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CEOs are more cautiously confident in their own growth prospects in 2018, except in North America
PwC · 2018 · industry_trends
CEOs are more cautiously confident in their own growth prospects in 2018, except in North America
53% — CEO confidence
 The US remains the top spot for global investment, while India moves into the top 5
PwC · 2018 · market_landscape
The US remains the top spot for global investment, while India moves into the top 5
46% — CEO investment preference
 The US pulls further away from China as the top market for growth prospects
PwC · 2018 · industry_trends
The US pulls further away from China as the top market for growth prospects
46% — CEO growth prospect confidence
 When it comes to confidence about their own three-year prospects, CEOs are more cautious
PwC · 2018 · industry_trends
When it comes to confidence about their own three-year prospects, CEOs are more cautious
45% — CEO confidence
 Threats: What Keeps CEOs Up at Night Differs By Region
PwC · 2018 · section_divider
Threats: What Keeps CEOs Up at Night Differs By Region
 Terrorism and cyber threats moved up; uncertain economic growth and exchange rate volatility moved down
PwC · 2018 · industry_trends
Terrorism and cyber threats moved up; uncertain economic growth and exchange rate volatility moved down
42% — Percentage of respondents answering 'extremely concerned'
 The perception of top threats varies by region
PwC · 2018 · industry_trends
The perception of top threats varies by region
63% — Percentage of respondents 'extremely concerned'
 CEOs have mixed views on the benefits of globalisation
PwC · 2018 · industry_trends
CEOs have mixed views on the benefits of globalisation
40% — CEO sentiment
 Asia-Pacific CEOs are the most upbeat about globalisation's ability to help close the wealth gap and avert climate change
PwC · 2018 · peer_benchmark
Asia-Pacific CEOs are the most upbeat about globalisation's ability to help close the wealth gap and avert climate change
77% — CEO sentiment
 We live in an increasingly fractured world
PwC · 2018 · industry_trends
We live in an increasingly fractured world
82% — CEO sentiment
 Every region believes we are headed towards ‘measuring prosperity through multifaceted metrics’
PwC · 2018 · industry_trends
Every region believes we are headed towards ‘measuring prosperity through multifaceted metrics’
66% — CEO sentiment
 CEOs are divided over whether economic growth will benefit the many or the few
PwC · 2018 · industry_trends
CEOs are divided over whether economic growth will benefit the many or the few
62% — CEO sentiment
 A Message from PwC Global Chairman Bob Moritz: Re-Aligning Global Economic Growth with Local Social Progress
PwC · 2018 · quote_slide
A Message from PwC Global Chairman Bob Moritz: Re-Aligning Global Economic Growth with Local Social Progress
 Grocery retail margins in Europe have historically been lower than other industries, averaging 7.1% EBITDA (2009-23)
McKinsey · 2025 · market_landscape
Grocery retail margins in Europe have historically been lower than other industries, averaging 7.1% EBITDA (2009-23)
7.1% — EBITDA margin
 On average, hyper/supermarkets (6.6%) and discounters (6.4%) have EBITDA margins (2023)
McKinsey · 2025 · financial_analysis
On average, hyper/supermarkets (6.6%) and discounters (6.4%) have EBITDA margins (2023)
6.6% — EBITDA margin
 Performance differs significantly across grocers with average EBITDA margins varying from 4.8% to 9.2% between 2015-23
McKinsey · 2025 · peer_benchmark
Performance differs significantly across grocers with average EBITDA margins varying from 4.8% to 9.2% between 2015-23
9.2% — EBITDA margin
 Grocers faced gross margin pressure (-1.2pp) combined with real terms sales decline (-4.5%)
McKinsey · 2025 · financial_analysis
Grocers faced gross margin pressure (-1.2pp) combined with real terms sales decline (-4.5%)
-1.2pp — Gross margin
 With declining real sales, especially offline, sales per square meter have also decreased, putting pressure on margins
McKinsey · 2025 · diagnosis
With declining real sales, especially offline, sales per square meter have also decreased, putting pressure on margins
-2.9% — Real offline sales per sqm
 Margin pressure is the result of both macroeconomic conditions and industry dynamics in Europe, especially for traditional grocers
McKinsey · 2025 · industry_trends
Margin pressure is the result of both macroeconomic conditions and industry dynamics in Europe, especially for traditional grocers
 EBITDA margin of super/ hypermarkets (-0.6pp) shows negative momentum vs discounters (+0.2pp)
McKinsey · 2025 · benchmark_peers
EBITDA margin of super/ hypermarkets (-0.6pp) shows negative momentum vs discounters (+0.2pp)
-0.6pp — EBITDA margin
 Grocers limited EBITDA margins decline (-0.4pp) by raising prices/ negotiating purchase terms and reducing SG&A and other costs
McKinsey · 2025 · financial_analysis
Grocers limited EBITDA margins decline (-0.4pp) by raising prices/ negotiating purchase terms and reducing SG&A and other costs
-0.4pp — EBITDA margin
 Most grocers partly offset inflationary gross margin decline to limit EBITDA margin decrease
McKinsey · 2025 · bubble_chart
Most grocers partly offset inflationary gross margin decline to limit EBITDA margin decrease
 Examples of grocers' actions to raising prices/negotiating purchase terms to optimize gross margins
McKinsey · 2025 · client_example
Examples of grocers' actions to raising prices/negotiating purchase terms to optimize gross margins
 Examples of grocers' actions to reduce SG&A and other structural cost items to stabilize EBITA margins
McKinsey · 2025 · client_example
Examples of grocers' actions to reduce SG&A and other structural cost items to stabilize EBITA margins
€4 billion — EBITA margin
 Over te next 5 years, macroeconomic and industry dynamics will continue to put pressure on grocers' margins, especially for hyper/supermarkets
McKinsey · 2025 · key_messages
Over te next 5 years, macroeconomic and industry dynamics will continue to put pressure on grocers' margins, especially for hyper/supermarkets
5-10pp — EBITDA margin
 If no counter measures are taken, average EBITDA impact could range -0.2 to -2.7 pp for hyper/supermarkets
McKinsey · 2025 · impact_sizing
If no counter measures are taken, average EBITDA impact could range -0.2 to -2.7 pp for hyper/supermarkets
-2.7pp — EBITDA pp impact
 Labor inflation projected to stabilize above historical average at 2% with peaks of 4.5% and 2.6% in 2024 and 2025
McKinsey · 2025 · industry_trends
Labor inflation projected to stabilize above historical average at 2% with peaks of 4.5% and 2.6% in 2024 and 2025
2% — Labor cost inflation
 Discounter share (23-26%) and private label share of hyper/supermarkets (31-33%) expected to increase by 2029
McKinsey · 2025 · industry_trends
Discounter share (23-26%) and private label share of hyper/supermarkets (31-33%) expected to increase by 2029
33% — Market share
 Impact of trends could make super/hypermarkets EBITDA margins thin (~4%) with 1-2% of revenue required for renewal CAPEX
McKinsey · 2025 · financial_analysis
Impact of trends could make super/hypermarkets EBITDA margins thin (~4%) with 1-2% of revenue required for renewal CAPEX
4% — EBITDA margin
 Taking a future-back perspective, bolder actions across levers needed to avoid further profitability erosion
McKinsey · 2025 · initiative_list
Taking a future-back perspective, bolder actions across levers needed to avoid further profitability erosion
 Bolder actions are needed to avoid further profitability erosion and to get to sustainable profitability before 2030
McKinsey · 2025 · financial_analysis
Bolder actions are needed to avoid further profitability erosion and to get to sustainable profitability before 2030
5.5-8 — EBITDA margin
 Wegmans and Albert Heijn excel in offering high Fresh quality
McKinsey · 2025 · client_example
Wegmans and Albert Heijn excel in offering high Fresh quality
 Stepping up quality of private label & develop private brands to grow to 15% of volume could add up to 0.5% in EBITDA margin
McKinsey · 2025 · impact_sizing
Stepping up quality of private label & develop private brands to grow to 15% of volume could add up to 0.5% in EBITDA margin
0.5% — EBITDA margin
 Mercadona and Albert Heijn are leading players in Europe in building their private label/brands
McKinsey · 2025 · case_study
Mercadona and Albert Heijn are leading players in Europe in building their private label/brands
75% — Private label sales share
 Reshaping store networks to close 10% of stores and recouping 50% of sales could add up to 0.5 – 1% EBITDA margin
McKinsey · 2025 · impact_sizing
Reshaping store networks to close 10% of stores and recouping 50% of sales could add up to 0.5 – 1% EBITDA margin
0.5 – 1% — EBITDA margin
 Sainsbury’s drastically reshaped store network and reduced fixed costs with ~3%pp of revenue in 5 years
McKinsey · 2025 · case_study
Sainsbury’s drastically reshaped store network and reduced fixed costs with ~3%pp of revenue in 5 years
>3%pp — fixed costs as % of revenue
 Several retailers launched different types of personalization efforts – with up to 6% revenue increase
McKinsey · 2025 · client_example
Several retailers launched different types of personalization efforts – with up to 6% revenue increase
+5-6% — revenue increase
 Driving COGS reduction by 0.3 – 1% through supplier negotiation and buying-alliance activity could add 0.25 – 0.75% EBITDA uplift
McKinsey · 2025 · financial_analysis
Driving COGS reduction by 0.3 – 1% through supplier negotiation and buying-alliance activity could add 0.25 – 0.75% EBITDA uplift
0.25 – 0.75% — EBITDA uplift
 There are various ways with different levels of complexity for a grocery retailer to drive COGS reduction
McKinsey · 2025 · strategic_options
There are various ways with different levels of complexity for a grocery retailer to drive COGS reduction
 Grocers could join more international buying groups & alliances to further drive COGS reduction
McKinsey · 2025 · strategic_options
Grocers could join more international buying groups & alliances to further drive COGS reduction
 Improve end-to-end productivity through advanced technologies to reduce labor cost with 5 – 10% could give EBITDA uplift of 0.5 – 1%
McKinsey · 2025 · financial_analysis
Improve end-to-end productivity through advanced technologies to reduce labor cost with 5 – 10% could give EBITDA uplift of 0.5 – 1%
0.5 – 1% — EBITDA margin
 Utilization of advanced technologies will drastically improve end-to-end productivity
McKinsey · 2025 · key_messages
Utilization of advanced technologies will drastically improve end-to-end productivity
50% — workforce automation potential
 Advanced technologies can drastically change the store and warehouse of the future, and improve productivity
McKinsey · 2025 · other
Advanced technologies can drastically change the store and warehouse of the future, and improve productivity
60% — labor hours reduction
 Ocado and Albert Heijn are examples that are using advanced technologies to automate their fulfillment and DCs
McKinsey · 2025 · case_study
Ocado and Albert Heijn are examples that are using advanced technologies to automate their fulfillment and DCs
~1% — EBIT improvement
 Monetizing Retail Media towards 0.75 – 1.5% additional revenue could give an EBITDA uplift of 0.25 – 0.75%
McKinsey · 2025 · financial_analysis
Monetizing Retail Media towards 0.75 – 1.5% additional revenue could give an EBITDA uplift of 0.25 – 0.75%
0.25–0.75pp — EBITDA margin
 Kroger began its retail media business in 2012 – building scale since 2021
McKinsey · 2025 · case_study
Kroger began its retail media business in 2012 – building scale since 2021
75% — EBIT margin
 Walmart developed its ecosystem by expanding from retail to other sectors (e.g., health) with members spending 2x vs non-members
McKinsey · 2025 · case_study
Walmart developed its ecosystem by expanding from retail to other sectors (e.g., health) with members spending 2x vs non-members
2X — Member spending vs. non-member
 Basket size spiked during COVID, however returned to 2019 levels by 2023, while the promo share declined by 0.5pp
McKinsey · 2025 · industry_trends
Basket size spiked during COVID, however returned to 2019 levels by 2023, while the promo share declined by 0.5pp
100.6% — Basket size
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