Hypermarchés : la chute de l'empire [FR] | Supermarkets: The End of an Empire? [ENG SUB]

Name: Hypermarchés : la chute de l'empire [FR] | Supermarkets: The End of an Empire? [ENG SUB]
Uploaded: 2024-04-23T20:06:54.862Z
Duration: 2 h 52 min 4 s

Introduction

The transcript begins with an introduction to the topic of the decline of hypermarkets in the retail industry.

The Decline of Hypermarkets

Hypermarkets, once considered unbeatable with their all-in-one concept and unbeatable prices, are now facing closures and financial difficulties.

Chains and complete stores are shutting down, making it increasingly difficult for hypermarkets to sustain their investments.

The hypermarket model is becoming outdated as new powerful players emerge in the retail sector.

Rise of Hypermarkets

This section explores the rise of hypermarkets and their impact on modern consumption.

Carrefour's Revolution

In 1963, Carrefour launched the first hypermarket, revolutionizing modern consumption.

The concept of having everything under one roof attracted customers with a wide range of food products and textiles.

Carrefour became a dominant player in the retail industry, generating significant revenue and introducing mass consumption to households.

Expansion of Hypermarkets

This section discusses how the concept of hypermarkets expanded globally.

Global Expansion

The concept of hypermarkets quickly spread worldwide, leading to the establishment of numerous retail chains and enriching their owners.

However, the golden age of hypermarkets seems to be over as they face challenges in today's retail landscape.

Challenges Faced by Hypermarkets

This section highlights some reasons behind the crisis faced by hypermarkets.

Disconnect from Current Trends

Hypermarkets no longer align with current consumer trends and values.

They are associated with dehumanization of commerce, overconsumption, and ecological concerns.

Price Wars and Margins

This section explores the impact of price wars and margins on hypermarkets.

Promotions and Margins

Hypermarkets heavily rely on promotions to attract customers, as they cannot afford to be seen as more expensive than their competitors.

The focus on low prices has made it challenging for hypermarkets to maintain profitability, especially with the decline in non-food product sales.

Rise of E-commerce Platforms

This section discusses how e-commerce platforms have disrupted traditional retail stores.

Impact of E-commerce

E-commerce platforms have significantly affected traditional retail stores, particularly hypermarkets.

Hypermarkets have experienced a continuous decline in non-food product sales, which are crucial for higher profit margins.

Financial Challenges Faced by Supermarkets

This section highlights the financial challenges faced by supermarkets due to high operating costs.

High Operating Costs

Supermarkets face high operating costs, including employee salaries, energy expenses, and maintenance.

To cover these expenses, supermarkets need to achieve a minimum profit margin.

However, many supermarkets struggle to generate sufficient profits due to intense competition and changing consumer preferences.

The transcript ends here.

New Section

This section discusses the profit margin and efforts to compensate for operating expenses.

Profit Margin and Operating Expenses

The current profit margin is at 16%, but the overall margin of 10.81% from all twelve products is not enough to cover operating expenses. Efforts are being made to compensate for this by focusing on products and departments that generate higher margins.

The profit margin for some products is at 42%.

The profit margin is currently at 30%.

Some products have a profit margin of 25%, and suppliers are also participating in cost-cutting efforts. Cyril Bourdeau does not purchase his own products.

New Section

This section discusses the role of central purchasing in negotiations with suppliers.

Central Purchasing and Negotiations

Carrefour's group of 5,300 stores has entrusted commercial negotiations to their central purchasing department. Many European groups have similar central purchasing departments.

These central purchasing departments create an economic dependence on suppliers towards large retailers, leading to a negotiation imbalance.

New Section

This section highlights the tough negotiation tactics employed by specialists in negotiations.

Tough Negotiation Tactics

Marouane Mairie and Sylvia Bravard, negotiation specialists, employ aggressive strategies during negotiations, often starting with insulting tirades against the company they are negotiating with. They previously worked for major suppliers in the agri-food industry.

Negotiations with large-scale retailers are known to be among the toughest in Europe, especially for companies already generating billions of euros in revenue in France. E.Leclerc, for example, represents 25% of a supplier's revenue. The main focus of negotiation is price reduction and promotional costs.

New Section

This section discusses the negotiation process and unconventional methods used by some retailers.

Negotiation Process and Unconventional Methods

Negotiations with large retailers often take place in small rooms or boxes to obtain lower prices from suppliers. Some retailers may employ unconventional methods such as adjusting room temperature or using unstable chairs to create discomfort during negotiations.

A director of a central purchasing department once mentioned the importance of "breaking the legs" of suppliers before negotiating with them, using derogatory language throughout the negotiations. Sexist remarks are not uncommon during these negotiations.

Suppliers may choose to either confront such behavior or try to maintain a sense of humor to secure an agreement due to the significant power imbalance between retailers and suppliers.

New Section

This section explores why suppliers accept lower prices each year despite the negative impact on their businesses.

Acceptance of Lower Prices

Suppliers accept lower prices each year due to the imbalance in bargaining power between retailers and suppliers. Retailers deny employing such negotiation tactics, but between 2013 and 2020, they obtained €2.3 billion in price reductions from their top 90 suppliers. This price war has dramatic consequences for smaller businesses.

New Section

This section emphasizes the risks faced by suppliers who speak out against unfair practices.

Risks Faced by Suppliers

Speaking out against unfair practices poses risks for both individual suppliers and their employees. However, remaining silent about these practices can also lead to significant harm. The silence surrounding these practices may result in a mass massacre if no action is taken.

Suppliers often face demands from central purchasing departments, such as mandatory warehouse fees and permanent discounts on their products, which can range from 15% to 30%. This significantly impacts their profitability.

New Section

This section highlights the challenges faced by suppliers during negotiations with retailers.

Challenges Faced by Suppliers

Negotiations with retailers often involve discussions about increasing prices despite the supplier's production costs. Retailers may demand price increases of up to 3%, which can be economically unviable for suppliers.

Ignorance of the Police and Loss of Business

This section discusses the ignorance of the police regarding the consequences of not openly opposing certain movements, which leads to a loss for businesses.

Police Ignorance and Consequences

The police are ignorant and do not openly oppose movements without considering the potential consequences.

This lack of opposition results in a loss for businesses, such as losing customers.

Lack of Support for Small Businesses

This section highlights the lack of support for small businesses and their struggle to compete with larger corporations.

Challenges Faced by Small Businesses

Small businesses face challenges in decision-making and product pricing due to lack of support from authorities.

They struggle to compete with larger corporations that can offer cheaper products.

The focus on cheap products undermines the importance of supporting local producers.

Difficulties in Improving Margins

This section discusses the difficulties faced by businesses in improving their profit margins.

Limited Levers for Margin Improvement

Once businesses have purchased goods at low prices from suppliers, there are limited options left to improve profit margins.

Leveraging organization, reducing workforce costs, and optimizing store operations are some strategies employed.

Illegal Practice: Delit de Marchandage

This section exposes an illegal practice called "delit de marchandage" (illegal subcontracting) commonly found in hypermarkets.

Illegal Subcontracting Practice

The illegal practice known as "delit de marchandage" involves employees stocking shelves instead of focusing on other tasks like finding new markets or clients.

Employees spend 40% to 50% of their time stocking shelves instead of engaging in more productive activities.

Hidden Camera Investigation: Illegal Subcontracting

This section describes a hidden camera investigation into the illegal subcontracting practice in hypermarkets.

Exposing the Practice

A hidden camera investigation reveals an entrepreneur entering a hypermarket through a staff entrance and collecting his own products.

The entrepreneur's products are stocked on shelves by employees, diverting their time from other important tasks.

Inventory Pressure on Suppliers

This section discusses the pressure put on suppliers during inventory checks and the consequences of non-compliance.

Inventory Checks and Consequences

Suppliers are pressured to participate in inventory checks, even if it disrupts their operations.

Non-compliance may result in penalties or compensations demanded by retailers.

Small businesses fear losing contracts if they refuse to comply with such demands.

Abusive Practices in Retail Chains

This section highlights the abusive practices of retail chains towards their suppliers.

Abusive Practices Revealed

French and European retail chains have been regularly criticized for their abusive practices towards suppliers.

These practices are now being questioned within some hypermarket chains themselves.

Former Carrefour Executive Speaks Out

This section features an interview with a former Carrefour executive who speaks out about the destructive effects of large-scale distribution.

Insights from a Former Executive

The former executive shares his concerns about the destructive effects of large-scale distribution at various levels.

He believes there is a general silence surrounding this issue that needs to be addressed.

New Section

This section discusses the objective of generating sufficient margin to cover operating expenses and the efforts made to compensate with profitable products. The current margin is at 10.81% and there is a focus on high-margin products.

Objective: Generating Sufficient Margin (0:25:07 - 0:26:47)

The current margin of 10.81% has not generated enough profit to cover operating expenses.

Efforts are being made to compensate for this by focusing on high-margin products and departments.

The profitability of certain products and departments, such as the 42nd department, is being emphasized.

New Section

This section highlights the current margin percentage.

Current Margin Percentage (0:08:50 - 0:08:56)

The current margin percentage is at 30%.

New Section

This section discusses how suppliers participate in cost reduction efforts.

Supplier Participation in Cost Reduction (0:08:56 - 0:09:24)

Suppliers are expected to participate in cost reduction efforts.

Lower prices are demanded from suppliers to ensure low consumer prices.

Suppliers like Cyril Bourde do not purchase their own products but negotiate for better conditions.

New Section

This section explains the role of central purchasing agencies in negotiations.

Role of Central Purchasing Agencies (0:09:24 - 0:09:39)

Negotiations with suppliers are conducted by central purchasing agencies.

These agencies negotiate on behalf of multiple European groups.

Dependency on these distribution giants has been created due to these central purchasing agencies.

New Section

This section discusses the impact of central purchasing agencies on supplier dependency.

Supplier Dependency on Distribution Giants (0:09:56 - 0:10:26)

Central purchasing agencies have created an economic dependency of suppliers on distribution giants.

This has led to a phenomenon where suppliers rely heavily on these giants for their business.

New Section

This section introduces negotiation specialists Marouane Mairie and Sylvia Bravard.

Negotiation Specialists (0:10:35 - 0:11:02)

Marouane Mairie and Sylvia Bravard are negotiation specialists known for their aggressive strategies.

They start negotiations with insulting remarks towards the company they are negotiating with.

They have extensive experience working with major suppliers in the agri-food industry.

New Section

This section highlights the tough nature of negotiations with large-scale retailers.

Tough Nature of Retailer Negotiations (0:11:02 - 0:11:20)

Negotiations with large-scale retailers, especially at the European level, are known to be extremely challenging.

The negotiation power is significantly higher for retailers who contribute a significant portion to a supplier's revenue.

Price reduction is a key focus during negotiations.

New Section

This section explains the importance of price reduction and promotions in negotiations.

Price Reduction and Promotions (0:11:20 - 0:12:37)

Price reduction is a major point of negotiation, but promotions also play an increasingly important role.

Suppliers often bear a significant portion of promotional costs imposed by retailers.

Unconventional methods may be used during negotiations, such as uncomfortable meeting conditions or derogatory remarks towards suppliers.

New Section

This section discusses the power dynamics and reasons behind suppliers accepting lower prices.

Power Dynamics and Supplier Acceptance (0:13:09 - 0:13:40)

Suppliers accept lower prices each year due to the imbalance of power in negotiations.

Retailers refute the existence of such negotiation methods, but evidence suggests significant price reductions have been obtained.

This price war has dramatic consequences for smaller businesses.

New Section

This section highlights the risks faced by suppliers who speak out against unfair practices.

Risks Faced by Speaking Out (0:14:18 - 0:15:21)

Speaking out against unfair practices poses risks to both the supplier and their employees.

However, remaining silent about these practices can also lead to severe consequences.

The silence surrounding these practices may result in a mass destruction if no action is taken.

New Section

This section explains how suppliers are pressured into accepting unfavorable terms.

Pressure on Suppliers (0:15:01 - 0:16:02)

Suppliers face pressure from central purchasing agencies to accept additional costs, such as warehouse fees.

Discounts ranging from 15% to 30% are imposed on all products, significantly reducing profitability.

Annual negotiations continue to put pressure on suppliers' profit margins.

De Police

This section discusses the issue of Carrefour, a French retail company, imposing additional costs on its suppliers for delivery expenses.

Carrefour's Demand for Supplier Contribution

Carrefour estimates a surcharge of 60 to 70 million euros per year for delivery costs and wants its suppliers to bear this expense.

The company has compiled a list of its major suppliers and specified the amount it expects from each of them.

Carrefour plans to demand nearly 2.4 million euros from one particular industrial supplier.

A meeting was held at Carrefour's headquarters on December 2, 2015, with all concerned suppliers present.

Imposing Obligations on Suppliers

Carrefour management explained that delivering goods to their stores, especially smaller urban stores, is costly and claimed that suppliers must now cover these expenses.

They emphasized that this demand is not negotiable and that commercial negotiations for the following year will not begin until this demand is met.

Many suppliers refuse to comply with this requirement and are preparing for the possibility of not reaching an agreement with Carrefour.

Retaliation Plan by Carrefour

In anticipation of resistance from suppliers, Carrefour has devised a detailed retaliation plan.

The plan includes severing contacts with supplier sales teams, removing products from promotional catalogs, and implementing various levels of consequences if payment is still refused.

These consequences range from product range reduction to cutting off access to the company's IT systems (GPA) and ultimately delisting the supplier (Tipp-ex).

Comment faire financer sur coup aux fournisseurs le surcoût ya été estimé entre 60 et 70 millions d'euros par an demander aux fournisseurs de participer aux frais de livraison des magasins est une pratique courante mais l'imposer et illégale

This section highlights the illegality of Carrefour's demand for suppliers to bear the cost of delivery expenses and discusses the potential financial impact on suppliers.

Illegality of Imposing Delivery Costs on Suppliers

While it is common for suppliers to contribute to store delivery expenses, it is illegal to impose such costs on them.

Carrefour's request for suppliers to finance the estimated 60 to 70 million euros per year in additional costs is considered unlawful.

Carrefour's Financial Expectations from Suppliers

Carrefour aims to claim over 66 million euros from its suppliers.

The company has provided a breakdown of the expected amounts from each major supplier, with one industrial supplier being asked for nearly 2.4 million euros.

Ce cadre dirigeant salarié d'une multinationale étaient présents lors de cette réunion en face de nous sur l'estrade toute la direction générale de carrefour france les pour nous explique simplement que au carrefour le fait de livrer ses magasins notamment ses magasins de proximité ces petits magasins de

This section describes a meeting where Carrefour management justifies their demand for suppliers to cover delivery costs and expresses disbelief at the audacity of this request.

Meeting with Carrefour Management

A meeting was held at Carrefour's headquarters, attended by senior executives from various multinational companies.

The entire top management team of Carrefour France was present on stage during this meeting.

Justification for Delivery Cost Transfer

Carrefour management explained that delivering goods to their stores, especially smaller urban stores, is expensive.

They claimed that suppliers should bear these costs and emphasized that it is not a request but an obligation.

Carrefour stated that commercial negotiations for the following year will not commence until this demand is met.

Disbelief at Carrefour's Request

The suppliers present at the meeting found Carrefour's demand to be completely unreasonable and even illegal.

They were astonished that such a large retail company like Carrefour would make such a request in front of hundreds of witnesses.

Carrefour envisage dans un premier temps de rompre les contacts avec les équipes commerciales du fournisseur puis de retirer leurs produits des catalogues promotionnels et s'il refuse toujours de payer le groupe a imaginé la phase rouge cela commence par ce qu'ils appellent le des strates âge on met de côté certaines gammes de

This section discusses Carrefour's planned retaliation against suppliers who refuse to comply with their demand, including severing contacts, removing products from catalogs, and implementing further consequences.

Retaliation Plan by Carrefour

If suppliers refuse to pay the demanded amount, Carrefour plans to take several retaliatory steps.

Initially, they will cut off contact with the supplier's sales teams and remove their products from promotional catalogs.

If payment is still refused, Carrefour has devised a "red phase" which involves setting aside certain product ranges as a means to weaken the supplier.

Further Consequences for Non-compliance

If previous measures do not yield results, Carrefour may resort to cutting off access to their IT systems (GPA).

The ultimate sanction in their plan is delisting the supplier (Tipp-ex), either partially or entirely.

Le siège de carrefour est perquisitionné par les autorités françaises en 27 ans de carrière j'ai jamais connu une perquisition de cette ampleur ça l'est vraiment on a senti que vraiment les pouvoirs publics avaient conscience qu'il y avait quelque chose qui s'était passé qui était totalement hors normes

This section reveals that Carrefour's headquarters were raided by French authorities, indicating the seriousness of the situation and suggesting potential irregularities.

Raid on Carrefour Headquarters

French authorities conducted a significant raid on Carrefour's headquarters.

The scale of this raid was unprecedented in the experience of one individual with 27 years of professional career.

Authorities' Awareness of Irregularities

The raid indicated that the public authorities were aware that something extraordinary and outside normal boundaries had occurred at Carrefour.

Le groupe a été condamné en février 2021 à un million sept cent cinquante mille euros damende pour pratiques restrictives de

Accords internationaux et services fictifs

Cette section aborde les accords internationaux et les services fictifs dans le contexte de la grande distribution.

Les accords internationaux

Les accords internationaux sont des services fictifs qui n'ont pas lieu d'être.

Ces services sont payés par les industriels, ce qui se répercute sur le consommateur.

Si ces services n'étaient pas payés, la grande distribution serait en difficulté financière.

L'alliance AG2R

L'alliance AG2R réunit six distributeurs, dont Intermarché, l'allemand Edeka et le belge Colruyt.

Elle représente 24 000 magasins et un chiffre d'affaires de 140 milliards d'euros.

Cette alliance a une puissance de frappe inédite grâce à son système d'interdépendance.

Nestlé et les représailles

En 2018, Nestlé refuse les exigences d'AG2R.

En représailles, certains membres de l'alliance retirent une partie des produits Nestlé de leurs rayons.

Cela entraîne une perte importante pour Nestlé, représentant environ 20% de ses ventes avec l'alliance.

Pratiques commerciales abusives dans la grande distribution

Cette section met en évidence les pratiques commerciales abusives dans la grande distribution, en se concentrant sur le cas d'Intermarché.

Les centrales d'achat

Les centrales d'achat contrôlent les achats auprès des fournisseurs et la revente de la marchandise aux magasins.

Elles sont le centre névralgique des chaînes d'hypermarchés.

Les pratiques d'Intermarché

Les autorités françaises enquêtent sur les pratiques d'Intermarché, membre français de l'alliance AG2R.

En 2021, Intermarché est assigné pour pratiques commerciales abusives et se voit réclamer 150 millions d'euros d'amende par le ministère de l'économie.

Intermarché fait appel de cette décision et annonce son départ de l'alliance.

Redessiner la carte des alliances internationales

Le départ d'Intermarché et du distributeur allemand Edeka redessine la carte des alliances internationales dans la grande distribution.

Scandale dans les magasins franchisés Carrefour

Cette section met en évidence un scandale concernant les magasins franchisés Carrefour.

Découverte du scandale

Jérôme Coulombel, ancien employé de Carrefour, découvre un scandale qui concerne une grande partie des magasins franchisés du groupe.

Il décide de défendre les intérêts des indépendants.

Le cas de Sylvain Couvreux

Sylvain Couvreux est propriétaire d'un magasin franchisé Carrefour.

Il constate une faible rentabilité malgré une bonne croissance économique au sein de l'enseigne.

Le système mis en place par Carrefour

Selon Jérôme Coulombel, Carrefour aurait mis en place un système qui permet à l'enseigne de s'accaparer la majeure partie de la marge des magasins franchisés.

Les conditions d'achat ne seraient pas les mêmes que celles des hypermarchés du groupe.

Conséquences pour les franchisés

Les magasins franchisés subissent un manque de rentabilité important en raison de ce système.

Certains commerçants se sentent découragés et envisagent même de quitter l'enseigne.

Conclusion

La grande distribution est confrontée à des problèmes tels que les accords internationaux et les pratiques commerciales abusives. Les alliances entre distributeurs jouent un rôle clé dans ces dynamiques. De plus, les magasins franchisés peuvent être victimes de systèmes qui réduisent leur rentabilité. Ces problèmes nécessitent une attention particulière pour assurer une juste répartition des bénéfices au sein de la chaîne d'approvisionnement.

Impact of Amazon on the Retail Industry

This section discusses the impact of Amazon on the retail industry, particularly in terms of modernization and digital transformation.

The Need for Investment in Modernization and Digital Transformation

Traditional retailers are facing the need to invest in modernizing their stores and embracing digital transformation.

They have fallen behind in the digital revolution, while online platforms like Amazon have gained significant market share.

Amazon aims to be a total retailer, catering to all consumer needs, including food.

Amazon's Entry into the Food Retail Sector

Amazon recognized that food is one of the largest household expenses and decided to enter the food retail sector.

In the United States alone, the food market represents $900 billion annually.

By acquiring Whole Foods for $13.7 billion, Amazon officially became a player in the grocery industry.

Changes Introduced by Amazon

After acquiring Whole Foods, Amazon started lowering prices on various products such as avocados, bananas, and chicken.

Suppliers were informed that their products might be too expensive for Amazon and were asked to lower prices.

Whole Foods became a platform for Amazon to learn about grocery retailing.

Introduction of Amazon Fresh Supermarkets

Three years later, Amazon launched its own supermarket chain called "Amazon Fresh."

These supermarkets offer a tailored shopping experience with a focus on fresh produce and baby products.

Customers can also pick up or return packages they purchased from Amazon's website at these supermarkets.

Utilizing Technology for Customer Insights

Advanced technology is used in these supermarkets to enhance customer experience.

Products are automatically scanned and instantly accounted for using software payment systems.

This technology allows tracking customer behavior minute by minute and centimeter by centimeter.

E-commerce Giants Dominating the Global Food Market

This section explores how e-commerce giants like Amazon and their Chinese counterparts are aiming to dominate the global food market.

Expansion of E-commerce Giants in China

In addition to opening physical stores, Chinese e-commerce giants aim to control the entire food supply chain.

One example is JD.com, the second-largest Chinese company after Alibaba, which entered the food sector in 2018.

Targeting Tech-Savvy Consumers

These companies target a new generation of affluent and tech-savvy Chinese consumers who seek more information and services.

Transparency is a key strategy for gaining consumer trust, especially in a country with a history of food scandals.

Conclusion

Amazon's entry into the retail industry has disrupted traditional retailers and forced them to invest in modernization and digital transformation. With its acquisition of Whole Foods and launch of Amazon Fresh supermarkets, Amazon has made significant strides in the food retail sector. Similarly, e-commerce giants in China are also expanding their presence in the global food market. The use of advanced technology allows these companies to gain valuable customer insights and provide tailored shopping experiences.

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Doit

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Alors présenter à conserver nos disques à manger

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En France détruire des aliments encore consommables est interdite mais ces produits sont la propriété d'Amazon Europe dont le siège social est installé au Luxembourg ni là-bas ni en Slovaquie la loi n'interdit de telles pratiques

This section is in French and the speaker talks about the destruction of consumable food products by Amazon Europe.

In France, it is prohibited to destroy consumable food products, but these products are owned by Amazon Europe, whose headquarters are located in Luxembourg. Neither there nor in Slovakia, the law prohibits such practices.

Amazon fait savoir que pour des raisons de sécurité sanitaire il leur serait difficile de donner une seconde vie à leurs produits alimentaires retournés par les clients le groupe précise que le renvoi de marchandises comestibles représenterait moins de 1% des retours clients grâce à ce service satisfait ou remboursé le groupe américain contrôlerait aujourd'hui environ 10% des ventes de produits de grande consommation en France ses concurrents qu'on croyait cantonné au monde du e-commerce ce sont des concurrents potentiels sur l'ensemble des marchés de consommation et il faut faire très très attention parce que leur

This section is in French and discusses Amazon's difficulty in giving a second life to returned food products due to sanitary safety reasons. It also mentions that Amazon controls around 10% of consumer goods sales in France.

Amazon finds it difficult to give a second life to returned food products due to sanitary safety reasons. The return of edible goods represents less than 1% of customer returns through the "satisfied or refunded" service. Amazon currently controls around 10% of consumer goods sales in France. Competitors previously thought to be limited to the e-commerce world are potential competitors across all consumer markets, and caution must be exercised.

Force repose sur des mécanismes économiques de nature cumulatif la compétitivité liée à la taille donc plus vous êtes gros plus vous devenez compétitif et plus il est difficile pour ceux qui ont pris du retard de vous rattraper donc on observe d'année en année que l'écart se creuse en Europe une vente alimentaire sur dix

This section is in French and discusses how competitiveness is linked to size, making it difficult for smaller players to catch up.

Competitiveness is based on cumulative economic mechanisms, with size playing a crucial role. The larger a company becomes, the more competitive it becomes, making it difficult for smaller players to catch up. This leads to a widening gap in the European market, where one out of ten food sales is affected.

Se fait désormais sans que le consommateur ne met les pieds dans un magasin pour tenter de rester dans la course les acteurs historiques tentent de copier le modèle des géants du e-commerce en accélérant notamment la course à la livraison

This section is in French and discusses how consumer behavior has shifted towards online shopping and how traditional retailers are trying to compete by adopting the model of e-commerce giants.

Consumer shopping habits have changed, with many now opting for online shopping instead of visiting physical stores. To stay competitive, traditional retailers are trying to emulate the business model of e-commerce giants, particularly by focusing on fast delivery.

Le groupe Casino a lancé un hypermarché entrepôts ou un balai de robot est désormais capable de préparer une commande en moins de six minutes un dark store nécessite très peu de personnel cette baisse de fréquentation dans les magasins affaiblit davantage encore la santé économique des hypermarchés

This section is in French and discusses how Casino Group has launched a warehouse hypermarket where robots can prepare orders in less than six minutes. The decrease in foot traffic in stores further weakens the economic health of hypermarkets.

Casino Group has introduced a warehouse hypermarket where robots can prepare orders in less than six minutes. Dark stores, which require minimal staff, are becoming more common. The decline in foot traffic in physical stores further undermines the economic viability of hypermarkets.

L'avenir des trente-quatre mille salariés des magasins allemands Real est donc en sursis en France Carrefour a annoncé vouloir supprimer 3000 postes dans le cadre d'un plan de départs volontaires

This section is in French and mentions that the future of thirty-four thousand employees at German Real stores is uncertain. In France, Carrefour has announced plans to eliminate 3,000 positions through voluntary departures.

L'avenir des trente-quatre mille salariés des magasins allemands Real est donc en sursis en France Carrefour a annoncé vouloir supprimer 3000 postes dans le cadre d'un plan de départs volontaires

The future of thirty-four thousand employees at German Real stores is uncertain. In France, Carrefour plans to eliminate 3,000 positions through voluntary departures.

Au chant souhaite se séparer de 700 employés si on continue anticipé qu'une partie du du commerce physique ce transfert vers le e-commerce la l'intensité en emploi dans le e-commerce est sans commune mesure avec l'intensité en emplois dans les magasins c'est un rapport de 1 à 4 et le potentiel de l'automatisation dans les entrepôts du

This section is in French and discusses Auchan's plan to separate from 700 employees. It also mentions the difference in employment intensity between e-commerce and physical stores.

Auchan plans to separate from 700 employees. There is an anticipated shift from physical commerce to e-commerce, with a significant difference in employment intensity between the two. The ratio of employment intensity between e-commerce and physical stores is approximately 1 to 4. Automation potential in warehouses plays a significant role.

E-commerce il est considérable et donc on peut craindre effectivement que dans les prochaines années le secteur du commerce de détail sur un secteur qui détruisent de l'emploi l'emploi peu qualifié déclare pascal et des retraites passe technologie nang et skip checkout

This section is in French and discusses the considerable impact of e-commerce on the retail sector, potentially leading to job destruction, particularly for low-skilled workers.

The impact of e-commerce on the retail sector is significant, raising concerns about job destruction in the coming years. Low-skilled