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Germany-based Rewe Group announced revenues rose 4.7% to €61.2bn. Its performance was driven by growth both in its home market, where revenues increased by 4.5%, and internationally, where they rose by 5.2%.

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As Carrefour looks to evolve its 2022 Transformation Plan and embed initiatives to help it win in its key countries, we look at developments in its home market and Italy.

Carrefour goes 24 hours in France

Local trade publication LSA has reported that Carrefour has opened its first 24-hour store in France, following successful trials in Italy and Spain. The Carrefour City in Paris’s 7th arrondissement is set to see its already long opening hours extended to enable shoppers to buy from it at any time of the day. Between 23.30 and 07.00 shoppers will use one of eight self-checkouts to pay for their products. If the move proves successful, Carrefour could extend 24 hour operating times to further stores.

Bio banner to sell only seasonal produce

As it looks to evolve its offer at its Bio banner, Carrefour has said it will only sell seasonal fruit and vegetables at these stores. The change is part of Carrefour’s Act for Food programme and follows a three-month trial period. The retailer said the decision was made to meet growing shopper demand for locally-grown organic seasonal produce. To spotlight the change to its offer, Carrefour said it would run an in-store educational poster campaign. The retailer said it will also look to implement the change at four hypermarkets and four supermarkets too.

Carrefour Italy aiming to better target shoppers

In conjunction with proximity marketing company JoinTag, Carrefour Italy has said it is looking to use the former’s Kariboo platform to better target shoppers at over 200 Carrefour Market and 40 hypermarkets in the country. Kariboo uses localisation tools, apps, and iBeacons to enable retailers to interact with customers in-store, in front of products, and near the point of sale via targeted push notifications.

Norway-based NorgesGruppen has released its 2018 results. The retailer reported that operating revenue increased by 2.1% to NOK 87.8bn (€9.0bn), while profit before tax increased by 20% to NOK 2.4bn (€247m). Operating margin remained stable at 3.6%.

Growth driven by KIWI

Performance continued to be driven by the KIWI discount format, with existing store revenue increasing by 4.1%.

2018 investments of NOK 3.6bn (€370.5m)

During the year, NorgesGruppen invested NOK 3.6bn (€370.5m) in stores, operations, technology, energy and people. Future investments are expected to focus on efficiency and customer-focus.

CEO Runar Hollevik added, ‘In 2018, our competitors have established more stores than us, while we have concentrated on improving and developing existing stores. The pace of establishment will increase somewhat in the future with stores that are adapted to their customer base locally’. online grocery turnover: NOK 250m (€25.7m)

NorgesGruppen’s MENY chain achieved online grocery sales of NOK 250m (€25.7m), while estimated turnover for 2019 is NOK 420m (€43.2m).

Commenting on performance, Hollevik said, ‘Even though the turnover development is good, we must acknowledge that it is difficult to get this profitable, because most people will have the goods [delivered] completely home'.

Other highlights: plastic, waste and meals for one

• KIWI, SPAR, MENY and Joker reduced plastic packaging in produce by 256 tons in 2018, having set a longer term goal of reducing plastic by 20% by 2025
Store food waste has been reduced by 21% since 2015, driven by an improvement in refrigeration at the ASKO Central Warehouse, as well as re-pricing food that is approaching the end of its shelf-life. KIWI has also reduced food waste by over 30% in the last two years
KIWI’s 'Cheap Dinner for One' concept, which includes fresh meat, fish and non-meat proteins suitable for smaller households

Want to keep up to date with the latest news from NorgesGruppen and other leading Nordic grocery retailers? Sign up for IGD's free Retail Analysis international newsletter.

Kaufland’s latest developments in the first quarter of 2019 include the appointment of a new interim CEO, rumours it could purchase 100 Real hypermarkets and in Romania a new loyalty programme and cosmetics shop-in-shop concept.

Kaufland has new interim CEO

Kaufland’s parent company, Schwarz Group, selected Klaus Gehrig as a temporary CEO following the departure of Patrick Kaudewitz, who has led it since 2015. Gehrig will lead Kaufland until a permanent replacement is selected.

Gehrig states interest in Metro’s Real hypermarkets

In March 2019, Gehrig said Schwarz Group could acquire around 100 out of the 280-plus Real hypermarkets from Metro. He stressed store locations will be the key factor to the number of stores eventually acquired. The acquisition will further solidify Kaufland’s position as the leading hypermarket operator in Germany.

Kaufland Romania launches a loyalty programme

The retailer launched its first loyalty programme and gives shoppers the option of a physical card and/or a mobile app. Members are currently rewarded with discounts and redeemable points across the whole network. Later in 2019, the programme will offer members personalised promotions, and they will be able to combine them with on-shelf discounts.

Source: IGD Research, Kaufland

Kaufland adds cosmetics shop-in-shop to flagship store in Romania

In February 2019, Kaufland added an area that only sells cosmetics to its flagship store in Bucharest. It is named K Beauty, it has its own checkout till, and has 13 sq. m. of space that offers 800 SKUs of cosmetics and perfume brands that include L'Oréal and Calvin Klein. It also provides shoppers with services like a make-up consultant for a more personalised offer.

Source: Kaufland

Subscribers can read more about Kaufland’s strategic outlook in our insight presentation.


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Four years on from the launch of its turnaround strategy, Tesco has made substantial progress against its strategic drivers to create long-term and sustainable value for its four key stakeholders – customers, colleagues, suppliers and shareholders. In this report we review how Tesco is delivering against its four strategic drivers and consider its next steps.
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