Economic and Transitional Impact of Food Retail Investments: Evidence from the Czech Republic...
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Economic and Transitional Impact of Economic and Transitional Impact of Food Retail Investments:Food Retail Investments:
Evidence from the Czech RepublicEvidence from the Czech Republic
LiesbethLiesbeth DRIES & Vlaho KojakovicDRIES & Vlaho Kojakovic
WB-CEI-FAO Workshop on Agriculture, Agri-business and the Retail Sector in South-East
Europe, Sarajevo, 24-26 May 2004
IntroductionIntroduction
Are CEEC experiencing a similar rapid retail transformation as observed in other developing regions since the start of transition?
Recent developments in Recent developments in other regions (L-Am; Asia; other regions (L-Am; Asia; Africa)Africa)Dramatic rise in market share of
supermarkets and modern retail sector
MultinationalizationInter-country as well as intra-country
supermarket diffusionConcentrationImportant changes in procurement
systems
Rise of modern retail Rise of modern retail sectorsector Three phases:
– Communist period: state owned retail and procurement system
– Transition period: initial privatization and breakdown of highly concentrated system into separate units that soon start to merge and form small private chains. Very limited FDI inflows.
– Globalization period: Extensive investments of foreign retail chains and rapid rise of modern retail sector
Transition and globalization period – difference between countries depends on reforms
Rise of modern retail Rise of modern retail sectorsector
Rise of modern retail Rise of modern retail sectorsector
MultinationalizationMultinationalization
MultinationalizationMultinationalization
MultinationalizationMultinationalization
MultinationalizationMultinationalization
Dynamic diffusion of FDI Dynamic diffusion of FDI over CEE countriesover CEE countries
Before global chains: retailers from neighbouring countries
First wave: Central Europe (CZ, PL, HU), Globalization period started second half 1990s; then Croatia: globalization period started 2000; then Russia: globalization period started 2001/2
Spread to secondary Spread to secondary cities (and small towns)cities (and small towns)
Russian Federation:– Pyaterochka: Sint-Petersburg (1999) –
Moscow (2001) – Regions (2002)– Perekrestok: Moscow (1995) – Moscow region
(1999)– Sedmoi: Moscow (1994) – Moscow region
(2003)– Spar: Moscow (2000) – Regions (2002/3)– Ramenka-Ramstore: Moscow (1997) –
Moscow suburbs (2003) – regions (2003)
Consolidation - emergingConsolidation - emerging
Expect acquisitions and mergers that will concentrate supermarket sectors.
‘Weapons’ of competition:– Organizational change in procurement– Format diversification
Format diversificationFormat diversification
Format diversificationFormat diversification
Format DiversificationFormat Diversification
Russian Federation:– Perekrestok: SM(1995) – Discount (1998) –
HM (2002)– Sedmoi: SM (1994) – HM (2003)– Spar: SM (2000) – HM (2002)– Metro: Cash & Carry (2001) – HM (2004)
What drove the What drove the “supermarket revolution”“supermarket revolution” Demand-side incentives:
– Urbanization– Reduction of effective food prices (mass procurement
& efficient merchandising) Demand-side capacity:
– Per capita income growth– Growing access to refrigerators, cars, ...
Supply-side:– Driven by mainly European retail investments
following FDI liberalization & demand-side changes
What drove the What drove the “supermarket “supermarket revolution”?revolution”?
What drove the What drove the “supermarket “supermarket revolution”?revolution”?
The future: convergence?The future: convergence?
CEE: Catching-up of lagging first wave and second wave countries
The future: convergence?The future: convergence?
Change of procurement Change of procurement system – under system – under CommunismCommunism High CZECH/SLOVAK processed P food R CZECH/SLOVAK O fresh C U R E M E N T CROATIA Processed Food CROATIA fresh Low
Low RETAIL High
Change of procurement Change of procurement system – during transitionsystem – during transition
Dismantlement of the state-run and collectivized components of the retail procurement system
Private general-line wholesalersImports
Change of procurement Change of procurement system – globalization system – globalization periodperiodInitially: retailers buy from local
wholesalers and importersShift to centralised procurement
systems: Build distribution centra:– Czech Republic: Delvita (1995); Ahold
(2001); Tesco (2003)– Russian Federation: Pyaterochka SPB
(2002) & Moscow (2003); Metro (3DC in 2002); Ramenka (DC Moscow & regions)
Change of procurement Change of procurement system – globalization system – globalization periodperiodShift toward cross-border systems:
– Coordinate procurement over DCs in different countries of operation:
Ahold Central Europe Ahold CEE Fresh
– Wholesalers ‘follow’ retail chains over the borders
E.g. Ceroz (CZ) enters Slovakia in 1998
Change of procurement Change of procurement system – globalization system – globalization periodperiodShift toward specialized/dedicated
wholesalers (specialized in product category, dedicated to supermarkets):– First, offer services (packaging, quality
control)– Second, from spot market to list of
preferred suppliers to outgrower schemes– Third, JV retail chain-wholesale firm
Change of procurement Change of procurement system – globalization system – globalization periodperiodShift toward preferred supplier
systems to select producers meeting quality and safety standards and lower transaction costs
Shift toward private safety and quality standards– Differences between countries
Impact on farmers - Impact on farmers - evidence from the Czech evidence from the Czech RepublicRepublicData:
– Focus on FFV sector– Interviews with different actors in the
food retail chain: food retailers, wholesalers, agricultural producers and producer marketing organisations.
– Survey of 250 FFV growers, March-April 2004
The development of The development of producer marketing producer marketing organisations: PMOorganisations: PMODevelopments in Food Retail
sector are main driving force behind organisation of farmers:– 4 out of 5 interviewed Producer
Marketing Organisations for FFV indicate as main reason for their establishment: to gather sufficient quantity and product varieties to satisfy the requirements of big supermarket chains
Importance of PMO in FFVImportance of PMO in FFV
Marketing of vegetables:– 5 PMO– 15% of total sales of vegetables– 85-90% sold to supermarkets
Marketing of fruits:– 3 PMO– 50% of total fruit sales– 60% sold to supermarkets
Potential benefits of PMO Potential benefits of PMO to growersto growers Bargaining power Services
Extension service (55%) Storage, sorting, packaging facilities (60%) Access to information (73%) Facilitated access to inputs through payment
guarantee program with input suppliers Preferred position to apply for bank loans
(repayment certainty) ...
BUTBUT
Not all farmers may be able to become members of PMO:– ZN Fruit: new members are screened:
quality is most important, SISPO label is required
– CZ Fruit; Litozel: varieties/assortment of new members needs to fit requirements
– Members with storage/sorting/packaging equipment preferred
Marketing of FFVMarketing of FFV
Supermarkets buy FFV from(Czech Republic):– 60% wholesalers– 5% direct from growers– 15% PMO– 20% Imports
Marketing of FFVMarketing of FFV
Grower survey:– Local market: 67% - relatively more FF– Industry: 50% - relatively more Ltd.– Wholesalers: 45% - relatively more Ltd.– Supermarkets direct: 8% - relatively
more Ltd.– PMO 19% - relatively more coop/JSC– Other 6%
Contracts with WS / SMContracts with WS / SM
40% Ltd. have contract with SM/WS - other legal structures less than 30%
Types of contracts:– Preferred supplier
SM: quality; payment method; penalties; safety WS: quantity & quality
– Post-harvest SM: quantity; quality; frequency of deliveries; price WS: quantity; quality; frequency of deliveries;
payment
Public versus private Public versus private standardsstandards
Impact on InvestmentsImpact on Investments
A lot of investments – mainly with own resources
No supplier credit Bank loan guarantees limited – mainly
PMO not WS/SM Growers supplying to PMO/WS invest
more Growers supplying local market invest
less
Impact on QualityImpact on Quality
Impact on QualityImpact on Quality
Significant higher quality delivered to SM
Growth in high quality production 2000-2003 for growers supplying SM since 2000
Decline in high quality production 2000-2003 for growers delivering to local market in 2000
Impact on GrowthImpact on Growth
No significant impact on growth in production for growers that supply to WS/SM/PMO
Concluding commentsConcluding commentsImplications for policy-makers
and international organizations are important, and the issues are complex
How to create a “win-win” situation ?
What role can governments play in this process ?
Which actions can international organizations take ?