Don’t Be Undersold!  

Oleh:

Steenkamp, Jan-Benedict E.M. ; Kumar, Nirmalya

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 87 no. 12 (Dec. 2009), page 90.
Topik: Brand; Hard-discount Stores; Distribution Channels

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When the CEO of Procter & Gamble visited the company’s European headquarters a few years ago, Paul Polman, then P&G’s president for Europe (and now the CEO of Unilever), took him to visit P&G’s most dangerous competitor: not Danone, Nestlé, or Unilever but an Aldi store. Yes, Aldi, a chain of low-budget retail stores with sales in 2008 of $73.5 billion, is the four-letter word that strikes fear in the hearts of brand managers across Europe. The devastation and poverty that characterized Germany after World War II provided the ideal environment for Aldi, which invented what is commonly referred to as the hard-discount store. The format has been widely imitated—most successfully by Lidl, also based in Germany and the flagship of the Schwarz Group. Other fast-growing European chains include Plus, Penny, Norma, Netto, Ed, and Dia, some of which are owned by huge traditional retailers such as Carrefour, Rewe, and Edeka. These giants have been forced to launch or acquire their own hard-discount formats over the past decade in order to stop hemorrhaging market share to Aldi and Lidl. (See the exhibit “Getting Bigger All the Time.”)

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