Discount Retail Chain ARD Discount, the brand owned by Ergon S.p.A., returned for the sixth consecutive year to Marca, the international private label exhibition in Bologna to present its 2025 results, future projects and new branded products. Marco Sgarioto, CEO of Ergon, underlines the importance of 2 025 for the brand and the value of participation in the two days of the Marca: "2025 was a year of important development for ARD Discount. Among the most significant results, the surpassing of 20 stores in Sardinia, which strengthens our presence on the island and the link with local communities. A goal made possible also thanks to the collaboration with Fratelli Ibba, an entrepreneurial reality rooted for over 70 years in the large-scale retail sector, which has fully embraced the ARD Discount project and is promoting its diffusion with a plan of widespread openings. We have also recorded significant growth in Puglia, with the opening of 9 new stores that bring the total network to 265 stores. Marca represents a strategic event for us, an opportunity to tell the story of the path we are pursuing and share with our partners the fruits of a constant commitment to innovation. The development of Private Label is closely linked to the growth of the network: Private Label has confirmed its central role, not only as a pillar of the assortment, but also as a distinctive lever for loyalty and building trust. With targeted investments and an approach that is always oriented towards quality, we are ready to face 2026 with new goals and renewed determination, consolidating our position in the market and responding to the needs of an increasingly attentive and demanding consumer." In 2025, private label played a central role, accounting for 60% of turnover and the overall assortment. It was a year of development and innovation, marked by numerous assortment expansions and new launches. This result was possible thanks to a careful commercial strategy increasingly oriented towards the quality and value of Private Label, with the aim of retaining customers by focusing on an excellent quality-price ratio. 2025 was also a year of strong push on the digital front. ARD Discount has continued to invest in its digital strategy, focusing on the ARD App as a central customer relationship tool. A year after its launch, the App has already won over thousands of users and has been the protagonist of highly successful initiatives such as the "hAPPy Birthday!" competition, with daily prizes and weekly super-expenses . Alongside digital, direct contact with people remains central, as demonstrated by the ARD Summer Beach Tour 2025, a summer project that has stopped at numerous Sicilian and Calabrian beaches bringing games, music, entertainment and gadgets. An initiative that strengthened the bond with customers and told the most authentic face of the brand: close to people, present in the area and attentive to listening.   A fundamental role in these results has been played by collaborators, the real engine of the brand's growth. Their professionalism, passion and team spirit represent an irreplaceable added value, put at the service of the customer every day. Thanks to them, Ergon S.p.A. continues to consolidate its presence in Southern Italy and to look forward to future challenges with confidence.   ARD Discount: the new products previewed at Marca   At the heart of ARD Discount's participation in Marca 2026 is the wide range of new branded products, ranging from food to personal care, home and early childhood. Great attention is paid to the "Terre e Tesori" line, which is enriched with high quality references such as 75% Pistachio Pesto, Dubai Style Panettone without candied fruit and raisins and pistachio spread with kadayif. Alongside these, products linked to the territory such as the Honey of Sulla di Sicilia are back in the spotlight. Also from the same line, the new gourmet pizzas cooked on stone will be previewed, in five variants inspired by tradition and the enhancement of local excellence: from cherry tomatoes with burrata and Cetara anchovies, to Mortadella Bologna IGP with provolone and pistachio grains, up to the Calabrian Sausage DOP, speck with burrata and cherry tomatoes and the combination of skipjack tuna, red onion from Tropea and 'nduja from Spilinga. The offer in the ice cream sector has also been enriched with the Sicilian Pistachio Cone and Stick, expanding an assortment that focuses on quality and taste. There is also news for the " Optimo " line, which presents new hazelnut and coconut-flavored ice cream sticks, flanked by salted caramel, hazelnut and pistachio ice creams in jars, designed for a delicious break at any time of the day. Attention to dietary needs is confirmed as central with an ever-expanding lactose-free assortment, which includes robiola with lactic ferments and preservatives, fresh ricottas and mozzarella flowers, as well as a range of lactose-free Mix ice creams, all designed to offer taste and lightness even to intolerant consumers. For the " Sicilsole " line, the assortment expands with new 100% Italian dried legumes, including mignon lentils, red lentils, giant lentils, shelled broad beans, barley and pearl spelt, mixed legumes and cereals, chickpeas, broken green peas, borlotti beans and cannellini, testifying to the commitment to a balanced and traditional diet. " Tesori del Cuoco " also presents important news, with the arrival of a range of references designed to meet modern needs: Russian salad, tuna sauce, capricious salad, red pesto and barbecue sauce in 495g format. To these are added the pistachio pesto ready to be heated in a pan in a minute, the ready-made sauce with smoked salmon and the one with cacio e pepe, which complete a practical and tasty offer. Ample space is also reserved for home care, with the introduction of the new " Ionix " liquid detergents , offered in three specific variants: Total Care, Odor Protection and Extra Clean developed to ensure effective and careful cleaning of the different fabrics. The new formulations are designed to meet the needs of daily washing and also include products for quick washing, ideal for optimal results in a short time. The attention to sustainability is also reflected in the packaging, designed to reduce the environmental impact. In the pet food sector, the " Purams " line expands with Premium pork kibble for mini size adult dogs (single-protein), kibble rich in pork and rice for demanding cats with the addition of FOS, MOS and krill, and new beef and pork pâtés for adult dogs, also designed for individuals with food sensitivities. The " Tale of Essence " line, dedicated to personal care, is enriched with new references for cleansing and facial treatment, such as cleansing milk, tonic, two-phase make-up remover and anti-aging creams with hyaluronic acid, aloe vera and snail slime, flanked by serums and moisturizing creams for day and night. There is no shortage of specific products for hands, feet and legs, based on aloe, argan, red algae and refreshing formulations with talc and mint. The body & hair care offer includes scrubs, oils, regenerating masks and hair gels, while among the deodorants there are new spray variants for men, women and unisex (0% alcohol), delicate roll-ons and scented talcum powder. A wide and accessible range, designed to meet the daily need for well-being and personal care. Finally, important news also for the " Sofly " brand, which strengthens its presence in the baby world with the new Ultra Comfort diapers in Maxi (7-18 kg), Junior (11-25 kg) and Extra Large (15-30 kg) sizes. On the feminine hygiene front, the assortment is expanded with new day and night pads, in an anatomical version, ultra with wings in a double pack and panty liners, designed to ensure comfort, protection and safety at any time of the day.   Finally, among the most popular products of 2025 is the Magic Christmas Egg, a confectionery novelty that has been a great success among adults and children during the holidays. "Also this year, branded products will be the protagonists of our presence at Marca" - continued Sgarioto - Our commitment to innovation, quality and constant control has consolidated over the years the link between ARD Discount and consumers, who recognize the quality-price ratio as one of our main strengths". In addition, in 2026, ARD Discount plans to develop 400 new processes, with 200 new launches and 200 restyling and label interventions, demonstrating once again its willingness to respond to the constantly evolving needs of the market and to invest in the growth of its assortment.   The collaboration with the actor Nino Frassica continues The collaboration between ARD Discount and Nino Frassica, the historic face of the brand and protagonist of a communication capable of combining irony, immediacy and recognizability, continues in 2026. The partnership evolves in an increasingly modern and digital key, with a focus on the creation of social content that combines entertainment and promotion, strengthening the dialogue with a transversal and multigenerational audience. Thanks to its unmistakable style and strong bond with the public, Frassica continues to represent a distinctive element of ARD communication, helping to make the brand close, authentic and consistent with its message: "It pays to know how to choose".   Read more: ARD Discount: growth in southern Italy, innovation at the heart of MDD and many projects for 2026 #smartdiscount #arddiscount #italy #ergonspa #sardinia #privatelabel #ownbrand #expansion #franchise #growth #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #harddiscount #hd #google #twitter

Discount Retail Chain Lidl has invested €105 million in the construction of a logistics centre in Porto Romano (Durres), which is an important step forward in the development of the country's retail infrastructure and supply chain. It is one of the largest foreign investments in Albania's logistics and retail sector. The project is expected to create approximately 2,500 jobs and serve as a foundation for the retailer's future operations across the country, strengthening Albania's supply chain and integrating local producers into a modern distribution network. The Government's Investment Committee has granted Lidl the status of a "strategic investor" and approved a long-term lease of 200,000 square meters of land in the area of Porto Romano (Durres), where Lidl's logistics center, the main facility for the storage and distribution of wholesale goods throughout Albania and potentially the wider region, will be located. The government has approved a special three-year status for the project, which includes relief for the nationalization of land by the Port Authority of Durres in cooperation with the competent institutions. In addition to the logistics center, Lidl plans to enter the Albanian retail market by establishing a network of supermarkets across the country. The entry is expected to increase competition, lower consumer prices and raise retail standards in terms of service, product variety and quality. Lidl's presence should also bring Albanian farmers and food producers more opportunities to get involved in the wider European retail supply chain. Read more: Lidl ulaže 105 miliona evra u novi logistički centar u Albaniji | InStore #smartdiscount #lidl #expansion #growth #development #marketdevelopment #marketentry #albania #durres #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd

Discount Retail Chain Aldi Netherlands has emerged as the clear victor in the 2025 battle for market share. As more players release their year-end data, the trend is undeniable: Aldi’s rapid ascent has forced a total reopening of the industry dialogue regarding margins, pricing, and value. However, the 2025 narrative is not just about who gained percentage points, but the strategic shifts behind those gains. Growth Driven by Inflation, Not Volume Total spending in the broader food market grew by 3.1% compared to 2024, a growth almost entirely fuelled by price inflation. While the value of the average shopping basket rose by more than 3.5%, purchase frequency remained flat. Essentially, consumers are not buying more often, they are simply paying more per visit, which has fundamentally altered shopping behaviour. The Great Divide: Discount vs. Service The shift from service-oriented channels to discount models accelerated in 2025: Hard Discount: This segment remains the market's primary engine. Aldi led the pack with a remarkable market share index of 114, a growth rate unseen in this category for years. Lidl maintained strong performance, while Budgetfood showed impressive growth from a smaller base. Soft Discount: Growth here was steady but less explosive. Nettorama gained roughly half a percentage point following the Boni acquisition, and Vomar continued its steady climb. Dirk, however, remained relatively flat. The takeaway is clear: "Discount" now spans a broad spectrum, from pure price-play to pragmatic value. A New Competitive Field The "Other" category has evolved into a serious competitive arena. Ethnic retailers like Sahan and Tangier are gaining visible ground, even as niche players like Amazing Oriental and Ekoplaza saw slight declines. In the digital space, Picnic gained approximately 0.3% market share, driven by a 10% increase in household reach. Today, 1 in 6 Dutch households has used Picnic at least once. Alongside Crisp, Flink, and Uitgekookt.nl, online players are increasingly outperforming the broader market. Retailer Performance: Quarterly Trends Albert Heijn: Started Q1 strong, buoyed by the "tobacco ban" effect from the previous year. They maintained stability throughout the year and dominated the festive season, capturing over 50% market share during the Christmas peak by successfully blending premium quality with convenience. Aldi: Carried its 2024 momentum through the year. While year-on-year growth appeared to slow in Q4 due to a very strong 2024 baseline, they still secured a 0.5 percentage point gain in the final quarter. Jumbo: A year of two halves. Significant losses in the first six months gave way to stabilization in the second half, with minor market share recovery. However, a definitive upward trajectory is not yet established. Lidl: Experienced the inverse of Jumbo. Strong pre-summer momentum faded as penetration flattened, leading to a loss of market share in Q4, though they remain a formidable force in the discount sector. Looking Ahead to 2026: Structural Change or Temporary Shift? The data suggests that the shift toward discount is no longer a temporary trend but a structural preference. Even as inflation potentially eases, price consciousness is here to stay. Key Factors for 2026: Margin Pressures: With tight margins and limited "stretch," a full-scale price war seems unlikely, though tactical skirmishes will continue. The Digital Edge: Albert Heijn’s investment in automation and personalized loyalty is paying dividends, creating a gap that Jumbo and Plus must address to regain lost ground. Cross-Border Leakage: Cross-border shopping continues to weigh on Dutch margins. Nearly 3% of supermarket turnover—an increase of 0.5 percentage points—is now spent across the border. Channel Blurring: As non-food retailers and online platforms add food to their assortments, price-relevant offerings will continue to lure consumers away from traditional channels. Read more: Supermarket Market Shares 2025 - Hiiper Annual Review #smartdiscount #aldi #netherlands #hiiper #store #expansion #growth #marketshare #harddiscount #softdiscount #2025 #lidl #nettorama #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #hd

Discount Retail Chain Aldi USA is reinforcing its role as a leading player in the evolving grocery landscape According to a recent article in The Wall Street Journal, Aldi is pushing forward with aggressive growth plans in the U.S.,  aiming to reach 3200 total stores by the end of 2028. The discount grocer opened nearly 200 locations in 2025 alone, strengthening its position as America’s fastest-growing grocery chain. This surge is fueled by strong demand for affordable options, with major expansions planned in the Southeast, through Winn-Dixie and Harveys conversions, and across the Western states. Aldi’s appeal now spans both budget-conscious shoppers and higher-income households seeking value. The chain currently operates over 2,600 stores in 39 states. Entering 2026, its 50th year operating in the U.S., Aldi carries significant momentum. Well known for its streamlined, no-frills approach, the retailer has steadily grown a very loyal customer base. This year, Aldi is doubling down on brand growth, aiming to broaden its reach as inflation continues to reshape shopping behaviors. By positioning itself as a practical choice for a wide range of consumers, Aldi is reinforcing its role as a leading player in the evolving grocery landscape. In recognition of its accomplishments over the past year, the editors of MMR and Chain Drug Review have named Aldi Grocer of the Year. “Our strategy will remain focused on everything that’s earned us our reputation as a trusted destination for value. Even as we grow our store count in the U.S., we’re staying focused on delivering quality, affordable groceries and a simpler, easier shopping experience,” says Karla Waddleton, Aldi’s chief operating officer. Waddleton, a longtime Aldi vice president, was promoted to the role of COO in July, succeeding Atty McGrath, who was named chief executive officer in May. “Everything we do, from our quarter cart system and stocking produce in the boxes it arrives in, to a smaller store footprint, is to keep prices low. And we keep it easy by stocking a curated assortment that excites our shoppers, in a smaller footprint that takes an average of just 30 minutes to shop.” She adds that Aldi’s shoppers don’t want a fancy store design with thousands of options. “They want to get in, fill their carts with affordable groceries, and get back to their lives outside the grocery store. The Aldi store experience allows them to do just that.” With growth also comes challenges, and Waddleton says they face those as well. “As we continue expanding our footprint across the country, our biggest challenge is filling our shelves with the private label products our shoppers love. Because 90% of our selection is made up of Aldi-exclusive products, we have more responsibility than competitors to work with our supplier partners and scale our supply chain to ensure we’re well stocked for increased demand. It’s no small task, because, if we run out of, say, ketchup, we don’t have another name brand option for shoppers on the shelf. We only have our brand. If it’s out of stock, we lose the sale completely, and potentially some shopper trust, too.” Waddleton points out, “We’re investing in our supply chain to meet customer expectations without sacrificing the efficiency that sets us apart. By identifying smarter forecasting strategies, deepening supplier relationships and adding more infrastructure that allows us to keep up with growing demand, we feel well prepared to turn challenges into opportunities.” Efficiency is key She notes that Aldi focuses on efficiency to make sustainability affordable and accessible for all. “When we do that, we control costs without sacrificing quality, and we often find that the more efficient option is the more sustainable option. Take our Mama Cozzi’s Deli Style Pizzas for example. We removed the outer box, reducing weight, improving recyclability and cutting material use. This was part of a broader effort that led to a 15% reduction in primary packaging across Aldi-exclusive products.” She says she uses a number of leadership principles to guide her decision making at the company. “For me, it’s all about quality, consistency, our shoppers and our teams. If one of these things is missing, it’s probably not the right call. With that foundation, I approach decisions by asking whether they genuinely improve the customer experience while staying true to our disciplined way of operating. Consistency matters, doing things well, the same way, every day is what drives reliability and results.” She also places a strong emphasis on the company’s people. “Listening to our teams, trusting their expertise and setting them up for success leads to better decisions and stronger execution. Ultimately, I take a long-term view, balancing today’s needs with what will best support Aldi’s values, culture and sustainable growth over time.” Fostering innovation “At Aldi, we only pursue innovation that helps us deliver tangible value for shoppers,” she notes. “Strong relationships with our supplier network help us stay ahead of trends so we can constantly develop new products that surprise and delight our shoppers. A great example is our Summit Popz prebiotic soda. Until Aldi, no one offered a private label prebiotic soda. We saw the trend, acted fast and launched Popz in just nine months. We’re now selling nearly 22,000 cans per day and rolling out new flavors as a result of its success.” When asked about the company’s current growth strategy, Waddleton replies that “our growth is driven by our shoppers. Across the country, we hear them asking for more Aldi stores in their neighbourhoods because they know Aldi offers unbeatable value.” She continues, “in fact, one in four households shopped our aisles within the past year. That tells us we’re becoming part of people’s weekly routines and a place they truly enjoy shopping — and it’s why we’re opening more stores, in more communities to create more access to the quality, affordable groceries that only Aldi can offer.” She adds, “As we grow, we’re giving shoppers more places and ways to shop our aisles. In the past year, we added Uber Eats to our line-up of delivery partners, allowing shoppers to easily shop online or in-store.” Utilizing technology Waddleton notes that, like everything else, the retailer uses tech to make grocery shopping easy and affordable. “Take our online shopping experience, for example. Shoppers can visit us in-store, use curbside pickup or get groceries right at their doorstep through our delivery partners, whatever is most convenient. If they do visit us in-store, shoppers will see electronic shelf labels that reduce waste, save labour and keep shelves organized. That way our teams spend less time on manual tasks and more time serving shoppers.” She explains that private label is key and vital to who the company is. “Aldi shelves are 90% private label, which gives us a huge advantage and more control over our products, from the ingredients that go in, to the packaging shoppers see and the price at checkout. That control is especially important now. According to industry research, 84% of shoppers say they trust private label quality as much as name brands. Our model is built to deliver and move with speed and scale because we own the process and a robust network of suppliers.” Waddleton adds that by investing in the test kitchen, supplier relationships, and innovations, the company is able to outpace the competition and carry new products or refined favorites that deliver each time. “We know our private label strategy is working, because we hear it directly from our shoppers. According to our 2025 Price Leadership Report, 76% of Aldi shoppers said our store brands are just as good as national brands. They’re constantly going out of their way to find their favorites and share them — just check out the 3.8 million-member Facebook fan page dedicated to the Aldi Finds aisle. That brand trust and love is what turns first-time Aldi shoppers into loyal fans.” She points out that the company is seeing several major shifts in consumer behaviour, and Aldi is positioned to meet all of them. “First, shoppers are watching their spending closely but won’t compromise on quality. Price may get them in the door, but quality keeps them coming back. Luckily, that’s what we do best. We’re proud that at a time when budgets are stretched, a family of four can save nearly $4,000 each year shopping at Aldi without sacrificing quality.” Waddleton says that, secondly, shoppers want cleaner labels, simpler ingredients and products that fit how they want to eat without a higher price tag. “We’ve been ahead of that curve for years. We removed synthetic dyes from all Aldi-exclusive products back in 2015, and we continue to evolve staples based on shopper feedback.” “Lastly, private label demand keeps growing. It’s no longer seen as a compromise, many shoppers now actually say they trust private label quality as much as name brands. Our private labels continue to meet, and even exceed, expectations with on-trend, quality products shoppers can’t get anywhere else,” she concludes. Read more: Aldi is the Grocer of the Year #smartdiscount #usa #aldi #expansion #winner #growth #stores #development #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd #grocery

Discount Retail Chain Viva, part of Landmark Group, launched its initial two VIVA stores on 18.01.2026 in Riyadh, making Saudi Arabia the third GCC country, following the UAE and Oman, where we have a presence. The discount retail chain expanded into Riyadh, aiming to become a key tenant at Al Saedan's new Oro Square development, providing affordable groceries, fresh produce, and baked goods similar to its UAE stores. ​𝗩𝗜𝗩𝗔 — the value-driven grocery retail brand under 𝗟𝗮𝗻𝗱𝗺𝗮𝗿𝗸 𝗚𝗿𝗼𝘂𝗽 — has officially commenced operations in the 𝗞𝗶𝗻𝗴𝗱𝗼𝗺 𝗼𝗳 𝗦𝗮𝘂𝗱𝗶 𝗔𝗿𝗮𝗯𝗶𝗮, marking a significant milestone in its regional expansion with the opening of two new stores in 𝗥𝗶𝘆𝗮𝗱𝗵: ​𝗠𝗼𝘂𝗻𝘀𝗲𝘆𝗮𝗵 – 𝗥𝗶𝘆𝗮𝗱𝗵 ​𝗞𝗶𝗻𝗴 𝗙𝗮𝗵𝗮𝗱 𝗥𝗼𝗮𝗱 – 𝗥𝗶𝘆𝗮𝗱𝗵 ​The entry into the Saudi market highlights 𝗟𝗮𝗻𝗱𝗺𝗮𝗿𝗸 𝗚𝗿𝗼𝘂𝗽’𝘀 ongoing investment in scalable, customer-oriented retail concepts, with 𝗩𝗜𝗩𝗔 set to meet the growing demand for 𝗮𝗳𝗳𝗼𝗿𝗱𝗮𝗯𝗶𝗹𝗶𝘁𝘆, 𝗾𝘂𝗮𝗹𝗶𝘁𝘆, 𝗮𝗻𝗱 𝗲𝘃𝗲𝗿𝘆𝗱𝗮𝘆 𝗰𝗼𝗻𝘃𝗲𝗻𝗶𝗲𝗻𝗰𝗲. ​Built on a clear customer promise — 𝗙𝗿𝗲𝘀𝗵𝗲𝗿. 𝗖𝗵𝗲𝗮𝗽𝗲𝗿. 𝗕𝗲𝘁𝘁𝗲𝗿. — 𝗩𝗜𝗩𝗔 offers a grocery experience focused on fresh products, competitive prices, and assured quality standards. ​These openings mark the beginning of 𝗩𝗜𝗩𝗔’𝘀 expansion path in 𝗦𝗮𝘂𝗱𝗶 𝗔𝗿𝗮𝗯𝗶𝗮, emphasizing the Kingdom’s importance as a 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗴𝗿𝗼𝘄𝘁𝗵 𝗺𝗮𝗿𝗸𝗲𝘁 for leading regional retail groups. #smartdiscount #viva #ksa #saudiarabia #riyadh #expansion #growth #development #landmarkgroup #oman #uae #entry #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd

Discount Retail Chain ALDI is globally known for affordable groceries, its personal care line, specifically its private label brands like Lacura, is currently exploding on social media. In China, ALDI has recently sparked a "shopping craze" by offering high-end ingredients at "absurdly" low prices. Can a $7 product really replace a $600 luxury brand? ALDI China recently launched its Caviar Luxury Collection, marketed as "the first caviar essence of your life." Price Point: Items start at roughly $2.00 (14.9 RMB), with the most expensive cream priced at only $7.00 (49.9 RMB). A full 7-piece set costs less than $30. The Ingredients: Despite the low price, the lab results show "premium" ingredients usually reserved for luxury brands like La Prairie, including: Caviar Extract & Sodium DNA Palmitoyl Tripeptide-5 (Collagen booster) Acetyl Hexapeptide-8 (Targeting fine lines) Squalane, Shea Butter, and Beeswax Best-Selling "Dupes" & Viral Products The article highlights several ALDI products that have gained a cult following for being nearly identical to expensive counterparts: ALDI Product Price (Approx.) Luxury "Dupe" Comparison Shea Butter Hand Cream $1.40 (9.9 RMB) L'Occitane Shea Butter (Similar formula) Olive Lip Balm $1.80 (12.9 RMB) DHC Lip Cream (Similar top ingredients) Amino Acid Cleanser $1.40 (9.9 RMB) Competes with high-end gentle cleansers Caviar Face Cream $7.00 (49.9 RMB) Often compared to La Prairie 6-Pack Toothbrushes $0.85 (5.9 RMB) Known as the "Out of Stock King" Why Is It Winning? Supply Chain Advantage: ALDI’s business model—high private-label ratio, centralized procurement, compact stores, and minimal marketing—allows them to cut costs without sacrificing the liquid inside the bottle. The "80-Point" Rule: ALDI doesn't claim to be "revolutionary." Instead, it focuses on being an "80-point student"—products that are safe, effective, and pleasant for daily use without the "marketing fluff." Trust Over Hype: Consumers are increasingly tired of paying for celebrity endorsements. When they realize they are paying for the product rather than the advertisement, brand loyalty shifts to ALDI. Conclusion ALDI has proven that "doing the basics well" at a fair price is a rare and winning strategy in a market saturated with over-priced alternatives. Source: PLSC Shanghai #smartdiscount #aldi #china #personalcare #privatelabel #ownbrand #cosmetics #health #beauty #hbc #category #categorymanagement #growth #plsc #lacura #development #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd

Discount Retail ALDI U.S. enters its 50th year in the United States, the low-price leader is doubling down on its nationwide expansion, announcing plans to open more than 180 stores by the end of 2026. ALDI is also sharing a deeper outlook into its growth plans over the next five years, including entering Colorado for the first time, continued growth in Southeast and West markets, and plans to open three new distribution centers across the country. With its increased footprint, by the end of 2026, ALDI will operate a total store count of nearly 2,800, pushing it closer to its goal of 3,200 stores by the end of 2028. The growth plans are the company’s answer to sustained demand for its simple, affordable shopping experience, with 17 million new customers visiting stores in 2025. ALDI is also sharing plans to make shopping online even more seamless for U.S. customers in 2026 with a new digital experience. “One in three U.S. households shopped at ALDI this past year,* and in 2026 we’re focused on making it even easier for customers to shop our aisles first,” said Atty McGrath, CEO, ALDI U.S. “That means bringing ALDI to even more neighbourhoods, upgrading our website and planning additional distribution centers to keep our shelves stocked with the products our shoppers love.” The next wave of ALDI growth is powered by its customers. In recent years, millions have turned to ALDI for relief from rising cost of living—but stay for the quality, simplicity, and savings. The loyalty built in the first 50 years in the U.S. has helped transform ALDI into more than just a grocery store and instead into a movement. Customers line up hours before grand openings, fans proudly wear head-to-toe ALDI gear, and loyal shoppers share product recommendations in dedicated Facebook groups, some with more than 3.8 million members. Bringing ALDI to More U.S. Neighborhoods ALDI is building on its momentum with expansion in key U.S. markets, including: Maine: In 2026, ALDI will enter Maine as its 40th state in the U.S., opening in the city of Portland to bring unbeatable value to Maine shoppers Colorado: ALDI is announcing expansion plans into the state of Colorado within the next five years, with more than 50 stores planned for Denver and Colorado Springs markets supported by an accompanying distribution center Phoenix: As ALDI continues its westward expansion, the grocer will open 10 new stores in the Phoenix market in 2026, with plans to add a total of 40 new stores in the market by the end of 2030 Las Vegas: After debuting four incredibly successful stores in 2025, the grocer will continue to deepen its presence in the growing market with plans to double its current store count by 2030 The Southeast: ALDI plans to continue its Southeast expansion in 2026 by converting close to 80 Southeastern Grocers locations to the ALDI format. Since acquiring Southeastern Grocers in 2024, ALDI has converted and opened nearly 90 stores, with plans to convert more than 200 in total by the end of 2027 Increasing Distribution Networks to Support Demand To keep shelves stocked with the products customers love, ALDI is increasing operational capacity with plans to open three new distribution centers in the next three years: • Baldwin, Florida (projected 2027) • Goodyear, Arizona (projected 2028) • Aurora, Colorado (projected 2029) These new ALDI distribution centers will bring hundreds of new jobs to each of the regions and positively impact the local economies. ALDI is also expanding its distribution center in Haines City, Fla. to include a new chilled center for perishable foods, allowing ALDI to deliver even more of the fresh meats and produce shoppers want across the Southeast. By 2028, ALDI will have invested $9 billion over five years to expand its store footprint, strengthen its supply chain, and upgrade its online shopping experience. These investments position ALDI to meet rising demand while staying true to what customers count on most – quality products, an easy way to shop, and the lowest prices of any national grocer. “These strategic investments are all about making sure customers can continue to count on us for the quality, affordable groceries and enjoyable shopping experience they love,” added McGrath. “As we look ahead to our next 50 years in the U.S., we’ll continue to earn shopper loyalty by staying true to what’s made ALDI successful: keeping things simple and delivering real value.” Upgrading ALDI U.S. Recognizing that customers increasingly expect to complete their weekly grocery shop online, ALDI is redesigning its current website to deliver a seamless online experience that matches the ease of in-store shopping. The mission is to simplify the shopping experience by helping customers effortlessly plan their trips, easily locate the products they need, and save valuable time—whether shopping online or preparing for an in-store visit. The new website, launching in early 2026, includes tailored product recommendations for easy re-ordering, expanded nutritional information, shoppable recipes, and built-in tools to support shoppers in meal planning for their weekly shop. This upgrade marks an important step in modernizing the ALDI digital experience to better meet evolving customer expectations. Shopping ALDI for curbside pickup will also be easier. The new website will offer more personalized product recommendations to ensure curbside customers find all their essentials as well as the ability to shop for new and trending products every week. Every curbside order is handpicked by trained ALDI team members who know our stores and products best, so shoppers can expect the same care they’d use for their own families. Through the new site, customers can also choose home delivery to make their weekly shop even more convenient. Continued and expanded delivery partnerships with Instacart, DoorDash, and Uber Eats will give shoppers even more ways to conveniently fill their carts. In-store, ALDI is making it easier than ever to instantly spot and shop its trusted exclusive products with its largest packaging refresh to date. Inspired by customer feedback, the update puts the ALDI name on every product so shoppers can feel confident knowing anything bearing the ALDI name is free from certified synthetic colors and rigorously tested and tasted up to five times per year to ensure only the best makes it to shelf. ABOUT ALDI US ALDI is America’s fastest-growing grocer, serving millions of customers across the country each month. Our disciplined approach to operating with simplicity and efficiency gives our customers great products at the lowest prices of any national grocery store. ALDI strives to have a positive impact on its customers, employees and communities by being socially and environmentally responsible, earning ALDI recognition as a leading grocer in sustainability. In addition to helping protect the planet, ALDI helps customers save time and money through convenient shopping options via in-store, curbside pickup or delivery at shop.aldi.us. Read more: ALDI_2026 Growth Press Release_FINAL 1.5.26pdf #smartdiscount #aldi #expansion #usa #supplychain #stores #west #warehouses #distributioncenters #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd

Discount Retail Chain Lidl continues recent marketing focus on fresh food and healthy eating with another major sports tie-in. Across Europe, Lidl continues to promote its commitment to healthy eating by forging strong links with fresh produce. And the latest example of that marketing strategy can be seen at the Men’s Handball European Championship, which takes place in Sweden, Denmark and Norway from 15 January to 1 February. As the tournament’s official fruit and veg supplier, the retailer says it wants to inspire people and show them how easy it is to live an active life, “both on and off the pitch”. Throughout the championship, Lidl has undertaken to provide players, officials, referees and volunteers with fresh fruit and smoothies. “For us at Lidl, it is about pride in offering our customers the market’s best selection of fruit and vegetables every day,” says Robert Stekovic, chief customer officer at Lidl Sweden. “Our ambition is to inspire the joy of eating and show how easy it can be to choose a good and nutritious diet.” The company also plans to give away tickets to matches, and some of the lucky recipients will also gain access to a Lidl Freshness Lounge, an exclusive VIP sofa from where they can enjoy the action while they sample smoothies, fruit and nuts. Read more: Lidl supplies fresh fruit at Men's Handball European Championship | Fruitnet #smartdiscount #lidl #handball #sweden #tournament #fruit #vegetables #marketing #image #supplier #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #hardddiscount #hd

Discount Retail Chain ALDI Nord store opened last November in Wolfsburg (Volkswagen city). Customers can look forward to a modern branch with a wide range of products. The store is the first in Germany to be opened with a standardized building specification for both ALDI formats. Externally, the recognition value of both retailer (Aldi Nord and Aldi Süd) is retained. Both brands also have their own store concept in their sales territories. In December Aldi Süd its first store in Alzey (see also our DRC publication: Germany: Aldi pioneering market in timber construction sets new standards ) The ALDI Nord store in Wolfsburg was designed according to the current store concept as part of the modernization of the entire ALDI Nord store network. "The focus of the new stores is primarily on a bright and friendly shopping atmosphere," says Rouven Gercke, Head of Real Estate and Expansion at the ALDI regional company Sievershausen, which is responsible for Wolfsburg. ALDI Nord carries an average of 1,860 products from 18 product groups in one store. ALDI's own private label brands are at the heart of this and account for around 87 percent of the entire range. In addition, there are promotional items that change up to three times a week. Focus on simplicity and customer needs The new stores are uniformly structured in accordance with the brand identity and thus follow the ALDI principle of making shopping particularly easy for customers. The sales area has been expanded from around 800 to 1,300 square metres and offers a particularly pleasant shopping atmosphere with wide aisles. In the entrance area, customers can expect a fresh selection of around 120 fruit and vegetable items as well as ready-to-eat products from the convenience shelf. The enlarged bakery display offers around 40 products and is equipped with a baking chamber at the back. This allows employees to conveniently fill the shelves from the back. Customers are guided past important products for everyday needs via the outer aisle. Food and non-food items are clearly separated from each other. ALDI Nord does not use superfluous decorative elements and instead relies on clearly visible promotions and notices on walls and shelves. The shelf heights have been adapted for this purpose. For a relaxed shopping experience, 78 car parking spaces and e-charging stations are available. Extra-wide parking spaces for people with a physical disability as well as parent-child parking spaces make it easier to get in and out. A sufficient number of bicycle parking spaces can be found in the immediate vicinity of the market. The "Große Riehe" stop is only a few minutes' walk away. Construction documentation: A new ALDI store is being built In a five-part series, we accompany our construction work at an ALDI Nord location in Wolfsburg Wendschott. The ALDI store with its typical red clinker brick and gable roof will be replaced by a modern stand-alone store in timber frame construction and sustainable elements over the next five months. Sustainable and cost-efficient thanks to state-of-the-art technology In a construction documentation published on the company's website, ALDI Nord provides deeper insights into the construction process and the structural features of the modern stores. "Flat roofs are better suited for the installation of photovoltaic systems than conventional gable roofs," explains Rebecca Michalak, Construction Manager at ALDI Nord, in a video interview. "The installed system is one of more than 800 that are now installed on ALDI Nord roofs in Germany." A heat recovery system for the refrigerated cabinets can cool or heat the market space depending on the season. Overall, the building does not require fossil fuels. ALDI Nord is also focusing on sustainability when it comes to building materials. The timber frame construction of the new stand-alone stores scores not only with its appearance, but also with its sustainability: The production of the components requires less energy than the production of alternative materials, such as brick or concrete. More than 100 ALDI stores in Germany have already been built in timber construction or are currently under construction. #smartdiscount #aldi #aldisued #aldinord #aldisouth #aldinorth #baubeschreibung #boq #building #harmonize #timber #sustainable #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd

Discount Retail Chains in the Netherlands are advancing in the high streets. There are now 25 percent fewer shops in our country than in 2010. But especially retail chains with low prices are actually expanding. "In the past, you didn't want to be seen with a bag from textile discounters Wibra or Zeeman, but now people are no longer ashamed of it." Low prices, but bad products and stores that don't look good. That was the image that consumers had of discounters, says retail consultant Hans Eysink Smeets. "But that has changed." Fluorescent tubes and uninviting décor have often made way for a nicer atmosphere. "There is nothing in those stores now that shouts: "what a slob you are that you buy here," says Eysink Smeets. Consumers who do not necessarily have to pay attention to the price are now also coming there, he says. "Why would you spend more, when you can also get it at variety discounter Action?" The fact that discounters have the wind in their sails is evident from the development of the number of stores they have. As can be seen in the above statement, the number of branches of many discounters in our country has increased significantly in recent years, according to figures from Locatus, a research agency that keeps data on stores. And to think that the total number of stores in the Netherlands has actually fallen sharply. According to Locatus, there were still 105,000 stores in 2010, in 2020 that had dropped to only 90,000 and now there are only just over 79,000 stores. Price and assortment The Dutch, as most other customers in other European nations, love low prices, Peter van Heerde, retail expert at Rabobank, explains the rise of discounters. According to him, our preference is also evident from the rise of Chinese web shops. "Especially after corona, when prices rose sharply due to the energy crisis, among other things, consumers started to pay attention to the price." Although the purchasing power of consumers has increased in recent years, we also save a lot, which you often see in times of economic uncertainty, says Van Heerde. He points to, among other things, the Russian invasion of Ukraine, and the current situation around Greenland. "Given the increase in our purchasing power, you would expect the Dutch to spend more." In addition to the low price, the range of discounters is also attractive to consumers, he says. "Chains like Wibra, Zeeman, SoLow and certainly Action have many different products, you can always succeed there." And the range changes often, so you regularly find something new and it can therefore pay to walk in every now and then. "You then leave with more than what you actually came for." The quality of the products of many discounters has also become much better, says Van Heerde. "Often they are not much inferior to A-brands." Some discounters, such as Kruidvat, also sell A-brands, but at a lower price than drugstores or supermarkets, according to Van Heerde. Lower costs There are a number of reasons why discounters can charge relatively low prices, he and Eysink Smeets. For example, their costs are often lower than those of other stores. They can often buy relatively cheaply, because because they often have many branches, they buy larger quantities, says Eysink Smeets. Action has more than 3,000 stores. Why you won't find Action, Marskramer and other chains in the Kalverstraat When looking for new locations, it also makes a difference that discounters in a shopping street do not have to be on the ground floor, on the first floor is also possible, says Van Heerde. The rent is much lower there and consumers have no problem taking the escalator for cheaper products they find there. Shops with low prices also spend less money on furnishing shops, and they do not renovate shops as often, says Eysink Smeets. "The rule of thumb is that in retail you redesign a store every 7 years, but chains like Scapino and Wibra don't get there." The service in discount stores is also less than in other stores, which reduces personnel costs, among other things, says Van Heerde. Bankruptcy of Blokker and Big Bazar According to him, discounters have also been helped by the bankruptcy of Dutch national chains such as Blokker, Bristol and Big Bazar. As a result, many new buildings became available to them in one fell swoop, allowing them to grow considerably. Wibra, Danish variety discounter Normal and German textile discounter Kik, among others, have taken over locations from Blokker. And consumers who first bought from chains that went under have partly gone to discounters, Van Heerde concludes. Read more: Discounters rukken op in de winkelstraat: 'Schaamte om er te kopen is verdwenen' #smartdiscount #netherlands #shoppingstreet #textile #variety #fashion #city #kik #action #zeeman #solow #wibra #normal #flyingtiger #takko #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd

Discount Textile Retail Chain Takko Fashion made its 9-month results for the current 2025/2026 financial year public. After record sales in 2024, Takko Fashion saw a slight decline in sales in the first nine months of the 2025/26 financial year, while its operating result improved. Nevertheless, the textile discounter from German Telgte, present in 17 European countries, calls it a solid performance. Gross margin on the rise Despite a “difficult market environment with continued consumer reluctance,” Takko Fashion says it has “strengthened its market position and increased profitability.” Net sales amounted to €980 million, down 1.0% on the previous year. However, gross operating profit (EBITDA) rose by 6.5% to €159.3 million. According to the company, this increase was mainly due to a clear improvement in the gross margin. CFO Stefan Macheleidt responded positively: “Against the backdrop of a very strong previous financial year , with record turnover and record EBITDA, and despite cautious consumer sentiment, we have maintained turnover at almost the same level in the first nine months of this year.” For Macheleidt, the adjusted EBITDA margin of 16.3% confirms the business model and our consistent implementation of Operational Excellence . With dedication and passion, we are continuing our growth strategy SHINE 2028. #smartdiscount #takko #fashion #textile #growth #development #financial #ebitda #revenue #improve #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd

Discount Retail Chain Lidl is lacking commitment to the U.S. market. In every other country except the U.S., Lidl either maintains the pace of store openings with Aldi, or Lidl opens more stores than Aldi. Being aggressive against Aldi has paid off for Lidl in terms of growth and market share.  However, in the one country where Lidl should be aggressive, USA, they’ve been conservative. For example, ALDI USA is opening 180 stores in 2026 and will operate 3,200 stores by 2028. By contrast, since 2017, Lidl US has opened less than 200 stores in the USA. At the moment Lidl is irrelevant as a grocery retailer in the U.S. if Lidl doesn’t become more aggressive, they could decide to depart the USA. Executives from Lidl remain nevertheless convinced that, Lidl will never leave the USA. If Lidl is to remain in the USA, the parent company of Lidl US, the Schwarz Gruppe, must invest significant amount measuring up to $5B to $10B into the U.S. market in 2026 and no later than 2028 to grow and conquer the market. Nevertheless does Schwarz Gruppe want to invest such amounts in an unprofitable market, when it can invest its money better in new businesses such as Schwarz Digits (for cloud solutions), Schwarz Produktion (FMCG vertical integration) and/or Prezero (recycling). Looking at Aldi USA, it took them also more than 20 years to make a profitable business unit and let customers adapt to their format. Here the acquisition of Trader Joe's by Aldi Nord was a more clever move, providing immediate positive returns and still being one of the most successful formats in the US ever. Lidl has exceptional potential in the USA for the following reasons:  Lidl is growing 12% annually Customers are responding well to fruits, vegetables, and baked goods Lidl believes its assortment is superior to Aldi The new food pyramid materially increases the role of fresh produce in the American diet, giving Lidl an edge over Aldi All of that can be true and still not be enough. Aldi continues to do what matters most in the USA: opening stores relentlessly and compounding density.  The food pyramid is a tailwind for Lidl, no question. But it’s not a headwind for Aldi. Aldi can pivot assortment, add coolers, and expand fresh at scale far more easily than Lidl can expand its store footprint. This is the reality Lidl must confront: If Lidl intends to remain in the U.S. long term, it needs a distribution and density breakthrough, not another assortment debate. Here for an acquisition is required as Schwarz Gruppe has a history of acquisition not cooperation, as this does not fit to the DNA of the German discounters. Similar as Schwarz Gruppe acquired the German REAL Hypermarket, Globus or Familia stores for its Kaufland supermarket retail business, or acquisition of Southeastern Grocers by Aldi USA. That’s why it is believed an significant acquisition of for example Target is the most realistic game-changer on the table. Lidl US gets: Immediate national reach and scale Nationwide distribution  Scale in USA Target operates nearly 2,000 stores in the USA only, and most of them can support a discount branded store inside each Target. An accelerated expansion and store remodeling plan could see Lidl operating 1,000 stores by 2028.  Could Lidl US purchase one or more regional grocery chains? Yes, but this would only add 50 to 100 stores to their portfolio. A more forward-thinking strategy, which aligns better with the current Lidl US management, would involve targeting a company like Sprouts Farmers Market. #smartdiscount #usa #lidl #aldi #expansion #growth #development #acquisition #dna #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd