Alma Madmarked is underperforming against its sales goal in Copenhagen, as Chief Executive (administrerende direktør) Alfred Josefsen acknowledged in a recent interview: the chain will not reach an annual 50 million kroner (€6.7 million) per store target this year, and key customer groups—young adults, families with children and former Irma shoppers—have proved less loyal than expected.
Alma Madmarked sales target now out of reach
Josefsen said the original target of 50 million kroner (€6.7 million) per store per year was set as a benchmark for the new chain, but he now concedes performance is below that level and declined to quantify the shortfall.
The admission marks an early adjustment for a brand positioned as the premium successor to Irma, which closed its remaining stores in 2024. The company has indicated it will fine‑tune pricing in selected categories—including wine as well as fresh fruit and vegetables—to stimulate turnover while keeping its focus on quality and service.
Former Irma customers and young families are not returning
The chain reports that young adults, families with children and former Irma customers have not been as loyal as expected in the initial months. That pattern suggests the new format has yet to convert legacy brand affinity into repeat visits and larger baskets.
For a concept built on service, assortment depth and seasonal produce, the early challenge is to translate brand recognition into frequency and basket size among precisely those segments that once anchored Irma’s customer base.
Two Copenhagen stores and a premium concept
Alma Madmarked currently operates two stores in Copenhagen—on Sylows Allé 17 (Frederiksberg) and Store Kongensgade 100 (København K)—with opening hours from 8:00 to 21:00 daily.
The concept emphasizes local suppliers, organics and fresh produce, and positions itself as a full‑range food market rather than a discount outlet. Staffing and service are central to the model, continuing elements of Irma’s heritage while targeting a contemporary urban clientele.
What it means for Denmark’s premium grocery market
Alma’s slower‑than‑planned start underscores the tighter dynamics in Denmark’s grocery sector, where discount formats and strong mid‑market banners have expanded their share since Irma’s closure. Reaching scale for a premium, service‑heavy format may require price calibration, sharper category strategies and neighbourhood‑specific outreach to rebuild loyalty among former Irma shoppers.
If Alma can lift visit frequency and defend margins through mix and private‑label development, it will strengthen competition in Copenhagen’s upper‑mid to premium grocery segment; if not, it risks being squeezed between value‑driven chains and specialty food retailers.
Alma’s next steps—pricing tweaks in selected categories, targeted marketing to families and younger urban consumers, and continued focus on fresh produce and local suppliers—will indicate whether the concept can close the gap to its sales target in the coming quarters and establish a durable foothold in Copenhagen’s competitive market.
