Insight Retail Edition 012 by INSIGHT PUBLICATIONS

ISSUE 08 / OCTOBER - DECEMBER 2014

EDITION 012 | FEBRUARY -APRIL 2016

Unlocking Africa’s retail opportunities BE PART OF THE DISCUSSION BOOK TODAY TO RECEIVE 15% DISCOUNT | QUOTE: AFRA15 T: +44(0)203 033 2020 W: www.retailcongressafrica.com E: info@retailcongressafrica.com

Bakery innovation & evolution in retail

Mergers & Take-Overs Leasing transforms retail sector

RATEGY DIRECTOR | PICK N PAY Jeremy Hodara CO-CEO | AFRICA INTERNET HOLDING

- Case study outlook

ANAGING DIRECTOR RETAIL ESTATE | MR PRICE Ramanathan Hariharan CEO | MAX, LANDMARK GROUP

>> Dos & Don’ts Retail Technology trends

S SOUTH AFRICA Christine Service COUNTRY MANAGER | DISNEY

Dispensing trends in Retail PART OF THE

BROUGHT TO YOU BY:

- Milk , Water & Cooking oil

4th >>Retail Payment Trends 2014 2nd

- Omni-Channel retailing • North Rift Region • Central Rift Region • Nairobi Region

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INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

COMING UP

Retail Consortium +254 735 350 690 | info@insightretails.com 2

INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

CONTENTS ISSUE 08 OCTOBER - DECEMBER 2014

PG 20 07 / NAKU SACCO

CONTENTS 08 / LEASING CASE STUDY - TUMAINI 10 / TOMBAKE ENTRY TO KENYA

EDITION 012 – BAKE CONSULT 12 / BAKE CONSULTANCY FEBRUARY - APRIL 2016

14 / ONE STOP BAKERY SOLUTIONS SHOP 15 / BAKERY ACCESSORIES

PG 12

16 / OMNI CHANNEL RETAILING 19 / OIL DISPENSING CONCEPT

Pg 8. Retail Management 20 / WORLD CLASS SERVICE - WELLS FARGO 21 / WATER Pg 12. RetailDISPENSING CustomerCONCEPT Service 26 / GETTING BAKERY RIGHT FOR RETAILERS

Pg 14.

Payment Trends

28 / RETAIL LEADERSHIP

Pg 20. Mergers Insight 29 / RETAIL FORUM 2015 CALENDAR 30 / RETAIL IN UGANDA Pg 22. CEO Profile

PG 14

31 / RETAIL STATISTICS

Pg 24. Retail Outlook 34 / RETAIL CONGRESS

Subscribe for your next Issue: details on Pg. 33 See See details on Pg. 18

PG 24 4

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+254.735.350.690 +254.725.350.690

EDITOR’S NOTE ISSUE 08 / OCTOBER - DECEMBER 2014

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Dear Reader,

EDITION 012 | FEBRUARY -APRIL 2016

Happy New Year! Unlocking Africa’s retail opportunities BE PART OF THE DISCUSSION

It is with great delight that we welcome you to the 12th Edition of Insight Retail magazine, a quarterly publication for the retail industry in East Africa which shares on trends and the best practices with global benchmark to the industry.

BOOK TODAY TO RECEIVE 15% DISCOUNT | QUOTE: AFRA15 T: +44(0)203 033 2020 W: www.retailcongressafrica.com E: info@retailcongressafrica.com

Bakery innovation & evolution in retail

INSPIRATIONAL SPEAKERS INCLUDE:

Mergers & Take-Overs Leasing transforms retail sector

- Case study outlook

>> Dos & Don’ts

Dispensing trends in Retail

CO-SPONSOR:

MEDIA PARTNER:

PART OF THE

BROUGHT TO YOU BY:

- Milk , Water & Cooking oil

2nd

Retail Technology trends - Omni-Channel retailing • North Rift Region • Central Rift Region • Nairobi Region

4th December

2014

>>Retail Payment Trends

INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

EDITORIAL & ADVERTISING

Insight Retail East Africa CONTRIBUTORS Jasper Ouma Renee Nganga Evans Nyangena Lisa Dorward EDITOR Maureen Musili DESIGN/LAYOUT Judith Okong’o

In this edition, we share the insights of Take over’s, mergers and acquisition on do’s and don’ts which the partaker has to undertake before making that ultimate decision cum the payment platforms and retail trends for 2016. In retail events Outlook 2016, please find our Event Calendar -2016 for your consideration to participate on our Retail events and get to share with Solution providers and peer retailers. Coming up for Q1/2016 will be North Rift and Central Rift Conferences scheduled tentatively for Feb & March respectively while on May’16 we will host of Retailers Forum 2016 in Nairobi. On Subscription to our publication, we have added some benefits attributed to the same which include getting the publications, getting listed on Retail directory, attend our events free and a nominal membership in our Retail consortium clusters coming up! Finally, we thank our readers and entire retail industry stakeholders for your continued support and contribution which has taken us this far. We do wish you all the best in Q2, 2016… Happy Reading!

Reproduction in whole or in part without the written permission of Insight Retail is strictly forbidden. The greatest care has been taken to ensure the accuracy of information in this magazine at the time of going to press, but we accept no responsibility for omissions or errors.The views expressed in the magazine are not necessarily those of Insight Retail or Retail Interchange Centre. Retail Interchange Centre Ltd P.O. Box 36106 City Square 00200 Nairobi, Kenya +254 725 350 690 +254 735 350 690 email: info@insightretails.com www. insightretails.com www.insightpublication.org

Managing Editor – Titus Korir

QUOTE OF THE SEASON “Businesses often forget about the culture, and ultimately, they suffer for it because you can’t deliver good service from unhappy employees.” - Tony Hsieh, Founder of Zappos.com We welcome your feedback and suggestion through our email: retail@insightretails.com.

INSIGHT RETAIL #12from | FEBRUARY - APRIL 2016 Our publication is also available online the web links below www.insightretails.com | www.insightpublication.org

Milk Dispensers

DISPENSING IN RETAIL

PRODUCTS ON TAP

THE OIL DISPENSIN CONCEPT

DISPENSING

oday, many city residents have fast embraced the concept of dispens dispensing machines (ADMs) which have given milk consumers an fresh milk. Behind the ADM- Italian borrowed concept is Farming Sol the dispensing concept further.

According to Geoffrey Gitonga, the company’s chief executive, retailers can retailing edible oil, yogurt and fermented milk popularly known as ‘Mala’. This venture into an oil dispensing pilot project. “Our feasibility studies have shown and quality edible oil,” he explains.

fast embraced the concept of dispensing milk through the now all popular automated During a recent retailers’ held in Mombasa County, while visiting which have given milk consumers an opportunity toconference purchase clean and affordable further roll out the concept was presented to replace the manual oil dispensin lian borrowed concept is Farming Solutions Limited, a company which has diversified enable consumers purchase the commodity.

Our Automated Dispensing Machines provide five distinct value

Benefits of Dispensers’ in retail benefits toinclude Retailer as follows:-

any’s chief executive, retailers can invest in ADMs not only for milk but also for milk popularly known as ‘Mala’. This quest to diversify has seen Farming Solutions “Our feasibility studies have shown that customers are in need of affordable, clean

in Mombasa County, while visiting some of the local retailers, the opportunity to CROWD PULLER PRODUCT PRICE NO COINS NEEDED to replace the manual oil dispensing practice that the retailers using to The automated dispenser REDUCTION have beenThe new automated increases traffic into your The automated dispenser dispensers are operated y. shop. Consider this; milk is eliminates the process of using a digital display a must-buy item for most people – this translates into increased sales of other items in the shop.

packaging, thus allowing for the product to be sold at a much cheaper rate.

control panel. One simply needs to input the amount required and the product is dispensed.

Celian House, Embakasi Village Mezzanine Floor, Room No. 6

+254 722 249 600 www.farmingsolutionsltd.com

enser ess of ing for d at a te.

NO COINS NEEDED The new automated dispensers are operated using a digital display control panel. One simply needs to input the amount required and the product is dispensed.

+254 722 249 600

AFFORDABILITY Automated dispensers sell small quantities of essential commodities (like milk) for as little as Kshs. 1.00. This not only makes it affordable but is able to cater for clients on varied budgets and needs.

ECO-FRIENDLY The automated dispensers are eco-friendly as the customer can reuse or refill using plastic or glass containers. This reduces pollution of the environment.

Celian Embakasi INSIGHT RETAIL #12 | FEBRUARYVillage - APRIL 2016Next to Total Petrol Station 6 House, Mezzanine Floor, Room No. 6

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INSIGHT RETAIL FEBRUARY | - APRIL, 2015 25 INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016 7

RETAIL MANAGEMENT

Managing Small Retail Stores it, and to be left alone when they don’t. One of the key findings of LBW’s study was that shoppers make choices based on “the experience they want to have, not just the merchandise they want to buy.” 3) Customer Loyalty Is Harder to Keep All the hype about branding notwithstanding, it is increasingly difficult to develop customer loyalty in today’s marketplace. Modern shoppers are promiscuous; they like to shop around. If you want a customer’s loyalty, you must give more than mere product satisfaction. They want an enjoyable, stress-free shopping experience. In addition to a great atmosphere and excellent customer service, what rated highest with consumers was trust that the store will stand behind its merchandise. This means a fair and consistent return policy, for one thing.

By Lisa Dorward, Demand Media

he rules for attracting customers to small, independently owned retail stores have changed dramatically in recent years. Competition from megaretailers and online stores has left small businesses scrambling for their share of the market. There is no longer a choice as to whether a small retail store should also have an online presence; it’s a must. For today’s retail customers, convenience is king. But there’s more to it than that. Long-standing rules for attracting and keeping retail customers are giving way to new trends in a rapidly changing retail landscape of which retailers must undertake include:1) Low Price Is No Substitute For Quality Many small business retailers feel that they have to cut prices to compete with larger retailers, especially in a tight economy. This often means they must also cut back on labor and other expenses that impact the quality of customer service. This is not the right approach. The LBW study found that only 36 percent of retail customers thought price was the most important consideration when making a purchase,

Retailers must respond rapidly to changing technologies” while 42 percent thought that quality and excellent service were most important. 2) Customer Service Is Key Although retail customers are embracing technology in increasing numbers every year, there is still no substitute for knowledgeable, reliable customer service from real human beings. One thing that hasn’t changed through the years is the fact that stores willing to invest in a well-trained staff will have an edge over those that skimp on training. This is especially true for small businesses with only a couple of employees. Customers are not influenced by mere “friendliness;” they want insightful and well-informed service when they need

INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

Evidence shows that whatever you lose through a liberal return policy, you will more than make up for in customer loyalty. 4) Virtual Doesn’t Trump Reality There is no doubt that Internet shopping has forever changed the face of retail. According to a study conducted by Deloitte, LLP in 2010, “The Next Evolution: Store 3.0,” online retail sales are increasing at a rate of 20 percent each year, while traditional retail sales are lagging far behind at only 3 percent. However, according to Leo Burnett Worldwide (LBW) published study, “Reimagining the Retail Store,” only 17 percent of retail customers said they preferred shopping online, while 50 percent said that online shopping alone was undesirable. The answer lies in having both. To stay competitive, small business retailers need a well-maintained interactive website that has seamless functionality between the website and the physical retail store.

INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

Leading the Way in

Refrigeration , Butchery, Supermarket Solution Bakery & Commercial Kitchen Equipment BAKERY

REFRIGERATION

ROTARY OVENS.SLICER.MIXER.DOUGH SHEETER.DONUT ROBOT FRYER. PIZZA OVEN.DECK OVENS.BREAD TROLLEYS.PROOFER.BREAD RACKS

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OTHER PRODUCTS

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INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

RETAIL SERVICE

Customers Shouldn’t Pay for Our Mistakes “Why are we wasting their time?” “What can we do to prevent this from happening in the future?” Hint: Firing the cashier is not the correct answer! Cashiers are human, and just like everybody else, they will make the occasional mistake. I don’t think anyone can be too upset about a simple mistake. The cause for upset, in the scenario above, is that the cashier was not empowered to correct the mistake while the customer was standing in front of her, and he was inconvenienced.

By Jasper Ouma – DMS Trainer

here are two critical questions that must be asked whenever a new policy or procedure is put in place. In fact, it’s a good idea to review current policies and procedures and ask these questions about them as well. And the critical questions are... “How will this policy or procedure affect our customers?” and “How will this policy or procedure affect our employees?” When you ask these questions, and you pay close attention to the answers, there is a very good chance you will uncover some important issues. Too many policies and procedures, in place today in retail stores, were developed without the customers or the employees in mind. Some POS systems have built in problems that negatively affect both of these important groups. Below is a short story to illustrate the point.... A customer was standing in a long, long checkout line waiting to pay for the items he had selected. When it was finally his turn, the cashier made an error. After he paid, the cashier realized that she had charged him twice for the same item - not a lot of money was involved. It was a simple error. Not lack of training…just a mistake. Humans make mistakes.

“People who say it cannot be done should not interrupt those who are doing it.” ~ George Bernard Shaw Not so simple to correct it though. No... even though the mistake was identified by the cashier immediately, the customer was told he had to take his purchased items and receipt to the ‘Customer Service’ desk at the other side of the store because there was absolutely no way the cashier could take care of it.

Management has done something wrong; something that should be fixed. Perhaps the POS could have an ‘adjustment’ key, or maybe an ‘easy fix’ key? Or, how about an ‘I made a mistake and I just need to fix it’ key? We joke, but it is serious. Whatever you do, don’t hinder your people. Don’t make it impossible to give excellent service to your customers. And, don’t make shopping difficult because, when you’re playing with a customer’s time...you’re playing to lose. We can hear it now...”but we couldn’t do that, it’s crazy to let cashiers have that kind of access; to have that kind of control”. Really? Do you really think that a dishonest cashier is going to be completely shut down by making sure she can’t fix her own mistakes? Of course, you need to have some checks and balances in place. Of course, you don’t want to provide opportunity for theft. No one is suggesting that you give away the store. Only that you give due consideration to these things and don’t let the solutions come at the expense of your customers and employees.

That is why the critical questions, mentioned above, must be asked...and answers When he arrived there, he had to stand seriously considered. If you know that cusin another line up to get his money back. tomers and employees are going to be Here’s the thing. Many people reading this negatively affected by a procedure...then will say “Well, what else could they do?” or go back to the drawing board and come “How else could that be handled?” up with a better one. It’s in your best interWhat we would say...and what we would est to do whatever it takes to remove the encourage you to say is... roadblocks to excellent service. ***** “Why are we making the customer pay for our mistake?”

INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

TECHNOLOGY TRENDS

INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

BUTCHERS INSIGHT

INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

TECHNOLOGY TRENDS

INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

COVER STORY

The future of payments technology

5 reasons why your business should consider online payments.

f the recent dispute between Uber and the Kenya Taxi Cab Association is anything to go by, it is evident that businesses need to keep innovating and adapting to changes in the business environment. Uber, which is an app-based taxi-hailing company, has shaken up the transport industry in Kenya. The company has disrupted how conventional taxis operate by offering relatively lower costs and using modern technology to connect the riders to the drivers. This change, though not welcome by all, is a clear indication that digital disruption is on the rise and is shaping how businesses operate. Technology has changed our lives tremendously. We use the interweb to accomplish anything from reading reviews on the best products, making reservations at restaurants, to product price comparisons. Access to a plethora of information has changed the way

Therefore, the better your online customer shopping experience is, the better placed your business is in staying ahead in the game.

customers shop. Clients will research a product/service online before purchasing it, and the availability of an array of options only makes the purchasing process more complex. Employing various strategies in the dayto-day operation of your business can help you stay ahead. Offering best-in-class service and great value to your customers is just not enough. Are you giving them the most convenient payment options? Daily, more and more people around the world are opting to run transactions online. In Kenya, e-commerce is a 42 million industry that continues to grow.

INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

Online payment options With an online payment option, your potential to grow sales increases greatly. Your business can receive payment from virtually any customer. PesaPal, is a payments solution provider that enables businesses to receive payments both online and offline (on a mobile device). PesaPal gives a variety of payment options which include; card and mobile money payments (Visa, Mastercard, M-PESA and Airtel Money) as well as mobile banking payment options – such as Equity’s Eazy247. New developments in the information and communications technology space are shaping the e-commerce industry. It will become increasingly important to consider integrating an online payments system and here’s why:

COVER STORY 1. You’ll open your doors to more online spend – An online payments provider that offers various payment options makes your products and service available to a broader client base therefore ensures that no one is locked out on the basis of payment. 2. Give your customer more options – Online payments simply add payment options to your existing ones, thus making it easier for your customers to pay you. Customers expect businesses to embrace new trends that make the online experience easier. This convenience goes a long way towards ensuring that they come back.

Interesting Facts about Smartphones Market in East Africa. Comparing 2015 Vs 2014

Smartphone volumes

Grew!

The number of brands in the Smartphone segment increased

The number of models increased

+29%

+17%

+55%

+7%

+86%

+40%

+48%

+34%

3. You can track your payments – The ease at which you can track payments made – over the phone and on the web – make it more convenient for you. You can manage all your transactions which are reconciled in one view, irrespective of which payment methods have been used. 4. Reduce errors on cash handling – Not only does it facilitate a quicker and easier consolidation, but it also reduces errors on cash handling thus reducing operating risks.

OLMEC TECHNICAL SERVICES

5. Gain a competitive edge – Attract potential customers and retain existing ones by providing them with the latest in the electronic payment technology. The system will also enable you to redirect your efforts to growing your business. Online is the future. Retailers are adopting e-commerce so as to reach a wider market. Choosing a payment processor is the first and most important step in this journey. It is important to choose one that will walk with you and help you grow your business. This Article was done by PesaPal Limited based in Kenya but also has operations in Uganda, Tanzania and Malawi. Milk ATM

PesaPal Limited Dagoretti Lane, Off Naivasha Rd P.O Box 1179-00606 Nairobi, Kenya +254-(0)70-619-1729 email: info@pesapal.com

WATER DISPENSER

Spine Road, off Kangundo Road, Near Mama Lucy Kibaki Hospital, P.O. Box 35740 – 00200 Nairobi. Tel: 0712 864 255 | 0729 059 537 | 0753 949 694 Email: olmectechnical@gmail.com/ olmectechnical@ymail.com. Website: www.olmectechnical.com INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

CUSTOMER SERVICE

nsforms re ing tra Leasstud y outlook - Case Retail g trends in Dispenersin oil & Cooking - Milk , Wat y trends log no ch Te Retail el retailing

MEDIA PARTNER:

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Retail TechnologySECURITY trends IN RETAIL

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Dr David North INCLUDE: CORPORATE AFFAIRS & Grant Brown GROUP STRATEG COO | ZANDO Y DIRECTOR Greg Azzop Greg Solom | PICK N PAY ardi MANAGI Jeremy Hodar on MANAGING NG DIRECTO DIRECTOR a CO-CEO | AFRICA R RETAIL ESTATE | MCDONALD’S INTERNET | MR PRICE SOUTH AFRICA HOLDING Ramanathan Christine Hariharan Service COUNTR CO-SPONS CEO | MAX, Y

- Milk , Water & Cooking oil - Omni-Channel retailing

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in East Africa

Leasing transforms retail sector TANZANIA - Case study outlook TECHNOLOGY TRENDS IN Dispensing trends in Retail & AUTOMATION DISPENSING

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ovation & Bakery inn retail evolution intail sector OR: CO-SPONS

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R, 2015

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CONFERENCES

CENTRAL REGION EASTERN REGION NYERI - 9TH JUL‘15 MERU - 23RD JUL ‘15

COUNTRY MANAGIN ne Service Azzopardi AFRICA Christi | ZANDO Greg

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TEGIES ONAL STRA DEFINING REGI

| MAX, Jeremy Hodara athan Hariharan CEO INCLUDE: | PICK N PAY Raman AL SPEAKERS & GROUP STRATEGY DIRECTOR | MR PRICE | DISNEY INSPIRATION RETAIL ESTATE MANAGER ATE AFFAIRS G DIRECTOR

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LANDMARK GROUP

- Milk , Wa PART OF THE ter & Cooking

BROUGHT

TO YOU BY:

Thiagarajan Ramamurthy

nsing

RETAILERS ’ & AWARDS th ION

2ndFORUM 3 RD EDIT

2015

ann - Omni-Ch

INSIGHT RETAIL #10 | MAY 15TH – AUG 15TH, 2015

10 Dece mbe DEC . r TH

2015 20 14

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MBER, 2015

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INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

TECHNOLOGY INNOVATIONS & TRENDS

RETAIL STATISTICS STATISTICS 2014 RETAIL 2016 TIER 01

(HAVING 15 BRANCHES AND ABOVE)

54Branches Branches 52 14 Counties (Ke) 12 Counties 4 Countries 4 Countries

36 Branches 7 Counties 3 Countries

TIER 02

(HAVING BETWEEN 5-15 BRANCHES) Chandarana Supermarkets 8 Branches Saltes Supermarkets 7 Branches Cleanshelf Supermarkets 6 Branches Eastmatt Supermarkets 6 Branches Selfridges Supermarkets 6 Branches Ukwala Supermarkets 6 Branches Tumaini Supermarket 6 Branches Khethia Supermarkets 5 Branches Magunandu Supermarkets 5 Branches Mulley Supermarkets 5 Branches Mathai Supermarkets 5 Branches Budget Supermarkets 5 Branches Quickmart Supermarket 6 Branches

2 Counties 2 Counties 4 Counties 3 Counties 2 Counties 5 Counties 3 Counties 3 Counties 4 Counties 1 County 4 Counties 3 Counties 4 Counties

56 Branches 14 Counties 2 Countries

37 Branches Branches 30 12 Counties (Ke) 13 Counties 1 Country 1 Country

TIER 03

(HAVING BELOW 4 BRANCHES) Society Stores Kassmatt Supermarkets Kassmatt Supermarket Setlight Supermarkets Ngooni Supermarket Quick matt Supermarkets

34Branches Branches 44Branches Branches 1 Branch 4 Branches

Counties 22 Counties Counties 32 Counties 1 County 3 Counties

MORE STATS IN THE EAST AFRICA RETAILERS DIRECTORY & SUPPLIERS GUIDE FOR ADVERTISING AND DIRECTORY LISTING

CALL+254 725 350 690 / 735 350 690 retail@insightretails.com

INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

MERGER’S INSIGHT their effects on competition and consumer welfare and publicize the results of such studies; (i) Investigate impediments to competition, including entry into and exit from markets, in the economy as a whole or in particular sectors and publicize the results of such investigations; (j) Investigate policies, procedures and programmes of regulatory authorities so as to assess their effects on competition and consumer welfare and publicize the results of such studies;

Mergers & Acquisition…

ergers and acquisitions (M&A) are transactions in which the ownership of companies, other business organizations or their operating units are transferred or combined. As an aspect of strategic management, M&A can allow enterprises to grow, shrink, change the nature of their business or improve their competitive position.

From a legal point of view, a merger is a legal consolidation of two entities into one entity, whereas an acquisition occurs when one entity takes ownership of another entity’s assets. If both parties agrees to joining together is in the best interest of both of their companies then it’s a “Merger” while if deal is unfriendly (that is, when the management of the target company opposes the deal) it may be regarded as an “acquisition”. Mergers and Acquisition in retail spectrum globally has being on the rise and local entities in Kenya is not forsaken in the recent past. Insight Retail Team opted to get the insight from the Competition Authority in respect to the process and analytics of the trends is evident in each region where the major retailers Nakumatt, Naivas, Tusky’s and Society have taken over some retailers outlets like Ukwala supermarket, Yako Supermarket, Ronak Supermarket, Leen’s Supermarket among others. Competition Authority Insight The Competition Authority of Kenya (the Authority) is established under Section 7 of the Competition Act and is charged with, inter alia, promoting and enforcing compliance with the Competition Act. One of the objectives of the Competition Act is to bring national competition law, policy and practice in line with international best practice and in furtherance of that objective and in accordance with the powers conferred on the Authority under Section 93 of the Competition Act.

“The object of this Competition Act is to enhance the welfare of the people of Kenya by promoting and protecting effective competition in markets and preventing unfair and misleading market conduct throughout Kenya” Section 9 goes further to provide for the functions of the Authority which are as hereunder provided:(a) Promote and enforce compliance with the Act; (b) Receive and investigate complaints from legal or natural persons and consumer bodies; (c) Promote public knowledge, awareness and understanding of the obligations, rights and remedies under the Act and the duties, functions and activities of the Authority; (d) Promote the creation of consumer bodies and the establishment of good and proper standards and rules to be followed by such bodies in protecting competition and consumer welfare; (e) Recognize consumer bodies duly registered under the appropriate national laws as the proper bodies, in their areas of operation, to represent consumers before the Authority; (f) Make available to consumer’s information and guidelines relating to the obligations of persons under the Act and the rights and remedies available to consumers under the Act; (g) Carry out inquiries, studies and research into matters relating to competition and the protection of the interests of consumers; (h) Study government policies, procedures and programmes, legislation and proposals for legislation so as to assess

INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

(k) Participate in deliberations and proceedings of government, government commissions, regulatory authorities and other bodies in relation to competition and consumer welfare; (l) Make representations to government, government commissions, regulatory authorities and other bodies on matters relating to competition and consumer welfare; (m) Liaise with regulatory bodies and other public bodies in all matters relating to competition and consumer welfare; (n) Advise the government on matters relating to competition and consumer welfare. In respect to mergers and acquisitions, the processes include: a. Acknowledgment of receipt of documents as below b. Preliminary review for the relevant merger situation; either a non-merger, exclusion or merger; c. Request for further information if the information provided is not adequate; d. Analysis and recommendation to the Board; e. Determination by the board; f. Communication to the parties of the Boards determination in writing; and g. Gazettement of the merger determination through the AG’s office A merger filing must include: a.

Covering letter transaction ;

summarizing

the

A dully filled, signed, sealed/signed Merger Notification forms by the acquiring and target undertaking ,

A complete list of shareholders and their respective shareholding, for the acquiring and target undertaking and of any undertaking that directly or indirectly controls the acquiring undertaking;

The products that the parties deal in, and

Strategic documents of the merging parties in relation to the affected markets including, but not limited to, the following:

MERGER’S INSIGHT Business plans, marketing documents and high-level strategic presentations; f.

Shareholder/Board resolution approving the transaction;

Signed Share Purchase Agreement or any other agreement the parties may have entered into in relation to the transaction;

Proof of payment of merger filing fees if the transaction meets the merger threshold required for mandatory notification as provided in the Merger Threshold Guidelines.

Consumer Protection The protection of consumers in the Competition Act is spelt out in Part VI on Consumer welfare. The Authority receives and investigates complaints from consumers and may receive complaints from consumer bodies. Once investigations are complete, the cases are forwarded to ODPP for prosecution. Section 55 protects consumers against false or misleading representations. Section 56 and 57 protects consumers against unconscionable conduct and unconscionable conduct in business transactions respectively. Sections 58 to 64 are on product safety or information standards and on mandate of the Authority to publish warning notices to the public on goods that are under investigation. CAK, in its investigation process, consults with sector regulators and the Kenya Bureau of Standards. After an investigation the Authority may either:I. Issue administrative remedies under section 36 which include, declare the conduct which is the subject matter of the Authority’s investigation, to constitute an infringement of Act, restrain the undertaking or undertakings from engaging in that conduct, direct any action to be taken by the undertaking or undertakings concerned to remedy or reverse the infringement or the effects thereof, impose a financial penalty, grant of any other appropriate relief.

The object of this Competition Act is to enhance the welfare of the people of Kenya by promoting and protecting effective competition in markets and preventing unfair and misleading market conduct throughout Kenya” II. Interim relief under section 37 III. Enter into a settlement agreement under section 38 which includes the awarding of damages or imposing a pecuniary penalty. Another function is to promote public knowledge, awareness and understanding of the Competition Act. CAK engages both consumers and retailers to ensure that they understand the provisions of the Act and ensure protection of consumers. Through these functions, amongst others, CAK enhances competition by regulating market structure and conduct which results in the enhancement of consumer welfare. How long will it take to be cleared by the Authority? Either gives a go ahead or not? For exclusion cases (transactions that do not meet the merger thresholds required for mandatory notification), it takes 14 days and 60 days for mergers ( transactions that meet the merger threshold required for mandatory notification as provided in the Merger Threshold Guidelines) from the date the application is received by the Authority. If a conference hearing is called, then 30 days after the conference hearing. Fees Payable The applicable merger filing fees based on the

combined annual turnover of merging parties based on the audited accounts of the holding company for the preceding year is as follows: • KES 500,000 in the health sector if the combined KES turnover is KES 500,000-1Billion; • KES 1 million in the other sectors if the combined turnover is KES 1 billion – 50 billion; Does it cut across all the business entities like manufacturing, Retail, service, etc ? Yes it cuts across all the business entities. In the Competition Act an “Undertaking is defined as “any business carried on for gain or reward by an individual, a body corporate, an unincorporated body of persons or a trust in the production, supply or distribution of goods or the provision of any service.” What are the major challenges that an organization can face if they overlook the process? According to section 42 (3) of the Competition Act No 12 of 2010, all mergers consummated without an authorizing order from Competition Authority of Kenya are null and void. In addition, any person consummating a merger without approval is liable on conviction to imprisonment for a term not exceeding five years or to a fine not exceeding ten million shillings, or both. The Authority may also impose a financial penalty in an amount not exceeding ten per cent of the preceding year’s gross annual turnover in Kenya of the undertaking or undertakings in question. Any other information you think is relevant for public domain? When applying for a merger approval companies should feel free to contact the Mergers and Acquisition for any queries or enquiry or clarification. All questions or queries relating to mergers or any other matter under the Competition Act should be addressed to the Director General of the Competition Authority of Kenya using the address provided in the Authority’s website. www.cak.go.ke

Our contacts are: Physical Address: Kenya Railways Staff Retirement Benefit Scheme Block ‘D’, 1st Floor, Haile Selassie Avenue. P.O. Box 36265-00200, Nairobi, Kenya E-mail: info@cak.go.ke Website: http://www.cak.go.ke

INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

CEO PROFILE turnover in November 2014! It is incredible how far we have come in such a short space of time. We started with 60 employees and now we are upto almost 400! That is crazy when I look back at our growth levels. I would consider myself in the mid-tier supermarket but with a very strong and clear vision and strategy to break into the Top 4 within the next 5 years. Already in all the towns we operate we are holding high levels of market share and customer loyalty. 4.

Where do you see your stores in 3yrs / 5yrs? 3 years = 10 stores, 5 years = 50 stores, 10 years = 120 stores. 5.

Trushar Khetia, CEO Society Stores

1. Briefly touch on your professional background and decorations (If any) I am a 29 year old entrepreneur, born on the 29th of November 1986 in Kitale, Kenya. I am driven by the zeal of becoming a catalyst of change and growth. I have devoted my life to instigating socio-economic change through entrepreneurship.

. Featured on “The Enterpreneur” and The Adventurer” on KTN Dec 2015. • Forbes – Africa’s 30 Most Young Promising Entrepreneurs | 2015 • Business Daily – Top 40 Under 40 Men in Kenya | 2014/15 • Featured in the TV show ‘Young Rich’ on channel K24 | Dec 2014

In 2012, I founded and launched Tria Transit Media as the first venture of Tria Group. Tria Transit Media is a unique and innovative form of advertising via buses, matatus, rail and airplanes.

2. How does Society Stores distinguish itself from the rest? • Walk in to any one of our stores and you will see the difference. Society Stores is not about shopping but about creating a customer experience. Our core purpose is’ To earn the lifetime loyalty of our people, our customers and our society, by creating unique life experiences, above and beyond their expectations.’ • So right from the amazing uniforms my team wears, to the lime green paperbags, to our branding and store look and feel to the high levels of customer service we give to our shoppers, I always tell my people that we are not a supermarket but a hotel with customers checking in to stay with us.

In 2014, my passion for people, products and brands led me to fulfill my life long dream of stepping into the retail space via acquiring my first supermarket in Thika with the brand Society Stores. Society Stores currently owns 5 outlets namely; Thika, Meru, Maua, Naivasha and Kayole which is opening end of February. Soon after Limuru will be the 6th store my mid-2016. This has offered employment to 380 people in the 5 stores within a space of 1 year and 3 months. Accolades: • Founder and CEO – Tria Group & Tria Transit Media ( Out of Home Advertising). • Founder and CEO – Society Stores ( Retail Supermarkets).

From the horse’s mouth, where do you rank your stores in terms of retailers in Kenya and kindly give some reasons to support the ranking We still have a long way to go to achieve our vision of ‘Being and being recognized as one of the Best Retailers in Africa.’ But I would like to say that having reached 5 stores in just over a year is a historic landmark in retail industry for a start-up retailer that had zero value and

INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

Kindly touch on the notable changes, developments and achievements that have taken place since re-Launch of the stores a. Supplier Perspective < Both Capex & Stores Daily Suppliers> We have given our suppliers quick growth due to our rapid expansion. Underlying this growth has been stronger formal joint business plans with them where we are able to go after targets and building blocks to grow our mutual business. b. Customer perspective Every town we are present in, we ensure we are amongst the most value driven stores in terms of our pricing and offering. This means we ensure that we drive down the cost of living for all our consumers wherever we go to. This together with our unique loyalty program ensures that we have the lifetime loyalties of our shoppers. 6.

In your opinion, what competitive edge/ advantages do these foreign retailers bring through investments? Competition is like being married to a very beautiful and demanding woman She will always keep you on your toes and make you keep working hard to re-innovate yourself constantly. So it is healthy. It shows us Kenyan retailers on some of the positive insights and knowledge transfer from the foreign retailers. On the other hand it also teaches us on not making the same mistakes some of the foreign retailers made when they entered the market. 7. Research indicates that 78 percent of Kenyans use informal retail shops while 20 percent use formal retailersout of this only a mere 30 percent are frequent users of supermarkets. Does

CEO PROFILE

Technology changes are impacting on how we do business today how has Society Stores leverage on the same? (Mobile payment platforms / ICT Infrastructure in stores) Part of our growth has meant we have had to upgrade our system continuously as part of having the right control mean having the right kind of system. Retail has many components from purchasing to logistics to finance and HR. All of these need to come together seamlessly hence an ERP is always the best option especially with the move to online and mobile shopping, all the different touchpoints have to sync. At Society Stores, we want our system to be on par with some of the most leading retailers in the world. 9. In your opinion and based on your experience so far, what needs to change going forth for the supermarketsâ&#x20AC;&#x2122; and the larger retail sector? To me we should not have a copy paste culture. Just because you see one of your

Another challenge for start-up retailers is getting the finance you need to open new stores. It is a very costly investment especially in fixed assets to begin with and most banks are not keen on asset/stock debentures anymore like they used to before. This makes the issue of capital challenging. However, I always believe where there is a will there is a way and you then need to look for alternative ways of finance that includes leasing and private financing. 11. You have been our partner in our Retail Events since we started, kindly share more on the events value to retailers. I hold a high regard for all the Insight Retail Events as it is a forum that brings together all of us retailers and suppliers to the retail industry to share our knowledge, challenges and common goals. Moreover, we get exposed to new learnings and technology in every forum. Keep up this great work!

Grand opening of the first store in Thika.

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Retail is a peopleâ&#x20AC;&#x2122;s business and where there are hundreds of them, the challenges are many. We have had our fair share of people related issues. However, what is most important is to have continuous training and development of your people and build their capacities and potential. We pride ourselves of building from within which means all our promotions come from internal people which gives everyone aspirations to grow within our company.

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10. Any challenges you are facing so far? How have you managed to overcome?

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However, whilst on surface it looks very lucrative, the back end of the operation and what it takes to run a retail business is not easy. This is the key to successful retail business. Setting up the right teams, having the procedure, policies and systems in place are the most important element in being successful in retailing. Controls are everything.

fellow retailers do something, you should not follow blindly. Create your own unique identity.

this make supermarketsâ&#x20AC;&#x2122; a viable business then to many a Kenyan? I actually think that that number has increased from the 20% with the rapid expansion of many retailers especially in semi-urban areas.

THEME: Security in Retail

Edition 13 May - July 2016

THEME: Security in Retail Solution providers can Partner with us to share their products and services. Contact us today

+254 735 350 690 +254 725 350 690 info@insightretails.com INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

RETAIL OUTLOOK

Retail Growth in Kenya enabled by the ongoing growing mall development…

etail Growth in Kenya is getting a notch higher every year due to several drivers which has necessitate the same in the past few years changing the all model of retail outlook come 2016 and beyond. In recent report by the Shop Africa 2016 research done by Knight Frank, an inaugural review of sub-Saharan Africa’s retail markets shows Nairobi in Kenya as the largest mall development hotspot in Africa with around 470,000 square meters of shopping centre space in the pipeline. Nairobi Currently has an existing mall space of 391,000 square metres which is denoted by malls such as The Junction, Sarit Centre and Garden City, ranking the Kenyan capital the largest retail market in the region by existing shopping centre floor space with the key mall space in the pipeline includes the iconic Two Rivers Mall in Runda and The Hub in Karen among others not considering the other Medium sized malls like Capital Centre, Juja City mall which gives On Ranking Cities, Nairobi in Kenya tops followed by Luanda in Angola comes in second while Lagos in Nigeria has the third largest mall pipeline, followed by

Dar es Salaam in Tanzania with Maputo in Mozambique completing the top five hotspots for mall space development. On National level ranking, Nigeria has the largest shopping centre development pipeline in the region, spread out across its many other large cities besides Lagos. “While Nairobi has had shopping centres since the 1980s, the current wave of development is creating modern malls that are setting new standards for the market in terms of size and quality,” The new concept of the modern building is the new city hubs, where people can live, work, shop and play, all on the same site, in locations near key transport link which transforms which retail set ups within the mall catering from all verticals of FMCG- Supermarkets, Pharmacies, Entertainment, Fashions and Cosmetics, Food Chains / Courts, Hardware’s, Banking, Communications among the endless list which was not available in recent past with uniform set ups and standards maintained on all stores due to available standard spaces sizes and quality which is required by tenants. Coming up in 2016 and beyond, there will be more of take over’s, acquisition and

INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

mergers of the existing retails to enable them to spur the growth and remain competitive and probably capitalize on economies of scale attributed by buying power and ability to open more stores in strategic mall locations available for those targeting middle class while those chains targeting low end market will continue to grow with slight competition from Informal retailers. Departmental stores will continue to grow within the retail chains which will be more of specialized target stores to build more on their brands as depicted by developed markets like South Africa in Sub Sahara Africa. Online retailing will continue to grow with perfection of deliveries reached upon as recently Jumia Kenya partnered with Postal Corporation of Kenya to enable countrywide distribution of goods purchased online but not forgetting payment platform is going mobile thus each retailer must embrace the mobile payment platform since 85% of Kenya population are now on the platform lead by MPESA with– 34 million users which can enable retailing big time online.

RETAIL RESEARCH

RETAIL EVENTS

Going Digital To Enhance Shopper Experience By Elizabeth Mbugua, AC Nielsen Get your copy

competitive retail environment, Studies by Nielsen globally delivered“Into ayour doorstep by subscribing toconducted the magazine

f device-driven consumers turning to online shopping options give brick-and-mortar retailers cause for concern, they would do well to remember that e-commerce is only one part of the digital picture.

retailers and manufacturers can add value and differentiation by providing digital tools to help consumers take control of their shopping experience while also increasing sales potential.

indicate that though only a small fraction of consumers are already using such features today, willingness to use them in the future is high.

Another way to improve the in-store Use of mobile in particular can tip the experience and at same time the reduce A complete digital strategy includes scales in favour of increased shopper retailer cost is to put more control in the LIPAcontrol, NA MPESA TILL NO. 248816 interaction at every point along the path to empowering them to shape the shopping hands of your customers—literally. purchase, including finding stores, making experience more than ever before.” shopping lists, checking prices, researching While self check -out is still a very novel products, sharing content and purchasing. There is a lot of room for retailers within concept in Sub Saharan markets, it is a the region to explore options such as in-store growing trend in the developed markets and These touch pointsduring occurlunch bothsession in andat Nyanza Wi-Fi& availability that allows consumers toproceedings today, 22% of global respondents say they use Delegates networking Western Region Participants follow during a retail event in Kisumu. out of event. stores, and consumers are increasingly receive info on offers, product availability, self-checkout, and nearly two-thirds (65%) are retail using technology to simplify and improve the prices and so on. willing to do so in the future. process. Other digital enablement options Availability of facilities that allow In-store digital enablement options include giving mobile coupons and allowing customers to check out on their own will can bring the ease, convenience and shoppers to create shopping lists. make long queues a thing of the past and personalization of online into brick-andenhance the shopper experience as well. mortar stores. Retailers should also consider an option For the retailer this will also mean reduction in that allows shoppers to download loyalty the number of traditional check out stations Incorporating digital strategies into the program apps on their mobile phones where required in each outlet Coastal thereforeRegion reducing in-store experience is not just a nice-to-have; they would be able to receive information on Retailers operational costs. these options can increase time in store, offers and accumulate shopping points. Conference. engagement levels, and basket size and Annual subscription @ Ksh. 2,645 shopper satisfaction. Not only will this allowfor retailers save on FOURto consecutive issues costs associated with making and upgrading “At present, shoppers do all of the work loyalty cards, it will also allow shoppers fast putting the pieces together to arrive at their sign up into the loyalty programs without the final purchase decision,” said Patrick Dodd, rigours of following up to get physical cards president, global retailer vertical, Nielsen. issued to them.

INSIGHT RETAIL #11 | OCTOBER - DECEMBER, 2015

INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

Retail Event Calendar 2016 Retail Interchange Centre Ltd | Insight Retail East Africa will continue to do the regional and national events for retail Industry come 2016 as per of our annual programmes to creating a platform with an aim of sharing with retailers the new trends, technological changes, training solutions as the supplier get to network and offer solutions to the industry based on the new developments in the industry. Who should attend:

Retail owners, Managers, Head of Departments / supervisors from retail outlets within the regions covered

Duration of the event: All our 2016 events will be a whole day (1Day) per region/ Cluster exceptional cases apply on Retailers Forum & Conventions which may be 2days

National Retailers Events 2016 â&#x20AC;&#x201C; KE; UG & TZ Country Kenya Uganda Tanzania

Month Retailers Convention 2016 - August 2016 (2Day Event) Retailers Forum/ Awards 2016 - March/April May 2016 October 2016

Kenya Regional Clusters: Region

Seminar Period

Event Venue Eldoret

Towns to be represented by Retailers & adjacent Towns Kapsabet, Nandi-Hills, Kitale, Iten, Kabarnet, E/Ravine, Eldoret & Its adjacent towns Naivasha, Gilgil, Nyahururu, Olkalau , Njoro, Elburgon, Molo, E/Ravine, Nakuru & Its adjacent towns Machakos, Thika, Limuru, Nairobi & will be Open for retailers from other towns who could wish to attend < Retailers Forum/ Awards 2016> Muranga, Embu, Nanyuki, Nyahururu, Karatina, Narumoru , Nyeri & Its Environs

North Rift Region Central Rift Region Nairobi Regions

25th Feb 2016 (coming up) March 2016 (2nd Week) April 2016 (3rd Week)

Central Kenya --Completed--

May -2016 (2nd Week)

Nyeri

Central/Eastern --Completed--

June 2016 (2nd Week)

Meru

Embu, Nkubu, Chuka, Maua, Chogoria , Isiolo, Meru & Its Environs

South Rift & Nyanza Region Western & Nyanza Region

July 2015 (2nd Week)

Kisii

Coastal Region

November 2015 Mombasa (2nd Week)

Kericho , Sotik, Bomet, Narok, Keroka,Migori, Homabay , Rongo, Kendu bay, Oyugis, Kisii & Its adjacent towns Kakamega , Mumias , Nambale, Busia, Bungoma, Webuye, Malaba, Siaya, Ugunja, Vihiga, Kisumu & Its adjacent towns Voi , Kilifi, Diani , Malindi, Mtwapa ,Mombasa & Its adjacent towns

September-2015

(2nd Week)

Nakuru Nairobi

Kisumu

ď&#x201A;ˇ Respective dates to be confirmed in due course***

RIC Ltd, P.O. Box 36106-00200 Nairobi - Kenya; +254.735 350 690/0725 350 690; info@insightretails.com / www.insightretails.com INSIGHT RETAIL #12 | FEBRUARY - APRIL 2016

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