Discount Retail Chain Aldi has only recently stopped selling the entire product category of cheap meat, the discounter's range is enormous. The same applies to competitor Lidl. Both have long since ceased to offer only fruit, vegetables, meat and sausage. More and more non-food products such as clothing or garden furniture and technology can be found on the shelves of Lidl and Aldi. In this category, however, the long-established discounters could face further decent competition in the future from Tedi. Non-food competitor Tedi has big plans, "5,000 stores in Europe" Tedi, owned by the German Tengelmann Group, has held out the prospect of extensive expansion. Tedi CEO Petar Burazin announced in a press release from the company: "In the medium term, we will grow to 5,000 stores in Europe". There are currently 3,200 Tedi stores across Europe, of which 300 were opened in fiscal year 23/24, according to the press release. The branch network is therefore to be expanded by a further 1,800 branches. These expansion plans are remarkable. Especially when you consider that Tedi is a relatively young discount chain. It was only founded in 2004. "Our success proves that stationary retail can be successfully led into the future with the right concept," Burazin emphasized. In order to be even more visible and easier to reach for customers, new locations are to be created in "pedestrian zones" and "inner-city A or good B locations", among other things. Major expansion at Tedi: Discounter plans 1800 stores in shopping centers and city centers District centres, retail parks and shopping centres are other potential locations for new branches, as waz.de reports. Tedi offers a wide range of products in its stores, including stationery, decorative items and household accessories such as preserving jars or hangers. In addition, the discounter offers pet supplies, toys, cosmetics and drugstore products and much more. Another competitor of Tedi, the discounter Pepco, is also planning a significant expansion. But Aldi and Lidl are also constantly working to grow further. Read more: Große Änderung: Aldi nimmt vollständige Produkt-Kategorie aus den Regalen ( merkur.de ) #smartdiscount #tedi #expansion #growth #expansion #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Lidl`s mother company Schwarz Gruppe is investing via its subsidiary CE-Beteiligung-GmbH in the Austrian transport giant Gartner Transport-Holding. This was confirmed by Gerald Schinagl, CFO of the Gartner Group in Lambach/Austria, to the Verkehrsrundschau on request. Specifically, CE-Beteiligung-GmbH will take over 35% of Gartner Transport-Holding, according to Schinagl. What is interesting about the deal: CE-Beteiligung-GmbH belongs to the Schwarz Group, based in Neckarsulm, Baden-Württemberg, which also includes the food discounter Lidl and Kaufland, among others. The reasons for the entry of CE-Beteiligung-GmbH When asked about the reasons for joining Gartner Transport Holding, a spokeswoman for the retail group said: "Efficient and resilient supply chains are crucial to the success of our business. We are therefore constantly working to further optimize our supply chains and make them even more reliable. To this end, we are creating additional resources in logistics by acquiring a minority stake of 35% in the Gartner freight forwarding company." Apart from that, the spokeswoman emphasized that the company has been working with Gartner Spedition for decades. However, it is not known at this point in time how the retail group's entry into Gartner Spedition will affect cooperation with other transport and forwarding partners in the medium term. Gartner Spedition has over 2100 towing units in use The fact is that the Gartner Group, Lambach/Austria, with over 3,700 employees at a total of 23 locations in eight countries (Austria, Germany, Hungary, Romania, Spain, France, Holland, Belgium, Greece, the Czech Republic and Slovakia), is one of the leading family-owned transport companies in Austria. Also thanks to various acquisitions. In 20217, for example, Gartner acquired the agricultural machinery transport specialist Gustav Ziegler in Baden-Württemberg. Gartner Spedition was originally founded by Josef Peter Gartner in 1918 and has been exclusively family-owned ever since. In 2023, Gartner Group generated a total of 648 million euros in revenue. The group of companies has a truck fleet with over 2,100 towing units and over 3,200 trailers. In addition, the company says it handles around 35,000 transports by rail every year. Read more: Schwarz-Tochter steigt bei Transportriese Gartner ein ( verkehrsrundschau.de ) #smartdiscount #austria #germany #gartner #scm #logistics #schwarz #lild #gartner #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Schwarz Services will produce shopping baskets for Lidl and Kaufland stores will largely consist of recycled plastic (recyclate), which has been processed by the recycling division of the Schwarz Group, PreZero International. The Schwarz Procurement department acted as an interface between the parties and coordinated the changeover on the supplier and system side.  Dominik Vogel , Buyer at Schwarz Procurement, explains: "Together with GreenCycle, our interface to PreZero International, the Lidl in Germany and Kaufland Deutschland retail divisions and our suppliers, we were able to switch to the new shopping baskets after positive test runs. We are particularly pleased that these are largely made of recyclate. In this case, recyclable materials from used packaging are reused."  The consideration of ecological aspects in procurement, as well as the planning and implementation of sustainable measures, is part of our jointly developed plastics strategy of the companies of the Schwarz Group "REset Plastic".  The companies of the Schwarz Group save more than 390 tons of virgin plastic and 698 tons of CO₂ equivalents with the new shopping baskets. This corresponds to the greenhouse gas emissions of around 1,400 flights between Frankfurt and Mallorca (return flights).  Read more: https://www.linkedin.com/posts/schwarzdienstleistungen_teamschwarz-backstageimhandel-schwarzbeschaffung-activity-7228762214281756673-lMbD?utm_source=share&utm_medium=member_desktop #smartdiscount #lidl #schwarz #germany #shoppingbaskets #production #sustainability #growth #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Lidl Netherlands is introducing new sustainable shopping baskets in all Lidl stores. The baskets are made of plastic packaging, including Lidl products, which households offer for recycling. The collected plastic is processed by PreZero, the waste and recycling company that, like Lidl, is part of the Schwarz Group, and then turns it into shopping baskets. In future, hand-held baskets will be made from 75% recycled material, roller baskets from 80% recycled material and XXL roller baskets from 87% recycled material. Shopping baskets already in circulation are being replaced gradually so that baskets that are still in good condition are used for as long as possible. This measure minimizes resource consumption. With the introduction of these baskets, Lidl Netherlands saves more than 36,000 kg of new plastic every year. In Europe, this even results in annual savings of 390,000 kg of virgin plastic and 698,000 kg of CO2 for Lidl, which is equivalent to the greenhouse gas emissions of about 1,400 round-trip flights between Amsterdam and Barcelona. All new Lidl stores will be equipped with the sustainable shopping baskets. Existing shopping baskets will be replaced by the upcycled variant as soon as they need to be replaced. In terms of appearance, nothing changes to the baskets. The recycled material used is post-consumer recycled material. It is produced from used packaging that is disposed of in the recycling waste of private households, primarily in Germany. The plastic waste is collected, cleaned and processed to produce regranulate by the environmental division PreZero. The process creates new, high-quality products that are also more environmentally-friendly. The entire recycling and manufacturing process is realized in Europe and is particularly sustainable thanks to the short transport routes involved. Coordination between PreZero and the retail divisions is the responsibility of Schwarz Beschaffung. This is the central procurement service provider for the companies of Schwarz Group all around the world.  Even more recycled material used for store construction: Crash rails and roof sheeting In addition to the new shopping baskets, crash rails made from 99% recycled material are being used to protect the walls of Lidl and Kaufland stores from strong impacts from shopping carts. By switching to the recycled crash rails from the environmental division PreZero, the retail divisions were able to save 409.70 tons of new plastic and 725.17 tons of CO₂ equivalents across all countries in 2023.  In addition, Lidl and Kaufland use recycled plastic film on the roofs of their stores. For this purpose, waste film from Lidl stores and logistics centers is collected, processed at a recycling plant and then made into roof sheeting. The sheeting is used in all Lidl and Kaufland countries to make buildings leak-tight. The new roof sheeting is made from 60% recycled material. As a result of this changeover, the retail divisions were able to save 153.95 tons of new plastic and 255.56 tons of CO₂ equivalents in 2023.  Joint "REset Plastic" strategy with focus on conserving resources Using raw materials conscientiously, protecting valuable resources and actively combating climate change, these are some of the things that drive all companies of Schwarz Group. The "REset Plastic" strategy, jointly developed by the companies of Schwarz Group, sets out measures to reduce the use of plastic and activities to promote the circular economy. Throughout the Group, the use of new plastics is being reduced, a switch to recycled material is being implemented and every effort is being made to ensure top recyclability. For the companies of Schwarz Group, today's waste is tomorrow's recyclable material. This strategy contributes to active climate protection and conserving resources. Read more: Lidl introduces upcycled shopping baskets - Sustainable Blogs ( duurzame-blogs.com ) #smartdiscount #lidl #schwarzgroup #kaufland #prezero #shopping #baskets #sustainability #environment #plastics #recycling #roof #rails #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Lidl GB will become the first-ever supermarket to sell products through TikTok shop, launching exclusive High Protein bundles to help Brits smash their fitness goals  Available exclusively through the @LidlGB account TikTok Shop, the limited-edition, High Protein bundles will be available to buy for just £5 from 9am on 20th February, while stocks last, with all proceeds from the pop-up venture going to charity partner, the NSPCC  With over a third of TikTok’s 1.69 billion users now flexing their spending power via TikTok shop, Lidl GB has unveiled its latest trailblazing offering, making history as the first supermarket to sell its products through the platform, with new bundles set to im-press fitness lovers everywhere.  Joanna Gomer, Marketing Director of Lidl GB says: “Our high protein range is a firm  fan favourite with more than 150 high-protein products sold in our stores every minute*** and our customers across the country taking to social media to share their hauls each week.   “With the number of TikTok shoppers growing rapidly, we’re proud to be the first supermarket meeting our customers directly on the platform with our unique offering, creating these exclusive bundles to showcase our new exciting products.”   Read more: THE WHEY-T IS FINALLY OVER: LIDL GB BECOME FIRST SUPERMARKET TO LAUNCH ON TIKTOK SHOP, WITH LIMITED-EDITION BUNDLES AVAILABLE FOR JUST £5! - Lidl Great Britain #smartdiscount #uk #tiktok #lidl #store #digital #consumers #fitness #protein #health #youth #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Lidl ventures into hybrid meat products and introduces pea-minced meat mix. The minced meat mix consists of 60% minced beef and 40% pea protein and is now available in all Lidl stores. The step is a result of the innovation pilot in which meat substitutes were placed next to meat . Although more meat substitutes were sold, meat sales did not decrease. With the introduction of the hybrid minced meat, Lidl hopes that consumers will more often opt for more plant-based meat. According to the supermarket, the minced meat mix is 33% cheaper than minced beef (300 grams for €2.29). The product is produced by Van Loon Group, a meat processor that has also been producing meat substitutes for a number of years. Update: Dirk follows Lidl Two months after Lidl's scoop, soft discount chain Dirk will now also launch hybrid meat products. The discounter is introducing a hybrid hamburger and minced meat mix. These products also consist of 40% pea protein. Dirk throws it on other names: beef burger mixed and mixed seasoned minced meat. On the front of the packaging it does not say that it is pea protein, Dirk sticks to vegetable protein. On the meat shelf To the dismay of some X'ers (formerly Twitter), the minced meat mix is on the shelves alongside animal meat. The product features an image of a cow and a plant with the text: 'less meat, full of flavour'. It also says on the packaging that it is a minced meat mix with pea protein. According to Lidl, the choice for the meat shelf is quite logical: the product is indistinguishable from minced beef in terms of taste. Geert de Vries, Lidl buyer: "The taste is the same, but the environmental impact and price are lower. The development has taken quite a long time. We wanted to develop a minced meat mix that contains less meat, but retains its flavour. I dare say that even for the real meat lover, this minced meat mix is indistinguishable from regular minced meat." AH extra lean meat product Lidl states that they are the first to sell hybrid minced meat, but about ten years ago Albert Heijn already came up with a hybrid minced meat. At the time, they positioned the minced meat as an 'extra lean meat product', but were rebuffed by the Dutch Food and Consumer Product Safety Authority (NVWA) for deception. The minced beef consisted of 50% soy and grains. After the slap on the wrist, the product disappeared from the shelves fairly quickly. In practice, it turns out to be difficult to communicate properly about hybrid products. Consumers don't understand the term hybrid and claims such as 'less fat' sound like 'less tasty' to consumers. Read more: Lidl ventures into hybrid meat products and introduces pea-minced meat mix ( eiwittrends.nl ) Photo: Lidl #smartdiscount #lidl #netherlands #sustainable #environmental #ecological #meat #mincedmeat #pea #vanloon #innovation #pilot #pioneer #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chains in Europe are rewriting the rules for Fast-Moving Consumer Goods (FMCG). Aldi and Lidl are no longer just "cheap supermarkets"; they are highly optimized machines driven by: Limited SKUs (less variety, higher volume per item). Private Label Dominance (selling their own brands). Hyper-efficient Supply Chains. For global suppliers, this represents both a golden opportunity for massive volume and a threat of being sidelined if they cannot adapt. 1. Lidl’s Non-Food Strategy: From "Treasure Hunt" to Brand Power The Move: Lidl is moving away from the "Middle Aisle" chaos (random items changed weekly) toward a fixed, category-based layout. More importantly, they are consolidating dozens of small labels into six core mega-brands: Parkside (DIY/Tools) – Endorsed by Arnold Schwarzenegger Crivit (Sports) – Endorsed by Steffi Graf Livarno (Home) Silvercrest (Electronics/Appliances) Esmara (Apparel) Lupilu (Baby/Kids) Takeaway for Suppliers:  Lidl is concentrating its buying power. If you are an OEM/ODM manufacturer, this is your window to secure long-term contracts. The catch: Your product must fit perfectly into one of these six brand frameworks. Suppliers of small appliances or sports gear should proactively pitch to the category heads of Silvercrest or Crivit. 2. Aldi Nord’s Geographic Victory: 5,555 Stores The Move:  Aldi Nord recently opened its 5,555th store (located in Mijas, Spain). Spain has become a powerhouse for them, with over 8 million households shopping there regularly. They plan to keep expanding and renovating throughout 2026. Takeaway for Suppliers:  Aldi’s "Less is More" philosophy means they carry roughly 2,000 SKUs (compared to 20,000+ in traditional supermarkets). The Reward: If your product makes the cut, the sales volume per item is staggering. The Risk: Being delisted is devastating. Suppliers should focus on "South European compatibility" (e.g., Mediterranean flavors or specific packaging) to tap into this growing market. 3. Lidl Italy: Conquering the Toughest Food Market The Move:  Lidl has hit 800 stores in Italy, opening a massive 1,500 sqm flagship in Milan. This is significant because Italy is home to Eurospin, a fierce local discount rival. Takeaway for Suppliers:  Italian consumers are obsessive about food quality and origin. While it is hard for foreign suppliers to break into the food section, there are massive "structural gaps" in non-food categories (Home & DIY). A smart entry point is partnering as a sub-supplier to Lidl’s existing Italian vendors rather than trying to compete directly. 4. Sustainability: The "Wood-Structure" Store The Move:  Aldi opened its first all-wood supermarket in Germany. It’s carbon-neutral, uses solar power, and took only six months to build. This isn't just PR; it's the blueprint for their next generation of stores. Takeaway for Suppliers:  Sustainability is now a hard requirement. By 2026–2027, suppliers without a clear carbon footprint (ESG) report or the ability to navigate the EU's Carbon Border Adjustment Mechanism (CBAM) will see their price competitiveness vanish. Non-food variety discounter Action recently get an ISO 14064 certification and include carbon data in your quotes. 5. Lidl Denmark: The E-Commerce Leap The Move: Lidl will launch an online store for own branded non-food items (Parkside, Crivit) in Denmark by 2027 and opened a test store in Germany in 2025, see also Germany: Lidl opens a non-food variety store . Takeaway for Suppliers:  This shifts the model from "limited-time seasonal drops" to "year-round availability." Suppliers will need flexible manufacturing — moving from shipping one massive seasonal order to providing smaller, continuous refills throughout the year. #smartdiscount #aldi #lidl #expansion #moves #action #suppliers #takeaways #ecommerce #inout #brands #suppliers #china #profit #sustainability #treasurehunt #brandpower #italy #growth #food #drc #discount #retail #consulting #discountretail #discountretailconsulting #google #twitter #harddiscount #hd

Following China’s annual "315 Gala ( also known as the CCTV 3.15 Evening Gala ) is a high-stakes, "name-and-shame" television special in China that is essentially the country’s version of a corporate "judgment day." Aired annually on March 15 (World Consumer Rights Day) by state broadcaster CCTV, it has a massive cultural impact.  Last year public trust in Chinese household products has been shaken. Last year’s scandal regarding the quality of sanitary napkins remained a sensitive topic for many families. In response to this demand for trust and value, the "hard discount" supermarket leader Chaohesuan NB (previously know as HEMA NB and a rising competitor to Aldi China) has entered the personal care market. Their strategy? High-quality essentials at prices that seem impossibly low. 'Medical-Grade Quality for Pennies', in Chaohesuan NB stores, private-label sanitary pads are now selling for less than $0.07 USD (0.50 RMB) per piece. While the price is low, the quality is positioned as premium. The products are labeled "Disinfection Grade," a specific Chinese regulatory standard that sits just below medical-grade equipment. The brand's personal care lead explains that they use 40g of ultra-soft material — 30% more than the industry average — resulting in a texture as soft as a high-end facial cotton pad. By cutting out the "brand tax" Chaohesuan NB has lowered prices significantly with its Private Label compared to the branded market average: Daily Pads: $0.07 vs. $0.13 market average. Night Pads: $0.08 vs. $0.31 market average. Period Underwear: $0.27 vs. $0.46 market average. The "Hard Discount" Secret: How is it so cheap? The answer lies in Structural Cost Leadership, a 5kg bottle of laundry detergent can sell for just $2.50 (17.80 RMB). Chaohesuan NB follows the "hard discount" model (similar to Aldi or Lidl), which achieves low prices by: Eliminating Marketing:  Zero spend on traditional advertising or celebrity endorsements. Private Label Focus:  Controlling the entire supply chain from factory to shelf. No Middlemen:  Goods go directly from the manufacturer to the store, removing several layers of distributor markups. Bulk Purchasing Power:  With hundreds of stores, they can negotiate massive volume discounts with top-tier European chemical and trusted ingredient suppliers like DSM-Firmenich. Efficient Logistics:  Minimalist store decor and low staffing costs ensure that every cent saved is passed on to the customer. 2026 Expansion: Targeting the Guangdong "Lowland" For years, the "hard discount" trend was concentrated in Northern China and the Shanghai region. The massive Guangdong province (home to Shenzhen and Guangzhou) remained relatively untouched by this specific retail model. That is changing in 2026. After successful pilot stores in Shenzhen and Dongguan earlier this year, Chaohesuan NB is preparing a massive push into the South. Industry insiders report that Guangdong is the primary target for 2026, with plans to open more than 100 new stores. As competition heats up with Walmart’s "Marketside" brand and other local players, 2026 is set to be the year that "hard discounting" becomes the new normal for China’s southern middle class. #smartdiscount #china #paper #cctv #315gala #tv #privatelabel #ownbrands #nb #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd

Discount Retail Chain Hema's NB outlet stores will be fully launched nationwide, entering Jiangsu, Zhejiang, Beijing, and Shanghai. The plan is to open 500 Hema NB outlet stores in 2024. "The model has been implemented. With over 2,800 county-level cities and around 290 prefecture-level cities in China, opening 10,000 Hema NB outlet stores is not a dream, it will definitely come true," mentioned Hou Yi, CEO of Hema, posted on his WeChat Moments in 2024.   It is understood that Hema Outlet mainly targets community customers and implements a sales method mainly based on hard discounts, with a focus on high cost performance. In October 2021, the first Hema Fresh Outlet store opened. After Hema's organizational restructuring last year, Hema Outlet was classified as the Hema NB business unit.   It is worth noting that recently, several Hema Outlet discount stores have opened in Shanghai. Compared with the previous Hema Outlet stores, the full name of the store is Hema NB Outlet discount store. The emphasis is on "Hema" and "NB" elements, and the number of Hema discount stores is indicated in the lower right corner.   In terms of model, there is not much difference between it and the outlet stores previously opened by Hema. The main focus is on updating the store signs, highlighting the importance of the outlet format in Hema's NB business unit. In addition to the outlet discount stores that have already officially opened, there are also stores under preparation. Hema outlet discount stores are continuously expanding.   In fact, at the 2022 Hema New Zero Supply Conference, Hou Yi clearly stated that "starting next year, the outlet store will be Hema's most important strategic project, without a doubt. Its role far exceeds that of Hema Fresh and Hema X member stores today." As of November 22, 2023, the number of Hema outlet stores in Shanghai has exceeded 56. Read more: Hema NB outlet store launches nationwide store opening, planning to open 500 stores this year | FoodTalks #smartdiscount #nb #hema #alibaba #expansion #growth #development #store #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #harddiscount #hd

Discount Retail Chain NB stands for Neighbourhood Business. As the third division of the Hema business group, it is regarded as an important move for Hema to enter the community e-commerce. Hou Yi also placed high expectations on Hema NB, and defined the project as "Hema's People's Livelihood Project" in the internal letter. Hou Yi revealed that Hema NB started to form a team in March this year, and opened its first store in Shanghai on April 28. Up to now, there are more than 400 self-pickup stores operating in 10 cities including Beijing, Shanghai, Xi'an and Wuhan. At present, the person in charge of Hema NB project is Gong Ye, reporting directly to Hou Yi. Gong also started his own business with Hou Yi since the founding of Hema Xiansheng. He was born after 1985, representing the youthful, highly educated and high-level talents cultivated by Hema himself. In-store employees told reporters that from the perspective of the busiest opening hours, 8-10 am is also the time period when the number of pick-ups is the largest in the day. From a format point of view, Hema NB is more similar to the fresh e-commerce Dairadish. Hou Yi also said that he had previously made a special trip to "three visits to Europe" to learn the advantages of his business model. Hema once tried the "Hema Xiaozhan" pre-storage model, and then gave up turning to Hema mini, but the experience of "live delivery" accumulated by Hema Xiaozhan was retained and copied to the Hema NB. Each self-pickup store in Hema NB is equipped with a water tank to store fresh food. It also provides products in four temperature levels: room temperature, refrigerated, frozen, and live fresh, to ensure the freshness of the ingredients to the greatest extent. This is also the big advantage emphasized by Hema NB. No price war, long-term quality is the first choice A person familiar with the matter said, “The goal of this business is to achieve 100% coverage of Hema products and services in cities with high coverage of Hema's housing. It is a supplement to Hema Fresh. From the user's point of view, it is of a more inclusive nature and extension of it." Self-pickup stores currently play two major roles. In addition to providing consumers with orders, it also undertakes the early push and pull of new tasks. In Hou Yi's view, the Hema NB values ​​the long-term product quality first, the richness of the product and the consumer's service experience, and finally the price. "Relying on market support to bring low prices is not sustainable." Hou Yi said, Hema neighbourhood competition is retail efficiency and service experience. It is understood that there are less than 2,000 SKUs in the Hema NB, covering all fresh products of Hema Xiansheng and all fast-moving consumer products of Hema Yunchao, covering daily life and daily meals. Customer Aunt Li told reporters that the abundance of goods is an important reason for her choice to repurchase in the Hema NB: “There are as many things you can buy in Hema supermarkets, and many products are cheaper than other supermarkets.” Hema's "Troika" "The mission of Hema NB is to solve the unsolved problems of e-commerce today." The problems mentioned by Hou Yi include how fast-moving consumer goods can achieve home delivery of heavy goods such as water and beer and fresh food on the basis of low logistics costs, and establish trust between people, people and brands through offline sites relationship. To this end, Hema NB has adopted a completely new self-built complete logistics system, so that consumers can pick up the goods from the familiar and trusted self-pickup store at the door every day, and enjoy the unreasonable return service. "After the business is formed, it will bring huge commercial value," Hou Yi said confidently. At present, Hema NB has also begun to try to join franchise, and does not rule out the possibility of opening this model in the future. Hou Yi said that Hema's NB model is very light and expands quickly. Hema can make full use of Hema's existing supply chain and product advantages, and continue to innovate and iterate. "During the trial run for more than two months, the reproducibility and sustainability of the new model have been verified." Hou Yi revealed that Hema NB is confident of achieving profitability within six months. Nowadays, Hema Xiansheng, Hema X Member Store, and Hema NB form the "troika" of Hema. Compared with the big store format that focuses on the middle class in second-tier cities, Hema NB has undertaken the heavy responsibility of "sinking". "Why am I so excited about the Hema NB project? Because this is the first time Hema has seen the opportunity to go from the city to the whole country. I hope Hema NB can let people all over the country live a good life in the box area." Hou Yi said. Recently, Hou Yi, President of the Hema Business Group, accepted an interview with media answering on the following questions: Q: Why do you want to be a Hema NB? What is its strategic position in Hema? Hou Yi : Hema's "troika" is Hema Xiansheng, Hema X member, and Hema NB. Hema NB is equivalent to our third growth curve. As China becomes more and more wealthy, China's 300 million middle class needs the best products and the best prices. Hema X member store assumes such a function, and Hema Xiansheng is also going in this direction. However, most consumers in China, especially those in the sinking market, still do not enjoy the goods and services of Hema. Hema NB has taken on the sinking function, which is why I am so excited-Hema has seen the opportunity to serve consumers from cities to consumers across the country for the first time. We believe that only when there is a substantial change in retail efficiency and customer service can real innovation be brought about. Hema NB is just such a brand new business model. We have also made Hema mini before and have achieved full profitability, but its model is too heavy and it is difficult to make profit; while Hema NB model is very light and expands quickly, which can make full use of Hema's existing supply chain. The advantages of commodities, and continuous innovation and iteration. Hema NB is a strategic project for Hema in the next ten years. We hope that the people across the country can enjoy the inclusive "box house". Q: How is Hema NB doing? What are your plans for the future? Hou Yi : On April 28 2025, Hema NB opened its first store. Today (July 19), there are 400 stores nationwide, and we are rapidly advancing in stages. The first batch has entered 10 cities including Shanghai, Beijing, Guangzhou, Wuhan, and Xi'an. In the future, it will enter all prefecture-level cities, even county-level cities and towns in China. Hema NB is a new flower that blooms on the shoulders of giants. Hema has a strong brand capability and a complete supply chain procurement system, product research and development system, base and logistics system. The accumulation of these systems cannot be achieved by a startup company. We have done Hema Xiaozhan and Hema mini. The core business of Hema Xiaozhan is warehouse, and Hema mini is a small store. On this basis, we are the combination of Hema Yunchao and Hema Xiaozhan, Hema NB. The original team comes from the original Hema Xiaozhan team. Read more: Hema has created a new format!400 stores opened in 80 days - iNEWS #smartdiscount #hemanb #nb #hema #HouYi #china #expansion #growth #development #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd #GongYe #Beijing #Shanghai #Xian #Wuhan

Discount Retail Chain Bara is growing quickly in Mexico with more the 533 stores at the moment. How does Bara differentiate from other discounters such as Tiendas 3B and Netto? The Science of the Basic Essential Basket: More Than Low Prices The hard discount is often misinterpreted as simply "selling cheap." In reality, it is an operational discipline that borders on obsession. Bara isn't trying to be a generic budget store; it is building a system of repetition. The Pillars of the Bara Model: Small Assortment (Essential High Volume SKUs): Instead of offering ten brands of detergent, the hard discount offers two. This drastically reduces logistical complexity and increases bargaining power with suppliers. Inventory Turnover: Success is not measured in how much you sell, but in how quickly the shelves are emptied to refill them. Anchor Pricing: Items of very high price sensitivity (milk, egg, tortilla) that act as magnets for the flow of customers. The Discount Model generates a new smart shopping habit: The Mexican consumer no longer goes to Bara for "the emergency items" (OXXO's convenience territory), but for "the basket of the week." When a family is confident that they will find the essentials at the lowest price consistently, loyalty becomes unwavering. The Muscle Behind the Owner Logo: FEMSA's While competitors like Tiendas 3B have grown up with a "boots on the ground" mentality and native agility, Bara is backed by the large Mexican conglomerate FEMSA. This is not a minor detail. FEMSA's execution capacity is arguably the best in the region. Infrastructure As of June 30, 2025, Bara reported 533 stores, with an opening pace that demonstrates an enviable expansion discipline. Real Estate: A unique ability to identify and acquire strategic locations ahead of the competition. Logistics: A proven distribution network that can absorb the demand of hundreds of new points of sale. Negotiation: Leverage with suppliers that few companies in the world have. However, FEMSA's challenge is to ensure that this size does not slow it down. The hard discount requires a "street" sensibility that is sometimes lost in large corporations. The battle here is to see if corporate standardization can beat the grocer's intuition. The Battle Against the Neighborhood Ecosystem What makes this competition "silent" is its battlefield. It doesn't happen on mobile apps or TV. It happens on the sidewalk. Bara's rival is not only Tiendas 3B or Netto. The rival is the corner store and the local market. The hard discount seeks to formalize and optimize spending that was previously diluted in multiple informal channels. To win, Bara must ensure that its replenishment is "invisible" to the customer but omnipresent in its availability. If the customer goes for milk and there is none, the system breaks. Daily Execution: The Real SEO of Retail In the digital world, SEO positions brands. In the world of hard discounting, "SEO" is location and operational cleanliness. Stable price: The customer in this segment is extremely sensitive to inflation. Stability breeds peace of mind. SKU and Stock Availability: The essentials must be there, always, as there is no or very limited alternatives. Proximity: The store must be "close to" the customer, eliminating long transportation barriers. Who will win the street? We are witnessing a fascinating experiment in the Mexican economy. On the one hand, native players who know every crack in the pavement; on the other, a giant like FEMSA that seeks to dominate the format through scale and systemic efficiency. Giant Bara is showing that it has the stamina to fight this long round. If they manage to maintain the essence of the hard discount without bureaucratization, they could redefine how the massive base of the income pyramid buys in Mexico for the next decade. Source: Ignacio Gómez Escobar The Silent Giant: Bara's Breakthrough in Mexico's Hard Discount - AmericaMalls & Retail #smartdiscount #bara #mexico #femco #expansion #growth #development #network #usp #drcdiscount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd

Discount Retail Chain Biedronka is responsible for over 70 percent of the entire Jerónimo Martins Group's revenues. Biedronka exceeded EUR 25 billion in sales (+7.5% y/y), increasing its market share. Operating profit (EBITDA) increased by nearly 10 percent, and the margin reached 7.9 percent. The sales of the whole Portuguese Jerónimo Martins Group increased by 7.6 percent, to 36 billion euros. Jerónimo Martins: Poland drives results, Biedronka exceeds EUR 25 billion in sales Jerónimo Martins Group's sales in 2025 increased to EUR 36 billion, with Poland and Biedronka accounting for over 70% of the group's revenues Biedronka exceeded EUR 25 billion in sales (+7.5% y/y), increasing its market share despite the slowdown in inflation and a fierce price fight At the beginning of 2026, the chain signals deflation of the shopping cart, while accelerating investments in stores, logistics, automation and promotions Poland remains the most important market for Jerónimo Martins, and the results of the Biedronka chain in 2025 show that despite the slowdown in inflation and growing competition, the food trade sector is entering a new phase, price struggle and local deflation. Thrifty consumer, price-aggressive market As the Portuguese company points out, the whole of 2025 was marked by cautious consumer behavior. Poles focused on: the lowest prices, promotions, limiting expenses. Average food inflation was 4.7 percent, but at the end of the year it fell significantly, to 2.4 percent in December. The result? Even greater competitive pressure between retail chains. 25 billion euros of Biedronka sales Biedronka recorded strong sales dynamics, maintaining its position as the price leader, while developing its product range and expanding its store network. The chain maintained its outperformance trend, achieving sales growth of 5.9% (in local currency) and 1.9% in comparable sales (LFL). In the year of its 30th anniversary, Biedronka exceeded the level of EUR 25 billion in sales, which means an increase of 7.5% compared to 2024, further strengthening its market share. EBITDA increased by 9.8% (+8.1% in local currency) and margin reached 7.9% (compared to 7.7% in 2024). This result was the result of solid sales growth, disciplined cost management and an increased focus on productivity. This has helped to reduce the pressure from price competition, wage growth and inflation of other costs. 2026 marked by deflation The most important signal from the beginning of 2026 is Biedronka's entry into the phase of shopping basket deflation. According to the Group, this means that: the prices of some products are starting to fall, the chains are intensifying promotions, and margins are under increasing pressure. This is the opposite of the situation in the years of high inflation, today trade is not fighting to pass on costs to the customer, but to maintain sales. Investments and scale as Biedronka's advantage In response to the difficult market environment, Biedronka continues its aggressive expansion. Last year, the chain opened 181 new stores (152 net), carried out 200 modernizations, developed logistics centers, invested in automation and sales technologies. In 2026, it is plan ned to open over 120 more outlets and further expand the logistics facilities. The group points out that growing geopolitical instability, including international conflicts, translates into energy prices, transport costs, and food inflation volatility. These are factors that also directly affect the Polish retail market and may make it difficult to forecast prices in the coming months. Trading in a new phase According to Jerónimo Martins, the year 2026 will be marked by continued strong competition, high sensitivity of customers to prices, and the continued importance of promotions as the main sales tool. In this environment, Biedronka intends to maintain its position as a price leader, develop its offer – especially private labels – and increase the value of the shopping basket. Read more: Poland key to Jeronimo Martins' results. 25 billion euros of Biedronka sales #smartdiscount #poland #biedronka #growth #revenue #expansion #sales #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd