DOCSLIB.ORG

(COVID-19): Impact on Global Convenience Trends

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

Post-coronavirus (COVID-19): impact on global convenience trends May 2020 © IGD 2020 Image source: 7-Eleven Introduction This insight presentation was prepared by: Charles Chan Rachel Sibson Senior Retail Analyst Retail Analyst [email protected] [email protected] At the start of 2020, we highlighted five global trends we believed would shape the development of convenience stores globally in the short term. While our trends remain relevant, the retail landscape has, with Coronavirus (COVID- 19), undergone major changes. The pandemic has impacted consumer behaviour and the strategies of suppliers and retailers. Our own data for the UK, US and China presents a mixed picture for growth through 2020 as a result of COVID-19. Therefore convenience operators have implemented measures to ensure shoppers can safely access food and consumer goods to ensure the channel remains relevant. This report highlights how COVID-19 has evolved or accelerated our global convenience trends, using case studies for inspiration and providing insight on how you can respond. © IGD 2020 Source: IGD Research Content 1 Executive Summary 2 Convenience channel forecasts 3 Five global convenience trends 4 Areas to watch: North America, Europe and Asia 5 Key short to medium term implications © IGD 2020 Source: IGD Research Page 3 Executive summary Redefining Tech enabling Going beyond c- Stronger health Better minimart product range convenience store retailing focus and local stores • Convenient • Automated • New innovative • Fresh-focused • Urban local stores shopper-led payment solutions tailored formats store concepts merchandising • Community- • “Just walk-out” • Targeting new • Expanding health focused initiatives • Stronger frozen, technology and missions and and wellness prepared dishes • Serving wider frictionless stores offering new ranges and food for later community needs solutions • Delivering on- • Responding to new • Non-food demand and the • Modular health trends categories last mile convenience stores emerging Acceleration Adaptation Adaptation Adaptation Acceleration • Increased • Practical formats • Greater focus on • Changes to • A preference to adoption of tech over experiential core ranges packaging, support and shop to enable in the short to especially fresh at local stores contact-free medium term • Rise in meal and bakery, and • Stronger support shopping solutions and • Reallocating frozen products how these are to the community • More operators space in-store, served. • Urban stores partnering but some • Snacking • Temporary pivot most adversely delivery temporary store opportunities in towards health- impacted by providers closures the home related services lockdown in many markets © IGD 2020 Source: IGD Research Page 4 Convenience channel forecasts: US, China, UK 2020 2020 convenience shares: values in local currency 21.6% 21.6% 21.7% 21.7% 16.0% 15.4% 15.3% 15.1% 10.3% 9.6% 9.4% 9.3% -4.8bn -4.6bn -3.9bn -84.4bn -106.9bn -123.8bn +1.5bn +1.8bn +2.1bn USA China UK pre-COVID-19 Low Medium High This forecast builds on IGD’s pre-COVID market and channel estimates and provides a point-in-time view on the potential shifts in context of three scenarios for the US, China and the UK. More data and insight on other grocery channels can be found here. Convenience appears in different forms around the world. In USA, a large proportion of convenience stores are at gas stations, which has seen a significant decline in footfall, driven by the lack of travel. In China, convenience chains are seeing bigger basket sizes, but this has been offset by some temporary store closures and shoppers’ preference to shop online. In the UK, more trips and larger top ups, along with new main shop missions will drive growth. Just in these 3 markets you can see the mixed picture for the future of convenience, post COVID-19. Hence the need to respond. © IGD 2020 Source: IGD Research Page 5 Five global convenience trends Technology enabling convenience Going beyond c-store retailing Redefining product range Stronger health focus Better minimart and local stores © IGD 2020 Source: IGD Research Page 6 Technology enabling convenience Partnering with service providers Shopper use of apps soaring On-demand restaurant delivery Convenience store ordering platform, Snappy Shopper revealed that stores Speed and efficiency of service has company, DoorDash, is evolving its selling through its app increased by a always been particularly important in the business model to offer delivery from factor of five. The number of convenience channel. convenience stores, e.g. 7-Eleven, Wawa, Casey’s General Store, and customers using the app increased Following the outbreak of COVID-19, the Circle K. by 360% and the value of sales need to make shopping frictionless has through it jumped by 520%. become even more important. We have seen retailers use technology and digital commerce to encourage contact-free and cashless shopping and contactless delivery. To reach shoppers unable to physically visit stores, we have seen many retailers partner with service and on-demand fulfilment platforms to deliver their goods. Strengthening fulfilment capability Contact-free shopping With many consumers staying at Loyalty marketing platform, Liquid home and using online shopping, Barcodes, launched a “pre-order and Columbia’s market leader, D1 has pre-pay” technology solution. It partnered with two third party last enables shoppers to order products mile delivery services Mi Aguila and from their smartphone or computer, Picap, to offer home delivery. choose a (partner) store location and pickup time, and pay for the order. © IGD 2020 Source: IGD Research Image sources: Liquid Barcodes, Snappy Shopper, DoorDash, D1 Page 7 Going beyond c-store retailing Combined store formats Improving accessibility JD opened its first JD Convenience FamilyMart introduced two new Store with an in-store bakery in We expect the development of experiential models to improve accessibility. Beijing. Products like doughnuts and convenience formats to slow down FamilyMart Corner is a colourful food bread are baked onsite. The aim is to because of COVID-19. and drinks container mart while offer combined store formats to meet automatic vending machines installed However, retailers will remain committed the diversified needs of shoppers in outside selected stores offer to delivering products and services that the ‘new normal’. convenience to consumers on the go. extend into areas beyond conventional shopping missions associated with convenience. Retailers are reallocating space and adjusting how they trade. Practical stores that can be rolled out quickly, targeting specific missions have also arisen, while so have formats and initiatives that keep both staff and shoppers safe. Elements like leisure, restaurants, seating, Alternative dine-in options Pop-up stores dining areas have been removed / 7-Eleven’s Night Market On-Line Tesco opened pop-up stores at NHS temporarily stopped. allows consumers to stay at home and Nightingale sites across the UK to give conveniently order Taiwanese snacks healthcare workers easy access to and meals. The retailer is promoting food and essential household items. the service on social media and using The first store opened at the ExCel ‘online big sale(s)’ to engage new Centre in London. customers. © IGD 2020 Source: IGD Research Image sources: Tesco, FamilyMart, JD, 7-Eleven Page 8 Redefining product range Foodservice partnerships Dine at home experiences Alfamart partnered with famous Fresh the Good Food Market COVID-19 has reshaped, although Filipino fast food chain Jollibee to partnered with two Dublin probably only temporarily, what products offer marinated frozen chicken cut- restaurants to bring customers a are available in convenience stores ups, enabling shoppers to recreate cook at home dining experience. The globally. the Jollibee experience at home. two BBQ meal kit boxes were prepared by ASADOR and PRADO. ‘Top up’ missions have increased, plus there are more regular shopping trips. While daily visits to convenience stores for ready-to-eat and beverages in many markets in Asia, for example, have shifted towards products that can be consumed in the home. Retailers have also partnered with foodservice brands to bring dining out experiences inside the home. Focusing on core essentials Limiting items per shopper Lawson is expanding its readymade Around the world convenience side dishes for evening meals. It is retailers introduced limits to the strengthening its range of long-life number of products shoppers can buy staple goods, geared towards the trend to maintain supply. These limits are of remaining at home for long periods, on staple items, or across the entire e.g. frozen foods, instant noodles, range depending on the retailer. retort packaged food and tins. © IGD 2020 Source: IGD Research Image sources: Alfamart Page 9 Stronger heath focus Precautionary measures for fresh Health-related products 7-Eleven implemented measures for 7-Eleven worked with startup Historically, shoppers have often its fresh food offer. All self-serve fresh NGOHub to provide supplies to the prioritised convenience and time food items are now clerk-served, fresh elderly, e.g. supplements and hand optimisation at the expense of health or bakes goods are sold pre-packaged, sanitisers. It also partnered Lucence price in convenience retailing. and fresh condiment bars are replaced to donate 2,000 saliva collection test with pre-packaged condiments. kits to the Health Ministry. This notion, however, has
Recommended publications
  • Fuel Forecourt Retail Market

    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.
  • 2017 Food Retail Sectoral Report Retail Foods Philippines

    2017 Food Retail Sectoral Report Retail Foods Philippines

    THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Required Report - public distribution Date: GAIN Report Number: 1724 Philippines Retail Foods 2017 Food Retail Sectoral Report Approved By: Ralph Bean Prepared By: Joycelyn Claridades-Rubio Report Highlights: The growing expansion and increase in sales of food retailers in the Philippines creates opportunities for more exports of U.S. high-value, consumer-oriented food and beverage products. Driven by a growing population, strong domestic consumption, and a buoyant economy, the food retail sector reached a growth of $45.3B in sales in 2016, a 4% increase from $43.5 in 2015. Post: Manila General Information: I. Overview of the Philippine Market The Philippines is the largest market in Southeast Asia for U.S. consumer-oriented food and beverage (f&b) products and one of the fastest growing markets in the world, importing $923.4 billion in U.S. f&b products in 2016. A mature market with growing demand for consumer-oriented products, the United States remains the Philippines’ largest supplier for food, beverage and ingredient products. Ranked as the 11th largest export market for U.S. high-value, consumer-oriented products, the Philippines imported $716.1 million from January through September 2017. Based on the chart below, the United States remains the largest supplier with fifteen percent (15%) market share, followed by China (9%), Indonesia and New Zealand (10%), and Thailand (8%). Total imports of consumer-oriented food grew annually by an average of 10%. Chart 1 – Market Share of Consumer-Oriented Products in the Philippines Per Country The Philippines has a strong preference for U.S.
  • CHAPTER I INTRODUCTION 1.1 Research Object Overview 1.1.1.1

    CHAPTER I INTRODUCTION 1.1 Research Object Overview 1.1.1.1

    CHAPTER I INTRODUCTION 1.1 Research Object Overview 1.1.1.1 An overview of PT Sumber Alfaria Trijaya Tbk Founded in 1989 by Djoko Susanto and family, PT Sumber Alfaria Trijaya Tbk (Alfamart/Company) started business in the field of trade and distribution. In 1999, it expanded the business to minimarket. Exponential expansion began in 2002 with the acquisition of 141 Alfa Minimart outlets and a new name ‘Alfamart’ (PT Sumber Alafaria Trijaya Tbk Annual Report, 2013). Currently, Alfamart is at the forefront of the retail business, serving more than 2.7 million customers each day in more than 8,500 stores across Indonesia. Supported by more than 90,000 employees, Alfamart is currently one of the largest job providers in Indonesia (PT Sumber Alafaria Trijaya Tbk Annual Report, 2013). Alfamart carries out its vision, mission and philosophy to be a community store. Therefore, in addition to trying to meet the needs and convenience of the customer by providing basic needs at affordable prices, convenient shopping place as well as an easily accessible location (PT Sumber Alafaria Trijaya Tbk Annual Report, 2013). The Company is also seeks to improving the community welfare through Corporate Social Responsibility programs based on 6 pillars: Alfamart Care, Alfamart Smart, Alfamart Sport, Alfamart Clean and Green, Alfamart SME’s and Alfamart Vaganza. In addition, Alfamart also empowers local people and institutions through franchising schemes that give rise to new entrepreneurs and new jobs (PT Sumber Alafaria Trijaya Tbk Annual Report, 2013). Alfamart committed to fostering a service culture at each organizational level and for every stakeholder.
  • Completed Acquisition by Co-Operative Foodstores Limited of Eight My Local Grocery Stores from ML Convenience Limited and MLCG Limited

    Completed Acquisition by Co-Operative Foodstores Limited of Eight My Local Grocery Stores from ML Convenience Limited and MLCG Limited

    Completed acquisition by Co-operative Foodstores Limited of eight My Local grocery stores from ML Convenience Limited and MLCG Limited Decision on relevant merger situation and substantial lessening of competition ME/6625/16 The CMA’s decision on reference under section 22(1) of the Enterprise Act 2002 given on 19 October 2016. Full text of the decision published on 10 November 2016. Please note that [] indicates figures or text which have been deleted or replaced in ranges at the request of the parties for reasons of commercial confidentiality. CONTENTS Page SUMMARY ................................................................................................................. 2 ASSESSMENT ........................................................................................................... 3 Parties ................................................................................................................... 3 Transaction ........................................................................................................... 4 Jurisdiction ............................................................................................................ 4 Counterfactual....................................................................................................... 5 Frame of reference ............................................................................................... 7 Competitive assessment ..................................................................................... 11 Third party views ................................................................................................
  • Attitudes of Consumers, Retailers and Producers to Farm Animal Welfare

    Attitudes of Consumers, Retailers and Producers to Farm Animal Welfare

    Attitudes of Consumers, Retailers and Producers to Farm Animal Welfare edited by Unni Kjærnes, Mara Miele and Joek Roex WELFARE QUALITY REPORTS NO. 2 This report is dedicated to the memory of Jonathan Murdoch. Welfare Quality Reports Edited by Mara Miele and Joek Roex School of City and Regional Planning Cardiff University Glamorgan Building King Edward VII Avenue Cardiff CF10 3WA Wales UK Tel.: +44(0)292087; fax: +44(0)2920874845; e-mail: [email protected] January 2007 The present study is part of the Welfare Quality research project which has been co- financed by the European Commission, within the 6th Framework Programme, contract No. FOOD-CT-2004-506508. The text represents the authors’ views and does not necessarily represent a position of the Commission who will not be liable for the use made of such information. © Copyright is with the authors of the individual contributions. ISBN 1-902647-73-4 ISSN 1749-5164 CONTENTS Preface iii PART I Farm Animal Welfare and Food Consumption Practices: Results from Surveys in Seven Countries (edited by Unni Kjærnes and Randi Lavik) 1 Introduction to Part I 1 2 Background and Research Questions 3 3 Methods 9 4 People Are Interested but Not Necessarily Worried 11 5 Considerations of Animal Friendliness When Purchasing Food 17 6 Availability Is a Bigger Problem Than Price 21 7 The Truth-telling of Institutional Actors 23 8 Concluding Remarks to Part I 29 PART II Analysis of the Retail Survey of Products that Carry Welfare-claims and of Non-retailer Led Assurance Schemes whose Logos Accompany Welfare-claims (edited by Emma Roe and Terry Marsden) 9 Introduction to Part II 33 10 Comparative Overview of Animal Welfare Claims 35 11 Welfare Bundling on Packaging 45 12 Comparative Analysis of Non-retailer Led Schemes of Production 51 13 Comparative Analysis of Marketing Schemes of Non-retailer Led 59 Assurance Schemes 14 Conclusions to Part II 65 PART III Pig Farmers and Animal Welfare: A Study of Beliefs, Attitudes and Behaviour of Pig Producers across Europe (edited by Bettina B.
  • For the Fuel & Convenience Store Industry

    For the Fuel & Convenience Store Industry

    FOOT TRAFFIC REPORT FOR THE FUEL & CONVENIENCE STORE INDUSTRY Q1 2017 A NEW ERA FOR THE CONVENIENCE STORE As the convenience store industry adapts to meet customer needs and grow market share, location intelligence is becoming increasingly critical to understanding consumer habits and behaviors. GasBuddy and Cuebiq teamed up in the first quarter of 2017 to issue the first foot traffic report for the fuel and convenience store industry. Highlights: GasBuddy and Cuebiq examined 23.5 million consumer trips to the pumps and convenience stores between January 1 and March 31. In Q1, more than half of GasBuddies visited locations within six miles of their homes or places of employment, giving retailers the opportunity to leverage their greatest resource—knowing their customer base—to localize and personalize their product selection. Weekdays between 11:00 a.m. and 1:00 p.m. were highly-trafficked hours in Q1. Convenience stores are poised to lure business away from QSRs and grocery stores now that customers can eat quality meals at the same place and time they choose to fill up their tanks. With filling a gas tank clocking in at an efficient 2-3 minutes, the 73% of GasBuddies who spent more than five minutes at locations in Q1 demonstrated that consumers are likely willing to spend some time in store before or after visiting the pumps. QUARTERLY FOOT TRAFFIC REPORT 1 GasBuddy examined nearly 23.5 million consumer trips to gas Indiana-based gas station and stations and c-stores in Q1 2017 convenience store chain Ricker’s enjoys a loyal GasBuddy customer Which fuel brands captured the base—the nearly 50-station brand highest ratio of footfall per station? captured more than 4x the industry average footfall per location in Q1.
  • Global Vs. Local-The Hungarian Retail Wars

    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.
  • Horticultural Producers and Supermarket Development in Indonesia

    Horticultural Producers and Supermarket Development in Indonesia

    38543 Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Report No. 38543-ID HORTICULTURAL PRODUCERS AND SUPERMARKET DEVELOPMENT IN INDONESIA REPUBLIC OF INDONESIA THE WORLD BANK OFFICE JAKARTA Jakarta Stock Exchange Building Tower II/12th Fl. Jl. Jend. Sudirman Kav. 52-53 Jakarta 12910 Tel: (6221) 5299-3000 Fax: (6221) 5299-3111 Website: http://www.worldbank.org/id THE WORLD BANK 1818 H Street N.W. Washington, D.C. 20433, U.S.A. Tel: (202) 458-1876 Fax: (202) 522-1557/1560 Email: [email protected] Website: http://www.worldbank.org East Asia and Pacific Region Rural Development, Natural Resources and Environment Sector Unit Sustainable Development Department Website: http://www.worldbank.org/eaprural Printed in June 2007 This volume is a product of staff of the World Bank. The findings, interpretations, and conclusions expressed herein do not necessarily reflect the views of the Board of Executive Directors of the World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of the World Bank concerning the legal status of any territory or the endorsement of acceptance of such boundaries. HORTICULTURAL PRODUCERS AND SUPERMARKET DEVELOPMENT IN INDONESIA ABBREVIATIONS AND ACRONYMS AARD Agency for Agricultural Research and Development ACIAR Australian Centre for International Agricultural
  • Merger Control 2018 Seventh Edition

    Merger Control 2018 Seventh Edition

    Merger Control 2018 Seventh Edition Contributing Editors: Nigel Parr & Ross Mackenzie GLOBAL LEGAL INSIGHTS – MERGER CONTROL 2018, SEVENTH EDITION Editors Nigel Parr & Ross Mackenzie, Ashurst LLP Production Editor Andrew Schofi eld Senior Editors Suzie Levy Caroline Collingwood Group Consulting Editor Alan Falach Publisher Rory Smith We are extremely grateful for all contributions to this edition. Special thanks are reserved for Nigel Parr & Ross Mackenzie for all their assistance. Published by Global Legal Group Ltd. 59 Tanner Street, London SE1 3PL, United Kingdom Tel: +44 207 367 0720 / URL: www.glgroup.co.uk Copyright © 2018 Global Legal Group Ltd. All rights reserved No photocopying ISBN 978-1-912509-17-1 ISSN 2048-1292 This publication is for general information purposes only. It does not purport to provide comprehensive full legal or other advice. Global Legal Group Ltd. and the contributors accept no responsibility for losses that may arise from reliance upon information contained in this publication. This publication is intended to give an indication of legal issues upon which you may need advice. Full legal advice should be taken from a qualifi ed professional when dealing with specifi c situations. The information contained herein is accurate as of the date of publication. Printed and bound by CPI Group (UK) Ltd, Croydon, CR0 4YY June 2018 CONTENTS Preface Nigel Parr & Ross Mackenzie, Ashurst LLP General chapter Anti-competitive buyer power under UK and EC merger control – too much of a good thing? Burak Darbaz, Ben Forbes & Mat Hughes, AlixPartners UK LLP 1 Country chapters Albania Anisa Rrumbullaku, CR PARTNERS 19 Australia Sharon Henrick & Wayne Leach, King & Wood Mallesons 24 Austria Astrid Ablasser-Neuhuber & Gerhard Fussenegger, bpv Hügel Rechtsanwälte GmbH 39 Canada Micah Wood & Kevin H.
  • The Abuse of Supermarket Buyers

    The Abuse of Supermarket Buyers

    The Abuse of Supermarket Buyer Power in the EU Food Retail Sector Preliminary Survey of Evidence Myriam Vander Stichele, SOMO & Bob Young, Europe Economics On behalf of: AAI- Agribusiness Accountability Initiative Amsterdam, March 2009 Colophon The Abuse of Supermarket Buyer Power in the EU Food Retail Sector Preliminary Survey of Evidence Myriam Vander Stichele (SOMO) & Bob Young (Europe Economics) March 2009 Funding: This publication is made possible with funding from The Dutch Ministry of Foreign Affairs via SOMO and DGOS (Belgian Directorate General for Development Cooperation) via Vredeseilanden (VECO). Published by: AAI - Agribusiness Action Initiatives, formerly called Agribusiness Accountability Initiative The authors can be contacted at: SOMO Sarphatistraat 30 1018 GL Amsterdam The Netherlands Tel: + 31 (20) 6391291 Fax: + 31 (20) 6391321 E-mail: [email protected] Website: www.somo.nl This document is licensed under the Creative Commons Attribution-NonCommercial-NoDerivateWorks 2.5 License. The Abuse of Supermarket Buyer Power in the EU Food Retail Sector 2 Contents Contents ..........................................................................................................................3 Summary .........................................................................................................................4 Introduction.....................................................................................................................6 1. Abusive buyer power problems are being discussed in many fora while a comprehensive
  • Booker Symbol Retail

    Booker Symbol Retail

    Booker Symbol Retail Insight on shoppers: insight on stores July 2018 © IGD 2018 The UK’s biggest symbol network Premier the biggest single fascia Now encompassing over 5,600 stores the Booker retail symbol network has twice the number of the next largest symbol group or convenience chain in the UK. Total combined estimated retail sales are now £4.5bn. Operating a portfolio of four fascias Booker Booker symbol retail: store numbers symbol has a breadth of offer to meet the needs of a wide range of differing retailer 2017 2018 change needs comprising: Premier* – flexible entry level package for Premier* 3,332 3,343 +11 small stores with supply from cash & carry depots Londis 1,826 1,957 +131 Londis – fully-serviced package for smaller stores supplied through Booker Retail Budgens 159 226 +67 Partners distribution network Budgens – Tailored support package for Family Shopper 63 75 +12 larger stores including an emphasis on fresh Family Shopper – A value-focused package Total 5,380 5,601 +221 offering neighbourhood discount format © IGD 2018 Source: IGD Research * Includes Premier Express fascia variant Page 2 What defines the Booker retail symbol shopper? Top shopper Top-up is the leading mission across all missions in three fascias Tobacco/lottery/news is the second most frequent mission in Premier and Londis Budgens has significantly the largest incidence of evening meal missions Premier has the highest incidence of food- for-now missions % of shoppers on last trip shopping for Premier Londis Budgens Top-up 45 50 59 Evening meal 15 13 35 Food-for-now 26 15 18 Tobacco/lottery/news 41 42 29 © IGD 2018 Source: IGD ShopperVista Page 3 As Booker looks to the future, and the new possibilities presented by its tie-up with Stores of the Tesco, we visited three of its most recently redeveloped symbol retail stores.
  • OCTOBER 3, 2019 LIVESTOCKWEEKLY.COM $35 PER YEAR Pounds and 37,000 Head the Previous Week

    OCTOBER 3, 2019 LIVESTOCKWEEKLY.COM $35 PER YEAR Pounds and 37,000 Head the Previous Week

    Sheep Markets Mostly Steady Some Higher ® Sheep markets managed to arrest the recent downward spiral as most reported steady to higher prices. Livestock Weekly Estimated domestic produc- tion of lamb and mutton for the week ending September 28 totaled 2.37 million pounds on a slaughter count of 37,000 head as compared to 2.4 million VOL. 71 - NO. 39 SAN ANGELO, TEXAS THURSDAY, OCTOBER 3, 2019 LIVESTOCKWEEKLY.COM $35 PER YEAR pounds and 37,000 head the previous week. Imported lamb and mutton for the week ending September 21, totaled 1105 metric tons or about 2.4 million pounds, which is equal to the domestic production for the same period. At San Angelo medium and large 1-2 feeder lambs weigh- ing 43-48 pounds $200-210, 50-59 pounds $186-202, 63-81 pounds $160-190. Choice 1-2 wooled slaughter lambs 66- 78 pounds $158-164, 85-94 pounds $129-140, 100-123 pounds $120-134. Choice and prime 1-2 hair lambs 48 pounds $216, 53-55 pounds $200-214, 65-69 pounds $180- 194, few averaging 75 pounds $184, 87-96 pounds $122-158, 100-113 pounds $116-128. At New Holland, Penn., NEAR LOVING, Texas, this scene is atypical for much choice and prime 2-3 wooled of the central plains as a hot, dry summer lingers on into lambs weighing 93-99 pounds $200-210, 100-112 pounds what should be fall. Change is coming, a weather system Range Sales brought flooding to eastern New Mexico and parts of the $195-205, choice 1-2 lambs 48-55 pounds $180-190, 62- Texas Panhandle this week.