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  • South Korea’s Retail Industry Expands Private Label Business Beyond Food And Household Items

    South Korea’s Retail Industry Expands Private Label Business Beyond Food And Household Items

    South Korea’s retail industry is swiftly growing its private label (PB) business by extending beyond food and household items to include clothing, innovative digital platforms, and even international markets. This expansion comes as firms ranging from convenience stores and hypermarkets to e-commerce businesses vie to fortify their brand identities and profitability.

    Private Label Sales on the Rise

    BGF Retail, the parent company of the CU convenience store chain, reported noteworthy growth in PB sales. The years 2023 and 2024 saw increases of 17.6 percent and 21.8 percent, respectively, followed by an additional 19.1 percent surge during the first nine months of 2025.

    GS25, another retail chain, offers around 800 PB items via the YouUs line, which now make up nearly 30 percent of total sales. Their affordable Real Price range saw a significant year-on-year increase of 125 percent.

    Leading supermarkets are also jumping on the bandwagon. Approximately 8 percent of Emart’s sales and 10 percent of Lotte Mart’s sales come from private-label goods. Emart boasts well-known PB labels such as No Brand, Peacock, 5K Price, and Days, while Lotte Mart promotes Today’s Good and Cookit.

    Online retailers aren’t left behind either. Kurly, for example, reported a year-on-year increase of over 10 percent in sales of its flagship PB lines, echoing the growing consumer demand for retailer-exclusive products.

    Expanding Across Platforms and Borders

    The once rigid boundaries between retailers are now blurring as PB products start to appear across rival platforms. Even Coupang, an e-commerce platform, sells Lotte Mart’s Today’s Good and Homeplus’s Simplus brands, while Emart’s Peacock products can be found on Kurly’s online marketplace.

    Convenience chains are also making their mark on the global stage. GS25 exports PB products to 33 countries, including the United States, Australia, Japan, and China. CU also sells its own-label items in more than 20 countries, through outlets such as Japan’s Don Quijote stores.

    Earlier this year, BGF Retail forged a partnership with China’s Ningxing Youbei, a prominent importer and distributor. The partnership’s goal is to introduce CU-branded sections on Chinese e-commerce platforms and operate pop-up stores that showcase its products.

    In addition, 7-Eleven Korea ventured into the clothing sector in April, launching its own line of socks, underwear, and T-shirts, and recently, knitwear.

    A spokesperson from the retail industry emphasizes that selling robust PB products via external channels provides both marketing and revenue advantages. The more positive experiences that customers have with a retailer’s PB products, the more likely they are to become loyal to that retailer’s own platform.

    The Challenges and Risks of Brand Identity

    Despite the success of the PB trend, it has stirred concerns about potential conflict with national brands. For instance, Coupang was previously accused of allegedly manipulating search rankings to favor its own PB products.

    Experts also caution that expanding PB lines too broadly across platforms could blur brand identity and complicate logistics and inventory management, thereby undermining the very benefits that PB lines are intended to provide.

    Kurly, which previously sold select CU PB products, reverted to an in-house-only model. A spokesperson stated that the company is more interested in preserving brand integrity than achieving broader exposure, and has no plans to offer its PB products on external platforms.

    Questions & Answers

    What is the trend of private label sales growth in South Korea’s retail industry?
    The trend shows consistent growth, with companies like BGF Retail reporting significant year-on-year increases in private label sales.

    How is the expansion of private labels affecting the retail industry?
    The expansion is blurring boundaries between retailers, causing them to compete on multiple platforms. It’s also leading retailers to venture into new markets like clothing and international sales.

    What are the potential risks associated with the expansion of private label lines?
    Potential risks include conflicts with national brands, the blurring of brand identity, and complications with logistics and inventory management.

  • Unprecedented Gold Rush Grips Vietnam Amid Soaring Global Prices

    Unprecedented Gold Rush Grips Vietnam Amid Soaring Global Prices

    For five straight days, Hoai, a 38-year-old self-employed individual, has been among the throng of hopeful buyers outside a Hanoi gold shop on Tran Nhan Tong Street. The majority of these people, much like Hoai, end up leaving without any gold in their hands.

    The Pursuit of Gold

    Hoai, who has some liquid savings, is attempting to safeguard her wealth through gold investment. The low returns offered by bank deposit rates have led her to this choice. Customers are permitted to buy only a single mace of gold at a time, which equals one-tenth of a tael or 3.75 grams. Despite the small quantity, Hoai is determined to endure the extensive waiting hours or even days to secure gold as an asset.

    In a similar situation is Thu Ha, a 26-year-old office worker in Hanoi. She withdrew half of her savings, totalling VND300 million (US$11,388), to invest in gold. Last month, she succeeded in buying five maces when the price was around VND130 million per tael. Now, she starts queuing as early as 4 a.m. every day in the hopes of purchasing more. However, the shortage of supply has left her with nothing. Some stores have even started issuing appointment slips, promising delivery within 7-10 days.

    Lan, a 43-year-old woman, took a day off from work to queue for her elderly mother. Her mother had been trying to buy gold with her pension without success. Lan decided to step in and help.

    The Gold Rush

    Gold shops across Hanoi and Ho Chi Minh City are currently witnessing unprecedented demand as prices soar to record highs. A tael of gold bar is now trading around VND153 million while gold rings range between VND153–160 million, representing an 80% increase since the start of the year.

    The rush has led to some interesting dynamics. Some people are making money by standing in queues on behalf of others. Most shops run out of stock by noon, with both bars and rings disappearing from the shelves. Customers are advised to return the next morning, but there are no guarantees of availability.

    In Ho Chi Minh City, the Saigon Jewelry Company outlet on Nguyen Thi Minh Khai Street had to stop taking orders for gold rings by midday Friday, limiting sales to just 3 maces per person.

    Global Gold Frenzy

    According to Huynh Trung Khanh, Vice President of the Vietnam Gold Trading Association, the gold-buying frenzy is not exclusive to Vietnam. People in other countries, including South Korea, are also rushing to buy gold as global prices have crossed US$4,300 per ounce.

    The State Bank of Vietnam, however, has warned buyers about the volatility of gold as an investment and advocated for prudence. The bank attributes the sharp domestic price increase to escalating global rates, public anticipation of further hikes, and limited local supply.

    Questions & Answers

    What is causing the gold-buying frenzy in Vietnam?
    The rush to buy gold is being driven by low bank deposit rates, soaring gold prices, and the desire to secure wealth.

    Are other countries experiencing a similar gold-buying frenzy?
    Yes, this is not unique to Vietnam. Countries like South Korea are also witnessing a rush to buy gold due to the increase in global prices.

    What has been the response of the State Bank of Vietnam to this situation?
    The State Bank of Vietnam has urged buyers to act prudently, given the volatility of gold as an investment. It attributes the rise in domestic prices to surging global rates, public anticipation of further increases, and limited local supply.

  • Berjaya Food Reports Rising Losses: Starbucks Malaysia’s Struggles Amid Middle East Conflict

    Berjaya Food Reports Rising Losses: Starbucks Malaysia’s Struggles Amid Middle East Conflict

    Berjaya Food, a Malaysia-based company, has recently reported a significant increase in losses and a decrease in sales for both their fourth quarter and the entire fiscal year. Berjaya Food, which operates Starbucks Coffee in Malaysia and Brunei, along with Kenny Rogers Roasters and Paris Baguette in Malaysia, experienced reduced sales due to a decrease in store numbers.

    Quarterly Report

    The revenue for the group, for the quarter ending on June 30, experienced a decrease of 11 per cent compared to the previous year, settling at RM115.8 million (US$27.4 million). This reduction is mainly attributable to the decrease in the number of store locations. However, the management has noted a slight increase in sales compared to the third quarter. This increment is primarily due to an improved sales performance from Starbucks Malaysia.

    In this quarter, the loss before tax increased from RM42.6 million to RM183.7 million. The primary reason for this increase was the impairment of property, plant, and equipment (PPE) and right-of-use (ROU) assets linked to non-performing stores.

    Annual Report

    For the entire fiscal year, the revenue dropped by 36 per cent, amounting to RM476.7 million. This drop is linked to the ongoing sentiment surrounding the Middle East conflict, which has affected market dynamics and altered customers’ purchasing behaviours.

    The pre-tax loss for the year broadened from RM89 million to RM288.7 million. This loss was due to the necessary impairment provision to PPE and ROU assets, resulting from the downsizing of Starbucks Malaysia’s operations.

    Questions & Answers

    What were the main reasons for the loss in Berjaya Food’s fourth quarter and fiscal year?
    The primary reasons were the impairment of property, plant, and equipment (PPE) and right-of-use (ROU) assets of non-performing stores, and also the downsizing of Starbucks Malaysia’s operations.

    Did Berjaya Food see any improvement in the fourth quarter compared to the third quarter?
    Yes, sales were slightly higher in the fourth quarter compared to the third, primarily due to improved sales performance at Starbucks Malaysia.

    How did the Middle East conflict affect Berjaya Food’s annual results?
    The ongoing conflict in the Middle East has influenced customers’ spending patterns and affected market dynamics, which contributed to the significant drop in the annual revenue.

  • Giordano Sees Sales Surge Amid Economic Uncertainty: E-commerce Success And ‘beyond Boundaries’ Strategy Key

    Giordano Sees Sales Surge Amid Economic Uncertainty: E-commerce Success And ‘beyond Boundaries’ Strategy Key

    Hong Kong’s prominent fashion retailer, Giordano, recently announced an increase in their sales for the first half of the fiscal year. This significant improvement in sales is mainly attributed to a substantial surge in the company’s e-commerce operations.

    Positive Revenue Growth Amid Economic Uncertainty

    Giordano’s revenue for the first half of the fiscal year experienced an increase of 1.6 per cent, amounting to HK$1.934 billion (US$248 million). The management team highlighted this growth as a significant accomplishment in the midst of a fluctuating political and economic environment.

    The primary contributor to this growth was the company’s online business, which saw a remarkable increase of 26.1 per cent. This surge was credited to ongoing digital transformation efforts and customer-centric strategies.

    Geographical Revenue Analysis

    In the realm of geographical revenue, Mainland China saw a 13 per cent increase, with a nearly 18 per cent rise in the second quarter and an 8 per cent surge in the first quarter. Same-store sales remained steady in Q2, which was a positive shift from the 3.6 per cent decline in Q1.

    Revenue in Hong Kong and Macau reversed from a 6.5 per cent drop in Q1 to a 2.2 per cent increase in Q2, outperforming the overall negative retail sales in Hong Kong’s clothing sector.

    Sales in the Gulf Cooperation Council similarly experienced a 1.9 per cent growth during the half. However, Southeast Asia and Australia witnessed an 8 per cent decrease, mainly due to the poor performance in the Indonesian market.

    The company’s gross margin dropped by 3.3 percentage points to 55.6 per cent, which was primarily due to a larger volume of online sales and wholesale, inventory clearance efforts, and increased merchandise costs. The attributable net profit remained fairly consistent, with a minor increase of 0.8 per cent to HK$121 million.

    The ‘Beyond Boundaries’ Strategy

    CEO Colin Currie shed light on the company’s ‘Beyond Boundaries’ five-year strategy, which was initiated a year ago. He said that through this strategy, they were able to successfully execute a series of ‘Quick Win’ initiatives to establish a robust foundation for 2025 and beyond.

    The central focus of the ‘Beyond Boundaries’ strategy for 2025 is to strengthen the ‘Digital-First’ approach, simplify the brand portfolio, and make significant strides in Greater China.

    Currie stated that while the company is pleased with the positive results, they are continually reviewing and adjusting areas that need improvement, particularly in safeguarding their gross margin. To support better performance, they are actively improving their processes and enhancing sourcing efficiency.

    Last year, Giordano reported a 1.2 per cent revenue increase.

    Questions & Answers

    What led to the increase in Giordano’s sales for the first half of the fiscal year?
    The increase in sales was primarily driven by a significant boost in the company’s e-commerce operations.

    How did Giordano’s geographical revenue perform during this period?
    Mainland China experienced a 13 per cent revenue increase, while Hong Kong and Macau saw a 2.2 per cent rise. However, Southeast Asia and Australia faced an 8 per cent decrease in revenue.

    What is Giordano’s ‘Beyond Boundaries’ strategy?
    The ‘Beyond Boundaries’ strategy is a five-year plan aimed at strengthening the ‘Digital-First’ approach, simplifying the brand portfolio, and making significant strides in Greater China.

  • WK Kellogg reports sharp drop in Q2 earnings amid Ferrero takeover

    WK Kellogg reports sharp drop in Q2 earnings amid Ferrero takeover

    The major breakfast cereal and snack producer, WK Kellogg, has revealed a significant drop in its net income for the second quarter as it readies itself for an upcoming acquisition by Ferrero Group.

    Drop in Earnings

    The company’s net income for the quarter was a mere $8 million, a significant decrease from the $37 million earned in the same period last year. This represents a year-over-year decrease of 78.4%.

    The company’s net sales for the second quarter also dipped by 8.8%, coming in at $613 million. This slump reflects the weakening consumer demand across all of WK Kellogg’s markets.

    Pending Acquisition by Ferrero Group

    WK Kellogg had previously announced a definitive agreement to be purchased by Italy-based Ferrero Group in an all-cash deal worth $3.1 billion. The deal is anticipated to close in the latter half of the present year, provided it receives the required approval from regulators and shareholders.

    Gary Pilnick, chairman and CEO of WK Kellogg, stated, “Despite the challenging operating environment, we experienced in the second quarter, we are making tangible progress against our long-term strategic priorities, including our supply chain modernization initiative.” He continued, “Our team remains committed to executing our plans for the remainder of the year and preparing for the future as we look forward to merging with Ferrero and commencing this exciting new chapter for WK.”

    The acquisition is viewed as a crucial move to expedite WK Kellogg’s transformation under Ferrero’s stewardship, capitalizing on complementary product portfolios and global outreach.

    Questions & Answers

    Why did WK Kellogg’s net income decrease in this quarter?
    The decline in net income is attributed to weaker consumer demand across all of WK Kellogg’s markets.

    What is the value of Ferrero Group’s acquisition deal with WK Kellogg?
    Ferrero Group has agreed to acquire WK Kellogg in an all-cash deal worth $3.1 billion.

    What does WK Kellogg anticipate from the prospective merger with Ferrero Group?
    The merger with Ferrero Group is expected to fast-track WK Kellogg’s transformation, leveraging the combined strength of their product portfolios and global reach.

  • Sa Sa International Faces Sales And Profit Downturn Amid Economic Uncertainties

    Sa Sa International Faces Sales And Profit Downturn Amid Economic Uncertainties

    Sa Sa International, a prominent beauty retailer, has recently disclosed a decrease in both sales and profits for its most recent fiscal year. This downturn is attributed to unfavorable market conditions in Hong Kong and Macau, the principal markets for the company.

    Sales Decrease

    Sa Sa International’s financial reports demonstrate a marked decrease in turnover, with a dip of 9.7% to HK$3.9 billion (US$497 million) for the fiscal year which ended on March 31. This decline is due largely to the continuous outbound travel of Hong Kong and Macau residents to Mainland China and other foreign countries.

    This expatriation, in tandem with a robust US dollar and an increase in economic uncertainties caused by trade tariffs, has led to more cautious spending by those visiting Hong Kong and Macau. The primary markets for the group are indeed Hong Kong and Macau, which represent more than 75% of the company’s total sales.

    In these markets specifically, turnover experienced a decline of 12.3%, and 10.5% in Mainland China, but conversely, a 14.7% increase was observed in Southeast Asia.

    Profit Decline

    The company has also reported a significant decline in profits for the year, with a slide of 64.8% to HK$77 million, aligning with the company board’s previous projections in April. Brick-and-mortar sales decreased by 11.9%, though some improvement was noted in the latter half of the fiscal year. However, online sales saw a modest increase of 1.2%, largely thanks to the growth of third-party e-commerce platforms in the Southeast Asian market.

    As the year concluded, the group maintained 84 stores in Hong Kong and Macau, 18 in Mainland China, and 72 in Southeast Asia.

    Future Plans

    Sa Sa International’s management team has expressed their intent to closely monitor market trends and make adjustments to their portfolio as necessary. Their primary objective is to facilitate growth in both sales and gross profit, while at the same time, maintaining a stable gross profit margin. Their aim is to develop a sustainable model to boost profitability.

    In the first quarter ending June 15, the group witnessed a 4.5% increase in turnover, with growth recorded in all markets, except for Mainland China.

    Questions & Answers

    What are the primary markets for Sa Sa International?
    Hong Kong and Macau are the primary markets for Sa Sa International, accounting for more than 75% of the company’s total sales.

    What caused the recent downturn for Sa Sa International?
    This downturn is due largely to the continuous outbound travel of Hong Kong and Macau residents to Mainland China and other foreign countries, coupled with a robust US dollar and increasing economic uncertainties.

    What is Sa Sa International’s plan moving forward?
    The company plans to closely monitor market trends and make adjustments to their portfolio as necessary. Their primary objective is to facilitate growth in both sales and gross profit while maintaining a stable gross profit margin.

  • Cafe De Coral Profits Plummet Amid Economic Fragility; Embraces Strategic Adaptations For Resilience

    Cafe De Coral Profits Plummet Amid Economic Fragility; Embraces Strategic Adaptations For Resilience

    Cafe de Coral, a prominent foodservice operator, has disclosed a slump in earnings, attributing the setback to a frail economy and lukewarm consumer sentiment. The fiscal report for the year ending March 31 revealed a 1.4% slide in revenue, resulting in HK$8.568 billion (US$1 billion). Concurrently, the profit attributable faced a steep 29.6% fall, amounting to HK$232.7 million.

    Challenging Industry Landscape

    The management acknowledged a severe downturn in the restaurant sector both in Hong Kong and Mainland China. The slump was aggravated by heightened economic fragility and a tepid consumer sentiment. Additional factors contributing to the downturn included the outbound spending habits of Hong Kong’s residents and stiff price competition in Mainland China’s marketplace.

    In Hong Kong, the revenue loss was marked at 1.4% with casual dining and quick service restaurants experiencing a decline of 6.4% and 0.3% respectively. Revenue from Mainland China recorded a 1.3% decrease.

    Strategic Adaptation

    Sunny Lo, the Chairman of Cafe de Coral, contended that the uncertainty over the course of the previous year was indicative of a long-term transformation in global markets. As per him, this transformation was triggered by geopolitical forces adapting to a new dynamic.

    Lo stated, “Our management team has accepted and embraced the current economic challenges and is adapting the business to thrive in the new environment.” He further emphasized the company’s commitment to the future by refining its restaurant portfolio, hiring new talent, and integrating innovative technological solutions to transform the business operations.

    Cafe de Coral currently oversees a network of over 500 stores spanning Hong Kong, Macau, and nine principal cities in Mainland China.

    Questions & Answers

    What is the main reason for Cafe de Coral’s decreased profits and sales in the last fiscal year?
    The primary reasons for the decrease in profit and sales were attributed to a weak economy and lukewarm consumer sentiment, particularly in Hong Kong and Mainland China.

    How did the downturn affect different restaurant types?
    The downturn affected casual dining and quick service restaurants differently. Casual dining saw a decrease of 6.4%, while quick service restaurants experienced a smaller decrease of 0.3%.

    What steps is Cafe de Coral taking to adapt to the current economic challenges?
    The company is adapting by refining its restaurant portfolio, recruiting fresh talent, and incorporating new technology into its operations.