Discount Retail Chain ALDI China store show that private-label brands account for more than 90% of the products on the ALDI shelves. Such a high proportion of private label is truly incredible. In fact, ALDI has consistently adhered to the philosophy of "Great Quality, Low Enough Price." Not only do its products gain high recognition from consumers, but its strong supply chain capabilities are also astonishing. Based on media disclosures from interviews with ALDI suppliers, ALDI's rigorous and scientific supply chain management is worth dissecting and practicing, and its quality and efficiency logic in product development is worthy of industry learning. Starting with deep consumer insights, to strict factory audits evaluating supplier qualifications and capabilities, to continuous innovation in production and post-sales stages, and fast responses to consumer feedback, the entire process reflects ALDI's simple yet profound business philosophy. ALDI highlights five key areas grocery retailers should focus on: Commitment to Quality: As an industry, quality must come first, ensuring private-label products consistently meet the highest standards. Continuous Innovation: Miracles happen when a company combines customer experience with pricing and quality. Relentless Focus on Reducing Operational Costs: Costs must be lowered, and savings reinvested back into the business. Direct Customer Engagement: Miracles happen when a company earns customer trust. Customer-Centricity: Price and quality must be guaranteed every time. Only by integrating these unified insights into an organization’s operational and execution frameworks can a company truly make miracles happen, especially in its collaboration with suppliers. So, where are ALDI China’s suppliers located? To answer this, DRC conducted market research across several ALDI CHINA stores, collecting data on over 300 SKUs to compile the following supplier directory. Special Note: The following breakdown is not a strictly academic classification. Some information may subject to changes or discrepancies, and certain entities listed may not be direct suppliers. This data is intended for reference only and are fully available at DRC. 1. Fresh Category (Including Frozen & Refrigerated) 1. Vegetables & Fruits Produce suppliers are primarily located around the Shanghai metropolitan area. Many regional origin-specific products are also managed by local suppliers. 2. Meat & Poultry 3. Bakery 4. Grain Bowls, Sandwiches, Salads & Light Meals 5. Refrigerated Delicatessen & Hams Offers a rich variety of ready-to-eat chilled meat products across multiple flavours. 6. Chilled Juices, Soy Milk & Beverages A closer look at product ingredients reveals that many beverages feature clean, simple formulas focused on health. 7. Cheese, Milk & Soy Milk Cheese involves multiple producers, with many SKUs imported. 8. Frozen Dim Sum & Pastries 9. Frozen Meat, Ice Pops & Frozen Treats The higher the fresh factor of a product, the more prominent its local/regional supplier footprint becomes. Product-wise, ALDI strictly adheres to a curated selection principle while maintaining variety and trendiness. On pricing, a .9-ending psychological pricing strategy is distinct. Tracking price changes indicates that discount margins on select items can be quite substantial. Food & Grocery Category In general food categories, aside from a few top national brands, the vast majority are private label. Individual items show strong traits of quality, practical utility, trendiness, and distinctive styling across flavor, aesthetic, and packaging. Due to the vast number of SKUs, the following directory provides only a selection of single items within each sub-category. In-store observations show that most suppliers provide far more than just one or two items—a key element of ALDI's sourcing strategy. Being admitted into ALDI’s supply chain implies these suppliers possess robust qualifications. For the retail industry, ALDI drives supplier progress, and the capabilities of these manufacturers deserve recognition. 1. Instant & Convenience Foods 2. Instant Beverages, Oatmeal & Powders 3. Biscuits, Crackers & Crisps 4. Sauces & Condiments 5. Seafood Snacks, Jerky & Vegetable Chips 6. Nuts & Roasted Snacks 7. Alcoholic & Non-Alcoholic Beverages 8. Extruded Snacks, Candy & Nutritional Products 9. Rice, Flour, Grains & Oils China offers an immensely rich pool of food suppliers. Mapping out supplier locations reveals that some ALDI suppliers are smaller or newly established factories situated in relatively remote areas. From an external perspective, it is difficult to confirm whether this is a deliberate supply chain strategy. Such factories may be more adaptable to ALDI’s scale and control requirements, growing alongside ALDI with the potential to enter its global supply network. At its core, ALDI maintains strict quality control and systematically operates to deliver "Great Quality, Low Enough Price" products to consumers. Non-Food & General Merchandise In non-food general merchandise, ALDI's curated sourcing approach is even clearer. Personal care and cosmetics are supplied by a few select manufacturers such as Guangzhou Shifei and Jiangsu Today, while household goods are supplied by manufacturers like Taizhou Ruikang. For suppliers, providing full product lines creates economies of scale, benefiting both parties under this cooperative model. Mapping supplier addresses also shows that while ALDI currently focuses primarily on the greater Shanghai region, its supplier footprint is already nationwide and deeply rooted in origin-specific manufacturing hubs. In a way, this signals ALDI’s long-term commitment to deepening its roots in the Chinese market. #smartdiscount #aldi #china #supplier #local #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #wechat #harddiscount #hd

Discount Retail Chain Aldi China expands rapid beyond Shanghai. By late August 2026, ALDI (奥乐齐) had surpassed 120 stores in China, with expansion accelerating sharply in the Yangtze River Delta region, pushing down from Shanghai into prefecture-level cities and even county-level markets. Nanjing and Nantong openings A new store at Nanjing's Yuhua Wuyue Plaza (opened August 22) reportedly posted the highest sales of any ALDI location in the city, drawing over 80,000 shoppers to the mall on opening. The launch tactics were straightforward: lottery draws with guaranteed prizes for spending above a threshold, free parking incentives, and sampling giveaways, standard playbook moves ALDI uses to build first-store awareness in a new city. Localized frozen goods and value rice/flour/oil products tailored to Nanjing cooking habits were the strongest sellers. The area (Yuhua) is a newer district with limited quality retail options. The same day, two Nantong stores opened simultaneously in the city's core commercial district, also drawing strong crowds, with best-sellers being everyday staples (pork belly, salmon sashimi, certified fresh eggs, seasonal cooling products) rather than novelty items, suggesting ALDI is targeting daily grocery spend directly rather than curiosity-driven traffic. Next stop: Suzhou A new ALDI store at Yinshan Lake in Suzhou was set to open August 29, in a residential, family-dense area matching ALDI's target demographic. Suzhou is described as ALDI's most heavily invested city outside Shanghai, though also one of the most competitive, facing established players like RT-Mart, Yonghui, and an expanding Freshippo (Hema) store network. This raises THE discounter density as ultimately benefiting local households through more competitive pricing and quality. A three-province expansion pattern At ALDI China's first Partner Conference in March 2026, CEO Chen Jia announced plans to add 50+ new stores within the year with simultaneous expansion into: Anhui (via Hefei as a regional anchor point, with further expansion into northern Anhui expected) Zhejiang (a new regional subsidiary registered, core hiring underway, first stores confirmed; unconfirmed rumors that ALDI may take over a former Freshippo property near Hangzhou's Grand Canal) Jiangsu (already ALDI's most store-dense province outside Shanghai, now reaching into Taizhou and expected to push further) The ALDI methodology: use Shanghai as the supply-chain and talent hub, expand outward along high-speed rail and logistics radii, establish brand awareness in a provincial capital or major economic center first, then push down into prefecture- and county-level cities. Nantong as a strategic bridgehead Nantong is highlighted as particularly important — geographically close to Shanghai across the river, with short supply chain radius and low logistics costs, making it the first real overspill point from the Shanghai model. The city's purchasing power ranks high within Jiangsu, and local retail quality has reportedly lagged, leaving relatively little direct competition at ALDI's tier. The expansion pattern moves from core urban districts (Chongchuan) down to county-level cities (like Rugao), mirroring ALDI's earlier playbook in Suzhou and Wuxi. A store in a Rugao mall (anchored to an existing Wanda Plaza rather than a standalone street location) reflects a "borrow the crowd first, establish roots later" approach — leaning on a mall's existing foot traffic and parking to minimize the cost of testing a new county-level market. Notably, ALDI is also preparing a smaller community-format store next to a traditional wet market in Nantong. ALDI moving beyond capturing "consumption upgrade" shoppers toward directly competing with traditional wet markets and community grocers for everyday, high-frequency spending across all income segments. Several other new stores (Wuxi, Kunshan, Nanjing) reportedly did over RMB 1 million in sales on their opening day, reinforcing that the single-store model is working well even in lower-tier, less competitive markets — arguably better than in Shanghai itself. The foundation: 90% private label Globally, ALDI operates 13,000+ stores with private-label products making up roughly 90% of assortment, which is the structural basis of ALDI's ability to sustain low prices in each new city. ALDI's patient, methodical approach to entering China: Deliberate, well-tested localization ALDI's China journey started in 2017 (an initial Tmall Global storefront), followed by two pilot stores in Shanghai (Jing'an, Minhang) in 2019 positioned as upscale boutique supermarkets. Only in 2023 did it settle on its current "good quality, low price" hard-discount community format, after several rounds of price cuts — and it took until 2025 to expand beyond Shanghai. This six-to-eight-year runway as a sign of strong strategic discipline and financial capacity, requiring the company to genuinely adapt its model (supply chain, product selection, store format) to Chinese market realities through extensive trial and local iteration — global backing alone, the author notes, hasn't guaranteed success for other multinational retailers entering China. Quality first, price second Despite being a hard discounter, ALDI's public positioning always leads with "good quality" before "low price," rather than leading with cheapness. Chinese discount retailers often over-index on "low price" alone without building consumer trust that low price doesn't mean low quality — and that trust, not messaging, is what actually matters. It credits ALDI's lack of "legacy baggage" as a foreign, German-origin discount pioneer, plus a series of high-profile, category-focused marketing campaigns (a giant vegetable display at a Shanghai metro station, meme-based promotions, flash "flower bouquet of spring vegetables" activations, brand-comparison campaigns for its private-label products) for building strong brand perception cost-effectively. It also credits ALDI's strict German-style quality control and factory vetting standards behind its private-label goods (versus what it characterizes as inconsistent quality control among some domestic discount chains), plus consistently clean, well-organized stores — contrasting this with discount retailers that conflate "low cost" with "no standards," arguing shoppers will accept simplicity but not visible disorder or poor upkeep. Organizational capacity as the real constraint ALDI's biggest challenge going forward isn't store economics but whether its internal organization (store manager pipeline, quality control auditing, regional buying teams) can scale as fast as its store count is scaling across multiple provinces. Three takeaways for hard discount in lower-tier Chinese markets Foot traffic potential in prefecture- and county-level cities rivals top-tier cities — challenging the old assumption that hard discount only works in major metros. Supply chain radius sets the real limit on how far down-market a chain can expand — expansion beyond that radius is fragile (competitor Hotmaxx's store closures as a cautionary example). Shopping malls are increasingly courting hard discounters as anchor tenants rather than just landlords — a shift from a pure landlord-tenant relationship toward a more mutually beneficial partnership. Intensifying ecommerce giants competition from Freshippo's "Super Hema NB" format, Meituan, and JD's discount supermarket initiatives, arguing that regional Chinese supermarket chains no longer have the luxury of defending market position through prime real estate alone, with the window to build real supply-chain advantages now measured in quarters, not years. #smartdiscount #aldi #expansion #china #growth #development #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #harddiscount #hd #google #twitter #wechat

Discount Retail Chain Lidl US has introduced a 10% discount for its workers that it stacks on top of loyalty program offers. Lidl US has introduced a 10% discount to all of its workers, a company spokesperson confirmed to Grocery Dive. The discount can be combined with deals from the grocer’s new loyalty program. With the new offering, Lidl joins other major grocery retailers in providing a discount as a workplace perk. Lidl said that the discount not only helps provide financial support to its workers but can also help boost morale and make Lidl a more attractive option for job seekers. “Our employees are the face and voice of Lidl US, and we want them to feel proud representing us, whether they’re helping a customer on the shop floor or sharing a meal with friends on the weekend … Ultimately, this isn’t just another workplace perk. It’s a genuine thank-you for the heart, talent, and energy our team brings to work every single day,” Lidl US Chief People Officer Mark Lacey said in an emailed statement. Walmart, Kroger, Trader Joe’s and Target are among the major grocery companies that provide employee discounts, but not Aldi USA. Lidl US noted that the employee discount could further help to incentivize its workers to try the products it sells, especially its private label and bakery items. The discount comes as Lidl US rolls out a new loyalty program and app. The new program, which debuted in early July, lets participants earn points that they can redeem for free products, access personalized coupons and receive “member exclusive” pricing at checkout. As part of the update, the grocer launched a new app called Lidl Plus. These changes took place in the same month that Lidl US welcomed Alan Barry as its new CEO. The grocer operates more than 200 stores across nine East Coast states. Read more: Lidl US rolls out employee discount | Grocery Dive #smartdiscount #lidl #discount #employeediscount #usa #drc #discount #retail #consulting #discountretail #discountretailconsulting #twitter #google #harddiscount #hd

Many industry observers assume that Mercadona’s dominance stems purely from aggressive pricing. In reality, its true competitive edge lies in an integrated ecosystem: synchronized quality control, operational efficiency, disciplined private label development, curated assortment management, and a seamless store experience. In Turkey, FİLE (owned by Turkish market leader BIM) serves as one of the closest market comparisons to this philosophy. Positioned between a traditional supermarket and a discount chain, FİLE demonstrates how key elements of Mercadona’s playbook can be successfully adapted to regional market dynamics. For independent and regional market chains across Turkey and emerging markets, this raises a vital strategic question: What can local retailers learn from the Mercadona and FİLE models? The answer goes beyond price points or private label ratios, it lies in aligning every layer of the retail organization toward a single, cohesive customer value proposition. The 6 Pillars of Mercadona’s Strategic Engine Mercadona’s model succeeds because it avoids the single-minded "race to the bottom" on price. Instead, it relies on six interconnected operational strategies: Product Consistency Over Mere Specifications Quality is defined by repeat reliability. Mercadona takes full ownership of what sits on its shelves, building consumer trust that directly drives its private label equity. Smart Assortment Management More SKUs do not equal higher value. Unproductive inventory ties up working capital, congests shelves, and complicates store execution. Category management must constantly ask: Does this SKU justify its shelf space based on velocity, margin, and substitution effect? Private Label as a Strategic Brand, Not a Cheap Alternative Brands like Hacendado or Deliplus are built on quality and price-performance. Because these products are exclusive to Mercadona, high private label satisfaction guarantees repeat store traffic that competitors cannot poach with national brands. Price Clarity Over Continuous Promotion Constant promotional cycles train consumers to wait for discounts, eroding baseline price trust. Mercadona focuses on an Everyday Low Price (EDLP) perception that communicates consistent, fair value. Operational Simplicity Drives Store Experience A great store experience is fundamentally operational: clear product layout, reliable stock availability, fast checkout, and fresh produce. Simplicity fuels both customer satisfaction and lean store operations. The Retailer as an Ecosystem Retailers do not operate in a vacuum. Sustainable margins depend on long-term, collaborative relationships with suppliers, logistics partners, and local producers. The Turkish Adaptation: FİLE’s Hybrid Approach FİLE bridges the gap between hard discounters and traditional supermarkets by combining a controlled range of ~4,000–4,500 SKUs with high-quality fresh categories and continuous sharp pricing. It is a so called soft-discounter. Brand Architecture: Similar to Mercadona’s multi-brand setup (Hacendado, Bosque Verde), FİLE categorizes its private labels strategically—Harras (food), Actisoft (home care), and Daycare (personal care). With private label accounting for roughly a third of net sales, FİLE treats own-brands as a core asset rather than an impulse add-on. Fresh Produce as a Traffic Driver: FİLE leverages in-store bakeries, fresh meat, and daily produce supply to build store loyalty—a critical lesson for regional players looking to defend market share against national hard discounters. 10 Actionable Takeaways for Local & Regional Retailers Manage SKU Efficiency, Not SKU Count: Eliminate duplicate, slow-moving SKUs that drain working capital. Build Private Labels People Trust: Elevate own-brand standards so customers choose them for quality, not just price. Establish Clear Brand Architecture: Segment private labels by category platforms (e.g., food vs. home care vs. premium local). Reduce Promotion Dependency: Focus on transparent Everyday Low Pricing for Key Value Items (KVIs) like oil, milk, and detergent. Turn Fresh Categories into Anchors: Greengrocer, butcher, and bakery departments build daily foot traffic that national discounters struggle to replicate. Shift Supplier Relationships to Joint Growth: Move conversations from mere discount negotiation to joint category development and inventory turnover. Monetize Your Locality: Create dedicated category spaces (e.g., "Products of Our Region") to turn local heritage into a formal brand positioning. Master Operational Fundamentals First: Prioritize shelf availability, clear price tags, and quick checkouts over decorative store buildouts. Integrate Physical and Digital CRM: Use customer purchasing data to track basket composition, category transition, and churn risks. Drive the Business by Unit Economics: Regularly audit turnover/m², gross profit/m², stock days, and private label repurchase rates. Conclusion: System Beats Scale Local and regional chains do not need to copy BİM on raw price or Migros on endless assortment. Their advantage lies in agility, regional consumer intimacy, and local vendor relationships. The future belongs to the retailer that combines national-chain discipline, discount-level efficiency, and genuine local proximity. When purchasing, operations, category management, and supply chain work in total alignment, the system always wins. Read more: From Mercadona to FILE: Powerful Retail Model Requires More Than Price | Retail Engineer #smartdiscount #spain #turkey #file #mercadona #format #development #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter

Discount Variety Retail Chain Action, 7 products have been voted Best Product of the Year 2026–2027 in Belgium! In the discount sector, winning on price is only half the equation; true market leadership happens when high consumer trust meets extreme operational discipline. Because these awards are decided entirely by consumer votes, they validate our core private label proposition: delivering top-tier quality and increasing sustainability at the absolute lowest price in the market. Dissecting the Award-Winning Assortment: Hotel Royal Duvet Cover: Premium cotton satin performance with BCI-certified sustainable sourcing—proving that luxury feel and ethical supply chains belong in hard discount. Palazzo Coffee Pads (Regular): Rainforest Alliance Certified, demonstrating how high-frequency FMCG categories can drive volume while adhering to strict environmental standards. Superfinn Detergent (White): A high-performance, vegan, microplastic-free formula effective at 20°C—meeting modern eco-conscious demands without compromising on cleaning efficiency or price. Teddy Care Sensitive Baby Wipes: 100% plant-based fibers, fully recyclable packaging, and dermatologically tested—delivering high-trust personal care to families at accessible price points. Max & More Setting Powder: A 100% vegan formula delivering premium cosmetic performance, reinforcing Action’s strength in high-margin impulse categories. Comfibeds Microfibre Pillow: Engineered with a 600g anti-allergic filling to capture high consumer value in core non-food home goods. Spargo Spray Mop: Smart product design featuring 52% recycled plastic and an integrated reservoir—simplifying household routines while reducing packaging and utility friction. These awards prove that modern discount retail is no longer about compromise; it’s about smart product design, ruthless supply chain efficiency, and unmatched value for money. A huge congratulations to our category management, sourcing, and store teams who make these private-label benchmark products possible and a sincere thank you to our customers for their continued trust and votes! Read more: Action wins 7 Best Product of the Year awards! - Action #smartdiscount #action #privatelabel #ownbrand #whitebrand #belgium #best #test #award #assortment #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd

Discount Retail Chain ALDI’s most-loved products of 2026 have been revealed in a shakeup to ALDI’s annual People’s Picks Awards. Based on DoorDash ordering insights, these are the ALDI products shoppers can’t stop purchasing, cementing their place as ALDI’s most-loved lineup of the year. Drawing on real customer purchasing behaviour, ALDI has uncovered nine standout products across nine categories, showcasing the items Aussies simply can’t get enough of, all available at incredible ALDI prices. Starting at just $1.29, the results reveal the items including sweet treats, charcuterie showstoppers and viral favourites that are winning over Aussie households one basket at a time. Simon Padovani-Ginies, Group Director at ALDI Australia, said: “The People’s Picks Awards have always celebrated the products our shoppers love, but this year we decided to let the baskets do the talking. Powered by DoorDash ordering insights, the results reveal the products Australians keep coming back for, from breakfast favourites and snack-time staples to entertaining essentials. These are the products earning their place in shoppers’ carts again and again.” “The results highlight that some of Australians’ most-loved ALDI products are also among our most affordable. With eight of the nine winners priced under $5, it is clear shoppers are gravitating towards products that deliver exceptional quality at exceptional ALDI prices,” said Mr Padovani-Ginies. Simon Rossi, Vice President, DoorDash APAC said, “At DoorDash, we’re proud to help Australians access the products they know and love from ALDI whenever and wherever they need them. This year’s People’s Picks Awards provide a fascinating look at real shopping behaviour, highlighting the products customers are purchasing most often. We’re excited to partner with ALDI to help uncover the products and trends that are resonating most strongly with shoppers across Australia.” The People’s Picks of 2026: Aussie ALDI shoppers have spoken and these are The People’s Picks of 2026, alongside the runners-up who also deserve a spot on the podium. The Rise & Shine: For the breakfast staples Australians start their day with most Gold: Bakers Life All Butter Croissants 3 Pack (189g), $2.29 Silver: Bakers Life Crumpets 6 Pack (300g), $1.99 Bronze: Bakers Life English Muffins 6 Pack (400g), $2.79 The Clean Sweep: The cleaning products keeping Aussie homes spotless Gold: Almat Laundry Liquid (2L), $1.99 Silver: Power Force Dishwashing Liquid Lemon Fragrance (1L), $1.39 Bronze: Di San Oxy Laundry Soaker (1kg), $3.49 The Sweet Escape: For the sweet treats Aussies can’t get enough of Gold: Dairy Fine Milk Chocolate Block (180g), $3.49 Silver: Dairy Fine Choco Air Mint (100g), $2.49 Bronze: Milfina Mini Frozen Yogurt Sticks 14 Pack (504g), $4.99 The Charcuterie Champ: The ultimate crowd-pleasers that turns grazing into greatness Gold: Damora Eton Original Crackers (225g), $1.49 Silver: Berg Mild Hungarian Sliced Salami (100g), $2.49 Bronze: Deli Originals Fresh French Onion Dip (200g), $2.49 The Convenience King: These ready-meal lifesavers bring big flavour with zero fuss Gold: Elmsbury Spinach & Ricotta Triangles 12 Pack (360g), $3.29 Silver: International Cuisine Meat Lovers Family Pizza (500g), $3.99 Bronze: Elmsbury Meat Pies 6 Pack (900g), $5.49 The Top of the Class: The playground-approved bites making school days a little brighter and tastier Gold: Brooklea No Added Sugar Strawberry Yogurt Pouch (110g), $1.29 Silver: Snackers Market Colby Cheese and Rice Crackers 4 Pack 100g, $3.99 Bronze: Sprinters Crinkle Cut Multipack 20 Pack (380g), $5.75 The Snack Attack: The savoury goodies that have earned a permanent spot in Aussie snack cupboards Gold: Sprinters Corn Chips Cheese Extreme (200g), $2.39 Silver: Blackstone Gourmet Snack Co. Honey Soy Chicken Flavoured Deli Style Potato Chips (175g), $2.99 Bronze: Sprinters Snack Stack Chips Sour Cream & Onion Flavour (160g), $1.99 The Scroll-Stopping Star: You saw it. You saved it. You came to ALDI for it Gold: Deli Originals Fresh Hommus Dip (200g), $2.49 Silver: Urban Eats Fetta & Spinach Gozleme (300g), $4.99 Bronze: Urban Eats Roti Bread 8 Pack (640g), $3.99 The Grill Master: These BBQ favourites bring the heat and flavour Gold: Jindurra Station 5 Star Beef Mince (500g), $9.99 Silver: Broad Oak Farms RSPCA Approved Chicken Breast Fillets Value Pack, $10.99 per 1kg Bronze: Jindurra Station 3 Star Beef Mince (500g), $7.99 The inaugural ALDI and DoorDash Behind the Basket Awards 2026: While The People’s Picks Awards celebrate the products Australians can’t stop adding to cart, ALDI and DoorDash are also shining a spotlight on the customers behind the purchases. Using DoorDash ordering insights, these special accolades recognise some of the most memorable shopping moments of 2026. From impressive stock-ups and last-minute saves to shoppers who have truly mastered the art of convenience. The ‘New Year, New Me’ Award: Talk about New Year’s resolutions. This award goes to the super organised shopper from Western Australia who, at 11:52pm on New Year’s Eve 2025, placed their ALDI on DoorDash order ready to be the first delivery of 2026. This customer stocked up on $136 worth of cleaning essentials, taking a ‘fresh start to the new year’ to the next level. The Peak Convenience Award: Awarded to the ALDI on DoorDash customer who places convenience at the heart of everything they do. Forget proximity, this shopper from New South Wales placed a DoorDash order despite living just eight metres ABOVE their local ALDI store. Why take the lift when you can track your delivery instead? The One-Item Wonder Award: Not every shopping trip needs a full trolley. This award goes to the most modest ALDI on DoorDash order of 2026: a single banana. Yep, that’s right. Small in size, but big in urgency. The Cart of the Year Award: When one basket simply isn’t enough, this award celebrates the biggest ALDI on DoorDash order of 2026. Packed with 149 products and worth $665, this mega-haul proves some shoppers prefer to stock up once and do it properly. The State of the Cart Award: The ultimate state vs state battle. This award recognises New South Wales as the nation’s top-performing state for ALDI on DoorDash orders for 2026, with shoppers in the Premier State filling their carts the most, followed by Victoria and Queensland. The Cart Capital Award: Some suburbs simply can’t get enough of ALDI on DoorDash. This award recognises the nation’s biggest basket-builders, with Tarneit (VIC) claiming the crown as Australia’s top ALDI on DoorDash suburb, followed closely by St Kilda (VIC) and Epping (VIC). It turns out Victorians aren’t just embracing convenience, they’re leading the charge, one delivery at a time. Mr Padovani-Ginies said: “The People’s Picks Awards tell us which products Australians love most, but these new accolades highlight the stories behind the baskets. From ambitious stock-ups and New Year’s Eve planning to a customer ordering from just eight metres above their local ALDI, the insights reveal there is no limit to how creatively Australians embrace the convenience of ALDI on DoorDash to access the high-quality products and ALDI prices they know and love.” Read more: The basket has spoken: ALDI’s most-loved products of 2026 revealed with The People's Picks Awards - Aldi Unpacked #smartdiscount #aldi #australia #doordash #assortment #category #winners #peoplepick #customers #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd

Discount Variety Retail Chain Action, the non-food discounter, delivered strong growth in the first half of 2026 as more customers visited its stores and price reductions gained traction. Net sales increased 14% to €8.3 billion, while like-for-like sales grew 3.6%. The company welcomed an average of 22.7 million customers per week, up 12% year-on-year. Action expanded its store network to 3,423 stores across 15 countries. To support its continued growth, Action created 4,464 new jobs across its stores, distribution centres and offices compared with the same period last year, increasing its workforce by 6% year on year. To help customers facing economic uncertainty and pressure on household budgets, Action reduced prices on a significant number of products and continued to invest in its assortment. This supported higher sales volumes and attracted more customers. “At a time when many households are carefully managing their spending, we remain focused on what matters most to our customers: good-quality products at the lowest price,” said Hajir Hajji, CEO of Action. “In line with our formula, we reduced prices by passing on cost savings. These lower prices are resonating with customers, as reflected in our growing customer base and higher net sales. We are also proud to have been named ‘Favourite retail brand’ among young consumers in Belgium, highlighting the relevance of our formula for a new generation.” Continued store expansionAction further expanded its store network across Europe to meet growing customer demand, adding 121 stores and bringing the total to 3,423. The company remains on track to add at least 400 stores in 2026. In Italy, Action opened its first three stores in Sicily, extending its presence to a new region with almost five million inhabitants and significant growth potential. These openings increased the number of Italian stores to 241, strengthening Action’s nationwide presence. In Slovakia, Action’s 50th store marks an important milestone just three years after entering the market. Strong demand for summer productsExceptional summer temperatures across Europe boosted demand for seasonal products such as fans, beach towels, inflatable pools and barbecues, helping customers make the most of the warm weather. This demand was also reflected in the summer assortment offered through Action’s web shops in the Netherlands and Belgium. The rapid development of these platforms complements in-store shopping by offering customers an extended range at Action prices. Investing in quality and sustainabilityInvesting in product quality and sustainability remains a key priority for Action. Its private-label sun cream brand, Zenova, was named test winner by leading consumer associations in three countries and achieved strong results in others, demonstrating that quality and low prices can go hand in hand. Action is also the first international retailer to pay the Fairtrade Living Income Reference Price for cocoa across its entire private-label chocolate assortment in all markets, without increasing consumer prices. The first funds from the programme have already been invested in projects in Côte d’Ivoire that improve farmer livelihoods, support child wellbeing and increase crop yields. Supporting local communitiesBeyond its core business, Action invests in local communities. Together with the Johan Cruyff Foundation, new Cruyff Courts were opened in Spain by Pep Guardiola and in the Netherlands by Touzani, inspiring children to play sports and lead active lifestyles. Read more: More customers drive Action's first-half net sales up 14% to €8.3 billion - Action #smartdiscount #action #nonfood #variety #expansion #growth #development #sales #ebit #performance #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter

Discount Retail Chain Netto Nord's representatives see new development opportunities for the retail chains that are able to adjust their offer according to demographic changes. Anders Hagh, CEO of Salling Group, and Brian Nyeng Olesen, CEO of Netto Polska, told about how the strategy of retailers will change in the face of the new market realities. Demographics in Poland are changing retail Demographic changes will have an increasing impact on the retail market. The shrinking population and the aging of the population mean greater pressure to sell, but Netto representatives argue that the new realities can also create opportunities for development. In their opinion, adapting the offer to the changing needs of consumers will be decisive. Brian Nyeng Olesen, CEO of Netto Polska, admits that demography will be one of the biggest challenges for the industry in the coming years. At the same time, he points out that Polish consumers still spend a significant part of their income on food, which, in his opinion, leaves room for further development of the market. "It is true that this is a huge challenge that will increase the pressure on sales volumes. However, you need to remember about the counterweight. Polish consumers spend a very large part of their earnings on food, about 25 percent. This number is much lower in a Danish household. I still see a great opportunity here," wiadomoscihandlowe.pl told the portal. As he adds, as the population ages, shopping preferences will also change. Some existing categories may be less important, while the demand for products corresponding to health-promoting trends will grow. "People will drink less alcohol, which is due to the health trend, but there are still plenty of categories that will grow. They simply need to be effectively identified and developed. Needs will change, and we must meet them effectively," he added. The CEO of Netto Polska also believes that the effects of demographic changes will be different for individual retailers. The biggest challenges may lie in networks with a strong presence in rural areas, which are rapidly depopulating, as well as the largest players with limited opportunities for further expansion. In the case of Netto, there is still a lot of room for store network development in Poland. The price war is no longer a way to grow Anders Hagh, CEO of Salling Group, emphasizes that the group observes similar phenomena in all six markets in which it operates. In his opinion, decreasing sales volumes require looking for new ways to increase the value of purchases, and not just fighting for customers with the lowest price. "We operate in six countries and we see basically the same dynamics in every market, volumes are falling, societies are shrinking and aging. We don't have a 100 percent market share anywhere, so we should focus on getting our customers to put more in their baskets." According to him, during the period of high inflation, most retailers adopted a similar strategy based on intensive promotions of basic products. The result was an increasingly strong price competition, which did not increase sales of the entire market. "We fell into a promotional trap. They all promote the same staples (pork shoulder, butter, cola, and coffee) at the same prices. In such a situation, it simply becomes a price game and takes value out of the market. The chains are not able to sell more butter, they only shift its sales between themselves," explained Anders Hagh. New product categories to drive sales According to the CEO of Salling Group, the response to the changing market environment should be to develop new product categories instead of focusing solely on promotions. Among the areas with the greatest potential, he mentions health-promoting products, dietary supplements, protein foods and an offer inspired by the cuisines of the world. "We need to be more innovative, develop new categories, such as vitamins, dietary supplements, health-promoting or protein products. We need to give customers a choice in the areas they're looking for, instead of focusing solely on the price of butter," Hagh said. Store automation will not replace people According to Anders Hagh, the food trade is changing more slowly than many other industries. As an example, he points to the development of e-grocery, which, despite earlier forecasts, still accounts for a small part of food sales. "The food trade is changing slowly. A great example is the development of the e-grocery channel, which still has a marginal share of food sales despite forecasts that everyone will shop online after the pandemic. Food shopping has its own specificity, customers want to choose and evaluate the product in the store on their own, they don't like it when someone does it for them. Therefore, e-commerce will not replace brick-and-mortar stores for many years to come," he explains. At the same time, the president of the group believes that the progressive problems with the availability of employees will make automation play an increasingly important role. This applies, for m.in, to self-checkouts, which are in high demand from customers, as Hagh points out. Despite the development of technology, however, the CEO of Salling Group does not expect that stores will be able to function completely without employees. Tests of autonomous outlets conducted by the company in Denmark have shown that customers still expect to be in contact with staff. "Our tests of autonomous stores without service in Denmark showed that customers want to interact with people. A store without people seems cold. Human touch, or the human element, will remain critical in the buying and selling situation," explained Anders Hagh. As he adds, the Danish project was created, based on Żabka's experience with the Nano concept. It was assumed that the possibility of shopping without queues would be a sufficient incentive for customers, but practice has shown otherwise. "When launching unmanned stores in Denmark, we were inspired by what Żabka did in Poland by introducing the Nano concept. It seemed to us that we would offer customers the easiest and fastest way to shop, i.e. shopping without queues. However, the Danes said "no" to such a concept. It turns out that shopping is not a mechanical activity, but a social behavior," Hagh said. In his opinion, the development of humanoid robots will progress, but it will not replace store workers. Therefore, one of the most important challenges for retailers will be to build an attractive workplace and compete effectively for employees. Read more: Demographics are changing trade. Netto: price war is no longer enough #smartdiscount #netto #zabka #expansion #growth #demographics #poland #adaptation #format #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #googel #twitter #harddiscount #hd

Discount Retail Consulting D1 has become one of the protagonists in the commerce sector in recent years. Its growth has been sustained and, by 2025, it had a turnover of 24.3 billion pesos, growing at double digits, with an expansion that, in the opinion of Christian Bäbler, president of the company, is progressing at a "good pace". Last year, 200 stores were added to reach about 2,800 in the country. It was a good year," says Bäbler, explaining that the market, in general, grew in value in 2025. "For us, as discounters, it has gone well. The discount has been growing strongly in recent years compared to other channels," he adds. It refers to a successful model, known as hard discount, which offers basic basket products at low prices, seeking the greatest operational efficiencies and reducing costs. "The concept of the discounter has played a similar role in the countries where it has been present. The main impact is to contain prices. In other words, we are really an inflation thermostat. We try to ensure that our operational efficiencies are systematically and consistently transferred to price, without reducing quality. And this makes the context of competition move and improve. This is the basis at the end of the discount," he says. Explaining the role of the model in commerce, Bäbler anticipates that the discount has found its place, "but it does not exclude the others either. Our assortment is shorter than the rest; is part of the concept. Still, we try to offer a complete basket, but there is room for everyone." Christian Bäbler maintains that the company is a leader in toilet paper, as well as detergents. He explains that the D1 portfolio aims to offer the complete basket that Colombians need in their day-to-day lives. "What happens is that we try to do it in the most efficient way possible, that is, with a very short portfolio compared to others, but at the same time very efficient: with few references we cover the needs that others cover with more references. This is part of the keys to the model." According to Bäbler, D1 has between 70 and 90 categories, "those that the customer demands and demands. What happens is that our portfolio in each of them is governed and concentrated on the basics and what is necessary." In this basket, says Bäbler, many of the categories at the basic level are even leaders, with their own brands that occupy the role and space that commercial brands have in other channels. "For example, we are leaders in toilet paper, as well as in detergents. We are also very strong in other categories, such as cheeses and yogurts." Others have been added, such as household items, decoration and textiles, and some seasonal ones, such as barbecue, categories that have attraction, traffic and a new dynamic for the chain. Likewise, D1 is in pilots to incorporate fresh meat into its portfolio. "Meat has a very important challenge, which is the maintenance of the cold chain; it is the very profitability of the category to make it sustainable. Of course, we buy all the meat and we are going to buy it in Colombia. I think we're destined to be one of the biggest meat sellers in the country. We are going step by step, trying to make the product the right one in quality, but also in price for the Colombian," says Bäbler. Regarding fruits and vegetables, the president of D1 highlights its operation and points out that "the fruver has worked very well". He adds that it continues to penetrate and, each time, they have more references "within a short assortment." And he adds: "D1 is destined, as in meat, to be one of the largest distributors of fruit and vegetables in the country." Investments last year totaled 400,000 million pesos, resources that, Bäbler explains, basically stay in the country, "which has an impact on a growth of suppliers who advance with us"; while it stands out, for this year they have an expectation of double-digit expansion and maintain the same pace of investments as in 2025. For this year, D1 aspires to open 400 new stores, in a strategy to densify its presence, with slightly larger stores and a better customer experience. Investments have focused on infrastructure, basically logistics, but also on sustainability issues. "Energy efficiency has weighed heavily in the face of climate change, energy costs, potential constraints and now with an approaching El Niño phenomenon," Bäbler says. Are you looking to have self-generation? "Yes, solar panels and Colombian law admit it. There is also the variant of solar farms, where one can, in quotes, generate energy and consume it remotely. There are several alternatives that we are working on. Also in distribution centers that are large generation entities. Basically for self-consumption, but the surplus can be sold on the grid. This is an issue that is already regulated and makes all the sense in the world." While growing in the local market, D1 is advancing in a new strategy: the internationalization of its model. "It is an initiative that is still on the radar, in a deeper and clearer way. "We would love to be a Colombian multi-regional retailer. I think that as a model we have been a benchmark in the region and on the radar there is an interest in this crystallizing," says Bäbler. For this year, D1 aspires to open 400 new stores, in a strategy to densify its presence Although it recognizes that the hard discount format is in other markets, perhaps not with the penetration it registers in Colombia, "but they are on their way," such as in Ecuador, Peru, Chile and, logically, in Venezuela. "Everyone is attentive, despite the misfortune of the earthquake, to what happens in that country and its evolution in the coming years. I would say that there is a discount gold rush in the region, not only in South America, but also in Central America." Faced with the possibility of arriving in Venezuela, Bäbler says that there is expectation, "wanting to help energize a market that has been off the radar for many for various reasons, known to all. We would love to help Venezuelans also enjoy the advantages of a format like ours. They already do it tangentially because we have stores on the border where many Venezuelans already know our brands and we have specific weight." He adds that the hard discount in Venezuela would generate an important function and social impact. "Venezuela's products are not cheap, and even less so if one compares it with the purchasing power of the population in general. And I think we are called, as a channel, to generate a positive impact on the population there." According to Bäbler, for the development of the model in other markets, it is key to have local suppliers. "We import the minimum necessary. Anything we can buy here, we buy here. And the impact we generate on suppliers is gigantic. The same would have to be done in any other country where we could enter." And he adds: "But this requires development, stages, growth, and that has to be built little by little, as was done in Colombia with D1 15 years ago." In addition, he warns that the opportunities are open to the possibility of having local partners or in an individual D1 strategy. On the other hand, in the face of the increase in the minimum wage, Bäbler says that the impact in his case was less. "We have 28,000 employees and we pay practically all of them above that level. In other words, this increase affected us in a group of workers to whom by law we must pay the minimum wage, which is about 3,000 of the 26,000 we had at that time. The rest are above the minimum wage." With the arrival of the new government, the president of D1 warns that one of the challenges is security. "It would be a pleasure to see how the safety conditions improve for our employees and also for our carriers, in many areas of the country. This is not only a desire of D1, but also thinking about its consumers and the population in general." He stresses that legal certainty is also fundamental and says that it is advisable for polarization to be lowered. "It seems to me that any government should govern for everyone. We must think about the common good, about everyone's good," he concludes. Read more: Ignacio Gómez Escobar: (¿D1 en Venezuela?) La apuesta de crecimiento que D1 tiene en el radar: "Nos encantaría ser una multirregional colombiana de retail" - SEMANA #smartdiscount #colombia #d1 #tiendas #harddiscount #hd #expansion #growth #development #expansion #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter

Discount Retail Chain Aldi Nord and Aldi Süd have announced they will focus on offering the best price for everyone, a move that differs from competitors that offer app-based discounts. The German discounters believe that loyalty programmes and bonus apps increase the complexity of shopping, such as collecting coupons or activating discounts. They added that those who do not use a smartphone, or do not want to use an app, often end up paying more for the same product. Shoppers often spend up to 30% more when using customer loyalty apps and coupon pricing, they said, citing The Loyalty Report Germany 2026. 'In a time when everything is becoming more complex, simplicity is more important than ever. And that's precisely our business model. You don't have to activate, search for, or unlock the Aldi price. It applies to everyone,' explained Aldi Nord and Aldi Süd. The discounters added that they will support their stance with advertising campaigns that underline their promise to their customers and show how shopping can be easy, without any conditions. Real Savings Aldi outlines that it stands for a streamlined shopping experience, offering a structured assortment of around 2,000 items featuring transparent prices displayed directly on the shelves. The store layout is designed to ensure that shoppers find everything they need for their weekly purchases in about 15 minutes across approximately 1,000 square metres. In comparison, traditional supermarkets offer six times as many, or an average of 12,000 items, and are at least twice the size, they added. Aldi highlighted that discount retailers pass on the cost advantages of lean processes and long-term partnerships with suppliers directly to their customers. Around 90% of its product range comprises private-label brands, which are on average 50% cheaper than comparable branded products, according to a report in SWR.de (Südwestrundfunk). Read more: Why Aldi Nord And Süd Are Saying No To App-Only Deals | ESM Magazine #smartdiscount #aldi #loyalty #all #customers #aldinord #aldinorth #aldisued #aldisouth #program #price #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #harddiscount #hd #google #twitter

Discount Retail Chain ALDI China, 7 years after introducing hard discount to mainland China in June 2019, faces a fundamental strategic question: Has the original German "teacher" of hard discount been surpassed by local digital-first competitors like Freshippo Ultra NB (盒马超盒算NB)? While fast-scaling local players have surged ahead in door counts and regional coverage, ALDI’s core moat — uncompromising cost discipline, private label dominance, and high-yielding single-store economics — remains unassailed. 1. ALDI’s Market Position: Quality Growth Over Rapid Expansion China’s hard-discount market has stratified into six primary formats (German-native ALDI, tech-backed Freshippo Ultra NB, Meituan’s Kuailaihou, Walmart’s community stores, Wumei’s Value stores, and JD’s discount stores). Despite broader retail headwinds, ALDI China has maintained impressive momentum by adhering to a "logistics-first, store-second" expansion formula: Revenue Trajectory (CCFA Data): Scaled from ¥750 million (€95M) in 2022 to ¥4.0 billion (€510M) in 2025—a fivefold increase in three years, doubling year-over-year in both 2024 and 2025. Top 100 Ranking Surge: Climbed 57 spots in the CCFA Top 100 Supermarket rankings (from 92nd in 2022 to 35th in 2025). Controlled Regional Footprint: Kept all new store additions strictly within a 200 km supply-chain radius in East China, expanding methodically along the G42 Shanghai-Chengdu highway belt (Shanghai → Suzhou/Wuxi → Nanjing → secondary cities). 2. The Uncopyable Moat: Embedded Cost Discipline While local copycats replicate ALDI's shelf layouts, self-checkout, and simplified SKUs, they struggle to replicate the organizational "cost-consciousness" built into ALDI's DNA: Private Label Mastery: Private label represents over 90% of ALDI’s SKU mix across 14 master brands. By stripping out middleman markups and brand premiums, shelf prices run 15%–30% lower than national brand equivalents. Top-Tier Store Productivity: ALDI’s Shanghai locations achieve single-store annual revenues exceeding ¥36 million (€4.6M), maintaining industry-leading sales-per-square-meter (坪效) and steady profitability across 88 locations (end of 2025). 3. The 3 Local Friction Points for German Hard Discount Despite its operational efficiency, ALDI’s pure German model faces three structural friction points in China’s unique retail environment: ALDI CHINA: THREE STRATEGIC DILEMMAS 1. Scale vs. Efficiency 108 stores (ALDI) vs. 550+ (Freshippo NB) Paradox Slow growth risks closing Northern/Southern China market windows. 2. Fresh Food Bottleneck Fresh = 35% mix, 100% pre-packed (ALDI) Local demand prefers higher fresh mix (Freshippo NB = 60%+ fresh mix) 3. Direct-Operated (COCO) Long decision chains vs. flexible local rigidity franchise (FOFO) expansion models. The Scale vs. Efficiency Paradox: With only ~108 stores by mid-2026 compared to Freshippo Ultra NB’s 550+ stores (which utilizes a hybrid direct / franchise model), ALDI’s deliberateness limits its raw purchasing power scale. Fresh Food Preferences: In Germany, fresh food is secondary; in China, it drives foot traffic. ALDI caps fresh items at ~35% (all pre-packaged) to control shrinkage, whereas local competitors run 60%+ fresh mixes to capture daily home-cooking demand. Capital-Intensive Direct Ownership (COCO): ALDI bears 100% of store buildout and real estate risk. Local competitors leverage regional franchisees to absorb capital costs in lower-tier markets. Key Strategic Takeaway If scale is defined purely by store count and geographic footprint, digital-native local players like Freshippo Ultra NB have indeed pulled ahead. However, if hard discount is defined by underlying efficiency, private-label margin control, and store-level profitability, ALDI’s foundational model remains undefeated. Hard discount is a marathon, not a sprint — and ALDI’s restraint reflects a commitment to long-term profitability over short-term store counts. #china #aldi #hemanb #growth #expansion #speed #businessdevelopment #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter

Discount Retail Chain Grocery Outlet is back opening stores, The Emeryville, Calif.-based retailer plans to open several locations in California after announcing 36 store closures earlier this year due to expanding in the wrong markets, according to multiple reports. A store in Ontario Ranch will open next week, and the company has scheduled more openings in Ramona, San Francisco, Clovis and Petaluma. Grocery Outlet plans to open 30 to 33 new stores this year. During its first-quarter earnings call in May, Grocery Outlet said its restructuring efforts showed some progress. Despite the store closures, the company reported its Q1 sales rose 3.6% to $1.17 billion, which it attributed to new store openings. Comparable-store sales fell 1%, beating the company’s previous forecast of a 1.5% to 2.5% decline. The comp-store sales decline included a 3.1% decrease in average transaction size, partially offset by a 2.1% increase in transaction count. “We made meaningful progress in increasing our opportunistic mix to offer more of the extreme value products that resonate with our customers,” Jason Potter, president and CEO, said during the call. The retailer reported a Q1 net loss of $180.3 million, most of which it attributed to charges related to restructuring and goodwill impairment. Excluding the charges, the company said adjusted net income totaled $4.6 million. In the year-ago period, the retailer reported a net loss of $23.3 million and adjusted net income of $13 million. When it announced the store closures, Grocery Outlet said it hired Gordon Brothers, an asset advisory firm, to market a portfolio of retail locations in California, Idaho, Pennsylvania, New Jersey, Maryland and Ohio. Read more: Grocery Outlet is back opening stores #smartdiscount #groceryoutlet #usa #expansion #growth #development #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter