A sustainable discounter, it seems like two worlds that cannot be reconciled. But you don't have to come up with that story to Erik-Jan Mares, the CEO of Zeeman. On the contrary, the textile discounter is stepping up its efforts to achieve its green and social ambitions. And yes, it helps if you have the shareholders on your side. Looking out for each other, that's what Erik-Jan Mares learned at a young age. Zeeman's CEO grew up as the eldest of four children, so it's quite a busy affair. And such a large family only functions if everyone looks out for each other. "I learned early on to look beyond myself," he says. "And I was brought up with the principle that you give more than you take. That's why the match with Zeeman is so great.' Later, Mares will also say, almost surprised, that he does not often give interviews that are purely about Zeeman's sustainability strategy. "Don't you want to talk about the sales figures?" This green course was therefore rolled out in relative silence for a long time. It's only been about a year and a half since the textile supermarket has been making more noise. The kick-off was with a campaign in which consumers could ask all their pressing questions ('3.49 euros? Made by children, surely?'). These were bundled and, together with the answers, put online . Accelerating CSR Since that campaign, now more than a year ago, Zeeman has gained momentum, according to the latest CSR report . The current living wage program has been expanded to ten partner factories. This means that the company, for its own share of production, supplements the salaries of the employees to an amount with which they can meet their necessities of life (the legal minimum wage is often not high enough). Zeeman also mapped out the environmental impact of the supply chain for the first time, exceeded its own goal for more sustainable material use and put a buyer on the circular transition . That last part is the most visible to consumers; Clothing is now collected in more than a thousand of the 1,352 branches with recycling organization Het Goed . Some of them find their way back to the Zeeman stores, on hangers in the newly introduced vintage departments. These can now be found in ten branches; By the end of the year, there should be considerably more. Zeeman is going faster than the average retailer. Is this acceleration necessary in order to still have the right to exist in, say, ten years' time? Erik-Jan Mares: 'From a strategic point of view, that is certainly true, although perhaps not everyone thinks about it that way yet. The commitment to sustainability comes mainly from us, the management. However, taking care of the people in the chain has been a spearhead of our founder, Jan Zeeman, from the start. Of course, the short-term results are important. Nobody likes it when a bad quarter is made, including us. But the long-term course comes first. So we're taking more space to put sustainability high on the agenda.' 'Of course, the financial results have to be in order. Without a solid foundation, we cannot make the necessary investments. But profit optimisation for the shareholder is not the greatest asset for us.' In your case, it is the Zeeman family, which owns 100 percent of the shares. What do they think of the CSR strategy? "For the family, it's part of getting the company ready for the next generation. The grandchildren (of founder Jan Zeeman, ed.) have been very involved in this. These are children of our time, they know very well what is going on.' How do you look at the tension between profit and ESG? Unilever is a striking example: once a green frontrunner, its sustainability ambitions have now been scaled back under pressure from shareholders. 'We are well aware that the fact that we are only dealing with the Zeeman family, and that they support us in our endeavours, makes the implementation a lot easier. But in a general sense, I'm not really worried about this.' 'I see it as a temporary hurdle that we all have to overcome, in order to eventually come to the understanding that you can only continue to exist sustainably if it's both-and: a healthy financial foundation and a business model that pays attention to the planet and people. We are moving towards a new equilibrium. That goes forward and backward in steps, but the underlying movement is one forward.' 'Zeeman is a member of the Dutch Sustainable Growth Coalition , a partnership of eight large Dutch companies, with the aim of stimulating the development of sustainable business models. Last week we met again with all the participating CEOs. The will is there, I see that in them too. We share the conviction that we can only make this change through personal leadership. We can't do it without it. This philosophy is spreading further, including among shareholders. Eventually we will reach a tipping point , of that I am convinced.' According to shareholders, the focus on sustainability would only be at the expense of the results. What is that like at Zeeman, what impact does the CSR strategy have on profits and margins? 'I can't give a quick answer to that, because there are several factors at play. It certainly has an impact on the numbers, but that impact is not substantial. Moreover, it also yields something. I want to get away from the idea that sustainability only costs money. But it also costs money, doesn't it? '93 percent of the cotton and 40 percent of the polyester we use is now more sustainable. We buy most of our cotton through Better Cotton, the polyester is recycled. Well, that is more expensive in terms of purchase than conventional cotton or polyester. And yes, the 'Zeeman bonus', with which we supplement the salaries of factory employees to a living wage, also costs money.' 'But in the meantime, we also see that absenteeism due to illness in these factories is lower and the quality of the products is higher. People enjoy going to work more. As a result, the garments are also better put together. We see a noticeable difference between a T-shirt produced for Zeeman or another label, even if they come from the same factory.' How risky is the living wage program for Zeeman? Such an initiative can also be used against you, if it is not carried out properly and carefully. 'It is rather risky for the factories where the programmes are running. There are now ten, which together represent a quarter of our total purchase value. A side effect is that these factories, by paying higher wages than the rest, are changing the competitive landscape considerably. We started the program in 2019 and certainly in the beginning we had pilots where the factory directors were, let's put it politely, treated unfairly by competitors. Eventually, such a storm will subside. But zoom out a little further and you can see that the big problem is that so few fellow textile companies are participating.' How do you get your colleagues to join? 'We are building a coalition of the willing . We are looking for cooperation with peers, including workwear manufacturer Schijvens and Prénatal. With Schijvens, we are running a pilot with a factory where together we account for more than 90 percent of the orders. We have also shared our approach with Hema, but the real collaboration with other brands and retailers is only at the beginning.' 'It takes a long time because we have to start from scratch in every country, no, in every region. Actually, you want all the big international brands to participate. That would make it so much easier to roll this out on a large scale. Especially because the costs are really not that bad in practice. Depending on the product, 4 to 7 cents will be added to the cost price, which is about 15 cents in the store. You notice that with a T-shirt of 3.49, but what difference do those few cents make with a designer blouse that costs 50 or 60 euros? Such a party really can't come up with the argument that paying a living wage is too expensive.' With a 9th place, Zeeman is the highest ranked retailer on the RVO Transparency Benchmark . But being transparent also makes you vulnerable. How do you avoid being pilloried when something goes wrong, despite all your good intentions? "I don't. In the end, you won't prevent that. What you can do, however, is to be as open and honest as possible about it. We have the working conditions in our factories independently audited. Among others by Fair Wear, they are our boots on the ground . Fair Wear also has a hotline where employees can report abuses.' 'Five years ago, we made our production sites public. We don't have our own factories, other brands also produce there, but if something happens in such a factory, it is directly linked to Zeeman. That is the disadvantage of transparency: that as an individual company you are held accountable for something that goes wrong collectively. For that reason alone, I would like every company to publish its production sites.' Is it worth it to be so ahead of the troops? 'I think so. We take our responsibility and that includes accepting the lesser things. In addition, we act when something goes wrong. We will talk to the party in question and if the situation does not improve, we will say goodbye (as in 2021, when it turned out that there was forced labour in spinning mills with which Zeeman's suppliers did business, ed.).' What will be the revenue model of the future for Zeeman? 'We have defined three horizons: one in the short, medium and long term. The first horizon is focused on 'small' concrete improvements, such as increasing the proportion of more sustainable materials every year. The second horizon is to adapt our current model, from linear to circular, the third is the transition to a completely new business model. 80 percent of our turnover comes from the sale of textiles, so it makes sense to start there.' 'The industry will have to. Actually, we can stop producing now: there is enough clothing on this planet to dress the next six generations. Everyone knows the images of the textile waste mountains in Ghana and Chile, doesn't that give you vicarious shame?' How far along are you in mapping out that future? 'At the moment, we spend a lot of time on horizons one and two. By collecting discarded clothing and selling some of it back in our stores. By designing products in a smarter way, with a view to recycling, and introducing circular collections. Together with textile collector Wolkat, we have launched a line of bags and cases made of recycled felt, and social atelier Fraenck makes new items from old Zeeman deposit bags for us.' 'Compared to others, we have already come quite a long way, in absolute terms we are only at the beginning. The share of circular products in our total turnover is only a few percent, not much more. We still have a long way to go until 2050, when the economy must be fully circular.' ' As we speak, we are taking the first exploratory steps towards horizon three: a completely new business model. You could think of lease-like constructions: product subscriptions, renting items instead of buying them. But it's too early to fully commit to that right now, developments are going so fast.' Read more: CEO Zeeman: 'Actually, we can stop producing now' ( mtsprout.nl ) #smartdiscount #zeeman #textil #growth #sustainability #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Aldi private labels offer an impressive combination of quality and affordable prices. Many of these products come from well-known manufacturers who also produce branded goods. Through direct sales and savings on advertising, Aldi enables high quality at fair prices. Particularly noteworthy are differences between Aldi Nord and Aldi Süd, each of which has its own strategies and products. In this article, you will learn which branded products are hidden behind Aldi's own brands and how you can save money through clever shopping without sacrificing quality. History of Aldi's own private label brands When Aldi was founded in 1946, the company pursued the vision of offering "good products at a fair price". By dispensing with branded products and introducing no-name private labels, Aldi set new standards in retail. Customers flocked to the stores, while traditional supermarkets such as Rewe and Edeka lost customers. Well-known manufacturers reacted by producing cheaper products under different names for Aldi, which led to the emergence of the popular Aldi own private label brands. Differences between Aldi Nord and Aldi Süd Although Aldi Nord and Aldi Süd operate as independent discounters, they work closely together on their own brands. Aldi offers a total of around 100 own brands, with Aldi Nord providing some additional brands such as "Quellbrunn". So, you can enjoy a variety of high-quality products, with the two discounters differing in product range and availability. Aldi Nord and Aldi Süd have different own brands and strategies that contribute to their individual market positions. For example, Aldi Nord is known for its extensive selection of fresh fruit and vegetable products, while Aldi Süd has been awarded for its excellent price-performance ratio of its own brands. Both discounters ensure that their products are produced by well-known manufacturers, which emphasizes the quality of their own brands. This allows you to benefit when shopping without having to compromise on quality. Dairy products In the dairy category, Aldi offers a variety of own brands that are high-quality alternatives to well-known brands. Products of the "Milsani" brand, which includes cream cheese, come from renowned manufacturers such as Arla and Müllermilch. In this way, you can take care of both your wallet and your quality assurance when making your purchases. Snacks and confectionery Aldi offers an attractive selection of snacks and confectionery, which are often produced by well-known manufacturers. The own brand "Biscotto", for example, is supplied by the same manufacturers who also produce the popular "Leibniz" biscuits. This shows that you can enjoy high-quality snacks at a significantly reduced price. Especially in the snack and confectionery department you will find a variety of delicious products. The chocolaty delicacies of the "Choceur" brand come from "Dickmanns", and the popular peanut flips come from "Funny Frisch". The attractive pricing not only saves you money, but also provides you with high-quality products that will delight your taste buds. Beverages In the beverage sector, Aldi carries many own brands that offer excellent alternatives to well-known brands. The own brand "River", for example, offers a cola alternative that convinces in terms of price-performance ratio. This allows you to make your beverage selection affordable without having to sacrifice quality. Aldi's non-alcoholic and alcoholic beverages stand out in particular. Aldi's Lillet, "La Fleur de Nina", costs only about seven euros compared to the 13 euros of the original. The alternatives to aperitifs such as the "Apice Aperitivo" also convince with an excellent taste at a fraction of the price. With these offers, you have the opportunity to save on drinking through Aldi's own brands without having to compromise on quality. Price comparison with branded products You can save significantly when buying Aldi private labels. On average, Aldi products are over 50 percent cheaper than comparable branded products. This means that you should consciously use your own brands on your next shopping trip to save money. Example of popular private labels that are based on branded products: Aldi own brand Brand Aldi-Cola (River) Coke Apex Aperitif Aperol The Flower of Nina Lillet Popular products and their alternatives At Aldi, you will find many popular products that act as compelling alternatives to well-known brands. For example, the cream cheese of the own brand "Milsani" is largely produced by Arla, while the peanut flips come from "Funny Frisch". These products offer excellent quality at a significantly lower price, making them an attractive choice for your purchase. If you are looking for high-quality products but don't want to spend a lot, Aldi's own brands are an ideal solution. Many of their products are directly connected to well-known manufacturers, which gives you the same quality as the big brands. For example, you can enjoy chocolate kisses from "Choceur", which are actually produced by "Dickmanns". Such information shows that good quality does not necessarily have to be expensive and that you can save a lot of money by clever shopping at Aldi. The best-known Aldi own brands Discounter Manufacturer Product Aldi Nord Aldenhoven Good Three Oaks Delicatess Cooked Ham Aldi Nord Apetito Menü-Variant GmbH Lindtmanns á la Carte Chicken Fricassee Aldi Nord Apetito Plant Hilter Meatballs good & cheap Aldi Nord B+C Tönnies Tillman's Convenience Gut Bartenhof Minute Steaks Aldi Nord Bisquiva/Biscuit (Bahlsen) by Botta Butter Biscuit Aldi Nord Burggrave Kings Crown Aldi Nord Brandt Zwieback Golden ears of rusk Aldi Nord Breisgaumilch Milsani condensed milk Aldi Nord Dalli Works Aktuta Tabs, Tandil Aldi Nord German Extract Coffee Combo Cappuccino Aldi Nord Erasmi & Carstens Lübecker Edel Marzipan Aldi Nord Frosta Copack Vitasia Fried Rice Aldi Nord Heinrichsthaler Milchwerke Cheese dairy mushroom Gouda grated Aldi Nord Highlands Cheese in slices Aldi Nord Gropper Dairy Mibell Aldi Nord Pickenpack Hussmann & Hahn Golden Seafood Kabeljau Filets Aldi Nord R&R Ice Cream Mucci Ice Cream Aldi Nord Rose Ice Cream Riva ice cream specialities Aldi Nord Wilhelm Reuss nulacta nut nougat cream Aldi Süd Appel Feinkost Hanse Feinkost Cuxhaven Armada Heringsfilet Aldi Süd Bahlsen Biscotto Choco Bistro Butterkeks Aldi Süd BWF Canned Food Happy Harvest Aldi Süd Meadow Joghurt top-fit Aldi Süd Emig Orange fruit juice drink Aldi Süd Homann Wonnemeyer Meat Salad Aldi Süd Kruger Belmont Typ Classic Cappuccino Aldi Süd Crailsheim Dairy Mitakos Cheese Aldi Süd Sauels Schepers & Comp GmbH & Co. Lean Salami & Flattened Salami Customer reviews and studies Aldi's customer orientation was clearly demonstrated in the "Customer Monitor Germany 2023" study. Aldi Nord took first place in terms of the quality of its own brands, while Aldi Süd received the award for the best value for money. These high ratings show that Aldi's own brands are not only cost-effective, but also of high quality. Price comparison: How much do you really save? How much cheaper are Aldi own brands compared to well-known brand products? A look at the prices shows that the savings are often between 30% and 60%. For example, the Coke alternative "River" costs around 49 cents per litre at Aldi, while Coca-Cola often costs 1.49 euros or more in the supermarket, a saving of over 65%. Another example: At around 4.99 euros, the "Apice Aperitivo" is almost 60% cheaper than Aperol, which usually costs over 12 euros. A similar trend is also evident in dairy products: While branded yoghurts often cost 1.29 euros per cup, the price for Aldi alternatives is usually 39 to 49 cents. The savings are particularly large on frozen products and snacks. If you regularly buy private labels, you can save several hundred euros over the year and without having to accept any loss of quality. Differences between Aldi Nord and Aldi Süd in detail Many think that Aldi Nord and Aldi Süd offer exactly the same products, but this is not the case. Both companies have independent supply chains and work with different manufacturers. This is particularly noticeable in the case of private labels. While Aldi Süd, for example, offers "Biscotto" for biscuits, the counterpart at Aldi Nord is called "Kings Crown". There are also differences in the dairy products sector: The "Milsani" brand is available at both discounters, but Aldi Süd often sources its dairy products from dairies other than Aldi Nord. Beverage variants and baked goods also differ. Another example is "Golden Seafood", while Aldi Nord sources cod fillets from Pickenpack, Aldi Süd works with other suppliers. Despite these differences, the price-performance ratio at both discounters remains at a similarly high level. Recognition of Aldi's organic products Aldi's own brand "GUT BIO" has turned out to be the best brand for organic products in the range. This award makes it clear that Aldi not only focuses on low prices, but also attaches importance to high quality, especially in the area of organic products. The quality of Aldi's organic products is particularly emphasized by the German Society for Consumer Studies. By awarding its own brand "GUT BIO", Aldi shows that you can also purchase high-quality products with certified organic ingredients in the discount segment. This is important information for health-conscious customers who want to pay attention not only to the price but also to the quality of their food. Conclusion on Aldi own private label brands Aldi's own brands offer you an excellent opportunity to purchase high-quality products at a fraction of the price of branded products. With the cooperation of well-known manufacturers, the discounters ensure that you not only save money when shopping, but also do not have to sacrifice quality. Whether food, snacks or drinks - at Aldi you will find a wide selection of own brands that are characterized by good value for money and appealing quality. Read more: Aldi Eigenmarken Hersteller Liste – Wer steckt dahinter? #smartdiscount #privatelabel #aldi #aldinord #aldisued #ownbrand #noname #gutbio #river #milsani #choceur #tandil #supplier #manufacturers #producers #names #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Variety Retail Chain Pepco Group has announced that it has completed the first tranche of its €50 million share buyback program, which was announced on July 10, 2025. Pepco Group invests in itself, the first stage of share buyback completed. As part of the tranche, the Group acquired a total of 9,363,886 ordinary shares at an average price of PLN 22.64 in the period from July 17 to August 22, 2025. At the end of August 2025, the number of Pepco Group shares outstanding was 577,451,935. Pepco Group has completed the first stage of its share buyback program The Board of Directors originally approved the possibility of buying back up to €200 million of shares for use in the financial years 2025-2027 during Capital Markets Day in March 2025. The Group announced that it will announce the next tranches of the share buyback program in due course. Pepco Group is an international discount chain based in the Netherlands that manages the Pepco, Dealz and, until recently, Poundland brands, offering clothing, household items and everyday products at low prices. The company operates in over 20 European markets and is listed on the Warsaw Stock Exchange. Read more: Pepco Group buyback: €50 million for the first tranche #smartdiscount #pepco #netherlands #listed #warsaw #poland #dealz #poundland #pepcogroup #shares #buyback #drc #harddiscount #hd #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Supermarket real estate has been a stable investment for years, but there are also risks involved. Especially in a period in which economies of scale are becoming increasingly important. 'A quarter of the real estate value will remain if the supermarket function disappears.' In forty years, the number of supermarket stores fell from about 8,500 to just under 5,000. This means that in the same period, about 3,500 properties lost their supermarket function, and that is precisely a major risk for investors. Changes in the supermarket landscape The number of supermarket branches has decreased in recent decades, but their average retail floor area has increased. 'It has increased from about 800 m2 in 2005 to just over 1,100 m2 in 2025,' says Wouter Kromkamp, co-owner of supermarket real estate consultant Macellum. Supermarkets have traditionally had to deal with smaller margins, but rising costs are forcing them to scale up. As a result, this is increasingly becoming a game of the big ones, something that actually started with the consolidation in the eighties and nineties. Today, stores need more consumers in a catchment area to be successful. Currently, the average is 5,500 consumers, but this figure is highly brand-dependent. Destination of the property "If a supermarket decides to close the building and no worthy alternative is built in its place, then roughly only a quarter of the real estate value remains," says Robert Jan Koopman, co-owner of Macellum. The value is falling so sharply because this type of building is difficult to transform into a new function. For example, there is often little light, which makes a transformation into an office or homes difficult. 'The moment there is a supermarket in the building, the value is about fifteen to sixteen times the annual rent, assuming a future-proof supermarket location. For example, the supermarket pays a rent of 150 - 200 euros per square meter. If that supermarket function disappears, as an investor you will have to deal with obsolete real estate that can only be filled by parties such as a gym or other retail format,' says Koopman. Property value The risk of losing the supermarket function is often underestimated, according to Macellum's advisors. 'You may only be at seven to eight times the new annual rent, and you will still have a quarter of the value of your real estate left,' Koopman completes the calculation. When the supermarket disappears from an area, it also has an effect on local facilities such as specialty stores. 'The supermarket is really a magnet for a shopping area. Functions such as a bakery, a butcher and a pharmacy are all related to it. If that trigger disappears, these kinds of parties often don't survive either,' says Kromkamp. Read more: 'Als supermarktfunctie verdwijnt, blijft kwart van waarde over' #smartdiscount #netherlands #aldi #lidl #investment #realestate #store #supermarket #function #ah #jumbo #dirk #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Variety Retail Chain MR DIY is dynamically expanding its presence on the Polish market, opening new stores and expanding its logistics center in the Hillwood Zgierz park. The company decided to expand for the second time and signed a lease agreement for nearly 15,000 sqm. The total area leased by MR DIY in the Hillwood Zgierz park exceeds 27,000 sqm. MR DIY is a Malaysian retail chain that has been offering a wide range of products for the home, garden, toys, school and office supplies, pet products, and automotive accessories since 2005. It currently has more than 5,000 stores in 14 countries, including Malaysia, Thailand, Indonesia, Singapore, Vietnam, India, Turkey, Spain, South Africa and Poland. Poland has become the 13th MR DIY market and the third in Europe, after Spain and Turkey. Last year's debut of the company in the region of Central and Eastern Europe turned out to be a success. The opening of a logistics centre with an area of 5,000 sqm. in Hillwood Zgierz was the first step in the company's development strategy in this region. Earlier this year, in response to growing operational needs, the MR DIY has expanded its logistics center by an additional 7,106 sqm. of warehouse and office space. "MR Network. DIY is successfully building its position in the non-food discount segment, which is reflected in another expansion in the Hillwood Zgierz park and the decision to lease an additional 15,000 sqm. of space in this location", says Łukasz Dobrowolski, Country Head at MR DIY Poland. "We are glad that Poland will play such an important role in the development of the MR DIY brand in Europe. I am convinced that thanks to the commitment of the Polish team and cooperating business partners, the MR DIY on the European market will run smoothly and will allow us to consistently implement our strategy of providing customers with a wide range of products at always attractive prices." "It is a great satisfaction for us to observe how MR DIY is not only dynamically developing its retail network in Poland, but is also consistently expanding its logistics center in the Hillwood Zgierz park. The fact that after the first successful stage of the investment, the company decided to undertake another significant expansion by nearly 15,000 sqm proves the trust in our location and the flexibility of the solutions offered. Hillwood Zgierz, thanks to its excellent connection to the A2 motorway and a strong position in central Poland, is becoming a key logistics hub for the MR DIY network, which focuses on efficiency and rapid development on the European market.", says Wojciech Dachniewski, Business Development Director at Hillwood Polska. The lease transaction was advised by experts from the AXI IMMO consulting agency. Hubert Wojtera, Director, Industrial and Logistics Agency, AXI IMMO, comments: "The successful closing of the transaction is the result of a model cooperation with the developer, based on mutual trust and a professional approach. The expansion opportunity offered to the client allowed for the retention of the existing staff and the continuity of operational processes, which was crucial for the further, stable development of its business." Hillwood Zgierz is a modern class A logistics park located in Dąbrówka Wielka near Łódź, offering over 135,000 sq m. of warehouse space in two halls with a height of 12 m and a floor load capacity of 8 t/sq m. The park is distinguished by excellent access to the A2 motorway and proximity to important transport routes, which makes it a strategic place for distribution in central Poland. Read more: Another expansion of the Malaysian MR store chain. DIY in the Hillwood park Zgierz - Dąbrówka Wielka - investmap.pl #smartdiscount #mrdiy #poland #logistics #warehouse #expansion #growth #development #malaysia #supplychain #drc #discount #retail #consulting #disocuntretail #discountretailconsulting #retailconsulting #google

Discount Retail Stores Dali and Robinsons Retail Holdings Inc.'s affiliate, O!Save, are giving stiff competition to traditional supermarket and convenience store chains by registering strong sales growth while expanding their reach in the retail market. Based on research by Abacus Securities Corp., sales of Dali jumped 57 percent to ₱34.1 billion in 2024 from ₱21.8 billion in 2023, while O!Save’s annual sales surged 134.6 percent to ₱13.6 billion last year from ₱5.8 billion in 2023. “Clearly, these two are at least partly responsible for the lackluster earnings growth of its much larger competitors in the past few years,” added Abacus. The brokerage noted the “significant inroads hard discounters have made in the local market with Dali leapfrogging MRSGI (Metro Retail Stores Group Inc.) in terms of revenues last year.” MRSGI posted a 4.9 percent sales growth to ₱28.6 billion last year, lower than Dali’s ₱34.1 billion, when it was higher at ₱27.2 billion compared to Dali’s ₱21.8 billion in 2023. Other major grocery retail chains also posted single digit sales growth last year with SM Food (including Alfamart) rising eight percent to ₱252.9 million from ₱234.2 million, Puregold Price Club (excluding S&R Membership Shopping) up by 8.3 percent to ₱144.9 billion from ₱133.8 billion, and RRHI Supermarkets with a 4.7 percent hike to ₱120.3 billion from ₱114.9 billion. Only Philippine Seven Corporation, the local franchisee of 7-Eleven convenience stores, posted double-digit revenue growth of 13.8 percent to ₱90.11 billion last year, up from ₱79.19 billion in 2023. However, Dali has yet a long fight ahead of it, and doubts have been raised on its continued viability since it has yet to break even, much less turn a profit. Despite growing revenues by 52 percent to $595 million, Dali's net loss last year increased five percent to $33 million, liabilities jumped 111 percent to $355 million, and equity shrank 73 percent to under $13 million. Last year, Dali obtained a significant financial capital increase for expansion from the Asian Development Bank (ADB). More recently, the Oman Investment Fund (OIF) purchased an additional stake in the company to facilitate further growth. “Management expressed confidence margins will turn around, but if Dali eventually does fold, it will be a significant positive for retailers PGOLD, RRHI, SM Retail, and MRSGI… So keep your ears on the ground for any news on Dali's fate over the next six to 12 months,” said Abacus. PhilSeven Operations Director Francis S. Medina said last August that the company is getting stiff competition from hard discount stores, which are “opening left and right.” “Yes, they are a threat. On the perspective of site acquisition, they practically open on the same areas where we want to open” so they compete one site bidding, said Medina noting that, “At the same time, they focus mainly on residential clusters, which we are also going into.” However, he said they have an advantage over hard discount stores since not all of them operate 24 hours “so it's a big plus for 7-Eleven since most of them open at 6 am and close at 10 pm, while we are open 24 (hours). “Second big advantage is we serve fast food, which most of them don't have. Third is we have dining spaces, so this gives customers more options. They can sit down while shopping.” Amid this challenging environment, medina said “our objective is to acquire most of the best sites as soon as possible to prevent or make it difficult for any competition.” Read more: Manila Bulletin - Hard discount Stores Dali, O!Save disrupt retail market with soaring sales #smartdiscount #o!save #dali #robinson #adb # MRSGI #seveneleven #alfamart #valorem #PGOLD #RRHI #SMRetail #MRSGI #grupoSantodomingo #adb #oif #pif #d42 #robinsonsretail #robinsons #asia #philippines #expansion #growth #revenue #harddiscount #hd #profit #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Interview magazine Semana with discount retail chain Tiendas D1 president Christian Bäbler (C.B.) How did Tiendas D1 do in 2024? Christian Bäbler (C.B.): We did well in terms of turnover, we sold more than 21 trillion colombian pesos (5 BN USD). In terms of profits, it was also a good evolution. In general, a good year for us, but I think for the sector as well, commerce did well, and especially discounters.   What explains these results? C.B.: A discounter grows in three ways normally. expansion: we opened more than 200 stores in 2024. inflation: explains growth in value, but not in volume. Inflation in general was relatively restrained, growth in volume in like for like, that is, to comparable stores, through a little more assortment and a better shopping experience that has made customers receive D1 as their first purchase option, which in the end is our goal.   How many stores does D1 have? C.B. : 2,600 stores, a figure that I am rounding up.   How was last year's investment plan? C.B.: It's a fairly consistent plan year after year. In other words, we try to have stable, sustainable growth, and that makes us avoid aspiring to peaks or exaggerations. And, therefore, nothing out of the ordinary, acceptable growth, 200 stores, of course we would like to open something more, but we have done well in this sense. And as for the rest, normal business development as we had planned. How much of the investment is for about 200 new stores? C.B.: About 200 billion COP (50 mio USD) in stores alone, not counting everything that has to be invested in the network. And we must not forget that all this money ultimately stays at home. This also generates an indirect economic impact on many suppliers who help us in the facilities.   SEMANA: In stores, what is the goal? C.B.: This is a classic question: how many stores fit in Colombia, in this case D1. One could say that, with the ability to capture the market that we have, today we calculate that we can fit about 3,400 or 3,500 stores. But this depends a lot on what one is able to capture. If where one is competing is able to capture more market, one can densify the network more. This is a dynamic issue, but in principle, with our parameters, today we can fit about 1,000 more stores. This growth in sales has been due to the issue of new categories. What developments have they had? C.B.: We have the same categories, but we are developing some that were a little, so to speak, dormant or not in our priority and we have put them in a higher priority. Especially fruit and vegetables, one of the main categories in the country in volume and value, as well as meat. Fruit and vegetables is a category bought by one hundred percent of Colombians and that generates frequency. If we want to be the first purchase option, we have to offer fruit and vegetables in our value proposition as well. We have been developing it, we already have practically 25 fruit and vegetable products in the stores, they are not yet so visible at the entrances, we are going to make them more and more visible, but it is working very well for us. People are responding because in the end our product, our quality and our price are also visible in fruit and vegetables.   You see food products, toiletries, but there are others such as utensils or jackets... C.B.: That is a category that we call extraordinary, which is basically selling products organized in thematic actions with a frequency of approximately 15 days. Every 15 days we change action and what we intend with this is to dynamize our assortment, so that the experience in D1 is not just an experience of a fixed, static assortment, which is not entirely so, because that assortment also evolves, but that the consumer sees that with us every 15 days they have totally different products, totally new, with very good quality as always, but that generate a different dynamic and a different frequency for our stores. It is not a concept that we have invented, this in the discount in other countries exists, it is called In-and-Out and it works very well. And in addition, I think that it is working better and better for us and customers respond precisely while waiting for the new thematic action.   You mentioned the issue of fruits and vegetables and also that of meat. Have you thought about having meat?   C.B.: We have sausages, some categories already cold that are meat, but we still do not have meat, which is called fresh meat cut, as others have. Of course, we have it on the radar, we have to offer it and we are working on a driver to develop this category as well. SEMANA: What changed in 2024 compared to 2023? What new scenario was there? C.B.: We have had a regular growth. We have not noticed such a large variation. I can't say at a structural level what has changed, honestly. Our business at this level has been very stable. How did this year start? C.B.: The year has started well, I think for everyone in the sector. And, in general, for the economy. There is one factor that is often overlooked, but which exists: the weather. The weather has an effect. A rainy year impacts consumption versus a not-so-rainy year. This has advantages and disadvantages from many perspectives, but it must be said that this year has started well. The first quarter grew well. Did April and May hold up? C.B.: I would say that in general yes. One knows that March and April always have to be analysed together, because there are calendar factors, due to holidays, such as Easter, in which, depending on how it falls, it can be a very good March and a very bad April, and vice versa. So you always have to take them together. On the whole, the truth is that it has gone well, and for our part, it lives up to expectations.   Will growth be in double digits? C.B.: In total, yes, above 10 percent. What risk are you seeing? C.B.: I don't see a special risk and challenge. Of course, we are concerned about the issue of security. This is an issue that, of course, we have on our radar, I think we all have. Due to our capillarity in the territory, with 2,600 stores in more than 530 municipalities, we face situations that are not always pleasant, but apart from this we are optimistic and try to contribute to the country with everything we do.   Are you affected in any way, directly or indirectly, by an escalation in tariffs? C.B.: Indirectly it could affect, but 90 percent of our products are made and purchased in Colombia.   SEMANA: As part of the expansion plan, have you thought about internationalizing the D1 model? C.B.: Yes, it has been thought, we are working on it, but there is no decision. At the moment we are in Colombia, we would love to be a Colombian multinational, there are not so many either. At least one multilatina, but at the moment there is no decision and we are working on it. Read more: mallyretail.com/actualidad/mall-y-retail-boletin-577-noticia-6 #smartdiscount #colombia #tiendasd1 #expansion #hd #harddiscount #growth #development #revenue #christianbäbler #ceo #semana #interview #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Tiendas 3B added 528 new stores, exceeding the 460 openings recorded in the twelve months prior to the end of the second quarter of 2024. Tiendas 3B continues to step on the accelerator in its expansion plan, with a pace of openings that averaged 1.5 new stores per day in the last year to reach a total of 3,031 branches as of June of this year. "We are exceeding our targets. We are accelerating the rate of store openings and our criteria for opening stores have no limit," said Anthony Hatoum, president and CEO of the leading discount retail chain in Mexico. According to the executive, as long as there is demand or possibility of attracting consumers, they will continue to expand and open stores in new regions, especially those close to the areas where they already operate, to take advantage of synergies and generate operational efficiencies. He assured that this strategy has been successful, since the chain has managed to consolidate itself in all socioeconomic levels where it operates. In the last 12 months, as of June of this year, Tiendas 3B added 528 new branches, exceeding the 460 openings recorded in the twelve months prior to the end of the second quarter of 2024. While between April and June 2025, the chain opened 142 new stores, which represents an increase of 17.4% compared to the 121 opened in the same period last year. Anthony Hatoum stressed that all this growth is being financed with their own cash flow, without the need to resort to external financing, which is a sign of their "financial health". Positive consumption Regarding consumption, the executive director of Tiendas 3B explained that both total sales and, especially, same-store sales (or comparable sales) continue to grow. He assured that compared to the average reported by the affiliates of the National Association of Self-Service and Department Stores (ANTAD), Tiendas 3B registered an increase of more than 15 percentage points in same-store sales during the second quarter of the year. This growth is reflected in an increase in the number of tickets (sales) and also in the number of products sold per ticket. "We're seeing a real increase in ticket size and when we look at it in more detail, part of this is the number of items being picked up and also the mix has changed. And, of course, we always consider inflation, but in our case, it is a minimal part of the increase in the ticket," Anthony Hatoum stressed. He explained that the growth in consumption and the greater traffic within its stores is due to improvements in its products, whether in quality, price, packaging or variety. In addition, he mentioned that another factor driving the increase in sales in the stores themselves are private labels, since they offer more value for money. These private labels are constantly improving, which has increased customer preference. The president of Tiendas 3B projected that this trend of growth and preference will continue during 2025. Read more: 3B Stores accelerates its expansion, opens almost two stores a day and reaches 3,031 points of sale #smartdiscount #tiendas3b #mexico #listed #hd #harddiscount #nyse #expansion #growth #development #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Lidl has not opened a physical store in China, but has welcomed its first Chinese apprentice. Beijing-based retailer Wumart Group recently unveiled its new hard discount supermarket format. Wumart X Super Value, with six stores opening simultaneously across the capital, aiming to attract consumers seeking low prices and high-frequency essentials amid a broader shift toward value-driven retail. The new stores, located in five districts, mark Wumart's first foray into the discount sector and the first such chain in the Beijing market. The format emphasizes limited products, private-label dominance, direct sourcing and lean operations. "The discount model of Wumart X Super Value is not only an innovation in retail formats, but also a pioneering breakthrough in the Beijing retail market," said Xu Lina, Wumart Group spokesperson. Hard discount stores offer products at more affordable prices by cutting down on marketing, merchandising and other operational costs, such as packaging, sales assistants, store space and air conditioning. Each location offers fewer than 1,300 stock keeping units across six high-turnover categories: fresh produce, meat and seafood, baked goods, ready-to-eat meals, and daily-use goods. More than 60 percent of the assortment consists of Wumart private-label products, priced aggressively to undercut traditional supermarkets and big-box chains. In order to provide affordable prices to consumers, Wumart X Super Value follows a low-cost structure through full-chain efficiency. Products are sourced directly from manufacturers, packaged in "factory-to-shelf" formats and stocked without secondary handling. The stores run entirely on self-service systems, eliminating service counters and trimming labor costs. "We conduct category-wide reviews four to six times a year and benchmark prices weekly across platforms," Xu said. "There are no promotions, our pricing is low every day by design." An industry insider believes that at present, from the perspective of store traffic flow, merchandise, visuals and other dimensions, Lidl, a long-established professional player in hard discounts, has indeed provided a set of basic and standardized underlying capabilities, which will help Wumart avoid detours. This also means that Wumart, which will officially enter the hard discount industry in the summer of 2025, is fully prepared and determined for this industry. Xu Lina, spokesperson for Wumart Group, said: "Wumart's super-value hard discount model is not only an innovation and exploration of Wumart Group in the retail industry, but also a breakthrough in the Beijing retail market, which is expected to inject new vitality into Beijing's consumption." What are Lidl's Chinese apprentices like? Wumart Group, headquartered in Beijing, celebrated its 31st anniversary this year and currently has more than 1,800 stores of various formats across the country, including B&Q and Metro . Among them, there are about 200 hypermarkets and Chinese supermarkets in Beijing . Most of the "Wumart Super Value" stores expected to open before the end of this year are based on the transformation of existing supermarkets. In 2025, Wumart began to upgrade its supermarkets, planning to launch 25 to 30 "Fat Reform Stores" across the country and 25 "Wumart Super Value" stores in Beijing before the end of the year. Xu Lina revealed that the Wumart supermarket business model will be gradually iterated, and will basically be concentrated into two business models: Wumart's "Fat Reform Store" and "Wumart Super Value". The "Good Value" logo has a striking yellow "X" between "Good Value" and "Great Value", implying that "Good Value" reflects "Great Value" exponentially, strengthening the mindset of cost-effectiveness . The area of "Wumer Super Value" stores is basically set at about 800-1000 square meters, with a cooked food kitchen and fresh baking area, and no forced traffic lines. The total number of products is controlled within 1,300, 60% of which are private-label products, focusing on six categories: fruits and vegetables, fresh meat and fish, baking, in-out, fresh food, and groceries. From the organizational perspective, part of the purchasing team of "Wumart Super Value" is shared with Wumart hypermarkets, while the operation team is independent. In terms of site selection, "Wumart Super Value" mainly focuses on community stores, and currently all of its locations are in densely populated communities with a population of one million. Xu Lina revealed that "Great Value" has several distinct hard discount features. First, streamlined SKU "Broad categories and narrow products" means covering a wide range of commodity categories, but selecting the most core and most frequently used single products (SKU) in each category. Currently, most of the products in the "Wumart Super Value" stores are selected from the top products in each category of Wumart hypermarkets. "Through intelligent AI selection, we can select products for customers and present them to them, which can save customers time and allow some high-efficiency people to spend money wisely. They will have a good choice when they come to our store." Secondly, the proportion of "Wumart Value" own-private label branded products is 60%, which will gradually increase. The own private label branded products mainly cover high-frequency categories such as baking, rice, flour, grain and oil, household cleaning paper products, dairy products and frozen products. The entry level is "Wumart Value", the middle level is "Wumart Selected", and the highest level is "Wumart Premium". Among the three levels, "the two ends will be less, and the number of Wumart Selected items in the middle will account for the majority." "Wumart Super Value" or "Wumart Selection" currently mainly ensures low price and high quality by reducing middlemen, directly connecting with source factories, optimizing processes, and adopting "packaging that can be directly put on the shelves from factories to supermarkets", eliminating secondary packaging. For example, a liter of non- GMO soy milk costs 5.9 yuan, a liter of grape juice costs 9.5 yuan, and a 3-kilogram bucket of laundry detergent costs 17.9 yuan. A box of 12 bottles of packaged drinking water costs only 5.5 yuan. The price of self-operated freshly baked goods is generally within 10 yuan. Third, "good value for money" strives to build an efficient supply chain and operation model. For example, the store operation team strives to be streamlined, with an average of about 20 employees in one store. They adopt a mixed-post model and, through training, allow each clerk to take on multiple roles and become a jack of all trades, these are the proven hard discount operation methods of Aldi and Lidl. It is understood that Wumart Value plans to open 25 stores by the end of this year. Read more: Aldi's rival Lidl has Chinese apprentices - iNEWS #smartdiscount #wumart #value #startup #privatelabel #hd #harddiscount #efficient #china #expansion #growth #development #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Biedronka and Dino open stores in Warsaw's Wilanów district. Warsaw's Wilanów, and especially its part known as Zawady, is becoming a new symbolic battlefield for two large players in the Polish retail market. At Syta Street, two supermarkets of two competing chains: Biedronka and Dino are being launched in a short time. This location, considered prestigious and dynamically developing, is becoming an arena of fierce competition for customers. Wilanów residents will be able to shop in the new version of the Biedronka store at 100 Syta Street. The facility has undergone a thorough modernization, gaining a modern 4.0 format and a spacious sales room with an area of 1,000 sq. m. There will be 9 self-service checkouts and 4 traditional checkouts, a bread slicer, a traditional counter with cold cuts, fish and cheese, as well as electronic price labels. The facility will be partially powered by green energy thanks to a photovoltaic installation. Motorized customers will use a car park with 100 spaces and an electric vehicle charging station. The Biedronka store employs 38 employees in this place, and the investment is to strengthen the chain's position as a "good neighbour" for the residents of Wilanów. Dino debuts in Warsaw A few hundred meters away, at 140 Syta Street, the construction of the first Dino store in Warsaw is underway. The completion of the works is planned for December 2025, which means that the store will not be open until 2026 at the earliest. The location was not chosen by accident, it is one of the fastest growing areas of the capital. Dino, despite the fact that it already has almost 3,000 stores in Poland, has so far avoided Warsaw. In Wilanów, however, it played va banque – competing directly with Biedronka, Lidl and Carrefour Market, which operate nearby, at the Syta/Vogla roundabout. The operator from Krotszyn is already preparing to open a store in another location in the capital. Dino in Warsaw will also be launched at 1 Kijowska Street (Praga-Północ). It will operate there in the immediate vicinity of Biedronka. The store will be located in the Centrum Millennium office and commercial complex. Residents' protests against Dino In contrast to the peaceful opening of Biedronka, the construction of the Dino store in Zawady was opposed by some residents. Already in 2023, a petition was published with an appeal to refuse to issue a building permit. "We do not agree to Zawady becoming a concrete bay of supermarkets" - the petition reads. "The supermarket in this area will significantly increase traffic on Syta Street, it will disturb the peace around kindergartens and housing estates" - it was added. Despite protests, the permit was issued, and construction started in April 2025. Dino is slowly entering big cities, with a plan and caution The opening of the Dino store in Zawady and the planned facility in Warsaw's Praga district (1 Kijowska Street) are a symbolic breakthrough in the company's strategy. Dino, so far focused on smaller towns, is testing the market of large agglomerations. According to analysts, this is part of a long-term development strategy. "Dino continues to avoid mass entry into large cities," says Agnieszka Skonieczna, chief retail market analyst at PMR Market Experts/Hume's Institute. "The foundation of the chain's activity remains villages and small and medium-sized cities. According to PMR data, at the beginning of 2025, only 1.4 percent of Dino stores were located in cities with more than 200,000 inhabitants. The expert points out, however, that Dino is expanding point-by-point. "Even stores formally opened within the boundaries of large cities are often located on the outskirts, where it is easier to meet key requirements: availability of plots, parking spaces, lower operating costs," explains Skonieczna. The PMR analyst emphasizes that Dino can strategically benefit from its presence in large cities: The use of attractive plots that have not been developed by the competition. Building brand recognition among customers and employees. Densification of logistics infrastructure. Blocking the development of competition in key districts. Is Wilanów not the beginning for Dino, but a continuation of urban expansion? Although the store at 140 Syta Street will not open before 2026, Dino is already recruiting, advertisements appeared, in the capital's employment office. This is a clear signal that the Polish chain does not intend to give up on Warsaw. Another Dino outlet, in Praga, will operate right next to Biedronka, which only heats up the atmosphere of commercial competition. The operator from Krotoszyn already has several dozen branches in the largest cities of the country, from Gdańsk, through Łódź and Poznań to Wrocław. This is not the end, it can be expected that Dino will systematically circle the largest agglomerations, opening stores in interesting, but at the same time relatively "cheap" locations, which will allow for a relatively quick return on investment. It is worth emphasizing, however, that the fight for Wilanów is more than just two more stores. This is a symbolic moment in the rivalry between Dino and Biedronka. A few years ago, Biedronka decided to enter Dino's premises with a smaller format of stores, and now Dino is entering the kingdom of Biedronka, Lidl and Żabka. Read more: Biedronka more beautiful than Dino? Dyskonter launches an investment ahead of the supermarket chain from Krotoszyn #smartdiscount #poland #biedronka #dino #hd #harddiscount #warsaw #competition #city #strategy #drc #discount #retail #chain #discountretail #discountretailconsulting #retailconsulting #google #consulting #investment #listed

Discount Retail Chain ALDI Australia has once again been recognised as the nation’s best-rated supermarket, winning Canstar Blue’s 2025 Most Satisfied Customers Award and confirming its ongoing position as a market leader in customer satisfaction. ALDI continues to hold the distinction of being the only retailer to achieve five stars for overall satisfaction, a result it has consistently secured for eight consecutive years from 2018 through to 2025. ALDI was also the only supermarket to receive the maximum five-star rating in four additional categories, specifically value for money, freshness of fruit, vegetables and meat, quality of supermarket-owned branded products, and the overall layout and presentation of its stores and website. Simon Padovani-Ginies, Group Director at ALDI Australia, said the company’s sustained success reflects its clear commitment to affordability and quality at a time when customers are feeling the most financial pressure. “We do things good differently here at ALDI, bringing Aussies high quality groceries at the lowest prices,” he said. He added that awards like these prove the supermarket is leaving a lasting impression and building loyalty among new and long-standing customers. Padovani-Ginies said customers continue to return to ALDI for the staples they know and trust, while also discovering unexpected products within the aisles. Canstar Blue spokesperson Eden Radford congratulated ALDI on maintaining its position as the nation’s most trusted supermarket, highlighting that research continues to show the most important factor for shoppers is everyday low prices across all product ranges rather than temporary specials. Radford said more than 2,800 Australian consumers awarded ALDI five stars across overall satisfaction, value for money, freshness, store and website layout, and private label quality, demonstrating once again that ALDI’s streamlined offer remains highly relevant in today’s competitive retail environment. “Whether it’s a full weekly shop or a quick mid-week visit, supermarkets are part of the regular routine for so many Australians, and when it comes to a top-rated experience, these latest results show ALDI continues to be the preferred place to go,” she said. This most recent accolade marks ALDI’s 13th win since Canstar Blue began its supermarket satisfaction ratings in 2011. Over the past 12 months ALDI has reinforced its commitment to low prices and customer trust by maintaining leadership in Choice’s quarterly supermarket price surveys, which confirmed its Price Promise to never be beaten on the cost of a full weekly shop. The retailer has also placed strong emphasis on product quality through its Exclusive Brands, which now make up around 90 per cent of its 1,800-product range and include award-winning lines such as Lazzio Coffee Beans, Moser Roth chocolate and Sprinters Chips. In addition to price and quality, ALDI has improved convenience and accessibility for its customers, opening its 600th store in May and expanding its national footprint so that 88 per cent of the population now lives within 20km of a store. The supermarket has also upgraded its website to make value comparisons easier for shoppers, while introducing additional services including ALDI Holidays and a delivery partnership with DoorDash, which extend the brand’s relevance in customers’ everyday lives beyond the grocery category. ALDI maintains that its focus on low prices, high quality products and customer satisfaction remains the foundation of its continued growth and competitive strength within the Australian market. Read more: ALDI named Australia’s top supermarket again - FMCG Business #smartdiscount #aldi #australia #hd #harddiscount #doordash #canstarblue #winner #best #supermarket #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Usave , owned by the Shoprite group in South Africa, opened in Hopefield, Western Cape its latest store marking a major milestone in the Shoprite Group’s continued mission to expand access to affordable goods and services in more communities across the country and beyond. Launched in 2003 under the leadership of now-CEO Pieter Engelbrecht,  Usave has become a critical part of the Group’s low-cost, high-impact format mix, growing from a single small-format store to a pan-African discount retail chain spanning four countries.  “Usave was designed to go where others wouldn’t, to bring real savings and value for money, in real terms, to underserved communities. This milestone signals more than just scale. It shows our intent to continue leading at the intersection of price, proximity and essential access.” said Pieter Engelbrecht, Shoprite Group CEO. The opening builds on steady growth across South Africa, Namibia, Eswatini and Botswana and includes a mix of traditional Usave stores and eKasi container stores, which focus on reaching lower-income communities with essential food and household goods at the lowest possible prices.   What customers can expect? Usave stores offer a limited but carefully curated range of essential fast-moving products, with a heavy focus on value. More than 420 Usave products are priced under R10, including several at R5 and the renowned R1 packet of biscuits. In addition, the Ubrand private label range, now at over 350 items, offers quality comparable to leading national brands. Select larger-format stores feature in-store bakeries while all new stores, now already at 150 locations - offer purified water for sale at just R1 per litre. In some locations, the offering extends beyond grocery retail to basic financial and value-added services available through Money Market counters that facilitate money transfers, bill payments, Computicket bookings, grocery vouchers, airtime top-ups, and in some locations also cell phones and accessories Built for the communities it serves Unlike big-box supermarkets, Usave stores are typically between 450m² and 700m², enabling rapid deployment in areas where infrastructure is limited or where other retailers might not operate. The compact Usave eKasi stores, constructed from 5 to 6 shipping containers – are even more agile, helping bring basic goods into informal settlements and rural areas. To support operations in regions where electricity supply is often unreliable, Usave has rolled out advanced energy-efficiency technology at more than 200 locations, with plans to expand it group-wide.  Developed in partnership with local tech firm Azoteq, a SmartSense system enables automated rotational power switching, real-time freezer monitoring, and fuel-saving generator management, helping to prevent stock losses, reduce waste, and cut operating costs. By avoiding unnecessary servicing and optimising energy use, the system has already saved over 95,000 hours of generator runtime and helped achieve a 0% stock loss rate at participating stores, efficiencies that directly support Usave’s ability to keep prices low, especially in rural and peri-urban communities. With 534 stores now open across southern Africa, Usave employs more than 6,700 people and reaches deep into areas where retail penetration remains low but demand for reliable, low-cost essentials is high. It remains one of the Shoprite Group’s fastest-scaling formats and a critical pillar of its everyday low-price promise. Read more: Shoprite Group opens 500th Usave store in SA | Shoprite Holdings #smartdiscount #usave #shoprite #hd #harddiscount #southafrica #expansion #growth #development #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google