DOCSLIB.ORG

“The Role of Customer Delight in Creating Customer Loyalty”

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
“The Role of Customer Delight in Creating Customer Loyalty” Thesis Master Business Administration – Marketing Track A customer at the local supermarket explores an offering “The role of customer delight in creating customer loyalty” Frédérique Beatrice Hanselaar 5940494 Final version – January 31, 2015 MSc. Business Administration – Marketing track Amsterdam Business School – University of Amsterdam Supervisor: Dr. A. Krawczyk 1 Statement of originality This document is written by Student Frédérique Beatrice Hanselaar who declares to take full responsibility for the contents of this document. I declare that the text and the work presented in this document is original and that no sources other than those mentioned in the text and its references have been used in creating it. The faculty of Economics and Business is responsible solely for the supervision of completion of the work, not for the contents. 2 Table of contents 1. Abstract……………………………………………………………………………..p.4 2. Introduction…………………………………………………………………………p.5 3. Literature review……………………………………………………………………p.7 3.1. Customer Equity p.7 3.2. Loyalty p.7 3.3. Customer Delight p.8 3.4. Recession and loyalty p.10 3.5. Another point of view on loyalty strategy p.11 3.6. The supermarket environment in The Netherlands p.12 3.7. Interview with marketing director Jumbo, Mr. M. Moeken p.13 3.8. Research gap, research question, hypotheses and conceptual model p.14 4. Method……………………………………………………………………………..p.18 4.1. Sample p.18 4.2. Measurement of variables p.19 4.3. Statistical procedure p.22 5. Results……………………………………………………………………………...p.25 5.1. General results p.25 5.2. Correlation analysis p.26 5.3. Conditional effect: moderation p.28 5.4. Conditional effect: moderation for specific groups p.34 6. Discussion………………………………………………………………………….p.37 6.1. Theoretical and practical implications p.37 6.2. Limitations and further research p.41 7. References………………………………………………………………………….p.43 8. Appendixes…………………………………………………………………………p.48 Appendix 1: Atmosphere impression of Trader Joe’s Appendix 2: Marketing campaign Jumbo 2014: Roy Donders, #samenvierenwekerst and Top-3 ranked ‘Gouden Loeki’ commercial ‘Moestuin’ Appendix 3: Questionnaire in Dutch Appendix 4: Questionnaire in English 3 1. Abstract What should major food retailers in the Netherlands nowadays do to attract and remain loyal customers? Should they for example follow the US model and delight customers with joy, surprise and humor? To answer these questions, the moderating role of the customer delight factors; joy, surprise and humor are investigated on the effects of three types of customer loyalty strategies. These strategies are value equity (VE), brand equity (BE) and relationship equity (RE), together called the customer equity drivers (CED). The hypotheses are developed based on marketing theories and a correlation and a moderation analysis are used to test them. The results show that customer delight partly impacts customer loyalty intentions towards the retailer. Using humor in a VE- strategy will increase loyalty intentions for customers under the age of 30. Using humor in that strategy for other age groups will have an opposite effect and lower the loyalty intentions. That opposite effect is also observed for surprise in a VE-strategy and humor and BE. These findings contribute academically by attaching a new variable to the customer delight research. Humor has not been investigated in this setting before and has proved its effect. From a managerial perspective, the insight in customer delight shows that for food retailers investing in humor, next to a good price, good quality and convenience for customers under the age of 30, will be fruitful. Keywords Customer delight, joy, surprise, humor, customer equity drivers, customer loyalty, moderation, food retailing 4 2. Introduction There was a time that convenient locations, special or unique assortments, greater or better services than competitors and store credit cards were enough to keep loyalty from customers. This time has changed (Kotler & Keller, 2009). Companies need to do more to remain and attract loyal customers. True loyalty affects profitability and is therefore important to measure for future firm growth. Delighting customers seems necessary to produce consequences such as loyalty. Especially, in times of recession, having loyal customers would save firms from financial concerns. Ou et al. (2013) suggest that since low confident customers are more cautious and selective in times of recession, companies should adapt a value equity strategy; a strategy which is primarily focused on price and quality. However, some retail specialists argue that major retailers in the Netherlands nowadays are not able to surprise their customers anymore (Droge, 2014). They suggest that trying to make customers loyal works better than reducing prices (Den Hollander, 2014). An example of a grocery store in the USA that is good with customer delight is Trader Joe’s. Trader Joe’s surprises its customers with their products, atmosphere and humor. The focus is on binding customers, creating customer delight and consequently loyalty. It seems to work tremendously; in 2014 Trader Joe’s was ranked highest as favorite grocery store chain in North America (Anderson, 2014). Therefore, another strategy that focuses more on customer delight creation might be more effective for major food retailers in the Netherlands. Accordingly, it is interesting and important to investigate the following research question: “How does customer delight in food retailing impact customer loyalty intentions towards the retailer and which variables can moderate this relationship?” To investigate this research question the moderating role of customer delight on the effects of the customer equity drivers will be used: value equity, brand equity and relationship equity on customer loyalty intentions. Positive surprise and joy are the key ingredients in creating customer delight. Next to surprise and joy, humor will also be used as a variable to measure customer delight. The control variables are age, gender, education level, family- and employment situation. The research has been carried out with the help of grocery chain Jumbo and the market research bureau Kien. The results are interpreted with the software Statistical Package for Social Sciences (SPSS). A correlation analyses and the tool Process are used to test the relationships. 5 This research will be relevant from an academic and managerial perspective. First, little research has been done so far on the moderating effect of customer delight on loyalty and the variables underlining customer delight. This thesis will fill that academic gap and investigate the addition of a variable, namely humor. Second, these findings can be of magnificent relevance for management. If it turns out that the positive moderating effect of ‘customer delight’ is present and if the outcome can tell which variable within ‘customer delight’ is responsible for that outcome, managers can act accordingly and invest more money and effort in ‘customer delight’ creation. The thesis will first discuss the relevant literature. Customer equity, loyalty, customer delight, recession and loyalty and another view on loyalty strategy will be explained. The supermarket environment in the Netherlands will be discussed and the marketing director of Jumbo, Mr. M. Moeken is interviewed. This part concludes with a research gap, a research question, hypotheses and a conceptual model. Second, the method section will discuss the sample, how the variables are measured and how the research is executed statistically. Third, the results section will show the outcome of the different statistical tests of correlation and moderation. Fourth, the discussion with theoretical and managerial implications, limitations and suggestions for further research will follow. References and appendixes can be found at the end of the document. 6 3. Literature review The literature review describes the three drivers of customer equity (CE): value equity (VE), brand equity (BE) and relationship equity (RE). The concept of loyalty is described and the way loyalty is measured. Loyalty can be a consequence of customer delight, which is in turn caused by excitement factors. Different points of view on loyalty strategy are discussed. To better understand the background of food retailing, the supermarket environment in the Netherlands will be discussed. And to get more managerial and real-live marketing insight, marketing director Jumbo, Mr. M. Moeken is interviewed. The literature review concludes with a research gap, a research question, hypotheses and a conceptual model. 3.1 Customer equity The key drivers of firm growth are value equity (VE), brand equity (BE) and relationship equity (RE) (Lemon et al., 2001). VE is about the customer’s objective assessment of the utility of a brand influenced by price, quality and convenience. BE is the customer’s subjective assessment of the brand influenced by brand awareness, attitude towards the brand and corporate ethics. RE is defined as: “The tendency of the customer to stick with the brand, beyond this objectively and subjectively perceived value” (Lemon et al. 2001). For RE the key drivers are loyalty programs, special recognition and treatment, affinity programs, community-building programs, and knowledge-building programs. Together, this strategic marketing approach is called customer equity (CE). It puts the customer at the center of the corporation and is based on the total of the discounted lifetime values of all the firm’s customers. To evaluate this
Load more

Recommended publications
  • The Sustainable Journey of Retailer Brands
    MARCA BY BOLOGNA FIERE 2020 THE SUSTAINABLE JOURNEY OF RETAILER BRANDS ITALY, Bologna | January 16th, 2020 THE SUSTAINABLE JOURNEY OF RETAILER BRANDS THE DUTCH CASE KOEN DE JONG THE UNITED STATES CASE THE FRENCH CASE THE DUTCH MARKET Retailer market shares - 2019 21.0% Coop 3.7 Deen 2.1 -0,1 % Dirk 3.7 Dekamarkt 1.7 -0,1 % Hoogvliet-0,4 % 2.1 Jan Linders 1.1 35.7% +0,2 % 25.8% Plus 6.4 = Poisz 1.0 -0,3 % Spar 1.2 + 0,3 % = others 3.7 0 1.8 3.5 5.3 7 10.7% 6.8% Sources: Nielsen/Distrifood/RABO/IPLC 2019 THE DUTCH MARKET Retailer market shares - 2019 21.0% Coop 3.7 Deen 2.1 -0,1 % Dirk 3.7 Dekamarkt 1.7 -0,1 % Hoogvliet-0,4 % 2.1 Jan Linders 1.1 35.7% +0,2 % 25.8% Plus 6.4 = Poisz 1.0 -0,3 % Spar 1.2 + 0,3 % = others 3.7 0 1.8 3.5 5.3 7 10.7% 6.8% Estimate private Label value share: 43% (including Aldi and Lidl) Turnover €38,3bn Sources: Nielsen/Distrifood/RABO/IPLC 2019 THE RETAILER BRAND IN THE NETHERLANDS Further consolidation of retail landscape ▸ Amazing growth of Jumbo: 4.9% to 21% market share in past 10 years ▸ Market share retailer brands: 27,3% (including discounters: 43%) ▸ Retail consolidation has intensified competition ▸ Professional players place private label and sustainability central in their strategy THE ALBERT HEIJN CASE Why addresssing sustainability is important Store image perception Retail brand Shopper loyalty Retail brand Retail brand choice quality perception purchase intention to the store Retail brand price perception Source: Price premium for food brands, Journal of Product & Brand Management, 2014 THE ALBERT
    [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]
  • Aquaculture Directory 2015 Download
    pg14_ASC.qxd 17/6/15 12:07 Page 14 14 AQUACULTURE ASC AQUACULTURE Aquaculture Stewardship Council Update ASC Feed Standard: driving Amsterdam for the ASC Responsible improvements in the Feed Project briefing event. Experts in aquaculture feed industry marine, plant and animal ingredients, as Feed is an essential element in farming, well as supply chain and feed mill repre- but it is also a major contributor to the sentatives, came together demonstrating overall environmental impact of aqua- that the sector is committed to a respon- culture. The environmental pressure sible future for fish feed production. ASC - a global initiative to created by the production of the key This year there will be two public move aquaculture towards ingredients in fish feed needs to be review rounds of the draft Feed Standard. The related audit manual that sustainable farming practices addressed. The ASC is developing a globally will guide auditors in applying the stan- The Aquaculture Stewardship Council’s applicable Responsible Feed Standard. A dard will then be developed, followed by (ASC) mission is to transform fish multi-stakeholder expert group includ- a field test for the standard and audit farming towards environmental sus- ing industry, scientists and conservation manual. tainability and social responsibility. group representatives has been carefully The ASC Responsible Feed Standard is ASC works with stakeholders around selected to develop the standard. The set to go live in the first quarter of 2016. the world including farmers, seafood feed standard will set requirements that When the standard is finalised it will be processors, retail and foodservice com- reflect industry best practice and devel- available for anyone who wants to use it.
    [Show full text]
  • Efficient Image Management in the Retail Industry
    Case Study: Elvis DAM I Retail Efficient image management in the retail industry Detailresult, a large Dutch supermarket chain, leverages the power and ease-of-use of Challenge: WoodWing's digital asset management solution Elvis DAM for the production of its ≡ Replacement of an weekly folders. existing DAM solution to ensure continuous development and support About the customer • Detailresult Group owns 4 supermarket brands operating 185 stores in total. Solution: ≡ WoodWing Elvis DAM • More than 19,000 employees contribute every day to the success and expansion of the company. The annual turnover of the group is over 2 billion Euros. Benefits: • The business of the company is very marketing-intensive – ≡ Ease of use leads to Detailresult produces a variety of weekly folders distributed to the high user acceptance mailboxes in the region. ≡ Easily scalable to meet future requirements • The team also creates other marketing materials available in the ≡ Comprehensive feature stores. set for efficient DAM in demanding workflows • For the creation of all materials Detailresult runs its own design studio. • Because of the enormous number of products, the team has to handle tens of thousands of images. • During the "16th Day of Mailbox Advertising" in The Netherlands, the weekly folder of DekaMarkt, a brand of Detailresult, was Leveraging WoodWing Elvis DAM, Detailresult awarded with the "Folder Vakprijs 2013". creates weekly folders for its brands DekaMarkt www.woodwing.com (above) and Dirk van den Broek. Case Study: Elvis DAM I Retail Project • Replacement of an existing DAM solution to ensure continuous development and support. Goals • The new solution should enable the team to centralize all images and product materials in one location and to find the required assets very fast.
    [Show full text]
  • “Each Cultural Background Has It's Own Grocery Retail Format”
    Master Thesis “Each cultural background has it’s own grocery retail format” Student: Jihane Naji Student Number: 5802822 Date: 5 February 2014 (Final Version) First Supervisor: Drs. A.C.J. Meulemans Second Supervisor: Prof. Dr. J.H.J.P Tettero Preface ‘Hakuna matata’. I never thought that I could make it this far. I never dreamed that I could make the switch to economics after gaining my degree in molecular biology. Hard work, faith, belief in yourself, vision, determination, and dedication are the keywords to achieve anything what you ever want to accomplish in life. I shall be honest that it wasn’t easy at all, especially the fear of not be able to finish on time or whether my subject is well defined to receive an excellent grade, choked me up in a way that I never expected. In the end when the going gets tough the tough kept me going.. I want to thank first of all God for giving me the strength, enlightment and power, where shall I be without thou? Also I am very grateful with the beautiful people surrounding me giving me lots of energy, laughter and happiness to continue and never stop. Especially, the perfect guidance of Drs.Ing.Toon Meulemans helped me where I am now, finished and happy. Oh yeah, I mustn’t forget that music, my soul healer, also helped me a lot to keep on writing whilst singing. During my internship for the the Netherlands Consulate General in New York someone ever told me that a wise woman will make more opportunities than she finds.
    [Show full text]
  • Type of the Paper (Article
    Supplementary: Pine Nuts: A Review of Recent Sanitary Conditions and Market Development Hafiz Umair Masood Awan 1 and Davide Pettenella 2,* Table S1 Countries Markets Number of PNS cases reported AUSTRALIA Coles (Ducks, Freshlife, house brand) 7 Fresco 1 Harris Farm (Yummy Fruit & Nut) 1 Health Shop 1 In a Pickle 1 Independent grocery store (Ducks) 1 Samios Foods (house brand) 1 Woolworths (Freshlife) 2 BELGIUM Aldi (Pamp Snacks, Delhaize, house brand) 4 CANADA Co‐op (bulk bin) 1 La Pomme d’Api 1 Loblaws 1 Longo’s Grocery 2 Maxi Market (house brand) 1 Merci (house brand) 1 Metro Plus Supermarket (house brand) 2 Pete’s Frootique 1 Quattro 1 Royal Canadian Superstore 1 Safeway (bulk bin) 1 Save on Foods (Overwaitea, house brand, bulk bin) 3 Sugar and Spice (bulk bin) 1 The Canadian Superstore (bulk bin) 1 1 Vince’s Country Market (bulk bin) 2 2 CZECH REPUBLIC Makro (Nature Park) 1 DENMARK Føtex (Finax) 1 Kvickly (Urtekram) 2 Superbest (Urtekram) 3 Tribeca NV (restaurant) 1 ENGLAND Aldi (house brand) 1 ASDA (Besana, house brand) 3 Borough Market 1 Budgens 1 Co‐op (Jamie Oliver, house brand) 2 El Tico Restaurant 1 Holland and Barrett (neal’s Yard Wholefoods, house brand) 3 Infinity Foods 1 Forests 2017, 8, 367; doi:10.3390/f8100367 www.mdpi.com/journal/forests Forests 2017, 8, 367 2 of 5 Julian Graves (NBTY Europe, house brand) 3 Marks and Spencer (house brand) 2 Morrisons (house brand) 1 Nineteen 1 Sainsbury’s (house brand) 6 Tesco (Crazy Joe’s, house brand) 9 The Greyhound (Holdsworth) 1 Waitrose (Food Doctor, house brand) 8 FINLAND S‐market
    [Show full text]
  • GAIN Report Global Agriculture Information Network
    Foreign Agricultural Service GAIN Report Global Agriculture Information Network Required Report - public distribution Date: 11/27/2002 GAIN Report #NL2059 The Netherlands Retail Food Sector Report 2002 Approved by: Philip A. Letarte U.S. Embassy, The Hague Prepared by: Marcel Pinckaers and Morgan Perkins Report Highlights: This report is an overview of the Dutch Retail Market. Includes PSD changes: No Includes Trade Matrix: No Unscheduled Report The Hague [NL1], NL GAIN Report #NL2059 Table of Contents Section I. Market Summary ..............................................1 Facts And Figures ..................................................1 Food Retail in Europe ...........................................1 Food Retail in the Netherlands ....................................2 Changes And Challenges Within Operating Companies And Formulas ............4 Section II. Road Map for Market Entry ......................................6 Entry Strategy .....................................................6 Market Structure ...................................................6 Company Profile ...................................................7 Section III. Competition ..................................................7 Section IV. Best Products Prospects .........................................8 Section V. Post Contact and Further Information ...............................8 Appendix I .............................................................9 GAIN Report #NL2059 Page 1 of 14 Section I. Market Summary Facts And Figures Food Retail in Europe
    [Show full text]
  • Dutch Shops Ban 'Anaemic Veal' Over Animal Rights Concerns
    Digital Journal: Your News Network Page 1 of 4 http://www.digitaljournal.com/article/269237 Posted Mar 15, 2009 by ■ Adriana Stuijt Dutch shops ban 'anaemic veal' over animal rights concerns Animal-rights group Wakker Dier in The Netherlands -- which country is also Europe's largest veal-producers with 1,5million veal calves a year -- says they launched the campaign urging consumers not to buy this veal 'because pale veal is raised by keeping the calves deliberately ill, fed on a low-iron milk diet and kept Wakker Dier Animal Rights NL stabled in small cages. They never see the light of day'... Pale veal is 'manufactured' by keeping the young animals penned up and fed on a low- Dutch supermarkets Jumbo, Plus, Aldi, Lidl, Boon, Coop, Dekamarkt, Hoogvliet, iron milk diet for six months. A Nettorama, Poiesz, Sanders, Emté, Spar en Vomar have all undertaken to stop Dutch animal rights campaign selling the pale veal within the next few months - also because the Wakker Dier has managed to get this veal out of most supermarkets now. publicity campaign created a high level of consumer awareness, and people stopped buying it. Vote it up! Supermarket chain managers who were convinced almost immediately after viewing the publicity material from Wakker Dier, Dirk, C1000, Super de Boer, AH, Bas, Digros and Deen, stopped selling the pale veal within weeks from the start of the campaign in September 2008. "We are happy that with this campaign, nearly all the anaemic veal has now disappeared from our supermarkets,' said a spokesman for Wakker Dier.
    [Show full text]
  • Bijlage 5 Bij Detailhandelsvisie Zaanstad
    Bijlage 5 2015/106301 bij Detailhandelsvisie Zaanstad FACTSHEETS WINKELGEBIEDEN 11 december 2014 Gebieden Stadshart Zaandam Behouden Haven Wormerveer-Centrum Plein 13 Krommenie-Centrum Rosariumplein De Saen Dorpsstraat/Communicatieweg Rooswijk A8-Raadhuisstraat Molenwerf Kerkbuurt Westzaan Westerwatering Kalf Zilverschoonplein Vermiljoenweg Gibraltar Lobeliusstraat Spitsbergen-Prinsenstraat Stadshart Zaandam Soort locatie: Hoofdwinkelgebied Beschrijving: Het centrum van Zaandam is, als onderdeel van het Masterplan Inverdan (vastgesteld in 2003), in de afgelopen jaren flink op de schop gegaan. Door forse ruimtelijke ingrepen en toevoeging van andere functies zoals een bioscoop en horeca is het gebied vitaler geworden. Er is extra winkelruimte toegevoegd en het winkelaanbod is verbreed, onder meer met enkele grootschalige winkelformules op het Ankersmidplein. De vestigingen van Saturn, Primark, The Sting en New Yorker versterken het bestaande winkelaanbod. De (regionale) aantrekkingskracht van het centrumgebied is groot. Het winkelgebied bestaat uit diverse deelgebieden. In het centrumgebied zijn drie supermarkten gevestigd. Het gaat om een vestiging van Albert Heijn aan de Hermitage (1.450 wvo m2), Vomar aan de Czaar Peterstraat (1.350 m2 wvo) en de biologische supermarkt Goody Fooods (400 m2 wvo). Straten: Savornin Lohmanlaan, Ankersmidplein, Burcht, Czaar Peterstraat, Cazrinastraat, Dam, Damkade, Damstraat, Gedempte Gracht, Hermitage, Hogendijk, K.Kanstraat, Klauwershoek, Klokbaai, Krimp, Langestaat, Nicolaasstraat, Noorderkerkstraat,
    [Show full text]
  • The Dutch Food Retail Market Retail Foods Netherlands
    THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Required Report - public distribution Date: 6/30/2015 GAIN Report Number: NL5023 Netherlands Retail Foods The Dutch Food Retail Market Approved By: Karisha Kuypers Prepared By: Marcel H. Pinckaers Report Highlights: The turnover of the Dutch food retail industry in 2014 totaled € 33.3 billion. For 2015, turnover is expected to increase by 2.5 percent. The retail market is fairly consolidated with a market share of almost 60 percent for the top 3 food retailers. Sustainable food (including organic products) is one of the most important growth markets in food retail. The market share for private label products and also for convenient, healthy and innovative products continues to be strong. SECTION I. MARKET SUMMARY Dutch Food Retail Market Approximately 80 percent of the Dutch food retail outlets are full service supermarkets, operating on floor space between 500 and 1,500 square meters located downtown and in residential areas. Retailers with full service supermarkets have responded to the need of the Dutch to have these supermarkets close to their homes. The remaining 20 percent includes mainly convenience stores (near office buildings, city center, motorways and train/metro stations), some wholesalers and just a few superstores (conveniently located alongside highways in shopping malls and industrial parks). Top 3 food retailer formulas in the Netherlands, Albert Heijn, Jumbo, and Lidl, have a market share of 58 percent. The market of German discounters Aldi and Lidl combined has increased to 17.3 percent.
    [Show full text]
  • DUTCH Supermarket Supply Chains
    DUTCH Supermarket Supply Chains ENDING THE HUMAN SUFFERING BEHIND OUR FOOD Novib © Oxfam Novib 2018 This paper was written by Anouk Franck and Ioan Nemes. Oxfam Novib acknowledges the assistance of Tim Gore, Oliver Gottfried, Marita Hutjes, Emma Wadley and Rachel Wilshaw. Among other sources, this paper makes use of research which Oxfam commissioned to Profundo to look into power and influence in the value chains of Dutch retailers. The research was finalized in July 2017. This publication is copyright but the text may be used free of charge for the purposes of advocacy, campaigning, education, and research, provided that the source is acknowledged in full. The copyright holder requests that all such use be registered with them for impact assessment purposes. For copying in any other circumstances, or for re-use in other publications, or for translation or adaptation, permission must be secured and a fee may be charged. Email [email protected] Oxfam Novib P.O. Box 30919 2500 GX The Hague The Netherlands +31 (0)70 3421621 [email protected] www.oxfamnovib.nl ISBN: 978-1-78748-162-6 DOI: 10.21201/2017.1626 Cover photo: A woman farmer stands on a Tuzamurane Cooperative pineapple farm in Rwanda. She uses the income she makes from the cooperative to support her family. Photo: Aurelie Marrier d’Unienville. This paper puts key findings of Oxfam’s Behind the Barcodes campaign report in a Dutch context. R. Willoughby and T. Gore. (2018). Ripe for Change: Ending human suffering in supermarket supply chains. Oxfam is an international confederation of 20 organizations networked together in more than 90 countries, as part of a global movement for change, to build a future free from the injustice of poverty.
    [Show full text]
  • Detailresult Groep NV Drives Innovation and Uses Cloud Security
    CASE STUDY Detailresult Groep N.V. Drives Innovation and Uses Cloud Security with Infoblox Customer: Detailresult Groep N.V. Industry: Retail, Food and Beverage Location: Netherlands The Customer Initiatives: • Drive innovation Detailresult Groep N.V. (DRG) is a Dutch, family-owned enterprise that owns and operates leading supermarket chains Dirk and DekaMarkt. Founded in 2008, DRG • Implement first cloud security is dedicated to making the lives of its customers more enjoyable and convenient initiative by offering affordable and sustainably produced food and beverage products. • Improve cybersecurity posture DRG is a people- and results-oriented, cost-conscious and forward-thinking • Proactively protect against enterprise that strives to achieve its goals in socially responsible ways. DNS-based threats Since 2013, DRG has been a successful Infoblox customer and expert user of Outcomes: Infoblox solutions. The company, which reached over $2 billion in sales in 2019, • Accelerated digital transformation is also an active member of the Infoblox Technical Advisory Board. Igor Van Den and first cloud security initiative Ouden is an industry expert and veteran IT consultant for DRG. He and his team • 100 percent of users and data are responsible for managing and protecting the DRG network of more than protected everywhere 22,000 users across 202 retail shops and branch offices located throughout • Empowered to continue to drive the Netherlands. innovation Solution(s): The Challenge – Leveraging DNS as an Essential • BloxOne™ Threat Defense Cloud Security Control • Enterprise-grade core DDI DRG is well informed on the rapidly • NetMRI® evolving threat landscape and of the • Subscription-based Grid™ inherent vulnerabilities of DNS.
    [Show full text]