Bigbasket has made its foray into the beauty and cosmetics category. The company is already a leader in FMCG sales, staples, and fruits and vegetables, has about 10 million subscribers, and is clocking over 1 lakh orders per day. With this new category, bigbasket has cemented its place as the one-stop-shop for all customer needs in groceries.
The vast range of cosmetic products on the beauty store by bigbasket includes eyeliners, kajal, face creams, nail colors, lipsticks, hair colors, perfumes, deodorants, etc. which can be purchased on the website or through the app. Some of the prominent labels featured include Lakme, L’Oreal, Garnier, Elle18, Lotus Herbals, and Maybelline, among others.
Customers can make choices based on their skin type, preferred brand, benefits, formulation, etc. There are also exciting discounts of about 25 percent to 40 percent on selected brands and products.
Speaking about this, Seshu Tirumala, National Head, Buying and Merchandising, bigbasket, said, “bigbasket’s customers can now look forward to far larger variety in our offering with our most recent addition of beauty products. The foray into beauty and cosmetics category comes at a time when we are already growing at a frenetic pace in the market. With this category, we aim to transcend our existing customer base and take the venture a notch higher – both in terms of the customer base and revenue. We will be providing the widest range of affordable and regularly used beauty products to our customers.
With a dominant share in the market space, bigbasket now aims to raise additional investments up to US$ 200 million over the next few months. The FMCG sales overall (food and non-food) contribute to over 50 percent of its business, another 30 percent comes from staples (including 14.5 percent from private labels) and 18 percent is from fruits and vegetables. The Alibaba-backed company expects to break even in the 10 large cities by next June and aims at becoming a billion-dollar company by the next fiscal year. The company has a presence in 25 cities and plans to launch its operations in Kochi soon.
Recently, bigbasket acquired Pune-based RainCan and Bengaluru-based Morning Cart to deliver milk to 20,000 customers. The service has been launched in 7 cities and is expected to roll out to another three cities among the top 10 metros. The milk delivery business is expected to clock Rs 10 billion by next year.
India’s annual rate of retail inflation more than halved to 2.05 percent in January from a high of 5.07 percent during the corresponding period last year, official data showed on Tuesday. The downward trend in CPI, is due to food inflation which has further widened its negative trend. Fruits, vegetables and eggs continued to witness deflationary trend during January this year, with their prices declining 4.18 percent, 13.32 percent and 2.44 percent, respectively, according to the data.
Industrial production jumped to 2.4 percent in December, 2018 from 0.5 percent in November, 2018 driven mainly by a sharp spike in manufacturing index which rose to 2.7 percent vs -0.4 percent month-on-month.
With consumers being increasingly preferring digital channels for their purchases, the online grocery space is likely to witness traction, according to market research firm Nielsen. Grocery is definitely going to start seeing traction as e-commerce picks up, Nielsen Executive Director Ajay Macaden said at the India Food Forum here. He, however, did not quantify the size of online grocery market.
As per reports the online grocery market in India is expected to be US$ 5 billion by 2020, from US$ 1 billion in 2017.
Macaden noted that packaged grocery is 40 percent in India versus a global average of 30 percent, while fresh groceries is around 41 percent against a global average of 26 percent which indicates that people are definitely picking up food online.
Rs 3.4 lakh crore Indian FMCG industry is growing at 14 percent, is largely dominated by food that accounts for 55 percent (Rs 2.2 lakh crore growing at 15.1 per cent).
In terms of contribution, general trade accounts for 90 percent of FMCG sales, growing at 13 percent, while the remaining 10 percent is from modern trade that is growing at 22 percent.
In the food category, general trade accounts for 90.1 percent at a growth rate of 14.7 percent, while modern trade is growing at 19 percent.
He observed that the FMCG industry which grew at 13.8 percent growth in 2018 was largely a volume led growth that was 77 percent of the total growth.
Nestled in the upmarket suburb of Dogok, Seoul, sits the newly opened reinvention of Emart’s “Star Super”: “the SSG Food Market”, designed by Landini Associates. Emart is the leading business of the Shinsegae group, the largest retailer in South Korea, operating multiple brands including department stores, discount to premium supermarkets, and the mighty Emart hypermarkets.
The brief was to create a world class premium supermarket and food hall fusion, and Landini Associates were entrusted to redesign every detail of the new store experience. This included: the built environment, naming and identity, furniture and fixtures, signage and communications, ticketing, menus, POS, advertising style guides, packaging and uniforms. In fact every customer touchpoint.
The result is a modern market, a convenient and accessible food lover’s heaven, where locals can do a daily or weekly shop, or dine in with friends at one of the many in-store restaurants and cafes. Attracting a newer younger audience, whilst rewarding its existing, the SSG Food Market is a community epicentre to meet, eat and shop in, throughout the day.
The offer
The reinvention enriched and upscaled the existing food and beverage offer to include an extensive fresh department, vegie butcher serving house-made salads and juices, take home meals, Korean deli, bakery (run by hip San Francisco brand Tartine), fishmonger, butcher, Korean traditional street food, café, 200 seater restaurant, sushi restaurant, specialist cheesemaker, western charcuterie, wine and beer department, coffee roastery, dry goods, florist and homewares.
The result is a curated selection of quality products, and a onestop-shop supermarket and refined specialist items. In addition the market is a wonderful meeting place to dine with friends and family, further enriching the retail and community experience.
SSG Food Market Landini Associates Trevor Mein Fruit and Vegetables 45
The offer is made up of both SSG run departments, franchises (such as Starbucks, a premium brand in Korea), and third-party retailers. Ensuring that these were all presented as a tangible whole required the design team to be sensitive to multiple design briefs, whilst ensuring that the customer had a seamless experience.
Additionally, the site has a low ceiling which created some challenges for the reticulation of services, and multiple entrances, including a pre-trading public access to a subway station through the heart of the store; a gift to residents from Shinsegae.
Landini’s solution creates a space of intrigue, transparency and exploration by celebrating the food, the people who make it, and its preparation.
Specialist departments are visible across the restaurant’s open kitchen and include: Korean Traditional Street Food, Korean/ Chinese Noodles and a grill. All the production is exposed, and chefs work in glazed pavilions serviced by counters showcasing this theatre whilst you order. There are also take home meals in the Korean deli prepared daily in its kitchen, or fresh fish and meat cooked to order at the Grill, to take home, or eat in.
As always, and especially because the market is in a basement, the lighting plays a key role in Landini’s design. Chiaroscuro, the contrast between light and shade, creates areas of interest and calm, gently guiding customers on a journey of discovery throughout the store. Perimeter departments use pavement lights to create space, and give sense of the world above.
In the main market hall the interior is paired back, functional yet classic. This “bare bones beauty” of exposed steel beams and concrete bulkheads contrasts with fine marbles, glass and blackened steel, and is balanced by timber fixtures and details. This subtle, considered and classic material palette allows the food to be the hero, and merchandising plays a major role. Long-life departments such as wine and dry-goods have a warmer, more earthy and textural palette, utilising brick and added timber. In the carpark, red floors and walls add vibrancy to the market experience before customers even get out of their car.
The basement site is located below two high-end residential apartment buildings. Visitors can enter from the sunken courtyard on street level, or via the red carpark inside. SSG has created a residents pre opening pedestrian route through the store, a shortcut to the train station to save locals from the blistering cold in winter. Landini designed a set of messaging icons for this route, also.
The graphics
Landini Associates established a tone of voice for the brand to reflect their new food experience. This influenced all store communications including: naming and identity, signage and communications, ticketing, menus, advertising style guides, packaging and uniforms.
The entire site required an ownable, easy to understand signage and graphic messaging system to reflect the brand’s new established tone of voice. The Landini design team evolved the existing SSG logo mark, developing an adaptation on communications applications to collateral and signage.
The design is simple, contemporary yet classic; impacting not overwhelming. The palette is one of debossed concrete, timber, black and whites, and complimentary hits of the brand’s colour, red.
Lazada Group has announced plans to ramp up its supermarket business in Southeast Asia as part of its strategy to become the region’s biggest e-commerce ecosystem. The supermarket transformation is being started off in Singapore, as homegrown online grocer RedMart is integrated into the Lazada platform on March 15 following its acquisition in 2016. Following the launch, shoppers will be able to buy groceries and fresh produce along with Lazada’s other product categories on the single platform, boosting the brand’s grocery and supermarket offering to more than 165,000 products.
Elsewhere in the region, Lazada is looking to launch its grocery and supermarket business in at least one other city from the second half of 2019.
The new moves are aimed at catering to the growing demand of supermarket shopping as consumers increasingly buy groceries online. The grocery market in Southeast Asia is expected to be worth US$309 billion by 2021, with shoppers filling their baskets online more than twice a month. In Singapore, seven in 10 people who buy their groceries online already do so on RedMart.
“We want to drive the evolution of grocery shopping in the region by combining our unparalleled assortment of products and superior logistics network to transform the way customers get their daily essentials and fresh produce,” said Jing Yin, co-president of Lazada Group. “Most of us shop for groceries and other household items very frequently. This presents a unique opportunity for Lazada to be part of our daily lives.”
Grofers, the low price online supermarket, announced the record revenue of Rs 310 crore in January 2019. With this, Grofers became the first online grocer to cross Rs 300 crore in monthly sales and also became the largest e-grocery company in the fast growing space. Aligned with its aim to drive the next wave of growth for e-commerce sector, the company has brought 2.5 lac new customers to its platform in January. The brand is eyeing a revenue target of Rs 2,500 crore for FY 2019.
On the back of the industry’s biggest grocery sale – Grand Orange Bag Days, Grofers recorded an average of 14 lakh visits per day on the app. During this period, a total of 1.81 crore items worth Rs 207.5 crore were sold. With an average ticket size of Rs 2,640 and 20 items per cart, Grofers recorded highest customer engagement in Delhi NCR followed by Mumbai and Bengaluru.
Speaking on the success Albinder Dhindsa, Co-Founder and CEO, Grofers said, “We are excited to emerge as India’s favourite e-grocer. We have received a tremendous response in the Grofers Orange Bag Days sale and we will sustain the momentum going forward. We are geared to bringing better priced grocery products to 100 million customers and this is just the start.”
Customers received jaw dropping offers during Grofers Grand Orange Bag Days sale. Grocery and staples were the highest selling items followed by household items (detergents and dishwash bars) and personal care products. During this time period, Grofers recorded a 80 percent increase sales of Grofers branded products as well.
Convenience food is a concept that has been prevalent and popular in the western countries for a long time now. Globally, the demand for ready-to-eat (RTE) food products has been increasing over the last few years on account of busier lifestyle of consumers and their rising income levels. Similar factors are fuelling the growth in the packaged food sector in India.
Increased employment opportunities have increased migration of people from tier 1 and tier 2 cities to metropolitans, which is an important driver for RTE food products in the country. Nuclear families and bachelors residing in metros for study or employment purpose are among the major consumers of RTE food products in India. The number of working women is particularly on the rise, which is again driving the demand. All these factors are creating significant awareness about ready meals among consumers. Growth in retail chains and outlets is also adding to the product awareness among consumers in the country’s, supermarkets, convenience stores and hypermarkets, which are emerging as the key points-of-sale for offering a wide range RTE food products.
The Indian cooking styles have undergone considerable changes over the past few years owing to the advent of modern technology and several other changes such as urbanization, increasing working population, increase in female work population and the rise of nuclear families. People have been increasingly shifting to ready-to-eat food items in order to save the time involved in preparing meals.
With the growing media awareness, literacy rates and standard of living, people have grown more responsive towards the health and hygiene standards associated with food products. There has been a shift witnessed in the customers focus from price to quality in the recent years, particularly in the urban and a few semi-urban areas. Consumers have been drifting from openly or loosely sold food products to the consumption of hygienically packaged fortified RTE foods.
The Indian food and grocery market is the world’s sixth largest, with retail contributing 70 percent of the sales. The Indian food processing industry accounts for 32 percent of the country’s total food market, one of the largest industries in India and is ranked fifth in terms of production, consumption, export and expected growth. It is believed that the Food Processing industry will be a US$ 25 billion market in India by 2020. Out of which, the serviceable metro market is expected to be close to almost US$ 20 billion. The past couple of years have seen a tremendous growth of this segment due to high consumer acceptance for convenience food nationwide.
A recent survey done by Assocham (Associated Chamber of Commerce and Industry of India) says about 79 percent of Indian households today prefer to have instant food due to time constraints. With two working parents and families becoming nuclear, people prefer authentic, nutritious store bought options rather than spending hours in the kitchen after work. In recent years, the focus of the ready-to-eat market has gradually shifted from just homemakers or students to young professionals and families.
It is found that 76 percent of parents in big cities, mostly both working with children under the age of five, are serving easy-to-make meals in some form or the other, at least 10-12 times every month! No wonder that the RTE market continues to expand at a brisk pace. The market for spreads, sauces and dips is now close to US$ 2 billion and growing at 22 percent CAGR. The RTE meals market is currently valued at INR 23 crore. It grew at a compounded annual growth rate of 3-5 percent in the last five years. According to data research company Nielsen, the breakfast mixes market is growing at 17 percent and is currently pegged at Rs 275 crore.
However, as fancy as the various breakfast cereals available in the market might be, we crave the satisfaction that only a traditional dish can give. And hence the traditional brands are coming up with options that are suitable for the Indian palate. The traditional brands such as ITC and MTR have forayed into items such as bhel bar, pot upma, poha which can be had on the go, anytime, anywhere.To fulfil the demand of this large section of consumers, one will find a lot of new RTE brands in the market.
Unlike the giant brands though, the new entrants are trying to create a niche category for themselves, be it breakfast cereals, canned, frozen foods, spreads, chutneys, and so on. Companies are looking to attract consumers within areas like olive oil, spreads and ready meals by offering promotions, new product developments, health and nutritional benefits and attractive packaging.
The Indian consumer behaviour has been influenced by exposure to other cultures primarily in the West through travels, and popular literature. The ready-to- eat market is somewhat saturated in the West, hence developing countries like India are attracting the majority of big players in the promise of a high growth opportunity. The booming food sector, multiple food outlets, the popularity of international brands and distinctive distribution channels adopted by players are expected to help the market grow at a continuous pace.
Consumers are increasingly realizing that majorly RTE foods are loaded with preservatives for a longer shelf life. Increasing health awareness, particularly in the young generation, is hindering the growth of this market. Still a large Indian population is price sensitive and therefore the price factor of RTE food makes them affordable only to select economic classes of the society. Hence it becomes all the more essential for new players in this field to marry convenience with health benefi ts to ensure convenience food does not mean compromising on quality. The key is to provide RTE food options focused on Indian taste for everyday consumption, which are is not harmful in the long run.
This is the challenge taken up specifically by food tech start-ups who want to be considered as serious players and are getting into the game after years of R&D. With state of the art technology in packaging and processing to ensure the end product is not just a world class product that can eventually be on the shelves in countries across the globe but a product that is a strong contender in being a game changer.
Milk delivery startup Milkbasket Wednesday said it plans to hire 2,500 people over the next two years and announced the launch of its services in Bengaluru. According to a report, the company said it will hire people to support the operations and growth in Bengaluru. “Within next two years, we hope to have the largest operations in Bengaluru and will be creating employment for over 2,500 people in the process,” Anant Goel, Co-founder and CEO, Milkbasket was quoted by PTI as saying.
Hiring will be made for ground operations as well as the corporate office, the company said. The startup has 1,500 employees in Delhi-NCR and Bengaluru.
It has raised close to US$ 16 million from Mayfield Advisors, Beenext, Kalaari Capital, Unilever Ventures, Lenovo and Blume Ventures.
Korea’s antitrust body is examining the practice of retailers unfairly shifting distribution costs to their suppliers. The Fair Trade Commission (FTC) has started evaluation proceedings against Lotte Mart for transferring this burden and charging an onward transportation fee after a product has been delivered. The regulator could fine the retailer 400 billion won ($353.92 million) if it is found to have violated the law. It has the authority to prosecute and punish companies that contravene the Fair Trade Act and other statutes related to anti-competitive practices.
The FTC’s Distribution Division, which monitors the activities of retailers, submitted an evaluation report, equivalent to a prosecutor’s indictment, to the commission early last month. The document outlined Lotte Mart’s infractions over five years.
Lotte Mart has until early February to respond.
This will be the first time the FTC has taken action against a company for shifting distribution costs to suppliers. Lotte Mart’s practice of transferring the costs, commonly known as post-distribution costs, is widespread.
The action comes amid FTC Chairman Kim Sang-jo’s drive to root out unfair practices in the retail industry.
Lotte Mart’s shifting of post-distribution cost to suppliers is likely to have far-reaching implications in the industry as the practice is common.
“When signing a contract, there are requests to supply products at a price three to five percent lower than the actual price to account for the post-distribution costs,” explained Mr. Lee, who operates a company that supplies to retail stores. “It’s not just Lotte. It is common for large retail stores such as Emart, Homeplus, department stores, convenience stores and even e-commerce companies, such as Coupang.”
The 400 billion won fine, if charged, would be an unprecedented amount. If other companies are fined, the total sum could rise to the trillions.
“Unlike sales promotion fees, distribution costs have to be paid,” said Mr. Kim, the president of a large food company. “We struggled as it’s impossible to know the exact figure, but the FTC took on this matter for the first time.”
From the FTC’s perspective, large retail stores use distribution centers for their own benefit, and it is unfair to force suppliers to take on costs incurred after products are delivered to the centers.
“Suppliers that just want to deliver to distribution centers are forced to deliver to branches,” explained a senior FTC official. “If the final delivery destination is a branch store, the supplier should be able to manage their products as they want at the distribution center, but that is not the case.”
“From a common-sense perspective, distribution costs apply only until the delivery location, not costs after the delivery,” the official added.
Other experts disagree with the FTC’s assessment.
“If the retailer and supplier haven’t agreed on the location of the delivery, the supplier burdening the delivery cost abides by civil law,” said Lee Ho-young, a law professor who specializes antitrust law at Hanyang University.
Lotte is going all out on its defense, hiring Kim & Chang’s fair-trade team to represent it.
“In the past, when there weren’t distribution centers, suppliers used to be burdened with the distribution costs,” said a Lotte Mart official. “Post-distribution costs are paid after distribution centers were established.”
The FTC is looking into other cases.
“The retail business cannot work if post-distribution costs are shifted to retailers,” said an executive at a large retail company who is in charge of fair trade matters.
The FTC could make a final decision as early as March.
Walmart China has pledged to further its online/offline integration strategy with increased focus on fresh food distribution, private brands and membership services. The firm’s president and CEO Tan Wern-Yuen said the business will focus on “consolidating its upstream resources and to further improve product quality”. The firm is set to invest more than RMB700 million (US$103.7 million) in its first perishable food distribution centre in Dongguan this March, its largest investment in its 22 years of operations in China. The centre will serve its South Chinese stores.
Walmart plans to build or renovate around a dozen such centers within the next 20 years, with fresh food now taking up a quarter of Walmart’s overall sales. Tan added that Walmart’s e-commerce transactions have now hit a consistent 150 per cent year-on-year growth rate. Its WeChat mini program “Scan and Go” counted more than 20 million users by the end of last year.
LOTS Wholesale Solutions, a part of the US$ 50 billion Charoen Pokphand Group and a wholly owned subsidiary of Siam Makro Public Company Limited from Thailand, has unveiled its third wholesale distribution centre in India at Ithum, Sector 62, Noida. In 2018, the company inaugurated their stores at Netaji Subhash Place and Akshardham. The three stores, opened within a span of seven months, will cater to a total of 1,40,000 registered customers in Delhi NCR.
LOTS Wholesale Solutions store in Noida is the first step towards the company’s commitment of investing Rs 250 crore in the state of Uttar Pradesh. The expansion plan will witness the opening of more stores in the state in the coming years.
The new store in Noida is spread over an area of 50,000 sq.ft. and will provide its customers with more than 5,500 assorted products in food and non-food categories. It will cater to over 40,000 business customers with a diverse clientele including kiranas, hotels, restaurants and caterers (HoReCa), corporates, MSMEs and institutions such as government agencies, educational institutes and hospitals from the catchment area.
In addition to the announcement of its third store, LOTS Wholesale Solutions also launched its own brands Basic Plus and PlusMo with an aim to provide best quality products at economical prices. The first two product categories introduced under these brands are bakery items and home-cleaning.
Talking about the launch of the third store in India, Tanit Chearavanont, Managing Director, LOTS Wholesale Solutions said, ‘Following our values of victory, we have outperformed ourselves and unveiled the third store within a span of seven months. As promised, we delivered our two stores in 2018. Uttar Pradesh was an obvious choice for expansion after Delhi NCR, owing to the proximity to the enormous market opportunity in the state. It fits well within our cluster strategy for the business in India. Aided by government support, we aim to establish an environment of mutual growth for farmers, traders and our business in the state. We will work directly with them to establish a strong supply chain and demand for their products.’
Featuring specially curated assortments for its members, delivery services, e-commerce, credit facility etc, LOTS Wholesale Solutions is a one-stop shop for all its customer needs.
Tesco Asia like-for-like sales continue to decline while the UK-headquartered company repositions its offer – masking a stronger underlying performance for the business. “We have made good progress in our discussions with suppliers towards a new commercial approach,” explained Tesco CEO Dave Lewis in a quarterly update. “We also accelerated planned changes to our operating model in Thailand, helping to reduce costs and underpinning our profit recovery.”
Lewis said that despite minor changes to the government-issued welfare cards scheme during the third quarter, Tesco Thailand sales fell by about 1 per cent for the 19-weeks including the key Christmas trading period.
Restructured Thailand store operations have led to reduced costs, underpinning profit recovery at the expense of sales.
Referring to Tesco’s global operations, Lewis added: “We have more to do everywhere but remain bang on track to deliver our plans for the year and as we enter our centenary we are in a strong position.”
The December quarter represented the 12th consecutive quarter of like-for-like sales growth for Tesco globally, with sales up 2.6 per cent.
AmInvestment Bank has maintained its “overweight” rating on the consumer sector, as consumer sentiment is expected to remain healthy on the back of recent consumer-friendly initiatives by the government. It said in a report that recent initiatives such as the reintroduction of petrol subsidy, capping of the electricity tariff and introduction of public transport subsidies, have contained the problem of rising cost of living and effectively put more money back into the pockets of consumers.
“The substitution of the Goods and Services Tax (GST) with the Sales and Services Tax (SST) is a net positive to consumers as the SST has a narrower scope compared with the GST,” it said.
According to the Malaysian Institute of Economic Research, the Consumer Sentiment Index has recovered beyond the 100-point confidence threshold after three years of a low sentiment trend.
AmInvestment Bank believes that the positive trend in consumer sentiment will be sustained as consumers become more confident of the government with expectations of more rakyat-centric government policies, better governance and transparency.
It expects private consumption to grow at 6.5% year-on-year on the back of a healthy labour market and stable inflation.
While the food and beverage sub-sector does not typically benefit from greater disposable income, AmInvestment Bank has identified Berjaya Food Bhd (BFood), Mynews Holdings Bhd and Power Root Bhd as the top picks for the sector.
It said that BFood is a beneficiary as improved consumer sentiment will drive discretionary spending while Mynews will be an indirect beneficiary of the public transportation subsidy.
“We reckon that this measure will boost foot traffic surrounding the train stations. Mynews currently operates more than 30 stores in the MRT, LRT and monorail stations,” it added.
Meanwhile, Power Root will be a potential beneficiary as it is a producer of staple products. It will also benefit from a stronger US dollar as around 50% of its sales are in exports.
Downside risks that may prompt it to review its call for the sector are weakening of the ringgit against the US dollar (its 2019 assumption average is RM4.12) and sluggish improvement to economic fundamentals, which could lead to a de-rating of the sector.
“A sluggish recovery in economic fundamentals such as high operational costs and a weak ringgit may not see consumers fully benefitting from savings tied to the SST reintroduction and consumer-friendly measures, thereby dampening the recovery in consumer sentiment,” it said.
Nearly a year-and-a-half after Amazon acquired Whole Foods for approximately US US $13.5 billion, things are about to start changing. Amazon is planning to expand its Whole Foods Market portfolio by adding more stores to put more customers within its two-hour delivery service range, The Wall Street Journal reported this week. The report says Amazon has been scouting locations for bigger Whole Foods stores in states and regions where they don’t currently have any stores at all–places like Idaho, southern Utah and Wyoming, along with many other suburban areas.
The report goes on to say that these stores will be approximately 45,000 sq. ft. in size and the extra space is intended to accommodate Amazon delivery and pickup from online orders.
According to WSJ, the world’s largest online retailer also plans to expand its two-hour delivery service, Prime Now, to nearly all of its roughly 475 Whole Foods stores in the United States.
Supermarket retailer Big C has launched its 147th hypermarket at Nakhon Si Thammarat. Big C Supercenter CEO Aswin Techajareonvikul said Big C’s business has continued to expand this year. “We are recruiting new employees to drive our promising business providing the best shopping experience to our customers. “In Nakhon Si Thammarat, we are offering the new shop-in-shop concept serving the variety of customers. We also focus on home appliance and electronic products responding to trend and consumers’ interests in electronics and IT products.”
The new centre will employ more than 1000 workers and joins the firm’s network of hypermarkets, 60 markets, 671 Mini Big Cs, and 138 Pure Pharmacies, as well as e-commerce channel Big C Shopping.
