Albert Heijn Research Articles

Isolation and characterization of R2R3-MYB and basic helix–loop–helix (bHLH) transcription factors involved in anthocyanin biosynthesis in tulip tepals

Anthocyanin is a kind of secondary metabolites that contribute to flower color. Transcription factors R2R3-MYB and bHLH (basic helix–loop–helix) are required to regulate the transcription of structural genes involved in anthocyanin biosynthesis. In this study, full-length cDNAs of four R2R3-MYB (TfMYB2, TfMYB3, TfMYB4, TfMYB5) and two bHLH (TfbHLH1, TfBHLH2) genes were first cloned from tepals of Tulipa fosteriana ‘Albert heijn’ by RACE method. Four MYB genes belong to AN2 subgroup possessing high homology with lily MYBs, and bHLH genes share high homology with lily bHLHs. TfMYB3, TfMYB4, TfMYB5, and TfbHLH1 expressed highly in tulip tepal, while TfMYB2 and TfbHLH2 highly in stem and leaf. The spatial expression patterns of above four TFs also coincided well with some structural genes involving in the anthocyanin biosynthesis. The transcripts of TfMYB3, TfMYB4, TfMYB5, and TfbHLH1 constantly increased along with flower development, which were consistent with the expression of structural genes and accompanied by the anthocyanin accumulation. Y2H analysis revealed that TfMYB3, TfMYB4, or TfMYB5 interacted with TfbHLH1. The transient expression assay suggested that TfMYB5 activated the promoter of TfCHS1, while TfMYB3 or TfMYB4 promoted the promoter activity of TfANS1. Meanwhile, no significant promoting effect of TfbHLH1 was observed; however, the enhancing effect of TfMYBs on the promoters was much promoted when interacted with TfbHLH1. Taken together, our findings strongly suggested that TfMYB3, TfMYB4, TfMYB5, and TfbHLH1 were definitely participated in the regulating of anthocyanin biosynthesis in tepals of tulip.

How Albert Heijn Applied the Omni-Channel Strategy: A Case Study

This study aims to develop the Omni-channel strategy for the supermarket stores. We used Albert Heijn, a leading supermarket chain in the Netherlands, as the research case in the study. Currently, AH has set three goals for the Omni-channel services: more customers, more choices and more places. However, there are still some improvements to be made and ideas that can be given. Therefore, this study provides three ideas suggested to AH, including E-bike delivery, live cooking and cash payment at the self-scan cashiers. E-bike delivery can lower the minimal order value and delivery costs. Live cooking can allow customers to eat in stores. Cash payment at the self-scan cashiers can provide the option of cash payments, which satisfies more customers.

Animal Cards, supermarket stunts, and the World Wide Fund for Nature: Exploring the educational value of a business–environmental non-governmental organization partnership for sustainable consumption

This article explores cooperation between a commercial supermarket chain and an environmental non-governmental organization linking it to consumer perception of the “The Super Animals” collectable cards promotion initiative. The case study focuses on one particular joint project involving Animal Cards that was initiated by the supermarket Albert Heijn and the World Wide Fund for Nature in The Netherlands. Based on this case, environmental non-governmental organizations’ strategic choices in the context of contesting discourses of sustainability and consumption, as well as implications for environmental education, are addressed. This article combines three strands of the literature – on sustainable consumption, on strategic cooperation between commercial companies and environmental non-governmental organizations and on environmental education. It is argued that the Animal Cards initiative presents an ambiguous case by both attempting to enhance environmental awareness and promoting consumption, opening up questions about the value of such cooperative ventures to the objectives of environmental education. It is concluded that cross-sector partnerships have the potential to lead to improvements in corporate social responsibility and environmental awareness among consumers but simultaneously pose the danger of undermining the critical stance toward consumption.

The real estate effects of e-commerce for supermarkets in the Netherlands

Internet sales are increasing; that is also true for supermarkets. The situation in the Netherlands is no exception. Currently, the turnover in this part of the retail market is still limited, but it is to be expected that also for supermarkets a substantial part will be sold online in the near future. The most important question in this article is how supermarket real estate will be affected by e-commerce. In interviews we asked real estate and e-commerce managers of eight Dutch supermarket chains about their plans and expectations. Although they did not expect major changes in their real estate portfolios, we have seen supermarkets building various pick-up facilities and dedicated pick centres during 2014. Last year also showed a change in the usual market positions. In the past mainly the market leader, Albert Heijn, had been developing special real estate such as dedicated pick centres and pick-up points, whereas the other supermarkets only made changes in the layout of their stores. Since last year, however, the latter category has definitively been catching up.

Comparison of anthocyanin components, expression of anthocyanin biosynthetic structural genes, and TfF3′H1 sequences between Tulipa fosteriana ‘Albert heijn’ and its reddish sport

A reddish flower tulip sport Tulipa fosteriana ‘SN09’ was bred from a pink flower cultivar T. fosteriana ‘Albert heijn’ (AH). To investigate the molecular basis underlying this color difference, SN09 and AH were compared using biochemical and molecular approaches. Ultra performance liquid chromatography (UPLC) profiles revealed that major cyanidin 3-rutinoside and minor pelargonidin 3-rutinoside were accumulated in the petals of AH, whereas major pelargonidin anthocyanins (pelargonidin 3-acetylrutinoside and pelargonidin 3-rutinoside) and minor cyanidin 3-glucoside were detected in SN09. The total anthocyanin content in petals of AH and SN09 were not significantly different at Stage 4, and correlated with the expression patterns of dihydroflavonol 4-reductase (TfDFR1) and anthocyanidin synthase (TfANS1). In addition, more transcripts of chalcone synthase (TfCHS1), chalcone isomerase (TfCHI2), and flavanone 3-hydroxylase (TfF3H1) contributed to higher accumulation of flavone and flavonol in SN09 than in AH. The transcription of flavonoid 3′-hydroxylase (TfF3′H1) was significantly lower in SN09 than in AH throughout flower development. Accordingly, the nucleotide sequences of TfF3′H1 in AH and SN09 were compared. Results showed that the deduced amino acids of TfF3′H1 in AH and SN09 were not different, but an extra fragment (255bp) was found in the promoter of TfF3′H1 in SN09. Consequently, the promoters of TfF3′H1 in AH and SN09 were isolated, fused with the β-glucuronidase (GUS), and then transformed to tobacco and Arabidopsis thaliana. Results demonstrated that the GUS activity in Arabidopsis with TfF3′H1 promoter from SN09 was only 5.4% of that from AH, suggesting that the insert mutation in the TfF3′H1 promoter hampered the accumulation of cyanidin anthocyanins in SN09 through the reduction of TfF3′H1 transcription.

The power of one: towards the new integrated organisation

PurposeThis paper seeks to address the problem facing complex multinational companies: how to balance their organisation structure across the competing interests such as product, geography, brand, function and key account.Design/methodology/approachThe research involved interviews with large companies such as ABNAmro, Albert Heijn, ASML, and IBM.FindingsThe findings suggest that some companies are starting to find solutions to the structural challenges of multi‐dimensional complexity by integrating selected aspects of the organisation: the overarching logic, the information base, the process for selecting opportunities, the profit measure and the management mindset. These “power of one” solutions point a possible way through organisational complexity.Practical implicationsLeaders often launch “one company” projects; this paper will help them define what should be part of such a project, and help them understand the size of the task ahead of them if they want to create a fully integrated organisation.Originality/valueThe paper presents some new perspectives on how leaders appear to be solving the problems of multidimensional structures.

Consumer buying behaviour of fruit and vegetables in the Netherlands

The Dutch Households bought in 2010 compared with the year before a little less vegetables and less fruit. However because of a higher price level the supermarket sales of fruits and vegetables increased with 7% to almost €3 billion. A Dutch household bought 72.4 kilo fresh vegetables in 2010. This is 2% less than in 2009. Tomatoes are the most bought vegetable followed by onion and cucumber. Although the Dutch households bought less vegetables, the spending increased with 5%. The average price of vegetables was 7% higher than in 2009. In 2010 a Dutch household bought almost 88 kilo fresh fruit. Compared with 2009 this was 2% less. Apple is far out the most popular, followed by orange and banana. Also the spending on fruit decreased a little, specially on strawberry, kiwi and banana. The sales of vegetables is realized for almost 90% by the supermarket channel. Albert Heijn has a market share of 38%, followed by Superunie and C1000. Also for fruit the supermarket is the most important retail channel. However fruit is also sold for 20% in grocery stores and markets. The total turnover from supermarkets of vegetables was in 2010 over €2 billion, 8% more than in 2009. 85% of this is fresh product (fresh and pre-treated). Canned vegetables become less popular. The turnover was decreasing 2% to just under €200 million. Green beans are the most popular, followed by peas and carrots. However more money was spend on frozen vegetables (+5%) and pickles (+1%). Over 40% of the supermarket turnover of frozen vegetables is spend on spinach. The supermarket turnover of fruit increased in 2010 with 3% to €1,25 billion. From this 93% is fresh unprocessed fruit. The turnover of pre-treated (washed and sliced) is increasing, but still not more than 3%. Although with a modest share, the spending on frozen fruit also increased in 2010 to €5,5 million. The turnover of canned fruit however was decreasing with 6% compared with 2009. The supermarket turnover of pre-treated fruit was €35 million. Albert Heijn is the absolute market leader for pretreated fruit. In 2010 70% of the sales was realized by Albert Heijn. Mixed fresh pre-treated fruit, mainly fruit salads, account for 40% of the total supermarket turnover of processed fruit. Canned pineapple is the most important canned fruit in supermarkets, followed by fruit cocktail and peach. There is a high degree of awareness of consumers regarding the “must” to use enough fruit and vegetables. Despite of this, consumers do not always eat enough healthy products. Reasons for this are the busy life of the modern young people and the perception that vegetables are “not easy” to use. Therefore preparing a meal has to be easy and fast with suitable products Here is an important task for concept and product development.

The development of store brands and the store as a brand in supermarkets in the Netherlands

The price war between supermarkets in the Netherlands, which was launched in October 2003 by Albert Heijn, has strongly influenced the position and development of store brands and store formulas. Based on international research, we can conclude that the store brand is used increasingly frequently as an instrument for store formula positioning. This has resulted in a growing relevance of the market share of the store brands. When the distance between store brands and manufacturer brands gets smaller with regard to quality, perceived value and confidence, price ultimately becomes the only clearly distinguishing characteristic. In that situation, retailers have the opportunity to use store brands in the process of ‘branding’ the store formula. If retailers then proceed to combat each other with a strong focus on price promotions for both manufacturer brands and store brands, store loyalty is undermined and store duplication is stimulated. The price war that was initiated by Albert Heijn gave rise to such a situation. This article puts the Dutch developments in an international context.

Demand Estimation and Assortment Optimization Under Substitution: Methodology and Application

Assortment planning at a retailer entails both selecting the set of products to be carried and setting inventory levels for each product. We study an assortment planning model in which consumers might accept substitutes when their favorite product is unavailable. We develop an algorithmic process to help retailers compute the best assortment for each store. First, we present a procedure for estimating the parameters of substitution behavior and demand for products in each store, including the products that have not been previously carried in that store. Second, we propose an iterative optimization heuristic for solving the assortment planning problem. In a computational study, we find that its solutions, on average, are within 0.5% of the optimal solution. Third, we establish new structural properties (based on the heuristic solution) that relate the products included in the assortment and their inventory levels to product characteristics such as gross margin, case-pack sizes, and demand variability. We applied our method at Albert Heijn, a supermarket chain in The Netherlands. Comparing the recommendations of our system with the existing assortments suggests a more than 50% increase in profits.

Europe's Enron: Royal Ahold, N.V.

Royal Ahold, N.V., is a large multinational company based in The Netherlands that was founded in 1887 by Albert Heijn. Three generations of the Heijn family oversaw the company's retail grocery business. In 1989, the company hired a professional management team. The new management team expanded Royal Ahold's operations by purchasing grocery chains around the globe, resulting in the company becoming the third largest food retailer in the world. In 2000, the company diversified into the wholesaling segment of the huge food industry when it purchased U.S. Foodservice, a large food wholesaler based in Columbia, Maryland. Royal Ahold's professional management team established aggressive earnings and revenue goals for the company each year and pressured their subordinates to achieve those goals. An incentive compensation plan awarded large year-end bonuses to managers of operating units that met or surpassed their financial goals. Royal Ahold's decentralized operations, when coupled with the strong incentives to achieve unrealistic earnings and revenue goals, created an environment in which fraud often flourishes. In early 2003, Royal Ahold's independent auditors suspended their fiscal 2002 audit of the company when they discovered numerous potential irregularities in the company's accounting records. Subsequent investigations documented that the company had improperly included the operating results of foreign joint ventures in its consolidated financial statements, had accounted improperly for initial acquisition costs related to several of those joint ventures, and had materially overstated “promotional allowances” due from company vendors. The disclosure of the massive accounting fraud resulted in criminal and civil lawsuits being filed against the company and its top executives in both Europe and the United States. This case examines accounting, auditing, and control issues pertinent to multinational companies. In addition, the case examines recent controversies arising between and among international regulatory agencies and rule-making bodies within the accounting and auditing disciplines. Finally, the case illustrates important risk factors commonly associated with financial statement fraud.

Ahold's divestment by stealth

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsPositioned as the world's third largest retailer after Carrefour and Wal‐Mart in 2002, Ahold is a major international supermarket and foodservice operator based in Amsterdam. Ahold's founder, Albert Heijn, opened his first grocery store in 1887, and the company first issued shares to the public in 1948 on the Amsterdam Stock Exchange. Since, then it has been primarily involved in retailing, operating under a variety of food and non‐food formats in western and Eastern Europe, Asia and the USA.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

A Periodic Inventory Routing Problem at a Supermarket Chain

Albert Heijn, BV, a supermarket chain in the Netherlands, faces a vehicle routing and delivery scheduling problem once every three to six months. Given hourly demand forecasts for each store, travel times and distances, cost parameters, and various transportation constraints, the firm seeks to determine a weekly delivery schedule specifying the times when each store should be replenished from a central distribution center, and to determine the vehicle routes that service these requirements at minimum cost. We describe the development and implementation of a system to solve this problem at Albert Heijn. The system resulted in savings of 4% of distribution costs in its first year of implementation and is expected to yield 12%–20% savings as the firm expands its usage. It also has tactical and strategic advantages for the firm, such as in assessing the cost impact of various logistics and marketing decisions, in performance measurement, and in competing effectively through reduced lead time and increased frequency of replenishment.

A Periodic Inventory Routing Problem at a Supermarket Chain

Albert Heijn, BV, a supermarket chain in the Netherlands, faces a vehicle routing and delivery scheduling problem once every three to six months. Given hourly demand forecasts for each store, trave...

Online Grocery Shopping Around the World: Examples of Key Business Models

The grocery industry evolved from mom-and-pop stores to mega-markets to online grocery buying, with many different forms along the way. The global market for groceries in 2000 is over $2 trillion. The online grocery segment of the market is expected to reach $34 billion by 2002, a thirty-three fold increase from 1998. This tutorial examines the issues surrounding online groceries and looks closely at fourteen examples from the Americas, Europe, and Australia. The online market is currently one of growth, not profits. Two key components of profitability for online vendors are the ability to generate sufficient volume, while keeping delivery costs low. The Internet also impacts business-tobusiness relations among grocers. This tutorial describes key online grocery firms including Peapod, NetGrocer, Streamline, WebVan, Ruok@Net, Albert Heijn, Disco, Ykkoshalli, Shoplink, Coles and Woolworths. Each of these companies represents different business models, with differing organizational structure and scope of operations. Each has its own set of strengths and

Environmental themes on ecolabels

A desk study on current market-oriented approaches promoting more sustainable agriculture compared organic farming (EKO), agro-ecolabelling (AMK), ‘environmentally-aware cultivation’ (MBT), Albert Heijn’s controlled cultivation, Sainsbury’s integrated crop management and the TNO label developed for the retailer A&P. The contribution of these to individual Dutch environmental policy themes was analysed. The results of an inventory for arable farming are presented, with special reference to the cultivation of ware potatoes. They show that all the labels include the themes of climate change, acidification, eutrophication and ecotoxicity. The themes of hydrological changes and habitat loss and fragmentation are scarcely taken into account in the Dutch labels. This implies that these labels do not guarantee that sustainable agriculture will be developed. However, the British retailer Sainsbury’s does consider all the six topics explicitly. Although both the environment and biodiversity will benefit from a reduction of pollutant emissions, the labels do not assess the actual effect of the criteria, as there is no analytical framework for transforming the present ecolabels into manageable and effective instruments to achieve sustainable agriculture. Several criteria are proposed for use in market-oriented tools aiming to enhance biodiversity.

The increasing power of store brands: Building loyalty and market share

An important evolution in the retailing industry is the growing success of store brands. Still, their level of penetration varies widely across countries and industries. We provide an operational measure to quantify the power of store brands along two dimensions: the intrinsic loyalty of their customer base, and their conquesting power to attract potential switchers. Based on their position along these two dimensions, we classify store and national brands as ‘Giants’, ‘Misers’, ‘Fighters’ or ‘Artisans’. We use the proposed operationalization to evaluate the absolute and relative strength of Albert Heijn, the leading Dutch store brand, in 19 product categories.

Retailing and global change

The Retail Consortium gathered together a distinguished group of retailers to address its annual briefing in October, the theme of which was the future of retailing in the light of current global change. Albert Heijn, one of Europe's leading retail figures, gave a considered account of his company's expansion into the United States, whilst Peter Carr, of Galerias Preciados, gave a rundown on the situation in Spain. John Davison of ICL talked about the future pattern of retail systems.

Nixdorf opts for self‐scanning

A new self‐scanning system designed by Nixdorf was described at a recent Nixdorf conference held in Madrid, and is to be exhibited at Euroshop in Dusseldorf in February. Known as the Scan Tower, it is a checkout‐based system rather than a self‐scan trolley which forms the principle of the system introduced by Albert Heijn in Tilburg.

The store where the customer does the scanning

Customer self scanning is a revolutionary experiment that could be the next milestone in the history of shopping, asserts our contributor. The Dutch company Ahold (formerly Albert Heijn) have set up the experiment in their Tilburg supermarket. Customers seem to like it. Chris Hughes went to Tilburg to see how the system is working, along with a number of other technology projects which he describes.