Top 10 Supermarkets in Austria 2026: Revenue, Market Share and Ranking

Austria’s grocery market is one of the most concentrated in Europe. A small group of retailers controls the majority of food sales, and that structure is becoming even tighter in 2026. For suppliers, access depends on a handful of buying groups. For competitors, scale alone is no longer enough to grow.

This ranking looks at the top supermarkets in Austria by estimated 2026 revenue and market position, highlighting who controls shelf space, pricing, and national distribution — led by SPAR Austria and REWE Group, with Hofer and Lidl shaping pricing across the market.

At a Glance: Austria Supermarket Rankings 2026

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Austria’s top four retailers control well over 90% of grocery sales, making it one of the most concentrated supermarket markets in Europe.

01. SPAR Austria

Founded: 1954
HQ: Salzburg, Austria
FY Revenue (AT Grocery): €10.8B+ (2026)
Employees: ~50,000

Core Segments:

• SPAR (supermarkets)
• EUROSPAR (mid-size)
• INTERSPAR (hypermarkets)
• SPAR Express (convenience)

Operational Relevance

SPAR runs the most balanced retail system in Austria. It covers urban, suburban, and rural demand with multiple formats. Its logistics network is deeply integrated, allowing faster shelf rotation and tighter supply chain control than most competitors.

The Analyst’s View

SPAR is not just leading — it is widening the gap. The group’s private label expansion and category control are pushing margins higher while maintaining price competitiveness. Unlike others, SPAR wins across both premium and value segments.

So What?

For suppliers, SPAR is no longer just a key account — it is the market gateway. Missing SPAR means missing national scale.

02. REWE Group (Austria)

Founded: 1927 (Group)
HQ: Cologne, Germany / Vienna operations
FY Revenue (AT Grocery): €8.2–8.5B (2026)
Employees: ~45,000 (Austria)

Core Segments:

• Billa
• Billa Plus
• Penny (discount)
• ADEG (independent partners)

Operational Relevance

REWE operates the densest supermarket network in Austria. Its strength lies in proximity retail and high store coverage, especially through Billa.

The Analyst’s View

REWE is still strong, but it is losing ground at the top. The challenge is margin pressure from discount formats and the need to modernize stores while competing on price.

So What?

REWE remains essential for volume distribution, but suppliers now face tougher negotiations as the group defends share against SPAR and discounters.

03. Hofer

Founded: 1968
HQ: Sattledt, Austria
FY Revenue (AT Grocery): ~€4B+ (2026)
Employees: ~12,000+

Core Segments:

• Discount supermarkets
• Private label grocery
• Fresh produce
• Chilled and frozen food

Operational Relevance

Hofer operates the most efficient discount model in Austria. Its limited assortment and high private label share allow faster stock rotation and lower operating costs.

The chain plays a central role in everyday grocery shopping, especially for price-sensitive households. Its network is smaller than SPAR or REWE, but its impact on volume is significant.

The Analyst’s View

Hofer wins by staying focused. It does not expand range or formats unnecessarily. That discipline protects margins and keeps pricing sharp.

However, competition is rising. Lidl is improving store quality and fresh food perception, narrowing the gap.

So What?

Hofer sets the pricing benchmark in Austria. When it adjusts prices, the rest of the market is forced to respond.

04. Lidl

Founded: 1998 (Austria)
HQ: Salzburg/Wals-Siezenheim
FY Revenue (AT Grocery): ~€3.5–4B (2026)
Employees: ~6,000+

Core Segments:

• Discount grocery
• Private label
• Fresh bakery
• Fresh produce

Operational Relevance

Lidl is the fastest-growing discount operator in Austria. It combines low pricing with improving store standards, especially in fresh categories.

Its European scale gives it strong procurement power and the ability to roll out new concepts quickly across markets.

The Analyst’s View

Lidl is closing the gap with Hofer by investing in quality perception, not just price. That shift is helping it attract more regular shoppers.

The challenge remains brand trust. Hofer still holds a stronger local position.

So What?

Lidl increases competitive pressure across both discount and full-service formats, forcing continuous price and quality adjustments.

05. MPreis

Founded: 1920
HQ: Völs, Tyrol, Austria
FY Revenue (AT Grocery): ~€1.0–1.2B (2026)
Employees: ~6,000

Core Segments:

• Supermarkets (regional network)
• Fresh bakery (in-store)
• Regional sourcing
• Premium private label

Operational Relevance

MPreis is the strongest regional supermarket operator in Austria. Its footprint is concentrated in western regions, especially Tyrol, where it has deep local penetration.

The chain focuses on fresh food, store design, and regional products. This gives it a different position compared to national players like SPAR and REWE.

The Analyst’s View

MPreis does not compete on national scale. It competes on identity and quality. That strategy works in regions where local sourcing and store experience matter more than price alone.

Margin pressure remains a challenge. Competing against discounters on price while maintaining premium positioning is not easy.

So What?

MPreis shows that regional players can still survive in Austria — but only with a clear identity and strong local relevance.

06. Metro AG

Founded: 1964
HQ: Düsseldorf, Germany
FY Revenue (AT Food Business): ~€0.8–1B (2026)
Employees: ~2,000+ (Austria operations)

Core Segments:

• Cash & Carry wholesale
• Horeca supply
• Bulk food distribution
• Private label for foodservice

Operational Relevance

Metro is not a traditional supermarket, but it plays a key role in Austria’s food supply chain. It supplies restaurants, hotels, and independent retailers.

Its business is built around bulk purchasing, professional customers, and stable supply rather than everyday consumer shopping.

The Analyst’s View

Metro’s relevance comes from volume, not visibility. It does not compete for household shoppers, but it controls a significant share of food distribution behind the scenes.

The risk is long-term pressure from direct supplier relationships and changing horeca demand patterns.

So What?

Metro influences how food moves across Austria, especially in hospitality. For suppliers, it is a major route outside the traditional supermarket shelf.

07. Eurogast

Founded: 1967 (cooperative network)
HQ: Austria (decentralised structure)
FY Revenue (AT Food Business): ~€0.7–0.9B (2026)
Employees: ~3,000+ (network-wide)

Core Segments:

• Horeca distribution
• Fresh and frozen food supply
• Regional wholesale partners
• Private label for foodservice

Operational Relevance

Eurogast operates as a cooperative of regional wholesalers. It supplies restaurants, hotels, and catering businesses across Austria.

Its strength is reach. Through multiple partners, it covers areas where national chains are less dominant. This makes it a key player in non-retail food distribution.

The Analyst’s View

Eurogast wins through structure. It combines local knowledge with shared scale. That allows it to compete with larger wholesale groups without centralising everything.

The challenge is consistency. A network model can vary in execution across regions.

So What?

Eurogast gives suppliers access to the horeca channel at scale, especially outside major cities.

08. Wedl

Founded: 1902
HQ: Mils, Tyrol, Austria
FY Revenue (AT Food Business): ~€0.5–0.7B (2026)
Employees: ~2,500

Core Segments:

• Wholesale food distribution
• Cash & Carry
• Foodservice supply
• Nah & Frisch retail links

Operational Relevance:

Wedl operates across both wholesale and smaller retail formats. It supplies horeca customers while also supporting local store networks.

This hybrid position connects supply chain operations with regional retail demand.

The Analyst’s View

Wedl’s strength is flexibility. It operates in multiple channels, allowing it to adapt to regional demand.

However, it does not have the scale of Metro or the network reach of Eurogast.

So What?

Wedl remains important for regional supply chains, especially where national systems do not fully reach.

09. Unimarkt

Founded: 1975
HQ: Traun, Austria
FY Revenue (AT Grocery): ~€0.4–0.6B (2026)
Employees: ~3,000

Core Segments:

• Supermarkets (regional)
• Franchise/partner stores
• Local grocery formats

Operational Relevance

Unimarkt operates as a regional supermarket chain with a focus on neighbourhood locations and smaller communities.

Its footprint is limited compared to national players, but it maintains relevance through local partnerships and flexible store formats.

The Analyst’s View

Unimarkt has been under pressure. Market concentration, rising costs, and competition from both discounters and large chains have reduced its national weight.

Recent restructuring has reshaped its position. It is no longer a broad national challenger, but a smaller regional operator.

So What?

Unimarkt reflects the reality of Austria’s market — mid-sized supermarket chains struggle to scale without strong differentiation or buying power.

10. Kastner Gruppe

Founded: 1828
HQ: Zwettl, Austria
FY Revenue (AT Food Business): ~€0.3–0.5B (2026)
Employees: ~1,800

Core Segments:

• Wholesale food distribution
• Cash & Carry
• Retail support (Nah & Frisch)
• E-commerce supply

Operational Relevance

Kastner operates mainly in wholesale and regional supply. It supports independent retailers and horeca customers, especially in less urban areas.

Its role is not visible to most consumers, but it remains important in keeping smaller retail networks supplied.

The Analyst’s View

Kastner’s strength is stability. It operates in niches where large chains are less active.

However, growth is limited. Scale advantages sit with national players and large wholesalers.

So What?

Kastner helps sustain independent retail in Austria, but it does not shape national pricing or market direction.

Industry Outlook: Austria Supermarket Market 2026

Austria’s grocery market is not becoming more competitive. It is becoming more concentrated.

SPAR Austria and REWE Group continue to dominate through scale, store networks, and private label expansion.

At the same time, Hofer and Lidl are shaping pricing across the market.

That creates a clear structure:

• Two groups control access
• Two discounters control price
• Everyone else operates in limited space

For suppliers, this means fewer negotiation points and higher dependency on key accounts.

For consumers, it means stable pricing pressure but limited diversity at scale.

The gap between the top four and the rest is not closing. In 2026, it is widening.

Conclusion

Editor’s Note: This report is based on publicly available company disclosures, market estimates, and industry analysis for Austria’s grocery sector.

Revenue figures are indicative for 2026 and reflect the latest available reporting trends rather than exact audited results.