Have the nectar points only halved

Sainsbury's - Sainsbury's

UK supermarket chain

Coordinates: 51 ° 31'02 "N 0 ° 06'30" W. /. 51.51722 ° N 0.10833 ° W. / 51.51722; -0.10833

Sainsbury's
Art Corporation
Industry retail trade
Founded 1869; 152 years ago in Holborn, London, UK (1869)
founder John James Sainsbury
headquarters London, England, UK
1,428 stores (March 2019)
United Kingdom, Republic of Ireland
Lord Sainsbury (President of Life)
Martin Scicluna (Chairman)
Simon Roberts (CEO)
Products Self-service department store / superstore, supermarket, grocery store, forecourt shop
Brands Argos
Habitat
Nectar
TU
revenue £ 28.993 billion (2020)
£ 986m (2020)
£ 152m (2020)
111.900 (2020)
subsidiary company
website

J Sainsbury plc that as Sainsbury's is the second largest supermarket chain in the United Kingdom with a 16.0% share of the supermarket sector. Founded in 1869 by John James Sainsbury with a shop on Drury Lane in London, the company became the largest grocery retailer in 1922. In 1995, Tesco overtook Sainsbury's to become the market leader and Asda became the second largest downgrader in 2003.Sainsbury's ranked third for most of the period until January 2014 when Sainsbury's returned to second place. In April 2019, while waiting to merge with Asda, Sainsbury's was again downgraded to third place when its rival took second place.

The J Sainsbury plc holding company is divided into three business areas: Sainsbury's Supermarkets Ltd (including convenience stores), Sainsbury's Bank and Sainsbury's Argos. The group is headquartered in the Sainsbury Support Center in Holborn Circus, City of London.

As of February 2018, the largest total shareholder has been Qatar's sovereign wealth fund, the Qatar Investment Authority, which holds 21.99% of the company. It is listed on the London Stock Exchange and is part of the FTSE 100 index.

In April 2018, Sainsbury's and Asda announced their intention to combine. On April 25, 2019, the competition and market regulator announced that it would not allow the merger due to a rise in prices for consumers.

history

Origin and growth (1869–1955)

Sainsbury's first store on Drury Lane c. 1919

Sainsbury's was founded as a partnership in 1869 when John James Sainsbury and his wife Mary Ann opened a store at 173 Drury Lane in Holborn, London. Sainsbury started out as a fresh food retailer and later expanded into packaged foods like tea and sugar. His trading philosophy read on a sign in front of his first store in Islington: "Quality perfect, prices lower".

The shops looked similar, and a cast iron J was made for people across London to recognize them. The SAINSBURY sign was placed in each shop so the shops could be seen from a distance, and round-the-back deliveries ensured of Sainsbury's popularity for added convenience and did not anger the rivals.

In 1922, J Sainsbury was founded as a private company 'J. Sainsbury Limited '.

Groceries were introduced in 1903 when John James bought a grocery store at 12 Kingsland High Street in Dalston. There was a home delivery in every store as there were fewer cars back then. The locations were carefully selected, with a central position in a parade preferred to a corner shop. This allowed for a wider range of products that could be kept cooler in the summer, which was important as there was no refrigeration.

When John James Sainsbury died in 1928, there were over 128 stores. He was replaced by his eldest son, John Benjamin Sainsbury, who had partnered with his father in 1915.

In the 1930s and 1940s, the company further refined its product range and maintained its leadership position in terms of shop design, convenience and cleanliness. The company acquired the Midlands-based Thoroughgood chain in 1936.

The founder's grandchildren, Alan Sainsbury (later Lord Sainsbury of Drury Lane) and Sir Robert Sainsbury, became joint directors in 1938 after their father, John Benjamin Sainsbury, had a minor heart attack.

After the outbreak of World War II, many of the men who worked for Sainsbury's were called up for National Service and replaced by women. World War II was a difficult time for Sainsbury's as most of the shops in the London area traded and were bombed or damaged. Sales fell to half the pre-war level. Food was rationed and a particular shop in East Grinstead was so badly damaged on Friday, July 9, 1943, that it had to temporarily move to the local church while a new one was built. This shop was only completed in 1951.

Self-service and heyday (1956–1991)

In 1956, Alan Sainsbury became chairman after the death of his father, John Benjamin Sainsbury. In the 1950s and 1960s, Sainsbury's was an avid early adopter of self-service supermarkets in the UK. The country's first self-service store was a cooperative store opened in 1942. On a trip to the United States of America, Alan Sainsbury saw the benefits of self-service and believed that the future of Sainsbury's would be self-service supermarkets from 930m 2 (10,000 sq ft), with the added bonus of parking for added convenience. The first self-service branch was opened in Croydon in 1950.

Sainsbury's pioneered the development of private label goods. The aim was to offer products that match the quality of branded items on a national level, but at a lower price. It expanded more cautiously than Tesco, avoided acquisitions, and never offered private label.

Until the IPO on July 12, 1973, the company was 100% owned by the Sainsbury family as J Sainsbury plc. It was the largest public offering on the London Stock Exchange at the time. The company rewarded the smaller bids on shares in order to get as many shareholders as possible. A million shares were reserved for employees, which resulted in many employees buying shares that rose in value. Within a minute the list of applications was closed: £ 495million were offered for stock available for £ 14.5million. The Sainsbury family retained 85% of the company's shares at the time.

Most senior positions were held by family members. John Davan Sainsbury (later Lord Sainsbury of Preston Candover), a fourth generation member of the founding family, took over the chairmanship in 1969 from his uncle Sir Robert Sainsbury, who had been chairman for two years after the resignation of Alan Sainsbury from 1967.

Sainsbury's started with its 930m 2 large Shops on High Street through self-service supermarkets over 1,900 meters 2 that were either out of town or in renovated town centers. Sainsbury's policy was to invest in uniform, well-designed stores with a strong emphasis on quality. The slogan was: "Good food costs less at Sainsbury's". In the 1970s, the average size of shops in Sainsbury rose from 930 m 2 at around 1,700 m 2 . Coldhams Lane in Cambridge opened the first edge of town shop in 1974 with 2,200 square feet of retail space 2 opened. The last counter service branch was closed in Peckham in 1982. To participate in the hypermarket sector, Sainsbury's established a joint venture known as SavaCentre with British Home Stores. The first SavaCentre store opened in Washington, Tyne and Wear in 1977. Almost half of the area of ​​around 3,300 m 2 accounted for textiles, electrical appliances and hardware. As the hypermarket format became more mainstream and competitors like Asda and Tesco opened larger and larger stores, it was decided that a separate brand was no longer needed, and stores switched to the regular Sainsbury's supershop format in September 1999.

Further diversification came in 1979 when Sainsbury's formed a joint venture with Belgian retailer GB-Inno-BM to build a chain of home improvement stores called Homebase. Sainsbury's also tripled the size of its homebase do-it-yourself business in 1996 by merging its business with Texas Homecare, which it acquired from Ladbroke in January 1995 for £ 290 million. Sainsbury's sold the Homebase chain in December 2000 for £ 969 million. The sale of the stores to Schroder Ventures was £ 750 million and the sale of 28 development sites earmarked for future home base stores was sold to B & Q's parent company Kingfisher plc for £ 219 million. In the 1980s, the company invested in new technologies: the share of sales via EPOS scan tills rose from 1% to 90%.

In November 1983, Sainsbury's bought 21% of Shaw's Supermarkets, the second largest grocery retailer in the northeastern United States (mainly in New England). In June 1987, Sainsbury's acquired the rest of the company.

In 1985 the Chairman reported that profits had risen from £ 15 million to over £ 168 million over the past 10 years, an average annual increase of 30.4% - after inflation had a real annual growth rate of 17.6 % had taken into account. In 1991, the Sainsbury group had a twelve-year record of dividend increases of 20% or more, and earnings per share had risen that much for almost as long. Also in 1991, the company raised £ 489 million in new equity to finance the expansion of the supershop.

With the advent of out-of-town shopping centers in the 1980s, Sainsbury's was one of the many major retail names to open new stores in such complexes - particularly with its store at Meadowhall Shopping Center, Sheffield (originally called SavaCentre) in 1990, and the Merry Hill Shopping Center in Brierley Hill in the West Midlands which opened in September 1989.

Sainsbury's expanded to Scotland in 1992 with a store in Darnley (the SavaCentre in Cameron Toll in Edinburgh opened in 1984). In June 1995 Sainsbury's announced its intention to enter the Northern Irish market, until then dominated by local companies. Between December 1996 and December 1998 the company opened seven stores. Two more in Sprucefield, Lisburn and Holywood Exchange, Belfast, would not open until 2003 due to protracted legal challenges. While Sainsbury's branches in Northern Ireland were all new developments, Tesco (apart from a Tesco Metro) bought existing chains from Associated British Foods (see Tesco Ireland) instead.

Decline (1992–1998)

The Sainsbury's supermarket building in Greenwich, which was nominated for the Stirling Prize in 2000 and has since been demolished.

In 1992 long-time CEO John Davan Sainsbury retired and was replaced by his cousin David Sainsbury (later Lord Sainsbury of Turville) as chairman and managing director. This resulted in a change in leadership style - David was more consensual and less hierarchical, but not in strategy or company beliefs about the company's place in the marketplace.

The mistakes of David Sainsbury and his successors Dino Adriano and Peter Davis included the rejection of loyalty cards, the reluctance to engage in non-food retailing, the indecision between quality and value, "the sometimes brutal treatment of suppliers". This led suppliers to prefer Tesco over Sainsbury's and the unsuccessful advertising campaign by John Cleese.

In late 1993, the company announced price cuts for three hundred of its most popular private label lines. Significantly, this happened three months after Tesco launched its line Tesco Value on the Brought to market. A few months later, Sainsbury's announced that margins had fallen, that the pace of new supershop construction was slowing and that the value of some of its properties was being written off.

In 1994, Sainsbury's announced a new format for the city center, Sainsbury's Central, again in response to Tesco's Metro, which had already been set up in five locations. Also in 1994, Sainsbury's lost the takeover battle for William Low (like Tesco, Sainsbury's was long underrepresented in Scotland). Also that year David Sainsbury rejected Tesco's Clubcard initiative as an "electronic version of Green Shield Stamps". The company was soon forced to retire and launch its own reward card eighteen months later.

Sainsbury's was the market leader in the UK supermarket sector for much of the 20th century, but lost that position to Tesco in 1995. Some new projects have been successful, notably the creation of a retail bank, Sainsbury's Bank, in collaboration with the Bank of Scotland.

In addition to Shaws, Sainsbury's bought a minority stake in another supermarket group, Giant Food, based in Washington, DC, though that stake was later sold when Ahold of the Netherlands made a full offer for the company.

An agreement with Supermarket Direct in late 1995 made Sainsbury the first major UK grocery retailer to offer a home delivery service.

In May 1996, the company reported its first profit decline in 22 years. David Sainsbury announced management changes that included the appointment of two senior executives, one responsible for UK supermarkets (Dino Adriano) and the other for Homebase and the United States (David Bremner). Eventually David Sainsbury left the company himself in 1998 to pursue a career in politics. He was replaced as non-executive chairman by George Bull, chairman of Diageo, and Adriano was promoted to group chief executive.

Restart of the brand (1999-2003)

The Sainsbury logo introduced in 1999

In June 1999 Sainsbury's presented its new corporate identity, which was developed by M & C Saatchi and consisted of the current company logo, the new company colors "Living Orange" and blue, Interstate as the company's new general lowercase letter from the old capital letters, the new slogan "Let life taste better", which replaced the old slogan from the 1960s and new uniforms for employees.

The advertising message was dropped in May 2005 and replaced with "Try something new today" in September of this year. This new brand statement was created by Abbott Mead Vickers BBDO. While the Interstate font was used almost exclusively for many years, in 2005 the company introduced another informal font that is used in a wide variety of advertising and literature.

In 1999 Sainsbury's acquired an 80.1% stake in Egyptian Distribution Group SAE, a retailer in Egypt with one hundred stores and 2,000 employees. However, poor profitability led to the sale of this stock in April 2001. On October 8, 1999, CEO Dino Adriano lost control of the core business of the UK supermarket and instead took responsibility for the rest of the group. David Bremner became head of supermarkets in the UK. This was "ridiculed" by the city and referred to as "fudge". On January 14, 2000, Sainsbury's overturned this decision by announcing the replacement of Adriano by Sir Peter Davis with effect from March. Davis served as CEO between 2000 and 2004, and his appointment was well received by investors and analysts.

It exceeded profit targets in its first two years, although the group suffered a decline in performance compared to its competitors through 2004 and was downgraded to third place in the UK grocery market. Davis also oversaw a nearly £ 3 billion store, distribution and IT equipment upgrade called the Business Transformation Program.However, his successor later announced that much of that investment was wasted and that it missed its main goal - to improve availability. Part of that investment was the construction of four fully automated depots, each costing four times more than standard depots at £ 100 million.

In 2001 Sainsbury's moved to its current headquarters in Holborn, London. Sainsbury's previously occupied Stamford House and twelve other buildings around Southwark. However, the accounting department in Streatham remained separate. The building was designed by the architectural firm Foster and Partners and developed for Andersen Consulting (now Accenture) on the former site of the Mirror Group. However, Sainsbury's acquired the 25-year lease when Accenture pulled out.

Sainsbury's was a founding member of the Nectar loyalty card program, which was launched in September 2002 in partnership with Debenhams, Barclaycard and BP. Debenhams, Barclaycard and BP then left the system. The nectar program replaced the Sainsbury's Reward Card. Accrued points have been transferred.

In January 2003, Wm Morrison Supermarkets (trading as Morrisons) submitted an offer for the Safeway Group, which led to a bidding war between the large supermarkets. The Trade and Industry Minister Patricia Hewitt referred the various offers to the Competition Commission, which reported on its results on September 26th. The Commission found that all of the bids, with the exception of Morrisons, "were against the public interest". Under the approval, Morrison would dispose of fifty-three businesses in the combined group.

In May 2004, Sainsbury's announced the acquisition of fourteen of these stores, thirteen Safeway stores and one Morrison store, which is primarily located in the Midlands and Northern England.

"Making Sainsbury Great Again" (2004-2006)

J Sainsbury HQ in Holborn photographed in 2005, the environment has changed dramatically since then.

In late March 2004, Davis was promoted to chairman and Justin King replaced him as CEO. King joined Sainsbury's from Marks and Spencer plc, where he was the director of the grocery division and Kings Super Markets, Inc. subsidiary in the United States. King studied at Solihull, near Birmingham, and graduated from the University of Bath, where he earned a degree in business administration. Before that he was also the managing director at Asda and responsible for hypermarkets.

In June 2004, Davis was forced to quit in the face of an impending shareholder revolt over his salary and bonuses. Investors were annoyed by a bonus share allocation of over £ 2million despite the poor performance of the company. On July 19, 2004, Davis's successor, Philip Hampton, was named chairman.

As part of his six month business review, King ordered a direct mail campaign to one million Sainsbury's customers and asked them what they wanted with the company and where the company could improve. This corroborated the comment of retail analysts - the group did not ensure the shelves were full, due to the failure of the IT systems introduced by Peter Davis.

On October 19, 2004, King revealed the results of the business review and plans to revive the company's assets in a three-year recovery plan called "Making Sainsbury's Great Again."

This was well received by both the stock market and the media in general. Immediate plans included laying off over 750 employees at headquarters and hiring around 3,000 people in the workshop to improve service quality and the company's main problem: inventory availability. The aim would be to increase sales by £ 2.5 billion by the financial year ended March 2008. Another important announcement was the dividend halving to increase funds available for price cuts and quality.

King hired Lawrence Christensen as a supply chain director in 2004. He was previously a logistics expert at Safeway, but left the company after it was taken over by Morrisons. Immediate improvements to the supply chain included the reactivation of two distribution centers. At the time of the deal review on October 19, 2004, Justin King said, referring to the availability issues, "Lawrence hadn't seen anything he hadn't seen before. He just hadn't seen them all in the same place on the Internet." same time".

In 2006, commenting on the four automated depots Davis introduced, Christensen said, "Not a day went by without one, if not all, of one that went down ... The systems were broken. They have to stop for four hours each day." for maintenance. But because they kept breaking down, you'd be playing catch-up. It was a vicious circle. "Christensen said a fundamental mistake was building four such depots at the same time instead of building one that could be thoroughly tested before proceeding with the others.

In 2007, Sainsbury's announced an additional £ 12 million investment in its depots to keep pace with sales growth and the removal of the failed automated systems from its depots. In addition, the company has signed a contract with IBM to update its electronic point-of-sale systems due to increased sales.

Sainsbury's sold its American subsidiary, Shaw's, to Albertsons in March 2004. Also in 2004, Sainsbury's expanded its share of the convenience shop market through acquisitions.

Since King's recovery program began, the company has had nineteen consecutive quarters of revenue growth, most recently in October 2009. Early increases in revenue were attributed to solving problems with the company's distribution system. Recent sales improvements are due to price cuts and the company's focus on fresh and healthy food.

Takeover bids (2007)

On February 2, 2007, after months of speculation about a private equity offer, CVC Capital Partners, Kohlberg Kravis Roberts (KKR) and the Blackstone Group announced that they were considering an offer for Sainsbury's. The consortium was expanded to include Goldman Sachs and the Texas Pacific Group. On March 6, 2007, the takeover panel announced an offer deadline of April 13, with a formal offer that had not yet been submitted.

On April 4th, KKR left the consortium to focus on its Alliance Boots offering. On April 5, the consortium made an "indicative offer" of 562 pence per share to the company's board of directors. After talks between Sir Philip Hampton and the two largest shareholders of the Sainsbury family, Lord Sainsbury of Turville and Lord Sainsbury of Preston Candover, the offer was rejected. On April 9, the indicative offer was raised to 582 pence per share, but that too was rejected. This meant that the consortium could not meet its own requirements for an offer, most notably 75% shareholder support; The combined ownership of the Sainsbury family at this point was 18%.

Lord Sainsbury of Turville, who then owned 7.75% of Sainsbury's, said he could see no reason why the Sainsbury's board would even consider giving his books for due diligence for less than 600p a share to open. Preston Candover's Lord Sainsbury was just under 3% more extreme than his cousin and refused to sell at any price.

He believed any offer at this stage of Sainsbury's rebound would likely undervalue the business, and since private equity was seeking high returns on its investments, he saw no reason to sell as the current management, led by Justin King, were making the extra profit generated for the benefit of existing investors.

He claimed the offer "did nothing" and that high levels of debt would significantly weaken the company and its competitive position over the long term, which would adversely affect Sainsbury's stakeholders. On April 11, the CVC-led consortium abandoned its offer, stating, "It became clear that the consortium cannot make a proposal that would lead to a successful offer."

In May 2007, Sainsbury identified five areas of growth: non-food growth; Opening of new convenience shops and expansion of online home delivery and banking; Expansion of the supermarket area through new shops and development of the company's "largely underdeveloped shop portfolio"; and "Active Property Management".

On April 25, 2007, Delta Two, a Qatari investment company, bought a 14% stake in Sainsbury's, increasing its share price 7.17%, and then increased its stake to 17.6%. Her interest in Sainsbury's is believed to be centered on the real estate portfolio. They increased their share to 25% in June 2007. On July 18, 2007, BBC News reported that Delta Two had submitted a conditional offer proposal. Paul Taylor, Director of Delta Two, flew David and John Sainsbury to Sardinia to unveil and discuss the potential 600p per share offer.

The family had reservations about the price of the offer. They were also concerned about the proposed structure, which involved dividing the business into an operating company and a highly indebted real estate company. They were also concerned about the adequacy of funding for both the offer and the occupational pension. On November 5, 2007, it was announced that Delta Two had withdrawn its tender offer due to "deteriorating credit markets" and concerns about the financing of the company's pension system.

Administrative changes

In January 2008, Sainsbury's increased the number of its supermarkets in Northern Ireland to eleven with the purchase of two Curley's supermarkets in Dungannon and Belfast.

In November 2007, Sainsbury's centralized its human resources department and moved to the seventeenth and eighteenth floors of the Manchester Arndale Center to form a shared service center that was initially tested for recruiting in Scotland and later rolled out across the UK. In July 2009 the HR Shared Service Center in Manchester was expanded to include most of the HR processes in the department for colleague management and occupational health inquiries in a separate department.

As of April 2012, the center began a gradual move to its new offices in downtown Lincoln and renamed Sainsbury's HR Services.

Business development (2009-2016)

In March 2009, Sainsbury's agreed to buy 24 stores from The Co-operative Group, 22 of which were Somerfield stores, which the group had to sell as a condition of the Somerfield acquisition. Another nine stores were bought by The Co-operative Group in June 2009. These were concentrated in West Wales, Northern England and Scotland where Sainsbury's market share is small.

In May 2010, Sainsbury's confirmed a multi-million pound contract with the London Organizing Committee of the Olympic and Paralympic Games (LOCOG) as the main sponsor of the 2012 Paralympic Games. As part of the deal, Sainsbury's sold Paralympic merchandise and participated in high profile events like the torch relay. It became one of only two sponsors to take advantage of the games' limited branding. The advertising rights did not extend to the Olympic Games. After the Paralympic Games, the company decided to sponsor the British Paralympic Association until Rio 2016.

On November 30, 2011, Sainsbury's reached its first milestone with the opening of its 1,000th self-service store in Irvine, Scotland Vision for 2020 . To celebrate, Sainsbury's doubled its staff discount to 20% in the first four days of December. In January 2014, Sainsbury's completed the purchase of a 50% stake in Sainsbury's Bank, which is owned by Lloyds Banking Group.

In July 2014, the company began powering one of its stores by converting food waste into biomethane gas to generate electricity. The group was the first retailer to leave the National Grid on its own. In July 2016, Arcus FM extended its facility management contract with Sainsbury's and secured a ten-year extension. Arcus won the first contract in 2009 and saw the contract extended in 2011.

Multi-Channel Retailer and Restructuring (2016 - Present)

After four months of persecution, Home Retail Group agreed to be acquired by Sainsbury's for £ 1.4 billion in April 2016. Sainsbury's completed the acquisition in September 2016. The deal included the catalog chain Argos and the furniture retailer Habitat. As a result, the new Sainsbury group was divided into four divisions: Sainsbury's core food retail business; General Merchandising (including Argos) & TU Clothing; Financial services (Sainsbury's Bank and Argos financial services businesses); and various real estate investments.

Throughout 2016 and 2017 Sainsbury pursued the expansion of its multichannel strategy, increasing the number of grocery clicks and points and serving online fulfillment locations in the online delivery network, as well as opening a dark shop in Bromley by Bow den to serve London Area, increasing geographic coverage of the same day grocery delivery network and incorporating concessions into stores such as Argos, Habitat, Timpson's and Starbucks.

In November 2016, Sainsbury's announced its intention to cut the cost of the business by £ 500 million. In March 2017, 400 jobs were cut and 4,000 jobs reorganized, which mainly affected employees in the night shift and commercial operations (cash office and price control).

In August 2017, 1,000 jobs were cut across all head offices and support centers, affecting a wide range of functions.

In October 2017, the change in the security contracts led to Mitie reducing the number of security officers in the stores. In the same month Sainsbury announced plans to affect all shop-ax based human resource employees including HR managers, wage clerks, administrative clerks and learning and development managers, a total of 1,400 jobs. In addition, another 600 jobs were cut in the main branches.

In January 2018, Sainsbury announced proposals to overhaul shop management structures that would result in "thousands" of job losses.

On February 1, 2018, Sainsbury's announced the purchase of Nectar from Aimia for £ 60 million. This gave Sainsbury's full control of all Nectar data.

In March 2018, Sainsbury's announced that it would raise the base wage for its employees in order to retain the best workforce. It said it would increase pay by 15% a year and spend an additional £ 100 million on a plan that would also simplify the number of job roles.

In November 2020, Sainsbury's stated that up to 3,500 jobs were at risk from the closure of supermarket counters and the closure of other standalone Argos stores.

Asda termination of the merger

In April 2018, Sainsbury's started talks with Walmart on a proposed merger with Asda that could become the UK's largest supermarket company. Under the plans, Walmart would own 42% of the combined business, which would be led by existing Sainsbury's General Manager Mike Coupe. The group would also open Argos branches in Asda stores. However, the Competition and Markets Authority (the UK's anti-competitive practices regulator) stated in February 2019 that it could block the merger. On April 25, 2019, the competition and market regulators blocked the merger and it was abandoned by Sainsbury's.

leader

shops

As of March 2019, Sainsbury's shop portfolio was as follows:

format number total area
(m²)
total area
(sq ft)
Medium
Area (m²)
Medium
Area (sq ft)
percentage
of the room
Supermarkets 608 1.971.000 21.210.000 3,240 34.885 43%
Convenience shops 820 179.675 1,934,000 219 2360 57%
total 1,428 2.150.000 23.144.000 - - - - 100 %

It is particularly strong in London and the South East, where it is based, and has strong positions in many British cities. The company acquired Thoroughgood, a Midlands-based company, in the 1930s. Expansion since 1945 has given the company national reach, although the chain is not as well represented in Scotland as Tesco and Morrisons.

Supermarkets

On September 29, 2010, Sainsbury's opened one of its largest stores in the UK, an extension of its existing store in Crayford, South East London, which is now 9,300 m 2 Retail space and the largest supermarket to be built is in the UK. Bybrook in Ashford Kent, which reopened on November 16, 2011, has an area of ​​over 9,300 m 2 .

The renovated Lincoln, Lincolnshire store opened on November 24, 2010 and is down to Crayford at 9,170.6 meters 2 of the second largest supermarket in the UK in Sainsbury.

Stores in the "Supermarket" category all have similar layouts and processes but may vary in what they offer customers. Most have a convenience kiosk, produce, meat, fish, groceries and frozen food, as well as manned and self-service checkouts. However, depending on the size of the store, they could also have an in-store bakery, pizza counter, coffee shop, TU clothing, general goods, gas station, and online picking department. Some shops also offer concessions such as a beauty salon, travel agencies, Jessops, Patisserie Valerie, Specsavers, Carte D'or and Ben and Jerry's ice cream stands, Zizzi pizza counter, sushi gourmet counter and The Fragrance Shop. Others also have a "Dentistry Center" that provides dental treatment and / or an "Explore Learning" center that offers children additional English and math classes. Some stores also offer a Starbucks coffee instead of an in-store coffee shop.

In March 2020, due to the escalation of the coronavirus pandemic, Sainsbury's supermarkets allowed shoppers to purchase no more than three groceries to ensure all visitors have access to the products they need.

Sainsbury's fuel

Sainsbury's operates a chain of fuel forecourt in some of its supermarkets selling diesel, gasoline and city diesel. The chain first opened a forecourt in 1974 in its Croydon SavaCentre hypermarket. The forecourts were originally supplied by jet stations and marketed as jet stations. From 1980, however, Sainsbury's operated its own forecourt and procured its own fuel. In 2004, BP became a fuel supplier and operated its forecourt in supermarkets whenever possible. That deal ended in 2009 and all forecourt operations and fuel procurement came back under Sainsbury's control.

Sainsbury's Cafe

A number of shops have self-service cafes marketed as Sainsbury's Café. Most stores are open almost as long as the stores are open.

Sainsbury's Local

In addition to developing its own locations, Sainsbury's expanded its convenience portfolio through acquisitions of Bell's Stores, Jackson's Stores, JB Beaumont and SL Shaw Ltd. Sainsbury's initially retained the strong Bells, Jacksons and Beaumont trademarks. For example, shops were renovated Called Sainsbury's at Bells . These were effectively Sainsbury's local stores with a revamped bezel while retaining some of the features of the former local chain. Stores that were not renovated kept the original brand and logo, but continued to offer Sainsbury's private label products, prices and points of sale without accepting Nectar cards. The old websites have also been kept with Sainsbury's branding. However, as of May 4, 2007, all of these acquired stores were completely converted to local fascia.

In July 2013, managing director Justin King announced plans to focus on expanding his convenience shops.

Sainsbury is online

Sainsbury's operates an Internet shopping service under the Sainsbury's Online brand. To take advantage of this service, customers select their groceries online or by phone (including a phone order fee). Sainsbury's also offers Sainsbury's Gift Cards and Sainsbury's Business Direct transactional websites selling gift cards, gift certificates and grocery stamps with credit or value that can be dispensed in any Sainsbury's store. Both products do not apply to the purchase of specific products or services. The gift card website promotes the card as an ideal gift because of the wide range of products and the number of stores they can be spent in. The Business Direct website, operated by MBL Solutions Ltd, advertises the cards as ideal for rewarding and motivating employees.

distribution

Sainsbury's supply chain consists of 13 regional distribution centers (RDCs), two national distribution centers for slow moving goods and two frozen food facilities. The Tamworth depot also delivers general goods to the RDCs.

Regional distribution centers
  • Basingstoke, Hampshire
  • Belfast, Northern Ireland
  • Dartford, Kent
  • Emerald Park, Emerson's Green, Bristol
  • Greenford, London
  • Vauxhall, Nine Elms (London SW8)
  • Hams Hall, Coleshill, West Midlands
  • Haydock, St. Helens, Merseyside
  • Langlands Park, East Kilbride, South Lanarkshire
  • Northampton, Northamptonshire
  • Sherburn, North Yorkshire
  • St. Albans, Hertfordshire
  • Waltham Point, Essex
Regional Distribution Centers - Slow Moving
National Distribution Center - Frozen
National Distribution Center - General Merchandise
National distribution centers - clothing

A planned regional distribution center (RDC) in Exeter was abandoned and the land was sold to Lidl.

The frozen food RDC in Elstree, Hertfordshire, closed when Sainsbury moved to a new national distribution center in Pineham, just outside Northampton.

subsidiary company

Sainsbury's Bank

In 1997, Sainsbury's Bank was founded - a joint venture between J Sainsbury plc and the Bank of Scotland, which later became part of the Lloyds Banking Group. Services offered include auto, life, home, pet and travel insurance, as well as health insurance, loans, credit cards, savings accounts and individual savings accounts. On May 8, 2013, Sainsbury's announced that it would buy a 50% stake in the Lloyds Banking Group's business.

Sainsbury's energy

Founded in 2011, Sainsbury's Energy is a virtual utility in partnership with nPower offering gas and electricity. Sainsbury's no longer has personal vendors in the store, but there are leaflets and posters etc. promoting Sainsbury's Energy in its supermarkets. Sainsbury's Energy was previously supplied by British Gas; The agreement ended in 2019 when nPower began shipping in February.

Previous formats and ventures

Sainsbury's freezing centers