Discount Retail Chain Tiendas 3B (owned by Anthony Hatoum and PE Group Quilvest Capital Partners) has already opened more than 1,800 stores in Mexico in less than 20 years. When Anthony Hatoum moved to Mexico in 2004, he spoke no Spanish and his only experience was as a consultant for McKinsey. He now owns one of the largest discount retailers in the country, opening stores at the rate of one per day. Hatoum's idea for the business came when, while working for Merrill Lynch, he oversaw an investment in the Turkish heavily discounted chain BIM. He wondered where the model pioneered by Aldi and Lidl might work. His research led him to choose Mexico because of its large size, political stability and depth of capital markets. He raised money with investors, the largest of which was Quilvest Capital Partners, a private equity firm owned by the founder of Quilmes beer. Heavily discounted companies are usually private because they need 10 to 15 years to get started, Hatoum says. In less than 20 years, Tiendas 3B has already opened more than 1,800 stores nationwide. Revenue, which totaled US $140 million in 2021, is growing at around 30 percent year-over-year, placing it on the Financial Times' list of America's Fastest-Growing Companies. Tiendas 3B, which stands for "Good, Nice and Cheap," uses a "cut with the same mold" format for its stores, Hatoum says. Each is between 400 and 500 square meters, about the size of a large convenience store. "Will I conquer the whole market?" asks Hatoum. "No way, but I will be a very strong participant in the niche I'm playing in and this one turns out to be huge in Mexico." The company, which has 17,000 employees, is present in 13 states in the center of the country, with a warehouse in each state run by relatively autonomous regional directors. The expansion is governed by a philosophy of "stretching" rather than "jumping", so it will not open in cities far removed from existing stores. Inflation has hit Mexico hard since the pandemic began, something that favored 3B's business model by forcing consumers to save. Alvaro Garcia, an analyst at BTG Pactual, says discount stores had already struggled in Mexico, due to consumers' preference for well-known brands, but it looks like 3B found the right formula. "Mexicans love their brands," Garcia explains. However, given that sector leader Bodega Aurrera is actively promoting its own brands, Tiendas 3B could benefit from a change in Mexicans' consumption habits. At a store in Mexico City, Hatoum points out products created by the company. He says they aim to be 20 to 30 percent cheaper than those from well-known brands and save time on replenishing store inventory. Walmart, FEMSA and other retailers expanded into new areas, such as financial services. Asked if he plans to open up to entirely new divisions as well, he says he wants to focus on his current business. But he admits it's something the next generation could do. "You can see this business as a platform to launch many more businesses." Read more: Tiendas 3B se beneficia de los cambios en los hábitos de consumo Grupo Milenio

Toilet paper roll, butter and ketchup are more expensive in the UK compared to some of our biggest European neighbours, research for the BBC suggests. But the UK is the cheapest for nappies and frozen pizza, consumer analysts Circana found. We compared the price of 23 food and non-food items in France, Germany, Italy, Spain and the Netherlands. When we added up the cost of buying them all, Germany came out as cheapest and France most expensive. Our snapshot suggested that shoppers in the UK were typically paying £3.80 for loo roll when a comparable pack costs £2.66 in Italy and £2.87 in Germany. Canned fish - like tuna - typically costs £1.62 in the UK but is as dear as £3.15 in Italy and £2.51 in Spain. But the data also revealed that items like bread, eggs and cooking oil were all mostly cheaper in the UK. 'Untenable' British households' budgets are being squeezed as overall food prices remain 19% higher than a year ago. The main UK supermarkets have denied making extra profits from high prices and many have already been cutting the price of items like bread and butter. But market insight agency Circana thinks retailers can go further. "The prospect for UK households to continue paying more than they do already, even if inflation levels out, is untenable for many," said the global senior vice president of strategic growth insights. "As commodity prices come down steadily, there is potential for retailers and brands to do more for hard pressed consumers in the UK," added Circana. A recent survey from Oxford Economics found UK food costs were about 7% below the EU average. But that covers a huge variety of countries. We asked Circana, which specialises in analysing consumer data, to look at some specific products in countries with the biggest, most developed economies in the European Union. "Whilst in the UK we're experiencing higher prices for certain everyday items, at the same we're paying less than our European counterparts for others," said Circana. However, trying to compare the cost of food between countries is "super complex" said market agency Bernstein, who covers the European grocery market. There are a whole host of factors which can affect why food prices can differ. The level of competition is important. In Germany, more than 40% of the market is made up by the discount supermarkets with cheaper own label products. There are also differences in eating habits and levels of food production to take into account. The UK imports around 40% of its food. Circana said this meant it paid a "buyer's premium" in what is now an increasingly volatile supply chain. Brexit hasn't helped. Then there's politics. In other words, taxation, subsidies, and regulation. In France, for instance, greater protection for producers may be driving some higher food prices in stores, said Bernstein. Circana looked at the price per unit based on comparable pack sizes right across a category. The price you see in the charts is the average for all the different types of product included branded and non-branded items. The cost in Euros was then converted into Sterling using the Bank of England's conversion rate. The data is for March. In the UK, it doesn't include the discounters, Aldi and Lidl, which make up 17% of the UK grocery sector. But the research covers around 80% of the market in each of the other five countries. This is a small snapshot. For instance, there's no fresh fruit and veg which was too difficult to compare because of seasonality, sizing and the amount of produce grown domestically. The graph above shows the overall difference in price for the 23 products we looked at added together. Germany is the cheapest, nearly £20 less than France which is way out in front. Our shop is third cheapest in this league table, fairly similar, in fact, with Italy, Spain and the Netherlands. Food price inflation, the rate at which prices are changing, is affecting every European country. Circana said in recent weeks inflation had been easing in Germany, the Netherlands and Spain, where prices rose earlier than the UK. He expects the UK will follow suit over the next few months. Source: BBC news #smartdiscount #shoppingbehavior #foodshoppinghabits #privatelabel #pl #ownbrand #ownlabelproducts #drc #discount #retail #consulting #discountretail #discounters #discountretailconsulting

Colombian products reach the largest retail chain in Poland. Biedronka will have a week dedicated to Colombian products such as hammocks, cocadas and guava candy. Poland is establishing itself as an increasingly important market for Colombian exporters: it went from position 50 in 2017 as a destination in the world for national products, to being number 34 in 2022, and today it is one of the top 10 in Europe. In addition, the amount of exports doubled, reaching US$56 million that year, with an average year-on-year growth of 29%. The projections are favorable, especially for the agro-industrial sector. This is confirmed by Carmen Caballero, president of ProColombia, an entity that promotes Acción Colombia, a promotion strategy with the 3,200 Biedronka stores, the largest retail chain in the European country that will dedicate a week to Colombia from June 9. “We will be with 10 Colombian companies that will carry 39 containers full of 20 products that have the potential to increase their participation in the Polish market, a destination that has been gaining relevance in our strategy of bringing Colombian supply closer to international demand because it has been coming for five years. increasing their food purchases from the world”, explained Carmen Caballero, president of ProColombia. According to Trademap figures, imports from Poland went from US$267.7 billion in 2018 to US$358.593 million in 2022, indicating a variation of over 30%. In this period, the purchase of agricultural products grew 42%, mainly from Germany and the Netherlands. With Acción Colombia, the Poles will see a display of color with a varied offer that includes from nine thousand hammocks to plantain and cassava chips, aromatics, guava candy, coffee, dehydrated and chocolate-covered fruits, coconut sweets, caramels and other candies. The arrival of these products in Poland has been possible thanks to the collaboration between the Colombian Embassy in Poland and ProColombia, with the leadership of the Ministry of Commerce, Industry and Tourism. Among the participating companies will be Fruandes. “We are a company that has been exporting for 16 years, and in this time we have consolidated a presence in the European market, exporting to countries such as Germany, Romania, Switzerland, Sweden, Spain, Italy, France and Poland. With this initiative of Biedronka, we have managed to achieve a route of commercial routes with the Polish market, above all due to the great reception our products have had, and the image of our brand. We have participated in this project, initially sending dehydrated fruits, such as cape gooseberry, banana and pineapple, to later expand to organic mango chocolate, dragon fruit and other fruits," explained Leonardo Orjuela, its general manager. Also participating is Moreno Tradem, a Colombian company based in Romania. “We plan to open new offices in Slovakia, Germany and Spain by the end of 2023. Our mission is to promote and bring good quality and reliable Colombian products to the European market,” said Florin Volcinschi, Managing Partner. He further explained that “the Polish market is characterized by being very competitive and conscious of its prices. In terms of consumption, these customers can be compared to those in the German market. They are very careful with all the general details, taking into account the ingredients, the recommendations they receive from other customers, and the appearance and design of the products. They make the decision to buy once they are convinced that the products are worth it”. Camila Velez, director of Business Development at Turbana, another of the participating companies, assured that "the Polish market is in line with our international expansion plan, since we are interested in competing with native products from the region, delivering a product of quality that contributes to the sustainable development of small banana producers. In the activation for Biedronka we sent plantain and cassava chips”. About Biedronka Biedronka, owned by Jeronimo Martins Polska S.A. is the largest retail chain in Poland, with more than 3,400 stores located in more than 1,300 towns and cities, with figures as of the first quarter of 2023. It has been present in the Polish market for 27 years. The pillars of the company's strategy are carefully selected products of the highest quality, offered at everyday low prices. Source: Portafolio #smartdiscount #jeronimomartins #biedronka #colombia #poland #colombianproducts #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting

There has been a "massive shift" in the way we do our grocery shopping since the pandemic, analyst firm Kantar has told the BBC. Private labels are rising and discounters are here to stay. Among the changes, shoppers now visit the supermarket less often, spend more on own-label goods and are turning to loyalty schemes to get discounts. The cost-of-living crisis has helped drive the changes, as food prices soar. But trends such as the rise of the discounters Aldi and Lidl go back further. The BBC has identified five key ways shopping has changed based on data exclusively compiled by Kantar. 1. We shop less often but spend more According to the figures, the average household made 18 trips to a grocer a month before Covid, but now it is down to around 16 times a month. We're also spending more on our main shop than before the pandemic - although we're not splurging like we did in lockdown. "We still haven't got back to the shops like we used to," Head of Retail and consumer insight at Kantar, tells the BBC. "People are working from home a bit more which cuts down the opportunities to shop." The Managing Director of Iceland, says customer behaviour at the supermarket confirms the trend. "We're seeing more volume of sales in terms of products being bought, but actually less shopper frequency in stores," he says. "So people are shopping more at month-end." 2. The shift to online has slowed Almost 12% (11.7%) of UK grocery spending today is online, down from a peak of 15.4% in February 2021 at the height of the pandemic, Kantar's data shows. Kantar says this is because many older people who took up online shopping in lockdown have given it up. "Those people have got time now to go out to shops and probably enjoy taking a trip out and going to see people." That said, online shopping is still more popular that than it was just before Covid, when it accounted for around 8% of grocery spending. Many younger people will "use online shopping as a default" as time goes on, says the founder of retail analysts Savvy Marketing. 3. The rise of own-label products In 2005 about 45% of grocery sales were own brand, but by the end of 2022 it had risen to 51%, according to Kantar. Shoppers have been swapping established brands for cheaper supermarket alternatives as food prices rise at their fastest rate in 45 years. Savvy Marketing says: "Even shoppers who would have rejected own label are now buying own label. So it's not just people forced to do it, people who have a choice are also downtrading." Supermarkets have also been expanding their own-label ranges as it helps them stand out in a competitive market. It's possible the trend could be temporary, Savvy Marketing says, but people who try own-label brands might also like and stay with them. 4. The discounters are here to stay Sales at the discounters Aldi and Lidl soared by more than 23% year-on-year in the 12 weeks to 14 May, according to Kantar. That's more than twice as fast as sales are growing at the UK's top two supermarkets, Tesco and Sainsbury's. The discounters have been gaining share for a decade but have been boosted by the cost of living crisis, as customers look to save. Last year Aldi overtook Morrisons to become the UK's fourth biggest supermarket, the editor of Grocer magazine, thinks Lidl could soon be fifth. "Historically the discounters were a second shop for staples and discounts, but we're seeing Aldi and Lidl increasingly becoming a main shop with secondary shops elsewhere," The Grocer Magazine says. "However, few people do all their shopping at an Aldi or Lidl - they tend to be part of a repertoire." Their rise has coincided with an increase in price matching and the expansion of basics ranges at other supermarkets which are fighting back. Take the high-end grocer Waitrose, which tells the BBC that at £1.25 for six, its Essentials eggs are cheaper than Aldi and Asda's. 5. People turn to loyalty schemes for discounts The number of in-store deals at supermarkets has fallen sharply since 2014, according to Kantar. Back then they accounted for 40% of all grocery spending, today it's 25%. Instead, shoppers are increasingly turning to supermarket loyalty schemes to access discounts. These schemes used to be about collecting points that could be exchanged for experiences such as days out. But most have been revamped or expanded to offer in-store or personalised deals for shoppers. Recently launched examples include Tesco's Clubcard Prices scheme, Morrisons More (which replaces its My Morrisons scheme) and Lidl Plus. In order to access a loyalty scheme promotion you have to scan your card or app when you pay. In return retailers collect data on you which can they can sell to brands for marketing purposes. The schemes are not really about improving loyalty, says The Grocer Magazine, as most shoppers will be members of multiple schemes. "Once there was a physical limit on the number of cards you could carry in your wallet, but nowadays you can have an unlimited number of loyalty scheme apps on your phone." Source: BBC #smartdiscount #shoppingbehavior #foodshoppinghabits #privatelabel #pl #ownbrand #ownlabelproducts #drc #discount #retail #consulting #discountretail #discounters #discountretailconsulting

E-commerce retailer Rohlik Group owner of retail e-commerce platforms such as Knuspr (Deutschland) und Gurkerl (Österreich), we are still building a complete portfolio of private-label products, and therefore trends are influenced by the character of the categories in which we have already developed value-for-money private-label products. However, we can confirm that, in all categories where we have launched new value-for-money (VFM) products, these products are penetrating very well, while they are also fulfilling the objective of being the best-selling products in the respective category. In what product categories have you seen the highest private-label growth, and why? The most successful categories in the VFM segment are dairy products and cold cuts, and we expect great potential from the nut and plant-based categories. How are you seeking to adapt your private-label offering to cater to both value-hungry and premium shoppers? We have divided our product range into three segments: top (premium farm products), mid (A-brands) and low (entry price segment). We therefore divide our private labels in the same way, with each of the top/mid/low segments having their own private labels that target a specific group of customers – for example, the premium private label targets price-insensitive customers, and the VFM private labels target price-sensitive customers. What new private-label product launches or campaigns have proven particularly successful over the past year? Very successful products include the range of organic plant-based drinks or nuts under the Yutto private-label brand and smoked salmon under the Pappudia brand. These products exactly match the brand promise, i.e. A-brand quality and product design at a significantly lower retail price for the end customer. Read more: Rohlik Group's Petr Chvojka On Making Private Label Work Online | ESM Magazine

Sales in what was the company's first quarter totalled $1.29 billion Montreal-based Dollarama Inc. (TSX: DOL) enjoyed a 21% year-over-year jump in sales and it totalled the sales with $1.29 billion in its latest quarter as the discount retailer scooped up consumers seeking cheaper products amid high inflation. For same-store sales, the number of transactions grew nearly 16% while purchase sizes also nudged up.In the quarter ended April 30, the company said strong demand held up across the board, from consumables to seasonal items and general merchandise, resulting in a profit boost of 23% from a year earlier. Dollarama's real estate footprint is increasing as well. It opened 21 net new stores in its first quarter, pushing its network to 1,507 locations by April 30 versus 1,431 a year earlier – an 11% expansion. Dollarama hopes to reach 2,000 stores in Canada by 2031. As interest rates rise along with the cost of living, the customer boost stemmed partly from "trade-down, no doubt,'' a spokesman of Dollarama said, referring to shoppers who swap their previous retailers of choice for more affordable alternatives. The trend came as Dollarama was relatively indifferent to competitor discounts. "We don't react to promotional activity. We never have,'' Dollarama said. "If you come in our stores at back to school, you're probably going to pay more for the hundred-pack of looseleaf – of ruled white paper – than you will walking into another retailer that's giving it away at that time of the year. But for the other 11 and a half months of the year, we're cheaper,'' the CEO said. On Wednesday, the company reported earnings of $179.9 million in its latest quarter, up from $145.5 million in the same period the year before. The profits amounted to 63 cents per diluted share for the quarter ended April 30, up from 49 cents per diluted share a year earlier. Sales totaled $1.29 billion, up from $1.07 billion in the same quarter last year. Analysts on average had expected a profit of 59 cents per share and $1.25 billion in sales, according to estimates compiled by financial markets data firm Refinitiv. Source: Canadian Grocer, Refinitiv #smartdiscount #dollarama #sales #profits #canada #drc #discount #retail #consulting #discountretail #discounters #discountretailconsulting

According to the study, the number of SKUs with non-zero sales is increasing every year, and in 2022 it reached 348 thousand units (this number does not take into account private labels). But of the variety of assortment, tastes, package sizes and formats, only 3.7% form 80% of the turnover. At the same time, the efficiency of the assortment is gradually decreasing every year. If in 2020 4% of SKUs were responsible for 80% of cash sales, then in 2021 - 3.8%, in 2022 - 3.7%. Source: Retail.ru

Discount Variety Retail Chain Five Below (listed NASDAQ: FIVE) is continuing its aggressive expansion even as its customers face “multiple macro headwinds. The tween and teen discounter reported a 13.5% increase in first-quarter revenue and reaffirmed its plans to open a record 200-plus stores in its current fiscal year, with the majority of the openings in the back-half of the year. Looking ahead, the chain already has a “strong pipeline” of new stores for 2024, CEO Joel Anderson said on the earnings call. In addition, Five Below is on track to complete more than 400 store conversions this year to its Five Beyond format, which has an in-store area dedicated to items priced above the chain’s signature $5.00 threshold. Five Below reported first-quarter net income of $37.5 million, or $0.67 a share, in the quarter ended April 29, compared with $32.7 million, or $0.59 a share, in the year-ago quarter. Analysts had expected earnings per share of $0.63. Revenue rose 13.5% to $726.2 million, compared with $639.6 million in the prior-year quarter. Same-store sales rose 2.7%. Five Below had a 3.9% comp transaction increase, which was the highest since 2017. “While our customers face multiple macro headwinds, we continue to be there for them, flexing our offering to bring them the Wow products they need and want,” Anderson stated in the earnings release. “Our broad-based sales performance and transaction trends demonstrate that we are gaining trips and customers through our amazing value, trend-right products and Five Beyond prototype.” Looking to the rest of the year, Anderson said the company remains focused on playing offense to drive increased market share. “With the headwinds of the pandemic moderating, combined with our continued experience and efficiency-based initiatives, we believe we are well-positioned to continue our high growth,” he said. Five Below raised the low end of its full-year revenue and profit forecasts. The company expects full-year revenue of between $3.5 billion and $3.57 billion, based on its plans to open more than 200 stores, compared to its prior forecast of $3.49 billion to $3.59 billion. Same-store sales are expected to increase 1% to 3%. Earnings per share are expected to range from $5.31 to $5.71 compared to its prior estimate of $5.25 to $5.76. The company opened 27 new stores across 19 states and ended the quarter with 1,367 stores in 43 states. Five Below opened 27 new stores across 19 states and ended the quarter with 1,367 stores in 43 states. Read more: Five Below on track to open 200-plus stores; convert 400 stores to new format | Chain Store Age

The evolution of discount stores in Colombia is growing swiftly. In the meanwhile, also the 3rd discount player, Isimo, is aiming for 600 stores. Smaller discount store chains like Bodega Aurrera, Exito and Olympico have ambitious expansion plans as well. It is expected that D1 will have more than 4,000 discount stores by end 2024. #smartdiscount #d1 #ara #isimo #colombia #olympic #jumbo #exito #bodegaaurrera #growth #drc #discount #retail #consulting #retailconsulting #discountretail #discountretailconsulting

British discount retailer B&M has forecast higher 2024 core earnings, after reporting an annual profit in line with its expectations. B&M, which sells everything from toys to frozen food and garden furniture, reported adjusted core profit of £573 million (€663.8 million) for the year ended March 25, down 7.4% from last year. The company had expected 2023 adjusted earnings before interest, taxes, depreciation, and amortisation of between £560 million (€648.7 million) and £580 million (€671.9 million). Total group revenue for the year stood at £4.98 billion (€5.77 billion), which the company said was close to a third (+30.3%) ahead of pre-pandemic levels on a constant currency basis. "FY23 has been another year of strong underlying progress for B&M and the long-term future looks very positive," the CEO commented. Looking ahead, the CEO said that he was confident that the discount retailer could continue to drive growth through its four channels – existing B&M UK stores, new B&M UK stores, its France business and Heron Foods. "In delivering this growth, B&M will generate cash and compound earnings growth for our shareholders, he said. "We are actively responding to the short-term pressure on consumers from the cost-of-living crisis, with a relentless focus on price and value." Source: ESM #smartdiscount #bm #growth #profit #drc #discount #retail #consulting #discountretail #discountretailconsulting

As many brands race to become as digitally available as possible, Trader Joe’s is going the opposite route, leaning into its lack of e-commerce presence to set the shopping experience apart. Recently, the company spoke to the motivations behind its lack of online shopping and delivery options, attributing it to an emphasis that the retailer places on product discovery, to the role that people (both associates and fellow customers) play in the shopping journey and to the economics of e-commerce. “It’s that experience of being inside the four walls of Trader Joe’s that makes Trader Joe’s what it is,” Trader Joe’s Vice President of Marketing explained. “That experience would not be the same if you were trying to order something from a website that just showed you the products you already know about. … When you are shopping virtually as opposed to in a physical space, you tend to have blinders on, and you see the products you are already looking for.” Additionally, the vice president of marketing at the grocer, noted that eCommerce channels, especially delivery, “would only just add cost” that would detract from the resources that the grocer can invest in that in-store experience. The company would rather spend on well-trained associates. This approach marks a deviation from the overwhelming majority of grocers’ views of e-commerce. Findings from PYMNTS’ study “Big Retail’s Innovation Mandate: Convenience and Personalization,” created in collaboration with ACI Worldwide, which draws from a survey of 300 retailers across the United States and the United Kingdom, reveal that 76% of grocers think consumers would be very or extremely likely to switch merchants if not offered the ability to order products for delivery. Plus, 79% said the same of mobile apps. The market remains underpenetrated, with lots of room for growth. Data from PYMNTS’ study, “Digital Economy Payments: The Ascent of Digital Wallets,” for which we surveyed more than 2,700 U.S. consumers about their shopping habits, showed that online grocery adoption is less than half that of online non-grocery retail. Moreover, nearly half of all consumers are purchasing groceries via eCommerce channels. Research from PYMNTS’ new study “Changes in Grocery Shopping Habits and Perception,” which draws from a survey of more than 2,400 U.S. consumers, finds that 45% shop for groceries online at least some of the time and 7% do so all the time. Yet given Trader Joe’s move to center the in-store experience as a differentiator in the competitive grocery landscape, the very prevalence of eCommerce options could strengthen the brand’s distinctiveness at a time when retailers are increasingly diverting resources away from brick-and-mortar towards digital channels. “When we think about being a brick-and-mortar business, when we think about the store being our brand, we think about our customers’ emotional experience when they’re shopping in their Trader Joe’s,” another spokesman said. “We’re thinking about our customers coming to our stores to see our crew and get our products.” Source: Pymnts #smartdiscount #traderjoes #usa #digital #discountfoodretail #discounter #discount #foodretail #retail #drc #discountretailconsulting #retailconsulting #consulting #consultancy

The grocer says it would rather spend that money on well-trained staff. Is Trader Joe’s bothered by its own lack of digital presence? Not at all. In fact, the grocer is instead focused on its brick-and-mortar, according to Trader Joe's. Often shoppers pose questions like: “why doesn’t Trader Joe’s have online shopping? Why don’t you deliver?” The answer, according to TJ’s is: “We believe the store is our brand, that what happens within the four walls of your neighborhood Trader Joe’s is a huge part of what makes Trader Joe’s special.” Matt Sloan, vice president of marketing at Trader Joe’s, said that ecommerce channels, especially delivery, “would only just add cost” which would detract from the resources that the grocer can invest in that in-store experience. Miller added that the company would rather spend that same money on well-trained associates, reports news and analysis company PYMNTS. So, Trader Joe’s has made it a point to lean into its strengths and “be a brick-and-mortar on purpose,” starting with what’s inside its stores. Trader Joe’s Vice President of Marketing Tara Miller explained, “That experience would not be the same if you were trying to order something from a website that just showed you the products you already know about. When you are shopping virtually as opposed to in a physical space, you tend to have blinders on, and you see the products you are already looking for.” Source: SN, Pymnts #smartdiscount #traderjoes #usa #digital #discountfoodretail #discounter #discount #foodretail #retail #drc #discountretailconsulting #retailconsulting #consulting #consultancy