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美国论文代写:Aldi的竞争策略分析

本研究以澳大利亚Aldi为例进行研究。最初,阿尔迪是一家零售商店,1948年在德国由两个高技能和坚定的兄弟西奥和卡尔阿尔布雷希特成立。如今,阿尔迪已成为全球最知名的食品零售商之一,在全球拥有7000多家门店。作为一家著名的零售商,Aldi于2001年开始在澳大利亚开展业务。从那时起,它迅速成长为一个高度认可的零售连锁店。Aldi一直遵循严格的政策,以极低的价格向世界各地的人们提供高质量的产品(Brandes & Brandes, 2015)。导致Aldi持续增长和盈利的一个关键因素是,公司坚持其核心业务原则,这导致了公司的增长和业务发展。这一战略使阿尔迪获得了持续的增长和成功。除此之外,像单位定价和专注于在不同的商店有相同的低价格这样的创意确实为Aldi提供了一个显著的竞争优势。为了保持高水平的服务质量和客户满意度,阿尔迪的管理层对其超市产品进行持续的调查。然而,阿尔迪一直面临某些挑战,阻碍了其在澳大利亚的业务增长。为了在这样一个竞争激烈的商业环境中生存和发展,Aldi必须调整和修正其商业策略,因为这将使企业面对持续的商业问题,满足客户的需求(Berman, 2015)。

这份报告的核心重点是提出最好的可能的方式,使阿尔迪能够发展和保持他们在澳大利亚的市场份额。通过评估、收集和分析的信息,更容易发现来自公司外部环境的不同威胁和机遇。除此之外,对Aldi进行SWOT分析也是有帮助的。从研究得出的结果来看,基于已经发现的帮助Aldi实现其业务目标的策略将是有帮助的。本文首先分析外部因素,然后分析公司的文化、战略和战略能力。最后,在分析研究结果的基础上,提出了Aldi最适合的竞争策略。

The following research is comprised of the case study of Aldi in Australia. Initially, Aldi was a retail store that was established in Germany in 1948 by two highly skilled and determined brothers named Theo & Karl Albrecht. Today, Aldi has turned into one of the world’s most prominent global food retailers that own more than 7000 stores across the world. As a prominent retailer, Aldi had started its business in Australia in 2001. Since then, it has grown rapidly into a highly recognized retail chain. Aldi has followed a stringent policy to provide high quality products at extremely low prices to people across the world (Brandes & Brandes, 2015). A key factor that has led towards consistent growth and profitability of Aldi is that the company adheres to its core business principle that has led to the company’s growth and business development. This strategy has allowed Aldi to gain consistent growth and success. Apart from that, creative ideas like unit pricing and focus on having same low price in different stores does provide a significant level of competitive advantage for Aldi. For maintaining a high level of service quality and customer satisfaction the management of Aldi conducting consistent investigation of its supermarkets products. However, Aldi has been facing certain challenges that have hindered its business growth in Australia. To survive and develop under such a competitive business environment, Aldi must adjust and amend its business strategy as it will allow the firm to face the persistent business problems and fulfill customers’ demand (Berman, 2015).
The core emphasis of this report is to present the best possible way that would allow Aldi to develop and maintain their market share across Australia. Through the information that has been evaluated, gathered and analyzed, it would be easier to find out the different threats and opportunities that arise from the firm’s external environments. Apart from that, it would also be helpful to carry out a SWOT analysis of Aldi. From the results derived through the research, it would be helpful to build on the strategies that are based on what had been found for helping Aldi to achieve its business goals. Within this paper, the external factors would be first analysed, it would then be followed by the analysis of the company’s culture, strategy and strategic capability. At the end of study, the most suitable competitive strategy for Aldi would be presented that is based on the analysis of the results derived.

美国论文代写:Aldi的竞争策略分析

Aldi的关键优势在于它的人力资源,因为公司强调招聘高才能和有能力的人(Mathur & Kenyon, 2012)。此外,Aldi的商业战略主要基于垂直整合、创新、团队合作和灵活性。因此,在Aldi业务战略的所有级别上应用垂直集成肯定是有益的。

罕见:

从商业的角度来看,拥有一种稀有的产品或服务可以帮助公司获得相对于商业竞争对手的显著竞争优势(Mason和Stark, 2004)。阿尔迪没有像它的商业竞争对手那样采用劳动密集型战略,而是更加注重创新和创造力。因此,Aldi成为澳大利亚第一家为其认证的可持续海鲜引入私人标签的超市。

模仿:

由于Aldi在澳大利亚的成功,他们的竞争对手当然有可能模仿其商业模式。然而,这对它的竞争对手来说将是一项繁重的任务,因为Aldi会定期生产新的服务和产品。

组织:

从组织的角度来看,Aldi已经能够创建一个高效的战略规划过程,以及一个优秀的评估和控制系统。它们包括商店订购系统中的PDA,库存的低周转率系统和独特的店内布局(nenyczz – thiel, 2011)。这样的组织体系是Aldi的核心优势。

The key strength of Aldi is its human resources as the company emphasizes on recruiting highly talented and competent people (Mathur & Kenyon, 2012). Moreover, Aldi’s business strategy is based mainly on vertical integration, innovation, teamwork and flexibility. Therefore, application of vertical integration at all levels of Aldi’s business strategy would certainly be beneficial.
Rarity:
From a business perspective, having a rare product or service helps a firm to gain significant competitive advantage over its business competitors (Mason and Stark, 2004). Instead of having a labor intensive strategy like its business competitors, Aldi focuses more on innovation and creativity. As a result, Aldi has become Australia’s first supermarket that has introduced a private label for its certified sustainable seafood.
Imitation:
Due to Aldi’s success in Australia, there is a possibility that their competitors can certainly imitate its business model. However, it will be a cumbersome task for its competitors because Aldi produces new services and products on a regular basis.
Organisational:
From an organisational perspective, Aldi has been able to create a highly effective and efficient process of strategic planning along with an excellent system of evaluation and control. They include PDA in the store ordering system, low turnover system of inventory and unique layout of in-store (Nenycz-Thiel, 2011). Such an organisational system is the core strength of Aldi.