Supermarkets Top Alternative Formats (Part 1)

1 2016alternativeformats

Now more than ever, alternative formats like mass merchandisers, natural food retailers, dollar stores and even drugstores are encroaching on supermarket food sales. The following companies from the 2016 Top 75 list of U.S. and Canadian retailers represent the alternative formats with the most food sales.


1. Wal-Mart Stores

Annual sales: $247.5 billion (estimated, consumables only)


2. Costco Wholesale Corp.

Annual sales: $69.4 billion (consumables only)


3. CVS Health

Annual sales: $44.4 billion (estimated, consumables only)


4. Target Corp.

Annual sales: $34.2 billion (estimated, consumables only)


5. Walgreen Co.

Annual sales: $28.3 billion (estimated, consumables only)


6. Meijer, Inc.

Annual sales: $16.9 billion (estimated)


7. Whole Foods Market

Annual sales: $15.4 billion


8. Dollar General Corp.

Annual sales: $15.3 billion (estimated, consumables only)


9. 7-Eleven

Annual sales: $13.3 billion (estimated, consumables only)


10. Trader Joe’s Co.

Annual sales: $13 billion (estimated)

Target picks Los Angeles (L.A.) stores to pilot innovations


The future of Target Corp. may be taking shape at 25 stores in the Los Angeles area which this spring will host some 50 new initiatives under way for the retailer.

“It’s a pilot we’re calling ‘LA25’ to see how we can improve the guest experience and grow sales when all of those elements are working together,” CEO Brian Cornell explained during an investor presentation in New York, Wednesday. “LA25 will be our first chance to understand how guests react when we bring different tests together in one centralized location that on their own have been very well-received.”

Cornell said Target will use what it learns from LA25 “and apply the designs for our next-generation prototype store. But we won’t wait until we ramp up LA25 before we take the proven winners and roll them out to the rest of the chain,” he added.

In a wide-ranging discussion of the retailer’s strategies, Cornell noted the Minneapolis-based company has no short-term plans to get into fresh food categories, focusing instead on getting the “basics” right.

“We want to make sure we are focused on getting the fundamentals right in food — to differentiate the assortment to be clear about who we are and who we are not,” Cornell said. “We recognize we have to improve freshness, but we’re going to be really careful about moving into new spaces that add greater complexity to the business model.”

According to John Mulligan, COO, “We’ve done a lot of work and have brought in some experts to help us think about fresh food and the supply chain, but we’re not ready to tell you what our plans are.

“The first thing for us to do is to get what we’re already doing right. If we learn more down the road, we will adjust, but what we’re really looking for today is just to do well what we already do.”

In other comments during the investor conference:

• Cornell said Target intends to continue to focus on four signature categories— style, baby, kids and wellness — to drive traffic, using food as an added convenience.

“While guests are there, we want to offer them a convenient, trusted, reliable assortment of food products. We think that’s the winning formula for Target going forward over the next few years.

During 2015 the signature categories grew three times faster than the rest of Target’s assortment, he noted, “and we’re expecting aggressive growth as we go forward.”

• Target reduced out-of-stocks by 40% in 2015 by assigning a dedicated team to dig into the root causes of persistent out-of-stocks category-by-category, which resulted in “process changes that are simple, repeatable and sustainable,” Mulligan said.

For example, Target redesigned shelf presentations to put more product on the sales floor as part of an effort to reduce backroom inventory; reduced the number of SKU’s in particular categories; and worked with vendors to optimize case-pack sizes to match each product’s rate of sale to cut down the number of touches and reduce out-of-stocks, he said.

• The chain is testing more flexible formats — down to 10,000 square feet — to bring Target stores into more urban areas and nearer college campuses, Cornell said.

“We’re very excited about the reaction to these formats. We’re opening a handful of additional locations in 2016, but we’re building a very strong pipeline in 2017, 2018 and beyond.”

• The company plans to use the assets it already has to serve customers in new, more reliable ways, Catherine R. Smith, EVP and CFO, said.

“Not that long ago growth in retail meant adding a lot of stores. Today our growth plans are focused on using the assets we have differently,” she explained.

• Noting there is no substitute for human interaction, Cornell said Target will add more “specialized team members to pilot more personalized services.” According to Mulligan, “It’s the in-person interaction that can make the in-store experience so valuable — ‘here, let me show you’ or ‘yes, I can help you’ are powerful words and go a long way in making it easy for guests to get what they need.

“As we work to move product more efficiently, we also have to remove some operational tasks so teams can spend more time helping guests with their questions,” he added.

2016 Top 75 U.S. & Canadian Food Retailers & Wholesalers.

    1. Wal-Mart Stores Company News
    2. Kroger Company News
    3. Costco Wholesale Corp. 2016
    4. Albertsons 2016
    5. CVS Health 2016
    6. Target Corp. 2016
    7. Loblaw Cos. 2016
    8. Walgreen Co. 2016
    9. Publix Company News
    10. C&S Wholesale Grocers 2016
    11. Ahold USA Company News
    12. H-E-B 2016
    13. Supervalu Company News
    14. Delhaize America Company News
    15. Meijer Inc. 2016
    16. Sobeys 2016
    17. Wakefern Food Corp. 2016
    18. Whole Foods Market 2016
    19. Dollar General Corp. 2016
    20. 7-Eleven 2016
    21. Trader Joe’s Co. 2016
    22. Aldi USA 2016
    23. Southeastern Grocers 2016
    24. Dollar Tree 2016
    25. Giant Eagle 2016
    26. BJ’s Wholesale Club 2016
    27. Hy-Vee Food Stores 2016
    28. Metro Inc. 2016
    29. Associated Wholesale Grocers 2016
    30. Rite Aid 2016
    31. SpartanNash 2016
    32. United Natural Foods Inc. 2016
    33. Wegmans Food Markets 2016
    34. WinCo Foods 2016
    35. Demoulas Super Markets 2016
    36. Save Mart Supermarkets 2016
    37. Stater Bros. Markets 2016
    38. Unified Grocers 2016
    39. Overwaitea Food Group 2016
    40. Smart & Final 2016
    41. Ingles Markets 2016
    42. Price Chopper Supermarkets 2016
    43. Sprouts Farmers Market 2016
    44. Houchens Industries 2016
    45. Raley’s Supermarkets 2016
    46. Weis Markets 2016
    47. Tops Markets 2016
    48. Schnuck Markets 2016
    49. Key Food Stores Co-operative 2016
    50. Alex Lee Inc. 2016
    51. K-VA-T Food Stores 2016
    52. Bozzuto’s 2016
    53. 2016
    54. Associated Food Stores 2016
    55. Brookshire Grocery Co. 2016
    56. Central Grocers 2016
    57. The Fresh Market 2016
    58. Saker ShopRites 2016
    59. Grocery Outlet 2016
    60. Superior Grocers 2016
    61. Woodman’s Markets 2016
    62. Affiliated Foods Midwest 2016
    63. Big Y Foods 2016
    64. 99 Cents Only 2016
    65. Village Super Market 2016
    66. Affiliated Foods 2016
    67. Bashas’ 2016
    68. Bodega Latina 2016
    69. Coborn’s 2016
    70. Piggly Wiggly Midwest 2016
    71. Brookshire Brothers 2016
    72. Fareway Stores 2016
    73. Inserra Supermarkets 2016
    74. Lowe’s Market 2016
    75. Northgate Gonzalez Market 2016

Top 25 Global Food Retailers 2015.


    1. Wal-Mart Stores 2015 — Global edition
    2. Costco 2015 — Global edition
    3. Carrefour 2015
    4. Kroger Co. 2015 — Global edition
    5. Tesco 2015
    6. Seven & I 2015
    7. Schwarz Group 2015 (Lidl)
    8. Walgreens Boots Alliance 2015
    9. AEON 2015
    10. Aldi 2015 — Global edition
    11. Target Corp. 2015 — Global edition
    12. Auchan 2015
    13. Metro Group 2015
    14. CVS 2015
    15. Casino Group 2015
    16. Woolworths 2015
    17. Rewe Group 2015
    18. Edeka 2015
    19. Albertsons 2015 — Global edition
    20. Leclerc 2015
    21. Coles Group 2015
    22. Ahold 2015 — Global edition
    23. ITM (Intermarché) 2015
    24. Sainsbury’s 2015
    25. Loblaw 2015 — Global edition

Target emphasizes approachability of wine.


Target is emphasizing the approachability of a limited-production trio of Republic of Wine varietals this winter, including a Côtes du Rhône and champagne from France and a chardonnay from California.

Target is distributing a beginner’s guide to wine by winemaker Erin O’Brien of Republic of Wine, including flavor notes and food pairings.

“Remember that everybody has different tastes in wine, just like art and music. Trust in your own taste buds!” said O’Brien in a press release.

Walmart leads 2015 Top 25 Global Retailers.


A shifting focus toward smaller retail formats and the strong U.S. dollar influenced Planet Retail’s list of the Top 25 Global Retailers, on which Walmart, Costco and Carrefour took the top three spots, respectively.

The ranking is based on 2015 sales in U.S. dollars, which Planet Retail has forecast for the year while taking into account historic performance, store opening projections (which are reflected in store counts provided) and an estimated comparable store growth rate.

With a projected $527.8 billion in sales, Wal-Mart Stores bests all other international retailers by a wide margin, according to Planet Retail.

“Walmart remains by far the leading player but will not rest on its laurels,” noted Robert Gregory, head of advisory for London-based Planet Retail. “In fact, there are a number of key strategic initiatives it is pursuing at home and abroad.”

These include restoring performance in some faltering international markets and focusing on e-commerce around the world.

“Walmart was initially slow to embrace e-commerce, but is making up ground fast with global e-commerce sales growing at more than 20% per annum,” Gregory said.

While the Bentonville, Ark.-based retailer has online operations in most countries in which it operates, its key markets for digital sales are the U.S., U.K., Brazil and China, according to Gregory. Walmart considers Asda in the U.K. and Yihaodian in China to be best-in-class for e-commerce, he said.

No. 2 retailer, Issaquah, Wash.-based Costco Wholesale Corp., with a projected $127.9 billion in sales, has about 70% of its 687 outlets in the U.S., according to Gregory who said it is scheduled to open 24 new stores by fiscal year 2015.

“While the growth of ancillary businesses and an expanded service offering should boost domestic sales, international club expansion will drive new member growth, which will propel a stronger bottom line,” he said. “The first store in France is scheduled for 2016, following on from entry into Spain in 2014.”

French retailer Carrefour is No. 3, with $119.8 billion in sales when converted to U.S. dollars, and 12,965 outlets.

Gregory noted that despite increasing sales in their local currency, many European and Japanese retailers declined their ranking on the list due to currency exchange rates to the U.S. dollar.

Kroger, with $116.4 billion in sales and 3,750 stores takes the No. 4 spot, followed by Tesco.

The U.K.-based retailer is coming off a “nightmare year, rocked by leadership changes, the accountancy scandal, negative like-for-like sales and a record loss,” according to Gregory. “Further disposals are likely [such as Dunnhumby] and international markets such as South Korea, as it looks to rebuild its balance sheet and generate funds to invest in the U.K.”

While the outlook for Tesco and its 7,990 stores isn’t all doom and gloom, it still has a fair amount of challenges ahead.

“Tesco is currently on a journey and recent trading has actually improved and it is actually performing stronger than rivals such as Walmart’s Asda,” added Gregory. “However, it will be a long journey and with like-for-likes at its hypermarkets continuing to decline and with store openings being scaled back, Tesco is likely to fall further down the global ranking in the coming years.”

7-Eleven parent Seven & I, is the No. 6 retailer with $101.4 billion in sales across 38,009 outlets which include its retail banners and its nonfood offerings such as department stores.

U.S. invasion

It’s followed in the ranking by Lidl parent, Schwarz Group, with $99.7 billion in sales. Earlier this summer, Lidl confirmed plans to expand beyond Europe for the first time, to the U.S., but these stores are not expected to open in the near-term and therefore did not factor into Planet Retail’s projections. Schwarz Group has also announced market entries in Serbia (Kaufland, Lidl) and Lithuania (Lidl), according to Gregory.

With $96.2 billion in sales, U.S.-based Walgreens Boots Alliance is ranked No. 8. Its position was boosted by Walgreen’s acquisition of the remaining 55% of Alliance Boots that it did not own, to form the first global pharmacy-led, health and wellbeing enterprise and the largest purchaser of prescription drugs in the world.

Japanese retailer Aeon is No. 9 on the list with $92.1 billion in sales and 19,171 total outlets. And rounding out the top 10 is Aldi, which, according to Gregory, is among the retailers who’ve slipped down the ranking due to an unfavorable EUR-to-USD exchange rate.

Aldi’s expansion plans include new stores in a range of markets including some in Western and Southern Australia and West Coast and Southern California stores in the U.S. In addition to acquiring the Bottom Dollar chain from Delhaize, it hopes to more than double its stores in the U.K. by 2022, according to Gregory.

Minneapolis-based Target Corp., No. 11 on the list, “will accelerate small-box and urban expansion, via TargetExpress and to a lesser extent CityTarget,” said Gregory. “After having opened its first TargetExpress location last summer in its home market of Minneapolis, Target is set to open eight additional locations in 2015, more than half of its total planned store openings for the year.”

With $79.9 billion in sales, France-based Auchan is the 12th ranked retailer, followed by Metro Group (No. 13) with $77.9 billion in sales.

No. 14 on the list, CVS, with $70.5 billion in sales and 7,923 stores will continue to expand organically as well as benefit from the store-within-a-store concept that will result from its purchase of Target’s 1,660 in-store pharmacies and 80 in-store clinics, Gregory said.

“A clear trend amongst all players on the ranking is the shifting focus towards smaller formats,” he told SN. “Even the likes of Walmart are trying to decrease the proportion of sales from big-box stores as they look to embrace smaller formats, such as Walmart to Go and Walmart on Campus.

“In addition, investing in stores to make them a more integral part of the online shopping experience has become a priority with all leading players introducing click and collect facilities across their store networks. Clearly, this will be part of their attempts to reinvent the weak performing big-box stores, as well as measures such as improved service, greater use of in-store technology and trying to cater to the mobile shopper in the stores.”

Other notable retailers on the list include No. 19 Albertsons, with $56.8 billion in sales, whose ranking was boosted as a result of its merger with Safeway, and No. 22 Ahold, whose $46.7 billion sales projection does not include its forthcoming merger with Delhaize, according to Gregory.

CVS to buy Target pharmacies for $1.9B


Target Corp. said Monday it has agreed to sell its pharmacy business to CVS Health, which would rebrand and operate Target’s 1,660 in-store pharmacies under the CVS/pharmacy banner.

CVS, Woonsocket, R.I., will pay Target approximately $1.9 billion for the pharmacies and 80 in-store clinics to be rebranded under CVS’s MinuteClinic banner. CVS said it expected to offer comparable positions to the 14,000 current Target health care workers.

The companies in a joint release described the deal as a “strategic relationship” including intentions to jointly “evaluate and select locations best-suited for new small format Target stores with a CVS/pharmacy inside.”

Minneapolis-based Target said it expected to realize $1.2 billion in proceeds which it would “deploy in support of its long-standing capital priorities,” including share repurchase.

“At Target, we’ve talked a lot about the evolving preferences of our guests and this partnership demonstrates that we’re committed to putting them at the forefront of everything we do,” Brian Cornell, Target’s chairman and CEO, said in a statement. “By partnering with CVS Health, we will offer our guests industry leading health care services, and at the same time, sharpen our focus on elevating the way we deliver wellness products and experiences to our guests.”

The companies said they were uncertain when the deal would close but assumed late this year. In-store changes will be rolled out over a period of several months thereafter, as CVS Health and Target work to ensure the smoothest possible transition for all pharmacy and clinic patients. Target said it would “further evaluate the business impact and related support needs at its headquarters locations,” following the closing.

Target to shut down Canada.


Target Corp. said Thursday that it was giving up on its money-losing operation in Canada, and would shut all 133 of its stores there.

The company said its Target Canada subsidiary was seeking protection under Canada’s Companies’ Creditors Arrangement Act, and that it would seek approval to contribute toward employee severance costs, and appoint a liquidator to oversee the wind-down of its stores.

Target entered Canada with great expectations in 2013, only to be beset by slow store traffic, merchandising problems, perceived pricing issues and the failure to distinguish itself in a market experiencing a concurrent expansion by U.S. rival Wal-Mart Stores. Its ongoing struggles there were a factor in the exit last year of CEO Greg Steinhafel, analysts said.

Brian Cornell

Brian Cornell

New CEO Brian Cornell said it he would evaluate the possibility of continuing operations there but on Thursday acknowledged that holiday sales did not reach levels the company was seeking, and that profitability remained far off.

“After a thorough review of our Canadian performance and careful consideration of the implications of all options, we were unable to find a realistic scenario that would get Target Canada to profitability until at least 2021,” Cornell said in a statement. “Personally, this was a very difficult decision, but it was the right decision for our company. With the full support of Target Corporation’s Board of Directors, we have determined that it is in the best interest of our business and our shareholders to exit the Canadian market and focus on driving growth and building further momentum in our U.S. business.”

The decision will result in a $5.4 billion pre-tax fourth-quarter loss against Target Canada, which will be decoupled from Target, the company said. Target expects to report approximately $275 million of pre-tax losses on discontinued operations in fiscal 2015. Cash costs to wind down the operation are expected to be between $500 million and $600 million.

Target’s frozen, dairy and dry grocery items were supplied by Canadian supermarket operator Sobeys. A spokesman for Sobeys told SN Thursday that the company was disappointed to hear the news but that the loss of the account would not have a material impact on Sobeys’ results.

Target anuncia el cierre de sus 133 tiendas en Canadá.


La cadena estadounidense Target anunció hoy que cerrará los 133 establecimientos que posee en Canadá menos de dos años después de su apertura, al reconocer que no serán rentables hasta al menos el año 2021.

Target perdió 1.000 millones de dólares estadounidenses en su primer año de operaciones en Canadá tras haber invertido unos 3.000 millones de dólares para desembarcar en el país.

El anuncio coincide con el realizado también hoy por la compañía japonesa Sony de que cerrará todas sus tiendas en Canadá, 14 en total, en las próximas semanas, lo que supondrá la desaparición de 90 puestos de trabajo.

El cierre de los 133 establecimientos de Target en Canadá supondrá el despido de 17.600 empleados.

La compañía precisó que reservará unos 59 millones de dólares para pagar compensaciones a sus trabajadores.

“Después de una exhaustiva revisión de nuestro rendimiento en Canadá y la cuidadosa consideración de las implicaciones de todas las opciones, no hemos sido capaces de encontrar un escenario realista en el que Target sea rentable hasta al menos 2021”, dijo en un comunicado el consejero delegado de Target, Brian Cornell.

La empresa indicó que el cierre de sus operaciones en Canadá le supondrá unos 5.400 millones de dólares de pérdidas antes de impuestos en el cuarto trimestre fiscal de 2014.

Target también señaló que la desinversión en Canadá costará a su matriz estadounidense entre 500 y 600 millones de dólares en efectivo.

2015 y el futuro del Retail, explota el “fenómeno COSTCO.”


Estamos viviendo desde hace unos años, a nivel Mundial, un auténtico cambio (y revolución) en cuanto al concepto de las compras de alimentación, o compras familiares para nuestra “cesta de la compra”.

No es de extrañar visto el espectacular ascenso del “fenómeno COSTCO” a nivel Mundial. 2014 catapulta al formato de Club de Compras COSTCO al segundo lugar del Top 25 de los Retailers mundiales, solamente por detrás del gigante WALMART, y dejando ya a distancia a grandes multinacionales, como TESCO o CARREFOUR.

Es importante señalar a empresas que operan con éxito en base a las exigentes demandas de los consumidores actuales. Compañías más o menos jóvenes, o claramente consolidadas como AMAZON, TJX, WHOLE FOODS MARKET, TARGET o la misma COSTCO, cuentan con modelos de negocios totalmente personalizados y con éxitos probados, también a la hora de ofrecer productos con una relación calidad-precio absolutamente competitiva.


Amazon es uno de los casos de éxito más notables en el segmento de retail global a lo largo de los últimos años. Lo que comenzó como una tienda online de libros se ha convertido en un gigante de la industria con ventas por cerca de 74,500 millones de dólares en el último año y creciendo a una tasa de más de 20% anual en base a los datos del cuarto trimestre del 2014.

Amazon cuenta con ventajas de costos frente a las tiendas de retail tradicional debido a la mayor eficiencia que implica un modelo de operaciones 100% online, especialmente en áreas como inventarios, bienes raíces o recursos humanos.

La compañía es uno de los jugadores más agresivos del mercado en lo que respecta a su estrategia de precios bajos. En palabras del fundador y CEO de Amazon, Jeff Bezos: “Tu margen es mi oportunidad”.

La frase hace referencia a que Amazon se encuentra permanentemente dispuesto a reducir los precios de sus productos para ganar terreno frente a la competencia, incluso si esto implica operar con márgenes de rentabilidad llamativamente bajos.

De hecho esta es una de los principales puntos débiles de Amazon como inversión. Si bien el crecimiento de ventas es realmente extraordinario para una empresa de ese tamaño en un sector tan competitivo como retail, los márgenes de ganancia prácticamente nulos implican serias dificultades para los inversionistas a la hora de evaluar a la compañía desde el punto de vista de sus ganancias o flujo de caja libres.


Costco ha sido un pionero en el negocio de ventas minoristas de alto volumen, comercializando artículos de los más variados en altas cantidades y a precios competitivamente bajos. Combustibles, alimentos e indumentaria son algunas de las categorías en la que la firma se destaca ofreciendo productos a precios particularmente convenientes.

El singular modelo de negocios de Costco representa una ventaja competitiva clave en la industria, a diferencia de sus competidores, la empresa no obtiene sus ganancias en base márgenes de precios sobre las ventas, sino que Costco cobra una tasa de membresía a sus clientes para tener acceso a las tiendas.

Debido a que la empresa obtiene la mayor parte de sus ganancias en base a estas tasas de membresía, Costco puede comercializar sus productos a precios de costo, es decir, con margen nulo sobre el precio de ventas.

Además, a medida que la empresa gana tamaño y participación de mercado, aumenta su poder de negociación con los proveedores, lo cual implica mejores precios y condiciones de venta. En el mismo sentido, un mayor volumen de ventas permite distribuir los costos fijos en una cantidad creciente de productos, lo cual disminuye el costo fijo por unidad, permitiendo así ventajas de costos adicionales.

En definitiva, Costco ve incrementada sus ventajas competitivas y su capacidad de ofrecer precios bajos a medida que crece en tamaño, lo cual atrae a su vez mayor cantidad de clientes debido a las crecientes ventajas de la membresía en términos de precios de los productos.

Costco aterrizó este mismo año en España, abriendo su primera tienda en la ciudad de Sevilla. España es un punto clave para COSTCO, pues, está también anunciando futuras aperturas en Madrid, Barcelona y Valencia.


Con más de 2400 tiendas en todo el mundo, TJX opera tiendas de descuento en indumentaria y artículos para el hogar en los Estados Unidos, Europa y Canadá. Algunas de las marcas de la empresa son T.J.Maxx, Marshalls, HomeGoods, entre otras.

La firma compra inventario sobrante de diferentes comercios o fabricantes, y comercializa dichos productos con descuentos de entre 20% y 60% sobre los precios originales de venta.

TJX capitaliza sus ventajas de escala para obtener precios especialmente atractivos para sus productos, además, suele comprar tallas poco habituales o mercaderías en cantidades incompletas, lo cual le genera un poder de negociación adicional.

En el mismo sentido, TJX suele negociar grandes descuentos en base a pagos acelerados, aprovechando de esta forma la flexibilidad que le brindan sus recursos financieros para obtener precios especialmente atractivos para sus clientes y mayores márgenes de rentabilidad para los accionistas.

Este modelo de negocios ha demostrado ser especialmente sólido en términos de su capacidad para generar resultados tanto en momentos auspiciosos como recesivos de la economía. La empresa ha reportado crecimiento es sus ventas comparables –es decir, ventas excluyendo el impacto de la apertura de nuevas tiendas– a lo largo de los últimos 17 trimestres consecutivos, período que incluye contextos económicos de los más diversos.

Esta performance es claramente poco habitual en la industria, y parece avalar la filosofía del management de la empresa cuando dice que los consumidores desean precios de descuentos para sus compras en tiempos de optimismo, y que los mencionados descuentos se convierten en una necesidad, más que un deseo, cuando los vientos económicos soplan en contra.

En resumen, y a nivel global, a tener en cuenta por las grandes empresas del Retail de alimentación, es hora de escuchar la demanda del cliente actual: facilitar el ahorro de las familias con conceptos como ofrecerle formatos adaptados a familias de más de 3 miembros, con unos precios que claramente resulten rentables a la hora de elegir llenar su “cesta de la compra” con estos productos. Y no me refiero expresamente a “copiar y pegar” un concepto como el Club de Compras COSTCO, en Estados Unidos, METRO-MAKRO en Europa, o Pricesmart en Latinoamérica, sino que, el Retail tradicional, debe dar un paso adelante en adaptar dentro de sus propios formatos este surtido de productos para no perder su cuota de mercado.

Para los que trabajamos día a día en alimentación, les puedo asegurar que sí, que estamos en un mercado muy muy dinámico, y no tenemos nada que envidiar a otros sectores que por default se creen mucho más dinámicos, como puede ser la tecnología.

Bienvenidos al Retail de Alimentación 2015, la era 3.0 ya está en marcha!

Julio Ibáñez, 27-12-2014

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