Ved ikke

Identitet af Mølleren/SuperBest (sæt gerne flere kryds)

Bare En Stort Støtte et Min Histor UpersRydeli Minde rigtig Virkso Ved Lokal udval r super barnd Kæde ie onlig g r Købm mhed ikke g lokalt marke om and t

Hvilke af følgende ord (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) beskriver Mølleren             

Hvilke af følgende ord (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) beskriver SuperBest             

Ville du savne Mølleren/SuperBest, hvis den forsvandt?

Hverken enig Meget enig Enig Uenig Meget uenig Ved ikke eller uening

Jeg ville savne Mølleren, hvis (1)  (2)  (3)  (4)  (5)  (6)  den forsvandt?

Jeg ville savne SuperBest, (1)  (2)  (3)  (4)  (5)  (6)  hvis den forsvandt?

286

Er det en kæde eller et supermarked?

Hverken enig Meget enig Enig Uening Meget uening Ved ikke eller uenig

Jeg ser Mølleren som et (1)  (2)  (3)  (4)  (5)  (6)  lokalt supermarket

Jeg ser Mølleren som en del af en national supermarket (1)  (2)  (3)  (4)  (5)  (6)  kæde

Jeg ser SuperBest som et (1)  (2)  (3)  (4)  (5)  (6)  lokalt supermarket

Jeg ser SuperBest som en del af en national (1)  (2)  (3)  (4)  (5)  (6)  supermarket kæde

Mølleren/SuperBest er...

Hverken enig Meget enig Enig Uening Meget uening Ved ikke eller uening

Når jeg tænker på Mølleren, tænker jeg på købmanden (1)  (2)  (3)  (4)  (5)  (6)  nede i supermarkedet

Når jeg tænker på Mølleren, (1)  (2)  (3)  (4)  (5)  (6)  tænker jeg på dem, der ejer

287

Hverken enig Meget enig Enig Uening Meget uening Ved ikke eller uening den

Når jeg tænker på SuperBest, tænker jeg på købmanden (1)  (2)  (3)  (4)  (5)  (6)  nede i supermarkedet

Når jeg tænker på SuperBest, tænker jeg på dem, der ejer (1)  (2)  (3)  (4)  (5)  (6)  den

Kendskab til Mølleren/SuperBest

Hverken enig Meget enig Enig Uening Meget uening Ved ikke eller uening

Jeg kender historien og (1)  (2)  (3)  (4)  (5)  (6)  konceptet bag Mølleren

Jeg kender historien og (1)  (2)  (3)  (4)  (5)  (6)  konceptet bag SuperBest

Jeg kan let beskrive, hvad (1)  (2)  (3)  (4)  (5)  (6)  Mølleren er

Jeg kan let beskrive, hvad (1)  (2)  (3)  (4)  (5)  (6)  SuperBest er

288

Hvilket supermarked tænker du på, når du læser "kødskandale"? (flere svarmuligheder tilladt)

(1)  SuperBest

(2)  Mølleren

(3)  Andet

(4)  Jeg tænker ikke på noget supermarked

Hvad forbinder du med Mølleren/SuperBest?

Jeg forbinder

Hverken IKKE Meget Meget Positivt positivt eller Negativt Mølleren/Sup positivt negativt negativt erBest med

dette

Forbinder du Mølleren med et supermarked, der støtter til (1)  (2)  (3)  (4)  (5)  (6)  lokalsamfundet, og hvad er dit syn herpå?

Forbinder du SuperBest med et supermarked, der støtter til (1)  (2)  (3)  (4)  (5)  (6)  lokalsamfundet, og hvad er dit syn herpå?

Forbinder du SuperBest med deres reklamer, og hvad er dit (1)  (2)  (3)  (4)  (5)  (6)  syn herpå?

289

På en skala fra 0-10, hvor sandsynligt er det at du vil anbefale Mølleren til en ven eller kollega?

10 9 8 7 6 5 4 3 2 1 0

(10) (11) 10 er højest og 0 er lavest (1)  (2)  (3)  (4)  (5)  (6)  (7)  (8)  (9)   

På en skala fra 0-10, hvor sandsynligt er det at du vil anbefale SuperBest til en ven eller kollega?

10 9 8 7 6 5 4 3 2 1 0

(10) (11) 10 er højest og 0 er lavest (1)  (2)  (3)  (4)  (5)  (6)  (7)  (8)  (9)   

Jeg får opfyldt mine forventninger til Mølleren i forbindelse med:

Hverken enig Meget enig Enig Uenig Meget uenig Ved ikke eller uening

Pris (1)  (2)  (3)  (4)  (5)  (6) 

Udvalg (1)  (2)  (3)  (4)  (5)  (6) 

Service (1)  (2)  (3)  (4)  (5)  (6) 

At man får, hvad man betaler (1)  (2)  (3)  (4)  (5)  (6)  for

Jeg får opfyldt mine forventninger til SuperBest i forbindelse med:

Hverken enig Meget enig Enig Uenig Meget uenig Ved ikke eller uenig

290

Hverken enig Meget enig Enig Uenig Meget uenig Ved ikke eller uenig

Pris (1)  (2)  (3)  (4)  (5)  (6) 

Udvalg (1)  (2)  (3)  (4)  (5)  (6) 

Service (1)  (2)  (3)  (4)  (5)  (6) 

At jeg får, hvad jeg betaler for (1)  (2)  (3)  (4)  (5)  (6) 

Har du supplerende kommentarer til undersøgelsen?

(behøves ikke besvares)

______

______

______

______

______

______

Konkurrence om 6 flasker god vin

Hvis ja, indtast venligst din e-

mail

Ja Nej

Ønsker du at deltage i (1)  (2)  ______

291

Hvis ja, indtast venligst din e-

mail

Ja Nej konkurrencen om 6 flasker ______god vin? ______

______

______

______

Mange tak for din deltagelse, men da du ikke bor i Dragør kan vi desværre ikke bruge din besvarelse i vores undersøgelse.

Du må meget venligst kopiere: https://www.survey-xact.dk/LinkCollector?key=MU5NXNNE9KC5 og sende det til venner og bekendte du kender som bor i Dragør

Vi er meget glade for din hjælp. Med Venlig Hilsen Anders og Jesper

Mange tak for din deltagelse. Vi er meget glade for din hjælp.

Med Venlig Hilsen Anders og Jesper Ps. skulle du have lyst eller brug for at kontakte os, så er du velkommen til at skrive til os på [email protected]

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Appendix Q) Distribution of survey - Dragør Nyt, July 2, 2013

293

Appendix R) Distribution of survey – Facebook Kan du dele min status opdatering på din tidslinje :-) Ved godt at du højst sandsynligt ikke kender nogle fra Dragør, men det ville hjælpe rigtig meget alligevel, da facebook belønner det med at flere news feed visninger :-)

Det ville nemlig være super fedt, hvis du kunne dele min facebook opdatering på facebook, da jeg mangler besvarelser til mit speciale. Håber du har lyst til at hjælpe :) Ved godt at du højst sandsynligt ikke kender nogle fra Dragør, men det ville hjælpe rigtig meget alligevel, da facebook belønner det med at flere news feed visninger :-)

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295

296

Appendix S) Distribution of survey - Survey Flyer

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Appendix T) Survey - Factor and Reliability, SPSS

Factor Analysis

Communalities Initial Extraction My expectations to SuperBest 1,000 ,652 are fufilled in regards to price My expectations to SuperBest are fufilled in regards to 1,000 ,642 selection My expectations to SuperBest 1,000 ,530 are fufilled in regards to service My expectations to SuperBest are fufilled in regards to that 1,000 ,665 you get what you pay for Extraction Method: Principal Component Analysis.

Total Variance Explained Component Initial Eigenvalues Extraction Sums of Squared Loadings Total % of Variance Cumulative % Total % of Variance Cumulative % 1 2,489 62,215 62,215 2,489 62,215 62,215 2 ,728 18,189 80,404

3 ,480 11,988 92,393

4 ,304 7,607 100,000

Extraction Method: Principal Component Analysis.

Component Matrixa Component 1 My expectations to SuperBest ,807 are fufilled in regards to price

298

My expectations to SuperBest are fufilled in regards to ,801 selection My expectations to SuperBest ,728 are fufilled in regards to service My expectations to SuperBest are fufilled in regards to that ,816 you get what you pay for Extraction Method: Principal Component Analysis. a. 1 components extracted.

Factor Analysis

Communalities Initial Extraction My expectations to Mølleren are 1,000 ,623 fufilled in regards to price My expectations to Mølleren are 1,000 ,621 fufilled in regards to selection My expectations to Mølleren are 1,000 ,633 fufilled in regards to service My expectations to Mølleren are fufilled in regards to that you get 1,000 ,758 what you pay for Extraction Method: Principal Component Analysis.

Total Variance Explained Component Initial Eigenvalues Extraction Sums of Squared Loadings Total % of Variance Cumulative % Total % of Variance Cumulative % 1 2,636 65,888 65,888 2,636 65,888 65,888 2 ,600 14,998 80,886

3 ,481 12,027 92,914

4 ,283 7,086 100,000

Extraction Method: Principal Component Analysis.

299

Component Matrixa Component 1 My expectations to Mølleren are ,790 fufilled in regards to price My expectations to Mølleren are ,788 fufilled in regards to selection My expectations to Mølleren are ,795 fufilled in regards to service My expectations to Mølleren are fufilled in regards to that you get ,871 what you pay for Extraction Method: Principal Component Analysis. a. 1 components extracted.

Reliability

Scale: ALL VARIABLES

Case Processing Summary N % Valid 530 91,4 Cases Excludeda 50 8,6 Total 580 100,0 a. Listwise deletion based on all variables in the procedure.

Reliability Statistics Cronbach's N of Items Alpha ,796 4

300

Item Statistics Mean Std. Deviation N My expectations to SuperBest are fufilled in 2,78 ,951 530 regards to price My expectations to SuperBest are fufilled in 2,40 ,811 530 regards to selection My expectations to SuperBest are fufilled in 2,53 ,839 530 regards to service My expectations to SuperBest are fufilled in 2,71 ,893 530 regards to that you get what you pay for

Reliability

Scale: ALL VARIABLES

Case Processing Summary N % Valid 532 91,7 Cases Excludeda 48 8,3 Total 580 100,0 a. Listwise deletion based on all variables in the procedure.

Reliability Statistics Cronbach's N of Items Alpha ,826 4

301

Item Statistics Mean Std. Deviation N My expectations to Mølleren are fufilled in regards to 2,80 ,980 532 price My expectations to Mølleren are fufilled in regards to 2,11 ,843 532 selection My expectations to Mølleren are fufilled in regards to 2,14 ,961 532 service My expectations to Mølleren are fufilled in regards to that 2,53 ,975 532 you get what you pay for

302

Appendix U) Survey - Findings SPSS

Appendix – Survey Findings

A) Gender What is your gender?

Frequency Percent Valid Percent Cumulative Percent

Male 224 38,6 38,8 38,8

Valid Female 354 61,0 61,2 100,0

Total 578 99,7 100,0

Missing System 2 ,3

Total 580 100,0

303

B) Age What is your age?

Frequency Percent Valid Percent Cumulative Percent

0-15-years-old 6 1,0 1,0 1,0

16-24-years-old 48 8,3 8,3 9,3

25-34-years-old 98 16,9 16,9 26,2

35-44-years-old 92 15,9 15,9 42,1 Valid 45-54-years-old 138 23,8 23,8 65,9

55-64-years-old 132 22,8 22,8 88,6

65-years-old or older 66 11,4 11,4 100,0

Total 580 100,0 100,0

What is your age?

Frequency Percent Valid Percent Cumulative Percent

Young 152 26,2 26,2 26,2

Mid-age 230 39,7 39,7 65,9 Valid Older 198 34,1 34,1 100,0

Total 580 100,0 100,0

304

C) Do you shop in Mølleren? Statistics Do you shop in Mølleren? Valid 580 N Missing 0 Mode 1

Do you shop in Mølleren? Frequency Valid Percent Cumulative Percent Yes 452 77,9 77,9

Valid No 128 22,1 100,0 Total 580 100,0

305

D) How often do you shop at Mølleren?

Statistics How often do you shop at Mølleren Valid 452 N Missing 128 Median 2,0000 Mode 1,00

How often do you shop at Mølleren Frequency Valid Percent Cumulative Percent Often 192 42,5 42,5 Sometimes 168 37,2 79,6 Valid Rarely 92 20,4 100,0

Total 452 100,0

Missing System 128

Total 580

306

E) What would you call Mølleren if it changed its name to Meny? Statistics What would you call the supermarket on Sydstranden, if it changed its name to Meny Valid 580 N Missing 0 Mode 3

What would you call the supermarket on Sydstranden, if it changed its name to Meny Frequency Valid Percent Cumulative Percent Meny 24 4,1 4,1 SuperBest 78 13,4 17,6 Mølleren 408 70,3 87,9 Valid Something else 18 3,1 91,0 Do not know 52 9,0 100,0

Total 580 100,0

I would like the supermarket on Sydstranden best, if it changed it is called Frequency Percent Valid Percent Cumulative Percent Mølleren 402 69,3 69,6 69,6 SuperBest 114 19,7 19,7 89,3

Valid Meny 4 ,7 ,7 90,0 Something else 58 10,0 10,0 100,0

Total 578 99,7 100,0

Missing 0 2 ,3

Total 580 100,0

I would like the supermarket on Sydstranden best, if it changed it is called * Would you shop in the supermarket more, if it changed its name to the above chosen? Crosstabulation Would you shop in the supermarket more, Total if it changed its name to the above chosen? Yes No Do not know

307

Count 98 246 58 402 % within I would like the supermarket on 24,4% 61,2% 14,4% 100,0% Sydstranden best, if it changed it is called Mølleren % within Would you shop in the supermarket more, if it 81,7% 66,5% 65,9% 69,6% changed its name to the above chosen? Count 18 82 14 114 % within I would like the supermarket on 15,8% 71,9% 12,3% 100,0% Sydstranden best, if it changed it is called SuperBest % within Would you shop in the supermarket more, if it 15,0% 22,2% 15,9% 19,7% I would like the changed its name to supermarket on the above chosen? Sydstranden best, if it Count 0 2 2 4 changed it is called % within I would like the supermarket on 0,0% 50,0% 50,0% 100,0% Sydstranden best, if it changed it is called Meny % within Would you shop in the supermarket more, if it 0,0% 0,5% 2,3% 0,7% changed its name to the above chosen? Count 4 40 14 58 % within I would like the supermarket on 6,9% 69,0% 24,1% 100,0% Sydstranden best, if it Something changed it is called else % within Would you shop in the supermarket more, if it 3,3% 10,8% 15,9% 10,0% changed its name to the above chosen? Total Count 120 370 88 578

308

% within I would like the supermarket on 20,8% 64,0% 15,2% 100,0% Sydstranden best, if it changed it is called % within Would you shop in the supermarket more, if it 100,0% 100,0% 100,0% 100,0% changed its name to the above chosen?

309

F) SuperBest is in the consumers mind a corporate supermarket chain with a strategy of being local Paired Samples Statistics Mean N Std. Deviation Std. Error Mean I see Møllere as a local 1,81 558 ,896 ,038 supermarket Pair 1 I see SuperBest as a local 2,81 558 1,132 ,048 supermarket I see Mølleren as a part of a 3,13 544 1,195 ,051 national supermarket chain Pair 2 I see SuperBest as a part of a 2,19 544 ,922 ,040 national supermarket chain

Paired Samples Test Paired Differences t df Sig. (2- Mean Std. Std. Error 95% Confidence Interval tailed) Deviation Mean of the Difference Lower Upper I see Møllere as a Pair local supermarket - - -1,004 1,298 ,055 -1,111 -,896 557 ,000 1 I see SuperBest as 18,268 a local supermarket I see Mølleren as a part of a national Pair supermarket chain - ,930 1,381 ,059 ,814 1,046 15,711 543 ,000 2 I see SuperBest as a part of a national supermarket chain

ANOVA Do you link Mølleren with a supermarket, which supports the local community and what is your view on this? Sum of Squares df Mean Square F Sig. Between Groups 11,038 2 5,519 10,351 ,000 Within Groups 221,268 415 ,533

Total 232,306 417

Do you link Mølleren with a supermarket, which supports the local community and what is your view on this?

310

Duncan How often do you shop at N Subset for alpha = 0.05 Mølleren 1 2

Often 186 1,61

Rarely 84 1,93

Sometimes 148 1,95

Sig. 1,000 ,851

Means for groups in homogeneous subsets are displayed. a. Uses Harmonic Mean Sample Size = 124,803. b. The group sizes are unequal. The harmonic mean of the group sizes is used. Type I error levels are not guaranteed.

311

G) The meat scandal is related to SuperBest and not Møller Jensen Statistics What supermarket do you think of when you read the word "meat scandal" Valid 568 N Missing 12 Mode 1

What supermarket do you think of when you read the word "meat scandal" Frequency Valid Percent Cumulative Percent SuperBest 420 70,0 70,0 Mølleren 42 7,0 77,0

Andet 40 6,7 83,7 Valid Jeg tænker ikke på noget 98 16,3 100,0 supermarked

Total 600 100,0

Missing 0 12

Total 612

I would like the supermarket on Sydstranden best, if it changed it is called * What supermarket do you think of when you read the word "meat scandal" Crosstabulation What supermarket do you think of when you read Total the word "meat scandal" SuperBest Mølleren Andet Jeg tænker ikke på noget supermarked Count 302 2 28 64 396 I would like the % within I would supermarket on like the Sydstranden best, if Mølleren supermarket on 76,3% 0,5% 7,1% 16,2% 100,0% it changed it is Sydstranden best, if called it changed it is called

312

% within What supermarket do you think of when you 72,2% 20,0% 70,0% 65,3% 70,0% read the word "meat scandal" Count 74 2 10 28 114 % within I would like the supermarket on 64,9% 1,8% 8,8% 24,6% 100,0% Sydstranden best, if it changed it is SuperBest called % within What supermarket do you think of when you 17,7% 20,0% 25,0% 28,6% 20,1% read the word "meat scandal" Count 4 0 0 0 4 % within I would like the supermarket on 100,0% 0,0% 0,0% 0,0% 100,0% Sydstranden best, if it changed it is Meny called % within What supermarket do you think of when you 1,0% 0,0% 0,0% 0,0% 0,7% read the word "meat scandal" Count 38 6 2 6 52 % within I would like the supermarket on 73,1% 11,5% 3,8% 11,5% 100,0% Sydstranden best, if Something it changed it is else called % within What supermarket do you think of when you 9,1% 60,0% 5,0% 6,1% 9,2% read the word "meat scandal"

313

Count 418 10 40 98 566 % within I would like the supermarket on 73,9% 1,8% 7,1% 17,3% 100,0% Sydstranden best, if it changed it is Total called % within What supermarket do you think of when you 100,0% 100,0% 100,0% 100,0% 100,0% read the word "meat scandal"

Chi-Square Tests Value df Asymp. Sig. (2- sided) Pearson Chi-Square 40,633a 9 ,000 Likelihood Ratio 27,219 9 ,001 Linear-by-Linear Association ,003 1 ,956 N of Valid Cases 566 a. 7 cells (43,8%) have expected count less than 5. The minimum expected count is ,07.

314

H) Møller Jensen is linked with its owner/manager and Møller Jensen is connected to the family who build it and owns it, while SuperBest is neither.

Paired Samples Statistics Mean N Std. Deviation Std. Error Mean When I think of Mølleren, I 2,37 534 1,172 ,051 think of the manager Pair 1 When I think of SuperBest, I 3,53 534 1,083 ,047 think of the manager When I think of Mølleren, I 2,38 542 1,147 ,049 think of those who own it Pair 2 When I think of SuperBest, I 3,58 542 1,088 ,047 think of those who own it Paired Samples Test Paired Differences t df Sig. (2- Mean Std. Std. Error 95% Confidence Interval tailed) Deviation Mean of the Difference Lower Upper When I think of Mølleren, I think of Pair the manager - - -1,161 1,337 ,058 -1,275 -1,047 533 ,000 1 When I think of 20,074 SuperBest, I think of the manager When I think of Mølleren, I think of Pair those who own it - - -1,203 1,410 ,061 -1,322 -1,084 541 ,000 2 When I think of 19,861 SuperBest, I think of those who own it

ANOVA Sum of df Mean Square F Sig. Squares Between Groups 44,366 2 22,183 16,017 ,000 When I think of Mølleren, I Within Groups 608,014 439 1,385 think of the manager Total 652,380 441

When I think of Mølleren, I Between Groups 18,875 2 9,437 7,503 ,001 think of those who own it Within Groups 554,684 441 1,258

315

Total 573,559 443

When I think of Mølleren, I think of the manager Duncan How often do you shop at N Subset for alpha = 0.05 Mølleren 1 2 3

Often 190 1,99

Sometimes 166 2,45

Rarely 86 2,81

Sig. 1,000 1,000 1,000

Means for groups in homogeneous subsets are displayed. a. Uses Harmonic Mean Sample Size = 130,918. b. The group sizes are unequal. The harmonic mean of the group sizes is used. Type I error levels are not guaranteed.

When I think of Mølleren, I think of those who own it Duncan How often do you shop at N Subset for alpha = 0.05 Mølleren 1 2

Often 188 2,06

Rarely 90 2,42

Sometimes 166 2,51

Sig. 1,000 ,542

Means for groups in homogeneous subsets are displayed. a. Uses Harmonic Mean Sample Size = 133,604. b. The group sizes are unequal. The harmonic mean of the group sizes is used. Type I error levels are not guaranteed.

316

I) Møller Jensen would be missed, SuperBest would not Paired Samples Statistics Mean N Std. Deviation Std. Error Mean I would miss Mølleren if it 2,18 538 1,154 ,050 dissapeared Pair 1 I would miss SuperBest if it 2,79 538 1,152 ,050 dissapeared

Paired Samples Test Paired Differences t df Sig. (2- Mean Std. Std. Error 95% Confidence Interval tailed) Deviation Mean of the Difference Lower Upper I would miss Mølleren if it Pair dissapeared - I - -,613 1,138 ,049 -,710 -,517 537 ,000 1 would miss 12,501 SuperBest if it dissapeared

317

J) People have a clear mind and opinion about what Møller Jensen is, while their opinion upon SuperBest is vague Paired Samples Statistics Mean N Std. Deviation Std. Error Mean I know the story and concept 2,42 536 1,264 ,055 behind Mølleren Pair 1 I know the story and concept 3,35 536 1,089 ,047 behind SuperBest I can easily describe what 2,17 550 1,079 ,046 Mølleren is Pair 2 I can easily describe what 2,72 550 1,058 ,045 SuperBest is

Paired Samples Test Paired Differences t df Sig. (2- Mean Std. Std. Error 95% Confidence Interval tailed) Deviation Mean of the Difference Lower Upper I know the story and concept behind Pair Mølleren - I know - -,929 1,358 ,059 -1,044 -,814 535 ,000 1 the story and 15,834 concept behind SuperBest I can easily describe what Pair Mølleren is - I can -,549 1,325 ,057 -,660 -,438 -9,717 549 ,000 2 easily describe what SuperBest is

318

K) Mølleren and SuperBest both have satisfied customers in regard to service, price, selection and that one gets what they pay for, without any difference between the two supermarkets Paired Samples Statistics Mean N Std. Deviation Std. Error Mean My expectations to Mølleren 2,80 532 ,978 ,042 are fufilled in regards to price Pair 1 My expectations to SuperBest 2,80 532 ,962 ,042 are fufilled in regards to price My expectations to Mølleren are fufilled in regards to 2,10 534 ,822 ,036 selection Pair 2 My expectations to SuperBest are fufilled in regards to 2,40 534 ,813 ,035 selection My expectations to Mølleren are fufilled in regards to 2,13 524 ,947 ,041 service Pair 3 My expectations to SuperBest are fufilled in regards to 2,53 524 ,837 ,037 service My expectations to Mølleren are fufilled in regards to that 2,53 530 ,972 ,042 you get what you pay for Pair 4 My expectations to SuperBest are fufilled in regards to that 2,72 530 ,910 ,040 you get what you pay for My expectation to Mølleren are 1,3194 576 ,75207 ,03134 fufilled Pair 5 My expectation to SuperBest 1,4618 576 ,78592 ,03275 are fufilled

Paired Samples Test Paired Differences t df Sig. (2- Mean Std. Std. Error 95% Confidence Interval tailed) Deviation Mean of the Difference Lower Upper

319

My expectations to Mølleren are fufilled in regards to price - Pair My expectations to ,000 ,823 ,036 -,070 ,070 ,000 531 1,000 1 SuperBest are fufilled in regards to price My expectations to Mølleren are fufilled in regards to Pair selection - My -,303 ,867 ,038 -,377 -,230 -8,084 533 ,000 2 expectations to SuperBest are fufilled in regards to selection My expectations to Mølleren are fufilled in regards to Pair service - My -,393 ,910 ,040 -,471 -,315 -9,890 523 ,000 3 expectations to SuperBest are fufilled in regards to service My expectations to Mølleren are fufilled in regards to that you get what you Pair pay for - My -,192 ,846 ,037 -,265 -,120 -5,239 529 ,000 4 expectations to SuperBest are fufilled in regards to that you get what you pay for My expectation to Mølleren are fufilled Pair - - My expectation to ,68057 ,02836 -,19806 -,08666 -5,020 575 ,000 5 ,14236 SuperBest are fufilled

ANOVA

320

Sum of df Mean Square F Sig. Squares Between Groups 7,515 2 3,758 8,138 ,000 My expectation to Mølleren Within Groups 207,326 449 ,462 are fufilled Total 214,841 451 Between Groups 4,031 2 2,016 3,783 ,023 My expectation to Within Groups 239,234 449 ,533 SuperBest are fufilled Total 243,265 451

My expectation to Mølleren are fufilled Duncan How often do you shop at N Subset for alpha = 0.05 Mølleren 1 2

Often 192 1,1875

Sometimes 168 1,3690

Rarely 92 1,5217

Sig. 1,000 ,064

Means for groups in homogeneous subsets are displayed. a. Uses Harmonic Mean Sample Size = 136,176. b. The group sizes are unequal. The harmonic mean of the group sizes is used. Type I error levels are not guaranteed.

My expectation to SuperBest are fufilled Duncan How often do you shop at N Subset for alpha = 0.05 Mølleren 1 2

Often 192 1,3542 Sometimes 168 1,4405 1,4405 Rarely 92 1,6087

Sig. ,330 ,058

Means for groups in homogeneous subsets are displayed. a. Uses Harmonic Mean Sample Size = 136,176. b. The group sizes are unequal. The harmonic mean of the group sizes is used. Type I error levels are not guaranteed.

321

L) Supporting the local community Statistics Do you link Do you link Mølleren with a SuperBest with supermarket, a supermarket, which supports which supports the local the local community and community and what is your what is your view on this? view on this? Linked 522 472 N Not 58 108 linked Mode 2 3

Paired Samples Statistics Mean N Std. Deviation Std. Error Mean Do you link Mølleren with a supermarket, which supports 1,89 468 ,777 ,036 the local community and what is your view on this? Pair 1 Do you link SuperBest with a supermarket, which supports 2,63 468 ,818 ,038 the local community and what is your view on this?

Paired Samples Test Paired Differences t df Sig. (2- Mean Std. Std. Error 95% Confidence Interval tailed) Deviation Mean of the Difference Lower Upper

322

Do you link Mølleren with a supermarket, which supports the local community and what is your view Pair - on this? - Do you -,744 ,855 ,040 -,821 -,666 467 ,000 1 18,819 link SuperBest with a supermarket, which supports the local community and what is your view on this?

M) Loyalty Respondents will be more loyal to Mølleren than SuperBest. Paired Samples Statistics Mean N Std. Deviation Std. Error Mean Loyalty towards Mølleren 2,0488 574 ,84241 ,03516 Pair 1 Loyalty towards SuperBest 2,4843 574 ,68308 ,02851

Paired Samples Test Paired Differences t df Sig. (2- Mean Std. Std. Error 95% Confidence Interval tailed) Deviation Mean of the Difference Lower Upper Loyalty towards Pair - - Mølleren - Loyalty ,78056 ,03258 -,49953 -,37155 573 ,000 1 ,43554 13,368 towards SuperBest

Is gender more loyal? Group Statistics What is your gender? N Mean Std. Deviation Std. Error Mean Male 224 1,9732 ,79753 ,05329 Loyalty towards Mølleren Female 348 2,0920 ,86737 ,04650 Male 224 2,5268 ,59835 ,03998 Loyalty towards SuperBest Female 348 2,4540 ,73266 ,03927

323

Independent Samples Test Levene's Test t-test for Equality of Means for Equality of Variances F Sig. t df Sig. Mean Std. Error 95% Confidence (2- Difference Difference Interval of the tailed) Difference Lower Upper Equal - variances 12,656 ,000 570 ,100 -,11874 ,07202 -,26019 ,02271 Loyalty 1,649 assumed towards Equal Mølleren - variances not 504,056 ,094 -,11874 ,07072 -,25768 ,02020 1,679 assumed Equal variances 16,514 ,000 1,243 570 ,214 ,07276 ,05853 -,04220 ,18772 Loyalty assumed towards Equal SuperBest variances not 1,298 538,688 ,195 ,07276 ,05604 -,03733 ,18285 assumed

Case Processing Summary Cases Valid Missing Total N Percent N Percent N Percent What is your age? * Loyalty 574 99,0% 6 1,0% 580 100,0% towards Mølleren What is your age? * Loyalty 574 99,0% 6 1,0% 580 100,0% towards SuperBest

What is your age? * Loyalty towards Mølleren Crosstab Loyalty towards Mølleren Total Advocates Passives Detractors Count 38 44 70 152 % within What is your age? 25,0% 28,9% 46,1% 100,0% Young What is your age? % within Loyalty towards 20,0% 26,5% 32,1% 26,5% Mølleren Mid-age Count 62 72 94 228

324

% within What is your age? 27,2% 31,6% 41,2% 100,0% % within Loyalty towards 32,6% 43,4% 43,1% 39,7% Mølleren Count 90 50 54 194 % within What is your age? 46,4% 25,8% 27,8% 100,0% Older % within Loyalty towards 47,4% 30,1% 24,8% 33,8% Mølleren Count 190 166 218 574 % within What is your age? 33,1% 28,9% 38,0% 100,0% Total % within Loyalty towards 100,0% 100,0% 100,0% 100,0% Mølleren

Chi-Square Tests Value df Asymp. Sig. (2- sided) Pearson Chi-Square 25,491a 4 ,000 Likelihood Ratio 25,136 4 ,000 Linear-by-Linear Association 20,163 1 ,000 N of Valid Cases 574

a. 0 cells (0,0%) have expected count less than 5. The minimum expected count is 43,96.

What is your age? * Loyalty towards SuperBest

Crosstab Loyalty towards SuperBest Total Advocates Passives Detractors Count 8 34 110 152 % within What is your age? 5,3% 22,4% 72,4% 100,0% Young % within Loyalty towards 12,9% 19,8% 32,4% 26,5% SuperBest Count 18 80 130 228 What is your age? % within What is your age? 7,9% 35,1% 57,0% 100,0% Mid-age % within Loyalty towards 29,0% 46,5% 38,2% 39,7% SuperBest Count 36 58 100 194 Older % within What is your age? 18,6% 29,9% 51,5% 100,0%

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% within Loyalty towards 58,1% 33,7% 29,4% 33,8% SuperBest Count 62 172 340 574 % within What is your age? 10,8% 30,0% 59,2% 100,0% Total % within Loyalty towards 100,0% 100,0% 100,0% 100,0% SuperBest

Chi-Square Tests Value df Asymp. Sig. (2- sided) Pearson Chi-Square 28,378a 4 ,000 Likelihood Ratio 27,627 4 ,000 Linear-by-Linear Association 21,272 1 ,000 N of Valid Cases 574

a. 0 cells (0,0%) have expected count less than 5. The minimum expected count is 16,42.

Is there a difference in age and loyalty?

ANOVA Sum of df Mean Square F Sig. Squares Between Groups 16,543 2 8,271 12,107 ,000

Loyalty towards Mølleren Within Groups 390,092 571 ,683

Total 406,634 573 Between Groups 9,937 2 4,969 11,021 ,000

Loyalty towards SuperBest Within Groups 257,422 571 ,451

Total 267,359 573

Loyalty towards Mølleren Duncan What is your age? N Subset for alpha = 0.05 1 2

Older 194 1,8144

Mid-age 228 2,1404

Young 152 2,2105

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Sig. 1,000 ,413

Means for groups in homogeneous subsets are displayed. a. Uses Harmonic Mean Sample Size = 186,109. b. The group sizes are unequal. The harmonic mean of the group sizes is used. Type I error levels are not guaranteed.

Loyalty towards SuperBest Duncan What is your age? N Subset for alpha = 0.05 1 2 3

Older 194 2,3299

Mid-age 228 2,4912

Young 152 2,6711

Sig. 1,000 1,000 1,000

Means for groups in homogeneous subsets are displayed. a. Uses Harmonic Mean Sample Size = 186,109. b. The group sizes are unequal. The harmonic mean of the group sizes is used. Type I error levels are not guaranteed.

Frequency of shopping and loyalty

ANOVA Loyalty towards Mølleren Sum of Squares df Mean Square F Sig. Between Groups 34,624 2 17,312 28,679 ,000 Within Groups 267,420 443 ,604

Total 302,045 445

Loyalty towards Mølleren Duncan How often do you shop at N Subset for alpha = 0.05 Mølleren 1 2

Often 190 1,5895

Sometimes 166 2,0843

Rarely 90 2,2444

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Sig. 1,000 ,092

Means for groups in homogeneous subsets are displayed. a. Uses Harmonic Mean Sample Size = 133,938. b. The group sizes are unequal. The harmonic mean of the group sizes is used. Type I error levels are not guaranteed.

Crosstabs Case Processing Summary Cases Valid Missing Total N Percent N Percent N Percent How often do you shop at Mølleren * Loyalty towards 446 76,9% 134 23,1% 580 100,0% Mølleren How often do you shop at Mølleren * Loyalty towards 446 76,9% 134 23,1% 580 100,0% SuperBest How often do you shop at Mølleren * My expectation to 452 77,9% 128 22,1% 580 100,0% Mølleren are fufilled How often do you shop at Mølleren * My expectation to 452 77,9% 128 22,1% 580 100,0% SuperBest are fufilled

How often do you shop at Mølleren * Loyalty towards Mølleren

Crosstab Loyalty towards Mølleren Total Advocates Passives Detractors Count 110 48 32 190 % within How often do 57,9% 25,3% 16,8% 100,0% Often you shop at Mølleren % within Loyalty towards 63,2% 34,3% 24,2% 42,6% How often do you shop at Mølleren Mølleren Count 42 68 56 166 % within How often do 25,3% 41,0% 33,7% 100,0% Sometimes you shop at Mølleren % within Loyalty towards 24,1% 48,6% 42,4% 37,2% Mølleren

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Count 22 24 44 90 % within How often do 24,4% 26,7% 48,9% 100,0% Rarely you shop at Mølleren % within Loyalty towards 12,6% 17,1% 33,3% 20,2% Mølleren Count 174 140 132 446 % within How often do 39,0% 31,4% 29,6% 100,0% Total you shop at Mølleren % within Loyalty towards 100,0% 100,0% 100,0% 100,0% Mølleren

Chi-Square Tests Value df Asymp. Sig. (2- sided) Pearson Chi-Square 60,740a 4 ,000 Likelihood Ratio 60,165 4 ,000 Linear-by-Linear Association 46,932 1 ,000 N of Valid Cases 446

a. 0 cells (0,0%) have expected count less than 5. The minimum expected count is 26,64.

How often do you shop at Mølleren * Loyalty towards SuperBest

Crosstab Loyalty towards SuperBest Total Advocates Passives Detractors Count 38 72 80 190 % within How often do 20,0% 37,9% 42,1% 100,0% Often you shop at Mølleren % within Loyalty towards 61,3% 45,6% 35,4% 42,6% SuperBest How often do you shop at Count 14 64 88 166 Mølleren % within How often do 8,4% 38,6% 53,0% 100,0% Sometimes you shop at Mølleren % within Loyalty towards 22,6% 40,5% 38,9% 37,2% SuperBest Rarely Count 10 22 58 90

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% within How often do 11,1% 24,4% 64,4% 100,0% you shop at Mølleren % within Loyalty towards 16,1% 13,9% 25,7% 20,2% SuperBest Count 62 158 226 446 % within How often do 13,9% 35,4% 50,7% 100,0% Total you shop at Mølleren % within Loyalty towards 100,0% 100,0% 100,0% 100,0% SuperBest

Chi-Square Tests Value df Asymp. Sig. (2- sided) Pearson Chi-Square 19,307a 4 ,001 Likelihood Ratio 19,575 4 ,001 Linear-by-Linear Association 13,880 1 ,000 N of Valid Cases 446

a. 0 cells (0,0%) have expected count less than 5. The minimum expected count is 12,51.

N) Words that describe Mølleren and SuperBest

Ord beskriver Mølleren Frequency Percent Valid Percent Cumulative Percent 0 292 50,3 50,3 50,3

Valid Lokal 288 49,7 49,7 100,0 Total 580 100,0 100,0

Ord beskriver Mølleren Frequency Percent Valid Percent Cumulative Percent 0 440 75,9 75,9 75,9

Valid Stort Udvalg 140 24,1 24,1 100,0 Total 580 100,0 100,0

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Ord beskriver Mølleren Frequency Percent Valid Percent Cumulative Percent 0 356 61,4 61,4 61,4

Valid Støtter lokalt 224 38,6 38,6 100,0 Total 580 100,0 100,0

Ord beskriver Mølleren Frequency Percent Valid Percent Cumulative Percent 0 444 76,6 76,6 76,6

Valid Historie 136 23,4 23,4 100,0 Total 580 100,0 100,0

Ord beskriver Mølleren Frequency Percent Valid Percent Cumulative Percent 0 572 98,6 98,6 98,6

Valid Upersonlig 8 1,4 1,4 100,0 Total 580 100,0 100,0

Ord beskriver Mølleren Frequency Percent Valid Percent Cumulative Percent 0 504 86,9 86,9 86,9

Valid Untidy 76 13,1 13,1 100,0 Total 580 100,0 100,0

Ord beskriver Mølleren Frequency Percent Valid Percent Cumulative Percent 0 466 80,3 80,3 80,3

Valid Bare et supermarket 114 19,7 19,7 100,0 Total 580 100,0 100,0

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Ord beskriver Mølleren Frequency Percent Valid Percent Cumulative Percent 0 468 80,7 80,7 80,7

Valid Minder 112 19,3 19,3 100,0 Total 580 100,0 100,0

Ord beskriver Mølleren Frequency Percent Valid Percent Cumulative Percent 0 448 77,2 77,2 77,2

Valid Min barndom 132 22,8 22,8 100,0 Total 580 100,0 100,0

Ord beskriver Mølleren Frequency Percent Valid Percent Cumulative Percent 0 530 91,4 91,4 91,4

Valid Kæde 50 8,6 8,6 100,0 Total 580 100,0 100,0

Ord beskriver Mølleren Frequency Percent Valid Percent Cumulative Percent 0 392 67,6 67,6 67,6

Valid En rigtig købmand 188 32,4 32,4 100,0 Total 580 100,0 100,0

Ord beskriver Mølleren Frequency Percent Valid Percent Cumulative Percent 0 542 93,4 93,4 93,4

Valid Virksomhed 38 6,6 6,6 100,0 Total 580 100,0 100,0

Ord beskriver Mølleren

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Frequency Percent Valid Percent Cumulative Percent 0 546 94,1 94,1 94,1

Valid Ved ikke 34 5,9 5,9 100,0 Total 580 100,0 100,0

Ord beskriver SuperBest Frequency Percent Valid Percent Cumulative Percent 0 512 88,3 88,3 88,3

Valid Lokal 68 11,7 11,7 100,0 Total 580 100,0 100,0

Ord beskriver SuperBest Frequency Percent Valid Percent Cumulative Percent 0 422 72,8 72,8 72,8

Valid Stort Udvalg 158 27,2 27,2 100,0 Total 580 100,0 100,0

Ord beskriver SuperBest Frequency Percent Valid Percent Cumulative Percent 0 534 92,1 92,1 92,1

Valid Støtter lokalt 46 7,9 7,9 100,0 Total 580 100,0 100,0

Ord beskriver SuperBest Frequency Percent Valid Percent Cumulative Percent 0 564 97,2 97,2 97,2

Valid Historie 16 2,8 2,8 100,0 Total 580 100,0 100,0

Ord beskriver SuperBest

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Frequency Percent Valid Percent Cumulative Percent 0 508 87,6 87,6 87,6

Valid Upersonlig 72 12,4 12,4 100,0 Total 580 100,0 100,0

Ord beskriver SuperBest Frequency Percent Valid Percent Cumulative Percent 0 518 89,3 89,3 89,3

Valid untidy 62 10,7 10,7 100,0 Total 580 100,0 100,0

Ord beskriver SuperBest Frequency Percent Valid Percent Cumulative Percent 0 282 48,6 48,6 48,6

Valid Bare et supermarket 298 51,4 51,4 100,0 Total 580 100,0 100,0

Ord beskriver SuperBest Frequency Percent Valid Percent Cumulative Percent 0 562 96,9 96,9 96,9

Valid Minder 18 3,1 3,1 100,0 Total 580 100,0 100,0

Ord beskriver SuperBest Frequency Percent Valid Percent Cumulative Percent 0 564 97,2 97,2 97,2

Valid Min barndom 16 2,8 2,8 100,0 Total 580 100,0 100,0

Ord beskriver SuperBest

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Frequency Percent Valid Percent Cumulative Percent 0 316 54,5 54,5 54,5

Valid Kæde 264 45,5 45,5 100,0 Total 580 100,0 100,0

Ord beskriver SuperBest Frequency Percent Valid Percent Cumulative Percent 0 536 92,4 92,4 92,4

Valid En rigtig købmand 44 7,6 7,6 100,0 Total 580 100,0 100,0

Ord beskriver SuperBest Frequency Percent Valid Percent Cumulative Percent 0 416 71,7 71,7 71,7

Valid Virksomhed 164 28,3 28,3 100,0 Total 580 100,0 100,0

Ord beskriver SuperBest Frequency Percent Valid Percent Cumulative Percent 0 550 94,8 94,8 94,8

Valid Ved ikke 30 5,2 5,2 100,0 Total 580 100,0 100,0

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Appendix V) Marketing Plan - Endorsed brand pictures

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Appendix X) Marketing Plan - Interview guide - Dalgaard og Rotunden

Rasmus Vejbæk-Zerr 25421709 – Ring kl 17:00 (Rotunden) Onsdag 10.30

Cafe Rotunden, Strandvejen 62, 2900 Hellerup

Lisbeth Dalgaard 45860122 - Dalgaard – kl 09:00 – Onsdag

Kongevejs-Centret 6, 2970 Hørsholm

Spørgsmål til interview:

1. Kan du ikke kort give os en historisk gennemgang fra da jeres supermarked startede til hvor i står i dag (3min) 2. Hvordan markedsfører i jeres butik (15min) 3. Hvorfor besluttede i at bibeholde jeres gamle brand (5min) 4. Havde det gjort nogen forskel hvis i kasserede det (5min) 5. Hvad ligger til grunde for jeres markedsføring (5min) 6. Hvordan har i tænkt jer at markedsføre jer i fremtiden (5min) 7. Hvad har været den største udfordring (2min) a. Hvem hvad hvorfor 8. Har i haft nogen dårlige periode (2min) a. Hvem hvad hvorfor 9. Hvad har været den bedste periode (2min) a. Hvem hvad hvorfor 10. Hvordan ser du fremtiden (2min) a. Hvem hvad hvorfor

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Appendix Y) Target Audience Behavioral Sequence Model (Percy, 2009)

The old segment Need Identify Evaluate Choose Go to the Post arousal possible options Supermarket supermarket shopping supermarkets evaluation

Individuals Husband or Husband or wife, Husband Husband and Wife and Husband and involves wife as friends and and wife as wife as decider sometimes both wife and initiator. family as decider wife and decisions Friends and influencer husband roles family as influencer

Where Home, Home, friends, Home Home Destination Almost stages is friends, family anywhere, likely to family but most occur likely at home

Timing of 1-5 days 0-5 days before 0-5 days 0-5 days before 0-5 days after After stage before shopping before deciding shopping shopping

How stage is Looking in Talking to Talk with Comparing with Drive to the Tell people likely to newspapers friends, looking friend and other flyers supermarket by of occur or reading in newspapers family car and do experience, flyers. and flyers, shopping at when having Talking to knowledge from destination a get friends previous together or purchases reminded by adverts

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The full nest segment Need Identify Evaluate Choose Go to the Post arousal possible options Supermarket supermarket shopping supermarkets evaluation

Individuals Mother, Wife with Mother or Mother or Mother or Mother, involves father, husband and father father sometimes father and and children as children as father children decisions initiator influencer roles and influencer

Where Home, Home, work Home, Home, work or Destination Anywhere, stages is friends, work on the way but most likely to work, home likely at occur family home

Timing of 0-2 days 0-2 days before 0-2 days 0-2 days before 0-2 days after After stage before shopping before deciding shopping shopping

How stage is Looking in Looking in flyers Asking Comparing Mom is Tell friends likely to flyers and or being friends for prices or taking evaluating the and relatives occur online influenced by advice a quick decision different input about family members on the way from family and experience, home from will go to the reminded work best suited when eating supermarket or seeing advertising

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Appendix Z) Pictures

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DOUBLE BRANDING

-A CASE COMPANY STUDY ABOUT HAVING TWO BRANDS SIMULTANEOUSLY

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