Discount Retail Chain ALDI SOUTH reaches a significant milestone after gaining SBTi approval of new emissions reduction goals. The discounter now stands as one of the first global grocery retailers to have set science-based Scope 3 net-zero and FLAG greenhouse gas emissions targets, alongside our new 2030 commitment. The Science Based Targets initiative (SBTi), a collaborative body designed to independently assess and promote best practices in science-based target setting, assessed and validated the ALDI SOUTH Group’s new emissions reduction goals following an extensive review. With these ambitious new goals, the ALDI SOUTH Group has become one of the first international food retailers to have science-based targets to reach net-zero greenhouse gas emissions across the value chain by 2050 validated by the SBTi. As a result, the ALDI SOUTH Group’s targets are judged to comply with the SBTi Corporate Net Zero Standard and the SBTi Forest, Land and Agriculture Guidance. These new targets underscore our commitment to cutting emissions and reducing global warming to 1.5 degrees Celsius. Near-term targets The ALDI SOUTH Group commits to: Reduce absolute Scope 1+2 greenhouse gas emissions 52% by 2030 from a 2021 base year* Reduce absolute Scope 3 emissions 25% by 2030 from a 2022 base year* Reduce absolute Scope 1 forestry, land use and agriculture (FLAG) greenhouse gas emissions 30.3% by 2030 from a 2021 base year** Reduce absolute Scope 3 FLAG greenhouse gas emissions 30.3% by 2030 from a 2022 base year** Achieving no deforestation across its primary deforestation-linked commodities, with a target date of no later than December 31, 2025. Long-term net-zero targets The ALDI SOUTH Group commits to: Reduce absolute Scope 1+2 greenhouse gas emissions 90% by 2035 from a 2021 base year* Reduce absolute Scope 3 greenhouse gas emissions 90% by 2050 from a 2022 base year* Reduce absolute Scope 1 FLAG greenhouse gas emissions 72% by 2050 versus a 2021 base year** Reduce absolute Scope 3 FLAG greenhouse gas emissions 72% by 2050 versus 2022 base year** * for absolute emissions reductions, the target boundary includes land-related emissions and removals from bioenergy feedstocks. ** for FLAG emissions, the target includes FLAG emissions and removals In 2020, the ALDI SOUTH Group set science-based near-term emissions reduction targets, validated by the SBTi, covering Scope 1+2 emissions. By 2022, the Group had exceeded expectations by achieving a 63% reduction in Scope 1+2 emissions compared to the 2016 baseline, surpassing the originally targeted 26% reduction for 2025. At the heart of our Global Sustainability Strategy lies our commitment to tackle the climate crisis, with the ALDI SOUTH Group driven by our core objective of achieving net-zero carbon emissions within our operations and supply chains. Through a strategic approach, we are set to implement decarbonization and emission reduction initiatives targeting the major sources of Scope 1+2 emissions from our store and logistics operations and increasing our efforts to reduce Scope 3 emissions by partnering with suppliers on their on-farm practices and addressing our upstream transportation decarbonization opportunities. We also intend to step up collaboration with our suppliers as tackling climate change requires a collective effort. Read more: ALDI SOUTH Group among the first global grocery retailers to set science-based net-zero targets | ALDI SOUTH Group #smartdiscount #aldi #sued #south #aldisouth #aldisued #sustainability #kpi #targets #international #germany #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Lidl also seems to have recognized the superpower of free items: In September, users of the Lidl Plus app will have the chance to fish a free baked good out of the bun prison in the app-integrated "Bake-off Roulette": from the "Sonnencrusti" to the "Pinky Donut". The shopping reward materializes within the app in the form of a wheel of fortune, which can be virtually "spun" in order to win random natural prizes. (These must be picked up at the store within five days to avoid expiration.) At the same time, the "bake-off roulette" is just one of many measures with which the discounter is trying to massively push its app, which is also attested by market researchers to have high usage rates (except in the Payback study , in which 'oh wonder!' Payback is ahead). A second is the immediate discount campaign "Save week by week", in which customers who shop for at least 10 euros receive a 1 euro flat discount at the checkout in the first week; in the second two, in the third three, etc., up to a total amount of 21 euros over the course of six weeks (19 August to 28 September). Without an app, you pay more At the same time, Lidl is boldly advertising individual items, some of which Plus users can get at a much lower price than everyone else: in the Berlin area, Werder tomato ketchup at the Lidl Plus price of 1.49 euros instead of 2.29 euros (-34%) and regional whole milk from Hemme for 1.11 euros instead of 1.49 euros (-25%). The accompanying campaign comes in the familiar Lidl comparison style: "You have the choice" is written above it, and then: "Without Lidl Plus or with Lidl Plus". (So far, almost exclusively classic brands have been compared with Lidl's own brands or their prices in this way.) For example, Lidl is obviously trying to increase the frequency of use of the app after it was often only very sporadically worthwhile for many registered users to scan the Plus QR code when shopping, because the discounts displayed were attractive to a limited extent at best. ( Personalization has hardly worked so far, despite personal preferences.) Manageable benefits The aforementioned analysis in the "LZ" contract came to the conclusion that the concrete benefits of retailer apps for most households are rather limited: "Consumers reduce their everyday spending in food retailers and drugstores by less than 1 percent per purchase on average through bonus programs." Lidl was even ahead in the comparison test: "with an average saving of 0.99 percent on total expenditure per purchase". Recently, the discounter has been advertising with the statement that you can "save over 1,000 euros a year" with Lidl Plus. But that's mainly PR bluster. Even the asterisk text notes on it lets the air out: The savings only apply "if all article-related store coupons are redeemed in the calendar year 2023", based on "the redemption of one item per coupon and assumed weight of 1 kg when dispensed by weight". Would Lidl be able to find even one customer who has shopped in this way? In any case, Lidl's treasure trove of data, which is to be leveraged with Plus, seems so valuable that it does not shy away from a permanent reduction in margins (or has found a way to recoup the costs elsewhere). Aldi and Lidl in a competition for points In Switzerland, the discounter has just started to replace its monthly Lidl Plus "discount collector" with a new bonus point system , which links the awarding of virtual points to the respective purchase value (one Lidl point for 1 CHF value of goods). Collected points can then be converted into discounts or rewards, just like competitor Aldi Nord is doing with its new bonus system "Aldi Points" in Belgium. The question is which discounter will now implement the cross-border introduction of this bonus system more quickly. And, of course, whether the regular customers, who once appreciated the simplicity of the discount promise, will follow the path as hoped. Because the initiative could just as well have the opposite effect: If customers ask themselves, for example, why they should now be forced to shop with an app so as not to be disadvantaged in the price of promotional goods. Punitive measure for not scanning? If Aldi, Lidl & Co. establish that the non-scanning of the respective app is punishable by punitive measures (in this case: paying the regular, higher price for a product), this could have a lasting impact on the price perception of the retail chains, to what extent is not yet clear. There is certainly the possibility that the discounters will get to know and understand some of their customers much better thanks to the apps; but in case of doubt, they lose someone else if they get the feeling that they can just as easily buy classic brands elsewhere at the regular price. The app jostling in the German food and drugstore article is one big balancing act. Let's see who is best able to keep their balance without falling. Credits to Supermarktblog Read more: Gratisartikel und Sofort-Rabatte: Wie dm, Rossmann und Lidl ihre Kund:innen zur App-Nutzung drängen - Supermarktblog #smartdiscount #lidl #lidlplus #aldi #germany #digital #freeitems #discounts #rabat #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Lidl Portugal was considered a benchmark retail brand in price perception by consumers, "reinforcing its commitment to providing the best offers to its customers". According to a study conducted by Ipsos (the survey was carried out through online questionnaires to members of the Ipsos Apeme Online Panel and partners, between July 16 and 24, 2024), which evaluated consumers' perception of which brand stands out in the practice of good prices and special offers, Lidl was considered a reference brand in this category by the Portuguese. The survey, which focused on the evaluation of consumers in relation to the different market players, including Continente, Pingo Doce, Mercadona, Aldi, Intermarché, Auchan, Minipreço and El Corte Inglés, indicates that Lidl "stands out for offering more economical purchases thanks to its good prices and special offers".   "No. 1 in price" campaign This is the highlight of the "No. 1 in price" campaign, whose new multimedia communication highlights that the "most economical purchases are at Lidl" and reaffirms the commitment "to provide the best offers", being present on television, digital, stores and leaflets of Lidl Portugal, from September 9th. "At Lidl, customers find the best deals, with products carefully selected to meet the needs of all families. In this context, it reinforces its commitment to offering even more advantages, exclusive offers and additional discounts with the Lidl Plus App, ensuring an even more economical and practical shopping experience for its customers. Through this platform, consumers are assured of guaranteed savings that reflect Lidl's commitment to offering maximum quality at the best prices", advances in a press release. Read more: Lidl in first place "in the practice of good prices and special offers" - Mass Consumption ( grandeconsumo.com ) #smartdiscount #portugal #lidl #app #research #digital #ipsos #marketresearch #customers #priceleader #perception #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #lidlapp

Discount Retail Chain Aldi UK has announced its largest ever package of annual investment to accelerate its expansion across Britain.   Aldi said its focus on lowering prices and opening stores would bring ‘high-quality, affordable groceries to millions more British families’, whilst creating thousands of jobs and more opportunities for British suppliers.    The supermarket said it planned to open 23 new locations before the end of the year, including Muswell Hill, London and Mere Green, Birmingham, marking a record £800m annual investment programme and a £1.4bn two-year plan. It is also refurbishing 100 existing stores this year as well as expanding its network of distribution centres and updating technology infrastructure to support its growth. The retailer, which currently has over 1,000 stores, has previously announced plans to scale to 1,500 stores across the UK.  Aldi announced record investment alongside its latest annual results for the 12 months to December 2023, which showed sales increased by £2.4bn to £17.9bn** (2022: £15.5bn), an increase of 16% and its highest ever period of sales growth, as British shoppers continued to prioritise value despite falling inflation. Latest data shows Aldi has a market share of 10%***.   The company said its pre-tax profit had increased to £536.7m (2022: £152.6m), driven by record sales combined with greater efficiencies across its stores and central functions compared with the prior year. Reported operating profit increased to £552.9m (2022: £178.7m), representing a margin of 3.1%.   Aldi – which ranks as the UK’s most popular supermarket, said it had invested almost £100m in over 300 price cuts in the last three months, from fish goujons and chicken breasts to potatoes and peaches to breakfast cereal and Basmati rice.  Recent price comparisons by consumer group Which? hail Aldi as undefeated this year as the UK’s cheapest grocer*, showing the traditional Big Four are currently on average 14% more expensive. Its latest ‘Can’t Match This’ TV ad campaign pokes fun at competitors attempting to ‘price match’ products in ongoing supermarket price wars.    Aldi said it spent an extra £1.3bn with its 5,000 British suppliers last year, with that amount set to increase further as it established more long-term supply partnerships. Earlier this year, it confirmed a £750m deal with the family-owned, Kent-based fruit farm, AC Goatham & Son, which will include the first ever ‘Aldi Orchard’ on a 200-acre plot on New Green Farm in Gravesend.  The supermarket has invested £79m so far this year in pay increases, including a second rise in June for Store Assistants from £12.00 to £12.40, and from £13.55 to £13.65 for those within the M25, the best hourly rates in the sector.    Giles Hurley, Chief Executive Officer for Aldi UK and Ireland, said: “British shoppers are voting with their feet and choosing Aldi as their first-choice supermarket. We’re responding with our biggest ever annual investment in Britain.   “For every £1 of profit generated last year, we’re investing £2 this year, opening more stores and building the supply infrastructure to bring high-quality, affordable groceries to millions more families the length and breadth of Britain.   “We’re also investing at record levels to cut prices, reward our amazing colleagues and support more causes in our local communities. All while creating thousands more jobs and even more opportunities for our growing base of British suppliers and farmers.”  He added: “As we head towards the Christmas trading period, we’re all set to launch our biggest and best-ever seasonal range, including hundreds of premium range products at unbeatable prices for our customers.”  Read more: ALDI ANNOUNCES £800M INVESTMENT IN BRITAIN AFTER RECORD SALES   - ALDI UK Press Office ( aldipresscentre.co.uk ) #smartdiscount #aldi #uk #expansion #revenue #sales #record #growth #store #businessdevelopment #drc #discount #retail #discountretail #consulting #retailconsulting #discountretailconsulting #google

Discount Retail Chain Aldi UK is set to open three more supermarkets in London as part of an £800m plan to ramp up expansion across the UK. The discounter said it was opening 23 stores by the end of the year and revamping another 100 shops as part of the record investment plans. Aldi, Britain’s fourth largest supermarket with more than 1,020 stores and more than 45,000 colleagues, said it would also spend £1.4bn on expansion over two years as it works towards a long-term plan for 1,500 sites in the UK. The 23 new Aldi locations for stores opening over the next 16 weeks include London’s Muswell Hill , Leytonstone , and Fulham Broadway . According to CoStar News , the new Aldi will open at 412 Muswell Hill Broadway, which was previously a 99p store and a Poundland. In terms of the Leytonstone store, a report suggests it could be opening at the recently shut Matalan site. In early August, it was revealed that Aldi will be taking over the former home of Wilko on the ground floor of Fulham Broadway shopping centre. Details of the investment came as German-owned Aldi said it has notched up its highest ever annual UK and Ireland sales growth of 16 per cent to £17.9bn for 2023, up from £15.5bn in 2022. Pre-tax profits more than tripled to £536.7m from £152.6m in 2022, which Aldi said was also down to cost savings across the business. The group’s UK boss said the firm was launching hundreds of premium range products for shoppers to trade up over Christmas. Giles Hurley, chief executive of Aldi UK and Ireland, said: “For every £1 of profit generated last year, we’re investing £2 this year, opening more stores and building the supply infrastructure to bring high-quality, affordable groceries to millions more families the length and breadth of Britain.” He added: “As we head towards the Christmas trading period, we’re all set to launch our biggest and best ever seasonal range, including hundreds of premium range products at unbeatable prices for our customers.” Read more: Where will Aldi open in London? The full list of planned supermarkets ( msn.com ) #smartdiscount #uk #aldi #expansion #growth #store #businessdevelopment #london #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting

Discount Retail Chain O!Save, founded in 2021, currently has over 300 stores in the Philippines. “We just opened our 300th store a few days ago so I think O!Save is expected to end the year with 400 stores, more or less,” RRHI COO Stanley Co, RRHI COO said. ‘There are a lot of things that come into play when we open a store. There are so many dependencies. As much as possible this is our target, but sometimes, it gets derailed a bit,” he said. All of O!Save’s stores are currently situated in Luzon, but Co said the company is open to expanding in Visayas and Mindanao in the future. “O!Save started in Angeles then moved to Bulacan then moved to Metro Manila by way of our Taytay distribution center. And then the fourth one is about to open in Pangasinan. So the expansion now is going towards north,” he said. As a hard discount retailer, O!Save offers the lowest possible prices for its products that are focused primarily on basic food, household and personal care. O!Save said its stores are simple and not larger than needed. It also does not rent stores in expensive locations and also avoids anything, which is not necessary that could potentially increase the sales price of its products. Gokongwei-owned Robinsons Retail Holdings Inc. (RRHI), one of the country’s top retailers, entered the hard discount category through a minority stake in O!Save. RRHI president and CEO Robina Gokongwei-Pe told The STAR that the company is currently pleased with its investment in the hard discount supermarket chain. She said RRHI also has no plans to increase its stake in O!Save at present. O!Save’s biggest competitor in the country currently is DALI Everyday Grocery, which is operated by Hard Discount Philippines Inc. DALI, which started commercial operations in February 2020, was previously eyeing to grow its store network to 900 to 950 by the end of the year. Read more: Robinsons enters into hard discount retailing | Philstar.com #smartdiscount #osave #expansion #growth #stores #rrhi #Gokongwei #Robinsons #robinsonsRetailHoldings #philippines #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chains Aldi Süd and Nord have jointly concentrated mainly on non-food in their online shop. Now the discounters are also increasingly selling drugstore goods, coffee and sports nutrition online. The approach is similar to the strategy of its main competitor Lidl. The discounters Aldi Nord and Aldi Süd are increasingly venturing into new product areas in their joint online shop. Under the motto "Order your own brands online", the retailers are adding food, nutritional supplements, drugstore goods and cosmetics to their online range. This week the two discounters are drumming up support for the new range in newsletters, brochures and on their websites. So far, Aldi has limited its e-commerce activities primarily to non-food products such as computers, hardware and home supplies. These continue to make up the majority of the range and have already been supplemented by food categories such as wine and pet food. Now Aldi Nord and Aldi Süd are going a step further and offering a more extensive range in the drugstore theme world. According to the website, almost 40 products are permanently listed. These primarily include own private label branded products such as Tandil detergent, Mamia diapers and Kokett tissues and toilet paper, but also coffee capsules from the own brand Expressi, coffee beans from Barissimo and cosmetics from the Lacura brands. Aldi Süd launches bargain platform Aldi Süd continues to be keen to experiment in the digital business. The discounter will be marketing special offers from certain categories via its own "Deals" platform in the future. The offer is also linked to the Aldi stores In addition, the two discount retailers offer a wider range in the categories of coffee, body care, health and nutritional supplements, but this will apparently not be permanently available in the online shop. For coffee alone, this includes around 40 items from the own brands Barissimo and Expressi, and for nutritional supplements, numerous products from the Aldi Sports brand are available. Aldi, on the other hand, still does not offer classic food products from the dry range such as pasta, canned goods or drinks online. Pack size counts In order to make the business with low-margin items more viable online, Aldi only offers the products from the drugstore range in large packs or larger quantities. For example, anyone who wants to order Tandil detergent online has to order two packs, each weighing around 5 kilograms, for a total price of 21.98 euros. There is also a 5.95 euro shipping fee. "Large quantities, without lugging" is the motto with which Aldi North and South are advertising the new offer. The approach is reminiscent of another discounter: the Edeka subsidiary Netto has long been offering its customers the option of stocking up via the online shop. Netto also forces customers to buy larger quantities of the respective product - but the discounter offers a much larger range of groceries and drugstore goods online than Aldi North and South have done so far. For example, consumers can order 12-packs of long-life milk or trays of canned goods, beer or energy drinks online from Netto. Read more: E-Commerce: Aldi baut Onlineshop mit Drogerieartikeln und Co aus - HORIZONT #smartdiscount #germany #aldi #sued #nord #drugstore #category #expansion #online #ecommerce #volume #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #tandil #mamia #kokett

A study requested by EL DEBER from the firm Zoomin Group revealed that in Santa Cruz de la Sierra there is a competitor that faces neighborhood stores and popular markets. August closed with a cumulative inflation of 4.61% The complicated economic situation of the country has led the population to look for the cheapest prices, at various points of sale, for the acquisition of products for the family basket and also for the personal use of the buyer. EL DEBER requested a study from the specialized firm Zoomin Group, which during the second half of August carried out a survey of prices in neighborhood stores, 17 popular markets and the new format of discount stores (3B). The study indicated that 24 products, including food for the family basket and personal hygiene items, that were chosen at random have prices ranging from Bs 4 to Bs 19. Meanwhile, in neighborhood stores, these same products have Prices range from Bs 4.5 to Bs 22, and in popular markets prices range from Bs 4 to Bs 20. For example, one of the products that shows the variation is bottled oil at 900 ml, which in neighborhood stores costs at least Bs 12.50 and in markets Bs 12, but in the new format it is found at Bs 11 (see infographic). Prices Another of the selected products was wheat flour in a package 1 kilo, which costs Bs 7 in local stores and Bs 7.5 in markets, while in stores with the new format it costs Bs 6.9. Household items were also taken into account in the product list. As for the six-roll toilet paper package, the minimum price at the three points of sale is the same (Bs 11), but the maximum price in markets and stores is the same. The average price of a neighborhood apartment is Bs 13. Juan Carlos Jara, a researcher at Zoomin Group, sees a lot of dispersion in prices because they are adjusting due to the continuous increases that the market is facing, due to the lack of foreign currency and the difficulty of obtaining them. dollars to pay for imports and supplies. He also said that today the cost of products has not finished landing with their final prices and in one more month there could be more increases in these prices. "Businesses are afraid of raising the price because this would affect their sales, but they have no other option, because they are already buying at the new price. Why? Because the products have increased in value,” explained Jara. So, following a line, he continued that due to the lack of foreign currency, inputs and finished products are imported at a more expensive price and therefore, when the article reaches the market, the merchant receives it at a higher price, then he has to transfer that price. to the final consumer. For his part, economist Martín Montero pointed out that neighborhood stores tend to be the most expensive due to several factors, one of them being that they can take advantage of economies of scale and they do not have strategic alliances with suppliers or centralized negotiation. . “Discount chains, on the other hand, have a good optimization of their sales spaces. To this we can add that their inventory turnover is higher and they have more efficient logistics. Which of them is using 3B? I don't know. , but I suspect that the first two play an important role, that is, they have economies of scale and strategic alliances.” Negotiation with the industry is also a key point that allows the best prices to be passed on to the final consumer, according to experts. In turn, financial analyst Jaime Dunn pointed out that there are importers who have greater ease in accessing dollars abroad than others and that is impacting prices. “Now, in the matter of international trade, those who have this better "Those who have access to foreign currency are those who are managing to obtain (products) at lower prices, but even though some have these low prices, compared to last year, they are most likely to be higher anyway," said the economist. Finally, economist Juan Fernando Subirana, after observing the shared study, points out that the reduction in prices in the new format of discount stores can occur through supply by volume. "That is, by supplying in larger volumes than the market merchants." These can deliver products at better prices to the end consumer.” And the supermarkets? In order to have a complete picture of how the prices are in all the sales channels, an EL DEBER team made a tour of three supermarket chains in the capital of Santa Cruz, during the second half of August, to find out the prices of the 24 products. It is important to mention that the prices taken into account in supermarkets are averages between the maximum and minimum values ​​(see infographic). Prices When adding up the basket, it can be seen that in Hipermaxi it adds up to Bs 288.9, while in Fidalga Bs 298.8 are needed and in IC Norte it would be Bs 299.20. The difference is minimal between the last two 'super' mentioned. Inflation at 4.61% Bolivia has an inflation rate of 4.61% until August, one percentage point higher than the target projected for this year by the Ministry of Economy and the Central Bank of Bolivia in the Fiscal Financial Program 2024. The Government expects an end-of-period inflation of around 3.6%, but the National Institute of Statistics (INE) reported on Friday the data of the Consumer Price Index, which registered an inflation of 1.58% in August. The director of the INE, Humberto Arandia, said that climate change affected the production of several products. In addition, he focused on the speculation that was generated about the "alleged shortage of some goods," which caused prices to rise. He stressed that this trend is not exclusive to Bolivia, as international organizations such as the International Monetary Fund (IMF) and the World Bank (WB) have projected an average inflation of 6.9% for Latin America in 2024. However, the situation in the country has been particularly complex due to the vulnerability of local production to climate change and the difficulties in maintaining stability in the supply of basic products. The sectors most affected by the increase in prices include food and non-alcoholic beverages, recreation and culture, as well as domestic goods and services, which reflects a direct impact on the daily spending of Bolivian households. Arandia emphasized that the Government is confident in its ability to manage the economy and control inflation within the regional average, projected by international organizations. Read more: Tiendas de barrio, cadenas de descuentos y mercados compiten en precios | El Deber #smartdiscount #bolivia #price #value #valueformoney #neighbourhood #stores #convenience #expansion #essential #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Netto Denmark signals the growing importance of digital transformation in the grocery sector. Netto Denmark is taking a bold step into the future of retail. The discount grocery chain, owned by Salling Group, is set to roll out smart digital labels across its entire store network. Let’s dive into what this means for shoppers and the retail industry at large. The Tech Behind the Transformation Netto Denmark isn’t just slapping any old digital price tags on their shelves. They’re partnering with VusionGroup to deploy: SESimagotag’s smart digital labels The VusionCloud platform This tech duo is set to make waves across all 550 Danish Netto locations, with the rollout scheduled from Q3 2024 to Q2 2025. More Than Just Price Tags: Enhancing the Customer Experience Gone are the days when price tags just showed, well, prices. Netto’s new smart labels are set to transform the in-store experience by displaying: Vibrant product information Eye-catching promotions Dynamic branding elements Alan Jensen, EVP of IT & Digital at Salling Group, puts it best: “At Netto, we are constantly striving to improve the customer experience in our stores. The solutions from VusionGroup will allow us to provide our customers with clearer product information, more impactful promotions, and a more modern store environment for an enhanced shopping experience.” Behind the Scenes: Operational Efficiency Gets a Boost While shoppers will enjoy the flashy new displays, the real magic happens behind the scenes. The VusionCloud platform enables Netto to: Remotely manage and update shelf labels Ensure price accuracy across all stores Execute promotions efficiently Maintain a secure digital environment The Bigger Picture: Discount Grocery Goes High-Tech Netto’s move is more than just a tech upgrade, it’s a signal that even in the discount grocery sector, digital innovation is becoming a necessity, not a luxury. As consumers increasingly expect seamless, informative shopping experiences, retailers who can deliver on these expectations, while maintaining their cost-effective business models will likely see a significant competitive advantage. As this rollout unfold over the next year, it’ll be fascinating to see how Netto’s smart label strategy impacts their operations, customer satisfaction, and bottom line. One thing’s for sure: the future of grocery shopping is looking decidedly more digital. Read more: Netto Denmark’s Digital Makeover: Smart Labels Set to Revolutionize Discount Grocery Shopping - Omni Talk #smartdiscount #netto #denmark #sallinggroup #esl #shelvelabel #electronic #implementation #drs #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #digital

Discount Retail Chain Aldi Spain will buy nearly 40,000 tonnes of fruit from Spanish suppliers throughout 2024 to distribute among its stores as part of its commitment to local products. The discounter has highlighted, in a statement, that more than 65% of the fruit and 85% of the vegetables it sells in its stores are of Spanish origin. According to Aldi's Fresh Products Observatory, up to 79% of Spanish families take into account the origin of fresh products, while for more than half (62%) it is a determining factor in their weekly purchase. Read more: Aldi to buy 40,000 tonnes of fruit from local suppliers for its stores in 2024 ( lavanguardia.com ) #smartdiscount #spain #aldi #fruit #vegetables #fv #suppliers #local #sustainable #localforlocal #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting

Discount Retail Chain ALDI has decided to modernize its organization and implement a business process automation tool. The choice fell on the FlowDog platform. The changes can be felt by both the company's employees and customers. FlowDog is a platform and application for managing and optimizing business processes. With the help of web and mobile solutions, it automates repetitive tasks in companies. The tool analyzes, makes decisions and communicates information to the right people involved in the tasks. At the same time, he monitors the entire process, draws conclusions and creates summaries and reports, enabling good decisions to be made. On behalf of ALDI, FlowDog has prepared modules on service, complaints and business trips. The goal was primarily to systematize work, which directly translated into increased efficiency and reduced errors. "Each of us is able to imagine how important efficient infrastructure is for the functioning of a store, e.g. refrigerators, pallet trucks or cash registers. Due to the high flexibility of FlowDog, the modules have been tailored to the industry and the specifics of the client's business ", says Aneta Gańko, Director of the Implementation Department at FlowDog. "The service module allows you to quickly report any equipment defects. Each type of equipment has different, specific categories, e.g. in the case of cold stores, it will be temperature. Submissions have been divided into critical and non-critical to give an appropriate approval channel. All activities are reported. FlowDog also keeps an eye on the set time to react and take up the request by the service. This allows ALDI store staff to quickly reduce any defects. The changes will also be noticed by customers using the complaint process and employees reporting business trips. "ALDI was founded as a family business to become one of the largest supermarket chains in the world," says Iga Boszko, Head of Store Equipment and Systems. "In Poland, we have over 300 stores and employ several thousand employees. In such a large organization, digitization and process improvement are essential. A great advantage of the tool is its flexibility and the possibility of supplementing it with further modules, tailored to our needs. After implementing the tool, we have positive feedback from both employees and customers, which confirms our decision. Modern tools are essential for a company that is expanding as dynamically as we are, planning to grow by about 60 stores per year. Read more: Reklamacje w Aldi obsługiwane po nowemu. Jest dostawca rozwiązania ( dlahandlu.pl ) #smartdiscount #aldi #poland #flowdog #complaints #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Aldi UK finally broke the long-held dominance of the ‘big four’ supermarkets. Much as Aldi might argue its “discounter DNA” means it will never “join that club”, the figures show it overtook Morrisons in terms of market share. But while they now rival the traditional big four on financials, are they doing the same on gender equality? Not when it comes to representation of women in top paid roles, according to gender pay gap reports covering 2021/22, the latest year on which all supermarkets have reported. At the big four, women make up an average 40.8% of employees in the top pay quartile. By comparison, at Aldi women make up just 33% of the top pay quartile and at Lidl GB it’s 34.2%. What’s more, the average (mean) difference in hourly pay for men and women across the business is 10.5% at Lidl and 9.8% at Aldi. That’s a cut above the average 9% across the big four (8.8% at Tesco, 8.3% at Sainsbury’s, 8% at Asda and 10.8% at Morrisons). While the lower number of women in top jobs at discounters may seem marginal, Denise Wilson, CEO of FTSE Women Leaders, argues it is “significant”. “The average progress in the FTSE350 is around 2.5% to 3% [a year],” she explains. “So a 6% difference is three years behind.” Wilson believes the discrepancy is largely down to supermarkets facing a greater level of scrutiny as publicly listed companies. Since 2010, the FTSE Women Leaders review has reported annually on the percentage of women in leadership at all FTSE 350 listed companies, while setting targets for progress. “When I rank companies in the FTSE 100 at number 98, 99, 100, the next year they’ve done something about it, because they don’t want that. But those companies that aren’t caught by this, nobody is looking at that. There’s no lens on it.” Tesco and Sainsbury’s are clearly under this microscope. As was Morrisons until it was bought by a private consortium in 2021. Of the big four, only Asda has so far escaped the scrutiny of the annual review. And like the discounters, Asda is behind on women in top paid roles. They occupy 38.2% of Asda’s top jobs, a figure that was flat year on year in the supermarket’s latest report out this week. While the discounters do report on their gender pay gap to the government, so do 12,000 other companies, meaning the scrutiny they receive is hardly invasive. But it’s important to put their figures into perspective. In the context of the wider economy, none of the retailers’ numbers look too bad, says Anna Falth, UN women’s head of Women’s Empowerment Principles, of which both Lidl and Aldi are signatories. “You have certain sectors where there are very few women, less than 30%, in management and on the board,” she says. And that’s just looking at it from a UK perspective. One explanation for Lidl and Aldi performing worse on gender diversity than the major supermarkets could be their German ownership, suggests Tea Colaianni, founder of Diversity in Retail. Colaianni sees gender equality as an area in which British businesses are relatively advanced. Wilson also believes the UK is“a step or two, if not more, ahead of most other countries on this topic”, while she reports “Germany has really struggled with their management culture.” Perhaps unsurprisingly, Lidl rejects this point about its ownership, pointing to its London head office for its GB business and a high proportion of British suppliers. “Our mean gender pay gap is well below the UK average, and we are proud to have closed our median pay gap completely,” says a spokeswoman. “Whilst we have made positive strides over the years through the introduction of varying initiatives … we recognise there is still more to do.” Meanwhile, Aldi says it has a number of initiatives to improve inclusivity of women, such as a female mentoring programme, menopause support and extended maternity leave. It argues comparisons with competitors don’t take into account its slimmer management structure, meaning it has fewer senior roles. However John Amaechi, a diversity, equity and inclusion advisor who has worked with a number of major supermarkets, believes there are some simple steps all businesses can take to tackle the perpetuation of male leadership, regardless of size. For example, “people like to have optional criteria” in job specifications, he says. But they are a “great way” for an interviewing panel, most likely predominantly male, to unconsciously ensure “that any non-traditional candidate doesn’t make it through”. “Men have a propensity to put in ‘yes’ to optional criteria that they don’t have,” says Amaechi. “If a criteria is important, make it mandatory. If it’s not important or it can be learned quickly, remove it, and the number of people who make it through to the next process will be proportionately more diverse.” Another is to relax requirements for experience, which serve to perpetuate the status quo. “When you look at the data, the number of years’ experience has incredibly low validity in predicting performance,” he says. “It’s not about whether you hit the ground running, it’s about whether you’re fast enough in two years’ time. So, get rid of that, and suddenly the number of candidates who can get through to interview is much more proportionate, because we know women won’t have that experience necessarily.” As for Lidl and Aldi, Colaianni says it is more important to look at their progress than numbers in isolation. “What I’m more interested in is the trends over time,” she says. “Are they improving, or have they plateaued?” Indeed, both companies are making progress. In 2017-18, women made up 30% of the top pay quartile at Aldi and 30.3% at Lidl. For some though, it’s a rate of change that needs some acceleration. Read more: Power List: The 10 most influential women in the world of discounting | Analysis & Features | The Grocer #smartdiscount #aldi #lidl #uk #female #functions #salary #growth #expansion #development #hr #equality #sustainability #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google