IntroductionAldi is one of the largest retail chains in the world. It is a discount supermarket which is based in German. Since its inception by two brothers in 1946 it has grown to boast of 8,078 individual stores internationally. Operating in different environments both national and international makes Aldi to have different stakeholders that influences the objectives of the company according to their interest and power. This is reflected in the kind of influence that the stakeholders have on the affairs of the organization (Powell, 2001). This report analyses the microenvironment of Aldi discount stores.
Understanding microenvironment helps Aldi to come up with a competitive strategy that will make it remain ahead of its competitors. The recommendations discuss some of the important points that Aldi should consider when developing its growth strategy. MAIN FINDINGSKey stakeholders in Adli’s microenvironmentMendelow’s stakeholder analysisMendelow framework is used in strategic analysis and usually is understanding or categorizing stakeholders according to how they influence the organization. The goal is to find out the degree of influence of the stakeholder on the organization by studying individual power and the interests that the stakeholder has in the affairs of the organization (Clulow, Gerstman, & Barry, 2003).
Those stakeholders who possess the highest combination of interest and power are the ones who actually influence objectives. Power is the ability of the stakeholder to influence objectives whereas interest is the willingness of the stakeholder (how much they care). Influence = Power × InterestLow Interest High High Power Low Minimal effortKeep informedKeep satisfiedKey players The Mendelow FrameworkStakeholders at Aldi discount supermarket chain will also fall into different categories according to Mendelow stakeholder analysis.
Investors at Aldi have a huge influence on the objectives of the company since they determine what projects of expansions that the supermarket will engage in. the suppliers are also important since they have to bring the products which are much needed by the customers. The promptness of supplying the goods is very important for the supermarket chain to meet its daily and strategic goals (Fletcher et al. , 2003). Shareholders have to be kept informed of the performance of the company and any change in strategy that may occur.
Employees and managers determine the accomplishment the set goals and objectives. Porter’s Five Forces modelBargaining power of suppliersThe retail has low bargaining power for suppliers since they are many. They determine the types of goods that will be found in the stores. The cost of switching to another supplier is not high and retail stores can look for other suppliers at any given time (Chekitan & Schultz, 2005). Save for some specific brands of products, many are easily supplied by available suppliers. Aldi can get differentiated products from suppliers to boost its range of products.
Aldi can obtain the needed products without challenges from suppliers. Bargaining power of customersThe retail market is characterized by cut-throat competition that witness customers switching allegiance from store to another. The customers are well aware of the products in the market and the variety being offered by different stores. It does not cost them anything to switch brands. Aldi has to provide top quality service and discounted prices in order to win over customers. The deeply discounted prices for food items encourage the growth of the discount chain store (Hochbaum et al, 2011).