But these days, I feel I must complement that statement by adding Liège to the list.

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Here are the key takeaways.

The price of only a handful of products really sticks in consumers’ minds

Nobody memorises the price of the dozens of products in their shopping basket. Instead, consumers build their perception around around twenty highly familiar products (the famous Key Value Items), such as a baguette, a chocolate spread or toothpaste.

If these products appear affordable, consumers unconsciously extrapolate that impression to the entire store.

Price perception has become a genuine marketing tool

Today, the battle is no longer fought solely through shelf prices.

Comparative receipts, mascots, advertising campaigns, targeted price cuts, constant communication… retailers are investing heavily to influence consumer perception.

But this communication only works if it remains consistent with the experience at the checkout. Trust remains the real issue.

Why is perception often different from reality?

Several factors explain this gap:

• a retailer’s historical image can remain deeply rooted for years, even when its prices change;

• the comfort and appearance of a store can unconsciously influence how consumers perceive its prices;

• spectacular promotions tend to leave a stronger impression than permanently low prices.

In other words, consumers don’t shop with a calculator alone… but also with their memory and emotions.

Loyalty programmes also change price perception

Loyalty cards now play a major role in shaping price perception.

Why? Because receiving a discount, accumulating rewards or getting a voucher creates an immediate sense of reward, which is much more visible than a permanently low price.

The brain remembers what it “gains” more easily than what it quietly saves.

Hypermarkets sometimes suffer from a perception problem

Contrary to popular belief, a hypermarket is not necessarily more expensive.

Its huge assortment, the multiplication of promotions, loyalty discounts and volume offers, however, make prices much more complex for customers to interpret.

As a result, it becomes difficult to assess the real cost of a shopping basket and the actual savings achieved.

Price should not make us forget about value

Finally, the episode reminds us that an excessive focus on price can push other essential criteria into the background:

• product quality;

• origin;

• animal welfare;

• partnerships with producers;

• or innovations in sustainability;

• …

All of these elements also create value for consumers.

The takeaway

The battle between retailers is no longer solely about prices, but about how those prices are perceived. Between psychology, communication, loyalty and the in-store experience, building a credible price image has become a major strategic lever.

To hear all the explanations and concrete examples discussed by François Bernard, listen to the full original episode of The Retail Influencer by 20/CENT Retail on https://20100retail.be/fr/articles/995/la-guerre-des-perceptions (Content in French)

A few details that caught my eye:

• 20 Quick Scan checkouts. This is the largest Quick Scan setup in the Delhaize network in Belgium and Luxembourg.

• A dedicated “To Go” route that allows customers who only need a few products to head straight to the Quick Scan.

• An automatic misting system in the fruit & vegetable section, presented as a first for Delhaize, with a very concrete objective: better preserve the products and reduce food waste. (Already seen at the Delhaize in Machelen, and if you ask me, the system really looks impressive.)

• A bakery where products are proofed and baked on site. (And as the franchisees confirm, this new concept delivers products that are quite different from what was offered before.)

• A new Picadeli Salad Bar for lunch or the “I’ll grab something and be on my way” moment. (Wait, isn’t that Foodmaker? Ah yes… we’re in Luxembourg.)

• A butcher’s department with cutting service on site.

And then there’s this rather interesting detail: the store is announcing a “surprise concept” for September.

So, basically, it’s not quite completely finished yet. Wait and see!

But what should we take away from all this?

Delhaize hasn’t simply renovated the floors and furniture. The group is clearly using the renovation to test a different way of moving customers through the store.

Now the real test begins: is it actually more fluid? Do the 20 Quick Scans really change the experience? And most importantly, what will customers actually adopt?

What I noticed this year is that airports are increasingly tapping into localisation. Yes, they still very much offer the mix of duty free, convenience and luxury shopping we have come to expect. But the ones I visited this summer also delivered uniquely local retail experiences only THEY could have claimed.

Let’s dig in!

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The idea is simple, yet its implications are profound. Tomorrow, consumers may no longer browse websites to compare products themselves. Instead, their AI assistant will search for the best options, analyse product specifications, compare prices, delivery times and customer reviews, and even complete the purchase without ever visiting a retailer’s website.

This shift fundamentally changes the rules of retail. For years, brands have invested in website design, storytelling and marketing campaigns to influence consumers. With AI agents, purchasing decisions become far more rational. Structured product data, return policies, technical specifications and sustainability credentials suddenly become key factors in the buying process.

Bernardo Caldas explains that this transformation will not happen overnight. Adoption is expected to be gradual, with the first impact being felt in recurring, low-emotional purchases such as office supplies, groceries and everyday consumables. Categories driven by emotion—such as luxury products or travel—are likely to remain more human-led for longer.

For retailers and manufacturers, preparation starts now. Product information needs to be structured so AI agents can easily interpret it. E-commerce platforms must be modernised, businesses should prepare for emerging protocols developed by players such as OpenAI and Google, and payment providers will need to support these entirely new purchasing journeys.

Perhaps the strongest takeaway from the conversation is that now is the time to experiment. Companies that begin testing how visible they are within AI assistants today will gain a competitive advantage as this new channel continues to develop.

Finally, although AI will increasingly influence purchasing decisions, brands are not disappearing. Their role is evolving. Emotional connections will be built less at the point of purchase and more through the product experience itself—when customers receive, unbox and use what they have bought.

Want to understand how AI will reshape commerce over the coming years and what actions your business should take today? Listen to the full conversation in The Retail Influencer by 20/CENT Retail.

My most favourite part of visual merchandising is that surrounding seasonal activations. Who doesn’t love a beautifully themed window display, right? There’s no arguing the richest time of year in this regards is Christmas. We also very often witness efforts being made around other holidays such as Valentine’s day or Easter, though this may vary between retail sectors. Between holidays, retailers tend to have more flexible activation schedules, applying their own selected themes, often with a more low key approach.

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But by simplifying the experience for the majority, are we making it more difficult for part of our customer base?

In this new episode of The Retail Influencer by 20/CENT Retail, Vincent Panneels and Elisa Servais explore one of retail’s growing challenges: inclusion.

Through real-life examples from H&M, Exki and China, as well as inspiring initiatives from Carrefour, IKEA, LEGO and the Dutch “chat checkouts”, they explain why the real challenge is not choosing between technology and human interaction, but offering enough options to meet the diverse needs of customers.

Inclusive design is not only about people with disabilities. It also considers older shoppers, tourists, neurodivergent customers, people experiencing loneliness, visually impaired or dyslexic consumers and, ultimately, anyone who may face barriers during their shopping journey.

Inclusion does not necessarily require major investments. Training employees, offering multiple ways to interact, adapting services or simply rethinking the customer journey can already make a significant difference.

The message is straightforward: technology is a powerful tool, provided it serves every customer.

Key takeaways

• Simplifying the customer journey should never exclude part of your audience.

• Self-order kiosks and self-checkouts should remain an option, not an obligation.

• Inclusion goes far beyond disability and concerns every stage of life.

• Inclusive design starts with empathy and a genuine understanding of customers’ needs.

• Technology can improve inclusion when implemented thoughtfully.

• Silent shopping hours, chat checkouts and sensory support kits demonstrate that practical solutions already exist.

• Many improvements are inexpensive: staff training, clearer communication and offering alternative customer journeys can already have a major impact.

• Better inclusion also strengthens customer loyalty and enhances a retailer’s brand image.

• The first step is simple: stop avoiding the topic and start educating your teams.

Listen to the full conversation in the latest episode of The Retail Influencer by 20/CENT Retail and discover why inclusion could become one of retail’s greatest competitive advantages in the years ahead.

Highlights:

· Carrefour Belgium returns to growth after months of transformation and bold initiatives.

· Colruyt Group confirms its stability while adapting the strategy behind Okay Direct autonomous stores.

· Are autonomous stores entering a new phase? Lessons from Portugal and the Benelux.

· Why influencer brands are becoming a serious business, not just a social media trend.

· Louis Delhaize returns to Brussels Airport, while the former Makro site comes back to life with major new openings.

· Rituals embarks on one of the largest retail redesign projects ever: 1,500 stores, 30 countries, just 30 days.

· A preview of what’s coming in August, including Agentic AI, retail tours and new podcast guests.

If you want a concise overview of the month’s biggest retail stories and the trends worth watching, this episode is for you.

As a result, two of the three existing Okay Direct stores in Ghent, located on

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The first conclusion is simple: we are no longer looking at a technology demonstrator. We are looking at a solution that works in real stores, with real customers, and addresses challenges that go far beyond simply replacing the checkout.

The most impressive concept is undoubtedly the Continente supermarket.

A real supermarket, not a laboratory

Unlike Amazon Go, which was often limited to small convenience formats, Sensei has deployed its technology in a supermarket of nearly 1,200 m² offering around 13,000 SKUs.

The store includes all the traditional departments:

• grocery
• fruit and vegetables
• meat
• fish
• bulk
• beverages
• large pallet displays

In other words, a genuine supermarket where all the usual complexities are present.

This is probably the most important demonstration: this technology is no longer limited to small-format stores.

The biggest difference with Amazon Go: the customer experience

One of the main reasons behind Amazon Go’s failure was undoubtedly the friction created before customers even entered the store: a mobile app, a QR code, prior identification… All of these steps disrupted the shopping journey.

At Sensei, the experience feels much more natural. Customers simply walk into the store: no app, no smartphone, no QR code.

They pick up a product, put it back if they wish, continue shopping normally and then head to the checkout where their basket is automatically reconstructed before payment.

The shopping journey ultimately remains that of a traditional supermarket.

The technology almost completely disappears in favour of the customer experience.

How does the technology work?

The store ceiling is equipped with numerous cameras, while the shelves integrate smart weighing sensors.

As soon as customers enter, each of them is assigned a completely anonymous avatar within the system.

This is not facial recognition but rather a virtual identifier that tracks movements and interactions with products.

Every action is recorded:

• picking up a product
• putting a product back on the shelf
• placing an item in the basket
• behaviour in front of a shelf

When it is time to pay, the system automatically knows the exact contents of the basket.

Even when a family shops together, the different avatars are automatically grouped together to create a single shopping basket.

A solution designed to reduce errors... and theft

One of the most interesting aspects is the way Sensei handles potentially fraudulent situations.

During the visit, several demonstrations showed how the system detects suspicious behaviour.

For example:

• a customer trying to enter the wrong banana variety at the weighing station;
• swapping two wine bottles in an attempt to pay the price of the cheaper one.

In these situations, the system automatically generates an alert.

Depending on the situation, the system can:

• request the intervention of a staff member;
• add both product references to the basket until verification;
• flag an anomaly without unnecessarily interrupting the customer journey.

The objective is therefore not only to eliminate checkouts but also to strengthen loss prevention.

Much more than a payment system

This is probably what differentiates Sensei the most from the first generation of “Just Walk Out” solutions.

The technology does not only identify the products being purchased.

It also powers several essential store functions:

• inventory management;
• replenishment alerts;
• inventory support;
• planogram optimisation;
• shopper behaviour analysis;
• loss prevention.

In reality, several business cases are brought together within a single platform.

This integration is probably what makes the business model far more economically viable today.

And what about the staff?

Contrary to a common misconception, the objective is not to replace store employees.

On the contrary, the teams I met on site explained that the solution allows them to devote more time to customer advice and service.

Their interventions mainly concern:

• potential errors detected by the system;
• assisting customers;
• replenishment made easier thanks to automatic alerts.

Staff spend less time on repetitive tasks and more time on value-added activities.

The numbers that stand out

The Continente store I visited welcomes around 1,500 visitors per day.

Today:

• around 70% of all transactions already use the Sensei technology;
• these transactions account for nearly 82% of the store’s total turnover.

These are particularly impressive figures for a technology that is still relatively new.

The real takeaway

What impressed me the most was not the technology itself.

It was the fact that it integrates naturally into the daily operation of a supermarket.

Every specific use case seems to have been addressed:

• weighted products;
• meat;
• fish;
• bulk products;
• large-volume items;
• group shopping;
• error prevention;
• loss prevention.

There is no alternative shopping journey, no exceptional procedure and no “workaround” to compensate for the solution’s limitations.

Everything appears to have been designed to work in a real supermarket environment.

After this visit, my main impression was that we are no longer talking about a pilot project.

We are talking about a technology that is mature enough to support large-scale deployment.

And that is probably the biggest difference.

“Affordability, trust and proximity remain our foundations,” explains Lisa Colruyt. “But today, health is officially part of our strategy. We want to evolve into a true Food & Health Retailer.”

The full podcast is available on the usual streaming platforms, but here are some of the key insights.

From Smart With Food to a complete ecosystem

This evolution did not start yesterday. Back in 2015, Colruyt Group launched Smart With Food, originally designed to better inform consumers about nutrition. Since then, the initiative has evolved into a much broader ecosystem, complemented by Newpharma, Jims, New Energy and, more recently, Yoboo.

The goal? Not just to sell products, but to guide consumers towards a healthier lifestyle.

As Lisa Colruyt puts it: “From shopping cart to well-being.”

Prevention as a new retail model?

One of the key themes throughout the conversation is the emphasis on prevention.

According to Colruyt Group, retail can play a much bigger role in preventing health problems, rather than simply offering products when people are already ill.

Why? Because retailers meet millions of consumers every day.

While governments often struggle with preventive healthcare, Colruyt Group sees an opportunity to make a difference through nutrition, physical activity, digital services and coaching.

Why is a pharmacy suddenly becoming a lifestyle coach?

This brings us to Yoboo. CEO Joris De Roover sees pharmacies evolving from traditional healthcare providers into places where lifestyle takes centre stage.

Not by making diagnoses, but by guiding people.

Through digital questionnaires, dashboards and personal coaching, pharmacists gain more time to discuss nutrition, exercise, sleep and other lifestyle factors.

The new Yoboo flagship pharmacy serves as a true laboratory where new customer journeys are tested before being rolled out on a larger scale.

Retail becomes both physical and digital

What stands out most during the discussion is how all the pieces of the puzzle are gradually being connected: nutritional advice can lead to recipes via Collect & Go; a coaching programme can be linked to food supplements; fitness, cycling, nutrition and pharmacy are no longer separate activities, but parts of one larger ecosystem.

According to Joris De Roover, behavioural change is precisely about combining physical and digital interactions.

A long-term strategy

Have they already reached the finish line? Quite the opposite. Lisa Colruyt acknowledges that many integrations are still under development.

But the direction is clear: a retailer that not only helps consumers do their grocery shopping, but also supports them in improving their health.

The major challenge now is to connect all these different brands and services even more closely.

Listen to the full podcast here:

20/CENT Retail NL

Betaalbaarheid, vertrouwen en nabijheid blijven onze fundamenten

Colruyt Group bouwt aan een health ecosystem…

Listen now

a month ago · 20/CENT Retail

(Content in Dutch)

The store is operated by independent partners Miguel Delacroix and Amaury Janssen, who already run the Delhaize stores in Alsemberg and Beersel. It offers 2,200 m² of retail space and will employ between 35 and 40 people.

Fresh products are clearly at the heart of the concept. Upon entering, customers are welcomed by a large area dedicated to fruit and vegetables, an in-store bakery, a butcher’s counter and a fish counter, with production workshops visible from the sales floor. The aim is to showcase craftsmanship and transparency.

Other highlights include an aperitif corner, an extensive international food range, a sushi workshop complemented by a wok concept (a first for Delhaize with its partner Izakaya), the Mr. Georges ready-meal concept, a delicatessen and cheese counter, a wine department with specialist advice, as well as several convenience services such as a fresh orange juice machine, a pineapple-cutting machine and the Collect service.

The store will be open seven days a week, including public holidays.

This location is temporary, however. A new building will be constructed on the parking area within the next five years, after which Delhaize will relocate the store.

My 20/CENT

This new Delhaize perfectly illustrates the current evolution of food retail. Competition is no longer driven solely by price, but increasingly by perceived quality, craftsmanship and the in-store experience.

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With this opening, Colos enters the Belgian DIY market with a broad offering of around 50,000 products, covering categories such as building materials, tools, garden, home improvement and decoration. The store also includes a limited range of everyday essentials.

Colos targets both consumers and professional customers, including self-employed tradespeople and small contractors. The concept is based on an everyday low-price strategy combined with large inventories, aiming to offer customers a comprehensive one-stop destination.

The Machelen store marks the first step in Colos’ Belgian expansion plans. The company has announced its ambition to open several additional stores in the coming years, with former Makro locations among the sites being considered.

My 20/CENT

I visited the store on opening day and one thing became clear immediately: Colos wanted to turn this launch into a real event.

The parking lot featured entertainment, loud music, free fries and ice cream, while

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The assortment has been specifically designed for this environment. It places a strong emphasis on grab-and-go solutions, convenient meal options, and products tailored to the needs of customers on the move. Particular attention has also been given to Belgian products, allowing travellers to take home accessible, high-quality local specialties.

“We worked extensively to create a store that fits perfectly within the airport environment. We are extremely pleased with the result. A huge thank you to all the teams who worked day and night over the past few days to make this opening possible,” said Antonio Ciadamidaro and Adony Koutsakis.

The managers also highlighted the enthusiasm seen from the very first moments. Beyond last-minute convenience purchases, the store is attracting a broad customer base, particularly the many employees working at Brussels Airport. The strong initial response demonstrates that the Louis Delhaize brand still enjoys high recognition and continues to meet genuine consumer demand.

My 20/CENT

This opening is far more significant than just another new store. Beyond the launch

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The idea is straightforward: go far beyond simply selling food products. After expanding quick commerce, click & collect and home delivery, Carrefour now wants to accompany customers all the way to the moment their groceries become a meal.

From the store... to the dinner table

The concept is built around a matching platform. Through a mobile application, customers will be able to select an available chef in their area, choose the type of cuisine they would like, and book a date and time.

The chef will then purchase the ingredients at Carrefour, prepare the meal in the customer’s home, serve the guests and leave once the dining experience is complete.

For Arnaud Lesne, the ambition is clear: extend the promise of Act For Food by making everyday life even easier for customers.

“We are already able to deliver high-quality products quickly. Now we want to go one step further and help our customers cook them.”

Three types of chefs

The platform is not exclusively targeting Michelin-starred chefs. Carrefour envisions a community made up of three different profiles:

• Hospitality students looking to gain practical experience.

• Passionate home cooks eager to share their culinary skills.

• Professional chefs looking for additional income.

Each chef will create a personal profile, present their culinary specialties and receive customer ratings, following a model similar to ride-hailing or booking platforms.

Before joining the platform, however, candidates will be evaluated by Carrefour through tasting sessions involving consumers to ensure a consistent minimum quality standard.

A service designed to be accessible

Unlike the often exclusive image associated with private chefs, Carrefour wants to make the concept accessible to a much broader audience.

The retailer aims to price the service similarly to other everyday services such as babysitting or domestic assistance. Customers could therefore book a chef for a dinner with friends, a birthday celebration, a family gathering or simply as a personal treat.

Pricing will naturally depend on the selected profile, whether a student, an enthusiastic amateur or a professional chef.

Another step in Carrefour’s service strategy

Over the past few years, Carrefour Belgium has significantly expanded its Act For Food strategy through improvements to its food offering, the development of more responsible products, environmental initiatives, faster delivery solutions and quick commerce.

This new service follows the same logic: moving beyond selling groceries to building a complete ecosystem of food-related services.

More broadly, Carrefour is looking to create additional value and strengthen customer relationships by entering an entirely new territory: home meal preparation.

A project still under development

The service is currently being developed. The application is nearing completion, while several operational details are still being finalized. Carrefour nevertheless hopes to launch the concept before the end of the year.

If successful, it would represent a highly original first in food retailing and further illustrate a broader transformation taking place across the industry: retailers are no longer simply selling products—they are increasingly building services that support consumers well beyond the supermarket shelves.

My 20/CENT

Beyond the innovation itself, this initiative perfectly illustrates how the role of retailers is evolving. For decades, retailers competed through their assortment, pricing or store formats. Today, the real competitive battlefield is increasingly shifting towards services.

With Carrefour Chef, the objective is not simply to sell more ingredients. Carrefour is trying to become a bigger part of its customers’ daily lives by addressing a very concrete need: saving time while still enjoying a quality meal, without making the experience exclusive or expensive.

Compared with traditional meal kits, this concept goes several steps further. Meal kits certainly appeal to many consumers, but they also have clear limitations. They are often more expensive than buying the same ingredients through regular grocery shopping, portions do not always fit every household, recipes tend to be standardized and, above all, customers still have to cook everything themselves.

Carrefour Chef offers a completely different value proposition. Instead of merely simplifying grocery shopping, it delivers an almost turnkey solution, with a chef preparing the meal directly in the customer’s home. The focus shifts from selling products to delivering a complete service experience, while remaining financially accessible.

This strategy reflects a broader international trend. Retailers are gradually transforming themselves into service platforms. Fast delivery, healthcare, financial services, mobility, repair services, second-hand offerings... home meal preparation could well become another pillar of this expanding ecosystem.

The remaining question is whether consumers will embrace this new habit. If they do, Carrefour could open a completely new chapter for food retail. Tomorrow, the value of a retailer may no longer be measured solely by the products it sells, but also by the services and experiences it creates around those products.

In this episode of The Retail Influencer, Arnaud Lesne discusses a strategy that goes far beyond a simple marketing stunt.

Being present where consumers live and spend their time

For Carrefour, the logic is simple: if consumers are spending several days at a festival, on a beach, or attending a major event, the retailer wants to be there alongside them.

After eight years at Tomorrowland, Carrefour is entering a new chapter. In 2026, the retailer was notably present at Les Ardentes and will also be present at the Formula 1 Belgian Grand Prix in Spa-Francorchamps. Other events are already in the pipeline, although it is still too early to reveal details.

The goal is not simply to place a logo on-site but to provide a genuine service to visitors.

A different setup for every event

One of the most interesting aspects of this strategy is the absence of a standardized format.

Depending on the context, Carrefour may deploy:

• A fully operational temporary store

• A food truck

• A converted container

• Or The Box, its modular concept already used in Brussels during a charity initiative at the Christmas market

At Spa-Francorchamps, The Box will be installed along the starting line, while a second retail outlet will serve the 50,000 campers attending the Grand Prix weekend.

At Les Ardentes, the approach was different: one store was located inside the campsite and another directly opposite the Main Stage, at the heart of the festival.

Each setup is designed according to site constraints, visitor flows, and the desired customer experience.

Real-life testing grounds

These temporary stores also allow Carrefour to experiment with new ways of operating retail locations.

Space limitations, customer traffic, reduced assortments, checkout speed, and innovative layouts all turn each event into a live testing environment.

The teams continuously adapt:

• Store format

• Product assortment

• Equipment

• Logistics organization

• Customer experience

The lessons learned can later inspire other projects and influence thinking around traditional stores.

Winning tomorrow’s consumers

Beyond the revenue generated during these events, Carrefour is pursuing a strategic objective: strengthening its relationship with a young and highly mobile customer base.

Arnaud Lesne describes a generation that evolves rapidly through different life stages: shared housing, first apartment, family life, and beyond.

This audience is also more willing to switch retailers than previous generations.

At a time when consumers enjoy more choice than ever before — seven-day-a-week stores, new e-commerce players, and a growing number of convenience formats — Carrefour is seeking to create an emotional connection with consumers aged 22 to 38.

The ambition is clear: become their retailer of choice before their shopping habits become firmly established.

Much more than sponsorship

Unlike many brands present at festivals, Carrefour does not see itself as a simple sponsor.

The retailer prefers to speak of partnerships.

The objective is twofold:

• Contribute to the event experience

• Meet a concrete need for visitors

While a beverage brand may focus on marketing activations and entertainment, Carrefour sells the products that festival-goers and campers genuinely need to enjoy their stay.

Retail remains at the heart of the strategy.

Logistics worthy of a military operation

Behind these temporary stores lies a highly complex organization.

Teams must manage:

• Night-time deliveries

• Locations that are sometimes difficult to access

• Extremely limited space

• Continuous replenishment solutions

• IT systems operating in the middle of fields or forests

Checkout operations are also a major challenge. Teams systematically prepare backup solutions to guarantee sales continuity, even in the event of connectivity issues.

For Carrefour, these constraints are also an excellent opportunity to challenge and improve its supply chain and operational teams.

Belgium as Carrefour Group’s innovation laboratory

This capacity for innovation now extends beyond Belgium’s borders.

As with the autonomous Carrefour BuyBye concept, already exported to France, several initiatives developed in Belgium have attracted the attention of the Group’s teams in Massy.

There is a constant exchange between the two countries. Belgium shares its innovations around autonomous stores and event-based formats, while France contributes expertise in other areas, notably partnerships with charities and food donation programs.

This collaboration highlights Belgium’s role as a true innovation laboratory within the Carrefour Group.

My 20/CENT

Carrefour’s approach demonstrates one thing: convenience retail is no longer limited to the four walls of a store.

Today, retailers need to go where consumers are. And if consumers spend several days at a festival, a Grand Prix, or another major event, why wait for them to come to the store?

By multiplying these temporary formats, Carrefour pursues several objectives simultaneously: generating revenue, increasing visibility, recruiting new customers, and testing new operational solutions in conditions very different from those of a traditional supermarket. It is ambitious, but so far the strategy appears to be delivering results.

I also appreciated a remark made during our conversation: not every event necessarily makes sense. Tomorrowland is an extraordinary showcase, but is it really the best place to reinforce Carrefour’s positioning as the “Belgians’ neighborhood store”? By focusing more on locally rooted events that are closer to its target audience, Carrefour is adapting its approach rather than trying to be everywhere. That strikes me as a smart move.

And as I have written several times before: the loyal consumer increasingly belongs to the past. Retailers must constantly win consumers over. Convincing Generation Z, continuing to engage millennials, already preparing for Generation Alpha... the work never stops.

Being present at festivals, major sporting events, winter festivals, and other popular gatherings therefore becomes an obvious choice. This is where today’s consumers are — and tomorrow’s as well.

Personally, I believe Carrefour Belgium has launched a series of interesting initiatives in recent months. It feels like a retailer that is testing, taking risks, and trying to accelerate.

The real question now is this: will this momentum translate into sustainable market share gains?

What do you think? Is Carrefour successfully staging a comeback in the Belgian market?

Through a new store concept, investments in in-store bakeries and a premiumisation of its assortment, the Belgian retailer has a clear ambition: to become the benchmark for bakery in food retail.

In an episode of The Retail Influencer by 20/CENT Retail, Helen Humbeek, Category Manager Bakery at Delhaize, explained how this strategy goes far beyond redesigning a department.

Here are the key takeaways.

A department that shapes the perception of freshness

Together with fruit and vegetables, bakery is one of the most frequently visited categories at Delhaize. Its importance extends far beyond bread sales—it directly influences customers’ perception of freshness, quality and the overall shopping experience.

The objective is therefore twofold: elevate the customer experience while responding to changing consumer expectations.

Delhaize is not trying to replace artisan bakers. Instead, it wants to complement them. Consumers increasingly want to buy high-quality bread as part of their weekly grocery shopping without making an additional stop. Convenience combined with quality is at the heart of the retailer’s strategy.

Bringing a real bakery into the supermarket

The new concept is much more than a cosmetic makeover.

Every element has been designed to recreate the atmosphere of a traditional bakery:

• a clearly defined space with a lowered ceiling, creating a “shop-in-shop” feeling;

• redesigned furniture that showcases the bread more effectively;

• lower fixtures allowing customers to see into the bakery workshop;

• warm colour palettes inspired by the crust of freshly baked bread;

• visual elements referencing wheat and traditional baking.

The goal is simple: customers should feel they are buying their bread from Delhaize’s own bakery rather than from a standard supermarket aisle.

More production takes place in-store

The most significant transformation actually happens behind the scenes.

Delhaize is progressively equipping its stores with proofing chambers, giving teams greater control over the fermentation process.

This brings several advantages:

• better control over fermentation;

• richer flavour development;

• crispier textures;

• improved workflow for store teams.

Employees are no longer simply baking pre-prepared products. They now complete more production steps in-store, including scoring the loaves by hand before baking, adding an artisan touch while enhancing the value of their craftsmanship.

Convincing consumers that scale and craftsmanship can coexist

One of the biggest challenges is convincing consumers that products produced at scale can still respect traditional baking methods.

Delhaize highlights several key elements:

• short ingredient lists;

• longer resting and fermentation times;

• production methods inspired by artisan baking;

• hand-scored loaves;

• Belgian flour sourced from regenerative agriculture for selected products.

In other words, industrialisation is primarily about production volumes, while the baking methods themselves remain rooted in traditional craftsmanship.

Trends shaping the bakery category

Like many food categories, bakery continues to evolve alongside changing consumer preferences.

Helen Humbeek identifies several major trends:

• growing demand for high-protein bread;

• the rise of “fiber maxing,” with consumers actively seeking fibre-rich products;

• increasing popularity of sourdough bread;

• new pastry flavours including pistachio, the viral “Dubai chocolate” trend, as well as Asian-inspired ingredients such as yuzu and pandan.

These innovations complement rather than replace traditional favourites.

Letting consumers taste the difference

To support the launch of its new bakery strategy, Delhaize introduced an ambitious activation campaign by giving away one million loaves of bread to Belgian consumers through its promotional leaflets.

The thinking is straightforward: in bakery, tasting is often the most convincing marketing tool.

Rather than relying solely on advertising, Delhaize lets the product speak for itself.

Becoming the bakery reference in food retail

Over the coming years, Delhaize wants consumers to instinctively associate the brand with bakery quality.

The ambition extends far beyond everyday bread. The retailer aims to serve every consumption occasion—from lunchtime sandwiches and weekend pastries to celebration cakes and baguettes for family meals.

Bakery is becoming a powerful driver of customer loyalty, brand differentiation and overall store perception.

My 20/CENT

This strategy perfectly illustrates a broader trend emerging across European retail:

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Here is a great example of where the future of retail is going. And more specifically food retailing. iRASSHAi has clearly understood that it’s no longer enough to sell products, or even “immerse” shoppers into a brand universe. What customers seek today is connection… and not just of any kind, but a genuine, meaningful link to themselves AND their daily realities.

What iRASSHAi offers is just that: Japanese delicacies made accessible to ALL! From those discovering this cuisine for the first time to the seasoned pros.

How do they manage this?

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This spring I returned to my once home of Shanghai for a private holiday. Of course, I couldn’t resist the urge of visiting stores and took a few days specifically for this purpose. I am now collating a report of my findings which will be available for purchase soon.

Prior to my trip, I heard Rituals had launched a new store design concept in Hangzhou, specifically crafted for the Chinese market. As I had planned to visit this city (one of my favourites in China), I added it to the programme.

Here are my thoughts…

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