5. Analysis
5.2 Host Market Analysis
5.2.4 Niche
In order to analyze whether Irma would be likely to be able to establish itself within a niche in the Swedish market, we first need to develop an overall understanding of the competitive landscape and dynamics. The main Swedish retail groups are presented in appendix 23 and then segmented according to price and quality as the two key differentiating parameters given Irma’s value proposition.
5.2.4.1 The Swedish Retail Grocery Market
The Swedish retail grocery market is dominated by two major players, ICA (app. 50%
market share) and COOP (app. 21% market share), who together account for approximately 70% of the market. Two other relatively large actors are Axfood (app.
15% market share) and Bergendahlsgruppen (app. 8% market share) (GAIN Report 2008). The competitive situation is however intensifying despite the market power of
the large incumbents due to the entry of international players, particularly within the discount segment. These include chains such as Lidl and Netto, and although they currently have just 2,6% and 1,5% market share respectively, the growth rate within the discount segment is exploding (ibid). In the following sections, each of the two largest grocery retailer groups will be examined in turn.
5.2.4.1.1 ICA Sverige AB
Based on the fact that ICA is the clear leader in the Swedish retail grocery market with an almost majority market position, we believe that they would represent a significant threat to Irma’s success in relation to a potential market entry. This competitive danger is compounded by the fact that ICA’s main advantage in terms of positioning is that they are associated with a high quality food assortment. In fact, with a growing interest in food culture and food quality, many Swedish consumers have in recent years shifted their shopping to ICA as they have come to increasingly value quality and perceive ICA as meeting this need. As with most other retail operators, ICA has an increasing focus on their private label offering and especially the private label ranges such as ICA Ekologosk (organic) and ICA Gott Liv (healthy food) has allowed the retailer to differentiate itself (Euromonitor International 2008).
5.2.4.1.2 Coop Norden Sverige AB
Since Coop Norden is the second largest player in the Swedish grocery retail market, we find it relevant to take a closer look at this retail group. Coop Norden is owned by three cooperative retail companies: Danish FDB (38%) (Irma’s parent company), Swedish KF (42%), and Norwegian Coop NKL (20%) (Euromonitor International 2008), and these three groups are presented in appendix 24. Coop’s greatest asset is their loyal customers, loyalty due mainly to the fact that it is cooperatively owned by its members. However it has proven to be quite a challenge for Coop to gain new customers. Coop’s future plans, therefore, are to try and develop existing stores and to open new stores in attractive neighborhoods. So far Coop Extra, a retail brand of Coop,
has proven to be the format that is the most profitable and is expanding the fastest. In recent years Coop has been losing money as a group, and while they of course hope to turn red numbers to black in 2009, experts are more skeptical due to the expected tougher competition in the future (ibid).
5.2.4.2 Niche in Relation to Irma
Based on the above description of the competitive landscape within the Swedish retail market, it can in general be concluded that the competitive situation is quite intense, particularly among the largest actors in the market. Basically the market is highly concentrated and each retail operator is seeking to exploit economies of scale and reach greater efficiencies as a means to defend their position in the market against possible entrants from abroad (GAIN Report 2008). These trends imply that the entry barriers for Irma could be very high should the firm choose to attack the market on its own. Therefore we see a stronger possibility for Irma to gain a foothold in the Swedish market via a collaborative effort with Coop, given this retailer’s strong position in the market and its parent relationship with Irma.
However, assuming that Irma can gain a foothold within the market, the chain’s strong focus on high‐quality food together with organic and environmentally and socially responsible products could act as a strong differentiator. In particular, as highlighted in appendix 25, the target segments and store concepts of the leading Swedish retailers show that they are primarily focused on low prices, convenience, large quantities, and the traditional supermarket format with a broad selection of everyday necessities.
While ICA has increased its reputation for quality in recent years, we do not believe that it has positioned itself nearly as strongly as Irma on either quality or support for organic and environmentally and socially responsible products. Thus, Irma would potentially be able to capture a rather unique position within the market due to the retailer’s commitment and passion in these areas, a commitment and passion that is likely to be increasingly reflected within the Swedish market going forward.
One potential hurdle to be overcome could be Irma’s strong reliance on premium private labels, as currently many Swedes still equate private labels with lower quality.
In fact only 49% of Swedish consumers see private labels as of fairly good quality compared to 71% when it comes to national brands (Saatchi & Saatchi 2007). In terms of both market penetration and brand image, national brands still hold the upper hand in Sweden (ibid), and Irma would likely have their work cut out for them in attempting to convince Swedish consumers that their premium private labels could live up to or even surpass the quality and taste experience of national brands. Nevertheless, despite the low penetration of private labels in the Swedish market (Johansson & Burt 2004), Irma would not be entirely alone in this effort, as ICA’s shift from low‐cost private labels to those delivering high‐quality, healthy and environmentally friendly products clearly indicates the increasing interest among Swedish consumers in such an offering. The downside, of course, is that Irma would clearly face greater competition in trying to differentiate itself solely according to these elements of its core brand DNA, although as already pointed out we believe the firm would be staking out the high‐ground in terms of offering and brand identity and image.
Another parameter where Irma could differentiate itself is in terms of its idiosyncratic organizational culture as identified in the Danish market, the resultant focus on happy and satisfied employees, and the final impact in terms of excellent customer service. In this manner, it would not only be the core issues of quality, healthy and environmentally compatible groceries, and the ethics of fair trade that would distinguish the retailer – as the tendency among Swedish retailers is quite similar along some of these lines, such as health and the environment. In fact, as a sustainable competitive advantage, organizational culture is much more difficult for a competitor to imitate. Such organizational qualities as employee empowerment and latitude for maneuvering, trust and commitment between management and employees, and a fun work environment are not something that can be built overnight or even according to a given organizational recipe. At the end of the day, it could in fact be Irma’s organizational culture that would provide it with a lasting way to compliment its assortment and deliver a unique value proposition to Swedish consumers.