DOCSLIB.ORG

The Benelux Food Retail Market Belgium [Without Luxembourg]

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
The Benelux Food Retail Market Belgium [Without Luxembourg] THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Voluntary - Public Date: 6/27/2012 GAIN Report Number: BE2007 Belgium [without Luxembourg] Post: The Hague The Benelux Food Retail Market Report Categories: Retail Foods Approved By: Mary Ellen Smith Prepared By: Marcel Pinckaers Report Highlights: The turnover of the Benelux food retail industry for 2011 is estimated at € 56.3 billion. For 2012, turnover is expected to increase by 2.5 percent. The retail market is fairly consolidated. Top 3 food retailers in the Netherlands have a market share of 64 percent while in Belgium the leading 3 retailers have 72 percent of the market. Sustainable food (including organic products) is one of the most important growth markets in food retail. The market share for private label products continues to go up in both Belgium and the Netherlands. The demand for convenient, healthy and new innovative products continues to be strong. SECTION I. MARKET SUMMARY Benelux 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 house. The remaining 20 percent includes mainly convenience stores (near office buildings and train/metro stations), some wholesalers and just a few superstores (convenient located alongside highways in shopping malls and industrial parks). The Belgians show a different shopping pattern. They prefer large supermarkets and superstores that are easy to access by car. In addition they increasingly appreciate having much smaller convenience stores, or superettes, close to their homes. In Belgium, full service supermarkets therefore account for an estimated 55 percent of the market. The share of convenience stores, superstores and wholesalers in Belgium is much higher than in the Netherlands, an estimated 45 percent. In all markets, independent food retail stores are increasingly leaving the scene. Shrinking margins and on-going consolidation in the retail market drive this trend. Top 3 food retailers in the Netherlands, Albert Heijn, Jumbo (C1000, Jumbo and Super de Boer) and Aldi, have a market share of 64 percent. The market for discounters like Aldi and Lidl has decreased to 13.5 percent. Dutch discounters like Bas van der Heijden, Dirk van den Heijden and Digros were able to maintain their share of the market. In Belgium, the leading 3 retailers have 72 percent of the market. The market share of the Belgium discounter Colruyt also grew at the expense of German based Aldi and Lidl. Table 1: Market Shares of Leading Food Retailers Netherlands Belgium Company: Market share, percentage: Company: Market share, percentage: Albert Heijn 33.6 Colruyt 27.1 C1000* (Jumbo) 11.5 Delhaize 22.8 Aldi 7.9 Carrefour 22.2 Plus 6.0 Aldi 11.1 Lidl 5.6 Louis Delhaize 5.4 Jumbo 5.5 Lidl 4.6 Super de Boer (Jumbo) 5.5 Makro 4.5 Other 24.4 Other 2.3 Total 100.0 Total 100.0 Source: Distrifood Retailplanner 2012, StoreCheck FoodGids 2012, FEVIA *Due to Jumbo‘s acquisition of C1000, the latter will gradually disappear and transform into Jumbo The turnover of the Benelux food retail industry is estimated at € 56.3 billion (€33.5 billion in the Netherlands and €22.8 billion in Belgium). For 2012, turnover is expected to increase by 2.5 percent since consumers are expected to spend more food euros at retailers than in the HRI industry. Growth is expected to be found in the full-service supermarkets and convenience stores. Table 2: Turnover Benelux food retail, billion Euros 2007 2008 2009 2010 2011 2012 * 47.7 50.5 52,7 54.5 56.3 57.8 Source: CBL, FEDIS, FEVIA * FAS/The Hague forecasts The Benelux food market is highly productive and export focused. In meeting its customers‘ needs it also heavily depends on imports. Last year, the Netherlands imported USD 29.3 billion of consumer-oriented products, about a third came from neighboring Germany and Belgium. After Brazil and South Africa, the U.S. is the third largest non-EU supplier of consumer-oriented products. Over 2011, U.S. exports totaled USD 840 million, dominated by food preparations, tree nuts and beef. In the same year Belgium imported USD 22.2 billion of consumer-oriented products, with 60 percent originating from Germany, France and the Netherlands. U.S. exports of consumer oriented products totaled USD 413 million, led by tree nuts and fruit juices. Table 3: Value of imports of Consumer Oriented and Fishery products, past 5 years, million USD 2007 2008 2009 2010 2011 Netherlands: Consumer Oriented Products Total imports: 25,033 28,800 25,690 26,462 29,298 Imports from U.S.: 655 732 704 735 840 Fishery Products Total imports: 2,575 2,843 2,646 2,654 3,055 Imports from U.S.: 70 98 92 88 98 Belgium: Consumer Oriented Products Total imports: 19,662 22,043 19,824 19,431 22,244 Imports from U.S.: 270 319 274 287 413 Fishery Products Total imports: 2,046 2,197 1,907 1,945 2,236 Imports from U.S.: 30 27 32 39 54 Source: www.gtis.com For fishery products the Benelux market also depends on imports. Last year, the Netherlands imported USD 3.1 billion of fishery products. Iceland is the largest supplier; the U.S. is the 7th largest non-EU supplier of fishery products. Over 2011, U.S. fish exports totaled 98 million, dominated by frozen fish fillets for further processing, cod, scallops and salmon. In the same year Belgium imported USD 2.2. U.S. fish exports totaled USD 54 million, led by scallops and salmon. Table 4: The number and type of retail outlets in the Netherlands Type of outlet: Number of Stores: Average floor space (M2): Supermarkets 3,545 500 – 1,500 Superstores 30 1,500 – 5,000 Wholesalers 112 >5,000 Convenience Stores 718 <500 Source: Distrifood Retailplanner 2012 Table 5: The number and type of retail outlets in Belgium: Type of outlet: Number of Stores: Average floor space (M2): Supermarkets 2,853 500 – 1,500 Superstores 995 1,500 – 5,000 Wholesalers 410 >5,000 Convenience Stores 1,216 <500 Source: StoreCheck FoodGids 2012 More Sustainable Food Products in the Netherlands During the last decade, especially Dutch retailers have increasingly sourced food products which are either produced sustainably or obtained in a sustainable manner. The Dutch Ministry of Economic Affairs, Agriculture and Innovation recently published a report, Monitor Duurzaam Voedsel 2011, which gives an overview of consumer spending on sustainable food in the Netherlands. Sustainable food is one of the most important growth markets in food retail and foodservice markets. The turnover of sustainable food rose in 2011 by 30.5 percent while total spending on food in the same year only grew by 3.1 percent. As a result, the market share of sustainable food increased from 3.5 percent in 2010 to 4.5 percent last year. But how is sustainable food being defined and measured? The MinAg defines as food whereby during production and processing, more than what is legally required, environmental, animal welfare and social aspects or criteria have been taking into account. In the report, two criteria have been used to measure the sustainability claim: 1) at consumer level the sustainability efforts are visible by a label or mark and 2) the control of this mark must be independent. In addition, it is more correct to actually speak of more sustainable food rather than sustainable food in order to indicate that it is a proportionally sustainable product. The emphasis is on the process towards sustainable. Below labels or marks are examples of sustainable food products, recognized by MinAg: Beter Leven: Organic: FAIRTRADE/Ma Label Rouge: MSC: x Havelaar: Milieukeur: Rainforest Scharrelvlees: UTZ Certified: Vrije Uitloop: Alliance: In the Netherlands, spending on sustainable food in 2011 totaled 1.75 billion Euros, up by 410 million Euros compared to 2010. Total spending on food, including sustainable food, amounted 38.9 billion Euros in 2011. Table 6: Spending on sustainable food products, per label/mark, million Euros Label/Mark: 2010: 2011: Change in percentage: Beter Leven 153.6 295.3 92.3 Organic 668.5 802.9 20.1 FAIRTRADE/Max Havelaar 155.9 188.3 20.8 Label Rouge 0.8 1.2 50.0 MSC 111.3 130.5 17.3 Milieukeur 31.4 30.1 -4.1 Rainforest Alliance 98.0 97.8 -0.2 Scharrelvlees 0.2 1.7 750.0 UTZ Certified 214.5 328.0 52.9 Vrije Uitloop 8.0 4.3 -46.3 Total 1,442.2 1,880.1 30.4 Products with more than 1 label or mark 102.3 131.5 28.5 Total 1,339.9 1,748.6 30.5 Source: Ministry of Economic Affairs, Agriculture and Innovation What are the most recent developments per label/mark? Beter Leven: The Beter Leven (or Better Life) is a system by the Dutch Society for the Protection of the Animals (or Dierenbescherming) which is widely accepted in the market. The amount of stars indicates the level of animal welfare friendly, http://beterleven.dierenbescherming.nl/ Organic: On July 1, 2010, the use of the EU organic logo became mandatory for prepackaged organic food produced in the EU. It may be accompanied by national (EKO) or private logos, http://www.eko-keurmerk.nl/. FAIRTRADE/Max Havelaar: This mark continues to demonstrate growth.
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]
  • 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]
  • Trade for Development Centre - BTC (Belgian Development Agency)
    Trade for Development Centre - BTC (Belgian Development Agency) 1 Trade for Development Centre - BTC (Belgian Development Agency) Author: Facts Figures Future, http://www.3xf.nl Managing Editor: Carl Michiels © BTC, Belgian Development Agency, 2011. All rights reserved. The content of this publication may be reproduced after permission has been obtained from BTC and provided that the source is acknowledged. This publication of the Trade for Development Centre does not necessarily represent the views of BTC. Photo courtesy: © iStockphoto/Mediaphotos Cover: © CTB Josiane Droeghag 2 Trade for Development Centre - BTC (Belgian Development Agency) ......................................................................................................................................... 3 ............................................................................................................................ 4 .................................................................................................................... 5 1.1 Consumption .................................................................................................................... 5 1.2 Imports .............................................................................................................................. 5 1.3 Supplying markets ........................................................................................................... 5 1.4 Exports .............................................................................................................................
    [Show full text]
  • Datecdec Situation Du Projet Projet Decis Cdec Recours
    '$7(&'(& 6,78$7,21 352-(7 '(&,6 5(&2856 '$7(&1(& '(&,6 &1(& '8352-(7 &'(& Extension de 3200 m² la surface de vente du magasin BRIE COMTE ROBERT – ZAC du LEROY MERLIN à BRIE COMTE ROBERT Tuboeuf -ZAC du Tuboeuf, rue de la Butte au Berger- selon la DXWRULVDWLRQ répartition suivante : PðH[WpULHXUV (par le libre accès de la clientèle dans la cour de matériaux agrandie de 323 m²) et PðSRXUOHPDJDVLQ (la surface couverte passera de 5800 m² à 6200 m², la surface extérieure sera de 2800 m² , la surface de show room de 195 m² est inchangée ) La surface de vente globale passera donc de 5995 à 9195 m² (SA LEROY MERLIN France) PROVINS , 15-17 avenue du Extension de 651 m² la surface de vente du magasin Maréchal de Lattre de Tassigny INTERMARCHE (2499 m² après extension) DXWRULVDWLRQ (SA PROVINS DISTRIBUTION (PRODIS) ) PROVINS -3, avenue de la Voulzie Extension de de 300 m² la surface de vente (1000 m² (partie de l’ex local BUT) après extension) du magasin d’équipement de la personne à l’enseigne DEFI MODE DXWRULVDWLRQ (SA JMP EXPANSION) MAREUIL LES MEAUX, lieudit Création d’un ensemble de trois magasins d’une surface de la Hayette, 79, rue des Montaubans vente totale de 1880 m² comprenant un magasin à (ancien site JARDILAND) l’enseigne MAXI TOYS (jeux et jouets) de 800 m², un DXWRULVDWLRQ magasin à l’enseigne AUBERT (puériculture et layette) de 550 m² et un magasin à l’enseigne CASA (arts de la table et décoration) de 530 m² (Sarl PAGESTIM) '$7(&'(& 6,78$7,21 352-(7 '(&,6 5(&2856 '$7(&1(& '(&,6 &1(& '8352-(7 &'(& extension de 290 m² la surface de vente (1440 m² après DAMMARIE LES LYS extension) du magasin de meubles FLY –Rue A.
    [Show full text]
  • Producer/Retailer Contractual Relationships in the Fishing Sector : Food Quality, Procurement and Prices Stéphane Gouin, Erwan Charles, Jean-Pierre Boude
    Producer/retailer Contractual Relationships in the fishing sector : food quality, procurement and prices Stéphane Gouin, Erwan Charles, Jean-Pierre Boude, . European Association of Fisheries Economists To cite this version: Stéphane Gouin, Erwan Charles, Jean-Pierre Boude, . European Association of Fisheries Economists. Producer/retailer Contractual Relationships in the fishing sector : food quality, procurement and prices. 16th Annual Conference of the European Association of Fisheries Economists, European Association of Fisheries Economists (EAFE). FRA., Apr 2004, Roma, Italy. 15 p. hal-02311416 HAL Id: hal-02311416 https://hal.archives-ouvertes.fr/hal-02311416 Submitted on 7 Jun 2020 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. Distributed under a Creative Commons Attribution - NonCommercial - NoDerivatives| 4.0 International License t XVIth Annual EAFE Conference, Roma, April 5-7th 2004 I EAFE, Romu, April 5-7th 2004 Producer/retailer Contractual Relationships in the fTshing sector : food quality, procurement and prices Gouin 5., Charles 8., Boude fP. Agrocampus Rennes Département d'Economie Rurale et Gestion 65, rue de Saint Brieuc CS 84215 F 35042 Rennes cedex gouin@agrocampus-rennes. fr boude@agrocampus-rennes. fr and *CEDEM Université de Bretagne Occidentale 12, rue de Kergoat BP 816 29285 Brest cedex erwan.
    [Show full text]
  • Healthier, Tastier Food
    HEALTHIER, TASTIER FOOD. NB: FOR OPTIMUM NAVIGATION, PLEASE DOWNLOAD AND VIEW THIS PDF IN ADOBE ACROBAT. ANNUAL REPORT 2021 CONTENTS STRATEGIC REPORT 2 Our purpose Our business today 10 At a glance 12 Chair’s statement 14 Chief Executive’s review 20 Our world 22 Our business model 24 Our strategy 26 Key performance indicators Review of the year 32 Food & Beverage Solutions 36 Primary Products 40 Innovation and Commercial Development 42 Global Operations 44 Chief Financial Officer’s introduction 46 Group financial review 50 Our people 53 Equity, diversity and inclusion 54 Community involvement 56 Environment, health and safety 66 Task Force on Climate-related Financial Disclosures 68 Risk Report GOVERNANCE 80 Board of Directors 84 Executive Committee 86 Corporate governance 101 Nominations Committee Report 104 Audit Committee Report 110 Directors’ Remuneration Report 129 Directors’ Report 131 Directors’ statement of responsibilities FINANCIAL STATEMENTS 134 Independent Auditor’s Report to the members of Tate & Lyle PLC 142 Consolidated income statement 143 Consolidated statement of comprehensive income 144 Consolidated statement of financial position 145 Consolidated statement of cash flows 146 Consolidated statement of changes in equity Tate & Lyle is a global 147 Notes to the consolidated financial statements provider of ingredients 194 Parent Company financial statements and solutions for the USEFUL INFORMATION 202 Group five-year summary 204 Additional information food, beverage and 205 Information for investors 207 Glossary industrial markets. 208 Definitions/explanatory notes DOWNLOAD THE FULL ANNUAL REPORT 2021 Download at www.tateandlyle.com STRATEGIC REPORT NB: FOR OPTIMUM NAVIGATION, PLEASE DOWNLOAD AND VIEW THIS PDF IN ADOBE ACROBAT.
    [Show full text]
  • Romania: Retail Food Sector
    THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Voluntary - Public Date: 2/6/2017 GAIN Report Number: RO1703 Romania Post: Bucharest Retail Food Sector Report Categories: Retail Foods Approved By: Russ Nicely Prepared By: Ioana Stoenescu Report Highlights: Over the last three years, Romania has seen strong positive growth, with encouraging developments in the economic and policy areas, becoming one of the most attractive markets in Southeastern Europe. After just a few notable events during 2015, the Romanian retail market experienced remarkable growth in 2016 reaching 2,000 stores operated by international retailers. As modern retail systems grow, exports of U.S. processed and high value foods to Romania will continue to expand. In 2015 U.S. agri- food exports to Romania increased by 45 percent from U.S. $96 million to U.S. $139 million over the last year. Romania's food sector is expected to be among the regional best performers during the next five years, with promising market prospects for U.S. exporters such as tree nuts, distilled spirits and wines. General Information: I. MARKET SUMMARY General Information Romania has been a member of the EU since 2007 and a member of NATO since 2004. Within the 28 EU countries, Romania has the seventh largest population, with 19.5 million inhabitants. Romania is presently a market with outstanding potential, a strategic location, and an increasingly solid business climate. Although there is the need for an exporter to evaluate the market in order to assess the business opportunities, exporting to Romania is steadily becoming less challenging than in previous years in terms of the predictability of the business environment.
    [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]
  • DEMO Competitive Analysis Retail
    COMPETITIVE ANALYSIS – DEMO REPORT LARGE RETAILERS IN ROMANIA AUCHAN CORA CARREFOUR 1.1 Auchan 1. General data Company name: Auchan Romania SA Address (headquarters): Str. Barbu Delavrancea 13, Bucharest Phone: +4021 4080107 Fax: +4021 2232024 Web: www.auchan.ro E-mail: [email protected] Year of establishment: 2005 Ownership: Auchan Group 2. Financial data Year/Category Net turnover Average no of Net profit (mil. EUR) employees (mil. EUR) 2010 355.8 3,184 -4.6 2009 307.6 3,103 -9.7 2008 278.4 3,156 -6.7 A FRD Center Market Entry Services Demo Publication www.market-entry.ro 3. Key persons Name Position Contact details Mr. Patrick Espasa General Director Email: [email protected] Mr. Tiberiu Danetiu Marketing Director Email: [email protected] Ms. Mariana Dragan Communication Manager Email: [email protected] Tel: +4 021 4080294 4. Brief profile Auchan Romania is part of the French Group Auchan. Auchan opened its first hypermarket on the Romanian market in 2006. This store is located in Bucharest (in the Titan area) and has the surface of over 16,000 sqm. The store records a daily traffic of 30,000 – 45,000 persons and registers the biggest sales in the Auchan network in Romania. At present, Auchan has nine hypermarkets in Romania, located in Bucharest (two stores – in the Titan and Militari areas), Pitesti, Targu Mures, Cluj Napoca, Suceava, Timisoara, Constanta and Craiova. The Auchan hypermarket in Cluj Napoca was opened in November 2007, with an investment of 40 million EUR. The store is located in the Iulius Mall, has the surface of some 10,000 sqm and offers over 45,000 products.
    [Show full text]
  • Second Harvest Food Bank Receives Donation from Food Lion Feeds Charitable Foundation
    News Release Contact: Chris Davis (910) 485-6131 [email protected] January 27, 2020 Second Harvest Food Bank Receives Donation from Food Lion Feeds Charitable Foundation FAYETTEVILLE, NORTH CAROLINA – Second Harvest Food Bank of Southeast North Carolina has received $10,000 from the Food Lion Feeds Charitable Foundation just in time to help feed area residents. Second Harvest Food Bank of Southeast North Carolina will use the gift to provide additional meals for neighbors in need who face daily hunger. "We would like to thank Food Lion Feeds Charitable Foundation for its commitment to serve and support food banks. Ending hunger is a cause that we both share," said Interim Director Cortez Phillip. The gift will fund programs assisting children, individuals and families who will benefit by receiving wholesome, nutritious food. Second Harvest Food Bank of Southeast North Carolina, a program of Action Pathways, Inc., works tirelessly to fight hunger one day at a time. Its mission is to feed, advocate, educate, and develop partnerships to meet the nutritional needs of the community by way of solicitation and distribution of healthy foods. Currently, Second Harvest Food Bank secures, stores, and distributes more than 13 million pounds of food annually. About The Food Lion Feeds Charitable Foundation The Food Lion Feeds Charitable Foundation is the philanthropic arm of Food Lion, based in Salisbury, N.C. Established in 2001, the Food Lion Feeds Charitable Foundation provides financial support for programs and organizations dedicated to eliminating hunger. The charitable foundation has provided more than $12 million in grant funding helping to nourish communities with fresh food for backpack programs, Kids Café's, and other hunger-relief programs as well as funding for long-term programs to help shorten the lines at food banks.
    [Show full text]
  • The New Competitive Advantage: Customer Experience Excellence 2 Contents
    1 The New Competitive Advantage Customer Experience EXCELLENCE The Romanian Market 2019 Customer Experience Analysis kpmg.ro The New Competitive Advantage: Customer Experience Excellence 2 Contents The 6 Pillars of foreword Customer 4 Experience 6 Key Methodology 8 findings 2019 11 Top 10 B2C Brands Sector 12 snapshots 18 The New Competitive Advantage: Customer Experience Excellence 3 KPMG 38 Customer Employee Experience Insight drives Customer Experience 42 Test your CX Digital 46 readiness 48 2019 The KPMG Best B2C Customer in Romania Experience 50 practice The New Competitive Advantage: Customer Experience Excellence 4 Ramona Jurubiță Country Managing Partner Our Global 2019 Customer Excellence research has showed that in the context of a VUCA world customer experience excellence is the result of intentional, well-assessed and planned interventions. It has also showed that there are three defining and competitively advantageous characteristics of customer focused companies: They are customer led They are insight driven They practice customer foresight to anticipate customer needs Not surprisingly, we see these characteristics in the champions of the Romanian market. At the same time, our research shows the challenges and opportunities that many brands are facing today, most of which cluster around gaps to be filled within the 6 Pillars framework. We are happy to share these findings with you and contribute to improving the customer centric philosophy and management on the Romanian market. Romania has experienced significant economic growth in recent years. This growth has mainly been driven by private consumption and companies have experienced a post-crisis golden era. The effect on customer experience, in general, has been mixed.
    [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]