Whole Foods Market honors top suppliers

Image: Whole Foods

Whole Foods Market recognized 18 suppliers, who it said embody its mission and core values, in Austin, Texas, with its annual Supplier Awards.

“Shoppers trust Whole Foods Market to uphold the highest quality, ingredient and sourcing standards in the industry, and our suppliers go to great lengths to help us deliver on that promise every day,” said Edmund LaMacchia, Whole Foods Market’s global VP of procurement, perishables, in a statement. “Our Supplier Award winners set the gold standard for producers in the industry, and we’re proud to celebrate their achievements.”

Earning the top “Supplier of the Year” awards for outstanding all-around performance in the categories of perishables and non-perishables, respectively, were:

Pitman Family Farms for its commitment to animal welfare, leadership in non-GMO-fed meat production and dedication to quality. The producer has developed a new crossbreed of chicken that is better suited for the outdoors, according to Whole Foods, and was the first supplier to earn approval to label its meat “Non-GMO Fed.”

Suja Juice was honored for reinventing the fresh juice category by combining mixology expertise, high-pressure pasteurization and ethical sourcing, according to the retailer. In partnership with Whole Foods, Suja Juice created Suja Elements cold-pressed smoothies.

The retailer also honored:

  • Dedication to Responsible Sourcing: Alaffia for providing fair wages and advancing gender equality for women in West Africa and supporting Whole Planet Foundation’s poverty alleviation efforts.
  • Outstanding Innovation: Simmons Pet Food, creator of grain-free wet pet foods for the Whole Paws brand.
  • New Product Innovation: Gotham Greens for creating a roof top garden on Whole Foods’ Brooklyn store.
  • Environmental Stewardship: Alter Eco Foods for launching a fair trade truffle line in compostable packaging.
  • Best New Product: Brown Cow for its exclusive launch of the first conventional non-GMO verified Greek yogurt.
  • Organic and Non-GMO Supply Chain Commitment: Dr. Bronner’s Magic Soaps for supporting GMO labeling transparency and donating $2.3 million to support “Yes” on the 522 ballot initiative in Washington state.
  • Best Partnership: The Xerces Society for advocacy and research to protect pollinators such as honeybees and monarch butterflies, and its partnership with Whole Foods to raise funds for research through the “Share the Buzz” campaign.
  • Excellence in Cheese: Vermont Creamery for partnering with Whole Foods to create exclusive maple syrup and sea salt butter and vanilla creme fraiche.
  • Outstanding Wine and Beer Supplier: Natural Merchants for its environmental stewardship and importing fine wines that are organically grown and produced.
  • Commodity Ingredients: Blue Diamond Growers for high quality products, and its partnership to meet Whole Food’ business needs.
  • Excellence in Product Quality: Driscoll’s for outstanding quality, service and flavor in berries and Raw Seafood for innovation, responsiveness and high quality and service.
  • Product with a Purpose: Del Monaco Foods for its alignment with Whole Foods’ mission and for being a partner in food safety and transparency.
  • Excellence in Standards: Kvaroy Fiskeoppdrett, AS for delivering farmed salmon that’s third-party audited to Whole Foods’ aquaculture standards.
  • Outstanding Quality Assurance: Trace Register for creating a tool to track Whole Foods’ seafood purchases from source to store.
  • Distinguished Service: Fair Trade USA for its commitment to improving the lives of farmers and farmworkers.
  • Special Recognition: Ocean Beauty for delivering Alaskan salmon and halibut that meet Whole Foods’ strict specifications, and Myrna Fossum for “sharing her deep passion and experience of sensory evaluation and for teaching Whole Foods Market team members how to use their senses to help improve products,” according to Whole Foods.

La fusión de UNIDE y COVIRAN crea el líder por número de Supermercados en España.

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Las cadenas de supermercados Covirán y Unide están a punto de sellar su fusión en una operación que situará al grupo resultante como la compañía líder en España por número de establecimientos, con un total de 5.000, frente a los 4.151 que contabiliza Dia.

La facturación conjunta de ambas cooperativas suma 900 millones de euros, de los que algo más de 600 millones corresponden a la granadina Covirán y el resto a su socio madrileño, conocido por sus enseñas Unide, Maxcoop, Udaco y Gama.

Las dos firmas confirmaron ayer que el objetivo es materializar su integración para lograr «fortalecer aún más al colectivo de socios», si bien eludieron concretar cuándo tienen previsto cerrar la operación ni si existirá un problema de solapamiento en algunas grandes ciudades.

En todo caso, sus áreas de influencia están diferenciadas, dado que en el caso de Unide se encuentra más enfocada al centro de la Península, mientras que Covirán tiene en Andalucía buena parte del negocio.

El grupo granadino cerró el ejercicio 2013 con unas ventas que superaron los 600 millones de euros –un 5% más– y un ebitda (resultado bruto de explotación) de seis millones de euros, con un incremento similar al del volumen de negocio.

Objetivos

Su consejero delegado, Luis Osuna, aseguró recientemente que uno de los objetivos prioritarios para 2014 era ganar peso en Portugal y en el centro de España. Con esta operación, reforzaría su presencia en Madrid, Castilla y León y Castilla-La Mancha.

Para Unide, mientras tanto, el acuerdo supondrá integrarse en un grupo en pleno crecimiento y con las cuentas muy saneadas. Esto es fundamental para una compañía que se ha visto afectada por la guerra de precios en el sector de la distribución.

A falta de que haga públicos los resultados del año pasado –sólo ha trascendido la facturación–, en 2012 Unide registró unas pérdidas de 457.000 euros frente al beneficio de 147.000 euros del ejercicio previo

Shoppers participate in Buehler’s remodel

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Buehler’s Fresh Foods, Wooster, Ohio, is giving customers at its Wooster Milltown store a chance to become part of the store’s history while it is being remodeled.

he chain is inviting customers to sign a structural steel I-beam that will become part of the front entrance architecture, with the signatures exposed for everyone to see, the company said.

Customers will be able to sign the beam on Saturday and Sunday from 2 to 4 p.m. “or until the beam is filled with signatures,” the company said.

Buehler’s is also offering a “Handprints in History” promotion where 10 children involved with the chain’s KidzPark — a secure in-store area where shoppers can leave their children while they shop — will be randomly selected to make an impression of their hands as part of the stone foundation of the store’s front entrance.

“These may be the most exciting promotions we’ve done in years, as our customers will be part of the remodeling process. They will be able to brag a little for years to come when they see their name or their handprint every time they shop,” said store manager Jack Kerby.

Buehler’s said it has already completed most of the remodeling, with expanded perishables departments that use more energy-efficient cooling units; a rearrangement of some departments; and a drive-through pharmacy.

España; guerra de precios en la industria alimentaria por aumentar cuota de mercado.

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Vales de descuento, ofertas de dos por uno, artículos a un euro, promociones cruzadas entre empresas… Las grandes compañías de alimentación, perfumería y droguería han desatado en España la mayor guerra de precios desde que se inició en 2008 la crisis económica. El índice de los precios de las marcas de los fabricantes entró así por primera vez en deflación el pasado mes de febrero, con una caída del 0,3%, según datos de AC Nielsen, frente a un crecimiento del 1,3% en el mismo mes del año anterior.

Y todo ello después de que las ventas de la mayoría de ellos se desplomara el año pasado en el canal de distribución organizada (hipermercados y supermercados) y ante la necesidad de ganar cuota de mercado ante los primeros síntomas de recuperación, según explican distintas fuentes en el sector.

De acuerdo con los datos elaborados por la consultora IRI, a los que ha tenido acceso elEconomista, tan sólo seis de los 25 grandes fabricantes consiguieron el año pasado aumentar sus ventas en las tiendas, excluyendo las que se hicieron en el pequeño comercio o en la hostelería.

Panrico, que ha estado al borde del concurso de acreedores y que ha llevado a cabo un severo plan de ajuste y reestructuración, lideró las caídas con un descenso de las ventas del 12,6%, lo que ha provocado además una agresiva política de precios.

Pero su caso no es una excepción. El grupo de perfumería Puig registró una caída del 10,3 por ciento; Danone del 10,1 por ciento; el gigante de la limpieza Reckitt & Benckiser, propietario de Colón y Calgonit, entre otras marcas, del 7,9 por ciento y Lactalis, la propietaria de Puleva, del 7,7 por ciento.

Destituciones y cierres

En algunos casos la caída de las ventas se ha saldado con la salida de ejecutivos, como en Procter & Gamble, que tras reducir un 3,5 por ciento su facturación en la gran distribución, ha relevado a su consejero delegado, Carlos Matos. Y en otros con ambiciosos planes de reestructuración, despidos y cierre de fábricas, como en Coca-Cola, que ha reducido sus ventas un 4,1 por ciento y ha cerrado cuatro plantas.

En algunos casos, y al margen de las bajadas de precios, hay compañías que han empezado a lanzar también gamas enteras de productos a precios más bajos. Es, por ejemplo, lo que ha hecho Danone, con el lanzamiento de Gervais o Unilever, con helados de Frigo más pequeños a sólo un euro, productos con los que quieren llegar a aquellos consumidores que por razones de desempleo o pérdida de poder adquisitivo habían dejado de consumir sus productos.

Frente a la caída generalizada de las ventas, hay también, no obstante, compañías que crecen. Los casos más significativos son los de elPozo Alimentación, con un aumento de las ventas del 13,9 por ciento, García Carrión, con el 10,4 por ciento, y Campofrío, con el 7,8 por ciento. En la misma línea, también crecen Agrolimen, Mondelez (la antigua Kraft) y Bimbo, permaneciendo estancadas Casa Tarradellas y Henkel.

Los fabricantes no son, sin embargo, los únicos que están bajando los precios. También la distribución mantiene una dura batalla por la cuota que ha obligado a las cadenas de supermercados e hipermercados a reducir los precios de venta al público.

Las fuentes consultadas en el sector aseguran que “la más agresiva está siendo sin duda Leclerc, pero otras compañías como Dia o Carrefour también están bajando mucho sus precios”. Y eso sin olvidarse tampoco de Mercadona, cuyo presidente, Juan Roig, ha manifestado ya su intención de seguir bajando los precios para ofrecer siempre la cesta de la compra lo más económica posible, o de El Corte Inglés, que ha ampliado hasta un total de 8.000 el número de productos cuyos precios irá revisando de forma constante.

AC Nielsen presentó ayer su informe anual sobre el sector en el que se asegura los hogares españoles gastaron de media el pasado año 2.318 euros en productos envasados de gran consumo, un euro menos que en 2012. Lo más importante, sin embargo, es que siete de cada diez consumidores solo compran ya productos básicos. Sin embargo, y a pesar de que se la actitud de ahorro para controlar el gasto, el promedio de actos de compra por hogar se mantuvo prácticamente estable con 150 al año y un importe medio de 15 euros por cada uno de ellos.

Traditional retailers seen lacking in web functionality.

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Traditional brick-and-mortar grocery stores should work to improve their customers’ online experiences, according to research conducted by ecommerce service provider Fluid.

“Stop designing traditional ecommerce flows,” said Bridget Fahrland, VP of client strategy for Fluid, in a conference call hosted by Wells Fargo to discuss the company’s research. “It looks like [supermarkets] went out and looked at the top Internet retailers, like Amazon.com and Best Buy, and tried to imitate that, rather than trying to create an experience modeled on the way people shop for groceries.”

Food, she noted, needs be presented with strong imagery, informative descriptions and more social interaction with other shoppers, such as through product reviews.

FreshDirect was rated as having the best online user experience.

FreshDirect was rated as having the best online user experience.

In addition, supermarkets need to work on efforts to personalize the experience through things like product recommendations and list building.

“Safeway and AmazonFresh do this to some degree, but there is still room for improvement,” Fahrland said.

Fluid conducted research by shopping at several online grocers to evaluate how they serve their customers, and found that New York-based FreshDirect was rated to provide the best overall user experience. FreshDirect, an online-only grocer that delivers to the New York and Philadelphia metro areas, was rated as having a strong, grocery-centric presentation and high product quality. It was also the only online grocer tested that offered wine recommendations based on purchases, Fahrland pointed out.

FreshDirect beat out Google Shopping Express, which not surprisingly offered strong searching and sorting features, but was considered weak on grocery-centricity. The other sites tested, in order, were Safeway, AmazonFresh, Peapod, Walmart to Go, Harris Teeter, and Whole Shopper, the online offering from Whole Foods Market.

The study concluded that some of the traditional supermarkets — including Safeway and Harris Teeter — have what Fahrland described as an “outdated interface.”

“Safeway surprised us with a higher score than we may have anticipated them getting, although they do need a design overhaul,” Fahrland said.

She praised the Pleasanton, Calif.-based grocer’s omnichannel approach that integrates in-store, online and mobile, however.

“Their multichannel integration with the Club Card is, I think, one of the more powerful multichannel integrations that’s out there today,” she said. “Very few grocery retailers have mastered the integration of in-store and online order history.”

Other sites were hit-and-miss. Walmart to Go was true to its EDLP promise, but its search function was lacking — a search for apples turned up Asian pears as the top product selection, for example, Fahrland noted.

In addition, the company does not have a mobile-optimized site — something that she said will be key for online grocers to be successful.

AmazonFresh, meanwhile, did “a surprisingly poor job” of highlighting the quality of its products on the website, Fahrland noted.

Amazon does have a mobile app with scanning capabilities, which is a plus, and it also offers an option for unattended delivery using dry ice

Safeway planning to pass through more inflation.

safeíndiceSafeway said Wednesday it expects to pass through most of the inflation it is experiencing during the second quarter after seeing first-quarter income come in “slightly below plan,” partly as a result of not passing along inflation in produce, meat and pharmacy for competitive reasons.

Robert Edwards, president and CEO, said Safeway was able to drive first-quarter sales momentum as a result of several ongoing initiatives, adding the chain expects to improve second-half profitability through the direct and indirect cost initiatives it is implementing, which include center store remodels and merchandising premium, Hispanic and Asian products to meet local demographic needs.

Edwards said Safeway is also continuing to see a rapid pace of growth in organic and natural products, with its controlled-label O Organics and Open Nature growing “approximately two times faster than the rest of the market.”

Safeway reported a loss on continuing operations for the 12-week first quarter of $83.1 million, which included merger-related expenses of $2.5 million and a loss on foreign currency translation of $93.4 million; the loss for the year-ago first quarter was $59.7 million, which included a $17.2 million income-tax reduction on corporate-owned life insurance policies and a $5 million reduction of tax expense due to the resolution of federal income tax matters.

Excluding the unusual items, the loss for the quarter was $12.8 million, compared with a loss of $37.5 million last year.

Sales and other revenue increased 1% to $8.3 billion, while identical-store sales excluding fuel rose 1.8%, including a 1% increase in price per item and a 0.8% increase in volume. Second-quarter ID sales are running “well above 2%,” Edwards said.

Publix executes a careful expansion strategy

publiximagesPublix Super Markets only officially announced its plans to enter the Charlotte region two years ago, but its potentially market-changing entry had been expected for more than a decade.

Florida’s No. 1 supermarket chain, known throughout the South for its high level of service, clean stores and other attributes, had long been rumored to be eyeing the area for expansion, a natural extension of its growth in Georgia and South Carolina.

“There’s been talk about Publix coming to the Charlotte area since the mid-’90s,” said one longtime local observer, who asked not to be identified.

In fact, Harris Teeter, now a division of Kroger and locked in a back-and-forth battle with Walmart to be the No. 1 player in Charlotte, may have begun aggressively locking down prime locations for itself when Publix was rumored to be eyeing the market nearly 20 years ago, the observer said.

Publix opened its first North Carolina store in the Charlotte area after much anticipation. On hand were some Publix executives and managers including, left to right, Mark Pittman, Chuck Roskovich, Howard Walker, Ed Crenshaw, Todd Jones and Rich DiRocco.

Publix opened its first North Carolina store in the Charlotte area after much anticipation. On hand were some Publix executives and managers including, left to right, Mark Pittman, Chuck Roskovich, Howard Walker, Ed Crenshaw, Todd Jones and Rich DiRocco.

Chuck Cerankosky, an analyst with Northcoast Research, Cleveland, who had followed Harris Teeter when it was an independent, publicly owned company, said the looming battle between the two regional giants will come down to a battle of real estate — who can get the best sites.

“I think they [Publix] are more likely to be methodical than trying to flood the market with Publix stores,” he told SN.

So far Publix has been methodical in its expansion in the market, opening its first stores on the far outskirts — in the South Carolina towns of Indian Land and Tega Cay — last year before making its North Carolina debut with a 56,000-square-foot store in the Ballantyne Town Center this year. It has since also opened a fourth location at the southern outskirts of the Charlotte area.

Publix launched a website just for Charlotte to help introduce itself to consumers in the market.

Publix launched a website just for Charlotte to help introduce itself to consumers in the market.

It has identified a total of 14 locations it expects to have open by the end of next year in the Charlotte division — the company’s first newly formed division in 20 years.

“We spent time in North Carolina long before our first store opened, getting to know the area, getting to know our future customers, getting to know the communities and our competition,” said Maria Brous, a Publix spokeswoman, in an interview with SN. “We’ve worked hard to become community partners, and we’ve made investments in our newest hometown. We look forward to our future growth in North Carolina.”

Asked about the particular challenges and opportunities of the market, Brous said, “We face similar opportunities to those we face in other new markets. It has been interesting in the fact that we have so many folks that have eagerly anticipated our entry into North Carolina and know Publix; they know our subs, our fried chicken, our bakery cakes — they know us as a brand, they know us as their neighbor and they know us as a good community partner.

“We also have another customer base that is just discovering us and all we have to offer. It has been very exciting to see both ends of the spectrum and to deliver on what we do best — providing premier service, quality products, products that truly differentiate us from our competitors in clean, well run stores.”

Leading the Charlotte effort is Chuck Roskovich (right), pictured with Mark Pittman, Howard Walker and Rich DiRocco.

Leading the Charlotte effort is Chuck Roskovich (right), pictured with Mark Pittman, Howard Walker and Rich DiRocco.

As far as site selection, Brous said the company “explores all options” for buying and building stores.

“We approach North Carolina as we do every market in which we operate — we look for the best locations to serve our customers,” she said.

Publix also is willing to work with a wide range of store sizes and layouts. At least two of its first stores in the market are former Bi-Lo stores. Publix stores run up to about 61,000 square feet.

“Our 49,000- and 56,000-square-foot locations work well,” Brous noted.

A lot of the recent supermarket development activity in Charlotte has involved smaller formats.

“There is some new ground-up construction work going on, but there are also still some existing spaces for small stores,” the observer said. “You will see people take a 40,000-square-foot space, cordon off half of it, and develop a 20,000-square-foot supermarket space.

“There is a lot of that kind of thing going on — there are still some of those boxes out there, that are on good sites, and will get developed.”

Mi Pueblo contemplates reorganization or liquidation

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Mi Pueblo Food Centers, San Jose, Calif., said Wednesday that unless the U.S. bankruptcy court approves its reorganization plan before the end of May, the company might have to liquidate.

According to a court filing, the 21-store chain said its reorganization plan, including capital infusions by a third party, “is currrently the best measure of [its] value and provides … the best chances of a successful reorganization.”

Mi Pueblo said it hopes to obtain approval for the plan on May 14, which involves$56 million in exit financing from a private equity firm in return for a 50% stake in the company.

Complicating the timing is a requirement that the chain post a $7.5-million letter-of-credit to support its worker’s compensation policy by June.

If Mi Pueblo is unable to acquire sufficient funds to post the letter-of-credit, it said in court filings, then it will incur additional legal and other administrative costs that could result in “a cessation of operations that will necessarily occur after June 1.”

“Any delay in the consummation of the [reorganization] plan may have a negative impact on the operations and financial performance of Mi Pueblo, including higher administrative costs and its inability to meet certain income forecasts. The alternative to the plan is a liquidation … [in which case] the recovery to creditors is very uncertain but is almost certainly worse than that contemplated in the proposed plan.”

According to a Mi Puelblo spokeswoman, “The plan submitted to the federal bankruptcy court positions Mi Pueblo well to move forward and to refocus on its core mission — to provide our customers with authentic products and services … While there is still work to accomplish in the near term, we remain very confident we will emerge from bankruptcy as a stronger and better capitalized company.”

The third party committed to helping Mi Pueblo is Victory Park Capital, a Chicago-based firm that invests in middle-market companies, which the court document said is offering enough financing to allow the chain to erase its debts and continue operations.

Mi Pueblo filed for Chapter 11 bankruptcy in July, citing a dispute with Wells Fargo, its primary lender, which had reportedly sought to change the terms of its loans to the chain after it became concerned about the chain’s debt-to-credit ratio and its forecast on revenues.

The chain spokeswoman said at the time, “It’s not an issue with payroll, and it’s not an issue with sales. Mi Pueblo is dealing with a very difficult creditor. We’re at an impasse, and we’re seeking protection from the court. We’re working very, very hard to reorganize and come out stronger.”

The bankruptcy also followed by several months an audit of the chain’s employees by the Immigration and Customs Enforcement Service , which resulted in the company having the let 80% of its work force go.

Lidl CEO confirms U.S. plans, with delay

lidlusíndiceThe chief executive of German discount giant Lidl confirmed plans for a U.S. rollout, but said stores would open later than some analysts anticipated.

Klaus Gehrig, CEO of Lidl parent Schwarz Group, told the German newspaper Heilbronner Stimme Thursday that U.S. expansion was “in full swing” but that 2018 was the target date for stores. As reported previously in SN, Lidl has established a U.S. office in Arlington, Va., headed by executives from its division in Ireland tasked with a feasibility study.

Analysts in Europe had anticipated Lidl could begin opening stores in the U.S. as early as 2015. Reports did not indicate reasons for the apparent postponement.

Klaus told the newspaper that Schwarz’ sales for the fiscal year ended Feb. 28 grew by 10% to about $98 billion (U.S.).

Lidl: análisis de la evolución en sus primeros 20 años en España

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La cadena de supermercados de origen alemán Lidl cumple ahora 20 años de historia desde que se implantó en el mercado español con unas tiendas que en su propia casa denominaban “caja de zapatos”, muy distantes de las últimas unidades que responden a las necesidades y gustos del actual consumidor.
Desde que en 1994 abriera su primera tienda han pasado dos décadas en las que se ha convertido en el primer comprador a proveedores españoles de frutas y verduras, por encima de otras multinacionales e incluso nacionales, líderes del sector de la distribución con más tiendas en territorio nacional.
Su secreto es haberse convertido en puerta de exportación para el resto de tiendas de todo el grupo Lidl fuera de España, para un conjunto de 10.000 establecimientos distribuidos entre 26 países.
Un edificio funcional, literalmente un cubo sin ventanas, con baldosas pequeñas, vendedores con batas blancas y cajas amarillas era la imagen de la primera generación de tiendas que el grupo abrió entre 1994 y 2001.
Esa era la estética y los edificios “que necesitábamos en aquel momento, cuando el objetivo al entrar en el mercado español era crecer lo más rápidamente posible y abrir el mayor número de unidades”, explica el director de expansión e inmuebles, Javier Suárez.
En la segunda fase de tiendas -que se abren entre 2001 y 2010- llevan una cubierta a dos aguas, con teja roja, se abren ventanas y espacios a través de los que los clientes pueden ver la calle, lo que permiten una sala de ventas más espaciosa y luminosa, y las batas de los vendedores se cambian por polos, “una vestimenta más moderna”.
Los establecimientos de tercera generación llegan en 2010, “son tiendas pensadas por y para las personas”, indica Suárez, quien remarca que las dimensiones de las tiendas han cambiado con el tiempo, se hacen más espaciosas y permiten incorporar más productos.
Así se ha pasado de los 800 metros cuadrados de los primeros locales, a los 1.200 de la segunda etapa y los que cuentan entre los 1.200 y 1.400 metros cuadrados de los últimos.
La compañía prevé inversiones de 180 millones de euros este año para abrir 20 nuevas tiendas y modernizar unos 150 establecimientos.
El esfuerzo inversor también ha evolucionado: si para las primeras se invertían entre 600.000 y 700.000 euros por tienda, se pasó al millón en la segunda fase y entre 1,6 y 1,7 millones en la tercera, lo que en conjunto suma más de mil millones en España.
Los hábitos de consumo y las demandas de los clientes también supusieron una evolución en los locales, de forma que empezaron a incorporar más productos al surtido de producto seco y de nevera que hasta ese momento había, destaca su director general de compras, Miguel Peraleda.
Primero introdujeron hortalizas y frutas en 1997; congelados, en 2000; carne fresca y pan recién horneado, en 2005; y pescado fresco en 2012.
El 60 % del surtido procede de proveedores españoles, en concreto de más de 400 suministradores, y el volumen de compra a productores españoles se situó al cierre de 2013 en los 3.000 millones de euros, lo que supone un crecimiento del 20 %, respecto al año anterior.
En este tiempo, ha incrementado en un 40 % la oferta de productos frescos, con pescado nacional y frutas y hortalizas.
Asesorados por expertos -como en vino, embutidos y otros formatos-, la venta a granel cobra fuerza en las tiendas de la última generación.
El cliente demanda pagar solo lo que necesita o quiere llevarse en ese momento y no por unidades de peso fijo, sobre todo cuando la compra se hace ahora casi a diario, por lo que la compañía potencia la venta a granel no sólo en frutas y verduras, sino también en frutos secos y legumbres.