The document is a brand strategy report analyzing Lidl, a German discount grocery retailer operating in the UK. It finds that while Lidl is known for low prices, its brand image in the UK is associated with cheapness and low quality. Through market research, the report identifies opportunities for Lidl to improve its brand image by emphasizing freshness, quality, and ethical practices. It recommends repositioning Lidl's brand identity to be more inviting and upmarket through changes to its logo, colors, store design, and communication of its private label brands.

1. Brand Strategy Report
MKTG 317

2. Executive Summary
The UK grocery market is extremely competitive. With the demand of food products being
regularly affected by cross price elasticity; retailers must ensure that they are constantly
exploring new and innovative methods to achieve a differential advantage over competitors
(Mitchell and Kiral, 1998). This report will assess the current brand strategy of discount
grocery retailer Lidl and provides recommendations on how Lidl can improve and
differentiate their brand by adopting a fresh and invigorating brand image.

3. Contents
1.0 Introduction ......................................................................................................................... 1
1.1Company Background ....................................................................................................... 1
Figure 1.0 Lidl Timeline ...................................................................................................... 2
1.2 Organisational Strategy.................................................................................................... 2
2.0 Existing Brand Architecture and Strategy ............................................................................ 3
2.1 Existing brand Architecture ............................................................................................. 3
2.2 Existing Brand Strategy .................................................................................................... 3
Figure 2.4 Current Mood Board ......................................................................................... 5
3.0 Positioning............................................................................................................................ 6
3.1 Competitor Analysis ......................................................................................................... 6
Figure 3.2 UK Grocery Market share January 2012. .......................................................... 6
Figure 3.3 Lidl’s competitor Analysis ................................................................................. 8
3.4 Positioning Grids .............................................................................................................. 9
4.0 Research ............................................................................................................................. 10
4.1 Primary Research ........................................................................................................... 10
4.2 Primary Research Findings ............................................................................................. 10
4.2 Secondary Research ........................................................................................................... 14
4.2.1The UK Grocery Market ............................................................................................... 14
4.2.2. Lidl .............................................................................................................................. 14
4.3 Social and Cultural Issues ................................................................................................... 15
4.3.1Recession ..................................................................................................................... 15
4.4 Research Implications .................................................................................................... 16
5.0 Recommended Brand Model ............................................................................................. 17
Figure 5.1 Recommended Brand Model .......................................................................... 17
6.0 New Mood Board ............................................................................................................... 18
Figure 6.1 Proposed Brand Model ................................................................................... 18
7.0 Brand Personality and Tone of Voice ................................................................................. 20
8.0 Expression of new Idea ...................................................................................................... 21
8.1 Logo and tag line ............................................................................................................ 21
8.2 Brand Touchpoints ......................................................................................................... 22
Figure 8.2.1 ...................................................................................................................... 23
9.0 Recommended measurements of outcome ...................................................................... 25

4. References ............................................................................................................................... 26
Appendices............................................................................................................................... 29
Appendix 1 ........................................................................................................................... 29
Appendix 1.1- Questionnaire- Question 1 ........................................................................... 29
Appendix 1.2- Questionnaire- Question 2 ........................................................................... 29
Appendix 1.3- Questionnaire- Question 3 ........................................................................... 29
Appendix 1.4- Questionnaire- Question 4 ........................................................................... 30
Appendix 1.5- Questionnaire- Question 5 ........................................................................... 30
Appendix 1.6- Questionnaire- Question 6 ........................................................................... 30
Appendix 1.7- Questionnaire- Question 7 ........................................................................... 30
Appendix 1.8- Questionnaire- Question 8 ........................................................................... 30
Appendix 1.9- Questionnaire- Question 9 ........................................................................... 30
Appendix 1.10- Questionnaire- Question 10 ....................................................................... 31
Appendix 2- Focus Group images ........................................................................................ 31
Appendix 3- Lidl Advert ........................................................................................................ 33
Appendix 4- Loyalty Card ..................................................................................................... 33

5. 1.0 Introduction
Lidl is a German discount supermarket; operating a chain of over 7000 stores across Europe.
In Germany Lidl has an upmarket image attracting middle class professionals (Matamalas
and Ramos, 2009). Despite the fact that in the UK Lidl products have been rated as better
quality than big name brands (Pearl, 2008), UK consumers perceive Lidl to be a European
and down market retailer attracting low income families (Matamalas and Ramos, 2009).
However whilst the recession has brought a number of middle class consumers to Lidl and
created a sharp increase in profits, analysts are uncertain as to whether Lidl’s no frills
branding and strategy in the United Kingdom will be able to maintain levels of profitability in
a strong economy (Blythman, 2008) as customers may seek an experience which goes
beyond products and pricing.
1.1Company Background
Schwarz Beteiligungs GmbH is the holding company of the Handelshof and Kaufland store
chains and Lidl Stiftung & Co KG, a wholly-owned subsidiary which owns supermarket Lidl.
The company was founded in Germany in the 1930’s by the Schwartz family as a wholesale
foods company under the name Schwarz Assorted Wholesale Foods. The first Lidl stored
opened in 1973 and by 1977 the Lidl chain comprised 33 discount stores. Today Lidl
operates 7,200 stores across 20 European countries. Within the UK, Lidl has a national
distribution network servicing its 536 stores across the country. Whilst Lidl remains
concentrated to grocery retailing, it has made attempts to diversify its offering by launching
Lidl movies, a low cost movie rental company, however due to lack of demand the company
now ceases to exist. Lidl’s history within the UK has changed dramatically in recent years
following the appointment of three different managing directors within only two years. This
highlights the difficulties the company faces in order to maintain strong sales (Euromonitor
International, 2011).
1

6. Lidl Movies –
online DVD
Company rental.
founded in MD Marcel
Germany under Lidl opened Oosterwijk
first store in steps down. Present
the name
UK. New MD Frank- Day
Schwarz
Assorted Michael Mros.
Wholesale 1973
1930’s 1994 2008 2009 2010 20
Foods . 12
Lidl Lidl Express – Frank- Michael
opened Edmonton. Mros steps down
its first – New MD Ronny
store in Gottschlich (Sept
Germany 2010).
Figure 1.0 Lidl Timeline
.
1.2 Organisational Strategy
Lidl’s no frills approach to retailing enables them to eliminate all extra costs such as carrier
bags and customer services. The in-store design reflects this approach, Lidl avoids expensive
flooring, furnishing, or embellishments associated with most grocery stores and uses basic
fixtures such as pallets, wire bins and simple shelving (ICMR 2010). Lidl do this in order to
keep their operating costs as low as possible which allows them to maintain low product
prices and offer their customers value for money. Lidl also have a narrow product
assortment, offering one or two items in each category. Therefore Lidl is able to buy large
amounts of stock achieving economies of scale, enabling Lidl to offer quality products at a
low competitive price.
2

7. 2.0 Existing Brand Architecture and Strategy
2.1 Existing brand Architecture
Lidl is seen to hold a house of brands strategy (Aaker & Joachimsthaler 2000). Lidl stocks
very few market leading brands and mainly stocks their own unfamiliar captive brands,
which encompasses food and non-food products. Many ranges focus on the ethnic origin of
products. Its Italian brand Combino covers everything from dry pasta and frozen tortelloni
to pasta sauces; Eridanous covers all products Greek; El Tequito signals Mexican food;
Vitasia carries a complement of Asian food products; while Trattoria Alfredo is Lidl’s pizza
line. In its non-grocery arm, brand Silvercrest focuses on electrical products. Lidl also offer a
fair trade brand, Free Globe, which provides Lidl consumers with an ethical alternative.
Captive brands are in line with Lidl’s operating strategy as a no frills discount retailer. Own
label, captive brands are cheaper than branded label products as Lidl control the costs and
production thereby ensuring higher profit margins.
2.2 Existing Brand Strategy
The brand model in figure 2.3 highlights Lidl’s current brand strategy of offering quality
produce at a low price. This identity however is not necessarily translated to UK consumers
brand image of Lidl, which is mainly focussed around low costs and cheapness as opposed to
good quality food.
3

8. Fi
gure 2.3 – Existing Brand Model
4

9. Figure 2.4 Current Mood Board
The mood board highlights Lidl’s brand image as a cheap, low cost, cluttered discount retailer, which
is shown in its advertising, products, store design, logo, colour scheme and tagline.
5

10. 3.0 Positioning
3.1 Competitor Analysis
Figure 3.2 UK Grocery Market share January 2012.
6

11. 7

12. Figure 3.3 Lidl’s competitor Analysis
8

13. 3.4 Positioning Grids
Lidl’s currently differentiate themselves in the market by offering quality products at a low
price. Therefore the dimensions of quality and price can be used to segment the UK grocery
market. Despite the numerous awards for the quality of products, Lidl is perceived as being
low quality and low price by consumers. If Lidl were rebranded on these dimensions, the
image of quality could be enhanced.
After the initial positioning grids that focused on quality and price, from research it was
recognised that it was beneficial to focus on more market trends such as freshness. Whilst
during the current recession consumers focus may be on price, post-recession may
demonstrate a change in focus, emphasising more quality and freshness. Therefore the
following positioning grid displays this.
9

14. 4.0 Research
4.1 Primary Research
An online survey was distributed to 106 participants; aiming to establish current perceptions
towards the Lidl brand and discovering what consumers look for in a supermarket.
4.2 Primary Research Findings
This graph demonstrates that Lidl is rated one of the lowest in terms of fresh, organic, staff,
loyalty and product availability. It is rated as average in terms of being ethical compared
with its competitors and was rated quite high in terms of price (value for money). However
it wasn’t rated as top four based on any of the aspects (see Appendix 1.1).
Other findings:
The most important factors in determining supermarket choice, as shown in rank
order are; price, quality of produce, freshness of produce, availability of
produce/brands, supermarket brands, in store convenience, location, ethical position
and staff (see Appendix 1.2).
The survey found that 93% of participant’s supermarket brand preferences have not
changed as a result of the recession (see Appendix 1.3).
Consumers also favorably rated supermarket private labels rating them with an
10

15. average of 4.1 out of 5 (see Appendix 1.4).
Consumers surveyed also stated that on an average weekly shop consumers
purchased 53% private label brands versus 47% marketing leading brands (see
Appendix 1.5).
The survey also asked participants what colours they positively associate with
supermarkets (see Appendix 1.6).
47.5% of participants had never even been Lidl. Therefore participant’s views have
been divided into users and non-users (see Appendix 1.7).
The chart below illustrates the Lidl user and non-user’s perceptions of the Lidl brand
in terms of positive and negative aspects.The majority of Lidl users infrequently
shopped at Lidl (see Appendix 1.8) and 89% additionally used other grocery stores.
11

16. 12

17. The current Lidl logo received a rating of 2.76 out of 5 (see Appendix 1.9). When asked
about their views on the logo, participants believed that the colours and image present
were not associated with a supermarket (see Appendix 1.10). Participants said:
“Makes the company look like a bad Ikea.”
“Uninspiring”
“The colours and image remind me of a hardware store and not a food store”.
Primary research – Proposed new mood board images, colours and logo
Further research was later conducted using focus groups to explore opinions and views of
the images, colours and logo used in the proposed mood board (See Appendix 2).
The new logo received a rating of 4.64 out of 5.
Word association was used to explore such opinions and views of the participants. Three
themes emerged from this:
Appearance Quality Green
Fresh Up-market Organic
Friendly Professional Ethical
Modern Local
Organised – layout Environmental
Clean Healthy
Open Fait trade
Cohesive Fresh
Welcoming
13

18. 4.2 Secondary Research
4.2.1The UK Grocery Market
Research into supermarket preferences in the UK reveals that freshness of produce
is rated the highest across four consumer groups (elderly, wealthy, ethnic and lone
parents). Price was recognised as second, with quality, range and access as other key
factors (I.R.I., 2007).
Datamonitor (2009) points out that whilst low prices are a big influence on where UK
consumers shop, the primary influence was the overall quality of the products sold.
Datamonitor (2009) also points out that private label brands are currently
performing very well. Only 15% of consumers stated that they rarely or never bought
private label brands. Whilst 39% said that they were regular uses of private label
brands with some believing that they were actually superior to market leading
brands.
4.2.2. Lidl
Consumer magazine ‘Which?’ reports that Lidl consumer satisfaction scores are
considerably higher than the big four supermarkets. Therefore Lidl’s current users,
which represent only 2.6% of the UK grocery market, appear to be very pleased with
Lidl’s operations (Wallop, 2010).
The vast majority of UK consumers however do not share this image and have a very
negative impression of the brand; “Strip lights glare down on a narrow range of
products in ugly packaging, displayed in cardboard boxes piled on the floor and on
low shelves” (The Economist 2008).
Lidl has received widespread negative PR in the press regarding the poor treatment
of workers (Connolly, 2008). Such damming reports have further damaged Lidl’s
brand image.
14

19. Such impressions have led to Lidl being rated as one of the most hated brands in the
UK (Schroeder, Salzer-Mörling and Askegaard, 2006).
Residents of towns have become outraged by the prospect of a Lidl store opening,
believing that it will lower the tone of the area and destroy its character (Poulter,
2010).
According to Laforet (2010) a logo should signal allegiance to the brand it represents.
The current Lidl logo is not representative of a grocery outlet. The main colour used
in Lidl’s logo is blue. Research has found that blue slows metabolism and is an
appetite suppressant (AstroNutrition, 2010). Such colours therefore are not ideal for
a grocery brand. The colour orange however has been found to stimulate appetite
and the mind. The colour green is also associated with food and healthy living.
4.3 Social and Cultural Issues
4.3.1Recession
The financial recession is having a massive impact on grocery shopping in the UK. Research
reveals that discount retailers such as Lidl and high end retailer Waitrose were massively out
performing mid-market rivals (Wood, 2011). Research points out that Lidl is gaining a more
diverse, middle class customer base as a result of the recession (Blythman, 2008). However
Charles (2010) points out that as the recession has eased Lidl’s market share has slowly
decreased for the first time since 2004. The Lidl brand therefore needs to be able to
compete on more than just price if it is to be sustainable and retain more affluent
consumers in the future.
4.3.3. Ethical Consumption
Statistics’ show that ethical consumption is increasing (McEachern and Berry, 2005).
Research has revealed that the ethical food and drinks market saw an increase of 17% alone
in 2006. In 2006 sales of free range eggs overtook the sales of non free range eggs
(Cooperative Bank, 2007). It is also reported that 13% of adults in the UK purchased more
15

20. regionally produced items. Ethical, fair-trade and local food consumption is therefore
becoming increasingly important to UK consumers. Interestingly Lidl does currently sell free-
trade products (Lidl, 2012), however the current branding does not communicate this idea
to the customer.
4.4 Research Implications
The current low cost and discount strategy of Lidl has resulted in a poor brand image. In
order to ensure future success Lidl need to diversify from the current low cost approach and
focus not solely on price but on contemporary grocery market trends. The research reveals
that more people are seeking fresh, healthy and ethically sourced food, which is easily
available. Therefore in order to overcome the current poor brand image and differentiate
themselves in the current competitive grocery market; it is proposed that Lidl radically
transform their brand and adopt a fresh and invigorating brand image which is focused
around delivering fresh, ethically sourced food to local communities.
16

21. 5.0 Recommended Brand Model
The recommended brand model takes into account the research findings and reflects and
justifies the new brand values. The core brand essence moves from; low price and quality
products to; natural, fresh, organic and quality (figure 5.1). This will be communicated
through our company values, originally geared towards Lidl being traditional, European and
holding a no frills approach; it becomes; more ethical, innovative, trustworthy and
contemporary. The product values move from; foreign, discount, captive brands and cheap
to identifiable and symbolic private label brands, quality and locally sourced.
Figure 5.1 Recommended Brand Model
17

22. 6.0 New Mood Board
Figure 6.1 Proposed Brand Model
The new mood board represents the ideas that are demonstrated by the recommended
brand model. It reflects a fresh and organic range of food, with a market place layout to
18

23. reflect a family/community feel to the store. All the brands are now recognisable, labelled
as Lidl’s own brands.
19

24. 7.0 Brand Personality and Tone of Voice
Lidl’s personality is not distinct from their competitor’s offerings. Lidl’s brand personality
reflects an; outdated, cheap, European, cluttered product range, which is negatively
perceived by some consumers. Within the UK, Lidl’s personality and captive branded
products lack symbolic meaning and have few strong associations with Lidl. Lidl currently
portray a muted tone of voice. It is recommended that the new tone of voice, in order to
match the new brand ideas, is fresh and natural. It should portray Lidl as honest and
trustworthy, offering; quality, fresh and organic products at a competitive price. It should
also aim to show that Lidl is natural as opposed to cheap and basic.
20

25. 8.0 Expression of new Idea
8.1 Logo and tag line
In order to overcome the negative perceptions associated with the current logo and
represent a true and radical break with the previous brand image, a new logo has been
designed to represent Lidl’s new and fresh proposed brand image and positioning. Green
represents freshness, ethical and positive brand image. This is complemented with an
orange trademark to create a symbolic identity. The simplicity of the logo depicts a more
sophisticated and positive image to appeal to a wider consumer base.
The tag line ‘Simply, Fresh, Delicious’ is designed to portray the proposed Lidl brand clearly
to the consumer and adds to the brand personality. The three words together create a
memorable connection with the consumer.
21

26. 8.2 Brand Touchpoints
Pre purchase experience
Marketing communications will be used to portray the proposed brand identity to
the customers. Advertisements both online and offline in press and on television will
be used to appeal to a wide audience (see Appendix 3). Adverts will depict the
proposed fresh, ethical and invigorating brand by showing affluent consumers
purchasing aesthetically pleasing food.
Social media such as blogs, Twitter and Facebook will also be used to communicate
the proposed brand to consumers. Not only will this help to advertise the new brand
values it will also help to establish the community element of the brand online.
Additionally the website shall enable the new brand idea to be demonstrated to
current and potential customers. Its focus will be on expressing the core values of
the new brand, fresh, ethical and local. Internet shopping will also help to enhance
the brand image by appearing more convenient and accessible.
22

27. Purchase Experience
The main touch point in portraying the proposed Lidl brand is the retail environment.
Primary research highlights the importance of store design and layout in
supermarket preferences. Both the external and internal store design should be
upgraded to reflect the proposed, fresh and invigorating brand identity. The current
smaller size of Lidl stores is in keeping with Lidl’s new brand image as a fresh, ethical
retailer. The store interior however should portray a more natural, open and cleaner
image whist displaying the produce in attractive and effective manner, which is
functional for consumers to use. Figures 8.2.1 & 8.2.2 show a proposed design,
which has a very fresh and organic atmosphere, where consumers can experience
the new brand identity.
Figure 8.2.1 Figure 8.2.2
It is proposed that the majority of Lidl’s products will remain of the same award
winning quality; however any products which are unethical or not perceived as fresh
will be removed from the product offering. The products sold at Lidl will no longer be
unknown, ambiguous captive brands. The research reveals a strong consumer
preference for own label retail brands. Not only do such brands provide Lidl with
high profit margins they will also help to enhance the brand and ensure more
recognisability and trust within the product offering. Such products will also be
packaged in a cohesive manner, which portrays the fresh, invigorating and ethical
image of the brand.
23

28. Post purchase experience
In order to promote a corporate social responsibility and reinforce Lidl’s proposed
ethical positioning, it is suggested that Lidl forms an alliance with an ethical and fair
trade organisation in order to gain recognition for its efforts and reinforce this idea
to the consumer.
The loyalty scheme will be used to retain customers. It will also enable Lidl to assess
customer behaviours, finding trends and patterns. This would enable Lidl to examine
the success of the new brand idea whilst addressing any necessary alterations (see
Appendix 4).
24

29. 9.0 Recommended measurements of outcome
Lidl are currently one of the most hated brands in the UK, a focus group and
questionnaires would be undertaken to measure consumer’s new attitudes towards
the brand. In contrast we expect to measure a greater positive attitude expressing
love and excitement towards the brand.
In particular the Initial question (Appendix 1.1) could be repeated to assess whether
these proposed changes for example; focus on freshness of products rather than low
price had a positive effect on Lidl overall. This would be measured by comparing the
previous results for this question with the new findings.
The loyalty scheme will also assess the retention rate of consumers, additionally be
able to assess the brand loyalty and buying behaviours of the new customers
acquired.
Another measurement of outcome could be to assess and improve market share
(see figure 3.2) after rebranding and once again post recession.
25

30. References
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27

32. Wallop, H. (2010) Aldi and Lidl beat Tesco and Sainsbury's in Which? Survey. Avaliable at:
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28

33. Appendices
Appendix 1
Appendix 1.1- Questionnaire- Question 1
Please rank the following supermarkets in order of preference on the following factors. 1
being the least preferred and 12 being the most preferred.
Iceland Farmfoods Lidl Spar Aldi Asda Tesco M&S Sainsburys Co- Morrissons Waitrose
op
Freshness of
produce
Loyalty
Organic
Staff
Product
availability
Price
Ethics
Appendix 1.2- Questionnaire- Question 2
Please rate out of 5 the importance of the following factors in determining your supermarket
choice. 1 being of the least importance and 5 being of the most importance.
1 2 3 4 5
Quality of produce
Freshness of produce
Price
Location
Ethical position
Staff
In store convenience
Availability of
produce/brands
Supermarket brand
Appendix 1.3- Questionnaire- Question 3
Has your supermarket brand preferences changed within the recession?
29

34. Appendix 1.4- Questionnaire- Question 4
On a scale of 1 to 5 how do you rate supermarket own label brands. 5 being the highest and 1
being the lowest.
Appendix 1.5- Questionnaire- Question 5
What Percentage of supermarket own label products do you buy versus market leading
brands? Own label brands Market leading brands
Appendix 1.6- Questionnaire- Question 6
Which colours do you positively associate with supermarkets?
Blue Red Green Yellow Purple
Orange Pink Black Brown
Appendix 1.7- Questionnaire- Question 7
Have you been to Lidl?
If YES what did you like and dislike about Lidl
If NO why have you not been and what do you think are the positive aspects and negative
aspects of shopping at Lidl?
Appendix 1.8- Questionnaire- Question 8
Lidl Users: How often do you go to Lidl?
Very Rarely Rarely Sometimes Frequently Very Frequently
Appendix 1.9- Questionnaire- Question 9
In terms of colours used, style and design what do you think of the Lidl logo (Please see
below)?
Please indicate your answer using the scale below, with 1 being the low and 5 being high.
30

35. Appendix 1.10- Questionnaire- Question 10
Please explain why you gave the Lidl logo that particular rating.
Appendix 2- Focus Group images
31

36. 32

37. Appendix 3- Lidl Advert
Appendix 4- Loyalty Card
33