Discount Retail Chain Aldi and Lidl UK have experienced a large growth in UK shoppers and tickets. Almost two thirds (65%) of UK shoppers have switched some or all of their food shop to discounters Aldi or Lidl, a 4% rise year on year, new data has found. According to research from over 1,000 UK shoppers by in-store automation and communication solutions provider Pricer, over half (51%) said they had switched some of their food spend to the discounters, while 14% said they now do their entire food shop with either Aldi or Lidl. Younger demographics were the most likely to have switched to discount grocers, rising to 79% of millennials, and 78% of Gen Z. Meanwhile, regionally, Londoners were the most likely to shift away from the traditional grocers for 81%, compared to 60% in the Midlands and 67% in the North. It comes as 81% of consumers polled said they remain cost conscious and over a third (35%) said they plan to remain economical with their food spend, even if their disposable income felt less squeezed. Pricer UK country manager Peter Ward said: “Overwhelmingly, our research shows a growing diffraction in supermarket loyalty among consumers. Largely driven by pricing and cost-sensitivity, this plays naturally into the hands of the discounters, which is why they’ve continued a steep growth trajectory. “However, while price remains at the fore, choice across branded and non-branded own private label goods, quality and access to higher welfare produce are all also playing key roles in consumers’ motivations to shop around for their groceries, which gives traditional supermarkets another battleground on which to fight for share of wallet, rather than just a race to the bottom.” The research comes as both Aldi and Lidl continue to ramp up expansion plans across the UK. In February, Aldi unveiled plans to invest more than £550m in expanding its store and distribution network during 2024, while Lidl is set to open hundreds of new stores across the country this year, in locations including Bristol, Birmingham, Berwick, as well as in London areas such as Wandsworth, Fulham, Hoxton and Canning Town. Read more. Data: 65% of UK consumers swap shop to Aldi or Lidl ( grocerygazette.co.uk )

Discount Retail Chain Lidl Germany steps up direct price and quality comparisons. Now also in the cosmetics category. 'Lidl beats Lancôme'. According to the discounter, Lidl's own-private label brand day cream 'CIEN' has received a better test result from the independent German consumer organization Stiftung Warentest than the equivalent Lancôme product.  *Article "Lidl beats Lancôme", test 4/2024 of Stiftung Warentest (In the test face creams for dry skin). Cien Rich Day Cream received test quality rating GOOD (2.0) and was the cheapest cream in the test at € 1.65. Therefore, according to the test price tip. "Nutrix Nourishing and Soothing Rich Cream" (Lancôme) received test rating SATISFACTORY (3.5) at an assumed price of €23.10.   Looking at the German consumer mentality, quality claims based on third-party quality tests are a generally accepted way to build credibility, also in food and near-food retailing. And this marketing campaign is an important step in a category that has so far been dominated by the main cosmetics brands. Courtesy: Sebastian Rennack and Lidl Germany Das Geheimnis um CIEN. | Lidl lohnt sich ( youtube.com ) #smartdiscount #lidl #lancome #stiftungwarentest #winner #gut #best #cien #privatelabel #ownbrand #sebastianrennack #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Tiendas Ara revolutionized the Colombian market in just 11 years. In a decade, Tiendas Ara has managed to position itself as one of the main retail chains in Colombia, standing out for its focus on low prices, constant discounts and rapid expansion. This growth not only reflects an effective business strategy, but also a deep understanding of the changing needs of the Colombian consumer. Growth Strategy Tiendas Ara, owned by the Portuguese multinational Jerónimo Martins, has proven to be a formidable player in the competitive Colombian market. Since its arrival in 2012, the chain has implemented a bold strategy that combines accelerated expansion with an offer adjusted to the country's economic conditions. Its goal has been clear: to keep prices low and appeal to a broad spectrum of consumers, even in times of high inflation and high interest rates. In 2023, a year marked by high inflation and economic challenges, Ara achieved significant growth, selling 12.3 trillion pesos, an increase of 42.7% compared to the previous year. This expansion allowed it to surpass Falabella, consolidating itself as the third largest food retail chain in Colombia, only behind Grupo Éxito and D1. Nuno Sereno, general manager of Ara in Colombia, attributes this success to the company's ability to adapt quickly to market conditions and the opening of 200 new stores during the year. Pricing Strategies and Market Adaptation Ara has made low prices a cornerstone of its strategy. During a period when many consumers faced economic hardship, the chain sacrificed some of its profitability to keep prices affordable. This approach allowed it to capture a growing number of customers, despite the rising costs of commodities. Sereno explains that, although the chain has tried to minimize the impact of price increases on the consumer, some increases, such as that of rice, have been inevitable due to inflationary pressures. Consumer behavior has also changed significantly. Ara has noticed that Colombians are buying less in terms of volume and opting for cheaper products. This change has been reflected in the way consumers are distributing their purchases among more stores, increasing competition in the retail sector. Expansion and Challenges Ara has maintained an impressive rate of expansion. In 2022, the chain opened 275 stores, and in 2023, it added 200 new locations, reaching markets such as Medellín, Quibdó and Leticia. Despite this growth, Sereno recognizes that the operation in Colombia is not yet profitable and sets a goal to reach break-even in 2026. The company faces the challenge of maintaining its sustainable business model while continuing its rapid expansion. Jerónimo Martins' annual investment in Tiendas Ara exceeds 220 million euros, a figure that the company plans to maintain over the next five years. In 2024, Ara has set itself the goal of growing total sales by more than 20% and opening 150 new stores. This effort includes the recent inauguration of a new distribution center in Palmira, Valle, with an investment of 200 billion pesos. Regional Presence and Local Adaptation Currently, Ara is present in 377 of the 1,102 municipalities in Colombia. The company focuses on areas with a population of between 15,000 and 20,000 inhabitants, avoiding saturation in large cities such as Bogotá, where it already has around 180 stores. Sereno highlights the success of the chain in cities such as Barranquilla, Cartagena and Santa Marta, where the brand has achieved recognition after a time of adaptation. Ara's product portfolio is adjusted to local needs. While 92% of its purchases are made in Colombia, mainly in food, the rest includes imported products. Ara offers a variety of presentations for commodities, such as toilet paper and food, to accommodate changes in consumers' purchasing power. Private Labels and Differentiation Strategies A significant part of Ara's success is due to its own brands, which account for 43% of its sales. These brands include high-quality products such as detergents, toilet paper, and beauty products under the Be Beauty brand, originating from Portugal and Poland. The company has also developed innovative categories, such as a perfume for clothing, which has been well received in other markets and is now offered in Colombia. Ara's strategy includes offering competitively priced products in varied presentations, reflecting the importance of adapting to the economic realities of its customers. In addition, the chain has demonstrated a commitment to the development of the quality of life of Colombian consumers, aligning itself with the growth of their purchasing power. Impact on Local Commerce and Future Ara's growth has generated some criticism in relation to its impact on traditional neighborhood stores. Although competition is strong, Sereno believes that neighborhood stores will continue to have their place due to their proximity and convenience for consumers. In addition, Ara values its relationship with its own brand partners and its ability to introduce innovations to the market. As for the future, Sereno is optimistic despite the current economic challenges. Jerónimo Martins' long-term vision in Colombia is based on taking advantage of the opportunities offered by the market and continuing with strategic expansion. Sereno stresses that, although growth can be cyclical, commitment to objectives and adaptation to local conditions will continue to be key to the success of the chain. Tiendas Ara has demonstrated a remarkable ability to grow and adapt in a challenging market. With a strategy focused on low prices, rapid expansion and a focus on local adaptability, the chain has managed to position itself as one of the main in the Colombian retail sector in just 11 years. Its success reflects not only the effectiveness of its business model, but also the importance of understanding and responding to the changing needs of consumers in a dynamic economic environment. Read more: Tiendas Ara, how the retail chain revolutionized the Colombian market - AmericaRetail & Malls ( america-retail.com ) #smartdiscount #colombia #ara #growth #jeronimomartins #decade #expansion #businessdevelopment #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Aldi UK sells more British free-range eggs than any other UK supermarket, according to the latest data from Kantar. Almost 200 million free-range eggs were purchased at Aldi, Britain’s most popular supermarket, over the 12 weeks to 9th June, the largest amount of any UK retailer. Aldi has invested more than £50m into UK egg farming and producers over the past two years, in a further show of support for the British free-range egg industry. All Aldi eggs are British Lion Code approved. The retailer also ensures it implements long-term contracts for its egg suppliers, providing them with certainty and security for them to continue to invest and grow their businesses. Julie Ashfield, managing director of buying at Aldi, said: “British suppliers are integral to Aldi’s success, and the long-term relationships we’ve formed with our UK egg farmers are something we take great pride in. “Becoming the largest provider of free-range eggs is a great achievement which wouldn’t have been possible without these brilliant suppliers, who continue to work with us to put animal welfare first.” Aldi spent an additional £1.3 billion with British suppliers in 2023 and continues to invest more than ever before in British suppliers and growers. Read more: Aldi sells most British free-range eggs of all UK supermarkets ( retailtimes.co.uk ) #smartdiscount #aldi #uk #eggs #sales #volume #freerange #sustainable #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Aldi Süd has now also put some pick-up machines into operation to test their function and gain insights into the changed customer demand. The test, which began in mid-July, is limited in time and region, the company said on request. Previously, the German "Lebensmittel Zeitung" had reported. One vending machine is located in Düsseldorf and two are in Mülheim an der Ruhr. For the discounter giant with its around 2,000 stores in Germany, it is an innovative niche project that could provide a better insight into the new shopping behavior in the age of online shopping. Another example is delivery services: Aldi Süd has been testing such a service since last autumn in a version that is also locally limited. Competitor Rewe has been doing this on a large scale for some time. Rewe is also testing pick-up machines. How the Aldi vending machine works Anyone who orders via the website mein-aldi.de or the associated app can pick up the goods the next day or up to five working days later - access to the goods is not possible on the day of ordering. The inside of the container, which is about seven metres long, three metres wide and three and a half metres high, is cooled, so there is also fresh produce. Frozen goods can also be bought. If you have ordered cleaning rags, you will also be "served" them well chilled. The assortment is smaller than the range of goods in the store. The consumer receives a QR code after the online purchase. This is scanned on the device, whereupon a glass door opens and a paper bag with the ordered products is ready. The order is not available around the clock at Aldi Süd, but only in a certain time window - in Düsseldorf you have to pick up between 3.15 p.m. and 9 p.m. The minimum order value is 20 euros, and there is no extra fee for the machine. The container in which the goods are located is located directly next to a conventional Aldi store in a parking lot. Rewe also gets involved The machine is a side string of the so-called Click & Collect system. You order online and pick up the goods later. This saves you waiting at the checkout and long searches in the aisles of the shop. Competitor Rewe relies relatively heavily on Click & Collect, and according to the company, pick-up is possible in every second supermarket of the chain with its 1,800 locations in Germany. However, in the vast majority of cases, this involves going to a certain area of the store and receiving the order from an employee. Rewe, on the other hand i.e. without contact with a person has only 16 pick-up machines nationwide. They can be used around the clock, most of them are in Cologne and Berlin. "The stations are another offer to give customers more flexibility when shopping," says a Rewe spokesman. "Especially in city centres, where there is not enough space for a REWE store with a pick-up service, the format of the pick-up stations is a good idea." Rewe does not have any major expansion plans for its vending machine presence: In principle, "the expansion of the stationary pick-up service in the store is preferred," according to the supermarket chain. Read more: Food from the vending machine: Aldi and Rewe are breaking new ground ( merkur.de ) #smartdiscount #aldi #rewe #vendingmachines #automation #germany #test #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Variety Retail Chain Action has been on a high expansion course for some time. With 15.3 million customers per week, Action is currently enjoying great success as a discounter in the non-food sector. The company from the Netherlands has a range consisting of 6,000 products from the areas of cleaning, household, garden as well as stationery and multimedia. In 2023, Action generated a new record turnover of around 11.3 billion euros in Europe. Now discounter LIDL is taking a drastic approach in its latest advertisement, in which current non-food items are compared directly in the flyer with those of Action. In the current handout, LIDL presents a detailed product and price comparison to highlight the advantages of his DIY own brand Parkside, among others, over the items from Action. The focus is on better or more extensive features of LIDL's own-brand products, which are offered at the same prices as Action's items. An example is Parkside's white varnish, which can be used for 8 applications at the same price as Action, but for 8 applications at LIDL, compared to Action with 5 applications. In addition to LIDL, other non-food retailers such as Kodi or Tedi have also come under pressure. The Dutch retailer continues to expand strongly and now operates over 530 stores in Germany, almost 50 more than in the previous year. What distinguishes Action, in addition to a wide assortment, is also the high value for money. The company currently offers around 1,500 items for less than 1 euro. More than two-thirds of all products cost less than 2 euros. LIDL knows exactly about the strong competitor from the neighboring country. Especially in the two foreign markets of France and the Netherlands, Action is represented almost everywhere. The company started in 1993 in Enkhuizen, the Netherlands, moved to Belgium in 2005 and to Germany in 2009. The company is 80 percent owned by the British private equity company 3i. In takeovers, the investment company from the island invests primarily in majority shareholdings in companies with a value of between 100 and 500 million euros. The most recent newly opened branch was recently in LIDL's home region in Heilbronn. The threat to the large discounters such as Aldi and LIDL is not only becoming greater through action. Other non-food specialists such as Woolworth or Pepco also continue to grow through their pricing policy. Pepco reported a 4.3% decline in adjusted revenue in the third quarter just a few days ago but maintained its full-year 2024 earnings guidance. Since the beginning of the current year, Pepco has been 70 percent owned by Steinhoff International Holdings. Behind this is an internationally operating furniture group that has its roots in Lower Saxony. Steinhoff is active in many areas of retail. Woolworth can also boast positive figures. In 2023, the group was able to expand its branch network to over 650 locations, including the first branches in Poland and Austria. Woolworth has also made a name for itself in the non-food segment and carries a wide range of articles for everyday needs. These include, for example, home textiles, household items, fashion for women, men and children, decorative and drugstore items, stationery and haberdashery as well as a selection of gift items. In the 2021/2022 financial year, the company achieved sales of 641 million euros and a profit after tax of 25.8 million euros. The current figures make it clear that this is not only a challenge for the Schwarz subsidiary LIDL, but a turning point in the entire market. The food discounters are in danger of losing touch in a business area that has been profitable for them so far. It remains to be seen whether LIDL's new advertising campaign will be successful, but it also shows that the challenge of the other providers, at least LIDL, is being taken more than seriously. Read more: LIDL hat nun den Nonfood-Discounter Action im Visier! - Supermarkt Inside ( supermarkt-inside.de ) #smartdiscount #germany #lidl #action #competition #nonfood #inout #wigig #specialbuys #aldi #woolworth #tedi #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Aldi Netherlands, has always been very selective about coming out in interviews in its fifty years in the Netherlands. In fact, this is the first time that the discounter's HR department has shared experiences with the media. There is every reason to do so, according to Carla van Lingen, Managing Director of People & Culture: "Enjoying our work is central to us." Last year, ALDI celebrated its 50th anniversary in the Netherlands. The first employee was also honored for fifty years of service. This is an illustration of the staff's tenure, says Carla van Lingen at the head office in Culemborg. "There is a large population that has been with us for many years. The family atmosphere and the personal touch have a certain appeal." This also applies to customers, she notes. For example, a regular customer recently opened a new store, with a fiery speech. "There was so much pride and commitment there, you don't need much marketing anymore." She joined ALDI Netherlands in February 2019. A company with 500 stores and 10,000 employees. Of which an HR team with no fewer than five employees, who dealt with basic tasks such as payroll administration and legal obligations. "We were very instrumentally oriented and focused on productivity. But nowadays, work is much more than work and an employment contract. Based on that vision, we started and formed policy in areas such as onboarding, talent management, training and also social support for employees." Decentralised The number of stores and employees is still the same more than five years later, but Van Lingen is now at the helm of a team of sixty HR professionals, forty people who work on strategic and tactical matters in Culemborg and twenty operational employees in the regional sales companies. Unlike other large supermarket chains, ALDI works decentrally, with regional sales companies throughout the country from which distribution is also provided to the stores. So a lot has happened in the HR field in recent years. Van Lingen: "I started building HR and noticed that I could express my own vision. That got me excited. Soon there was a certain energy to take steps towards the future together. We have brought the HR business partnership into the organization." Within a few months of taking office, she moved up to the boardroom table as Managing Director of People & Culture, due to a different organisational structure. There she received support for her vision. "Enjoying working in relation to business performance has always been my vision of HR. Working well involves many elements, and not just time on the shop floor. It is the entire context of work: recognition, training, perspective and cooperation. An employee should come home from work in a pleasant way." An important key to that pleasant work is 'the good conversation'. "I focus on that, and you don't get it from a book. Keep it as simple as possible, and just do it. Sit down at the table with each other and listen, then you get a certain interaction. And do the same with your work environment. The supermarket is a special working environment, with a thin dividing line between employees and customers. The employees are your best ambassadors." Doers Its HR professionals are tasked with facilitating the good conversation between employees and managers. Van Lingen wants them to be physically present and sit 'on the axis' between the two, and not attend the conversation on the manager's side, as is often the case. She has instilled 'just doing it' as a work ethic. New HR professionals therefore prefer to be 'doers'. Yet she often has to help them on their way. "They have learned what makes a good conversation, but how you do it is something else. I take them with me in that. And that's how I work myself: putting things into practice and solving them. That's what makes my work so enjoyable." This is the first time that ALDI has been open about the way HR works in this way. The time is ripe for it, says Carla van Lingen. "We are receiving external confirmation from various quarters that the steps we are taking are bearing fruit. If you focus on pleasant work, employees will stay with you longer, customers will be positively influenced and you will have a clear proposition on the job market. We've made huge strides." As an example of external confirmation, she mentions the recent certification of Top Employer, for the second year in a row. "In 2020, we did a baseline measurement in the HR department. That was inspiring, there was a lot of work to be done. Three years later, we went for certification and passed. This means that the recognition that we are benchmark-worthy with our HR policy and application in practice is a fact." She has more external confirmations at the ready: a nice rise on the Randstad ladder for employers, in Manners.nl ALD I's employment conditions for part-time jobs were rated as the best and in the Intelligence Group's ranking for retail companies, ALDI rises from 31e to tenth place. Blue blood Another 'proof' that the chosen path is the right one, she sees among the employees, expressed in the employers' campaign 'MORE than you think'. "In it, blue-blooded employees who have been with ALDI for a long time answer the question of what ALDI means to them. They answer that ALDI does more than you think." Going public is also in line with the current situation on the labour market. Talent is being pulled everywhere, including talents within ALDI. "The employees appreciate their job security, the working conditions, the team spirit and the opportunities to take steps. By going public with this, ALDI becomes more top of mind as an employer." The development of HR went hand in hand with a major modernization drive. All manual work processes became automated workflows in areas such as onboarding, recruitment, time tracking and payroll. Communication with employees is now also done on a platform that is available via an app. "You slowly get your employees on board and it's now being used very well, the ALDI for you app has an 80 percent participation rate." She enjoys working with the global head office in Germany. "Of course, we work within the framework of ALDI Nord, but I have always felt that there is a lot of room to develop initiatives, to gain support and to put it into practice with the HR managers," says Carla van Lingen. "That means collaboration and communication, which in turn creates frameworks that are then reconsidered. Then the green light is not always necessary." This allowed her to carry out her transformation of the HR department. With the support of the other fifteen board members, she emphasizes. "We do it together, and it's my role to think ahead." Best practice She believes that other countries will adopt this model as a best practice is quite possible. "Because uniformity is part of our revenue model." Moreover, the culture of 'working well and just doing it' is in line with ALDI's vision, she says. "Our organizational strategy is that customers can buy groceries with us as easily and cheaply as possible. Employees must therefore also understand that we set up the store as efficiently as possible based on this discount concept. Whether they want to participate in this has to do with the fine way of working. The fact that our work is multifaceted and employees are not in one department also contributes to this." Employee lifecycle philosophy The challenges in terms of personnel remain great, especially with the further ageing of the population on the way. Carla van Lingen is well aware of this. "That's why we do our best to retain employees, to optimize the pleasant way of working and to organize the work processes as efficiently as possible." Furthermore, it is a matter of 'staying alert'. "We need to take the right steps for all generations. For example, more and more older employees want to continue working after retirement. And employees who come in now have very different demands on the employer. They look at leadership in a different way, want to work flexibly and pay a lot of attention to their personal development." She also calls this integral view of employees the 'employee lifecycle philosophy'. "From the first to the last contact with the employee, we have to have an answer based on the vision of pleasant work. Taxation and taxability must go hand in hand. That's what you'll find out in those good conversations." Corona Work and private life are not strictly separated. This is a broad development in companies and organisations, but it mainly applies to the supermarket environment, Carla van Lingen notes. "Our environment is a representation of society. During corona, for example, everything was closed except for the supermarket. "Everything ended up here, including enforcement. So we also had to make employees more resilient against aggression." The pandemic was also the time to accelerate in the field of technology. "That was already in the works, and then I got all the support for it." Corona, inflation, housing shortage. These are social themes that end up in the workplace. "Employers have become social safety nets. We are asked to come up with solutions that affect not only the work, but more and more the emotional contact. How do we take care of each other?" Read more: Director People & Culture Carla van Lingen puts HR on the map at ALDI: "We have made huge strides" - CHRO.nl #smartdiscount #aldi #netherlands #hr #personnel #development #growth #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount retail chain Aldi Portugal highlights that, during the last year (from May 2023 to April 2024), consumers who had shopped in its stores could have saved up to €623 per year and thus reduced the annual expense of their shopping basket by around 18%, compared to the market average Portuguese. This research is independently executed based on representative pricing data from consulting firm Kantar Worldpanel. With an assortment made up of 85% of its own private label brands, Aldi continues to invest in its portfolio of brands to respond to strong consumer demand, as these have been increasingly seen as a saving option due to their affordable value compared to the quality presented. In addition, to strengthen support for Portuguese families in the face of the inflationary context, the brand has been implementing several savings actions since the beginning of the year. In January, before the end of the "zero VAT" measure, it announced the "STOP IVA" campaign, where it discounted the value equal to VAT on more than 300 private label items. Following this, it also launched the "Always Filling" campaign, where it reduced prices again and guaranteed the possibility for consumers to purchase an economic basket, consisting of more than 50 products, for only 86.75 euros. Currently, it has the "STOP Inflation" action in force, which consists of a new price reduction for more than 200 essential items. Read more: Portuguese families can save more than 600 euros per year on purchases with this supermarket – Marketeer ( sapo.pt ) #smartdiscount #aldi #portugal #expansion #growth #inflation #prices #privatelabel #ownbrand #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain ALDI Spain and Atlante signed an agreement that will bring the best charging experience to ALDI’s customers and employees, while also significantly supporting mobility electrification. Atlante, the company of NHOA Group dedicated to electric vehicles (EVs) fast and ultra fast charging network, has signed an agreement with ALDI, one of the leading supermarket brands in Spain, to install and operate electric vehicle fastcharging points in their supermarkets. ALDI and Atlante have initially selected 80 supermarkets, which may become more as the partnership progresses. Atlante will install fastchargers with power outputs of 90kW to 120kW, which will allow users to charge fully their vehicles including while shopping at ALDI’s stores. Atlante’s fastcharging points will enhance the overall service level of ALDI’s supermarket car parks, making them obvious choice for the growing number of EV users. Each new fastcharging station will host from 2 to 4 charging points, ensuring sufficient availability for the supermarket users. In addition, Atlante is bringing its expertise in energy storage to the collaboration, enabling the infrastructure to scale rapidly as usage increases. Atlante’s new fastcharging points will support multiple payment methods to ensure the outmost accessibility and a seamless experience for all customers. These will include contactless payment terminals for credit or debit cards (POS), RFID cards and pay-by-link, by scanning a QR code on the charger screen. In addition, users can benefit from direct access via the myAtlante App or any of the over 70 interoperable third-party e-mobility apps (EMSPs) fully integrated in Atlante’s digital platforms. "This agreement with ALDI demonstrates confidence in our advanced technological solutions and operational capabilities, allowing us to reassert our commitment to promoting sustainable mobility in Spain" comments Giovanni Ravina CEO of Atlante Iberia. "With these new installations, we aim to provide ALDI customers with a convenient charging experience while they shop, seamlessly integrating electric mobility into their daily lives”. "At ALDI, we understand responsibility as a transversal value that guides all our operations. In our supermarkets, we offer charging points for electric vehicles as part of our commitment to sustainability and energy efficiency. With this agreement, we take another step in our desire to continue offering our customers an even more convenient, efficient, and simple service," declares David Carim, Real Estate and Expansion Managing Director at ALDI Spain. Technological innovation, the use of renewable energy and a fast, convenient and intuitive user experience are at the heart of Atlante's philosophy to create truly sustainable, zero-emission mobility accessible to all. The recent agreement with ALDI to bring electric fastcharging to its supermarkets contributes to Atlante's growing presence in this segment, confirming its potential and leadership in the electric mobility sector. Read more: NHOA: Atlante to Install Fastcharging Points in Over 80 ALDI Supermarkets in Spain ( yahoo.com ) #smartdiscount #aldi #spain #nhoa #expansion #growth #atlante #evcharger #dccharger #introduction #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain ALDI Süd is taking a new step in online grocery shopping in Germany. Starting next week, it will be possible to pick up groceries ordered online at a special counter at numerous locations. According to the discounter, this is not yet a prelude to a broad introduction of pick-up points, writes the Dutch Distrifood. The main aim of the test is to gain experience with the processes and with a completely new activity for the prize fighter. The test locations are all located in the region around Mülheim an der Ruhr, where the headquarters are located and in Düsseldorf. Read more: Aldi doet proef met click & collect in Duitsland | Twinkle ( twinklemagazine.nl ) #smartdiscount #aldi #germany #clickandcollect #stores #test #ecommerce #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Dali Everyday Grocery is a retail grocery store that sells food items, kitchen essentials and cleaning supplies at a low price. The store stated that most of its products are locally sourced while others are coming in from Malaysia, China, South Korea and Europe. Its first store opened in 2020, and has built over 630 stores nationwide, mainly in the Manila region. However, the Intellectual Property Office of the Philippines’ (IPOPHL) instructed Dali to take out some of its products due to copyright infringement. Local food and beverage company NutriAsia, Inc. issued a complaint regarding Dali’s alleged replication of its existing brand packaging for its condiments, including Datu Puti and UFC. On Wednesday, The store removed three items from its shelves: Raja Puro vinegar and soy sauce as well as Kulina banana catsup. This led some consumers to express their objections on social media regarding Dali’s withdrawal of some of its products. TikTok users are concerned that other products like the store’s beverages may soon be pulled out as well. “DO NOT TOUCH MY BAKAKULT,” one person commented on TikTok regarding Dali’s version of the well-known probiotic drink, Yakult. Nicolas & De Vega Law stated that copying original and intellectual property is a violation of the Intellectual Property Code of the Philippines or Republic Act No. 8293, and once considered as a criminal offense could be punishable by fine and imprisonment. Dali’s response Although Dali has not yet released an official public statement regarding the removal of some products, it has announced the introduction of a new brand of condiments on its shelves. Mother’s Best’s banana ketchup and sweet chili sauce have entered its shelves. “Our aim is to deliver high-quality products at the most competitive prices, ensuring you always have a choice,” Dali said in a statement. Read more: Customers are defending this discount grocery store from a gov't agency ( philstar.com ) #smartdiscount #dali #philippines #privatelabel #ownlabel #expansion #growth #politics #competition #legal #ip #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google

Discount Retail Chain Aldi Australia organised last week the 2024 ALDI Business Partner Conference 'Good, Different Today and Tomorrow'. Over invited 1,100 delegates came together at the ICC Sydney. This was an opportunity to share Aldi's ambition, strategy, and plans so Aldi can continue to grow together with their valued business partners. ALDI’s success depends on being able to deliver great value for Australians. This is only possible thanks to Aldi's strong and long term partnerships built on the foundation of mutual success. A huge thanks to all those who joined, here’s a small recap of the conference day. Read more: ALDI Business Partner Conference 2024 #smartdiscount #australia #businesspartner #supplier #icc #sydney #conference #campquality #growth #expansion #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google