Zukunftsperspektiven für den Lebensmittel – Discountvertrieb Vierter Teil einer Tetralogie

A paradigm shift can clearly be drawn from the development path presented here and the day-today applied practices that result in equal risks and opportunities for the discount segment. In the case of the smaller formats, the risk is that they will be displaced due to the fact that they will not be able to make the enormous investment and are already relying on "cheap" abor solutions. The financially strong discount chains can limit the personnel risk through highly qualified employees who receive above-average pay. In spite of this, the general risk of a disproportionate approximation to the supermarket format remains. More specifically, the price difference is perceived to be too minor in the presentation- oriented, rationalized supermarket, that does not carry everything. Opportunities for the leading discount chains are based on their solid capital structures through the use of neuroscience for marketing strategies, such as assortment structure and assignment. In addition, the opportunity of carrying additional assortment components, depending on the customer segment, as well as "by filling market gaps for low wage earners” (Compare Porter) in the form of a second sales channel namely “entry-level discount stores”. These opportunities were identified within the scope of a comprehensive customer survey.