ALDI USA’s Post

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

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.

Do your products have that "something" that will not only delight consumers but also impress experts from the biggest retail and industry chains? This is your chance to find out! Participate in the Gold Medal Competition, where the Jury, consisting of representatives from giants like Netto Polska, Salling Group, Grupa Chorten, Frisco, NTFY - Nice To Fit You, Carrefour, Kuchnie Świata S.A. and the OSSKiC will personally evaluate your products! Why should you participate? 🔸 Direct contact with decision-makers: A jury member will not only see your product but will also feel and taste it. This is a unique opportunity to present yourself to individuals who decide daily what makes it to store shelves. 🔸 Stand out in the market: The Golden Medal is a mark of quality that can attract new customers and strengthen your brand's position. ⏳ Time is running out! Don't miss this opportunity – submit your product by March 29! Every moment counts, and there's not much time left! 👉 Learn more and submit your product today: https://lnkd.in/d9YkBUJ3 #WorldFoodPoland #GoldMedal #competition #retailchain #foodindustry #FMCG

Rami Baitiéh, the retail superstar new boss of Morrisons - ex-Carrefour, has sent a stiff message to staff, comparing businesses to "burning candles" that need change to avoid burning out. Rami, known for his turnaround ability, joined Morrisons from Carrefour and immediately highlighted the company's financial state, which includes a substantial debt from a £7 billion acquisition by CD&R in 2021. Morrisons is struggling with £6.6 billion in debt and £400 million in annual interest payments, not entirely covered by last year's profits. Rami has set-up daily store visits and direct communication with the top 150 executives to address problems. Rami emphasises the importance of customer service and has given more autonomy to buyers and store managers to cater to diverse consumer preferences. Rami is the very definition of a hands-on leader, for example, on the help page on the Morrison’s website https://lnkd.in/evDjFgHe: “Complaint not resolved? … or, if your query relates to a different topic and we haven't been able to resolve it through the options provided above, please let our CEO, Rami, know by emailing” [him on xx@xx]. Despite recent sales growth, Morrisons lags behind industry averages and faces intense competition, particularly from Aldi. CD&R is working on improving profitability and considering selling Morrisons' petrol forecourts to Motor Fuel Group to inject capital into the company. However, doubts remain able reviving Morrisons without resorting to unaffordable price cuts. Having said that and having seen the job done at Carrefour, I’d back this charismatic leader. Read more on the story by Sam Chambers in The Times #Morrisons #RamiBaitieh #SupermarketChallenge #BusinessTurnaround #RetailLeadership #DebtManagement #CustomerService #Retail #Supermarkets

In 1980s, Coca-Cola faced a challenge in France. The French market wasn't responding to Coke like other countries. So, Roberto Goizueta and Don Keough, top executives at Coke, decided to take full control of the bottling business in France. William Hoffman, who had doubled Coke's consumption in Atlanta by convincing retailers to stock more Coke, had never been to France and didn't speak French, was chosen to lead this mission. French retailers cared more about profit margins than increasing sales volume. They preferred conservative approach. But Hoffman was determined to change their minds. Hoffman met with executives from France’s top 11 grocery chains, pushing for lower prices and more promotions. He hired 500 new employees from 10k+applicants, including 350 “merchandisers” to ensure Coke was prominently displayed in 15,000 retail outlets each month. The merchandisers were equipped with tape measures for shelf space, disposable cameras for displays, feather dusters, and Windex for cleaning. Hoffman also launched the Coca-Cola University program, where recruits underwent merchandising exams and earned rewards for exceptional store displays, such as trips to Miami. Coca-Cola's sales in France soared by 23% in a year, the highest in Europe. This was driven by its 85% profit margins on concentrate, boosting profits as bottlers purchased more. Despite success, Goizueta emphasized that outright ownership was a last resort, favoring joint ownership . This showcases the potential of full control for remarkable success. Bold decisions and innovative strategies can overcome challenges and achieve remarkable growth. Follow Shiva for more such business tales. #Leadership #Strategy #Innovation #CocaCola #MarketGrowth #BusinessSuccess

Today, I was able to speak with a group of students within the University of South Carolina College of Hospitality, Retail and Sport Management. It is a wonderful feeling to be able to give back to a college that has supported so much of my career. Professors who truly care about the wellbeing of every student and their contribution to their field. The focus today was once again on networking and the impact of a Global Supply Chain. As once a student in the college, the importance of networking was not only highlighted but put into action by many networking events with industry leaders and alum. A practice that at its core is about relationships. Businesses don’t just increase profit margin by being robots, they are able to increase sales and margins from the building of relationships. From a supply chain/ purchasing perspective, networking is part of the negotiation process. Understanding the culture of a company that you are going to partner with and having a relationship with them that one can trust and build. As a graduate of the University and an alumni board member for HRSM it reiterates the importance of these conversations. Whether you work in a restaurant or work in a manufacturing facility, the foundation of the business improving is based on the relationships internally and externally. As always, a special thanks to cliff arthur Tina Weeks Weaver Kevin Ayres Mike Watson, Ed.D Who’s in your Network?!

It was a great time hosting the The Coca-Cola and NBC leadership team’s visit in my trade last wednesday . Sharing market and customer insights, MDP overview operations and trade execution was an interesting time . It was nice meeting you Bryan Sun , Jerusha Ramdeen and Begonia Fafian . #marketvisit #cocacola #marketinsights #tradeexecution #CCHBC.

ALDI USA is trying to change the game within the busy world of retail. Combined with low prices and quality, it poses a big threat to the behemoths of this industry, such as Kroger and Albertsons, through its expansion plans. 🛒🚀 So, what's Aldi's approach? Think inside the box. By moving to smaller locations and a concentration on its private-label brands, Aldi is wooing over and reshaping the market for frugal shoppers. Already, as regulators look to scrutinize the Kroger-Albertsons tie-up, Aldi's growth serves as a backdrop reminder of the competitive forces that drive prices downwards. While 800 new stores planned by 2028 and acquisitions are strategic, one can rest assured—Aldi is emerging as a big established player. But that's not all with Aldi: also with Lidl US and Trader Joe's expanding, the competition becomes increasingly fierce, and the consumer is presented with ever more choice. For consumers, that means lower prices and more options. Aldi and its peers are part of the new generation of vanguard consumer-focused retail. #GroceryDisruption #Competition #ConsumerChoice Photo by Ibrahim guetar on Unsplash

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

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