http://www.foodinternational.net Elsevier Food International articles on Retail Profile en-gb http://www.foodinternational.net http://www.foodinternational.net/images/logo_rss.gif 34 144 Food International: Tomorrow's food industrie in perspective http://www.foodinternational.net/articles/retail-profile/1459/pick-n-pay.html Pick n Pay’s new generation hypermarket in Soweto opened with great excitement last September and was selected by Planet Retail as the most innovative new concept in 2007. It had been a long time coming and was identified as “having the potential to change the face of retailing in Africa”.Elsevier Food International, Vol.11, Number 2, May 2008 Helen Armstrong Tue, 16 Sep 2008 14:27:00 GMT http://www.foodinternational.net/articles/retail-profile/1459/pick-n-pay.html http://www.foodinternational.net/articles/retail-profile/1158/reitans-reign.html The Reitan Group has undergone a number of significant changes throughout its history as it has grown to become a major part of the Scandinavian retail industry. By specialising in the operation of franchise-based stores, the group, which is headquartered in Trondheim, Norway, has three major branches of its operations: Rema 1000, Reitan Servicehandel and Reitan Eiendom.Elsevier Food International, Vol. 11, Number 1, February 2008 Karen Willoughby Sun, 03 Feb 2008 15:53:00 GMT http://www.foodinternational.net/articles/retail-profile/1158/reitans-reign.html http://www.foodinternational.net/articles/retail-profile/1153/the-new-british-invasion.html Tesco’s Fresh & Easy format in the US may not live up to the pre-opening hype, but the ‘convenient’ store format may still represent a new competitive dynamic and one that other retailers are scrambling to copy. Elsevier Food International, Vol. 11, Number 1, February 2008 Len Lewis Sat, 02 Feb 2008 09:41:00 GMT http://www.foodinternational.net/articles/retail-profile/1153/the-new-british-invasion.html http://www.foodinternational.net/articles/retail-profile/1150/metros-mission-the-spirit-of-commerce.html Germany’s giant Metro has seen some changes during the last year: a French top manager and changes in the board brought about by additional shares being purchased by the two main shareholders. But whether the results of these manoeuvres will stave off what some analysts see as inevitable – the takeover of Metro by Wal-Mart – remains to be seen...Elsevier Food International, Vol. 11, Number 1, February 2008 Klaus D. Schwarz Fri, 01 Feb 2008 09:37:00 GMT http://www.foodinternational.net/articles/retail-profile/1150/metros-mission-the-spirit-of-commerce.html http://www.foodinternational.net/articles/retail-profile/1059/eataly-turin-italy.html In early 2007, Eataly Turin opened its doors for business. On 11,000 square metres, customers and visitors can taste and buy quality foods – mostly from Italy but also from abroad – and be educated about all aspects of Italian cuisine and gastronomy. Eataly’s concept will be rolled out all over Italy and next year it is expected to cater to food savvy customers in New York as well. Elsevier Food International, Vol. 10, Number 4, November 2007 Pascal Kuipers Mon, 05 Nov 2007 13:38:00 GMT http://www.foodinternational.net/articles/retail-profile/1059/eataly-turin-italy.html http://www.foodinternational.net/articles/retail-profile/1058/danube-riyadh-saudi-arabia.html Only the best is good enough for customers in the Danube hypermarket in Riyadh, Saudi Arabia. Positioning itself at the top end of the market, Danube aims to blend products from all over the world in a value-added Arabic setting. Rolling out its store network nationwide, the longer term will see Danube stores popping up in the Gulf region.Elsevier Food International, Vol. 10, Number 4, November 2007 Pascal Kuipers Mon, 05 Nov 2007 13:08:00 GMT http://www.foodinternational.net/articles/retail-profile/1058/danube-riyadh-saudi-arabia.html http://www.foodinternational.net/articles/retail-profile/972/%93we-are-chinese-in-china-and-brazilians-in-brazil%94.html For years, Carrefour has pursued a strategy of rapid international expansion. Since the appointment of José Luis Duran as chief executive in 2005, however, Carrefour has withdrawn from several countries such as Japan, Mexico, South Korea and Switzerland. Now it focuses on the key emerging ‘BRIC’ markets of Brazil, Russia, India and China.Elsevier Food International Vol.10, No.4,November 2007Clémence Ribault Thu, 01 Nov 2007 10:55:00 GMT http://www.foodinternational.net/articles/retail-profile/972/%93we-are-chinese-in-china-and-brazilians-in-brazil%94.html http://www.foodinternational.net/articles/retail-profile/837/differentiating-delhaize-.html “A man sitting on a block of ice with his hair on fire is on average OK,” said Mike Haaf, Food Lion’s senior vice president Sales, Marketing and Business Strategy to the audience during last year’s ECR Europe conference in Stockholm. ‘Average’ is the word to avoid at Food Lion in the US and at any subsidiary of parent company Delhaize Group. Delhaize wants to be different. Elsevier Food International, Vol. 10, Number 2, May 2007 Pascal Kuipers Mon, 10 Sep 2007 16:18:00 GMT http://www.foodinternational.net/articles/retail-profile/837/differentiating-delhaize-.html http://www.foodinternational.net/articles/retail-profile/824/green-hills-farms-syracuse-ny-usa-.html Green Hills Farms is a renowned test store in the US. It has been a frontrunner in applying biometric technology for customer identification and loyalty programmes. Therefore Green Hill Farms is among the first stores to deliver fully personalised offerings to individual customers. But despite the technology in the store, the main driver of loyalty remains the quality of fresh foods on Green Hills Farms’ shelves. Elsevier Food International, Vol. 10, Number 2, May 2007 Jim Cordts Thu, 06 Sep 2007 14:06:00 GMT http://www.foodinternational.net/articles/retail-profile/824/green-hills-farms-syracuse-ny-usa-.html http://www.foodinternational.net/articles/retail-profile/956/whole-foods-market-kensington-london.html Summary American organic retailing champion Whole Foods Market has launched its first European store in the affluent Kensington area in London. The United Kingdom is seen by Whole Foods Market as its European allotment. The next stepping stones for the organic giant might be other booming organic-minded markets, such as France and Germany.Elsevier Food International, Vol. 10, Number 3, September 2007 Jos Poels Mon, 03 Sep 2007 16:41:00 GMT http://www.foodinternational.net/articles/retail-profile/956/whole-foods-market-kensington-london.html http://www.foodinternational.net/articles/retail-profile/690/different-markets-drastic-measures.html In 1997, SHV Holding – parent of Makro cash & carry – took a drastic decision by selling its European business and focusing on two regions: Asia and South America. Emerging markets but very different regions, which therefore needed to be managed separately. In recent years, however, SHV has been exploring opportunities to create synergies in an effort to realise the long awaited improvement of the business. Elsevier Food International, Vol. 10, Number 1, February 2007 Pascal Kuipers Mon, 25 Jun 2007 13:59:00 GMT http://www.foodinternational.net/articles/retail-profile/690/different-markets-drastic-measures.html http://www.foodinternational.net/articles/retail-profile/479/a-snake-pit-named-rewe.html The Kremlin after Stalin’s reign. Yugoslavia after the Tito era. Political metaphors are as plentiful as blackberries if one wants to grasp what happened at German retailer Rewe since Hans Reischl suddenly decided to quit in 2004 after leading the cooperative retailer for nearly thirty years. Elsevier Food international Vol.9, Number 4, November 2006 Pascal Kuipers Thu, 01 Feb 2007 14:57:00 GMT http://www.foodinternational.net/articles/retail-profile/479/a-snake-pit-named-rewe.html http://www.foodinternational.net/articles/retail-profile/397/iga-expanding-the-global-family.html After eight decades of building what is the single largest community of independent grocers in the world, IGA is positioning itself – and its grocers – for the future. Elsevier Food International, Vol.9, Number 3, September 2006 Len Lewis Tue, 07 Nov 2006 16:39:00 GMT http://www.foodinternational.net/articles/retail-profile/397/iga-expanding-the-global-family.html http://www.foodinternational.net/articles/retail-profile/361/supersizing-supervalu.html The acquisition of Albertsons makes Supervalu the world’s largest wholesaler and therefore a dominant retail force. The deal puts Supervalu into the major leagues in the US market with an additional US$17.4 billion in sales from 1,124 stores –many of them with a dominant share of major markets. Elsevier Food International Vol.9, Number 2, May 2006 Len Lewis Thu, 14 Sep 2006 16:31:00 GMT http://www.foodinternational.net/articles/retail-profile/361/supersizing-supervalu.html http://www.foodinternational.net/articles/retail-profile/165/nettos-growth-imperative.html Netto is the multinational discount subsidiary of Dansk Supermarked. With relatively limited international operations compared to its discount peers, Netto faces the tough task to spur further growth while competition is fierce.Elsevier Food Internationa, Vol.9, Number 1, February 2006 Pascal Kuipers Tue, 25 Apr 2006 14:42:00 GMT http://www.foodinternational.net/articles/retail-profile/165/nettos-growth-imperative.html http://www.foodinternational.net/articles/retail-profile/22/norma-survival-of-the-fittest.html Norma. The smallest of German hard discounters cannot survive without a strict lowest cost business model. However, it takes more to stay in business in Germany’s extremely competitive discount sector. Pragmatism, adaptability, shrewdness, prudence are the qualities that clearly distinguish Norma from the discount pack.Elsevier Food International Vol.8, No.4, November 2005Pascal Kuipers Mon, 07 Nov 2005 22:47:00 GMT http://www.foodinternational.net/articles/retail-profile/22/norma-survival-of-the-fittest.html http://www.foodinternational.net/articles/retail-profile/23/carrefour-cosmopolite-on-crossroads.html Within five years Carrefour doubled in size, but its share price was cut in half during the same period. In the last three years share price performance was –26 per cent. Since 2000, Carrefour lost in its home market France an average of 0.8 of a point market share per year. In the first half of 2005, it claims to have regained some market share but clearly much still needs to be turned around at Carrefour.Elsevier Food International, Vol.8, No.3, September 2005 Pascal Kuipers Wed, 07 Sep 2005 18:59:00 GMT http://www.foodinternational.net/articles/retail-profile/23/carrefour-cosmopolite-on-crossroads.html http://www.foodinternational.net/articles/retail-profile/35/sainsburys-going-back-to-its-roots.html Sainsbury’s CEO, Justin King, has had to employ hard measures to turn around the company’s supply chain problems. There are, however, other aspects of modern supermarket retailing that Sainsbury’s seriously needs to address. These include non-food sales and the necessity of keeping prices competitive with the market leaders Tesco and Asda. King believes that going back to the company’s roots with quality fresh food at value prices is the way forward. After all, Sainsbury’s still has a large number of loyal customers, it is in a relatively strong position in addressing the ‘convenience’ trend and has an advantage over discounters because it can also offer a premium range of private label products. But will King have enough time to prove his point as acquisition rumours continue.Elsevier Food International Vol.8, No.2 May 2005Steve Foster Mon, 09 May 2005 21:56:00 GMT http://www.foodinternational.net/articles/retail-profile/35/sainsburys-going-back-to-its-roots.html http://www.foodinternational.net/articles/retail-profile/28/trader-joes.html The Trader Joe’s chain (now owned by Aldi) successfully operates small stores with a limited selection and in often inconvenient locations. The company’s success is still largely dismissed as a competitive threat by other, bigger retailers. However, the chain is steadily expanding across the nation, with plans to venture even into New York City. With its current rate of growth, Trader Joe’s could be a 2,000-store chain, over the next decade, thus becoming a truly national chain of neighbourhood stores and as its sales and customer base grows, the conventional stores may decide to copy the format.Elsevier Food International Vol.8, No.1, February 2005Len Lewis Tue, 08 Feb 2005 01:14:00 GMT http://www.foodinternational.net/articles/retail-profile/28/trader-joes.html http://www.foodinternational.net/articles/retail-profile/40/mercator-ambitions-in-the-balkans.html In recent years, Slovenian retailer Mercator has developed as a strong consolidating force within its domestic retail market and now it is poised to perform in a similar fashion in the rest of the Balkan region.Elsevier Food International Vol.7, No.4, November 2004 Pascal Kuipers Sat, 13 Nov 2004 20:40:00 GMT http://www.foodinternational.net/articles/retail-profile/40/mercator-ambitions-in-the-balkans.html