The fourth step is to set prices and terms on the product or service that would be reasonable to customers while making a profit, and distributing the product or service so that they are easily available to the customers.
The organisation must then advertise its product to its potential customers and market it in such a way as to attract and hold the customers’ interest.
Finally, because it is new on the market, the organisation must be in a position to reassure the buyer and perform any after-sale service.
3. CZECH REPUBLIC
3.1 Economic Factors
Annual GDP growth rates:
Czech Republic does not show a steady growth, on the contrary, as seen in table 4, there is a strong fluctuation. The GDP Growth of 2003 is due to exports (growth of 6.7%) and private consumption, (growth of 5.4%) despite rising unemployment. Key issue here is the use of customer credit driving private consumption, as for the first time low interest rates were introduced on loan agreements.
Inflation rate in 2002 fell considerably to 1.8%, compared to previous years, where the average for 1998-2002 was 4.6%
Exchange rates:
The Czech Republic joined the Euro in May 2004. The exchange rate is 1 CZK to 0.03289 ECU
3.2 Political Factors
Although the political and financial crises following the "velvet divorce” of Czechoslovakia in 1997 eroded the country's stability and prosperity, the Czech Republic succeeded in becoming a NATO member in 1999 and an EU member in 2004.
Vaclav Klaus of the conservative Social Democratic Party succeeded Vaclav Havel, in the presidential elections in February 2003. Klausin named Stanislav Gross Prime Minister in July 2004. The government’s top priority is to strengthen the economy, as the greatest concern within the Czech economy is its greatest deficit, which in 2003 reached 12.9% of GDP. Its intention is to increase drawing of EU funds under the 2007-2013 EU budget process although there are growing concerns that dispersion of structural and cohesion funds on which government depends could be delayed. As part of the priminster’s policy, he has outlined a plan to support SME’s as a leading source of new creation as well as making loans more accessible to local firms and to bolster farmer’s competitiveness. They also intend to provide direct investment intensive for sectors that produce higher value-added good/services
The slow legal system and the lack of transparency are common complaints and
EU is raising concerns that the authorities are lagging implement of legalisation.
3.3 Legal Factors:
Planning permits for medium and large buildings are now the responsibility of the 22 city districts of Prague, with the city council now assumes the role of arbitrator of final appeals, previously dealt by the Ministry of Regional development.
Opening hours are regulated by the local authorities. Typical hours are 8 AM to 6 PM Monday to Friday, with later opening on Thursday evenings. Opening hours include Saturday mornings
Income tax rate is 31%, and average salaries are 20% lower than the UK
3.4 Micro Factors
3.4.1 Place:
The Czech Republic has a population of 10.3 million, and covers land area of 78,866 km2. 75% of the population lives in urban areas, with 1.3 million living in Prague and 388 thousands living in Brno- Ostrava 324 million.
Unemployment levels are low by Central European standards and in 2003 reached 7.8%. Expected to reach 8.4% in 2004 – mainly due to existing reconstruction of public services, which is designed to cut employment in the public sector.
3.4.2 Promotion:
Advertising: newspapers, magazines, radio TV, posters, trade fares and exhibitions internet.
TV and Radio
Private media in the Czech Republic grew fast in the 1990s, and private radio and TV stations provide stiff competition for public broadcasters.
Public TV broadcaster Ceska Televize (CT) operates two channels, and Czech public radio, Cesky Rozhlas (CRo), operates three national networks as well as local services.
Two major private television channels broadcast nationally, and there are more than 70 private radio stations on the air across the country.
The press
There are many daily newspapers the largest being Lidove Noviny, Mlada Fronta, Dnes and Pravo
Internet
Internet usage is currently low, with only 16.4% of the population using the net, although this figure is constantly increasing.
3.4.3 Price:
Current prices in the Czech Republic are comparable to those of its neighbours. A or representative basket of food that cost 100€ in Brazil one would pay 52€ , were in Poland would cost 50€ and in Hungary 58€.
Consumer spend & Consumer spend per capita
Consumer spend (€ bn) 39.7
Consumer spend per Capita (€) 3,892
Grocery, Food & Non food Spend per capita
Grocery Market size (€ bn) 10.4
Grocery Spend per Capita. (€) 1,020
Non Food Retail Market (€ bn) 2
Non Food Spend per Capita (€) 196
3.4.4 Product:
Grocery Market size: (€) 10.4 b
Food retail 81%
Non-food retail 19%
Grocery spent per capita (€) 1.020
3.5 Competitors
Czech grocery market size is the second largest in Central Europe, after Hungary.
The most popular outlet type, according to a survey carried out by Shopping Monitor 2003/2004 is the Hypermarket (37% of the respondents). This was due to product range and accessibility by car, 19% of the respondents chose the discount store and 18% chose the supermarket.
The main competitors are Metro, having 55.9% of the market share.
Second is Ahold (9.3%), followed closely by Lidl (9.0%) and Rewe (8.7%)
Despite Metro’s late entry into the market in 1997, it was able to grow rapidly to achieve market leadership. It currently operates 10 Makro Cash and Carry stores, and it is possible that in the near future it will diversify its strategy by introducing its Eco compact Cash and Carry formats in smaller towns.
Lidl & Schwarz is the largest hypermarket operator, following a “discount hypermarket” model. It has a narrow range of product and gives small emphasis on upscale alternatives. Although this format is currently a winner, should the customer focus on price ease, the popularity may decrease.
3.6 Conclusion
Economy is showing signs of growth, although slow. Private consumption levels are growing, giving an attractive market size and inflation rates are declining, all of which would seem encouraging for a market entry. There are substantial barriers to be taken into consideration, the highest being market saturation and fierce competition of players already positioned strongly.
The Supermarket retail sector is dominated by hypermarkets, which with 71,300 people per hypermarket is the highest in the region. The saturation of the market is evident from foreseeable exit of current players, and consolidation of stronger ones, facts that would discourage the entry of a medium size supermarket.
4. GERMANY
4.1 Economic Factors
Germany' has a powerful economy- the fifth largest national economy in the world – but has become one of the slowest growing economies in the entire Euro zone. Growth in 2001-03 fell short of 1%. The modernisation and integration of the eastern German economy continues to be a costly long-term process, with annual transfers from west to east amounting to roughly $70 billion. Business and income tax cuts were introduced in 2001, this did not help Germany from the impact of the downturn in international trade, and unemployment began to rise. The fall in government revenues and the rise in expenditures have raised the deficit above the EU's 3% debt limit.
GDP: purchasing power parity - $2.021 trillion (2004 est.)
GDP - real growth rate: -0.1% (2004 est.)
GDP - per capita: purchasing power parity - $27,600 (2004 est.)
Inflation Rate (consumer prices): 1.3% (2002 est.)
Labor Force: 41.9 million (2001)
Labor Force (by occupation): industry 33.4%, agriculture 2.8%, services 63.8% (1999)
Exchange rates: 1DEM: € 051
€1: 1.27$
Everything to do with taxation, including the procedures involved and all modifications is laid down in the Fiscal Code (Abgabenordnung). The duty of the taxpayers to submit tax declarations is specified. A foreign company that operates a branch in Germany must prepare a corporate income tax, local trade tax and turnover tax (VAT) declaration for each calendar year and submit them to the responsible Inland Revenue office.
4.2 Political Factors
The federal republic of Germany has 16 states, Berlin being the capital. It’s Parliament consists of the Federal Assembly 603 seats; which is elected by popular vote under a system combining direct and proportional representation; a party must win 5% of the national vote or three direct mandates to gain representation; members serve four-year terms) and the Federal Council or Bundesrat elections
The President is elected for a five-year term by a Federal Convention including all members of the Federal Assembly and an equal number of delegates elected by the state parliaments;
There are 6 Political parties
Alliance '90/Greens
Christian Democratic Union (CDU)
Christian Social Union (CSU)
Free Democratic Party (FDP)
Party of Democratic Socialism (PDS)
Social Democratic Party (SPD)
4.3 Environmental Factors
Until recently Germany, Denmark, and the Netherlands were regarded as the most environmentally friendly countries in the EU and were referred to as ‘ green troika’. These countries were the forces behind the EU environmental policy making.
4.4 Legal
There is no minimum wage defined by law.
Legal aspects for foreign entrepreneurs:
Business enterprises can be founded in Germany in all the legal forms provided for under commercial law. When founding or acquiring a company or business under German law, the same rules and regulations apply to both foreigners and Germans.
Germany offers foreign businesses many opportunities for investment. There are no specific investments laws in Germany, foreign investors are treated in exactly the same way as German ones.
4.5 Social Factors
Germany never had a cultural metropolis comparable to Paris in France or London in England. Cultural activities are found even in small towns and communities. Germany has a population of about 82.0 million, the largest in Europe after the Russian Federation.
4.6 Micro Factors
4.6.1 Place
Country size sq km: 349,520
Population size: 82.5 million
Population Density per sq km: 236
Grocery Market (€ Billion): 202.7
4.6.2 Promotion
The German market for advertising has continued its decline in 2002 by 7.5% to €20.06 billion (US$ 22.5 billion). Over the five-year review period, the market has also declined by 3.6%.
Newspaper and Magazines:
The newspaper and amazing market in Germany is very diverse, and very profitable. There are 400 serious daily newspapers, which had a total sold circulation of about 30 million in 2002 and there are 845 popular newspapers. The print sector is Germany’s leading advertising medium only just ahead of television.
Radio and Television:
Television is the most popular form of communication and entertainment in Germany. An average German spends nearly three hours a day watching television. Radio remains a very important medium.
Internet:
Online advertising has grown faster than any other advertising channel. In the year 2003 UK, France and Germany lead the European market, with a combined online ad spend of almost €1.5bn. Germany has the largest internet population in Europe.
4.6.3 Price
Credit cards are becoming more and more accepted in Germany. Until recently the standard method of payment in Germany was with the Eurocheque, on which banks guaranteed payment up to a certain amount. Though you can still use the Eurocheque forms, the payment guarantee has been removed. EC and credit cards are now preferable.
Consumer spend (Billion €): 1248.3
Consumer spend per capita (Billion €): 15,131
Grocery Spend per capita: 2457
Non Food Spend per capita: 790
Food Spend per capita: 1667
4.6.4 Product
Grocery Market size: (€) 202.7 b
Food retail (68%)
Non-food retail (32%)
4.7 Competitors:
There are many supermarkets in Germany; the well-known popular supermarkets are the following:
Aldi
HL-Market
Lidl
ITL
Minimal
Metro
Penny
Rewe
Safeway
Spar
Wal-Mart
Kaufof
Kardst
Rewe
Rewe’s main business is and , it has many as well as , the Rewe Trading Group, founded in 1927 in Cologne, unites 8,560 stores in Germany
Since the early 1970s, chain stores such as , , have made major contributions to the results of the Trading Group both at home and abroad. Rewe has Market Share of 11.38% in Germany.
Aldi
Aldi is an international leader in grocery retailing, with over 5000 stores across worldwide. It has everyday items, as well as freshly prepared ready meals, continental cheeses or the latest pro-biotic yogurt drinks, and other products such as TVs and DVD players, toys, clothing and kitchenware, it has a small market share in Germany of 9.37%.
Lidl
Lidl & Schwarz Grocery Wholesale was founded in Germany in the 1930's, it has since then diversified into hypermarkets under the trading name "Kaufland" and "Lidl". Today, the Schwarz Group is one of the largest grocery retailers in Europe. It has a market share of 8.88% in Germany.
Metro
Metro was created in 1996 in a merger of several important retail companies. Today, The METRO Group’s business and operational structures, entrepreneurial concepts and strategies focus on the domestic market. It has more than 2,400 locations in 30 countries and their goal is to meet high quality demand. Metro has a market share of 7.93 %
Spar
International SPAR, based in Amsterdam, is responsible for the development and co-ordination of the worldwide SPAR organization. SPAR a large retail food store chain and wholesalers all operates under one consistent brand. Germany was the third country to join SPAR and has been operating since 1953. SPAR Germany is the largest SPAR member in terms of retail sales and sales area, but despite this it has a small market share of 2.07%.
Strategy:
SPAR operates four retail formats as part of the SPAR retail strategy. Each retail format is positioned to meet a unique set of customer needs.
4.8 Conclusion:
Germany has many large competitors; therefore entry barriers are quite high. Though there are no particular laws on foreigners investing or expanding in Germany, the competitive force is very high. Germany has a low GDP growth rate that is less than one percent, but a high GDP per capita and a high consumer spend per capita. It has a large population, hence a large customer base.
6. NETHERLANDS
The Netherlands is a constitutional monarchy with a parliamentary legislative system. It has a population of 16.1 million and encompasses an area of 33,889 sq kilometer. The country was a founding member of NATO and the EC (now the EU), and participated in the introduction of the Economic and Monetary Union (EMU) in 1999.
6.1 Economic Factors
The government is dispute with unions over pay settlements and pensions arrangements has rumbled on, with the FNV (Dutch Trade Union Federation) and CNV (Christian Trade Union Federation both threatening nationwide strike. There also has been some pressure to respond to higher costs and weak competitiveness by increasing working hours
The Dutch economy declined in 2003, posing negative GDP growth of -0.8%. This is due to the economic slow-down in 2001 in response to reduce the international trade, and was made worse in 2002 following the strengthening of the Euro. However, GDP growth turns positive in the final quarter of 2003 indicating the beginning of recovery, which is driven by the international trade.
Economic Forecast
Real GDP growth
2003 2004 2005
World 3.9 5.0 4.2
OECD 2.1 3.6 2.7
EU25 1.1 2.4 2.5
Netherlands -0.8 1.0 2.0
Despite an expected recovery of world trade growth in the latter part of 2004, the outlook for the Dutch economy remains tepid. The Organization for Economic Cooperation and Development in Europe (OECD) predicts Dutch GDP growth to recover to one percent in 2004 and accelerate to 2.0 percent in 2005.
6.2 Political Factors
Currently the Netherlands' largest parties are the Christian Democratic Alliance (CDA), the Dutch Labour Party (PvdA) and the People's Party for Freedom and Democracy (VVD). The current government is a coalition between the Christian democrats (CDA), the liberal democrats (VVD) and the left-leaning liberal Democrats '66 (D'66).
The governing coalition has been in power since 2003. The Prime Minister, Jan Peter Balkenende, has failed to establish himself as a strong leader and prominent members of the Liberal Party, part of the ruling coalition, are locked in a power struggle. However, the government should survive, but only just.
Although the government’s finances will improve, further spending cuts will be needed. This will hit civil-service jobs and welfare benefits. Dutch firms are becoming less competitive internationally because of the rising in labour costs. A wage freeze in 2004 and a partial freeze in 2005 will help, but only if they are adhered to.
6.3 Environmental Factors
A recent principle of the Dutch government is to spend more money on environmental protection in order to compensate the negative effect of ungoing economic growth. The environmental policy of the Netherlands currently addresses the following themes:
- climate change;
- acidification;
- eutrophication;
- toxic and hazardous substances;
- contaminated land;
- waste disposal;
- disturbance;
- groundwater depletion.
The international dimension of environmental protection is gaining a prominent role. The Netherlands is trying to reduce the rate of correlation between pollution and economic growth. It sees the integration of the environment policy in sectors such as agriculture, transport and energy supply as an important instrument for this purpose.
The 4th National Environmental Policy Plan launched last July marks the beginning of a new policy cycle. The Plan outlines the government's environmental strategy up to the year 2030 both in national and international context.
6.4 Legal Factors
Planning legislation limits out-of-town development, in preference of the city centre. By 2005 the provincial and local authorities will be required to define a “green contour” around all cities and towns, marking the limit that can be developed.
Opening hour regulations were liberalised in 1996 and local authorities may now permit Sunday opening up to twelve times per year and late night opening to 9pm on weekdays. In Amsterdam, regulations are eased further and in the major cities, certain stores are permitted to open 24 hours.
Current legislation prevents superstores from retailing certain categories, i.e. prescription medicines and spirits. However, a forthcoming change in pharmacy regulations may change this and enable superstores to broaden their health & beauty offer, but no change in alcohol legislation is expected.
6.5 Micro Factors
6.5.1 Place
The Dutch market is dominated by small supermarkets, which account for 43.7% of retail outlets. This structure is caused by the prevailing customer-shopping pattern of frequent stores visits, several times per week.
Population Size & Density
Country Size: 33,889 square km
Population size: 16.1 million
Population per square km: 475
Grocery, Food & Non food Spend per capita
Grocery Spend per capita: 2,425 €
Non Food Spend per capita: 278 €
Food Spend per capita: 2,137 €
Market Size (Billion Euro) Total Retail & Grocery
Total Retail Market: 64
Grocery market: 39
Grocery market % of total retail: 61%
6.5.2 Promotion
The Netherlands is the 7th largest grocery market in Europe. It is a mature and technically developed market feathering category management, private label, loyalty programmes and EDI.
These are the methods of advertising in the Netherlands;
Advertising Agencies
If planning an advertising campaign in The Netherlands, it is advisable to consult an advertising agency. The Dutch Association of Recognised Advertising Consultants can advise on suitable agents and what sort of campaign will be appropriate.
Trade and Professional magazines
There are a wide variety of trade and professional magazines covering many different subjects and areas of activity. The Dutch Publishers Association (Netherlands Uitgeversbond) can also advise on publications available in The Netherlands
Radio and Television
The Radio and Television Advertising Association (STER) is responsible for advertising on the media.
Internet
As for the Internet usage, the use of Internet in Netherlands (per 100 people) is relatively high (64.5), comparing to other European countries. The amount of money channeled into online advertising in the Netherlands rose by 62% during the third quarter of this year compared to the same period in 2003, according to figures released by the local chapter of the Internet Advertising Bureau (IAB).
6.5.3 PRICE
Consumer spend & Consumer spend per capita
Consumer spend in Billion Euro: 219.8 €
Consumer spend per capita in Euro: 13,652 €
Grocery, Food & Non food Spend per capita
Grocery Spend per capita: 2,425 €
Non Food Spend per capita: 278 €
Food Spend per capita: 2,137 €
Minimum wages for 23 years of age and older: 5.38 € per hour
6.5.4 Product
Grocery market: 39
Food Retail Market & % of grocery market: 34.6 (89%)
Non Food Retail Market & % of grocery market: 4.4 (11%)
6.6 Competitors
Major Players in the Netherlands
Company: Ahold
Total Dutch turnover (million €): 5,404
Fascias: Albert Heijin, AH to Go, Albert Heijin XL, Den Toom, Etos, Gall&Gall
Store Numbers: 1,622
Market Share (%): 12.4%
Company: Schuitema
Total Dutch turnover (million €): 3,870
Fascias: C1000, Caspar, Kopak, Spar Voordeelmarkt
Store Numbers: 478
Market Share (%): 8.3%
Company: Laurus (Casino)
Total Dutch turnover (million €): 3,836
Fascias: Konmar, Super De Boer, Edah
Store Numbers: 728
Market Share (%): 9.8%
Company: Metro
Total Dutch turnover (million €): 1,774
Fascias: Marko, Media-Markt/Saturn
Store Numbers: 27
Market Share (%): 3.6%
Company: Aldi
Total Dutch turnover (million €): 1,350
Fascias: Aldi
Store Numbers: 381
Market Share (%): 3.5%
Company: Dirk van den Broek
Total Dutch turnover (million €): 1,200
Fascias: Dirk van den Broek, Bas van der Heijden, Digros, Dino, Dirck III Slijterrjen, Dirk Drogisteri
Store Numbers: 182
Market Share (%): 3.1%
Company: Lidl
Total Dutch turnover (million €): 450
Fascias: Lidl
Store Numbers: 157
Market Share (%): 1.2%
Company: Spar
Total Dutch turnover (million €): 338
Fascias: Eurospar, Spar
Store Numbers: 300
Market Share (%): 0.9%
Source: IGD Research & Estimate
The number of Retail outlets by store size in 2003.
Total Grocery stores 4,663
Total Hyper markets 50
Large Super markets 1000-2500 m 855
Small Super markets 400-1000 m 2,039
Superettes 100-400 m 992
Traditional grocers <100 m 727
Source: ACNielsen
6.7 Conclusion
Netherlands has advantages of being the country that has a high standard of living and has an excellent business environment, which rated number two behind Canada by the Economist Intelligence Unit (EIU). However, The country has small population compared to other European countries and also has tight planning restrictions. This has led to a result in a stable number of hypermarkets since 2001 as the majority of Dutch people tend to have a shopping pattern of frequent store visits, several times per week and often by foot or bicycle. The market in Netherlands is also very competitive and has at least 6-8 key players. Therefore, the opportunities are very limited.
8. Conclusion
Weight Analysis
. Retailers use a series of factors to evaluate new markets. The rating aims to provide a balanced view of both short and long term factors determining a market’s attractiveness.
FACTOR
Long Term Growth Prospects
WEIGHTING 35%
This factor depends upon
G.D.P. growth
Population growth
Labour rates
Income tax rates
Inflation rates
FACTOR
Markets size and per capita spend
WEIGHTING 25%
This factor depends upon
Potential of the country
Consumer spending power
Market size
FACTOR
Political environment and market infrastructure
Weighting 25%
Level of risk associated with each market both economically and politically
Assessment of national government attitude and openness towards foreign investment
FACTOR
Competitive environment and global retail presence
Weighting 15%
Examines the presence of leading global and international retailers in a market
How fierce the competition is?
Priority
For immediate entry 1 Hungary 56.0%
Short Term policy 2 Poland 51.2%
3 Germany 50.6%
Long term policy 4 Czech Republic 48.1%
5 Netherlands 47.2%
6 Brazil 46.2%
9. Strategic options
Below is a summary of the advantages and disadvantages of the strategic options available, as well as the feasibility for each option.
Table 1: Strategic Options
Source: Authors
10. Recommendation
For pricing, if we look at the cost of a representative basket of food items (see table) the main focus should be on as low prices as possible with a reasonable quality. For promotion we should promote by television, though it’s the most expensive way but in the beginning we should concentrate on reaching as many customers as possible. Also we should use posters for promoting as they last for a long time and a cheap way of promoting. In the long run we should promote via posters and local activities. For products, we should go with regular food items as the food preferences of the Hungarian customers is more or less the same as customers all over Europe but we need to add non food items to the range as the consumer’s spending behaviour shows (see table no 5). Non food items include electronics, clothing, footwears and entertainment. For place we should open our stores first in Budapest, as it is the centre of Hungarian economical and political activities. It produces 58% of the total GDP of the country and 28% of the population is also resident in Budapest and in long term we can move to other suitable areas in Westren Hungary.
Summary of the recommendation is
Setting up super markets
Promotion
Expansion
10.1 Cost / Benefit of Recommendation
Table 2
11. Implementation / Plan-of-Action
At this part of the report a detailed p-of-a is given for the recommendation. P-of-A has duration, implementation cost and objectives. At the end of the p-of-a and recommendation there is a timeframe of two years.
11.1 Plan of Action for Recommendation
Table 3: Plan-of-Action for Recommendation
Source: Authors
11.1.1 Time Line of Recommendation
Bibliography:
European Grocery Retailing 2004
IGD research on European grocery market 2004
Doing Business in Brazil
Statistical data of Brazil
Compiler Trade Portal,
Euromonitor International (Packaged Food in Poland),
European Grocery Retailing 2004.
Polishmarket.com,
RESEARCH AND MARKETS,
Retail Poland 2003,
World Advertising Trends 2004 (page 210).
World of Retail,
Appendix:
Appendix
Table 4: Annual GDP Growth Rates for Selected Markets % (2001-2004)
Source: EU, Eurostat, IGD Research
Table 5: GDP & Consumer Spend by Market and Region
Source: IMF, Eurostat, World Bank, US Census Bureau, UN Statistics Division, IGD Research
Table 6: Grocery and Non-Food Spend per Capita
Source: IGD Research and Estimates, World Bank
Table 7: Market Size Total Retail & Grocery
Source: IGD Research, World Bank
Table 8: Market Size Grocery in terms of Food & Non-Food
Source: IGD Research and Estimates.
Table 9: Population Size & Density
Source: Eurostat, UN statistics
Table 10: Number of Retail Outlets in Poland (1999-2003)
Source: ACNielsen
Table 11: Number of Retail Outlets in Netherlands (1999-2003)
Source: ACNielsen
Table 12: Number of Retail Outlets in Germany (1999-2003)
Source: ACNielsen
Table 13: Number of Retail Outlets in Czech Republic (2000-2003)
Source: ACNielsen
Table 14: Number of Retail Outlets in Brazil (1999-2003)
Source: ACNielsen
Table 15: Number of Retail Outlets in Hungary (1999-2003)
Source: ACNielsen
Table 16: Competitors in Retail Market in Poland
Source: IGD Research and Estimates.
Table 17: Competitors in Retail Market in Netherlands
Source: IGD Research and Estimates.
Table 18: Competitors in Retail Market in Germany
Source: IGD Research and Estimates.
Table 19: Competitors in Retail Market in Czech Republic
Source: IGD Research and Estimates.
Table 20: Competitors in Retail Market in Brazil
Source: IGD Research and Estimates.
Table 21: Competitors in Retail Market in Hungary
Source: IGD Research and Estimates.
Table 22: Representative basket of food