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Startup online supermarket Supie plans for small store, tech-heavy format

Business / news
Startup online supermarket Supie plans for small store, tech-heavy format
Sarah Balle is founder of online supermarket Supie.
Supie's Sarah Balle says the big two Foodstuffs and Countdown are too comfortable, and nothing looks set to change that quickly. (Image: supplied)

Online grocery startup Supie says it has signed up about 55,000 customers, has about 130 staff, is now planning physical stores — and has already mapped out a first location.

The business was founded in 2021 by Sarah Balle, who sees the online-only supermarket as a potential third player going up against the duopoly of Foodstuffs and Countdown, much like how 2Degrees disrupted the telecommunications market.

Since Supie’s founding two years ago, Balle has been joined as a shareholder by investors including Icehouse Ventures, and seen a successful campaign raise $3.9 million through online investment platform Snowball Effect.

It has also ruffled feathers, with Balle revealing some of Supie’s suppliers had asked the startup to increase its prices, and faced capital-raising hurdles. The National Business Review reported in May that a second fundraising had been “stymied” by some existing shareholders.

Supie wants a slice of the estimated $22 billion supermarket industry which is controlled by store-owner co-operative Foodstuffs and Australian retail giant Woolworths through its Countdown chain.

Supie offers value for consumers every day including on fresh fruit and vegetables, Balle says, by keeping overheads low, getting rid of confusing on-off “sale” pricing, and not investing in competition with New Zealand's food producers with its own-brand products.

Supie is currently operating its online supermarket delivery service in Auckland, parts of the Waikato, Bay of Plenty and Rotorua.

Balle says Supie is cheaper; she does her own regular market comparisons and says her most recent virtual shopping comparison found Supie was on average cheaper by a dollar on most products she compared.

On the basics, Supie is close in price to rivals Countdown and Foodstuffs-owned brand Pak 'n Save, but on branded goods Supie pulls ahead on price, Balle says. For example, a 400 gram pack of Rangitikei Buttermilik Tenderloins on Supie was $10.50, compared with $13.50 from Countdown online or $12.49 at Pak 'n Save Mount Albert. 

Oak Baked Beans were 4c cheaper at Supie, and Mainland Edam cheese was $2.49 cheaper at Supie.

To get free delivery and 2% to 10% cashback on all products purchased, Supie offers a $99 Supie+ annual membership.

Balle says the startup has been growing “like crazy”, with fulfilment staff making up most of the now 130 estimated Supie employees, and 15% growth week-on-week in orders dispatched.

To the regions?

Balle says no giant international retailer is going to come in and shake-up New Zealand’s grocery industry, not outside of the main centres, anyway. She says big box retailers such as Costco might open in Auckland, Wellington and Christchurch, but who is going to bring competition to the regions?

Balle says there has to be a third keeping the duopoly honest, and she’d like it to be Supie. Awareness of Supie in the market is the businesses' biggest challenge, she says.

Her vision would see the main weekly grocery shop order coming from Supie’s website, delivered to your home, with a Supie store close to you for the “top-up shop”.

Balle says the firm's working on its physical store strategy, and Supie won’t be replicating the "big box" style of the dominant players. Instead, Supie’s outlets will be smaller, “community-focused”, high-tech and probably unmanned.

“That top-up shop, you know, when you run out of bananas or you need another bottle of milk or a loaf of bread. [Supie stores] would mean that kiwis, particularly in the regions, will have access to a really handy top-up shop …  There's some pretty awesome tech innovations across the world, and we're really looking forward to rolling that out across New Zealand.”

In Japan, a convenience store operator announced it would open 1,000 unstaffed shops by the end of 2024. These stores would be smaller and tech-centric, doing away with the cost of workers and relying on tech solutions such as artificial intelligence-equipped cameras, and sensors on shelves to track a consumer's in-store selection.

Supie will bring a new wave of customer experience to New Zealand, she says.

Balle says some communities don't want big car parks, or a big box grocer. The Supie solution is 24-7, and trusts customers to "pop in and get something they need".

Supie’s planned physical expansion won’t happen this calendar year, and it will need still need to raise capital.

What next for food prices?

Balle says consumers will get no relief from rising food prices any time soon, with the Government fuel subsidy set to increase fuel prices, and the increase in the minimum wage. The latest Statistics NZ figures showed food prices up 12.1% annually in May.

"Pretty much all food, no matter how it's transported in New Zealand, will be hit by [fuel prices] and it will be an additional cost. So food will continue to go up. It's just that it may be at a lower rate than what we've been experiencing, but the rate that we've been experiencing from a food-inflation perspective has been really high. I don't think consumers should expect prices to go down, I don't believe it's gonna happen. Just the nature of the costs that are being imposed on suppliers, that ultimately will flow through to consumer prices."

Balle isn’t expecting much from the new regulation coming to the industry through the Grocery Industry Competition Bill, either.

Balle says the bill, which includes a supply code of conduct, a grocery commissioner to act as a market referee, and the threat of intervention in the wholesale supply market, will do nothing to break up the hold the duopoly have, or bring real competition particularly in smaller markets.

Balle says it is appalling New Zealanders are being “priced out of food”.

The Grocery Industry Competition Bill had its third reading on June 21. 

Commerce Minister Duncan Webb said in a press release that long-term, consumers would benefit from more choice of where to shop for groceries. Giving consumers the power of choice would push retailers to provide the best deals possible, and bring new grocery services and products to the market, he said.

He said the Government had made sure the legislative changes could roll out as quickly as possible, including already requiring major grocery retailers to open up their wholesale operations so other retailers “have direct access to a range of wholesale groceries at competitive prices”.

Webb said the Government would also announce the start date of the grocery commissioner, “which is expected very soon”.

The new grocery commissioner will have a role similar to that of the telecommunications commissioner.

The Government also introduced the Commerce (Grocery Sector Covenants) Amendment Act in June 2022, which stopped supermarkets from restricting competitors from setting up near to their outlets.

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17 Comments

We moved from Countdown online to Paksave Onlien and now to Supie.  Paknsave definately are cheaper but Supie provides higher quality produce, deli, and butchery.  Deliveries have been good also. 

I however dont agree with the physical stores.  I think this is a distraction and they should focus on developing the best online systems rather than spreading.  

For example there are some pretty big holes in their tech stack currently:
*  If an item is missed I have to manually tell them what was missed and file a support ticket.  This is manually handled.  However I should be able to go into my packing list and tell them what item wasnt provided with no interaction from their support team. 
*  No way to add items to an order after order except through the chat service that is not responsive. 
*  The chat service needs to be responsive, so that means reducing the amount of support queries.  Find the causes and eliminate mistakes and automate unnecessary support items. 
*  Product reviews would be great. 
*  A cart "builder" where you pick recipes then choose the products you want to satisfy those.  Countdown have an unusable version of this. 
*  Improve product range of "asian" products.  I still need to go to the asian supermarket each week because they limited Indian, Japanese, Thai and Japanese products. 

It seems they are looking at the Amazon Wholefoods model in the USA, but my visits to those stores in the USA didnt seem that busy.  Anyone know how that has worked out for Amazon?

 

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Assumed this would be another cumbersome third party tech implementation, but looks to be modern with a Next+MUI front end, unsure what they use for inventory management and cart. Suggest this was done by an agency rather than having their tech inhoused. Which would half explain the disconnect in support. I know PaknSave used an agency for their implementation, unsure if they then inhoused the tech for maintenance and support.

I'm sure if they had capacity to inhouse their systems then that would streamline implementing new features and the support system, but that's a hefty cost tradeoff. Generally agree that if they focused online and have a team dedicated to this space then they could move much faster than the big players.

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Great insight here Malamah. The old players have got to be slowed down by existing infrastructure.  To win you've got be smarter and not play the same game.  Find the smartest technologists in the grocery sector globally and make an innovative online store (Back end, not front).
*  Food spoilage - If you can get smarter more predictive spend you can reduce your food spoilage. 
*  Smart routing - How about a 2.5% discount to have your at anytime in the next 2 days as an option.  This would allow them better routing. 
*  Early purchase discount - why not 2.5% discount if you purchase 3 days in advance?
*  Provide recommendations based on events and weather in localities.  Big rugby game coming up - recommend the chips and dips etc. 

So many ways to drive revenue and better customer experience. 

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Seems typical to me. A CEO who knows about retailing and nothing about IT and IT who know nothing about retailing but plenty about IT.

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By not investing in home brand products they can offer branded products at lower prices.  Supermarkets deliberately keep branded items at exorbitantly high prices in order to make their homebrand products look cheaper.  Supermarkets then make a fortune from any customer that still chooses to buy branded products, while driving other customers to purchase more of their homebrand products.  Over time the supermarkets reduce the number of branded products, so that there is only one high priced branded product on the shelf, which enables them to increase prices of their homebrand products by removing all the mid-range branded ones. 

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By not investing in home brand products they can offer branded products at lower prices.  Supermarkets deliberately keep branded items at exorbitantly high prices in order to make their homebrand products look cheaper. 

Incorrect. It doesn't make sense for supermarkets to cost + margin national brands at ridiculously high prices if it wipes out potential sales revenue and ROI. Furthermore, store brands only work at high sales volume.    

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You don't seem to understand my point.  The supermarkets dont want people to buy the branded items, thats why they price them high.  They want them to buy their homebrand products, on which they have much greater margins.  That's where they make their money.  They dont lose sales revenue, they redirect it into their own pockets. People are still going to buy tinned tomatoes, but the more people who buy homebrand tinned tomatoes instead of Watties tinned tomatoes the better for the supermarkets.  This is has been how Australian supermarkets have operated for years, and is the major reason why cheaper branded items are slowly disappearing from the shelves.  The supermarkets could import Italian tinned tomatoes and sell them for 99c a tin but why would they if customers are happy paying $1.50 for homebrand and $2.50 for Watties?  And you are fooled into thinking $1.50 is cheap because you are comparing it to $2.50, and not the 99c product that is no longer stocked.

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Supermarkets want shoppers to buy brands that generate the highest ROI. Store brands have low margins therefore they have to sell greater volume to generate a minimum ROI. 

The supermarkets could import Italian tinned tomatoes and sell them for 99c a tin but why would they if customers are happy paying $1.50 for homebrand and $2.50 for Watties? 

You don't understand the difference between a store brand and a national brand. "Imported tinned tomatoes" are sold under a "brand" - whether it is a store brand or a national brand (please use Google if you do not understand what a national brand is).

Supermarkets do not make higher margin on store brands. What on earth makes you think that? 

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According to independent research commissioned by the New Zealand Food Grocery Council in 2021, “given the high concentration of the retail market in New Zealand…private labels are likely to accentuate and entrench the strong imbalance of bargaining power held by retailers for many grocery suppliers.”

It also noted that when retailers have market power in a concentrated market they “may be incentivised to discriminate in favour of its private label”. This could look like better product placement of their own private labels, raising charges on rival brands while not applying the same charges to private labels and maintaining a gap in prices between the private label and the named brand. 

The Commerce Commission expressed concerns about private labels in its 2022 report on the industry too, saying supermarkets focus on private labels “because of the potentially higher margins available on such products, as the retailer earns both the upstream and downstream margins”. It also said in its report that private labels “serve to reduce inter-brand competition, with consumers facing a reduced range of products or higher prices”. 

https://thespinoff.co.nz/kai/21-06-2023/the-not-so-basic-story-behind-s…

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Private labels can be positioned at different price points. For example, a discounter proposition or a premium proposition. 

It also noted that when retailers have market power in a concentrated market they “may be incentivised to discriminate in favour of its private label”.

AEON's Topvalu brand in Japan is cheaper than national brands. It is beneficial to the shopper, not necessarily to AEON's bottom line. For example, TopVal washing powder may be manufactured by Kanebo. But it sits on the shelf at a cheaper price point than Kanebo brands. 

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Costco's store brand is Kirkland (Signature). It does approx USD40 bio +/yr and comprises 25% of sales - and is the epitome of value at cost. Costco understands the right mix of Kirkland and national brands to optimize revenue. 

Costco contracts the "same" suppliers it already stocks to manufacture the Kirkland brand.

And why do manufacturers allow Costco to label their product? Costco's distribution is worth the trade.

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Have traded opinions and ideas with Supie before. I'm skeptical of the online grocery model, particularly in Aotearoa. For it to work, there needs to be economies of scale and supply chain efficiencies - none of which exist. 
 

The online grocery startup industry is failing in Singapore. 

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It will be interesting to see what happens when Costco enables online shopping.  And on the subject of Costco, where is the Christchurch Costco at?

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".....no giant international retailer is going to come in and shake-up New Zealand’s grocery industry......"

It's not a good thing for consumers and producers to see more big boxes as the only solution.

Trust busting is required.   Allow a maximum of 50 outlets in each group  (NW has about 250 currently.    Such would allow all sorts of innovators to develop.   We would see a greater variety of offerings.  More like the six outlet Gojiji.   Anything somebody thinks of.   

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It's not a good thing for consumers and producers to see more big boxes as the only solution.

If you look at retailing in general, everyone has flocked to big boxes, because generally they're a lot cheaper than a whole bunch of mom and pop stores. That's not to say big box is better, but price is the consumers' primary method of establishing 'value'.

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Unfortunately, the major way to keep costs down is to leverage volumes for not only price but quality, and restricting company sizes makes that harder.

Look at K-Mart's pricing/quality proposition in comparison to The Warehouse, as K-Mart can draw down on the international brand's procurement and supply chain muscle.

The whole of NZ can muster about the same population as Melbourne, spread our over an area the size of the UK but without a good distribution infrastructure, so I'm kind of amazed any of the big chains are her at all. Living in Dunedin I'll probably buy a Costco membership when the ChCh one opens, and club together with friends for buying expeditions. At the moment, because there's no K-Mart here, the sociable day trip to the store in Invercargill with the station wagon and a few friends has actually become a thing.

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Bricks and mortar stores are such a huge commitment of capital with no real guarantee of return: why not stay as an on-line delivery service and spend some money promoting yourself and getting seen as the plucky underdog?

Living in Dunedin, I'm really keen to have Supie show up down here as we pay a lot for groceries, and in somewhere like Wanaka where there are two supermarkets (both owned by the same company) the need for meaningful competition is really urgent - but getting planning approval to start up anywhere is nightmarishly slow, even for a space for the "top-up shop" to compete with the likes of 4 Square, 7-11 and the rest.

Then there's things like the franchising arrangements to deal with, unless you want to own everything yourself, which adds another layer of complexity and cost.

Superficially at least, this looks a risky idea.

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