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Discount Retail Chain Lidl's sister company Schwarz Digits, the IT arm of the German Schwarz Group, has finalized a major framework agreement with the Dutch Ministry of Justice and Security (SLM Rijk). This landmark deal officially clears the STACKIT Public Cloud for use by public sector organizations throughout the Netherlands. Rigorous Standards & Proven Security This approval wasn't granted overnight. To ensure the highest levels of data integrity, the platform underwent a comprehensive independent evaluation by Privacy Company. This included: A full Data Protection Impact Assessment (DPIA). In-depth security audits of both IaaS and PaaS offerings. The result confirms that STACKIT fully complies with the stringent Dutch regulations for managing sensitive government data. Impact on the Public Sector This agreement streamlines digital transformation for approximately 1,400 public institutions, allowing them to: Onboard Instantly: Access cloud services via pre-negotiated, approved terms. Procure Flexibly: Utilize a "Partner First" model that supports both direct purchases and collaboration with local resellers. A Win for European Sovereignty This milestone serves as a powerful validation of European cloud infrastructure. It proves that local providers can deliver the security, scalability, and compliance necessary to meet the demanding realities of modern government operations. #smartdiscount #schwarzgroup #germany #netherlands #eu #government #cloud #stackit #security #dpia #iaas #paas #insititutes #cooperation #digital #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #discountconsulting #google #twitter #harddiscount #hd

Discount Retail Chain Aldi Süd is undergoing a significant strategic reorganization in Germany, involving a rigorous "clearing out" of its product assortment to return to its core discount roots. This move is part of a broader cost-cutting initiative aimed at streamlining operations and reducing complexity. The Strategy: A Return to "Hard Discount" Roots After years of expanding its range to include more fresh items, regional specialties, and premium national brands, Aldi Süd is now reversing course. The goal is to increase turnover per SKU and lower operational costs by eliminating redundant or slow-moving variants. Key Changes to the Assortment According to industry reports (including Lebensmittel Zeitung): Brand & Regional Cuts: Approximately 50 products per region are being removed, particularly in the dairy, sausage, and cheese categories. National Brands Hit: High-profile brands like Ehrmann (Grand Dessert), Zott (Sahne Joghurt), and Rana (convenience pasta) are disappearing from permanent shelves, moving instead to temporary promotional "Special Buy" slots. Streamlining Private Labels: The retailer is reviewing its own private label brands (like Nur Nur Natur and Bio) to reduce overlap and ensure a more unified, centrally managed national offering. Tier 1 Meat Exit: By mid-2026, Aldi Süd plans to completely stop selling fresh meat from the lowest animal welfare category (Haltungsform 1) for its own brands, focusing instead on higher-tier sustainable options. Broader Organizational Impact The "assortment cleanup" is happening alongside a massive internal restructuring: Job Cuts: Over 1,000 positions are being cut at the headquarters and IT departments in Mülheim. Centralization: Many administrative and support tasks are being outsourced or shifted to Salzburg, Austria, to simplify the central organization. Strategic Insight By narrowing its focus, Aldi Süd is positioning itself to better compete as a "price setter" in an inflationary market. The reduction in variety allows for greater efficiency in logistics and store handling, ultimately defending its margins against competitors like Lidl. Read more: 50 Artikel weniger in Regalen: Aldi Süd mistet sein Sortiment aus - ntv.de #smartdiscount #germany #aldi #expansion #sustainable #roots #growth #assortment #lean #efficient #organisation #centralisation #brands #privatelabel #ownbrands #pricesetter #priceleader #restructuring #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #discountconsulting #google #twitter #harddiscount #hd

Discount Retail Chain ALDI own private label brands are convincing in key everyday categories - even in direct comparison with well-known brand products show the latest results from independent German consumer organisations Stiftung Warentest and ÖKO-TEST in April 2026. For customers, this means: good quality, reliable test results, and a low price. ALDI remains true to its promise to always offer high quality at the lowest possible price - so everyone can rely on the basic supplier at all times. LACURA women's razors impressed in the test The LACURA women's razor from ALDI sends a strong signal in the current issue of Stiftung Warentest (04/2026): The starter set with 6-blade (good, 1.6) and 3-blade attachments (good, 1.9) score with shaving thoroughness, skin protection and easy handling. Both blades also perform well in durability, cleaning and blade replacement. The ALDI razor thus shows that good quality does not have to be expensive - the starter set is available for as little as 4.45 euros and convinces in comparison with well-known brand products from Gillette and Wilkinson. ALDI POWER FORCE Eco Dishwashing Liquid The POWER FORCE Eco Dishwashing Liquid Aloe Vera Fragrance from ALDI currently scores well with the verdict at ÖKO-TEST. In the test of a total of 26 hand dishwashing detergents, the environmentally friendly product scores above all due to its low price of only 0.19 euros per 100 millilitres. At the same time, it prevails in comparison to well-known brand products such as Pril and Fairy. Worry-free baking with ALDI's own brands In its April issue, ÖKO-TEST took a close look at spelt flour, including three products from ALDI's own brands: the conventional BACK FAMILY Wholemeal Spelt Flour, the Organic Wholemeal Spelt Flour (only available at ALDI Nord) and the NUR NUR NATUR Organic Wholemeal Spelt Flour (only available at ALDI SOUTH) – each with Naturland certification. All three items receive a "very good" rating and impress with their ingredients and microbiological properties. At only 1.09 euros for the conventional version and 1.35 euros for organic quality per 1,000 grams, the ALDI products are among the cheapest in the test. Also ALDI crunchy mueslis convinced in ÖKO-TEST In the current issue, ÖKO-TEST has examined a total of 38 crunchy mueslis for their acrylamide content - including the BIO Crunchy Muesli Berries and the GOLDEN BRIDGE Classic Crunchy Muesli 30% less sugar from ALDI. Both products contain less than half of the recommended guideline value of the EU Commission and are therefore rated "very good". Read more: In April, ALDI again receives top marks from Stiftung Warentest and ÖKO-TEST Source: photo Aldi Nord 04/2026 #smartdiscount #aldi #germany #privatelabel #ownbrand #oekotest #stiftungwarentest #winner #drc #discount #retail #consulting #discountretail #discountretailconsulting #discountconsulting #google #twitter #harddiscount #hd

Discount Retail Chain Biedronka is the flagship brand of the Portuguese listed retail giant Jerónimo Martins. Originally starting as a "hard discounter," it has evolved into a hybrid model between a discount store and a standard supermarket — offering low prices without sacrificing quality. If you visit Poland and ask a local where they do their daily shopping, nine times out of ten, they’ll say: Biedronka. The word means "ladybug" in Polish, and this little red insect is the undisputed ruler of the Polish retail industry. Biedronka’s Five Winning Strategies: Variety Meets Low Prices Each store stocks between 3,200 and 4,000 products. This is significantly more variety than a typical hard discounter, yet prices remain highly competitive. Private Labels Carry the Weight Leveraging a powerful supply chain, Biedronka has launched numerous high-value private label brands. This is the secret sauce behind their "Everyday Low Price" guarantee. Ubiquity and Convenience Most stores are located in residential neighborhoods, focusing on "neighborhood convenience." Many new locations are "2.0 versions," featuring optimized layouts, energy-efficient lighting, and eco-friendly cold chain systems. Premium Loyalty Perks The "Moja Biedronka" (My Ladybug) loyalty program and mobile app have over 13 million active users, making it one of the most successful retail marketing tools in Poland. International Expansion In early 2025, Biedronka officially entered the Slovakian market, with plans to open at least 50 stores there by the end of 2026. How Big is the Biedronka? As of 2026, Biedronka operates over 3,800 stores across more than 1,300 Polish towns. It commands a staggering 63.6% share of Poland's discount retail market, with over 5 million daily customers. Furthermore, it is Poland's largest private employer, with a workforce of over 84,000 employees. 2025 Financial Report: €25 Billion in Sales Let’s look at the hard data. In 2025, the Jerónimo Martins Group reached sales of €36 billion. Biedronka alone contributed over 70% of that total, with sales exceeding €25 billion— a 7.5% year-on-year increase. Its operating profit (EBITDA) rose by nearly 10%, with a margin of 7.9%. This growth is particularly impressive given that inflation in Poland slowed in 2025, triggering a brutal "price war" among supermarkets. Despite the fierce competition, Biedronka managed to expand its market share. 2026: Are Prices Finally Dropping? Interestingly, in early 2026, Biedronka revealed that their "shopping basket" is experiencing deflation. This means prices for some goods are falling and promotions are becoming more aggressive, which squeezes profit margins. This is the inverse of the high-inflation environment of previous years; whereas businesses once rushed to pass costs to consumers, they are now fighting tooth and nail to retain sales volume. Biedronka’s response to this shift? Aggressive expansion. In 2025, they opened 181 new stores (a net increase of 152), upgraded 200 older locations, and invested heavily in logistics and automation. In 2026, they plan to open over 120 more new stores and expand their warehousing facilities. The Road Ahead The Group acknowledges that 2026 will bring even stiffer competition. Consumers remain extremely price-sensitive, and promotions continue to be the primary magnet for foot traffic. Biedronka’s strategy is clear: maintain price leadership, diversify product offerings (especially private labels), and increase the average transaction value. In Poland, the "Ladybug" is no longer a small insect—it is a retail behemoth. While other supermarkets worry about foot traffic, Biedronka is busy making things cheaper. That is a winning move in any economic climate. #smartdiscount #biedronka #poland #expansion #growth #marketleader #drc #discount #retail #consulting #discountconsulting #discountretail #discountretailconsulting #google #twitter #harddiscount #hd

Discount Retail Chain ALDI USA has just announced its largest packaging refresh to date, marking a historic shift in its global strategy. The lines between "retailer" and "brand" are officially blurring. While many retailers hide behind dozens of "phantom" private labels, ALDI is doing the opposite: It is putting its own name front and center. ALDI US: The Bold "Namesake" Move In the US, ALDI is launching its first-ever namesake brand. The "ALDI" Stamp: Thousands of products will now carry the ALDI logo directly. The "ALDI Original" Endorsement: Legacy brands like Clancy’s and Specially Selected aren't disappearing, but they are getting a modernized "ALDI Original" seal—a direct guarantee of quality from the retailer. Fan-Driven Innovation: In a brilliant marketing move, some items will officially adopt shopper-given nicknames (like the famous "Red Bag Chicken"), proving that ALDI is listening to its "ALDI Nerds" community. A Tale of Two Strategies: Global vs. Domestic While the US rollout is picking up speed toward 2026, the strategy varies significantly by region: The Aggressive Scale: In emerging markets like China, the transition is even more intense, with the assortment reaching nearly 80% private label. We see similar momentum in the UK and Australia, where the ALDI brand is the primary driver of trust and rapid expansion. The German Exception: Interestingly, Germany remains the "traditionalist." Due to deep-rooted consumer loyalty to classic PL lines and the complex harmonization between ALDI Nord and ALDI Süd, the domestic market maintains a unique balance between tradition and the new global branding. Why This Matters for the Industry This isn't just about a new logo. It’s a response to a massive industry trend: 95% of retail executives now consider private brands "extremely important." 86% plan to increase investment significantly over the next 24 months. By putting its name on the box, ALDI is moving from being a "place where you buy brands" to being the brand you go to buy. The Verdict: In an era of inflation and price sensitivity, "ALDI" is no longer just a sign on a building—it is a badge of quality, value, and transparency that consumers are increasingly proud to have in their carts. Read more: The New ALDI Brand Is Here | Progressive Grocer #smartdiscount #usa #china #australia #germany #uk #RetailTrends #ALDI #PrivateLabel #GlobalStrategy #BrandIdentity #DiscountRetail #ConsumerBehavior #RetailInnovation #DRC #discountretail #discountretailconsulting #discountconsulting #google #twitter #discount

Discount Retail Chain ALDI U.S. is sharpening its edge in private label as the category continues to soar in popularity. The discount grocer has announced it is expanding its ingredient standards by removing an additional 44 ingredients from its own food, vitamin and supplement products, including select artificial preservatives, colours, flavours and sweeteners. More than a decade ago, ALDI removed 13 ingredients and became one of the first national grocers to remove certified synthetic colours from its exclusive products in 2015. Every ALDI-exclusive product must meet the company’s sourcing, testing and ingredient standards. ALDI is working closely with supplier partners to ensure reformulations meet its quality/taste benchmarks. Reformulated products will roll out in phases between now and December 2027. As changes are completed, updated ingredient information will be reflected directly on packaging, giving shoppers continued transparency into what’s in their cart. (For a complete list of ingredients no longer permitted in any ALDI private label food product, scroll down to see the table below.) Retailers like ALDI are reacting to the broader demand for cleaner products. According to Acosta Group research, half of all shoppers say they worry about health risks from artificial ingredients, chemicals or preservatives, a number that rises to 79% among health-focused consumers and 63% for natural channel shoppers. Walmart announced in the fall that it will remove synthetic dyes from private-label food brands by January of next year. Save A Lot will remove seven artificial dyes from all private label offerings in 2027 and will complete the removal of FD&C Red 3 from all products by the end of 2026. Hy-Vee recently debuted its ‘Nothing But The Truth’ health-forward private brand. The line follows clean-label standards, intentionally excluding more than 150 ingredients, among them high-fructose corn syrup, artificial additives and dyes. And Sam’s Club not long ago reached a 100% “Made Without” milestone for all of its Member’s Mark food and beverage products (excluding sports nutrition and OTC products), having removed more than 40 unwanted ingredients and certified synthetic colors without affecting taste or value. ALDI's own recent move in the space comes on the heels of launching its first-ever namesake ALDI brand. ALDI has already removed: ALDI will remove: Brominated Vegetable Oil Acesulfame K FD&C Blue No. 1 – Brilliant Blue FCF Advantame FD&C Blue No. 2 – Indigotine Anisole FD&C Green No. 3 – Fast Green FCF Aluminum sodium sulfate / Sodium aluminum sulfate FD&C Red No. 2 – Amaranth, Citrus red Azodicarbonamide (ADA) FD&C Red No. 3 – Erythrosine BHA (butylated hydroxyanisole) FD&C Red No. 40 – Allura red AC BHT (butylated hydroxytoluene) FD&C Yellow No. 5 – Tartrazine Bromated Flour FD&C Yellow No. 6 – Sunset yellow FCF Butylparaben Monosodium glutamate Calcium Bromate Orange B Calcium propionate Partially hydrogenated oils (PHOs) Calcium sorbate Synthetic Trans Fatty Acid Canthaxanthin Cyclamates Diacetyl (Synthetic) Dioctyl Sodium Sulfocsuccinate (DSS) Ficin Lactylated esters of mono and diglycerides Lye Methylparaben Morpholine Neotame Olestra Phthalates Potassium aluminum sulfate Potassium benzoate Potassium bisulfite/bisulfate Potassium Bromate Potassium metabisulphite Potassium nitrate Potassium nitrite Propylene Oxide Propylparaben Simplesse (brand name) Sodium aluminium phosphate acidic / Aluminum sodium phosphate Sodium ferrocyanide (Yellow Prussiate of Soda) Sodium hydroxide Sodium propionate Sodium stearyl fumarate Stearyl tartrate Sucroglycerides Talc Titanium Dioxide Toluene Batavia, Ill.-based ALDI U.S. currently serves millions of customers across the country each month at more than 2,500 stores. Its global headquarters is in Germany. The U.S. company is No. 25 on The PG 100, Progressive Grocer’s 2025 list of the top food and consumables retailers in North America. PG also named ALDI among its Impact Award winners. Read more: ALDI Bans 44 Artificial Ingredients From Its Own Products | Progressive Grocer #smartdiscount #aldi #usa #ingredients #privatelabel #ownbrand #reduction #ban #drc #discount #retail #consulting #discountretail #discountretailconsulting #discountconsulting #google #twitter #harddiscount #hd

Discount Variety Retail Chain MR. DIY is growing in Poland, but instead of spectacular declarations, it focuses on cold calculation and selection of locations. In an interview, Łukasz Dobrowolski, country head MR. DIY in Poland reveals why the chain does not want to copy the Malaysian model, how it approaches acquisitions and whether it really sees the potential for hundreds of stores. This is an interview about a strategy that can change the balance of power in the non-food segment. How is MR. DIY with development in Poland? The announcements included the numbers of 40 stores in the short term, 100 in a few years, and the potential of up to 1000 stores was assessed. Are these large numbers? In the long run, I am cautious about specific numbers, because 10 years is too many variables. I can confirm the direction: organic development and building accessibility on a national scale, while at the same time fine-tuning the economy. The quality of the location is a priority for us, and the scale is to be a consequence of a well-made model. The market is growing and changing dynamically. I know from experience that long-term forecasts in retail change with the market, so I prefer to stick to the incoming data and assumed stages of development. Today, we focus on what we control: pipeline, operational standard, and store economics. Development of the MR DIY in Poland will include shopping malls and retail parks, and in the next stages – where it makes business sense – independent locations and selected larger formats may also appear. In the DNA of the brand from Malaysia are large supermarkets, outside Malaysia the store format is more small scale. There is a wide range of formats in Malaysia, including larger stores. In Europe, we are developing a model tailored to local stores – in locations, with an assessment of the economics and potential of a particular location. In Poland, decisions about the area will result from the location and cost model – we do not assume that the European market will be a copy of the Malaysian market. Does that mean you want to be the second "Julia"? No, it's a different concept and a different value proposition, so I wouldn't compare it directly. We do not rule out larger formats, but we approach it pragmatically: only where economics and location will justify it. At what pace would you like to develop in the next 2-4 years? What level would be satisfactory for you in the perspective of 4-5 years? MR DIY store development plan in Poland assumes the opening of several dozen stores every year – about 30 to 50 new locations, depending on the availability of the right places. Pace is important, but selection is equally important. We prefer to grow a little slower, but in locations that bind sales and costs in the long term. Ultimately, the pace will be at the level of the "middle tens". Do you plan to accelerate your development through an acquisition? Are you talking about non-food concepts, of which there are a lot? Some brands, especially clothing brands, are doing worse and worse. If the spaces and locations would fit, is the owner considering such acquisitions? We do not close ourselves to any scenario, but our actions must be characterized by strategic and financial coherence. Today, organic growth is key for us: building a portfolio of locations and scaling the operating model. If an opportunity arises that accelerates development without increasing the risks and costs of integration – we will analyze it. For example, the cases of Carrefour, which reduces hypermarkets or closes selected stores. This frees up a lot of space. Kaufland took advantage of Tesco's stumble. The aforementioned situations show that the retail space market in Poland is dynamic. Our BD team is in talks with both operators and developers, and looks at each option through the prism of potential and financial conditions. It is crucial that the location and cost model fit our format. We are open to different types of partners and different formats, as long as the economics of the project are tight. We don't do expansion "for the sake of expansion" – decisions have to be defended by sales and costs. Does MR. DIY want to take over the Dealz chain put up for sale? But are these areas too small? Or maybe it is worth entering a new market segment, i.e. a food and industrial discounter? We do not comment on specific market processes or potential transactions. We focus on organic development and scaling of the current model. What do the directions of MR DIY expansion look like today? Where will you open stores and locate new locations? It can be assumed that these will be the largest cities and agglomerations, where there is the highest density of customers and where it is easiest to build brand recognition. How have you planned the development for the coming years and how will you increase the availability of the brand? We are developing in large cities, but at the same time we want to be closer and closer to the customer, also in smaller locations – where the economy and availability of customers justify it. The example of Miłków in the Karkonosze region shows that we are not limited to the largest agglomerations. We will build brand availability through selective development of the chain and maintaining the repeatable quality of the store. I will return once again to the declaration from over a year ago. Does the Polish market really have the potential for 1000 MR DIY stores? Poland has great potential, but the perspective of 10 years is too long to responsibly operate with a specific number. We rely on our own analyses and on the real availability of locations. The market can change significantly even during the year, so the direction and quality of expansion is more important than one number. Returning to even larger stores, you mentioned that they may appear. Do you already know when and where? It is far too early for such declarations. If larger formats were to appear, it would rather be in large cities and locations with a high concentration of customers, where the economics of the project will be clearly justified. The area and format will be tailored to the market and the specific location. So the larger stores that we can expect in the future will have up to 3,000 sqm? Not necessarily. In Europe, we adjust the format to local real estate situations, so we don't automatically assume specific areas. There are several concepts and formats in the group, but decisions about the size of the store will be made in stages and solely based on data. Mr. Dollar is interesting. Convenience stores "for DIYers". Could such a concept work in Poland? At this stage, we have not yet conducted such analyses. We focus on developing the current concept and building brand recognition. We are not closing any roads in the future, but we do not want to be distracted too early. Read more: MR. DIY in Poland: expansion plans, strategy and location market #smartdiscount #mrdiy #expansion #poland #stores #1000 #growth #model #format #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter

Discount Retail Chain Lidl's sister company Schwarz Digits signs a major contract as a supplier of IT services to the Dutch Central Bank (DNB). This was announced by sales director Bernd Wagner on Monday during a major industrial fair in Hanover. Schwarz Gruppe presents itself as the reliable European alternative to American hyperscalers such as Amazon, Microsoft and Google, now that relations with the United States have soured. Schwarz did not disclose more details. DNB was unable to respond at the beginning of the afternoon. Last year, DNB and the Netherlands Authority for the Financial Markets (AFM) warned that the Dutch financial sector has made itself far too dependent on foreign, mostly American IT service providers and cloud providers. Recently, there has been concern about this, as the White House is no longer always friendly to Europe and the American government has far-reaching powers to view data on American servers, even if they are on servers outside the United States. For example, a prosecutor of the International Criminal Court in The Hague was previously cut off from his Microsoft mailbox by order of President Donald Trump. The ICC is now also switching to systems that are not American. DNB dependent on US cloud The regulator had to acknowledge in its warning that it is also largely dependent on American service providers for its digital infrastructure. However, DNB Director Steven Maijoor announced in October that he would "set a good example" and want to switch to a European cloud, although according to him it is "not yet as strong and of good quality as the one from the US". Schwarz Digits is one of the few parties that, like the Americans, is investing billions in the construction of new huge data centers for cloud services and data centers that act as brains for artificial intelligence. Recently, the company announced an investment of euro 11 billion in a huge data center in Lübbenau. Together with other German parties such as Deutsche Telekom and SAP, it is working on alternative products for American IT services. Alternative still difficult In Schleswig-Holstein, the local government is already trying to move away from Microsoft's operating environment in favour of an open source alternative on a European model. However, this has not been without the necessary malfunctions and problems so far. A DNB spokesperson said on Monday that it could not comment on individual contracts with suppliers, but confirmed "concerns about dependence on large non-European cloud suppliers," which according to DNB are "'understandable and shared'. That is why with every new step to the cloud, we explicitly look at geopolitical risks and investigate how we can reduce our dependency." Read more: DNB stapt over op Europese cloud: deal met Schwarz Digits | De Telegraaf #smartdiscount #dnb #centralbank #netherlands #lidl #schwarzdigits #cloud #it #serviceprovider #drc #discount #retail #consulting #discountretail #discountretailconsulting #google #twitter #harddiscount #hd

Discount Retail Chain A101, owned by won the Silver Effie in the 'Multi Retail and Marketplace' Category at the Effie Awards, the world's leading marketing and advertising competition, with its 'The Biggest Challenge' commercial A101, which meets millions in every district of Turkey with more than 13,000 stores, continues to meet with brand new successes in the world of marketing and advertising. A101, which has challenged habits all over Turkey with Müge Anlı until today, also signed Turkey's biggest challenge in the "The Biggest Challenge" commercial. The commercial film, which is watched fondly by consumers and shows its success in numbers, was also awarded by the Effie Awards, the world's leading marketing and advertising competition, and won the Silver Effie in the 'Multi-Retail and Marketplace' category. Evaluating this success of the brand, A101 Marketing Manager Yeliz Yahşi Bilgiç said; "Since the beginning of our campaign, we have all been very happy that the positive comments from our consumers have been crowned with such a valuable award. We happily follow the impact of our campaign since the first film, and we continue to work with all our strength to get one step closer to our consumers in each of our films." Read more: A101 also challenges awards with 'The Biggest Challenge' ( ortakalan.org ) #smartdiscount #a101 #turkey #expansion #growth #tv #commercial #winner #campaign #marketing #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

The net sales in 2022 also accounted for a record of €170.9 million. In 2023, this upward trend continued and Wibra (basic clothing, cleaning and variety) closed the financial year with a turnover of €193.8 million. This also resulted in a record turnover, albeit with only a few hundred thousand on top of the profit of the previous year. In 2022, the cork could be removed from the champagne bottle due to a profit of €6,557,430 and a year later it was €6,953,130. All in all, just under four hundred thousand extras on a turnover that increased by about 23 million. The store counter now stands at 219 branches in the Netherlands and 52 in Belgium; 8 extra stores compared to 2022. #smartdiscount #wibra #netherlands #discounter #drc #discountretailconsulting #retail #consulting #discountretail #retailconsulting #google #twitter

Discount Retail Chain Lidl UK's finance chief has quit as the German-owned discounter struggles to achieve profitable growth. Marco Di Costanzo is leaving after two years in the role. It is understood he will be taking up another post in the Schwarz retail empire that owns Lidl once a successor is named in the New Year. His departure comes as experts predict another bumper Christmas for Lidl as it pursues an aggressive expansion plan. Lidl has nearly 1,000 stores and is closing in on Morrisons as Britain’s fifth biggest grocer. It recently opened its largest ever warehouse, in Luton, costing £300million. UK boss Ryan McDonnell has said there is ‘no ceiling’ on its expansion plans. But the land grab has come at the expense of Lidl’s bottom line. Latest accounts – signed off by Di Costanzo – show the chain swung into a pretax loss of £76million in the year to February 2023 after interest paid on its borrowings almost trebled to £108million. Lidl has almost £3 billion of debt. ‘Lidl UK is not running well,’ said Marc Houppermans of Dusseldorf-based Discount Retail Consulting . ‘There is sales growth, but it is still loss-making,’ he said.  ‘I assume the projected profitability targets for this year are not being reached so someone has to be kept account- able. Normally it’s the chief executive who has to leave.’ Lidl and no-frills rival Aldi now account for £1 in every £5.50 spent in supermarkets as shoppers continue to trade down from traditional food retailers. Read more: Finance boss of Lidl UK quits after £76m loss | This is Money #smartdiscount #uk #interview #thetelegraph #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter

Discount Retail Chain BIM Turkey, listed BİST : BIMAS, has been steadfast in its support for the affected regions, extending assistance from day one the destructive earthquake struck. In a significant stride towards the recovery process, BİM has inaugurated 21 new stores in Hatay, serving as a beacon of hope and revitalization for the communities grappling with the aftermath of the calamity. These endeavors reflect BİM's unwavering commitment to the restoration and rejuvenation of the areas devastated by the earthquake, symbolizing a profound dedication to extending unwavering support in times of dire need. Sustained Efforts in Healing the Impact of the Earthquake BİM remains committed to aiding in the recovery of the 11 provinces affected by the devastating earthquake. The restoration efforts have been a focal point for BİM, exemplifying the company's dedication to supporting the communities in need. Within the first year following the earthquake, a total of 25 stores have been successfully opened in Hatay, showcasing a steadfast commitment to contribute to the region's rebuilding process. This initiative not only addresses the critical need for accessible supplies and resources but also reaffirms BİM's unwavering support for the affected communities. BİM's Ongoing Contributions to the Region BİM has not only opened new stores but has also diversified its efforts to aid the earthquake-impacted region. From providing essential supplies and food to engaging in infrastructure rebuilding, BİM continues to showcase a strong commitment to support and aid in the reconstruction efforts. The company's ongoing contributions in various fields have been instrumental in helping the affected areas gradually recover from the aftermath of the devastating earthquake. Read more: 21 new stores from BİM to Hatay ( ortakalan.org )