Discount Retail Chain Aldi USA (German family owned) is the only US retailer with a “passing” grade on the recent report, while others choose to not even complete the survey. Is it safe to say many grocery retailers do not know how tuna arrived at their stores? That is a tough call. The environmental nonprofit Greenpeace attempted to get more transparency with its second "High Cost of Cheap Tuna" report, but in many cases the information was incomplete. Greenpeace asked retailers questions including: do they require vessels to comply with international safety standards? are vessel crews provided with adequate rest, nutrition and potable water at no cost? do vessels spend a maximum three consecutive months at sea? Sixteen grocery chains were surveyed and some did not provide all of the information that was required. Therefore, only one retailer received a passing grade … and it is not something to write home about. Aldi scored a D rating (62%) while Ahold Delhaize (55%), Whole Foods Market (50%), Hy-Vee (50%), Target (48%), Walmart (44%), Sprouts (40%), Albertsons (36%), Giant Eagle (31%), Kroger (27%), Costco (27%), H-E-B (24%), Publix (19%), Wegmans (17%), and Meijer (16%) all failed. It is important to point out that incomplete or missing information counted against the retailer. In those cases, researchers used information that was publicly available. The scores were weighted with human rights and labor protections accounting for: 25% of the overall score, 20% tuna procurement policy, 20% traceability, 20% current sourcing, 10% advocacy and initiatives, 5% customer education and labeling. A total of 14 of the stores did not respond to the question about requiring vessels to provide adequate access to drinking water. Albertsons and Hy-Vee said yes to vessel safety, rest, nutrition and potable water, while Whole Foods indicated a commitment to a maximum of three months at sea. "The thinking here was that while it's important for retailers to engage in advocacy, which means advocating for better regulations at the national level or even at the international level, the focus of the change that we want them to make is within their own supply chains," Greenpeace Senior Oceans Campaigner Mallika Talwar, the report’s lead author, said. "Often the easiest thing to do is sign a letter asking someone else to change regulations, but that's not enough. We want them to take responsibility for their own supply chains, and the sale of their tuna properly." Talwar urged U.S. retailers selling tuna to enhance their transparency efforts for their own supply chains and to commit to phasing out sourcing from tuna that has undergone transshipment at sea. Though many of the retailers claim they can trace their tuna right back to the supply vessels, in reality, continued opacity in tuna supply chains is allowing obscuring of labor rights and environment issues, according to Talwar. Retailers, however, do face challenges when it comes to tuna sources, and most receive pushback when it comes to requesting working conditions outlined by Greenpeace. The ILO Convention 188 sets international standards for safety, food, accommodation, medical care, employment practices, insurance, and liability on board fishing vessels and at sea. Some countries do not follow the ILO Convention 188. Read full article: Greenpeace fails all but one retailer when it comes to tuna (supermarketnews.com) #smartdiscount #privatelabel #usa #tuna #expansion #growth #aldi #report #supplychain #scm #sustainability #greenpeace #drc #discount #retail #consulting #discountretail #discountretailconsulting #survey

Discount Retail Chain ŞOK Marketler ((listed TYR: SOKM) has been selected as the best brand to meet consumer needs as part of a survey by Marketing Türkiye. The Election and Consumption Habits Survey conducted by Sia Insight for Marketing Türkiye among metropolitan residents has revealed that ŞOK Marketler stands as the “Best Brand to Meet Consumer Needs.” Conducted immediately after the big earthquake disaster in Türkiye, the survey aims to demonstrate how consumer habits and expectations are being shaped under the challenging conditions impacted by global crises and the recent disaster. The survey results indicate that the primary consumer expectation from brands is affordable and discounted products, followed by fixed prices and the avoidance of making a profit out of crises. As per the results, ŞOK Marketler was at the top of the list of brands that meet these consumer expectations. Remarking they earned a place in people’s hearts with their “always-affordable” price policy and high-quality and reliable product range, ŞOK Marketler CEO Uğur Demirel said: “We offer high-quality products to our customers at the most affordable prices every single day, contributing to the household and national economy. The ‘Fixed prices in 1000 products’ campaign we held in January received great appreciation from our customers. We work to identify and meet our customers’ needs in the most proper way possible. And we have been doing our best to provide support in the challenging days since the deeply saddening disaster. It is very valuable for us to see that our hard work is acknowledged by the people in such a sensitive period. We are proud to be selected as the best brand to meet consumer needs. Thanks to our people, who deemed us worthy of this honor, our customers, and our colleagues who contribute to our success!” Read more: (3) ŞOK Marketler selected as the best brand to meet consumer needs (ortakalan.org) #smartdiscount #sok #sokmarketler #turkey #best #brand #customer #price #siainsight #quality #valueformoney #drc #discount #retail #consulting #discountretail #discountretailconsulting #marketingturkey #brand #survey

Discount Retail Chain Aldi USA fans created a social media frenzy on Wednesday morning as the discount grocer’s devotees posted pics of ultimate satisfaction (and, in some cases, frustration) over the new, rainbow-hued, limited-edition merchandise collection of bags, bucket hats, track suits, quarter holders and more. On Instagram, fans didn’t hold back in expressing their love of the new merchandise, and the grocer itself, with comments such as: “That bucket hat is fire” and “Do we get a discount when we rock our #AldiGear at Aldi?” Over on Facebook, superfans admitted that if they were asked a year ago if they’d be wearing clothes from Aldi, they would’ve laughed. Fast forward to 2023 and they purchased not just one item from the merchandise collection but multiple items, professing, “I can’t wait to wear it, fanny pack and all.” On Aldi’s official Facebook homepage, over 900 comments were made regarding the new merchandise. Just hours after stores opened, several shoppers vented about items selling out too soon, while others squealed with delight over their merch-drop purchases. Over on Twitter, one Aldi fanatic said she was unable to purchase items because they were sold out at her store, prompting her plea: “Please do a second launch.” Aldi is not a fashion icon, but it and other grocery retailers are beginning to indulge their most loyal superfans with branded merchandise, spreading brand awareness and creating walking billboards (and ad hoc social media ambassadors) in the process. Last November, Texas grocer H-E-B launched a merchandise line in honor of its 117th birthday. “At H-E-B, we’re always looking for ways to offer our loyal customers exclusive, quality products,” Sabina Israelian-Garcia, H-E-B’s group VP of general merchandise, drug store and beauty, said in a statement at the time. Across the pond, the competitor German discount retail chain Lidl, following the huge success of its first clothing brand campaign, drops its second clothing line on Thursday. Available only in select U.K. stores, the Lidl x Lidl collection includes swimsuits, socks, shirts, shoes and more. Read more: Aldi turns the middle aisle into a runway as fan gear creates social media frenzy (winsightgrocerybusiness.com) #smartdiscount #aldi #cloth #twitter #facebook #socialmedia #marketing #usa #fans #instagram #branding #drc #discount #retail #consulting #discountretail #discountretailconsulting #lidl

Grocery price inflation in the UK hit 17.5% over the four weeks to 19 March, new data from Kantar has shown, with take-home grocery sales rising by 8.6% over the most recent 12-week period. “Unfortunately, it’s more bad news for the British public, who are experiencing the ninth month of double-digit grocery price inflation," commented Fraser McKevitt, head of retail and consumer insight at Kantar. "However, shoppers are taking action and clearly hunting around for the best value." McKevitt noted that shoppers are seeking to tackle increased food prices by shopping around, using loyalty card schemes and buying more private-label lines, sales of own-label lines were up 15.8% over the most recent four-week period. Discounters lead the way Unsurprisingly, given the constrained financial circumstances many shoppers find themselves in, the discounters have seen the strongest performance of all grocers in the 12-week period to 19 March. Lidl saw its sales rise 15.8% in the period, achieving a market share of 7.4%, while Aldi hit a record share of 9.9%, having seen its sales rise 25.4%. Tesco remains the UK's largest grocer, with a market share of 26.9%, and a 6.9% increase in sales. Sainsbury’s is on 14.8% and Asda 14.3%. Morrisons saw a welcome return to growth with sales rising by 0.1%, giving it an 8.8% market share. Big brand innovation Elsewhere, while private-label is on the rise, branded goods still account for more than half (52%) of shopper baskets, with manufacturers keen to innovate to retain shoppers. "Many brands are innovating and bringing new products to the shelves to maintain their popularity, and 10% of their sales in the last year came from new or updated items," said McKevitt. Read more: Discounters Surge As Grocery Price Inflation Hits 17.5% In UK: Kantar | ESM Magazine #smartdiscount #uk #marketshare #retail #aldi #lidl #growth #expansion #drc #discount #retail #consulting #discountretail #discountretailconsulting

Discount Variety Retail Chain Five Below (listed NASDAQ: FIVE) is not backing down from its aggressive expansion even as it warns of the “uncertainty of the macroeconomic” environment. The tween and teen discount retailer plans to open a record 200 new stores and convert 400 existing locations to its new Five Beyond format, which contains an in-store shop featuring items priced at US$6.00 and above, which is higher above the chain's signature threshold. On the company’s earnings call, executives noted that there hasn’t been any pushback to the higher-priced items. (To date, almost 20% of the Five Below store fleet has been covered to the new format.) "We wouldn't be accelerating our conversions into the Five Beyond prototype if we were seeing any concerns whatsoever," president and CEO Joel Anderson told analysts. "Customers who buy a Five Beyond item continue to spend over twice as much as those who buy only Five Below items, illustrating how powerful a driver these store conversions and Five Beyond products are to maximizing the productivity of our stores." The company has expanded its view regarding the types of centers it can open Five Below stores. "In addition to our traditional focus on suburban power centers, we are now accelerating urban, as well as semi rural stores, and are testing alternative venues," Anderson said. "We're starting to do more grocery anchored centers, and we opened some of our first outlet stores last year." Five Below continues to have one of the most aggressive expansion programs in specialty retail. In March 2022, the company said it was increasing its store potential in the U.S. from 2,500-plus to 3,500-plus locations nationwide. (The retailer currently has more than 1,340 stores in 48 states.) In 2022, the retailer opened 150 new stores, including 48 in the fourth quarter, "We are seeing continued strong new store performance, demonstrating how effective our model is with an industry-leading less than one-year payback," Anderson said on the call. In addition to opening new stores and converting existing locations to the new format, Five Beyond is planning to roll out new categories and services, including ear piercing and helium balloons. Read full article: Eye on Retail: Five Below's aggressive play | HBS Dealer #smartdiscount #fivebelow #usa #expansion #format #growth #store #concept #drc #discount #retail #consulting #discountretail #discountretailconsulting

Discount Retail Chain Ara (owned by Jeronimo Martins), which is in Colombia and has just celebrated 10 years of operations. Ara said that it represented 7% of total sales in the JM group, which increased by 60.5% and reached 1,768 million euros, with a commitment to "low prices" and promotions. Ara closed the year with 1,093 stores, 274 more than the previous year. As second largest discount chain in Colombia. By 2023, the expansion of the discount chain "will remain a priority", with the forecast of opening another 200 stores. Jerónimo Martins pointed out that for 2023 a "deflation scenario is expected, especially in the second quarter, but "it is still difficult to anticipate at what level". See here for more: Ara: this is what the supermarket network sells in Colombia | Companies | Business | Portfolio (portafolio.co) #smartdiscount #ara #expansion #growth #colombia #stores #drc #discount #retail #consulting #discountretail #discountretailconsulting

Dollar General celebrated its international expansion into Mexico with the first Dollar General store grand opening in Escobedo, Nuevo Leon in early March 2023. The American chain Dollar General will begin its operations with the opening of 35 stores in the north part of the national territory to compete in the supermarket business with chains such as Walmart and Soriana. The stores will operate in the country under the name of Mi Super Dollar General and seek to offer a renewed and unique retail option that responds to the daily needs of the dynamic Mexican market. Each store will include financial services, bakery and tortillas, fresh produce, health and beauty, household cleaning supplies, pet care, housewares, stationery and other household essentials. Products are sourced primarily from Mexico 'The opening of the first Mi Super Dollar General store in Mexico highlights our teams' strong dedication to serving more communities with access to affordable everyday essentials,' shared Dollar General's chief executive officer. Mi Super Dollar General was developed with a customer-first focus, tailormade to help consumers find great prices and convenient shopping experiences for all their needs within their neighborhood. The brand, which resonated well with consumer focus groups, connotes the idea of a general store focused on serving customers with the products they want and need most. 'We are extremely excited to open our Mi Super Dollar General doors to provide affordable household essentials to Escobedo residents,' shared Mi Super Dollar General's director of operations. 'In the future, each store will be tailored to fit the wants and needs of nearby customers so they can provide for their families through a convenient shopping experience.' Dollar General first announced its international expansion plans in December 2021. Mi Super Dollar General expects to boost the economic development in the country through the generation of jobs and career growth opportunities in stores, at its Mexico Store Support Center in San Pedro Garza Garcia, and the development of local suppliers. About Dollar General Corporation Dollar General Corporation (NYSE: DG) is proud to serve as America's neighborhood general store. Founded in 1939, Dollar General lives its mission of serving others every day by providing access to affordable products and services for its customers, career opportunities for its employees, and literacy and education support for its hometown communities. As of March 3, 2023, the company's 19,147 Dollar General, DG Market, DGX and popshelf stores across the United States and Mi Super Dollar General stores in Mexico provide everyday essentials including food, health and wellness products, cleaning and laundry supplies, self-care and beauty items, and seasonal decor from our high-quality private brands alongside many of the world's most trusted brands such as Coca Cola, PepsiCo/Frito-Lay, General Mills, Hershey, J.M. Smucker, Kraft, Mars, Nestle, Procter & Gamble and Unilever. Learn more at DollarGeneral.com. Source: Mexico Daily Post and MarketScreener #mexico #dollargeneral #opening #expansion #smartdiscount #discountfoodretail #discounter #discount #foodretail #retail #drc #discountretailconsulting #retailconsulting #consulting #consultancy

Price is one of the main factors driving consumers’ choice of grocery store, and the current wave of inflation and economic uncertainty have made it all the more important. But consumers take a long time to change their perceptions. They build impressions over numerous store visits and are usually quite confident that they already know where they can find the best value. The task for grocers is to identify what are the strongest influences on consumers’ perceptions. This entails taking into account factors such as value strategy, promotions, and communication. Understanding these elements, and how to best manage the levers, is the best path to boosting sales. The effect of price on consumer perception Research suggests that a grocer’s influence on its consumer price perceptions involves several factors with distinct effects. Product assortment and base prices, for example, contribute strongly to long-term price perception but have only a moderate impact in the short-term. Promotions and loyalty programs, in contrast, can boost sales rapidly by providing immediate, short-term value – but have little lasting effect. The levers can be seen as inversely related lines of the contribution to the price image and the short-term elasticity of the efforts. Value strategy requires understanding which levers to use when, and how to balance them. First, a grocer needs to be clear about what it is trying to achieve, over what period of time, and with what financial means. Then it can apply a smart combination of measures for maximum, sustainable effect. Finally, in order to get credit for the changes being made, it needs to strongly communicate on value to its shoppers. Four effective levers to maximize value strategy: 1. Value assortment benefits from a strategic product mix and private brands The foundation of a grocer’s price image is what products it chooses to sell. A wide, low-cost assortment can be a powerful driver of awareness and traffic. That starts with a range skewed heavily toward entry- and average-price points. Given a typical three-tiered framework, a retailer with an assortment skewed heavily towards “good” products tends to benefit from better price perception than one in which the selection leans towards “better” and “best,” even if those higher-end products are priced competitively. Private brands can play an important role, as they generally cost less than national brands. And grocers can also focus on categories with a greater impact on the price image. However, improving perception through assortment is not without short-term risks, as it can provide consumers with paths to trade down, reducing margins. 2. Base price changes affect perceptions of the entire store, but requires time The most obvious driver of long-term price perception is a grocer’s shelf prices. If some of these are lowered, price elasticity means customers will buy more of the products concerned. Halo effects follow – positive impacts on products that were not lowered in price. First, there is a basket effect, as lower prices for some products lead customers to buy more of other products too in the same trip. Then, a trip effect emerges, as the store as a whole is seen as better value, encouraging customers to visit more often. However, base price is the driver that requires the most time to make its impact felt. Customers need time to notice, purchase after purchase, price reductions in a store. It may take more than two years to fully capture the positive effects of a price reduction, according to studies we have conducted in several countries. In the short-term, elasticities will typically pay for, at most, half of their cost, so grocers need to find sources of finance to cover these reductions at first. 3. Promotions are powerful, but can create a race to the bottom Promotions are a powerful short-term driver of demand elasticity, as they directly draw attention to lower prices. But they have several drawbacks. First, their effect stops as soon as the price reduction ends, and they often leave behind a hangover after having shifted demand for a product forward or cannibalizing from elsewhere in the category. Second, especially if competitors match a promotion, a retailer might need to keep increasing its discount to continue to have the same effect — a kind of promotion addiction. Our work shows that a significant part of promotional activity actually costs more than the sales it generates. But analytics can help identify the products for which promotions will have the most effect on customers’ perceptions. Grocers with the right analytical tools at their disposal can stop running the promotions that destroy value, run more of the most incremental promotions, and fine-tune their programs across the board. 4. Loyalty programs and targeted offers need to be balanced with fees or data-analytics Grocery loyalty programs have gone from being a differentiator to table stakes. In fact, customers use an average of seven different brands and the majority are involved in up to 10 active loyalty programs. The value offered by these programs is appreciated by consumers, but the cost might not actually be balanced out by increased loyalty and sales, potentially making them a zero-sum game (or worse). But there are ways to make them work. One is to charge a fee for membership in the program, as Costco does. Another is leveraging the data they create to produce personalized offers that will be more relevant to each customer and generate a higher return on investment. Five golden rules for good pricing communication Once a grocer has worked out which pricing levers it wants to apply and how, it then needs to ensure it gets credit for them. Plan and direct: know exactly what you want to accomplish, based on a defined purpose, formalized objectives, and the expected behavior of customers. Make it meaningful: address customer demands, frictions and priorities, not just the retailer’s internal views of what matters. Keep messages clear, simple, and tangible: convey messages as simply as possible with tangible evidence. Be consistent: customers build their perceptions over repeated visits to a grocer. To strengthen the impact of the levers, they must be presented in ways that are coherent and consistent. That implies communication campaigns should back up and amplify customers’ experiences in the store Sustain the effort: it takes time to change perception and behavior, so retailers need to be patient and resilient in their price campaigns and communications. Conclusion Along with location and product freshness, price perception is a fundamental driver of consumers’ decisions to shop, or not, in a store. Net promoter scores can help tell whether customers are happy, but price perception is more likely to tell you where they will spend their money. To improve price perception in a way that is both affordable and sustainable requires an understanding of the full value stack, and how it works together in concert. Successful price image improvement then needs to be planned, measured, and structured over time — and it needs a financing plan and coherent actions. With high inflation placing value at the top of consumers’ minds, getting it right has never mattered more. Source: Oliver Wyman #smartdiscount #research #oliverwyman #drc #discount #retail #consulting #discountretail #discountretail #discountretailconsulting

Discount Retail Chain Lidl Germany (owned by the German Schwarz Group) is now pursuing a new strategy under the new CEO Kenneth McGrath, which is less focused on price competition than on returns. Whether in terms of personnel or sales prices, the new boss Lidl has increasingly trimmed for better returns. This also means that Lidl no longer emulates its main competitor Aldi. A good example of the new way at Lidl is the article Milka chocolate, which is now listed again at Lidl for 1.35 euros. The competitors usually charge only 1.29 euros. Or the product organic milk, which Lidl had not reduced in price despite the lower Aldi price. (see also our post Germany: Lidl is no longer competing in a price war with Aldi (discountretailconsulting.com) New pricing policy also for special offers The new step is now also reflected in Lidl's special offers. The discounter had already significantly reduced its promotions last year. And this in a competition where, for example, EDEKA had reduced its prices. In addition, ALDI South increased its revenues by around 40 percent with promotional items. On the other hand, however, Lidl was able to record a double-digit increase in sales in its shelf prices. The discounter was also able to continue to grow with its own markets. Almost the same applies to sales of meat products, where Lidl was behind its competitors, but here the gap to ALDI was significantly smaller. One reason was the new pricing policy. In addition, Lidl also sees further savings potential in store opening hours. Here, the times have been shortened in some branches, but this was already an issue last year due to the extremely rising energy costs. Lidl: Saving is also the order of the day in the USA The new course of Lidl boss McGrath is also recognizable abroad. In mid-February, between 250 and 300 jobs were cut in the US. However, store staff is not under discussion. It was simply a question of cutting jobs at headquarters in order to improve results here as well. This was a significant reduction in jobs at the US headquarters in Arlington. In the USA, the withdrawal from the USA was even discussed in 2020. Recently, however, the discounter had opened new locations again. Lidl currently operates around 175 stores in the USA. ALDI, on the other hand, already had 2258 locations in the US market in 2022. It should also be noted that when McGrath took office about a year ago, the EBIT margin in the foundation was about 4.25 percent. In Germany, sales rose by around EUR 2.5 billion to around EUR 27 billion in the financial year 2022/23. Still a good result, considering that sales in the German retail sector in 2022 fell by 0.6 percent in price-adjusted terms compared to the previous year. See here for more: LIDL will mehr Rendite! - Supermarkt Inside (supermarkt-inside.de) #smartdiscount #lidl #expansion #returns #roi #ebitda #profit #revenues #growth #pricing #drc #discount #retail #consulting #discountretail #discountretailconsulting

Portugal's second-largest retailer, Jerónimo Martins (owner of discount retail chains Biedronka in Poland and Ara in Colombia), has reported a 23% jump in fourth-quarter net profit as soaring inflation boosted sales, especially in Poland, its key market, but also dented its margins. The company, which netted €171 million from October to December, warned that food inflation remained high and only showed early signs of abating. 'Almost three months into 2023, inflation in the countries where we operate is more persistent than expected at the end of 2022, reducing consumer confidence and household purchasing power and continuing to put pressure on our margins and costs', it said in a statement. Biedronka Performance Consolidated sales in the last quarter of 2022 rose 23% to €7 billion, driven by the company's market-leading Polish supermarket chain Biedronka, which posted a sales increase of 24% to €4.9 billion. Although Polish consumers have grown more cautious and price-sensitive, spending on food has outpaced food inflation, which rose throughout 2022 to reach an average of 15.4%. At home, supermarket chain Pingo Doce posted a 13.7% rise in sales to €1.2 billion, while in Colombia, its Ara stores booked €477 million in sales, up 38.5% from a year earlier. Consolidated earnings before interest, taxes, depreciation and amortisation (EBITDA) grew 14.8% to €506 million in the quarter. EBITDA margin fell to 7.2% from 7.8% a year earlier. "Following the difficulties that we anticipated at the beginning of 2022, we were faithful to the commitment made at the time and did our part to limit food inflation," commented CEO Pedro Soares dos Santos. "We absorbed some of the increases in the prices charged by our suppliers, passing through to consumers only part of the increase in the costs of goods sold." 'Disinflation Scenario' 'Although a disinflation scenario is expected for this year, it is still difficult to anticipate the level of disinflation for the second half of the year,' the company said. For the full-year 2022, Jerónimo Martins' profit rose 27.5% to €590 million, while EBITDA increased 17% to €1.85 billion. Sales grew 21.5% to €25.4 billion. The company added its capex programme is expected to be in line with 2022, with 45% of it in Poland. See here for more: Portugal's Jerónimo Martins Sees Inflation Boost Profits | ESM Magazine #smartdiscount #jeronimomartins #biedronka #ara #expansion #growth #profit #ebitda #revenue #inflation #drc #discount #retail #consulting #discountretail #discountretailconsulting #portugal #poland #colombia

Discount Retail Chain Biedronka Poland (owned by Portuguese Jeronimo Martins) plans the possible expansion of its store network, pointing to Slovakia or Romania. "Slovakia is a country neighbouring Poland and having a similar shopping culture. Many Slovaks cross borders and come to Polish for shopping and shopping in Biedronki, which is why we take into account our investments in this country. Our interest is also in Romania, but we have already mentioned this in previous years," added Luis Araujo. When asked when the first Biedronka stores in Slovakia will appear, Araujo replied that the investment process has already been launched and the first steps have been taken, but the procedures are ongoing, so you will have to wait for the stores. "We have always talked about our internationalization and scaling up. and now is the moment when we are taking concrete steps to make these declarations a reality," Luis Araujo said. "At Jeronimo Martins, we are fans of investments and will continue our investments at the level of millions of euros. We will invest in food production and in families, i.e. continue to look for opportunities to offer products at the lowest possible prices. Inflation is dangerous because it reduces the purchasing power of customers, so we will fight inflation by protecting the purchasing power of our customers. Inflation is the highest tax that burdens the least wealthy and reduces the competitiveness of companies. I don't know what the future will look like. I can't predict that. However, I know that we will work to make the second half of the year, which promises to be demanding, bearable," added Pedro Soares dos Santos, President of Jeronimo Martins. In 2023, Jeronimo Martins intends to allocate EUR 1 billion for investments, of which 45% of this amount will be allocated to investments in Poland. `This amount does not include possible purchases of companies` indicated the president of Soares dos Santos. See here for more: Biedronka is getting ready to expand. "The investment process has already been launched" (dlahandlu.pl) #smartdiscount #biedronka #expansion #international #poland #slovania #romania #drc #discount #retail #consulting #discountretail #discountretailconsulting

Retail group InRetail (OTC PINK: INREF) is still on track to reach the goal of opening 900 stores by the end of 2023. For this year discount retail chain Tiendas Mass plans to open up to 200 new stores in 2023, with which it would reach the targeted milestone. With these openings, Tiendas Mass has become one of the fastest growing discount stores in Latin America, following D1 and Ara in Colombia. Currently, Tiendas Mass has stores in at least 73 districts of Lima, Callao, Arequipa, Ica, Piura and Trujillo. To continue with its growth, Mass is looking for new locations. On average, Mass stores has an average of 200 square meters of sales area. Source: Ignacio Gomez Escobar, Colombia #smartdiscount #peru #tiendasmass #mass #growth #expansion #drc #discount #retail #consulting #discountretail #discountretailconsulting #americas