DOCSLIB.ORG

Cashierless Stores – Topened to the Public

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Cashierless Stores – Topened to the Public Schwerpunkt Der Kunde im Internet der Dinge Schwerpunkt Der Kunde im Internet der Dinge he first store providing an Inter- nides, & de Hoog, 2004; Scholz, 2017). Prof. Dr. Marcus Schögel net of Things (IoT) shopping To pay special attention to the check- Director experience has recently been out process also makes sense from the Institute of Marketing Cashierless Stores – Topened to the public. The Amazon Go company’s perspective. First, the peak- University of St. Gallen store, using an app, cameras and sen- end rule highlights the importance of [email protected] Ifm.unisg.ch sors, provides IoT-based shopping that the check-out because it states that the New Way mainly aims to reduce queuing times at what customers tend to remember most the cashier desks (Dougall, 2018; NZZ, is the way an experience ended (Boura- Severin Lienhard 2018). Besides this US concept, a vari- oui, Eriksson, Mansjö, & Thiel, 2019). Research Associate ety of cashierless stores is currently Second, automation in retail enables & Doctoral Student to the Customer? emerging worldwide, like “Habitat by companies to save up to 81 % of the Institute of Marketing Honestbee” in Singapore or the “Avec time currently needed for cashier acti- University of St. Gallen Box” in Switzerland (Valora, 2019). vities (Begley, Hancock, Kilroy, & [email protected] Ifm.unisg.ch Currently, large sums are being inves- Kohli, 2019). ted in the expansion of these new Therefore, it is an appropriate step cashierless concepts. Amazon plans to for retail companies to work on the en- The check-out process is one of the biggest pain points in shopping. open 3,000 cashierless stores by 2021 hancement of the check-out process. While Apple is the pioneer in cashierless shopping, several other corporations (Soper, 2018). Practitioners suggest Since retailers approach this problem that tech companies are already offe- in highly different ways, an investiga- have initiated first concepts during the last months. Innovative, IoT-driven ring their products and services to re- tion into the merits of these emerging businesses like Amazon Go or Avec Box are trying to improve the process. tailers for test runs (Capgemini, 2019). solutions is necessary. The develop- The recently established concepts vary and a deeper understanding of the Therefore it can be concluded that this ment on the part of the companies is just the beginning of a bigger trend. themselves as well as the strong media underlying functionality is still missing. Our qualitative desk research and The traditional check-out process coverage of cashierless shops show the store visits give a first overview of the design dimensions, challenges and plays a central role in retail. Currently, importance of the topic. Yet it remains opportunities for cashierless stores. it is still mostly done through a combi- an open question how exactly the exis- nation of human contact with the ting concepts differ or what forms they cashier and machine-assisted services take. Therefore, the following research Prof. Dr. Marcus Schögel, Severin Lienhard such as self-checkout stations or questions are formulated: through electronic service solutions like pick-up stations (Fitzsimmons, • Which cashierless store concepts 2003). Nowadays, a variety of new exist in the market? technologies that have never existed • What are the purchasing phases before enables retailers to establish in cashierless stores? cashierless concepts (Capgemini, 2019). In the present paper, cashierless Towards a Functional concepts are defined as stores that abo- Understanding of Cashierless lish traditional physical cashier desks Concepts and apply the newest technology in their check-out process. To examine the different concepts in The general need of streamlining more detail and to answer the research the paying process has existed for some questions, the form of a multiple case time, as waiting at the check-out has study was used, which is one of the always been perceived as one of the most commonly applied qualitative re- least satisfying parts of a shopping ex- search methods (Yazan, 2015). A mul- perience (Caballero, Lumpkin, Brown, tiple case study allows the researcher Katsinas, & Werner, 1985; Kahneman, to discern differences between and Wakker, & Sarin, 1997; Verhoef, Anto- within the cases (Yin, 2003; Baxter & 888 Marketing Review St. Gallen 1 | 2020 Marketing Review St. Gallen 1 | 2020 889 Schwerpunkt Der Kunde im Internet der Dinge Schwerpunkt Der Kunde im Internet der Dinge Jack, 2008). For the present article, re, this was added as a preparatory pha- criteria. Second, the data were compa- Fig. 1: Design Dimensions for Each Phase of the Purchase desk research served as the first source se. To summarize, the first phase en- red across concepts revealing differen- for the evaluation, store visits by the compasses the actions that the custo- ces and similarities. Finally, the key Phase of Purchase research team as a second one. A wide mer must take before purchasing, while findings were summarized and brought 0 1 3 range of literature was reviewed for all the second phase equals the check-in, together in table 1. 2 the concepts. In order to achieve a meaning how the customer gets access Before Purchase Check-in Product Selection Check-out deeper insight and understanding, se- to the store. In the third phase, the pro- Differences Between veral stores such as Avec Box in Zu- duct selection is checked more closely the Store Concepts App installation Automatic Free access Barcode scanning rich, Amazon Go in the US, Habitat by and the final phase includes the check- with existing completion by app / on product or shelf HonestBee in Singapur and the Apple out, with the focus on the process of The cashierless shops of these four in- customer account technology store in Zurich were visited by the re- paying and leaving the store. Over all dustries were established by different- Scanning corridor search team. This allowed the research phases, the proportion of user interac- sized companies, ranging from multina- App installation Automatic capture Scanning scale team to answer the questions regarding tion to store interaction was examined. tionals (Alibaba, Amazon, Valora) to Barcode scanning processes and procedures. The technology used in each case was SMEs (Migrolino) to start-ups (Bingo with new through business Design DimensionsDesign customer account technologies Barcode scanning The various cashierless stores were investigated as well. In addition, a fact Box). Geographically, the spread ext- categorized into four industries: consu- sheet was created for each concept and ends from local (e.g. Saturn Express) to Completion manually in the app mer electronics (Apple Store, Saturn related challenges were listed. Further- global (e.g. Apple Store). The formats Tapping price tags / Use customer card Face recognition Express), convenience/kiosk (Amazon more, the concepts were classified on a also differ according to how well they shelves Face recognition Go, Avec Box, Bingo Box, Migrolino), continuum on four scales: are established on the market. Some grocery stores (Habitat by HonestBee, have largely been rolled out, such as the Sam's Club Now, Hema Store, Albert • assortment: kiosk vs. department Hema or Apple Store, others serve only Source: Schögel / Lienhard, 2019. Heijn) and merchandising (Alibaba Fu- store, as innovation labs (Sam's Club Now) or turemart, TaoCafé). • development stage: prototype vs. are in their first project stages (Saturn In order to analyze the different on the market, Express). Their product ranges also dif- (like the Apple Store). After having tion of the transaction in an app (Avec cessity. In the Avec Box, for example, store concepts, a set of criteria had to be • integration level: standalone vs. fer widely. Some focus on a rather small fulfilled these requirements prior to Box), scanning corridors (Tao Café) or the customer has to scan the product’s developed. The entire purchase process part of an experience, and specified product range (e.g. the Ali- the purchase, the customer has diffe- scanning scales (Bingo Box) in order to barcode (scan-and-go). In the Amazon in cashierless stores was defined based • geographic spread: local vs. global. baba Futuremart), others are complete rent ways of access to the store. One complete the purchase. Go store, on the other hand, customers on the insights gained by the research department stores (e.g. Hema Store). option is via barcode scanning (e.g. do not have to use their smartphones at team during their visits in the stores. In Different sources per store concept When it comes to initiating a Amazon Go, Avec Box), another one is Design Dimensions all, they can just grab what they want order to define this process, the article were used in order to be able to apply purchase, some of the concepts require face recognition (Alibaba Futuremart). of Cashierless Stores to buy and leave the store. For the by Lemon and Verhoef (2016) was used the criteria listed above. The data ana- the installation of an app in advance Some stores, however, are accessible check-out, face recognition is used at as the basis. These two authors divided lysis was conducted in three steps. (e.g. Amazon Go, Habitat by Honest- without any barriers (e.g. Saturn Ex- Technology is a game-changer in retai- the Hema Store. At the TaoCafé you the purchase process into the stages First, the store concepts were evaluated bee or the Avec Box). Others can be press, Apple Store). ling (Grewal, Roggeveen, & Nordfält, just walk out through scanning corri- pre-purchase, purchase and post- individually according to the defined accessed without requiring an app As soon as the customer is in the 2017). This is in line with the findings dors and the purchase will be automa- purchase. Through mystery shopping, store, product selection is the next step. regarding design dimensions of tically completed.
Load more

Recommended publications
  • Fuel Forecourt Retail Market
    Fuel Forecourt Retail Market Grow non-fuel Are you set to be the mobility offerings — both products and Capitalise on the value-added mobility mega services trends (EVs, AVs and MaaS)1 retailer of tomorrow? Continue to focus on fossil Innovative Our report on Fuel Forecourt Retail Market focusses In light of this, w e have imagined how forecourts w ill fuel in short run, concepts and on the future of forecourt retailing. In the follow ing look like in the future. We believe that the in-city but start to pivot strategic Continuously pages w e delve into how the trends today are petrol stations w hich have a location advantage, w ill tow ards partnerships contemporary evolve shaping forecourt retailing now and tomorrow . We become suited for convenience retailing; urban fuel business start by looking at the current state of the Global forecourts w ould become prominent transport Relentless focus on models Forecourt Retail Market, both in terms of geographic exchanges; and highw ay sites w ill cater to long customer size and the top players dominating this space. distance travellers. How ever the level and speed of Explore Enhance experience Innovation new such transformation w ill vary by economy, as operational Next, w e explore the trends that are re-shaping the for income evolutionary trends in fuel retailing observed in industry; these are centred around the increase in efficiency tomorrow streams developed markets are yet to fully shape-up in importance of the Retail proposition, Adjacent developing ones. Services and Mobility. As you go along, you w ill find examples of how leading organisations are investing Further, as the pace of disruption accelerates, fuel their time and resources, in technology and and forecourt retailers need to reimagine innovative concepts to become more future-ready.
    [Show full text]
  • The Abuse of Supermarket Buyers
    The Abuse of Supermarket Buyer Power in the EU Food Retail Sector Preliminary Survey of Evidence Myriam Vander Stichele, SOMO & Bob Young, Europe Economics On behalf of: AAI- Agribusiness Accountability Initiative Amsterdam, March 2009 Colophon The Abuse of Supermarket Buyer Power in the EU Food Retail Sector Preliminary Survey of Evidence Myriam Vander Stichele (SOMO) & Bob Young (Europe Economics) March 2009 Funding: This publication is made possible with funding from The Dutch Ministry of Foreign Affairs via SOMO and DGOS (Belgian Directorate General for Development Cooperation) via Vredeseilanden (VECO). Published by: AAI - Agribusiness Action Initiatives, formerly called Agribusiness Accountability Initiative The authors can be contacted at: SOMO Sarphatistraat 30 1018 GL Amsterdam The Netherlands Tel: + 31 (20) 6391291 Fax: + 31 (20) 6391321 E-mail: [email protected] Website: www.somo.nl This document is licensed under the Creative Commons Attribution-NonCommercial-NoDerivateWorks 2.5 License. The Abuse of Supermarket Buyer Power in the EU Food Retail Sector 2 Contents Contents ..........................................................................................................................3 Summary .........................................................................................................................4 Introduction.....................................................................................................................6 1. Abusive buyer power problems are being discussed in many fora while a comprehensive
    [Show full text]
  • More Sustainable Food
    MORE SUSTAINABLE FOOD: FRUIT AND VEGETABLES AT THE SUPERMARKET Consumers, JULY 2018 Consumers Association More sustainable food: fruit and vegetables at the supermarket 1 CONTENT Resume 4 preface 6 1 study Design 7 1.1 Research questions 7 1.2 Definition / scope 8 1.2.1 Selection supermarkets 8 1.2.2 Selection of case studies 8 1.2.3 Scope of the study 9 1.2.4 Definition and explanation term sustainable 10 1.3 Research Methods 10 1.3.1 Research supermarket policy 10 1.3.2 Consumer research 12 1.3.3 Research case studies 12 2 Results 13 2.1 Sustainability initiatives fruits and vegetables incl. Marks 13 2.1.1 Sustainability labels fruit and vegetables 13 2.1.2 Sustainability Initiatives fruit and vegetables 17 2.1.3 Sustainability Themes 18 2.1.4 International perspective 22 2.2 Supermarket Policy sustainability fruit and vegetables 25 2.2.1 Purchasing Organization Fruit & Vegetables 25 2.2.2 Sustainability generally Fruit & Vegetables 27 2.2.3 Environment: Ambition & Policy and Implementation & monitoring 32 2.2.4 Social: Ambition & Policy and Implementation & monitoring 40 2.2.5 Training & Support 47 2.2.6 Seasonal Products 49 2.2.7 Food waste 50 2.2.8 Final questions: challenges and responsibilities of supermarkets 54 2.2.9 Summary of results by supermarket chain 55 2.3 consumer research 57 2.3.1 The concept of sustainability 57 2.3.2 Purchase of vegetables and fruits 58 2.3.3 Consumers sustainability in fruit and vegetables 59 2.4 Results of case studies 61 2.4.1 Strawberry 63 2.4.2 Banana 72 2.4.3 Paprika 82 2.4.4 Green Bean 89 Consumers
    [Show full text]
  • Investigation Into Albert Heijn's Dominant Market Position Within
    Investigation into Albert Heijn’s dominant market position within Amsterdam and whether it enables them to set prices significantly higher than its competitors’ Sean Blundell - 10398252 Abstract With a market share estimated to be around 30%, Albert Heijn is the indisputable market leader of the Dutch supermarket industry. It is a ubiquitous force throughout the Netherlands, especially within the city of Amsterdam, accounting for approximately 65% of all stores within the area. This spatial control, coupled with the evident lack of competition, may enable Albert Heijn to set prices significantly higher than its competitors, especially in those locations where competition is lacking. This study aims to provide evidence into the matter, via the analysis of prices. Over a four-month period, the prices of 35 items were collected from a sample of Albert Heijn stores and two of its competitors, Vomar and Dirk van den Broek. A largely descriptive statistical approach was adopted to analyse the data, with an adjusted Lerner index being utilised as the main method in distinguishing Albert Heijn’s market power. The overall Lerner index was found to be 0.1005, signifying that Albert Heijn does have considerably more market power than its competitors. Further analysis was focused on differentiating between AH’s pricing in locations where there is competition compared to those where competition is absent. Prices were found to be higher in locations without competition, however, this difference was found to not be statistically significant. 1. Introduction Anyone who has spent an extended period of time in Amsterdam will be all too familiar with the ever-present Albert Heijn (AH).
    [Show full text]
  • Fifty Ways to Grow in European Retail N
    FIFTY FIFTY WAYS TO GROW IN GROW TO FIFTYWAYS WAYS TO EUROPEAN RETAILEUROPEAN GROW IN EUROPEAN RETAIL NEW BASED OPPORTUNITIES GROWTH ON POORLY MET SHOPPER NEEDS Overview of benchmarking companies More than 300 innovative concepts were reviewed from 20 countries. These are a good source of inspiration for business opportunities and more information about these examples can be found on our website www.rolandberger.co.uk/European-retail. A study conducted for the Coca-Cola Retailing Research Council Europe by Roland Berger Strategy Consultants in association with Europanel Copyright © 2011 Coca-Cola Services S.A. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means without the written permission of the publisher. This report was prepared for CCRRCE by Roland Berger. This report is a summary for general information only. 2 50 ways to grow in European retail 50 ways to grow in European retail 3 About Coca-Cola Retailing Research Council Europe (CCRRCE) This report presents selected results of the CCRRCE study into growth opportunities in the European retail market, conducted by Roland Berger Strategy Consultants in association with Europanel. We wish to extend a special thanks to Anthony Freeling, the Research Director of CCRRCE. Composition of CCRRCE (as of October 2011): Contents Mr Albert Voogd, Albert Heijn, Mr François Bouriez, Groupe Louis Delhaize, THE NETHERLANDS FRANCE Executive summary 5 Ms Ann Carlsson, Apoteket, Mr Harald Antley, Aspiag Services, SWEDEN ITALY Where
    [Show full text]
  • Albert Heijn Improves Product Availability Through Centralized Replenishment
    in collaboration with Albert Heijn Improves Product Availability through Centralized Replenishment Capgemini helps supermarket chain improve supply chain through responsiveness to customer behavior, high level of automation and cost control The Situation Rising incomes, rising expectations Albert Heijn is the market leader in and greater individualism have the grocery business in the combined to create a customer base Netherlands. With 752 stores, over that expects differentiation. But that 60,000 employees, more than 25,000 translates into greater complexity and product SKUs, over 11 million higher costs for the retailer. It means customer transactions per week and that each store must be fine-tuned to 10 million possible SKU-store reflect the wants of specific customers, combinations, Albert Heijn needed to which could mean new store formats, find the most efficient and effective deliveries to home or office, ad-hoc way to balance customer demand and promotion or even time-of-day unpredictability with logistics costs in pricing. the supply chain. Using a collaborative approach, Albert Heijn The increasingly unpredictable nature and Capgemini found an impressive of customer behavior makes planning state-of-the-art solution for this even more difficult. More and more challenge. time is spent on planning, but the Henry Ford’s dictum that he would results are less valuable. Planning give his car customers “any color as involves making assumptions about long as it’s black” doesn’t work with what will happen, rather than today’s more demanding and reacting to what customers are unpredictable consumers. Providing actually doing. customers with the goods they want, at the time, the place and the price that is right for them, is the only way to keep them satisfied.
    [Show full text]
  • Wikipedia List of Convenience Stores
    List of convenience stores From Wikipedia, the free encyclopedia The following is a list of convenience stores organized by geographical location. Stores are grouped by the lowest heading that contains all locales in which the brands have significant presence. NOTE: These are not ALL the stores that exist, but a good list for potential investors to research which ones are publicly traded and can research stock charts back to 10 years on Nasdaq.com or other related websites. [edit ] Multinational • 7-Eleven • Circle K [edit ] North America Grouping is by country or united States Census Bureau regional division . [edit ] Canada • Alimentation Couche-Tard • Beckers Milk • Circle K • Couch-Tard • Max • Provi-Soir • Needs Convenience • Hasty Market , operates in Ontario, Canada • 7-Eleven • Quickie ( [1] ) [edit ] Mexico • Oxxo • 7-Eleven • Super City (store) • Extra • 7/24 • Farmacias Guadalajara [edit ] United States • 1st Stop at Phillips 66 gas stations • 7-Eleven • Acme Express gas stations/convenience stores • ampm at ARCO gas stations • Albertsons Express gas stations/convenience stores • Allsup's • AmeriStop Food Mart • A-Plus at Sunoco gas stations • A-Z Mart • Bill's Superette • BreakTime former oneer conoco]] gas stations • Cenex /NuWay • Circle K • CoGo's • Convenient Food Marts • Corner Store at Valero and Diamond Shamrock gas stations • Crunch Time • Cumberland Farms • Dari Mart , based in the Willamette Valley, Oregon Dion's Quik Marts (South Florida and the Florida Keys) • Express Mart • Exxon • Express Lane • ExtraMile at
    [Show full text]
  • Online & Delivery Services In-Store Operations
    March 2020 |Special Edition – Coronavirus COVID-19 International Development Center In-Store Operations Retailers layout new tactics to continue serving avid consumers amid a growing fear. Online & Delivery Services E-commerce is being put to the test as consumer shopping habits shift to online. WAKING UP TO A NEW REALITY… Daymon would like to offer you a special edition of our Retail Newsletter with insights about the global outbreak caused by the COVID-19 (SARS-CoV-2). Unfortunately, these are for sure very challenging times that we all are facing now due to the COVID-19. All companies are facing enormous commotions throughout the businesses. All Markets, Retailers, and Consumers are entering uncharted territory due to this crisis and therefore we would like to compile insights for your review on the reactions that global retailers are doing to overcome this moment. We organize this document with specific chapters to be able to explain what is being done throughout the world. And it is incredible to see the reactions. From Instore Operations, Purchasing Constraints, Supply Chain Management, Online & Delivery Services, Giving back to the community, Backoffice Operations, Communication to outside and the Supplier community. One very important insight is that despite the uncertainty of the path that lays ahead, we are witnessing a very strong and positive reaction from everyone that is being touched by this crisis, having always in thought how to participate on the movement to stop the spread and guaranteeing the safety of associates and customers. Though not surprising it is undoubtedly remarkable! We hope this document will be useful and can help to disseminate all the possibilities to react to this moment.
    [Show full text]
  • Ahold Sustainability Report
    Ahold Sustainability Report 2004 P.O. Box 3050 1500 HB Zaandam The Netherlands Telephone: +31 75 659 91 11 Fax: +31 75 659 83 50 Zaandam Trade Register No. 35000363 www.ahold.com Brands of our group For more information: Ahold Sustainability Telephone: +31 75 659 57 25 Fax: +31 75 659 84 05 E-mail: [email protected] P.O. Box 3050 1500 HB Zaandam The Netherlands Telephone: +31 75 659 91 11 With over 200,000 associates and 2004 consolidated net Fax: +31 75 659 83 50 sales of approximately EUR 52 billion, we are one of the Zaandam Trade Register No. 35000363 Design & Realization: Dart Design, Amsterdam world’s leading food providers. Printed by: Hollandia Printing, Heerhugowaard www.ahold.com Ahold Delivering value, driven by values Ahold encompasses an international group of local food retail and foodservice operators that do business under their own brand names. Each week our Company meets the needs of millions of customers, primarily in the United States and Europe. With over 200,000 associates and 2004 consolidated net sales of approximately EUR 52 billion, we are one of the leading food providers in the United States and the most prominent food retailer in the Netherlands. We act for our customers Our customers have been our lifeblood for the last 118 years. We endeavor to earn our customers’ loyalty by delivering value and creating the best overall place to shop. We strive to make every day a little easier for our customers, bringing them interesting and innovative shopping experiences. We are actively engaged in helping the communities we serve.
    [Show full text]
  • Distribution
    The Single ÆTii/rAzet Review SUBSERIES II: IMPACT ON SERVICES Volvime A: Distribution The Single AíarJcet Revie%v IMPACT ON SERVICES DISTRIBUTION The Single Market Review series Subseries I — Impact on manufacturing Volume: 1 Food, drink and tobacco processing machinery 2 Pharmaceutical products 3 Textiles and clothing 4 Construction site equipment 5 Chemicals 6 Motor vehicles 7 Processed foodstuffs 8 Telecommunications equipment Subseries II — Impact on services Volume: 1 Insurance 2 Air transport 3 Credit institutions and banking 4 Distribution 5 Road freight transport 6 Telecommunications: liberalized services 7 Advertising 8 Audio-visual services and production 9 Single information market 10 Single energy market 11 Transport networks Subseries III —Dismantling of barriers Volume: 1 Technical barriers to trade 2 Public procurement 3 Customs and fiscal formalities at frontiers 4 Industrial property rights 5 Capital market liberalization 6 Currency management costs Subseries IV — Impact on trade and investment Volume: 1 Foreign direct investment 2 Trade patterns inside the single market 3 Trade creation and trade diversion 4 External access to European markets Subseries V — Impact on competition and scale effects Volume: 1 Price competition and price convergence 2 Intangible investments 3 Competition issues 4 Economies of scale Subseries VI —Aggregate and regional impact Volume: 1 Regional growth and convergence 2 The cases of Greece, Spain, Ireland and Portugal 3 Trade, labour and capital flows: the less developed regions 4 Employment, trade and labour costs in manufacturing 5 Aggregate results of the single market programme Results of the business survey EUROPEAN COMMISSION The S ingle ¿kícir/cet Review MPACT ON SERVICES DISTRIBUTION The Single /Harteet Review SUBSERIES II: VOLUME 4 OFFICE FOR OFFICIAL PUBLICATIONS OF THE EUROPEAN COMMUNITIES This report is part of a series of 39 studies commissioned from independent consultants in the context of a major review of the Single Market.
    [Show full text]
  • To: ASMI Board of Directors & Committee Members
    TO: ASMI Board of Directors FROM: Alexa Tonkovich, International Marketing Program Director RE: International Program Report This report covers activities occurring in the second quarter of FY 15 and provides a general update of International Program progress. ASMI International has received its U.S. Department of Agriculture (USDA) Market Access Program (MAP) allocation of $4.16 million. ASMI International is participating in several USDA Global Based Initiatives (GBIs) with other cooperator groups, notably a collaborative U.S. seafood initiative in China and a GBI focused on sustainability outreach in the EU. ASMI International has applied for additional federal funds through the USDA Emerging Markets Program (EMP). Funds would allow industry to explore emerging markets in Southeast Asia (Thailand, Vietnam, Indonesia, Malaysia and the Philippines). ASMI International is continually monitoring the political and economic situation in Russia and the Ukraine. Given limited promotional opportunities in this market, ASMI’s Eastern European representative has conducted market exploration and trade servicing activities in other Eastern European markets, as identified by ASMI’s International Marketing Committee (IMC). TRADE SHOWS CONXEMAR took place October 7-9, 2014. Seven companies utilized the ASMI pavilion including Alaska seafood producers/exporters and local distributors. Approximately $5 million dollars in sales were generated and 185 meetings were held. ASMI attended the China Fisheries and Seafood Expo November 5-7, 2014 in Qingdao. More than a dozen Alaska seafood companies were represented at the show, many of them working out of the ASMI booth. As always, ASMI hosted a reception at the show, serving a variety of Alaska seafood to more than 250 guests.
    [Show full text]
  • “Retail Is Facing a Major Challenge”
    North America editon Advertise About Us Contact Nederlands Italiano Español Deutsch Chinese news search job o!ers photos pricewatch retailers calendar subscribe Trendwatcher Anneke Ammerlaan: “Retail is facing a major challenge” More attention for the vegetable range has been a trend that’s been happening for some time now, according to Professor Gino van Ossel from the Vlerick Business School. He expects the trend to just continue in 2017. “The penchant for authenticity and the search for the special will last a while longer,” he says. “In coming years, there will be even more room for fresh in the supermarkets, under the influence of online.” According to food- rebel and trendwatcher Anneke Ammerlaan, retailers are facing a major challenge in that field. After mostly cutting fresh produce chefs in recent years, they now face the task of overcoming a lack of knowledge. For both good management and presentation of the fresh produce department and for providing guidance on tools to help consumers eat more vegetables. It pleases her that packaging is gradually disappearing again from the vegetable departments. Anneke: “Vegetables are fun again, and retailers are making an effort for the fresh produce department again. Unfortunately, this attention is mostly cosmetic, for now.” Announcements Click here to receive this news directly in your inbox Job o!ers more » Head Greenhouse Grower – International Assistant Grower - United States General Manager (Portugal) IPM & Pollination Specialist (ornamentals) - Western Europe Sales and Marketing Representative Shelf of the future - Canada (British Columbia) In recent years, knowledge was lost, in part thanks to cutbacks. The fresh Werken op een groene productie produce department was often seen as a boring grocery shop.
    [Show full text]