Professional Documents
Culture Documents
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2 | P a g e Supermarket Industry Analysis
Kaplan Business School Melbourne Campus
PESTLE ANALYSIS:
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3 | P a g e Supermarket Industry Analysis
Kaplan Business School Melbourne Campus
COLES
Mission Statement: “To give the people of Australia a shop they trust,
delivering quality,
service and value”
In 1914 GJ Coles, opened the first Coles store in Smith Street, Collingwood,
Victoria. Today, Coles
is present in every Australian state and territory with 741 supermarkets, employing
over
100.000 staff members. (Coles.com.au, 2014)
In 2007 Wesfarmers acquired Coles-Myer group, since then, Coles has more than
doubled its
earnings before interest and tax, which has helped generate significant shareholder
value for
the Wesfarmers Group.
Key Strategies:
Reduce the cost of the weekly shopping basket -Lower everyday prices
Coles offers staple groceries at very low prices. Since 2011, the price of
milk has been
retailed for 1$ per litre.
WOOLWORTHS
Mission Statement: “Every man, woman and child needs a handy place where
good
things are cheap”
The first Woolworths store opened in 1924 in Sydney, Australia. The Founding CEO,
Percy
Christmas, stated a key principle for Woolworths: Every man, woman and child needs
a handy
place where good things are cheap. Woolworths is widely regarded as a strong, down
to earth
and family oriented company with ethical values and a hardworking, responsible
culture.
Today, Woolworths has more than 3,000 stores across Australia and New Zealand that
span
food, liquor, petrol, general merchandise, home improvement and hotels. Woolworths
is a
proud, home-grown Australian business, employer of more than 198,000 people and
committed
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4 | P a g e Supermarket Industry Analysis
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Key Strategies:
ALDI
Mission Statement: “All people, wherever they live, should have the
opportunity to
buy everyday groceries of the highest quality at the
lowest
possible price.”
ALDI began operations in 1913 with the opening of a small food store in the German
town of
Essen. Soon this little “service store” become a popular place to shop
The company has been operating internationally for over 50 years, with 7,000 stores
worldwide
serving millions of people across three continents. The first Australian store
opened its doors in
January 2001, ALDI has continued to grow and now over 300 stores successfully
operate in
Australia. (Corporate.aldi.com.au, 2015)
ALDI understands that its customers want value for money but do not want to
compromise on
quality. ALDI uses a lean approach to its business operations to offer its
customers quality
products at competitive prices.
Key Strategies:
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5 | P a g e Supermarket Industry Analysis
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COMPANY ANALYSIS
Coles Supermarkets
A. Market Opportunity Analysis
Coles is one of Australia’s largest retailers providing fresh food, groceries,
general merchandise,
financial service, liquor and fuel through national stores network and online
(Coles, 2014).
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Kaplan Business School Melbourne Campus
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One of the main strategies of Coles is to cut cost by improving its supply chain
management. On
the other hand, Coles has put more infestation to improve make the transformation
(Buffin, n.d).
Almost 90% of Coles brands are Australian made, it comes from fresh produce local
farmers.
There is also ‘Australia First’ sourcing policy in order to support the Australian
food industry
(Kenyon, 2012).
Coles has contracts with transport provider in order to conduct the logistic
activity. Suppliers
have to arrange inbound freight to deliver the goods to Coles Distribution Centres.
Otherwise,
suppliers can use Coles Collect Coles system so that they just need to ask Coles to
collect the
goods from their place. This system aims a better planning and efficient inbound
service both
for Coles and the suppliers. Coles has the ability and management system of its
distribution
from suppliers to Coles Distribution Centres and Coles Distribution Centres to
Coles
supermarkets shelves. This supply chain improvement allows Coles to manage the
product flow
and ensure that DC capacity is effectively utilized.
Communication is one of the most important parts of the whole supply chain system.
Coles has
launched the Coles Supplier Charter that contains all of the information for the
suppliers when
they work with Coles. Coles will conduct all the dealings with the suppliers in
accordance with
the Coles Supplier Charter (2014). Furthermore, there is Supplier Portal (n.d.) to
support the
efficiencies and give a better communication between the two parties. This portal
also provides
information to assess suppliers’ performance and identify opportunities along the
value chain.
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11 | P a g e Supermarket Industry Analysis
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WOOLWORTHS
A. Market Opportunity Analysis
In June 2014, Woolworths was still the largest retailer by market share owning
39.6% of total
market share (Bariacto and Di Nunzio, 2014). The two most prominent drivers of
value which
help to secure such market share are competitive pricing and fresh produce. Lately,
a new value
driver has emerged: widening access to produce through nation-wide network of
physical
stores as well as online shopping and delivery. Below is SWOT Analysis that
highlights
Woolworth’s strengths and weakness in the face of opportunities and threats in the
market.
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Sustainable
Integrated supply chain Yes Yes Yes Yes
competitive
advantage
Temporary
Over 3,000 stores AUS &
Yes Yes Yes No
competitive
NZ
advantage
Temporary
In-store sushi kitchens Yes Yes No No
competitive
advantage
Sustainable
Various store formats Yes Yes Yes Yes
competitive
advantage
Temporary
Brand ambassador: Jamie
Yes Yes Yes No
competitive
Oliver
advantage
Intangible Valuable Rare Costly Non-
Competitive
Resources to
substitutable Consequences
imitate
Sustainable
Established brand Yes Yes Yes Yes
competitive
advantage
Competitive
Promotions and Marketing Yes No Yes No
parity
Sustainable
Online channel operations Yes Yes Yes Yes
competitive
advantage
Everyday Rewards
Competitive
Yes No Yes No
membership
parity
Sustainable
Mercury II system for
Yes Yes Yes Yes
competitive
efficient logistics
advantage
Temporary
Partnership with eBay Yes Yes No No
competitive
advantage
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parity
Price control – competitive Yes Yes Yes No
Temporary
pricing strategy
competitive
advantage
Responsible sourcing
Sustainable
initiatives Yes Yes Yes Yes
competitive
advantage
Large portfolio of brands Yes Yes Yes Yes
Sustainable
providing buffer against
competitive
food retail crisis
advantage
Woolworths’ customers want the freshest quality for good value. Integrated supply
chain with
in-built features to keep food as fresh as possible provides sustainable
competitive advantage
through cost-savings and quality control. The introduction of the new convenience
store format
in urban areas where high rise block apartments have thrived in recent years
(Cummins and
Sprague, 2014), is predicted to capture the rising market of urban dwellers. Having
a portfolio
of store formats such as convenience/petrol, full-line, new market, metropolitan,
etc. brings
sustainable value to the customers by reaching them at convenient locations.
Woolworths also owns important intangible resources which contribute to the
maintenance of
its sustainable competitive advantage. These include its well-established brand,
market leading
online shopping channel with recipes and convenient shopping lists, and new
technologically
advanced supply chain and logistics system Mercury II (Mitchell, 2014) aiming to
create
efficiencies in the logistics of food as well as liquor and general merchandise.
Woolworths’ value-creating capabilities include Responsible Sourcing initiatives as
a response
to the growing concern over the treatment of farm animals and profitability of
Australian
farmers. In order to meet future demand, Woolworths helps suppliers gain
certifications in the
form of grants and research (Woolworths Limited, n.d.). Moreover, Woolworths
benefits from
being part of a conglomerate of various brands which shield the food retail brand
from loss of
market share and profitability.
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ALDI Supermarkets
A. Market Opportunity Analysis
Supermarket industry in Australia is dominated by two big giants – Woolworths and
Coles.
However, since its opening, ALDI is slowly catching up. Although ALDI keeps a close
eye on their
competitors, it always sets its own course. It picks and understands its target
customers, and
never tries to copy the strategy of its competitors. This is why ALDI is special:
Strengths Weaknesses
• Targeted product offerings •Manual system used
•Simple operations •Narrow product range
•Private label sourcing •Limited number of staff
•Price edge over competitors •Poor quality control
management
•Low profit margin •Minimal perishable goods
•Deep pockets of parent company
•Good relationship with suppliers
•Limited partnership
Opportunities Threats
•Electronic commerce •Staff turnover
•Increase market penetration •Product recalls
•Product quality improvement •Aggresive marketing of
its
•Succession planning for staff competitors
•Loyalty club card
•Customer service
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The most important for customers is ALDI’s price control, which is its key success
factor. It is
able to sell low-cost products through its effective lean management system; low-
cost but highly
productive staff; healthy financial status; economies of scale from procurement;
and efficient
transportation and distribution systems.
ALDI uses lean production aims to produce more using less resource. Whenever local
supplier is
available, ALDI taps them to reduce the need for long and costly delivery journeys.
Products are
received exactly when they are needed to eliminate large inventories. They use the
bar codes
attached to each item to forecast sales (Business Case Studies, n.d.b).
To minimise its staff requirements, ALDI limits its trading hours (Coriolis
Research, 2000). It
opens from 8am until 8pm from Monday to Saturday, and from 10am until 4pm on a
Sunday. It
also provides training to its employees for them to perform a variety of duties
throughout the
store (Business Case Studies, n.d.b).
As an international retail store, ALDI receives financial assistance from its
parent company. Its
German parent company ALDI Sud invested around $2 billion to support its expansion
plan in
Australia (Speedy, 2013).
ALDI buys in bulk to allow it to negotiate better with its suppliers. Furthermore,
once a price
has been negotiated with the supplier, no additional trade spending is made –no
slotting fees,
introductory allowances, promotional discounts, volume allowances, even funding,
voluntary
donations, etc (Coriolis Research, 2000).
Given these, Moody’s Investors Service predicts that ALDI will pose a long-term
challenge to
Woolworths and Coles. It expects ALDI’s store growth to continue at 5-6% a year
over the next
five years, thus surpassing the big two (Pash, 2015). As of November 2014, ALDI has
already
opened more than 300 stores in Australia and is expected to open more than 400
stores across
the eastern seaboard by 2016 (News.com.au, 2014). Each store is estimated to bring
a profit of
$10-20 million annually, with non-food items accounting for about 30% of its sales
(Heffernan,
2014).
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ALDI wanted to enhance the efficiency of its supply chain for the suppliers in
packing and
transportation areas. Together with CHEP, a leader in supply chain management and
also pallet,
container, and crate pooling provider, they have launched a new system of reusable
plastic crate
for their fresh produce supply chain called Gen 3. Hafiz (2013), states that by
working with
CHEP on the Gen 3, ALDI achieves a one-touch solution and increase the efficiency
in many
points of its supply chain. She also says that the efficient supply chain means
their customers
are not paying for unnecessary overheads. To do so, ALDI has to simplify as many
operations as
possible to cut down the costs and maintain the low price goods.
According to aldisuppliers.com.au (2013), ALDI’s delivery system is divided into
domestic and
international supply. For domestic supplier can deliver their palletized goods to
ALDI’s
distribution centre or use ALDI logistic to pick up the goods from suppliers’
warehouses;
whereas, for international supply, it is suppliers’ responsibility to deliver and
arrange the
shipment to Australia with the assistance of ALDI internal logistic or its logistic
supplier
partners.
To communicate with its suppliers, ALDI has an online supplier network that
contains all
information needed to work together. In addition, supplier’s bargaining power is
low. If the
suppliers do not agree with the price given by ALDI, then ALDI will find other
suppliers
(Brandes, 2005).
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SUMMARY ANALYSIS
As we have seen, the value drivers for the supermarket industry are mainly focused
on cost,
accessibility and relationships. We can conclude that all three supermarkets
analysed, create
value in very distinct ways to bring their individual competitive advantages
forward.
ALDI has had a huge impact on the Australian consumer perception towards private
label
groceries. ALDI stores offer includes limited choice but well-presented stock at a
very low price.
It largely appeals to the low income/discount-seeking customer, stores are mainly
situated in
lower-income areas, accessible and close to their target market.
Coles, caters to the price conscious shopper by focusing on delivering value for
money. Coles is
now offering staple groceries, such as milk and bread, at a low price. The company
has largely
improved its service since it was acquired by Wesfarmers, increasing supply chain
efficiencies
and revamping the quality and quantity of their private label products. (Armstrong
and Adam,
2015) Around 90% of Coles brands are Australian made. Coles has an ‘Australia
First’ sourcing
policy that supports the local food industry, which is extremely important to
Australian
consumers.
On the other side of the spectrum we find Woolworths. Woolworths creates value
through its
investment in integrated supply chain of various brands which yields cost savings.
Its large
portfolio of brands allows it to invest in online shopping channels and new store
formats in
order to make its products accessible to various customers in various locations.
Woolworths
also attempts to transform its value from ‘cost’ to ‘symbolic’ and gain competitive
edge over its
rivals. It delivers value in the form of Responsible Sourcing, which differentiates
it brand to
appear more ethical and socially responsible rendering the retailer less prone to
price wars.
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