Green Grocers How Supermarkets Can Help Make Greener Shopping Easier

Total Page:16

File Type:pdf, Size:1020Kb

Green Grocers How Supermarkets Can Help Make Greener Shopping Easier green grocers how supermarkets can help make greener shopping easier Äó=iìÅó=v~íÉë bñÉÅìíáîÉ=ëìãã~êó N ^ÅâåçïäÉÇÖÉãÉåíë tÜ~í=ïÉ=ÇáÇ P qÜÉ=k``Ûë=dêÉÉåáåÖ=pìéÉêã~êâÉíë=éêçàÉÅí qÜÉ=k``Ûë=dêÉÉåáåÖ=pìéÉêã~êâÉíë=`Ü~ääÉåÖÉ Q áë=äÉÇ=Äó=iìÅó=v~íÉë=EäKó~íÉë]åÅÅKçêÖKìâFK qÜÉ=êÉéçêí=Å~êÇë R qÜÉ=k``=ÅçããáëëáçåÉÇ=pìëí~áåI=íÜÉ ~ääá~åÅÉ=Ñçê=ÄÉííÉê=ÑççÇ=~åÇ=Ñ~êãáåÖI=íç qÜÉ=êÉëìäíë NM ÅçåÇìÅí=áåJëíçêÉI=ÜÉäéäáåÉ=~åÇ=ïÉÄëáíÉ NK=`äáã~íÉ=ÅÜ~åÖÉ NN êÉëÉ~êÅÜK=qÜáë=ïçêâ=ï~ë=äÉÇ=Äó=h~íÜ a~äãÉåó=ïáíÜ=dÉãã~=_êó~åI=m~ìä=`äÉÖÖI OK=t~ëíÉW=~Åíáçå=íç=êÉÇìÅÉI=êÉJìëÉ=~åÇ=êÉÅóÅäÉ NS fÇ~=c~ÄêáòáçI=q~ã~êáåÇ=c~äâI=e~åå~Ü=iÉïáëI PK=pìëí~áå~ÄäÉ=ÑáëÜ OM eÉäÉå=p~åÇïÉääI=gçÉ=pÜçêíI=g~ëéÉê=t~ää~ÅÉI wçØ=t~åÖäÉê=~åÇ=e~åå~Ü=táääá~ãëK= QK=pìëí~áå~ÄäÉ=Ñ~êãáåÖ OQ qÜÉ=k``=ïçìäÇ=äáâÉ=íç=íÜ~åâ=wçØ=t~åÖäÉê qÜÉ=ï~ó=Ñçêï~êÇ OT Ñçê=ÜÉê=ÉñéÉêí=ÜÉäé=ïáíÜ=áãéçêí=Ç~í~=~åÇ Å~êÄçå=~å~äóëáëK oÉÑÉêÉåÅÉë=~åÇ=åçíÉë OU qÜÉ=k``=íÜ~åâë=íÜÉ=ÑçääçïáåÖ=éÉçéäÉ=Ñçê ÅçåíêáÄìíáåÖ=íÜÉáê=íáãÉ=~åÇ=éÉêëéÉÅíáîÉë=íç ÇÉîÉäçéáåÖ=~åÇ=êÉîáÉïáåÖ=íÜÉ=êÉëÉ~êÅÜW pìÉ=aáÄÄI=h~íÜ=a~äãÉåóI=`~í=açêÉóI=q~ê~ d~êåÉííI=sáÅâá=eáêÇI=gáää=gçÜåëíçåÉI=_Éêå~êÇ kóã~åI=açìÖä~ë=m~ííáÉI=m~ìä=píÉÉÇã~åI p~ääó=rêÉåI=~åÇ=çíÜÉêëI=áåÅäìÇáåÖ ÅçääÉ~ÖìÉë=~í=íÜÉ=k``K tÉ=~äëç=íÜ~åâ=íÜÉ=êÉí~áäÉêë=Ñçê=éêçîáÇáåÖ ÇÉí~áäë=çÑ=íÜÉáê=Åçãé~åó=éçäáÅáÉëK= qÜÉ=ÅçåíÉåí=çÑ=íÜÉ=êÉéçêí=~åÇ=íÜÉ=îáÉïë ÉñéêÉëëÉÇ=ïáíÜáå=áí=~êÉ=íÜçëÉ=çÑ=íÜÉ=k``K aÉëáÖåÉÇ=Äó=dêÉÖ=píÉîÉåëçå mÜçíçÖê~éÜëW=é~ÖÉë=RI=OP=~åÇ=ÅçîÉê=Ó dêÉÖ=píÉîÉåëçåX= ~ää=çíÜÉêë=í~âÉå=Äó=êÉëÉ~êÅÜÉêë=ÇìêáåÖ=íÜÉ=ëìêîÉóK Executive summary Supermarkets – where most of us choices.This research shows that year two supermarkets had scored an for 31 per cent of the average buy our food – have an important there are further simple things that ‘E’ rating (Morrisons and European household’s impact on role in helping us do our bit for the supermarkets could do to make Somerfield).We also now have three climate change2.This, coupled with environment. Since our last Greening greener choices easier for supermarkets achieving a ‘B’ (M&S, the fact that, according to the supermarkets report in 20061, we have consumers. Sainsbury’s and Waitrose), rather than research organisation IGD, in 2006, seen environmental issues rise higher just one last year (Waitrose). 72 per cent of grocery sales took Our supermarket survey was on the agenda, with announcements place in supermarkets3, means that conducted in April 2007.This year, This year, the availability and from a number of big retailers.These retailers have huge potential to help we continue to rate the top eight promotion of sustainable fish announcements have covered a their customers make greener food retailers in the UK on a range has improved across all the variety of issues, from reductions in choices. of consumer-focused environmental supermarkets.We were disappointed unnecessary packaging to new indicators, covering climate change to see some supermarkets slip in ‘green’ labelling schemes for (seasonal food and light bulbs), waste their ratings for stocking and products, such as carbon labelling Aim higher and recycling, sustainable fish and promoting in-season vegetables and and aeroplane stickers on sustainable farming.The report organic fresh produce.As in 2006, We want to see more supermarkets airfreighted goods. keeps many of the same indicators as no retailer did well across every setting challenging targets on green Supermarkets now face the last year, but with a few small indicator, and each has particular issues.There are some good challenge of turning their plans for changes (see panel, page 2). areas that it could focus on to examples of this, such as the M&S greener practices into reality.The improve its performance. ‘Plan A’. Launched in January 2007 NCC welcomes their commitments along with the company’s 2007 We recognise that supermarkets are and supermarkets’ enhanced focus Better scores annual report, Plan A is a five-year doing good things behind the on green issues. However, some plan that holds M&S to account on We found that there have been scenes, such as cutting the waste supermarkets are doing more than 100 green targets4.We want to see improvements since last year across they send to landfill and converting others in this area and it is yet to be other supermarkets following this the ratings. In particular, we are their store electricity supplies to seen if any retailers have gone far example, providing clarity and pleased to see that this year all the green energy. However, the largest enough to encourage and enable ambition in their targets and supermarkets achieved an overall review of the evidence yet shows consumers to change their reporting annually to improve rating of ‘D’ and above whereas last that the food we eat is responsible behaviour and make greener their ratings for all our indicators. 1 lîÉê~ää=ê~íáåÖëI=OMMT qÜÉ=k``Ûë=dêÉÉåáåÖ=pìéÉêã~êâÉíë=áåÇáÅ~íçêë NK `äáã~íÉ=ÅÜ~åÖÉW=êÉÇìÅáåÖ=`lO Éãáëëáçåë j~êâë=C=péÉåÅÉê b Ä Seasonal food: availability, promotion and signposting of ten in-season p~áåëÄìêóÛë b Ä UK-sourced vegetables. t~áíêçëÉ b Ä ^ëÇ~ b Å Seasonality information: ability of supermarket helplines and websites to b provide information on seasonal produce. qÉëÅç Å b `çJçé Ç Energy-saving light bulbs: the provision and promotion of energy-efficient light bulbs; and the cost of, and price differential between, these and less efficient jçêêáëçåë É= bÇ equivalents. pçãÉêÑáÉäÇ É= Ç OK t~ëíÉW=~Åíáçå=íç=êÉÇìÅÉI=êÉJìëÉ=~åÇ=êÉÅóÅäÉ lîÉê~ää=ê~íáåÖëI=OMMS Recycled content, and content certified by the Forest Stewardship Council (FSC): proportion and promotion of recycled and FSC-certified content in breakfast cereal packaging, toilet paper, kitchen towels. t~áíêçëÉ b Ä Carrier bags: incentives to reduce use – or encourage re-use – of carrier bags, including offers of ‘bags for life’. j~êâë=C=péÉåÅÉê bÅ p~áåëÄìêóÛë b Å b b ^ëÇ~ Ç PK pìëí~áå~ÄäÉ=ÑáëÜW=ëìééçêíáåÖ=ëìëí~áå~ÄäÉ=ëçìêÅáåÖ b `çJçé Ç Availability and promotion of sustainably sourced fish, including those with qÉëÅç Ç Marine Stewardship Council (MSC) certification5; information, including fish jçêêáëçåë É= species, for standard own-brand fish fingers. pçãÉêÑáÉäÇ É= Ability of in-store staff and customer helpline to provide information on fish sustainability. tÉ=ê~íÉÇ=ëìéÉêã~êâÉíë=ìëáåÖ=~å=^Jb=ê~íáåÖ=ëóëíÉã= QK pìëí~áå~ÄäÉ=Ñ~êãáåÖ EáåëéáêÉÇ=Äó=ÉåÉêÖó=ÉÑÑáÅáÉåÅó=ê~íáåÖë=ìëÉÇ=Ñçê=ÑêáÇÖÉë=~åÇ=ÇáëÜï~ëÜÉêëFK Organics: provision and promotion of organic options in ten food products. ^=Z=ÉñÅÉääÉåí _=Z=ÖççÇ Pesticides: the promotion of produce from certified farming methods that use `=Z=ëÜçïáåÖ=éçíÉåíá~ä fewer chemicals and promote biodiversity, such as products certified by the a=Z=êççã=Ñçê=áãéêçîÉãÉåí organisation Linking Environment And Farming (LEAF)6; and the communication b=Z=éççê of pesticide reduction policies. 2 What we did Our survey was designed to We chose larger stores that could There are some minor modifications As in 2006, we also collected the reflect the experience of ordinary reasonably be expected to provide to last year’s report, as follows: following further information to consumers. Its findings are based a wide range of products and provide additional qualitative • To the climate change indicator, on what we found in store and promotions to reflect the shopping commentary. However, this data was we added the provision and during telephone helpline and experience of consumers in our not included in the ratings: promotion of energy-efficient light website surveys conducted in April two areas. bulbs; and the cost of, and price • Using aggregate UK fruit import 2007.The overall company ratings In addition, we wrote to companies differential between, these and less data from HM Revenue and give equal weight to each of the asking for details of their relevant efficient equivalents. Customs, we compared four areas. policies (details of which are supermarkets on the full range • For the waste indicator, we added We included the top eight food available at www.ncc.org.uk/nccpdf/ of fruit they stock and promote, a section on trees, looking at retailers in our survey:Asda, Co-op, misc/green_grocers_appendix.pdf). assessing how far the fruit has recycled and FSC-certified content Marks & Spencer, Morrisons, We present our findings in the travelled and how likely it is in cardboard packaging and paper Sainsbury’s, Somerfield,Tesco and context of what companies told us, that this fruit will have been products.We also renamed our Waitrose. For each company, we but our ratings are based entirely on airfreighted.This information previous ‘nature’ indicator surveyed two stores; our findings are what was found in store to ensure gives a useful snapshot of each ‘sustainable fish’. based on an average of these.We that our conclusions continue to supermarket’s relative reliance on selected one store in the North-east reflect the everyday shopping • To the sustainable fish indicator we carbon-intensive produce, as well of England centred on Newcastle, experience of consumers. added a new aspect looking at the as giving information on how and one in the Southeast, focusing fish species used in standard own- much produce comes from less on stores close to urban centres, in a brand fish fingers and any wealthy countries. broad cluster touching the counties information provided about the • Researchers recorded whether of Surrey, Berkshire and Hampshire.
Recommended publications
  • ONLINE GROCERY RETAIL in MENA Table of Contents
    2019 ONLINE GROCERY RETAIL IN MENA Table of contents Introduction ................................................................ 3 Definitions ............................................................................. 5 Pure Play ................................................................................ 7 Marketplace ........................................................................... 8 Omni-Channel ....................................................................... 9 Sector Overview .......................................................... 10 Global Market ............................................................. 14 MENA Market Overview ................................................ 18 Benchmarking Players in MENA ..................................... 35 Conclusion .................................................................. 53 Introduction For many households across the Middle East and North Africa’s (MENA) rural areas, a significant part of the day is the call of the grocer, shouting out the day’s produce and price. The fresh fruit and vegetables laid out on a cart, usually pulled by a horse or donkey, is the most basic form of food delivery. In more urban areas, phoning up the local grocery store to deliver staple goods is commonplace and now, as technology permeates further into the e-commerce space, ordering groceries online will be the technological equivalent of the vegetable cart at your door. While 58 per cent of consumers in the region still prefer to do their weekly shop instore at large supermarkets,
    [Show full text]
  • Ocado Group Plc Annual Report and Accounts for the 52 Weeks Ended 2 December 2018 ®
    Ocado Group plc Group Ocado Annual Report and Accounts for the 52 weeks ended 2 December 2018 the 52 weeks ended 2 December for and Accounts Annual Report ® OCADO GROUP PLC ANNUAL REPORT AND ACCOUNTS WWW.OCADOGROUP.COM FOR THE 52 WEEKS ENDED 2 DECEMBER 2018 Ocado AR2018 Strategic Report.indd 3 05-Feb-19 2:07:23 AM 26237 5 February 2019 1:58 am Proof 6 Purpose: changing the way the world shops Mission: Powered by fresh thinking, we strive for new and improved ways to deliver the world’s most advanced end-to-end online shopping and delivery solutions. We are built for this – nobody does it better. Ocado AR2018 Strategic Report.indd 4 05-Feb-19 2:07:45 AM 26237 5 February 2019 1:58 am Proof 6 26237 5 February 2019 1:58 am Proof 6 Now is our time 01 WHAT’S INSIDE notes-heading-level-one notes-heading-level-two 1. NOW IS OUR TIME notes-heading-level-three 04 To give our customers the best notes-heading-level-four shopping experience 06 Our people create pioneering technology notes-strapline CHANGING THE WAY notes-text-body 08 That powers the most advanced solutions THE WORLD SHOPS 10 For the world’s leading retailers to invest in • notes-list-bullet We are transforming shopping, making it as • notes-list-bespoke 2. STRATEGIC REPORT easy and efficient as possible. We are online 14 Why Invest in Ocado? − notes-list-dash grocery pioneers. We have unique knowledge 15 Progress in 2018 d. notes-list-alpha and inspired people delivering the best possible 16 Q&A with Tim Steiner 5.
    [Show full text]
  • On-Demand Grocery Disruption
    QUARTERLY SHAREHOLDER LETTER Topic: On-demand Grocery Disruption 31 March 2021 Dear Shareholder, Until the great Covid boost of 2020, grocery shopping was slower to move online than many categories. Demand was muted for a few reasons: groceries have lowish ticket sizes – lower, at least, than consumer electronics or high fashion – and low margins; people tend to buy food from companies they trust (particularly fresh food); shopping behaviour is sticky due to the relatively habitual, high frequency nature of grocery shopping, and barriers such as delivery fees were off-putting. On the other hand, the supply side struggled with complicated supply chains and difficult-to-crack economics. However, the lengthy Covid pandemic has encouraged people to experiment at a time when the level of digital adoption has made it a whole lot easier for suppliers to reach scale. Unsurprisingly, recent surveys indicate that most people who tried online grocery shopping during the pandemic will continue to do it post Covid. We therefore expect continued growth in online grocery penetration, and within online grocery, on-demand services that deliver in a hurry are likely to keep growing faster, from less than 10% of the total online grocery bill in most markets today. Ready when you are This letter focuses on the threats and opportunities facing companies from the growth in on-demand grocery shopping. We look at on-demand specifically as we think it will be the most relevant channel for online groceries in EM, and could be the most disruptive. The Fund is exposed to the trend in several ways.
    [Show full text]
  • Rappi Inc. (Rappi SAS)
    Mar/Apr 2017 Consumer startup (Series A) Prepared By: Jun Hwang [email protected] Rappi Inc. (Rappi SAS) www.rappi.com Introduction Rappi’s vision is to “change the way people buy things around the world”. Rappi is one of the fastest growing startups in LATAM and is the most interesting deals from the region. Rappi is an on-demand economy (ODE) startup from Colombia that allows anyone to order anything (almost everything) or have any task “solved” 24/7, via RT (aka rappitenderos) which are on-demand ​ ​ personal assistants by the hour using a mobile app or the website. Started by four entrepreneurs from Colombia, since it’s initial launch summer of 2015, as of 1Q17 Rappi has a user base of 1MM+, impressively growing at +20% MoM. Rappi is currently available only in Mexico ​ and Colombia, but will soon be available in Brazil and Argentina. Rappi recently raised USD $52.7M1 in series A (most likely at $150-200M valuation) from Andreessen Horowitz, monashees, FJ Labs, FLOODGATE, Foundation Capital and USD $2M in Colombia before starting YC (USD +$120K). Competition There are several direct, potential and indirect competitors which are: ● Direct LATAM: Mercadoni, Merqueo, Mercado Fresh, Supermercado Now, CornerShop, Delivery ​ Hero (Domocilios, PedidosJa, PedidosYa), iFood, Hogaru, Loggi, Easy Taxi ● Direct Non-LATAM: Postmates, Instacart, Uber (UberEats), Yelp (Eat24), Deliveroo, Just Eat, ​ GrubHub/Seamless, delivery.com ● Other ODE (Developed Market): TaskRabbit, Handy, Hello Alfred, Thumbtack, Cabify ​ ● Other ODE (Emerging Market): Didi
    [Show full text]
  • BIG BASKET About Company
    INDIAN INSTITUTE Of MANAGEMENT RAIPUR BIG BASKET Authors: Vignesh M, Manoj Ram, Nivedhan P, Ramakrishna About Company Big Basket is one of the largest online grocery super market in India. It was founded in 2011 by Hari Menon, VS Sudhakar, V S Ramesh, Vipul Parekh and Abhinay choudari. It has its headquarters in Bengaluru. It operates in more than 30 cities in India. Big basket offers variety of products ranging from fresh fruits, vegetables, Food grains, oil, masala, packaged snacks, beverages, household supplies, healthcare products. It has more than 20000 products and 1000 brands in its catalogue. Customers order groceries through online website which will be delivered to their doorstep. Bigbasket has a valuation of 1.8 Billion dollars. It has reached unicorn status. The investors include Alibaba Group, Abraaj Group, Ascent Capital, Bessemer Venture Partners, Brand Capital, Helion Venture Partners, ICICI Venture, IFC Venture Capital Group, LionRock Capital, Paytm Mall, Sands Capital Management, Sands Capital Ventures, Trifecta Capital and Zodius Capital. COPYRIGHT © 2020 CENTRE FOR DIGITAL ECONOMY, IIM RAIPUR 1 ALL RIGHTS RESERVED BIG BASKET: A Report It has over 10 million customers. Its customers are working people, students, old people who have no time or energy to go to grocery stores, stand in line and buy the necessary products. Big basket helps these people to browse through a huge variety of quality grocery items. Customers can order the required products which will be delivered within 90 minutes for express delivery or next morning for slotted delivery. • Slotted Delivery: Customers can pick a convenient slot when they want their purchase to be delivered • Express Delivery: This service can be availed by customers in cities like Bangalore, Mumbai, Pune, Chennai, Kolkata, Hyderabad and Delhi-NCR .
    [Show full text]
  • How to Get Food Shopping (Online & by Phone)
    How to Get Food Shopping (online & by phone) Wellbeing area: Social / Money / Home / Health / Positivity / Independence / Work [Published 09.11.20] Introduction If you're unable to get out to pick up shopping, you might want to think about setting up an online supermarket delivery. There are also some local Islington businesses that you can call, who will deliver. If it’s just some basic supplies that you want, some of the supermarkets and restaurant delivery services are able to deliver food boxes. For those people who are trying to avoid crowds, but able to get out to the shops, then most supermarkets are also providing dedicated “instore” shopping times. Online Supermarket Deliveries and Priority Slots: Many of the big supermarkets are prioritising online shopping deliveries for the over 70s and vulnerable customers; there are also dedicated “instore” shopping times. Store Priority Hours (as of 4.11.20) Aldi Mon-Sat: access 30 minutes before store opens Co-Op Elderly, vulnerable: Mon-Sat 8am-9am; Sun 10am-11am Marks & Spencer First hour of trading on Mon and Thu – but only if there’s a queue Sainsbury’s Elderly and/or vulnerable people can go to front of queue at all times Tesco Wed and Sun (browsing only) 9am-10am Waitrose First hour of opening on Mon, Wed and Fri, can also go to front of queue at all times. For more information about how the supermarkets are responding to the Covid situation, this article (last updated 6th November) is quite helpful: https://www.which.co.uk/news/2020/07/supermarkets- coronavirus-latest Tesco Priority slots: A focus on slots for those that are too vulnerable to go out and shop.
    [Show full text]
  • GROCERY CX Driving Loyalty in a Disloyal Market
    GROCERY CX Driving loyalty in a disloyal market In association with AT A GLANCE CONTENTS he concept of good customer experience is nothing new CHAPTER 1: and cannot be judged on just one factor, such as exemplary In-store experience: what customers want from customer service or a smooth user journey online. Customer grocery stores experience, or CX, is more expansive, with the Harvard CHAPTER 2: TBusiness Review neatly defining it in 2010 as the “sum-totality of Online experience: what makes or breaks how customers engage with your company and brand, not just in a ecommerce loyalty? snapshot in time, but throughout the entire arc of being a customer”. Although that was nine years ago, the definition still stands. CHAPTER 3: And for grocers the pressure to deliver is acute – people shop more Taking CX up a level: future trends for keeping frequently at supermarkets than any other retail business, and customers happy competition is incredibly fierce. On top of that, omnichannel grocery shopping means there are more ways than ever for customers to engage with a retailer and experience either good, satisfactory or bad CX. From easily parking in the supermarket car park to finding every item on a shopping list or receiving a food delivery at a specified time with no substitutions – these all factor into how customers perceive a retailer. And intertwined into CX is loyalty and a customer’s likelihood to choose one grocer over another. To better understand what customers want from a food shopping experience, Retail Week partnered with dunnhumby to conduct an exclusive survey of 2,000 UK consumers about their in-store and online retail grocery experiences.
    [Show full text]
  • A Multi-Method Study of Consumer Behavior – Towards a Better Understanding of the Consumer’S Perspective on Online Grocery Shopping
    A MULTI-METHOD STUDY OF CONSUMER BEHAVIOR – TOWARDS A BETTER UNDERSTANDING OF THE CONSUMER’S PERSPECTIVE ON ONLINE GROCERY SHOPPING Von der Fakultät für Wirtschaftswissenschaften der Rheinisch-Westfälischen Technischen Hochschule Aachen zur Erlangung des akademischen Grades einer Doktorin der Wirtschafts- und Sozialwissenschaften genehmigte Dissertation vorgelegt von Sarah Ranjana Güsken, M.Sc. Berichter: Univ.-Prof. Dr. rer. pol. Frank Piller apl. Prof. Dr. rer. nat. Sabina Jeschke Tag der mündlichen Prüfung: 4. Dezember 2020 Diese Dissertation ist auf den Internetseiten der Universitätsbibliothek online verfügbar. Preface Preface Summary Food is the basis of our existence. It is therefore not surprising that the food industry is the largest trading sector worldwide and is still continuously growing. However, the proportion of groceries purchased online is still rather low. Only 2.4% of the revenue in the worldwide grocery industry is currently generated via online sales. This is especially remarkable as e-commerce is well established in many other industries such as fashion, entertainment, and banking. Moreover, new and innovative ways of connecting people to groceries will be needed as societies undergo demographic shifts. Younger people tend to want to make purchases over the internet and have the offline purchase more as an experience than a necessity, while older people need to secure their grocery supply; even if they enjoy shopping for groceries offline, they still may want barrier- free services that deliver groceries to them for those times that they may not be able to transport them by themselves. Because of its social and economic relevance, the online grocery industry is a highly interesting field of research.
    [Show full text]
  • Never the Same Again Annual Report & Financial Statements & Notice Annual of General Meeting 2021
    Marks and Spencer Group plc Annual Report & Financial Statements 2021 Never the Same Again Forging a reshaped M&S Marks and Spencer Group plc Annual Report & Financial Statements & Notice of Annual General Meeting 2021 AT A GLANCE M&S IS A BRITISH VALUE FOR MONEY RETAILER focused on own label businesses, including Food, Clothing & Home and Bank & Services in the UK and internationally. Today, we operate a family of businesses, selling high-quality, great-value own-brand products in the UK and internationally, from 1,509 stores and over 100 websites globally. Together our 70,000 colleagues across our stores, support centres, warehouses and supply chain serve nearly 30 million customers each year. The objective of our transformation programme is to restore the M&S business and brand, to deliver long-term, sustainable, profitable growth for our investors, colleagues and wider communities. In a year defined by the pandemic, through ourNever the Same Again programme, we have accelerated our transformation and forged a reshaped business as we emerge from the crisis. GROUP OVERVIEW £9.0bn -11.8% £(201.2)m (19/20: £67.2m) 50.5% (19/20: 22.5%) Group revenue Group loss before tax Percentage of UK Clothing & Home sales online ( 19/20: 1.3p) -89.7% (9.8)p £41.6m (19/20: 63%) Basic loss per share APM Profit before tax and 67% adjusting items Food: Value for money perception -20.1% (19/20: 68) No dividend paid for 20/21 £1.11bn 81 APM Net debt excluding lease liabilities Stores: Net promoter score1 1.1p (19/20: 16.7p) 51(19/20: 57) APM Adjusted earnings per share M&S.com: Net promoter score1 Cover APM Alternative performance measures Our colleagues, The report provides alternative performance measures (“APMs”) which are not defined or specified including Vicky in under the requirements of International Financial Reporting Standards as adopted by the EU.
    [Show full text]
  • 2017 Retail Foods United Kingdom
    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: 12/21/2017 GAIN Report Number: United Kingdom Retail Foods 2017 Approved By: Stan Phillips Prepared By: Julie Vasquez-Nicholson Report Highlights: Four supermarket chains hold 70 percent market share of the UK retail grocery sector. This report provides an overview of UK retail outlets and guidance on how best to place U.S. products in the UK market. Post: London Author Defined: SECTION I. MARKET SUMMARY Overview The UK grocery sector is one of the most sophisticated in the world. The four leading supermarket chains compete fiercely for customers with an ever growing popularity of the discount chains. The grocery sector continues to record the strongest growth in retailing in the UK driven by modern grocery retailers. Convenience stores, discounters and online grocery retailing are the formats which are seeing the strongest expansion, with major chains opening smaller stores in city and town center’s whilst limiting the expansions of large-format outlets in out-of-town locations. By 2021, the total value of the UK Grocery Market is projected to grow 9.9 percent to £196.9 billion. Online grocery shopping is expected to increase 68 percent over the next 5 years. By 2021 discounters will be worth £24.9 billion and Convenience stores will remain the third fastest growing sector with sales increasing from £37.5 billion in 2016 to £41.9 billion by 2021. Click and Collect sales will continue to increase rapidly.
    [Show full text]
  • Food Shopping Guide
    Food shopping guide You can use this food shopping guide to help budget for your living costs while studying in Edinburgh. You’ll find information about supermarkets, local shops and eating out within easy reach of the University’s central area to help you make the right choices. Top tips! Supermarkets nearby • Buying food on a weekly basis can keep costs • Frozen fruit and vegetables are just as healthy down and avoid waste. as fresh; they can be kept longer and are often cheaper too. • Sharing food shopping with flatmates or friends can save time and money. • Student discounts are often offered by restaurants and take-aways - always ask! • Most supermarkets offer an online ordering and delivery service for a small charge. • Finding foods from around the world is possible at speciality food shops and many larger • Just before supermarkets close they often offer supermarkets. discounts on foods that have a short life-span. • Trying local alternativesTO LEITH is a good option if you • Preparing fresh meals is cheaper and healthier than can’t find the things you would normally buy. buying pre-prepared meals or take-away food. ALBERT ST K AL W ER RD EITH T L EAS Supermarkets nearby ACE RR TE TROSE MON Most major supermarkets chains have HANNOVE stores in and around Edinburgh. Many R ST 3 of these are close to the central area of 9 PRINCES the University. MALL 1 1 ROYAL MILE 3 1 Tesco 3 2 Lidl 1 3 Sainsbury’s 1 3 3 2 4 Morrisons (not on map) 5 7 1 3 5 C 3 LE 5 RK 1 S Scotmid T S.
    [Show full text]
  • Strategies for Success in the E-Grocery Industry Tong Niu
    Rochester Institute of Technology RIT Scholar Works Theses Thesis/Dissertation Collections 2008 Strategies for success in the e-grocery industry Tong Niu Follow this and additional works at: http://scholarworks.rit.edu/theses Recommended Citation Niu, Tong, "Strategies for success in the e-grocery industry" (2008). Thesis. Rochester Institute of Technology. Accessed from This Thesis is brought to you for free and open access by the Thesis/Dissertation Collections at RIT Scholar Works. It has been accepted for inclusion in Theses by an authorized administrator of RIT Scholar Works. For more information, please contact [email protected]. 1 Strategies for Success in the e-Grocery Industry Tong Niu Department of Hospitality and Service Management Rochester Institute of Technology 2 ROCHESTER INSTITUTE OF TECHNOLOGY Department of Hospitality and Service Management Graduate Studies M.S. Service Management Statement Granting or Denying Permission to Reproduce Thesis/Graduate Project The Author of a thesis or project should complete one of the following statements and include this statement as the page following the title page. Title of Thesis/project: Strategies for Success in the e-Grocery Industry I, Tong Niu , (grant, deny) permission to the Wallace Memorial Library of R.I.T. to reproduce the document titled above in whole or part. Any reproduction will not be for commercial use or profit. OR I, , prefer to be contacted each time a request for reproduction is made. I can be reached at the following address: Date 11/18/2008 Signature 3 Acknowledgements The writing of this thesis has been an incredible learning process for me. Professor Bonalyn Nelsen’s invaluable experience and knowledge provided me with tremendous help and guided me through the completion of this thesis.
    [Show full text]