Real’s objective is to become the number one shop for all potential customers with their diverse needs. In this respect, increasing relevance and appeal among customers is of decisive importance to gain market share in Germany, with the topic of sustainability continuing to play a key role across the company. A simultaneous focus on economic, ecological and social criteria will determine strategic decisions along the entire value chain – from the design of assortments to the profitability of measures and processes.

The next generation of the Real sales concept will build on a foundation of profitable and sustainable growth. To achieve this, it is essential to continue the implementation of the efficiency programme for competitive cost structures. This comprises optimisation measures in supply chain management and in the store portfolio, establishing more efficient procurement partnerships as well as adapting the wage structure to the challenges inherent in retail and competition. In the coming financial years, Real must continue its transformation in tandem with demographic change and digitalisation and integrate future market trends and the successful store concept within the company.

In its continued development, Real focuses on a high level of customer satisfaction and a greater number of customer touchpoints. The customer will be shifted even more distinctly to centre stage in an all-encompassing and comprehensive strategy. The Real sales concept of the future aims to pique customers’ interest and inspire them even more. For this reason, a high level of service orientation, convenience and value for the customer are clearly at the forefront of this focus. The aim is to enable Real to stand out within a dense competitive environment with a unique profile in the German food industry. In the process of digitalisation, customers will no longer choose exclusively store-based or purely online offerings in the future. Instead, customers will look for the best possible combination from an omnichannel portfolio.

For this reason, the development of the online non-food business is an inherent component of Real’s strategy, and the implementation of a functioning and economically viable online distribution concept for food is being pursued.

These strategic objectives will also determine the requirements for future internal corporate processes and the design of the IT landscape both externally and internally. Real must be capable of supporting potential customers from the beginning of their purchase decision process right up to after-sales management. In this context, it is irrelevant which channel they choose. Instead, whether store-based or networked, customers should be offered an all-in-one solution.

In line with changing customer demands and needs, Real intends to implement further modernisation measures based on the successful model of its Essen store over the next few years. This, however, requires competitive cost structures. The increasingly tight-knit networking between online and offline will play a decisive role here. In addition, topics such as ultra-fresh produce, regionality, assortments, service and stock optimisation will be of key importance.