Cutting the Crap: the Benefits of Implementing Resource Efficiency in German Supermarkets This Is a Sumofus Report Based on the Research by Changing
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Unternehmen Angriff Des
Unternehmen Angriff des as Gelöbnis bestand aus Lidl: Kein Handelskonzern agiert verschwiegener, einem leise vorgetragenen kurzen Satz: Ja, er habe keiner wächst rasanter als der Discounter seine Lebensmittel unter aus Neckarsulm. Unternehmensgründer Dieter Schwarz DEinstandspreis verkauft, gestand Karl ist geradezu beseelt von der Idee, Albrecht vor den Teilnehmern der hochkarätigen Runde ein. Aber er den Erzrivalen Aldi von Platz eins zu verdrängen. Im verpflichte sich, dies künftig zu Ausland ist ihm das bereits gelungen. unterlassen. Einige Sekunden lang herrschte Totenstille in dem Raum. Der Herr über Aldi Süd hatte ge- zuvor bei Buletten und Bier noch ein- mender Gegner für die Aldi-Brüder sprochen. Und wenn ein Albrecht mal klar gemacht, dass eine Abspra- geworden. Mit innovativen Konzep- spricht, meint er nicht nur sich allein, che für ihn nicht infrage komme: ten und bisweilen rüden Geschäfts- sondern die gesamte Branche. „Das muss der Markt regeln“, ließ er methoden hat sich der Krämer aus Gemeinsam mit Topmanagern aus die Handelsfürsten wissen. dem Süden auf Platz zwei der deut- Handel und Industrie hatte sich die Das Gelöbnis von Karl Albrecht schen Discount-Rangliste vorge- Krämerlegende im Oktober 1983 in hat Dieter Schwarz bis heute nicht arbeitet: Das Schwarz-Imperium be- Berlin eingefunden, um die existenz- vergessen. Und nicht verziehen. Seit treibt heute mehr als 5600 Läden und bedrohenden Rabattschlachten im dem denkwürdigen Treffen in Berlin beschäftigt rund 80 000 Mitarbeiter. deutschen Einzelhandel endlich zu hat der Lidl & Schwarz-Gründer nur Zu konkreten Bilanzzahlen gibt der beenden. Das Treffen unter Leitung ein Ziel: sich für die Sippenhaft zu re- Aufsteiger noch weniger Auskunft als des damaligen Kartellamtschefs vanchieren. -
Establishing ROOTS in the German Organic Food Market
establishing ROOTS in the German organic food market 2012 Foreword The organic market is growing worldwide with fast paces. The German market for or-ganic food and beverages was in 2010 the second largest organic market in the world. It is a fast growing market estimated to about 6.59 billion euros in 2011, growing by 9 per cent a year, encompassing 3.7 per cent of the entire Mette Gjerskov (Photo: Rune Johansen) food market in Germany in 2011. This is an opportunity for organic food companies, as it has never been seen before! It is my aspiration that this window of opportunity will be opened by providing high quality Danish organic products for a fast growing organic market. Many Danish companies are already active in the fi eld of foreign trade, participating at international fairs and export promotions. Danish companies have the advantage of a well-established business platform and many are already acting with competence and skill on the German market greatly supported by “Bio aus Dänemark”. 2 The organic sector in Denmark has a very high credibility with a large degree of self-regulation. Our strict state-run control system from farm to fork is not only securing high credibility of the organic products, but also contributing to the safety of food products, since the organic inspection is part of the general food inspection. As a result of this our Danish consumers have a very high confi dence and trust in organic products. Well-established public-private cooperation provides a prolifi c environment for new incentives motivated and supported by the Danish Government. -
20120621 Vorlesung DICE LK Verschickt
MADE TO TRADE . Komplexität und Vielfalt im Lebensmittelhandel - Dr. Lars Koch Stand: 21. Juni 2012 | © METRO AG 2012 Agenda 1 METRO GROUP – Übersicht 2 Lebensmittelhandel im Überblick 3 Sortiment und Komplexität 4 Koordinationsbedarf zwischen Handel und Industrie 5 Wettbewerbsökonomische Aspekte des Handels MADE TO TRADE. Juni 2012 | © METRO AG 2012 1 METRO GROUP Geschäftsmodell Eines der international bedeutendsten Handelsunternehmen DAX-30-Unternehmen Präsenz an rund 2.200 Standorten in 33 Ländern Mehr als 280.000 Mitarbeiter aus knapp 180 Nationen Vier Vertriebslinien mit führenden Positionen Metro Cash & Carry: Selbstbedienungsgroßhandel Real: SB-Warenhäuser Media-Saturn: Elektrofachmärkte Galeria Kaufhof: Warenhäuser MADE TO TRADE. Juni 2012 | © METRO AG 2012 222 Konzernstruktur – Rahmendaten auf einen Blick Umsatz 31,2 Mrd. € 11,2 Mrd. € 20,6 Mrd. € 3,4 Mrd. € – EBIT 1 1.148 Mio. € 134 Mio. € 542 Mio. € 121 Mio. € 643 Mio. € Standorte 728 426 893 140 – Länder 30 6 16 2 30 Stand: 31. Dezember 2011 1Bereinigt um Sonder- faktoren aus Shape 2012 MADE TO TRADE. Juni 2012 | © METRO AG 2012 3 METRO GROUP: 2.187 Standorte in 33 Ländern Metro Cash & Carry 728 Standorte; Real 426 Standorte; Media-Saturn 893 Standorte; Galeria Kaufhof 140 Standorte Deutschland Indien Pakistan Spanien Ungarn Metro C&C 107 Metro C&C 9 Metro C&C 5 Makro C&C 34 Metro C&C 13 Real 316 Media-Saturn 68 Media-Saturn 21 Media-Saturn 389 Italien Polen Galeria Kaufhof 125 Metro C&C 48 Makro C&C 39 Tschechien Vereinigtes Königreich Media-Saturn 110 Real -
Lebensmittel Marke Produktname Zuckeralternat… Vegan Bioqualität Gibt's Bei
Lebensmittel Marke Produktname Zuckeralternat… Vegan Bioqualität Gibt's bei Tropical Gold Ananas Dole Premium ohne ja nein Edeka (Konserve) Pineapple Ananas Ananas im Alnatura, tegut, Alnatura ohne ja ja (Konserve) eigenen Saft Rossmann Ananas- Dessertstücke Ananas natursüß, Libby's ohne ja nein Real, Rewe, tegut (Konserve) Ananas in Scheiben natursüß Ananas REWE Beste Ananas ohne ja nein Rewe (Konserve) Wahl Desserstücke Ananasringe Ananas dennree oder -stücke im ohne ja ja Bioläden, denn's (Konserve) eigenen Saft Apfelmus Campo Verde Apfelmark ohne ja ja Real, Rewe Apfelmus real Quality Apfelmark ohne ja nein Real Apfelmus enerBIO Apfelmark ohne ja ja Rossmann Alnatura, Müller Apfelmus Alnatura Apfelmark ohne ja ja Drogeriemarkt, Rossmann, tegut Apfelmus dmBio Apfelmark ohne ja ja dm Apfelmus EDEKA Bio Apfelmark ohne ja ja Edeka Apfelmus REWE Bio Apfelmark ohne ja ja Rewe Apfelmus dennree Apfelmark pur ohne ja ja Bioläden, denn's Aprikosen Aprikosen Libby's ohne ja nein Real, Rewe, tegut (Konserve) natursüß Aprikosen Aprikosen halbe dennree Apfelsaftkonze… ja ja Bioläden, denn's (Konserve) Frucht Bananenchips Bananenchips Lihn ohne ja ja Bioläden ungesüßt Cornakes REWE Bio Cornakes ohne ja ja Rewe Cornakes Cornakes dmBio ohne ja ja dm ungesüßt Alnatura, Cornakes Alnavit Bio Cornakes ohne ja ja Bioläden, tegut Alnatura, Müller Cornakes Cornakes Alnatura ohne ja ja Drogeriemarkt, ungesüßt tegut, Rossmann Cranberries Morgenland Cranberries Apfelsaftkonze… ja ja Bioläden Lebensmittel Marke Produktname Zuckeralternat… Vegan Bioqualität Gibt's -
Global Vs. Local-The Hungarian Retail Wars
Journal of Business and Retail Management Research (JBRMR) October 2015 Global Vs. Local-The Hungarian Retail Wars Charles S. Mayer Reza M. Bakhshandeh Central European University, Budapest, Hungary Key Words MNE’s, SME’s, Hungary, FMCG Retailing, Cooperatives, Rivalry Abstract In this paper we explore the impact of the ivasion of large global retailers into the Hungarian FMCG space. As well as giving the historical evolution of the market, we also show a recipe on how the local SME’s can cope with the foreign competition. “If you can’t beat them, at least emulate them well.” 1. Introduction Our research started with a casual observation. There seemed to be too many FMCG (Fast Moving Consumer Goods) stores in Hungary, compared to the population size, and the purchasing power. What was the reason for this proliferation, and what outcomes could be expected from it? Would the winners necessarily be the MNE’s, and the losers the local SME’S? These were the questions that focused our research for this paper. With the opening of the CEE to the West, large multinational retailers moved quickly into the region. This was particularly true for the extended food retailing sector (FMCG’s). Hungary, being very central, and having had good economic relations with the West in the past, was one of the more attractive markets to enter. We will follow the entry of one such multinational, Delhaize (Match), in detail. At the same time, we will note how two independent local chains, CBA and COOP were able to respond to the threat of the invasion of the multinationals. -
Deregulation Is Not an Option – a Food Sector Perspective on New Gmos
Deregulation is not an Option – a Food Sector Perspective on New GMOs Heike Moldenhauer, Brave New World of Genome Editing Round Table, 27th of May 2021 www.enga.org ENGA: European Non-GMO Industry Association Non-GMO sector: • response to labelling gap under current EU GMO legislation – feed is subject to labelling but not related food products • companies that exclude GM feed and use Non- GMO label for products like milk, meat, eggs • Non-GMO label based on national laws or industry agreements • Non-GMO labelling possible currently in 10 European countries ENGA’s main aims: • Bringing the European Non-GMO sector together • Protect Non-GMO business in the long term www.enga.org A Food Sector Perspective on Genome-Edited Crops I Food sector • is responsible and liable for safety of its products • must be highly sensitive to wishes and expectations of consumers • is well aware that a substantial amount of consumers have no demand for GMOs in food • GMOs don’t sell: stable attitude for 25 years • will be confronted with critical inquiries and anger of consumers should it come to a deregulation www.enga.org A Food Sector Perspective on Genome-Edited Crops II • best option for food sector: maintaining current EU GMO legislation for all genome- edited crops • environmental and food safety risk assessment based on the precautionary principle • transparency requirements: labelling and traceability – freedom of choice for business operators and consumers • current GMO legislation is balanced: enables authorization and placing on the market and -
170 Marken in Deutschland
Customer Experience Excellence Studie 2020 Untersuchte Marken in Deutschland Rang Marke 1 Fielmann 37 Chefkoch.de 2 Zooplus 38 Spotify 3 HUK-COBURG 39 DKB 4 LEGO 40 Congstar 5 Nike 41 Visa 6 Budnikowsky 42 Adidas 7 Flaconi 43 Hans im Glück 8 Reformhaus 44 Lieferando 9 Techniker Krankenkasse 45 Hornbach 10 DM 46 Deichmann 11 Rituals 47 Baur Versand 12 Hilton 48 eBay 13 Otto 49 Allianz 14 Thalia 50 EDEKA 15 Amazon 51 Kaufland 16 Fressnapf 52 Globus SB-Warenhaus 17 Tchibo 53 Ernsting's Family 18 Apollo Optik 54 Decathlon 19 ZooRoyal 55 Lidl 20 Rossmann 56 About You 21 Ravensburger 57 Aldi 22 American Express 58 Amazon Prime Now 23 denn's Biomarkt 59 C&A 24 ING 60 Marktkauf 25 Apple Store 61 Subway 26 Alnatura 62 Peek & Cloppenburg 27 Netflix 63 Euronics 28 Zalando 64 AldiTalk 29 Hugendubel 65 REWE 30 PayPal 66 Klarna 31 Puma 67 Barclays 32 bonprix 68 Mastercard 33 Meine örtliche Kirche 69 Booking.com 34 IKEA 70 Dunkin Donuts 35 Douglas 71 tegut 36 Müller Drogeriemarkt 72 Amazon Prime Video © 2021 KPMG AG Wirtschaftsprüfungsgesellschaft, ein Mitglied des KPMG-Netzwerks unabhängiger Mitgliedsfirmen, die KPMG International Cooperative („KPMG International“), einer juristischen Person schweizerischen Rechts, angeschlossen sind. Alle Rechte vorbehalten. Customer Experience Excellence Studie 2020 | 2 37 Chefkoch.de 73 Zara 38 Spotify 74 H&M 39 DKB 75 ADAC 40 Congstar 76 Saturn 41 Visa 77 Intersport 42 Adidas 78 New Yorker 43 Hans im Glück 79 R+V 44 Lieferando 80 1&1 45 Hornbach 81 Expert 46 Deichmann 82 Aral 47 Baur Versand 83 Globus Baumarkt -
Family Businesses in Germany and the United States Since
Family Businesses in Germany and the United States since Industrialisation A Long-Term Historical Study Family Businesses in Germany and the United States since Industrialisation – A Long-Term Historical Study Industrialisation since States – A Long-Term the United and Businesses Germany in Family Publication details Published by: Stiftung Familienunternehmen Prinzregentenstraße 50 80538 Munich Germany Tel.: +49 (0) 89 / 12 76 400 02 Fax: +49 (0) 89 / 12 76 400 09 E-mail: [email protected] www.familienunternehmen.de Prepared by: Institut für Wirtschafts- und Sozialgeschichte Platz der Göttinger Sieben 5 37073 Göttingen Germany Univ.-Prof. Dr. Hartmut Berghoff Privatdozent Dr. Ingo Köhler © Stiftung Familienunternehmen, Munich 2019 Cover image: bibi57 | istock, Sasin Tipchai | shutterstock Reproduction is permitted provided the source is quoted ISBN: 978-3-942467-73-5 Quotation (full acknowledgement): Stiftung Familienunternehmen (eds.): Family Businesses in Germany and the United States since Indus- trialisation – A Long-Term Historical Study, by Prof. Dr. Hartmut Berghoff and PD Dr. Ingo Köhler, Munich 2019, www.familienunternehmen.de II Contents Summary of main results ........................................................................................................V A. Introduction. Current observations and historical questions ..............................................1 B. Long-term trends. Structural and institutional change ...................................................13 C. Inheritance law and the preservation -
EVG Landwege – Germany
HealthyGrowth From niche to volume with integrity and trust FULL CASE STUDY REPORT EVG Landwege – Germany Susanne v. Münchhausen Eberswalde University for Sustainable Development April 2015 The authors acknowledge the financial support for this project provided by transnational funding bodies, being partners of the FP7 ERA-net project, CORE Organic II. Content 1 INTRODUCTION .................................................................................................................................................... 4 2 CASE-STUDY APPROACH: MATERIALS AND METHODS ......................................................................... 4 3 GERMANY – THE NATIONAL CONTEXT ........................................................................................................ 5 4 OVERVIEW OF THE CASE – GENERAL AND COMMON TO ALL TASKS ................................................ 6 4.1 PRESENTATION AND TRAJECTORY ............................................................................................................................................. 7 4.2 BASIC FACTS ................................................................................................................................................................................ 10 4.3 STAKEHOLDER NETWORK ......................................................................................................................................................... 14 5 ANALYTICAL PERSPECTIVES ....................................................................................................................... -
Trends in the Top Retail Trade in Romania
Scientific Papers Series Management, Economic Engineering in Agriculture and Rural Development Vol. 19, Issue 1, 2019 PRINT ISSN 2284-7995, E-ISSN 2285-3952 TRENDS IN THE TOP RETAIL TRADE IN ROMANIA Agatha POPESCU University of Agricultural Sciences and Veterinary Medicine Bucharest, 59 Marasti Boulevard, District 1, 011464, Bucharest Romania, Phone: +40213182564, Fax: +40213182888, Email: [email protected] Corresponding author: [email protected] Abstract The paper analyzed the retail trade in Romania during the last decade, 2008-2017, pointing out the performance achieved by the top 10 retailers Kaufland, Carrefour, Lidl, Auchan, Mega Image, Profi, Metro, Selgros, Rewe and Cora Hypermarket, based on the number of stores, turnover, net profit, market share and average number of employees. Romanian market proved to be a good business environment for retailers as long as consumption is increasing determined by the growth of wages and reduction of VAT. Both hypermarkets, supermarkets, discount stores and minimarkets have appeared on Romania's map and their number continue to grow as expected in the near future. The number of square meters commercial space per inhabitant is enough high as long as Romanians like shopping. For this reason, the retailers have to develop new strategies to strengthen their business and cover much better consumers' needs. Important efforts should be made to develop the minimarket network in the smaller cities and even in the rural localities, the commercial space should be modernized and offer a pleasant and attractive environment for shopping, e-commerce should be extended as a modern purchasing alternative, the offer should be diversified including more Romanian products as preferred by consumers, organic products should be more visible on the shelves which have to offer healthy products to the clients, a more intensive advertising should be useful for a better information of the consumers and for increasing sales and profit of the retailers. -
European Retailers Take a Strong Stand Against Deregulating New Gmos
Rue du Monastère 10-12 1000 Bruxelles, Belgium +32 493 3354 91, [email protected] Retailers’ Resolution European Retailers Take a Strong Stand Against Deregulating New GMOs In July 2018 the European Court of Justice (ECJ) ruled that all products stemming from the new genetic engineering methods, such as CRISPR/Cas, TALENs and others, must be classified as GMOs, in the same manner as previous GMOs. Thus, both new and old GMOs come under the same EU GMO legislation. Therefore, products made using the new genetic engineering methods are also subject to the precautionary principle and transparency requirements. They must undergo environmental and food safety risk assessments before receiving permission to enter the EU market. Their producers must provide detection methods, economic operators must ensure traceability throughout the entire value chain, and authorities are responsible for effective monitoring methods. The current EU GMO legislation has proven its worth. GMOs receive EU market authorization, and, in general, consumers have freedom of choice due to GMO labelling. Where this freedom of choice is not provided due to the labelling gap within the EU GMO legislation – i.e., for products of animal origin, such as milk, meat and eggs derived from GM feed, which need not be labelled as GMO products – non-GMO labelling is available. A non-GMO label precludes GM feed in the animal’s diet. The significant increase in non-GMO products in supermarkets throughout Europe in recent years shows how transparency conforms to consumer preferences and demand. If the lobbying initiatives to lower these well accepted and widely established standards and laws for new GMOs – or even to fully deregulate new GMOs – succeed, we as retailers – as the player along the supply chain with the closest proximity to the end consumers and, thus, most knowledgeable about the wishes and expectations of our customers – would see our credibility, quality management systems throughout the value chain and commitment to transparency placed at risk. -
DE POOLSE RETAILSECTOR Voeding Publicatiedatum / 25.10.2018
DE RETAILSECTOR IN POLEN FLANDERS INVESTMENT & TRADE MARKTSTUDIE Marktstudie /////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////// DE POOLSE RETAILSECTOR Voeding Publicatiedatum / 25.10.2018 //////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////// Guido Scharpé Vlaams Economisch Vertegenwoordiger Flanders Investment & Trade - Warschau Ambasada Belgii Przedstawicielstwo Ekonomiczne i Handlowe Flandrii Al. Ujazdowskie 51 | 00-536 Warszaw | Poland T: +48 22 584 73 40 | E: [email protected] www.flandersinvestmentandtrade.com INHOUD 1. INLEIDING ................................................................................................................................................................................ 3 1.1 Algemene achtergrondinformatie in verband met de Poolse retailmarkt 3 1.2 Demografische ontwikkeling en koopkracht 3 2. LEVENSMIDDELENHANDEL ........................................................................................................................................... 4 2.1 TRENDS 6 2.1.1 Elektronische handel – e-commerce 6 2.1.2 Huismerken 6 2.1.3 Groeiend bewustzijn en stijgende verwachtingen van de consument 7 2.1.4 Gezondheid en wellness 7 2.1.5 Glutenvrije voeding 7 2.1.6 Convenience/Kant-en-klare maaltijden 8 3. DE BELANGRIJKSTE SPELERS IN POLEN ...............................................................................................................