Aldi Australia Case - Part 1

ALDI IN AUSTRALIA
Case Study Analysis

Name: Chrishan Smith

Student No.: 10220458

Due Date: 19 April, 2010

Lecturer’s Name: Mr. T.M. Jayasekera

Unit Code: MAN3503

Unit Title: Strategic Management

EXECUTIVE SUMMARY

Aldi is a well established German company and is famous for offering high quality products
for low costs. Aldi entered the Australian market in 2001 and by 2004 it has achieved around
2.5% market share.

This report includes a PESTLE and Porter’s five forces analysis which identifies the
opportunities and threats available within the Macro-environment in Australia and the
grocery industry. Even though the opportunities and threats are balanced to a certain extent,
the industry analysis has proven that the existing grocery industry is turning out to be less
profitable due to the high intensity among the competitors and the bargaining power of
customers.

All most every firm follow a high quality, low cost strategy. However, Woolworth and Cole-
Myer who has captured more than 2/3 of the market share, has a wide product range and a
nationwide distribution and wide product range. Therefore, it is important for Aldi to find
means and ways to differentiate themselves and achieve sustainable competitive advantage.

By analysing Aldi’s tangible/intangible resources and capabilities, this report has list down
strategic strengths, strategic necessities, and strategic weaknesses under the internal analysis
which would be an assistance to determine the Sustainable Competitive Advantage factors.
In addition, the Value Chain Analysis illustrates that Aldi is focused in creating value by
reducing the cost and improving the quality of the products in each of its primary and
secondary activities which is ultimately proven as only strategic necessity.

Therefore, it is important to read through this analysis before developing any future strategies
for Aldi.

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TABLE OF CONTENTS
EXECUTIVE SUMMARY ...................................................................................................................... 1
1.0 OVERVIEW OF ALDI AUSTRALIA .................................................................................................. 3
2.0 MACRO-ENVIRONMENT ANALYSIS ............................................................................................. 4
2.1 POLITICAL/LEGAL SEGMENT ..................................................................................................... 4
2.2 ECONOMIC SEGMENT .............................................................................................................. 4
2.3 SOCIO-CULTURAL SEGMENT .................................................................................................... 5
2.4 TECHNOLOGICAL SEGMENT ..................................................................................................... 6
2.5 ECOLOGICAL SEGMENT ............................................................................................................ 6
3.0 INDUSTRY ANALYSIS ................................................................................................................... 7
3.1 PORTER’S FIVE FORCES MODEL ................................................................................................ 7
4.0 COMPETITOR ANALYSIS .............................................................................................................. 9
4.1 STRATEGIC GROUP ANALYSIS ................................................................................................... 9
5.0 INTERNAL ANALYSIS .................................................................................................................. 10
5.1 RESOURCES AND CAPABILITIES .............................................................................................. 10
5.2 VALUE CHAIN ANALYSIS ......................................................................................................... 10
6.0 CONCLUSION ............................................................................................................................. 11
REFERENCE...................................................................................................................................... 12
APPENDICES .................................................................................................................................... 14
Appendix 1 – Graphs & Tables ..................................................................................................... 14
Appendix 2 - Glossary .................................................................................................................. 16
Appendix 3 – Political Parties in Australia..................................................................................... 17
Appendix 4 – Competitor Analysis ............................................................................................... 18
Appendix 5 – Competitive Implications from Resources ............................................................... 19
Appendix 6 – Value Chain Analysis ............................................................................................... 20

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1.0 OVERVIEW OF ALDI AUSTRALIA

Aldi South opened the first Aldi store in Sydney in January 2001 and by 2004, Aldi owned 44
stores in New South Wales which is 5% of total packaged grocery expenditure in NSW, 20 in
Victoria which is 2.5% and 08 in Queensland which is 1.4% respectively. The future
prediction of ACNielsen is that Aldi could own more than 300 stores and capture 10% of the
Australian packaged grocery dollar market by 2010. However, there are few major
competitors in the market such as Woolworths, Coles-Myer and Foodland Associated which
would be a threat for Aldi Australia.

Therefore it is important to study the current situation within ALDI Australia which we
would consider the year 2004/2005. This document will focus on the external aspects that can
affect Aldi’s performance. The strategies used by ALDI have been successful so far.
However, there are still rooms for improvements that needed to be manifested. We will be
conducting a Macro-environment analysis by using the PESTEL model to determine the
factors that influence the industry and the firms within it, a comprehensive industry analysis
using the Porter’s five forces model and a competitor analysis using the Strategic grouping
model.

It is important that Aldi differentiate themselves to maintain or increase their market share. In
this report, we will be conducting a comprehensive Internal Analysis using the Value Chain
Model and identify Aldi’s current strengths and weaknesses which will be an assistance to
develop strategies in the future.

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2.0 MACRO-ENVIRONMENT ANALYSIS

The general environment an important aspect to investigate since the effort should result in
recognition of environmental changes, trends, opportunities and threats in the political/legal,
economical, socio-cultural, technological, and ecological segments. (Hanson et al, 2008)

2.1 POLITICAL/LEGAL SEGMENT
Legal System –

Australian’s follows the “Common law” legal system derived from English law. This is
relatively challenging for Aldi since it is German company and they are used to the “The
Code Law”. (Refer appendix 2)

Political Parties

There are two political groups that have a serious chance of forming government in Australia
and both believe in social democracy. (A Quick Guide to Australian Political Parties, n.d.) &
(Refer appendix 3)

Governments might change or new political parties might be elected, but the concern of the
multinational corporation is the continuity of the set of rules or codes of behaviour and the
continuation of the rule of law regardless of which government is in power. (Cateora et al,
2007)

Australian Retailers Association (ARA)

The ARA has been encouraging, promoting and protecting retailers by providing education,
support and mentoring for the past 100 years. The Federal, State and Local Governments
regularly seek the opinions and views of the ARA when they undertake new projects, act to
change existing law or implement new legislations. (Government Submissions, n.d.)

2.2 ECONOMIC SEGMENT
The case study states that there may be a number of economic factors which would influence
consumer confidence and consumer spending over the next few years. These factors include

 Low national rate of saving, low household rate of saving (refer appendix, figure 1)
 Falling house prices
 High oil prices and it continues to rise. (refer appendix 1, figure 4)
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 Declining of GDP from 2003 onwards (refer appendix 1, figure 2)
 High levels of household debt (refer appendix 1, figure 3)

These are likely to have a negative impact on consumer spending patterns. However, there
are few positive economical factors which would beneficial for businesses and have a
positive influence on customer spending patterns.

 There is a continuous decrease in the unemployment percentage during the past
10years. (refer appendix 1, figure 2)
 Declining of the inflation rate during the past 2 years. (refer appendix 1, figure 2)

2.3 SOCIO-CULTURAL SEGMENT
 The population is continuing to grow within Australia and currently it is around 20
million. (refer appendix 1, Figure 5) As per the projections of the Australian Bureau
of Statistics by 2031 it is expected to grow up to around 25million.
 The number of people living alone is projected to increase from 1.8million in 2001 to
between 2.8million and 3.7million in 2026 due to ageing population, delayed
marriage and increases in divorce and separation. (Australian Bureau of Statistics, 2005)
This would create a demand for more household items such as furniture, kitchenware,
and gardening items etc.
 English is the primary language. Yet their colourful vocabulary, accent, phonetics
system and slang can take some time to get used to. (Australia – Culture, Customs and
Etiquette n.d.)
 Australia is a multicultural society. After World War II there was heavy migration
from Europe, especially from Greece, Italy, Germany, the Netherlands, Yugoslavia,
Lebanon, and Turkey. Currently there is a heavy migration from the South Asian and
South East Asian Countries as well. (Australia – Culture, Customs and Etiquette n.d.)
 Australians are very down to earth and value authenticity, sincerity and relationships.
(Australia – Culture, Customs and Etiquette n.d.)

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2.4 TECHNOLOGICAL SEGMENT

New Communication Technologies: The Internet and e-commerce have boosted the
international competitiveness of Australian businesses. Many Australian firms are now using
internet technology to expand into new foreign markets. Australia is today well connected,
both domestically and internationally, with a modern fiber-optic backbone, satellite coverage
and an extensive mobile network. (Department of Foreign Affairs and Trade, n.d.).

Australians are more concerned about Quality & Standards – It is important to improve
the efficiency and quality of the products. A non-government organization named “Standards
Australia” has been charged by the Commonwealth Government to meet Australia’s need for
contemporary, internationally aligned standards and related services. (Standards Australia,
n.d.)

Focused on Innovations, new businesses and improvements – It is relatively easy and
encouraging to start a new business in Australia since most processes are online and it is very
convenient. The organization, Innovation and Technology, Australia was established by the
Federal Government to help the innovators and inventors develop, protect and commercialise
new ideas. (Innovation and Technology, Australia, n.d.)

2.5 ECOLOGICAL SEGMENT

Australia is the driest inhabited continent on earth, with the least amount of water in rivers,
the lowest run-off and the smallest area of permanent wetlands of all the continents.
Australian soils are highly dependent upon vegetation cover to generate nutrients and for
stability. (Department of Foreign Affairs and Trade, n.d.).

Australia is one of the most urbanized and coast-dwelling populations in the world. More
than 80 per cent of Australians live within 100 kilometres of the coast. (Department of Foreign
Affairs and Trade, n.d.).

Human activity continues to exert pressure on marine environments. Pollution is the most
serious problem and the vast majority of marine pollution is caused by land based activities—
soil erosion, fertilizer use, intensive animal production, sewage and other urban industrial
discharges. (Department of Foreign Affairs and Trade, n.d.).

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3.0 INDUSTRY ANALYSIS

Based on Porter’s Five Forces Model analysis we would be analyzing the grocery industry
within Australia.

3.1 PORTER’S FIVE FORCES MODEL

THREAT OF NEW ENTRANTS - HIGH

Aldi is operating within the grocery industry and it is a promising area and with the
increasing population the demand would also continue to increase in the future. In addition,
the Australian government is encouraging new businesses and innovations to the market and
often looks towards increasing the competition.

However, small scale retail stores would have difficulties entering the market since
“Economies of scale” plays a major role in this industry and they would require a
considerable amount of capital and technology to survive. But as described in the case study
large scale companies such as Tesco will have very less barriers to enter the Australian
market.

Retail Turnover (excluding vehicle and petrol sales) over the year to June 2004 reached
$189billion, the highest level on record and growing at 8% per annum. (AC Nielsen Grocery
Report, 2004) which would attract more competitors.

BARGAINING POWER OF BUYERS – HIGH

Almost everyone is a potential customer for the grocery industry the demand is relatively
high. Since grocery products are low or medium involvement products buyers would be
bargaining for the high quality products and greater levels of service for the lowest cost. If
they do not get it there is a possibility of customers switching to another company since there
is no high switching cost involved.

Most grocery products are undifferentiated or standardized. Therefore, the buyers pose a
threat if they were to integrate backward into the seller’s industry. (Hanson et al, 2008)
Furthermore, by retailing via the Internet, consumers tend to increase their bargaining power.

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BARGAINING POWER OF SUPPLIERS – LOW

In order to be competitive in the retail industry in Australia a supplier should decrease cost
and increase the quality of products. The competitive firms focus on reducing cost and
therefore the bargaining power of suppliers is considered to be low.

In addition, there are considerable amounts of large companies in the industry with strategies
to improve efficiency and reduce costs. For an example, Woolworth’s “Every Day Low
Price” (EDLP) strategy has involved in reducing prices for many national brands by pushing
manufacturers to cut their prices.

THREAT OF SUBSTITUTE PRODUCTS – HIGH

Large scale supermarkets or shopping malls would be the primary threat for retail stores since
the substitute product range in supermarkets would be far greater. They would not only focus
on national brands, but will also offer home brands for a cheaper rate as substitutes. In
addition, with the advent of new technologies stores or supermarkets would not hesitate to
bring forward substitutes for the grocery and other household items available for a lesser cost
with greater quality and performance.

Fast food outlets such as McDonalds, Subway would also be substitutes for the food items of
the grocery industry.

INTENSITY OF RIVALRY AMONG COMPETITORS – HIGH

As stated in the case study there are many equally balanced companies in the grocery
industry and they compete well in the market by trying to provide the best quality for the
lowest cost.

According to the Coriolis research in 2000, even though they estimated around 3%-5%
changes in the existing firms market share by 2005 (Refer appendix 1, figure 6), the battle has
lead to a very minimum percentage change which is around 0-2%

Most grocery products are undifferentiated and easy to imitate. Therefore, rivalry intensifies
and the purchasing decisions would be based primarily on price and to a lesser degree,
service.

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4.0 COMPETITOR ANALYSIS

4.1 STRATEGIC GROUP ANALYSIS

As illustrated Woolworths and Coles-Myer has more than 2/3 of the total market share. All
the firms included in this diagram follow a high quality, low cost strategy. However, as it is
clearly displayed, Woolworth and Cole-Myer has a wide product range and a nationwide
distribution which have resulted in achieving a large proportion of the market share. IGA has
managed to maintain a 13.5% market share because of its wide range of products and the
advantage of entering the market in 1988. Comparing Foodland associates which has around
2% market share and Aldi who has around 2.5% market share, Aldi has a better product range
than Foodland and it continues to grow with its cost leadership strategy. Franklin has around
11% market share which is mainly because they have been in the market over 50years and it
is recognized as Australia’s original discount grocer.

For more details on competitors refer appendix 4

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5.0 INTERNAL ANALYSIS

5.1 RESOURCES AND CAPABILITIES

Based on the “Competitive Implications from Resources” model (refer appendix 5) there are
some resources and capabilities which acts as strategic necessities and some as strategic
strengths. The strategic strengths are the superior competencies Aldi posses and it has created
a sustainable competitive advantage which leads to earn above average returns. (Ex: Low
labour cost, one of the largest food retailers, high buying power and Uniform pricing system).

Strategic necessities (Ex: Provide good quality low cost products, Distribution capability and
size of the store) are the minimum skills required to operate in the market and would lead
towards average returns.

The resources and capabilities which lead to “Below average returns” under performance
implication column are the strategic weaknesses (Ex: Opening hours, Product differentiation
and the reputation in providing customer service)

5.2 VALUE CHAIN ANALYSIS

Aldi is a typical “hard discounter” pursuing a Cost Leadership strategy. Based on the Value
Chain Analysis (refer appendix 6) it is clear that Aldi is focused in creating value by reducing
the cost and improving the quality of the products in each of its primary and secondary
activities.

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6.0 CONCLUSION

Considering the PESTLE analysis it is clear that there is a balance of threats and
opportunities for Aldi within the Australian environment. But most economic factors have
turned against companies by affecting the consumer spending patterns.

By analyzing the industry via Porter’s Five Forces model it is clear that the intensity among
competitors is very high and there is an emerging threat of substitutes and high bargaining
power of customers which would decrease the market attractiveness and profitability in the
future.

Most competitors in the grocery industry follow a similar strategy which is to provide the
high quality products for a low cost. Currently Aldi posses the position as cost leader and
continues to battle to maintain it. Competitors such as Woolworths and Coles-Myer have a
nationwide distribution strategy and have also started Internet retailing as well. Aldi was a
late arriver to the Australian market and therefore posses a disadvantage since already Coles-
Myer and Woolworth has captured more than 2/3 of the market share.

In addition, the analysis of resources, capabilities and the value chain has lead to identify the
strengths and weaknesses. Even though Aldi is a new entrant to the grocery industry of
Australia, they possess a few resources and capabilities which would give the sustainable
competitive advantage. However, there are some weak elements which Aldi should overcome
when developing new strategies in the future.

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REFERENCE

A Quick Guide to Australian Political Parties (n.d.) Retrieved April 13, 2011 from
http://www.ldp.org.au/quiz/ozparties.html

AC Nielsen Grocery Report (2004). Retail spending at record highs, but supermarkets
lagging behind. Retrieved April 11, 2011 from
http://www.acnielsen.com.au/files/GroRptCon04.pdf

Australia – Culture, Customs and Etiquette (n.d.) Retrieved April 12, 2011 from
Kwintessential web site: http://www.kwintessential.co.uk/resources/global-
etiquette/australia.html

Australian Bureau of Statistics. (2001, January 25). Year Book Australia (Cat. No. 1301.0)
Retrieved April 12, 2011 from
http://www.abs.gov.au/gausstats/abs@.nsf/94713ad445ff1425ca25682000192af2/0b82c2f265
4c3694ca2569de002139d9!OpenDocument

Australian Bureau of Statistics. (2005, July 12). National and state population summary
table. (Cat. No. 4102.0) Retrieved April 12, 2011 from
http://www.abs.gov.au/AUSSTATS/abs@.nsf/Previousproducts/8EF24F9FE10EE078CA257
03B0080CCAF?opendocument

Australian Bureau of Statistics. (2010). Australian national accounts: National income,
expenditure and product (Cat. No. 5206.0) Retrieved April 12, 2011 from
http://www.abs.gov.au/ausstats/abs@.nsf/Latestproducts/5206.0Main Features2Dec
2010?opendocument&tabname=Summary&prodno=5206.0&issue=Dec 2010&num=&view=

Cateora, P. R., Graham, J. L. & Salwan, P. (2007). International Marketing (13th ed.). New
Delhi: McGraw Hill.

Coriolis Research (2000, May) Aldi in Australia: What will be the impact? Retrieved April
13, 2011 from http://www.coriolisresearch.com/pdfs/coriolis_aldi_in_australia.pdf

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Department of Foreign Affairs and Trade (n.d.). Australia's environment at a glance.
Retrieved April 13, 2011 from http://www.dfat.gov.au/facts/ict.html

Department of Foreign Affairs and Trade (n.d.). Information and communications
technology. Retrieved April 13, 2011 from http://www.dfat.gov.au/facts/ict.html

Government Submissions (n.d.). Retrieved April 12, 2011 from the ARA website:
http://www.retail.org.au/index.php/policy/government_submissions

Hanson, D., Dowling, P. J., Hitt, M. A., Ireland, R. D. and Hoskisson, R. E. (2008). Strategic
management: competitiveness & globalization (3rd ed.) South Melbourne, Vic.: Thomson
Learning Australia.

Innovation and Technology, Australia (n.d.). Retrieved April 13, 2011 from
http://www.innovation.org.au/

Organization of the Petroleum Exporting Countries. (n.d.). OPEC Basket Price, Retrieved
April 13, 2011 from http://www.opec.org/opec_web/en/data_graphs/40.htm

Stable Economic Fundamentals Limit Downside Risk for Australian Residential Property
Prices (2005, September) Retrieved April 12, 2011 from
http://www2.standardandpoors.com/spf/pdf/fixedincome/09-16-
05_AustralianResidentialProperty.pdf

Standards Australia (n.d.). Developing Standards. Retrieved April 12, 2011 from
http://www.standards.org.au/DevelopingStandards/WhatisaStandard.aspx

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APPENDICES

Appendix 1 – Graphs & Tables

Standard &

Figure 1: Household Saving Ratio – (Australian Bureau of Statistics, 2010)

Figure 2: Key Economic Indicators – (Stable Economic Fu…, 2005)

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Figure 3: Household Debt and Household Wealth - (Stable Economic Fu…, 2005)

Figure 4: OPEC Basket price - (OPEC, n.d.)

Figure 5: Population: National Summary - (Australian Bureau of Statistics, 2005)

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Figure 6: 2000-2005 Australian Grocery Market Share – (Coriolis Research, 2000)

Appendix 2 - Glossary

Common law – The body of law which seeks interpretation through the past decisions of
higher courts which interpret the same statutes or apply established and customary principles
of law to a similar set of facts.

Code Law – The body of law which is based on all-inclusive system of written rules (codes
of law).

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Appendix 3 – Political Parties in Australia

Major parties

The Australian Labor Party (ALP) has been traditionally seen as "centre-left" and has historic
ties with the union movement. However, it was the ALP that introduced free-market reform
in the 1980s and is sometimes now considered more "centre" than "left". (A Quick Guide to
Australian Political Parties, n.d.)

The Coalition is an alliance between the urban-based Liberal Party and the rural-based
National Party. These two parties have been traditionally seen as "conservative" or "centre-
right" and have historic ties with the business and farming communities. (A Quick Guide to
Australian Political Parties, n.d.)

Minor parties

There are three other parties with federal representation in the Senate. The largest "minor"
party over the last 20 years has been the Australian Democrats, which was originally a
centrist party but drifted to the left over time. In their place, the Greens have become the third
force in Australian politics. They are the most left-wing party in parliament and promote
social freedoms and government intervention in the economy. They currently have five
Senators. The other minor party in Parliament is Family First, who had their first Senator
elected in 2004. Family first combines social conservatism with economic centrism and
generally supports the Coalition. (A Quick Guide to Australian Political Parties, n.d.)

Micro parties

Australia has about a dozen other political parties that represent various other groups. The
conservative right is represented by the Christian Democrats, One Nation, the Shooters and
Fishers Party, the Democratic Labour Party and the Fishing & Lifestyle Party. These parties
generally support Family First and the Coalition. The radical left is represented by the
Socialist Alliance and the Socialist Equality Party. These parties generally support the Greens
and the ALP. (A Quick Guide to Australian Political Parties, n.d.)

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Appendix 4 – Competitor Analysis

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Appendix 5 – Competitive Implications from Resources

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Appendix 6 – Value Chain Analysis

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