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Discount Retail Chains ALDI and Lidl in Germany apparently want a price guarantee from the brand manufacturers. The prices should not increase over the next few months. But also Rewe, Penny, Netto Marken-Discount and Edeka are looking for stable prices. You also do not want to make any massive adjustments. But that is exactly what the manufacturers want. Edeka is currently negotiating with Coca-Cola. As German magazine FOCUS learned online, it is about doses and bottles of Coca-Cola, Fanta, Sprite and their pricing. Because EDEKA does not respond to the ideas according to the previous status, Coca-Cola threatens with a delivery freezer. Edeka stores should no longer be able to order and sell the group's drinks. Estimates from the industry emphasize that this is a leverage. The Coca-Cola Group is dependent on Edeka's sales areas in order to be able to keep sales for the current years constant. For this reason, the previous threat of the delivery stop according to the previous stand does not concern EDEKA's Discounter-Sister Netto Marken-Discount nor the EDEKA partner markets from Marktkauf. Cat food and chocolate from Mars are missing from the shelf There are currently public quarrels not only with Coca-Cola. The US company Mars has delisted several products from REWE and EDEKA. The background is price adjustments that both reject supermarket giants. In addition to the rice brand Ben's, the animal feed brands from Whiskas, Sheba and Frolic are affected. In addition, the chocolate bar from Twix, Mars, Celebrations, Milky Way and Bounty are missing on the shelf. The US group Mars supplies German supermarkets with around 300 items. Insiders explain that not all products are affected by the delistings. After exclusive information from FOCUS Online, REWE is currently arguing with a well-known pasta brand. Corresponding products are in rows in the shelves. Primarily, it was apparently about prices and quantities. Aldi and Lidl throw Danone, Nestlé and Henkel out But the large discounter market leaders Aldi Süd, Aldi Nord and Lidl are currently under discussions with manufacturers. However, products have already flown here from the shelves. As Aldi employees report, products from "Fruchtzwerge" and "Activia" are currently missing in the stores. Both yogurt brands belong to the Danone group and have not been available for several weeks. At Lidl, products from "Müllermilch", "Henkel" and "Beiersdorf" are missing on the shelf. According to information from FOCUS Online, this is about the deodorant of NIVEA, detergent from Pril and other drugstore articles by Bref and Somat. The “Food Newspaper” also confirms the relevant information in its current issue. Apparently the discounters thin out their brand business. The primary point of view is that customers are increasingly using the cheaper Lidl and Aldi brands. The sales of the branded products are back. This is also why the focus is on business with own private label brands. In the pre-weeks, Aldi Süd, Aldi Nord, Lidl and Netto Marken-Discount had massively advertised their own and cheaper house brands on television, radio, newspapers and online media. Expensive autumn: Prices are currently in focus at Aldi, Lidl, Rewe and Edeka The prices for the coming six months will be discussed in the current condition negotiations. But it is also about new products, presentation, special offers and delivery times. In view of the current expensive phase, the price plays an important role. "Supermarkets and discounters are preparing for the violent condition negotiations in autumn behind the scenes," an insider warned in an interview with FOCUS online at the beginning of June. Retailers reject violent price increases in the double-digit percentage range. Adjustments are apparently planned for chocolates, jams, juices, ready meals, chips and coffee. Brands such as Milka, Nutella, Zentis and children's chocolate are affected. What do I have to consider when shopping in the supermarket? For consumers, it is becoming increasingly difficult to buy in the current expensive phase. Although Rewe, Kaufland, Edeka, Lidl or Aldi are trying to lure customers into the stores with offers, they have to calculate with higher prices. In the past three weeks alone, six large supermarket chains raised the prices for almost 60 products. Advises is take a closer look at the weekly brochures of the supermarkets for offers, use apps, vouchers and no-name private label brands to get the greatest savings potential out. Brochures are often posted by post between Thursday and Saturday. In some regions, the magazines can be found in the city or weekly newspaper of their place. Make sure that all “please no advertising See here for more: https://www.focus.de/finanzen/news/hunderte-produkte-betroffen-filialen-wirken-leerer-edeka-rewe-aldi-und-lidl-werfen-marken-aus-regalen_id_139303512.html

Discount Retail Chain Vollmart opened another store, this time located in Przemyśl. The store is within the reach of over a million Poles, and the company announces that it will expand its operations to other cities. Popular discount stores such as Biedronka or Dino may have reasons to be concerned. Vollmart is part of the Brand Distribution group with 30 years of experience in the FMCG (food and fast-moving consumer goods) industry. Although the chain has only 12 stores in the whole of Poland, the pace of the appearance of new ones is worth noting. In August, the chain's 10th store was opened, in Biała Podlaska, a month later in Dębica, and in October in Przemyśl; the others are located, m.in, in Wieluń, Hrubieszów and Częstochowa. The success of the latter, according to the WP Finanse portal, may encourage Vollmart to expand in larger cities. Ambitious plans Vollmart's plans and aspirations go much further, the company strives to be a recognizable brand with a nationwide reach. The growing demand of customers for cheap but high-quality shopping, while accepting a transparent business model, is confirmed by numerous comments on social media, calling for the opening of more Vollmart hard discount stores in other cities. Vollmart actively monitors the market and analyzes customer needs, announcing further expansion throughout the country. 20% cheaper than competitors Vollmart boasts that its prices are about 20% lower than those of its competitors. Vollmart aims to provide customers with a viable alternative in choosing a grocery store, return to the roots of retail, experience real customer service and access to always the lowest price , without having to hunt for promotions and buy in stock. The discounter also notes a growing group of corporate customers who appreciate service and the possibility of cheaper purchases. The discounter's assortment includes about 1200 food, cosmetics, household chemicals and industrial products of daily demand. The suppliers are not only international, but above all local manufacturers who produce high-quality products. Vollmart does not intend to compete directly with Biedronka or Dino. According to information from WP Finanse, the assortment of Vollmart stores does not include several types of juices or yoghurts, but one product at the lowest price, which is a reflection of the policy of classic discounters, which used to not have such a wide range of pr oducts as they do now. What are hard discounters? As Vollmart writes about itself, the chain is a pioneer of the hard discount model in Poland. It is based on minimizing unnecessary costs and optimization, thanks to which stores can offer the customer prices lower than those of the competition. There is a lack of typical shelves and shelves in the outlets, as the products are displayed directly in collective packaging, i.e. cardboard boxes and pallets. The chain is also resigning from introducing promotions and advertising leaflets. Read more: Competition for Biedronka and Dino is growing. Vollmart with more stores – Vollmart #smartdiscount #poland #vollmart #expansion #introduction #growth #development #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd

Discount Retail Chain No Frills and Shoppers Drug Mart, owned by Loblaws, announce one of our biggest retail investments for a single year: $2.4 billion slated for 2026 70 new stores to open nationwide 191 stores to be renovated Creation of 9,700 jobs in retail and construction This project is a part of Loblaw's ambitious CA$10 billion commitment over five years to Canadian communities by 2030. In a time when Canadians prioritize affordability and healthcare access, Loblaw is expanding value-focused brands like discounter No Frills and Maxi, launching 34 new Shoppers Drug Mart / Pharmaprix pharmacies and care clinics, and continuing the construction of a 1.2M sq. ft. automated distribution center in Caledon, Ontario. This effort isn't just about increasing space. It focuses on: • Making daily essentials more affordable • Enhancing access to pharmacy care • Strengthening local communities • Creating thousands of meaningful jobs Every region in Canada benefits: East, Quebec, Ontario, West As communities grow stronger, Loblaw is proud to continue investing in Canada and helping Canadians Live Life Well. #smartdiscount #canada #loblaw #nofrills #shoppers #drug #investment #remodel #realestate #expansion #stores #jobs #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd

Discount Retail Chain ALDI implements, as the world's leading affordable retail giant, full-dimensional, high-standard, and strongly executed factory inspection audits for suppliers, which is a hard threshold for entering its supply chain, and the audit results directly determine the qualifications and order size. ALDI's factory inspection is an important and rigorous part of entering its global supply chain system. It is not just a simple audit, but a systematic assessment of its suppliers in terms of social responsibility, product quality, production safety and environmental management. The core type and standard basis of factory inspection 1. Social Audit Core standards: ALDI's own "ALS" standard is mainly adopted, which is highly similar to the internationally accepted amfori BSCI (Business Social Responsibility Initiative) and incorporates ALDI's own requirements. SEDEX (SMETA) may also be used in some countries or regions. Review focus: Labor rights: prohibition of child labor, forced labor, and discrimination; Guarantee freedom of association; Working hours and overtime pay comply with the law; Wages and benefits are paid on time and in full. Health and safety: fire protection facilities, safety exits, machine protection, chemical management, occupational disease protection, dormitory canteen safety, etc. Management system: document records, worker interviews, complaint mechanisms, etc. 2. Quality Audit Core standards: Usually based on IFS (International Characteristic Standard) Food, which is recognized as one of the top quality standards in the global food industry. For non-food products, other standards similar to GFSI approval or ALDI's own quality system may be used. Review focus: Quality management system: HACCP plan, document control, traceability system. Product control: raw material acceptance, production process control, finished product inspection, laboratory testing. Factory environment and hygiene: hygiene standard operating procedures, cleaning and disinfection, pest control, and personal hygiene of employees. 3. Security Audit Core standards: Common are GSV (Global Security Validation) or C-TPAT (Customs-Trade Counter-Terrorism Partnership Program) standards, especially for suppliers exporting to the US market. Review focus: Physical security: fences, gates, locks, surveillance. Access control: personnel and vehicle entry and exit management. Procedure safety: sealing and monitoring during cargo handling, storage, and transportation. Information security: file and computer data security. Factory inspection preparation core list Documents (ensure complete and authentic) Qualifications: business license, fire inspection, environmental assessment/pollutant discharge permit. Personnel: employee roster, labor contract, true attendance and salary records in the past 12 months, social security certificate. Safety: special equipment test report, employee occupational health examination report, safety training/fire drill record. Quality: Quality manual, HACCP plan (food), complete inspection records (incoming materials/processes/finished products). On-site management (to ensure at a glance) Fire protection: The safety exit is absolutely unblocked, and the emergency light/fire extinguisher is intact and effective. Production: The workshop is tidy, the equipment is protected, and the unqualified products are clearly isolated. Warehousing: material partitioning, clear labeling, and safe storage in the chemical area. Facilities: Canteen/dormitory hygiene and safety, first aid kit in good condition, drinking/handwashing facilities sufficient. #smartdiscount #aldi #germany #global #ALS #factory #inspections #documents #audit #bsci #haccp #gsv # C-TPAT #ifs #sedex #sustainability #hse #health #safety #environment #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd #standard

Discount Retail Chain NB stands for Neighbourhood Business. As the third division of the Hema business group, it is regarded as an important move for Hema to enter the community e-commerce. Hou Yi also placed high expectations on Hema NB, and defined the project as "Hema's People's Livelihood Project" in the internal letter. Hou Yi revealed that Hema NB started to form a team in March this year, and opened its first store in Shanghai on April 28. Up to now, there are more than 400 self-pickup stores operating in 10 cities including Beijing, Shanghai, Xi'an and Wuhan. At present, the person in charge of Hema NB project is Gong Ye, reporting directly to Hou Yi. Gong also started his own business with Hou Yi since the founding of Hema Xiansheng. He was born after 1985, representing the youthful, highly educated and high-level talents cultivated by Hema himself. In-store employees told reporters that from the perspective of the busiest opening hours, 8-10 am is also the time period when the number of pick-ups is the largest in the day. From a format point of view, Hema NB is more similar to the fresh e-commerce Dairadish. Hou Yi also said that he had previously made a special trip to "three visits to Europe" to learn the advantages of his business model. Hema once tried the "Hema Xiaozhan" pre-storage model, and then gave up turning to Hema mini, but the experience of "live delivery" accumulated by Hema Xiaozhan was retained and copied to the Hema NB. Each self-pickup store in Hema NB is equipped with a water tank to store fresh food. It also provides products in four temperature levels: room temperature, refrigerated, frozen, and live fresh, to ensure the freshness of the ingredients to the greatest extent. This is also the big advantage emphasized by Hema NB. No price war, long-term quality is the first choice A person familiar with the matter said, “The goal of this business is to achieve 100% coverage of Hema products and services in cities with high coverage of Hema's housing. It is a supplement to Hema Fresh. From the user's point of view, it is of a more inclusive nature and extension of it." Self-pickup stores currently play two major roles. In addition to providing consumers with orders, it also undertakes the early push and pull of new tasks. In Hou Yi's view, the Hema NB values ​​the long-term product quality first, the richness of the product and the consumer's service experience, and finally the price. "Relying on market support to bring low prices is not sustainable." Hou Yi said, Hema neighbourhood competition is retail efficiency and service experience. It is understood that there are less than 2,000 SKUs in the Hema NB, covering all fresh products of Hema Xiansheng and all fast-moving consumer products of Hema Yunchao, covering daily life and daily meals. Customer Aunt Li told reporters that the abundance of goods is an important reason for her choice to repurchase in the Hema NB: “There are as many things you can buy in Hema supermarkets, and many products are cheaper than other supermarkets.” Hema's "Troika" "The mission of Hema NB is to solve the unsolved problems of e-commerce today." The problems mentioned by Hou Yi include how fast-moving consumer goods can achieve home delivery of heavy goods such as water and beer and fresh food on the basis of low logistics costs, and establish trust between people, people and brands through offline sites relationship. To this end, Hema NB has adopted a completely new self-built complete logistics system, so that consumers can pick up the goods from the familiar and trusted self-pickup store at the door every day, and enjoy the unreasonable return service. "After the business is formed, it will bring huge commercial value," Hou Yi said confidently. At present, Hema NB has also begun to try to join franchise, and does not rule out the possibility of opening this model in the future. Hou Yi said that Hema's NB model is very light and expands quickly. Hema can make full use of Hema's existing supply chain and product advantages, and continue to innovate and iterate. "During the trial run for more than two months, the reproducibility and sustainability of the new model have been verified." Hou Yi revealed that Hema NB is confident of achieving profitability within six months. Nowadays, Hema Xiansheng, Hema X Member Store, and Hema NB form the "troika" of Hema. Compared with the big store format that focuses on the middle class in second-tier cities, Hema NB has undertaken the heavy responsibility of "sinking". "Why am I so excited about the Hema NB project? Because this is the first time Hema has seen the opportunity to go from the city to the whole country. I hope Hema NB can let people all over the country live a good life in the box area." Hou Yi said. Recently, Hou Yi, President of the Hema Business Group, accepted an interview with media answering on the following questions: Q: Why do you want to be a Hema NB? What is its strategic position in Hema? Hou Yi : Hema's "troika" is Hema Xiansheng, Hema X member, and Hema NB. Hema NB is equivalent to our third growth curve. As China becomes more and more wealthy, China's 300 million middle class needs the best products and the best prices. Hema X member store assumes such a function, and Hema Xiansheng is also going in this direction. However, most consumers in China, especially those in the sinking market, still do not enjoy the goods and services of Hema. Hema NB has taken on the sinking function, which is why I am so excited-Hema has seen the opportunity to serve consumers from cities to consumers across the country for the first time. We believe that only when there is a substantial change in retail efficiency and customer service can real innovation be brought about. Hema NB is just such a brand new business model. We have also made Hema mini before and have achieved full profitability, but its model is too heavy and it is difficult to make profit; while Hema NB model is very light and expands quickly, which can make full use of Hema's existing supply chain. The advantages of commodities, and continuous innovation and iteration. Hema NB is a strategic project for Hema in the next ten years. We hope that the people across the country can enjoy the inclusive "box house". Q: How is Hema NB doing? What are your plans for the future? Hou Yi : On April 28 2025, Hema NB opened its first store. Today (July 19), there are 400 stores nationwide, and we are rapidly advancing in stages. The first batch has entered 10 cities including Shanghai, Beijing, Guangzhou, Wuhan, and Xi'an. In the future, it will enter all prefecture-level cities, even county-level cities and towns in China. Hema NB is a new flower that blooms on the shoulders of giants. Hema has a strong brand capability and a complete supply chain procurement system, product research and development system, base and logistics system. The accumulation of these systems cannot be achieved by a startup company. We have done Hema Xiaozhan and Hema mini. The core business of Hema Xiaozhan is warehouse, and Hema mini is a small store. On this basis, we are the combination of Hema Yunchao and Hema Xiaozhan, Hema NB. The original team comes from the original Hema Xiaozhan team. Read more: Hema has created a new format!400 stores opened in 80 days - iNEWS #smartdiscount #hemanb #nb #hema #HouYi #china #expansion #growth #development #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd #GongYe #Beijing #Shanghai #Xian #Wuhan

Discount Retail Chain Lidl Germany has teamed up with avant-garde designer Nik Bentel to develop a handbag inspired by a standard shopping cart. Here is what the branded fashion accessory looks like and how you can get your hands on one. It’s no secret that Lidl has a knack for fashion; their limited collections have thrilled younger audiences in the recent past. One of the discounter's last fashion ventures was the 2024 "Croissant Bag," inspired by Lidl's butter croissant, which sold out in just two minutes. Now, the company is causing a stir once again with an original handbag: the "Trolley Bag." As with the "Croissant Bag," Lidl collaborated on the accessory with U.S. avant-garde designer Nik Bentel, whose creations regularly go viral. The discounter and Bentel presented the new bag at London Fashion Week, and it’s expected to draw even more attention. The "Trolley Bag" leans heavily into the design of a shopping cart, including a handle in the brand's signature yellow and blue. Additionally, the handbag features a coin-token keychain that actually fits into Lidl shopping carts. Strictly limited handbag in shopping cart design to be raffled off next week With this unusual "it-piece," Lidl aims to tap into the "Utilitarian Fashion" trend, which describes clothes and accessories that blur the lines between everyday objects and luxury items. "We couldn't resist the chance to collaborate with Lidl again," says Bentel. "It's incredibly exciting to transform the most unexpected objects into fashion statements—that’s our style through and through. The Lidl 'Trolley Bag' is our latest interpretation of the daily grocery run and the ultimate shopping companion. It's playful, practical, and designed to stand out, whether on the runway or in the checkout line." Is this for real or just a prank? I must admit, this thought spontaneously crossed my mind while looking at the fashion collections from Aldi and Lidl. But there is much more behind the fashion offensive and the textile "logo-fireworks" of the two German discount giants. It is an attempt to land a major brand coup, with fairly good prospects of success. Anyone hoping to snag one of the strictly limited "Trolley Bags" will need luck. The bags will be raffled off exclusively on Nik Bentel’s website starting February 26th. We can only wish all the high-fashionistas out there the best of luck. Read more: Fashion-Statement: Lidl verblüfft mit Handtasche im Einkaufswagen-Design - HORIZONT #smartdiscount #germany #lidl #trolleybag #inout #promotion #design #trend #designer #NikBentel #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd #avantgarde #itpiece

Discount Retail Chain Tiaoma ( tiaoma ) is one of the best hard discount stores in China," a senior retail executive commented. This hard discount retail chain store headquartered in Chongqing has about 400 stores, with an average daily sales of 20,000 to 30,000 RMB per store. Yipin Fresh, the leading fresh food brand in the community, changed its Chongqing regional store to Yipin discount to compete with it. This is a typical event that Tiaoma has attracted the attention of the retail industry. On June 30 2021, Toma Food Technology (Shanghai) Co., Ltd., the parent company of Tiaoma, completed the change of registered capital from RMB 1.5 million to RMB 78.8 million, indicating that Toma Food Technology is preparing for new actions. At the same time, the equity and company attributes of Tiaoma have also been adjusted, which is closely related to the layout of the capital market. According to Qichacha's public information, before this round of capital increase, Guo Hao and Zhou Yixiao were the two co-founders of Tiaoma, accounting for 51% and 49% of the shares respectively. After the capital increase was completed, the shareholding ratio of the two dropped to 1.27% and 25.27%. The new major shareholder is Zhang Huazhi, holding 72.46% of the shares. The parent company of Tiaoma has also changed from a limited liability company (invested or controlled by natural persons) to a limited liability company (invested by Hong Kong, Macao and Taiwan, non-sole proprietorship). "Usually, companies preparing for listing on Hong Kong stocks will adopt a VIE equity structure. Judging from the layout of the parent company of Tiaoma and the early financing plan, it is more likely to impact the listing on Hong Kong stocks in the later stage." An investor in the consumer sector told the "Third Just look at retail," said the analyst. Being able to gain capital attention in the context of a relatively cooling consumption and investment field, the competitiveness of Tiaoma is mainly reflected in three aspects. The first is track selection. The discount store format targeted by Tiaoma has grown significantly in recent years. Some research institutions predict that discount store formats including snacks, fresh food, food and other categories will squeeze out at least 30% of the market share of traditional supermarkets. Secondly, in terms of model setting, Tiaoma operates as a full-direct store. In the early stage, capital strength is used to build stores, and in the later stage, the scale is expanded to improve efficiency, which is conducive to its rapid occupation of the market. A German discount retail executive close to Tiaoma's said, “Tiaoma's international founding team has many years of investment background and is highly competitive in business model planning, accounting, and attracting financing.” The third is to achieve low-margin operations through "extreme" cost control, and the gross profit of the front and back offices is controlled at about 15%. Guo Hao, the co-founder of Tiaoma, once said, "All our organizational structures and systems are efficient and minimalist. As long as the departments are necessary, the departments that are necessary or not are resolutely not. What a department can do is resolutely not. to both departments." Featured 500 - 800 SKUs, logistic costs account for 2% At the beginning of the establishment of the Tiaoma Wholesale Department, there were first-line domestic US dollar funds investing. The investors were early investors of well-known companies such as JD.com , Kuaishou, Meicai, and Jiangxiaobai. It is understood that the first round of financing of Tiaoma is RMB 100 million. A retail executive close to the Tiaoma told "Third Eyes on Retailing" that Guo Hao once calculated an account and verified that the Tiaoma can achieve scale effect with the current model. According to calculations by Tiaoma, its stores are mainly opened in second-tier cities and surrounding towns to reduce rent costs. A Tiaoma store of about 150 square meters can break even if the average daily sales reach 20,000 RMB. Tiaoma sets the front-end and back-office gross profit margins to 15%, of which rent costs account for 2%, labor costs 4 - 5%, warehousing and logistics costs 2%, excluding headquarters expenses, theoretically there is still 1 - 2% of net profit. "It's hard to believe that the cost of logistics and warehousing can be controlled at 2%, but because the Toma does not do fresh food, it is still possible to achieve the ultimate efficiency. If the Toma operates with such a low gross profit, it can still run If it comes out, it will be very successful in the domestic retail market." The above-mentioned executive commented. "Retail with the Third Eye" learned that Tiaoma adopts the principle of minimalism in cost control, reducing costs from all aspects. Among them, low commodity purchase price and fast sales rate are the core factors. This is mainly due to the fact that the wholesale department of Tiaoma has set the product structure as fast-demanding fast-moving consumer goods with high consumption frequency. The specific categories include frozen products, grain and oil, condiments, convenient instant food, casual snacks, milk/baking, beverages, daily chemicals and a small amount of fruit. The number of SKUs in a single store is around 500-800. On the other hand, Tiaoma also puts on the shelves various kinds of private label products produced by the OEM factory, so the price can be better. These products are mainly snacks and other categories with low brand concentration, and OEM production can earn more profits for Tiaoma. Next step development step will be to add more fresh categories in the assortment. Read more: Tiaoma Wholesale Department increased capital by 70 million, "extreme" capital control to do low-margin business - iNEWS #smartdiscount #china #expansion #growth #tiaoma #investment #development #harddiscount #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd #toma #pe #stock #capitalincrease #capital #GuoHao #Chongqing #ZhouYixiao #Yipin #categories #fresh

"Discount Retail Chain Lidl has shown one of the first complete implementations of its new international store concept, south of Warsaw, Poland. A comparison with the nearby stores, opened just a few weeks earlier, shows that this is not just a design update, but a fundamental reset of grouping and routing, communication and digital logic," says Sebastian Rennack, analyst at Aletos Retail Advisory, in a photo report. From wood decors to premium anthracite and "Lidl blue" Lidl's new international store concept has already been implemented in Poland. One of the first full-fledged projects was opened on February 12 in Piasecznie, south of Warsaw. The store in nearby Reguła, opened only a few weeks earlier, was still based on the older logic of the store. This geographically close comparison of the two concepts makes it possible to see exactly how fundamentally Lidl is changing its Polish operations. The previous wood decors in the non-perishable food and non-food sections have been replaced by a more premium anthracite look. Wood is now reserved for fruit and vegetables, as well as for the bakery, which preserves the feeling of warmth in the fresh zones and promotes a positive emotion at the beginning of the shopping journey. The navigation panels on the shelves in the bakery went from beige headers to standardized anthracite, enhancing the atmosphere of the categories. The previous division into "Confectionery" and "Bakery" is no longer visible. Navigation within the categories is now consistently designed in Lidl Blue, which ensures a clearer and smoother visual flow. Continuous navigation strips above the wall-mounted refrigerators structure the perimeter of the store, and blue flags of subcategories make it easier to navigate the aisles. The motto "Lidl. It pays off." (Lidl pays off) is prominently presented in individual categories, thus strengthening the unified communication of the brand. Communication at the front of the shelves, previously highlighted by the slogan "Lidlow prices. Superprice." in bright orange, has been unified to the red and yellow designation "Superprice". Scan & Go is already part of the standard equipment of the concept. Fixed communication elements for self-service scanning are already in the entrance area, in the bakery and in the fruit and vegetable department. The self-checkout area is clearly marked as Scan & Go. Zoning and structural changes in the sales area The changes go beyond the design, the zoning interventions are extensive. The fresh and frozen assortment is presented in wall-mounted chillers, creating a stronger perimeter logic and higher visibility across the store. This is most noticeable at the back of the store, where the original free-standing vertical chiller for meat and poultry. An exception is the newly placed free-standing chiller with short-shelf goods and salads, which is now integrated in the fruit and vegetable department. The wooden front panel on the backwall creates the impression of a separate zone within a zone. The originally strong share of non-food assortment in the back of the store was significantly reduced. This section now contains only two non-food shelves in the middle, flanked by two shelves with non-durable foods. The previous concept, when food scraps and seasonal promotions were placed in the middle of the store, is no longer applied here. This limitation of the third non-food axis is particularly pronounced in the Polish context, as the density of promotions and events in the store center have so far played a significant role in the initial attendance of Lidl stores. Special assortments, such as high-protein or lactose-free products, which were previously highlighted by separate navigations or flags on the shelves, are now integrated into the general blue design. The dedicated shelf fronts for "Be Fit" and "Regional Polish Roads" remain commercially present in the centre of the store, but are no longer highlighted by separate communication elements. The cosmetics department has undergone a lighting change, the original arched light in blue and pink tones has been replaced by a new concept. Digital elements are a visible part of the standard store concept Scan & Go communication is integrated as a standard part of the store navigation. The self-checkout area is explicitly marked with the Scan & Go logo and equipped with new terminals with integrated cameras. Larger monitors at self-checkouts create the potential for future digital messaging. The wall behind the self-checkouts, which was used for regional administration in some establishments, is now in the standardized Lidl blue visual. The new concept in Piasecznie signals that Lidl Poland is moving towards a more internationally standardized and visually premium store model, although some elements of POS communication may still be modified during implementation. The change is not just cosmetic, it includes the zoning of categories, the integration of special assortments and the standardization of digital infrastructure within the operation. Source: Aletos Retail Advisory, Lidl, Rennack 16.02 2026 Read more: » How has Lidl redefined its store model in Poland? #smartdiscount #lidl #poland #format #layout #grouping #routing #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd #aletos

Discount Retail Chain ALDI Australia is doubling down on its Price Promise to its shoppers for 2026, committing to never being beaten on the cost of their weekly shop, as Australia’s most affordable supermarket*. As Australians continue to seek value at the checkout, the supermarket remains laser focused on delivering tangible savings to shoppers as it celebrates 25 years of unbeatable value in Australia. The proof is well and truly in its prices, with ALDI revealing that more than two-thirds (69%) of its high-quality, award-winning range is priced under A$5 and 2 in 5 products (40%) are under A$3. This means Australian families could save more than A$3,000 a year by shopping at ALDI*. Jordan Lack, Chief Commercial Officer at ALDI Australia, said: “Our Price Promise is a commitment to Australians, that the cost of your weekly shop will always be cheaper at ALDI. Our substantial 16.8 per cent price gap advantage is a true reflection of our efficient and customer-centric business model in action. While others rely on temporary drop and lock discounts on a limited range of products, we consistently review all our prices to make sure our customers are always getting the best value at the checkout.” “At ALDI, we are investing in our low prices. Over the last 12 months, we have applied permanent price reductions to nearly one in every five products, with 19 per cent of our everyday range receiving an ongoing price reduction. When customers shop with ALDI, they can confidently week-in, week-out, know that they are always getting high-quality products at exceptional everyday low prices,” said Mr Lack. WHERE ALDI SHOPPERS WILL FEEL THE SAVINGS MOST For Aussies juggling budgets, they will feel a real difference across their weekly staples. Baby essentials under A$5 Parents can breathe a sigh of relief knowing that keeping their little ones happy and healthy just became even more affordable at ALDI. From baby wipes (starting at just A$1.89) to baby food (starting at just 95c), a whopping 70% of the entire baby range comes in under A$5! Pantry items under A$3 But the savings don’t stop there. The pantry, the heart of every home, is where you’ll see your budget stretch further. Three-quarters (75%) of all pantry items are now under A$3, including Remano Australian Diced Tomatoes (A$1.19/400g) and Imperial Grain Microwave Rice Pouch Long Grain White (A$1.65/250g) to Asia Green Garden Fish Sauce (A$2.29/300ml) and Remano Pasta Spaghetti (89c/500g), meaning Aussies call fill their cupboards for less with ALDI. Cleaning products under A$5 Keeping your home clean no longer has to be a costly chore either, with 85% of ALDI’s cleaning products now under $5. This means you can stock up on everything from Tandil Ultra Dishwashing Liquid ($1.79/450ml) to Power Force Disinfectant Wipes ($4.29/120 Pack) to keep your home fresh and tidy, all while keeping more money in your pocket. Pet goods under A$5 It’s not just the humans benefiting. Your beloved furry family members deserve the best with more than half (55.6%) of ALDI’s pet products available for under A$5. Stock up on quality food and treats like Julius Dog Treats (A$1.99/180g) without breaking the bank. Lack continued: “For 25 years, we’ve focused on doing the simple things brilliantly and efficiently. Working smarter with suppliers, cutting complexity and passing those savings onto Australian shoppers. With more than two-thirds of our everyday range now under A$5, customers can shop at ALDI with complete confidence that they are getting high quality products at exceptional everyday low prices, all year round. It’s why ALDI’s Price Promise to our shoppers is so compelling. We are able to deliver meaningful savings of more than A$3,000 a year directly to the back pockets of Australian families. We know the significance of how every single dollar stacks up in the household budget, so these savings at the checkout can make a huge impact for families around the country,” ALDI has added an additional 30 everyday products to its growing list of new lower priced items. These new reductions are another step in ALDI’s mission to make a good life affordable for everyone. This follows 300 permanent price reductions across its range in 2025. Data references: *Savings data compiled by ALDI and analysed by Kantar. The price gap between ALDI and competitors (16.8%) has been estimated using ALDI internal price data and ALDI-provided price comparisons for major competitors, translated into a price saving for ALDI customers covering 1 July 2024 – 30 June 2025. Read more: The proof is in the prices: ALDI reaffirms Price Promise for 2026, saving Aussie families thousands at the checkout - Aldi Unpacked #smartdiscount #aldi #australia #price #pricestrategy #basket #categories #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd

Discount Retail Chain Lidl North-Macedonia collaborates with various partners to support local producers and create opportunities for consumers and businesses, thereby connecting them to European markets. "Lidl is exploring opportunities in agriculture and local production because our objective is clear: to establish long-term partnerships and incorporate Macedonian producers into Lidl's international supply chain," stated our Commercial Director, Stefan Georgiev, during the session on connecting future markets and exploring investment opportunities and cooperation across Eastern and Southeastern Europe. Lidl is particularly proud of the following achievements:  Supporting exports even before opening stores in North Macedonia. Currently, the central warehouse and six Lidl stores are completed but not yet opened, with plans to open with a big bang with 15 stores at the beginning of 2027; Since starting cooperation in 2023, the export of Macedonian products through the Lidl network has increased from 570,000 euros to 5 million euros in 2024, and we anticipate surpassing the forecast of 10 million euros for 2025; The primary export categories include fresh and canned fruits and vegetables, lamb, dairy products, and wine; Enhancing local production standards: - 28 Macedonian companies have achieved IFS certification, one of the highest international quality standards; - 21 Macedonian suppliers have obtained GlobalGAP and GRASP certification, ensuring compliance with environmental, health, and social regulations in fruit and vegetable production. In collaboration with the German and Swiss embassies, Lidl worked on the 'Fit for Supply' project to support an additional 15 suppliers in obtaining certification in the upcoming period.  Looking ahead, we believe customs policies remain crucial for realizing new economic potentials. We continue to advocate for aligning Macedonian customs rates with the EU to enable fair competition, more affordable prices for consumers, a greater variety of products, and sustained high quality. The Global Forum on Food and Agriculture ( #GFFA ) is organized by the German Federal Ministry for Agriculture, Food and Regional Identity and serves as an international platform for addressing key issues related to the future of global agriculture and food policy. #smartdiscount #lidl #sourcing #northmacedonia #warehouse #dc #stores #IFS #grasp #globalgap #gffa #germany #switzerland #drc #discount #retail #consulting #discountretail #discountretailconsulting #google #twitter #harddiscount #hd

Discount Retail Chain KAM was visited by the President of the Chamber of Commerce, Branko Azeski, to mark its three decades of existence and success. Discussions focused on the challenges faced by the leading retail business in North Macedonia, including employee numbers, investments, turnover, low margins, and expansion into new international markets. President Azeski emphasized the importance of KAM's membership in the Chamber, as it consistently raises business development issues through Chamber activities. Retail trade plays a crucial role in the country's economy, influencing many other commercial sectors. Discussions also highlighted the significance of fundamental parameters such as a market economy, legal certainty, fair competition, combating the gray economy, and digitalizing processes essential for business operations. Over the 35 years since the North-Macedonian state's independence, the economy has grown, but state institutions lack the capacity to keep up with developments. Azeski noted that there is a consensus with the Government on giving domestic companies an advantage over foreign ones in public procurement, as seen in other countries. There is also a need to streamline the public sector, which employs many but has low productivity, and to shift the budget focus from social transfers to development and investment programs. During the meeting, it was noted that large companies should be more prominently recognized by the state, as they connect numerous small firms and are vital for their survival. KAM Group operates 86 discount stores in North Macedonia and 25 in Bulgaria, with its own distribution center, employing over 1,500 people. The main challenges include staffing shortages and various legal systemic issues. During the visit, President Azeski presented KAM's management with a Recognition of Commitment, Success, and Development in honor of their 30th anniversary. Read more: Chamber of Commerce of North Macedonia #smartdiscount #northmacedonia #kam #growth #leadership #retail #chamberofcommerce #recognition #labor #productivity #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd #marketleader

Discount Retail Chain Tiendas 3A, the hard discount chain belonging to the AJE Group, has set a new milestone in Peruvian retail with the opening of its first themed store. This store symbolizes the beginning of a strategic phase for the brand, focused on innovation and market diversification. The proposal seeks to raise the standard of the discount format, offering added value that goes beyond price. Conceptual window dressing The differentiated concept of this new location has as its main objective to provide customers with a unique visual and sensory experience. With this commitment, the chain redefines the way it interacts with the consumer, transforming everyday shopping into a memorable event. The initiative comes from the hand of Cielo, the emblematic water brand of the same business group, reinforcing the corporate synergy. Aguas Cielo joins this project as part of a strategic alliance that strengthens its position in the national territory. As a leading brand in hydration, its presence in this thematic format allows a more direct and emotional approach to its target audience. This action reflects the AJE Group's commitment to continue leading the beverage segment through modern channels. Where is the first 3A Stores themed store located? The chain's first themed store has selected a nerve center for its debut, specifically located on Vía a Cayma and Mar Azul. The store is strategically located on the side of Boulevard de Asia, taking advantage of the high flow of visitors and the commercial dynamism of the season. This key location ensures exceptional visibility for the launch of this new concept. AJE Group The official inauguration took place on January 30, in an event full of activities, prizes and raffles for attendees. Customers who attended the opening were able to participate through various electrical appliances and see first-hand the new setting. The response on social networks was not long in coming, with enthusiastic users who asked about the upcoming arrival of this format in other areas. Regarding the future of these spaces, the company said "soon we will continue in new stores" and regarding the growth of the brand in the country, the company's leadership has been emphatic in its vision of service. Juan Pablo Congote, general manager of Tiendas 3A, recently told Peru Retail: "We will be where there are consumers. We want to reach all of Peru." This declaration reinforces the chain's commitment to democratize access to quality products under its efficient business model. Expansion plans for 2026 By the second half of 2026, Tiendas 3A plans to begin its long-awaited entry into the interior of the country, breaking the exclusivity of its operation in the capital. Currently, the company is evaluating whether the first step out of Lima will be taken to the northern, southern or eastern regions of Peru. The immediate priority is to consolidate operational efficiency in Lima's districts before executing this national deployment. Peruvian market The speed of expansion will not be subject to a rigid number of openings, but will depend strictly on the response and demand of each locality. The company has stated its ability to open an additional 100 to 300 stores if market conditions require it. For now, they maintain a solid presence that covers between 70% and 80% of the districts of Metropolitan Lima. As for its commercial offer, the chain plans to strengthen its 14 own brands, which include names such as Don Chef, Lavalu and Boca a Boca. By 2026, the expansion of varieties in the food, cleaning and dairy categories will be evaluated, based on the rotation of each product. It is not ruled out that the brand will venture into totally new categories to continue surprising its growing customer base. Read more: Tiendas 3A inaugurates its first themed store next to Agua Cielo: where is it located? #smartdiscount #peru #tiendas3a #3a #aje #brand #store #expansion #growth #development #privatelabel #drc #discount #retail #consulting #discountretail #discountretailconsulting #retailconsulting #google #twitter #harddiscount #hd