Romania: Retail Food Sector
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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. -
Why Paris Region Is the #1 Destination on the Planet: with 50 Million Visitors Each Year, the Area Is Synonymous with “Art De Vivre”, Culture, Gastronomy and History
Saint-Denis Basilicum and Maison de la Légion d’Honneur © Plaine Commune, Direction du Développement Economique, SEPE, Som VOSAVANH-DEPLAGNE - Plain of Montesson © CSAGBS-EDesaux - La Défense Business district © 11h45 for Defacto - Campus © Ecole Polytechnique Paris/Saclay. J. Barande - © Ville d’Enghien-les-Bains - INSEAD Fontainebleau © Yann Piriou - Charenton-le-Pont – Ivry-sur-Seine © ParisEstMarne&Bois - Bassin de La Villette, Paris Plages © CRT Ile-de-France - Tripelon-Jarry Welcome to Paris Region Paris Region Facts and Figures 2020 lays out a panorama of the region’s economic dynamism and social life, Europe’s business positioning it among the leading regions in Europe and worldwide. & innovation With its fundamental key indicators, the brochure “Paris Region Facts and powerhouse Figures 2020” is a tool for decision and action for companies and economic stakeholders. It is useful to economic and political leaders of the region and to all those who want to have a global vision of this dynamic regional economy. Paris Region Facts and Figures 2020 is a collaborative publication produced by Choose Paris Region, L’Institut Paris Region and the Paris Île-de-France Regional Chamber of Commerce and Industry. Jardin_des_tuileries_Tour_Eiffel_01_tvb CRT IDF-Van Biesen Table of contents 5 Welcome to Paris Region 27 Digital Infrastructure 6 Overview 28 Real Estate 10 Population 30 Transport and Mobility 12 Economy and Business 32 Logistics 18 Employment 34 Meetings and Exhibitions 20 Education 36 Tourism and Quality of life 24 R&D and Innovation Paris Region Facts & Figures 2020 Welcome to Paris Region 5 A dynamic and A business fast-growing region and innovation powerhouse Paris Region, The Paris Region is a truly global region which accounts for 23.3% The highest GDP in the European of France’s workforce, 31% of Union (EU28) in billions of euros. -
Communication and PR in Crisis Situations
Theoretical and Applied Economics FdraganF Volume XXIII (2016), No. 3(608), Autumn, pp. 361-370 Communication and PR in crisis situations Claudia Elena PAICU Bucharest University of Economic Studies, Romania [email protected] Laurențiu Gabriel FRÂNCU Bucharest University of Economic Studies, Romania [email protected] Abstract. Nowadays, more than ever, society is a genuine environment for conducting organizational identity and image. Organizational identity proves to be a central element of the activities and organizational strategies. However, organizations can not hide behind images and brands of its own portfolio. If the organization would be wrong, surely this will be felt strongly at the image and at the organizational identity and also at the level of publics, including here consumers, suppliers, shareholders, employees and the community generally. Therefore, it is important to understand that, in times of crisis, communications and PR programs must be thought and targeted both externally, by organizational branding, and internal, through a program of vision. But these are two directions intertwining, so that organizational branding will be felt internal, inspired by the internal values and the organizational culture, and the vision will be the one who is going to transmit the corporate identity to external publics. This article aims to analyze, from this perspective, one of the latest image crisis, in the auto market, the one of the German producer Volkswagen. Keywords: communication, public relations, organizational branding, image crisis, competitiveness. JEL Classification: D00; M14; M21; M31. 362 Claudia Elena Paicu, Laurențiu Gabriel Frâncu Introduction The communication and PR programs are designed and implemented from an internal and external perspective. -
Ex-Post Evaluation of the Schengen Part of the Temporary Cash-Flow and Schengen Facility 2007-2009 for Bulgaria and Romania
Ex-post evaluation of the Schengen part of the temporary Cash-flow and Schengen Facility 2007-2009 for Bulgaria and Romania Case studies - Romania mmmll Ex-post evaluation of the Schengen part of the temporary Cash-flow and Schengen Facility 2007-2009 for Bulgaria and Romania – Case srtudies - ROMANIA Table of Contents Table of Contents .............................................................................................. 2 Case study Methodology ..................................................................................... 6 Case study profiles ...........................................................................................10 RO 1 - Objective 1: Increasing naval and terrestrial mobility of the Romanian Border Police: river and maritime patrol ships; pontoons, terrestrial vehicles .....................15 Key Findings .................................................................................................15 Description and background ............................................................................16 Relevance .....................................................................................................21 Effectiveness .................................................................................................21 Efficiency ......................................................................................................27 Complementarity ...........................................................................................30 Sustainability ................................................................................................33 -
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. -
Out of Sight: Modern Slavery in Pacific Supply Chains of Canned Tuna
Out of Sight: Modern Slavery in Pacific Supply Chains of Canned Tuna A SURVEY & ANALYSIS OF COMPANY ACTION 02 Out of Sight: Modern Slavery in Pacific Supply Chains of Canned Tuna Table of Contents 03 Executive Summary 07 Company Evaluation 08 Company Survey 09 Context: Pacific Tuna Industry ▌ Fishing in the Pacific ▌ Drivers of Abuse ▌ Fishing Industry Practices ▌ Workforce Characteristics ▌ Legal Standards in the Fishing Industry ▌ Multi-Stakeholder Initiatives 15 Survey Findings ▌ Policies & Public Human Rights Commitments ▌ Due Diligence & Supply Chain Awareness ▌ Practical Actions to Address Modern Slavery in Supply Chains ▌ Remediation, Grievance Mechanisms & Reported Complaints ▌ Overcoming Obstacles ▌ External Stakeholder Engagement 23 Conclusion 25 Appendix: Company Responses & Non-Responses Out of Sight: Modern Slavery in Pacific Supply Chains of Canned Tuna 03 Executive Summary The Pacific is home to the world’s largest tuna fisheries, providing almost 60% of the world’s tuna catch, worth US$22 billion (out of US$42 billion globally) in 2016, and demand is growing. Yet reports of severe human rights abuses, including forced labour, slavery, human trafficking and child labour, are rife. Modern slavery is endemic in this industry, where the tuna supply chain is remote, complex and opaque. Few stories leak out about conditions but, when they do, they are often horrendous: with migrant workers bought and sold as unpaid slaves, and tossed overboard if they complain or get injured. In this context of abuse, the buyers – canned tuna companies and supermarkets – have an obligation to ensure their supply chains are not infested with slavery. Increasingly, they also have legal obligations under UK and Australian modern slavery laws. -
Ford Motor Company [email protected]
January 30, 2015 Jerome F. Zaremba Ford Motor Company [email protected] Re: Ford Motor Company Incoming letter dated December 17, 2014 Dear Mr. Zaremba: This is in response to your letter dated December 17, 2014 concerning the shareholder proposal submitted to Ford by Carl Olson. We also have received a letter from the proponent dated December 19, 2014. Copies of all of the correspondence on which this response is based will be made available on our website at http://www.sec.gov/divisions/corpfin/cf-noaction/14a-8.shtml. For your reference, a brief discussion of the Division’s informal procedures regarding shareholder proposals is also available at the same website address. Sincerely, Matt S. McNair Special Counsel Enclosure cc: Carl Olson ***FISMA & OMB MEMORANDUM M-07-16*** January 30, 2015 Response of the Office of Chief Counsel Division of Corporation Finance Re: Ford Motor Company Incoming letter dated December 17, 2014 The proposal requests that the board publish a report that provides the information specified in the proposal. There appears to be some basis for your view that Ford may exclude the proposal under rule 14a-8(i)(7), as relating to Ford’s ordinary business operations. Accordingly, we will not recommend enforcement action to the Commission if Ford omits the proposal from its proxy materials in reliance on rule 14a-8(i)(7). In reaching this position, we have not found it necessary to address the alternative basis for omission upon which Ford relies. Sincerely, Justin A. Kisner Attorney-Adviser DIVISION OF CORPORATION FINANCE INFORMAL PROCEDURES REGARDING SHAREHOLDER PROPOSALS The Division of Corporation Finance believes that its responsibility with respect to matters arising under Rule 14a-8 [17 CFR 240.14a-8], as with other matter under the proxy rules, is to aid those who must comply with the rule by offering informal advice and suggestions and to determine, initially, whether or not it may be appropriate in a particular matter to recommend enforcement action to the Commission. -
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 ............................................................................................................................. -
All at Sea an EVALUATION of COMPANY EFFORTS to ADDRESS MODERN SLAVERY in PACIFIC SUPPLY CHAINS of CANNED TUNA
All at sea AN EVALUATION OF COMPANY EFFORTS TO ADDRESS MODERN SLAVERY IN PACIFIC SUPPLY CHAINS OF CANNED TUNA MARCH 2021 All at sea March 2021 2 Contents Executive summary �� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 3 Key findings � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 5 Company evaluation� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 6 Our investigation� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 7 Company surveys � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 7 Fisher engagement �� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 8 Context �� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 9 Abuses persist in the Pacific tuna industry �� � � � � � � � � � � � � � � � 9 COVID-19 impacts �� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 11 Fisher testimonies �� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �13 2021 survey findings � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �15 Policies & public human rights commitments �� � � � � � � � � � � 15 Due diligence, supply chain & risk awareness � � � � � � � � � � � � 16 Practical actions to address modern slavery� � � � � � � � � � � � � � 19 Company remediation & grievance -
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.