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

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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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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).

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

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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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