Discount Variety Retail Chain Action continues its European expansion and will enter the Romanian market in the second half of 2025. The announcement comes after the company reported solid sales growth in 2024 and an ambitious expansion strategy. Dutch retailer Action, known for its wide range of affordable products, has announced the opening of its first stores in Romania in 2025. Currently, the company is recruiting people responsible for organizing the store, managing deliveries and stocks, as well as training the team during the set-up. The positions are available full-time and do not require previous experience, the job advertisement shows. "On January 31, we announced our sales growth for 2024, supported by a strong increase in the number of customers. We are ready to start operations in Switzerland in April and have planned to launch in Romania in the fall. Also, in 2026 we will also enter the Croatian and Slovenian markets," said Hajir Hajji, CEO of Action, according to Acrossmagazine.com . The first stores in Romania, in the second half of the year Action is preparing the launch in Romania for the fall of 2025, and will open the first stores in Bucharest and Cluj . The company is also looking for employees for future stores in Arad, Pitesti, Cluj, Turda and Târgoviște. Until then, the company will open its first store in Switzerland on April 5, 2025, followed by a second unit on April 24. Action, known for its low prices on everyday products, has become one of the fastest-growing store chains in Europe. Entering the Romanian market will bring a new alternative for consumers looking for affordable products. Products under 2 euros Action has a portfolio of more than 6,000 products in 14 different categories. Their range includes everyday essentials such as cleaning and sanitary products, but also other types of useful items. A distinctive aspect is the price: more than two-thirds of Action products cost less than 2 euros. "About two-thirds of our range is flexible, one-third is fixed, and more than two-thirds of all products cost less than €2. We introduce about 150 new products every week to keep our range relevant and to be able to respond to changing customer demands," said the company's representatives at the request of retail.ro . Building of new Action warehouse WDP and Action officially signed the contract for the construction of a brand-new Distribution Center in Romania, which will be built to the highest sustainability standards, aiming for BREEAM Outstanding certification.  Looking ahead, the new Distribution Center near Bucharest, set to become operational in 2027, will play a vital role in supporting our expected growth and bringing the Action formula to even more Romanian customers in the years to come. Read more: E oficial! Olandezii de la Action au anunțat când se deschid primele magazine de tip discount în România  #smartdiscount #action #romania #expansion #growth #development #store #opening #warehouse #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

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. The supermarket chain 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 #australia #aldi #top #ranking #supermarket #doordash #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Variety Retail Chain Dollarcity sees Latin America as a key market for the expansion of its retail stores. As part of the presentation of results for the second quarter of 2025, Dollarama, owners of Dollarcity in Colombia and other Latin American countries, announced the progress in its financial performance and presented the guidelines of its expansion strategy for the next six years. Dollarcity reported that, in the last twelve months, it achieved revenues of 6,700 million Canadian dollars, which represented a 9.5% growth in its total sales. For comparable stores in Canada, the increase was 4.5%. For its part, EBITDA stood at 2,300 million Canadian dollars, equivalent to 34% of sales, while free cash flow generation totaled 800 million. These figures, according to the company, consolidate a solid financial position that will allow it to execute a far-reaching expansion plan. With these results, according to the company, they give the ability to maintain an ambitious growth plan and consolidate the company as an international benchmark in low-cost retail, in which the importance of offering value to consumers and generating consistent returns to shareholders was also highlighted. What would Dollarcity's expansion process in Latin America be like? The strategic objectives include the opening of 2,200 new stores in Canada by 2034, as well as the strengthening of Dollarcity's operation in Latin America. In this region, the goal is to reach 1,050 stores by 2031, a projection higher than the initially set of 850 stores by 2029. The adjustment, they explained, responds to the dynamism registered in markets such as Colombia and Peru, countries in which Dollarcity began operations in 2017 and 2021, respectively. Currently, Dollarama has a presence in seven countries and operates 2,718 stores, of which 658 correspond to the Dollarcity brand in Latin America. In June 2025, it opened its first point of sale in Mexico, which marks a relevant step in the consolidation of its regional strategy. Colombia is positioned as the company's most representative market in the region. Of Dollarcity's 658 active stores in Latin America, 384 are located in Colombia, that is, about 59% of the total. This figure reflects the importance of the country within the company's growth plans and its potential as an engine of expansion on the continent. Dollarama's strategy also includes strengthening its logistics network. To this end, it is advancing in the development of a decentralized storage model that combines its own centers and operations with third parties (3PLs). The company assured that this modality will optimize costs and maintain a balanced supply between its international suppliers and local producers in each country. At the same time, the multinational has launched initiatives in the field of sustainability. Notable advances include human rights-related risk management, ongoing decarbonization projects, and recognition in international assessments. According to the information disclosed, Dollarama obtained a "low risk" rating from Sustainalytics and an AA rating on the MSCI indices, reinforcing its commitment to environmental, social and governance (ESG) criteria. Read more: Dollarcity aumentará con fuerza número de tiendas en América Latina a 2031: Colombia es clave en expansión #smartdiscount #dollarcity #canada #mexico #colombia #expansion #growth #variety #nonfood #development #latinamerica #drc #discount #retail #consulting #discountretail #disocuntretailconsulting #retailconsulting #google #msci #sustainability

Discount Retail Chain Aldi USA is on the hunt for its biggest fans as the discount grocer works to launch its first Aldi Quarter Club, which will bring together 25 "Super Fans" and award each member of the group a host of prizes. Among the rewards Aldi Quarter Club members will receive are: One year's worth of free groceries for an individual An exclusive invitation to a members-only event in the grocer's hometown A custom varsity-style Quarter Club jacket, among other merchandise A chance to be featured on Aldi's social media channels, and more "Our fans are a key part in fueling Aldi's growth — and they're a huge, special part of the Aldi story. Their passion goes well beyond grocery shopping; it's a way of life," said Dave Rinaldo, chief operating officer of Aldi U.S. "We've earned their dedication by providing the best value, award-winning products, and the most efficient shopping experience, and they have embraced it all. The Aldi Quarter Club is our way of honoring that loyalty and deepening our connection with those who have helped shape Aldi into what it is today." The exclusive club is a nod to the quarter that unlocks every Aldi cart. That same cart system is one of the many ways the leading low-price grocer helps shoppers save money year-round. Through Aug. 29 at 11:59 p.m. ET at ALDIQuarterClub.com, Aldi fans are invited for a chance to join the Quarter Club by answering: "What is the boldest move you've made in the name of Aldi that sets you apart as a Super Fan?" Entries must be 200 words or less and include up to two photos to help bring the fandom to life. Read more: Aldi Giving Away Free Groceries for a Year to 'Super Fans' | Store Brands #smartdiscount #aldi #usa #gifts #fans #free #groceries #prices #quarterclub #club #drc #discount #retail #consulting #discountretail #disocuntretailconsulting #retailconsulting #google

Discount Retail Chain Lidl's sister company supermarket chain Kaufland focuses on more sustainable, hygiene transport and display solutions . The traditional Düsseldorf half-pallet made of wood has been  Kaufland veteran. Why is this relevant? Because more efficient load carriers not only move goods, but also optimize the entire supply chain and protect our products. There is also an international changeover.   With alternatives such as the PreTurn pallet, we have more sustainable and robust options in place. The PreTurn pallet is particularly impressive: it is made of recyclable plastic, the process efficiency in automation systems is significantly better than that of the Düsseldorf classic and it manages over 100 cycles. Soon also Lidl and other discount retail chains will make a similar move and stop with the usage of wooden half pallets. The PreTurn pallet is produced of recycled materials by another sister company of Lidl Prezero. #smartdiscount #plastic #pallet #düsseldorfer #transport #display #hygiene #kraemer #ifco #halfpallet #efficiency #turnover #sustainable #preturn #kaufland #lidl #schwarz #prezero #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain ALDI Belgium will switch from a paper to a digital price label in all its stores. In this way, the discounter simplifies its operations and can respond more quickly to price changes and promotions. The time when consumers read prices from pieces of paper is over. ALDI is going to replace the paper price labels with digital screens in all its stores. "Working with digital price indications is much more efficient. With the push of a button, we are able to adjust a price immediately in all our stores. As a discounter, we are constantly looking for ways to make our operation as simple as possible. We can further invest the costs we save in our low prices," says Céline Rotthier, Sales Manager at ALDI Belgium And an additional advantage for the customer: "In this way, we are able to respond even faster to price drops or promotions," Rotthier continues. Red, white, black, yellow Belgian consumers are sensitive to the legibility of price labels. " We know that our customers appreciate the readability and size of our paper price labels and price placards. Our customers don't have to worry: the dimensions of the labels remain unchanged. In addition, each digital label will be structured in the same way for clear and well-organized information.", mentions Céline Rotthier, Sales Manager at ALDI Belgium ALDI will use screens in 4 different colours: Red for promotions or price drops. White for the regular prices in the fixed offer. Black for new products in the fixed range. Yellow for products that allow customers to earn bonus points within the new ALDI loyalty program. The switch will be done in phases. First, it will be the turn of the stores in East and West Flanders. By the end of this year, all 445 Belgian ALDI stores will be equipped with electronic price labels. Read more: ALDI buries paper price label #smartdiscount #aldi #esl #introduction #rollout #pricing #tags #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Aldi Nord lets its customers stick red stickers on trading cards as a test to reward them for their shopping loyalty. The test is limited in time and place for the time being, but it could sound out the chances of success of a follow-up solution in the app. There are several primal fears that drive customers in the German food retail sector. The moment when someone in the queue in front of you says: "I've got it right." When the shopping cart again has a wheel that rolls in all directions, but not in the desired one. When the self-checkout constantly complains that the goods have been wrongly placed on the checkweigher. Or probably the worst: When the cashier asks again with a tired smile whether you are already a member of the current bonus program, collect loyalty points or have already installed the super useful savings app on your smartphone. So far, there has been one last bastion that at least spared customers from these questions and it could now fall: Aldi. Because the times when it was possible to shop at the Albrecht brothers without scanning QR codes or pulling out collector's booklets seem to be coming to an end. Belgium is already collecting Actually, this is already the case, at least in Belgium. There, the discounter has now significantly expanded its test launched last year with digital "ALDI points", which can be collected in the app and used for free items or discounts. According to media reports, this is to be the case in all 440 Belgium Aldi stores by the end of the summer. At the same time, point collectors are now encouraged to complete so-called "challenges" to make the point acquisition more playful: Currently, you receive about 500 bonus points if you shop four times in a Belgian Aldi store in August or buy at least four own private label branded cheese items there. (In Germany, Penny is trying a similar function, the "savings promotions", in which certain items have to be purchased within a given period of time in order to receive a discount coupon afterwards.) 30 euros discount for loyalty shopping In its home market, Aldi Nord has so far held back on similar initiatives. And this is despite the fact that all competitors around have activated digitally-based programs for customer loyalty and are constantly refining them. According to supermarket blog information, however, the discounter is currently testing how collecting points is received by its own customers. In (at least) one store on the outskirts of Berlin, a loyalty points campaign has been running since the beginning of June, in which participating customers are promised credits of 30 euros if they have previously shopped at Aldi accordingly often. To do this, the discounter issues analogue trading cards in the store on which loyalty points can be attached. The principle explained on it is very simple: so if you shop ten times for at least 30 euros, you will get a one-time discount of 30 euros, ideally this corresponds to around 10 percent rebate if you buy just above the minimum amount. The inevitable health insurance question The campaign will be advertised extensively at the stores by banners. Posters in front of and at the entrance also point to this. And at the checkout, the cashier actually asks when paying: "Do you collect loyalty points?" The red stickers issued as a result are still available until the end of the current month; according to employees, the discount can still be redeemed afterwards, without a minimum purchase value, as it says on the card. Cash payment is excluded. Whether there will be an extension of the action was unclear to the staff on site when asked. According to the information on the collection card, collecting and redeeming is limited to this specific Aldi store. Try out the basics first In any case, the analogue loyalty points test shows that Aldi Nord can no longer completely ignore the issue of customer loyalty in this country either - and is cautiously feeling its way forward. While the competition is adding more and more complicated app mechanisms, Aldi Nord is sticking to the basics for the time being. The comparatively high refund in the current test is particularly striking. The discount of a regular loyalty program would probably have to be in the low single-digit range to be profitable at all from a discounter's point of view. (This is also the case with Aldi in Belgium.) It is possible that Aldi is aiming for maximum participation with the 30-euro promise in order to test what proportion of regular customers could be persuaded to collect points at all; or whether sales can be increased in individual product groups, which may then not be acquired from the competitors directly opposite the location (Rewe and dm). Maybe you just want to test the processes (checkout training, logistics of the stickers, redemption process). Precursor to the app? If it turns out in the end that enough customers are participating, Aldi Nord believes that this could speak in favour of switc hing to the digital system from Belgium, which is directly integrated into the existing Aldi app, even if the percentage of participants would then perhaps be lower. Read more: Von der Stickerkarte zur App? Aldi Nord testet Treuepunkte auch in Deutschland - Supermarktblog #smartdiscount #aldi #belgium #germany #loyalty #programme #stickers #test #rollout #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

The Swedish Competition Authority, industry organisations and several politicians have highlighted that the lack of local competition is driving up food prices. We wanted to see in figures whether increased competition actually affects prices locally – and what effect this would have on households' food costs. Matpriskollen has executed this report. What is the most important conclusion in Low Price Report 2025? The most important insight is that discount stores have a double positive effect on consumers. Not only do they offer lower prices themselves – they also push prices at other stores in the local area. This means that even households that do not shop at discount stores can save money, just by increasing competition. How do you define discount stores? Based on the report of the Swedish Competition Authority's definition of Discount Stores in its 2024 report. These are Lidl, Coop X:-tra and Willys. How much do prices drop when low prices are established? In the 30 investigated stores in 20 locations with 1,000 - 25,000 inhabitants, the price level is usually lower where there are competing low-price discounters: Discounters not available: Lowest price 15 percent more expensive. 1 discounter: Lowest price is 10 percent more expensive. In addition, Matpriskollen has investigated what happens when there are several competing discount stores in the vicinity of an ICA MAXI Supermarket. More than half of all approximately 90 stores have been checked. When ICA MAXI is established where there is a larger population base, there is almost always at least one discount store within 5 km. But what if there are even more discount stores within 5 km? One (1) discount store within 5 km of ICA MAXI: Approximately 4-5 percent more expensive than Willys. If there were 4 or more discount stores within 5 km, the price difference was only 2 to 3 percent. The gap to Willys is reduced by about 40 percent. If the competition is fierce, several ICA MAXI now have the same price as Willys for comparable goods. How is the household economy affected by a lack of access to discount stores? In 102 Swedish municipalities, there is a complete lack of discount stores, which means that households there pay more for their food. A family with children can save up to SEK 22,000 (US$ 2,300) per year by switching to a discount store and even if they don't change stores, they can save around SEK 7,000 (US$ 750) per year thanks to the price pressure that arises when a discount is established. What can municipalities and politicians do to promote the establishment of discount stores? It is very much about the planning monopoly and the detailed plans that regulate where there may be grocery stores in a locality. The municipalities have the power to enable or slow down establishments. By speeding up planning and being open to new operators, you can create better competition and lower food prices locally. This is a concrete measure that can have a major effect on households' finances. Matpriskollen also believes that the understanding of price differences between different stores and its effect on the residents' finances needs to be improved among politicians and the business community. How does Matpriskollen collect and analyze price data for the report? Matpriskollen uses own price database that is updated daily from hundreds of stores. In this report, it has compared regular prices of a weighted bag of 123 everyday products in both discount stores and supermarkets, both nationally and in 20 smaller towns. The prices have been collected both via the stores' websites and via physical store visits. This gives us a unique opportunity to show how price levels are affected by competition. What role does Matpriskollen play in creating transparency and influencing the grocery market? Matpriskollen tries to give consumers, municipalities and decision-makers a fact-based insight into the price situation both locally and nationally. With this report, we wanted to investigate and highlight the differences and effects of competition in a number of locations with and without low-price players. This insight can contribute to a more efficient grocery market. We want more people who work at the local level to understand how much money price differences actually mean for families in today's strained economic situation for many. If there are 20,000 people living in a town and they can save SEK 2,600 per person on average, then it will be over SEK 50 million (US$ 5,200,000) per year through lower food costs. The results of Matpriskollen's low-price survey 2025 are here. - Matpriskollen #smartdiscount #sweden #price #report #survey #pricedifferentiation #differentiation #lidl #coopextra #willys #drc #discount #ica #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Aldi USA said early last year it would carry out an immense store growth strategy through a combination of new openings and store conversions. Now, in 2025, that tactic is in full swing as the Winn-Dixie stores it’s rapidly converting play a pivotal role.  The discounter has made over 100 new store announcements and opened roughly 70 of those locations since the start of this year. This puts it on track to debut more than 200 stores across the country in 2025, an Aldi spokesperson confirmed via email, adding that Aldi’s store count will reach around 2,600 in the U.S. by the end of this year. Aldi has stores across 24 states and Washington, D.C. The discounter’s U.S. footprint, including both opened and soon-to-open locations. Here’s a breakdown of Aldi’s expansion so far this year, and what’s fueling it based on a Grocery Dive analysis that included reviewing opening announcements since the beginning of this year.  Aldi’s strategy Aldi’s rampant growth isn’t simply a bout of good fortune, but rather the payoff of some strategic acquisition moves.  In 2023, Aldi announced it had agreed to acquire Winn-Dixie and Harveys Supermarket from Southeastern Grocers in a deal that included around 400 grocery store locations. Come February of this year, though, Aldi said it had sold more than 40% of the Winn-Dixie and Harveys stores it acquired along with the Southeastern Grocers business.  Aldi said it planned to convert the remaining 220 Winn-Dixie and Harveys stores still in its possession to Aldi locations, but did not give a timeline for these conversions.   So far, Aldi has successfully converted more than 40 Winn-Dixie stores to the Aldi format with “dozens” more anticipated to open before the end of this year, according to a company spokesperson. Florida accounts for nearly half of Aldi’s store announcements so far in 2025 Store announcements by state. Because of Winn-Dixie Aldi’s expansion has stretched across the U.S., with the discounter entering Nevada this spring and solidifying its presence in the West by opening new locations in Southern California and Arizona, an Aldi spokesperson said. But it’s the Southeast that has been the star of Aldi’s expansion, with Florida alone representing around half of all 2025 store announcements and openings. Of the nearly 50 locations Aldi has announced in the state over the past eight months, all but one are former Winn-Dixie locations that the grocer is converting to its own private label brand. Opened and announced stores so far in 2025. And this trend continues throughout the region. Of the locations Aldi has announced or opened this year in Alabama, Georgia, Louisiana and Mississippi, more than half were once Winn-Dixie supermarkets. Mapping Aldi’s biggest expansion effort to date | Grocery Dive #smartdiscount #aldi #usa #expansion #privatelabel #winndixie #revamp #rebrand #store #growth #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain ALDI Australia reveals its Price Promise remains strong with a 16.8% price gap over competitors, saving Aussie families around $3,000 a year. Now, Aussie shoppers can also find new reasons to love their weekly ALDI shop, with the supermarket upgrading its core range with 250 new products – all at the everyday low prices customers expect. From pantry staples to fresh favourites and exciting new treats, the new products include items such as Sriracha Sauce Hot, Almond Flour, and Spiced Fruit Buns – all designed to fill gaps in customers shopping baskets, making it easier than ever to do more of their entire shop at ALDI while saving money. This boost in variety comes as new data reaffirms ALDI’s position as Australia’s most affordable supermarket, with a 16.8% price gap compared to competitors. That means the average family can save around $3,000 a year, or close to $60 a week, by switching to ALDI as their supermarket of choice. Jordan Lack, Chief Commercial Officer at ALDI Australia, said: “ALDI’s Price Promise is clear, we simply won’t be beaten on the cost of your weekly shop. It’s been at the heart of who we are since 2001, and we’re committed to delivering both value and quality in every aisle. Our upgraded range gives shoppers even more reasons to do their full weekly shop with us – without paying more.” Driving Quality While Creating Savings Every detail of ALDI’s business model is centred around saving people money – it’s what makes ALDI Good Different . It starts with a curated range of quality products and a line-up of exclusive brands. Every single ALDI Exclusive Brand product is developed in-house to the highest standards, rigorously tested in ALDI’s test kitchen, before being offered to customers at the lowest prices possible. Two in three shoppers say ALDI’s exclusive brand products offer great value, and over half believe they are as good as, if not better than, name brands. ALDI also outperforms every other retailer on delivering the quality customers expect for the price they pay. ALDI’s always-on, low-priced model focuses on efficiency and simplicity in everything it does – from the way goods are displayed in stores to the processes at check-out. The cost savings from these efficiencies are passed directly on to customers. There are dozens of small, incremental efficiencies that, when combined, enable ALDI to deliver families almost $60 a week back into their pockets when they shop at ALDI. “While others rely on temporary drop and lock discounts on a limited range of products, we consistently review all our prices to make sure our customers are always getting the best value at the checkout. This year, we applied price reductions to more than 300 products. That’s about 18% of our range, and it’s why ALDI customers can have the confidence to shop with us week-in, week-out, knowing that they are always getting high-quality products at exceptional everyday low prices,” Mr Lack continued. Some of the new items that customers might notice during their next shop include: El Tora Crunchy Corn Taco Shells 12 Pack 156g, $3.19 Asia Green Garden Sriracha Sauce Hot 450ml, $3.79 Oh So Natural Almond Flour 300g, $6.99 World Kitchen Garlic Naan Bread 3 Pack 375g, $3.99 Stonemill Paprika Smoked 40g, $2.59 Bakers Life Spiced Fruit Buns 6 Pack 450g, $3.79 Broad Oak Farms RSPCA Approved Chicken Necks 1kg, $5.99 Read more: Updated range, same unbeatable savings: ALDI’s Price Promise saves Australian shoppers more than $3,000 a year - Aldi Unpacked #smartdiscount #aldi #australia #pricing #savings #grocery #shopping #families #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Tiendas D1's period between 2015 and 2024 marks one of the most transcendental stages in its short history, consolidating its "hard discount" business model and catapulting it to the leadership of the retail market in Colombia. This decade of exponential growth and transformation is understood through significant changes in its shareholding structure and a series of milestones that redefined the consumer landscape in the country. Shareholder Reconfiguration: The Entry of a Strategic Giant The turning point for D1 in this decade came in 2015. Although the discount store model had been founded in 2009 by Chilean businessmen Michel Olmi and Luis Abudei, German Dieter Brandes the arrival of a new actor marked the beginning of a new era. In 2011, Valorem, the holding company of Grupo Santodomingo, had acquired a 20% minority stake in Koba International Group, the company behind D1. However, in 2015, Valorem took full control of the company by purchasing 35.25% of the shares from the founders, raising its stake to 60.25%. This move was more than just a financial transaction. Valorem's acquisition of the majority stake injected a robust financial structure and strategic backing that enabled D1 to accelerate its expansion plan in an unprecedented manner. The company's shareholding composition for 2024 was established with Valorem as the main shareholder (60.25%), along with the Ihag Fund of Switzerland (20.75%) and the CPP fund of Canada (19%). Milestones That Marked the Decade D1's strategy under the new management focused on operational efficiency, aggressive expansion, and loyalty to its value proposition: quality products at low prices. The following milestones demonstrate the effectiveness of this vision: Exponential Expansion of the Store Network:  From 2015 to 2024, the number of D1 stores multiplied impressively. In 2015, D1 had around 500 stores, and by the end of 2024, it exceeded the figure of 2,500 stores. This expansion was not only limited to large cities, but reached more than 500 municipalities and 31 departments, making the brand a national phenomenon. Sales Leadership and Outperforming Historical Competitors:  D1's bold strategy allowed it to quickly climb positions in the market. In 2015, Almacenes Éxito, the traditional supermarket market leader in Colombian retail, sold almost nine times more than D1. However, this gap was progressively closed. By 2024, a historic milestone was reached when D1 reported operating revenues of over 21 billion pesos, surpassing Grupo Éxito in turnover for the first time and consolidating itself as the main retailer in Colombia. Massive Job Creation:  The company's growth translated into significant formal job creation. By the end of 2024, D1 positioned itself as one of the country's top employers, with more than 24,000 employees. It is noteworthy that, for that year, 95% of its employees had an indefinite term contract, and more than 54% of the workforce was made up of women. Penetration in Colombian Households:  D1's low-price model facilitated access to the family basket for millions of Colombians. Throughout this decade, D1's penetration in Colombian households reached more than 95%, underscoring the company's social impact in improving families' standard of living and purchasing power. Development of Own Private Label Brands and Local Suppliers:  One of the keys to D1's success is its focus on private labels. The company works with more than 500 local suppliers, and more than 90% of its products come from the national industry. This strategy not only reduces costs, but has also boosted the development of manufacturing and agriculture in the country, strengthening the local economy. #smartdiscount #d1 #colombia #harddiscount #olmi #brandes #valorem #koba #ihag #ccp #switzerland #gruposantodomingo #fund #expansion #growth #development #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Variety Retail Chain Action manager's life is anything but boring with a surprising 'unboxing' every day. The discounter is eager to dispel more preconceptions: "You see all types of cars in our parking lots." "Be like Mondo Duplantis" Action's impressive growth in Europe has been arousing the amazement and admiration of retail observers for years. The secret of the non-food discount chain can be summarized in a simple formula for success, says regional country director Bart Raeymaekers, who witnessed its growth from fewer than 300 to more than 3,000 stores first hand: "Action = Price x Surprise x People." And all of that with a touch of sustainability. Every euro you don't spend yourself as a retailer, you don't have to ask your customers for. So, strive for efficiency. Constantly question yourself and always strive for improvement. Like an athlete: you need the mindset of someone like pole vaulter Mondo Duplantis, who recently broke his world record again. We develop robust processes, roll them out to all countries, and continuously improve them. There's no such thing as coincidence at Action. Smart shopping An important success factor is the surprising range: every week there are 150 new items on the store shelves. This is not only attractive for customers, but also for store managers, who do not know in advance what will be delivered. "If you are a manager at Action, you can unbox every day! How nice is that? By the way, we have an internal email address where employees can send suggestions for items they like, to inspire our buyers." "The profile of our customers is also surprising," says Raeymaekers. "The prejudice is that many of our customers come from the lower classes, and that they buy from us out of necessity. That is not the case. Just under one third of our customers come from the higher income class, a little less than one third is middle class and only a little more than one third belongs to the lower income group. You see all types of cars in the parking lot of an Action. It's just smart buying." "At least one grower per store" You can have the best store formula, but people make the difference. "Norms and values, that's what we select hard for when recruiting. We first look at who you are, then at what you can do. We invest heavily in internal training: our goal is to have at least one internal grower per store. Our store managers do get responsibility: we don't have planograms, they decide on shelf stacks themselves, and on orders too. We only have one KPI: the total turnover of the store." The high level of employee engagement is reflected in the biennial satisfaction survey "The Voice of Action", with an unprecedented participation rate of more than 90%. Raeymaekers' career is a good illustration of the opportunities that the retailer offers: he started as an area manager at Action in April 2012, when Belgium only had 35 stores. After that, he also led the chain in France and Germany. Today, he is responsible for Belgium, Luxembourg, Germany, Portugal, Spain and Italy as one of the three regional country directors at the company – because Action has now split Europe into three parts. Read more: [Interview] Waarom Action geen schappenplannen heeft - RetailDetail BE #smartdiscount #action #expansion #shelfplan #storemanager #customers #unboxing #boring #buyers #assortment #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google