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Hard Discount

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Le Hard Discount alimentaire

Le Hard Discount Alimentaire

L’historique du hard-discount alimentaire

-L’historique

Une forme de hard-discount (non alimentaire) est apparue en 1917 aux Etats-Unis. Cependant, le hard-discount alimentaire est réellement inventé en Allemagne dans la période post-seconde guerre mondiale (1947) par les frères Albrecht fondateurs d’Aldi.

Après un échec dans les années 70, le hard-discount alimentaire arrive, véritablement, en France durant l’année 1988, par le lancement d’ED.

A savoir, que la grande distribution ne croit pas en cette nouvelle forme de distribution.

-Concept

(Concept construit sur des prix bas, 20 % à 30% inférieurs aux GMS, accord solide et de longue durée avec les fournisseurs pour réduire les couts d’achats, marges réduites pour augmenter les volumes de vente.)

-Définition

« Un magasin hard-discount est un libre service alimentaire avec un personnel réduit, une présentation sommaire, un assortiment limité aux produits de base, des prix bas, peu ou pas de marques nationales, mais des produits sous marques de distributeurs ou des produits sans marque ».

Le marché

Pourquoi un tel succès ?
Le phénomène est d'une simplicité désarmante : le pouvoir d'achat en chute libre entraîne l'explosion de la fréquentation des enseignes de l'alimentation « low cost » appelée plus fréquemment hard discount. Alors que ces derniers représentaient environ 13 % de part de marché depuis 2004, ils représentent aujourd'hui presque 17 %.
Le marché
La fréquentation de ce qui a longtemps été considéré comme les « supermarchés des pauvres » est repartie à la hausse en 2007. Ainsi 20 % des ménages ayant le niveau de vie le plus faible y réalisent près de 20 % de leurs dépenses alimentaires, selon une étude de l’INSEE. Ce concept, séduit une clientèle de plus en plus large. En effet, selon une récente étude de l’Institut Iri Sécodip, 62% des Français ont fait, au moins, une fois leurs courses dans un magasin de ce type en 2002. La progression de ce circuit de distribution est impressionnante puisque la première implantation d’un hard discount en France remonte à 1988. Ces magasins hard discount où les clients venaient surtout pour compléter leurs courses deviennent de plus en plus l’endroit ou l’on « fait le plein ». Pour, la première fois depuis très longtemps, les Français arbitrent leur budget avec l'alimentation.
Tantôt magasin de proximité, tantôt magasin de grosses courses alimentaires, ce circuit rivalise de plus en plus avec la grande distribution alimentaire « classique » que sont les hypers et les supermarchés. En outre, le passage à l’euro a contribué en partie au développement de cette forme de distribution. En ne touchant pas au prix, les enseignes de hard discount ont rassuré le consommateur à un moment où ceux-ci avaient le sentiment que d’autres profitaient de la situation.

La structure concurrentielle

Le hard-discount n’a cessé de progresser entre 2005 et 2008, pour atteindre en France 14,3% de parts de marché en 2008 (source : TNS Worldpanel – sondage auprès de 20.000 foyers).
Cinq enseignes dominent ce marché du hard-discount : Lidl, Leader Price, Ed, Aldi et Netto.
[pic]

Parts de marché des enseignes de hard-discount en France (Evolution 2005 – 2008).

L’enseigne allemande Lidl toujours 1ère enseigne de hard-discount en France renforce sa position de leader avec 4,6% de parts de marché. Lidl progresse comme Aldi et Ed, notamment grâce à l’ouverture de nouveaux magasins. Lidl en comptait début 2008 : 1319, soit 31,8% des points de vente des 7 principales enseignes hard-discount de France. Ed et Aldi en comptaient respectivement 867 et 765 à la même époque. Lidl a choisi historiquement, contrairement à son rival allemand Aldi, d’implanter le plus rapidement possible de nouveaux points de vente pour conquérir des parts de marché et « occuper le terrain » - cela au risque d’avoir des points de vente assez distants les uns des autres. Le succès de Lidl est aussi bâti sur des dépenses publicitaires élevées en comparaison de ses compétiteurs, ainsi que sur l’introduction de produits de grandes marques – ce que pratique également Ed, mais qu’Aldi refuse encore largement.
Leader Price, la filiale hard-discount du groupe Casino, connaît des difficultés, et voit sa part de marché ramenée à 2,7%. L’enseigne française est basée sur un concept qualifié de « soft-discount » : des magasins plus grands, mieux présentés, avec davantage de références, notamment en produits frais. La taille plus importante des magasins Leader Price – plus de 900 m² en moyenne, contre environ 600 m² pour les autres enseignes – et leur rendement commercial élevé permet à l’enseigne de se hisser à la seconde place avec seulement 489 points de vente début 2008.
Ed, enseigne hard-discount du groupe Carrefour, se place toujours en 3ème position avec 2,5% de part de marché. Cette place honorable ne reflète pas le fait qu’Ed fut la première enseigne de hard-discount en France. L’enseigne débuta dans les années 1970 sous le nom d’ « Archi-Bas », puis de « Ed l’Epicier ». Carrefour exploite aussi en France et surtout en Espagne l’enseigne hard-discount Dia%.
Aldi, l’inventeur du hard-discount alimentaire et leader mondial, progresse et talonne Ed avec 2,4% de PDM. Parti en même temps que son rival allemand Lidl, Aldi s’est laissé distancer sur ce marché, et n’est que 4ème. Aldi ouvre maintenant rapidement de nouveaux magasins comme Lidl, Ed et Leader Price. Par ailleurs, Aldi a opté pour une politique d’ouverture de ses points de vente en grappe, autour d’un entrepôt. Cette politique permet à Aldi de réduire ses coûts de logistique – ce qui est dans la philosophie des hard-discounteurs -, mais ralentit la création de nouveaux magasins.
Netto (anciennement CDM) est en 5ème position, avec 0,9% de PDM. Le groupement des Mousquetaires, propriétaire de cette enseigne, a encouragé ses adhérents à créer près de leurs supermarchés (Intermarché) des magasins Netto pour barrer la route aux autres hard-discounteurs.
Arrivent ensuite l’enseigne Le Mutant, exploitée par des coopératives de consommateurs : les Coopérateurs de Normandie-Picardie, l’Union des Coopérateurs d’Alsace et les Coopérateurs de Champagne, et l’enseigne allemande Norma.
[pic]

Nombre de magasins hard-discount par enseigne en France (début 2008).

Le Marketing

Dans le hard-discount, tout est pensé pour vendre moins cher.

Les produits

Les enseignes de hard-discount proposent une gamme très réduite de produits (en moyenne entre 500 et 1000 selon les enseignes), soit plus de vingt fois moins que dans un hypermarché.

La gamme de produits reste basique. Généralement, une seule référence par produit.

Le nombre réduit de références permet:

-de concentrer les achats et donc de réduire les coûts d’achats.

-une rotation forte des stocks.

-une gestion plus facile.

On retrouve peu de marques emblématiques. Quelques grandes marques sont néanmoins présentes telles que Herta, Kinder, etc.

Les prix

Le concept du Hard-Discount alimentaire est construit sur le principe des prix bas. Ainsi, les prix y sont 20 à 30 % inférieurs aux GMS.

De plus, ce concept se fonde sur des accords solides et de longue durée avec les fournisseurs pour réduire les coûts d’achat.

Par ailleurs, les marges réduites effectuées permettent d’augmenter les volumes de vente.

Les distributeurs

Les distributeurs sont implantés en périphérie, dans des zones résidentielles. Toutefois, aujourd’hui, on constate que les HD ont tendance à s’installer aussi en centre ville. Ainsi, les HD jouent sur la proximité avec le client.

La communication

La communication est réduite comparée aux GMS.

La communication se base sur des prospectus de quelques pages seulement. Contrairement, aux véritables catalogues des hypermarchés. De plus, la communication se réduit au produit, et, non aux interactions qui s’y accompagnent.

Chaque semaine les magasins distribuent leurs propres prospectus, mettant en avant les promotions de la semaine. La promotion est une clé du succès, provoquant une augmentation de la clientèle, et ainsi dopent le chiffre d’affaires.

« Nous, nous ne faisons pas de pub, car quand vous achetez une grande marque, c’est la pub que vous payez ».

L’Histoire de Lidl

Présentation de la société

Entreprise allemande fondée en 1973 par Dieter Schwartz Lidl arrive assez tardivement sur le marché allemand si on la compare à sa principal concurrente Aldi présente déjà depuis 1913. Mais ce n'est pas trop tard pour Lidl car ce concept hard discount crée par Aldi n'a de réel essor qu'après la seconde guerre mondiale. L'entreprise allemande conserve son siège social en Allemagne à Neckarsulm ville de l'ouverture du premier magasin. C'est avec le concept de son confrère Aldi que Lidl fait ses premiers pas un concept qu'il va adapter dans le but de se différencier. Appliqué avec méthode il semble avoir séduit, car aujourd'hui Lidl a conquit les ménagères françaises malgré son implantation tardive par rapport a Aldi en France (1988). Aujourd'hui avec ses 1350 magasins qui couvent la quasi totalité du territoire Lidl est le roi du marché Discount. Lidl propose principalement des produits alimentaires avec le minimum de référence avec des prix battant toute concurrence tout particulièrement sur certains produits de bases comme l'eau, le lait, les pâtes ...

La stratégie marketing de Lidl

Les produits

Lidl propose des produits à petits prix, en effet l'enseigne se penche sur la commercialisation de produits répondant aux besoins primaires, c'est à dire l'alimentation et l’hygiène. Le plus attirant sur ces produits c'est le prix avantageux, la qualité reste moindre.

Il faut savoir que Lidl propose aussi des produits phares de marque nationale, pour permettre au client de trouver dans son magasin du hard discount, mais aussi les grandes marques telles que PEPSI, NUTELLA, FERRERO...

Des produits High-tech, peuvent être présents à certaines périodes de l'année...

Les prix

L'enseigne Lidl propose les prix les plus bas possible principalement grâce à son fameux principe du « roulé bourré », et distribue des produits de qualité moyenne. L'objectif est de toucher les ménages à faible et moyen revenu; en effet c’est une cible très large grâce auxquelles Lidl tire son profit.

La distribution

Lidl possède 1370 points de ventes. Il assure une présence sur tout le territoire national, et il se place dans des lieux stratégiques en proche périphérie avec des accès facile. Au niveau interne de Lidl, il n'y a aucune mise en valeur des produits, ils sont posés dans le magasin parfois à même le sol dans leurs cartons de livraisons.

La communication

Lidl ne fait quasiment aucune communication, elle n'a pas de budget pour cela. Car, elle estime que la communication est trop couteuse et que le client ne vienne pas à Lidl par plaisir ou à la recherche d'un nouveau produit mais tous simplement pour le prix bas des produits de tous les jours. Néanmoins, Lidl distribue des prospectus dans le magasin et possède quelques pages dans certains magazines comme le «télé Z ».

Et depuis quelques années, il y a une distribution de prospectus dans les boites aux lettres lors de gros arrivage.[pic]

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Walmart Case Study

...operating expenses than the industry average. The primary cost advantage is Wal-Mart’s superior distribution capability (location of stores, inside-out growth patterns, cross-docking, superior information management). Quantitative details on cost advantage are set forth in Section 3 below. • High Volume: Industry analysts watch Wal-Mart’s growth of sales figure very closely. Wal-Mart’s prices are low by the industry standard, which, combined with its lower costs, indicates a strategy that aims at growth in volume through grabbing increased market share (cf. Dell). • Customer Satisfaction: Low prices, advanced data management and extremely motivated employees (“10 ft rule”, “sundown rule”) means a better customer experience than at other discount retailers, even though Wal-Mart remains a self-service retailer. In addition, the large size of the traditional Wal-Mart stores adds convenience by offering a one-stop solution by offering a wide range of products. In the words of Sam Walton, “Wal-Mart’s aims at creating a loyal customer base by lowering their cost of living through offering quality and other products at significantly lower prices, while surprising them on the convenience and service level side.” It’s worth mentioning that Wal-Mart acquired volume through a careful consideration of locations, away from competition. Today, however, Wal-Mart is experimenting with extending its original strategy. There are three avenues being considered: internationalization, different...

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