A key element in annual business results is the effort put into loss prevention plans in our stores or supermarkets. In the process of identification in vulnerable points in retail, it would be considered from the total integrity of our collaborators and clients to the risks that are run with respect to the own facilities in which we operate our stores.

Whenever we hear the term loss prevention we refer to robberies, but this is not necessarily so, since loss prevention covers a wide range of operations and operations around them. There are more and more retailers that include the processes to identify all these vulnerabilities and risks in their annual business plans, which will result in the strong decrease of losses.


The main requirement to be able to carry out a successful prevention strategy must be the owners’ total conviction of the need to anticipate, prevent and fight against what is considered risk of loss, identifying all that may impact the personnel assets of the company. After all this, the risk of loss agenda must stay every year.

The annual risk agenda will possess 4 principal elements:

  • Personal: It implies the responsibility and actions of our associates.
  • Policies and procedures: Creation and follow-up of the internal document for all employees where the company’s rules are clarified.
  • Technology: Controlling the proper use of all tools available in our stores, both personal use, as well as monitoring and control.
  • Infrastructure: It means that all our facilities must be perfectly prepared and comply with safety standards.

Training will be necessary for our personnel, linked to the situations and conditions that are determined in the annual prevention plan and is necessary for all natural processes in daily operations to be fulfilled.


One of the mistakes that retailers make is to believe that their business does not have any important significant risks, or that we already have enough with the plans that are executed year after year without inserting new ones. This error is almost always linked to the idea that these prevention plans involve enormous costs, but in any case, this must be counted as an investment, because it is a great investment that will save you billions in losses in the future.

To achieve all the objectives we have detailed, internal control must be organized in several components:

  • Control environment. Both staff and clients must have the full conviction of being in a 100% controlled environment against significant risks.
  • Evaluation of risks. Always maintaining evidence and evaluation of all risks.
  • Control activities. Unlike the control environment, control activities are those that exist to minimize the risks.
  • Information and constant communication. It covers the feedback process that must exist in our stores.
  • Continuous monitoring. Internal audits.
  • Trust control evaluations. Examine constant prevention control with employees. In conclusion, no matter the size of the business, we can all suffer losses. Success will be in our prevention systems in order to minimize them.


The international consultancy company Analyticalways, which specializes in predictive analytics technologies for store inventory management, has produced a report with the keys to good store management in the sales season.

“They are the times of the year in which stores play a large part of their turnover, especially fashion, jewelry or accessories. For many, success or failure in this sales season will be a turning point in their business, “said Managing Director of Analyticalways, Amancio Junior.

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Amancio Junior states that “red signs with ‘SALE’ signs and discounts of 40%, 50% or 70% are no longer enough,” while adding that “seek maximum efficiency in all processes and generate a better customer experience will provide a plus to win customers against the competition. For this, it is necessary to take into account numerous variables, from a good strategy of prices to efficient management of the stock, among others. ”



Plan discounts, promotions, products and even involve employees in this process. Set actual sales targets by product families, delimit actions to achieve those objectives and establish mechanisms to be able to measure them at the end of each campaign.


Always count with the precise stock for each circumstance. It is no longer necessary to have all sizes available for all products. Stock management technologies use algorithms designed specifically for the needs of retailers and let you know in detail how sales evolve.


A shop window is the best weapon to generate exposure traffic since the emotional factor is responsible for the purchasing decisions of customers up to 80% of the time. The good management of these are summarized in having at any time controlled each SKU, for example, from a mobile device.



Collaboratively manage the objectives of the stores of the same brand and organize employees based on these sales targets through technological tools. If the salesperson has a statistically based view on what he has to sell and how to do it he can optimize the management of his time so as not to reduce the average basket at times with more flow of customers in the store.


Getting new customers is one of the maximum offers, but it is also a good opportunity to retain and reward the regular customers. To do this, it works to apply special offers to recurring customers, with personalized discounts on products specially recommended for them.


Study the market and analyze the price systems of the competition without losing sight of the margins of business. Be creative in pricing strategy: offering 2×1, additional discounts if the customer buys several products, give a reduced product if the customer buys a new collection product, or apply a rebate depending on the amount spent by the customer.


To improve and make effective the buying experience, consolidate a model of proximity and closeness, with multi channel strategies and a focus on people, is an immediate objective for supermarkets. This could be the summary of the greatest opportunities and objectives of supermarket chains in the new retail era, basically the opinion of the greatest retail executives at global level.

They all agree that there is a need to execute the digital transformation and adapt to the changes of a consumer who no longer distinguishes between one channel or another (physical vs. digital). A consumer who demands proximity and closeness, as well as modernization and moments that help him to create new experiences, in any format, moment or place.

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One of the principal challenges is to deepen the process of innovation that mark the future of supermarkets and can be grouped into three main axes: those related with digital transformation- from online sales to logistics; the changes designed to optimize the shopper experience; and finally, the increase of energy efficiency of the stores, warehouses and transport.

Another one would be the necessity to offer the consumer an integrated and quality service, regardless of the medium that the latter chooses to access. The omnicanality, understood as the communication and access to the customer through various channels, and the coexistence of online commerce together with the physical store, is a way in which great strides are being made without losing the essence of the proximity trade model.

We must consolidate even more the model of the local supermarket, which is the format that is now in full expansion in the United States (Aldi, Lidl, Walmart Neighborhood …) because it can make available a complete purchase with variety, quality, sustainability and food security very close to their homes with the most competitive prices. One of the tasks we must do is to deepen the achievement of high levels of efficiency throughout the entire chain in a model in which all are winners.


Knowing how to develop a successful digital strategy in order to take advantage of new digital technologies for making new competitive opportunities in the physical channel, in addition to taking advantage of new digital channels to generate growth, new businesses, greater market value and greater connection with customers, and all from a multi channel perspective (to meet all expectations of current and future generations of clients).

Experience is relevant in supermarket chains. It deals with putting value in the physical store, knowing how to transform the “buying operation” into a store experience (and even better, a brand), that has to be more technological, more agile, more interactive, but also more fun, more inspiring and more discovering. The real challenge is making it a relevant experience: more than personalized, that connects with the interests and vital purposes of customers.

Humanization and personal connection. Supermarket teams are the principal competitive advantage of off-line commerce due to the level of service, support, professionalism and the capacity to connect with clients and, today, it can still not be matched with “on-line.”

The challenge, therefore, lies in the fact that the entire business strategy puts such strengths in value and not, as we sometimes see, technology introduced in store to dehumanize them in the name of agility or cost reduction.

The current client is multi channel, and demands an optimal shopping experience regardless of the channel. The challenge for our distribution sector is to adapt this trend by monitoring and controlling customer behavior in all channels, in an integrated manner.


For that, technological tools are needed like ERP’s, linked to CRM’s, and they orient a profitable electronic commerce. All of them, in order to respond to the expectations of a more demanding customer who knows what they want and premium the immediacy and availability of what they are looking for, both in the physical and digital environment.

This change also affects the sectors of the economy, becoming a challenge and an opportunity for growth, which requires collaboration between all economic agents and all links in the chain. A cooperation based on trust and transparency in the flow of information that allows us to be more competitive.

Being prepared for a constant change of environment and demand, is part of any company that wants to last in time. In Covirán, our mission is to provide independent retailers, their customers and society, supermarkets of proximity through a comprehensive offer of business, based on profitability, trust, cooperation and generating growth in the local economy. There is no doubt that innovation has become one of the main levers for the growth of our company, fundamental to continue guaranteeing our present and future growth.

Thanks to the advanced analytics, companies can have a deeper knowledge about their clients, and can also determine their purchasing tactics. The analysis of data, the Big Data, offers more possibilities, for companies of our sector and can make a difference. This trend will mark the future of our companies and will contribute not only to attracting new customers, but also to loyalty to existing ones.

The recent purchase of Whole Foods Market by Amazon has been a milestone in the global market, as it is the online operator that buys the physical, and this is the necessary step for multi channel. This dreamy purchase will mark a before and after in the future of our exciting food retail world.


“Pop-up” stores are short-lived commercial spaces that are purposed for making a direct impact on potential consumers or brands that will also appear in pop-up stores.

This kind of establishment is not limited to exclusive markets, such as fashion or VIP products. The biggest commercial brands take advantage of the pop-up stores to improve the notoriety of the brand, raise sales and appoint new markets.

In many cases, they take advantage of brands to try out formats they have not tried before.

For example, a British retail chain of watches started with a pop-up store in London before signing a permanent lease and opened more stores in London’s Regent Street and SoHo in New York.

The pop-up stores are used periodically for showcasing new products. For example, the DSW shoe chain debuted its range of custom 3D printed shoes at emerging locations in New York and San Francisco, which allow visitors to really see their new shoes on virtual testers.

Google is also experimenting “offline” with a new space in New York’s Soho. Even though buyers can’t purchase anything from the pop-up made by Google, the store offers the chance to test the brand’s new hardware.


When pop-ups entered the scene, critics thought it could pose a threat to traditional store chains and businesses. In the end, it was proven that this was not the case and that the two concepts complimented each other.

For example, the British Hunter, known for their colorful cookies, established a pop-up store in London’s Picadilly Circus, a few feet away from their “flagship” store in Regent Street. This location was principally a “Satellite” that directed customers to the main store and also increased the awareness of the brand.

In other places, the brands were taking advantage of the pop-up to directly impact products to their target market, as well as keeping them up-to-date on what’s new.

The Canadian fashion chain Kit and Ace collaborated with luxury hotel chains for the Carry-on, which offered guests and local residents the opportunity to purchase a selection of brand clothing and travel accessories.

Essentially, the initiative also presented an online version, offering digital shoppers access to guides of the city from local “influencers,” as well as recommendations of the product.

Lately we are seeing pop-ups used as a key part of a multi-channel marketing plan, brands are realizing that they need to let live on equal terms to the digital and the physical. If someone has a good brand experience in the real world, then they will shop online too.


Inside retail’s modern strategy, pop-ups are used with frequency to attract customers in a unique way, like Remy Martin’s drinks brand, which tours the cities of the United States and allows visitors to make their own cognac. Brands recognize that a pop-up needs to provide something special. A smaller version of a simple store would never work.

Creating such immersion and interaction experiences can turn casual visitors into loyal, long-term clients.

On the other hand, to companies that offer seasonal products and services, pop-ups offer great benefits. For example, Magnum ice cream has had success with its pop-up store in London, which has allowed them to maximize their brand awareness in mid-summer.


While pop-up stores have transformed the retail strategy of many brands, the brands themselves must carefully think about how the format fits their global approach. For some retailers, because of their concept and the amount of time it takes in launching a Pop-up, it does not work for them.

A key challenge for retailers is to get accurate results in a relatively short time.

When testing for physical stores, retailers have to take a pop-up for at least six months to a year. We usually see that retailers become much more successful the longer they have been in one place, due to factors such as word of mouth and consumer awareness.


However, while pop-ups continue to attract customers, they will remain a key part of a modern selling strategy.

Now that some of the bigger brands are adopting pop-ups, they have improved tremendously in quality and creativity in the last 10 years, and this seems only to be the beginning.

Why it is so important to provide good customer service

Some too much and some nothing at all. This is a well-known saying for almost every aspect of life that may occur to us. Since we are retail, it has always struck me that neighboring stores with apparent similarities enjoy very different luck, as far as customer favor is concerned.

I recently moved into another house and the supermarkets close to me form an important role on a day to day basis; buying fruits and vegetables, bread, butter, etc.

There are two supermarkets that are practically corner to corner of each other and in appearance target the same customer audience. One of them always has a busy atmosphere and is continually filled with customers in all its corridors, while the other doesn’t even pick up on distracted customers.

Our parents and grandparents always taught us that road restaurants where the most trucks were parked at always had the best food. Following that example, the first day I had to grocery shop for the house, I went into the supermarket with the most customers.

My experience was a good one not only the first day, but all the ones that followed.

After going several times in the successful supermarket and passing the one that had hardly any customer traffic, I was filled with the idea that as a customer I had been behaving in an “unfair” way because I had not given an opportunity to the other supermarket. One night when I was coming home from work, I decided to give the “bad” supermarket a chance.

Bad service is the worst thing for a customer

When I entered, I was surprised at the instant bad smells I detected (rotten food, burned bread, strong toilet smell).

In the meat area, two employees talked amongst themselves, taking longer than two minutes to attend me. It seemed they weren’t used to customers coming in and deciding to stay.

I continued my walk around the store, meanwhile hearing voices from inside the warehouse laughing and arguing. It appeared there was more movement and “fun” in the cellar then in the sales area of the store.

The employee found in the bakery section was found “texting” on her cellphone the entire time without even lifting her head to attend me.

When I told her I needed her help, only then did she detect the annoyance in my voice over her cellular conversation. Not only that, but instead of charging me for a traditional baguette, she mistakenly charged me for bread.

Apparently, I came at a bad time for her due to her important conversation on social media.

Our parents and grandparents were absolutely right! We should go where there’s more people and if they are truckers, even better!

This story is a real life example that can be used in any store and the proof that shows why clients prefer one place to another.

Unfortunately for this supermarket, if they do not make a radical change, they won’t survive more than 6 or 12 months.

El comercio minorista se la juega


La Confederación Española de Comercio (CEC) considera que los próximos meses pueden ser decisivos para el futuro del sector del comercio minorista, debido a la recuperación de la confianza del consumidor y a una notable campaña de Navidad, que podrían suponer un gran impulso para este tipo de negocios.

Desde CEC recuerdan que una parte del sector sigue aún muy debilitada debido al actual clima de incertidumbre y señalan que la campaña de Navidad puede suponer el espaldarazo que necesitan para cerrar bien el año y asegurar su continuidad. En este sentido, aplauden el fin de la inestabilidad política que, con el desplome de la confianza del consumidor, supuso la ralentización del crecimiento del comercio minorista.

Por su parte, el Presidente de la CEC, Manuel García-Izquierdo, ha reclamado al Presidente del Gobierno que sea sensible con el sector y que en el organigrama del nuevo Ejecutivo el comercio se encuadre en un ministerio acorde con su importancia. García-Izquierdo ha recordado que, durante la época de crisis, el sector del comercio minorista jugó un papel clave en el conjunto de la economía española, representando la principal fuente de empleo estable del país.

Según los datos del Instituto Nacional de Estadística (INE), el comercio minorista alcanzó el pasado mes de septiembre un crecimiento interanual del 3,6% a nivel de ventas y de un 1,9% en lo que se refiere a la creación de empleo. Dentro del sector, las que más crecieron fueron las grandes cadenas, seguidas de las empresas unilocalizadas, las grandes superficies y las pequeñas cadenas de distribución.

A la vista de estos datos, la Confederación ha recalcado la importancia de los últimos meses del año y, en especial, de la campaña de Navidad, para que el sector se consolide en su recuperación. Para ello, recuerdan, es fundamental que se devuelva la confianza al consumidor y que se cuente con el apoyo del nuevo Gobierno para que se cumplan las previsiones de crecimiento y el sector asegure su continuidad.

Por qué los millennials están dejando de ir al supermercado?


“No creo que hayamos visto un cambio tan dramático en el consumo nunca”. Marty Siewert, vicepresidente de analítica del consumidor y de las compras en Nielsen, ha analizado las pautas de comportamiento de los millennials y como estas están cambiando incluso aquellos aspectos que parecían sólidos, incuestionables. Los cambios en consumo de los millennials están cambiando, de forma absolutamente dramática, cómo operan los supermercados y cómo se están comprando los alimentos. “Aquellas cosas que en el pasado funcionaban como ‘drivers’ para la alimentación en términos de frescura y calidad ya no son elementos clave para los millennials”, añade.

Y es que, como apuntan en un análisis de The Wall Street Journal (de donde salen las declaraciones de Siewert), los millennials están dejando de comprar en el supermercado. La compra semanal, que se había convertido en un motor de consumo tradicional y presente en todas las generaciones, ha empezado a verse amenazada por los cambios impulsados por los millennials. De media están gastando menos en alimentación al año (alimentación como productos comprados en supermercados) y están cambiando los hábitos. De media, están gastando unos mil dólares menos al año en el super. En vez de comprar la compra cada vez compran más en otros espacios (por ejemplo, compran más online) y optan por otros formatos (como comer fuera o comprar comida hecha online).

El cambio es mucho más acentuado en los millennials (aunque, como apuntan al hilo de los datos, los baby boomers también han reducido el gasto que hacen en alimentación, ya que se están centrando en encontrar ofertas y más ofertas para reducir el gasto global) y, sobre todo, es aquí donde se ve un cambio por completo en los hábitos de consumo que podría modificar por completo el panorama de cara al futuro. A los millennials no les gusta hacer la compra y no les gustan los supermercados.

Los millennials ya estaba teniendo un impacto directo en cómo se organizan los supermercados. Ellos son los culpables de que cada vez haya más productos gourmet, orgánicos y de proximidad y también los que en cierto modo han acabado con la lista de la compra. A los millennials no les gusta comprar en el ‘día de la compra’, sino que prefieren ir cuando lo necesitan y comprar en base a recetas. Solo un 37% de los millennials, por ejemplo, hace la lista de la compra.

El abandono de los millennials de las compras en el supermercado podría ser, o al menos eso es lo que defienden partiendo de datos estadísticos en un análisis de The Atlantic, en realidad solo la punta de lanza de un cambio mucho más amplio en lo que a consumo se refiere. ¿Estamos cambiando nuestros hábitos y modificando nuestras necesidades?

Como apuntan, detrás de esta relación entre los millennials y la desaceleración de los supermercados y sus cifras de negocio se podrían encontrar dos verdades. La primera es la de que ahora mismo se está echando la culpa a los millennials de prácticamente todo, aunque en ocasiones solo son el exponente de cambios culturales y sociales mucho más profundos y complejos y que son, de hecho, algo que afecta a mucha más gente. La segunda es que muchos de esos cambios sociales son una suerte de revival de viejas costumbres.

Y ahí es donde se explicaría este decaimiento del supermercado. Lo que está ocurriendo es que se está volviendo a niveles anteriores de gasto en restaurantes. Tras una caída tras la explosión de la crisis del consumo en restaurantes, la cifra se estaría recuperando, lo que llevaría a un inevitable retroceso de la cifra de gasto de alimentación en el hogar. Aunque el consumo sigue siendo mucho más elevado entre los millennials que entre otros grupos demográficos, las estadísticas muestran que los consumidores más mayores también están gastando más en consumir comida en restaurantes (lo que hace que, por defecto, la tendencia tenga que ser mucho más generalizada).

A eso hay que sumar que se están cambiando los hábitos de consumo y que el mercado de la alimentación (que se concentró en el siglo XX en los supermercados) está volviendo a fragmentarse. Las tiendas especializadas o las tiendas online han irrumpido con fuerza y están modificando las pautas de consumo. Una cosa, sumada a la otra, estaría modificando las cosas.

Northgate Gonzalez Market to promote produce to SNAP participants


Northgate Gonzalez Market said Thursday it will offer programs through its produce departments to promote long-term health among low-income shoppers as part of a program with the Center for Community Health at the University of California, San Diego.

The Anaheim, Calif.-based retailer said it will offer financial-incentive rebates on fruit and vegetable purchases using the chain’s customer loyalty card, as well as special produce promotions, in-store cooking classes, store tours and education on food labeling, to encourage additional purchases for healthy food options.

The retailer also said it will share data with researchers at UC San Diego, including per capita spending and changes among SNAP participants, as they gain more knowledge about healthier food options.

The program evolved from a $3.4-million grant the university received from the U.S. Department of Agriculture to increase affordable food access to low-income shoppers who receive benefits through the Supplemental Nutrition Assistance Program.

“We are honored to work with UC San Diego to support the USDA in the development, implementation and evaluation of a nutrition incentive program,” said Victor Gonzalez, co-owner and VP of Northgate. “It is our goal to develop an effective, efficient and replicable financial-incentive rebate system that can serve as a national model for retailers and contribute to the enhanced health and well-being of low-income community members.”

The chain operates 40 Hispanic-focused stores throughout Southern California.

Similar incentives for SNAP participants have been piloted at Kroger, Balls Food Stores and SpartanNash.

Amazon España bate record de ventas en la segunda edición del ‘Prime Day’


Amazon España ha batido récord de ventas en la segunda edición de ‘Prime Day’, con más de 570.000 unidades vendidas en solo 24 horas, lo que equivale a cerca de 400 pedidos por minuto.

Durante el ‘Prime Day’, los clientes de compraron más productos que en el ‘Black Friday 2015’, cuando se vendieron más de medio millón de unidades, lo que le convierte en el día de más ventas de la compañía hasta la fecha. El pico de ventas del día se registró a las 12.00 horas, con 658 pedidos por minuto.

“Los clientes Premium de nos han impresionado con su respuesta a las miles de ofertas que les preparamos para Prime Day”, ha declarado François Nuyts, director general de y, quien ha aprovechado para agradecer la respuesta dada por los clientes de la compañía.

Cientos de pequeñas empresas que venden sus productos en han participado en la segunda edición de ‘Prime Day’. Por un lado, esto ha permitido ofrecer más productos en oferta a los clientes de y, por otro, ha significado una oportunidad para estas pymes de que sus artículos hayan sido descubiertos por los clientes ‘premium’ de Amazon, que es a quienes iba dirigida la promoción.

“Prime Day nos ha permitido aumentar nuestras ventas. De hecho hemos vendido en sólo 24 horas tantos productos como en una semana entera a través de todas nuestras webs. La visibilidad que conseguimos estando en la home de es inigualable”, ha señalado David Cortés, CEO de la pyme barcelonesa Lamps&Fans, quien ha destacado que vender sus productos en les permite llegar a nuevos clientes en toda Europa. “Desde que comenzamos a vender a través de en 2013, hemos duplicado nuestra facturación”, ha resaltado.

Brasil: los clientes de una cadena de supermercados cosechan sus productos en la tienda.


Una cadena de supermercados de Brasil está experimentando con la instalación de “huertas frescas” en sus establecimientos, en las que se exponen filas de hierbas, cebollas y lechugas como si estuvieran plantadas en la tienda. La cadena pretende enfatizar que vende alimentos frescos, locales y cultivados de forma sostenible, pero, a diferencia de algunos supermercados alemanes que han comenzado a cultivar hortalizas en miniplantaciones verticales dentro de los establecimientos, en las tiendas de Brasil se presenta un pseudohuerto.

“El proceso de colocación ha sido muy delicado”, explica Nicolás Romanó, director creativo de WMcCann, la agencia que ideó la campaña para la tienda, llamada Zona Sul. “No podíamos cultivarlas en el establecimiento y garantizar que todas fueran de la mejor calidad, así que solucionamos la logística de cómo transportarlas y mantenerlas en la tienda”.
La campaña está diseñada para que los clientes entiendan el compromiso del establecimiento con la sostenibilidad y la calidad de sus alimentos. “Era la manera perfecta de hacer que los clientes se dieran cuenta de que las hortalizas de la tienda son fresquísimas”, afirma Romanó.
La diferencia se nota: la campaña ha aumentado un 18% las ventas de la tienda, que planea desplegarla por toda la cadena.