Discount Hypermarket Retail Chain La Cocoş has added new shareholders The European Bank for Reconstruction and Development (EBRD), CEECAT Capital Fund, a regional private equity fund that works with visionary founders to support business growth, and Morphosis Capital Fund II, a growth capital fund focused on the development and transformation of local SMEs into regional players. The three investors thus became majority shareholders in the most powerful entrepreneurial business in the local food trade, a business of about 1 billion. lei (200 million euros), founded by entrepreneurs Iulian and Gianina Nica. The money will be used for the development of the network of hypermarkets with low prices. "As the founder of the La Cocos chain of stores, I am convinced that this association represents a tremendous opportunity to increase efficiency and accelerate the expansion of our company. After almost a decade since the opening of the first store in 2014, in Ploiesti, we realized that our expansion from local to national level requires significant financial resources. Finally, I can say that this strategic association will not only bring us an associate and an adequate financial resource, but will also bring us a valuable partner, specialized in strategies for the development and implementation of large-scale projects, having a common goal: to become the first company in the domestic food trade to exceed the threshold of 1 billion euros in sales, in 2029. Together with the La Cocos team, we would like to thank the investors for the trust they have placed in us and for joining this ambitious goal. We also thank the law firm Ţuca Zbârcea & Asociaţii for the assistance offered in this transaction", says Iulian Nica. The entrepreneur also says that without this infusion of capital, the expansion could last about 15 years. Thus, in four years he wants to reach over 10 stores. "We are happy to support the growth and expansion of La Cocoş in Romania together with our co-investors, Morphosis Capital and CEECAT Capital. Food retail is one of the most active sectors of interest for the EBRD, and this investment represents an excellent opportunity for the Bank to support the scaling of an innovative retail business model in an attractive market such as Romania, led by a strong and appreciated entrepreneur, Iulian Nica", says Tamas Nagy, Co-Head of EBRD Private Equity. The company operates two hypermarkets with a discount policy in Ploiesti and one in Bucharest. The fourth unit will be inaugurated in Brasov, and the fifth in Pitesti, in the space previously occupied by a PIC hypermarket (a strong local food trade network until the previous crisis). The investment budget for the two stores is 16.5 mln. euro. However, the ambition of entrepreneur Iulian Nica, the founder of La Cocoş, is greater, wanting a national expansion. Therefore, the money injected into the business by the EBRD, CEECAT Capital and Morphosis Capital will be used for development. "We are excited to support La Cocoş in expanding its geographical presence in Romania. Iulian and his team have developed a unique and successful format, and with the help of our joint investment we believe that La Cocoş can become a national champion and regional leader in its sector. We are also excited to work together with Iulian and our partners at EBRD and Morphosis on this journey," said Anthony Stalker, Partner at CEECAT Capital and Chair of the Investment Advisory Committee. The retailer La Cocoş is active in the hypermarket format and is known for its low price policy. In fact, this was also the company's main "weapon" in the fight against competition, given that the large hypermarket store format has been losing ground in recent years in favor of discount and modern proximity. To keep prices down, however, the company has invested less in design and ambience. Moreover, the discounter focuses on a small number of products, about 11,500 SKUs, the best-selling items in each category. At the same time, the retailer offers customers several selling prices for each product, depending on the quantity purchased. Although there are voices that say that the time of hypermarkets is over, the results of La Cocoş come to refute this theory. "We are delighted to invest in La Cocos, a successful local entrepreneurial story, which has demonstrated its outstanding performance on the Romanian retail market. This investment, the second for Morphosis Capital Fund II, will support the rapid expansion of the La Cocoş network nationwide. Our common vision with CEECAT Capital and the EBRD is to develop a chain of stores that meets the needs of both B2B and B2C customers, and to become a reference point for consumers across the country, thus contributing to economic growth and strengthening the local economy," said Simona Gemeneanu, Partner, Morphosis Capital. The retailer La Cocos, which operates two hypermarkets with a discount policy in Ploiesti and one in Bucharest, closed last year with sales of almost 1 billion. lei, 40% higher than in 2022. By turnover, La Cocoş is the most powerful local network in the food trade. The accelerated advance in sales came in the case of the domestic retailer and as a result of the opening in 2023 of the third hypermarket. And the company's plans do not stop there, with five more stores budgeted by the end of 2025. The first of these will be in Brasov. The new store, which will measure 10,000 sqm, will be located in the Brintex-Brasov complex, located in the Bartolomeu district. Read more: ZF EXCLUSIVE: EBRD, CEECAT Capital and Morphosis Capital enter the shareholding of La... #smartdiscount #lacocos #romania #investors #ebrd #growth #success #hypermarket #expansion #ceecat #morphosis #capital #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Grocery Retailer Loblaw Companies will pilot 3 new “ultra hard discount” stores called the 'no name' store, and its goal is to help customers save up to 20% off regular retail prices. 'no name` will review its prices relative to comparable product prices in the area’s top 4 discount grocery banners to ensure it is the same or cheaper. The store will carry roughly 1,300 'no name' Private label brands and national FMCG brand products, across grocery, produce and household, and aims to have more than 75% of its assortment listed at 10-20% cheaper than the lowest regular retail price. The idea is remarkably simple. By reducing the store’s operating costs, 'no name' will be able to sell everyday essential items at the lowest price possible. So the store will have shorter hours 10 a.m. to 7 p.m., limited marketing, no flyers, no refrigeration (so no dairy or fresh meat), re-used fixtures, fewer weekly deliveries, and more. The company says it is relying on reused fixtures such as shelves and cash lanes to reduce costs. It will have no self-checkouts, at least to begin with, said Bank. The streamlined product selection also means less waste, he added. Building these stores will take about 10 to 20% of the cost of a new regular-sized soft discount 'No Frills' store, said Bank, giving the company more room to cut costs for customers. Prices at the store will be up to 20% cheaper than comparable products at nearby discount stores, including its own 'No Frills' stores, with more than three-quarters of the products more than 10% cheaper, said Bank. Two-thirds of the products will be below $5, he said, and just under 60 per cent will be own private label brand 'No Name' or 'President’s Choice' brands. The idea stems from before Bank joined Loblaw late last year. When energy prices were on the rise in Europe a few years ago, he decided to test out this kind of smaller, simplified store at danish Salling Group with a hard discount banner called Basalt in Denmark, which launched in late 2022. The concept didn’t pan out there, shutting down after seven months, but Bank believes the idea has legs in Canada. One of the biggest struggles for Basalt in Denmark was that shoppers were reluctant to visit more than one store, said Bank, which the 'No Name' store concept relies on. Canada also has a wider customer base for the stores, he said, and No Name is already a widely recognizable brand. Within six months, Bank expects to have a good idea of whether the concept is working. He sees discount being a “growth engine” in the coming years for Loblaw, from soft discount (franchise) No Frills and Maxi stores, smaller-concept No Frills locations, and potentially these new hard discount No Name stores in Canada. Bank says he feels he’s brought a focused strategy for discount to the company, but also a “test and learn” approach that’s evident in the company’s recent discount ventures. “We’re not afraid of testing new ideas,” he said. The first store will open in Windsor on September 5th. Two more stores in St. Catharines and Brockville will open later this fall. Read more: Loblaw piloting ultra-discount No Name grocery stores in Ontario – BNN Bloomberg #smartdiscount #loblaw #canada #nofrills #noname #maxi #franchise #harddiscount #introduction #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Lidl wants to significantly increase the share of its higher margin non-food in & out category with a share of 7% at the moment. Lidl spares no expense to achieve this goal. Lidl showcases its range of products through physical stores around its own private label 'Lupilu' baby items in Belgium or private label 'Parkside` do-it-yourself items in Poland and Hungary. Further it introduced its e-bike brand Crivit and interior design brand 'livarno home`, competing directly with Ikea, Decathlon and Action. See more: BEKIJK - Lidl rolt ambitieuze non-foodstrategie uit ( knack.be ) #smartdiscount #lidl #expansion #nonfood #inout #margin #parkside #lupilu #livernohome #crivit #brand #wigig #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

One of the bets within FEMSA's new business strategy is Bara , a format that it wants to underpin and grow to compete in a segment that has become increasingly relevant in the Mexican market: hard discount, where Tiendas 3B is the leader in Mexico. So the company led by José Antonio Fernández Carbajal has set to work to win a bigger piece within this channel; not only with the opening of more stores, but also with the strengthening of own brands, something fundamental within these formats. Last February, the company put Pablo Molinar in charge of the Multiformátos Own Brands Directorate in the Proximity Division, who analyzed the most successful discount models in the world, with the aim of designing a model for Bara. Now, with the issue of own private label brands, he has done the same and has spent "hours" looking at the products in detail, visiting plants and talking with some entrepreneurs, to create something he calls "FEMSA Brands". For the company, "without good suppliers there is nothing to talk about," so in Molinar's first months at the helm of this business he has visited an infinite number of them and realized that the hard discount model is key for the history of private labels in Mexico to be as successful as in Europe. For now, the owner of Oxxo is making a strong bet, since she plans to make "FEMSA Brands" synonymous with the company's values, adding to the generation of economic and social value through its suppliers. Until last June, Bara had 389 stores in Mexico and its revenues grew by 36.6% compared to the same period last year; while the same units the advance was 14.7%, driven by the categories of groceries and household hygiene. Read more: 'FEMSA Brands', the weapon that Bara is preparing to compete with Tiendas 3B ( elceo.com ) #smartdiscount #bara #tiendas3b #expansion #growth #privatelabel #ownbrands #development #assortment #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Canadian food and pharmacy retailer Metro Inc. s ays it is witnessing a significant shift in consumer shopping habits as discount grocery stores continue to outperform their conventional counterparts. This trend, which has been gaining momentum in recent years, is putting increased pressure on traditional store models and forcing retailers to adapt. Eric La Flèche, CEO of Metro Inc., addressed this challenge during the company’s third quarter earnings call on Wednesday, August 14. He emphasized the need for conventional stores to differentiate themselves and enhance the customer experience. “The experience for the customer has to be elevated,” La Flèche stated, highlighting the company’s strategy for its Metro banner stores. To combat the growing popularity of discount grocers, Metro says it is investing heavily in its conventional stores and loyalty programs. The company aims to provide a unique offering that sets it apart from discount competitors. This approach is being implemented on a market-by-market and store-by-store basis, tailoring the shopping experience to local consumer preferences. Metro Inc. operates a diverse portfolio of retail brands across Ontario and Quebec. In addition to its namesake Metro stores, the company owns the Jean Coutu pharmacy chain. On the discount side, Metro operates Super C in Quebec and Food Basics in Ontario. The multi-banner strategy allows the company to cater to various consumer segments and price points. La Flèche noted that in markets where no conversions between formats have occurred, discount stores are experiencing faster growth than conventional stores. This trend underscores the importance of maintaining a presence in both market segments. “That’s why we like to have both banners, and we go to market with both banners,” he explained. The company reported higher food same-store sales for its third quarter, primarily driven by its discount banners. However, La Flèche expressed satisfaction with the performance of conventional stores on a relative basis, despite acknowledging the pressure they face in both Quebec and Ontario markets. When combining discount and conventional sales, Metro is seeing gains in market share and sales volume. Expansion plans are underway for Metro Inc., with six Super C stores already opened this year. The fourth quarter will see the addition of a Food Basics store in Ottawa, a Super C in Montreal, and a Metro location in Ottawa. These openings reflect the company’s commitment to growing its presence in key markets. La Flèche observed that the discount market is growing more rapidly in Quebec compared to Ontario, partly due to square footage additions and massive conversions by a competitor. He said that he anticipates that once this conversion wave ends, the Metro banner will be well-positioned to resume growth, while the Super C banner will continue to capture growth in the discount sector. Read more: Metro CEO: Discount Grocers Outpace Conventional Stores ( retail-insider.com ) #smartdiscount #canada #basicsfood #growth #development #expansion #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting

Discount Retail Chain mini-market 99 Speed Mart Retail Holdings on Thursday launched an initial public offering (IPO) that would raise 2.36 billion ringgit (US$532 million), the country’s biggest IPO in seven years. The company is offering up to 1.43 billion shares priced at 1.65 ringgit apiece, according to its prospectus released Thursday, confirming an earlier report by Reuters on the listing. This includes 660 million ringgit to be raised through the issuance of 400 million new shares, the firm said. Its shares are due to begin trading on September 9. Upon listing, 99 Speed Mart is expected to have a market capitalisation of 13.9 billion ringgit, making it Malaysia’s largest IPO since 2017. The country’s IPO market is one of Southeast Asia’s strongest performers this year, raising up to $674 million so far, almost 15 per cent higher compared with the same period a year ago, LSEG data showed. 99 Speed Mart, founded by entrepreneur Lee Thiam Wah in 1987 as a traditional sundry store, plans to use more than half of its listing proceeds for expanding its network of outlets, while 15.2 per cent have been earmarked for establishing new distribution centres, the company said. The rest of the proceeds will be used for purchasing delivery trucks, upgrades, as well as listing expenses and repaying bank borrowings. The company operates over 2,600 mini-market stores throughout Malaysia. It has secured 14 cornerstone investors for the market debut, including Malaysian government-linked investment companies and asset managers, whose support covers 55 per cent of the IPO deal size, the firm said. CIMB Investment Bank Berhad is the principal adviser, sole bookrunner and managing underwriter, as well as joint underwriter for the exercise, while Affin Hwang Investment Bank Berhad and RHB Investment Bank Berhad are the other joint underwriters. Read more: Malaysia's 99 Speed Mart formally launches $532 million IPO - Inside Retail Asia #smartdiscount #malaysia #99speedmart #Affinhwang #rhb #cimb #minimarket #ipo #stocklisting #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Aldi and Lidl have rested on their laurels for too long. They are now in danger of losing touch with important future trends. The discounter giants are losing market share in the non-food business to competitors such as Action and Woolworth. Many still remember the long queues in front of the discount stores wh en Aldi first offered computers. In this way, the retailer made a decisive contribution to the fact t hat the computer became a mass product and found its way into all households. But it's been a long time since the discounters inspire the masses with their promotional goods and are at the forefront of product trends. Today, they are lagging behind in the non-food business, market shares are shifting to new competitors such as Action and online retailers such as Temu. This affects Lidl in particular. As successful as the retailer is with food, especially in Germany, he has a hard time with his promotional assortment from cheap pans to sports shirts. But that was foreseeable, because the discounters have neglected one of their most important virtues. What distinguished Lidl and Aldi for years was a sense of what the average customer wants. With a high hit rate, they brought sought-after products into their rummage baskets at the right time and made good profits both with seasonal goods and with timeless bestsellers. But the large discounters have rested on these successes for too long and overlooked the fact that customer habits are fundamentally changing. Young consumers in particular are losing interest in the standard assortment. Inspired by social media, they want current trend products - and not the same striped swimming trunks every bathing season. The non-food customers of Aldi and Lidl are getting older and older However, discounters find it difficult to adapt to the rapid change in trend because of their long planning horizons. And customers can reliably get the basic range from toilet brushes to felt-tip pen sets at Action and Woolworth at any time - and not only when Lidl happens to have it in the promotion. Almost six million receipts evaluated: Aldi, Lidl and Co. are increasingly getting into a price spiral As a result, the non-food clientele of discounters is getting older and older, and young consumers are reorienting themselves. So it is only logical that Aldi Süd already had rollators on offer. But the discounters do not solve their future problems in this way. It is significant that Lidl apparently does not get a foot on the ground in online business either. Sales are stagnating at a comparatively low level, and losses are expected to pile up. Things don't look any better at Aldi. Online, the retailer sells just a small part of its promotional goods, and it does not make any significant business with it. Aldi and Lidl must now decide. They could give up the non-food business, but would then have to do without the profit margins, which in this product group are many times higher than the margins in the food business. The alternative would be to fundamentally change the promotional business so that they can react more quickly to trends and changing customer wishes. Muddling through as before is no longer possible. Read more: Kommentar: Lidl und Aldi lassen sich vom Konkurrenten Action vorführen ( handelsblatt.com ) #smartdiscount #aldi #lidl #action #competition #price #inout #wigig #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Aldi UK, the UK’s fourth-largest supermarket, is set to invest £3 billion via long term contractual commitments with British beef suppliers over the next five years, as part of its ongoing commitment to championing Great British quality and assisting UK producers. As the country’s largest retailer of British beef, Aldi hopes the investment will allow farmers to plan confidently and provide security for supply chains up and down the country. Part of this investment includes a five-year contract with its supply partner Kepak, providing a £260 million investment into their line of Aberdeen Angus beef. As well as championing authentic British produce, the deal will enhance the quality and range of beef available to customers. Julie Ashfield , Managing Director of Buying at Aldi UK, said:   “As the UK’s largest British beef retailer, we’re proud of our long-term relationships with British farmers across the country. “The UK farming community plays a vital role in our food supply chains, our continued investment in British beef is in recognition of this and means we can continue to provide the best quality British products for our customers.” Read more: Aldi set to invest £3 billion in British beef suppliers | Retail Bulletin ( theretailbulletin.com ) #smartdiscount #uk #aldi #meat #category #categorymanagement #supplier #commitment #quality #price #security #scm #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain DALI Everyday Grocery remains in the red three years after opening its first store in the country. Hard Discount Philippines Inc. (HDPI), the corporate entity for the fast-rising grocery chain, incurred a net loss of P1.88 billion as of end-2023, more than double the P894.68 million net loss reported in 2022. The company, however, saw its revenue surge by 125 percent to P22.31 billion from P9.27 billion the previous year, a regulatory filing showed. HDPI said it has incurred cumulative losses resulting in a deficit of P3.26 billion as of end-2023 which has led to a capital deficiency of P1.29 billion. The company reported that additional capital amounting to P4.67 billion was infused by the company’s stockholders as of last year. HDPI said that its parent company has committed to provide the necessary finances, or procure the provision of such finances, when necessary to enable business continuity and liabilities when it falls due. The company expects profit margins to improve in the next five years as it works on cost efficiency measures. “Management believes that with the planned increase in equity, the commitment of and continued financial support from the parent company and the projected improvement in net profit margin, the company will be able to generate sufficient cash flows from its operations to meet its obligations as and when they fall due,” it said. HDPI is a wholly owned subsidiary of HDPM Sin Pte. Ltd., a foreign company incorporated under the laws of Singapore. Dali Discount AG is the ultimate parent of Hard Discount Philippines and HDPM Sin, which was founded in Switzerland in 2020 with geographic focus in Southeast Asia DALI started commercial operations in February 2020 with the opening of the first franchised store in Santa Rosa, Laguna. It is the first company in the country to focus on hard discount retailing, with stores established mostly in rural and peri-urban communities, instead of premium commercial centers in the cities. DALI aims to grow its store network to 900 to 950 by year-end from roughly 630 at present. Read more: DALI still in red, but sees rosy prospects in Philippines | Philstar.com #smartdiscount #dali #philippines #profit #ebitda #hdpi #expansion #businessdevelopment #investment #efficiency #drc #discount #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Aldi USA is bringing Instacart’s suite of Connected Stores capabilities to Aldi U.S. locations to bolster the digital and in-store shopping experience. The In-Store mode app technology will allow shoppers to see what’s in-stock, sort items by aisles and access in-store promotions through the Instacart App.  Instacart’s Carrot Tags, which are already in use at over 100 Aldi stores in Illinois and Ohio, will soon roll out nationwide and aim to make it easier for Instacart workers to locate products. The tags’ pick-to-light feature lets them select an item on their phone and find it through the corresponding shelf label light.  Aldi will also bring the grocery technology company’s pickup fulfilment technology nationwide, the announcement noted.  Instacart and Aldi will begin testing Caper Carts at the discount grocer’s Sattledt store in Austria, building on Instacart’s international growth efforts, according to the announcement.  The smart carts, which will be placed at the store entrance, allows customers to see their shopping trip’s running total on its digital screen. Shoppers paying by card will go through the “fast lane” at checkout to expedite the shopping experience, per the press release.  Aldi will be the first grocer to test Caper Carts in Europe, David McIntosh, vice president and general manager of Connected Stores at Instacart, said in a statement.  The overseas debut of Caper Carts follows Instacart’s growing number of smart cart deployments stateside. Last week, Instacart announced Davis Food & Drug will replace the majority of its shopping carts with Caper Carts at its three locations in Utah. Last summer, select Schnuck Markets stores, the ShopRite of Spotswood in New Jersey and a Fairway Market in Manhattan rolled out Caper Carts .  Instacart and Aldi first partnered in 2017 for same-day delivery in the U.S. and, since then, expanded their tie-up to include alcohol delivery and acceptance of SNAP online payments. In June 2023, the two companies launched Aldi Express , a “virtual convenience store” that offers 30-minute delivery from over 2,100 Aldi U.S. locations. Read more: Aldi adding Instacart’s omnichannel tech to all US stores | Grocery Dive #smartdiscount #aldi #usa #instacart #technology #digitalisation #ecommerce #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Lidl Poland has decided to expand its already diversified offer by venturing into a sector with great potential: DIY. Lidl has launched a pilot store in Poland under its own private label tools and DIY product category brand name "Parkside", thus betting on capturing a larger market share of consumers looking for home improvement solutions at competitive prices. Lidl is adopting a diversification strategy that will allow it to expand its influence in other consumer sectors. With the launch of this pilot store, Lidl is exploring new horizons and seeking to position itself in a segment that, while competitive, offers ample opportunities due to the growing interest in DIY and home improvement, driven in part by the trends that emerged during the pandemic. The new store, operating under the name "Parkside", which is already familiar to Lidl customers for its line of tools, represents a logical step in the brand's evolution. The store, located in the M1 Shopping Center in the city of Bytom, offers a full range of DIY products, from hand and power tools to materials and accessories needed for home projects. The interesting thing about this initiative is Lidl's decision to partially decouple the format from its main business. Instead of integrating the DIY offering into its existing supermarkets, it has chosen to create a shopping experience dedicated exclusively to this niche. This specialized approach allows Lidl to offer a wider and more focused selection of products.  Lidl's foray into this sector not only makes sense from a market perspective, but could also be the precursor to a wider expansion of this format in other European countries. Poland, in this case, acts as an ideal test market due to its strong DIY culture and favourable competitive environment. If the pilot project is successful, Lidl is likely to extend this concept to other European markets, building on its already extensive network of stores and strong reputation for offering value for money products.  Lidl once again demonstrates its ability to innovate and adapt to changing consumer needs, and with the Parkside store, the company has the potential to transform the DIY landscape in Europe. Courtesy: Luis Miguel Espejel Read more: https://www.linkedin.com/posts/luis-miguel-espejel-b4b29774_retail-supermercados-mdd-activity-7227566958131503106-Zet1?utm_source=share&utm_medium=member_desktop #smartdiscount #diy #lidl #poland #parkside #expansion #growth #marketdevelopment #nonfood #assortment #store #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain ALDI SOUTH is placing a clear focus on quality and freshness and is launching a new campaign with a promise of freshness for fruit and vegetables. Under the motto "This is how freshness works", the basic essentials retailer will be showing what it means to be an expert in freshness. When it comes to bread, salad, meat, salmon and blueberries, one thing stands out directly in ALDI SOUTH's new image campaign: freshness. ALDI SOUTH's motifs focus on fruit and vegetables, baked goods, fresh meat and fish. The basic supplier makes fresh enjoyment affordable for everyone and offers a large selection of fresh food at the original ALDI price every day. Fruit and vegetables delivered fresh every day: ALDI SOUTH is not only the No. 1 fruit and vegetable retailer, but also the No. 1 organic retailer in its own sales area1 and offers 600 organic items. The discounter has already been able to increase the organic share of its range by 30%. The organic assortment accounts for 16% of the total assortment. Fresh bread and baked goods from the region every day : ALDI SOUTH works with around 70 regional bakeries that supply stores with fresh goods every day. Sausage and cheese specialities from ALDI's own brands made from 100 per cent organic quality : The fresh food counter offers a special selection of cheese and sausage specialities in all of the approximately 2,000 ALDI SOUTH stores, from organic semi-hard cheese with fenugreek to organic hay flower cheese and artisanal organic liver sausage. The ALDI SOUTH fresh food counter can be found directly in the refrigerated section and is easily recognizable to customers due to its market stall design. The promise of freshness For ALDI SOUTH, the most important quality feature of fruit and vegetables is freshness. With a focus on maximum freshness, the quality of the entire fresh food area of ALDI SOUTH is ensured by in-house experts. Store employees are specially trained as freshness experts and continuously ensure the availability and freshness of the individual foods. If customers are nevertheless dissatisfied with a purchase, ALDI SOUTH guarantees a money-back guarantee for fruit and vegetables. "With our new freshness campaign, we want to show that quality and enjoyment go hand in hand at ALDI SOUTH. At ALDI SOUTH, we offer fresh food every day that not only tastes delicious, but is also affordable - that is our promise to our customers," says Christian Göbel, Deputy Managing Director Marketing & Communication at ALDI SOUTH. In the new campaign "This is how freshness works", ALDI SOUTH will show how fresh freshness is at ALDI SOUTH with macro shots on various channels such as OOH, radio and social media from 22 July. The agency Zum Goldenen Hirschen from Munich is responsible for the campaign. The spot for "This is how freshness works" is available on the ALDI SOUTH YouTube channel. Read more: So geht Frische: ALDI SÜD gibt mit neuer Kampagne ein Frische-Versprechen für Obst und Gemüse ( aldi-sued.de ) #smartdiscount #aldi #fresh #fruit #vegetables #categorymanagement #organic #sustainable #marketing #focus #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google