IRMA. Perhaps one of the most well-known brands in the DANISH GROCERY INDUSTRY ever. At least east of the Great Belt. But as an almost illegitimate child within the Coop group, it had increasingly become impossible to generate profits. And in the end, the doors were closed for the last time. Now ALMA MADMARKED has risen like a phoenix from the ashes and is trying to GIVE CUSTOMERS the opportunity to once again buy HEALTHY, HIGH-QUALITY FOOD PRODUCTS.
Shopkeeper with a mission
Thousands of loyal Irma customers were shocked when the Coop Group announced in January 2023 that nearly 140 years of grocery history had come to a definitive end. This sparked tears and anger. Where would people now find Pascal Combeau cognac, Irma’s French raspberry tarts, or the renowned Irma shrimp salad?
There were loud protests. In Gentofte, customers showed up at the local Irma store wearing black armbands. More than 20,000 customers joined a Facebook group called “Save Irma.” But it was all in vain. The iconic Irma girl was removed from the storefronts of the remaining 65 Irma stores. The last store closed in May 2024.
But already at the end of March this year, customers were offered a new alternative: Alma Madmarked.
A group of former Irma executives, including Alfred Josefsen - who had been Irma’s top CEO from 1999 to 2012 - took the chance to create a new food haven in the capital.
He had left Irma in 2012 as a result of Coop management’s decision to move the chain’s leadership from its headquarters in Rødovre to Coop’s main office in Albertslund.
“I had actually come to terms with my disappointment about having to leave Irma at a time when we had turned things around and made Irma profitable. We had many skilled and committed employees. We had a unique identity. But the decision to centralize administration and leadership and move us from Rødovre to Coop’s headquarters in Albertslund was the red line I could not cross. If Irma couldn’t continue as an independent business with independent management, I wouldn’t remain as CEO,” Alfred Josefsen explains.
In hindsight, it also wasn’t a wise decision to place Irma under Coop’s management. The Irma chain went from a positive bottom line back to operating at a loss. For Alfred Josefsen, this was almost the only way out of the situation. As he emphasizes, the discount chain Fakta went from nearly 300 million kroner in annual profit to large losses when its management was also absorbed into Coop’s group leadership in Albertslund.
Alfred Josefsen was actually starting to wind down his working life. But now, at 68 years old, he has given himself five years to make Alma Madmarked a sustainable business.
The Mission
Alfred Josefsen isn’t very keen on talking about his time as Irma’s director - or about his departure, for that matter. It’s the past. Nevertheless, he felt saddened when the decision was made to permanently close Irma. Quietly, together with former Irma colleagues, he began exploring the possibility of creating a new grocery store rooted in what Irma had represented to them - and, importantly, to the many customers who were dismayed that they could no longer buy higher-quality food than the many ultra-processed products dominating supermarket shelves.
The news about the new food market was announced in early November last year - just six months after the last Irma store closed its doors. And just as Irma had, over time, pushed the boundaries of how and what Danes shopped for, Alma Madmarked has a clear vision - and indeed, a mission: to offer customers healthy foods. The focus is on products that are healthy, climate-friendly, and of higher quality - preferably organic.
“We want to make a difference. We want to put the good food experience back at the center. I feel a responsibility to do that, especially in a time when everything has to go fast. And especially in a time when many spend their money on experiences, travel, and the like. It’s important to have an alternative where we can come together around the meal - to create healthy and nourishing food for ourselves and our families. We have a purpose - and we want to influence both consumers and the industry as a whole.”
At Alma Madmarked, the core is the food. That’s why cigarettes are not sold in the two Alma stores that opened this spring. The same goes for candy and pre-baked cakes. There aren’t long aisles of cleaning products either. Instead, there are plenty of vegetables and fruits, umami in a bottle from Noma, and lots of wine from European vineyards.
As Alfred Josefsen says: “We are climate-conscious, so for us, it’s also about offering products that are made as close to us as possible. For that reason, there isn’t a large selection of beef and pork in the refrigerated cases waiting for customers.”
Part of Alma’s mission is increasing awareness of what we put into our bodies.
“We don’t want to be sectarian. That achieves nothing. We want a usable assortment without being absolute. But we don’t want to waste space on meaningless products in our stores. That’s why we have deliberately deprioritized unhealthy goods. We also don’t try to attract customers with big discounts or sales offers. We are a food market that bets on credibility - a place where we create a shortcut to a healthy life.”
The climate issue is particularly important to Alfred Josefsen. Locally produced foods. Alma’s buyers rarely look beyond Europe’s borders when introducing new products. This is why meat offerings are limited while vegetables get the spotlight.
“But it’s also about individual and family finances. It’s both healthier and much cheaper to buy a kilo of organic oats for 15 kroner than cornflakes at 140 kroner per kilo. When we eat less meat and more vegetables, I also believe it will attract young families who prioritize health and what they put into their bodies,” says Alfred Josefsen.
Customers are smiling
The Danish grocery sector struggles to turn a profit. Since the 1980s, when the discount wave truly hit Denmark, Danes have evolved into a nation of bargain hunters who would rather spend money on travel and material goods than food. This shift also took its toll on the Irma chain, which in 1982 was forced to be acquired by FDB (now Coop).
"But we have also strived to put the shopping experience at Alma front and center. There is plenty of space between the aisles. The staff can offer advice and guidance. And it has been a great joy to see how both former Irma customers and new food enthusiasts have visited our first store in Frederiksberg, helping each other find the products they seek," says Alfred Josefsen, continuing:
"We have both young and older employees in the stores. That contributes to a professional experience for customers. And peace! That’s also why we placed a large sign by the checkout queue saying: Enjoy the line, it might be your only break today!"
Judging by customer numbers, Alfred Josefsen’s venture has paid off. Within the first month, around 40,000 to 50,000 customers visited the new Alma Madmarked in Frederiksberg. A solid result, no doubt fueled by a loyal customer base that had high expectations and missed a place where quality was the focus, as well as extensive media coverage.
"I think Coop massively underestimated the strength of customer loyalty to the old Irma brand," says Josefsen.
This seems to hold true. This spring, Coop announced it would increase the number of Irma products in its stores - though this has not caused much excitement among customers. The chain has been criticized for exploiting the Irma brand, with new Irma products not tasting like they used to, among other complaints.
Even though Alfred Josefsen and his team have capitalized on the expectations for a new food market and achieved immediate success, Alma Madmarked will not become a new Irma chain in disguise. It will never be as large as his former workplace. No decisions have yet been made on how many new Alma stores will open in and around the capital. It depends mostly on the opportunities that arise.
At 68 years old, there is naturally an upper “best before” date on how long Alfred Josefsen will lead the new concept.
"I have given myself five years. The first year was spent opening the first two Alma Madmarked stores. In the next four years, I have two main tasks. We need to refine the concept and open more stores. And I need to spend time finding the person who can succeed me."
But time will tell. For now, many former Irma customers are delighted to once again have an alternative to the discount chains.