Showing posts with label Retailers. Show all posts
Showing posts with label Retailers. Show all posts

Tuesday, January 21, 2014

FOODDIVE NEWS: Target to Test Smaller "Express" Stores in major Urban Areas


Quick Fact Dive Brief:

  • Target is testing a smaller, "Express" format for use in urban environments.
  • The first of the new stores, which will be dubbed TargetExpress, will run 20,000 square feet and is slated to open in Minneapolis later this year, just a few miles from corporate headquarters.
  • The stores will stock grocery and pharmacy items, as well as a small selection of clothes and home decor.

Dive Insight:

We're big fans of Target. Strangely enough, most city dwellers like us seem to be fans. On those rare occasions when we find ourselves in the suburbs with a car, we make a stop at Target and stock up on — everything.
Just how well that experience would translate if Target was right down the street and served primarily to compete against the local bodega, we cannot say. But perhaps we don't need to. It would appear that nothing is more endangered in America than the corner grocery store. There are a few left in neighborhoods across all of our cities. But they are rapidly being replaced by small-format versions of the monsters of suburban retail and urban versions of the convenience stores that dot rural America.
We're coming to think of the entire phenomenon as the rise of the corporate bodega.

Recommended Reading:
BrandChannel: Target Hopes to Bring Big-Box Experience to Acute Locales with 'Express' Stores

New York Times (subscription required): Target Tests Small Store for Urban Shoppers as Young People Pick Cities Over Suburbs

Convenience Store News: Target to Test Express Format Aimed at Urban Markets


Jan. 21, 2014

Thursday, January 2, 2014

Supermarket News: Supervalu Leads Grocery Stocks in 2013



MINNEAPOLIS — Investors rewarded Supervalu for getting smaller in 2013, a year in which almost all food retailing stocks showed double-digit percentage gains in share price.
Supervalu’s stock rose more than 175% during the year, following the sale of its Albertsons, Jewel-Osco, Acme and Shaw’s/Star Market banners. It was the leading share-price gainer for 2013 among the 23 food-retailing stocks tracked by SN.

Following the sale, Supervalu was left with its core wholesale business, the Save-A-Lot limited-assortment banner and several regional chains, all under the leadership of new Chief Executive Officer Sam Duncan.
“We think the rapid rate of recovery at Save-A-Lot underscores how quickly CEO Sam Duncan is overhauling the business overall,” noted Ajay Jain, an analyst at Cantor Fitzgerald, after a recent Supervalu earnings conference call.
Two other stocks also more than doubled in 2013 — Natural Grocers by Vitamin Cottage, which saw it share price rise about 118%, to $42.45 at year-end; and Roundy’s, which rose by a similar percentage, to $9.86.
Natural Grocers by Vitamin Cottage, the fast-growing chain of small-format, natural-food stores, posted double-digit gains in comparable-store sales throughout the year. Roundy’s grew primarily on the success of its Mariano’s Fresh Market chain in Chicago, which was poised to expand even further with the acquisition of several Dominick’s stores in the market.
Both Kroger Co. and Safeway were up sharply, as Kroger continued to grab market share and Safeway shed some of its assets. Kroger’s shares were up almost 50%, to about $39.53, and Safeway was up about 77%, to about $32.57.


Read More: http://supermarketnews.com/retail-amp-financial/supervalu-leads-grocery-stocks-2013#ixzz2pFi6RplB

Monday, November 25, 2013

Holiday Spending Looks Very Strong / Retail Credit Cards Reach Records Total


Survey: Holiday spending looks strong


Philadelphia – Holiday spending looks strong this year, with 85% of U.S. consumers planning to maintain or increase their holiday spending levels from last year. According to a new survey of 2,000 respondents from Pennsylvania Real Estate Investment Trust (PREIT) and Harris Interactive, of those who plan to spend more, 15% plan to increase spending on electronics, 14% plan to purchase more gift cards, 13% will spend more on apparel and 10% will spend more on home goods.
Almost nine-in-10 (88%) of adults said they like to be able to see and touch a product before making their purchase. Fifty-four percent of American adults ages 18-34 expect to continue to enjoy the mall experience during the holidays. Of the adult population, 68% enjoy the mall because it gives them access to multiple stores at once.
More than 175 million U.S. adults (75%) plan to pay more attention to retailer coupons and discounts this year than last and 68% of adults indicated that exclusive in-store promotions motivate them to shop more at physical store locations.
Of those who plan to spend less on apparel/electronics/home goods/gift cards this holiday season Forty-nine percent (49%) say they have less income this year than last. Forty-three percent (43%) want to go into less debt. Thirty-eight percent (38%) are concerned about higher retail prices and 12% are worried about job security. Another 19% fear government uncertainty will harm the economy overall and 10% are worried the government might shut down again.
Forty-four percent (44%) of men ages 18-34 think mall owners should offer more exciting retail stores during the holidays, compared with 23% of the overall adult population. Survey findings indicate that ensuring an exciting retail environment is an increasingly important tool for attracting shoppers.
“Survey findings confirm malls are a central, exciting destination for Americans during the holiday season,” said Joe Coradino, CEO of PREIT. “We are dedicated to creating exciting mall environments and the survey highlights that such unique and engaging retail experiences are a driving force for our consumers.”

Wednesday, November 13, 2013

Nielsen Finds Loyalty Programs Resonate with Shoppers


Nearly 60% of global respondents said that loyalty programs were available where they shopped, and of those, 84% said they were more likely to visit those retailers, according to a new study by Nielsen.
“Retailers can reverse the impact of falling basket values and lower trip frequencies by better connecting with the unique needs of their shoppers,” Julie Currie, SVP global loyalty, Nielsen stated. “While the concept of loyalty is nothing new, we are seeing a significant surge in retailers — and particularly those in developing economies — investing in loyalty programs that give them valuable insight into how to better meet customer needs,” she said. “Savvy retailers are mining the data and looking for new and innovative ways to achieve the benefits most important to their customers.”
Nielsen found that, on average, more respondents claimed to be not loyal than completely loyal to brands, service providers and retailers. Most respondents said they were mostly loyal, or unlikely to switch brands or providers without significant incentives. Nielsen information shows that nearly one-quarter (24%) of global respondents claimed complete loyalty to mobile phone brands, mobile service providers and financial institutions, the highest percentages reported globally across the 16 categories measured. Global respondents reported the lowest levels of loyalty to food and beverage categories measured and online retailers. Approximately 40% of global consumers surveyed said they were not loyal and likely to switch brands in the alcoholic beverages (43%), snacks (39%), carbonated beverages (38%) and cereal (37%) categories. As many as 39% of global respondents said they were not loyal to online retailers.
“There is a strong link between the way consumers describe their loyalty habits and the way they subsequently buy — so even comparatively small shifts in what consumers say can manifest in big changes in what they do,” Currie saud. “While there is some consistency around the world in loyalty sentiment within categories and across retailers and service providers, there are also notable differences — especially for consumable products and in the online retailing space, where the likelihood to switch is greater," she said.
“In markets where loyalty programs are long established, customers tend to be savvy about copy-cat promotional offerings that don’t offer unique advantages,” Currie noted. “Particularly in developed loyalty markets, retailers and manufacturers need to work together to offer exclusive awards that cut through the clutter. New and innovative concepts, especially in the online space, that connect with how consumers want to shop are proving to be most effective.”
According to Nielsen’s survey, 75% of global respondents said that discounted or free products was the most valuable loyalty program benefit. As many as 41% of global respondents said getting a better price would encourage them to switch brands, service providers or retailers, followed by better quality (26%), a better service agreement (15%), better selection (10%) and better features (8%).
Enhanced customer service and free shipping incentives were important to 44% and 42% of global respondents, respectively.
Good customer service was important to more than half of respondents in Latin America (59%) and Asia-Pacific (53%). Exclusive deals (41%) and special shopping hours (36%) mattered most among loyalty program participants in Asia-Pacific. Free shipping incentives were important for 46% of North Americans.
North Americans surveyed reported higher levels of loyalty for financial service providers (29%) and carbonated beverages (23%), compared to other regions.
The Nielsen Global Survey of Loyalty Sentiment polled more than 29,000 Internet respondents in 58 countries to evaluate consumer views on loyalty levels across 16 categories including fast-moving consumer goods, technology products and retail establishments.
Authored by: November 13, 2013 | By Michael Johnsen
Originally posted on RetailingToday and can be viewed at: 

Tuesday, November 12, 2013

Kroger to spend $150 million on Texas expansion


Dive Brief:
  • Kroger’s will spend $150 million during the next two years on a large-scale expansion of its presence in the Dallas-Fort Worth area.
  • The company plans to add five new Marketplace stores and to increase the size of three existing Kroger Signature stores.
  • Other stores in the area are slated for remodeling.
Dive Insight:
Kroger’s Texas expansion comes as the company nears the completion of its acquisition of Harris Teeter, and as Chief Executive Officer David Dillon prepares to retire at the end of the year. The Texas investments may indicate that the succession team, including incoming CEO Rodney McMullen plan to double-down on existing markets, rather than invest in further acquisitions …at least for now.
Recommended Reading:
View original article on Fooddive.com here: 

Friday, November 8, 2013

"Candy Crush Saga" Game Expands Into Actual Candy Line


The most popular candy-themed online game has some real-life sweets to match.
According to Candy industry, King, announced the arrival of the first-ever Candy Crush Candies, which Debuted at Dylan's Candy Bar and other major retailers in the U.S. on Nov. 1.
"We're really excited to launch Candy Crush Candies and offer another way for fans of the game to be able to get a taste of the fun," Tommy Palm, Games Guru at King said in a press release. "We've been so delighted to see how much people love to play the game and crush those candies. Our games give players moments of bite-sized brilliance, and we hope these Candies will too."
King is the world leader in cross-platform, bite-sized games, with more than 1 billion gameplays per day globally. 
Healthy Food Brands, which has a history of making candy related to mobile games, and in recent years, launched confections and gummies related to Angry Birds and Fruit Ninjas, is manufacturing the product. All of the confections will have a retail price of $1.99.
"We are thrilled to be the first to introduce the much anticipated Candy Crush Candy range to our customers at Dylan's Candy Bar this Fall," said Dylan Lauren, CEO and Founder of Dylan's Candy Bar. "As Dylan's Candy Bar continues to expand as a leading lifestyle brand, we are always looking to provide our customers with the most innovative and creative products. Candy Crush Candy is an exciting new addition for our customers and fans of Candy Crush."

Thursday, October 31, 2013

Retailers Utilizing Data of Online Comments to Create Actionable Strategy (Deloitte CIO Journal)


Retailers ‘Listen’ to What Customers Are Typing

The latest generation of text understanding technologies translates consumer comments into actionable business intelligence.
Did you know that patients tend to refer to their physicians as “doctor” when they are happy with the care they have received, and as “he” or “she” when they are not? Or that a pricey bottle of wine often smells different to consumers than the same wine offered at a lower price?
These and other curious insights into consumer behavior were identified by a “text understanding” solution developed by researchers at the MIT Media Lab. This SaaS analytics technology, offered commercially by the Cambridge, Mass.-based startup Luminoso, gives computers the ability to understand human text communication the way people understand each other. It captures online consumer comments about companies and products and turns them into actionable business intelligence.
“This system can pull in chat, surveys, emails, and news articles and quickly offer insights into the opinions of those who wrote them,” says Catherine Havasi, Luminoso’s co-founder and CEO. “It can even understand allusion, metaphor, and the jargon of specific industries such as biotech or pharma.”
According to Marcus Shingles, a principal at Deloitte Consulting LLP, such solutions are the result of an ongoing effort by CPG companies and others to use technology to make sense of the avalanche of comments customers leave online. “Over the last few years we’ve seen numerous text analytics products enter the market that use word recognition and basic sentiment analysis capabilities to understand customer intent,” he says, while adding that “few have proven to be effective.”
Shingles says that the latest breed of text understanding solutions deploys artificial intelligence (AI), machine learning, and natural language processing capabilities that, when used in concert, can take text understanding to a whole new level. “Engineers and researchers are applying a more sophisticated, scientific approach to this challenge, which is what it needs,” he observes. “As a result, they are continually developing a more nuanced understanding of language and of the context in which it is used.”
Consumers Say…
According to Havasi, the Luminoso solution was born of her work with an ongoing research project at MIT Media Lab called the Open Mind Common Sense Initiative. In the mid-2000s, she and other researchers began building a database of simple English sentences, which a computer running text analytics software then analyzed to connect concepts and draw conclusions. The more data they fed into the system, the greater its understanding of vernacular, speech patterns, intonations, and other factors of common speech became. Simply put, Havasi and her colleagues taught AI how to make itself smarter.
“It can easily learn new things,” says Havasi of Luminoso’s technology. “It uses words it already knows to understand the context of the way new words and phrases are used, and then deduces their meaning in that context.”
The ability to understand customer sentiment more precisely and accurately—and to understand the myriad ways consumer demographic groups use language—can add value to product development, customer care, marketing, and strategic planning efforts. “There is a big opportunity for marketers in understanding the opinions, views, and preferences of customers,” says Shingles. “With that insight, they can develop empathy for consumers, and use that to inform marketing initiatives and product design.”
Moreover, the ability to automate certain data management tasks that have traditionally been laborious and expensive may transform the way companies approach consumer research. “A lot of people think there are large costs associated with building an ontology, and that they will have to write a lot of complicated rules,” says Havasi. “That’s not necessarily the case anymore. Text analytics has gotten a lot smarter and more agile than it was just a few years ago.”
Data Quality and a Measured Approach
Even with recent advancements in text analytics, the value of business insights is still heavily dependent on the customer data companies amass, says Havasi. “Many organizations have collected massive amounts of text data that do not reveal much about customer experiences with a product or service. This is low quality data, delivering few signals despite its volume.”
Havasi says that by focusing on certain data sources, companies may be able to unearth more valuable information. “Many companies are finding troves of valuable data on social media sites. People also share their personal experiences on custom blogs and in comments on YouTube. Twitter, with its character limitations, is not such a good source.”
One other thing, says Havasi: “Computers don’t understand sarcasm and snark. They are rarely expressed in the same way, which makes them look like noise to a computer.”
Beyond data quality, organizations deploying text understanding technologies may face internal challenges, such as how to ingest insights from this kind of analysis. “Many companies are deploying these tools, but they are delegating junior-level people in the organization to experiment with them,” observes Shingles. “Achieving the kind of business insights companies want is equal parts art and science. It requires experienced data analysts versed in the marketing science discipline to capitalize on this type of research. Moreover, companies should consider developing business use cases to guide their efforts. Text understanding initiatives might be more useful for some brands in a company’s portfolio than others.”
Havasi predicts that, in the near future, text understanding technologies will become more commonplace. “Expect advances in artificial intelligence that will support human interaction with cars, television sets, and computers,” she says. “It will continue to help companies listen to consumers, but it also will become a part of our everyday lives.”

Questions? Write to Deloitte CIO Journal Editor
This publication contains general information only and Deloitte LLP and its subsidiaries ("Deloitte") are not, by means of this publication, rendering accounting, business, financial, investment, legal, tax or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. Copyright © 2013 Deloitte Development LLC.

Wednesday, October 23, 2013

Wakefern, AWG Top Co-Op List (+ other Top Retailers & Wholesaler Lists for this Year)


WASHINGTON — Wakefern Food Corp. and Associated Wholesale Grocers took the No. 4 and No. 6 spots on this year’s list of the largest cooperatives in the U.S., according to an annual compilation released Tuesday by National Cooperative Bank.
The NCB Co-Op 100 listed agriculture cooperatives CHS Inc. and Land O’Lakes as the two largest cooperatives in the country, with revenues in their most recent fiscal years of $40.6 billion and $14.1 billion, respectively. Altogether the NCB Co-Op 100 achieved revenues of $226.4 billion, a 5% increase over the preceding year. 
“The NCB Co-op 100 is a great reminder of the substantial impact and important role cooperative businesses play in our national economy across every sector,” said Charles E. Snyder, president and chief executive officer of NCB, in a statement. “As we continue to see improvements in the market, there is an increase in the formation of new cooperatives in urban, suburban and rural setting — offering competitive goods and services to meet the needs of these communities.”
Following Keasbey, N.J.-based Wakefern, with 2012 revenues of $11 billion, and Kansas City, Kan.-based AWG, with revenues of $7.85 billion, the list of top retail grocery co-ops includes:
• Unified Grocers, Commerce, Calif. (No. 11 overall);
• Associated Wholesalers Inc., Robesonia, Pa. (No. 18);
• Associated Food Stores, Salt Lake City (No. 21);
• Central Grocers Cooperative, Franklin Park, Ill. (No. 22);
• Affiliated Foods Midwest, Norfolk, Neb. (No. 33);
• Affiliated Foods Inc., Amarillo, Texas (No. 36);
• URM Stores, Spokane, Wash. (No. 59);
• Piggly Wiggly Alabama, Bessemer, Ala. (No. 83);
• Associated Grocers Inc., Baton Rouge, La. (No. 92).

Here is a few more other top CPG/Retailer/Wholesaler Lists for you to have a look at:



Read More: http://supermarketnews.com/retail-amp-financial/wakefern-awg-top-co-op-list#ixzz2iXsWn0jO

Wednesday, October 16, 2013

Who Needs Test Stores? Virtual Reality Transforms CPG Merchandising and Marketing


The adoption of virtual reality technology is gaining steam in the CPG industry, enabling brands and marketers to transform store merchandising and shopper marketing programs.
Savvy marketers are discovering the speed, versatility, cost-savings and competitive advantage that can be achieved by incorporating virtual reality into their business strategies.

The Need for Virtual Reality Technology

Traditionally, CPG brands have used in-store planograms and set stores to evaluate merchandising tactics and visualize store layouts. In addition to being costly and slow, these approaches often failed to deliver the immediate data insights that are crucial in today’s marketplace.

Virtual reality technology now offers a faster and more efficient process for gathering marketing insights, conducting visual merchandising reviews and testing environments. This provides instant and detailed data insights to help CPG brands and retailers plan and market more effectively. Designed to simulate a real-world environment, consumers and merchandising executives have the ability to browse aisles and shelves in a virtual store populated with rich, 3D product models. Virtual reality technology eliminates the need for building and maintaining costly physical test stores.
The combined impact of high-quality 3D content libraries and virtual store models enables brands to create precise replicas of stores in the virtual space, dramatically reducing speed-to-market times and improving the effectiveness of insights captured from merchandising and marketing efforts.


Benefits of Virtual Reality for CPG

There are several reasons why virtual reality technology is increasing in popularity in the CPG industry to drive competitive advantage and bottom line business outcomes.
  • Speed -- Speed is clearly one of the major benefits of virtual reality in the CPG industry. It’s not unusual for CPG marketers to display virtual shelves in front of multiple sets of consumers and receive detailed consumer feedback quickly. This substantially reduces the time-to-market for new products or product lines.
  • Versatility -- Virtual reality enables marketers to quickly create many different scenarios, allowing them to test several ideas, store sets and merchandising plans in less time than it typically takes to test and evaluate a single concept.
  • Cost -- The long-term cost of using virtual reality for merchandising and marketing is much lower than the cost of maintaining a set store or executing other traditional market research.
The task of creating a virtual store and stocking the shelves with an accurate 3D library of products is one of the main obstacles encountered by CPG brands interested in leveraging virtual reality. But using new and innovative technologies, the transition to a virtual store is less costly and faster than you might think.

Steve Cole is the chief marketing officer at Gladson.
Read More at: 




Wednesday, August 21, 2013

Cricket protein bars soon to be jumping onto U.S. shelves

A Brooklyn Duo May Have Finally Figured Out How To Get Americans To Start Eating Insects


Exo, a Brooklyn-based company, is building a new kind of protein bar with a cricket-y twist.
In addition to natural ingredients like raw cacao, dates, almond butter, and coconut, the nutrient-dense snack bars each contain 6% of cricket flour, made from about 25 ground-up crickets, according to Exo founders Gabi Lewis and Greg Sewitz.
Inspired by a United Nations report that said eating insects can reduce world hunger, Lewis and Sewitz began experimenting with the bar last fall, during their senior year at Brown University.
The bars are quickly gaining buzz since Exo was posted to crowd-funding site Kickstarter on July 29 with the goal of raising $20,000 by August 28 so the product can be delivered to backers by October 13. So far, things are going well: Exo has pulled in more than $7,000 with 28 days to go.
A $25 pledge will buy you six cricket-filled bars, which seems kind of expensive in the realm of energy and nutrition bars. Lewis expects the bars to sell for $2.60 once they make their way into supermarkets, gyms, and other specialty stores.
Eighty percent of the world already eats insects. Western countries have long been the exception. And while creepy-crawlies are still far off from regularly being served to American and European diners, the recent graduates hope to make at least a few bug-eating converts with their super-healthy snack.

There is a wide net of edible insects, including beetles, wasps, caterpillars, grasshoppers, worms, and cicadas, but the large network of cricket farms within the United States (house crickets are typically sold for pet food or fish bait) made the little chirpers a practical ingredient choice.
Crickets also seemed like an easier sell than some of the larger, but more protein-rich bugs, like the dung beetle, explained Lewis.
As far as bugs go, crickets are not only high in protein, they are also a rich source of iron, calcium, and omega-3 fatty acids. Crickets are good for the environment, too. When compared to other protein-rich foods, like cows or chicken, insects use less water and produce less greenhouse gases than livestock.
Currently, the duo is making the cricket flour themselves in a space they rent in a commercial kitchen. The house crickets are trucked to Brooklyn from a cricket farm located on the east coast. The lively insects are immediately frozen, which keep them fresh, and then slowly roasted before they are crushed into a powder. "It's 100% cricket," says Lewis.

The cricket flour replaces the soy protein that you would find in most energy bars. And while the unusual ingredient doesn't taste bad on its own — it has a neutral, slight nutty flavor — the founders recruited Kyle Connaughton, the former head of research and development for Michelin-starred Fat Duck Restaurant in England, to ensure the flavor of their bar is top-notch.
The bars have been "described as tasting like a healthy brownie or having a rocky-road flavor," said Sewitz.
Exo's founders understand the psychological barrier. They are hoping a nutritionally-superior product that is also yummier compared to other bars on the market will quell some of the natural hesitancy.
In addition to the revolutionary use of protein, "the taste is better than most or all protein bars," said Lewis.


Read more: http://www.businessinsider.com/cricket-protein-bars-made-by-exo-2013-7#ixzz2ccZxEqYp
Article written by Dina Spector

Monday, August 12, 2013

Private Label Packaging Playing an Essential Role in Retailer Brand Strategies


Manufacturers and retailers are partnering to create innovative ideas that have a big impact.
Retailers continue to refine their private label strategies, with packaging playing an essential role. The latest package designs put the "brand" in store brands, with smart looks that convey differentiated quality. And in some cases, the packaging also offers environmental benefits.
Changes in the retail environment, supply chain and consumer preferences have paved the way for today's private label designs. "From a packaging standpoint, consolidation on the manufacturing side, coupled with consolidation on the retail side, has given an opportunity to innovate more and be more strategic," says Todd Maute, partner at branding firm CBX, New York.
Rather than mimicking the packaging of national brand owners, "Retailers [are] partnering with manufacturers to innovate and create unique and differentiated items and trying to be first to market versus second or third," Maute adds. That "has a significant impact on the strategic value of the package."
The Simply Balanced brand from Minneapolis-based Target Corp. illustrates the shift. This new, healthier-for-you store brand launched in June 2013 and replaces the retailer's Archer Farms Simply Balanced and Archer Farms Organic private labels. The new brand includes beverages as well as grocery items.
Target is "strategically creating brands and unique package designs based off of what the consumer's expectation is in that marketplace. I call that a 'control brand' strategy -- individual control brands that when created and designed and packaged are really there to support what they want that bull's-eye to mean in the customer's mind," Maute says, referring to the red bull's-eye logo that appears in Target's advertising and stores—but not on its private-label packaging.
Christopher Durham, president and chief strategist at My Private Brand, Omaha, Neb., notes the innovative graphics Target chose for its Simply Balanced packaging.
"It's a very clean line, it's very simple," Durham says. "The design certainly is a bit more whimsical or playful than we've seen [with] a lot of the natural and organic designs … over the last few years, [which has] nothing fun about it." He explains that most natural and organic packaging, private label and otherwise, tends to "lean on the ingredients and the seriousness of everything they're doing."
In contrast, Durham says, the Simply Balanced package design is "fun" and seems designed to "appeal to 'her,' our shopper that's … trying to take better care of her family. To me, that comes to life in that packaging. Even the photography is not so serious. If you look at how that brand is positioned, Simply Balanced, it's very straightforward and direct and makes it easier for 'her.'"
Many Simply Balanced packages also incorporate a teaser of nutritional data on the front panel or label -- "36g whole grains per serving" or "100 percent juice," for example -- to give consumers essential information without needing to turn the package over. The brevity of the data keeps the front panel from getting cluttered.

Signature store brands

Private label-driven retailer Aldi, Batavia, Ill., also launched an organic store brand recently plus specialty product lines, each with its own brand identity. "Today, retailers like Aldi are realizing the importance and impact of creating and building brands," says Richard Barkaway, creative director atStudio One Eleven, a division of Berlin Packaging, Chicago.
"A good example of this is Aldi's Asian-inspired line, called Fusia, or their all-natural Simply Nature healthy line of products. Aldi even developed a premium line called Specially Selected, which [is] an origin-inspired line of imported products," Barkaway says.
In each case, packaging graphics establish a distinctive look and feel for the brand. The Specially Selected packaging, for example, uses script in the logo, a "Passion for Food" stamp-like icon and banners of bold color on an elegant black background. Launched this April, the Specially Selected line features specialty and imported products such as gourmet salad dressing, coffee, pasta, cookies, meats and cheeses.
The marketplace reality -- and not just for Aldi -- is that "consumers have become far more sophisticated shoppers over the past decade and are no longer looking for just the convenient value brand," Barkaway says. Consequently, "retailers are no longer interested in the [me-too] strategy and are now developing believable, authentic brands that consumers resonate with."
A brand attribute with resonance for consumers in both the U.S. and the United Kingdom is environmental consciousness. For that reason, and as a matter of corporate citizenship, more retailers are taking the environment into account as they design, or redesign, their private-label packaging.
As part of a larger environmental mission, U.K. grocery retailer Waitrose has in recent years focused on reducing the amount of packaging it uses for its private-label products. In an announcement earlier this year, the company pledged to reduce its packaging by half by 2016 (compared with 2005).
Recent changes to the packaging for three of Waitrose's private label product lines will save almost 100 tonnes of packaging annually, according to the company.
The retailer relaunched its Menu from Waitrose line of prepared meals, which includes 49 products, reducing the package's sleeve width. This change will eliminate 33 tonnes of packaging annually, which translates into a 20 percent weight reduction overall.
The redesigned Menu from Waitrose packaging uses a lacquered aluminum tray, which lets consumers cook the products in a conventional oven and serve them in the package -- no baking or serving dishes required. The tray is recyclable.
In addition, for its Good to Go private label sandwiches and snacks, Waitrose redesigned the packaging to reduce materials use. For example, it increased the size of windows on sandwich packs and switched from labeled packaging to printed bags for fruit portions. Thanks to these kinds of changes, Good to Go packaging has been reduced by 25 tonnes per year.
The third change is an extension of the flow-wrap package that Waitrose rolled out three years ago for private label minced and diced beef. The retailer now also packages lamb and pork in the pouch, eliminating the plastic trays typically used in meat packaging. By getting rid of the pork and lamb trays, Waitrose says it will reduce its meat packaging by 38 tonnes per year.
In addition to helping at the macro level by keeping trash out of landfills, Waitrose's packaging changes make life easier for consumers. They have less trash to deal with, and the flow-wrap meat packs take up less space in the refrigerator than the old meat packs did. There's also the green glow that comes from buying a package that's more environmentally responsible.
This consumer angle is essential, Barkaway says: "Designing a successful package is all about shoppability and making the user experience enjoyable for the consumer."

By Kate Bertrand Connolly, Packaging Editor | 08/06/2013

Original article can be located here:  http://www.foodprocessing.com/articles/2013/private-label-packaging.html

Tuesday, July 9, 2013

Kroger to Buy Harris Teeter for $2.4 Billion


A Kroger-operated market in Del Mar, Calif. Kroger will acquire 212 Harris Teeter stores.
The Kroger Company, seeking to expand in the Southeast and mid-Atlantic regions, said on Tuesday that it would acquire Harris Teeter Supermarkets for $2.4 billion.
Kroger agreed to pay $49.38 a share in cash, about 2 percent above Harris Teeter’s closing price on Monday and 34 percent above the price on Jan. 18, when media reports emerged that Harris Teeter was exploring strategic alternatives.
Harris Teeter has 212 stores in North Carolina, Virginia, South Carolina, Maryland, Tennessee, Delaware, Florida, Georgia and the District of Columbia. The company also operates distribution centers for grocery, frozen and perishable foods in North Carolina. Harris Teeter posted $4.5 billion in revenue for the 2012 fiscal year.   Kroger said it would finance the transaction with debt and assume Harris Teeter’s outstanding debt of about $100 million. Harris Teeter will continue to operate its stores as a subsidiary of Kroger and will continue to be led by Harris Teeter’s senior management team. There are no plans to close stores.
Kroger expects the deal to result in savings of $40 million to $50 million over the next three to four years.
“This is a financially and strategically compelling transaction and a unique opportunity for our shareholders and associates,” David B. Dillon, Kroger’s chairman and chief executive, said in a statement. “Harris Teeter is an exceptional company with a great brand, friendly and talented associates, and attractive store formats in vibrant markets run by a first-class management team.”

Thomas W. Dickson, the chairman and chief executive of Harris Teeter, said, “Harris Teeter has a long track record of creating shareholder value, and this merger is the culmination of those efforts over many years.”

Bank of America Merrill Lynch advised Kroger and Arnold & Porter served as legal adviser. J.P. Morgan Securities advised Harris Teeter, and McGuireWoods was its legal adviser.

Original Article authored by Dealbook for the NYTIMES and can be located here)http://dealbook.nytimes.com/2013/07/09/kroger-to-buy-harris-teeter-for-2-4-billion/?ref=business