Private Brand Summit Master Presentation

Transcription

October 22-23, 2015
Arlington, VA
Agenda- Day 1
Welcome and Introductions
Ric Alvarez & Bob Cutler
Doug Baker
Guest Speaker
Mike Taylor, FDA
Guest Speaker
Senator Hoeven
Government Relations
Jennifer Hatcher & Team
IX-One
Bruce Kern
Rise of the Discounters
Mark Baum & Oliver Wyman
•
•
•
•
•
•
FMI Antitrust Compliance Policy
Nutrition Facts Panel
FSMA
Menu Labeling
Facts Up Front (presented by FMI)
H.R. 1599
• Regulatory Update
• Getting Involved in Your State
• 2016 WIC Priorities
Dinner & Night-Time Monument Tour
Guest Speakers
Mike Taylor, FDA
Kari Barrett
Facts Up Front
Update
The number of moms aware of FUF has
increased over the course of the campaign
Both on an unaided and aided basis, moms are becoming increasingly aware of the FUF campaign.
Unaided Awareness of Facts Up Front
24%↑
14% 15%
Gen Pop Moms
Aided Awareness of Facts Up Front
65%
75%
28% 32% 30%
19% 16%
African American
Moms
82%
81%↑
Gen Pop Moms
14%
Hispanic Moms
↑
62% 63%
African American
Moms
Base: Total Respondents; Gen Pop Moms (W3 N=1021 , W2 N=1007, W1 N=1406), African American Moms (W3 N=113 ,W2 N=122, W1 N=249),
Hispanic Moms (W3 N=143 ,W2 N=140, W1 N=241)
Q800 Are you aware of a new nutrition labeling on food and beverage packages called Facts Up Front?
Q810 Recently, some companies have been adding nutrition labels to the front of food or beverage packages summarizing information
from the Nutrition Facts Panel. This label is called “Facts Up Front” and looks like this. Have you seen this labeling while grocery shopping?
71%
80% 85%
■ Wave 1
■ Wave 2
■ Wave 3
↑
Hispanic Moms
↑/↓Indicates statistically higher/lower
proportion from wave 1
Most Understanding Measures have
Increased Since Benchmark
FUF’s ease of use has been the top aspect since the start and has directionally improved as moms
have become more aware of the program.
Agreement with Statement (Top 2 Box)
Information is easy to use
Wave 1
67%
Wave 2
69%
Wave 3
71%
Change W1-W3
+4
Helps me be more informed about amount of
calories in products
60%
61%
63%
+3
Make me more knowledgeable about nutrition
content of product
56%
56%
59%
+3
51%
52%
56%
+5
Helps me be more informed about amount of
sodium in products
51%
53%
55%
+4
Helps me find and purchase foods that fit my
nutrition needs
50%
48%
55%
+5
45%
45%
50%
+5
Makes me curious to learn more about food I’m
eating
45%
44%
49%
+4
Helps me decide what foods to buy
43%
44%
49%
+6
Pay attention to the info
Helps me make quicker purchase decisions
↑/↓Indicates statistically higher/lower
proportion from wave 1
Top 2 Box (Rated 6/7 on 7 pt. scale)
Base: Aware of FUF; Gen Pop Moms (Wave 3 N=819, Wave 2 N=729, Wave 1 N=927)
Q905 Please indicate how much you agree or disagree with each using a scale from 1 to 7 where 7 is “strongly agree” and 1 is “strongly disagree.”
Facts Up Front.org
Retail.factsupfront.org
Guest Speaker, Senator Hoeven
H.R. 1599
Jennifer Hatcher
SVP FMI Government Relations
Stephanie Barnes
FMI Regulatory Counsel
Pat Davis
VP Government Relations
Hannah Walker
Director, Government Relations
Responding to the rise of the discounters:
As Aldi expands and Lidl enters, how and when
should incumbent American grocers react?
October 22, 2015
Our Guest Speakers
Need Chris’
Photo
George Faigen
Chris Baker
Roland Neuwald
Partner, North American
Retail & CPG Practice at
Oliver Wyman
Partner, North American
Retail & CPG Practice at
Oliver Wyman
Former CEO of Real,
Germany, Member of Metro
Group
Private Brands Summit
15
Agenda
Item
Speaker
Introduction
Mark Baum
George Faigen
Discounters and their relevance to North America
George Faigen
Discounters’ successes in other geographies.
How did they do it?
George Faigen
Live Interview: Lessons from a Pro
George Faigen
Roland Neuwald
What does this mean for you and your company?
George Faigen
Question & answer session
George Faigen
16
Discounters have entered and won in mature markets across
the world – Aldi and Lidl have plans to make a big push in the
US
17
Both of these companies have had massive success in other
geographies…
Company Facts
Europe’s
largest
grocery
chain
3x the size of
Walmart in private
label; already 16th
largest food
retailer in US and
Canada
• 11,500+ stores
• 10,500+ stores
• 26 countries; EU only
• 17 countries; EU, AUS, US
• $87BN revenue (No. 1 in EU)
• $75BN revenue (No. 4 in EU)
• EBIT margin > 3%
• EBIT margin > 4%
• ~1,600 SKUs including leading
brands
• ~1,500 SKUs (still) focused on private
label
• Average 9,800 sq. ft. stores
• Average 9,800 sq. ft. stores
• Highly flexible
• Highly flexible
18
…and the magnitude of their ambitions for the US appears
substantial indeed
Plans in the United States
• 100 US stores opening in
2017/18
• $3 BN investment planned in the
US
• HQ established in Arlington,
VA
• Adding 530 stores prior to 2019
• Store sites being purchased
• Expanding to CA by mid-2016
19
But they start from a low base in a nation not used to this
style of grocer retailing – is there really any cause for
concern?
US Market by Channel
$1,500 BN
Liquor
stores
Drug stores
Warehouse clubs
Convenience
stores
Discounters
4%
Mass merchant
Supermarkets /
grocery
Note: All data for 2014
20
The German discount model is simple but powerful
Lowest possible prices
Matching discounters on price is not an option. Aldi’s extraordinarily lean operating model
allows them to run approximately 7% EBITDA despite up to 12% gross margin disadvantage
Very high level of store efficiency
Discounters use store-specific mixed cases and pack sizes with display ready packaging,
including bar codes on all four corners to enable quick scanning; they have very high
turnover, and deliver a unexpectedly high level of service with a minimum number of staff
Excellent product quality and value
Low cost, but high quality private label products, including fresh products
“Bulls Eye” lines
Hard discounters use a single or very small number of products designed to pull in volume
from the entire category. They design private label products that deliver equal to or better
quality to national brands, sold at prices 30 to 60% less.
Sophisticated talent management
Top school hiring, paying highest salaries in the industry
21
The range will start with shockingly inexpensive products, but
evolve and soon be very credibly adapted to the local market
Sweden
UK
22
They will look to take over baskets one step at a time…
• At it’s core is a targeted “basket erosion strategy”
– Bridgehead categories
– Focused on KVIs
– Ultimately, taking over the entire basket
23
…and go aggressively after the Fresh categories – Lidl will
move aggressively into branded promotions on key SKUs
24
Both will seek to drive footfall using so-called “in-outs” – great
value promotions on non-food products outside the core range
25
Their aim will be to establish “unbeatable” credibility on value
while continually moving up the food chain on “offer”
Customer perception mapping
Discounters
quickly
improve their
offer
Mass
channel
Weak
Offer
Strong
+
-
Traditional grocery /
supermarkets
-
Weak
Discounters
Value
Strong
+
26
In Germany, this strategy has moved them from irrelevance
to dominance
German grocery market shares
100%
Discounters
90%
80%
70%
Neighborhood grocery
60%
50%
40%
30%
Supermarkets
20%
Mass merchants
10%
0%
197
0
198
0
199
0
200
0
201
0
201
4
Source: EHI, GfK; Note: Excludes specialty stores
27
It took 20 years, but it is now happening in the UK - explosive
ID sales growth and expansion at a breathtaking pace
Number of
stores
Market share
Aldi market share, number of stores UK
(1990 – 2012)
Market share growth: new stores
Market share growth: like-for-like
Recession
: 1990 Q3
to 1991 Q3
Financial
crisis
recessions
3.5%
500
450
3.0%
2.5%
350
300
2.0%
250
1.5%
200
150
1.0%
Number of stores
Market share
400
100
0.5%
50
0.0%
0
1990
1992
1994
1996
1998
2000
2002
2004
2006
2008
2010
2012
Source: Planet Retail, Kantar, ONS
28
If you leave an open flank, it may take time, but discounters
will exploit it – and they are very willing to play the long game
Germany
UK
United States
Are the
discounters
present?



Were/are
consumers
looking for
value?



Were/are the
discounters
poised for
growth?



40%
20%*
4%+
What market
share have the
discounters
achieved?
*: UK market share estimate includes Asda
29
The early format in the US is easy to look down upon – but it
will improve as they expand
Early format (US)
Polished format (Germany / UK /
Australia)
• Standard, uninspiring assortment
• Localized often exciting assortments
• Very basic store interiors
• Expanded non-food assortment to clothing
and other goods, similar to mass merchants
• Limited fresh selection
• Non-mainstream practices (e.g. no credit
card acceptance, pay-for-use shopping
carts)
• Excellent customer service
• In-store practices are mainstream in the
markets
• UK Supermarket of the Year 2012 & 2013
• Lowest prices, lowered every year
• Lowest prices
30
Incumbent complacency is the discounter’s best friend
Mindset
Reality
“The discounters are serving a different
market segment”
“We sell national brands, and they don’t!”
The demographics of the
customer sets are nearly
identical
Discounters offer brand
names too, and their
private label product is
often preferred
“We are just as cheap. Consumers just
don’t get it!”
Discounters can offer
cheap prices, without
compromising on quality
“Our promotional program can match the
discounters value. We get paid
handsomely to run promotions. So it´s a
win-win!”
EDLP has a stronger
value perception than
promotions
Source: EHI; Note: Excludes specialty stores
31
Live Interview
with George Faigen
and Roland
Neuwald
32
What might this mean to you?
1
2
3
4
5
Understand the threat
Discounters will grow their presence in the U.S. and steal market share from
incumbent players. You need to understand where you are on the customer
perception map vs. discounters
Resist before discounters become a serious threat
Do not wait until the discounters have become a strong presence in your territory
Drive out costs relentlessly
Aldi is going to be here for the long term. You’ll have to lower your cost basis or
else you’ll struggle to invest in price
Focus on the right assortment
How strong a connection do you have between what you offer and what customers
expect, including private label
Improve and leverage fresh departments
You can continue to differentiate on the fresh offer, but it’s no guarantee. Just
having a produce department isn’t good enough
33
Discounter growth and market penetration follows a broadly
predictable pattern – even though the timing varies by
country
Progression of discounters
Discounter
improves
assortment, signs
of localization
Improved Fresh
proposition at the
discounter
Opening in
your market
Announcement
of broad
market entry
No discounter
presence /
immediate
threat
Discounter
buys real estate
/ hires team
Declining
sales in your
most price
sensitive
shoppers
Declining
sales in your
KVIs
Declining trips
from your
customers
Where do you fall on the timeline?
34
An effective discounter strategy involves improving not only
on price but also on offer
Customer perception map
Mass
channel
Weak
Offer
Strong
+
-
YOU
Traditional grocery /
supermarkets
-
Weak
Discounters
Value
Strong
+
35
What if mulligans were possible in countries where
discounters took off?
Full-range traditional grocers would…
• …take the discounters very seriously early on
• …spend a lot more time understanding what really is happening underneath the surface
• …realistically assess their competitive positioning relative to the discounters
• …prioritize sales and cash profit growth over percentage-margins
• …invest in shelf prices instead of raising them whenever they can
• …use promotions as an element of their strategy, not its absolute core
• …communicate value and price competitiveness
• …seriously upgrade the range offering, service, friendliness, shopability, check out times
• …introduce value brands immediately and narrowed the price gap to brands
• …introduce store brands, lifestyle brands, organics, kids brands – all with good value for
money
36
What does this mean for private label manufacturers?
A number of possible upsides….
… and a few risks or downsides
• Opportunity to become
a contractor for Aldi and
Lidl
• Traditional approach to
private label could
become more esoteric
• Opportunity to invest in
capacity, innovation,
new product lines
• Risk of losing power by
adopting Aldi or Lidl
approach
• Aldi and Lidl could drive
an increased interest in
private label and, over
time, create greater
demand for private
label vs. national
brands
With so much potential upside, what do you do next?
37
Questions
from the group
38
An Industry Solution for Store Brands
Bruce Kern
The Global Food Distribution Challenge:
The Global Food Distribution Challenge:
How do you manage large packaged food programs without
accurate supplier and product information?
How do you eliminate the redundancies of maintaining nonstandardized data for each trading partner?
When it comes to managing and sharing product data and images, the
entire Supply Chain traditionally waste valuable resources (both time
and money) trying to do it themselves.
The Store Brand Challenge:
The Store Brand Challenge:
How do you reduce operating costs for manufacturers by
developing one-way-of-working for creating and sharing
product information and images for all of their clients,
ultimately lowering acquisition costs?
How do you bring efficiency to retailers by having consistent,
complete and standardized information and images from
each of their Store Brand manufacturers?
The Idea:
Create ONE solution with the goal to enhance the supply
chain through the efficient sharing of complete,
standardized and accurate product data and images.
© 2015 The Data Council All Rights Reserved.
How It Works:
Outsource the collection of product data from retail or DC
locations – use an expert with leading-edge capability to
physically weigh, measure and image every product.
Use that expert to extract ALL information from the
saleable unit and it’s case, engage manufacturers for nonpackaging information and organize it in a searchable
database.
Align specific data points to drive efficient management
of Quality Assurance Programs, Certification Compliance
and more, across the organization.
How Is It Done?:
Work with member’s products directly to get the data and images straight from the
source.
3-step process ensures complete, accurate and standardized data.
1. Images and Measurements 2. Data Collection 3. Access and Experience
What Information Is Captured?:
Over 800 different data points, and up to 30 images per product from all levels of
packaging including case, inner pack and unit.
The Benefit of IX-ONE Store Brands:
ONE Comprehensive Version of the current store brand data and image
portfolio, removing the redundancies of maintaining non-standardized data
for each trading partner and streamlining supply chain access to product data
and images.
The Value Proposition:
We do all of the work…
Suppliers, retailers or distributors send products to one of our fixed imaging
locations or work can be accomplished at the warehouse or store level
All product, except perishable, can be returned to saleable inventory
We weigh, measure and image with state-of-the-art equipment
We extract all information printed on case, inner pack and unit
We perform a minimum of 4 quality checks on images and data
The Membership team reviews product files with brand owners to insure
correct content before it is made available for use
WE DELIVER “One version of the Truth” for images and data
Thank you for your time!
For more information or you would like to arrange
a demonstration, please email or call.
Address
10475 Fortune Parkway, Building 100, Suite 110
Jacksonville, Florida 32256
Contact Info
[email protected]
Telephone
Office: 904.512.3200
Rise of the Discounters
Mark Baum, SVP Industry Relations
George Faigen, Partner, Oliver Wyman
Chris Baker, Partner, Oliver Wyman
Roland Nuewald, Former CEO, Real Germany
Dinner & Night-time Monument Tour
Agenda- Day 2
Trading Partner Alliance Updates
•
•
Consumer Information Transparency Initiative
Hazardous Waste & On Shelf Availability
Doug Baker
Daniel Triott
Food Safety
Hilary Thesmar
Safe Quality Food Institute
John Schulz
Consumer Affairs
David Fikes
Digimarc/GS1
Private Brands at FMI Connect
2015 Goals & Objectives Review & 2016 Plan
Review & Recap
Consumer Information Transparency Initiative
SMARTLABEL™
www.smartlabel.org
Objective
- Starting with the end in mind
We would like your brands to participate in the SmartLabel™ program as soon as
possible but no later than December 2017
Benefits fall into three primary categories:
• As a Brand Owner*: The potential trust, reputation and loyalty building
capability of product ingredient, nutritional, health & safety, social and
environmental transparency.
• As a Brand Owner*: The value of mitigating consumers concerns and potential
legislative action through self-reporting.
• For Retailing, as a data provider and as a data recipient: Material benefits from
operational simplicity by eliminating duplicative data management processes and
facilitating a more seamless, accurate information flow between brand owners
and other data recipients like retailers and third party data aggregators.
* Applicable to National, Regional. Local or Private Label Brands
The Purpose of Our Initiative
Responding to the information needs of today’s consumer, the
Information Transparency Initiative will enable brand owners to
provide consumers the detailed information they seek about
the food, beverage and consumer products they use and/or
consume.
A consistent, digital format will be used to provide clear,
accurate and easily accessible information via “Search” or
“Mobile Scanning”.
57
A collaborative effort from 90+ Companies
1WS
Abbott
ACC
Accenture
ACI
Action Co (The)
Ahold
Amazon.com
Amway Corporation
Arylessence
Big Heart Pet Brands
Bimbo
Bum.Bee
Campbells
Cargill
Clorox
Coke
Colgate
ConAgra
CSPA
Deloitte
DuPont
58 ES3
FCPC
Ferrero
Firmenich
FMI
FONA
GenMills
Geo Pac
Givaudan
GMA
Gravity Tank
GS1
Harris Teeter
Hershey
Hormel
House-Autry Mills, Inc.
Idahoan
IFF
IFRA
JMSmucker
Kellogg
Kraft
Kroger
Kwikee
Land O'Lakes
L'Oreal
Mars
McCormick
Meijer
Mondelez
Monsanto
Nestle
Ocean Spray Cranberries
P&G
PCPC
PepsiCo
Pharmavite
Pheonix Brnds
Post
RB
Reily Fds
Revlon
RILA
RQA
SCJ
Seventh Gen.
ShopWell
Snet
Stibo
Sun Products
Sunny D
Sustainability Consortium
Symbology
Syngenta
Target
Tate&Lyle
Topco
Trace1
TraceOne
TROY Group
Tyson Foods
U.Labs
Unilever
Wakefern
Walgreens
Walmart
WhiteWave
Wrigley
The Work Will Get Done Through Four Working Groups
Food Data Attributes
Co-Chairs
Ahold
General Mills
PepsiCo,
Unilever
PCHP Data Attributes
Consumer Experience
Data Management
Co-Chairs
L’Oreal
P&G
Co-Chairs
Clorox
Coca Cola
Hershey’s
Wakefern
Co-Chairs
ConAgra
Kraft
Kroger
Nestle
Topco
•115+ person Food Attribute
work group
•65+ person Non-Food
Attribute work group
•65+ person work group
•95+ person work group
•Consumer Expertise
•Regulatory Expertise
•Data Management
Expertise
•Clearly defined tasks
•E-Commerce Expertise
•Clearly defined deliverables
•Set expectations
•Set expectations
Facilitator: Deloitte
Facilitator: Deloitte
Facilitator: gravitytank
Facilitator: Accenture
325 People from 90 Companies / Organizations
59
Today we call it the
Consumer Information
Transparency Initiative
Gen. 1.0
60
Tomorrow Consumers will know it as
61
How it Works
Brand
1____ 2____
3____ 4____
5____ 6____
7____ 8____
Brand
1____ 2____
3____ 4____
5____ 6____
7____ 8____
Brand
1____ 2____
3____ 4____
5____ 6____
7____ 8____
Brand
1____ 2____
3____ 4____
5____ 6____
7____ 8____
Brand
1____ 2____
3____ 4____
5____ 6____
7____ 8____
Brand
1____ 2____
3____ 4____
5____ 6____
7____ 8____
62
• Credible
• Trustworthy
• Memorable
• Motivates
That “attribute” is stored and
maintained in ONE PLACE
ONE PLACE can feed identified
recipients including the ITI Landing
Page
The vast majority of data consumers want
we already provide
% that must know that piece of information
63
Current
requirement
New
information
FOUNDATIONAttributes
Social Responsibility
Food attributes:
52 required, 189 voluntary
Non-Food attributes: 51 required, 57 voluntary
Pet Care attributes: 28 required, 91 voluntary
64
ESSENCE – The Landing
Page
6
5
ESSENCE – The Landing Page
• Maintains a dashboard of
information to give consumers info
right away without requiring more
clicks
• All Gen.1 attributes have been
mapped to these five tabs
• Easy and fast to navigate from one
section to another with tabs across
the top
Five Food Tabs
• Nutrition
• Ingredients
• Allergens
• Other Information
• Company / Brand
6
6
ENGINE-
Consumer Path to Landing
Page via a Brand
SEARCH
ENGINE-
Page via a Brand
SEARCH
Via a Brand Website
ENGINE-
Page via a Retailer
SEARCH
Via a retailing website
Or app
ENGINE-
SCAN
Page
ENGINE-
Page
SCAN using a QR
Code *
ENGINE-
Via a Certified APP
or
Retailing Web Site
Page
ENGINE-
Global Data
Synchronization Network
ILSI
Nutritional
Data Base
7
3
www.smartlabel.org
• SmartLabel.org website up
and running
• CONSUMERS will be able to
access a searchable database
of participating SmartLabel™
items
• BRANDS will be directed to a
“Prospective Participant” site
[email protected]
Participating Brands
• Register as a “Participating Brand” Via
[email protected]
• Execute a SmartLabel™ Trademark License
agreement with GMA
– $5.00 per item (defined as unique SmartLabel™
Landing Page for GMA & FMI members, $15.00
per item for non-members
• Provides access to the Participating Brands
Sharepoint site containing
– Access to SmartLabel™ Landing Page Plug &
Play tool
– Trademark agreement
– Other Best Practice resources
75
Hazardous Waste
Hazardous Waste
An Industry Wide Challenge
•
Significant issue impacting all Trading Partners
–
–
–
•
Complex, ever changing and inconsistent landscape
–
–
–
•
Regulatory
Operations
Compliance
Federal
State
Local
Absence of clear guidelines
–
–
–
–
Transportation
Reverse logistics
Reclamation
Lack of execution understanding
•
High compliance cost throughout the supply chain
•
Absence of industry product data base in a fast changing environment
Key Industry Priorities
•
Address lack of reliable data to identify products considered as hazardous waste
– Upstream, from often insufficient, inaccurate and inconsistent identification on the product.
– Downstream from absence of a comprehensive, accurate and accessible data base.
•
Fix/Improve Product design to minimize risks ( e.g.: Aerosol cans activator issues)
•
Address the disposal issue (process and compliance) to minimize costs
– What are the Activity Based Cost Key metrics?
– How to prevent waste in shipping and handling?
– What is the manufacturer’s guidance on how to dispose of waste?
•
Develop Best Practices to 1) Identify, 2) Handle 3) Transport 4) Dispose of hazardous waste.
– Key components of what is considered hazardous to be regulatory compliant, how it Impact
store operations.
– Train retailer associates on best practices.
•
Regulatory issues:
– Better understand and collaborate with regulatory agencies such as EPA..
FMI Hazardous Waste Task Force
•
An opportunity to lead the industry and address the challenge
–
–
–
•
Retailers
Suppliers
Service Providers
Task Force Benefits
–
–
–
–
–
–
Supply chain processes simplification.
Costs reduction.
Increased collaboration between trading partners.
Increased cooperation with Federal and State Agencies.
Development of best practices .
Consumer satisfaction and food safety improvements.
On Shelf Availability
Business Challenge
•
OSA and loyalty with the joint shopper have become an industry imperative.
•
Metrics do not match shopper’s experiences . Retailers and Manufacturers are
losing.
–
8 % failure rate: 1 of every 12 items.
–
8-10% potential revenue loss.
–
Response to repetitive OSA issues: 3 strikes you are out !
• 1st time : 70% Substitute.
• 2nd time equally likely to substitute as to make no purchase or change store.
• 3rd time 70% change store/retailer.
Critical Gaps
Current Practices vs. Desired Performance
•
Metrics/Data : No standard definition of OSA.
•
Process/Practice: Poor event planning synchronization between trading partners.
•
Organizational: No clear inventory owner among retailers.
•
Technology Integration: Over 78 percent of manufacturers say they do not use retailer
forecasts for production and deployment planning.
Call For Action
•
Zero on Hand Baseline Definition
•
One Demand Signal to drive One Supply Chain
•
Collaboration to better align timing of event forecast plans & commitments
•
Joint high and low side contingency plans.
Trading Partner Alliance
On Shelf Availability Journey
•
Phase I (2013-2014)
–
–
–
•
Phase II (2014-2015)
–
–
–
–
•
Good Better Best future framework across the End To End Supply Chain.
Model for Partner Interaction.
Learning's shared at 2014 Supply Chain Conference.
Critical Gaps: Metrics/Data, Process/Practice, Organizational/Technology.
Call for Action:
White Paper published at 2015 Supply Chain Conference.
Industry Wide Communication Plan to maximize awareness and adoption.
Phase III ( 2015..)
–
–
–
Develop and begin activation against the phase III journey to bring OSA to 98%.
Validate and Provide learning/education through Retailer/Supplier Pilots.
Develop industry communication plan to share progress, pilot results and maximize adoption.

Private Brand Summit Master Presentation

Transcription

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The Future of Hard Discounters â Lessons from France and