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Coop: increasing attention to the origin of products and their value-related content

3 billion euros in turnover and a market share of 30%: truly important figures those recorded by the Coop product and presented during Marca 2016. And in line with the scenarios outlined by IRI on private labels, the best performing lines are those with a high value-related content such as Fior Fiore (gastronomic excellence), Vivi Verde (organic) and Bene.sì (healthy products).

“Substantially– explains Roberto Nanni, Coop brand product strategy manager, – we have recorded stability in turnover and simultaneously, as a result of the value-for-money campaign “Low Prices… Always”, we have achieved a significant increase in volume without ever renouncing the indispensable element for us, i.e. the quality of our private label product”.

Commitments for 2016

On this front, Coop has declared its intention to extend the “Raw Material Origins” project that allows consumers in real time, through a simple link to the dedicated website, to find out where the main materials that comprise that product come from, going back up the supply chain, from the table to the field. The idea behind it is that we must go beyond the indication of the manufacturer and, unique in Italy and Europe, Coop activated this information project already two years ago. Next to “where it is produced” we must then always indicate “how”: the origin is useful information, but equally important are the guarantees on the production methods, the controls and the product safety and quality characteristics. All value-related fields to which Coop has always been strongly committed and which it will continue to constantly monitor.

Divisions by gender, is it time to put an end to it? Target thinks so

Foto dal blog "Let Toys Be Toys".

Dividing items by gender, male or female, may make sense for some products, such as underwear or certain personal care products. But when considering toys or clothes, especially for children, but not only, or perhaps also snacks and fitness products, does it still make sense? Probably not, indeed there are an increasing number of associations, such as the British PinkStinks, which are fighting to free toys, for example, from rigid gender divisions: dolls for girls, construction toys for boys.

The issue is much debated in Anglo-Saxon countries, so much so that some retailers are “making amends”. We have already talked about Selfridges which has dedicated a floor to Agender, fashion “without gender”, and now Target, an American chain that sells a bit of everything, including clothing, toys, food and grocery, has announced that it has decided to remove, where possible, all references to gender.

As declared in a statement “We would never want our customers or their families to feel frustrated or limited by the way we present our goods. In recent years, some customers had complained about certain signs that offered product suggestions based on gender. In some cases, such as clothing where there are differences in size and wearability, this makes sense. Customers have always told us that when they buy something, especially if it is not for themselves, suggestions based on age, sex and brand help find things more easily. But we know that needs and preferences change and, as observed by some customers in certain departments such as Toys, Household Goods and Entertainment, dividing products by gender is usually not necessary. At the moment, our staff is working in stores to identify areas where we can gradually remove signs based on gender. For example, in children’s sheets there will no longer be signs that refer to boys or girls, as in the toys area, where will remove the use of colours such as pink or blue behind the shelves. These changes will be evident in the coming months”.

Click and collect, what’s the cost… John Lewis charges for the service

Niente più ritiro gratis per un paio di ciabattine da John Lewis.

The logistical costs for online shipping have always been a thorn in the side for retailers: the consumer is used to not paying any shipping costs, but this is not always possible. One solution seemed to be click and collect: order online and collect in store. But even in this case there are costs, and in a country where this service has reached significant proportions (80 million orders last years according to IMRG, with 3 out of 4 online purchasers using it), some companies are taking cover.

John Lewis for example, a mid to high range brand, has decided that from 28 July it will apply a £2 cost (around €2.80) for purchases below £30 (around €42). A significant decision for the English retailer, which processes 6 million click and collect orders each year, with more than 6 billion pounds of online sales in 2013: they now account for 33% of total sales.

According to the British retailer, the current free service is “unsustainable”: the logistics of distributing packages from the central warehouse in Milton Keynes to 360 outlets cannot be covered for small orders, like lipstick or a necklace. “The majority of orders will remain free of charge while allowing us to invest further in the expansion of click and collect” announced Mark Lewis, John Lewis’s online director. According to the BBC, orders under 30 pounds accounted for 18% of the total last year.

It is likely that other retailers will soon adopt this policy. Perhaps they will convince customers to pay for a quicker and more efficient service. In fact, Amazon is looking ahead: they have just launched Amazon Prime Now in central London, which delivers to your home or office within an hour. The price? £6.99 (almost €10).

Tesco, Pam and the others: private labels are focussing on vegetarian

The most creative at the moment is the Tesco line advertised as “an alternative to pasta”, for those who want to reduce the presence of carbohydrates in their diet. Carrot spaghetti, cauliflower couscous and zucchini tagliatelle are the products. Which promise low calories and no gluten, winking at domestic chefs looking for something new to amaze their friends with at dinner, because, as the Tesco fresh produce buyer, Emma Bonny, said: “Vegetable substitutes carbohydrates such as potatoes, pasta and rice are increasingly popular, and not just among those on a diet”.

But Tesco is not the only private label which has decided to meet the needs of vegetarians, an increasingly numerous category.

Pam Panorama has just launched “Veg&Veg”, a line of products which flanks the Pam Panorama Bio line, which includes various specialities containing only vegetable protein: natural tofu and seitan but also ready-prepared products such as vegetarian rissoles, oatmeal heart nuggets, seitan burgers, croquettes, spelt and soy frankfurters, quinoa and lupine burgers, all designed for those who have decided to embrace a Veg lifestyle. The same step has been taken for example by Coop Viviverde and the Carrefour Bio line.

According to Eurispes, in 2014 nearly 6 million Italians have moved towards to a vegetarian diet and 3.5 million families have decided to follow a vegetarian diet, 13% more than in 2013. Meeting the needs, old and new, of consumers is the route taken by the retail chains to promote their private labels.

Next World Retail Congress in September in Rome

Ian McGarrigle in its opening speech at World Retail Congress 2014 held in Paris

The 2015 World Retail Congress, which in its eight years of existence has seen the presence of 6,000 business leaders gathered to discuss the challenges and the evolution of retailing worldwide, will be held in Rome from 8 to 10 September.

“We have already received tremendous support from the Italian retail industry and we are confident that the congress will be a great showcase for the best of Italian retailing and design. The congress will be held at a crucial time for retailers around the world who are trying to reshape their business to adapt to the digital age” said Ian McGarrigle, Chairman of the World Retail Congress.

Among the speakers will be experts and prominent personalities in retailing, including Georges Plassat, CEO of Carrefour, Angela Ahrendts, former CEO of Burberry, Motoya Okada, Chairman of Aeon and Burt Tanksy, Chairman of Neiman Marcus.

There will be a dense programme of events but also panels, interactive presentations, discussions and meetings on the future of retailing, while the Future Retail Challenge section will see teams of students from around the world compete to create a new retailing concept. The Retail Study Tour, which will take a detailed look and offer many ideas on the most iconic stores and commercial destinations of the capital, will occupy one full day.

Francesco Pugliese (CEO of Conad) is the new Chairman of Core

Francesco Pugliese, Ceo ofConad and Chaiman of Core

Francesco Pugliese, CEO of Conad, has been elected Chairman of Core, the new strategic alliance including Colruyt (Belgium), Conad, Coop (Switzerland) and Rewe Group (Germany). An alliance capable of responding to the growing competitive challenges of competition in Europe and the internationalisation of agri-food product trade.

Based in Brussels, the legal status is that of a Belgian cooperative society.

In 2013 the four groups recorded a turnover of approx. 90 billion euros – approx. 6.7% of the value of the entire European market – with a network of 20 thousand outlets in 18 European countries.

The Board of Directors includes Frans Colruyt and Christophe Dehandschutter (Colruyt), Joos Sutter and Philipp Wyss (Coop Suisse), Alain Caparros and Manfred Esser (Rewe Group) and Francesco Avanzini (Conad).

 

 

 

E-commerce is growing in Italy, the Dot Coms are taking the lion’s share. Brick and mortar retailers are absent

La dinamica delle vendite e-commerce B2C in Italia 2006-2014.

E-commerce continues to grow in Italy. According to the Digital Innovation Observatory of the Politecnico di Milano – Netcomm this year online sales will reach 13.3 billion euros, +17% compared to 2013. It would seem that, after years of fear and uncertainty about online payments and “virtuality” of goods that cannot be seen or touched, Italians (or at least 16 million of them) have finally succumbed to the attraction (or the convenience and affordability) of online shopping

Increasingly Mobile Commerce
didistribvenditepercomparto6-14From the dawn of the “mobile phone”, Italians have been great fans and owners, reaching the top of the world rankings. But they didn’t use it for the more advanced features (except for a number of few and far between early adopters). Now everything has changed, and after having downloaded games, fitness, budget management and social Apps, the smartphone is also used for shopping. So much so that in 2014 Mobile Commerce has doubled, with 1.2 billion euros in sales which, together with those via Tablets, count for 20% of total e-commerce.

Comparison with the physical store
What are the consequences for “traditional” retailers? Let’s start with the numbers: in value, e-commerce will increase this year from 2.6 to 3.5% of total retail sales and market penetration will increase especially in certain sectors such as Publishing (from 4 to 7%), IT (from 7.5 to 10.5%) and Clothing (from 2.9 to almost 4%). Taking the lion’s share are the Dot Coms such as Amazon, eBay and Expedia which alone generate more than half of the entire growth (22% compared to 2013) but also Privalia, Booking.com and the Italian Banzai and YOOX. They account for 54% of the value of online sales and, if we consider only products, excluding services, their share increases to 70%. And the weight of traditional producers and retailers is reduced to 14%. Not only: there are 1000 new start ups, of which 54 Italian, especially in Clothing, Furniture and Design and Food & Wine. According to Alessandro Perego, Scientific Director of the e-Commerce B2C Observatory of the Politecnico di Milano and Netcomm. “This percentage highlights the weaknesses of the traditional players (producers and retailers) which are still struggling to interpret online as a real alternative channel and that is why they are unable to play a leading role, as is the case in many Western markets. Despite more than 30 new online entries among traditional players in the various market sectors, we very often see a half-hearted approach. In our opinion, the strategy should be to design integrated multichannel approaches, aimed at exploiting to the utmost the real differentiator of traditional players, i.e. the store. In this context, also the Smartphone will have an increasingly significant role in uniting the physical and digital worlds”. A hybrid milieu in which the new “Super consumer” moves with ease, passing from real to virtual, perhaps buying online from the interactive display or touch screens in the store. Not forgetting that the web now influences one in four traditional purchases.

Food & Wine is growing, Grocery still a niche
In 2014, the percentage of large-scale distribution brands with an e-commerce site in the non-food sector increased to 55% (from 53% in 2013) and in the food sector to 10% (8% in 2013). Grocery has taken some timid steps forward, with a total market value of 160 million euros (+18%), but the incidence on total retail sales is still absolutely negligible (0.1%). Still in its infancy we might say. And yet the online potential is certainly there. Some hitherto insignificant sectors are emerging, such as gourmet Food & Wine (Eataly immediately springs to mind), with more than 200 million euros in sales in 2014 (+30%) and with huge potential also in digital exports. Furniture (130 million euros, +100%) and Perfumery and Cosmetics (40 million euros, +25%) are also doing well.

Comparison with others
confrontoconaltrimercatiIn the last year, in Italy, online shoppers exceeded 16 million, 10 million of whom made at least one purchase per month and generated 90% of sales. The average annual expenditure is approximately € 1,000, in line with the main European e-commerce markets (with the exception of the UK, which spends twice as much). The biggest values​(see table) are therefore due to the number of e-customers: in the UK there are 39 million web shoppers, in Germany 44 and in France 29 million. Anna Muzio

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