Review the Aldi case study on page 169 of your textbook. Assess your satisfaction with Aldi and make recommendations about how the company could modify its business-level strategy to both increase your overall level of satisfaction and to attract new customers. Provide specific examples to support your response.Analyze the five business-level strategies discussed in Chapter 4 to determine which strategy ( cost leadership, differentiation, focused cost leader-ship, focused differentiation, and integrated cost leadership/differentiation) most likely applies to Aldi. Determine how a shopper's experience might change if it switched to one of the other four strategies (your choice). Explain your rationale. Strayer Uni xC Review the Xv. Assess yo Xhttps://strayer.vitalsource.com/reader/books/9780357125854/pageid/192advertises mostly througn newspaper inserts and a rewtelevision commercials.$Aldi and another discount store, Lidl, have hurtthe largest four supermarkets in the U.K. market-Tesco, Walmart's Asda, J Sainsbury, and Wm. MorrisonSupermarkets. Aldi and Lidl have captured market sharefrom these retailers, especially Tesco and Morrison, andheld approximately 8.6 percent of the U.K. market in2016. Aldi plans call for it to reach about 17 percentshare of the market by 2021. Tesco has controlled about30 percent of the discount supermarket market, but ithas been declining. Morrison's recent poor performancehas precipitated turnover in most of the firm's top exec-utives. In addition, the new CEO, David Potts, has beenmaking major changes-largely cutting costs in order tocompete on prices. Because of reduced costs, Morrisoncut its prices on 130 staple items such as milk and eggs.Likewise, Tesco reduced prices of 380 of its brandR%5SALDI CASE XTCopyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in pas. Due to electronic rights, some third party content may be suppressed from the cBook and/or eChapter(s)Editorial review has deemed that any suppressed content does not materially affect the overall leaming experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.GB6&47C4+QThe Ripple X**00M1K9OMy Citatio x b Success Cc xto have 2,500 stores in the United States by Zuzz, the firmannounced in 2018 that it would spend up to $3 billionto open new stores to reach this target. If reached, a totalnumber of 2,500 stores would result in Aldi being thethird largest supermarket chain in the United States.In addition to affecting grocery store competitiverivalry across country boundaries, Aldi's actions (andthose of others as well) have an effect on wholesalersand other suppliers. For example, wholesale prices havebeen declining, and some of the major supermarketchains, such as Tesco and Morrison, have been reduc-ing the number of brands on their shelves. Interestingly,manufacturers of popular products, such as Mr. Kiplingcakes and Bistro gravy, stand to gain shelf space andincrease sales because of stores' decisions to take somerivals' products off their shelves. Of course, the sup-pliers whose products lose their positions on stores'shelves will likely suffer.IN411)OaTHEP{[New Tab X=prt sc+}

Question

Review the Aldi case study on page 169 of your textbook. Assess your satisfaction with Aldi and make recommendations about how the company could modify its business-level strategy to both increase your overall level of satisfaction and to attract new customers. Provide specific examples to support your response.Analyze the five business-level strategies discussed in Chapter 4 to determine which strategy ( cost leadership, differentiation, focused cost leader-ship, focused differentiation, and integrated cost leadership/differentiation) most likely applies to Aldi. Determine how a shopper's experience might change if it switched to one of the other four strategies (your choice). Explain your rationale. Strayer Uni xC Review the Xv. Assess yo Xhttps://strayer.vitalsource.com/reader/books/9780357125854/pageid/192advertises mostly througn newspaper inserts and a rewtelevision commercials.$Aldi and another discount store, Lidl, have hurtthe largest four supermarkets in the U.K. market-Tesco, Walmart's Asda, J Sainsbury, and Wm. MorrisonSupermarkets. Aldi and Lidl have captured market sharefrom these retailers, especially Tesco and Morrison, andheld approximately 8.6 percent of the U.K. market in2016. Aldi plans call for it to reach about 17 percentshare of the market by 2021. Tesco has controlled about30 percent of the discount supermarket market, but ithas been declining. Morrison's recent poor performancehas precipitated turnover in most of the firm's top exec-utives. In addition, the new CEO, David Potts, has beenmaking major changes-largely cutting costs in order tocompete on prices. Because of reduced costs, Morrisoncut its prices on 130 staple items such as milk and eggs.Likewise, Tesco reduced prices of 380 of its brandR%5SALDI CASE XTCopyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in pas. Due to electronic rights, some third party content may be suppressed from the cBook and/or eChapter(s)Editorial review has deemed that any suppressed content does not materially affect the overall leaming experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.GB6&47C4+QThe Ripple X**00M1K9OMy Citatio x b Success Cc xto have 2,500 stores in the United States by Zuzz, the firmannounced in 2018 that it would spend up to $3 billionto open new stores to reach this target. If reached, a totalnumber of 2,500 stores would result in Aldi being thethird largest supermarket chain in the United States.In addition to affecting grocery store competitiverivalry across country boundaries, Aldi's actions (andthose of others as well) have an effect on wholesalersand other suppliers. For example, wholesale prices havebeen declining, and some of the major supermarketchains, such as Tesco and Morrison, have been reduc-ing the number of brands on their shelves. Interestingly,manufacturers of popular products, such as Mr. Kiplingcakes and Bistro gravy, stand to gain shelf space andincrease sales because of stores' decisions to take somerivals' products off their shelves. Of course, the sup-pliers whose products lose their positions on stores'shelves will likely suffer.IN411)OaTHEP{[New Tab X=prt sc+}<homeQPum169 <EWeek 3- X← C https://strayer.vitalsource.com/reader/books/9780357125854/pageid/192N89°FClearStrayer Un xS3MEv. Assess yo xE$Aldi started as a small, family-owned grocery storelocated in Essen, Germany, in 1913. Two sons, Karl andTheo, took over the store from their mother in 1946;soon after doing so, they began expanding the business.They emphasized low costs from the very beginning,allowing them to offer their products to customersat low prices relative to competitors. Over time, Aldiexpanded to other European countries, and it enteredthe United States market in 1976. Currently, there areroughly 11,000 Aldi stores located in 20 countries; 1,750of these units are in 35 states in the United States. In theUnited States alone, the firm serves 40 million custom-ers on a monthly basis.Aldi holds its costs down in a variety of ways. Itlargely sells its own brand-label products in &#34;no frill&#34;stores. The company limits the number of externalbrands it sells (usually one or two per product), and ithas low packaging, transportation, and employee costs.To sell products in its stores, Aldi positions them inways that are similar to the approach warehouse stores.4RC Review the X SALDI CASE X965TGB406OH&47NGU14+24*J8The Ripple XMP1(K9My Citatio X b Success CoxW11Lproducts by about 25 percent. Yet, because of gains inits market share, Aldi plans to invest about $900 millionto open 550 new stores in Britain by 2022.Aldi is having similar effects on the Australianmarket. It has gained market share from the two largestsupermarkets in Australia-Coles and Woolworths. Inresponse, Woolworths indicated that it plans to reduceits prices to avoid a perception among customers as the&#34;expensive option.&#34; This action does not seem to con-cern Aldi in that the firm intends to spend $700 millionto add 120-130 stores by 2020 to its current number of300 stores in Australia.Aldi appears to be harming some competitors inthe United States as well. For example, a rival discountfood retailer, Bottom Dollar owned by Delhaize fromBelgium, closed all of its stores (located in New Jersey,Pennsylvania, and Ohio) and sold the locations andleases to Aldi. Aldi does have stiffer competition in theUnited States from Walmart, Sam's (Walmart's ware-house stores), and Costco, among other discount foodOaWPt1New TabCYx +4deteneQ<40169Ther

Accepted Answer

Corporate strategies look at how businesses compete in a certain sector. Executives at companies…