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Aldi Case

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ALDI offering the ‘same for less’ value proposition
Andrian Saputra Njonoriswondo Billy Qian Claudya Vici Yvonne Huang

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Table of contents
Introduction Australian Retail Industry Market Segmentation Product Differentiation Consumer Perception Cost Effective Strategy Potential Future Problems Conclusion Appendix References pg. 2 pg. 2 pg. 2,3 pg. 3 pg. 4 pg. 4,5 pg. 5,6 pg. 6 pg. 7 pg. 8,9

M A R K 1 0 1 2 M a r k e t i n g F u n d a m e n t a l s

Introduction In present, the number of retailers in the marketplace is uncountable. Hence, it is important for the organisations to understand and satisfy their consumers and customers in order to have a long-run survival in the marketplace. Every organisation is aiming to be efficient and effective in operation. Thus, they have to be sure that consumers and customers have a freedom to choose goods at the best price and perceive a service that match their preferences. To succeed, the company has to be certain about which part of consumers or customers they want to satisfy. In other words, they have to create a more focused target market. This idea is often called market segmentation. Market segmentation can be defined as a marketing strategy that involves dividing a broad target market into narrower target consumers who have common needs and wants (Goldstein 2007). ALDI has been regarded as a successful company that can meet the expectations of customers whereas the other existing firms are unable to fulfill. ALDI was established by Theo and Karl Albrecht in Germany in 1948 (ALDI n.d.). In 1960, ALDI had opened almost 300 stores between the Ruhr Valley and Aachen. Theo and Karl then divided the business into two independent companies: ALDI Süd - to service the South, and ALDI Nord - for the North (Bonn 2006, p. 60). By now, ALDI has become a successful company with owning over 7000 stores worldwide and an estimated annual turnover of € 36.2 billion (Bonn 2006, p. 60). ALDI started its spread in Australia in 2001. Originally opening around 10 stores, ALDI has expanded rapidly over the years and currently operates over 300 stores across New South Wales, ACT, Queensland and Victoria (ALDI, 2013). Australian Retail Industry Australia has almost 140 000 retailers that accounts for 4.1 per cent ($53 billion) of its GDP and 10.7 per cent of employment, making the retail sector one of the largest employers in Australia (Australian Government Productivity Commission, Economic Structure and Performance of the Australian Retail Industry 2011). Retailing is a business activity that involves the purchase of goods from suppliers followed by sales to customers (Peterson & Balasubramanian 2002, p. 10). Within Australia’s retail market, Woolworths and Coles have dominated Australia’s supermarket retail sector for many years. Woolworths has the biggest market share with 41.1 per cent of the grocery sector in 2011 whilst Coles is second with 31 per cent (Deloitte Access Economics, 2012). With two major retailers controlling such a significant share of the market, Australia's supermarket and grocery sector can be considered a duopoly. Prior to the emergence of ALDI, another key player in the sector was the supermarket chain Franklins. Franklins competed with the other major retailers but at the price-conscious end of the market. At one stage Franklins implemented a marketing strategy to compete with the fresh food retailing concept of Coles and Woolworths. However this confused its customers and eventually led to its demise. Market Segmentation Market segmentation is necessary to divide up an entire market that comprises of many individuals who have different motives, preferences and buying habits. To be successful, a company must target segments that have the right size and growth characteristics. Appendix A shows how markets can be segmented based on different criterion. ALDI’s strategic targeting of the lower-middle class or blue-collar workers

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has proven to be particularly successful in attracting younger shoppers, who make up more than one third of their customer base (Greenblat 2010, p. 29). ALDI implemented their strategy by setting up stores in populated areas of lower socioeconomic status, such as Sydney’s western suburbs, demonstrating geographic and demographic segmentation (Merriles & Miller, 2001, pg.10). Unlike Franklins, ALDI solely focused on the price conscious end of the market and did not attempt to shift their business position to compete with Coles and Woolworths in the upper end of the market. Franklin’s demise, mainly due to its confused mission statement, resulted in a gap in the market where the discount sector was no longer being catered for by any major retailer. This allowed ALDI to enter Australia’s retail market with little difficulty. Product Differentiation: Private vs National ALDI's position statement is straightforward - “All people, wherever they live, should have the opportunity to buy everyday groceries of the highest quality at the lowest possible price” (ALDI, 2013). To achieve this product differentiation, ALDI focuses on selling private label products rather than traditional national brands. This is reflected in the composition of goods offered by ALDI with 5 per cent of ALDI's stock comprised of national brands, and 95 per cent consisting of ALDI's house brand (Nencyz-Thiel 2011, p. 629). Private label brands have traditionally been priced below national brands, with ALDI offering a one price-quality tier with all their private brands priced below the national brand average price (Nencyz-Thiel 2011, p. 627). This price differential between private label brands and national brands is solely a result of the lower manufacturer costs of private label products (Baltas 1997, p. 315). Manufacturers that produce private label products face a fixed and tight product specification and a fixed price with no returns for innovation or differentiation, allowing for the minimisation of costs (Baltas 1997, p. 315). They also do not have to carry out marketing campaigns for their products, as this is the sole responsibility of the store selling the private labels. The pricing of private label products are generally 5-10 per cent less than national brands (Nencyz-Thiel 2011, p. 627). It is also important to note that the margin the retailer makes on private brands is estimated to be about 2 per cent higher than the margin earned on national brands (Baltas 1997, p. 315). ALDI utilises an independent private label strategy where it creates a range of private brands that vary across product categories (Nencyz-Thiel 2011, p. 626). Although this strategy is unlikely to stimulate store loyalty, it poses less risk in the case of any negative perceptions that may exist of a particular product. If the entire product range was labeled as one brand, the negative views and criticism of a failed product may spread across all products, which may ultimately affect the image of the whole retailer. ALDI’s independent labeling strategy is essential as 95 per cent of its products sold are private brands (Nencyz-Thiel 2011, p. 629). Consumer perception of ALDI and its products ALDI has successfully positioned itself in the minds of consumers as a harddiscounter supermarket through their low pricing strategies. Besides offering a discount option to consumers, ALDI has also maintained a convenient shopping experience for shoppers. ALDI stores have extended trading hours and are generally

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medium sized, with products being displayed in an easy accessible manner without the use of confusing tall food aisles found in other retailers (ALDI, 2013). ALDI stocks the most common household goods and groceries demanded by consumers, ultimately making ALDI the one stop shopping location where buyers can experience both convenience and low pricing. Thus ALDI’s value proposition is highly successful as it competes in a market where convenience and low pricing is of significant importance to everyday consumers. An important consideration however is consumers’ perception of private label brands. In the absence of other extrinsic factors such as strong brand name, advertising or attractive packaging, the impact of low prices may have a negative impact on consumers’ quality judgement of the products (Nencyz-Thiel 2011, p. 627). Despite this, more than 60 per cent of those surveyed perceived private brands to offer the same quality as “regular” brands (BRW, 2007). Further study shows that a portion of consumers were “frustrated by the lack of choice in supermarkets” (BRW, 2007) as a result of private label brands, but despite this they still continue to purchase private label products. However from another perspective, consumers may prefer the guarantee offer by a trusted company, such as ALDI, in comparison to the uncertainty and risk of unfamiliar national brands (Baltas 1997, p. 315). A recent trend over the past years is the increasing sales of private brand products, with private labels making up about 23 per cent of supermarket sales in 2011 (Deloitte Access Economics 2012, p. 22). This can be seen as a significant rise from figures in 2005 when private label market share was well below 20 per cent (Deloitte Access Economics 2012, p.22). Cost effective Strategy Besides the popularity of its private-label brands, ALDI’s success is also a direct result of its effective cost minimisation strategies. ALDI utilises several methods to effectively minimise costs at all levels in the value chain, which in turn allows them to charge consumers lower prices for their products. One of the key strategies implemented by ALDI is the decision to stock only a limited range of products that are available for sale. ALDI's stores only stock around 700 different products, mostly private label, whereas Coles and Woolworths offers up tp 20,000 different products (BRW, 2001). According to Kumar and Steenkamp (2007), ALDI's limited range of products results in a higher turnover per unit product. By choosing to stock only a small range of products, ALDI can keep its store size relatively small compared to the size of Coles and Woolworths supermarkets. This is a major advantage as it significantly reduces ALDI's operational expenses. Another important cost-reduction method is ALDI's limited spending on advertisement and other marketing programs. Firstly, ALDI does not advertise as much as the two largest retailers, Coles and Woolworths. While the latter two retailers allocate up to millions of dollars of spending just on advertisements, ALDI has limited its marketing budget to only 0.3 per cent of its revenue. ALDI prefers to use cheaper marketing alternatives such as print catalogues, websites, local press advertising and reliance on 'word of mouth' to keep marketing costs at a minimum level (Bonn 2006, p. 61). Moreover, ALDI minimises labour costs by only employing around 4-5 workers in each store, compared to other supermarkets that normally have 15 workers (Bonn

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2006, p. 61). ALDI is also able to reduce wages by not hiring specialists such as bakers or butchers, as most products are prepacked (Bonn 2006, p. 61). As a result, ALDI's labour costs account for only about 6 per cent of revenue, compared with about 12 to 16 per cent at a standard supermarket (Bonn 2006, p. 61). Furthermore, the trading hours of ALDI stores is also be considered to be more efficient as they open for 19 hours less per week than other supermarkets, especially Coles which opens 24 hours every day in certain stores, equating to a significant saving in labour costs (Bonn 2006, p. 61). ALDI's effective minimisation of cost across different levels of the value chain have enabled ALDI to continuously offer quality goods at low prices. In comparison to Coles and Woolworths, ALDI's products are considerably cheaper. For example, ALDI's 'Goliath' plastic wrap is sold for $1.29 compared to 'Glad' wrap for $3.71, which is sold in Coles and Woolworths (Kumar and Steenkamp, 2007). ). Another major appeal of ALDI is its weekly offer of ‘surprise buys’ in which different items are highly discounted and are only available while stocks last (ALDI, 2013). Potential Future Problems Since the successfulness of ALDI’s entry into Australia, supermarkets such as Woolworths and Coles have tried to challenge the prices of ALDI by heavily discounting their own products, such as by offering $1.00 bread and $2.00 milk. Both Woolworths and Coles have also cut their pricing in their stores located near ALDI, clearly demonstrating a form of retaliation against ALDI. A potential future problem would be for ALDI to ensure that its prices are lower and quality is higher than other supermarkets’ home brands (Bonn 2006, p. 67). Woolworths and Coles already have ‘Homebrand’, Smart Buy’, ‘Woolworths select’ and ‘Coles’ as their own private label brands. Coles has also implemented the “Down Down” marketing strategy in order to target the discount segment. Factors such as high level of debt, increasing unemployment and interest rates, high living costs all potentially decrease consumer spending and thus increasing the competition amongst retailers (Bonn 2006, p. 67). Due to economic factors that influence consumer spending, retailers are likely to expand their range of private brands and/or increase the quality of their private label brands while keeping the low prices. The increase in competition may cause ALDI’s ‘simple’ strategy to not be efficient for the market. Another potential future problem would be the entrance of other global discount wholesalers into the Australian market such as Wal-Mart from the US, Tesco from the UK or ALDI’s German competitor Lidl (Bonn 2006, p. 67). Costco, a US based discount warehouse, has already entered into the Australian market with a store format similar to ALDI’s. Costco offers consumers products in cartons or on pallets at discount prices. However its product range is far more advanced than ALDI’s. Its entrance has proven popular amongst customers with its Melbourne store becoming one of its top 5 in the world (Minahan, Huddleston & Bianchi 2012, p. 507). However there are significant differences between the ALDI and Costco business model such as store size, store location, product brands, product sizing and membership fees (refer to appendix B). Although ALDI may have a well-established position in the market as a heavy discounter, the discount prices along with these global companies' extensive range of products would become a potential threat to ALDI’s expansion and

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progression in the market. ALDI may face the same fate as Franklins in the future if they don’t have a plan for global entrants. The final problem would be since ALDI has targeted a tight niche market, is it still possible for it be able to offer a convenient shopping experience for customers. Australians like the ‘one stop shop’ idea where they can do all their shopping in one store or location. However with ALDI’s limited product range it may not be able to service all customers. Upon visit to a local ALDI, it is evident that their fresh fruit and vegetable range is limited and some particular products are not even available. There is a trend in which convenience outweighs pricing when it comes to store choices and ALDI may lose customers if they can not keep up with this trend (Flanagan 2000, p. 34). In the future, ALDI may have to consider altering its simplistic business model to try and compete with Coles and Woolworths. However, ALDI has not repeated the mistakes of Franklins by attempting to directly compete with the big supermarkets in targeting their market segments. ALDI at the moment has tried to expand their operations into the telecommunications industry with the launch of ALDI Mobile and also into the liquor industry with liquor options available in NSW and ACT stores (ALDI, 2013). These new propositions may only be the start to ALDI’s future plans to integrate its position into other markets. Conclusion ALDI has tapped into a market, which was once serviced by Franklins, and in doing so they have pinpointed the consumer market behaviour. A main factor of their success is attributed to understanding the business and customer market's wants and needs. The second factor is their marketing of ALDI as a brand. While there is minimal advertising, ALDI has successfully marketed their own private brands towards customers. The customers have evaluated their products and accepted them to be perfect substitutes for higher brands; in effect it is a ‘same for less’ strategy. Finally, the most important factor would be ALDI’s overall planning and strategy towards their business model. Their simplistic model of low product range, private brands, low prices, minimal advertising, and minimal store design differentiates them from the big supermarket chains that have the opposite strategy. This definitely makes ALDI stand out in the supermarket industry and certainly attributes to ALDI’s overall success.

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Appendix Appendix A Market Segmentation Method

Behavioural

Psychographic

Geographic

Demographic

Grouping customers based on actual customer behaviour toward products

Grouping customers based on customer lifestyle

Grouping customers based on deCined geographical boundaries

Grouping customers based on customer personal atributes

-­‐ User status -­‐ Occasions -­‐ Usage rates -­‐ Brand loyalty -­‐ BeneCits sought -­‐ Readiness to buy

-­‐ lifestyle -­‐ values -­‐ personality -­‐ interests -­‐ attitudes -­‐ opinions

-­‐ Region -­‐ Country -­‐Climate -­‐Population

-­‐ Age -­‐ Family size -­‐ Occupation -­‐ Social class -­‐ Income -­‐ Gender -­‐ Education -­‐ Nationality

Appendix B Differences between Aldi and Costco ALdi Costco Small store size Large store size Many locations especially near shopping One location in the state and is stand centres alone due to store size Free to enter and browse Needs a membership fee of $60 to buy and enter Sells 95% private brands Sells national brands Individual products Bulk buying

References: ALDI 2013, ALDI Smarter Shopping Australia, accessed 9 April 2013, .

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ALDI n.d., ALDI history, ALDI, accessed 4 April 2013 . Australian Government Productivity Commission, Economic Structure and Performance of the Australian Retail Industry 2011, Productivity Commission Inquiry Report, Canberra. Baltas, G. 1997, 'Determinants of store brand choice: a behavioral analysis', The Journal of Product and Brand Management, vol. 6, no. 5, pp. 315-324. Battersby, L. 2013, ‘Suppliers rate Aldi above Woolworth and Coles’, The Age, 5 March, accessed 2 April 2013 (http://www.theage.com.au/business/suppliers-ratealdi-above-woolworths-and-coles-20130305-2fidz.html). Bonn, I. 2006, ‘Aldi in Australia’, Business papers, pp. 60-67. ‘Brand in the house’, 2007, BRW, 19 April., 408 words, viewed 9 April 2013, [Factiva]. Deloitte Access Economics, 2012, Analysis of the grocery industry, Author, Australia. Flanagan, B. 2000, ‘ A gorilla scares Oz’, Grocer, 12 August, pp. 34-35. Goldstein, Doug. ‘What is Customer Segmentation?’, MindofMarketing.net, May 2007, New York, NY. Greenblat, E. 2010, ‘Growth strategy pays dividend for Aldi’, Sydney Morning Herald, 8 September, pp. FBA29. Kumar, N. & Steenkamp, J. 2007, ‘Private label: turning the retail brand threat into your biggest opportunity’, United States of America: Harvard Business Press, pp. 270. Merrilees, B. & Miller, D. 2001, ‘Innovation and strategy in the Australian supermarket industry’, Journal of food products marketing, vol. 7, no. 4, pp. 3-18. Minahan, S., Huddleston, P. & Bianchi, C. 2012, ‘Costco the Aussie Shopper: a case study of the market entry of an international retailer', The international review of retail, distribution and consumer research, vol. 22, no. 5, pp. 507-527. Nenycz-Thiel, M. 2011, ‘Private labels in Australia: A case where retailer concentration does not predicate private labels share’, Journal of Brand Management, vol. 18, no. 8, pp. 624-633, viewed 9 April 2013, . Pache, G. 2007, ‘Private Label Development: The Large Food Retailer Faced with the Supplier's Opportunism’, Service Industries, vol. 27, no. 2, pp. 175-188. ‘Patient ALDI is buying carefully’, 2001, BRW, 27 September., 896 words, viewed 9 April 2013, [Factiva].

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Peterson, R. A. & Balasubramanian, S. 2002, ‘Retailing in the 21st century: reflections and prologue to research’, Journal of Retailing, vol. 78, no.1, accessed 4 April 2013, .

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...ALDI IN AUSTRALIA: WHAT WILL BE THE IMPACT? May 2000 Aldi in Australia Aldi will become a small but significant player in the Australian market OVERVIEW I. Aldi is the world’s lowest cost grocery retailer II. The United Kingdom provides an excellent model for the development of Aldi in Australia III. The arrival of Aldi in Australia will have a focused impact, felt mostly on key line pricing and by Franklins Aldi 2 Aldi in Australia I. Aldi is the world’s lowest cost grocery retailer – Ia. Aldi acts as a category killer in core grocery lines – Ib. Aldi has a low-cost logistics and operational system that works on a 12% gross margin – Ic. Privately owned Aldi has a long investment horizon and plenty of patient capital – Id. There are few threats to Aldi or the limited assortment store. Aldi is immune to competition, even from WalMart Aldi 3 Aldi in Australia Ia. Aldi acts as a category killer in core grocery lines – Aldi is a limited assortment discount grocery store, a format characterized by a high turnover on a narrow range of grocery items in a small space – The main appeal of limited assortment stores is low prices – Packaged grocery accounts for almost 50% of a German Aldi store’s turnover and 50% of an American store’s SKU mix – In Germany, over 70% of German households shop at Aldi, mostly for basic staples Aldi 4 Aldi in Australia Aldi is a limited assortment discount grocery store… TYPES OF DISCOUNT...

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...Aldi and Sainsbury Grocery store is a shop which the main product sold primarily food HISTORY OF GROCERY SOTRES . They hold an extremely significant value in consumer lifestyle. This essay will compare strengths and weaknesses between Aldi and Sainsbury. Aldi Aldi is a private company which was founded in Essen, Germany 1946 by Karl and Theo Albrecht. Aldi is now a leading worldwide discount supermarket chain with more than 8,500 stores in more than 15 countries. After several years, the owners separated Aldi into Aldi Nord, which operates shops in the north of Germany, and Aldi Sud, which operate the south and the UK. Karl took the Aldi Sud (South), and his brother Theo took the Nord (North) (Rudolph, 2011). Moreover, in times of economic depression were consumers are caring more about the price. Aldi to took advantage of the depression with it being one of the leading supermarkets that offer discounts and lower prices than the main stream supermarkets. This strategy also known as razor strategy was very effective in the UK because when the economic depression hit Europe people felt the need to save and cut down expenses and restore to cheaper options. Aldi before depression. this below shows the number of the shops for people who want to save money for food for , which allows them to offer the best quality products at low prices (Haberer, 2008). According to Mirror Magazine “Aldi won the award of supermarket of the year, and this award for second year in a raw...

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