Competition Aspects of Retail Alliances: Experiences from Germany
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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. -
The Endgame in European Grocery
THE ENDGAME IN EUROPEAN GROCERY EXPECT HALF AS MANY LARGE GROCERS IN EUROPE BY 2025 THE ENDGAME IN EUROPEAN GROCERY EXPECT HALF AS MANY LARGE GROCERS IN EUROPE BY 2025 Against a weak economic backdrop, old growth models based on store expansion, national consolidation, and diversification are no longer delivering the like-for-likes board members and investors want to see. As well as a saturated marketplace, there is increasing competition from discounters and newer online retailers like AmazonFresh. In response, we believe that the European grocery market will begin consolidating internationally so that, by 2025, the total number of large grocers in Europe will have halved. Weak demand, a decline of traditional growth engines, and the aggressive growth of specialist competitors such as discounters (Exhibit 1) will continue to drive the next ten years’ of change in European grocery. As the pressure mounts, expect to see more headlines about price wars, stock value erosion, races to form buying alliances, and even the occasional market exit. With this in mind, we think there are four questions grocers should be considering today to ensure a successful future, listed below and explained in more detail in the rest of the article: How can we deliver a step change in our approach to cost? 1 Cost leadership is becoming a necessity. How can asset productivity be increased? 2 Only business models with high levels of asset productivity will survive. What are our options to grow internationally? 3 Scale matters – and international growth is one of the few ways to drive scale. What more could we be doing to hold on to and build 4 customer relationships? With new competitors on the scene, increasing the ‘stickiness’ of customers is crucial. -
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. -
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. -
Management Report
REWE-ZENTRALFINANZ EG, COLOGNE GROUP MANAGEMENT REPORT FOR FINANCIAL YEAR 2019 CONTENTS GROUP STRUCTURE 3 ECONOMIC ENVIRONMENT 6 1. Macroeconomic Development 6 2. Development by Sector 8 PERFORMANCE 11 1. Comparison of the forecast reported in the previous year with actual business development 12 2. Results of Operations 13 3. Financial Position and Net Assets 16 4. Performance Indicators 20 RISK AND OPPORTUNITIES REPORT 26 REPORT ON EXPECTED DEVELOPMENTS 36 1. Future Macro-Economic Development 36 2. Expected Revenue and EBITA Development 39 Group Structure The REWE combine is an international retail and tourism group consisting of REWE-ZENTRALFINANZ eG, Cologne (RZF), and its subsidiaries. As at 31 December 2019, the REWE combine comprised the parent company RZF and 266 (previous year: 245) domestic and 149 (previous year: 149) foreign subsidiaries. With effect as at 1 May 2019, RZF acquired all but eight shares with restricted transferability held by the shareholders of RZAG. Following the transfer of shares, RZF holds a controlling interest of 99.9995 per cent in RZAG. RZF is expected to acquire the remaining eight shares in 2020. The REWE Group operates in various business segments, which are divided into divisions and segments. Business Segments The Retail Germany business segment includes the REWE, Penny Germany and Retail Germany Central Companies divisions. The REWE division is active in both retail and wholesale, operating 1,760 supermarkets and consumer stores under the REWE, REWE CITY, REWE CENTER and REWE To Go brands. The wholesale business supplies 2,690 REWE and REWE Dortmund partner stores, REWE Dortmund stores and nahkauf stores as well as other customers. -
National Retailer & Restaurant Expansion Guide Spring 2016
National Retailer & Restaurant Expansion Guide Spring 2016 Retailer Expansion Guide Spring 2016 National Retailer & Restaurant Expansion Guide Spring 2016 >> CLICK BELOW TO JUMP TO SECTION DISCOUNTER/ APPAREL BEAUTY SUPPLIES DOLLAR STORE OFFICE SUPPLIES SPORTING GOODS SUPERMARKET/ ACTIVE BEVERAGES DRUGSTORE PET/FARM GROCERY/ SPORTSWEAR HYPERMARKET CHILDREN’S BOOKS ENTERTAINMENT RESTAURANT BAKERY/BAGELS/ FINANCIAL FAMILY CARDS/GIFTS BREAKFAST/CAFE/ SERVICES DONUTS MEN’S CELLULAR HEALTH/ COFFEE/TEA FITNESS/NUTRITION SHOES CONSIGNMENT/ HOME RELATED FAST FOOD PAWN/THRIFT SPECIALTY CONSUMER FURNITURE/ FOOD/BEVERAGE ELECTRONICS FURNISHINGS SPECIALTY CONVENIENCE STORE/ FAMILY WOMEN’S GAS STATIONS HARDWARE CRAFTS/HOBBIES/ AUTOMOTIVE JEWELRY WITH LIQUOR TOYS BEAUTY SALONS/ DEPARTMENT MISCELLANEOUS SPAS STORE RETAIL 2 Retailer Expansion Guide Spring 2016 APPAREL: ACTIVE SPORTSWEAR 2016 2017 CURRENT PROJECTED PROJECTED MINMUM MAXIMUM RETAILER STORES STORES IN STORES IN SQUARE SQUARE SUMMARY OF EXPANSION 12 MONTHS 12 MONTHS FEET FEET Athleta 46 23 46 4,000 5,000 Nationally Bikini Village 51 2 4 1,400 1,600 Nationally Billabong 29 5 10 2,500 3,500 West Body & beach 10 1 2 1,300 1,800 Nationally Champs Sports 536 1 2 2,500 5,400 Nationally Change of Scandinavia 15 1 2 1,200 1,800 Nationally City Gear 130 15 15 4,000 5,000 Midwest, South D-TOX.com 7 2 4 1,200 1,700 Nationally Empire 8 2 4 8,000 10,000 Nationally Everything But Water 72 2 4 1,000 5,000 Nationally Free People 86 1 2 2,500 3,000 Nationally Fresh Produce Sportswear 37 5 10 2,000 3,000 CA -
Gemeinsam NACHHALTIG 2021 Die REWE Group in Österreich Setzt Sich in Allen Unternehmensbereichen Seit Vielen Jahren Für Nachhaltigkeit Ein
Gemeinsam NACHHALTIG 2021 Die REWE Group in Österreich setzt sich in allen Unternehmensbereichen seit vielen Jahren für Nachhaltigkeit ein. Wir sind überzeugt davon, dass nachhaltiges Wirtschaften und die Berücksichtigung ökologischer und gesamtgesell- schaftlicher Aspekte die Voraussetzungen für den langfristigen Erfolg unseres Unternehmens sind. Gemeinsam können wir Während der Corona-Pandemie hat sich jetzt viel verändert, auch die Bedürfnisse unserer Kund:innen. Bewusster Konsum, Nachhaltigkeit und biologische Herkunft sind gefragt wie nie zuvor. Diesem Kundenwunsch nach noch mehr auch in Zukunft noch Bio kommen wir ergänzend zu unserer Bio-Erfolgsmarke „Ja! Natürlich“ seit 2020 mit „BILLA Bio“ nach. Unsere neue Bio-Eigenmarke ermöglicht mit attraktiven Preisen jetzt allen unseren Kund:innen die Möglichkeit zum Ein- oder Umstieg in Bio. Die „BILLA Bio“ Produkte garantieren kontrolliertes Tierwohl, sind gentechnikfrei und mit dem EU- viel erreichen. Bio-Siegel zertifiziert. Ein besonderer Meilenstein ist uns im Klimaschutz gelungen: wir haben unser Klimaziel 2022 vorzeitig erreicht. Und es schon 2020 geschafft, die spezifischen Treibhausgasemissionen für die REWE Group in Deutschland und Österreich gegenüber 2006 um 50 % zu reduzieren. Wir haben aber noch viel vor und planen bis zum Jahr 2030 die absoluten Treibhausgasemissionen auf Unternehmensebene gegenüber 2019 um 30 % zu reduzieren. Bis zum Jahr 2040 wollen wir als REWE Group klimaneutral werden. Marcel Haraszti, Vorstand REWE International AG 3 Das „Corona-Jahr 2020“ war ein ganz -
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 -
Retail Alliances
EUROPEAN COMMISION DG AGRI WORKSHOP ON RETAIL ALLIANCES Ignacio Larracoechea Manufacturer perspective Brussels, 4 - 5 November, 2019 « FAIRNESS MATTERS » «Running your business in a way that is fair to your competitors, fair to your business partners, and above all fair to consumers» «I believe that companies, and individual business people, have a responsibility to foster trust in the markets – trust in a system that works for all - by playing by the rules when they do business in the EU» 2 Commissioner Vestager speech at Copenhagen Business School 3 September 2018 Why Fairness matters, International Commerce Review, 7(2):92-102, December 2007, Ludo Van Der Heyden, INSEAD OVERVIEW 1. Imbalances in Power between Retailers and Suppliers in the Food Supply Chain 2. Retail Alliances – Who are they? How do they operate? 3. Disruption of the food supply chain ? 4. Conclusions CONFIDENTIAL 3 RETAILERS - GATEKEEPERS TO CONSUMERS EU CONSUMERS Retailers represent 20% of suppliers’ Business whilst 17/8 RETAILERS/ suppliers represent less GROUPS than 2% (or even 1%) of Retailers´ business INDUSTRIAL SUPPLIERS 1.000 FARMS (cerca 1.000.000) CONFIDENTIAL Sources: ESADE, INE y CNMC (Informe 2011) 4 COMPARISON BETWEEN THE 10 LARGEST RETAILERS, INDUSTRIAL SUPPLIERS AND COOPERATIVES ( 2015 - M€) CONFIDENTIAL 5 “Retailers only want talk The Czech Office for the Protection of Competition about price. While the salmon (ÚOHS) issued verdict for leading retailer which RETAILERS - price has increased by 60% in asked more than 200 suppliers to change the basic a year, that the raw material purchase price of their products, otherwise represents 75% of the finished GATEKEEPERS Farmers threatening to delist 30% of their product product, some retailers portfolio” – 21.08.2017 TO 10.8 Million threaten the cooperatives of Wholesalers delisting their products .. -
Trader Joe's Vs. Whole Foods Market
MIT Students Trader Joe’s vs. Whole Foods Market: A Comparison of Operational Management 15.768 Management of Services: Concepts, Design, and Delivery 1 Grocery shopping is more diversified and evolved than ever before. Individuals across the nation have access to everything from exotic products to unique delivery services. Often, specialty stores have limited locations whereas specialty services have a limited reach. However, two retailers have expanded to hundreds of locations while adhering to unexpected market positioning for previously untargeted market segments. Whole Foods Market and Trader Joe’s have become household names while also innovating beyond regional and national traditional chains. Despite comparable size in terms of locations, each store’s growth has operated using a very different model. This document will address the various facets for both Whole Foods Market and Trader Joe’s in order to understand how each business model has won a piece of the market pie and share of wallet. Whole Foods Market Background and History In 1978, John Mackey had a vision to build a store that would meet his desire for whole, natural foods as part of the movement away from artificial, processed foods. Mackey was a college dropout, but against all odds he was able to borrow $45,000 in capital financing and open his first store for what would become Whole Foods in Austin, Texas.1 By all accounts it has been an incredible success and the most recent annual report (2009) reveals that there are 284 stores across most of the United States with a handful in Canada and Great Britain.2 2009 2008 2007 2006 Sales (000s) $8,031,620 $7,953,912 $6,591,773 $5,607,376 1 http://www.wholefoodsmarket.com/company/history.php 2 Whole Foods Market Annual Report (2009), pg. -
Driving Footfall In-Store Through Digital Innovation In-Store Is Sti Ll the Primary Revenue Earner
From Clicks to Bricks Driving footfall in-store through digital innovation In-Store is Sti ll the Primary Revenue Earner Consumers globally have rapidly In-Store Sales sales conversion benefi ts of adopted digital retail channels. Conversions are Higher physical stores. Online retail sales in the US are Compared to Online In the next secti on, we discuss expected to reach $370 billion in which digital services have the 2017, up from $231 billion in 2012. Another key factor that makes potenti al to drive in-store traffi c However, this does not ring a death physical stores indispensable and increase revenues. knell for brick-and-mortar retail to retailers is the higher sales stores. Despite the rapid double- conversion rates that they achieve. digit growth rate of e-business, A study indicates that during online channels are expected to 2011, US store sales conversion contribute to only around 10% of rates were 14 ti mes higher than all US retail sales by 20171 . The their e-business counterparts3. During 2011, US store physical store sti ll remains the Driving more traffi c in-store has an sales conversion rates primary point of sale for a large immediate impact on accelerati ng were 14 times higher proporti on of consumers. sales. than their e-business Digital technologies can help retailers match consumer interest counterparts. in online channels with the higher Online channels are expected to contribute to only around 10% of Figure 1: Percentage of Consumers Preferring In-store vs. Online Experience all US retail sales by 2017. Establishing relationship 51% with merchant 12% Getting answers 50% 13% Majority of Consumers for questions Prefer to Shop In-Store Better 40% A US survey shows that consumers customer service 16% prefer the in-store experience for a variety of reasons (see Figure 1)2. -
T He New Space Race Is On. Even As
property special the new space race he new space race is on. Even as the growth in superstores slows down, gro- cery chains are jostling for position in the rush to occupy the ‘new’ territory: The new high street-based convenience stores. TOne by one the supermarket chains have joined early leaders Tesco and Sainsbury’s in a battle to secure small stores in urban and suburban locations. New figures underline the extent of this trend. According to UK construction data experts Glenigan, space race in 2011 there was a 140% increase in c-store planning applications made by the mults on the previous year. Stuart Watson Although the number of c-store applications fell back last year, there were still almost twice as many plans tabled as in 2010 (see p50). So what’s behind this new The hypermarket is yesterday’s news. space race and does the push towards smaller stores spell the end for the hypermarket? The multiples are now fighting to snap The attraction of c-stores is being fuelled by busi- nesses that are “hooked on the drug of growth,” up space vacated by HMV, Jessops and says Richard Hyman, president of retail consultants PatelMiller. “After 30 years of relentless development of Blockbuster to fuel the growth of their hypermarkets, saturation has arrived. The last bastion of the grocery market that they had not yet penetrated convenience store formats was convenience.” 48 | The Grocer | 2 March 2013 www.thegrocer.co.uk The timing of the new push couldn’t have been better. from smaller outlets.