In 2006, Ahold undertook a company-wide strategic review of its businesses. The objective of the review was to define how Ahold could accelerate growth and improve profitability. The strategy for profitable growth was announced in November 2006 and focused on the Company's portfolio, growth, organization and financial targets.
Refocusing our portfolio
Growth strategy
Read more about our growth strategy
Organizational structure
Read more about our organizational structure
Financial targets
Read more about our financial targets
Corporate responsibility
Value Improvement Program
The most significant area of focus for our value repositioning strategy is in the Stop & Shop and Giant-Landover banners. Previously announced as the Value Improvement Program (VIP) this program has the most impact on the company’s overall financial results in the near-term.
Our core capabilities
Applied customer insight: We work to understand consumer needs better and faster than our competitors.
Our business model
We will be a company of innovative and powerfully branded stores on two continents, rather than a portfolio of stores that distribute supplier brands. We will win the loyalty of our customers by understanding them better than our competitors. We will provide the products and services that customers want at prices that are competitive with all food channels.