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Why did Lidl fail in Norway? : a stakeholder approach

Eide, Haakon Winger
Master thesis
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Haakon Winger Eide.pdf (2.607Mb)
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http://hdl.handle.net/11250/135578
Utgivelsesdato
2010
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  • Master's theses in Business Administration (-2013) [319]
Sammendrag
When talking to a Norwegian about Lidl, most people will have a strong opinion about

the company. Some will tell you that Lidl was a positive contributor to the Norwegian

grocery market, because of their low prices and “exotic” products. Some will tell you that

they never shopped there, because they didn’t want to support a foreign company that

ignored the labor unions, build large and unattractive buildings in their towns, only had

unfamiliar food in the shelves and who sent the profit out of the country. If you ask

Norwegians why Lidl failed in Norway, many will argue that Lidl did not fulfill the

Norwegian shoppers' needs and did not fit in with their values

But is it as simple as that? Why is Lidl a success in most other European countries, while

in Norway they decided to pull out of the market after less than four years? What did

Lidl do wrong in their attempt to establish their brand name in Norway? Why didn’t they

manage to adapt to the Norwegian market? And maybe more important, is it only their

failure to adapt to the Norwegian market that led to Lidl’s withdrawal all their

operations from Norway? Perhaps it is something else and special with the Norwegian

market and competition that made them fail?

This thesis tries to answer these questions through a Stakeholder Approach
Beskrivelse
Masteroppgave i økonomi og administrasjon - Universitetet i Agder 2010
Utgiver
Universitetet i Agder ; University of Agder

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