Lidl MONTAUBAN FRANCE

Total Page:16

File Type:pdf, Size:1020Kb

Lidl MONTAUBAN FRANCE FRANÇAIS Lidl MONTAUBAN FRANCE Where is it? Lidl has been unceasinly modifyin its desin concept over the last three or four years FRANCE (often by enrichin it). We have seen the arrival of baked oods Montauban shelves, new check-out desks, new frontaes etc. At Montauban, Lidl has implemented all its new initiatives and has created a pilot store. The Montauban store has been the model for the Lidl store of the future for at least the last two or three years. It is the one which has inspired all the latest renovations and future developments. By Olivier Dauvers HOME FRANÇAIS Lidl MONTAUBAN FRANCE What is it? It has made radical changes to its entrances. The zones are now more open oering a wider view, and the flower selection (on sale!) welcomes customers to the store. The first display (baked goods) is intended to create the sense that it is an everyday shopping destination to attract customers on a daily basis. Lidl also bakes bread and cakes throughout the day to ensure the display is always well-stocked. Lidl is the historic leader private labels: Reional flavours, in hard-discount in France with Chef to Go, Deluxe, etc. 1,600 stores (while Aldi and The shoppin experience has also Leader Price have around 1,000). been enriched at the same time. But Lidl is startin to move away Shelves are better stocked (fruits from hard-discount… In 2012, and veetables are delivered on the company initiated a strateic a daily basis for example, which is oal to “exit hard-discount”. rare in small supermarkets) Avoidin becomin a supermarket and new sections are makin like any other, Lidl is applyin an appearance (freshly-baked the three “natural” levers bread and pastries throuhout of commercial entrification: the day). the oer, its services Lastly, the point of sale concept and theatricalisation. The oerin has been completely overhauled. has been expanded. Above all it is Stores are no loner bein upraded, particularly with impoverished, the new Lidl the development of thematic is clearly fixed on the future. By Olivier Dauvers HOME FRANÇAIS Lidl MONTAUBAN FRANCE Key fiures Sales floor Turnover €18 M 4,020 m² (est.) Number Lidl France of items market share 1,600 5 % Lidl is always lookin to improve the ambience in its stores and has decided to replace strip lihts with directional lihtin. By Olivier Dauvers HOME FRANÇAIS Lidl MONTAUBAN FRANCE What is interestin about it? We need to keep the vintae Lidls of 2005 to 2010 in mind to properly evaluate the proress made at Montauban! While previously only price mattered (and all initiatives were juded in these terms), the priority is now the customer. And nothin is too ood for the customer. Choice, lihtin, selection, shoppin experience etc, the “Montauban Lidl” model home has chaned almost everythin. This is clearly visible from the entry airlock (the first) and the presence of a coee machine. Only the appetisers are missin! In the interior, Lidl has created a more pleasin ambience usin two main colours: liht wood for some of the furniture, and anthracite rey for others, and the walls in particular. Another chane is the consolidation of the oerin with most shelvin units havin three or four levels (aainst two or three previously). The wine display units illustrate this dual approach quite well. Firstly, the shoppin experience has been improved and presentation is clearly better than in the past. Secondly, the merchandise policy has been improved: major wine labels have appeared, and not only durin special promotions. In this sense, Lidl has come a very lon way from bein a hard-discount store! By Olivier Dauvers HOME.
Recommended publications
  • Global Vs. Local-The Hungarian Retail Wars
    Journal of Business and Retail Management Research (JBRMR) October 2015 Global Vs. Local-The Hungarian Retail Wars Charles S. Mayer Reza M. Bakhshandeh Central European University, Budapest, Hungary Key Words MNE’s, SME’s, Hungary, FMCG Retailing, Cooperatives, Rivalry Abstract In this paper we explore the impact of the ivasion of large global retailers into the Hungarian FMCG space. As well as giving the historical evolution of the market, we also show a recipe on how the local SME’s can cope with the foreign competition. “If you can’t beat them, at least emulate them well.” 1. Introduction Our research started with a casual observation. There seemed to be too many FMCG (Fast Moving Consumer Goods) stores in Hungary, compared to the population size, and the purchasing power. What was the reason for this proliferation, and what outcomes could be expected from it? Would the winners necessarily be the MNE’s, and the losers the local SME’S? These were the questions that focused our research for this paper. With the opening of the CEE to the West, large multinational retailers moved quickly into the region. This was particularly true for the extended food retailing sector (FMCG’s). Hungary, being very central, and having had good economic relations with the West in the past, was one of the more attractive markets to enter. We will follow the entry of one such multinational, Delhaize (Match), in detail. At the same time, we will note how two independent local chains, CBA and COOP were able to respond to the threat of the invasion of the multinationals.
    [Show full text]
  • Lidl Expanding to New York with Best Market Purchase
    INSIDE TAKING THIS ISSUE STOCK by Jeff Metzger At Capital Markets Day, Ahold Delhaize Reveals Post-Merger Growth Platform Krasdale Celebrates “The merger and integration of Ahold and Delhaize Group have created a 110th At NYC’s Museum strong and efficient platform for growth, while maintaining strong business per- Of Natural History formance and building a culture of success. In an industry that’s undergoing 12 rapid change, fueled by shifting customer behavior and preferences, we will focus on growth by investing in our stores, omnichannel offering and techno- logical capabilities which will enrich the customer experience and increase efficiencies. Ultimately, this will drive growth by making everyday shopping easier, fresher and healthier for our customers.” Those were the words of Ahold Delhaize president and CEO Frans Muller to the investment and business community delivered at the company’s “Leading Wawa’s Mike Sherlock WWW.BEST-MET.COM Together” themed Capital Markets Day held at the Citi Executive Conference Among Those Inducted 20 In SJU ‘Hall Of Honor’ Vol. 74 No. 11 BROKERS ISSUE November 2018 See TAKING STOCK on page 6 Discounter To Convert 27 Stores Next Year Lidl Expanding To New York With Best Market Purchase Lidl, which has struggled since anteed employment opportunities high quality and huge savings for it entered the U.S. 17 months ago, with Lidl following the transition. more shoppers.” is expanding its footprint after an- Team members will be welcomed Fieber, a 10-year Lidl veteran, nouncing it has signed an agree- into positions with Lidl that offer became U.S. CEO in May, replac- ment to acquire 27 Best Market wages and benefits that are equal ing Brendan Proctor who led the AHOLD DELHAIZE HELD ITS CAPITAL MARKETS DAY AT THE CITIBANK Con- stores in New York (26 stores – to or better than what they cur- company’s U.S.
    [Show full text]
  • Retail Food Sector Retail Foods France
    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: 9/13/2012 GAIN Report Number: FR9608 France Retail Foods Retail Food Sector Approved By: Lashonda McLeod Agricultural Attaché Prepared By: Laurent J. Journo Ag Marketing Specialist Report Highlights: In 2011, consumers spent approximately 13 percent of their budget on food and beverage purchases. Approximately 70 percent of household food purchases were made in hyper/supermarkets, and hard discounters. As a result of the economic situation in France, consumers are now paying more attention to prices. This situation is likely to continue in 2012 and 2013. Post: Paris Author Defined: Average exchange rate used in this report, unless otherwise specified: Calendar Year 2009: US Dollar 1 = 0.72 Euros Calendar Year 2010: US Dollar 1 = 0.75 Euros Calendar Year 2011: US Dollar 1 = 0.72 Euros (Source: The Federal Bank of New York and/or the International Monetary Fund) SECTION I. MARKET SUMMARY France’s retail distribution network is diverse and sophisticated. The food retail sector is generally comprised of six types of establishments: hypermarkets, supermarkets, hard discounters, convenience, gourmet centers in department stores, and traditional outlets. (See definition Section C of this report). In 2011, sales within the first five categories represented 75 percent of the country’s retail food market, and traditional outlets, which include neighborhood and specialized food stores, represented 25 percent of the market. In 2011, the overall retail food sales in France were valued at $323.6 billion, a 3 percent increase over 2010, due to price increases.
    [Show full text]
  • Lettre C2003-173 ED / MAGASINS TREFF MARCHE
    Bulletin Officiel de la Concurrence, de la Consommation et de la Répression des Fraudes N° 7 bis du 14 septembre 2007 Avis n° 07-A-03 du 28 mars 2007 relatif à l’exécution des engagements souscrits par le groupe Carrefour à l’occasion d’une opération de concentration NOR : ECEC 0764799V Le Conseil de la concurrence (commission permanente) Vu la lettre du 8 juillet 2005, enregistrée sous le numéro 05/0049 A, par laquelle le ministre de l’économie, des finances et de l’industrie a saisi le Conseil de la concurrence, en application des dispositions de l’article L. 430-8-IV du code de commerce, d’une demande d’avis relative à l’exécution des engagements souscrits par le groupe Carrefour sous conditions desquels le ministre a autorisé, par lettre du 7 novembre 2003, l’acquisition de la société Sonnenglut ; Vu le livre IV du code de commerce relatif à la liberté des prix et de la concurrence, et notamment son article L. 430-8 ainsi que le décret 2002-689 du 30 avril 2002 fixant ses conditions d’application ; Vu les observations présentées par le groupe Carrefour ; Vu les autres pièces du dossier ; Le rapporteur, la rapporteure générale adjointe, le commissaire du Gouvernement et les représentants du groupe Carrefour entendus au cours de la séance du 14 mars 2007 ; Adopte l’avis fondé sur les constatations et les motifs ci-après exposés : I. Constatations A. L’OPÉRATION DE CONCENTRATION ET LES ENGAGEMENTS SOUSCRITS PAR LE GROUPE CARREFOUR 1. Par une lettre en date du 7 novembre 2003 le ministre de l’économie, des finances et de l’industrie a autorisé sous conditions le rachat par le groupe Carrefour, via sa filiale Erteco, de la société Sonnenglut Weinkellerei Gesellschaft (ci-après Sonnenglut), propriétaire des magasins à l’enseigne Treff Marché.
    [Show full text]
  • Educating Shoppers About Lidl SHOPRITE CONTRACT SUCCESS
    Winter 2018 Local 152 leadership and staff alongside members of the ShopRite negotiating committee SHOP RITE CONTRACT SUCCESS Educating shoppers about Lidl Protect our market share and shop your local union grocery store ocal 152 members and staff, alongside brothers and sisters from other UFCW locals and Lactivists from across the labor move - ment, gathered in Vineland throughout (Please see page 4) See page 3 Also inside: Mike McWilliams looks back on his career of union service Nomination of delegates to the UFCW International convention Buy Dear UFCW Local 152 Member: of the United Food and Commercial Work - ers International Union, for a continuous ag - American! UFCW Local 152 has received notice that gregate of at least 12 months preceding the the UFCW International will be conducting month in which the Convention call is is - Visit its Regular Convention (“Convention”) pur - sued, shall be eligible to be a delegate to the americansworking.com suant to the UFCW International Constitu - Convention from the Local Union through tion (“Constitution”). The Convention is which he or she holds his or her member - for information on finding scheduled for April 23, 2018 through April ship at the time of nominations, provided 27, 2018 and will be held in Las Vegas, Ne - that said member maintains continuous ac - American-made products. vada. Pursuant to Article 15 of the Constitu - tive membership in said Local Union during Support U.S. workers tion, UFCW Local 152 is authorized to send the interval between his or her election and up to 21 delegates to the Convention. Article the commencement of the Convention.
    [Show full text]
  • FRENCH MARKET PRESENTATION for : FEVIA from : Sophie Delcroix – Elise Deroo – Green Seed France Date : 19Th June, 2014
    FRENCH MARKET PRESENTATION For : FEVIA From : Sophie Delcroix – Elise Deroo – Green Seed France Date : 19th June, 2014 FEVIA 1 I. GREEN SEED GROUP : WHO WE ARE II. MARKET BACKGROUND AND CONSUMER TRENDS III. THE FRENCH RETAIL SECTOR IV. KEY RETAILERS PROFILES V. FOODSERVICE VI. KEY LEARNINGS VII. CASE STUDIES FEVIA 2 Green Seed Group Having 25 years of experience, the Green Seed Group is a unique international network of 11 offices in Europe, North America and Australia, specializing in the food & beverage sector OUR MISSION Advise both French and foreign food and beverage companies or marketing boards, on how to develop a sustainable and profitable position abroad Green Seed France help you to develop your activity in France using our in-depth knowledge of the local food and beverage market and our established contacts within the trade FEVIA 3 A growing and unique international network Germany (+ A, CH) The Netherlands Scandinavia U.S.A./Canada Great Britain Belgium France Portugal Spain Italy 11 offices covering 18 countries Australasia FEVIA 4 The Green Seed model Over the last decade, one of the most important trends in the French food & drink trade has been for retailers to deal with their suppliers on a direct line. Green Seed France has developed its business model around this trend. We act as business facilitators ensuring that every step of the process is managed with maximum efficiency. From first market visit, to launch as well as the ongoing relationship that follows. We offer a highly cost-effective solution of “flexible local sales and marketing management support” aimed at adding value.
    [Show full text]
  • Multinational Retailers and China's Consumer Market Penetration
    Working Paper No 2016-01 – January With a Little Help from my Friends: Multinational Retailers and China's Consumer Market penetration Charlotte Emlinger & Sandra Poncet Highlights The expansion of western hypermarkets induces a relative rise in imports for retailer goods. This rise is greater for import flows originating from the retailers' headquarters countries. Our results suggest that a 20% higher multinational retailer presence, amounting to one additional hypermarket in 2012, induces a relative rise in imports in retail goods of 2.8% compared to non retail goods. The import relative gains rise to 5.6% for the multinational retailers' headquarters countries. The observed effect is consistent with the appeal of Western gastronomy and with the structuring role of retail branded products. CEPII Working Paper Multinational retailers and China's consumer market penetration Abstract We study the growing presence of multinational retailers and its role for imports in China. To identify the causal effect of foreign retailers entry on the local import intensity, we use sector and origin country level import data for a panel of Chinese cities between 1997 and 2012 and differentiate between retailer and non retailer goods, and, in a second step, we exploit information on the multinational retailers' headquarters countries. We find that a relative rise in retail imports in cities where multinational retailers settle, which is sharper for imports from the country of origin of the retailer. Our results suggest that a 20% higher multinational retailer presence, amounting to one additional hypermarket in 2012, induces a relative rise in imports in retail goods of 2.8% compared to non retail goods.
    [Show full text]
  • Fifty Ways to Grow in European Retail N
    FIFTY FIFTY WAYS TO GROW IN GROW TO FIFTYWAYS WAYS TO EUROPEAN RETAILEUROPEAN GROW IN EUROPEAN RETAIL NEW BASED OPPORTUNITIES GROWTH ON POORLY MET SHOPPER NEEDS Overview of benchmarking companies More than 300 innovative concepts were reviewed from 20 countries. These are a good source of inspiration for business opportunities and more information about these examples can be found on our website www.rolandberger.co.uk/European-retail. A study conducted for the Coca-Cola Retailing Research Council Europe by Roland Berger Strategy Consultants in association with Europanel Copyright © 2011 Coca-Cola Services S.A. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means without the written permission of the publisher. This report was prepared for CCRRCE by Roland Berger. This report is a summary for general information only. 2 50 ways to grow in European retail 50 ways to grow in European retail 3 About Coca-Cola Retailing Research Council Europe (CCRRCE) This report presents selected results of the CCRRCE study into growth opportunities in the European retail market, conducted by Roland Berger Strategy Consultants in association with Europanel. We wish to extend a special thanks to Anthony Freeling, the Research Director of CCRRCE. Composition of CCRRCE (as of October 2011): Contents Mr Albert Voogd, Albert Heijn, Mr François Bouriez, Groupe Louis Delhaize, THE NETHERLANDS FRANCE Executive summary 5 Ms Ann Carlsson, Apoteket, Mr Harald Antley, Aspiag Services, SWEDEN ITALY Where
    [Show full text]
  • This Document Is a Case Analysis of TESCO, the UK Based Supermarket Chain
    This document is a case analysis of TESCO, the UK based supermarket chain. Using this analysis as a guideline, prepare a case report of any other firm of your choice outlining: i)i) Envivironmentntal appraisal,l, ii) Porter's 5 Forces analysis,s, iii) Critical success factors, iv) SWOT Analysis, v)v) VALUE CHAIAIN analysisis,s, vi) Strategic options,s, vii)Core Competenceses TESCO The food and drink retail sector represents the largest industry in the UK, providing employment for over three million people in primary production, manufacturing and retailing. In 2003 retail accounted for 9% of gross domestic product (Datamonitor, 2003). In recent years UK supermarkets have come under increased scrutiny over their treatment of suppliers, particularly of own-label products, yet the development of strategic supply networks has been an integral part of most supermarket strategies for the past decade. The report below provides an insight into the supermarket company, Tesco, with emphasis on its external environment analysis and company's analysis of resources, competence and culture. Two future strategic options are suggested in regards to the resources based strategies. Tesco is one of the largest food retailers in the world, operating around 2,318 stores and employing over 326,000 people. It provides online services through its subsidiary, Tesco.com. The UK is the company's largest market, where it operates under four banners of Extra, Superstore, Metro and Express. The company sells almost 40,000 food products, including clothing and other non-food lines. The company's own-label products (50 percent of sales) are at three levels, value, normal and finest.
    [Show full text]
  • What Challenges Do Retail Alliances Raise and What Opportunities Do They Offer?
    What challenges do retail alliances raise and what opportunities do they offer? Professor Paul Dobson Presentation to DG AGRI workshop The role of national and international retail alliances in the agricultural and food supply chain European Commission Brussels 4 November 2019 1 Presentation Outline I. Background II. National retail alliances III. International retail alliances IV. Effects of retail alliances V. Conclusions 2 I. Background 1. Why the interest in retail alliances? New and evolving national and international retail alliances - Retailers feel under competitive pressure to form or extend alliances - Membership and composition changes in some alliances Supplier complaints - Complaints about price pressure, anti-competitive behaviour and UTPs Competition authority concerns - Concerns about collusion, foreclosure and back-door consolidation Lack of public understanding about what retail alliances do (or don’t do) - Are they buying goods or selling services? How do they work? - Are they profiting from benefits to the exclusion or detriment of others? - Are they making consumers better or worse off? European Parliament calls on EC to conduct in-depth analysis (12/3/2019) - Lack of information about extent and effects of buying alliances 3 Background (#2) 2. How do retail alliances differ from retail groups and other forms of alliances? Retail alliances are horizontal alliances of retail chain groups that work together in pooling their purchasing power for sourcing supplies Retail chain group members tend to be integrated
    [Show full text]
  • Retail Supermarket Globalization: Who’S Winning?
    RETAIL SUPERMARKET GLOBALIZATION: WHO’S WINNING? October 2001 CORIOLISRESEARCH Coriolis Research Ltd. is a strategic market research firm founded in 1997 and based in Auckland, New Zealand. Coriolis primarily works with clients in the food and fast moving consumer goods supply chain, from primary producers to retailers. In addition to working with clients, Coriolis regularly produces reports on current industry topics. Recent reports have included an analysis of the impact of the arrival of the German supermarket chain Aldi in Australia, answering the question: “Will selling groceries over the internet ever work?,” and this analysis of retail supermarket globalization. ! The lead researcher on this report was Tim Morris, one of the founding partners of Coriolis Research. Tim graduated from Cornell University in New York with a degree in Agricultural Economics, with a specialisation in Food Industry Management. Tim has worked for a number of international retailers and manufacturers, including Nestlé, Dreyer’s Ice Cream, Kraft/General Foods, Safeway and Woolworths New Zealand. Before helping to found Coriolis Research, Tim was a consultant for Swander Pace (now part of Kurt Salmon) in San Francisco, where he worked on management consulting and acquisition projects for clients including Danone, Heinz, Bestfoods and ConAgra. ! The coriolis force, named for French physicist Gaspard Coriolis (1792-1843), may be seen on a large scale in the movement of winds and ocean currents on the rotating earth. It dominates weather patterns, producing the counterclockwise flow observed around low- pressure zones in the Northern Hemisphere and the clockwise flow around such zones in the Southern Hemisphere. It is the result of a centripetal force on a mass moving with a velocity radially outward in a rotating plane.
    [Show full text]
  • France Grocery Retail Market Profile
    November 2016 France Grocery Retail Market Profile Innovation and Sustainability Report By: Ray Gaul and Tudor Popa www.kantarretailiq.com Table of Contents Executive Summary ............................................................................................................ 3 Overview ........................................................................................................................... 3 Five Key Facts to Consider When Thinking About Retail in France ................................... 3 France: The Economy and Its Impact on Retailers and Shoppers .................................. 5 Global Recession of 2007: An Inflection Point ................................................................... 5 The Retail Market Outlook: Key Growth Metrics ................................................................ 6 Retail Conditions in 2015/2016 .......................................................................................... 7 Economic Conclusions ...................................................................................................... 7 France: The Modern Retail Landscape, Channel Developments, and Implications for Sustainability Programs ..................................................................................................... 8 Market Consolidation ..................................................................................................... 8 Price Wars ....................................................................................................................
    [Show full text]