Customer Marketing Assignment: Aldi Supermarkets

Aldi Supermarkets Marketing Report

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Contents
Contents and Appendix 2
Executive Summary 3
Audit and explanation of the business and its current customer related marketing strategy. 5
The Four P’s 5
Identifying and recommending new marketing objectives 8
Corporate and Social Responsibility Initiatives 9
Recommending new marketing objectives 10
The Marketing of Halal in the United Kingdom 11
Company Rebranding Initiative 12
Conclusion 14
SWOT Analysis 16
References 21
Insert 1.0: Marketing and Selling Models 28
Insert 1.1: Needle. D Model 29
Insert 1.2: New Organisational Structure 30
Insert 1.3: Porters Five Forces Model (1980) 31
Insert 1.4: Porters Generic Forces Model 32
Insert 1.5: Ansoff’s Matrix 33
Insert 1.6: Twelve-Month Marketing Plan: Gantt Chart 34

Notes to the Examiner:

 All additional information is stored in the Appendix
 The word count excludes the following:

I. All references and bibliographies
II. All references to diagrams and tables.
III. All content within tables
IV. Labels and titles of tables and diagrams
V. The Learning Outcomes as Titles
VI. The Contents Page
VII. All content on page 2, 3 & 4

 All Harvard referencing in this assignment is from the formatting illustrated in the Anglia Ruskin University document.
http://libweb.anglia.ac.uk/referencing/harvard/htm

 I would like all ‘Inserts’, which have been placed within the main assignment to be included in the marking scheme if possible.

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Executive Summary
The UK grocery industry is so large, with the demand of food retail goods being so
sensitive to cross-price elasticity that retailers are constantly striving to explore new and
innovative methods to which they can achieve differential advantage over their
discounter retail competitors. (Mitchell & Kiral, 1998) This report will provide
recommendations on how Aldi can achieve this by diversifying into new markets as well
as retaining loyalty with their existing customer base.

Scope: In recent months the retailer is looking to enhance its image and perception by
developing a stronger focus on quality of its products, as well as its additional in-store
services. (Aldi, 2009) Furthermore, Aldi has expansion plans in opening new stores in higher,
more upmarket locations and to expand its product ranges to attract a higher-earning clientele
(Aldi, 2009). This innovation is supported by Harvey, (2000, pp. 17) who suggests that, being
in a society housing a wide spectrum of income levels, retailers can bring together high-
income and low-income market segments and therefore, can integrate separate ‘segments of
consumer demand’ and forming an internal niche market, whom they can both target with
higher (or branded) and lower priced items (or own-branded items).

This report will analyse their current position within the market in relation to their
competitors, and to conduct a twelve-month marketing plan in order to achieve new
marketing objectives. This will revolve around attracting a new, higher-earning clientele
segment, and therefore, achieving growth to their market share. Aldi supermarkets are a
private company and so the main driver will be financial gain. However, in order to achieve
this, the report will look at the discount market sector in the UK as a whole, and look at the
physiographic aspects of Aldi’s current customer base, their competition and conduct a
SWOT analysis in order to derive the retailers core competencies and to look at new
opportunities for ways in which to exploit these competences and looking at how Aldi could
turn weakness and threats into opportunities and strengths. Furthermore, the report will also
focus on potential asset-lead and market-lead strategies in order to build upon and to
communicate their core competencies through innovative marketing techniques, and, in turn,
to achieve higher customer loyalty. There are two dimensions to the discount retailer market,
and these are hard and soft discount retailing, where the latter’s characteristics focus on the
breath and choice of product, which is categorized as less than 1,000 SKU’s, its positions in

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terms of cost are lower than the soft retailers, and exclusive private labels exceed 90% of the
retailer product portfolio (Colla, 1997; Colla and Dupuis, 1997).

Limitations: there are some limitations at the time of writing this assignment, where is was
proven difficult to obtain primary sources of data from the company itself as Aldi were very
reluctant to disclose their future marketing strategies

Findings:. The supermarket holds the strongest position financially in the grocery discount
sector, retailing both food and on-food products. Their business model allows them to be able
to sell their products to up to 30% cheaper than the major UK retailers (Tesco, Morrisons,
Asda & Sainsburys), through economies of scale (Sloman, 2008), targeting to a clearly
defined market segment who have a larger concern about price, than the quality of the
product itself. The retailer has a key advantage over their competitors in terms of being able
achieve international presence through standardised purchasing of as little as one line per
item, which isn’t tailored to geographical location. (Colla, 2003).

Moreover, Aldi have also diversified into the holiday sector with the aim of providing ‘cash-
strapped’ shoppers with weekend city breaks to European destinations for a fraction of their
competitor’s ‘high-street’ prices. They have been able to sell this service at significantly
lower prices through the use of the same business model they use when purchasing their core
product: purchasing large ‘quantities’ of holiday service provisions, thus again, achieving
economies of scale, and passing their savings onto their customers (Aldi, 2009). Own labelled
products have a higher profit margin compared to branded
items, as they have the costs of national advertising added into
the wholesale price (Colla, 2003). Their travel agent is the
With this limited assortment,
second largest agency in Switzerland (BBC News, Aldi, they can achieve substantial
globalisation and higher
2009). Aldi are a limited line grocery discounter housing reductions in international
purchasing costs as well
approximately 1,000 lines which are tightly controlled, and
the good majority of them being own-branded (Wood &
Pierson, 2006). However, a study carried out by Strategic
Retailing Associates (1990), found that 64% of a survey sample said that customers shopped
elsewhere for branded items ‘which were apparently missed by most customers’. Bellizzi

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et al (1981) Cunningham et al (1982) and Hawes et al (1982) state that ‘Several studies have
found that consumers perceive national brands to be superior to store brands and to generic
grocery items on attributes, such as overall quality, taste, aroma, and reliability’, However,
Store brands do provide a platform for retailers to allow them to improve margins (Ailawadi,
2001). This is certainly a strength or Aldi who can attain cost leadership status (‘Cost
Leadership’
Segment: Porters Generic Forces: Insert 1.4)

An audit and explanation of the business and its current customer
related marketing strategy.

Audit and explanation of the Business
The Company
Aldi is a well known supermarket discounter brand, is the 9th largest grocery retailer in
Europe by sales volume and currently holds 1% of the UK market share (TNS Global, 2009).
This has been achieved by their simple business model: reducing company operational
expenditure: this means purchasing only one line per item from the supplier, thus limiting
choice for the consumer however, their transportation costs are kept to a minimum by
delivering their stock straight from the warehouse to the store being merchandised on the
pallets they arrived in. With this limited assortment, they can achieve substantial
globalisation and higher reductions in international purchasing costs (Colla, 2003). Also, their
basic store architectural and interior designs involve using inexpensive signage and
employing a ‘no frills’ design (Aldi, 2009). They stock mostly non-branded ranges which are
seen as the key differentiator between competitors (Burt & Sparkes, 2003).

The Current customer related Marketing Strategy
Aldi are focused to targeting a specific audience where customers are more concerned about
the price of the product than the quality product itself. They have achieved this by developing
an understanding that customers will chose carefully before they decide to purchase a product
or use a service (Dibb, 2001).

Product

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The product ranges Aldi mainly specialise in are their own-branded labels, which are cheaper
than branded label because Aldi control their costs and production process. Aldi also stock
non-food items such as toilets, scuba diving equipment and musical instruments.

 The Core Product: this is the perceived core benefit or service. The core product in this
case is to be able to make use of a service which sells convenience goods (Dibb, 2001)

 The Actual Product: concerns the additional features of that product or service, such as
durability, branding, packaging and design (Dibb, 201)

 Augmented Product: these concern aspects of the product such as customer service,
warranty, delivery and credit. In the case of Aldi, warranty may only apply to non-food
items, where as with customer service, customer care extend to their food items as well
(Dibb, 2001).

Price
The process of distribution reflects the retailers pricing strategy used for being able to sell
their products at a lower price, and this comes back to their business model. The retailer,
using its high bargaining power over their suppliers, can buy large quantities of stock to
service all their stores across the country. This then leads to Aldi achieving economies of
scale and potential Cost Leadership status (See Porters Generic Forces: Insert 1.4). Another
aid to the retailer keeping prices low their purchasing of one item per line, limiting the
amount of choice for the customer. Aldi say that their prices are up to 30% lower and use a
combination of pricing strategies such as market penetrating pricing, physiological pricing
and promotional pricing.
Place
The ‘place’ component of the marketing mix concerns the physical location as well as
distribution channels, communication channels and opening hours. Aldi has a physical
presence in communities around the UK as well as Europe in the form of their stores as
physical buildings. However, the retailer also has an online presence in the form of a

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marketing channel, where customers can find their nearest store, find recopies, and obtain
information on products, services and contact details.
Packaging
Aldi use their own packaging, as the bulk of their products are packed exclusively for the
retailer. The packaging used at Aldi is similar to the packaging used on branded items (Wood
& Person, 2006). Own packaged products accounts for 70% of their portfolio and is seen as a
key component for retail differentiation (Hogarth-Scott & Rice: 1994)
People
Operational staff performs the tasks as well as sell the
product. This is why employee selection, training and
development are crucial aspects to give the perception
that customers are in the hands of professionals who
are friendly, helpful and efficient. The people act as
evidence of a service being present; as the service
itself is intangible (it isn’t a physical object) and play
the crucial role of being the ’face’ of the business and have the power to build up a
relationship with that customer or break it down. However, it isn’t just the people at the
customer-interface end; there are a range of parties all of whom work towards the one aim of
providing a shopping experience, and balancing this with keeping their costs down and at the
same time achieving financial gain. Supermarkets have the simple task of buying things and
selling them. And it is the retailers job to ensure that quality and safety are maintained in all
food products and ensuring that their customers are satisfied with their purchases. This will
happen through market research and may stem from innovative new products or revamping
old ones to stimulate demand (Sloman, 2008). It is the process in between the buying and the
selling, which is where the bulk of the people are situated such as buyers, distributers,
packers, manufacturers and merchandisers. Moreover, once the product has been purchased,
there are also after sales services in the form of customer service operators, which again are
evidence of a service, present (Dibb 2001).
Physical evidence/ambience
This concerns the environment: the layout, decor and lighting, with the ambience, or feel of
the store are very much a part of the product offer (Dibb, 2008). Aldi employs a ‘no frills’

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concept with regards to the interior designing of all their stores. As part of their strategy to
keep their operational costs down, this is extended to their signage they use for product
location and for advertising (Aldi, 2009).
Process
The main focus is to deliver products to customers at
lower prices, which is achieved through their business
model of purchasing higher volumes of product with no
manufactures brand name nor intellectual property
physically present on any packaging. Moreover, these
producers do not pay for the communications or the
marketing of their products and are able to reduce their
manufacturing overheads. They can operate on margins
which are lower than those of branded manufactures due to their intensive unitisation of
production equipment. This is offset by their higher investment turnover both with the
manufacturer and Aldi, which keeps both their profitability satisfactory (Colla, 2003).
Furthermore, with the balance of power tilted towards the retailer, they determine their
product ranges and are able to quickly and cheaply switch suppliers based on the criterion set
by Aldi (Sloman, 2008: Colla, 2003). Through vertical integration they can eliminate
additional costs associated with dealing with external suppliers and producers and also erect
barriers to entry for competitors (Sloman, 2008) (See Porters Five Forced Model: Insert
1.3). Logistics has become a key element in ensuring food quality both within fresh and
chilled product ranges (Harvey, 2000). Another customer-focused operation is their stores
only being open during peak trading hours, therefore, costs saved are saved. Each region
consists of up to 55 stores and a warehouse which aids fresh distribution of their products
(Aldi, 2009).

Identifying and recommending new marketing objectives.
Summary
Harvey (2000) suggests that competition is not to be judged in terms of price and cost but by
the ability for a firm’s capacity to innovate over time, thus leading to higher, long-term gains
in quality, price and convenience.

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Corporate and Social Responsibility Initiative
Jones and Comfort (2006) state that healthy eating has The bus ness case for CSR is seen to
focus on a wide range of potential
assumed an increasing importance on the political agenda benefits. These include improved
financial performance, reduced
within the UK; the Government sees the food industry as operating costs, long-term
sustainability for companies and
their employees,
having a corporate and social responsibility to promote Increased staff commitment and
involvement, long term return on
healthy eating. Organisations in general play an investments, enhancedhas assumed an
....healthy eating capacity to
innovate, increasing importance on the
good relations with
increasingly important role in the lives of society, government and communities, better
risk andpolitical agenda within the UK
crisis management,
(Mullins, 2007). Lambin (1997) proposed that ‘In recent enhanced brand value and reputation
and the development of closer links
with customers and greater
years, there has been increased pressure on many awareness of their needs.
Commercially and academically
companies to acknowledge their responsibility to society, these last two claimed benefits are
clearly rooted in marketing and there
and act in a way which benefits society overall’ The is a growing, but still relatively
undeveloped literature on the links
Department of Health (2004) states that the food industry between marketing and
CSR. (Jones and Comfort, 2005)
has a major impact on what people eat and that 9 out of
ten people buy their food at a supermarket versus
independent shops. What constitutes as ‘healthy eating’
are based on personal beliefs, cultures, aspirations and advances in healthy eating ‘practices’
which are constantly evolving with advances in scientific research (Jones & Comfort: 2006).
Although many Britons are attempting to switch to healthier lifestyles and therefore, change
their buying habits, there is also a strong counterbalance in the upward surge in convenience
foods. (Key Note Ltd: 2007).
Corporate and Social Responsibility, according to Mullins (2007) is:

‘The comprehensive approach organisations take to meet or exceed the expectations of
stakeholders beyond such measures as revenue, profit and legal obligations. It covers
community, investment, human rights and employee relations, environmental practices and
ethical conduct’ (Mullins, 2007)

It has been argued by experts that many neighbourhoods have poor access to shops who sell
quality and ‘wholesome’ foods at competitive prices (Jones & Comfort, 2006). Riches (1997)
states that there is evidence to suggest that low income families find it difficult to maintain a

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Riches (1997) states that there is
evidence to suggest that low income balanced diet, partly due to the lack of money to purchase
families find it difficult to maintain a
balanced diet party due to the lack of healthy foods. The Department of Health (2005) states that
money to purchase healthy foods....
obesity is becoming increasingly the norm amongst children,
who consume too much saturated fats and sugar’s and too few portions of
fruit and vegetables. Another factor that has been sought as a political trend is that both
manufacturer and retailer introducing less salt and sugar in their food products whilst others
have taken further steps to highlight the healthy qualities of their brands (Key Note Ltd, 2007
pp. 56). Retailers who have launched aims of improving health via healthy eating initiatives
have earned the reputation in the past, from stakeholder parties, as being socially responsible
(Piacentini, MacFadyen & Eadie, 2000, pp. 462). Therefore, the key is corporate
communications in marketing: this is highlighted by the numerous examples of companies
who have sound socially responsible practices; however, they do not have that reputation they
should have. It appears that some companies are not communicating enough to the public
about their CSR Strategies (Wilkinson and Balmer, 1996). Further reading supports this with
studies carried out by Waddock and Graves (1997), who revealed that social performance,
leads to financial performance, however, it was Balabanis et al (1998) who suggested that
disclosure of such CSR activities was key to the social performance-financial performance
correlation. According to Ansoffs Matrix, this is an existing market with existing products
which have been revamped to enhance health
standards, therefore, is a low risk strategy (See
Ansoff’s Matrix (Insert 1.5)). The marketing and
Product Stewardship selling process to stakeholders can also be seen in
Understanding, controlling, and
the Marketing and Selling Models (Insert 1.0) from
communicating a product’s environmental,
health, and safety related effects throughout Dibb (2001).
its life cycle, from production (or extraction)
to final disposal or reuse (BizEd, 2009)
Recommending new marketing objectives
Aldi forms a strategic alliance with the Department
of Health, (which can be identified as a stakeholder)
both acting in the interests of the community’s health, well-being and balanced lifestyles by
promoting foods and beverages which are linked to healthy eating (‘Differentiation’
Segment: Porters Generic Forces: Insert 1.4). This would be extremely time consuming

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and costly to imitate for competitors to achieve (See Porters Five Forces: Insert 1.3) As the
retailer is working closely with the Department of Health, Aldi can change their marketing
strategies as new scientific advances are made through research and development. Aldi will
need to work with their suppliers, producers and manufactures in producing nutritious foods
which provide a better quality of life to all their customers and not just to the customers who
can afford to purchase such foods. The retailer will continue to use own-labelled goods as
these provide a better margin in their pricing, compared to branded items, which include the
cost of national advertising (Kent, 2003). Methods in which to communicate this marketing
imitative to their customers are through in-store advertising, through company annual reports,
extensive television advertising, incorporating the new branding scheme, and full page
adverts in national newspapers, all advertising medias of which have been used extensively in
the past. In order for the CSR strategy to remain relevant and effective, the retailer needs to
constantly engage with their stakeholders and managing conflicts of interest. Firms who
focus on moral and social issues can adopt a ‘first mover’ advantage by prompt response to
stakeholder concerns (Schlegelmilch, 1998; Pratley, 1995; Laczniak and Murphy, 1993).

The Marketing and Retailing of Halal Meat (HM) in the UK
There has been a rapid growth in the UK in shops and business catering to the Muslim
community (who can be identified as another stakeholder) by offering products and services
which are produced, or to be used/consumed according to the Muslim faith (for instance,
HSBC PLC retail banking offers an Anamah/Shariah Current Account,
aimed at providing financial services to meet the needs of the
Muslim Community) (HSBC Plc, 2009). The increasing Muslim
population across Europe and the UK and has encouraged many
businesses, and certainly retailers, to invest in this growing market
(Ahmed, 2008) (‘Focus’ Segment: Porters Generic Forces: Insert
1.4). The Muslim population in the UK is 5% but consumes 20% of
the meat sourced in the UK (UK Government Statistics, 2006:
Scottish Executive, 2006: NISRA, 2006, BBC, 2005). Jackson
(2001) states that farmers are also being urged to diversity into the
HM market. However, the Muslim Council has warned that 90% of meat labelled as Halal

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has been sold illegally, with the animal not being slaughtered to the Muslim Faith and is the
third largest illegal trade in the UK (Pointing & Tienaz, 2004).
This violates beliefs, abuses trust, is a serious concern to public
...an important contribution health and exerts cruelty to animals (Ahmed, 2008). Therefore,
to store image are elements
systems which provide tractability to confirm the authenticity of
such as decorative features,
colours displays stimulations meat sold in Aldi, from source to store, will need to be
of senses such as smells...
implemented at the customer inter-face level. The National Halal
Foods Group are the main regulators for Halal based products and
currently operates 10 Halal butchery outlets in Asda and two outlets in Tesco
(Gale Cengage Learning, 2009)
Again, Aldi forms a strategic alliance with the National Halal Foods Group and the Muslim
Councils in order to provide certification to the core product and to regulate and integrate
‘traceability to source’ practices of all products through product stewardship methods. This
means that Aldi will be able to develop trust and loyalty between the Muslim communities.
Stores can either house a separate Halal butcher in-store where fresh cuts of meat can be
prepared: in this instance extensive training will need to be carried out with qualified Halal
butchers, or Aldi could sell pre-pack portions of Halal meat in store. This will depend on
where each store in located in relation to Muslims communities and so sufficient demand can
be fulfilled. This can be seen as a high risk strategy according to Ansoff’s matrix because it is
a new market to Aldi, promoting new products (See Ansoff’s Matrix (Insert 1.5))

Company Rebranding Initiative A positive and successful brand is defined as a name or
symbol, or a combination of the two. It identifies a product or service of an organisation as
having a sustainable differential advantage (Schmidtt, 1999a) At present, all Aldi stores
employ a ‘no frills’ design in terms of their signage, interior design and in-store advertising
with little in-store branding (BBC News, Aldi. 2009). However, today, customers are
increasingly aiming to seek an experience which goes beyond the product variety and pricing
strategies, there are further attributes which create a store image and important contributions
are elements such as decorative features, colours
displays stimulations of senses such as smells

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(Bitner, 1990: Sivadas & Baker-Prewitt, 2000). Babin & Darden (1996) state that, by habit,
the shopper’s perception on quality of the products can be linked to the atmosphere
(patronage) of the store itself (Darley & Jen-Su, 1993: Jacoby & Mazursky, 1985: Arnold et
al. 1983: Craig et al, 1984: Koelemeijer and Oppewal, 1999; Louviere & Gaeth, 1987).
Further reading suggests that, according to Lingquist (1974), Marks (1976) and James et al
(1976), store image construction and features have made its way into retail and marketing
literature for over three decades. The key element Aldi must address is to tackle their current
perception of the public that the retailer is downmarket (Verdict, 2009). Morrisons
Supermarkets have achieved this on a large scale in rebranding the company through
‘refreshening’ their brand and revamping store interior design to give their customers a
modern shopping experience through their Optimisation Plan. Furthermore all of their staff
were fitted with new uniforms which carried their new brand, alongside their new own-
labelled packaging and in-store signage (Morrisons Supermarkets, 2009).
Rebranding the company will provide a ‘fresh and invigorating’ feel to the business.
Rebranding their stores with a new logo and signage will give their customers a new
shopping experience. Because Aldi is a multi-national retailer, in-store food signage is of a
simple design consisting of the new logo and an illustration of the food item which the sign is
designating within the store. Not only will this ‘imprint’ the new logo into customer’s minds,
but it will also eliminate the issue of multi-language signage having to be produced over
different countries.

Providing a detailed marketing plan for the business to undertake, for
the next 12 months, to achieve the set customer related objectives.
(See Insert 1.6)

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Conclusion
Incorporating all the CSR imitative, illustrated in this report, the retailer will form a mission
statement to further develop trust and loyalty from their customers and to be advertised in all
company literature (i.e. annual reports) in-store advertising, television advertising and on all
own-labelled packaging. It will illustrate the following:

‘Whilst enjoying a quality, a mouth-watering and delicious product with a tailored in-store
service to match, Aldi Supermarkets aims to work closely with the Department of Health and
the British Nutrition Foundation (BNF) to become the leading providers of quality and
wholesome foods to you, your families, and for all our communities, every day, at prices
everyone will love, throughout the year!’

Comparing all these factors to the four major retailers in the UK we can see there is a large
contrast between the values and cultures between the two sectors. Firstly, whilst Aldi stock
around 1,000 product lines in their stores, the majority of retailers (which have a combined
market share of over 75%) have over 30,000 product lines. This gives the customer a wider
choice when choosing a product, however, leading to their products being more expensive.
They also focus heavily on store design and layout and have fresh food counters, providing
their own in-store fishmongers, bakery, butchery and delicatessens, with their adverting
budgets and strategies being on a much larger scale with a wider range of advertising media
and an emphasis on all their staff being trained in fish, butchery and other trades. This is a
result of these retailers investing heavily in training and development of all their staff, thus
leading to higher investment costs. This is because retailers aim to enhance the overall
product for their shoppers by selecting and investing in their employees to enhance job
performance: they may have to perform certain tasks (i.e. preparing a food item to a
customer’s request) as well as selling the product.

Supermarkets have also, in recent years, diversified from grocery retailers and have gone
further by expanding their product portfolio to sell intangible products and services. (I.e.
Tesco’s now sell insurance, store credit, and launching their mobile phone network).
Morrison’s also have pharmacies in some of their stores and most stores across the sector

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have cafes too. However, a comparison that Aldi has with the four major retailers are that
most of ‘majors’ have a value and own branded range alongside the branded ranges they
stock, again offering the customer more choice, with their focus on product quality but
helping their customers save money whilst doing so. They have adopted the Aldi marketing
strategy where customers can pick up an own-branded (Morrison’s Value range) food item
and saving money, but not compromising on the quality and health standards that product
gives.

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The SWOT Analysis Insert 1.7

Strengths

Aldi is the leader in the discount grocery market sector and continues to hold this position
today. This could be turned into an opportunity for exploit their market position and to build
upon this advantage through innovative marketing and long-term strategies in order to
position themselves for growth. During the recession the discounter has seen a surge of sales
as people are switching retailer to take advantage of the better prices Aldi has t offer relative
to the major retailers on the UK. Another core competency they have is being able to keep
their retail prices low through a business model widely used in other discount supermarkets,
through purchasing bulk and passing the savings onto those customers. These innovations
have not only been introduced at the point of sales, which are easier to imitate by
competitors, but through vertical integration, which is harder for competitor to imitate due to
the barrier to entry being erected (Colla, 2003) and in with purchasing: this is tailored more
closely to product line than to the size of the retailer itself (Colla, 2003).

Another strength they have built upon was their diversification into the holiday market
whereby Aldi now offers holidays as weekend breaks to certain destinations around Europe
and has become the second largest travel agency in Switzerland.

The hard discount retailer has had an enormous amount of experience in trading in territories
outside its home country (Hogarth-Scott & Rice: 1994, pp 20), with help from own-label
brand management and buyer-supplier relationship management and purchasing power as an
asset-lead, core competence factor (Colla, 2003) and their business model consists of large
purchasing of non-diversified and specialised product ranges. This is a leading characteristic
if the hard discount retailer and this leads to Aldi being able to retail their own-branded
portfolio at up to 30% less than the supermarket and hypermarket prices.

With this limited assortment, they can achieve substantial globalisation and higher reductions

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in international purchasing costs.

Aldi is the leading discount retailer in terms of market share in Germany, its home country,
but also the retailer has achieve aggressive internalisation with an equal amount of market
share with their rate of expansion being higher in terms of number of stores within those
penetrated countries than then penetration into new countries. This strength has been built
upon, stemming from the fact that hard discounters are at a higher risk of penetrating into
new countries due to their standardised and limited product range which isn’t tailored to local
and cultural differences. Colla (2003) also goes on to say that the countries in which Aldi
have penetrated present opportunities for higher purchasing power.

UK supermarkets operate in a market which focuses on price choice, quality and
convenience, which is a contrast to the discount retailers. However, because it could be
argues that the superstore and the discount retailer (Aldi) are not in direct competition with
one another, because of the diverse target markets they cater to, competition is only restricted
to other discount retailers whose market shares will be similar (Harvey, 2000)
Weaknesses

The retailers opening hours and operational periods are somewhat different to those of their
major rivals. The discount retailer does not open on Sundays or Bank Holidays and this could
be an opportunity to look into. During these holidays people in certain industries are not
likely to be working these days, therefore, they will with be at home, or visiting friends and
relatives and so may visit a supermarket (preferably their nearest one) to either carry out their
weekly shop or to go and purchase items such as presents and food or beverage gifts whilst
travelling to visit friends of relatives.

Colla (1997) states that ‘they are present in most countries, and with a larger proportion of
their market share, and their rate of international expansion over the past few years has been
higher in terms of number of stores than penetration into new countries’ This goes hand-in-
hand with Colla (1997), further stating that ‘countries that are culturally different and
geographically distant from Germany and where the risks for new players are higher - such

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as South American and Asian countries - it is the discount retailers in the third group,
benefiting from the experience of an already established strong international group, who
remains favoured’ What Colla, 1997, is saying is that if Aldi want to expand into
international territories further away from their home country, this could be detrimental to the
business as their product range isn’t fluid to local buying habits.

Aldi exclusively stock their own-branded items, which stemmed from their experience on
brand-label management, but this has deterred customers from shopping at Aldi saying that
prefer purchasing branded and well-known items they ‘know and love’.

Opportunities

With the ever-increasing Muslim population in the UK, many businesses are finding it
financially beneficial to cater for this segment by provision of products and services. A large
area which is being investigated is the marketing of Halal, a Muslim meat, in the UK. There
are some controversies between parties between buying Halal from a national chain
supermarket and saying loyal to their local butchers with the majority of the Muslin
community saying that they would prefer to say at their local butcher because of the personal
service they receive, as well as the provision of coffee and newspapers’ whilst waiting for
their meat and provisions to be prepared. Aldi could incorporate at ‘Morrison’s approach’ and
create a ‘Market Street’ approach whereby Muslim butchers could be produced in their stores
in high Muslim populated communities, as well as trained Muslim butchers and
implementing systems whereby both butcher and customer can track the source of the meat
back to the slaughterhouse in order to confirm its authenticity through Product Stewardship
means, as part of their Corporate and Social Responsibility initiatives. However, because the
demographic population of the Muslim population varies by location, the most cost effective
practice of implementing this strategy would be to only carry this out in stores which are
situations in high Muslin populations and goes against the business model of high purchasing
volumes and may not be able t achieve economies of scale and therefore being able to charge
lower price if sufficient demand cannot be fulfilled. This will need further investigation.

18

A large political factor which has been the major influence of many retailer marketing
strategies is the trend on the nation becomes more and more health conscious over the years.
This could be due to more media coverage on diet and health issues as well as a Sky
dedication a section to dieting and ‘looking good’. This, coupled with the governments
intervention of tackling obesity in the UK (23% of people in the UK are classed as obese),
could open a door of opportunity of incorporating a pledge of helping their customers stay
healthy and life balanced lifestyles by communication the benefits of eating healthily with
adapting the food in which they offer to recommended daily allowances on each item of food.
Many major retailers have started doing this. Morrison’s have launched an ‘Eat Smart;’
range, whereby all food within this range have a reduce sale content. In addition, customer
are becoming more concerned about what is in their foods in terms of nutrients and minerals,
and so many retailer have launched simple labelling systems on all their packaging to tell
customers what exactly is in their food. According to statistics, people on lower incomes find
it difficult to purchase foods which sustain balanced lifestyles because of the higher prices of
these foods that those which have fewer health benefits. The key here is for Aldi to help their
customers save money and having access to health foods such as fresh fruit and vegetables.
Because of the surging demand for healthier food over the years Aldi could benefit
significantly from thus niche market by providing foods to improve the health of their
customers as well as further aiding them to eat healthily through education and Corporate and
Social Responsibility initiatives.

Redeveloping their brand in terms of their logo would be a good way to re-establish itself in
the market and to overcome that perception that Aldi is a ‘down-market’ supermarket. A
brand is a way to communicate to its customers regarding what the organisation is all about
and it is used to create an identity unique to the organisation relative to its competitors.
Furthermore, a brand a create a perceptions in the mind of the customer as well as
associations with that brand name in order to establish a more superior loyalty base. A new
logo with green-shaded colours and its simple design could be perceived as the green for
selling fresh, healthy, produce in a modern and professional shopping environment. For
branded products Aldi could incorporate a brand strategy whereby the company name could
be combined with the individual brand name: their product have their own branded names,

19

but also with the company logo alongside those brand names on the packaging of all their
products as well as the blanket family name approach where Aldi just simple puts its
corporate identity on all their products regardless whether they are branded or own labelled
products.

The reputation of the brand can be enhanced by selling the same brand and/or product if it
different outlets and not just limited to lower purchasing costs (Colla, 2003)

Threats
Competition will always be a threat to any business. Especially where the grocery sector is
grown so large over the years and has saturated almost every part of the country that retailer
are finding it more and more difficult to differentiate themselves away from their
competitors. In addition, because customers are comparing prices of the ‘shopping baskets’
with other retailers cross-price elasticity has become the forefront of price-setting. Further
threats could be random shocks and events that may occur that could affect the crop or cattle
yields, grocery inflation and commodity shortages, which will raise the price and therefore
will raise the retail prices. This will especially be the case if the Pound in the foreign
exchange market was falling in value and therefore would make imported goods cheaper to
buy relative to domestically produce goods.

Regarding the retailer moving into the holiday market, there will be a fell in the demand for
domestic holidays in the Euro zone because of the weak pound in 2009, which may mean that
people will be looking outside of Europe for their holiday. This could be turned into an
opportunity in that, if Aldi do find that there is a large demand for holidays outside or
Europe, the retailer could transfer all their efforts in promoting and selling holiday outside of
Europe as a competitive strategy. Furthermore, international sourcing of food items could
weaken profits if the British exchange rate falls against rates overseas.

Aldi has little expertise in fresh produce is to its less diverse range. Fresh produce is
predominately exploited by retailers belonging to groups with low foreign diversification and
those who have highly diversified groups abroad. The threat here is that Aldi could lose out

20

on an independent market to their competitors. This especially would be the case if the
retailer wishes to expand its market segmentation to include target markets with higher
incomes.

According to Harvey (2000) there is immense competition between branded manufacturers
and non-branded manufacturers (own-labelled), stating that manufacturers of branded product
have companied that the threat posed by own-label producers has dampened down their
investment and innovation and have struggled to produce under the UK own-label or they
risk losing shelf space to own-label manufacturers. Around 70% of the products Aldi sells are
own-labelled products, therefore they could become the focus of public and trade cutinisation
(Hogarth-Scott & Rice; 1994).

References: please note that all referencing was carried out to the formatting in the Anglia
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Jones. P & Comfort.D .,2006. Healthy Eating and the UK’s major food retailers: a case study
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21

Ahmed, A., 2008.British Food Journal. The Marketing of Halal Meat in the United
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Balabanis, G, Phillips, H.C. and Lyall, J., 1998. Corporate social responsibility and economic
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Schelgelmilch, D., 1998. Marketing Ethics. An international Perspective, Thopmson
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Laczniak, G.R. and Murphy, P.E., 1993. Ethical marketing decisions- the higher road, Allyn
& Bacon, Boston, MA

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Lambin, J.J., 1997. Strategic Marketing Management, [Online]., 28 (11), pp. 459-469
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pp. 155-159.

23

James, D.L., Durand, R.M. and Dreves, R.A., 1976. The use of multi-attributes model in a
store image study. Journal of Retailing, 52, pp. 32-32.

Koelemeijer, K and Oppewal, H., 1999. Assessing the effects of assortment and ambience: a
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Colle, E and Dupuis., 1997. Le defi mondial do bas prix. Publiunion, Paris.

Burt, S and Sparks, L., 1994. Structural Change in Grocery Retailing: a discount
reorientation. International Review of Retail Distribution and Consumer Research, 4 (2), pp.
195-217

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Britain. European Management Journal, 31 (1), pp. 110-19.

Mullins, L.,2007. Management and Organisational Behaviour. 8th ed. Harlow: Pearson
Education Ltd.

Colla, E., 2003. International Journal of Retail and Distribution Management. International
expansion and strategies of discount grocery retailers: the winning models, [Online], 31 (1),
pp 55-66. Available at http://www.emraldinsight.com/0959-0552.htm

Aldi, 2009. Welcome to Aldi.[Online]
Available at: http://www.aldi.co.uk/

24

HSBC Plc, 2009. Amanah Bank Account. [Online]
Available at: http://www.hsbc.co.uk/1/2/personal/travel-international/hsbc-amanah/amanah-
bank-account;jsessionid=0000dyU90dTNy9lPgP1Z0hdeOgw:14f64qmvd

Muslim Council of Britain, 2002. Halal Meat. Muslim Council of Britain [Online], 17
December 2009.
Available at http://www.muslimcouncil.co.uk/
[Accessed 18 January 2005]

UK Government Statistics, 2006. Religious populations. UK Government Statistics [Online]
17 December 2009.
Available at http://www.statistics.gov.uk/cci/nugget/asp?id=954/
[Accessed 30 April 2006]

BBC Online, 2006. Farmers urged to go Halal. BBC Online. [Online] 12 December 2009
Available at http://news.bbc.co.uk/1/hi/uk/2163101.stm/
[Accessed 16 January 2005]

Jackson, M.,2001. Demand for Halal. [Online] 12 December 2009. Available at
http://www.bbc.co.uk/muslimfest.
[Accessed: 18 January 2005]

Wood. L & Pierson. B., 2006. International Journal of Retail and Distribution Management.
The brand description of Sainsbury and Aldi: price and quality positioning, [Online], 34 (12),
pp 904-917. Available at: http://www.emraldinsight.com/0959-0552.htm

25

V.W Mitchell & R.H. Kiral., 1998. British Food Journal, Primary and Secondary store-loyal
customer perceptions of grocery retailers, [Online], 100 (7), pp. 312-319. Available at:
http://www.emraldinsight.com/

Teodoridis. P & Chatzipanagiotou. K., 2009. Store image attribute and customer satisfaction
across different customers profiles within the supermarket sector. European Journal of
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Schmitt, B.H., 1999. Experimental Marketing: a new framework for design and
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Retailing, 63, pp. 25-48.

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Available at http://www.morrisons.co.uk/
[Accessed 16th September 2009]

26

Piacentini. M, MacFadyen. L & Eadie. D., 2000. International Journal of Retail &
Distribution Management. Corporate and Social Responsibility on food retailing, [Online].
28 (11), pp. 459-469. Available at: http://www.emraldlibrary.com/

Dibb, S. Simkin, L., 2001. The Marketing Casebook: Cases and Concepts. 2nd ed. London:
Thompson

Sloman, J., 2008. Economics and Business Environment. 2nd ed. Harlow: Pearson Education
Limited)

27

(Insert 1.0) Marketing and Selling Models

Dibb, S. Simkin, L., 2001. The Marketing Casebook: Cases and
Concepts. 2nd ed. London: Thompson

Production Selling Consumption

Profits throught
volume sales

Selling
Consulting with Stakeholders
relating to all new marketing initiatives
L
Feedback

Profits throgu
Customer need Integrated Market Customer
satisfied
evaluaiton Effort Satisfaction
customers

Feedback

Feedback

Marketing

28

Porters Five Forces Model (Porter, 1980) (Insert 1.3)
Tuesday, December 22, 2009

Rivalry Among existing Firms
Morrison's offer a unique shopping experience to Potential threat of new entrants
their customers, who focus solely on their fresh food Through backward vertical integration of their supply
credentials, compared to their competitors who try to chain, Aldi gain full control over the quality of the
promote their non-food credentials (i.e. Tesco's who food which they offer in their stores, not only this but
promote their insurance and financial products). they can potentially limit the number of new entrants
This way they are differentiating away from not only to the market, weather they are suppliers,
one competitor, but from the good majority of both distributors or retailers, and prospering. However,
large and small retailers in the market and have Ocado, an online grocer in partnership with
achieved a large sustainable core competence, Waitrose has now launched a fresh food preparation
which is costly for competitors to imitate. However, service where customers can order items such as
during the recession customers are switching to meat and fish cut to specification. This means that
cheaper supermarkets such as Aldi and Lidl, who this grocer can now compete with retailers like
have seen sales surge during the recession and by Morrison's, who also place heavy emphasis on their
promoting their competence of their prices are up to in store preparation.(Sloman, J., 2008. Economics and
30% cheaper than the major retailers. Business Environment. 2nd ed. Harlow: Pearson
(BBC News, 2008. Pinch helps discount supermarkets. Education Limited & The Grocer.,2009. Ocado prepares
BBC News, [internet] 20 November. cuts at depot to replicate store counter service, [Online]
Available at: http://www.bbc.co.uk.news/ [Accessed 14 Nov. Available at: http://www.thegrocer.co.uk/
22 September 2009] & Sloman, J., 2008. Economics and [Accessed 14 November 2009]
Business Environment. 2nd ed. Harlow: Pearson
Education Limited)) The Bargaining Power of Buyers (Retailers).
The major retailers are the biggest source of
The Bargaining Power of Suppliers revenue for suppliers, who have few other channels
Branded suppliers have some power over their of distribution for their product. Furthermore, with
customers as they have more leeway over which the growing concentration in the retail market and
retailers to they wish to supply to. However, Sloman, J., 2008. Economics and Business Environment. 2nd ed. with the growing tendency to source national and
suppliers of retail-branded products, which are the Harlow: Pearson Education Limited internationally has grown the supply base thanks to
key differentiators of the competition associated technological and infrastructure improvements in the
what that retailer, need to have that supplier-retailer macro-environment. This means that the major
communication to ensure retailer specifications are The Threat of Substitute Products retailers have large amounts of power over their
met. This puts more power on the retailer, and they These days, customers are shopping around in order to find the best price for a product , suppliers because if there is some dissatisfaction of
use that power to keep a tight grip on prices which Sainsbury have called this the ‘Savvy Shopper’. The major retailers stock around 30,000 lines the current supplier which the retailer is using, they
may result in the suppliers loosing out. However, both being branded and own labelled products and the discount retailers stock around 1,000 can relatively quickly and cheaply switch to another
suppliers must remain competitive if there a large lines which are mainly only own labelled goods (BBC News: Aldi, 2009). Studies have shows supplier because of this ever-growing supplier base.
amount of suppliers on the market and a key that consumers ‘miss’ the branded products which the major superstores sell as they are The suppliers are in competition with each other.
advantage to the suppliers are that their large perceived as better quality products, reliable and trustworthy. This could be a reason why However, Aldi ensures that they establish both
customers can easily and cheaply switch to a some people would choose to shop at a competitors store who would sell national branded working practices and contractual agreements which
particular supplier if they are seen favourable to item, over shopping at Aldi, who sell exclusively own-branded items are both fair to the supplier and to the retailer as
another one. However, manufacturers are Sloman, J., 2008. Economics and Business Environment. 2nd ed. Harlow: Pearson Education Limited) well. (Sloman, J., 2008. Economics and Business
competing for shelf space at the retail end with the Environment. 2nd ed. Harlow: Pearson Education
own branded labels, however with retailer being Limited ) &
able to imitate branded products, this can dampen Key Note.,2007. Market Assessment 2007. Supermarket
down product innovation and development at the own Labels, [Online]
supplier end. (Clarke, I, Bennison, D, Guy,C., 1994. The (Issue Number and Date Unknown).
Dynamics of UK Grocery Retailing at the Local Scale, Available at: http://www.keynote.co.uk/
[Online]. 22 (6), pp 11-20. Available at: http:// [Accessed 24 November 2009]
www.emraleinsignt.com/ [Accessed 16 September
2009] & Sloman, J., 2008. Economics and Business
Environment. 2nd ed. Harlow: Pearson Education
Limited)
Page 1

31

Porters Generic Strategies (Insert 1.4)

Store brands do Aldi forms a strategic alliance
provide a platform with the Department of Health,
for retailers to allow (which can be identified as a
them to improve stakeholder) both acting in the
margins (Ailawadi, interests of the community’s
2001). This is health, well-being and balanced
certainly a strength or lifestyles by promoting foods and
Aldi who can attain beverages which are linked to
Cost
cost leadership status Differentiation healthy eating
Leadership

Stuck in the
Middle A positive and successful brand
is defined as a name or symbol,
or a combination of the two. It
identifies a product or service of
an organisation as having a
sustainable differential advantage
(Schmidtt, 1999a)

Focus
The increasing
Muslim population
across Europe and
the UK and has
encouraged many
Dibb, S. Simkin, L., 2001. The Marketing
businesses, and
Casebook: Cases and Concepts. 2nd ed. certainly retailers, to
London: Thompson invest in this growing
market Page 1

32

Ansoff’s Matrix (Insert 1.5)

Corporate and Social
Responsibility
‘Healthy Eating’
Initiative

The Marketing of
Halal Meat in the
United Kingdom

33

Aldi Supermarkets: Twelve Month Marketing Plan Gantt Chart (Insert 1.6)

2010
ID Task Name Start Finish Duration Departments Responsible
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

1 Stakeholder identification (Phase A) 04/01/2010 26/02/2010 8w CSR Direcor

Training, recruiting and organisational
2 01/01/2010 31/12/2010 52.2w Managing Director, Training Consultants
restructuring process

3 Stakeholder Engagement 01/04/2010 30/04/2010 4.4w CSR Director
Corporate and Social Responsibility
4 Initiative (Healthy Eating) (Phase 23/02/2010 23/04/2010 8.8w CSR Director
One)
Partnership with Department of Health
5 25/02/2010 26/03/2010 4.4w CSR Director
(Healthy Eating) (Phase One)
Partnership with National Halal Food
6 01/04/2010 30/04/2010 4.4w CSR Director
Group (Phase Two)
Rebranding Corporate Symbol
7 01/01/2010 30/12/2010 52w Marketing Director
(Phase Two)

8 Store Rebranding (South Sector) 01/01/2010 22/04/2010 16w Chief regional and reigional directors

9 Store Rebranding (Middle Sector) 04/03/2010 23/06/2010 16w Chief regional and reigional directors

10 Store Rebranding (North Sector) 21/05/2010 09/09/2010 16w Chief regional and reigional directors

11 Store Rebranding (Scotland) 04/08/2010 23/11/2010 16w Chief regional and reigional directors

12 Store Rebranding (Wales) 10/09/2010 30/12/2010 16w Chief regional and reigional directors

Staff and Management Training/
13 01/01/2010 31/12/2010 52.2w HR Directors and Store HR
Workshops (Phase Three)

14 Advertising Phase One 01/01/2010 22/04/2010 16w Marketing Director

15 Advertising Phase Two 26/04/2010 13/08/2010 16w Marketing Director

16 Advertising Phase Three 07/06/2010 13/10/2010 18.6w Marketing Director

17 Advertising Phase A 20/09/2010 16/09/2011 52w Marketing Director

18

19
Page 0

34

Customer Marketing Assignment: Aldi Supermarkets

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