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John Barlow

on 17 August 2016

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Transcript of Part_2_LIDL STRATEGIC V4


(inc. future store)

(inc. future store)


Store Operations
(inc. organisational

(inc. organisational

Company Structure
Company Structure
Lidl Group Executive Management
(since March 2015, reports to management board)
Alexander Sonnenmoser (IT)
Christoph Pohl (Procurement)
Heiko Hegwein (Lidl digital)
Robin Goudsblom (Goods)
Jurgen Achenbach (International Marketing)

Category Management Department within procurement
Alexander Lauer, Commenced Lidl 1st of April 2016
Joined from Ferrero to head up new Category Management department
Pioneered ‘Shopper Marketing’ and ‘Total Store Principle’ of category management at Ferrero
Goal to operationalise strategic direction
Knowledge to be shared with international subsidiaries

Digital Marketing team, goal to explore digital opportunities for Lidl

Lidl National Head Office Organogram (UK)
Lidl Head Office Organogram- Buying
Lidl Regional Distribution Centre Organogram (UK)
Key Personnel
Kaufland CEO Frank Lehmann (left), Schwarz Group CEO Klaus Gehrig (middle), Lidl CEO Sven Seidel (right)
Sven Seidel Biography
Christine Rittner Biography
Jesper Hojer Biography
2.2.5 – Alexander Sonnenmoser Biography
Lidl CEO Relationships
Began his career in 1971 in Aldi South

Five years later, in 1976, Gehrig joined Dieter Schwarz , who was looking for a manager at that time for his twelve Lidl stores

In 2004 he became sole managing partner of holding company Schwarz Unternehmenstreuhand (name that Schwarz Group was formerly known as)

"Number one: we want Lidl to get stronger in existing markets. Number two: we will expand to new countries. Number three: we will fundamentally overhaul Kaufland," Gehrig told the Manager magazine 

Frank has been 25 years with the company, CEO of Kaufland since 2013

He has built up a good reputation with his expansion of Kaufland in the Czech Republic

He announced in the press that the hypermarket chain would concentrate on its existing markets, in particularly launching a major restructuring in Germany, where it is considering the viability of 20 to 30 of its 640 stores

On July 1 2016, Kaufland has reorganized its structure in Germany. The goal: more regionality and customer proximity
Klaus Gehrig
Lidl International Management changes
Sven Seidel Vision
Lidl wants to be No 1 employer of choice over Google, Apple and Amazon

Lidl wants to be perceived as a good employer

Sven continues to recount how he has collaborated with the newly created team (HR) to break down hierarchical sub-structures within the company since the day he took office. The company is to become faster and more direct, enabled to better react to the major challenges of the market

Fear as a management tool? That was in the past.

At Lidl, responsibility will now be delegated – as well as trust
Five Leadership Principles
Managers are to act as ‘player coaches’ instead of leading from the side-lines, employing clear and fair communication.

We place confidence in our employees and trust that they will complete all tasks to the best of their ability, and that they will develop ideas and suggestions that will benefit our business.

We are open to changes and challenges with the aim of developing and continuously improving our business.

Together with Lidl personnel manager
Christine Rittner
, Seidel formulated five leadership principles that are to elevate cooperation at Lidl to a new level.
We enable our employees to work effectively and successfully for our business and we support our employees’ development.

We honour our agreements with our employees as a trustworthy partner.

Sven Seidel General Interests
Reportedly enjoys attending wine festivals in Switzerland
Reportedly enjoys playing golf
He loves watching football
His name is associated with the Lean-retail concept
He takes pride in how he has collaborated with the newly created team to break down hierarchical sub-structures within the company since the day he took office.
Mad about Fußball
The Clean Clothes Campaign (CCC) is the textile industry’s largest alliance of unions and NGO’s. The CCC was founded in 1989 and has lobbied companies and governments extensively to offer direct solidarity support to textile workers as they fight for their rights and demand better working conditions.

The CCC is an alliance of organisations in 16 European countries and have a partner network of more than 200 organisations and unions in garment-producing countries to identify local problems and objectives. They co-operate extensively with similar labour rights campaigns in the United States, Canada, and Australia

CCC has produced company profiles for many key retailers including Lidl & Aldi

The difference in scores is a reflection of the difference in buying process

All textile products at Lidl are internationally co-bought, with all national Buyers invited to Asia x4 times per annum

In addition to greater visibility of the manufacturing base, Lidl have established a consolidated supply base for their business with the benefit of greatly enhanced economies of scale

This is supported with Lidl’s flagship Supplier Qualification Programme” (SQP) that it is running in Bangladesh in partnership with GIZ (Deutsche Gesellschaft für Internationale Zusammenarbeit or the ‘German corporation for international cooperation’).

SQP current phase involves eight factories with more than 26 000 employees

Lidl has been working to improve wages through two methods: firstly, by ensuring overtime is properly paid and that workers are correctly classified for the work they do. Secondly in Bangladesh, Lidl commissioned GIZ to organise the payment of direct bonuses to workers in one supplier firm in recognition of their quality work

This payment amounts to more than a month salary per cash disbursement in addition to the normal monthly wage paid by the factory
Buying Process
Fish Buying Policy

The current fish buying policy is under review. Conversations with buyers and suppliers raised doubts about market availability as of 1 January 2018 for all aquaculture products to be certified only by the EU organic or the ASC standard. Therefore, CR Germany is discussing the possibility of accepting GlobalGAP in addition to the ASC and EU organic standard.
Discussions have been held with appropriate buyers as well as with ALDI North. CR Germany aims to work towards a final policy wording for approval by the end of June. However, this may also require longer. 
Germany is converting products to UTZ-certified tea, however, without drafting a policy or communicating a specific goal for tea. The reason for this is the lack of public interest in this area. 
Tea Buying Policy
Current status at ALDI SOUTH Germany:
Buying Process
Buying Process
Examining the data from ComRes, it is clear that more visible supplier relationships does represent an opportunity for both Lidl and Aldi
Which is supported by the evidence that when asked which were the most important values held by a supermarket, treating suppliers fairly is the most important value to U.K consumers, even above employee wellbeing
As part of Lidl’s sponsorship of the English FA, football sessions are offered run by professional coached to help develop young peoples technique as well as fitness and social skills

Lidl has invested in professional coaches for clubs, new equipment and facilities

Lidl ‘Oaklands’ brand is now official supplier of fruit and veg to the England team, as ‘Carrick Glenn’ is now the official water
Very similar position with the sponsorship of the Scottish FA

Lidl has invested in 300 skills centres across Scotland to help nurture future talent

Specific ‘Strathvale Farm’ brand as official supplier of meat and poultry

Sponsorship of Welsh FA based around ‘play more football’ campaign

Based in schools around a ‘turn up and play’ environment

‘Birchwood Farm’ official meat & poultry supplier

In addition to the sponsorship of each Football Association Lidl organised ‘Football Zones’ at various different events and City Centres in 2016
As well as hosting FA coaches providing skills sessions through various different interactive formats, there are opportunities to win up to £100 free shops and autographed national team shirts
Lidl’s two principle charity partners are ‘CLIC Sargent’ – supporting young people suffering cancer and ‘Keep Britain Tidy’ which engages with the public on reducing waste and litter in the environment

Funds for these partners come from a proportion of the 5p levy on single use plastic bags brought into the England (the rest of the U.K had already implemented the charge) on the 5th of October 2015.

Lidl have committed to donating £500,000 to each partner over a 12 month period


A three year partnership which has now been extended

Barretstown offers free, specially designed camps and programmes for children and their families living with a serious illness – supported behind the scenes by 24 hour on site medical and nursing care.

So far over €1million has been raised

The majority of money was raised through employee led initiatives – Employees become ‘Barretstown Buddies’ and organise fundraising

The Barretstown Partnership is advertised regularly – in leaflets and brochures, online and instore

Collection boxes sit in store to allow customers to donate while shopping

LGFA (Ladies Gaelic Football) A three year sponsorship worth over €1.5 million in the first year alone

This sponsorship has had heavy media support – both through Lidl’s advertising and in newspapers and TV across the country

Lidl have advertised this sponsorship in their leaflets, on TV, online and with POS ad OOH signage, there is also a box instore for customers to nominate a local LGFA club for support

This campaign has been run on the line of Serious Support for Women’s Sports, starting with a spoof ‘Ladyball’ ad

Northern Ireland
HYAs – Heroes of Youth Awards Northern Ireland
Lidl sponsored the first set of awards last year and are sponsoring them again this year
Lidl have a named award

The Balmoral Show
Lidl sponsored The Annual Balmoral Show in Northern Ireland
They use this as a chance to showcase their commitment to Northern Irish suppliers
Lidl sponsor the show and attend it with a ‘Green Bard’ stand

Lidl Northern Ireland Community Works
Similar to Tescos ‘Blue Token’ campaign last year Lidl asked the public in Northern Ireland to nominate local charities and voluntary groups in their area
Lidl donated over £250,000 in money and products to the chosen community groups
A ‘Lidl Community Team’ visited every group to donate to them in person
There were many tie-in events such as in-store sampling and visits to charities that were nominated but not chosen
This initiative was covered over a series of weeks in the Lidl leaflet
The same nomination process is being carried out for 2016

Within Northern Ireland Lidl has adopted a mixed approach of U.K initiatives such as partnership with CLIC Sargent however there are a number of activities unique to this market

In addition new RDC’s fitted with refrigeration heat reclaim and solar panels
Ground exchange heat pumps now installed under the carparks where possible using an estimated 8,000m³ less gas as a result
New U.K head office in Tolworth London to be built to BREEAM excellent standard, which will be within the top 10% of non residential property in the U.K
Over the last 12 months, Lidl have significantly upped their media activity on CR with increased press releases and bold commitments published including:

Commitment to sustainably-sourced bananas by the end of 2016 (ahead of Aldi)-

Paying the Living Wage (ahead of Aldi)

Partnership with Keep Britain Tidy on carrier bags

MSC-certified lobster for Christmas

This may well be as a result of Daniella Tulip moving from role as PR Director to CSR Director on her return from maternity
Lidl are keen to use the exterior of their stores to convey key messages on 48 sheets

Recently this has been dominated by CR messages either in regards to products (with a large emphasis on provenance) or community messages with emphasis on the strategic partners
This is continued within the store leaflets, where CR messages often take prominent positions on front or rear covers or even double page spreads
Services – CSD
Lidl customer services is based within the Livingston RDC in Scotland.

Staff given 6-12 month fixed term contracts earning £9.00 per hour gross pay. This does include standard Lidl benefits package of 30 days paid holiday and 10% staff discount card
New hire attrition rates within the industry are demonstrably influenced by starting salaries
Housing and manufacturing have the highest average salaries with retail and distribution amongst the lowest
In order to speak to Lidl customer services there is an initial recorded message lasting 16 seconds

Followed by a secondary message after 45 seconds should no contact be made

UK Set up
Research by Aldi CSD involved telephoning Lidl CSD 200 times to establish an average call waiting time. This pilot study showed that on average callers waited just over 30 seconds before a person answered the phone

Mean cost per inbound call in the U.K is £3.55 across all industries*

Agents within retail, manufacturing and distribution now spend over 15% of time handling emails and web chat*

A clear advantage of the Lidl site is easy access to product videos and a back catalogue of all product manuals which are downloadable form the site in multiple languages

As NFS enquiries make up a significant proportion of calls to the Aldi customer service line, this could be a source of increased efficiency for Lidl as many of these enquiries are diverted

Aldi however do allow customers to post photos which can lead to customers posting unfortunate incidents like the one seen adjacent where a vacuum pack has had a seal burst
Within the realms of social media Lidl do not allow customers to post photographs to a ‘wall’ which makes the comments far less obvious to visitors and reduces the volume of ‘re-posting’

Particularly popular in the U.K are any stories generated from potentially dangerous arachnids found in fruit bought in stores, issues such as this one featuring a false widow spider found in a pack of grapes generate a large volume of ‘re-posting’
Customer journey aided in Lidl with clear signage & POS from arriving in car-park to store exit
Consistent signage on exit and entry inviting customers to contact Lidl via social media platforms as well as customer services telephone number
In store instant feedback with push button system collating broad responses across 4 options

Currently Aldi CSD collate feedback from customers on Excel spreadsheet and share monthly with Corporate Buying and Regions

Opportunity exists to process and codify data in a manner to allow quick dissemination of key information to relevant department
Services – QA

QA Structures
Recent additions to the Ger based QA team include:

U.K based quality manager (possibly in light of a number of RFS products)

Addition of print specialists to manage designated printers & ensure consistency of product packaging
Expansion of activity in Asia with focus on source testing for hard goods and textiles

Currently (14.08.16) 34 positions available in Asia under ‘merchandising’. These range from ‘sourcing assistant’ to ‘assistant merchandiser’ . These positions manage the end to end supply chain, working closely with QA & Logistics to provide support for the buyers

Currently (14.08.16) 28 positions available in Asia under ‘Quality’. From ‘technologists’ to ‘senior consultants’ the positions involve source testing products to meet specifications, along with factory visits and inspections
Lidl has seen a significant increase to source inspections and testing of both products and facilities following increased media interest in working conditions, particularly within textiles originating from Bangladesh
The listeria scandal which occurred in 2012 however was not resolved until 2013 saw Lidl fined €1.5m and suffered considerable bad press in Austria and the rest of Europe with one customer dying as a result of the contamination. Lidl now have a policy of ensuring all own label is tested with Lidl’s TSP’s – possibly as a result
An ongoing issue for Lidl U.K where internationally sourced products have incorrect labelling for the U.K market, often as a result of ingredients not listed in English

To date (14.08) in 2016 Lidl has issued 10 separate product recalls (compared to 3 Aldi U.K) across 14 SKU’s in the U.K & IRE. This ongoing issue could well be influencing the requirement for a U.K based QA team
Company Structure
The structure deliberately avoids transparency and potential takeovers
Lidl Head Office Organogram - Buying Department
Property Practices
Within the last two years there has been a significant shift in Lidl’s property strategy, summarised as follows;

Significant change to the standard Lidl design store.
Site size up to 2.5 acres
Store size to 28,000 sq ft (2,600 square metres)
Car parking to 100 plus spaces
Significant internal retailing changes (including in house bakery)   

Review of existing estate in order to modernise the retail offer at each location.
Knock down and rebuild to latest standard (or)
Extensive refurbishment  

Significant increase in the value that Lidl are prepared to pay for freehold sites (often significantly above Aldi)

Significant increase in the value that Lidl are prepared to pay for leasehold sites in London (not seen outside M25).

Variants in Process to Aldi
Lidl employ internal Acquisitions Managers who undertake the role of site finding and acquisition
Traditionally, Lidl have preferred not to engage external Property Agents so as not to incur the agency fee associated with acquisition
As a consequence, Lidl are perceived more negatively within the property industry
More recently during their latest acquisition drive, Lidl have been more receptive to working with Property Agents
Lidl are currently more aggressive with freehold acquisition prices, routinely offering in excess of £3m for sites regardless of town strength
Lidl appear to be less inclined to accept a leasehold contract than Aldi
Property Department Structure
A UK Property Director (UK Main Board) oversees all property matters and reports directly to the UK MD
Regional Property Directors (estimated at 3 no.) report to the UK Property Director and provide line management to the Regional Head of Property. They also hold other responsibilities (e.g. RDC site acquisition and construction)
Regional Property Managers oversee the regional acquisition and construction program
Acquisition Managers (up to 3 no. per Region) report to the Regional Property Manager and are responsible for site finding, acquisition and planning (see separate overview)
Construction Managers (1 no. per Region) report to the Regional Property Manager and are responsible for the delivery of construction projects (see separate overview)
An Administrative Assistant supports the Regional property team
Lidl construct stores through Main Contracting
The Lidl Construction Manager plays an important role in ensuring the delivery of the standard store specification
Lidl engage with UK Main Contractors but have also brought over favored Main Contractors from Germany
Regional Store Openings / Rebuilds
Republic of Ireland Recent Store Openings
Regional Store Openings / Rebuilds
Republic of Ireland Recent Store Openings
Heat Maps
Heat Map of Lidl UK store openings up to 20/05/2019.

Lidl are focusing on the Greater London area and having a greater presence in the Yorkshire / Humberside area.
Heat Map of Lidl UK store openings by region up to 20/05/2019.
Lidl Store Summary
Regional Distribution Centres
National Requirements
Lidl are considering a move for 16 UK Netto sites. Lidl are assessing the suitability of the sites with a confirmed closing date on applications being Friday 5th August.
National Requirements Overview
Hersham GA Plan
Lidl are becoming more innovative with their development. They are currently proposing a new mixed-use development at the Riverdene Business Park site, Molesey Road, Hersham.
Proposed Development:

Provision of a 1,407m² store.
91 free retail parking spaces including 6 disabled and 4 parent & child bays
38 residential apartments including a mix of 1,2 and 3 bed units. 

Hersham Site
The site is accessed on the eastern side of Molesey Road and the rear of the property bounds the western side of Mole Road.

The surrounding built environment varies in terms of land use, building design and materials. Residential properties are situated along Mole Road (east), Thrupps Avenue (south) and Molesey Road (west). A petrol filling station and commercial buildings back onto the north of the site.

Riverdene Business Park is designate as strategic employment land and comprises a mix of single and two storey light industrial properties with associated car parking. Some of the units are currently occupied whilst some are vacant.
Head Office - Wimbledon
Lidl UK GmbH 19 Worple Road Wimbledon London SW19 4JS
Head Office - Dublin
Lidl Ireland GmbH Main Road Tallaght, Dublin 24

Approximately 8,000 sq m.

4 storey basement building fully fitted out with offices, meeting rooms and all associated facilities.
Lidl have made a change in design for Dublin Head Office, this is open plan and includes a communal work space which is paper-free. The site includes a staff canteen, on-site gym, a terrace garden and has coffee stations on each floor.
Head Office (New) - Tolworth
Lidl have confirmed they will build a new, larger Head Office in Tolworth, South London.
220,000ft building on a five-acre site
Close to Tolworth train station and A3
Housing more than 750 employees
Expected move – 2018
Creating more than 500 new jobs

Lidl will pay the local authority £2,100,000 per acre for the land.

The site has been designed to achieve BREEAM Excellent standard. BREEAM Excellent standard is the Top 10% of UK new non-domestic buildings (best practice)
Lidl have been working with Moser Associates who completed a mapping exercise for Lidl to determine the design based on interaction between departments. This has resulted in the office design being open planned.

Lidl Concept Design & Masterplan;
Fitness Centre & Changing Area (2 floors)
Central Atrium
Open Plan offices
Coffee Bar
Staff Canteen
Roof Terrace
“Green Corridor” – electric car parking spaces
Site Plan - Proposed
Central Atrium
Views from the 2nd floor link bridge looking out onto the Central Atrium. The Atrium not only acts as a communal and corporate display space but it also acts as the vertical link between office floor and sits centrally on the horizontal linked axis.
Main Entrance
View from the main Kingston Road reception
Central Atrium
Views from the 2nd floor link bridge looking out onto the Central Atrium. The Atrium not only acts as a communal and corporate display space but it also acts as the vertical link between office floor and sits centrally on the horizontal linked axis.
Central Atrium
Views from the 1st floor within the Central Atrium. Containing break out space for informal meetings, social gatherings and corporate events.
Lidl announced plans to enter the US market in 2015

$77 million investment for a new corporate HQ in Arlington, VA.
$125 million investment in Spotsylvania County distribution centre
$100 million investment in Maryland distribution centre, 800,000-square-foot facility
Opening 100 stores in 2018
Stores will be approximately 36,000 square feet

USA Developments
Lidl Spotsylvania RDC - 6110 Smith Station Rd, Fredericksburg, VA 22407, USA
Head Office - Wimbledon
Lidl UK GmbH 19 Worple Road Wimbledon London SW19 4JS
Other Developments
Lidl Poland (Lidl HQ)
LIDL’s new headquarters in Jankowice, in the suburbs of Poznań, required a new restaurant which would reflect the firm’s philosophy and provide a comfortable space for their employees.

Raw wood, colourful signage and tiles dominate the space and reference the atmosphere of traditional markets. Different decorative logos reference the LIDL brand.

The architects divided the restaurant into different zones with varying seating arrangements and introduced green accents to augment the natural feel and warmth of the space.

Lidl has recently introduced a trial of background music. Research shows quiet music not only relaxes customers, but also improves their well-being and affects the perception of time.

This can increase the dwell time in stores which can lead to increased basket sizes and spend.  

Potentially first developments following the creation of the Category Management team under Alexander Lauer

Audits conducted at both Aldi and Lidl stores, where both businesses are located within 500m of each other. 2 store combinations per UK & IRE regions were selected. The mystery shopper reports were conducted by Inside Tracks for the UK & Customer Perceptions for IRE. All audits were conducted at busy trading periods over a weekend. Aldi and Lidl stores were audited within 1 hour of each other
Summary of Results
In Store Availability – Lidl vs Aldi
Aldi generally score better than Lidl on product availability, and score better on an overall audit score. Obstructions in aisles and hidden products are generally higher in Aldi than in Lidl
Average number of cars in Aldi car parks 60, vs 36 for Lidl, which would suggest the Aldi stores have higher footfall
Key Findings
The trends would appear to be repeated in Ireland where the number of off-sales are lower at Aldi than Lidl however the standards in store are stronger within Lidl
In Store Availability – Lidl vs Aldi Ireland
Summary of Results
Using Aldi’s weekly PCR reports, a study was undertaken to examine how quickly and to what extent Lidl UK reacts to price changes.
130 Price changes (decreases) were authorised between the 27th June and 18th July 2016 for core range lines, from 1 day after implementation x2 Lidl control stores (1 North & 1 South) were audited to check for any reaction
Summary of Results
Retail Price Changes
Lidl did NOT react to 106 (81%) of Aldi price changes within the 2 week monitoring period
Lidl increased the price of 6 products within 1-5 days of an Aldi price decrease, x4 Produce lines, x1 chill & x1 ambient
Lidl lowered the price, but did not match Aldi on 3 produce lines within 3 days, French Brasserie Lager within 7 days, Diced Beef within 1 day
Lidl Matched Aldi on 13 lines within 9 days. 9 were produce lines within 3 days, 2 cleaning products within 3 days, and clear set honey within 10 days
Key Findings
Within Produce and fresh meat, Lidl appear to change prices regularly and react quickly to Aldi. There is no obvious correlation to Lidl reacting to super 6 promotions, and many Aldi changes are ignored, indicating they have their own separate pricing strategy, as supported by the Kantar data
They are not reacting quickly (less than one week) to general grocery price changes that Aldi authorise, suggesting they periodically use information such as Brand view to check and adjust prices
Cleaning products had the fastest reactive price changes outside of produce and fresh meat
General Information
Launched on Mondays and Thursdays in stores

Fixed maximum number of products on sale, varies country by country however this is generally between 28-30 SKU’s spread across 2-3 themes maximum

Lidl NFS buyer’s dominant KPI is achieving 70% sell though after 1 week, this also includes an ideal of 30% after 1 day

Current business strategy is to increase volumes rather than SKU count

Buyer is responsible for lifecycle of products – therefore the buyer makes decision on removing stock from stores to be sent to national re-work centre

The bulletin is usually sent after 4 weeks on sale to inform over each product however buyer can remove product as little as one week after OSD if they deem necessary

U.K has a dedicated rework D.C in Walsall, IRE the function is carried out within the Mullingar RDC

Lidl Walsall rework D.C, all staff are agency employed, site is a basic single temperature building
General Information
Once in the rework D.C buyer decides whether product is either; disposed of, reduced for grand openings or re-palletised for a future OSD (up to a maximum of twice)

Buyer controls a national budget for reductions therefore has to balance quantities brought into regions vs reductions both in store or from rework centre

Each country decides on preferred lifecycle of a product before they are removed from sale – e.g. U.K 35 days, ITA 42 days

Generally textiles are not selected for sending to rework D.C, these are reduced or disposed in store

Each store has a set day to return pallets of NFS to RDC to be forwarded to rework D.C

Errors in counting from store to RDC then RDC to rework D.C are constant cause for inventory queries within sales department (store ops)

Any food special reductions have to be discussed with sales department (store operations) due to date sensitivity. Food special buyer still has responsibility for overall budget
Lidl NFS
In Store Merchandising
In Store Merchandising
x48 core range products are merchandised on ‘D’ pallets
x2 core range paper products merchandised on Euro pallets
White pallet or nested ‘D’ pallets used for gondola end promotions
‘Spot Buy’ promotions are offered to National NFS Buyer from I.B or can be sourced independantly. Supplier is responsible for the FSDU

These are usually relevant NFS to be displayed in front of tills or near NFS

Promotions on the cross aisles tend to be branded food goods sourced by the ambient food buyers

All NFS have individual EAN numbers allowing easy tracking of sales of all variants (colours, sizes etc.) this aids the NFS buyers adjust orders for faster selling variants

POS displays OSD which relocates in the store each week, until reduction/return or disposal
In store pallet merchandising
Lidl would appear to be flexible with their merchandising, so that they are able to protect availability certain SKU’s at key times – for instance ice cubes within end-cap freezers

Lidl do not appear to suffer from the same operational issue as Aldi for exterior merchandising, allowing items such as compost to be sold all year
Lidl Regional Distribution Centre Organogram (UK)
Store Equipment
Customer scales available in store for loose produce, currently cherries available in U.K & IRE
Lower height / collapsible merchandising tables for NFS which are height adjustable to allow for different sizes of product
The bespoke POS which acts as a ‘category header’ directing customers to different themes is easily transferable by lifting from the table

The headers themselves are between x2 sheets of laminated plastic to protect from damage and allow easy cleaning
Fish and shellfish products: In contrast to Lidl, neither ALDI North nor ALDI SOUTH have currently defined quantitative goals.

Animal welfare: None of the three companies have defined a quantitative goal.
Cocoa: Goals are identical.

Tea: To date, only Lidl has defined a quantitative goal.
Lidl have to date endorsed 18 of the U.K governments responsibility deal pledges as part of the government's Public Health Responsibility Deal, launched in March 2011. The aim of this voluntary partnership is for businesses and influential organisations to work collaboratively to improve public health by creating the right environment for people to make informed choices that lead to healthier lives

Lidl were the first U.K supermarket to announce ‘healthy tills’ generating significant levels of PR
Lidl combined this with a competition for customers to suggest ‘characters’ which would appear on the packaging of the healthy snacks to be merchandised on the tills. Leveraged via their Facebook page this created additional traffic and interaction between Lidl and the public

Lidl website states that the business has adopted “Front of pack traffic light on all own label products” however following the in store analysis as part of the project there are multiple SKU’s on which this has not been rolled out as yet
Coffee: To date, only Lidl has published a quantitative goal. Lidl does not accept 4C as a sustainability standard. Aldi has developed a goal, however, compared to LIDL this goal is less specific as there is currently no timeline specified for its achievement. ALDI North plans to set the same goal as ALDI SOUTH.
Palm oil: It is difficult to compare the goals. Compared to ALDI North/ALDI SOUTH, LIDL has chosen to set itself longer timelines for the transition to sustainable palm oil. However, LIDL is planning to source at least 50% segregated palm oil from RSPO-certified cultivation for food products. In contrast, ALDI North and ALDI SOUTH also accept, for example, RSPO Mass Balance-certified palm oil.
CR Germany is increasing the amount of segregated palm oil contained in food products and investigations are being conducted on whether to push this matter further with food suppliers. However, a public statement regarding the conversion to 100% segregated palm oil is not currently in discussion.
Coffee Buying Policy
CR Germany is continuously reviewing the coffee goal and working on the topic, but a commitment regarding a timeline is not on the near horizon. 
Palm Oil Buying Policy
On the 9th of June 2016 Lidl announced it’s win of the MSC mid size store of the year award
This was announced amongst other places on the new ‘My Lidl’ section of the revamped U.K website
Various different discussion boards are available with more active members rewarded with ‘exclusive benefits’
Lidl have signed up to the NFU ‘Fruit and Veg Pledge’ aiming to treat all suppliers fairly whilst building long term relationships with growers

Lidl are committed to Red Tractor sourced British fresh meat and poultry however no specific statement has been made to the exact percentage
Cross Care Food Bank and Bia Food
Food saving initiatives like FoodCloud

Lidl have partnered Cross Care since 2013 and have partnered Bia Food since January of this year

Food is sent by the charities to low income families and community cafes

Pride of Ireland Awards
Lidl have sponsored the Pride of Ireland Awards since 2014

Lidl sponsor one specific award themselves – Lidl’s Local Hero

This is advertised in leaflets, online and on store POS

Woman’s Way Mother of the Year Awards
Lidl sponsor this award every year
It is advertised in leaflets and occasionally on POS

Many of the recycling and waste initiatives are trialled in Switzerland
Courtauld agreement 2015 – a voluntary agreement amongst U.K food organisations to;
Cut food and drink waste by 20%
Cut to greenhouse gas intensity in food and drink consumed in the U.K by 20%
A reduction in water use in food and drink manufacture
Aldi have a very easy to navigate search function which aids solving customer queries
Aldi have a very easy to navigate search function which aids solving customer queries
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