Why did Lidl fail in Norway? : a stakeholder approach
Master thesis
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http://hdl.handle.net/11250/135578Utgivelsesdato
2010Metadata
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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