Evolution & Revolution in Food Retailing
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Eleven Points Logistics Begins Servicing Target Stores Cornwall's Economy Offers Opportunities 2012 Was a Great Year, and 2013 Is Continuing That Positive Trend
Eleven Points Logistics Begins Servicing Target Stores Cornwall's Economy Offers Opportunities 2012 was a great year, and 2013 is continuing that positive trend Cornwall is a busy place these days. It Activity has been consistent over time the City’s wastewater treatment facility. may come as a surprise to some, but to and across all sectors. While some major Work has been completed at the hospital, those who have been following what is projects have dominated the headlines, and the other two projects are on happening in Eastern Ontario, it is a story small to medium sized investments have schedule for completion by 2016. that began a few years ago and shows also been strong. little sign of abating. Investments by Cornwall has also welcomed new private and public organizations are One key project has been the completion commercial development, with new adding to a level of development activity of the 1.4 million sq.ft. Eleven Points restaurants opening in the heart of the not seen in the region in decades, and Logistics distribution centre that will city and new retail plazas being built in it bodes well for the future. begin servicing Target stores in Eastern multiple areas. Construction activity has Canada. This project required the been equally split between big box retail Let’s take a look at some of the numbers. construction of a new road, which has in complexes and smaller, local entrepre- turn opened up another 200 acres for neurial efforts, and taken as a whole, In 2005, the 10-year rolling average of development in the Cornwall Business activity in this sector has been building permits issued by the City was Park. -
Evidence of the Standing Committee On
43rd PARLIAMENT, 2nd SESSION Standing Committee on Environment and Sustainable Development EVIDENCE NUMBER 032 Monday, May 17, 2021 Chair: Mr. Francis Scarpaleggia 1 Standing Committee on Environment and Sustainable Development Monday, May 17, 2021 ● (1430) [Translation] [English] The Chair (Mr. Francis Scarpaleggia (Lac-Saint-Louis, In December of last year, we published Canada's strengthened Lib.)): I will call the meeting to order. climate plan. This plan is one of the most detailed GHG reduction plans in the world. Welcome to the 32nd meeting of the House of Commons Stand‐ ing Committee on Environment and Sustainable Development, for Recognizing the scientific imperative for early and ambitious ac‐ the first meeting of our clause-by-clause study of Bill C-12. tion, we announced a new 2030 target of a 40% to 45% reduction in I think everyone here is experienced with the modus operandi of GHG emissions at the Leaders Summit on Climate in April. committees, especially in virtual space, so I won't go over that. [English] We have with us again today, with great pleasure, Minister Wilkinson. Joining him, from the Department of Finance is Mr. Measures announced in budget 2021, along with ongoing work Samuel Millar, director general, corporate finance, natural re‐ with our American colleagues on issues including transportation sources and environment, economic development and corporate fi‐ and methane, will support that new target. We know more action nance branch. We also have, from the Department of the Environ‐ will be required. This continued ambition is what Canadians ex‐ ment, John Moffet, who was with us as well last week, assistant pect—that we will continue to prioritize climate action, and that we deputy minister, environmental protection branch; and Douglas will work to achieve targets that are aligned with science. -
Market Analysis for Grocery Retail Space in Forest Grove, Oregon
MARKET ANALYSIS FOR GROCERY RETAIL SPACE IN FOREST GROVE, OREGON PREPARED FOR THE CITY OF FOREST GROVE, FEBRUARY 2018 TABLE OF CONTENTS I. INTRODUCTION ............................................................................................................................................. 2 II. EXECUTIVE SUMMARY .................................................................................................................................. 2 III. TRADE AREA DEFINITION .............................................................................................................................. 4 IV. GROCERY MARKET OVERVIEW ...................................................................................................................... 5 THE PORTLAND METRO MARKET .............................................................................................................................. 5 METRO LOCATION PATTERNS ................................................................................................................................... 8 FOREST GROVE-CORNELIUS ................................................................................................................................... 15 V. SOCIO-ECONOMIC CONDITIONS .................................................................................................................. 19 POPULATION & HOUSEHOLDS ................................................................................................................................ 19 EMPLOYMENT & COMMUTING .............................................................................................................................. -
What Is the Marginal Effect of Entry? Evidence from A
What is the Marginal Effect of Entry? Evidence from a Natural Experiment in Liquor Licensure⇤ Gaston Illanes, Northwestern University† Sarah Moshary, University of Pennsylvania‡ August 26, 2017 Abstract We leverage a natural experiment in liquor licensure requirements to estimate the causal effect of entry on prices and sales volumes. When Washington state privatized liquor sales in 2012, it required retailer premises exceed 10,000ft2 in order to sell spirits. We exploit this discontinuity to overcome the endogeneity of entry to local demand conditions and firm unobservables. We find a 27 percentage point jump in entry at the licensure threshold and an 60% decline in entry for independent stores neighboring marginally-eligible potential entrants. While entry does not affect prices for individual products, we find it boosts liquor consumption, with an additional entrant increasing volume by 30% and product variety by 20%. However, these effects are limited to duopoly and triopoly markets, indicating the size-based entry restriction is a blunt instrument for reducing liquor externalities across the State. 1 Introduction This paper examines the competitive effects of firm entry by leveraging a natural experiment induced by Washington State’s 2012 deregulation of liquor sales. The interplay between entry and competition is central to policy-makers and correspondingly, has received considerable attention among Industrial Organization economists. A lengthy theoretical literature investigates how the number of competitors in a market affects ⇤This research was partially funded by the Center for the Study of Industrial Organization at Northwestern University, the George and Obie B. Schultz Dissertation Grant, and the Lynde and Harry Bradley Foundation. -
Annual Information Form
ANNUAL INFORMATION FORM Year Ended May 7, 2016 July 20, 2016 TABLE OF CONTENTS FORWARD-LOOKING STATEMENTS ..................................................................................................... 1 CORPORATE STRUCTURE .................................................................................................................... 3 Name and Incorporation ................................................................................................................ 3 Intercorporate Relationships ......................................................................................................... 3 DESCRIPTION OF THE BUSINESS ........................................................................................................ 4 Food Retailing ............................................................................................................................... 4 Investments and Other Operations ............................................................................................... 7 Competition ................................................................................................................................... 7 Other Information .......................................................................................................................... 8 GENERAL DEVELOPMENT OF THE BUSINESS ................................................................................... 9 Focus on Food Retailing .............................................................................................................. -
TD Retail Trade Channel and Sub-Channel Definitions
Retail Trade Channel and Sub-Channel Definitions TDLinx uses official industry-standard definitions for each trade channel when available or uses rigorous developed definitions. Industry endorsement and support of these definitions has come from: • Trade Associations: o The Food Marketing Institute (FMI) o Grocery Manufacturers of America (GMA) o National Association of Convenience Stores (NACS) • Trade Publications o Convenience Store News o Progressive Grocer The Nielsen Company services (Nielsen, TDLinx and Spectra) are also aligned and endorse these channel definitions. Every record in the TDLinx Channel Database is classified with both a standard trade channel code and a sub-channel code. Grocery Trade Channel (trade channel code = 05) The Grocery Trade Channel includes stores selling food and non-food items, including dry grocery, canned goods and perishable items. This channel includes the following sub-channels: Conventional Supermarket, Superette, Supercenter, Limited Assortment, Natural/Gourmet Foods, Cash & Carry Warehouse and Military Commissary A “supermarket” is a full-line, self-service grocery store with annual sales volume of $2 million or more. This definition applies to individual stores regardless of total company size or sales, and therefore includes both chain and independent locations; and includes stores regardless of grocery sub-channel classification. TDLinx utilizes the supermarket trade channel definition endorsed by FMI and the leading industry publication Progressive Grocer. FMI is a nonprofit association of 1,500 food retailers and wholesalers, their subsidiaries and customers. Conventional Supermarket (sub-channel code = 5) A conventional supermarket is a traditional full-line, self-service grocery store with annual sales volume of $2 million or more. This definition applies to individual stores regardless of total company size or sales, and therefore includes both chain and independent locations. -
Could Aldi Succeed in Canada? Sonia Boyer [email protected]
Bucknell University Bucknell Digital Commons Global Manager Abroad Global Management Spring 2018 Could Aldi Succeed in Canada? Sonia Boyer [email protected] Justin Carr [email protected] Sam Loomis [email protected] Maria Prothero [email protected] Quentin Street [email protected] See next page for additional authors Follow this and additional works at: https://digitalcommons.bucknell.edu/glbm400 Recommended Citation Boyer, Sonia; Carr, Justin; Loomis, Sam; Prothero, Maria; Street, Quentin; and Chen, Jimmy, "Could Aldi Succeed in Canada?" (2018). Global Manager Abroad. 7. https://digitalcommons.bucknell.edu/glbm400/7 This Article is brought to you for free and open access by the Global Management at Bucknell Digital Commons. It has been accepted for inclusion in Global Manager Abroad by an authorized administrator of Bucknell Digital Commons. For more information, please contact [email protected]. Authors Sonia Boyer, Justin Carr, Sam Loomis, Maria Prothero, Quentin Street, and Jimmy Chen This article is available at Bucknell Digital Commons: https://digitalcommons.bucknell.edu/glbm400/7 Could Aldi Succeed in Canada? GLBM 400 Professor Chen Sonia Boyer, Justin Carr, Sam Loomis, Maria Prothero, and Quentin Street TABLE OF CONTENTS Contextual Information 2 History of Aldi 2 Research Questions 5 Competitive Landscape 6 United States 7 Canada 8 Comprehensive Venture Analysis 11 Cultural and Social Aspects 12 Political Aspects 14 Economic Aspects 14 Recommendations 15 References 18 Appendices 20 1 1. CONTEXTUAL INFORMATION AND RESEARCH QUESTIONS 1.1 History of Aldi Initial Growth In 1946 a pair of brothers named Karl and Theo Albrecht founded the supermarket chain Aldi in Essen, Germany. The storefront, a local grocery store, had been in operation since 1913 when the Albrecht’s mother began the business (“Company Profile”, 2018). -
Emerald Health Therapeutics Announces Appointment of Pure Sunfarms President and CEO
Emerald Health Therapeutics Announces Appointment of Pure Sunfarms President and CEO Mandesh Dosanjh brings extensive consumer products experience with recent cannabis focus at Liquor Control Board of Ontario VICTORIA, British Columbia, August 21, 2018 – Emerald Health Therapeutics, Inc. (TSXV:EMH; OTCQX:EMHTF) (“Emerald”) and Village Farms International, Inc. (TSX:VFF) (OTC: VFFIF) today announced that Mandesh Dosanjh has been appointed President and Chief Executive Officer of Pure Sunfarms Corp., their 50/50 owned cannabis joint venture, effective on or before October 1, 2018. Mr. Dosanjh joins Pure Sunfarms from his position as Senior Vice President, Supply Chain and Wholesale, at the Liquor Control Board of Ontario (LCBO), where he led LCBO’s supply chain division, and developed and managed its supply chain and wholesale strategy as the LCBO prepared for the legalization of adult-use cannabis. Mr. Dosanjh commented, “Over the past two years at the LCBO, I became immersed in the Canadian cannabis industry and gained an in-depth knowledge and understanding of its many suppliers. Pure Sunfarms truly stands out in the industry for both the experience and expertise of its team, and the quality of its growing operations, strongly positioning it for leadership in the adult- use market,” said Mr. Dosanjh. “I look forward to the opportunity to leverage my in-depth knowledge of the Canadian cannabis product landscape, as well as my many years managing consumer packaged goods supply chains, to drive the success of Pure Sunfarms as a fully integrated cannabis products business.” “Mr. Dosanjh comes to Pure Sunfarms from a unique vantage point in the Canadian cannabis industry, and we expect his insights and relationships to be invaluable in growing the business,” said Mr. -
The U.S. Food Marketing System, 2002--AER-811
Electronic Report from the Economic Research Service United States Department www.ers.usda.gov of Agriculture The U.S. Food Marketing System, Agricultural Economic 2002 Report No. 811 Competition, Coordination, and Technological Innovations Into June 2002 the 21st Century J. Michael Harris, Phil R. Kaufman, Steve W. Martinez (coordinator), and Charlene Price Abstract This report focuses on recent trends in the food supply chain. Chapters on food manu- facturing, wholesaling, grocery retailing, and food service provide a detailed overview of structure, performance, information systems, new technology, and foreign direct invest- ments. The report also contains a comprehensive set of appendix tables containing sales, concentration, trade, productivity, and other indicators. At the time of publication, most of the data sets used in this report included data through the year 2000. Keywords: Consolidation, concentration, trade, sales, technology, profits, foreign direct investment. Acknowledgments We are indebted to several reviewers for helping us to get this publication off the ground. Special thanks are due to Jean Kinsey, University of Minnesota; Jim MacDonald, Economic Research Service; and Brian Todd, The Food Institute; for detailed comments and suggestions on the entire draft. We also thank Joe Uhl, Purdue University; John Connor, Purdue University; and Gerald Grinnell, Grain Inspection, Packers and Stockyards Administration (GIPSA); for detailed comments on specific chapters. Finally, we gratefully acknowledge Alden Manchester and Mark Denbaly, Economic Research Service, for their valuable comments on the manuscript; Veronica Jones for invaluable assistance with the extensive set of appendix tables; Dale Simms for excellent editorial assistance; and Wynnice Pointer-Napper for exquisite design. Note: Use of brand or firm names in this publication does not imply endorsement by the U.S. -
Viagra South Africa
Supply Chain Marc Wulfraat is president of MWPVL International, a supply chain and logistics consulting firm. He is based in Montreal. [email protected] Shelf Stable Why Target’s Canadian distribution infrastructure has faced challenges over the past year by Marc Wulfraat employ about 1,500 people and are out- sourced to a third-party logistics (3PL) firm called Eleven Points Logistics, which is an operating division of Genco. Target Canada has also outsourced food distri- bution to Sobeys, which supplies frozen food, dairy, and dry grocery products including national brands and Target’s private label products. The retailer has made strategic deci- sions to outsource these operational com- ponents of its business for its own reasons but suffice to say, outsourcing costs money. In the U.S., Target does not out- source its regional distribution centres to 3PLs and the company is in the process of An empty shelf at moving towards self-distribution for gro- a Target Canada outlet cery merchandise. In addition, the travel distance from the he hype surrounding Target’s the peak Christmas season. DCs to the retail stores is also sub- acquisition of Zellers sent shock Furthermore, the empty shelves were stantially lower in the U.S. than it is in waves through the Canadian not restricted to one or two categories. Canada, while cost of fuel here is substan- T retail market-and for good rea- Almost every merchandise category was tially higher than in the U.S. son. In the United States, Target is a highly short of supply from apparel to perish- Finally, the cost of operating DCs respected retailer with an effective sup- able food. -
Catalog of Data
Catalog of Data Volume 5, Issue 10 October 2013 AggData LLC - 1 1570 Wilmington Dr, Suite 240, Dupont, WA 98327 253-617-1400 Table of Contents Table of Contents ................................................................................................... 2 I. Explanation and Information ............................................................................ 3 II. New AggData September 2013 ........................................................................ 4 III. AggData by Category ........................................................................................ 5 Arts & Entertainment .......................................................................................... 5 Automotive ......................................................................................................... 5 Business & Professional Services ......................................................................... 8 Clothing & Accessories ........................................................................................ 9 Community & Government ............................................................................... 13 Computers & Electronics ................................................................................... 13 Food & Dining ................................................................................................... 14 Health & Medicine ............................................................................................ 23 Home & Garden ............................................................................................... -
Food Retailing
Food Retailing Phil R. Kaufman Foodstore sales growth slowed over 1997-2002, as competition for the consumers’ food dollar intensified from nontraditional retailers selling food, and from food serv- ice outlets. Retailing profits stayed relatively high, however. Food retailers sought operational cost savings both in procurement and selling, in part through the greater use of information technologies. Mergers and acquisitions, including investor takeovers, continued to play an important role, building on a consolidation wave that began after 1996. Meanwhile, investment and acquisitions in U.S. food retailing by overseas retailers increased. Employment growth slowed as retailers aimed to con- tain growth in payrolls and improve productivity. Labor productivity has increased since 1997 as a result, reversing a long-term decline. Introduction Figure 3-1 U.S. foodstore sales, 2000 Foodstore sales have grown slowly in recent years (after Supermarkets--$337.1 adjusting for inflation), due to slow population growth and Superettes, small heightened competition by other retailers selling food. In grocery stores--$72.7 addition, food service operators—including restaurants and fast-food outlets—increased their share of consumers’ food spending during 1997-2002, continuing a long-term trend. The economic downturn of 2000-2001 has likely contributed to depressed foodstore sales as many con- Convenience sumers aim to curb food spending and seek out lower cost stores--$48.5 shopping alternatives. Specialized Long-term trends show that as household incomes foodstores--$25.4 increase, a larger share of food spending is devoted to pre- pared foods and meals. In addition, foodstores face $ billion increasing competition from other retailers selling food Source: Census of Retail Trade; ERS, USDA.