Sales At Owner Of Lidl Hit €175bn

Schwarz Group, the German firm that owns the Lidl and Kaufland chains, saw its revenue increase 4.9% to €175.4bn during its financial year to 29 February 2025.

Despite the “tense global economic situation”, the group created approximately 20,000 new jobs after expanding its network of stores by around 300 to approximately 14,200.

Lidl, which has been the fastest-growing supermarket in the UK over the last year, increased its store revenue by 5.3% to €132.1bn. At Kaufland, revenue rose 2.9% to €35.2bn. The group’s total online revenue was unchanged at €1.7bn.

Meanwhile, the Schwarz Group’s manufacturing operation supplied goods worth around €4.6bn, primarily to Lidl and Kaufland stores, reflecting an increase of 9.5% compared with the previous year.

Despite the volatile economic situation, the group increased its investment programme by 7.5% to €8.6bn in the fiscal year, €3.3bn of which was spent in Germany. This funded store expansion, the development of its warehouse network, and more capacity in its European data centres.

For the current year, Schwarz Group stated that it would be investing around €9.6bn, €3.7bn of which will be in Germany.

“The successful 2024 fiscal year for the companies of Schwarz Group is primarily based on the tireless efforts and outstanding commitment of our employees. Together, we are shaping the future of our group and working on innovative solutions for the challenges of tomorrow,” said Gerd Chrzanowski, General Partner Schwarz Group.

“This has enabled us to grow sustainably together in all divisions, even in a time of global uncertainty, and to continue investing in Germany as an economic hub and in a digitally sovereign Europe.”

NamNews Implications:

• For context, Tesco’s global sales are €78bn. vs Schwarz Group €175.4bn. 
• i.e. Schwarz Group have the option of subsidising growth in local markets...
• And given Lidl has been the fastest-growing supermarket in the UK over the last year…
• …despite this being a time of unprecedented global uncertainty…
• …time to try finding ways of working with Lidl?

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Asda Planning Sale & Leaseback Of Stores To Raise Cash

Asda is hoping to raise around £400m from the sale & leaseback of 20 of its supermarkets to fund its turnaround plan.

According to property-focused publication Green Street News, the struggling retailer has appointed real estate adviser Eastdil Secured to seek out buyers.

Sale & leaseback deals are popular among major supermarkets as a means of raising capital to shore up their balance sheets, with Sainsbury’s and Morrisons completing deals in the last few years.

An Asda spokesperson said: “Sale & leasebacks have been a feature of the retail industry for many years.

“While maintaining a strong freehold base remains central to Asda’s property strategy, we will consider suitable opportunities to unlock value from our property portfolio as part of our material programme of investment into the business.”

Allan Leighton, who returned to Asda at the end of last year as Chairman, has pledged to turn around the group’s fortunes by cutting prices, improving product availability, and refreshing tired stores. Analysts have estimated that the plans will cost close to £900m over the next three years.

Back in March, Leighton warned that the investment drive would “materially reduce our profitability this year” but said he had “a pretty significant war chest” to tackle several years of weak trading at the supermarket.

However, with debts of £3.8bn left over from the takeover by TDR Capital and the Issa brothers in 2021, it has been suggested that Asda has limited firepower for a prolonged price war with its rivals.

NamNews Implications:

• Can be a good source of cash…
• …to cover the cost of turnaround plans (£900m).
• So sale & leaseback process will continue until that point is reached, at least.
• But the business patently then has to cover the cost of rent that it previously owned..
• ...thereby diluting the bottom line...
• It ain’t over yet…

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Turnaround Plan Yielding Results At Holland & Barrett

Investment in its stores and product offer has helped drive up sales at Holland & Barrett by 10% in the second year of its turnaround strategy.

Over the 12 months to 30 September 2024, the health & wellness retailer saw its revenue increase from £806.1m to £884.5m after customer numbers rose by 9% to an all-time high.

Sales volumes across the group grew by 5%.

Gross profit improved from £475.7m to £524.2m after a £96.3m investment programme helped accelerate its digital transformation and overhaul its UK distribution centre and global production facility. Meanwhile, pre-tax losses narrowed to £61.8m from £73m.

Holland & Barrett’s ‘transformation strategy’ aims to meet the growing demand in the wellness and preventative health space.

In the year, it opened 36 new stores and overhauled 320 existing sites, launched new partnerships and concessions in the UK, Ireland, Netherlands and Belgium.

It also expanded its own-label range (+ 400 products, total to over 1,000 new lines in two years, including a revamped food range, which saw a 34% increase in sales in 2024.

Alex Gourlay, Executive Chair of Holland & Barrett, said: “This has been a landmark year for our business – one defined by purpose, transformation and a significant investment in the future of this 150-year-old business.

“With societal shifts towards prevention, testing and self-care, and insufficient public health care provision due to constraints on national health systems, there is an increasing unmet need which Holland & Barrett was well positioned to serve.

It is with great pride, that we have taken the bold steps necessary to meet the evolving needs of our customers, accelerating our transformation journey and laying a strong foundation for long-term growth.”

The company revealed that it has seen last year’s strong growth carry into the first half of its current financial year, with sales and gross profit both up 8% and customer numbers continuing to grow.

Gourlay added: “Our retail performance continues to outperform the UK and Netherlands high streets and compares strongly against other European countries. We are energised by the momentum we’ve built and excited for the opportunities ahead.”

Meanwhile, he told The Times that the use of weight-loss drugs such as Ozempic and Mounjaro is helping drive sales at Holland & Barrett. Gourlay revealed that the chain was “reformulating” its range to cater to customers using the appetite-suppressing treatments, which can see people switch to healthier options.

NamNews Implications:

• Customer numbers rose by 9% to an all-time high.
• Sales volumes across the group grew by 5%.
• i.e. real growth…
• Meanwhile, Holland & Barrett’s ‘transformation strategy’ aims to meet the growing demand in the wellness and preventative health space.
• i.e. If you want in, be seen to align with these aims…
• …and deliver real numbers.
• Simples!

Morrisons Sponsoring Clarkson’s Farm

Series four of Amazon Prime Video's popular show Clarkson’s Farm will debut next Friday (23rd), with Morrisons as its exclusive sponsor.

Each episode aired in the UK will feature one 10-second ident from the supermarket, which is the only pre-show advert and connects the brand to the series – “Clarkson’s Farm, brought to you by Morrisons”. A 30-second advert from Morrisons’ new advertising campaign will then open the first break.

The 10-second idents feature farmyard animals, including sheep and cows playfully mimicking in-store tannoy announcements. The humorous 30s adverts then continue to highlight Morrisons’ fresh, quality British-farmed food.

Created with Leo Burnett UK, they show customers sourcing their shopping in their natural, challenging conditions, such as out at sea or in a wet and muddy field.

The adverts then cut to the customers buying the produce in-store from Morrisons with ease.

The sponsorship deal aims to highlight Morrisons’ position as British farming’s biggest direct supermarket customer and the fresh produce available to its customers.

Alex Rogerson, Customer & Trade Planning Director at Morrisons, said: “From field to fork, acres to aisles and tractors to trolleys – this sponsorship is a celebration of the quality of great British-farmed food, the journey it takes and the farmers who make it possible.

Morrisons works directly with British farmers and growers all year round, and we pride ourselves on our great quality, fresh food as a result.”

Krishan Patel, Director, Agency UK & EMEA BD, Amazon Ads, added: “We’re delighted to welcome back Clarkson’s Farm on Prime Video with one of the UK’s major supermarkets, Morrisons, as the exclusive sponsor.

It’s a great example of how we are helping brands, like Morrisons, connect with millions of viewers and build brand loyalty alongside one of Prime Video’s biggest and most-loved shows.”

NamNews Implications:

• Morrisons demonstrating their role of doing the heavy lifting in terms of food sourcing, humorously…
• Should resonate with customers battling with the realities of the UK economy
• (i.e. a clear test of the risk in using humour in trying circumstances…
• ...but if/when it works, Morrisons’ courage will be rewarded)
• Hats off to them…
• BTW, a ‘buy British’ campaign that also implies that Morrisons will not be an easy opportunity for US beef…

Waitrose Latest Retailer To Reaffirm Commitment To British Farming Following Trade Deals

In the wake of the UK signing trade deals with the US and India, Waitrose has stated that it won’t compromise on animal welfare or its support for British farming.

Aldi made a similar pledge yesterday, whilst Tesco’s CEO said early this week that it has no plans to source American beef.

Waitrose head of agriculture, aquaculture and fisheries, Jake Pickering, said the retailer stands “shoulder to shoulder” with British farmers and will continue to champion high welfare and provenance across its supply chains.

“We want to reassure Waitrose customers that we will never compromise on our number one animal welfare standards or our long-standing commitment to British farming,” he said.

“All of our own-brand fresh beef, lamb, chicken, pork, eggs and fresh milk are sourced from British farmers to high welfare standards – and we have raised the bar for customers with the Better Chicken Commitment and introduction of our new welfare labelling.”

UK rules currently prohibit imports such as chlorinated chicken and hormone-treated beef, which are commonplace in some markets.

However, the British farming industry has raised concerns that current regulations could be watered down in future trade negotiations.

NamNews Implications:

• As Tesco, Aldi and now Waitrose plan to resist the appeal of US beef.
• The implications of this stance deserve special mention:
• ‘with little difference between the prices of British-produced beef and US beef that does meet UK standards’…
• …it is unlikely that US Beef will find a UK market.
• In which case, much depends on the UK government’s determination to resist any attempts to compromise quality standards, under US pressure.
• Watch this space…

Tesco Aiming To Get Market Share Back To 30% With Help Of Brands

Tesco has told suppliers that it wants to control 30% of the grocery market in the UK, a position it last held in 2012.

Latest data from Kantar shows that the market share of the UK’s leading supermarket chain currently stands at 27.8%, having made significant gains over the last year.

According to trade magazine The Grocer, the group’s Chief Commercial Officer, Ashwin Prasad, told delegates at the Tesco Business Update event hosted by IGD on Tuesday that it was focused on capitalising on its appeal to brands as the retailer most likely to bring about growth.

Declaring ‘To Grow Faster’ as the mission statement for Tesco, he told suppliers at the event that it could beat the offer of any of its rivals on value and quality, service and availability, and was the best vehicle for them to achieve gains.

Prasad added: “We want to grow with our suppliers and deliver against our priorities: ensuring we’re number one for value and quality; being their number one innovation partner; offering the best retail media platform; and delivering the best service and availability to our customers.

“We’re encouraging our suppliers to work with us and make us their primary partner to deliver growth.”

Speaking to The Grocer about the retailer’s strategy, Ged Futter, founder of The Retail Mind, said: “Tesco is confident it can return to a 30% share because it’s winning customers and knows what it’s doing is working.

“They don’t need to reinvent the wheel either. I think the main targets for Tesco’s share growth will be Asda and Morrisons. They are the easy targets because they’ve got more branded stuff.

“Aldi Price Match is all about own label, it isn’t about brands. That’s working, what they need to unlock is investment from the brands.”

NamNews Implications:

• ‘Focused on capitalising on its appeal to brands as the retailer most likely to bring about growth’
• i.e. likely to keep own label and brands at appropriate levels to optimise potential Retail Media revenues.
• Tesco priorities:
• Ensuring we’re number one for value and quality
• Being their number one innovation partner
• Offering the best retail media platform
• Delivering the best service and availability to our customers’
• i.e. Demonstrate how your brands fit with these priorities to optimise your brand opportunities.
• And as Ged Futter implies, your Tesco growth will be at the expense of Asda and Morrisons.
• BTW, worth keeping in mind that delegates at the IGD Tesco Business Update event had personal access to these insights two days ahead of non-delegates…?

Kirkland vs. Coca-Cola ... Is private label winning?

by Chace Binnie

At first glance, it looks Kirkland is winning, but I wanted to dig deeper into this.

Revenue is only one metric, so I thought: What if they are both winning at different games?

Where Kirkland is winning:

• They keep the product line simple
• Every product gets shelf space in Costco
• They don’t advertise... they let Costco’s reputation do the work
• It’s efficient to run, with strong margins and low overhead
• Shoppers trust it because it’s consistent, high quality, and good value

Why Coca-Cola is still doing well:

• You can buy it literally everywhere... restaurants, stores, stadiums
• The brand is iconic and instantly recognizable
• They dominate the beverage aisle with multiple popular products
• They’re constantly launching new flavors and formats to stay fresh
• Their marketing connects emotionally... it's more than a drink, it’s a feeling

So which one is winning? Again, it depends on how you look at it.

Jean-Marc François gave his take on CPG's current struggle against private label:
“They’re chasing growth through fragmentation,” Jean-Marc said.

“...in the process, they’re diluting their brand equity.”

Credit to Jean-Marc for this chart of the Top 10 global CPG brands.

Tesco’s CEO Says Retail Conditions Have Rarely Been As Tough; Not Planning To Stock US Beef

Tesco CEO Ken Murphy warns that retail trading conditions have “rarely been as tough” (rising costs, red tape, supply chain disruptions, a weak economy).

Speaking at the World Retail Congress in London this week, he pointed to mounting pressures from rising labour costs, as well as increased regulation in areas such as packaging.

The Labour Government has heaped billions of extra costs on retailers via increased National Insurance Contributions, an above-inflation hike in the minimum wage, and higher business rates i.e. warnings of shop closures, job losses.

Murphy: “Things have rarely been as tough for retail as they are today”, highlighting global supply chain disruptions ( via military conflict, trade wars, climate crisis).

Murphy warned: “There is geopolitical instability from the Ukraine to the Red Sea, which will continue to disrupt our supply chains and markets.”
Trump tariffs uncertainties risk upending existing supply chains.

He also highlighted that farmers in its UK supply chain are “under unprecedented strain”.

Meanwhile, days after the UK and US announced a limited trade deal, Murphy revealed that Tesco has no plans to source American beef.
The deal gave US farmers a quota of 13,000 metric tonnes for beef, which meets UK standards, with UK farmers having the same quota for sales into the US.

Speaking to Reuters on the sidelines of the World Retail Congress, Murphy said: “We source 100% Irish and British beef in Tesco and for the foreseeable future that policy will be the same, we’re not planning to change it.”

Last week, US Secretary of Agriculture Brooke Rollins hailed American beef as “the safest, the best quality and the crown jewel of American agriculture” and predicted the trade deal would “exponentially increase” US beef exports to Britain.

However, with little difference between the prices of British-produced beef and US beef that does meet UK standards, industry commentators have suggested that the US product could struggle to find retail buyers in the UK.

NamNews Implications:

• ‘Retail Conditions Have Rarely Been As Tough’ – agreed 100%+!
• “But when the going gets tough, the tough get going”, as we used to say (!)
• Real opportunities for those who act while rivals await evidence of a return to normal.
• Tesco have made clear their strategy in optimising real market conditions…
• …and in fact keeping up with Tesco will be a challenge for suppliers.
• Meanwhile, Tesco's US beef position is significant: (in our opinion)
• ‘with little difference between the prices of British-produced beef and US beef that does meet UK standards’…
• …it is unlikely that US Beef will find a UK market.
• In which case, much depends on the UK government’s determination to resist any attempts to compromise quality standards, under US pressure.
• Watch this space…

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Sainsbury’s Introduces New Anti-Theft Measure At Self-Service Checkouts

Sainsbury’s has started testing a new security feature on some of its self-service checkouts to combat shoplifting.

The system uses AI-driven video scanning technology to check whether items are scanned properly. When an item is placed in the bagging area without being scanned, the system immediately displays video footage of the incident.

Customers then receive a message saying: “Looks like that last item didn’t scan. Please check you scanned it correctly before continuing.”

Retail sources have described the measure as “a deterrent to shoplifters”.

A spokesperson for Sainsbury’s said: “We regularly review the security measures in our stores and our decisions to implement them are based on a range of factors, including offering our customers a smooth checkout experience.”

NamNews Implications:

• Much depends on what % of customers are potential shoplifters…
• i.e. Sainsbury’s have obviously ‘done the sums’…
• …to balance deterrence vs ‘treating me with suspicion’.
• Think about a shopper’s succession of ‘didn’t scan’ warnings being seen by neighbouring checkers-out…

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Sainsbury’s Testing New Checkout-Free Tech

Sainsbury’s is trialling a new checkout-free system that lets customers pay for their shopping on its SmartShop handsets as part of moves to “reduce friction”.

According to trade publication The Grocer, the supermarket is testing the new payment-enabled devices in its stores in Richmond and Kempston. At the end of their shop, customers tap their card on the SmartShop handset to pay. They can print their receipt at a physical bay or ask for it to be emailed to them.

The SmartShop app, which can be downloaded onto phones, has had a payment function since 2022. However, Sainsbury’s director of future stores and customer experience, Darren Sinclair, told The Grocer that consumer research had found many shoppers preferred to use a physical handset to save their phone battery.

“It’s a bit more ergonomic,” he said. “I think about this as trying to reduce friction, improve payment and simplify the shopping journey, as well as the future potential space.”

Sinclair noted that there are advantages for Sainsbury’s to encourage more shoppers to use the SmartShop facility.

He said: “From a heatmapping perspective, we can see how people shop. We don’t see the physical customer, just see the heat, so we can see which ends are looked at, which screens are looked at and the flow around the store.

“That’s massively insightful when we are working out store formats, or when we are doing Nectar screens for suppliers.”

NamNews Implications:

• An extra little help for customers…
• …a major help for Sainsbury’s.
• And extra insights for suppliers…
• …all in terms of making every trip count.

Aldi Seeking Public Input To Find Sites For New Stores

Aldi is calling on the public to help identify the best locations for new stores in the UK.

Customers can submit suggestions for where the discounter should open new outlets, with the most popular areas being considered as part of Aldi’s expansion strategy.

The supermarket currently has more than 1,050 stores and has committed to a long-term goal of operating more than 1,500 sites across the UK.

In the coming months, Aldi will be bringing new stores to areas such as Ashford in Kent, Eastbourne in Sussex, and Caterham in Surrey, as part of its focus on expanding in the South East.

“We’ve always believed that great quality food should be within everyone’s reach and many communities would therefore still benefit from having an Aldi nearby,” said Jonathan Neale, Managing Director of National Real Estate at Aldi UK.

“We’re always looking at key places where we see potential, but we also want to hear directly from the public about where the demand is greatest. Their input is invaluable as we continue to grow and bring Aldi’s unbeatable value to more areas across Britain.”

The supermarket ran a similar initiative last year, which saw locations in London, Manchester, and Derbyshire recognised as priority locations amongst shoppers.

Progress has already been made to bring a new Aldi store to Chesterfield in Derbyshire, with the company recently securing planning for a site on Ringwood Road, Brimington.

To nominate a town or area for consideration, people have to email NextNewStore@aldi.co.uk and state the town they would like to put forward in the subject of the email.

Aldi is asking for submissions by 8th June, with plans to share the results and unveil the next round of priority locations later this year.

NamNews Implications:

• Aldi will obviously use scientific bases for site selection…
• …But public support will patently help in securing planning approvals.
• Besides, one never knows, local support may uncover potential sites missed by the science…
• Either way, Aldi appears to be determined to achieve their long-term goal of operating more than 1,500 sites across the UK.
• Watch this space…

Sainsbury’s Completes First Conversion Of Sites Acquired Last Year As Part Of Accelerated Store Opening Programme

Sainsbury’s has launched the first of 14 retail sites that it recently acquired for conversion into supermarkets, kick-starting its biggest store opening programme in over a decade.

The new supermarket opened in Felixstowe yesterday and is part of Sainsbury’s ‘Next Level’ strategy to offer “more food choice to more customers in more locations” across England, Scotland, and Northern Ireland.

Last autumn, the company snapped up 14 sites, which were predominantly former Homebase stores, and two outlets from East of England Co-op. Since then, Sainsbury’s has been working to convert them into new supermarkets, with the first in Felixstowe to be followed by a second in Brightlingsea later this year.

Combined with its organic store opening programme, the group expects to open 15 supermarkets during its 2025/26 financial period, and over the next two years, new openings will add over 400,000 sq. ft. of new space to its estate. It also plans to add another 25 new convenience stores in each of the next two years.

The new 19,000 sq. ft. supermarket in Felixstowe is Sainsbury’s first in the East Suffolk town and represents a multimillion-pound investment by the retailer. Its arrival means almost 23,000 more people in the area now live within a 10-minute drive of a Sainsbury’s supermarket.

“We were delighted to open our fantastic supermarket in Felixstowe today, putting Sainsbury’s on the doorstep of customers in the town for the first time,” said Patrick Dunne, Sainsbury’s Chief Property and Procurement Officer.

“It was also an exciting moment for our business as today’s launch marks the first of many brilliant new supermarkets we plan to open over the next two years, following our strategic decision to acquire 14 new sites for conversion into Sainsbury’s last year. Our bold plan is driven by our belief in the strength of Sainsbury’s offer and our commitment to bringing more of our delicious, high-quality and great value food within easy reach of more customers.

“We’ve worked diligently to transform the Felixstowe site into a new Sainsbury’s store in just a few months, and we will continue to convert many more of the sites we’ve acquired for launch over the next two years, as well as opening more new stores from our existing pipeline of purpose-built supermarkets.”

NamNews Implications:

• And being retail, initial results will have begun to flow.
• Pointing to a direction forward.
• Retail rivals now need to factor in 14 new compete-points with Sainsbury’s…
• …and appropriate action required from suppliers.

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Couche-Tard Advances Takeover Talks With Owner Of 7-Eleven

Alimentation Couche-Tard has made a significant advance regarding Seven & i, owner of the 7-Eleven convenience store brand, following long-awaited access to critical financial data.

Couche-Tard, owner of Circle K, has entered into a non-disclosure agreement (NDA) with Seven & i to “progress transaction discussions, facilitate due diligence, and collaborate on plans to engage with regulators”.

Couche-Tard has publicly asked for this access since its unsolicited bid last year, saying enhanced visibility into Seven & i’s financials could justify an increased offer, approaching $50bn.

Privately, both parties have attributed delays in progress to the other’s lack of cooperation.

Seven & i confirmed today that the NDA includes a “standstill” clause, a standard provision in mergers and acquisitions that prevents a hostile bid while confidential data is being exchanged.

“We appreciate the special committee of Seven & i engaging in substantive discussions regarding our proposal and providing access to diligence,” said Alex Miller, Couche-Tard’s CEO. “We look forward to working collaboratively with Seven & i in the interests of all stakeholders.”

In late 2024, preliminary and limited discussions via respective advisors started and they signed NDAs (allows a search for potential buyers of US stores likely to be divested to address regulatory concerns if a deal went ahead).

Seven & i shares were up 3.5% in Tokyo today, but well below the offer price (investor scepticism).

Seven & i are “pursuing two parallel paths” to maximise value for shareholders and stakeholders, also also striving to enhance its standalone valuation by divesting non-core assets, planning a partial listing of its North American operations, and executing a share repurchase programme exceeding $13bn.

They recently appointed Stephen Dacus as Chief Executive Officer, who was previously the chair of their special committee evaluating Couche-Tard’s proposal.

In Tokyo last week, Dacus affirmed their focus on increasing US investments, strengthening supply chains, and expanding its fresh food offerings, but the ongoing acquisition talks could be a potential distraction.

“At some point, you’ve got to make a decision, one way or another,” he said. “There’s still a lot of hurdles to clear … I suspect it’s going to take a while still, because there’s still some really serious things that need to be worked out.”

NamNews Implications:

• In agreeing to an exchange of confidential financial information…
• …it could be said that both parties are taking the possibility of a takeover seriously.
• (Albeit within the protection of a ‘standstill’ position and NDA agreement)
• Therefore, if the price is right, all will proceed…
• Meanwhile, suppliers and retail rivals will benefit by treating this as a done deal…
• …and exploring options and acting accordingly.
• (unless they prefer to risk awaiting the inevitable…)

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Morrisons Testing Shelf-Scanning Robots

Morrisons is trialling robots that can check for out-of-stock items, pricing errors, and misplaced products.

According to trade magazine The Grocer, the supermarket is testing the ‘Tally’ robots from US tech company Simbe at three stores. They are claimed to be the world’s first autonomous inventory bot, which uses advanced AI and computer vision technology to collect comprehensive product data by roaming the aisles in stores.

The robots are being tested in Morrisons stores in Wetherby, Redcar and Stockton. Katherine Allanach, technology manager at the retailer, told The Grocer that they are being used to “check that the products on the shelves are being displayed correctly and are legally compliant.”

She added: “It is a crucial but time-consuming task, and so Tally aims to allow more time for colleagues to focus on customer service.”

The report stated that Morrisons is the first UK retailer to invest in Simbe’s Tally robot, which can capture 15,000 to 30,000 products an hour. It self-docks to a charging port when needed.

Morrisons noted that feedback from customers and staff had been positive, with a spokesperson saying: “They have been intrigued and curious but very positive and colleagues in particular can see how supportive Tally could be.”
The robots are currently being used by retailers around the world, including Carrefour, Albertsons, ShopRite and Kroger.

A spokesperson for Simbe told The Grocer that Morrisons’ adoption of Tally was a major step in its drive to expand its global footprint, but also “validation that retailers around the world are increasingly turning to autonomous solutions to gain unprecedented visibility and address key operational challenges.”

NamNews Implications:

• This says it all:
• “Tally aims to allow more time for colleagues to focus on customer service”
• Which has to have a payoff in repeat shopper visits…
• …where items required are found on-shelf.
• Simple but difficult...
• A no-brainer…

Spending On Promotions In Supermarkets Hits Highest Level This Year

Latest Kantar: Take-home UK grocers sales up 6.5% (4 weeks to 20 April) - Easter later + uptick in promotions.

Sales rise because of 3.8% grocery price inflation vs recent low of 1.4%, Oct 2024.

Easter eggs spending up 11% vs 2024. Fraser McKevitt, head of retail and consumer insight at Kantar: “Chocolate confectionery prices rose by 17.4% this period, the fastest of any category, but that didn’t stop the British public treating themselves this Easter. The volume of chocolate eggs sold through supermarket tills still grew by 0.4% on last year, while at the dinner table, lamb was the most popular fresh meat joint, followed by beef and pork.”

Spending on promotion reached 29.7%, its highest level this year.

“The grocers have been sharpening their pricing strategies to stay competitive in the fight for footfall."

Price cuts were the main driver of promotional growth. Often linked to loyalty cards, spending on these deals up £347m. (Tesco and Sainsbury’s nearly 20% of items sold on price match, in 2/3 of baskets.)

“However, not just re price perceptions. Shoppers want quality too, particularly on special occasions, and we can track that, for example, in the rapid growth of premium own label in the latest four weeks at 23.2%.

"Retailers need to be seen to be offering great value, but it’s a fine tightrope to walk, particularly as they manage their own business costs.”

Lidl had fastest rise in footfall (12 weeks to 20 April) shoppers visits average of 8.8 times resulting in sales up 10.1%, to a 8.0% market share.

Aldi’s above-the-market sales growth of 5.9%, an 11.0% share.

Ocado was the fastest-growing retailer – held continuously for nearly a year – after its sales grew by 11.8%.

Spending on groceries at M&S grew by 14.4%.

Tesco’s sales increased by 6.0%, lifting its market share to 27.8%, while sales at Sainsbury’s rose by 4.4%.

Meanwhile, early signs that Asda’s price rollback campaign might be having an impact on its performance. Its sales still fell by 3.8%, but this is an improvement on the declines of over 5% reported in recent months.

NamNews Implications:

• Key standout has to be that Asda is the only retailer showing a fall in 12-week YOY sales…
• …indicating the scale of the challenge facing the retailer.
• A key problem is the quality of rivals by comparison…
• …along with the discounters now powering ahead amidst continuing market uncertainty.
• And a return to higher inflation, certain for further increases when additional taxes are fully reflected in the stats.
• The heavy investment in price cuts by rivals will add further pressure on Asda.
• Meanwhile, the rapid growth in premium own label poses a continuing challenge for the size of brand premia.
• Meaning consumers are less willing to accept ‘excess’ prices for brands vs their own label equivalents…

Lidl GB To Spend £500m Opening New Stores Over The Next Year

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Lidl GB has revealed that it will invest half a billion pounds in its expansion during its current financial year, with plans to open more than 40 new stores.

The announcement came as the discounter published its 2025 site requirements brochure, outlining hundreds of potential locations for new stores, including high streets, retail parks, and mixed-use town centre sites.

The updated list features locations across England, Scotland and Wales. It includes 200 places in London where it is seeking sites, including Mayfair, Chelsea, Kensington, Notting Hill, Angel, Soho and Covent Garden, as well as more suburban areas such as Finchley, Colindale and Uxbridge.

“This level of investment is a clear sign of our ambition. As we enter our fourth decade in Great Britain and hurtle towards a thousand stores, there are still so many parts of the country crying out for convenient access to a Lidl store,” said Richard Taylor, chief real estate officer at Lidl GB.

“That’s why we welcome the measures proposed in the Government’s Planning and Infrastructure Bill – they recognise the urgent need to remove barriers to development and support the kind of growth we at Lidl are working towards.”

He added: “Our latest site requirements brochure reinforces the scale of our ambition for the future. New Lidl stores mean new jobs, new opportunities for British suppliers, and continued investment into local economies. We’re proud to be one of the fastest-growing supermarkets in the country, and with this investment, we’re taking another big step in our journey.”

This year, Lidl will also complete the expansion of its Belvedere Regional Distribution Centre, which has more than doubled in size. The discounter is also set to start construction on a new distribution centre in Leeds later in the year to support its growth plans.

NamNews Implications:

• There you have it from Lidl: 40 new stores in most-needed locations.
• And little reason for Lidl to compromise on plans given £500m set aside.
• Time for rivals and suppliers to reassess their discounter/Lidl strategies?

Chinese Retail Giant Launches Online Supermarket JoyBuy In The UK

China’s largest retailer by revenue, JD.com, has begun testing a new e-commerce grocery site in the UK called Joybuy.

Initially taking orders from consumers in select London postcodes, the website offers an extensive range of ambient and frozen foods, household products, baby items, beverages, personal care, beauty, health, pet supplies, and nicotine products from major brands. Hundreds of Morrisons own-label lines are also available across several categories.

A spokesperson from JD.com told trade publication The Grocer that Joybuy was currently in a testing phase with plans for an official launch and wider rollout to other cities by the end of the year.

The UK Joybuy website says it offers same-day and next-day delivery, with a 30-day free return policy.

The report by The Grocer said the company has been quietly building a highly experienced team of UK grocery buyers and category execs in recent months.

This includes Matthew Nobbs, a former commercial director for rapid grocery player Gorillas, director of trading for Holland & Barrett, and senior buying director for Lidl UK. He was appointed JD.com UK chief merchandise officer in February and recently posted on LinkedIn: “Getting ready to rumble in the UK for one of China’s biggest success stories”.

Meanwhile, Richard Thorn, a former online trading manager at Sainsbury’s and Asda account lead for PepsiCo, was appointed senior category manager for food & beverage in January.

Buyers have also been recruited from Ocado Retail, Amazon and Tesco, with JD.com currently advertising for more than 40 London-based roles, including FMCG, baby, personal care and ambient category managers.

The report noted that, unlike other Chinese e-commerce companies such as Temu and Alibaba, which operate a marketplace model, JD.com functions as a retailer, holding stock in its own warehouses.

The company saw its turnover exceed $157bn last year and has been growing its presence outside of China in recent years. It has already established warehouses across Europe in the Netherlands, Poland, and France.

“JD.com’s operations in Europe are built on the same principles that define our success in China: delivering high-quality products at great prices, backed by fast and reliable delivery,” the company spokesperson told The Grocer.

NamNews Implications:

• JD.com is patently taking the UK market seriously.
• Staffing up.
• Starting in the UK’s biggest conurbation.
• Positioning: ‘delivering high-quality products at great prices, backed by fast and reliable delivery’.
• Categories: an extensive range of ambient and frozen foods, household products, baby items, beverages, personal care, beauty, health, pet supplies, and nicotine products from major brands.
• Hundreds of Morrisons own-label lines available across several categories.
• Need any more details?

Sainsbury’s Extends Aldi Price Match Offer To Biggest In The Market

Amid talk of an Asda-led price war in the grocery sector, Sainsbury’s has boosted its commitment to value with an expansion of its Aldi Price Match range.

The supermarket has added over 100 products, including more fridge and cupboard essentials, household products, and summer lines. The expansion means Sainsbury’s will now offer 800 products price-matched to Aldi, more than any other retailer.

New own-label products added to the scheme include kitchen towels, handwash, shower gel, sausages, feta, prosecco, champagne, wine, quiche, and houmous.

“With household costs going up, we’re working tirelessly to keep prices low for customers when doing their big shop at Sainsbury’s,” said Richard Crampton, Sainsbury’s Commercial Director – Fresh and Convenience.

“With the biggest ever Aldi Price Match, we’re introducing hot weather favourites such as dips, ice cubes and fizz, as well as family staples such as shower gel, cotton wool and period care, ensuring shoppers’ budgets can go even further this summer.”

Last week, Sainsbury’s said it expects its earnings to flatline this year in order to remain competitive. The statement came days after Tesco forecast lower profits to give it the flexibility to reduce prices in response to Asda’s efforts to win back shoppers.

After posting robust annual results, Sainsbury’s Chief Executive Simon Roberts stressed the group was committed to sustaining its “strong competitive position” and ensuring customers get “great value”.

The pledge came weeks after Asda’s Chairman Allan Leighton said that his business was prepared to take a significant hit to its profit to finance a shift to a new ‘Asda Price’ that is 5% to 10% lower than its rivals in a bid to recover lost market share.

NamNews Implications:

• If 800, why not 1,000…?
• In fact, always a puzzle why the UK mults did not respond to the arrival of discounters with a couple of ‘Aldi-aisles’ offering a replication of the discounter’s then limited range offering…
• …and possibly halting them in their tracks…
• …or at least slowing their progress maybe?

Number Of Firms Preparing Offers For Poundland

Alteri, a private equity investor that owns Bensons for Beds, is reportedly among a pack of suitors circling struggling discount chain Poundland.

According to Sky News, Alteri, which recently missed out on a deal to buy the high street operation of WH Smith, is preparing to submit an offer for Poundland in the coming weeks. It is expected to be among a number of bidders for the 825-strong chain.

Last month, Pepco Group confirmed that it was evaluating all strategic options to separate off its UK business, including a sale. Its Chief Executive, Stephan Borchert, revealed at the time that it had already received interest from potential buyers.

He declined to comment on the type of interest, what stage talks had reached, or what Poundland was worth, but said he was confident its future would be decided by September this year.

Advisory firm Teneo has been appointed to oversee the process, with analysts suggesting that a deal could put scores of stores at risk of closure.

Despite efforts to return Poundland to its core £1 offering, the business suffered a slump in sales last year. Last month, Pepco highlighted that Poundland was operating in an increasingly challenging UK retail landscape that would intensify due to tax hikes, adding further pressure to the discounter’s cost base and impacting profitability.

Alteri, which is backed by the investment giant Apollo Global Management, has not commented on the Sky News report.

NamNews Implications:

• Key facts:
• Poundland is up for sale.
• Any attempt to return Poundland to its core £1 offering has been diluted via inflation (£1 at launch is now £3+).
• Anyone buying Poundland has to:
• Close unprofitable shops
• Sell remaining sites to the ‘highest bidder’
• Possibly optimise any residual brand value via online
• And that’s it, nice while it lasted!

Sainsbury’s Joins Tesco In Warning Price War Could Impact Profits But Ramping Up Store Expansion Programme

Days after Tesco forecast lower profits to give it the flexibility to reduce prices in response to Asda’s Rollback, Sainsbury’s expects its earnings to flatline in 2025.

Following today's robust annual results, they expected £1bn retail operating profit this fiscal, far below the Tesco's potential £400m hit.

CEO Simon Roberts stressed it will sustain its “strong competitive position” and ensure customers get “great value”.

The pledge comes weeks after Asda’s Chairman Allan Leighton said that his business was prepared to take a significant hit to its profit to finance a shift to a new ‘Asda Price’ that is 5% to 10% lower than its rivals to recover lost market share.

Richard Hunter, head of markets at Interactive Investor: “In market share, Sainsbury’s and Asda are more closely linked with numbers of 15% and 12.5% i.e. Sainsbury’s rather than Tesco who could be under most pressure."

In 12 months to 1 March 2025, Sainsbury’s group retail underlying operating profit was up 7.2% to £1.04bn, with double-digit grocery growth diluted by lower profits at Argos. Pre-tax profit up from £277m to £384m.

Total full-year retail sales up 3.1% to £31.56bn, like-for-like growth of 3.2% vs Q4 up 3.7% vs 2.8% Q3

Total grocery annual sales up 4.2% after Q4 up 4.1%.

Argos, annual sales down 2.7% vs Q4 1.9% rise.

Sainsbury’s price drops via Aldi Price Match and Nectar Prices, record levels of customer satisfaction re availability.

Plans for its biggest store opening programme “in over a decade”. They bought 14 new supermarket sites last fiscal Homebase and Co-op.

Including organic store openings, they plan 15 supermarkets in 2025/26, i.e. over 400,000 sq. ft. new space, plus 25 new convenience stores in 2026/27.

Roberts: “We’ve transformed our business in 4 years, a winning combination of value, quality and service that customers love, investing £1bn in lowering our prices.

“...Sainsbury’s as their main grocery shop, highest market share gains in over 10 years. We are committed, above all else, to sustaining our strong competitive position we have built and we expect to continue to outperform the market.

“...our largest investment in expanding our store space in over a decade via new supermarkets in key new locations and extend food space...”

NamNews Implications:

• The added uncertainties of Trump tariffs…
• …gives retailers the ’excuse’ to wait and see outcomes.
• i.e. postpone any plunge into a UK price war.
• But also manage stock market expectations, should Asda take an extra plunge.
• (Besides, whilst Asda management may have permission to make threats…
• …this may not include the funding of a prolonged price war)
• Meanwhile, retailers like Sainsbury’s and Tesco with strong balance sheets and considerable momentum…
• …may now want to preserve their ‘wealth’ following Trump’s announcements.
• And await an Asda blink…

B&M Taking Steps To Boost Performance After Another Tough Quarter

Discounter B&M is forecasting that its annual profit will now come in above the midpoint of its £605m-£625m guidance range, buoyed by sales from new stores and robust French operations, with cost cuts also helping it mitigate cautious demand from customers in the UK.

The retailer’s share price spiked as much as 7.5% in early trading as investors took solace in the upgrade after it cut its profit forecast in February, having already narrowed the range previously. B&M shares have plummeted over the last year after a series of profit warnings.

In a brief trading statement today, B&M revealed that its group revenues over the 12 months to 29th March had risen 3.7% to £5.6bn after a slightly stronger performance in the final weeks of the year.

In the fourth quarter, like-for-like sales at B&M UK fell 1.8% when the distorting effect from the Easter weekend falling in the final week of the previous year is removed. This was an improvement on the 2.8% decline recorded over the Christmas period.

The group noted that UK general merchandise sales values and unit volumes in the quarter increased on both a like-for-like and total basis, driven by garden, toys, paint and stationery. However, FMCG delivered negative like-for-likes with “actions” underway to improve performance.

B&M stated that gross margin was “robust” in the UK, helped by total volume growth and relatively stronger trading in general merchandise categories.

Operating costs increased by around 6% but were partly mitigated by productivity gains.

B&M opened 45 gross new stores in the UK during the year, driving the chain’s total annual revenues up 3.8% to £4.48bn. The group is planning 45 more openings in the year ahead.

At B&M France, fourth quarter like-for-like sales rose 3.2%, with total revenues across the year growing 7.8% to £543m after the addition of 11 new stores.

At Heron Foods, total sales rose 1.5% in the final quarter but were down 0.6% across the year despite the opening of 14 new stores.

Meanwhile, B&M stated that it was making progress on finding a new Chief Executive to replace Alex Russo, who will retire at the end of this month. An announcement is expected in the coming weeks, with David Potts, the former CEO of Morrisons, reported to be one of the frontrunners.

NamNews Implications:

• Given that market expectations will have been factored into its share price, today’s uptick patently reflects shareholder satisfaction with performance.
• The key will be B&M’s ability to maintain this momentum…
• …especially the like-for-like element.
• Opportunities for suppliers to help lift new store performance…
• …by better-than-average sales levels.

Booths Introducing Loyalty Pricing

Upmarket northern grocer Booths is set to become the latest retailer to introduce loyalty pricing.

According to trade publication The Grocer, members of the Booths rewards scheme will have access to discounted prices on around 300 of the chain’s own-label lines. Cardholders will also get access to “permanent” promotions and offers, including its ‘Three for £15’ meat deal and 10% off when purchasing four bottles of wine.

Booths’ Managing Director Nigel Murray told The Grocer that it had decided to introduce the “fairly fundamental changes” as it wanted to do more to reward its most loyal shoppers. Currently, cardholders are rewarded with 5% back on the purchase of selected items in the form of paper vouchers, which they can then redeem in stores.

He noted that the new mechanism would be more relevant to the millions of visitors to the Lake District who use its two stores in Windermere and Keswick.

“They are not frequent customers, but they are regular customers as they come to us every time they come to the Lake District,” he said. “So how do we reward those people instantly when they come to store?”

Murray highlighted that running a paper-based voucher system was also very expensive.

He told The Grocer that the loyalty pricing would be rolled out to Booths’ 26 stores “imminently”.

During its last financial year, Booths delivered improved results after recovering from the impact of high inflation and the cost of living crisis.

NamNews Implications:

• The key is ‘instant rewards’.
• (key to loyalty-data optimisation)
• Not because rivals are doing so…
• …but because customers respond to a felt need.
• With evidence in repeat purchase.

Tesco’s Whoosh Service Seeing Rapid Growth While Marketplace Expanding

After Tesco released strong annual results yesterday, its Chief Executive Ken Murphy noted that its rapid delivery venture Whoosh was a “real success story”, with basket sizes and sales soaring.

The group’s total online sales in the UK grew by 10.2% to £6.8bn last year, including a c.3ppts contribution from Whoosh. Overall sales growth was primarily driven by an increase in average online orders per week, which rose 10.8% to 1.3 million, with basket size (excluding Whoosh) up 3.6% to £109.

Meanwhile, Whoosh saw sales almost double in the year, with a further improvement in customer satisfaction and growth in average basket size as it expanded the depth of the product range. After launching in 2021, the rapid delivery service is now available in over 1,500 Tesco stores, including 42 large outlets, with active customers up 48%.

“What we’re seeing in our larger stores is that instead of 3,000 products, customers have access to nearly 15,000 products. We’re seeing bigger basket sizes, and I think it’s quite a valuable service for our customers,” Murphy explained.

It was revealed yesterday that Tesco Whoosh had become the first partner of Deliveroo Express, a new white label solution that enables grocers and other retailers to offer on-demand delivery directly through their own online channels.

Initially operating out of three stores in Ireland, the supermarket is leveraging Deliveroo’s infrastructure and network of around 2,500 riders to provide the on-demand service in the country.

Meanwhile, Tesco highlighted the progress it was making with its new Marketplace, which offers a broad range of non-food products online through third-party sellers.

Having launched in June last year, the operation now offers over 400,000 products, with more sellers and category launches planned for later this year. “We are encouraged with customer satisfaction scores, and trading through Black Friday was particularly successful,” Tesco said.

“Our priority has been laying the foundations for growth, adding, for instance, the capability to offer customers Clubcard Prices when they shop on Tesco Marketplace.”

NamNews Implications:

• ‘Online basket size (excluding Whoosh) up 3.6% to £109’…
• …is the way to make online fulfilment profitable…
• …at which point, all systems go.
• With Whoosh the icing on the online-cake!

Asda Names Creative And Media Agency Partners

 

Asda has appointed Lucky Generals and Spark Foundry as its creative and media agency partners following a pitch process.

Advertising firm Lucky Generals will be Asda’s new creative agency partner for both its supermarkets and its George fashion & home brand.

The struggling grocer noted that it had been impressed by the agency’s ideas to show how Asda can deliver on its key mission of “delivering uncompromised value for hard-working families”. Lucky Generals will begin transitioning into the role in May.

Meanwhile, Asda is retaining Spark Foundry as its media agency, continuing an eight-year partnership.
“We set off on this journey to ensure we have the right partners in place to support Asda’s objectives to offer uncompromising value to our customers and with a key focus on the ‘Asda DNA’ that really resonates with our customers,” said Adam Zavalis, VP of Marketing at Asda.

“We are really pleased to have identified Lucky Generals as our new creative partner whilst retaining Spark as our media partner and look forward to working together to bring Asda’s personality to life for our customers.”

Cressida Homes-Smith, the CEO at Lucky Generals, added: “This is a pivotal moment for two of Britain’s greatest consumer champion brands – brands that deserve to be right in the heart of the nation at a time when things in Britain are genuinely tough.

“We love the palpable sense of energy, enthusiasm and determination the Asda and George bring, and there has been a natural and positive relationship between us since the very first meeting. We’re genuinely grateful for the honour and opportunity and can’t wait to get our sleeves rolled up and put these brands back where they belong.”

NamNews Implications:

• Asda now needs to hit media hard & fast…
• …in what will hopefully be a ‘re-education’ of its public…
• …given that a ‘new-education’ message would probably take longer than Asda has available.
• Fingers crossed…

Aldi Surpasses Asda in Food And Drink Sales Amidst Turnaround Challenges

Asda’s turnaround has suffered a blow after new figures show that Aldi has overtaken the struggling supermarket in terms of food and drink sales.

Kantar data seen by The Telegraph shows Aldi accounted for 10.6% of food and drink sales across all supermarkets in the 12 weeks to 23 March – beating Asda’s market share, which slipped from 10.5% to 10.4%. Aldi had a 10.1% market share in the previous period, with its gains in recent weeks driven by higher sales of fresh poultry, fish, eggs and fruit.

The figures, which the newspaper said are distributed privately to supermarkets, do not include sales of alcohol, toiletries, household goods, and beauty items. Including these, Asda is still the third-largest grocer, with a share of 12.5%. However, this is down from the 14.8% share it held when it was acquired by TDR Capital and the Issa brothers in 2021.

Meanwhile, supported by its store expansion programme, Aldi has continued to make gains, with its overall share recently hitting 11.0% for the first time after growing at its fastest rate in over a year.

Aldi overtook Morrisons as the fourth-largest grocer in September 2022. In the unpublished figures from Kantar, The Telegraph noted that Morrisons had slipped further down the rankings on food and drink sales. It sold less food and drink than Lidl in the period, with the fast-growing discounter holding a 7.7% share compared to Morrisons’ 7.6%.

In March, Asda’s Allan Leighton: .. Asda prepared to take a significant hit to its profit to finance a shift to a new low ‘Asda Price’ by the end of 2026 in a bid to recover lost market share. Shares in Tesco, Sainsbury’s and M&S tumbled on fears of a major supermarket price war.

Leighton said Asda had a lot of ground to make up, i.e. turnaround efforts would take years.

Re share share data, an Asda spokesperson said the Kantar data was “highly selective and does not include key grocery categories such as alcoholic drinks, pet food, laundry, household products and toiletries”.

“We have a clear plan to deliver outstanding value for our customers, and since relaunching Rollback at the end of January, we have reduced prices on a third of our entire range.

“This focus on lowering prices for hard-working families is reflected in the latest and most widely followed Kantar data, as Asda inflated behind the discounters and clearly maintained its position as the third-largest supermarket in the UK.”

NamNews Implications:

• Aldi achieving a No.3 position in any part of the UK trade is a pivotal moment.
• And doing so in food & drinks makes it top-of-mind.
• These food & drinks stats present a dilemma for Asda:
• Fight it out with the discounters on food & drink.
• Or do battle where Asda are ahead: alcohol, toiletries, household goods, and beauty items. Morrisons’ slippage will not go unnoticed either…
• As always, suppliers will have to take a stance re where these changes are heading…
• …and adjust their trade strategies accordingly.

Tesco Expected To Post Strong Annual Results And Address Asda Price War Challenge

Tesco is set to reveal strong sales and profit figures when it releases its annual results on Thursday, with investors keen to hear how the UK’s leading grocer plans to respond to Asda’s drive to slash prices to become 5% to 10% cheaper than its rivals.

Last month, Asda’s Chairman Allan Leighton said that the business was prepared to take a significant hit to its profit to finance a shift to a new low ‘Asda Price’ by the end of 2026 in a bid to recover lost market share. The statement led to shares in Tesco, Sainsbury’s and M&S tumbling on fears of a major supermarket price war.

However, most analysts think that scenario is unlikely, noting the increasing cost pressures retailers and their suppliers face. Recent industry data from Kantar shows that grocery price inflation in the UK rose slightly to 3.5% last month, with shoppers turning to promotions to save money.

Market watchers have also questioned whether Asda has the financial firepower for a sustained price war, given that its majority owner, private equity group TDR Capital, is not putting additional equity into the business.

Meanwhile, Tesco and Sainsbury’s have stronger balance sheets than Asda.

Tesco’s results “will be an important staging post to test the mood music of the market leader on such matters, we sense a mature, resolute and professional approach will ensue,” said renowned Shore Capital analyst Clive Black.

Analysts at Bernstein looked at over 500 own-label products that Tesco price matches with Aldi and compared them with Asda. “Tesco and Aldi do not massively need to react. They are winning on price perception,” it found.

Tesco has guided for an annual retail adjusted operating profit of around £2.9bn, up from £2.76bn last year, supported by robust sales growth in its core business.

Aarin Chiekrie, equity analyst at Hargreaves Lansdown, said: “Growth in the UK and Europe helped to offset declines in its wholesale business, Booker. It’s a competitive space, but its improving proposition saw Tesco record its highest market share since 2016. Investors will be keen to see this trend continue when it reports full-year results.”

Analysts expect Tesco to flag further profit growth in next 12 months despite costs (higher national insurance contributions, national minimum wage, new packaging levy.

NamNews Implications:

• The added uncertainties of Trump tariffs…
• …gives retailers the ’excuse’ to wait and see outcomes.
• i.e. postpone any plunge into a UK price war, if intended.
• Besides, whilst Asda management may have permission to make threats…
• …this may not include the funding of a prolonged price war.
• Meanwhile, retailers with strong balance sheets may now want to preserve their ‘wealth’ following Trump’s announcements.
• This says a lot: “Tesco and Aldi do not massively need to react. They are winning on price perception”.

Rival Supermarkets Could Be Given Permission To Challenge Plans For New Aldi And Lidl Stores

The traditional supermarket multiples could be granted fresh powers to open more stores in areas dominated by Aldi and Lidl.

The Telegraph: The Competition and Markets Authority (CMA) is reviewing the rules that restrict major supermarkets from blocking their rivals from opening stores nearby.

To protect competition for shoppers, the regulator’s restrictive land clauses mean supermarkets must allow rival stores to open nearby without opposition.

However, this order only applies to Tesco, Sainsbury’s, Morrisons, Asda, Waitrose, Marks & Spencer and Co-op. Aldi and Lidl are exempt, meaning they have been able to grow their number of stores without having to comply with the rule.

Under the regs, the 7 UK supermarkets are blocked from having contractual clauses in their store deals, blocking rivals having stores in the same area. All of them have been forced to review contracts to comply with the order, which the CMA said is designed so that “shoppers have more choice and so benefit from a wider range of groceries and access to cheaper prices”.

Supermarket bosses have become increasingly frustrated over what they claim is an unfair playing field with Aldi and Lidl, not subject to the same restrictions based on 2010 legislation

Discounters hold nearly 20% of UK grocery market and both plan hundreds more stores.

The report said that Aldi and Lidl have been using the same restrictive clauses to block competitors from opening stores near them in retail parks.

Richard Walker, the Executive Chairman of Iceland, said last year that the discounters were using “legal tricks” to prevent rivals from moving into out-of-town shopping parks.

Officials have been asked to consider whether the rules should now include Aldi and Lidl or whether they should remove the bans for all supermarkets.

Supermarket insiders told the newspaper that they were hopeful that the competition regulator would decide to axe the restrictions altogether, given Labour’s push to cut red tape.

A CMA spokesperson is quoted as saying: “The Groceries Market Investigation (Controlled Land) Order plays an important role in maintaining competition between supermarkets, which is crucial to the finances of families across the country.

“We are aware of concerns that the Order should cover more supermarkets due to changes in the groceries sector, and we always keep this under review to ensure a level playing field.”

NamNews Implications:

• Inevitable that the government/legislation trails behind market realities.
• Inevitable that discounters’ growth in market share would reach this point.
• Inevitable that this planning clause includes discounter contracts…
• …to avoid the free-for-all that would inevitably result from removing the bans for all supermarkets.