Efficient shelving strategy for organic and conventional products

The importance of independent retailers

Independent retailers are a heavyweight in the German food retail sector: Edeka has around 3,200 stores run by independent retailers, while Rewe has around 1,800¹. These stores are also the most regionally anchored form of retail – often family-run and with decades of tradition in some cases. Their particular strength lies in their product range: from low-priced entry-level products and strong private labels to organic pioneers and regional specialties, consumers can find everything under one roof here.

But diversity requires clear structures: What role do organic, private label, and conventional products play in the product range? How can a balance be struck between price competition and profile building? A well-thought-out product range strategy and product presentation are crucial here. A structured product arrangement, consideration of different shelf zones, and targeted placement in the viewing or reaching zone help to leverage sales potential and adapt the market flexibly to new customer needs. Two examples from Trier and Middle Franconia, Germany, show how different successful concepts can look.

Organic products as a growth driver in independent retail

The example of organic products in particular shows how effective a smart product range strategy can be in independent retail. Organic products have long since developed from a niche topic into a solid pillar of sales. More and more retailers are recognizing the opportunity this presents to sharpen their profile, set themselves apart from the competition, and attract new customer groups.

Edeka Quint – Organic products on the shelves as a reflection of diversity

At Edeka Quint in Trier, organic products account for around 30 percent of the product range – but that wasn't always the case. Owner Theresia Quint herself illustrates just how big the change has been: “Twenty years ago, I was proud when I managed to stock organic milk in the store,” she recalls. Today, organic products are a natural part of her product range and contribute significantly to sales. This was made possible by the opening up of the organic wholesale market to conventional retailers: “For me, it's now paradise on earth because I can order a wide range of products without being held back by minimum quantities from individual suppliers.”

Rewe Zwingel – Two ways to an efficient shelf strategy

The family-owned company Rewe Zwingel, which looks back on over 100 years of tradition and now operates nine stores in Middle Franconia, is also specifically using organic products as a growth driver – albeit with a different approach. While Quint consistently integrates organic products into its product range, Zwingel pursues a two-pronged strategy: On the one hand, the company relies on separate shop-in-shop areas for organic specialty goods such as Demeter or Bioland, which are deliberately presented outside the standard shelves. This product presentation emphasizes quality and origin: “This allows us to specifically target consumers who are looking for high organic quality,” explains Fabian Zwingel, sales assistant and son of the current managing director Matthias Zwingel.

On the other hand, there is the centrally controlled Rewe shelf with an assortment logic based on product groups, price segments, and brands. The combination of conventional products, private labels, and organic brands in clearly structured shelf zones creates transparency and comparability—organic next to conventional, brand next to private label. Complemented by a structured product arrangement and the targeted use of shelf zones in retail, Zwingel creates clarity in the market and thus appeals equally to price-conscious customers and discerning organic shoppers.

Regionality and personality as the USP of independent retailers

Regionality is the second major strength of independent retailers—and is a top priority for both merchants. While large retail chains purchase centrally, retailers such as Quint and Zwingel can work directly with local farmers and thus specifically integrate regional products into their product range.

Edeka Quint – Proximity, quality, and clear product structure

Theresia Quint emphasizes the close relationship with farmers: “Many farmers don't realize that Edeka retailers purchase independently,” says Theresia Quint. "For me personally, regional organic produce is always a priority. At the same time, I also take a close look at conventional farmers: many of them work sustainably, do not use pesticides, or simply do not want the hassle of organic certification. They also have a permanent place in my product range because, at the end of the day, it's all about preserving agriculture in the region."

But that also means a lot of work: she works with around 150 suppliers and has to train her employees regularly “so that they don't take the easy route and simply order from the central warehouse.” This personal attitude is directly reflected in her product range strategy—with clear product placement, diverse shelf areas in retail stores, and a product range that highlights regional and sustainable producers.

This consistent approach makes her stores unique: “People sense that this isn't just any Edeka, this is Edeka Quint.”

Quint is present in the store, knows her customers personally, and seeks conversation—whether at the counter, during tastings, or in on-site promotions. Her stores bear this personal touch. This is complemented by her son, who uses digital channels such as his podcast “Good Food Friday” on Instagram to get younger target groups in particular excited about fresh, regional, and seasonal food.

Rewe Zwingel – Regionality meets shelf strategy

Fabian Zwingel is also establishing his market in the region. “Direct contact with our suppliers creates trust, transparency, and short delivery routes—this is how we guarantee freshness and support the local economy,” emphasizes Fabian Zwingel. “We want to be a kind of marketplace for the villages—a place where people can find everything they need for their physical well-being and at the same time have space to meet.”

His personal touch is also evident in his consistent focus on high-quality, sustainable organic products and their targeted placement at the point of sale. A recognizable shelf design, creative special displays with seasonal items, and regular tasting events result in an efficient shelf strategy that creates structure and makes the product range logic transparent for all customer groups. “This is how we bring organic products to life—authentically, transparently, and close to the people,” summarizes Zwingel.

For customers, it's a question of price – private labels vs. Brands

Private labels are playing an increasingly important role in the growing organic market – for manufacturers and consumers alike. Quint sees both opportunities and risks in this: "If the Edeka organic brand is a whole euro cheaper than the manufacturer's brand, you can't blame the customer for buying it. The risk lies with the manufacturers: they have to decide whether they want to keep their brand strong in the long term or produce private labels. Both can certainly work side by side – provided that raw materials management is strategically well positioned and ensures quality, origin, and availability on both channels."

Zwingel also emphasizes that private labels and brands can complement each other—the key is to maintain quality standards. Rewe's own organic brand gives him the opportunity to create an attractively priced entry point without compromising on sustainability. At the same time, this is an integral part of his product range strategy, which deliberately focuses on variety and thus appeals to different target groups.

When it comes to price, independent retail faces competition not only from discounters, but increasingly also from drugstores. “I would never have imagined in the past that anyone would prefer to buy their oatmeal at dm (German drugstore chain) rather than at the grocery store,” says Quint. “But that shows how much shopping habits are changing—consumers today think less in terms of traditional categories.”

This makes it all the more important for independent retail to play to its strengths: diversity, transparency, and service. While discounters and drugstores usually define organic products by the lowest price, independent retail offers the entire spectrum—from affordable entry-level products to high-quality premium brands. Quint sums it up: "With us, the customer is free to choose. Anyone who compares will quickly recognize the difference in quality, origin, and transparency. "

Another competitive advantage lies in the retail shelf space, which can be used individually: from the low-cost self-service area to the staffed fresh food counter. Quint has deliberately rethought its product layout: “Our affordable meat is on the self-service shelf, while high-quality Bioland meat is at the counter, where expert advice is available.” This clearly positions independent retailers as competent, customer-oriented suppliers.

Diversity, personality, and education as topics for the future

Quint sees independent retail playing a strong role in the future—especially in regional organic products. “Regionality is the greatest strength of independent retailers. At the same time, we need to further expand our expertise in the organic sector to set ourselves apart from discounters.” Zwingel is also optimistic about the future: “Our job is to serve the masses – from good and inexpensive to high-quality organic products. That's the only way we can remain viable in the future.”

However, pressure is mounting: discounters such as Lidl are focusing heavily on organic products, and drugstores have long been serious food retailers. This makes the autonomy of independent retail all the more important. “Consumers often don't understand that Edeka Quint is not a standardized market like Aldi. It is precisely this diversity and personality that we need to highlight more visible,” emphasizes Quint.

In addition, Quint, president of the Trier Region Trade Association, sends a clear message on the subject of education: “It's not enough to just stock the shelves. Employees and trainees need to know what they are selling. It goes beyond product knowledge to a basic understanding of nutrition and agriculture. For me, nutrition is clearly part of education.”

As part of her work with the association, she campaigns for nutrition to be taught as a separate subject in schools—to raise awareness among young people about quality, regionality, and sustainability at an early age.

The examples of Edeka Quint and Rewe Zwingel show that successful and efficient shelf strategies in independent retail go far beyond mere product placement. They combine clear shelf layout and product diversity with regionality, transparency, and personal flair. Particularly in the context of price competition, the growing importance of private labels, and the challenge posed by discounters and drugstores, retailers are proving that diversity does not lead to arbitrariness, but to strength. The independent retailers’ recipe for success is therefore not an abstract concept, but a living practice: clear structure, active regionality, and the personality of the retailers. People don't just shop at Edeka or Rewe – they shop at Quint, Zwingel, and Mueller.

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