Progressive Grocer - October 2009 - (Page 80)

Executive Insights Learning from industry leaders Giant Strategies Giant-Carlisle CEO Sander van der Laan brings Dutch retailing expertise to U.S. stores. By Deborah A. Garbato n July 2008, Giant-Carlisle president and CEO Sander van der Laan left The Netherlands for central Pennsylvania. The executive, a 10-year Royal Ahold veteran, arrived with his wife, Ingeborg; three young sons; and, in his words, “a few pets.” But van der Laan brought more than his family to the United States. He brought almost two decades of operations expertise on both the fresh food and CPG sides of retailing. In The Netherlands, he worked with Unilever’s shampoo and Lipton Tea brands. At Dutch retail giant Albert Heijn, his team moved market share from 24 percent to 33 percent via an aggressive pricing strategy and development of private brands and multiple formats. Both Albert Heijn and Carlisle, is applying Albert Heijn initiatives to the U.S. market. “Format diversity, along with augmenting our corporate-brand port- Ahold’s Sander van der Laan improved profits at Dutch banner Albert Heijn before folio, is key growth driv- coming to Giant-Carlisle in Pennsylvania. ers,” says van der Laan, who succeeded Carl Schlicker in September 2008 much higher.” (Schlicker was named CEO of Ahold USA’s Stop In both countries, van der Laan views develop& Shop and Giant-Landover stores). ment of associates as pivotal. “I believe in Van der Laan strengthening people. I don’t mind people having acknowledges that the different opinions. I try to stimulate debate and U.S. grocery market is challenge conventions — although you need to be “From a business perspective, the U.S. food retail different from the aware of why the convention was created.” market is still unconsolidated and regional. In The Dutch food segment. Van der Laan was named EVP, marketing & Netherlands, Albert Heijn has a 33 percent share.” “Yes and no,” he says merchandising, of Albert Heijn in 2003. His when asked if he plans team helped grow the Albert Heijn To Go conto replicate his accom- venience store chain to 45 stores and developed a Pa.-based Giant are part of the 25.7 billion-euro plishments at Albert Heijn. “From a business 30,000-to-40,000-square-foot (large by EuroRoyal Ahold. perspective, the U.S. retail food market is still pean standards) compact hypermarket. Today, Today, van der Laan and his family are meld- unconsolidated and regional. In The Nether- Albert Heijn operates 30 hypermarkets (820-plus ing Dutch and U.S. lifestyles — the kids are in lands, Albert Heijn has a 33 percent share. Even stores in total). Annual sales are about 9 billion public school and the executive enjoys local with Wal-Mart, no U.S. player is that dominant. euros. hockey games. At the same time, van der Laan And the European mix of private label is always “We had been losing market share. We had• Progressive Grocer • October 2009 A H E A D O F W H AT ’ S N E X T www.progressivegrocer.com I http://www.progressivegrocer.com

Table of Contents for the Digital Edition of Progressive Grocer - October 2009

Progressive Grocer - October 2009