FAKULTAS PERTANIAN
DEPARTEMEN SOSIAL EKONOMI PERTANIAN
UNPAD
Wide spread of
modern retail through
out all islands, down
to small town in Java
Island
Retail
Revolution
Food
Processing
Industry
Urbanisation
Sumber: Natawidjaja et al.,
2007
Fast growth of large
food processing and
beverages industry,
local and
multinational
company
Growing of urban
live style
Demand of higher
product quality
Increase of health
and food safety
concern
More women on the
work force
Source: UN
Economic
Cricis
Gross Output (Billion
Rupiahs) (1983=100)
Number of
Establishment
Avarage Output per
Establishment (Million
Rupiahs/Esstablismentn)
Mainly targeted on upper
Targeted on the rising
middle class
class and expatriat
Number of retail outlet
Concentrated in capital city
Only few local retail
business: Galael, Kem Chick
Concentrated in Jabotabek
and regional capital
Several national retailer New
cycles
business: Matahari, Hero
Quickly saturated
Targeted on all income level
Spread through the country:
other island, sub-district level
Domestic cycles
Business consolidation
Business format development
Multinasionalization: Carrefour,
Giant
Rapid development and market
Expansion
1970
year
1983 1990 1997
Source: Natawidjaja et al,
2007
Removal of FDI
restriction on
retail sector in
1998
*5 years ago nearly all supermarket
market in Jabotabek, around the capital
city
*Supermarkets now spreading to
other
islands, to secondary and tertiary cities
and even large rural towns on Java
*Supermarkets started on A consumers
now moved to B and C (lower middle and
working poor)
*While supermarkets have 30% of overall
food market, only about 10% of Fresh
Fruit and Vegetables retail
*typical over countries: processed foods
first, later fresh
*share of fresh food in supermarket
sales rising fast: about 30% of food
sales
*share of produce in supermarket
sales from near 0 in mid 1990s to 8%
now (recent upturn)
*About 65% of FFV sales of supermarkets
are fruit, 35% vegetables
About 80% of fruit are imported
About 20% of vegetables are imported
About 60% of FFV sales are from
imports
Roughly TWICE as high import share as
in comparable countries !
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[Link]
[Link]
[Link]
[Link]
[Link]:
*Fresh Fruits and Vegetables
*Meat and Fish
*Restaurant and Food retail
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Sangat
Menarik
Source: Planet Retail, 2009
10
Store Format
2005
2006
2007
Hypermarket
83
105
121
Warehouse Club
24
26
26
Supermarket
1,141
1,311
1,379
Minimarket
6,465
7,356
8,889
115
120
148
1,787,897
1,846,752
1,900,332
Convenience Store
Traditional Store
Source: AC Nielsen, 2008
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Source: AC Nielsen, 2007
Note: Modern Outlet: hypermarket, supermarket, mini market
12 store
Traditional market: wet market, independent grocery
Source: Planet Retail, 2009
13
* The Indonesian retail sector is still relatively fragmented and
underdeveloped. The top five players hold a combined market
share of around 15%.
* Majority of the leading companies have ambitious expansion
plans, which should see them capture an increasing share of
the market in the coming years.
* The leading domestic department store/supermarket operators,
Matahari and Ramayana, are still important players, as are
local c-store players Indomaret and Alfa Mart.
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No of
Stores
Sales Area
(sq.m)
Grocery Banner
Sales (USD mn)
Market Share
(%)
Carrefour
90
459,090
1,098
2.6
Indomaret
3,500
455,000
1,006
2.4
Matahari
305
1,010,100
551
1.3
Alfa Mart
3,000
300,000
516
1.2
470
440,510
512
1.2
7,365
2,664,700
3,683
8.7
Other
39,084
91.3
Total
42,767
100
Company
Dairy Farm
Sub Total
Source: Planet Retail, 2009
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Source: Planet Retail, 2009
16
Banner Sales
(EUR mn)
Market
Share
Grocery
Banner sales
(EUR mn)
Market
Share
Format
Banner
Hypermarket &
Superstore
Carrefour
962
2.5
7,8
2.2
Supermarket
Carrefour
Express
131
0.3
121
0.4
1,093
2.9
839
2.6
Source: Planet Retail, 2009
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Source: Planet Retail, 2009
18
Banner Sales
(EUR mn)
Market
Share
Grocery
Banner sales
(EUR mn)
Market
Share
Format
Banner
Department Store
Matahari
466
1.2
87
0.3
Hypermarket
Hypermart
427
1.1
298
0.9
Supermarket
Foodmart
36
0.1
33
0.1
Other Revenue
Time Zone
26
0.1
0.0
Book Stores
Times
0.0
0.0
Drug Store
Boston Drug
Drug Store
0.0
964
2.5
Total
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Source: Planet Retail, 2009
0.0
1.3
20
Source: Planet Retail, 2009
*Supermarkets here are under these
pressures in deciding sourcing strategies:
extreme competition with other chains (and
heating up further!) so cut costs
as they move to compete with improved
traditional market cost cutting will increase
competing on quality and variety
need to stock same products year-round
*As recently as early 2000s, leading
chains relied on (and smaller chains
still do)
pasar induk for local sourcing mainly
import wholesalers for imports
*In past few years, shifting fast to:
suppliers for local sourcing of
vegetables mainly
specialized wholesalers with inter-island
linkages for fruit - mainly
* Quality standard for different supermarket chain is
different, no common standard
* Sorting and grading are done in consecutive, from
farmer, trader, through specialized supplier
* Quality standard generally based on size and color
(Grade Super, A, B, C, D)
* Handling is done at the supermarket specialized
supplier, ready to be put on the selves/display
*So far, for general fresh fruit and
vegetebles, no requirement for formal
product certification 23
* Most of modern retailer supplier s for agricultural
products, are started as wholesale traders to a
traditional market system
* To become modern suppliers, they have to put
specific large investment on post harvest handling
facilities (cleaning, sorting, gradding, handling,
packaging, cold storage, etc.)
* The supplier need to invest on technology of his own
and build contract institution with other farmers to
maintain continous supply
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* Most of modern retail supplier s made very fast
expansion on total gross sales, a long with expantion of
the retail chain that they dedicated to
* Modern retail supplier
facing far smaller buyers
competition compare to the traditional market, since
fresh local produce that channel to modern retail is
only 10-15% of total production
* Bargaining position of
the supplier determined
mainly by subjective valuation of the retailer. If he is
consider valueable supplier, the retailer willing to
negotiate the trading term.
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Usaha Kebijakan Mengendalikan
Perkembangan Ritel Modern
* Ministry of Trade Decree No. 53/2008:
Location for traditional market, shoping centers, and
modern retail are mandatory to follow the spatial
development plan (RUTR) of local government,
including the zoning rule.
* Many countries have tried to implement zoning
restriction on modern retail development, but proofed
to be not effective. Especially in Indonesia, any kind
zoning rules is always difficult to implement
* Level of competition determind by number of market
actors, market segmentation, and consumers
behaviours.
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(2) Trading Term Restriction:
Ministry of Trade Decree No. 53/2008 poin 7 control very
specifically the term of trade:
Fixed rebate (1% maximum of 3 month)
Conditinal rebate (1% if achieve 100% agreed sales, and 5% if
above 100%)
Listing fee only for new product per item
(hypermarket=150,000 IDR (max 1o mn IDR),
supermarket=75,000 IDR (max 1o mn IDR), and minimarket-5,000
IDR (max to of 2o mn IDR)
Ministry of Trade Decree No. 53/2008 poin 7 is too limiting and
will not effective (no last long)
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Buat Makalah ProCon (Pro dan Contra) tentang
perkembangan Ritel Modern di Indonesia
Dalam makalah tersebut buat list tentang hal-hal yang
dianggap dampak negatip dari perkembangan ritel
modern
Juga buat list tentang hal-hal yang dianggap positip
dari perkembangan ritel modern tersebut
Diskusikan Pro dan Contra nya, dan buat pernyataan
yang jelas tentang posissi anda dalam kontroversi
tersebut
Makalah diketik 1 spasi sebanyak 10 halaman.
Tidak diperkenankan copy dan paste dari teman,
dinilai = 0
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