“ALDI AND LIDL: INTERNATIONAL

EXPANSION OF TWO GERMAN GROCERY

DISCOUNTERS”

INTERNATIONAL MARKETING MKT 3130

Fawaz Baddar

Word count: 3016

MARZENA SOLOWIEJ

M00321025

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TABLE OF CONTENTS:
1. INTRODUCTION 2

2. MAIN BODY: 2

i) THE REASONS WHY ALDI AND LIDL CHOOSE GREENFIELD INVESTMENTS AS

PRIMARY MARKET ENTRY STRATEGY WITH ADVANATEGS AND

DISADVANTAGES ....................................................................................................

.........................2

ii) THE RATIONALE BEHIND ALDI STRATEGY TO IMPROVE ITS IMAGE IN THE UK AND

SWITZERLAND AND RISKS ASSOCIATED .................................................................4

iii) THE ADVANTAGES AND DISADVANTAGES OF ALDI’S STRATEGY TO EXPAND IN

EUROPE, USA AND AUSTRALIA...............................................................................7

iv) RECOMENDATION FOR LIDL GEOGRAPHICAL PRESENCE STRATEGY UNTILL

2020........................................................................................................................9

3. CONCLUSION 11

4. RECOMENDATIONS 11

5. APPENDICES 13

6. LIST OF REFERNCES 17

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Introduction:
The purpose of this report is to investigate the internationalization process of two

German grocery discounters. First section will analyze the reasons behind chosen Greenfield

entry strategy, focusing on cultural, financial, analytical aspects. Furthermore I will

emphasize the advantages and disadvantages of this entry mode. Second part will examine

the marketing approach undertaken by Aldi with associated risk. Moreover I will try to

explain why Aldi and Lidl chose different expansion strategy and finally I will provide my

recommendation for Lidl geographical presence strategy until 2010 supporting my point of

view using PEST analysis. All these analysis will be supported by using the variety of

academic resources such as journals, books, articles and statistics.

Main body:
Both companies’ owners started their businesses as small family shops and changed them

into groceries discounters. The success of this idea, lead to a rapid expansion first within

the country and afterwards abroad. Aldi’s as well as Lidl’s internationalization strategy

opted for a long term investments not for a quick increase of the cash flow or revenue. They

carefully look for the new markets where they could establish a strong position for their

brands in the future. “Aldi is prepared to invest up to 10 years of operational losses to

establish a presence in a new market. It has to date only entered those markets where the

retail infrastructure, and in particular a larger store/hypermarket presence, is well

established” (IGD supply Chain analysis).The wide scale of the countries they operate in

could lie in German business culture as it is deal focused and open to do the business with

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strangers without ‘knowing’ the future dealer. This kind of thinking could fasten the

expansion as well. The Greenfield strategy they have chosen allows the owners to build

their business vision and be in total control over the company (Lee and Carter 2009). It is

easy to understand why the privately own companies chose this form of entry mode.

Moreover it allows the discounters such as Aldi and Lidl to achieve very important factor

such as purchasing power and experience in own label (Colla 2003). The stable financial

situation of Aldi and Lidl indulged them to take the risk associated with this approach. They

had to invest large amount of money to establish their presence in a foreign country by

building stores and manufacturing facilities. On the other hand in most cases direct

investment let the grocery discounters to save money by looking at the lower costs of

labour, raw materials (Mullins 2005). That is another reason why the “organic” approach is

in this situation appropriate as it is bond with the company objectives and strategy to keep

the prices of the products as low as possible.

Advantages Disadvantages
total control over the company Expensive research
long term investment Slow speed of entry
producing “locally” build trust of new Huge losses in case of withdraw
customers and help with product Adaptation to different laws, rules,
adaptation economies, politics within the host country
better after- market service could be difficult, expensive and time
greater potential profits consuming
help from host country government could “Restricted or devalued currencies, falling
be available when entering developing markets government changes” (Mullins
countries as building and running plants, 2005)
shops creates a lot of jobs
However it is necessary to analyze the advantages and disadvantages of this concept

to truly understand the rationale behind this decision. The table below present them in a

clear form.

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 When choosing the entry mode it is very important that the overall strategy and

companies objectives match. The advantages stated above fit perfectly for the Aldi and Lidl

concept of making a privately own “family business” international. The disadvantages in this

case don’t have that much influence on choosing the entry mode as it has been proven that

both companies successfully learnt how to lessen their impact by gaining the competitive

advantage as well as building strong relationship with government, customers, local

suppliers.

It is not surprising then, that the internationalization on that scale brings Aldi as well as Lidl

many problems related to the customer behaviour in different cultures. In this section I

would like to clarify the reasons why Aldi had to offer a higher level of customer service to

improve its negative image in the UK and Switzerland.

According to Colla 2003 the retail business slowed its growth in Europe from 1995 to 2000;

however countries such as Switzerland and UK were the exceptions. I believe that the

attractiveness of these markets did not stop the retailers from competing and trying to gain

as much market share as they could in order to increase their profit. The Swiss retail market

before 2005 was dominated by two companies Migros and Coop (75 % of the entire

market). In Germany by contrast five retailers hold only 62% of the market (Greber 2004).

Moreover the Swiss discounter Denner is constantly successfully expanding. The view put

forward above explains why Aldi had to take extra cautions to successfully compete with the

host country rivals. The German retailer kept the balance between standardisation and

product adaptation strategy, mainly opting for communication adaptation to persuade Swiss

customer of its attractiveness. However the unusual in store layout, cheap prices and very

low customer service were suspicious and generate the negative opinion about the quality

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of products. To changed that and meet customers’ expectation about the quality Aldi

launched the advertising campaign focusing on “Swiss quality guarantee” of their products

and services (Ellwood 2010).In addition to the previous argument why Aldi had to improve

their image in Switzerland as well as UK is that the both countries score very high on

masculinity dimension, that means that both countries expect more salary for fewer hours

(Parboteeah & Cullen 2011) and Aldi according to its salary system and practises has a very

bad reputation as it expect their employees to work long hours while performing very

efficiently.

Most of the arguments stated above also apply to the UK market. Aldi entered UK in 1990s

when food retailing industry has its ‘golden age’(in the late 1980s and early 1990s) and only

British retailers played a major role within the industry. The presence of Aldi store at that

time created a big threat to the three main retailers such as Sainsbury Tesco and Argyll

(Wrigley 1994). The competition rose and Aldi started to face problems with suppliers

because of the influence of the ‘big three’ companies. “A lot of pressure was brought to

bear on our suppliers in the UK to stop supplying Aldi, and when that happened I had a lot of

product withdrawn from sale. Fortunately, with our connections and buying power in

Europe we managed to overcome that.”

(Trevor Coates, Managing Director, Aldi UK/Ireland, March 2000)

Because the German discounter operated in a niche market for people with the low income

the overall opinion about Aldi was that the company does not provide the quality products

and services. The same worries have been outline in Switzerland example above. The direct

competition and cultural values in Switzerland and UK forced the hard discount retailer to

increase their level of service to take the upper hand over the host country retailers (Colla

2003). In addition changes in customer service, product adaptation and marketing are

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related to visible change in Aldi’s international strategy that that will help expand their

market share by coming out of the niche market and trying to attract the customers from

other segments.

However, by applying those elements company is slowly coming out of the “hard discount

retailer” strategy. The changes with this particular approach are not that much visible now,

but looking in the future prospective Aldi could face many problems and risk associated with

this form of action. The reason why the German firm has succeed in that many countries is

that it kept the original prospect of hard discount retailer with “principles such as: simplicity,

high quality, frugality and confidentiality”. “Those principles have been translated into

commandments such as:

1. Keep it simple
2. Strive to earn your customers' trust
3. Set clear goals and follow them rigorously
4. Improve details daily
5. Don't optimize, maximize
6. Know where you stand, but don't waste time on budgets and figures
7. Test now, perfect later
8. Be fair to your suppliers and help them improve their business
9. Practice management by trust and control
10. Talk in terms that people can understand
11. No matter how successful you are, stay thrifty and frugal “ (Sachon &
Mitchell 2009)

In most cases Aldi’s stores have now presents in centre locations, the marketing actions

increase and the company started to hire advertising agencies. As a result of that German

discounter started to be seen in outdoor advertising, television and other media. The

company does not provide only food anymore; it expanded their products to home

appliances, digital devices, flowers, verity of beauty house hold products and many more. In

addition company introduced new services such as Aldi travel, Aldi photo services, Aldi Talk.

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According to those arguments the difference in Aldi strategy is clearly visible. In addition

those elements could contribute to the price increase of their products, as for example

advertising mentioned before or rent in central locations is highly costly. In order to keep

the prices low Aldi could be forced to give up on quality at the same time losing customers.

In my opinion this is a main risk associated with this approach. On the other hand extended

product line “seems to be working, as 50% of Aldi's shoppers are now white collar (ABC1 in

the marketing jargon), and 55% of all households have now shopped in a food discounter at

some stage” (Lueck 2008). Moreover this could be an opportunity as the Aldi a financially

stable company can afford a long term losses in order to achieve a high position in food

retail industry while changing their strategy and become a leading supermarket not a

discounter. However this is only an assumption and it order that to happened more detailed

expertise has to be made.

We can describe Aldi as an emboldened internationalist who chooses to enter a wide

range of markets with the high costly entry mechanism (Burt 2008). The German discounter

operates in Hierarchical approach within seventeen countries in three continents (Europe,

North America and Australia). It enters the countries with the long term prospective;

prepare to grow with the host market. “You can’t go into an environment where successful

people have been operating for 30, 40, 50 years and expect to do it successfully in a very

short time. We are a different formula. We will be successful as well but that takes some

time. Eventually we’ll get our stores… because we are very long-term players.”(Michael

Kloeters, Managing Director, Aldi Australia, April 2000). According to Gielens and Dekimpe

(2001) and their study the main advantage in this type of approach is that the early entry to

the foreign country with substantial scale and individual strategy creates an advantage,

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higher performance and efficiency. In addition early presence helps with gaining larger

scope of the market share (Mullins 2005), building trust and relationship with the

customers. Expansion over different continents where the discount grocery retailing format

is not substantial, give Aldi the competitive advantage over other competitors and future

entrants. Yet the important point to note is that countries such as USA, Australia and

England are in the same societal cluster classification- Anglo Cultures (Gupta 2002). That

means they are similar in Power distance, Uncertainty avoidance, Individualism and

Masculinity (Hofstede dimensions). This could be a significant reason why Aldi decided to

explore and set up its presents in the United States and then while having a necessary

knowledge about the culture decided to enter UK and Australia. That strategy allows to

build an experience and is giving a chance to be a successful pioneer in foreign markets.

However, this pattern has not been applied when we take to a consideration all the

countries that Aldi has entered. Judged by the cultural criteria this could create many

problems and become a significant disadvantage. In addition trying to establish their

position in foreign markets first while in most cases introducing the new form of retail “hard

discounter” could be very hard and time and money consuming. It that case the use of the

right advertising and marketing mix it seems to be necessary. Unfortunately Aldi’s hard

discount format seems to keep those actions to the minimum and that make breaking in to

the new markets very difficult and creates a disadvantage as the marketing strategy and

mode of entry are strongly connected. It should also been emphasized that Aldi’s strategy

mainly focused on already developed countries. That kind of approach narrows the

potential profit that could be made in developing markets, where population earn less

money and it tends to spend larger percentage of their salary on food. At the same time

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Aldi’s main competitor Lidl is using this advantage and position itself as a strong leader. In

addition Mature markets have demanding customers and offer a limited growth (Berman &

Evans 2007).

Leaving the Aldi’s strategy, this section will focus on my recommendation for Lidl

geographical presence strategy until 2020. Lidl is an excellent example of successful follower

as in some cases enter the countries just after ‘the pioneer’ Aldi (for example UK) and

expand rapidly gaining larger market share for example in Poland. In theories large

companies which adapt the followers approach often are trying to “displace the leader or at

least become the powerful competitor (Mullins 2005). Despite these criteria Lidl also

entered the developing countries as a pioneer. In my opinion this is a very clever strategy

and it seems to pay off in most of the cases. In order to think about the future expansion the

understanding of strengths, weaknesses, threats and opportunities of Lidl’s company is

necessary.

-financial stability
-financial stability
-cost efficiency
-cost efficiency
-large number of stores (importance of convinience)
weaknesess
- wide expierience with dealing with foreign markets
-bad
-bad reputation
reputation as
as an
an employee
employee (Black
(Black Book
Book on
on th
th
-chepaer prices comparing with regular retailers Shwarz Retail Company)
(own brand + leading brands) -relatively
-relatively smaller
smaller market
market share
share (in
(in some
some countries)
countries)
--'soft discounter' format offers more variaty of products when
when compering
compering toto Aldi
Aldi
strenghts:: -not
-not attractive
attractive in
in store
store layout
layout and
and minimal
minimal customer
customer
service
-second or third position in most countries
SWOT

Opportunities
-reccession (is forcing customers to search for -
lower prices)
-The expansion of Lidl's main competitors
-further expansion to new markets
-the increase of stores
Threats:
-continue to increase quality

Source: own analysis

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The company’s strengths such as financial stability, attractive ‘soft discount’ format make

the further expansion possible. However, the external analysis of Political, Economical,

Societal, Technological factors (PEST analysis) is also necessary when choosing the new

market.

Taking to a consideration those facts I will recommend the further expansion to Australia

and New Zealand as both counties are:

 Politically stable (low risk involved associated with rapid changes in political
structure)
 Economically stable (low inflation, relatively stable currency)
 Already Introduced to discount format- more trust; increasing number of older
people with lower income (Appendix- Table 1) (Societal factor)
 Technologically highly developed

Moreover the market share of discount retailers is constantly growing for example in New

Zealand by 24.5 % in 2008 (Datamonitor 2010). In addition New Zealand’s economy faced a

recession in a past few years (The World Factbook 2011) that fact has definitely made

‘discounters’ more desirable and needed as the population think carefully about their

spending, seeking for the most attractive price. According to those facts the Market

potential is large. However, Lidl could face a strong competition in Australia from

Woolworths, Coles, Kmart and Aldi (Table 4, Appendix). At the same time New Zealand’s

Foodstuffs as well as Australian company Foodland (the owner of three supermarkets chains

such as Countdown, Woolworths and Foodtown) play a major role in NZ grocery retailing

market share and could be hard to beat (Food & Drinks forecast 2005). In addition

Australian and New Zealand markets are to certain extend similar to UK one. In that case the

experience Lidl already have with English market could be used in those countries suggested

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before. In my opinion Lidl should enter Australia and New Zealand at the same time in few

years time, so that it could establish itself in New Zealand as a pioneer and a successful

follower in Australia.

Conclusion:
Constant grow of globalization lead two German discounters to further expansion. Aldi and

Lidl apply different internationalization strategies; however they are both very successful

creating high profit and revenue from foreign investments. Despite the fact that they mainly

opting for different strategies they both apply ‘organic growth’ as an entry mode, creating

even more profit. Their innovative approach to keep the prices as low as possible by saving

money in each sector of the company forced many international competitors to slightly

lower their prices too. In this situation customers worldwide benefit the most, as they can

purchase a higher quality product for the lower price. However, the tough competition leads

the two discounters to increase their marketing action (advertising strategies and product

adaptation), which changed the original concept creating many problems that could occur in

the future. Despite this threat in my opinion both companies should seek a further

expansion while trying to increase their market share in countries in which they are already

present.

Recommendations:
Taking to a consideration all the problems mentioned in this report that Aldi and Lidl had to

faced I will recommend for both companies to do not underestimated cultural differences

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and the power of suppliers and competitors. The future expansion should be undertaken

very carefully examining the firm financial ability as well as external factors of the host

country. Aldi and Lidl have to be aware of the constant changes in customers’ needs and

shopping habits. To stay ahead of the competitors I would advise them to launch a high

quality and value range so that they could compete with regular grocery retailers and attract

more customers. However, I will advice them not to vary they products as much as they

could lose they competitive advantage and discount status. Moreover in order to change

the customer perception about them being a bad employer, they should avoid any negative

scandals by treating they employees well. They right actions undertaken by both firms

should build the trust between them and customers leading to their loyalty and satisfaction.

As a final recommendation I would not changed they mode of entry as it is very profitable

and I would recommend them to focus they expansion in developing countries as well as

from my point of view they are the customers who are seeking for cheaper prices.

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APPENDIX:
Table 1

Source: Australian Governement, Projections of the number of Income Support recipients: 1999-2051 Retrieved from:
http://www.fahcsia.gov.au/about/publicationsarticles/research/austsocialpolicy/Documents/austsocpolicy_2001-
02/article3.htm

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Table 2

Table 3

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Table 4

Table 5

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Table 6

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