The expert served as CEO of Biedronka from 2000–2010 and COO of Biedronka International from 2010–2015. He currently consults on the Polish grocery market, with a focus on the challenges of rapid store expansion and the evolution of the competitive landscape.
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To answer your question, the key to Biedronka's success was doing things a bit differently from other discount stores at that time. Stores like Leader Price were leaders at that time. They tried to offer the lowest price for the best possible quality. However, my team and I took a different approach. We offered the highest quality at the lowest possible price. We focused on quality, created a large team for quality control, and even placed quality controls in factories. We embarked on a journey to offer quality at the lowest possible price.
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When I left, there were 2,700 or 2,800 stores and Biedronka decided to slow down its expansion. They chose to avoid cannibalization of their stores.
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Their significant reduction in expansion allowed Dino to seize the opportunity to continue opening stores in areas where Biedronka was not present, primarily rural areas and locations not typically targeted by Biedronka.
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The expert served as CEO of Biedronka from 2000–2010 and COO of Biedronka International from 2010–2015. He currently consults on the Polish grocery market, with a focus on the challenges of rapid store expansion and the evolution of the competitive landscape.
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