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DIA expands its online business in Barcelona

DIA says its online shop includes a range not available in certain high street stores and is the cheapest establishment in the entire company, thanks to its aggressive rates and promotional discounts.

DIA has expanded its online shopping business with the launch of an online platform in Barcelona,

In a press release, DIA said that having rolled out this experience in Madrid and Málaga, it is now making its online business available to reach a potential 4 million consumers in Barcelona.

“DIA’s online shop, which includes a range that is not available in certain high street stores, has become the cheapest establishment in the entire company, thanks to its aggressive rates and promotional discounts.,” it said.

Delivery will be made from 7 DIA shops, where the number of staff has been increased, with a total of 14 new hires, and is free for orders over €50. If the order is made before midday, it can be delivered that same day, and an SMS is sent to customers 20 minutes prior to delivery.

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CAGR of 63% in line for India’s online grocery market to 2022

6Wresearch predicts India’s online grocery market will grow at a CAGR of 62.7% over 2016-22.

India’s online grocery market is still in a nascent stage and primarily confined to Tier 1 cities, says New Delhi-based market intelligence centre 6Wresearch.

And the hyperlocal model (which usually features on-demand delivery) is growing faster than the ‘pure-play’ one (such as  businesses that focus only on e-commerce) in India, it says in a recently published report summary.

“(The) pure-play business model requires heavy investments and warehouses, which pushes the overall operating cost. On the other hand, hyperlocal model saves cost and time of delivery due to the support from the local merchant,” it says.

6Wresearch predicts India’s online grocery market will grow at a CAGR of 62.7% over 2016-22.

“India is the sixth largest grocery market in the world, which is majorly dominated by the unorganized sector with over 12 million pop and mom stores all over the country. Online grocery market is one of the fastest growing markets fueled by the intensifying e-commerce industry.”

But senior research analyst Avishrant Mani said the fruit and vegetables segment is growing sluggishly compared to other grocery segments, “since (the) consumer prefers to purchase fruits and vegetables in fresh condition, favours touch and smell of the items to judge the quality.”

Otherwise, the grocery and staples segment is contributing major revenue share in the online grocery market, followed by the FMCG segment.

Bengaluru from southern region is the key market for online grocery, followed by Mumbai from western and Delhi from northern region. Online grocery companies are mainly operating in metropolitan cities due to better infrastructure facilities and higher internet penetration as compared to tier II and tier III cities.

“However, online grocery firms are now targeting tier II and tier III cities to expand their presence on a pan India level. BigBasket, one of the key players of the market, is planning to enlarge its operation to 50 cities by the end of 2016.”

Read more “Wide Acceptance of Online Shopping and Busy LifeStyle Spurring the Growth of Online Grocery Market in India – 6Wresearch

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Inside India’s biggest e-grocer – BigBasket

Big Basket is currently India’s biggest online grocery player, clocking an average 12,000 orders a day – 70% of which include fruit and vegetables – and sales growing 10-15% month on month.

BigBasket says fruit exporters have a big chance to grow their brands in India, the world’s 6th largest grocery market e-grocery

Currently India’s biggest online grocery player, BigBasket clocks an average 12,000 orders a day – 70% of which include fruit and vegetables – and sales growing 10-15% month on month.

Even so, that’s just a drop in the ocean of potential grocery e-commerce in India. Against a total F&V market of about US$ 53 billion, modern retail sales of fresh fruit and vegetables contribute around US$ 500 million and online sales around US$ 30 million. So said Vipul Mittal, head of fruit and vegetables for Bangalore-based

Speaking to ED from India, Mittal also stressed that e-retail success is “not as simple as it looks.”

“A lot of back end work has gone into this company over the last 3-4 years to make it very powerful. It’s about being a comprehensive service and delivery package and not just a web site.”

And Indian consumers look for value irrespective of the channel through which they buy. Hence constant benchmarking against all competitors takes place to compare prices and ensure value, he said.

E-grocery potential in India

With an estimated 1.27 billion people — and likely to overtake China by 2028 as the world’s most populous country — India also has lowest rate of meat consumption, highest rate of vegetarianism, and a growing affluent class keen to try new cuisines.

According to the Indian daily Business Standard, last year Randstad India – which pegged India as the world’s 6th biggest grocery market – estimated just 1% of the groceries Indians buy are online. By 2020, it expected that to grow to 2%, making India’s online grocery market worth around €9 billion.

Indian households tend to buy fruit and vegetables 2-3 times a week, and the same trend is seen on Bigbasket.

Mittal said e-commerce facilitates insight into consumer buying patterns and allows the offering to be tailored accordingly, for instance running a promo on apples to all mango customers in the off-season (July).

Expansion into ready-to-cook food

The online retailer sells other grocery items apart from food, such as personal hygiene products, but until now, sales of fruit and vegetables have hovered around 14-16% of its total value sales, Mittal said.

However, having built a solid customer base, it now plans to increase its assortment further with many other food products including an imported and gourmet range.

According to recent reports, BigBasket is also set to offer more organic fruit and vegetables and plans to start selling gourmet salads and ready-to-cook meals – initially Thai, Mexican and Italian dishes – that include freshly cut vegetables and other ingredients, and recipes. This it has launched under the brand ‘Happy chef’ – a la Blue Apron.

Technology aids forecasting

Getting supply right is the key to BigBasket’s success, Mittal said. ”We have used a lot of technology for forecasting demand and use a dynamic model to plan capacity and the availability of vehicles.”

“Historical data has limited scope to assist demand forecasting in perishables, especially when the growth is so rapid and there are multiple variables.”

Big Basket has developed backward linkages with growers and buys directly from growers wherever possible, giving it better control of quality and enabling delivery of fresher produce by reducing time between harvest and consumption.

Direct sourcing preferred

BigBasket is currently located in six cities – Bangalore, Hyderabad, Mumbai, Pune, Chennai and Delhi – and tries to source what it needs in the vicinity of each.

By the end of this financial year, it will have opened 50 more locations, all in clusters with 5-6 cities around six central locations typically with one central warehouse.

BigBasket has no contracts with growers as yet, but is setting up collection centres to source directly from multiple farmers. It plans to establish linkages to bring safe food to the table with complete traceability, having already set up four such centres in southern India.

“We are currently a very small player with respect to total production in an area. So typically when we go into source areas, there are multiple farmers who can supply us. We create an enabling environment for the farmer to bring his produce to us soon after harvest and provide him the transparency of price and weighment. We have also initiated a pilot to provide extension services to the farmers through our field agronomists.”

BigBasket may also draw on wholesale markets to fill any gaps but prefers not to, Mittal said, because the produce is a step further from harvest, therefore less fresh and more expensive. “Quality and freshness are the driving force rather than price and margin.”

Chance for exporters to build brands

In terms of opportunities to export into India, it is a matter of creating differentiation, which so far has been very limited. BigBasket is looking to stand apart by bringing in different products and varieties, such as seedless watermelon, wider variety of pears and apples, exotic fruit, etc. (Few vegetables are imported by India, mainly due to shelf life reasons.)

Mittal stressed he sees a big – and so far largely untapped – potential for foreign suppliers to harness e-commerce to build their brands.

Most imports into India are channelled through traders and conventional retail channel. Growers/shippers don’t have much opportunity to build their brands because they don’t have much control over distribution channels, as well as other marketing elements. BigBasket, in contrast, can package, display and deliver its imported apples under a brand, for instance.

“It’s a big opportunity to build a brand in India, where ecommerce is still in a very infantile stage but set to expand rapidly,” he said, stressing e-commerce’s power to communicate directly to consumers.

(BigBasket is also said to be looking at launching a data analysis business to offer information on customer trends related to brands.)

Also on imports, Mittal said produce should adhere to global food safety and quality standards but trade with India is “not as tricky” as with the EU and US.

No questions asked returns

BigBasket’s customers mostly order by noon for same day delivery or choose a convenient slot among four options the next day. Insulated boxes are used to maintain the cold chain for temperature sensitive products such as mushrooms.

Its recent acquisition of a a hyperlocal food delivery startup in Bangalore will be act as a springboard to compete with rivals offering hyper-rapid delivery.

Mittal said customers can return produce at the time of delivery if for any reason they don’t like it. The return rate for fresh fruit and vegetables is about 0.5% and the most common reason is a problem with quality caused by transit damage.

Analysis of complaints has led to service improvements, such as in the case of customers finding worms in their cauliflower. Now the company has introduced florets, thus solving the worm problem “and adding value.”

Another big source of complaints was fruit being delivered semi-ripe. Thus, in March, BigBasket set up a ‘freshometer’ – for bananas, mangoes and papayas – on its sales page so consumers know when to eat them. Mittal said this is important because BigBasket tends to ship these fruit to consumers at the semi-ripe stage – to reduce transit damage – so consumers need to know what to expect and when to consumer for best results.

Customers expect Big Basket to be ‘greener’

Mittal said customers’ increasingly expect Big Basket to be environmentally friendly, but e-grocery has its pros and cons in this regard.

On the one hand, all its produce must be pre-packed for home deliveries and till recently only plastic was used. But unlike on retail store shelves, having transparent packaging is not a necessity for home deliveries, so Big Basket is now trying to increase its use of more eco-friendly packaging, such as paper and cardboard boxes. “For example, this season all mangoes were shipped in cardboard boxes,” Mittal said.


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Tudespensa earns a staunch customer base in Spain

“Our most loyal customers are those who buy fresh produce from us.” Juan Carlos Chillaron

One of Spain’s first exclusively online supermarkets, was launched in October 2012 and now has 80,000 registered customers with 30% growth expected this year.

Tudespensa– which translates as ‘Your pantry’ – aims to set the benchmark for quality and freshness in fresh produce e-commerce in Spain. Head of fresh produce procurement and pricing, Juan Carlos Chillaron, explains how.

What is your fresh produce strategy?

Fresh produce is the most important part of the online supermarket and so we always aim to exceed our customers’ expectations in terms of the quality of our produce. This applies to all kinds of fresh produce, but in the case of fruit implies achieving this amid the idiosyncrasies of these products, where the quality perceived by the customer is not just influenced by freshness, but by other factors such as the calibre of the fruit and, above all, the ripeness of each piece fruit, as well as the packaging and labelling. For all our fresh produce we aim to keep the supply chain as short as possible, selecting and packing the product for delivery the same day or at the most the next morning, giving the customer the maximum possible product life – these are our competitive advantages.

How are you able to offer competitive prices, particularly when you have to factor in delivery costs?

You have to bear in mind that all our products arrive in fully labelled packaging, ensuring product traceability, and via refrigerated transport. They are kept in conditions of maximum food safety until they reach our customers’ fridges. Also, the formats for each of our products are adapted so they meet the needs of all our customers, without having to buy too little or too much of something, with the above-mentioned food safety guarantee, and every tray must carry full product information, such as on origin, category and weight. As well, every product has its own information sheet customers can view online while making a purchase. Taking into account all these factors, our pricing policy is based on a comparison with our online competitors selling comparable – of the same quality and calibre – labelled and pre-packaged products. We try to keep a balance, as do all retailers, in trying to offer the best prices while also achieving the margins the company needs.

What is the biggest challenge in selling fruit and vegetables online?

It’s the same for all online food retailers, it’s getting consumers to change their shopping habits, with the additional factor that we will be selecting their fruit and vegetables for them. The immediacy expected of online sales adds other challenges, such as the need to not only have the produce available, but of the desired quality and as soon as possible, as well as to offer a very wide range. For all these reasons, the rigour we require of ourselves at www.tudespensa. com must reflect that demanded by the customer, but without incurring very high costs as they also want competitive prices.

How many of your first-time customers return?

Nearly two-thirds of customers stay with Tudespensa after trying us the first time and we are especially pleased that 9 out of 10 customers recommend us to their friends and acquaintances. Another positive aspect is that our most loyal customers are those who buy fresh produce from us. Indeed, 81% of all orders include something from the fresh produce department, and 28% involve something from every section. We think this indicates that most of our customers understand and appreciate the complexity of doing their shopping for them, and the daily effort that goes into picking and delivering the best products in a timely manner, and their loyalty is the best possible response and biggest asset we could have. Although there will always be some consumers who want to keep buying these products in a traditional way, we have developed different ways to show them how much more convenient it is to not have to go to a store and carry heavy weights. One is the site www. (assess your time), which we launched to prove to customers that doing their own shopping ends up being more expensive, and which has already been used by 8,500 people.

Where is your logistics platform?

For fresh produce, we are strategically located right near Mercamadrid, one of the biggest fresh produce markets in Europe, where our partners in the supply of meat, fruit, vegetables and fish are also based. Every day before 9am they deliver produce – packaged and labelled – to our automated warehouse, where it is soon dispatched to fulfil our customers’ orders. 


Turnover 2014: €8.9 million (expecting +30% 2015)
Expected to break even for first time this year  
Average customer spend: €115
Total assortment: more than 7,000 products
Fruit & vegetable items: 158 (including pre-prepared products): fruit 69, vegetables 89
Current top-selling fruit: bananas, oranges, mandarins
Current top-selling vegetables: potatoes, onions, courgettes
Fruit & vegetables imported: 25% of total (due to off-season produce & big tropical range)
Orders including some fresh produce: 81%
Delivery: 98% of orders delivered within customer’s chosen 2-hour slot
Logistics base: more than 8,000 m2  (incl. automated warehouse) beside Mercamadrid
Coverage: Madrid, Barcelona, Toledo, Guadalajara
Main competitors: Ulabox (100% online) plus retail chains Mercadona, Carrefour, El Corte Inglés
Forecast growth in food e-commerce in Spain: 18% by 2017





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A look inside China’s premium fruit e-tailer Fruitday

E-commerce’s exponential growth in China is highlighted by that of its top online fresh fruit retailer – the premium fruit specialist Fruitday – last year doubled its 2013 turnover to 500 million Chinese yen (€74.6 million).

E-commerce’s exponential growth in China is highlighted by that of its top online fresh fruit retailer – the premium fruit specialist Fruitday – which last year doubled its 2013 turnover to 500 million Chinese yen (€74.6 million).

Fruitday began just six years ago in Shanghai and now has 4 million customers and covers more than 300 Chinese cities. It’s enjoying very strong growth but even so sees potential for much more. After all, explained Fruitday co-founder Loren Zhao, its own sales currently account for only about 5% of the total fresh produce market in China.

Speaking from Beijing, Zhao told ED that another interesting facet of Fruitday’s orders is they are increasingly being made via mobile devices. “About 70% of our daily sales revenue now comes from use of our mobile application,” he said. Peak times for orders used to be 9am, when people first went online in the morning, lunchtime, and then 7-8pm, when they came home. But now they are spread over 24 hours with people also ordering from the bus or subway.

Young people are the main customers

In the last decade, China has enjoyed the fastest e-commerce growth rate in the world. Fruitday’s customers are mainly young people who have become used to getting their fruit online “as long as we guarantee consistent and high quality fruit,” Zhao said. It’s not because they’re lazy or don’t have enough time, it’s because e-commerce became reliable and they trust it to deliver lower prices, higher quality, and safe food. Because parents are often buying fruit for their children, food safety is particularly important in China, he said.

Given food imported into China is already subject to a lot of checks and certification, Fruitday does not feel a need to enforce extra ones, but does guarantee that all its imported fresh fruit – which makes up 90% of the fresh fruit it sells – is imported officially, Zhao said.

How direct marketing makes it easy to manage the supply chain

Among the big pluses in e-commerce is businesses can closely tie their inventory planning and pre-sale marketing to end customers, something Zhao said is the case at Fruitday, which imports its fruit itself. “If we want to import 10 containers of oranges we make a marketing plan so that in one month we can sell all of them. We can easily target customers directly because we don’t rely on other distributors, wholesale markets or supermarkets.”

“But we do need to do a lot of market research and data analysis to ensure our plan is accurate,” he said. That’s very important because while Fruitday has invested a lot in hardware such as warehouse facilities, the reality is fruit – apart from produce such as apples and citrus – generally doesn’t stay fresh long, he noted.

Logistics is a challenge in China and something we “still need to improve,” Zhao said. In Shanghai and Beijing Fruitday has  its own logistics platform but in other cities cooperates with third parties.

Most popular fruits

Fruitday is a supplier of premium fruit and unlike the traditional market for fresh fruit and vegetables in China – where the most popular fruits are table grapes, bananas and apples – its biggest-selling fruits are cherries, kiwifruit and oranges, Zhao said. “Our main customers are people aged 30-35 with kids and they like to try new things.”

Cherries are a new product in China and delicious but expensive in most cities, but through our web site people can easily get them at a lower price, which makes them very popular,” Zhao said, adding that it’s estimated that nearly 7% of cherries imported by China last year were sold by Fruitday.

As for kiwifruit, the entrepreneur said it’s popular for Chinese parents to give their children one every day, so sales are frequent. An estimated 11 million trays of Zespri kiwifruit from New Zealand were imported into China last year and Fruitday is believed to have sold about 650,000 of them – about 6% of the total.

Its oranges are sourced from around the world, including the Sunkist brand from California; from European growers such as in Spain, Egypt and Cyprus; and in the Southern Hemisphere from South Africa, Australia and New Zealand.

Future fruit superstars in China: berries

But while cherries, kiwifruit and oranges are the current “superstars” of sales for Fruitday, Zhao said fruits showing potential to join them are berries, including blueberries, blackberries, raspberries and strawberries. “We see the market just beginning, especially for blackberries and raspberries. We’ve had blueberries in China for 5-6 years but just since last year we’ve been importing other berries (blackberries and raspberries) from Mexico and we can see huge demand.”

Also showing strong growth is the durian, a tropical fruit mainly imported from Thailand and Malaysia “and very popular in China now.” And lemon sales are growing, too, helped by the popularity in China of using it in tea.

Exploring new sources for stone fruit and melons

Zhao said Fruitday has been lucky to be on the scene in the last 2-3 years as China expands the list of fruits that may be imported into the country, such as pears from New Zealand, the US and the Netherlands. Customers are now starting to accept the different taste of these pears, which – unlike the Asian pear predominantly grown in China and eaten when still tough and crisp – are eaten when ripe and soft.

On stone fruit, he said China does not allow much to be imported but the most popular is the plum, which so far may only be imported from Chile and from California. Zhao said this year China will also be open to stone fruit from Australia for the first time but he was not sure yet if only plums would be included or also nectarines, peaches or other stone fruit. ”We have a plan to promote that with Australian growers.”

As for watermelon, China already grows a lot but Fruitday is looking to also source from tropical countries such as Malaysia and Vietnam where the season starts sooner.

Main overseas suppliers: the US, New Zealand and Chile

About 90% of the fruit the company sells is imported directly by it, with its main sources being the US, New Zealand and Chile. Zhao sees strong potential for growth in supplies from Mexico, given how fast Chinese demand for avocado, blackberries and raspberries is expanding. He also said the free trade agreement between China and Southeast Asian nations spells opportunities for increased imports from countries such as Thailand, Malaysia, Indonesia, the Philippines, Vietnam and Laos.

Vegetables: only cherry tomatoes for now

Fruitday may expand into vegetables in the future but for now needs to focus on its advantage in the fruit segment, said Zhao, who explained that the logistics for vegetables are different to that for fruit. While some of the fruit it sells can be stored for 1 or even up to 3 weeks, some vegetables can only be stored for 1-2 days. For instance, leafy greens are the most popular vegetables in China and can easily to rot in just a day, he said.

Fruitday does, however, sell clamshells of cherry tomatoes, which are used for both cooking and eating fresh in China.

Customer buying habits

Fruitday has lot of new customers so the average purchase rate overall is not very high but its longer-term customers tend to make an order at least once every 2 months. “Since we are not providing all products, just premium fruit, maybe they still need to go to the market for vegetables and other fruit and so on, Zhao said. But he said Fruitday can see a trend of its clients coming to rely on it: “They get used to high quality and delicious fruit and then don’t go back to traditional stores.”

“It’s very important for them to try us the first time so we have different kinds of promotion methods but the most useful is to get to try the first time at a low price or even free,” he said. “Any time don’t like it they can return it to us in 48 hours. The fruit is sold by unit numbers rather than weight, for instance 12 apples rather than 1-2 kg, but the size and weight of each type of fruit is consistent – the same colour, size and weight – so customers know what to expect. And Fruitday’s end-to-end service ensures customers receive their fruit within one day of ordering.


This is an article from edition 137 of Eurofresh Distribution magazine. Read that issue online here.

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Coop Group focused on sustainability and variety – and online sales

“Sustainability, variety, quality and pricing performance continue to be the attributes by which it positions itself,” Coop says.

Switzerland’s Coop Group says sustainability and variety are its leitmotif for 2015

Despite a difficult environment, total sales for the internationally active retailer and wholesaler last year inched up 1.4% on 2013. And this year it aims to repeat the feat.

“The supermarkets will focus mainly on sustainability and variety in 2015, when the Coop Group again aims to achieve above-average growth through the online formats Coop@home, and and the numerous other online shops,” the Basel-based group said in its 2014 annual report, published February 17.

“The Coop Group also aims to more closely combine bricks-and-mortar and online trading through cross-channel solutions.”
“Sustainability, variety, quality and pricing performance continue to be the attributes by which it positions itself,” it said.

The report shows the group – which claims to have the densest network of sales outlets in Switzerland – ran about 1970 retail outlets (supermarkets and specialist retail formats) and 199 in wholesale last year.

Strong growth in online business

Coop described its online business as a strong growth market, one in which its net sales exceeded one billion francs for the first time last year. “Online shops in the retail sector lifted sales 52.4%, while online sales in the wholesale business grew 10.4%,” it said.

Wholesale and production business areas: shift from cash & carry to wholesale supplies

The group’s wholesale operations are conducted through the Transgourmet Group, while the Bell Group and the Coop manufacturing companies comprise its manufacturing operations.

“In the wholesale/production segment, the potential for further growth lies in integrating activities across Europe. Political developments in Russia, including the weakness of the rouble, and the difficult economic trend in Romania pose a challenge.

“In wholesaling, the ongoing shift from cash & carry to wholesale supplies continues. The Transgourmet Group is systematically pursuing its chosen multi-channel strategy, i.e. combining cash & carry and wholesale suppliers, thereby further boosting wholesale supplies. Transgourmet continues to expand its market position by implementing a transnational own brand strategy,” the report said.

Retail: ‘greatest product range diversity in Swiss food retailing’

The group’s retail business spans the Coop Cooperative with its supermarkets and specialist formats, plus subsidiaries.

In 2014, growth In the retail segment was driven especially by the Interdiscount and formats as well as by the 2014 acquirees Marché Restaurants Schweiz AG and RS Vertriebs AG with the und Schubiger sales brands.

Stocking more than 40,000 items, Coop claims to offer “the greatest product range diversity in Swiss food retailing” with “manufacturer brands, affordable own-label brands, sustainable products or articles for people with allergies or for vegetarians.”

Coop ann report.retail food percentages.png

In 2014, Coop expanded its selection of regional and local products – now sold under its new Miini Region quality seal – and numerous sustainability ranges were extended, for instance the own-label sustainability brand Ünique.

Own-label sustainability brands & quality labels include:

Ünique – Comprising high quality carrots, a vegetable mix and now also cucumbers, Ünique has been marketed in Coop supermarkets since 2014 as an own-label sustainability brand, underpinning Coop’s view “that entire harvests should be utilized and not just parts of them.”

Pro Specie Rara – Parsnips were extremely popular among the vegetables in this line sold by Coop last year. Since 1999 it has been working with the Pro Specie Rara Foundation to maintain the biodiversity of Swiss farming.

Swiss no. 1 in organic

Coop says it is the market leader for organic products, with one in two organic products sold in Switzerland purchased at its stores.

Most of its organic food products are marketed under the Naturaplan own label brand, which posted sales of 1.1 billion francs for organic products in 2014, up 2%. For its organic products, Coop uses the Bio Suisse bud emblem.

Hochstamm Suisse: preserving heritage fruit trees

Since 2008, Coop has worked closely with the Hochstamm Suisse association, which is dedicated to maintaining and fostering standard fruit-tree orchards in Switzerland. These comprise a wide range of fruit varieties and provide habitats for endangered animals. Coop currently stocks around 40 products made entirely from Swiss Hochstamm fruit, including apple and pear juices.

Convenience foods

The Betty Bossi brand of fresh convenience foods – which Coop said is Switzerland’s most successful such range – is sold exclusively by it. In 2014, Coop launched around 150 new Betty Bossi products, for the first time including items to consume warm while “on the go”. In autumn, the “let’s cook” line was launched, comprising pre-prepared vegetables, ready-made sauces and pre-cooked side dishes, making “healthy home cooking easy and without any need to chop and peel.” Coop generated sales of 470 million francs with Betty Bossi products in 2014, up 2.2% on 2013.

Primagusto: first-class fruit and vegetables

Fruit and vegetables with particularly intense flavour are chosen for the Coop own brand Primagusto, which now comprises 42 seasonal products. In 2014, it posted sales of 21 million francs and growth of 26.9%.

Exotic fruit ripening

Among Coop’s manufacturing companies is Banana Ripening Plant Services, with activities including the sourcing, ripening and packaging of bananas and exotic fruit.

Last year it stored and order-picked six banana and three pineapple varieties, in addition to mango, avocado and 42 varieties of dried fruit and nuts, delivering a total of 22,870 tons of bananas, 1,569 tons of dried fruit and 4,256 tons of exotic fruit (pineapples, mangoes, avocados).

The share of bananas bearing the Fairtrade Max Havelaar quality label in the overall banana range rose to nearly 90% and the Banana Ripening Plant increased the share of organic items in its total output to nearly 35% in 2014.

source: Coop Group’s 2014 annual report:

Coop Group key figures for 2014

Total sales: 28,174 CHF million (+ 1.4%)
Net sales: 27,163 CHF million
Net sales in Switzerland: 19,821 CHF million
Net sales abroad: 7,341 CHF million (48.7% generated in Germany)
Net sales from online shops: 1,124 CHF million (+24.1%)
Profit: 470 CHF million (1.7% of net sales)
Employees: about 77,000 (46,270 in retail)
Based in: Basel, Switzerland
Parent: Coop Group Cooperative

Number of sales outlets
Retail: 1,971 (+38)
No. of Coop supermarkets: 837
Wholesale/Production: 199

Coop Group business areas.png

Coop net sales abroad.png


Read the report here.