Aldi in Australia 3

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

ALDI claims that when you shop at ALDI, you can always count on finding products that are consistently equal to or better than the top national brands in quality and taste, for up to 50% less than at traditional grocery stores. ALDI claims that by shopping at their stores, one can save an average of $115 a month on family’s groceries on staples like fresh produce, milk, bread and eggs.

As Aldi has already established itself as a large discount supermarket chain with over 10,000 stores in 18 different countries including Australia (2001), and holds a large market share in the grocery world due to its business culture and market leading initiatives. This report aims to provide the ALDI board of directors with:

1.3 Physical Resources & Capabilities The ALDI brothers took over the family business of their parents in 1946. World wide expansion led to enormous growth. This comprises around 9800 stores (1000 to 1500 SQM each). The layout is simple with wide ails designed to refill shelves in the fastest, most convenient way {Brands, D. 2003}. They offer a small assortment of mainly fast-moving items (approximately 700 food – including a slim and organic line- and non food products). Small warehouses are located at the back of each store. Affiliates are equipped with limited technology such as intelligent cash systems high-end product concerning quality and price and bottle deposit machines. ALDI won the 2008 energy management award for great results in terms of cooling systems, illumination etc. Most stores have about 100 parking space and a shopping cart area near the entrance. ALDI has a long history which implies that they have gained great experience over the years. The location and layout of stores are designed to support fast and efficient supply and not especially aimed at customer needs. This is a weakness. Stores advantageously located as there are in convenient reach for consumers. Their product range is adapted to various consumer needs (organic, healthy living). The technological equipments are of high quality enabling fast operations at the checkout (ALDI’s staff are two times faster compared with other similar operations). This is

However, when Franklins unsuccessfully attempted to reconfigure their position in regards to their consumers, they lost their hold on the market (Armstrong et al. 2012). It is also outlined by Armstrong et al (2012) that the inexperience of Franklins in regards to market segmentation resulted in the loss of existing consumers as well as future consumers, and ultimately resulted in an uncontested response to ALDI. 4. ALDI’s Private label strategy Smith (2006, p. 39) implies that due to the nature of the supermarket industry, stores that offer a larger range of products are often more efficient than those that offer fewer items. ALDI however tests this notion, as they stock roughly 700 private label products - which is less than other retailers who stock 25000 to 30000 products (Bonn 2006, p. 1), yet they are still able to secure their market position and contend with rival retailers (Armstrong et al. 2012) 4.1 Perception of Private Label Within the last 20-30 years, private label brands were initially targeted towards the lower classes; therefore people’s adoptions of private label brands were not very common (Kumar & Steenkamp 2007, p. 12). However, in recent decades private label products have become more favorable to Australian consumers. This is evident in 2010 Nielson Global Survey (The Nielsen Company 2010) as the total percentage of sales of private label products have increased

For the company to ensures success in its operations there is need to cultivate customer loyalty and facilitate efficient supplies, differentiator linkage between operations and buyers must be put in place. This will be facilitated through some ways. To cater for customer needs the company will have to ensure it adopts a competitive pricing strategy against the existing competitors and new entrants in the market. The company has a lean pricing policy and to take advantage of its off- price apparel strategy. The customer’s loyalty has to be sustained through the low prices they enjoy

new brands are at very high risk of failing, as the consumer is more reachable when

This report is going to present the current culture of Aldi, critically examining its current culture and possible proposal for a change in culture. It identifies the current organisational culture, its strengths and weaknesses and make recommendations necessary for an organisational culture change.

In this report I will be comparing methods used by two different retailers on how they distribute two chosen products, of my choice, in two different retailing sectors. Seeing as the food and clothing sector both have very different styles of how they meet their product requirements, I will compare Tesco and JD; The products from these two companies itself that I’m going to compare is ‘Tesco Value Bread’ and Nike hoodies.

2. Price: Once again, Aldi triumphs with a 5 star rating for price. IGA, Woolworths & Coles received 3 stars each for price.

Imagine for a moment being a mother and having to make the decision on which brand of pampers to use. The market is filled with 30 million brands and they all look the same and are priced about the same. So you instinctively recall the information you remember your mother, cousin, sisters and friends telling you. Now you’ve narrowed the search down to about 3 brands, so you decide to call the other parent and they say a completely different brand. What are you going to do? Whose advice do you take? Will they get upset if you don’t pick the brand they say? STOP for a second do you realize we are talking about diapers. Something we are going to put on our baby and then throw in the trash because it’s full of poop and pee. Why is this decision so hard, why is it like life and death???? Because you are trapped in the he say vs they say battle.

Aldi is a grocery chain that has established itself as a strong competitor in the market by offering groceries at extremely low prices. To achieve such low prices, Aldi cuts costs throughout its entire value chain process. Some key strategies used by Aldi include only offering private labels, reducing labor costs by

Aldi was first founded in Essen, Germany in 1913 by the Albrecht family. The Albrecht family started selling groceries in their small shop. With big

Aldi does not have a published vision or mission statement. However there is a clear set of values and business philosophy which they adhere to. This philosophy is outlined by the statement which it continuously uses, ‘Top quality at incredibly low prices – guaranteed’. In its small levels of advertising Aldi elaborates on this philosophy by stating its five main principles; huge savings, excellent quality, outstanding value, superb specials and buy with confidence. These five principles were quoted as the ‘Aldi Pledge’. This outlines there key values namely to offer their customers high quality products at low prices. This is achieved by their low cost operations, which is well known and evident throughout

National brands offer for more than house brands (private marks, for example, Safeway's Cragmont or Town House) or generics. Apparently purchasers accept that the national name brands are of higher quality. Whether this conviction is genuine or not is superfluous to the business sector result inasmuch as purchasers trust it. There is almost no distinction in quality between some national brands and store brands, for example, ibuprofen and fade; yet shoppers pay significantly more for national brands. In different cases, for example, some canned foods grown from the ground, there are significant contrasts between national brands and generics that purchasers can focus in visually impaired taste tests. It is regularly hard to focus, without