Discount Retail Chain Lidl Polska chain is introducing Body Chief dietary catering to more stores in Poznań and the surrounding area: Komorniki, Skórzewo, Rokietnica, Dąbrówka and Baranów. Customers will be able to take advantage of ready-made, freshly prepared meals without having to order in advance. This is a response to the growing interest in this type of products. The popularity of catering is growing Dietary catering is gaining popularity among active, busy people and those who want to take care of a balanced diet. Thanks to the availability of meals in Lidl Polska stores, customers can use a service previously associated mainly with home deliveries, now without the need to order in advance or pay additional delivery fees. The introduction of Body Chief dishes to the chain's offer is a response to the needs of consumers looking for convenient and at the same time wholesome nutritional solutions, the company informs. The offer available at Lidl Polska includes freshly prepared meals, breakfasts or dinners, lunches and desserts, packed in ecological, recyclable packaging. A new stage of cooperation and expansion of the offer Making Body Chief products available in new locations in Poznań and surrounding towns is another step in the development of cooperation between Lidl Polska and Body Chief, which began in February 2024. After initial successes in Poznań and Swarzędz, the brand made its debut in the chain's stores in Wrocław and Szczecin, and now returns to Wielkopolska with an extended offer. Wojciech Bławat, Chief Operating Officer, emphasizes that the extension of cooperation with Lidl Polska is a confirmation for the company that its operating model and care for quality meet the expectations of modern consumers. She points out that customers can compose sets for the whole day on their own or choose individual meals, depending on individual needs. Read more: More Lidl stores in Wielkopolska with dietary catering #smartdiscount #lidl #poland #dietary #meals #bodychief #assortment #health #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Lidl Netherlands has started the construction of the most sustainable supermarket in the Netherlands, Lidl Zero Capelle. This CO2 neutral store will be located in the middle of Capelle, directly opposite the current location. The new Lidl store will be the third Lidl Zero in the Netherlands. The starting points for the construction of this Zero are that the store has a low impact on the environment and that 'zero-on-the-meter' is realized. The CO2 Emissions are minimized by, among other things, building a lot with wood and giving old materials a second life. The limited CO2 that is released during the construction of the store is compensated by the private parking lot. The use of energy-efficient installations has limited the energy demand. Lidl received a sustainability score (GPR) of 8.5 for the design. This is the highest sustainability score ever achieved in supermarket land. Thijs Frijters, manager of branch construction Lidl Netherlands: "After our experiences in the design and construction of our Zero stores in Woerden and Almere, we are taking the next step in Capelle aan de IJssel. A 'zero-on-the-meter' branch where the CO2 emissions to build the branch are reduced and then CO2 is captured from the air by using olivine*. This makes this store not only energy neutral, but also CO2 neutral." Focus on circularity The environmental impact of Lidl Zero Capelle is kept low by reusing materials as much as possible. This includes a wooden support structure, prefab timber frame construction and insulation of old clothing. Existing piles, which date from the time of the Ford garage, are used to build the new store. Zero-on-the-meter' thanks to more than 1,300 solar panels on the roof, façade and solar car parking More than 1,300 solar panels will be installed over the entire roof, on the façade and on the roofs of the carports, which will ensure that the store will soon have '0' on the energy meter. Customers can charge their cars in the sustainable car park. From the distribution center in Waddinxveen, the store is supplied with electric trucks. Greening and cooling of the environment Not only will there be a beautiful and sustainable store, the environment will also become greener and cooler. Lidl stimulates biodiversity by integrating trees and plants into the area and placing nesting boxes for insects. The parking lot will be equipped with grass concrete pavers, which promote water permeability and reduce heat. Third Lidl Zero Sustainability is in Lidl's DNA. For example, in 2019 the supermarket already opened a 'Lidl Zero' in Woerden, the first energy-circular supermarket in the Netherlands. In 2021, Lidl opened the second Lidl Zero in Almere. There, Lidl showed what was possible in the field of sustainable construction. There was even a completely private park of 14,000m2 around the building to remove the released CO2 during construction. Read more: Lidl builds the most sustainable supermarket in the Netherlands #smartdiscount #lidl #zeroemission #circularity #green #sustainable #netherlands #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Lidl Malta announced the opening of our 11th store in Żebbuġ, marking another significant step in our expansion across the Maltese islands. This milestone not only strengthens Lidl's commitment to providing quality products at affordable prices to the local community but also coincides with a very special occasion Lidl's 17th anniversary here in Malta. Since 2008, Lidl Malta has grown steadily, becoming a key economic contributor and now employing over 530 individuals. The new Lidl Żebbuġ store, spanning over 1,500 square metres and featuring a state-of-the-art photovoltaic system, will enhance the shopping experience for its customers and create approximately 40 new job opportunities for local talent, further boosting the Maltese economy. Demonstrating Lidl's ongoing commitment to sustainability, it has also planted 170 trees as part of Lidl's environmental initiatives. This expansion reflects Lidl's dedication to serving the Maltese community and Lidl's continued investment in creating employment opportunities. This latest addition to the Lidl network embodies our mission to provide exceptional quality at convenient prices, supported by a dynamic and engaged team. Here's to continued growth and serving the wonderful Maltese community. #smartdiscount #malta #lidl #expansion #growth #sustainability #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Willys, owned by Axfood, is Sweden’s most recommended grocery chain and holds a unique market position. Willys recorded growth of 3.0% in the first quarter with positive trends in both customer traffic and loyalty. The discount segment has been the market’s fastest growing segment for a long time, with a clear preference shown among younger consumers and families with children. We see considerable potential to continue expanding the chain, adding more stores at a rapid rate. With an attractive offering in the traditional grocery market segment owned by Axfood grocery retail chain Hemköp also performed well in the first quarter with growth of 3.1% and particularly strong growth in like-for-like sales. As well in the restaurant and café segment, Snabbgross continued to deliver strong growth of 5.2% despite a continued weak market. With the acquisition of City Gross, Axfood has established a presence in the attractive hypermarket segment. City Gross has faced a number of challenging years, and the trend in the first quarter was also weak with growth of -3.8%. As previously communicated, this year will be a transitional year, and the initiatives that City Gross is now implementing will take time to yield results. It has a clear plan in place to strengthen the store chain, and given our experience, expertise and capacity, seeing considerable opportunities to turn City Gross into a profitable business at some point in the second half of 2026. Axfood reached a significant milestone in its logistics operations during the quarter when e-commerce flows were implemented at the new automated logistics centre in Bålsta. The logistics centre is now fully operational for both stores and e-commerce in all temperature zones. The facility’s productivity is showing a gradual and clear improvement, and we expect to realise efficiency improvements of SEK 200–300 million, at an annualised rate, from the second quarter. As previously announced, this will contribute to a continued lower cost level in logistics and make Axfood more competitive. With the logistics centre in Bålsta, Axfood has secured long-term capacity and efficiency in the flow of goods in central and northern Sweden. It plans for the next steps in the development of its logistics structure to create additional capacity and efficiency in the southern parts of Sweden from the year 2030 and onwards. The plan is to establish a new automated logistics centre in the Gothenburg region that first and foremost will replace its existing warehouse in Backa. At the same time, Axfood are looking into how to handle volume growth for the other warehouses in the south of Sweden. In the coming quarters, Axfood will provide more details around the plans and initiate negotiations with relevant parties and stakeholders. As part of its continuous work to increase productivity and cost efficiency, in the quarter Axfood also initiated work on streamlining its support functions to further strengthen its competitiveness.” First quarter summary Net sales increased 3.9% to SEK 21,040 m (20,252). Retail sales increased 15.7% to SEK 18,829 m (16,281). Excluding City Gross, retail sales increased 3.0%. Operating profit amounted to SEK 719 m (817) including items affecting comparability of SEK -38 m (-). The operating margin was 3.4% (4.0). Adjusted operating profit amounted to SEK 757 m (817) and the adjusted operating margin was 3.6% (4.0). Net profit for the period amounted to SEK 453 m (560) and earnings per share before dilution to SEK 2.09 (2.60). The Annual General Meeting (AGM) on March 19 resolved on a dividend to shareholders of SEK 8.75 (8.50) per share. The dividend amount is divided into two payments of SEK 4.50 and SEK 4.25, with the first payment made in March and the second payment to be made in September. Caroline Berg was elected as the new Chairman, and Björn Annwall and Kristofer Tonström as new Board members. The Board also resolved on the repurchase of a maximum of 385,000 shares linked to the long-term share-based incentive program LTIP 2025, which was resolved on by the AGM. Work has been initiated to plan for the next steps in the development of Axfood’s logistics structure to create conditions for growth, higher efficiency and increased capacity from the year 2030 and onwards. This work comprises the southern parts of Sweden, and the plan is to establish a new automated logistics centre in the Gothenburg region. Plans are in the early stages and more details will be provided in the coming quarters. Read more: Increased market shares and stable profit development - Axfood #smartdiscount #willys #axfood #sweden #development #expansion #growth #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

The discount retail model has a promising future in Latin America, especially in a context where consumers are looking to optimize their purchasing power. However, brands will need to innovate in their business models, diversify their product offerings, and adapt to local conditions to stay competitive. The key to success will be to find the balance between operational efficiency, strategic expansion and proximity to the Latin American consumer, overcoming the great dilemma between offering the lowest possible prices and ensuring that consumers perceive real value in the quality and experience they provide. The Great Trade-Off: Price vs. Perceived Value The biggest challenge for the discounters in Latin America lies in finding the balance between maintaining extremely low prices and offering attractive perceived value for the consumer. This is the central dilemma they face: how do they remain competitive on prices without sacrificing quality or customer experience? On the one hand, discounters are distinguished by their ability to offer essential products at affordable prices. This is its main purpose, especially in a context of unstable economies or in consumer segments with limited purchasing power. However, as consumers become more demanding and also seek a satisfactory shopping experience, the perception of quality can become a critical point. The dilemma becomes more acute when the channels must decide between reduce operating costs even further (to keep prices low) or invest in improving the customer experience, such as the atmosphere of the store, the quality of private label products or even the incorporation of technology. While a low price is critical, the modern consumer also values other aspects such as food freshness, trust in brands, and convenience of purchase. The success of discounters has historically been based on their ability to deliver extremely low prices through a combination of factors: Reduced assortment: discounters usually offer a limited number of products, mostly private labels, which allows them to negotiate better conditions with suppliers and optimize logistics. Operational efficiency: Simplifying operational processes, from product layout to reduced number of employees, helps reduce costs. This allows savings to be passed on directly to the consumer in the form of lower prices. Basic stores: The experience in discount stores is generally functional and simple. Not much is invested in decorations, visual marketing, or additional services (such as personalized attention), with the goal of keeping costs as low as possible. However, this strategy focused on low prices generates a most basic customer experience. For some consumers, paying less justifies the absence of an attractive store or additional services. But for others, this can be a source of frustration, especially if low prices don't offset a perception of poor quality, or if the shopping experience is too limited compared to other supermarkets. The key lies in how to continue to offer low prices, its main competitive advantage, without sacrificing the shopping experience, which is increasingly relevant to attract and retain modern consumers. The Customer Experience Challenge In recent years, consumer habits have been changing, driven by several factors: Greater access to information: Consumers today can compare prices, product quality, and customer experience with ease. This has raised expectations, even in discount categories, as other aspects beyond price are now valued, such as Product Quality, service and convenience. Emotional Value and Brands: Consumers, especially in more developed markets or in growing middle-class sectors, are also looking for a Pleasant shopping experience or some kind of emotional connection with the brand. This includes factors such as food freshness, product presentation, store cleanliness, and customer service. Comfort and technology: Technology also plays a critical role in customer expectations. More and more consumers are demanding fast checkouts, online shopping options, or digital loyalty programs. Discount chains have traditionally invested little in these aspects. Sustainability: A growing number of consumers are also looking for brands that adopt responsible practices in terms of sustainability and social responsibility. This may include using recyclable packaging, committing to animal welfare, or supporting local suppliers. Main strategies to address this dilemma Some discount retail chains in especially the more developed modern retail markets have managed to find innovative solutions to manage this balance: Investment in premium private labels: One way to improve the perception of quality without increasing costs is through the creation of Premium own private label brands, which offer a feeling of greater value. This has been key for discounters such as Lidl and Aldi, which offer affordable products but with packaging, ingredients or presentation that compete in quality with more expensive brands. Improvement in the layout of the stores: Although discounters maintain their focus on simplicity, many are adjusting the design of their stores to make them more attractive and functional, without incurring significant additional costs. This includes wider aisles, better provision of fresh produce, and more self-service points. Digitalization: Implementing technologies to support the optimization of the inventory planning and replenishment process, the logistics chain, loyalty programs, click and collect days, mobile payments and self-check-outs are strategies that several discounters are exploring to improve the customer experience without significantly increasing operating costs. By improving comfort, convenience of shopping, and having the right products in the right place to meet demand, hard discounters can increase customer satisfaction without substantially raising prices. Combining Essentials and "Premium Experiences": Some chains offer a shopping experience focused on essentials and low-cost products, but include in their assortment some "premium" or gourmet products at more affordable prices. This creates a perception that the customer is getting more bang for their buck. Is it possible to balance price and experience? The balance between low prices and a satisfactory customer experience it is difficult but not impossible. The discount chains that have been most successful have found ways to offer an experience that, while minimalist, is still convenient and engaging. The key is to identify which aspects of the experience consumers value most and in Optimize Operation to focus on those points, while maintaining its low-cost model. In summary, the Trade-off between low prices and customer experience It is not something that can be completely solved without compromises. However, the hard discounters who manage to Innovating in experience, improve your perception of quality, while keeping their cost model low, will be better positioned to capture a larger share of the market. The modern consumer, even in low-cost sectors, is looking not only for the best price, but also for a better price. Higher perceived value, and the discount chains that manage to do both will be the ones to lead in the future. Successful references of Discounters in Latin America In the region, several hard discounters have managed to stand out for their success and expansion: Mexico: Tiendas 3B (Mexico): A pioneer in the hard discount model in Mexico and LATAM. T3B is a copy of the successful Turkish listed hard discounter BIM and has captured a large share of the Mexican market thanks to its strategy of low prices, private label products and rapid expansion and is the leading discounter in Mexico. It currently has more than 2,500+ stores with 16 warehouses in Mexico and recently expanding to Bolivia, consolidating itself as one of the leaders in the low-cost sector and listed on the NYSE: BBB. Bodega Aurrerá Express (Mexico): Part of US Walmart group, this express chain discount business model is based on offering low prices on essential products, maintaining a strong presence in urban and rural areas. Tiendas Neto (Mexico): With more than 1,000 stores, Grandson it is another important example in the country. Unlike Bodega Aurrerá, this chain offers an experience closer to traditional hard discounters, with a more limited product offer and ultra-low prices. Dollar General (México): Although this chain originates from the United States, Dollar General it has begun to expand in Mexico and Latin America. Its proposal is very similar to that of traditional hard discounters, with an offer focused on essential products at affordable prices. Its further focus on low-cost non-food products also makes it attractive to low-income segments. Tiendas Bara (Mexico): Part of the FEMSA group was founded in 1998. Bara is a discount store chain in Mexico that focuses on providing affordable groceries and household essentials with 400 stores. Supercito (Mexico): part of Grupo Comercial Chedraui, is a small-format supermarket chain. These stores are designed to serve local communities with essential groceries, household items, and everyday necessities. Waldo's (Mexico): Founded in Mexico and with more than 800 stores throughout the country, Waldo's It has established itself as a benchmark in the discount variety store format. Its strategy is to offer a variety of products ranging from food to household items, at very low prices, capturing the interest of consumers looking for cheap and convenient offers. Panama: Super 99 (Panama): This chain has adopted the hard discount model in Panama, standing out for offering affordable products with a strong focus on own private label brands and affordable prices. Colombia Tiendas D1 (Colombia): A pioneer in the hard discount model in Colombia, started at the same time as T3B. D1 has captured a large share of the market thanks to its strategy of low prices, private label products and rapid expansion. It currently has more than 2,000 stores, consolidating itself as one of the leaders in the low-cost sector. Ara (Colombia): Part of the listed Portuguese retail group Jerónimo Martins. Now has grown significantly in Colombia with a similar approach to D1. Its proposal includes competitive prices, a larger assortment and a combination of own private label brands and local products, which has allowed it to earn the loyalty of consumers. Tiendas Ísimo (Colombia): A discount chain launched in December 2022 by Grupo Empresarial Olímpica. Designed to fill the gap left by the collapse of discounter Justo & Bueno, Ísimo competes with established players like D1 and Tiendas Ara in the low-cost retail sector, aiming to capture a significant market share through competitive pricing and accessibility. DollarCity (Colombia/Guatemala/El Salvador/Peru/Mexico): Dollarcity started in Colombia essential mainly non food products for the home, office and pets at affordable prices and guaranteed quality with more than 547 stores. Its Canadian partner Dollarama, brings solid financing and global experience. Goal to exceed 1,050 stores by 2031 throughout Latin America. Ecuador Tuti (Ecuador): This Ecuadorean discounter that has grown rapidly since its opening in 2019 in Guayaquil to 600 stores, focused on offering high-quality products at low prices, limited assortment of 400 SKUs, allowing it to reduce costs and improve inventory turnover, 85% own exclusive private label brands, offering operational efficiency: From your stores to your payment methods (cash only), every decision is designed to reduce costs and pass those savings on to the consumer Peru/Chile Tottus (Peru/Chile): While not a discounter at its core, Tottus has adopted low-cost strategies in some of its stores to compete with the growing discount segment in Peru and Chile. Its own brand and diversification into smaller stores reflect an attempt to capture this niche market. Tiendas Mass (Peru/Chile): This discounter is part of the Peruvian conglomerate Intercorp. Was launched by the Dutch retailer Ahold in Peru. Over time, it evolved to become known as Tiendas Mass, focusing on offering low prices and a curated selection of private label and quality controlled products. Mass has reached 1,000+ stores in Peru and with the recent acquisition of Erbi got a first foothold in Chile. Brasil Assaí Atacadista (Brasil): A leading cash-and-carry wholesaler with 300 stores, offering discounted prices on bulk purchases, incorporating elements common to discount retailers. Its comprehensive product range, dual pricing strategy, and focus on serving both businesses and individual consumers align more closely with the cash-and-carry wholesale model. Atacadão (Brasil): Owned by Carrefour, Atacadão operates numerous stores across Brazil. Sharing some characteristics with discount retailers, such as competitive pricing and a focus on cost-efficiency, it operates on a larger scale with a broader product assortment. Its cash-and-carry model is designed to serve both business clients and individual consumers, offering bulk purchasing options and a wide range of products beyond the limited assortments typical of discount stores. Makro (Brasil/Colombia/Argentina): Although Makro is more oriented towards wholesale trade, in some countries in the region it has developed a strategy of low prices for end consumers. In Brazil, for example, it is considered one of the benchmarks in this hybrid model between wholesale and hard discount. Argentina: DIA (Argentina): Owned by listed Grupo DIA Spain. Operating under the discount retail format with 1,048 stores of which 70% is franchised. DIA emphasizes low prices achieved through cost minimization strategies, such as limited product assortments, a focus on own private labels, and simplified store designs. DIA stores typically offer a narrow selection of products, prioritizing affordability and efficiency over extensive variety or premium services in the neighbourhood. World References of Discount Retail Chains Globally, discount retailers have consolidated their success mainly in Europe and the United States. Some of the most recognized examples include: Aldi (Germany): Considered one of the pioneers of the hard discount model, Aldi. It has made a global impact with its offering of essential products at reduced prices and a broad international successful presence on 4 continents e.g. Europe, USA, Australia, China. Its strategy is based on a limited assortment, private label products and a very efficient operation. Typically featuring around 1,700 SKU and a weekly surprising large in & out assortment. Lidl (Germany): Another German giant, Lidl it has followed a similar strategy to Aldi, with low prices and strong expansion throughout Europe. It has recently begun to penetrate markets outside the continent, such as the United States, consolidating itself as a modern benchmark for the discount model. Typically featuring around 2,400 SKU and a weekly surprising large in & out assortment on- and offline. BIM (Turkey): Founded in 1995 with just 21 stores, BİM has rapidly expanded and currently operates over 12,482 stores in Turkey, as well as in Morocco and Egypt. Listed BİM is recognized for pioneering the hard-discount store model in Turkey, reminiscent of successful models like Aldi in Germany. BİM's approach revolves around offering a limited range of high-quality basic food items and consumer goods at competitive prices, typically featuring around 900 SKUs. The stores are characterized by minimal decor and streamlined service, focusing on efficiency and cost-saving measures. BIM is market leader in Poland. Biedronka (Poland): Founded in 1995, Biedronka, meaning "ladybug," is the largest discounter and at the same time market leading grocery retail chain in Poland, well-known for its accessibility and low prices, with over 3,700 stores and larger assortment of 4,000+ SKU. Dollar General (United States): With more than 19,000 stores across the United States, Dollar General It is one of the world leaders in the hard discount segment, offering a wide range of products at low prices. Its recent expansion into Latin America shows its ambition to capture emerging markets with a model based on efficiency and accessibility. Action (The Netherlands): Action stores are a chain of Dutch non-food discount retail stores known for offering a wide variety of low-cost products. Founded in 1993 in the Netherlands, Action has grown into one of Europe’s fastest-growing non-food discounters, operating over 2,900 stores across 14 countries. The stores focus on providing good-quality, affordable everyday essentials and household goods, with an ever-changing assortment of approximately 6,000 products across 14 categories, including toys, household items, gardening tools, DIY products, personal care, and some long-shelf-life food items. Courtesy to Rafael Cerero Dolz #smartdiscount #latinamerica #expansion #growth #t3b #bbb #tiendasneto #tuti #tiendasd1 #tiendasmass #waldo #dollarcity #erbi #aldi #lidl #biedronka #dia #dollargeneral #action #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #isimo #ara #jeronimomartins #bodegaaurrera

Discount Retail Chain BİM raised its total clean energy capacity to 96 MW with new solar power plants installed in 4 different cities. BİM announced 4 new SPP investments, including rooftop in Antalya and Istanbul, and ground-mounted in Erzurum and Şanlıurfa. BİM increased the total number of SPP projects to 26, including 5 ground-mounted and 21 on rooftops. With the 4 new SPPs, production equivalent to the annual energy consumption of approximately 20,000 households will be achieved, while 25,000 tonnes of carbon emissions will be reduced annually and over 630,000 trees will be saved. With the new investments, the total installed capacity of BİM's SPP projects in Turkey will increase to 96 MW, while carbon emissions will be reduced by approximately 70,000 tonnes annually.  Read more: (+9) BİM announces new clean energy investments #smartdiscount #bim #turkey #sustainability #environment #pv #stores #electricity #growth #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Olma, owned by the Uzbek retailer Xalq Retail, has updated its trade automation solution. This helped speed up the work of cashiers, save 30% of the working time of the company's IT specialists, redirecting them to strategic tasks. With the new solution, Xalq Retail now promptly receives all the necessary updates, including for changes in legislation, from the IT contractor. The new Set Retail 10 retail automation solution has been launched in all 22 OLMA stores. It manages 44 cash registers in the retail chain, thanks to centralized administration and configuration, the retailer managed to free up a third of the resources of the IT department and redirect the freed specialists to more important tasks for the development of the retail network. In the first month of operation, Xalq Retail noted the simplicity of the interface and the speed of the new system, thanks to which customer service was noticeably accelerated. The retailer quickly receives any updates from the IT contractor to meet the new requirements of the growing business and legislation, including those related to changes in tax rates and labeling rules. Rinat Sayim, Technical Director of Xalq Retail, said: "The previous box office program required a lot of time to update, replicate, it was difficult to adapt it to legislative changes, we involved not only in-house, but also third-party specialists. With Set Retail, these problems are gone, primarily due to centralized management. The interface of the cash register server is clear and convenient - two people are now engaged in configuration and administration. Cash registers are also easy to work with, training a cashier takes 30 minutes. We have touch cash registers, the main interface consists of only three buttons. We quickly connected all payment systems with ready-made modules, the cash registers work stably and without failures." The Russian IT company CSI, the developer and integrator of Set Retail, was responsible for the technological part of the implementation. Together with the Uzbek partner Soft Business Group, the companies launched a cash solution in OLMA in 2 months. Alexander Zaitsev, Commercial Director of Xalq Retail, shared: "When choosing a new system, we saw that Set Retail is actively developing in the national market, the solution is successfully used by retail chains from the top 5 retailers in Uzbekistan. The system is very well-thought-out and really helps to speed up customer service, which helps to reduce queues. The speed of cashiers' work is always relevant - our stores have 2 cash registers and there are a lot of customers during peak hours. Also, one of the decisive factors in choosing the system was the availability of local technical support: CSI partner SBG is located in Tashkent and promptly responds to all our requests." At the first stage, Xalq Retail plans to evaluate the functionality and quality of the system, and in the future - to connect new Set Retail tools and other CSI solutions, such as the Set Prisma cash register control system. The retailer plans to actively grow the network and introduce self-service. Andrey Okishev, Project Manager at CSI, noted: "Set Retail is not just a cash register program, but a whole ecosystem of modules and products for automating and managing trade and business processes. They help to solve urgent business problems: speed up customer service, save costs, increase profits, and reduce losses at the cash register. We are glad that more and more retailers in Uzbekistan trust us, and we make products as useful as possible for them: we update them in advance for legislative changes, quickly adapt them to business needs, taking into account all the specifics of the local market." Подробнее на Retail.ru: https://www.retail.ru/rbc/pressreleases/torgovaya-set-olma-za-dva-mesyatsa-obnovila-kassovuyu-sistemu-i-sekonomila-30-resursov-it-otdela/ #smartdiscount #olma #uzbekistan #growth #development #it #cashsystem #xalqretail #xalq #csi #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Aldi Süd in Germany has created an additional sales opportunity for imperfect foods with its own private label brand Krumme Dinger to reduce food waste. According to estimates by the Federal Ministry of Agriculture and Food, around 10.8 million tonnes of food waste are generated in Germany every year. Under Aldi's own PL brand Krumme Dinger, Aldi has been offering fruit and vegetables with minor blemishes since 2017, but which taste just as good as their flawless counterparts. For example, imperfect apples and persimmons as well as cold cut meat such as wiener sausages and salami can be found at the discounter. The assortment varies depending on the season and region. In keeping with this year's asparagus season, Aldi is for the first time offering white and purple asparagus with small blemishes among the crooked things. The asparagus, which is available in a 1.5 kg pack, will be sold in the approximately 2,000 Aldi stores from 22 April until June. Due to the small visual flaws, asparagus is cheaper than its conventional counterpart. Additional sales opportunities for suppliers and farmers The asparagus comes 100 percent from Germany and is offered in paper packaging. By selling the imperfect asparagus, a contribution is made to reducing food waste. Goods with small visual defects such as curvatures or shell defects are taken from the producers, which would otherwise have been processed or possibly disposed of. In this way, a large part of the harvest is bought from the farmers and an additional sales opportunity is created for the suppliers and producers. Aldi will draw its customers' attention to the new, nationwide range of German asparagus with minor blemishes in various places in the coming weeks. Communication On its own Aldi website, on social media or directly in the stores, Aldi thus draws attention to the issue of imperfect food. Read more: Aldi Süd nimmt unperfekten Spargel ins Sortiment ‹ Fruchtportal #smartdiscount #aldi #germany #coldcut #fruit #vegetables #package #krummedinger #privatelabel #assortment #foodwaste #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #farmers #google

Discount Retail Chain Aldi USA will open three new stores in Las Vegas in the coming weeks. The Aldi banner will soon be flying in the Nevada desert. The discount grocer will open its first two Las Vegas area stores on April 24 in Henderson and North Las Vegas. The Henderson store at 621 Marks St. will be located east of the famous Strip and adjacent to the Galleria at Sunset Mall. The North Las Vegas store will be located in a strip center at 2106 W. Craig Road. News of the store openings was reported by the Las Vegas Review-Journal. A third location at 7150 S. Rainbow Road is scheduled to open in May. The new Las Vegas stores are part of Aldi’s plan to open more than 225 stores this year as the grocer moves forward with the next phase of its five-year national growth strategy. The expansion will be the largest in a single year in the grocer’s 50-year history in the U.S. According to Aldi, the new stores will open through a combination of organic growth and converting select Winn-Dixie and Harveys Supermarket stores to the Aldi format. In total, Aldi will convert approximately 220 Southeastern Grocers locations to the Aldi format through 2027. Read more: Aldi Sets Grand Opening Dates For First Las Vegas Stores | Store Brands #smartdiscount #aldi #lasvegas #usa #southeasterngrocers #opening #expansion #growth #nevada #winndixie #harveys #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Despite possessing all the hallmarks of a prime market for the Cash & Carry model, Brazil remains an underutilized opportunity for the bulk grocery, hard discount (stores that sell a limited selection of products at rock-bottom prices) format. Cash & Carry, known in Brazil as “atacarejo” (a Portuguese portmanteau of varejo for retail and atacado for wholesale), blends elements of both traditional retail and wholesale shopping. By offering steep discounts through limited product assortments, streamlined operations, and a focus on bulk sales, it remains highly appealing in price-sensitive markets. Despite the format’s long-established presence in Brazil, operators frequently find themselves diluting the model’s core principles by expanding product variety, incorporating premium concepts, and adding services to attract higher-income consumers. These shifts have gradually eroded the fundamental strength of ‘Cash & Carry’, low prices, which, in turn, has left the sector increasingly vulnerable to competition from hard discounters eyeing entry into the Brazilian market. The Rise of Hard Discounters As the retail world continues to evolve, hard discounters are emerging as the next wave of low-cost grocery shop ping. Aldi and Lidl , two of the most well-known hard discount chains worldwide, have aggressively expanded and now opera te in over 20 countries, each with more than 12,000 stores. Their growth is not limited to high-income nations; they have also gained a significant presence in lower-income countries, disrupting traditional retail models, and proving that the format is highly adaptable beyond Western Europe. In China, Aldi has strategically positioned itself as a budget-friendly alternative in an increasingly price-sensitive retail environment, leveraging a mix of local sourcing and private labels to keep costs low. In Mexico, Aldi’s entry reflects its ability to compete in a market historically dominated by regional grocers and convenience stores, appealing to middle- and low-income consumers looking for no-frills, cost-effective grocery options. Similarly, Lidl has made strides in Serbia and Bulgaria, where it has rapidly expanded by offering deep discounts and a highly efficient supply chain, reshaping the grocery landscape. These success stories mirror the growing influence of Cash & Carry formats in other developing markets. The key factors driving the success of the hard discount model boil down to three core principles: Cost Leadership: Hard discounters maintain low prices through bulk purchasing, a streamlined product assortment, and highly efficient operations. Operational Efficiency: By eliminating unnecessary overhead and offering a true self-service shopping experience, these retailers minimize operating costs. Strategic Discipline: Strict adherence to these efficiency-driven practices ensures scalability and sustained growth in competitive markets. While private-label products are often associated with hard discounters, they are not the foundation of the model. Instead, these retailers introduce private brands only after achieving significant scale. In the early stages, their competitive edge relies on an ultra-efficient cost structure and a highly curated product selection that keeps expenses, and prices, as low as possible. Global Expansion of Hard Discounters The rapid global spread of hard discount grocery chains is striking. Apart from Aldi and Lidl, several other players are making significant inroads across the developing world and Eastern Europe: Biedronka (Poland): Owned by Portuguese retail giant Jerónimo Martins. ARA (Colombia): Another Jerónimo Martins venture. BIM (Turkey): Over 11,000 stores in just two decades. 3B (Mexico): More than 2,000 stores and expanding into Bolivia. Femsa (Mexico): The company behind OXXO convenience stores is now entering the hard discount segment with its BARA chain. D1 (Colombia): Over 2,000 stores competing with ARA. Penny Market (Eastern Europe): Owned by the REWE Group, this discount chain is expanding rapidly across countries like Romania, Czechia, and Hungary. So, What About Brazil? With a population of 212 million and a low-middle-income economy, Brazil seems like a natural fit for the hard discount grocery model. Aside from the poorest segments, Brazilian consumers have long favoured product variety, shopping experiences, and customer service over bare-bones, budget-focused retail. This preference has kept food prices elevated, as many consumers willingly pay more for their groceries, an ingrained habit that experts say has had a direct impact on inflation. So pronoun ced is this tendency to overpay that President Luiz Inácio “Lula” da Silva has taken the unusual step of publicly urging low-income shoppers to stop buying overpriced goods. By highlighting consu mer behaviour as a key driver of food costs, Lula has made it clear that price sensitivity, especially among those struggling financially, can shape market dynamics. Lula’s influence on food policy stretches back to his first term when he introduced programs aimed at stabilizing food prices, subsidizing essentials, and supporting local agriculture. Initiatives like PRONAF (National Program for Strengthening Family Agriculture) and Fome Zero (Zero Hunger) boosted the purchasing power of low-income families, making food more affordable across all retail formats. Some experts who watch the Brazilian grocery space closely, including The Robin Report’s Phil Lempert , believe that while these efforts improved food security, they also undercut the appeal of local discount grocers by narrowing the price advantage th at once set them apart from traditional mass grocery chains. The rapid rise of online grocery shopping in Brazil has only intensified the challenges facing traditional discounters. With smartphone adoption at 88 percent as of 2023, digital-savvy shoppers, even ones in lower income brackets, now find it relatively easy to compare groceries prices online. For hard discounters like Cash & Carry, this shift means they are no longer just competing on price but must also navigate an increasingly digital marketplace where convenience and accessibility are becoming just as critical. These market dynamics help explain why Brazil’s bulk discounters have deviated from their original low-cost mission. Once focused solely on price, the Cash & Carry model has had to evolve, broadening product assortments and enhancing services to stay competitive. However, this strategic pivot has come at a cost, steadily eroding the price gap between discount and traditional supermarkets. As a result, the door is now open for international hard discounters to step in and capitalize on Brazil’s growing demand for truly budget-friendly grocery alternatives. Brazilian Brand Leaders It’s worth noting that in Brazil, several domestically owned hard discount grocery brands have established significant footholds by catering to cost-conscious consumers. Atacadão , a prominent player in the wholesale and retail sector, operates over 250 stores nationwide, offering a no-frills shopping experience with products often displayed on pallets and sold at reduced prices. The chain is particularly prevalent in urban centers and has recently expanded its footprint internationally. Another notable brand is Epa Supermercados which focuses on serving economic consumer classes C, D and with a strong presence in the states of Minas Gerais and Espírito Santo. Additionally, Assaí Atacadista has emerged as a key player in the hard discount segment having expanded its presence across various regions, offering competitive prices and catering to both individual consumers a nd small businesses. Cash & Carry at Risk However, as local incumbents are quickly discovering, merely replicating the hard discount model and then “Brazilianizing” it is not enough. The success of the Cash & Carry format demands an unwavering, almost obsessive commitment to a disciplined business strategy. Companies that have attempted to introduce hard dis count concepts in Brazil without fully embracing the model have struggled. A prime example is Grupo Pão de Açúcar’s launch of Minibox in the 1980s, a venture that ultimately failed due to its perception as a low-end store with outdated inventory, rather than a true hard discounter driven by operational efficiency and cost leadership. When all is said and done, the Brazilian Cash & Carry market remains highly contested and ripe for disruption. While well-capitalized local players currently dominate, its sheer scale and growth potential make it an enticing opportunity for new foreign entrants who will find it difficult to resist. A case in point is the Spanish-owned DIA , a hard discounter with a strong presence across Europe and South America. Recognizing Brazil’s potentia l, DIA has already planted many flags in the country and now operates over 600 stores steadily expanding its footprint in the competitive retail landscape. And more international flags are on their way. MERE is a Russia-based group that began expanding into Europe before geopolitical challenges got in its way and now seems to have its sights set on Brazil , according to Brazilian retail analyst Marcos Escudeiro. The economic landscape, a growing geopolitical shift away from the U.S., shifting consumer preferences, and inc reasing global investment in low-cost retail could accelerate its entrance into the Brazilian market. It’s the Economy, Stupid The global grocery retail industry is undergoing a significant transformation driven by the increasing demand for lower-priced groceries. Across multiple markets, hard discount retailers are gaining tr action as consumers prioritize affordability over traditional shopping experiences. In Colombia, the hard discount sector has surged, with over 4,800 stores now in operation. Canada has witnessed a shift where hard discount sales have surpassed those of conventional supermarkets, prompting major retailers like Metro to expand their discount chains, Super C in Quebec and Food Basics in Ontario, to fend off competition. In the United Kingdom, 65 percent of shoppers have migrated to Aldi or Lidl for the majority of their grocery purchases, with hard discounters now accounting for 20 percent of the market. France is experiencing increased pressure on traditional hypermarkets as discount chains like Action and Netto capture a growing share of price-conscious consumers. In India, the emergence of small-format hard discount retailers is reshaping the market, catering to a growing middle class that is increasingly seeking budget-friendly food essentials. These developments underscore a broader global shift toward cost-efficient grocery models, further solidifying the dominance of hard discount retailers in the evolving retail landscape. Brazilian retailers and investors must critically assess whether the country can continue to resist the global shift toward hard discounting. Local operators in Brazil need to ask themselves some very hard questions: Is Brazil’s consumer base truly more insulated by higher disposable income compared to other markets, or is the future of the Cash & Carry sector increasingly reliant on foreign entrants committed to preserving the core principles of the hard discount model? The answer will determine whether domestic players adapt or risk ceding market share to international competitors that remain steadfast in their low-cost, high-efficiency strategies. Only time will tell, but one thing is certain: Change is on the horizon, and Brazil is no longer just a battleground for local incumbents. As glob al Cash & Carry giants set their sights on the market, the question is not if disruption will come, but when and who will define the future of hard discounting in Brazil. Will it be homegrown players willing to double down on the model’s fundamentals, or foreign challengers ready to reshape the landscape entirely? Read more: Brazil’s Cash & Carry Market at Risk - The Robin Report #smartdiscount #brasil #atacadao #epa # assaíatacadista #ara #biedronka #femsa #3b #d1 #mere #dia #b razilianizing #minibox #aldi #lidl #penny #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Role Description This is a full time on-site role for a discount retail Regional Managing Director located in Jakarta, Indonesia. The Regional Managing Director will be responsible for overseeing the regional operations, sales, SCM, HR, expansion and its hard discount retail model KPIs with up to 100 stores and a distribution center. Generating in the long term highest possible sales and build a network of stores with high potential in order to secure a strong position on the market. Developing a stable and reliable regional company by extreme cost-consciousness, high productivity and high efficiency according to the principles and procedures of the Hard Discount model of Aldi or Lidl. Qualifications Must have experience at discount retailers such as Aldi, Lidl , Biedronka or BIM Strong leadership and decision-making skills Excellent communication and interpersonal abilities Ability to analyse data and make strategic recommendations Fluency in English Minimum Bachelor's degree in Business Administration or related field Reporting to: COO Reported by: Sale manager, Logistics Manager, Administration Manager, Regional Purchaser, Expansion Manager Send applications to: office@discountretailconsulting.com #smartdiscount #aldi #lidl #bim #biedronka #germany #netherlands #turkey #indonesia #managingdirector #job #application #search #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Product discount campaigns are emerging and showing promising development trends, becoming one of the hottest topics in the retail sector amid declining performances among hypermarkets and soaring sales in high-end membership stores, said industry experts. Local retailers are also actively exploring and experimenting with discount stores. However, whether retail discount operations will become a strong force in China's future consumer goods and services sector remains to be seen, said Wang Hongtao, deputy secretary-general of the China Chain Store& Franchise Association. Wang said the association has observed the significant challenges facing the supermarket industry in recent years. In January, the CCFA conducted a survey on the overall performance of regional supermarkets in 2023, covering over 10,000 stores involving more than 40 companies. The survey found that only 41.8 percent of supermarkets achieved positive sales growth in 2023, which was a slight decrease from the 44.3 percent reported in 2022. "The retail industry is undergoing a period of significant transformation, with local supermarkets adopting cautious strategies such as closing unprofitable stores, slowing expansion and enhancing internal management," said Wang. On the other hand, high-end membership stores like Sam's Club and Costco continue to open new stores in first and second-tier cities, achieving record-breaking sales per store, Wang added. In recent years, discount stores have played an important role in retail industry trends in Japan, Europe and the United States. Zhang Qiang, founder and CEO of Hitgoo, a retail discount chain, said in China, the next decade will also be a decade of discount store expansion. The discount store model, mainly focusing on daily necessities and foodstuffs, can be successful in the domestic market and presents certain opportunities, said Zhang. Hitgoo plans to serve 120 million customers and achieve sales of 38 billion yuan ($5.28 billion) in the next three years. In 2023, Hitgoo's sales reached some 8 billion yuan, and it plans to achieve sales of around 10 billion yuan by the end of 2024. Zhang said their operational strength, store expansion capabilities and supply chains have contributed to the rapid growth of Hitgoo's scale and profitability. Currently, Hitgoo is expanding its stores through direct operation and franchising business models. There are currently over 300 stores in the north, and Hitgoo has over 400 directly operated stores nationwide. This year, Hitgoo will focus on expanding in the south, with plans to reach 1,000 stores by the end of 2024. Lin Yongqiang, chairman of Guanpark Supermarket based in Fujian province, said their stores adopt a hard discount format, with each store having a standard operating area of 300 square meters, offering 2,000 kinds of products, focusing only on standard products, without bulk and fresh goods being prioritized. Guanpark discount stores are more simply decorated and have low labor costs due to shortened circulation processes and restructuring of supply chain relationships, Lin said. He said that whether hard discounts or soft discounts are on offer, ultimately, discount stores are about efficiency, who is more efficient and who is less so, in terms of supply chain efficiency and operational efficiency. Lin said that if retailing has value, it can create value for consumers. "We need to adapt constantly and avoid anxiety," he said. Chen Liping, a professor at Capital University of Economics and Business, said the notion that "all supermarkets in China should transition to discount stores" is a misconception. "Different consumers have different preferences, and enterprises should provide appropriate quality products to meet consumer needs," Chen said. Chen suggested that the retail industry should address issues such as the aging population, smaller households, the rise of single-person households and the loss of commercial populations in rural areas, by creating value for consumers. "Value creation is the biggest trend in the future development of the retail sector," said Chen. Looking at the future development of Chinese supermarkets, Chen said strategic management will become the most important factor determining the survival of enterprises. In a market environment characterized by economic downturn, sluggish consumption and an aging demographic, retailers need to reposition their target markets and be able to understand customer needs and convert them into products that create value for customers, he said. In an environment of a graying population and declining birth rates, product cost-effectiveness and time-cost effectiveness are basic requirements for consumers of all income levels, said Chen. While food discount stores are developing rapidly, value-oriented supermarkets will become the mainstream of the market, and the key to the development of value-oriented supermarkets lies in their ability to develop products that fit evolving lifestyle needs, Chen said. As traditional distribution systems gradually evolve, supply chain ecosystems will shift toward more win-win cooperation, he added. Read more: Discount retailers making mark among price-conscious bargain hunters - Chinadaily.com.cn #smartdiscount #china #expansion #costco #samsclub #growth #guanpark #hitgoo #aldi #tiaoma #chengdu #capitaluniversity #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google