Eurocash strengthens franchise marketing: Grill Patrol results

Eurocash Group is expanding marketing support for its franchise networks and sharing the results of campaigns run by Delikatesy Centrum. During the summer Grill Patrol promotion, average weekly sales of barbecue products were almost 150% higher than outside the campaign period. Meanwhile, an autumn prize draw attracted more than 90,000 participants in its first 12 days. For the franchise community, these are concrete examples of head-office support that goes beyond purchasing and logistics.

Grill Patrol: higher sales in a selected category

According to a report published by dlahandlu.pl on 10 November, barbecue products included in the Grill Patrol promotion generated PLN 4.5 million in sales. Average weekly sales in this category were almost 150% higher than outside the campaign period. This was the key sales result presented alongside news of Eurocash’s growing investment in consumer marketing for its franchise networks.

For business owners, interpreting this figure correctly matters. The increase related to barbecue products, not total turnover at Delikatesy Centrum. The benchmark was sales outside the campaign period, rather than a specified equivalent period in the previous year. The result should therefore not be presented as sales growth across the whole network or as a change in revenue at every participating store.

The figures describe sales, not franchisees’ profits. From a store owner’s perspective, assessing a campaign like this should also involve looking at margins on the promoted products and the costs of running the promotion. Strong category turnover is a useful indicator, but it does not, on its own, reveal the impact on the store’s bottom line.

Christmas prize draw launched in October

Another example of promotional activity is Delikatesy Centrum’s prize draw, “An Autumn Shower of Christmas Gifts”. The promotion began on 8 October and was scheduled to end on 18 November. The chain introduced a Father Christmas theme during the autumn, using it to encourage customers to enter the draw.

More than 90,000 people took part in the first 12 days. Participants scratched off more than half a million scratchcards. At the same time, purchases made using the Delikarta loyalty card accounted for their highest share of the network’s turnover in 20 weeks. These are three distinct measures: participant numbers, engagement with the prize draw and the share of purchases linked to the loyalty programme.

None is equivalent to the number of new customers. They do, however, show the scale of participation in the promotion and the role of Delikarta in purchases during its initial phase. For franchisees, distinguishing between these measures is useful when assessing whether a campaign mainly engages existing shoppers or also helps broaden a store’s customer base.

The prize draw is supported by a campaign featuring several thousand advert airings across nearly 100 television channels, with a reported reach of more than 15 million viewers. This is complemented by more than 1,000 airings on around 200 radio stations, reaching over 14 million listeners. Online activity and social media provide further support. Television and radio reach should not be added together to calculate the number of unique people reached, as the audiences may overlap.

From nationwide campaigns to events at stores

Eurocash’s support is not limited to large-scale advertising. The group combines television and radio with online communications, influencer partnerships and events held at stores. This creates two levels of customer contact: recognition of the shared retail brand and engagement with an individual outlet.

During the summer, neighbourhood dance events and cinema screenings at selected Delikatesy Centrum stores attracted more than 17,500 participants. This figure relates to attendance at local events, not the number of transactions. Its main significance is that it demonstrates the scale of direct engagement with people living near the stores.

According to information published by dlahandlu.pl, more than 70 influencers supported the summer campaign. These activities achieved a combined reach of around 16 million and generated 235,000 interactions. Here, too, it is worth distinguishing engagement with marketing content from commercial results: interacting with promotional material is not the same as making a purchase.

Marketing as part of franchisee support

These activities form part of Eurocash Group’s strategy for 2026–2027. It envisages developing a franchise model based not only on purchasing and logistics, but also on comprehensive marketing support for business owners. The franchise networks covered by the group’s consumer marketing activities comprise nearly 14,000 stores.

For Poland’s franchise community, a key consideration is the scope of support available from head office. A nationwide campaign, a loyalty programme and a local event address different store needs. The Delikatesy Centrum results illustrate how Eurocash reports their impact: through category sales, the share of purchases made using a loyalty card, participation and marketing reach.

Practical takeaway: when assessing a franchisor’s marketing support, ask not only about advertising reach but also about results for your own outlet: sales, margins and the costs of participation. This helps translate campaign figures into informed decisions for your store.