Aldi UK’s Post

10 years. Such an awesome acheivement, from a kid from West of Sydney. I started at Aldi Prestons as a casual, my first day consisted of sweeping the floors until they gave me a start at voice picking thank you Elizabeth Lopesi Jase, & Toni for giving me that start & the motivation to do better. I knew it when I got there I wanted to be a section leader, I gave it my all to try & become a leader. A year & a half in, that dream became a reality from getting promoted to a casual section leader, then 1 year after that I became a head section leader for multiple departments, thank you too my director at the time Amenda P. who gave me the opportunity & believed in me. Just wanted to do the best I could to build my career, many ups & downs, a world lockdown, large product growth & a whole lot of people I have had the pleasure to meet. I have had the pleasure to meet some members of the board, CEO’s & senior management from all over the world to show them around the departments we work in & I use to think what a privilege. I’ve built great relationships from these kind of opportunities & in return Aldi have helped me become who I have wanted to be within this company. Throughout that time in the warehouse I was able to employ much over 150 people to permanent which was one of my favourite conversations when offering. I then had a short year & abit as a leader with the minchinbury DC which where I had great leaders & colleagues who made my time enjoyable & learnt a lot! My time eventually came to an end & I decided to join national supply chain & go from high vis to suits & it has been such an awesome experience, I had to move away from the leadership role & start from scratch again to get in there as there was no leadership positions & it was a grounding experience because I felt like it was all starting over again. I had tried to be an open book with the knowledge I had learnt from all those years in the DC & could hopefully bring that to the NSC department. A year into my technician role I was back in the team leader position looking after transport of inbound freight that leads into our DCs, something that I love doing & am very passionate about. A quick shoutout to my colleagues within the regions & the national office you all have helped me develop to where I am today, so thank you. Where next? I don’t know but somewhere within Aldi I will be here. Just chasing the dream to be whoever I want to be, it will be up to myself as a person to have the drive to get there. So whoever I have crossed path with, hired, had a laugh with, worked alongside thank you for this, the people are what make it well worth coming in because if the people are happy the output will be there. J #slowissmooth&smoothisfast

Love the sincerity, casual and natural way in which ALDI USA approached this. Retail has so much talent with so many different skill sets. The industry has a huge potential to leverage even more their stores talent... many times they don't have access to corporate positions when, ironically, they are the closest to the business and their customers! Swapping positions is definitely worth trying. We are all reading about "re-skilling" talent, and quite frankly, test and learn in this area can be a huge competitive advantage for retail. Have you ever swapped talent from your teams? What was the impact? #HumanExperience #CustomerExperience #EmployeeExperience #EX, #CX #HX

Nothing more critical to drive talent retention that starting, from day 1, to teach the ropes of your culture and values. When companies put more focus in onboarding their new employees as part of the #EmployeeExperience, they maximize their engagement and can identify quicker in the journey if the new talent is well fitted to succeed. Aldi's culture of "curiosity," encouraging new employees to "ask questions" have important ramifications not only from an employee engagement, but directly impacting the #CustomerExperience : 1. Curiosity drives innovation. When your talent is curious, they are eager to learn and improve processes. 2. Curiosity drives empathy. When your talent is curious, they socialize with other members, they embrace differences and they build relationships that help them not only develop themselves, but to develop others. 3. Curiosity drives humbleness. When your talent is curious, they know they don't know all, and when they are asked by others, they are humble to show what they know. #HumanExperience = #CustomerExperience + #EmployeeExperience #HX #CX #EX Ramon Portilla

Aldi: Culture and Operations of a Hard Discounter Article URL: https://rfr.bz/l9j27r5 Comments URL: https://rfr.bz/l9j27rg Points: 2 # Comments: 0

🌟 Living the Best Version of Yourself: Inspiring Excellence in Retail Management 🌟 Embracing the journey from Italy to the UK in 2017 was more than a leap of faith—it was a commitment to personal and professional growth. Today, as an Assistant Store Manager at ALDI UK, I’ve learned that living the best version of yourself not only fuels your own success but also inspires others to strive for greatness. In retail management, every day presents new opportunities to lead by example. Whether it’s optimizing store operations, nurturing a supportive team culture, or delivering exceptional customer service, I believe in setting high standards and encouraging my colleagues to exceed them. 📈 Just as I’ve grown from a Store Assistant to my current role, I’m passionate about empowering my team to realize their full potential. Together, we cultivate an environment where dedication, innovation, and teamwork thrive—ultimately driving our collective success. Let’s continue to inspire each other to live our best versions and achieve remarkable outcomes in retail and beyond. #PersonalGrowth #RetailManagement #ALDIUK #TeamLeadership #Inspiration

Ever wondered what it looks like when ALDI SÜD kicks off a Move Challenge?🚶♀️ In addition to my little happy dance (of course in my ALDImania shirt), I’d like to share some insights into the challenge. The Move Challenge started on September 1st and will run 3 months. The goal? To collect as many steps as possible as a team. To participate, you need to form a team of at least four colleagues. Our team is called "Holy Walkamolies" and I’m happy to have Radha Mehta, Jonas Dreifeld and Marc Joest in my team. A total of 84 teams from ALDI SÜD are participating, and everything is tracked through the Changers Fit app. You can see which team is in the lead and even where you personally rank. 🏅 So, what’s in it for me personally, and how does it benefit our work? We all know the feeling—sitting in meetings all day, and by the evening, it's tough to find the motivation to move. This challenge motivates you to take some meetings while walking on a walking pad, strolling around your apartment, or going for an extra walk after work. And does ALDI benefit from this as well? I’d say yes. It strengthens team spirit and helps us do something good for our bodies. Today, I went for an evening walk with two colleagues at Kemnader See. Will I manage to increase my average step count? I’ll share my final thoughts at the end of the challenge. Special shoutout to my teammate, Jonas Dreifeld, who’s already walked over 40km in just three days! 👏 To my colleagues, what's your team name? That way, I'll know who we need to beat in the rankings! #aldicrew #movechallenge #aldisued

Congrats ALDI USA for thinking out of the box on this transaction. But now I’m really intrigued in what you do next. Converting a significant amount of 50k sf Winn Dixie stores into 17k sf Aldi’s does not sound like a practical option and will be costly to retrofit and sublease portions of each space. The plan to only covert 50 of 400 locations by 2025 seems to underline this challenge. I’m also not sure if the limited assortment Aldi could command a market share of 15%-20% in any market, more than double its current share in many large Florida communities. Will more locations be converted over the next few years and then the rest eventually sold? Or do you actually contemplate operating some traditional grocery stores going forward to expand market penetration? Many options…can’t wait to see which direction this goes.

What would you say to Morrisons if you are invited to their round table...? The chain which had been continuously loosing share and has lost the big 04 status to ALDI. It is very evident that corrective measures needs to be taken immediately. Making shoppers and outlet level managers part of the decision making would lead them to make this decision making faster and more effective as it is grounded more in reality. Kodus to the big boss of Morrisons. As a person who is recently exposed to the UK super markets, below are my observations. - Store Ambience and Shopping Experience : The shopping experience lack consistency from store to store. The layout, in store comms and store infrastructure maintenance seems to be not consistent. - Range : While the range availability is good there are improvements in some categories ( fresh category) - Promotions : While their are strong promotions presence, the consistency/ standardization of the communication could make it more clearer to the shoppers. - Loyalty card - I strongly believe the loyalty card mechanism needs to be more simpler. It would be ideal if the reward can be immediate and more visible. Do you disagree anything out of above? #morrisons #customerexperience

Morrisons' decision to involve customers in management meetings and host monthly store roundtables echoes a successful strategy I enjoyed being involved with during my early days at Tesco in the UK and Ireland. Although Tesco called them ‘Customer Question Times’, they could sometimes be attended by up to 40-50 customers per session. These customer-focused initiatives, often attended by the then-CEO Terry Leahy, proved invaluable in keeping the business attuned to customer needs and opinions. Terry often attributed this to the business's continued success during that period. Key business decisions were only allowed if they had been through the customer insight funnel. Most Tesco HO employees were encouraged to attend the ‘Customer Question Times’ regardless of their seniority or position in the company, as they were seen as fundamental in understanding the customer and knowing exactly what they wanted. Morrisons' commitment to engaging customers aligns with a back-to-basics approach and reflects a recognition of the importance of customer perspectives in driving the supermarket's transformation. From my own experiences, I have seen that big supermarkets often need to be more connected with their customers. Multiple teams working within their silos often become detached from the customers they are aiming to satisfy. The risk is that they make key decisions based on assumptions or outdated insights/ ideas, often without directly speaking to the customers they are trying to please. Rami Baitiéh, hired as the supermarket’s boss in November, believes that “listening to customers and colleagues will show us the way” as he looks to “reinvigorate, refresh and strengthen” Morrisons, The Guardian reported. This is great to hear, and this is a smart move. An intelligent approach that will help guide Morrisons back in the right direction. Read more at: https://lnkd.in/emj-ggve Follow Retail Savvy on LinkedIn: https://lnkd.in/etXuWN48 #CustomerInsights #RetailStrategy #Morrisons #Tesco #RetailSavvy #SavvyInsights #TheGuardian

What are some common challenges of being a department manager in the retail industry? ✏️ As a department manager you act as an intermediary between the team and the store manager, so you commonly do not have as much time to fulfill your own tasks as you would like. You have to manage the needs of the team, tasks delegated by your manager, and still find time to monitor sell-through and partner with the merchants for assortment needs to ensure the teams success.