X5 Group announced that it has reached agreements on the acquisition of Tamerlan, which operates the Pokupochka and PokupAlco stores in the Southern Federal District of Russia and in the Stavropol Territory. The corresponding petition was approved by the Federal Antimonopoly Service (FAS) of the Russian Federation. As part of the transaction, X5 acquires 100% of Tamerlane LLC, the operating structure of the Pokupochka discounter chain, the PokupAlco discounter chain with an expanded range of alcoholic beverages and Ga-Ga supermarkets. The perimeter of the transaction includes 295 stores with a total sales area of 124.200 m2, most of which operate in the Volgograd region. In addition, X5 will receive lease rights for a distribution center in the Volgograd region with a total area of 30,000 m2. "X5 Group's strategy involves active business development both through organic growth and through M&A transactions, as well as strategic partnerships, such as the one we entered into last year with the Krasny Yar and Slat chains. Thanks to the acquisition of Tamerlan, we will be able to expand our presence in the south of Russia and take a leading position in this region. At the same time, customers will have more opportunities to purchase a wide range of goods at affordable prices in the stores of the largest Russian retailer," said Chief Executive Officer of X5 Group. Source: https://www.retail.ru/news/x5-group-stanet-vladeltsem-295-magazinov-pokupochka-pokupalko-i-ga-ga/ #smartdiscount #discountfoodretail #discounter #discount #foodretail #retail #drc #discountretailconsulting #retailconsulting #consulting #consultancy #x5 #x5group #pokupochka #stavropol

All four retailers have cut the price on four pints of milk this week from £1.65 to £1.55 – a 6% fall. The price of two pints is down from £1.30 to £1.25, while one pint has fallen from 95p to 90p. Milk prices hit an all-time high earlier this year following average annual rises of 43%, according to ONS in February. “We’ve seen some cost price deflation for milk across the market in recent times, and we want to take this opportunity to pass that reduction on to customers,” said Tesco UK CEO last week. Sainsbury’s echoed the comment, saying it was “working hard to keep prices low, especially on the everyday essentials people buy the most”. It comes as farmgate milk prices begin to fall, official government data shows. Prices peaked at 51.6p per litre in December 2022, but are now down to 48p per litre – a fall of 7%. Both Sainsbury’s and Tesco have confirmed that milk price cuts in stores will not affect how much they pay their farmers. Sainsbury’s has developed a pricing model called the Cost of Production, which was voted through by farmers. Sainsbury’s says it protects farmers against price cuts in the market. #smartdiscount #discountfoodretail #discounter #discount #foodretail #retail #drc #discountretailconsulting #retailconsulting #consulting #consultancy #uk #aldi #lidl #milkprices #milk

Trader Joe's (owned by Aldi) is among the largest grocery chains in the US, with annual sales estimated to be about $16.5 billion. Trader Joe's had more than 535 stores as of last summer. It employs about 17,000 people that the company refers to as "captains" and "crew members. Trader Joe's typical average customer is a younger, married, college-educated person in an urban area, earning over $80,000 who is 25 to 44 years old. The company does not disclose its financials as it is privately held. The chain was founded in 1967 by Joe Coulombe in Pasadena, California. Trader Joe's is now owned by the family that owns Aldi Nord, which operates separately and which is a completely different company from Aldi Sud, owner and operator of the Aldi chain of stores in the US. Analytics firm Numerator found that the typical Trader Joe's shopper is white or Asian and between 25 and 44 years old, according to its data. The shopper typically has a bachelor's degree or above and an annual income of more than $80,000. The grocer has relatively high customer turnover, though it adds more new customers than it loses. The typical customer visits Trader Joe's 13 times per year — and picks up 15 products for a total cost of about $41.69 per trip, Numerator found. By comparison, Aldi customers spend a similar amount per trip, but visit more frequently — about 16 to 17 trips per year. Trader Joe's has relatively high customer turnover among the major brands surveyed – second only to Whole Foods – with just over three-quarters of its 2021 shoppers returning in 2022. At the same time, the brand added more new customers than it lost last year, with a ratio of about three new shoppers for every two that quit visiting the brand, indicating that the customer base is growing. Customer turnover at Aldi was similar, but slightly lower. Coulombe famously applied a concept known as the Four Tests to the products he chose to stock: "high value per cubic inch; high rate of consumption; easily handled; and something in which we could be outstanding in terms of price or assortment." At Trader Joe's, shoppers tend to choose pre-made foods like frozen dinners and salad kits, as well as brands like GT's Living Foods and Volpi cured meats. About 2.4% of their spending takes place at Trader Joe's, compared to the 8% they spend on Amazon. #smartdiscount #discountfoodretail #discounter #discount #foodretail #retail #drc #typicalcustomer #discountretailconsulting #retailconsulting #consulting #consultancy#usa #traderjoes #aldi #numerator Read more typical shopper profiles: Walmart: A 59-year-old white suburban woman earning $80,000 a year Costco: A 39-year-old Asian American woman earning more than $125,000 a year Target: A millennial suburban mom with a household income of $80,000 Whole Foods: A highly educated West Coast millennial woman earning $80,000 Amazon: A college-educated married woman in the South earning $80,000 Dollar General: An older rural worker with a high school education and an income of less than $40,000 Trader Joe's: A younger, married, college-educated person earning over $80,000

The RWE offshore wind farm "Kaskasi" has gone into operation off Helgoland. From 2028, it will also supply the food retailers Lidl and Kaufland with green electricity. The competitor Rewe has already secured wind power from the North Sea some time ago. The food giant Rewe has already contractually secured wind power from the North Sea, now the Schwarz Group's competitors Lidl and Kaufland are following suit. In order to achieve their climate protection targets, the two supermarket chains have signed a long-term electricity supply agreement with RWE Supply & Trading for around 250 million kilowatt hours per year from 2028. The offshore wind farm "Kaskasi" in the German North Sea, which officially started regular operation at the end of March, is to generate this electricity. The Schwarz Group's trading divisions were thus the first corporate customers to conclude a long-term supply contract for green electricity from the wind farm off Helgoland, the Schwarz Group announced on Wednesday. The supply contract is for ten years. The "Kaskasi" wind farm is located about 35 kilometers off the coast of Helgoland and has 38 wind turbines with an installed capacity of 342 megawatts. Since the end of 2022, all plants have been feeding green electricity into the grid. The Schwarz Group wants to reduce CO2030 emissions by around 55 percent by 2. In addition to the increasing consumption of environmentally friendly electricity, a climate-friendly, energy-efficient construction of branches, administrative buildings and logistics centers should also contribute to this. Read more: Lidl and Kaufland: Schwarz Group dealers will soon purchase North Sea wind power - manager magazin (manager-magazin.de) #smartdiscount #lidl #kaufland #schwarzgroup #sustainability #energy #electricity #windpark #rwe #windfarm #northsea #windenergy #drc #discount #retail #consulting #discountretail #discountretailconsulting

Online supermarket Picnic (owned by German EDEKA) opens these days in Paris, goes to Hamburg later in April and the app is also available for residents of Berlin at the beginning of May. But first there was the official presentation of the own private label on Wednesday. About 2,000 products now bear the red and white logo. Affordable product, ugly design This story begins in late 2019. Tettje Halbertsma works as an analyst at Picnic and thinks it is time for a private label. After all, Albert Hein, Jumbo and Lidl also have them and do good business with them. At Joris Beckers and Michiel Muller she finds a pair of willing ears. The co-founders already have ideas for a private label, but they are not yet very concrete. Halbertsma is allowed to put together a team and investigates. That starts with simple fieldwork. Going to other supermarkets, comparing private labels and seeing how the customer is presented with those products. 'What we quickly noticed was the design of private labels. Just about everything that needs to be affordable is ugly designed. It almost feels like a punishment for people who live on budget.' Reinventing packaging The team saw something else striking about the private labels of grocery retailers: 'Many products are similar, shampoo looks just like milk. We quickly agreed that this had to change: affordable products in beautiful packaging. Why do private labels have to have such a cheap look?' But the biggest eye-opener is yet to come. Picnic does not have physical stores, the company does it with an app. All the private labels that the team encounters have been developed for the store shelf. "Once we realized that, a world opened up for us. This was an opportunity for us to design packaging from scratch. Design for home, not for the shelf', says Halbertsma. Muller adds: 'The first design agencies we invited to our office came up with similar designs, in which all products looked alike. But we didn't want that. In the end, we ended up with an English design agency: Big Fish. They have a lot of experience with challengers like Picnic.' Universal packaging And then the next challenge. Can you design packaging that is suitable for various markets? In several languages, so that the same jar of chocolate spread can be sold in the Netherlands, France and Germany. You probably don't think about it on a daily basis, but the laws and regulations for labels are strict. And, which made it extra difficult for Picnic, not EU-wide. 'We are an internationally oriented company. That's why we immediately wanted to make it an international brand. That sounds simple, but such an objective has major consequences. For example, there are four languages on the packaging, including on small jars of sandwich fillings', says Halbertsma. Who immediately adds that this turned out to be a headache. 'In one country you have to write everything out, for another country percentages are sufficient. Even the use of punctuation marks is close. We have enlisted the help of an external party who knows exactly what the legal rules are like.' A waving whale After three years of coming up with ideas, drawing, collecting feedback, redesigning and revalidating them, Picnic's own private label brand has now been officially launched. And what do you get? On the pack of sprinkles it rains... sprinkles. The drawn lady catches them with an upside-down umbrella. Picnic wines have a QR code. Just scan with your phone and you'll go to a Spotify playlist. And on the bag of cat gravel we see a cat reading the newspaper. And so there are numerous examples that show that the design process did not happen overnight. 'We even use animated images in the app. On the pack of rice cakes, the whale waves its tail. We do the same with the rabbit ears on the pack of toilet paper,' says Muller. If your design for home and not for the shelf, should there still be a name on the front on every package? After all, the company mainly communicates product information via the app. Anyone who sees Picnic's own energy drink knows the answer to that question. Search history determines offered offer Picnic now serves hundreds of thousands of households in three different countries. According to Muller, all those users are now not suddenly presented with only private label products. 'We are not going to hide Unox, Campina and Heineken. If people mainly search for well-known brands, they can be seen first in the app.' 'Some A-brands are difficult to copy. But if customers gradually find out that our own green tea is quite tasty, more people will automatically choose that private label.' Toilet rolls packed differently Sustainability, we haven't talked about that yet. In addition to reducing plastic, this issue for Picnic coincides with the available space. The better the products fit in their own crates, the fewer transport movements there are. 'We put more grams of chips in the same bag and have given the toilet roll packaging a different shape. As a result, it fits much better in the crate. This saves us space', says Muller. Read more: Picnic launches 2,000 home-label products worthy of Instagram (mtsprout.nl) #picnic #omnichannel #privatelabel #ownbrand #assortment #expansion #edeka #growth #pricing #drc #discount #retail #consulting #discountretail #discountretailconsulting

Schwarz Group owner of Lidl and Kaufland has been investing in the region around and in Heilbronn for some time. In the city centre, there is already an educational and scientific district that is constantly expanding and is almost entirely built up and supported by the Dieter Schwarz Foundation. There are universities, schools, kindergartens, start-up incubators and also the science centre Experimenta, which is aimed at children and young people. How much the Schwarz Foundation invests annually in the city is not known. With a large innovation park for artificial intelligence (AI), the group of companies and the Dieter Schwarz foundation want to leave their mark permanently in Heilbronn. One reason is certainly that Heilbronn is the birthplace of founder Dieter Schwarz and the city is obviously particularly close to his heart. Now a kind of circular AI district is to be built on about 23 hectares, which should offer space for around 5000 employees. This was announced only a few days ago. Construction is scheduled to begin next year, and the overall project is expected to be completed in around eight to ten years. Superlatives for the "UFO project" are not spared, Schwarz Gruppe is at the start. Just a few days ago, all participants presented a design for the 23-hectare district. Currently, there is still agricultural land there. How important and significant the Innovation Park is for the city of Heilbronn could also be seen in the participants who were present at the presentation. These included Moritz Gräter, head of the AI Innovation Park, Schwarz Gruppen boss Gerd Chrzanowski, Minister of Economic Affairs Nicole Hoffmeister-Kraut, Lord Mayor Harry Mergel and the head of the foundation, Reinhold Geilsdörfer. The tender for the new concept was won by a Rotterdam architectural firm called MVRDV (a Dutch architectural firm founded in Rotterdam in 1993). The project, which is reminiscent of a UFO, is called "KrAls". This name is derived from the term Kraal. A kraal was originally a circular settlement with a strictly regulated social structure. Kraals are mainly found in southern Africa. A 50-member jury had selected the 9 favorites from 4 designs. The final decision was made by a consortium consisting of the city of Heilbronn, the Group and the Schwarz Foundation. All participants did not spare superlatives at the press conference and the Minister of Economic Affairs, Mrs. Hoffmeister-Kraut, even spoke of "probably the largest world-class AI innovation location in whole Europe." Displeasure with other cities was inevitable. The awarding of the new innovation park with the "UFO form" to the city of Heilbronn had already caused displeasure among the defeated cities in Tübingen, Stuttgart and Karlsruhe about two years ago. The design has also prevailed due to its high recognition value. The circular shape will also be easily recognizable on map services such as Google Maps. The KI-Park Heilbronn will later pay for itself. The German state is providing a total of 50 million euros. Construction is scheduled to begin in 2024 and the opening is planned for 2026. The exact amount, what the whole project should cost, the participants did not say at the last press conference. Overall, the new district will offer space for about 5,000 employees in about 30 buildings. Primarily companies and start-ups that deal with "artificial intelligence" are to settle here. But also restaurants, shops or kindergartens are planned. It is also conceivable that people could temporarily live here themselves. Currently, they are also working on the calculations of CO2 pollution. Schwarz Group also expects new synergies from the innovation park This could also be helpful in attracting new specialists for the thousands of positions that the company has to fill in the region around Heilbronn. Currently, there are probably already talks for new partners who want to settle in Heilbronn. The discounter group is also becoming more and more a tech group due to the new promising project. It is also fitting that only a few kilometres north of Heilbronn a separate IT campus is being built for about 5,000 employees. Read more: Schwarz Group develops mega AI innovation location in Heilbronn! - Supermarket Inside (supermarkt-inside.de) #smartdiscount #schwarzgroup #lidl #kaufland #germany #ai #campus #development #investment #heilbronn #drc #discount #retail #consulting #discountretail #discountretailconsulting

Discount Retail Chain Netto Marken-Discount Germany (owned by German EDEKA) is testing a solution from Austrian specialist Checklens to help reduce shrinkage at self-checkouts (SCO). The subsidiary of Edeka Group has equipped a total of 12 self-checkouts in two stores in Regensburg with the technology. Checklens uses computer vision and artificial intelligence to identify discrepancies between items selected by customers and the actual shopping basket they registered. The system identifies items selected by the customer using a camera mounted above the checkout system and creates a virtual shopping basket. The AI-based software compares this with the scanned products. It also detects items without a barcode, such as fruit and vegetables, even if they are packed in transparent bags or nets. If the shopper has not scanned one or more items, he or she receives a message on the screen asking to correct it. This only happens at the end of the basket, when the customer has pressed the total button, allowing corrections until the end of the process. The solution only identifies products sold in the store but does not perform facial recognition. The system does not collect or store personal data, explains Checklens CEO Konstantin Heiller speaking with the Retail Optimiser. If a customer does not scan goods, this often happens by mistake or lack of practice. Heiller estimates that at most half of the shrinkage at self-service checkouts is due to fraud. He describes his solution as an assistance system that supports shoppers in operating the checkout and helps retail companies minimise inventory discrepancies. Adapted to the checkout process The Checklens solution differs from other camera-based solutions primarily through what Heiller calls its free-flow concept. This means that it is independent of the layout of the checkout zone and adapts to the respective design of the checkout process. Even how the software behaves in case of possible deviations can be designed according to the retailer’s wishes. For example, the message on the screen can simply tell the customer how many items they should re-scan or additionally display images of the corresponding products. Netto has opted for the latter. The retailer can also determine whether the error message is sent to a store employee first or simultaneously. This can also be done via a mobile device. Read more: Edeka’s Netto monitors SCOs with Checklens - Retail Optimiser (retail-optimiser.de) #smartdiscount #netto #edeka #checkout #sco #checklens #shrinkage #losses #selfcheckout #drc #discount #retail #consulting #discountretail #discountretailconsulting

Discount Retail Chain Aldi UK and Ireland boss Giles Hurley has said the discounter’s “relentless” expansion of new stores will not pause despite sabotage by supermarket rivals. In October 2018, the German grocer set a target of having 1,200 UK stores by 2025. Hurley, chief executive, said a campaign of planning objections by rival grocers had delayed its expansion plans. He said the objections came after an effort to “prevent” customers from switching to Aldi, The Telegraph reported. “We’re receiving more objections from our competition than we used to,” he said. “If you look at the price gap between Aldi and the more expensive traditional supermarkets it’s been very consistent for years and I guess one of the ways to try to prevent customers from taking advantage of that is to slow down or stop openings.” Aldi’s target to grow to 1,200 stores across the UK by 2025 required it to open 60 new supermarkets a year on average. The company is currently running behind schedule, with Aldi on course to open 40 locations this year. Its 1,000th UK branch will open in the next few weeks. Hurley said the discounter may not reach its goal of opening 200 extra stores within the next two years after progress was “slowed by events outside of our control”. Aldi’s new openings were also slowed down by planning red tape and shortages of building materials. Read more: Aldi will not halt 'relentless' roll out of UK stores despite sabotage by rivals (retailgazette.co.uk) #smartdiscount #aldi #expansion #stores #uk #ireland #halt #investment #growth #competition #legal #drc #discount #retail #consulting #discountretailconsulting #discountretail

Discount Variety Retail Chain Flying Tiger Copenhagen, the variety retailer that sells everything from water guns to yoga mats, plans to push into Asia to more than double its number of stores globally. Chief Executive Officer Martin Jermiin said the Danish chain has already signed contracts covering about half of the new 1,000 outlets it will open over the next five years. Flying Tiger now has 900 stores, most of them in Europe. “We completed a thorough analysis and will focus on growth markets where we can find top partners, and we see great potential in South East Asia,” the CEO said in a phone interview. “Now that Covid is no longer such a dominating factor we’re ready to speed up and so are our partners.” Flying Tiger has been burnt by expansions in the past. A 2018-2019 debt-fueled growth spree led to about US$110 million in losses as costs mounted faster than sales from new stores. The retailer was forced to close unprofitable outlets and exit some countries, including the US. This time it will be different, because the company is leaner after the consolidation, Jermiin said. And Flying Tiger, which is now owned by the Treville fund, won’t need any outside money to finance the push. Instead, it will use a franchise model, with partners covering much of the capital, he said. “The risk profile for this expansion is much different,” said Jermiin, who’s previously worked as a partner at McKinsey and an analyst at Goldman Sachs. The company will open an Asian headquarter in Singapore and outlets in Indonesia and the Philippines, as well as other countries. The plans don’t cover China, which is “a very complex and differentiated” market, the CEO said. “But it’s on a list of other countries we’re interesting in.” Flying Tiger started as a stall at a Danish flea market. Now, it designs and markets its own products, and surveys show that its customers see fellow Scandinavian retailer Ikea as its main competitor, Jermiin said. However, Flying Tiger doesn’t sell large pieces of furniture and has no plans to do so. “Ikea is obviously much bigger than us, but a fine yard stick for us to measure ourselves up again on how we can develop our brand,” the CEO said. Read more: Flying Tiger Looks to Ikea as CEO Will Open 1,000 Stores in Asian Push - BNN (bnnbloomberg.ca) #smartdiscount #flyingtiger #expansion #growth #asia #financing #equitydebt #stores #drc #discount #retail #consulting #discountretail #discountretailconsulting

Discount Textile Retail Chain Pepco Group, a discount retail chain that includes the Pepco, Dealz and British Poundland brands, has announced the opening of its hundredth Pepco store in Italy. The new Pepco store is an important point in the Group's expansion. The Pepco retail brand is a European brand and operates in 17 countries. The Pepco Group plans to start operations in Portugal and Bosnia and Herzegovina by the end of 2023. The opening of the store in the Parco Da Vinci Shopping Center in Rome is a significant achievement of the group, which proves the success of its pan-European expansion program, after regular openings of new stores in recent years both in new markets and in those where it has already been present. Pepco already has more than 3,000 stores from Estonia in northern Europe, to Italy in the south, and from Spain in the west to Bulgaria in Eastern Europe. Western Europe is an increasingly important market for Pepco with stores already operating in Spain, Germany, Austria and Greece, and further expansion only underlines that the whole of Europe is within the Group's reach. In March this year, Pepco opened its hundredth store in Serbia, strengthening its presence and benefiting from the strong demand for its products in the country. Pepco is also in the process of implementing plans to enter the Portuguese and Bosnian markets this year. Pepco's success in Italy, a country known for its style, high-quality apparel and luxury goods, demonstrates the strength of the Group's unique sales format, including its highly popular clothing and diverse offering, including 500 product categories at leading prices, including men's, women's and children's clothing, as well as home products, toys and cosmetics. The chain also offers limited collections, licensed products and seasonal goods on the occasion of, for example, the return of students to school or Christmas. Most of the products sold under the Pepco brand are supplied by the Group's integrated purchasing department, Pepco Global Sourcing (PGS). The Pepco Group plans to open at least 550 new stores on a net basis in fiscal year 2023, mainly under the Pepco brand. It is also constantly developing the presence of its second brand Dealz, primarily in Poland. As a result, the Group will continue to create thousands of new jobs across Europe, providing a growing number of customers with access to its popular and diverse goods. "The opening of the hundredth Pepco store in Italy is a unique moment for the Group and a key moment of our expansion in Western Europe, accompanied by a positive response from customers there. Our profitable store opening program is seeing success after success, and the enticing prices in our stores and market-leading variety of discount merchandise ensure strong demand for our goods," said Trevor Masters, CEO of Pepco Group. "We are fully committed to supporting customers looking for savings by offering an unparalleled range of products with outstanding value for money and convenience. Our ongoing expansion will enable us to deliver goods to a growing number of people," added Masters. Read more: https://www.dlahandlu.pl/nonfood/pepco-podbija-kolejny-kraj-100-sklepow-na-liczniku,117558.html #smartdiscount #pepco #italy #expansion #growth #stores #investments #bosnia #portugal #dealz #poundland #drc #discount #retail #consulting #discountretail #discountretailconsulting

Discount Retail Chain Lidl Poland (owned by the German Schwarz Group) builds a new distribution centre will cover an area of approx. 254,000 sqm. and will be divided into two stages. After the implementation of the first stage of the investment, the area will be divided into: − building area size – approx. 69 000 m2, – paved area size – approx. 95 000 m2, – biologically active area size – approx. 89 000 m2. After the completion of the second stage, the investment area will be divided into: − building area size – approx. 80 000 m2, – paved areas size – approx. 94 000 m2, – biologically active area size – approx. 79 000 m2. The new warehouses of the Lidl chain will employ approx. 400 people It is planned that work in the plant will take place 24 hours a day, 7 days a week. It is estimated that approx. 90 office workers and approx. 300 employees working in the hall will be employed. The center will act as a macro-unit for receiving, storing, picking and shipping the stored assortment. Let us remind you that the chain also wants to build a distribution center in the municipality of Gietrzwałd near Olsztyn.According to our calculations, it will be the 14th warehouse of the network in Poland. Earnings of warehouse workers in Lidl centers A warehouse employee involved in picking goods receives a salary of PLN 4,800-5,250 gross at the start. After the first year of work, the salary increases to PLN 5,050-5,500 gross. After two years, earnings amount to PLN 5,300-5,800 gross. Lidl emphasizes that it offers employees stable employment, an employment contract without a trial period and a guaranteed salary increase. The social package includes m.in private medical care, free application for learning foreign languages, support program, physiotherapist care, free lunches, allowances for washing work clothes, Christmas vouchers and school layettes. Read more: Lidl is ready for a big investment. The need for min. 400 employees (dlahandlu.pl) #smartdiscount #lidl #expansion #growth #dc #warehouse #scm #employment #poland #drc #discount #retail #consulting #discountretail #discountretailconsulting

Market Research company Kantar Germany presented its BrandZ Top 50 Most Valuable Brands in Germany, which now total US$372 billion, an increase of 5% over the past two years. Retail is the largest category with a total of 11 brands. Their total value amounted to 49.2 billion dollars. Aldi more valuable than Lidl Aldi saw a 17% increase in brand value compared to 2021, ranking seventh overall. Its biggest rival, Lidl, also saw a significant increase in brand value, by 23 percent, securing 10th place in the ranking. The DM drugstore chain recorded a 17% increase in brand value, placing it in 25th place, while the Rossmann drugstore chain recorded a 15% increase and took 29th place. In turn, Edeka recorded a 26% increase in brand value, ranking 21st, Kaufland with a 20% increase secured 31st place, and REWE took 34th place (25% increase in brand value). Other retailers that appeared in the ranking were: Zalando (26th place), Otto (35th place), Fielman (45th place) and Tchibo (49th place). Read more: https://www.dlahandlu.pl/detal-hurt/wiadomosci/niemcy-aldi-cenniejszy-niz-lidl,117179.html #smartdiscount #kantar #value #marketdevelopment #ranking #research #germany #aldi #lidl #rewe #dm #rossmann #drc #discount #retail #consulting #discountretail #discountretailconsulting