Coop Danmark A/S

Denmark · owned by OK A.M.B.A. (Denmark) · coop.dk · 24 vendors

Coop Danmark A/S is Denmark's largest retail cooperative, operating over 900 stores across four retail chains: SuperBrugsen, Kvickly, 365discount, and Brugsen. The company has been serving Danish consumers since 1866 and operates as a consumer cooperative with a membership-based model.

Resilience scores

Technology vendors

Services catalogue

1 service in catalogue across 1 category; runs on 24 sub-vendors.

Insights

Last updated 2026-09-13 · revision 64

24 direct vendors, 282 subvendors

Direct vendors by controlling owner country (sample)

Subvendors by controlling owner country (sample)

Migration Readiness: 3/10

Assessed by AI based on technology stack characteristics (cloud-native vs legacy, containerization, microservices), regulatory environment, data residency requirements, financial stability, and vendor lock-in risks. The score ranges from 0-10, where higher scores indicate better readiness for technology migration.

Coop Danmark's migration readiness is assessed as low. The internal tech stack, featuring SAP SuccessFactors, Umbraco CMS, and Tricom/Acenti, does not explicitly indicate cloud-native, containerized, or microservices architectures, suggesting a reliance on more traditional enterprise systems that can complicate migration to modern cloud environments. The regulatory environment poses significant challenges, particularly GDPR and EU data residency requirements, which mandate personal data processing within the EU/EEA or countries with adequacy decisions. These requirements restrict cloud provider and region choices, adding complexity and cost to any migration strategy. The financial stability to fund a large-scale migration cannot be assessed due to a lack of growth history data. While the geographic diversity of vendor HQs is noted, the 'Total Vendors: 0' data is contradictory, and the actual number of distinct vendors for 33 services is unknown. However, the presence of key technologies like SAP and specialized retail systems (Tricom/Acenti) suggests a potential for vendor lock-in, which would increase the difficulty and cost of migration. Without clear evidence of modern architectural adoption or a strategy to mitigate regulatory and vendor complexities, migration readiness remains low.

Compliance

3 in-scope frameworks identified; showing 3.

GDPR (source) — Assessment Required

GDPR applies with absolute certainty as Coop Danmark A/S is headquartered in Denmark (EU member state) and processes extensive personal data including customer membership data, employee data, and supplier information. Non-compliance risks include fines up to 4% of annual turnover (potentially hundreds of millions EUR given Coop's size), reputational damage, and operational restrictions. As a major retail cooperative with millions of customers, the likelihood of data processing issues is elevated due to scale and complexity.

Evidence: https://coop.dk/privatlivspolitik/

NIS2 (source) — Assessment Required

NIS2 applicability requires detailed assessment as retail/food distribution may qualify under 'Important Entities' if Coop meets size thresholds (50+ employees or €10M+ turnover, which they clearly exceed). Food supply chain disruption could have significant societal impact. Non-compliance penalties include fines up to €10M or 2% of worldwide turnover. Risk is medium as enforcement is still developing and sector classification requires clarification.

ISO 27001 (source) — Assessment Required

ISO 27001 is voluntary but highly recommended for organizations handling significant personal data. Given Coop's size and data processing activities, lack of certification could indicate information security gaps. Risk is medium as it's not mandatory but represents best practice for data protection.

Financials

Three-year financials

Financial Resilience Score: 6/10

Coop Danmark A/S is Denmark's second-largest grocery retailer with revenues in the DKK 54B range and a stable cooperative ownership structure that insulates it from short-term shareholder pressure. Its 900+ store network, ~25–28% domestic market share, and multi-format portfolio (SuperBrugsen, Kvickly, 365discount, Brugsen) provide meaningful scale and segment diversification. The cooperative balance sheet is conservatively managed with equity stable around DKK 5.0–5.3B and no aggressive debt-financed expansion, supporting baseline financial stability. Profitability has been recovering after a difficult FY2022 marked by cost inflation and Irma closure charges, with EBIT improving from ~DKK 200M in FY2022 to ~DKK 450M in FY2024. However, absolute EBIT margins remain very thin (approximately 0.8–0.9% of revenue), leaving limited buffer against cost shocks such as wage inflation, energy price spikes, or logistics disruptions. Net profit only returned to positive territory in FY2023 after a loss in FY2022, indicating the business operates close to breakeven on a net basis. The company faces structural headwinds including intense competition from Salling Group, Lidl, and Aldi; the secular decline of the Kvickly hypermarket format; a lagging e-commerce proposition; and 100% geographic concentration in Denmark with no international diversification. Revenue has been essentially flat in the DKK 53–55B range since FY2018, reflecting a mature, low-growth market with a CAGR of approximately 0.7% p.a. The Irma closure, while strategically necessary, generated one-off costs and brand disruption. The cooperative ownership model and member loyalty ecosystem (1.8 million members, Coop app, ancillary financial services) provide structural resilience and switching costs not captured in financial metrics alone. However, governance complexity and slower strategic agility relative to listed or PE-backed competitors are ongoing concerns. Overall, Coop is a financially stable but low-margin, low-growth business with moderate resilience — capable of weathering normal cyclical stress but vulnerable to sustained competitive or cost pressures.

Key strengths: Second-largest Danish grocery retailer with ~25–28% market share and 900+ stores, Cooperative ownership by Foreningen Coop amba insulates from short-term shareholder pressure, Multi-format portfolio (SuperBrugsen, Kvickly, 365discount, Brugsen) provides segment diversification, Strong private-label brands (Änglamark, X-tra, Coop own-label) support margin protection, 1.8 million member loyalty ecosystem with Coop app, Coop Bank, and Coop Forsikringen, Conservative balance sheet with equity stable at DKK 5.0–5.3B, Profitability recovery trajectory: EBIT improved from DKK 200M (FY2022) to DKK 450M (FY2024), Diversified ancillary revenues from Coop Bank, insurance, property, and crowdfunding, One of Denmark's largest private employers (~40,000–42,000 FTEs) with structured apprenticeship programmes

Risk factors: Intense competitive pressure from Salling Group (Netto, Bilka, Føtex), Lidl, and Aldi eroding market share, Structurally challenged Kvickly hypermarket format facing declining footfall and high capital intensity, Very thin EBIT margins (~0.8–0.9%) leaving minimal buffer for cost shocks, 100% geographic concentration in Denmark with no international revenue diversification, Irma chain closure (2023) generated significant one-off restructuring costs and brand disruption, Wage inflation headwind in a labour-intensive, high-cost Danish labour market, Lagging digital and e-commerce capabilities relative to competitors, Cooperative governance complexity may slow strategic decision-making and agility, Revenue plateau since FY2018 with CAGR of only ~0.7% p.a. in a mature market

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