Aldi and Lidl: From Germany to the Rest of the World

Schmid, Stefan; Dauth, Tobias; Kotulla, Thomas; Orban, Fabienne

doi:10.1007/978-3-319-74089-8_4

Cited by 3 publications

(7 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…(1) Food discount companies' defining business model is based on the uncompromising reduction of costs [36,[53][54][55][56], primarily by a radical increase in efficiency and the elimination of unnecessary comfort. This approach also includes reducing costs for construction and land as much as possible [32]. Therefore, the assumed effect (location outside traditional centres) should occur more clearly than similar entities, such as ordinary grocery shops.…”

Section: Methodological Backgroundmentioning

confidence: 99%

“…By definition, food discount stores take a market position via low prices [32,36,54,56]. Jürgens [57] states that low prices characterise discount stores, along with segments of different sizes dominated by their own labels, standardised store structure and interior design, a limited number of product lines, "simple" product presentation and minimalist service, dense promotion, high visibility, and high recognition.…”

Section: The Case: the Absence Of Specific Retail Regulations In Swit...mentioning

confidence: 99%

“…Additional trip length and car dependency are directly related to urban sprawl [12,31]. Further, car-based traffic, the subsequent change of urban structures and catchment areas, and the advent of online shopping have dramatically changed the status quo-this was true even before COVID, but has accelerated since [21,[31][32][33].…”

Section: Introductionmentioning

confidence: 99%

“…To test this hypothesis, we make use of an exceptional situation: the absence of specific planning regulations for food discount stores in Switzerland built between 2005 and 2016. While the German food discount chains Aldi and Lidl entered the Swiss market in 2005 and 2009, respectively [32], the planning system barely regulated them until major legal reforms in 2016. In using this, we are able to set the absence of public planning (or to be precise, a very low degree of concrete public-law planning regulations) as a cause and ask about its effect on spatial patterns emerging from private actors' location decisions.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Understanding Private Preferences in Urban Development—Analysing Spatial Patterns of Food Discount Stores Locations in Switzerland

Hengstermann

Jehling

2023

Sustainability

View full text Add to dashboard Cite

This paper examines the spatial pattern of food discount stores in Switzerland, where private actors made location decisions without interference from planning regulations until 2016. Using aerial images and a classification scheme with functional and morphological attributes, the study shows that the majority of discount stores were built in peripheral commercial areas or greenfield sites as solitary buildings, indicating a preference for minimal land acquisition costs and car orientation. Some integrated central locations were also chosen. The average density measured by floor area ratio was low. The results suggest that without planning intervention, private actors’ decisions would lead to sprawled settlement patterns with high ecological and societal costs. Further research is needed to explore the potential role of planning in mitigating this effect.

show abstract

Section: Methodological Backgroundmentioning

confidence: 99%

Section: The Case: the Absence Of Specific Retail Regulations In Swit...mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Understanding Private Preferences in Urban Development—Analysing Spatial Patterns of Food Discount Stores Locations in Switzerland

Hengstermann

Jehling

2023

Sustainability

View full text Add to dashboard Cite

show abstract

“…The predominant pattern, however, is that they internationalize slowly and carefully, making sure of the turf before investing resources into entering foreign markets. Indicative of this process is ALDI, internationalizing incrementally and only once their own funds allowed them to expand into each new market (Schmid et al, 2018). That such incremental and gradual internationalization is typical among Mittelstand firms is documented by Simon (2009), who focuses on the case of Kärcher (a world market leader in high-pressure cleaning equipment).…”

Section: Principle #3: Focusing On Implementabilitymentioning

confidence: 99%

Strategic discipline: inconspicuous lessons from Germanic Mittelstand firms

Lehrer

Schmid

2019

JBS

Self Cite

View full text Add to dashboard Cite

Purpose The purpose of this paper is to develop the hitherto unexplored concept of strategic discipline. Design/methodology/approach Three fairly iconic firms of the Germanic Mittelstand (ALDI, Stihl and Hipp) are examined. The meaning and relevance of strategic discipline is derived. Findings Intuitively, strategic discipline may seem like the antipode to the much-discussed concept of pivoting. In fact, strategic discipline is shown to be the natural corollary of strategic pivoting as a successive phase in a company’s development. Research limitations/implications In fast-moving or fast-changing environments, strategic discipline may be inappropriate. Furthermore, the exercise of strategic discipline can restrain growth. Once firms have attained a certain size and saturation of the market, the desire for further growth may entail a willingness to loosen the hold of strategic discipline. Practical implications Strategic discipline can enable firms to avoid falling into common strategic pitfalls. From this paper, the authors distill three basic dimensions of strategic discipline: cultivating simplicity, resisting short-term temptations and focusing on implementability. Originality/value The success of firms depends as much on the strategic choices they make as upon the strategic choices they decide not to make. Most prior research has focused on the visible strategy choices companies have made a lot more than on the practically invisible history of strategic choices that firms have not made. This contribution does the opposite, filling an evident gap.

show abstract

The competition between discount stores and Coop in Northern Hungary: A case study

T.¹,

Kovács²

2022

Geographica Pannonica

View full text Add to dashboard Cite

In the past decades, the expansion policy of hard discounters is receiving increasing scientific attention. One of the main reasons of their success is location choices, which needs geographical thinking and knowledge of socio-economic environment. Although it has key importance to gain high purchase power territories in this competition, each company have to implement their own geo-strategy. While discount stores are operating in the town, national franchise small stores have an extensive network in the rural area. This paper is a case study which deals with competition of hard discounters and Coop in Northern Hungary.

show abstract

Aldi and Lidl: From Germany to the Rest of the World

Cited by 3 publications

References 4 publications

Understanding Private Preferences in Urban Development—Analysing Spatial Patterns of Food Discount Stores Locations in Switzerland

Understanding Private Preferences in Urban Development—Analysing Spatial Patterns of Food Discount Stores Locations in Switzerland

Strategic discipline: inconspicuous lessons from Germanic Mittelstand firms

The competition between discount stores and Coop in Northern Hungary: A case study

Contact Info

Product

Resources

About