Discount Retail Chain Lidl Netherlands has published its new sustainability report for 2024–2025 . Lidl publishes a sustainability report every year in accordance with the guidelines of the Global Reporting Initiative (GRI). In these reports, it shares the progress on our sustainability goals. In it, the supermarket chain announces that it is fully committed to net-zero emissions by 2050. The targets for 2030 and 2034 have also been further tightened. Further highlights are:  🌍 Climate and Environment Net-Zero Commitment: Lidl Nederland, as part of the Schwarz Group, is committed to Net-Zero CO2 emissions by 2050 across its entire value chain (Scope 1, 2, and 3). Supplier Requirements: They have significantly tightened their climate requirements, obligating suppliers responsible for 75% of product-related emissions to set their own Science Based Targets Initiative (SBTi) goals before 2026. Electric Logistics: They are working towards 100% electric supply of all stores using electric trucks by 2030. Over 65 battery-electric trucks are already in use in 16 countries, including the Netherlands. 100% Gas-Free Stores: Lidl was the first supermarket chain in the Netherlands to transition all of its stores away from natural gas, using electric heat pumps for heating and cooling. Renewable Energy: They are committed to using energy that is demonstrably sustainable and generated in the Netherlands, including a recent Corporate Power Purchase Agreement (CPPA) for large-scale solar energy. 🥦 Healthy and Sustainable Diets Protein Transition: Lidl is a leader in promoting plant-based diets. They have lowered the prices of many plant-based analogues to match or beat their conventional meat/dairy counterparts and placed them in the same aisles. Planetary Health Diet: Their purchasing policy is explicitly based on the EAT-Lancet Planetary Health Diet principles to better link health and sustainability. Sustainable Fruit & Vegetables (AGF): Since the beginning of 2023, all their potatoes, vegetables, and fruit grown in the Netherlands are certified as 'On the Way to PlanetProof' or Organic. Lidl is also developing a new international sustainability standard for European conventional fruit and vegetable producers focusing on biodiversity (as a GlobalG.A.P. add-on). ♻️ Waste and Resources Food Waste Reduction: Lidl aims to reduce food waste by 50% by 2030. As of 2022, they were on track with a 31% reduction due to initiatives like their 'Verspil-me-niet' (Don't-Waste-Me) boxes and donating food surplus to Dutch Food Banks (Voedselbanken Nederland). Plastic Reduction: The Schwarz Group, which includes Lidl, exceeded its original reduction target of 30% for plastic in private-label packaging and transport aids by 2025. Lidl's strategy in the Netherlands is to make a healthy and sustainable lifestyle affordable and accessible to everyone. Read more: Duurzaamheidsverslag - 2024 (EN) | Lidl Flyer #smartdiscount #lidl #netherlands #sustainability #sustainabilityreporting #2025 #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #harddiscount #hd

Discount Variety Retail Chain Dollar Tree reported that higher-income shoppers are contributing to one of its most successful recent quarters, fueling a resurgence for the retailer.  The retailer saw 3 million more households shop its stores during the third quarter compared to the prior year, and about 60% of those shoppers came from households earning over $100,000, equal to the combined share of middle-income households (earning $60,000 to $100,000 at 30%) and lower-income households (earning under $60,000). Third-quarter net sales reached $4.7 billion, a 9.4% year-over-year increase, and same-store net sales rose 4.2%. Consumables increased 3.5%, led by snacks, personal care, household cleaning supplies and cookies. Dollar Tree responded to the momentum by standing firm with its full-year fiscal 2025 net sales guidance to a range of $19.35 billion to $19.45 billion and bumping up the low end  comparable-store net sales growth, which is expected to land between 5% and 5.5%. Earlier projections had comparable-store net sales growth falling in the 4% to 6% range.  “Over time, our goal is to inspire the same level of loyalty in our newer, higher-income customers that we see in our core customers,” Michael Creedon, CEO of Dollar Tree, said during the earnings call. “Many of our higher-income customers are still early in their relationship with Dollar Tree. Their purchase frequency has significant room to grow.” The strong third quarter also shows the effectiveness of Dollar Tree’s multi-price strategy. Traffic dipped slightly, partly due to a slow start to back-to-school season. The quarter finished strong thanks to Halloween and Thanksgiving demand. Each multi-price item sold during Halloween generated 3.5 times more profit than each non-multi-price item, according to Creedon. “Multi-price was a key driver of our Q3 momentum,” he said. “We believe these results reflect our sharper focus and more disciplined execution.” To retain higher-income shoppers, the Chesapeake, Va.-based retailer is emphasizing cleaner, well-stocked stores. Dollar Tree has introduced new tools and training to simplify store routines and increase accountability. The company also plans to remove slow-moving SKUs to open shelf space for more productive items. Creedon expects sales and profits per store to grow under the new strategy. Still, Dollar Tree views its lower-income customers, who delivered the strongest Q3 comps, as its core base and a priority. Creedon said the retailer’s goal is to create a “sticky relationship” with higher-income shoppers by offering a relevant assortment and operating better stores. “We believe as we continue to improve the in-store experience, those customers are going to want to come more and more often,” Creedon said. Read more: Dollar Tree gets a big boost from shoppers making over $100K #smartdiscount #dollartree #usa #shopper #customers #sales #growth #development #expansion #highincome #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #variety #nonfood

Discount Retail Chain Lidl's mother company Schwarz Group and Deutsche Telekom (DT), are on the verge of launching a project that could change Europe's digital landscape forever. According to a report in the Handelsblatt, talks are already well advanced about a joint "AI Factory", another mega data center that could make Germany a real AI hotspot. A Canadian financial investor could also get on board and give the project additional billions of dollars. The goal is clear: to go full steam ahead with EU funding and take the lead in the development of AI infrastructure. Europe's largest AI project? DT and Schwarz Group have massively increased their efforts in the field of AI data centers in recent months. But now the rate is to be dramatically increased. What DT announced at the beginning of November sounds like the beginning of a new era: an uncompromising entry into the construction and operation of AI data centers on a gigantic scale. DT CEO Tim Höttges made it clear where the journey is heading at the presentation of a major project with chip giant NVIDIA. Germany should not only catch up, Germany should lead. The planned AI Factory would be a decisive lever to make Europe competitive again in the global AI race. Billions in investments The fact that the Schwarz Group is serious was already evident in mid-November: With a spectacular groundbreaking ceremony for a new data center and an incredible investment volume of eleven billion euros, the retail giant set new standards. See DRC's blog: Germany: Lidl owner invests 11 billion in its own data center Now this know-how could be bundled with DT, a fusion of trading power and telecommunications giant, the likes of which Germany has never seen before. Officially, both companies are keeping a low profile. A DT spokesman explained that they did not want to comment on the specific case. But behind the scenes, everything seems to be running at full speed for a long time. Industry insiders are already talking about a "game changer" that could revolutionize the European AI ecosystem. What does this mean for Germany? If DT and Schwarz actually join forces, it would be a historic milestone. Germany could finally break away from the role of the AI laggard and take on a central role in the development, processing and provision of artificial intelligence. With an AI Factory of this size, not only would competitiveness increase, topics such as data sovereignty, digital independence and European innovation would also receive an enormous boost. Read more: Mega deal in sight: Telekom and Schwarz Group plan gigantic AI Factory - Supermarkt Inside #smartdiscount #schwarz #lidl #expansion #growth #development #ai #deutschetelecom #dt #aifactory #nvidia #datacenter #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #harddiscount #hd #google

Discount Retail Chain Aldi Spain has added more than half a million new shoppers in the last year. The company has recorded an 8% increase in the number of customers between June 2024 and June 2025. In addition, the supermarket chain has today exceeded 480 stores in Spain with the inauguration that takes place today in the Alicante municipality of Finestrat, the second store in the town. Alicante is a key province for Aldi, where it already has more than 40 supermarkets. The company has also recently strengthened its presence in Andalusia, another strategic area for the chain. Specifically, it opened its third store in the municipality of Vélez-Málaga on June 25. With this opening, the company exceeded 30 establishments in Malaga, the province with the largest number of Aldi supermarkets. The chain will also continue to grow in Almeria with a new opening in Mojácar, scheduled for July 30. In addition, the firm has continued to expand in Catalonia this summer with its first store in the municipality of Torroella de Montgrí, in Girona. In the second half of 2025, the company plans to open more than 20 new establishments throughout Spain. Thanks to this consolidation, Aldi has been the fastest growing supermarket in Spain for the fourth consecutive year, according to the chain, which already has more than 7.7 million shoppers in the country. Read more: Aldi adds more than half a million new buyers #smartdiscount #aldi #spain #customers #growth #expansion #development #drc #discount #retail #consulting #discountretail #discountretailconsulting #google #harddiscount #hd

Discount Retail Chain Hema NB learns Alibaba to anchor its discount retail push. In the first half of this year, Hema NB generated revenue of about RMB 8 billion (USD 1.1 billion), marking double-digit growth from the same period last year. The discounter now operates nearly 300 stores, doubling its footprint in six months, with most clustered in central and suburban areas of major cities in eastern China. Hema declined to comment on the figures. Earlier, the company introduced a private-label line under a new Chaohesuan sub-brand, replacing labels on hundreds of items including rice, vegetarian foods, tissues, fresh milk, and ice cream. Sources say that Hema NB will soon be rebranded as Chaohesuan NB. According to people familiar with the company, after several years of experimentation, Hema NB has reached a stage of maturity. Last year, Hema identified Hema Fresh and NB as its two core business verticals. Spinning NB off as an independent brand signals that the business is strong enough to face competition on its own. It also differentiates NB from Hema Fresh, which targets mid- to high-end consumers, by offering more affordable products and services in line with China’s increasingly segmented retail market. Unlike Hema Fresh, which typically anchors larger shopping complexes, Hema NB outlets are located in street-level storefronts and community malls. With an average basket size of about RMB 40 (USD 5.6), fresh groceries account for 45% of sales, attracting consumers who previously preferred traditional wet markets over Hema Fresh. To boost sales, Hema NB rolled out nationwide delivery services ahead of this year’s Lunar New Year. Online orders are expected to contribute about 30% of revenue, and the company has been hiring pickers in multiple cities to support the service. Hema NB sources products in two ways: over half of sales come from private-label goods, primarily fresh produce, bakery items, household essentials, and alcohol. The remainder comes from established key account brands. The chain keeps prices low through a lean supply chain, a high proportion of private-label goods, and simplified store formats. For example, rice is limited to just five or six high-volume items purchased in bulk under its own brand to cut costs. There is no live seafood section, and stores have fewer temperature zones, with goods sold in pre-packaged form to reduce spoilage. A price comparison conducted by 36Kr found that Hema NB’s small cakes are priced about 30% lower than at Hema Fresh’s larger stores. A 450-gram pack of grain-fed beef rolls costs RMB 19.9 (USD 2.8), while the same sells for nearly RMB 30 (USD 4.2) at Dingdong Maicai. Half a kilogram of edible clover, a leafy green vegetable, costs RMB 2–3 (USD 0.3–0.4) at Hema NB, compared with RMB 4–5 (USD 0.6–0.7) at nearby wet markets. Hema NB is the company’s latest step in discount retailing. In 2021, it launched an outlet format, selling soon-to-expire stock from Hema Fresh stores at 30–50% off. Some of those outlets have since been converted into Hema NB stores, while others have shut down. Since Yan Xiaolei became CEO of Hema, the company’s biggest achievement has been achieving annual profitability through reforms in product strategy, tighter focus on core offerings, and clearer store formats. The product overhaul included ending attempts to compete directly with Sam’s Club, such as aggressive low-price strategies and single-product promotions. Its latest approach doubles down on two formats: large-scale Hema Fresh stores and the more community-oriented Hema NB, with the latter now positioned as a cornerstone of Hema’s growth. At the end of 2024, Yan wrote in an internal letter that Hema would concentrate on two business lines: Hema Fresh, responsible for scaling its established model, and Hema NB, tasked with strengthening its community presence. The company also shut down all of its Hema X membership stores, once a growth driver, signaling full commitment to this new strategy. At the same time, Yan set a target for Hema: reaching RMB 100 billion (USD 14 billion) in annual gross merchandise value (GMV) within three years. As of March 2024, the company had already reached RMB 75 billion (USD 10.5 billion). Hema has since returned to expansion mode. On one day alone, it opened four Hema Fresh stores in Zibo, Lishui, Xinghua, and Jingjiang. Meanwhile, Hema NB faces the challenge of scaling rapidly while developing more competitive products and testing its supply chain resilience. The company also needs to balance the distribution of small and large stores to avoid cannibalizing foot traffic. Parent company Alibaba is steering its consumer-facing businesses toward greater integration. Taobao is evolving into a broader retail platform, with new services like Taobao Shangou and revamped membership programs including 88VIP, which now combine benefits across Hema, Fliggy, and more. Speaking at Hema’s tenth anniversary celebration, Alibaba CEO Wu Yongming said that Hema’s main priority is strengthening product capabilities. “Within the group, Hema is the only business that directly operates its own merchandise,” Wu said. “As we scale up, Hema will take on even greater responsibility for delivering essential product strength and consumer experience.” Read more: Hema NB doubles stores in six months to gain ground in China’s fragmented grocery market #smartdiscount #nb #alibaba #china #expansion #growth #marketdevelopment #revenue #sales #privatelabel #ownbrand # Chaohesuan #ChaohesuanNB #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #harddiscount #hd

Discount Retail Community Chains are the new collective format for retail brands in 2025. At the end of last year, the first store of the "Lianhua Fude (FD)" brand under Lianhua Huashang Group opened in Senhe Plaza, Hangzhou. It has 1,200 SKUs and the store's main products are fresh produce and food, marking the official launch of Lianhua Huashang discount store's new brand "Lianhua FD". On March 20, Dingdong Outlet Wuxi store officially opened. As a community discount store under Dingdong Maicai, Dingdong Outlet focuses on cost-effective products, effectively solving the problem of low perception of the forward warehouse model and opening up offline consumption scenarios. On April 12, Walmart opened the Xindejiayuan store in Nanshan, Shenzhen, which almost replicated the structure of HEMA NB and Oleqi 1:1, sparking heated discussions in the industry. Just a few days later, Hema announced that it had achieved full-year profitability for the first time, and the main driving force behind this important milestone was Hema NB, which has penetrated into the lower-tier markets. This two-year-old hard-discount brand has achieved impressive performance with 234 stores and annual sales of RMB 45 million per store. In particular, the closure of the last Hema X membership store in Beijing proves that the industry's inherent perception of retail formats has changed, and the competitive landscape of community retail is about to be redefined. With the offline comeback of Meituan Xiaoxiang Supermarket and JD Seven Fresh, community supermarkets have once again become a hot spot that retail giants are vying to seize. From collapse to fission, is Hema NB getting better? As soon as the new year ended, Xiaoxiang and Hema started recruiting in full swing. Hema promised five social insurances and one housing fund, paid annual leave, and promotion mechanism , while Xiaoxiang did not set many limits, advocated more pay for more work, and gave priority to experienced people. Both sides were very motivated. Community discount stores have shown unique advantages in the current retail environment. They are community-centered, close to consumers, and can accurately grasp the daily consumption needs of community residents. Through centralized procurement and efficient supply chain management, they reduce operating costs and accurately provide convenient, low-priced, high-quality product combinations, which are in line with the current consumer's pursuit of cost-effective products. In addition, the integrated online and offline sales model has further expanded sales channels, allowing consumers to find a shopping method that suits them in community discount stores. This is also an important reason why many retail brands have set up community discount stores. Brands such as Sam's Club , Hema, Meituan Xiaoxiang Supermarket and Dingdong Maicai each have their own layout. Currently, Sam's Club has more than 500 forward warehouses, and Hema has 430 stores covering 50 cities. Although Meituan Xiaoxiang Supermarket has the advantage of forward warehouses, the break-even line of an average of 1,500 orders per day is a challenge. Among all the community discount stores, Hema NB is an unavoidable case. It is the product of iteration from failure. Before deciding to focus on the "hard discount" and "community penetration" models, HEMA had tried a variety of business formats, including fresh food supermarkets , community discounts, membership supermarkets, etc., but all were hindered by high costs and low profits. The repeated adjustments to operations, systems and models have caused Hema to lose a certain amount of momentum . The dramatic change in Alibaba's organizational structure from "1+6+N" requires each business unit to be responsible for its own profits and losses. Hema was once on the verge of being sold. It was not until the former CFO Yan Xiaolei took over as CEO of Hema that Hema began to return to its "retail" essence and concentrate resources on expanding basic stores and upgraded Hema outlets. In March last year, some of Hema's store employees switched to outsourcing and cancelled meal subsidies. In April, the membership store business stopped expanding and about 10% of employees were laid off. These measures brought significant results. At the end of the year, the CEO announced in a letter to all employees that the company had achieved overall profitability for nine consecutive months. In terms of specific business, Hema began to focus on Hema Fresh stores and Hema NB to further penetrate the sinking market. It has nearly 220 stores in the Jiangsu, Zhejiang and Shanghai regions, including 143 in Shanghai , and the rest in Jiaxing , Huzhou , Wuxi and other cities. It plans to enter Changzhou , Nantong and other places this year. Hema NB has successfully shortened its replenishment response time from 8 hours to 4 hours through its dual-layer storage system of "city warehouse + community store", and its inventory turnover rate has reached 1.8 times the industry average. Its own brand "Hema NB Premium" accounts for 35% of total sales. With direct sourcing and specification adjustment, the price of its products is 15%-20% lower than similar products in the market. The success of Hema NB is first attributed to its precise market positioning and unique product selection strategy, focusing on community discount stores, mainly serving residents in densely populated communities and meeting their daily high-frequency needs. It adopts a dual-track operation model of "self-operation + franchising", with the franchise fee for self-collection points as low as 60,000 yuan, and has rapidly expanded with the help of community fission and private domain operations. Franchisees use the "cross-industry cooperation" model (such as express collection and Meituan Youxuan) to diversify their income, and the average daily sales of some stores have reached 8,000 yuan. Secondly, Hema NB's strong supply chain advantage is also the cornerstone of its success. Relying on Hema's global direct procurement resources, Hema NB can not only purchase high-quality and reasonably priced goods, but also reduce costs and losses by adjusting procurement specifications. In Shanghai, Hema NB's stores cover a permanent population of more than 100,000 within a radius of 500 meters, and the average customer price remains between 35-50 yuan, meeting the high-frequency daily consumption of families. Read more: Hema NB hasn't had a few good days yet, and Meituan and JD.com are here to steal Hema NB's business? - iMedia #smartdiscount #aldi #fd #wumart #nb #hema #alibaba #meituan #happymonkey #Dingdong #Xiaoxiang #china #ottno #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #harddiscount #hd

Discount Retail Chain Rema1000 made three humorous television commercials for Rema1000, a Norwegian discount supermarket chain and market leading supermarket chain with 868 stores in Norway, in 1994 with Mr. Bean (Rowan Atkinson). These ads were specifically created for the Scandinavian market and highlight Rema1000's low prices through Mr. Bean's signature slapstick comedy. They were produced during a transitional period for the character, shortly before the Mr. Bean TV series wrapped up its original run. Overview of the Commercials The ads follow Mr. Bean as he shops and encounters typical "Bean-esque" mishaps, ultimately demonstrating how Rema 1000 offers better value than competitors. Here's a quick breakdown of each: Part 1: "No Wallet" (or "Comparing Products") Mr. Bean enters the store carrying bags from a rival supermarket. He meticulously compares products (e.g., sizes, prices) on the shelves, realizing Rema 1000's items are identical but cheaper. At checkout, he discovers he left his wallet at home but still "wins" by switching stores. Runtime: ~30 seconds. Theme: Everyday savings through comparison shopping. Part 2: "Cheap vs. Expensive" Bean juggles expensive items from another store versus Rema 1000's affordable alternatives, leading to chaotic physical comedy (e.g., dropping and breaking pricier goods). It emphasizes quality at a lower price. Runtime: ~30 seconds. Theme: Value without compromise. Part 3: Checkout Chaos A continuation where Bean deals with the till and payment, reinforcing the "always cheaper" slogan amid his bumbling antics. Runtime: ~30 seconds. Theme: Hassle-free, budget-friendly shopping. These spots were a hit in Norway and Scandinavia, blending Bean's silent, visual humour with subtle product placement. They aired on Norwegian TV and helped boost Rema 1000's brand awareness during the mid-1990s economic focus on affordability. Where to Watch Full clips are available on YouTube: Mr. Bean in Rema 1000 comparing products Part 1: No Wallet Part 2: Cheap vs. Expensive At DRC we think the best films are the ones where we have managed to get the concept across well and at the same time play on humour, like in these one. Enjoy watching! #smartdiscount #rema1000 #norway #mrbean #marketleading #commercial #humour #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #harddiscount #hd

Discount Retail Chain D1's 2,700 stores in Colombia offers BBVA customers to withdraw savings. The fifth largest company in the country in terms of sales is now fully involved in the correspondent banking business. The hard discount chain of the Santo Domingo family's Valorem holding company announced an alliance with the Spanish bank BBVA to bring some financial services to its more than 2,700 stores. Customers of the financial institution will be able to make withdrawals of up to $700,000 per transaction with a maximum daily limit of $2,100,000 using their debit card at any D1 Store in the country. With this alliance, BBVA completes a network of 60,000 banking correspondents. It should be noted that D1's main competitor in the hard discount segment, Tiendas ARA, also operates as a banking correspondent for banks such as Bancolombia and BBVA. This type of initiative brings Colombians closer to financial services because they allow for an increase in the use of savings accounts, strengthen the relationship between banking and cash – a payment method that is still the favorite of Colombians – and generate the peace of mind of having a piece of banking in trusted retail. Read more: D1 enters the correspondent banking business after alliance with an international entity #smartdiscount #colombia #tiendasd1 #bbva #valorem #ara #banking #service #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #harddiscount #hd

New NielsenIQ data for PLMA’s 2025 International Private Label Market Report 𝗤𝟯 𝘂𝗽𝗱𝗮𝘁𝗲 shows steady growth for private label across Europe. Private label share across 17 tracked countries has risen to 38.7 %, +0.28 % up vs. the same period last year. 12 of the 17 markets increased their private label share 12 markets now exceed 30% private label share 8 markets exceed 40%, with Switzerland leading more than 52.3% Top-growing markets: Spain (+1.1) | Austria (+0.7) | Netherlands (+0.5) | Poland (+0.5) Category trends vary by region, but strong momentum is seen in Health Care, Confectionery & Snacks and Paper Products. Source: PLMA / NielsenIQ Q3, 2025 #smartdiscount #plma #nielseniq #europe #privatelabel #ownbrands #growth #development #expansion #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Die Grenze will open its first branch in Amsterdam this week. With 50 new branches in five years, Actionkiller Die Grenze is the fastest growing retail chain in the Netherlands and the pride of Twente. "I can't eat all that money on my own. I'd rather put it in the business," says founder Bert Hesselink. The branch in Amsterdam is the eightieth of the Twente bargain chain, one of the few bright spots in the gloomy shopping landscape . With 50 new branches in five years, Actionkiller Die Grenze is the fastest growing retail chain in the Netherlands and the pride of Twente. Hesselink, a former market vendor ('I thought it was a bit boring'), started his chain as Medikamente Die Grenze in 2007 in Denekamp, right on the German border. Medikamente (German for medicines) because over-the-counter pills are a lot cheaper in the Netherlands. Steadily, more cases followed in the border region. "But it was full at one point. Then I went inland," says Hesselink. And the gas went on. More department store than drugstore On paper, Die Grenze is a discount drugstore, but Hesselink sees his chain mainly as a department store. It is no longer a one-man business, although purchasing is still exclusively in the hands of Hesselink, who is called all the time with offers of new stocklots. "I always do everything by feeling. I have already sold mattresses. If someone offers a thousand ladders for a tenner a piece, I make it five euros and sell them for twenty. This year, Easter eggs were in the shops in June. All left. Isn't that chocolate?" "There is so much going around. This week there are still remnants of the old Blokker ; Airfryers, mixers, coffee makers, you name it. Yesterday trucks full of Halloween candy. After Halloween, that's cheap. I will soon sell them for one euro per two bags. Such a child does not say: 'Mom: I don't like that, because it's Halloween.' I sell most gingerbread dolls after Sinterklaas." On the border of at least sustainable Die Grenze also offers a lot of food, often close to the sell-by date, sometimes over it. Neatly indicated. "That often overshoots and then they knock on our door. We regularly have stuff from Albert Heijn or Plus. It used to be destroyed, but that is not so 'sustainable' in their annual report. Then they produce too much, or misjudge it. Last year, everyone wanted those noodles because Asia was so popular with the youth. Then they think it will stay that way forever and now they are lying with me, four for a euro. There is only two weeks of shelf life left." "People are far too difficult about that. If it's a week late, you're not going to throw it away, are you? Chocolate that is a month or so past the sell-by date, I still dare to eat. At most, it has turned white. According to the label, this bottle of water is good until 2027. If I drink it in 2028, it will still be wet. I once took over lice shampoo from the Food Bank. They didn't want to, because they were too old. The lice don't notice that at all, they don't have an agenda." "Yesterday 15,000 bags of cocktail nuts from Duyvis with an expiry date until January 3, 2026. Costs 2.99 euros at AH. I pay 55 cents per bag for twelve pallets. I sell them for one euro per bag. They will sell during the holidays." According to Hesselink, soft drinks are in short supply. "Those cans of energy drink. Every time it has to be slightly different and then the old stuff remains." No weird thoughts Die Grenze also collects returnable bottles and cans, because it has to. But with a vending machine on which he himself is depicted life-size. "They throw those bottles in through my mouth. Idea from my cousin. They weren't so happy with it at Statiegeld Nederland. If it had been an image of a woman with her mouth open, they wouldn't have done it. But no one gets strange thoughts with me anymore," says the 61-year-old Hesselink, who has already sat in a bathtub full of rubber ducks for praise, without embarrassment. Advertising slogans also regularly come from his sleeve. Like with a leftover batch of mini vibrators: 'cheap vibration is what the ladies want'. Or with condoms with an 87 percent discount: 'ten times for one euro'. Last year, leftover gingerbread cookies went on Christmas sales as rentier köttels. "The Germans really liked it. They sometimes ask: 'Do you still have those rentierköttels?'" Good for people without money The clientele of Die Grenze is manageable. "People who can't feed their children when they buy at the regular supermarket really need us. Then you have a group that cares about nature and thinks it's a shame that stuff is thrown away. In addition, there are the people who can afford the best but who are frugal; the rest of the Netherlands. Together we can make a pretty good living from that." The fact that the competition is literally around the corner doesn't bother him much. "I have deep respect for Action , is a world company." Although the respect doesn't go very deep either; he has snatched the manager for his Amsterdam store from the neighbour. The difference with competitors such as Action or Kruidvat ? "The price. And the surprise. They have to buy in bulk, because the same thing is true in all businesses. They have already determined what the offer is at Easter. At Die Grenze you never know, but you will always find something you need. There, everything has to go through the head office or the owner in Hong Kong. What I buy on Wednesday is in the shops the next Monday." Drugstore does not attract customers Amsterdammers have to get used to the German connotations of the name. "That works in Twente. Everyone says: who must go to Die Grenze. It also has charisma; We are already talking about it together. I can call it Drugstore Hesselink, but no one comes to that." Hesselink does not want another fifty more cases in five years. "You also have to be able to handle it. Next year we will do between five and ten. But it can also be thirteen or three, as it suits you. It's not opening stores for the sake of opening stores, I'm not the Kruidvat drug store." "If I don't have a good feeling about it, I don't do it. I could have stopped at ten branches. But yes, you are an entrepreneur. A footballer also plays football to score as many goals as possible. I can't eat all that money on my own. I'd rather put it in the business." Read more: Die Grenze is the fastest growing retail chain in the Netherlands: 'Don't open stores for the sake of opening, I'm not Kruidvat' #smartdiscount #diegrenze #expansion #netherlands #medicine #drug #store #growth #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #harddiscount #hd #google

Discount Retail Chain Gala Supermarket, a proud member of the renowned Western International Group, has rapidly emerged as the leading discount retailer in the UAE. GALA fulfils a straightforward promise: offering premium local and imported products at the most competitive prices available. With 21 successful stores across the UAE and plans for 5 additional stores, GALA is swiftly expanding its reach. More than just a store, GALA is a community-focused retailer committed to providing unmatched value, uncompromising quality, and complete customer satisfaction. Located conveniently in residential areas, GALA has quickly become the preferred grocer for UAE residents, offering a pleasant, convenient, and culturally diverse shopping experience tailored for Emirati families and the various international communities in the region. GALA's PROMISE: Better Quality. Better Prices. Guaranteed As an innovative discount retailer, GALA is dedicated to maintaining high-quality standards while ensuring everyday low prices. This commitment ensures that GALA customers consistently enjoy the best deals without sacrificing freshness or product quality. This steadfast focus has solidified GALA's reputation as the most price-friendly and value-driven supermarket in the country. Stop compromising—Start saving! A WORLD OF CHOICE: Your One-Stop Destination for Value GALA offers a comprehensive product range designed to effortlessly meet all of a customer's daily and household needs. Diverse & Fresh Portfolio Includes: Fresh Market Excellence: Fruits & Vegetables, Butchery & Fresh Meat Ready & Convenient: Fresh Foods & Ready-to-Eat Items Pantry Staples: Groceries, Dairy & Milk Products Treats & Snacks: Confectionery & Snacks, Frozen Foods & Ice Cream Home & Health: Health, Beauty & Personal Care Products, Hot & Cold Beverages, and Household Essentials This unparalleled selection ensures that every Gala store offers more variety, more freshness, and maximum value, making it the most convenient destination for all your daily shopping needs. TAILORED ASSORTMENT: Celebrating Every Community GALA's success is rooted in its community-first approach. The product selection is carefully curated to reflect the diverse preferences of the UAE’s multicultural population, offering a perfect mix of: International Power Brands Regional Specialties High-Quality, Affordable Private-Label Options This hyper-local, cost-effective strategy is rapidly making GALA the favoured, trusted neighbourhood supermarket throughout the UAE. BACKED BY A LEGACY OF EXCELLENCE GALA is built on the four-decade legacy and solid foundation of the Western International Group, ensuring unmatched quality standards, financial reliability, and a deep customer focus. GALA's Mission is Clear: To deliver maximum convenience, superior value, and outstanding service, while building strong, lasting relationships with our customers, dedicated employees, and trusted suppliers. #smartdiscount #gala #uae #expansion #growth #development #westerninternational #nesto #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #harddiscount #hd

Discount Retail Chain BBB Foods Inc. (Tiendas 3B), the largest grocery hard discounter in Mexico, reported a 36.7% increase in its consolidated revenues for the third quarter of 2025, although it recorded a quarterly net loss due to a significant increase in administrative expenses derived mainly from stock-based compensation. The company reported revenues of 20.279 billion pesos for the quarter ended September 30, driven mainly by the performance of stores with more than a year in operation and by the 528 openings made in the last 12 months. Same-store sales grew 17.9%. 3B stores opened 131 new stores in the quarter, reaching a total of 3,162 units. The chain also launched two new distribution centers, bringing its operating regions to 18. CEO and President K. Anthony Hatoum noted that the quarter reflects the strength of the business model and its potential for expansion, reiterating that the company sees a "clear path" to operate at least 14,000 stores in Mexico. Profitability EBITDA was a loss of 404 million pesos, compared to a profit of 688 million in the same period of the previous year. The result was affected by an increase in non-cash expense for stock compensation, which amounted to 1,574 million pesos, compared to 126 million a year earlier. Excluding this effect, adjusted EBITDA grew 43.6% year-on-year to 1,170 million pesos, with a margin of 5.8%. Gross margin stood at 16.2%, with a gross profit of 3,277 million pesos, an increase of 39.8% year-on-year and an expansion of 36 basis points, driven by commercial margins that offset higher logistics costs due to new regions in operation. Selling expenses grew 37.8% to 2,065 million pesos, while administrative expenses increased 326.5% to 2,109 million, reflecting higher regional personnel costs and the beginning of the recognition of the shareholder compensation plan associated with the liquidity event announced in 2024. The company recorded other net income of 17 million pesos, and a net financial cost affected by higher interest on lease liabilities. Tiendas 3B also reported a foreign exchange loss of 86 million pesos, as a result of the depreciation of the dollar against the peso that impacted the remaining dollar cash from its initial public offering. The quarter closed with a net loss of 1,424 million pesos, compared to a net profit of 258 million in 3Q24. In liquidity, the company reported 1.113 billion pesos in cash in local currency and 151 million dollars in short-term bank deposits as of September 30. In the first nine months of the year, Tiendas 3B generated 3,095 million pesos in operating cash flow, supported by its negative working capital cycle, while investments totaled 2,228 million pesos due to the expansion of stores and logistics. The company reiterated that it continues to fund its growth internally and that its new store teams are maturing faster than previous generations. Read more: 3B Stores Reports 36.7% in Third Quarter Revenue - Retailers - Business & Technology Innovation #smartdiscount #mexico #tiendas3b #ebit #harddiscount #hd #listed #bbbfoods #nyse #expansion #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google