SPAR International Annual Review 2018

Total Page:16

File Type:pdf, Size:1020Kb

SPAR International Annual Review 2018 SPAR International Annual Review 2018 2018 Overview sales 246 105 DISTRIBUTION CENTRES RETAIL & WHOLESALE 48countries PARTNERS €35.8 billion new STORES 2 13,112 m 335 stores 7.4 5.4% MILLION in RETAIL growth SALES AREA m² €4,809 13.5 AVERAGE MILLION ANNUAL SALES SPAR 568 COLLEAGUES per m² AVERAGE CUSTOMERS STORE SIZE PER DAY 350,000 Managing Director’s Report “ SPAR is unique. Our strong network of SPAR Partners across four continents means that we operate in a truly global marketplace whilst being firmly rooted in the local communities we serve.” Tobias Wasmuht, Managing Director, SPAR International Third year of strong and our partners by enhancing the competitiveness, productivity and profitability of our retail and wholesale consistent growth partners worldwide. With the launch of SPAR in four new countries, The strength of our international network allows SPAR combined with a growth of 335 new stores and a to leverage global benefits whilst simultaneously sales increase of 5.4% to €35.8 billion, 2018 has been integrating ourselves in the local communities we another exceptionally strong year for SPAR. serve. This strong network of SPAR Partners and their supply chains across four continents gives SPAR The third year of our five-year SPAR ‘Better Together’ competitive advantages in an increasingly global strategy delivered again for the organisation, our marketplace. partners and our customers. Launched in 2016, the strategy represents SPAR’s core ethos of uniting SPAR’s strong growth and expansion has been driven together the global scale and resources of the SPAR by the responsiveness of our retailers in placing the network so that all shall benefit. customer at the heart of everything that we do. Our customer centric approach includes the complete In 2018 we maintained our solid rate of growth across value and supply chain, enhancing the productivity the business, recording growth of 5.4%, that being a of our distribution and supply chain operations, compound annual growth of over 5.2% over the last which in turn ensure our retail stores are supported, three years. Expansion in stores numbers driven by so that they can truly focus on our customers. new store openings in both mature and developing This has been a key success of SPAR since 2 markets saw SPAR grow its presence to 7,441,838m it was founded in 1932 and is very much across 13,112 stores in 48 countries worldwide. Our part of its success today. purpose has been to grow our brand, our presence 3 Managing Director’s Report exceptional sales growth of 9.2%. SPAR Norway continues to grow and performed well with a 2.4% increase and demonstrated leadership with its commitment to responsible retailing through eco-friendly retail solutions and ground-breaking growth sustainable store design. Central and Eastern Europe Central and Eastern Europe was the regional growth leader for SPAR worldwide for the 2018 annual GLOBAL SALES in billion second year in a row with 15.8% growth across 2017 the 10 countries that SPAR has a presence, generating combined sales of €5.8 billion. SPAR Hungary delivered an exceptionally strong performance with growth of 9.8% exceeding €34.5 €1.9 billion in sales. Following the integration and conversion of the former Billa stores, and combined with organic growth, SPAR Croatia grew by 15.3%. Neighbouring SPAR Slovenia further affirmed its €35.8 market position growing by 4.1% to € 0.8 billion Western Europe are household and lifestyle changes amongst 2016 smaller and single households, as well as aging sales with 22.5% market share. Across Europe, SPAR had another strong year in populations and urbanisation. In Poland despite changes in store opening 2018. In Western Europe, sales grew by 4.1% to SPAR Partners across Europe have embraced legislation and pressures on wholesale €22.1 billion in the 16 markets where SPAR has a this trend and the resulting modernised operations, SPAR grew at retail to sales of €263 €32.2 presence across 9,680 stores. Three of the four neighbourhood format has led to consistently million, an increase of 7.8%. new countries in which SPAR launched during 2018 strong results. SPAR Belgium grew by 5.1%, – Greece, Malta and Cyprus – are based in the SPAR Russia’s performance was outstanding SPAR France grew by 5.5% and SPAR Spain EU and have significant growth potential. With the in 2018, delivering €2 billion in sales for the first recorded 6.1% growth. addition of these countries and four SPAR Partners time and growth of 27.8% in local currency. SPAR in central and eastern Europe, SPAR is present in SPAR Ireland and SPAR Netherlands have both Russia, consisting of eight regional partners, has 18 EU countries with over 10,000 stores. evolved their offering to customers further, a presence from Western Kaliningrad to Eastern including a new generation of stores in Ireland Siberia. SPAR Austria’s multi-format approach and and increased emphasis on forecourt retailing constant investment in format modernisation SPAR Russia Partners combine the finest of in The Netherlands. This flexibility has delivered means that SPAR can meet customer needs international retail best practice with a real results - SPAR Ireland enjoyed 3.8% growth through varied solutions - be it supermarket, understanding of local customer expectations. and SPAR Netherlands returned an exceptional hypermarket or through online channels. In 2018, The resulting tailored offering is delivered 15.8% growth. SPAR Austria achieved sales of €6.88 billion and through a multi-format strategy of best in class growth of 4%, resulting in SPAR Austria being the Despite the political and economic uncertainty supermarkets, hypermarkets and increasingly fastest growing supermarket chain in the country linked to Brexit, SPAR UK had good results in online stores. The conversion of former 7th for the 9th year in a row. 2018 with sales of €3.3 billion and 3.6% growth. Continent stores in Moscow and the aggressive SPAR UK continues to lead the convenience expansion of modern stores in Nizhny Novgorod The strong performance across this region sector in the market with 2,600 stores, of which and Kaliningrad were also drivers of SPAR is driven by the continuation of investment 1,000 are combined with forecourt stations. Russia’s great performance in 2018. in our retail stores whilst the neighbourhood retail renaissance trend continues to drive In the Nordics, SPAR Denmark’s rollout of its Georgia and Azerbaijan were the first two growth in this format. Underpinning this trend new neighbourhood retail strategy delivered countries in which SPAR launched in the 4 SPAR International Annual Review 2018 Caucasus region. Both have benefited and sales of €15.6 million in its first year of operation capitalised on the synergies of being part of and has set the basis for strong growth. The the SPAR worldwide organisation with strong continuous growth and strength in operations growth of 89.7% and 40.5% in 2018 respectively. throughout the GCC states shows the potential SPAR was successfully launched in Belarus and for SPAR in this dynamic and strategic retail region. Western Ukraine in 2017, generating turnover of almost €5 million in Belarus and €9.6 million in Asia Pacific Western Ukraine in 2018. In 2018, SPAR grew its presence in Asia with the Africa and The Middle East addition of the opening of SPAR in Sri Lanka. SPAR now has a presence in seven Asia Pacific SPAR has an established presence in 15 countries, with 573 stores and 1,014,675 m² in countries in Africa and the Middle East. Across retail sales area achieving €1.96 billion in sales. this region, SPAR maintained strong growth of SPAR China’s footprint in 2018 accounted for an 8.2% to achieve regional turnover of €5.9 billion. impressive 830,043m² and sales of €1.5 billion SPAR South Africa’s turnover grew to €4.9 billion, with particularly strong growth in the Shandong an increase of 5.7% at constant 2018 exchange and Guangzhou provinces. rates for the full calendar year of 2018. In addition Understanding the modern customer and their to a strong retail performance, SPAR South expectations, SPAR China is increasingly at the Africa has been a strong advocate of sustainable cutting edge of retail technology. Innovations agriculture, working with local producers and include the use of facial recognition payment promoting nutrition to its customers. technology and engaging with customers instore Trading conditions and political instability through mobile applications, including scan & created challenges in Africa but many of our go solutions, has led to 75% of overall sales partners are performing exceptionally well. In transactions being conducted by mobile payment. 2018, Botswana grew by 19.2%, Zimbabwe by The utilisation of the latest technology is not 39.1%, Mozambique by 56.2% and Cameroon limited to the shop floor but extends to SPAR by 65.6%. In Nigeria, SPAR grew sales to €110 China’s investment in its highly modern supply million, an increase of 8%. chain with 12 state-of-the-art distribution centres, and six central production centres across China. In the Middle East, SPAR is one of the fastest growing retail brands in the region and now has SPAR India has ramped up expansion with the a presence in four of the six Gulf Cooperation opening of six hypermarkets in 2018, which Council (GCC) countries. The region showcases has been an important driver of growth. Sales SPAR’s versatility. By working with SPAR, grew by 24.5% to €179 million. An important partners have been able to adapt and tailor development has also seen the brand deepen their retail proposition in tune with modern its market penetration through the opening of consumers.
Recommended publications
  • Report Name:Retail Foods Bulgaria
    Voluntary Report – Voluntary - Public Distribution Date: March 20,2020 Report Number: BU2020-0011 Report Name: Retail Foods Bulgaria Country: Bulgaria Post: Sofia Report Category: Retail Foods Prepared By: Alexander Todorov Approved By: Jonn Slette Report Highlights: Consistent growth in Bulgaria’s food and beverage retail market is driven by increased consumer confidence, declining unemployment, and growing incomes. The total number of retail outlets in Bulgaria in 2019 was 41,306. Modern retail food and beverage sales in 2019 grew by nearly five percent over 2018, and accounted for 55 percent of total food retail in value terms. U.S. exports with strong sales potential in Bulgaria’s food and beverage retail sector are distilled spirits, tree nuts, dried fruits, wine, snacks and cereals, beef meat, fish and seafood, sauces, spices, and pulses. THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Market Fact Sheet: Bulgaria Executive Summary Since 2016, annual Bulgarian GDP growth has Food Retail Industry been over three percent. Exports generate Bulgarian food retail sales reached $6.85 billion in almost 49 percent of Bulgaria’s GDP and are a pillar 2019. Modern retail sales accounted for of the economy. EU Member States are Bulgaria’s $3.77 billion (55 percent) and $3.08 billion in primary trading partners, although there is wide traditional channel. Total retail outlets were 41,306. variation in the balances of trade. In 2019, Bulgaria Food and beverage retail grew in 2019 on improved had a trade deficit in goods of about €1.72 billion consumer confidence and a better labor market.
    [Show full text]
  • Global Vs. Local-The Hungarian Retail Wars
    Journal of Business and Retail Management Research (JBRMR) October 2015 Global Vs. Local-The Hungarian Retail Wars Charles S. Mayer Reza M. Bakhshandeh Central European University, Budapest, Hungary Key Words MNE’s, SME’s, Hungary, FMCG Retailing, Cooperatives, Rivalry Abstract In this paper we explore the impact of the ivasion of large global retailers into the Hungarian FMCG space. As well as giving the historical evolution of the market, we also show a recipe on how the local SME’s can cope with the foreign competition. “If you can’t beat them, at least emulate them well.” 1. Introduction Our research started with a casual observation. There seemed to be too many FMCG (Fast Moving Consumer Goods) stores in Hungary, compared to the population size, and the purchasing power. What was the reason for this proliferation, and what outcomes could be expected from it? Would the winners necessarily be the MNE’s, and the losers the local SME’S? These were the questions that focused our research for this paper. With the opening of the CEE to the West, large multinational retailers moved quickly into the region. This was particularly true for the extended food retailing sector (FMCG’s). Hungary, being very central, and having had good economic relations with the West in the past, was one of the more attractive markets to enter. We will follow the entry of one such multinational, Delhaize (Match), in detail. At the same time, we will note how two independent local chains, CBA and COOP were able to respond to the threat of the invasion of the multinationals.
    [Show full text]
  • Impact of Consumer Preferences on Food Chain Choice: an Empirical Study of Consumers in Bratislava
    ACTA UNIVERSITATIS AGRICULTURAE ET SILVICULTURAE MENDELIANAE BRUNENSIS Volume 65 33 Number 1, 2017 https://doi.org/10.11118/actaun201765010293 IMPACT OF CONSUMER PREFERENCES ON FOOD CHAIN CHOICE: AN EMPIRICAL STUDY OF CONSUMERS IN BRATISLAVA Pavol Kita1, Andrea Furková2, Marian Reiff2, Pavol Konštiak1, Jana Sitášová1 1Marketing department, Faculty of Commerce, University of Economics in Bratislava, Dolnozemská cesta 1, 852 35 Bratislava, Slovakia 2Department of Operations Research and Econometrics, Faculty of Economic Informatics, University of Economics in Bratislava, Dolnozemská cesta 1, 852 35 Bratislava, Slovakia Abstract KITA PAVOL, FURKOVÁ ANDREA, REIFF MARIAN, KONŠTIAK PAVOL, SITÁŠOVÁ JANA. 2017. Impact of Consumer Preferences on Food Chain Choice: An empirical study of consumers in Bratislava. Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis, 65(1): 0293–0298. The objective of this paper is to highlight the use of multiple criteria evaluation methods as a tool for the rating and selection of retail chains from the customers and suppliers perspective. We provide an assessment on the attractiveness of active retail chains on the Slovak market through multiple criteria methods used for the analysis of customer preferences. An analysis was conducted on a sample of consumers in Bratislava involving 11 389 respondents interviewed. The multi-attribute decision-making methods PROMETHEE II and V were used to assess the variants. In the first part of analysis the collected data uncover customers’ preferences in the selection of retail chains. Findings suggest a ranking of evaluated retail chains and thus of customer preferences. Based on the obtained evaluation, in the second part of analysis, a set of retail chains was chosen under constraints concerning the effectiveness of advertising, market share of sales and the maximum number of chosen retail chains and a binary linear programming model was formulated as an outcome.
    [Show full text]
  • Beyond Meat® Announces Major Retail Expansions Throughout Europe
    Beyond Meat® Announces Major Retail Expansions Throughout Europe April 12, 2021 This spring, Beyond Meat products will be available in thousands of new retail locations Beyond Meat, Inc. in the United Kingdom, Germany, Austria and more EL SEGUNDO, Calif., April 12, 2021 (GLOBE NEWSWIRE) -- Beyond Meat, Inc. (NASDAQ: BYND), a leader in plant-based meat, today announced significant product distribution expansion within thousands of European retail locations this spring. As Beyond Meat has grown its retail presence in the region, the European plant-based foods market has seen aggressive growth with sales increasing by 49% over the last two years1. Beyond Meat’s commitment to making products utilizing simple, plant-based ingredients without GMOs has enabled the brand to rapidly expand product distribution throughout the continent. Beyond Meat products are available at approximately 122,000 retail and foodservice outlets in over 80 countries worldwide. The new product distribution in Europe includes: United Kingdom: In April, Sainsbury’s is nearly doubling its distribution of the Beyond Burger® nationwide. This follows the launch of Beyond Sausage® in Sainsbury stores this past January. Waitrose also recently launched the Beyond Burger and Beyond Sausage. Between these two retailers, Beyond Meat is entering 445 new retail stores throughout the UK market. Germany: Throughout April and May, Beyond Meat is expanding its product offerings in over 1,000 new German retail stores through Kaufland, Tegut, Famila and Real. Beyond Meat, Inc. Austria: In April, Beyond Meat will expand product offerings at SPAR locations throughout Austria and will add products to BILLA and BILLA PLUS locations. The expansion will bring Beyond Meat products to a total of approximately 1,500 new retail stores in Austria.
    [Show full text]
  • Acquisition of Plus Discount by Jerónimo Martins
    A Work Project, presented as part of the requirements for the Award of a Masters Degree in Finance from the Faculdade de Economia da Universidade Nova de Lisboa. Acquisition of Plus Discount by Jerónimo Martins Miguel de Noronha, nº129 A project carried out with the supervision of: Professor José Neves Adelino June 12 th , 2009 ABSTRACT On the 21 st of December 2007, Jerónimo Martins announced that it was acquiring the Plus Discount chain of stores in Poland and in Portugal. This was an excellent opportunity to strengthen even more the leading position of Jerónimo Martins in the hard discount sector of the Polish retail market, through the chain Biedronka. This case study will analyze the main motives for this acquisition and contextualize it in the strategy of Jerónimo Martins for Poland. The main elements of the valuation of the chain Plus Discount will also be discussed throughout the case. Keywords: acquisition, valuation, strategy. 2 Introduction On the 2 nd of December 2007, the CEO of Jerónimo Martins, Luís Palha da Silva, was returning to Portugal with a lot to reflect. A company Board meeting had been scheduled for the following day, and the final decision for the acquisition of the chain of stores Plus Discount had to be presented. The take off from the Warsaw Frederic Chopin airport in Poland, concluded Luís Palha da Silva’s one week visit of the operations of Jerónimo Martins in that country, where he could once again witness the success of the chain Biedronka. During the flight to Lisbon he wondered if the acquisition of the 210 stores of Plus Discount in Poland was the right move, given that the leadership of Biedronka in the Polish retail market was supported by an impressive growth of stores made exclusively through organic growth.
    [Show full text]
  • Deloitte Studie
    Global Powers of Retailing 2018 Transformative change, reinvigorated commerce Contents Top 250 quick statistics 4 Retail trends: Transformative change, reinvigorated commerce 5 Retailing through the lens of young consumers 8 A retrospective: Then and now 10 Global economic outlook 12 Top 10 highlights 16 Global Powers of Retailing Top 250 18 Geographic analysis 26 Product sector analysis 30 New entrants 33 Fastest 50 34 Study methodology and data sources 39 Endnotes 43 Contacts 47 Global Powers of Retailing identifies the 250 largest retailers around the world based on publicly available data for FY2016 (fiscal years ended through June 2017), and analyzes their performance across geographies and product sectors. It also provides a global economic outlook and looks at the 50 fastest-growing retailers and new entrants to the Top 250. This year’s report will focus on the theme of “Transformative change, reinvigorated commerce”, which looks at the latest retail trends and the future of retailing through the lens of young consumers. To mark this 21st edition, there will be a retrospective which looks at how the Top 250 has changed over the last 15 years. 3 Top 250 quick statistics, FY2016 5 year retail Composite revenue growth US$4.4 net profit margin (Compound annual growth rate CAGR trillion 3.2% from FY2011-2016) Aggregate retail revenue 4.8% of Top 250 Minimum retail Top 250 US$17.6 revenue required to be retailers with foreign billion among Top 250 operations Average size US$3.6 66.8% of Top 250 (retail revenue) billion Composite year-over-year retail 3.3% 22.5% 10 revenue growth Composite Share of Top 250 Average number return on assets aggregate retail revenue of countries with 4.1% from foreign retail operations operations per company Source: Deloitte Touche Tohmatsu Limited.
    [Show full text]
  • NEWS Page 1/2 Beyond Meat Announces Major Retail Expansions
    NEWS >> https://www.yumda.com/en/news/1170617/ Beyond Meat announces major retail expansions throughout Europe This spring, Beyond Meat products will be available in thousands of new retail locations in the United Kingdom, Germany, Austria and more 14.04.2021 - Beyond Meat, Inc., a leader in plant- Beyond Meat products will be available in thousands of new based meat, today announced significant product retail locations in the United Kingdom, Germany, Austria and distribution expansion within thousands of European more retail locations this spring. As Beyond Meat has Beyond Meat products areavailable at approximate- grown its retail presence in the region, the Euro- ly 122,000 retail and foodservice outlets in over 80 pean plant-based foods market has seen aggres- countries worldwide. The new product distribution in sive growth with sales increasing by 49% over the Europe includes: last two years1.Beyond Meat’s commitment to mak- ing products utilizing simple, plant-based ingredi- United Kingdom: In April, Sainsbury’sis near- ents without GMOs has enabled the brand to rapid- ly doubling its distribution of the Beyond ly expand product distribution throughout the conti- Burger®nationwide.This follows the launch of Be- nent. yond Sausage®in Sainsbury stores this past Jan- uary. Waitrose also recently launched the Beyond Burger and Beyond Sausage. Between these two retailers, Beyond Meat is entering 445 new retail stores throughout the UK market. Germany: Throughout April and May, Beyond Meat is expanding its product offerings in over 1,000 new German retail stores through Kaufland, Tegut, Fami- la and Real. Austria: In April, Beyond Meat will expand product offerings at SPAR locations throughout Austria and Beyond Meat will add products to BILLA and BILLA PLUS loca- tions.
    [Show full text]
  • Structural Changes in Food Retailing: Six Country Case Studies
    FSRG Publication Structural Changes in Food Retailing: Six Country Case Studies edited by Kyle W. Stiegert Dong Hwan Kim November 2009 Kyle Stiegert [email protected] Dong Hwan Kim [email protected] The authors thank Kate Hook for her editorial assistance. Any mistakes are those of the authors. Comments are encouraged. Food System Research Group Department of Agricultural and Applied Economics University of Wisconsin-Madison http://www.aae.wisc.edu/fsrg/ All views, interpretations, recommendations, and conclusions expressed in this document are those of the authors and not necessarily those of the supporting or cooperating organizations. Copyright © by the authors. All rights reserved. Readers may make verbatim copies of this document for noncommercial purposes by any means, provided that this copyright notice appears on all such copies. ii Table of Contents Page CHAPTER 1: INTRODUCTION AND LITERATURE REVIEW 1 1. Introduction 1 2. Outline of the Book 1 3. Impact of Dominant Food Retailers: Review of Theories and Empirical Studies 3 3.1. Market Power vs. Efficiency 3 3.2. Vertical Relationship between Food retailers and Food producers: Vertical Restraints, Fees and Services Enforced by Retailers 5 Fees and Services 5 Coalescing Power 8 3.3. Market Power Studies 8 References 17 CHAPTER 2: THE CASE OF AUSTRALIA 21 1. Introduction 21 2. Structure of Food Retailing in Australia 21 2.1 Industry Definition of Food Retailing 21 2.2 Basic Structure of Retail Food Stores 22 2.3 Food Store Formats 24 2.4 Market Share and Foreign Direct Investment 25 3. Effects of Increased Food Retail Concentration on Consumers, Processors and Suppliers 28 4.
    [Show full text]
  • Study of International Expansion Strategy to “Visegrad Group” Countries Based on the Example of Food Retail Industry and the Case of Jerónimo Martins Sgps, Sa
    Studia Ekonomiczne. Zeszyty Naukowe Uniwersytetu Ekonomicznego w Katowicach ISSN 2083-8611 Nr 353 · 2018 Alicja Sroka University of Economics in Katowice Faculty of Economics Department of Labour Market Forecasting and Analysis [email protected] STUDY OF INTERNATIONAL EXPANSION STRATEGY TO “VISEGRAD GROUP” COUNTRIES BASED ON THE EXAMPLE OF FOOD RETAIL INDUSTRY AND THE CASE OF JERÓNIMO MARTINS SGPS, SA Summary: This study will primarily focus on Jerónimo Martins’ international expansion to examine if it is desirable for the Group to continue its expansion into other “Visegrad Group” countries. The study takes into consideration the fantastic success of the company on the Polish market and investigates the reasons for their recent expansion to Colombian market, thereby avoiding further expansion on the European market. The study evaluates SWOT analysis, as well as KSF and concludes, that it is advisable that company sticks to its strategy of expanding to highly populated, emerging markets. The herein analysis was developed using information provided by the Group and also by international economic institutions. Keywords: international expansion, retail industry, Visegrad Group, international strategy. JEL Classification: F23, F40, L81. Introduction Jerónimo Martins SGPS, SA is a Portuguese corporate group, which oper- ates within four areas: distribution, manufacturing, services and agrobusiness. The group generates yearly sales of 12,680 mln euro and employs almost 90,000 employees [Jerónimo Martins, 2015]. There is variety of operations, however the only international activity of the company is the food retail. Jerónimo Martins owns a number of supermarkets, hypermarkets, discount stores and cash & car- 90 Alicja Sroka ries in Portugal, Poland and Colombia.
    [Show full text]
  • UTC – Czech Republic
    UTC– Czech Republic Area: 78867 sq km, 14 administrative districts Population: 10,6 mio Capital city: Prague, population 1 243 000 Currency: Czech crown ‐ CZK Rate: 1EUR = 27,5 CZK 1USD = 20,0 CZK ‐3 key cities – Prague, Brno, Ostrava > 300 000 citizens ‐ > 100 000 citizens – Plzen, Olomouc ‐12 bank holidays ‐“cucumber season“ CONSUMPTION EXPENDITURE STRUCTURE OF HOUSEHOLDS OTHER RECREATION AND CULTURE COMMUNICATION TRANSPORT HOUSEHOLDS OF PENSIONERS WTHT EA FURNISHING, HOUSEHOLD MEMBERS EQUIPMENT AND ROUTINE AND HOUSEHOLDS WITH CHILDRENS OTHER HOUSEHOLD MAINTENANCE HOUSING, WATER, ELECTRICITY, GAS AND OTHER FUELS CLOTHING AND FOOTWEAR FOOD AND NON‐ALCOHOLIC BEVERAGES 0% 10% 20% 30% 40% ‐ Schwarz, Rewe, Tesco, Ahold ‐ 680 supermarkets ‐ Ahold 280 Albert, Rewe‐Billa 200 and Tesco Stores 149 ‐ 640 discounter stores – 4 disount chains Penny Market ‐ 341, Lidl – 230 shops arround all country, Norma‐45 W and Prague, Coop‐2853 in 7 regions ‐ 300 Hyper stores ‐ 5 hyper chains ‐ Tesco Hypermarkets‐61, Kaufland‐94, Albert Hypermarkets ‐ 55 and Interspar‐36 , in all regions, Globus with 16 stores‐the first hyper in 1996 19% 42% 39% Supermarkets Discounters Hyper 1939 Bílá Labuť 1975 Máj , 1992 K‐Mart, 2009 MY 2007 Palladium Inter Ikea Center Group IICG –Sweden 1998 Prague 200 000 m2 Brno, Ostrava, Prague MHD FUTURUM‐– CBRE – LA 2000 in Hradec Kralove 368000 m2 Brno, Kolín, Ostrava, MHD Olympia‐Olympia Brno, CZ 1999 Brno 238000 m2 MB, Olomouc,Plzen Teplice MHD, cinema OC CHODOV ‐ Rodamco Europe‐Neederland 2005 Prague 55 000m2 200 shops 20 coffee Food and non food DIY Furniture Drugstores Electro 1996 on‐line payments vs cash on delivery personal collection at distribution points stone shops run internet shop price difference On‐line auctions MAGNET and others TENDENCE –Holešovice Prague fair exhibition 11.‐.14.9.2014 Zboží@prodej –household magazin D‐TEST ‐ independent tests, free legal services in trials for subscribers % 27% 20‐40% 2+1 FREE Loyalty programs Bonuses HEUREKA since 1991 Distribution centre: Logistic park D1 ‐ East Logistics Department UTC, s.r.o.
    [Show full text]
  • "Analyzes of the Foods and Spirits and Their Large Distributors in EU”
    "Analyzes of the foods and spirits and their large distributors in EU” Project "Complex of measures for establishment of unfair commercial practices”, funded by the European Union Consumer Program (2014-2020) and Grant Agreement number – 811238 – CONC-CPC-2017 Bulgaria" TABLE OF CONTENTS: 1. Problem's identification European requirements ....................................................................................................... page 1 2. Research of the double standard for foods in the countries in Central and Eastern Europe ..................................................... page 6 3. State of the consumer goods market in Bulgaria ..................................................................................................... page 11 3.1 Characteristics of the markets of fast-moving consumer goods in Bulgaria .................................................................................. page 11 3.1.1 Wholesale sub- market................................................................................... page 14 3.1.2 Retail sale sub-market ..........................................................page 15 3.2. Characteristics of the large trade chains in Bulgaria .......... page 16 4. Methods for examination of various products types in EU member- state ............................................................................................ page 24 5. Conclusion ................................................................................. page 34 6. Bibliography ..............................................................................page
    [Show full text]
  • (Shared) Meaning in the Strategy of Audiomarketing — Theory and Practice
    journal of interdisciplinary music studies 2019, volume 9, art. #19091202, pp. 18-31 (Shared) meaning in the strategy of audiomarketing — theory and practice Sylwia Makomaska1 1 Institute of Musicology, University of Warsaw Background in musicology. The concept that music’s meanings are inseparable from the cultural and social contexts and circumstances in which they arise has become widely accepted on the ground of musicological studies. Music tends to be treated as a social phenomenon and therefore its meanings can only be explained by analysis of the processes and conditions that pertain to the contexts within which music is produced and received. Background in consumer behaviour and communication studies. This approach seems to be especially significant in analysing the strategies, characteristic for contemporary culture dominated by media, in which the sender uses (imposed) background music to elicit predictable recipients’ responses and behaviour. One of the most interesting examples is the presence of programmed music in commercial environments in which music becomes a modern marketing tool within activities determined as audiomarketing. Aims. The main aim of the paper is to answer the questions how and why programmed music intentionally treated by the sender as an “acoustic wallpaper” (understood as an acoustic background, not engaging the focal attention of the listener) can become a shared meaning transmitter within the strategy of audiomarketing. Main contribution. The paper is based on the assumption that music can be an effective implicit communicator, transmitting specific meanings on a group level to achieve the goals intended by the sender. The comparison of theoretical and practical aspects of audiomarketing reveals the varied functions of the linkages between musical structure (on macro and micro levels) and possible meanings.
    [Show full text]