The estimated reading time for this post is 10 Minutes


Organizational change is influenced by political, social, and economic factors that impact a particular business. ALDI is one of the biggest supermarkets in Australia with a large consumer base. ALDI sells products such as fresh produce, beauty products, liquors, and health products. The supermarket has various chain stores in Australia, selling items to different consumers in the country. Therefore, the majority of its customers get information through online platforms including social media pages and the e-commerce website. Although ALDI is a successful supermarket business in Australia, various factors disrupt its operations, influencing organizational transformation.

We will write a custom essay on your topic a custom Essay on The ALDI Australia Firm’s Disruption Forces Analysis

Most Influential Disruptive Forces

Disruptive forces involve the factors that affect business activities, necessitating organizational change. Businesses ought to monitor the different sources of disruption to remain competitive and relevant in the market (Kumar & Sharma, 2021). Sources of disruption include wealth distribution, technology, infrastructure, and demographics (Pimenta et al., 2022). Webb’s sources of macro disruption outline eleven significant factors that may positively or negatively impact businesses for effective transformation (Jacobs et al., 2022). Business leaders must seek convergences, contradictions, and inflections in each of the areas of business disruption.


ALDI is a multi-chain store with different branches in various parts of Australia. Recent technological developments have necessitated the need for e-commerce platforms for easy purchase and product delivery (Reardon et al., 2021). ALDI needs an effective technological framework that can facilitate selling and delivery of its products. Meanwhile, with the recent shift to the internet and mobile banking, many customers prefer paying via the internet to hard cash (Feyen et al., 2021). Technology disrupted ALDI business activities in terms of marketing, payment, and service and product delivery.


Death Rate in Australia
Figure 1.0: Death Rate in Australia

The ever-changing demographic factors affect how organizations operate and make decisions. Demographics involves all factors that are used in describing the population of a given geographical area (Gupta, 2022). The factors include birth and death rates, levels of income, population density, and human migration, among others (Suvorov, 2021). Although the Australian population has low death and birth rates, the majority of the residents have high levels of income (Huda et al., 2020). Figure 1.0 shows Australian death rate between the years 2012 and 2020 (World Bank, 2021). Consequently, many Australians are attracted to expensive and durable products. ALDI as one of the supermarkets in the country must focus on providing quality products to meet consumer needs (Gupta, 2022). Demographic factors disrupt business operations and encourage the adoption of strategies that meet consumer needs.

Natural Disasters

Although natural disasters are uncommon forces of disruption, they are the most impactful. For instance, the onset of COVID-19 affected business operations in various dimensions. The global market was interfered with making it difficult for businesses such as ALDI to import its products (Gregurec et al., 2021). Additionally, the strict government regulations on social distances made it difficult for physical business transactions (Vahdat, 2021). Consequently, ALDI is one of the businesses that encouraged the use of e-commerce platforms. Natural disasters such as the COVID-19 pandemic are drivers of organizational transformation.

Insights From the Trends in Macro Change and Disruption

The most influential factors of macro change and disruption discussed above, impact ALDI in various ways. Disruptive forces, if analyzed carefully, offer ALDI business opportunities in the competitive business (Banerjee, 2022). Therefore, the organization can transform for future benefits. For instance, technological integration makes the business ready for future technological changes such as the complete shift to e-commerce (Kumar & Sharma, 2021). Three significant insights stem from the forces of disruption discussed: increased competition, decreased sales, and the need for technological advancement.

Increased Competition

Business competition is inevitable due to the changing global market environment. The onset of COVID-19 was a blessing in disguise for some businesses. Although ALDI effectively integrated technology for the delivery of its services and products, its competitors such as Walmart and Harrisfarm developed more dependable e-commerce platforms (Banerjee, 2022). Additionally, the competitors had better customer service than ALDI. Consequently, ALDI suffered competitive disadvantages, decreasing its overall sales (Briesemeister & Trebbe, 2022). As the supermarket wants to become competitive in the market, it is crucial to consider current and future consumer needs.

1 hour!

The minimum time our certified writers need to deliver a 100% original paper

Decreased Sales

Increased business competition coupled with other factors leads to decreased sales. ALDI competes against reputable brands such as Walmart which have global domination. Additionally, the competitors have cheap alternatives for product sources (Briesemeister & Trebbe, 2022). Therefore, while some items are cheaper at Walmart, they are more expensive at ALDI. Meanwhile, the onset of COVID-19 made many Australians seek online alternatives for product delivery and purchase (Louie et al., 2022). Consequently, there was an increased number of businesses that offer their products through e-commerce (Louie et al., 2022). ALDI was affected since it had to compete with the new entrants and existing supermarkets in Australia.

Need for Technological Advancement and Competitive Strategy

The prevailing forces of disruption jointly affect ALDI operations in Australia. Therefore, the organization must advance its technological framework and competition strategy. ALDI seemingly overlooked the possibility of increased new entrants in the market due to its existing broad consumer base. Consequently, the organization is slowly losing its clients to new entrants and existing competitors (Spanjaard & Freeman, 2022). Combining technology, natural pandemic, and demographics allows the organization to develop a competitive strategy that is beneficial to the organization and its consumers (Briesemeister & Trebbe, 2022). ALDI needs advanced technology and a competition strategy to remain relevant in Australian business environment.

SWOT Analysis

Disruption Strengths

ALDI has various survival attributes amidst disruptive forces and unfavorable business environment. The existing clients are loyal to the brand, making it easy to integrate technology and involve them in change management. ALDI is a well-recognized brand in Australia, and making changes can be easy. The increased brand awareness among Australians allows the organization to easily communicate its operational changes. Furthermore, although not advanced, the firm has integrated technology into its activities. The use of technology for service delivery and payment allows the supermarket to survive during pandemics and attract more clients (Pereira et al., 2022). A broad consumer base, effective brand awareness, and existing technology are ALDI’s strengths.

Disruption Weaknesses

Organizational weaknesses encumber profitability and survival during disruption. The absence of advanced technology makes ALDI fail to meet its client’s needs. Moreover, the absence of advanced technology makes it difficult to understand current and future consumer needs (Mogaji et al., 2021). The organization is competing against reputable global brands such as Walmart with huge capital and income resources. Therefore, it is likely that its competitors can survive natural pandemics such as COVID-19. ALDI lacks a global presence that can help increase its profitability, thus, helping it secure more resources for survival during pandemics. ALDI needs strategies that can help it overcome its existing weaknesses.

Disruption Opportunities

Although disruptive forces influence business failure, ALDI can take advantage of existing business opportunities. The supermarket can maximize its brand reputation to attract other clients. For instance, the adoption of consumer loyalty programs can help attract more consumers through referrals (Steinhoff & Zondag, 2021). Moreover, the organization can take advantage of the existing developed technological infrastructure in Australia to improve its operations, becoming more competitive (Amankwah-Amoah et al., 2021). Furthermore, the existing broad-consumer base can be utilized in introducing new products, thus, expanding business operations.

Disruption Threats

Technology, natural pandemics, and changing demographic factors can be a threat to ALDI’s operations. The organization’s competitors are adopting more advanced and complex technologies for service and product delivery. Therefore, it is unlikely that ALDI will catch up with the increasing competition. Additionally, the evolving technology attracts new market entrants that will increase competition (Saqib & Satar, 2021). Consequently, ALDI can further record decreased number of sales due to the increased number of supermarkets in Australia. Therefore, ALDI must adopt effective technology and competitive strategies to avoid overarching threats to its operations.


Technology, natural disasters, and demographics are the most significant source of disruption for ALDI operations. The supermarket needs an advanced technological framework to overcome its weaknesses. Through the advanced technology, the supermarket can attract more consumers and improve its service delivery. Taking advantage of Australian infrastructural and technological advancements allow the organization to remain significant amidst natural pandemics. Meanwhile, demographic factors such as reduced death rates offer ALDI an opportunity to expand its operations while meeting different demographic segment needs. Product specialization, technological advancement, and meeting consumer needs enhance ALDI’s transformation for increased profitability.

Remember! This is just a sample

You can get your custom paper by one of our expert writers

ALDI can adopt various strategies to remain sustainable in the existing competitive business environment. Firstly, the organization can improve on its existing technology to increase its consumer base. Secondly, ALDI should adopt a competitive marketing strategy that involves all stakeholders. Introducing new product categories while taking advantage of the existing broad consumer base can be beneficial to ALDI. Lastly, the organization should seek to expand its operations globally to increase its revenues. The increased income can help in advanced technological integration and marketing of new product categories. While ALDI is a reputable supermarket brand in Australia, various transformation strategies can help it improve its operations.


Amankwah-Amoah, J., Khan, Z., Wood, G., & Knight, G. (2021). COVID-19 and digitalization: The great acceleration. Journal of Business Research, 136(136), 602–611. Web.

Banerjee, S. (2022). A Review on strategic analysis of Australian supermarkets. Journal of Production, Operations Management and Economics, 26, 36–45. Web.

Briesemeister, B.B., & Trebbe, J. (2022). Welcome to the real world: Neuromarketing for the stationary point of sale to quantify the customer experience. In: Briesemeister, B.B., Selmer, W.K. (eds) Neuromarketing in Business. Web.

Feyen, E., Frost, J., Natarajan, H., & Rice, T. (2021). What does digital money mean for emerging market and developing economies?The Palgrave Handbook of Technological Finance, 217–241. Web.

Gregurec, I., Tomičić Furjan, M., & Tomičić-Pupek, K. (2021). The impact of COVID-19 on sustainable business models in SMEs. Sustainability, 13(3), 1098. Web.

Gupta, B. N. (2022). Business statistics. SBPD Publications.

Huda, M. M., O’Flaherty, M., Finlay, J. E., & Al Mamun, A. (2020). Time trends and sociodemographic inequalities in the prevalence of adolescent motherhood in 74 low-income and middle-income countries: a population-based study. The Lancet Child & Adolescent Health. Web.

Get your first paper with

15% OFF

Jacobs, B. W., Singhal, V. R., & Zhan, X. (2022). Stock market reaction to global supply chain disruptions from the 2018 US government ban on ZTE. Journal of Operations Management. Web.

Kumar, B., & Sharma, A. (2021). Managing the supply chain during disruptions: Developing a framework for decision-making. Industrial Marketing Management, 97, 159–172. Web.

Louie, S., Shi, Y., & Allman‐Farinelli, M. (2022). The effects of the COVID‐19 pandemic on food security in Australia: A scoping review. Nutrition & Dietetics, 79(1), 28–47. Web.

Mogaji, E., Adeola, O., Hinson, R. E., Nguyen, N. P., Nwoba, A. C., & Soetan, T. O. (2021). Marketing bank services to financially vulnerable customers: evidence from an emerging economy. International Journal of Bank Marketing, 39(3), 402–428. Web.

Pereira, V., Temouri, Y., & Vaz, D. (2022). Business relationships between businesses and customers. In Managing Sustainable Business Relationships in a Post Covid-19 Era. Web.

Pimenta, M. L., Cezarino, L. O., Piato, E. L., da Silva, C. H. P., Oliveira, B. G., & Liboni, L. B. (2022). Supply chain resilience in a Covid-19 scenario: Mapping capabilities in a systemic framework. Sustainable Production and Consumption, 29, 649–656. Web.

Reardon, T., Heiman, A., Lu, L., Nuthalapati, C. S. R., Vos, R., & Zilberman, D. (2021). “Pivoting” by food industry firms to cope with COVID‐19 in developing regions: E‐commerce and “copivoting” delivery intermediaries. Agricultural Economics, 52(3), 459–475. Web.

Saqib, N., & Satar, M. S. (2021). Exploring business model innovation for competitive advantage: a lesson from an emerging market. International Journal of Innovation Science, 13(4), 477-491. Web.

Spanjaard, D., & Freeman, L. (2022). Supermarket tribes and the temple of Aldi: A comparison between the UK and Australia. Journal of Consumer Culture, 146954052110730. Web.

Steinhoff, L., & Zondag, M. M. (2021). Loyalty programs as travel companions: Complementary service features across customer journey stages. Journal of Business Research, 129, 70–82. Web.

Suvorov, A. (2021). Population numbers and reproductive health. Endocrinology, 162(11). Web.

Vahdat, S. (2021). The role of IT-based technologies on the management of human resources in the COVID-19 era. Kybernetes, 51(6), 2065-2088. Web.

World Bank (2021). Death rate, crude (per 1,000 people) – Australia | Data. Web.

#university #college #student #education #students #study #studentlife #school #universitylife #collegelife #studyabroad #studygram #uni #photography #universit #love #instagood #instagram #graduation #motivation #covid #highereducation #memes #like #learning #science #bhfyp #campus #india #universitystudent

Liked this content and would like yours written from scratch? Press “Order Now” to place your new order Now!

error: Content is protected !!
Directly chat?
Do you need any help from us?
Thankyou for visiting our website. We can help you to place your order via the order system. Just send the instructions including attachments to our WhatsApp Live chat.
Thank you!