Aldi and Lidl

The reputation and recognition make Aldi attractive in the marketing activities and this aspect needs to be improved in the future to compete with both existing and forthcoming rivals. Meanwhile, the high buying power and costs control would help Aldi to diversify its products and increase market penetration to serve diverse Australian population. This leads to the reconsideration of Aldi’s current strategy of limiting product range to adopt other strategies as a number of differentiation strategies has been used by other

Based on the case provide to us that was put together by Ingrid Bonn, School of Business, Bond University. A report was prepared that will enable the company to analyze its current position in the market and help ensure that they start to further grow and capture the entire Australian market.

The purpose of this study is to explore three companies by focusing on how the brands have been performing as well as what the customers and other stakeholders are saying about the different brands. This study will also summarize the strategic issues that the companies and those they are likely to experience in future.

(firms) have overall – some have invested in foreign countries through FDI - felt that

Supporters of Transnational Corporations (TNC) say that their operation in “third world” country, also known as a “developing country”, benefits both the home country (where the TNC is based) and the host country (where they operate). TNCs construct facilities, make infrastructure improvements, and employ local people, all activities that should improve the economy of a host nation. Many host nations hope that there will be a multiplier effect from the direct investment by a transnational corporation, known as foreign direct investment, or FDI. That multiplier is expected to ripple across all other sectors of their economy – benefitting everyone.

“ ALDI is the world’s biggest discount store operator by sales,” (Thomasson, 2014). While ALDI is a major player in the grocery market today the company started with modest beginnings. The Albrecht family founded the small food store ALDI in Germany in 1914, (History, n.d.). The word ALDI was “coined from the word Albrecht, the surname of the brothers who founded the enterprise and the word discount,”(Loeb, 2015). The ALDI Corporation is split into two divisions ALDI South which operates many of the traditional ALDI stores and ALDI North that operate Trader Joe’s supermarkets, (Loeb, 2015). ALDI made their debut in the U.S. in 1976 in Southeaster, Iowa and gradually expanded, (Loeb, 2015). Overall, the company operates 9,600 stores between Europe, the United States and Australia. ALDI is praised for their low prices and efficient business model; the mission directly reflects their values, “ At ALDI, we believe that great quality shouldn’t come at a high price; rather, great quality should come with everyday low prices,” (About ALDI USA, n.d.).

The grocery and supermarket industry is a highly competitive and congested industry. In the face of serious obstacles, Trader Joe’s has managed to separate itself from its closest competitors within the industry. This case study aims to explain how Trader Joes has created its competitive advantage as well to examine the company’s future prospects. We will do this through analysis of four key factors related to the success of the company; Trader Joe’s external environment, the generic strategies used by TJ’s and its competitors, sources of the company’s competitive advantages, and TJ’s strategies going forward.

As marketing for varying brands within an overarching brand can be difficult, enhancing the Best Buy brand itself will invigorate market support and consumer loyalty. Although Best Buy is the repository for various brands, it should also serve as the comparable as well. This mechanism is implemented in grocery stores often, by the way of a ‘store brand’. However, due to the nature of technology, the timeliness and the efforts that go into product development, this approach should be a long term though rather than a short term

In today’s society, we experience a diverse range of culture on a daily basis: we live in Australia but yet our clothes are made in china, phones assembled in Korea, we eat American fast food and half of us shop in German grocery stores. Why foreign goods and groceries so widespread throughout Australia. The globalisation of the German grocery store Aldi, is affecting the food market sector in Australia and the economical growth of the nation. The concept of economical globalisation has contributed towards foreign investment into Australia. Aldi is a relatively new company to enter Australia’s grocery Market. Its apparent purpose: "All people, wherever they live, should have the opportunity to buy everyday groceries of the highest

When expanding into a global marketplace, companies must select a means of market entry. The decision to export, franchise, build a strategic alliance, establish a joint venture, and make a direct investment is based upon two things: an organization's interest in maintaining marketing control and how much of a financial investment it is willing to make. This holds true for 5 Bucks and Joe to Go, both of which are coffee retailers that want to enter emerging urban markets in India. 5 Bucks prefers to maintain greater control afforded by a joint venture and is willing to take on greater financial risk. Joe to Go, on the other hand, is not as willing to take on high levels of financial risk and is willing to rely on its franchisees to effectively market and brand Joe to Go in India. Both options require their local partners to adjust offerings to meet the needs of the local population while maintaining similarities in product, look, and experience across global locations.

Aldi and Lidl are my two choices of companies to evaluate work environment and employee expectations, because they are new to the Hampton Roads area. Both companies share so many similarities like being a grocery store chain, from Germany, and being focused on efficiency. A few weeks ago, my wife and I went into Aldi's, not sure what to expect, but we were surprised by how organized and affordable everything was. We noticed they offered some popular name brand products, at regular price, yet they offered their own brands really cheap. For example, the Aldi version of a Digoirno Pizza was $3.99, which is a few dollars cheaper. Now, this was only one of the stores, but the Lidi store is designed and modeled as the same, efficient, discounts,

According to Survey by national consumer organization, CHOICE (2014), a comparable basket of goods at ALDI is 25% cheaper than at one of the MSCs. ALDI is estimated to hold 9.1% market share in 2015-16 as compared to other grocery stores (ibis). In terms of the strategy of ALDI, ALDI focus on reducing costs to the customer in such a manner that customer is convinced to continue shopping. However, on further analysis, the organization illustrates a differentiating strategy and prefers to distinguish itself from other major retailers the likes of Coles, Wesfarmers and Woolworths. For example, ALDI provides weekly specials like on gardening, camping, kids, and kitchen with discounted offers. ALDI is a low-cost player that stocks a less variety of popular grocery items. Over past five years, an incredible achievement contributes to ALDI 's rapid growth to which consumers have responded positively (ibis). Therefore, it can be said that in terms or corporate strategy, the organization has characteristics of both a cost leadership strategy as well as a differentiation strategy.

FDI allows the home country to invest into the host country to produce, advertise, and distribute products, in order to upsurge their market share and provides a long-term investment and enhancement. (Moosa, 2002)

In this assignment we will review different aspects of Globally Integrated Marketing Strategy and our focused organisation will be Marks & Spencer. We will focus on its IMC practices and how they act as part of the organisation’s strategic framework. The study will consider M&S operations in UK and UAE for its research purposes and will elaborate how resembles as well as differs in the two environments. Finally, with the launch of a new product line we will try to incorporate how a new product needs to integrated into the existing overall structure and marketing framework of the organisation.

Michael et Augustin has to depend on the quality of their product in order to get in to the market. Among the bigger players in the market, there’s less differentiation, but since the large players have much more resources comparatively, this situation creates a high entrance barrier for the company. In A Better Way to Map Brand Strategy (2015), Niraj Dawar and Charan K. Bagga talk about the centrality-distinctiveness map (Figure 1). Centrality is the recognition and strength of the brand, whereas distinctiveness is the premium qualities of the brands that are resembled upon the customers. There are four different types of brands according to the article, and they are presented in Figure 1 in a 2x2 matrix: unconventional, aspirational, peripheral, mainstream. For Michael et Augustin, centrality is a long shot target due to the established market. However, distinctiveness can be achievable. Therefore, the company has to pursue a strategy to create an unconventional brand, and then transition into the aspirational part.