Management Concepts

Case study Option 1: Mission, Vision, Marketing & Reality.

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Case study: Dino Polska S.A.

Case Study questions:

1. What is Dino Polska´s idea? What is its vision? Is this a formal aim?

2. What Dino Polska want to fight against?

3. What is Dino Polska’s actual aim?

4. How Dino Polska tries to achieve the aim? Is there any real value to create in this company?
What it was to create, produce? Who were the customers? How he perceived the reality,
including facts, employees, customers, partners, competitors?

5. Is Dino Polska an entrepreneur or a social revolutionist?

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Dino Polska S.A.

Dino Polska S.A. is a well-known retail chain in Poland, with a large number of grocery
stores mainly in smaller towns and on the edges of big cities. Founded by Tomasz Biernacki in
1999, the company has grown a lot. By September 2023, Dino had 2,340 stores covering
921,400 square meters. It has three main distribution centres in Krotoszyn, Jastrowie, Piotrków
Trybunalski, and Rzeszotory, which help run its big network of stores. The company started as a
private limited company but became a joint-stock company because it grew so fast.

Dino Polska's stores sell many different products, about five thousand types, including a
wide variety of meats, prosciutto, and other meat products. Most of these come from Agro-Ry-
dzyna, a meat factory that Dino Polska owns. Since 2010, Dino Polska has been the only place
selling meat and ham from Agro-Rydzyna. They started buying parts of this factory in 2003. A
big moment for the company was in June 2010 when Enterprise Investors bought 49% of Dino
Polska's shares for 200 million zlotys. This led to a lot of growth, with the number of stores go-
ing from 111 at the end of 2010 to 628 by December 2016. In April 2017, Enterprise Investors
helped Dino Polska grow even more by putting all its assets on the Warsaw Stock Exchange.

What is Dino Polska´s idea? What is its vision? Is this a formal aim?
The core idea of Dino Polska is encapsulated in their mission to be the "closest to you" by
providing convenient access to a wide range of top-quality goods at excellent prices. Their vis -
ion appears to be centered around achieving customer proximity, not just in terms of physical

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location but also by aligning closely with customer needs and preferences. This vision manifests
through their strategic expansion, focus on store accessibility, and tailored product offerings. It
is a formal aim as it is clearly stated in their mission statement and is reflective of their business
strategy.

What Dino Polska want to fight against?

Dino Polska seems to be combating the inconvenience and inaccessibility that customers
might face with other retail experiences. They are addressing the need for a quick, comfortable,
and convenient shopping experience. By establishing stores close to where customers live, they
fight against the trend of large, impersonal supermarkets that may not cater to local com-
munity needs.

REALITY

What is Dino Polskas’ actual aim?

Dino Polska's actual aim is to maintain a high growth rate of their store network, enhance
the shopping experience, ensure the freshness and quality of their offerings, and improve prof-
itability while being conscious of their environmental impact.

Organic Growth

Dino Polska's strategy of organic growth is evidenced by its aggressive expansion strategy.
The company significantly increased its number of stores from 628 to 2156 over a period,
demonstrating a commitment to extending its retail footprint across Poland. This consistent in-
crease in store count indicates Dino Polska's aim to enhance its market presence and accessibil-
ity to customers.

Like-for-Like (LFL) Sales Growth

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The emphasis on LFL sales growth highlights Dino Polska's focus on not just expanding the
number of stores but also ensuring that each store achieves sales growth. A 285% LFL growth in
2022 signifies the company's success in increasing the sales performance of existing stores, pos-
sibly through various initiatives aimed at improving customer experience, product offerings,
and operational efficiency.

Profitability

Mentioning a specific 285% increase in LFL sales in 2022 alongside a slight adjustment in
EBITDA margin reflects Dino Polska's strategic balance between top-line growth and profitabil-
ity. This suggests that while aggressively expanding and improving sales, Dino Polska is also
keen on maintaining healthy profit margins, indicating a strategic aim towards sustainable and
profitable growth.

How Dino Polska tries to achieve the aim? Is there any real value to create in
this company? What it was to create, produce? Who were the customers? How
he perceived the reality, including facts, employees, customers, partners, com-
petitors?
The strategic focus on organic growth, improving sales in existing stores, and maintaining
profitability suggests that Dino Polska aims to create real value by:

• Expanding Access: Making it easier for customers to access its stores and offerings.

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• Enhancing Customer Experience: Through improved product offerings and store exper-
iences, driving higher sales.

• Sustainable Growth: Balancing expansion with profitability to ensure long-term sus-

tainability.

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Dino Polska perceives its reality through the lens of market expansion, customer satisfac-
tion, and operational efficiency. The company aims to serve its customers effectively, compet-
ing healthily in the market while maintaining positive relationships with employees, customers,
and partners. The strategy indicates a business-driven approach focused on creating a robust
retail network that caters to the evolving needs of its customers.

Is Dino Polska an entrepreneur or a social revolutionist?

Dino Polska can be characterized more as an entrepreneurial entity rather than a social
revolutionist. Its strategies and goals are aligned with business growth, market leadership, and
financial performance. While there is an evident commitment to social values like employee
satisfaction and environmental consciousness, these are pursued within the framework of sus-
tainable business practices rather than a primary focus on social change.

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References
1. Grupa Dino: https://grupadino.pl/raporty-gpw/raporty-okresowe/
2. Bankier: https://www.bankier.pl/static/att/emitent/2023-03/RS-2022-Dino-Polska-
Sprawozdanie-Zarzadu-z-dzialalnosci-podpis_202303231457509000.xhtml
3. Green-News: https://www.green-news.pl/1607-dino-panele-fotowoltaiczne
4. WP finanse: https://finanse.wp.pl/dino-przekroczy-liczbe-1000-sklepow-siec-stawia-na-
ekspansje-6333850392196737a
5. https://retailnet.pl/2022/03/15/dino-polska-naszym-celem-jest-utrzymanie-wysokiego-tempa-
rozwoju/
6. Forbes: https://www.forbes.pl/rankingi/liderzy-biznesu-forbesa-2017-famur-dino-market-i-cd-
projekt/jejkb4q
7. https://www.portalspozywczy.pl/handel/wiadomosci/biedronka-wojuje-z-lidlem-a-dino-
zachwyca-cenami-naprawde-to-robia-od-srody-7-lutego,246604.html