Disruptors, discounters and the reshuffling of incumbents

Enter the hard discounters

Aldi (founded in Germany, split into Aldi Nord and Aldi Süd) and Lidl (part of the Schwarz Group) built a different model entirely:

• Limited assortment: roughly 1,500 to 2,000 SKUs versus 30,000+ in a typical hypermarket.
• Deep private label: 80 to 90% of products are own-brand, estimate, cutting out big-brand markups.
• Low operating cost format: smaller stores, simpler logistics, minimal staffing per store, pallet-based merchandising instead of elaborate shelving.

This isn't just "cheap." It's a structurally lower cost base that lets discounters price 15 to 30% below traditional supermarkets on comparable baskets, estimate ranges vary by market and basket. Aldi and Lidl expanded aggressively from their German base into the UK, US, and elsewhere from the 1990s onward, and by the 2020s both had become top-ten grocers in the UK by market sharemarket shareThe percentage of total industry sales your company captures in a given period. It measures competitive position relative to rivals in a defined market.View full definition → (data from Kantar's UK grocery market share tracker).

Why incumbents had to respond

Aldi and Lidl didn't need to overtake Tesco or Carrefour outright to hurt them. They only needed to peel off enough price-sensitive volume to erode margins and force a reaction. This is a classic disruption from below: attacking the low end of the market where incumbents have the least incentive to compete, then moving upmarket.

Tesco's response, from around 2014 onward, is the textbook case:

1. Price investment: Tesco cut prices on thousands of everyday lines, funded partly by squeezing supplier terms and partly by absorbing lower margins.

2. Range rationalization: fewer SKUs per category, echoing the discounters' simplicity.

3. Own-label overhaul: relaunching value tiers (like Tesco's "Exclusively at Tesco" range) to match discounter price points without the discounter brand stigma.

4. Loyalty reinvention: Clubcard Prices, introduced 2020, gave loyalty-linked personalized discounts, a way to defend price perception without a blanket cut on every shelf.

Carrefour, facing the same pressure in France (alongside Leclerc and Lidl), pursued its "Carrefour 2022" plan: closing or converting underperforming hypermarkets, expanding convenience formats, and investing in its own discount and organic private label lines. Both companies also leaned into digital ordering and click-and-collect to compete on convenience where discounters, historically weak online, could not easily follow.

Shifting power along the chain

This price war rippled through the whole value chain, not just retailer margins.

Suppliers felt squeezed twice: discounters buy direct and demand rock-bottom costs for private label production, while incumbents, defending share, pushed harder on trade terms too. Branded manufacturers like Kraft Heinz or Danone had to decide how much volume to sacrifice by refusing discounter listings versus how much brand valuebrand valueThe commercial value your brand adds beyond functional product attributes: the price premium, preference and loyalty it generates.View full definition → they'd erode by supplying cheaper private-label lookalikes.

Regulators got involved because retailer-supplier power imbalances are a recurring competition policy concern. In the UK, the Groceries Supply Code of Practice, enforced by the Groceries Code Adjudicator (GCA), exists specifically to stop large retailers from imposing unfair terms on suppliers, retroactive price cuts, delayed payments, forced marketing contributions. The EU has parallel protections under the Unfair Trading Practices Directive (2019), which member states transposed into national law to protect smaller suppliers in the food chain.

Landlords and real estate markets also shifted: as hypermarket formats lost favor, large-format retail space in some markets faced repurposing pressure, while discounters' hunt for smaller urban plots pushed up demand (and prices) for compact retail real estate.

The convenience and online counter-pressure

It's worth noting incumbents weren't only squeezed from the discount end. Amazon's push into grocery (Amazon Fresh, its Whole Foods acquisition in 2017) and the rise of quick commerce players (Getir, Gorillas, though several consolidated or exited markets by the mid-2020s) added a second disruptive front: speed and convenience rather than price. Traditional grocers had to fight a two-front war: cheap and slow (discounters) on one side, fast and convenient (quick commerce, Amazon) on the other.

Where things stand in 2026

The reshuffling didn't eliminate incumbents, but it permanently changed their economics:

• Grocery operating margins across major European supermarket groups have generally sat in the low single digits (roughly 2 to 4%, estimate, varies by company and year), a level discounters can sustain given their lower cost structure but which strains incumbents carrying more expensive real estate and staffing.
• Private label penetration across European grocery has kept climbing, with own-brand estimated at around 35 to 40% of grocery sales value in markets like the UK and Germany (estimate, source: IRI/Circana private label reports).
• Tesco and Carrefour remain the largest players in their home markets by revenue, but Aldi and Lidl continue gaining share year on year in most European markets and in the US, where Aldi in particular has pursued rapid store count expansion.

The lesson generalizes beyond grocery: any incumbent facing a low-cost, focused disruptor (think Ryanair versus legacy airlines, or Amazon Basics versus branded electronics) tends to respond with the same playbook: cut cost structure, simplify range, rebuild loyalty mechanics, and try to make convenience or brand trust the reason customers stay rather than price alone.

🎬 [VIDEO: "How Aldi and Lidl Conquered the World" - https://www.youtube.com/results?search_query=how+aldi+and+lidl+conquered+the+world - a concise explainer on the hard discounter business model and its international expansion strategy]

Key Takeaways

• Hard discounters (Aldi, Lidl) disrupted grocery not by outspending incumbents but by building a structurally lower cost base: fewer SKUs, deep private label, lean store formats.
• Incumbents like Tesco and Carrefour responded with price investment, range simplification, private label overhauls, and reworked loyalty schemes (Clubcard Prices) rather than trying to out-discount the discounters directly.
• Power shifted along the chain: suppliers faced tighter terms from both sides, promptingpromptingPrompt engineering is the practice of designing and refining text inputs to guide large language models toward accurate, relevant, and reliable outputs.View full definition → regulatory protections like the UK's Groceries Code Adjudicator and the EU's Unfair Trading Practices Directive.
• Incumbents faced a two-front squeeze: discounters on price, and Amazon plus quick commerce players on convenience and speed.
• The pattern (low-cost disruptor forces incumbent cost and range restructuring) recurs across retail subsectors and is a useful lens for analyzing competitive dynamics beyond grocery.