Background and context
Woolworths Australia operates in a dynamic customer environment characterized by its market leadership, diverse product offerings, and emphasis on sustainability and customer experience. Woolworths Group is Australia's largest retailer with ~37% market share (Supermarkets and Grocery Retail in Australia, 2024), operating supermarkets, liquor stores (BWS), department stores (BigW), other retail outlets, and related financial services (Insurance and Credit) across the country. The company was founded in 1924 and has grown to nearly 3,000 stores and over 200,000 employees.
The VUCA audit
To identify anticipated volatility, uncertainty, complexity, and ambiguity
What might change quickly?
The retail landscape is evolving rapidly with the growth of e-commerce, on-demand delivery, and shifting consumer behaviors. New competitors or business models could emerge and disrupt Woolworths' market position.
What is unpredictable?
Consumer spending is subject to economic conditions, which have been highly volatile due to the inflationary environment.
Future outbreaks, lockdowns, or recessions could dramatically impact sales in unpredictable ways.
Regulatory changes due to political pressure with Senate hearings scheduled for the near future.
Supply chain issues due to the global political landscape may impact some product lines.
How is the work interconnected with stakeholders?
As a major retailer, Woolworths relies on a complex network of suppliers, logistics providers, and other partners. Disruptions anywhere in this ecosystem could have cascading effects.
What lacks clarity or has multiple implications?
Changing regulations around corporate governance, public health measures, supplier practices, data privacy, or environmental impact could have multifaceted implications for Woolworths' operations and strategy.
To get a sense of personal sensing and monitoring behaviours
Staying in touch with trends:
I closely follow consumer & team sentiment (highly visible & monitored actively internally), media & economic reports, consumer & internal research, industry technology developments, and activities of key competitors and partners.
Frequency of surprises:
In my short time with Woolworths there have not been major surprises. Brad Banducci stepping down as CEO was already a part of the succession plan, albeit accelerated by the negative media of his Four Corners interview. (Retirement of Managing Director & Group Chief Executive Officer, n.d.)
Resources and relationships for awareness:
Woolworths culture has an extensive and healthy reporting and discussion framework internally, with leaders being available for any concerns or questions, regardless of seniority and a wide collection of business intelligence (BI) portals.
Time spent listening:
Senior leaders spend significant time engaging with employees at all levels, visiting stores and facilities, and interacting with customers and community members to gain diverse perspectives on important issues and trends.
To identify internal trends
Common meeting topics:
Cost of living pressures, and media coverage of the Retail sector are key meeting topics in forums.
The eCommerce competitive and innovation landscape is a common topic for group discussion, with AI being one of the most mentioned technologies.
Employee discussions:
Changes, both happening and possible, in the organisation in response to the adverse public sentiment, and anticipated potential political ramifications of the Senate hearings.
Anecdotal experiences as customers of the group, and how best to improve those experiences.
Strategic priorities:
Internal focuses are passing savings on to the public, making sure that we are maximizing the support that we can give to our customers with price support across key staples and sales.
There is a focus on both Customer and Team first, as strategically the organisation is extremely people centric internally and externally.
Leadership messaging:
Leadership messaging is consistent and aligned to the strategic priorities of customer experience, cost savings, team safety, service innovation and being both a trusted and reliable customer choice.
To identify external trends
Regulatory landscape:
The upcoming Senate inquiry will have an impact on the Regulatory landscape for Woolworths Group.(Woolworths Group Confirms CEO Will Appear at Senate Inquiry on Supermarket Prices, n.d.)
Data laws are being revised and revisited with the advancement of Generative AI and other Data related technologies. With the current media focus on the large supermarkets, common industry practices are being discussed and may be changed to conform with new regulatory requirements (Barrett, 2024)
Customer landscape:
Negative media focus and coverage has recently dropped Woolworths to 2nd most trusted Brand in Australia, ending a 3.5 year top position. (Bunnings Replaces Woolworths as Australia’s Most Trusted Brand - Roy Morgan Research, n.d.)
Competitor landscape:
Woolworths faces challenges from increasing competition with Coles, Aldi, and new entrants like Amazon.
Industry landscape:
Changing consumer preferences and expectations, supply chain disruptions, technology innovations, global politics, the economic impacts of the “Cost of Living” Crisis may all affect the current industry landscape.
Woolworths Australia's mission statement and strategic goals
Woolworths Group's mission statement, "At Woolworths Group, we create better experiences together for a better tomorrow" encapsulates the company's commitment to fostering community well-being and driving constructive change. (Our Purpose & Key Priorities, n.d.)
The company's strategic goals are designed around four pivotal areas: extending market leadership, maximizing value, expanding into new businesses, and nurturing talent. These goals aim to solidify Woolworths' position as the preeminent retailer while ensuring the delivery of value to all stakeholders. Despite facing inflationary pressures that tightened customer budgets, Woolworths Group concentrated on delivering value through specials, low-price programs, and enhancing Own Brands portfolio, ensuring customers find affordability and quality.
Substantial investments in digital and eCommerce infrastructure have positioned the company to adapt to evolving shopping behaviors, evidenced by significant eCom sales growth. Supply chain advancements have also been a focal point, with new distribution centers enhancing range, capacity, and efficiency. Strategic acquisitions and equity stakes in complementary businesses supported Woolworths' growth and commitment to offering a holistic shopping experience. At the heart of these initiatives is the ethos of partnership, innovation, and a deep-seated focus on people, inclusion, well-being, and sustainability. (WOOLWORTHS GROUP LIMITED, 2023)
Woolworths Australia Challenges
Woolworths Australia is contending with a dynamic retail environment, with the surge in e-commerce and new market entrants threatening its position. The company faces economic uncertainty, influenced by inflation and the potential for future lockdowns or recessions, alongside the prospects of regulatory reforms from looming Senate hearings.
Global political tensions pose risks to supply chains, which, coupled with a complex network of suppliers and partners, could lead to widespread operational disruptions. Regulatory changes around corporate governance, public health, and data privacy also present unclear consequences for the company's strategy.
The organization maintains vigilance by monitoring market and internal sentiments, with leaders actively engaging with employees and customers to stay informed on trends. Strategic discussions focus on managing cost of living pressures and embracing e-commerce innovation to ensure a customer and team-first approach.
Woolworths also braces for shifts in the regulatory and data privacy landscapes due to legislative scrutiny and technological advancements. Despite a recent slip to the second most trusted brand in Australia, Woolworths continues to face stiff competition from the likes of Coles, Aldi, and Amazon. Adapting to changing consumer behaviors and navigating the cost of living crisis remain key challenges in the current industry landscape.
Value creation analysis of Woolworths
Woolworths' value creation is characterized by a steadfast dedication to delivering high-quality products and sustainable practices while maintaining financial strength. Central to Woolworths' value proposition is the provision of trusted brands and the freshest produce, which secures its position as the preferred retailer in Australia and New Zealand. This commitment to excellence retains customer loyalty and solidifies market dominance. (WOOLWORTHS GROUP LIMITED, 2023)
Adapting to the changing retail environment, Woolworths has developed an integrated ecosystem encompassing both physical and digital realms. This ecosystem offers seamless services, convenience, and a loyalty program, ensuring a comprehensive and accessible shopping experience for both individual consumers and businesses.
The company's workforce is integral to its success, and Woolworths acknowledges this through its Team 1st culture. By championing a safe, diverse, and inclusive workplace, Woolworths not only meets ethical standards but also enhances employee engagement and operational efficiency, which are essential for value generation.
Sustainability is woven into Woolworths' operations, with a focus on positive long-term impacts for people, the planet, and products. This proactive stance on sustainability not only mitigates environmental impact but also aligns with the expectations of consumers and stakeholders who value corporate responsibility.
Innovation and data are key drivers in Woolworths' strategy. Investments in advanced technology and analytics enable the company to remain agile, meet customer preferences effectively, and maintain a competitive edge. This strategic approach to digitalization allows for continuous improvement and customer-centricity.
Woolworths has several distinct technology groups, with WooliesX, the eCommerce business unit, having “been born Agile” in 2017. (How We Work, n.d.). This company is considered one of the most Agile in Australia, in terms of Agile organizational governance and operations at scale (Scaled Agile, or SAFe), with over 7,000 employees, second only to Atlassian with 11,000 employees.
With the acquisition of Quantium, Woolworths Group has continued to expand its Data and analytics capabilities and position the group for the future, specifically in the eCommerce space. (Woolworths and Quantium, 2021)
Woolworths Group Structure, post Endeavour demerger
(Buur-Jensen, 2021)
Summary of Woolworths Value creation strategy
Woolworths creates value for its customers through an unmatched product range and shopping convenience, fostering a cycle of loyalty and repeat business. Employees enjoy a nurturing and progressive workplace, suppliers and partners benefit from a collaborative and ethical supply chain, and communities are supported through meaningful engagement. Organisationally a commitment to Agile best practices, business agility and leading technological capabilities ensure strong customer and team satisfaction.
The company's environmental initiatives demonstrate a commitment to a sustainable future, while prudent financial management ensures enduring shareholder value. In essence, Woolworths' value creation is a balanced pursuit of quality, sustainability, and financial prudence, which collectively fortify its market position. (WOOLWORTHS GROUP LIMITED, 2023)
Woolworths organisational IT-capabilities
We will make a distinction between Agile (Noun), originally a software development methodology which has become a family of organisational structures under several “flavours” such as SAFe (Scaled Agile Framework), LeSS (Large Scale Scrum) and DSDM (Dynamic systems development method), and Organisational Agile or Agility, as although the latter may adopt aspects of the former, Organisational Agility includes a broader grouping of approaches, such as Lean (focused on waste reduction) for example, and can be operated within a predictive (waterfall) management paradigm.
Woolworths is a distributed ecosystem of companies with varying degrees of organisational agility (as defined by McKinsey), which can only be compared by Information Technology departments across the Group. In McKinsey's framework, organizational agility is defined as the ability of an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, and turbulent environment. It involves being able to identify and capture opportunities more quickly than rivals do. It is also important to note that IT agility is dependent on the wider agility of the organisation, to deliver the benefits of fast adaptive strategic alignment of technologies to changing market conditions. (The Impact of Agility, 2021).
The relevant IT groups for comparison will be Woolworths Group IT (Supermarkets), WooliesX (eCommerce), and Wiq (Formerly Quantium - Data and analytics), as the core technology components of Woolworths Group. Out of scope are BigW, Woolworths NZ, Woolworths Finance, Cartology and the family of related food businesses which are built into the existing technology capabilities.
Hesselberg's Agility Assessment model - Woolworths Group IT, WooliesX, and Wiq
Agility Assessment summaries - Woolworths Group IT, WooliesX, and Wiq
The organisation is undergoing an Agile Transformation within the Group, supported by highly mature Agile cultures within some group companies, which is being propagated within the wider group.
Woolworths Group IT (Supermarkets) - As the original company of the holding Group, and celebrating its 100th anniversary Woolworths has a very focused and established strategy and ecosystem. The structure is long established and in need of renewal, as demonstrated by the group's current Transformation program to a more Agile paradigm. In terms of process and people the company is regularly rated highly for team satisfaction (Glassdoor, n.d.), along with a strong established tradition of hiring excellent talent. Technologically, Woolworths IT has had the capital and expertise to keep at the forefront of available relevant technologies, and also enjoys a history of purchasing capabilities to leverage into the group (Quantium for example).
WooliesX (eCommerce) - As a dedicated and new organisation focused only on eCommerce for the Group, Wx is highly strategically focused. Structurally Wx was born Agile in 2017, and is a leading Australian organisation for Agile (the organisational paradigm) implementation, this also guides all processes within the company. Leveraging the Woolworths Group history of hiring the best available talent, the people and cultural components are very robust. Technologically Wx is a leader in the Southern hemisphere and competes with Global titans (Amazon)
Wiq (Formerly Quantium - Data and analytics) - A much newer addition to the Group, Wiq is an industry leader in its focus on Data science in the retail sector. The evaluation criteria are very similar to Wx for strategy, structure, processes, people, however with a much tighter focus on certain data related technologies.
Where to from here?
Given the breadth of identified challenges, Information Technology groups within Woolworths are best suited to addressing 3 core themes, namely Delivery configuration agility, Industry Leading Data privacy practices and Technological Innovation adoption agility. We will be focusing on these for the upcoming Enterprise agility roadmap and recommendation assessment.
Enterprise agility framework
The enterprise agility framework by Overby et al. (2005) may be the most appropriate for assessing Woolworths Australia's current state. The framework's focus on sensing and response capabilities aligns with the challenges and opportunities identified in the previous assessments. The matrix provides a clear and structured approach to categorize Woolworths Australia's agility based on its strengths and weaknesses. I chose the Overby framework over the Worley & Lawler framework because it focuses specifically on sensing and response capabilities, simplicity and clarity of the matrix which make it easier to communicate the current state and identify areas for improvement. I believe the framework's applicability to the retail industry makes it more suitable for this context.
Woolworths Australia can be positioned in Quadrant II: Languid, lazy. The company has well-developed sensing capabilities, as evidenced by its close monitoring of various factors and investments in advanced analytics. However, its response capability is relatively low due to inconsistent agile practices across the organization, complex structure, and legacy systems.
By applying this framework, we identify specific areas for improvement in its response capabilities, such as addressing organizational silos, streamlining processes, and investing in flexible IT infrastructure. Enhancing response capabilities while maintaining strong sensing capabilities may help Woolworths Australia progress towards becoming a truly agile organization.
Agility maturity model
Woolworths Australia is in the "Agility transition" stage of Wendler's agility maturity model. (Wendler, 2014)
Agile values and technology (Agility prerequisites dimension)
Woolworths Australia has invested in digital capabilities and advanced analytics, particularly through the acquisition of Quantium, indicating that the company is "mainly" implementing the technological prerequisites for agility.
The company's emphasis on customer-centricity and sustainability initiatives show that agile values are being disseminated, although not yet completely embedded throughout the organization.
Workforce and management of change (Agility of people dimension)
Agile practices are established within certain business units, such as WooliesX and Wiq, but are not yet consistent across the entire organization. As such these group employees share the idea of agility and possess corresponding capabilities, which can be disseminated through the business in time.
Woolworths Australia's "Team 1st" approach is a commitment to fostering a supportive work environment, and the management of change is "many" times supportive of agility.
Collaboration and coordination, and flexible structures (Structures enhancing agility dimension)
The company's complex organizational structure and legacy systems can hinder its ability to adapt and respond quickly to changes, with flexible structures are only "sometimes" present.
Collaboration and coordination "often" occur, as evidenced by the company's investments in advanced technology and data analytics, which enable cross-functional teamwork and decision-making.
The positioning of Woolworths Australia in the "Agility transition" stage is supported by my preceding VUCA audit, which highlights the company's progress in adapting to the changing retail landscape while also identifying areas for improvement in terms of agility and responsiveness.
To advance to the "Organizational agility" stage, Woolworths Australia could focus on further disseminating agile values, establishing a consistent technological basis, and promoting flexible structures throughout the entire organization. By addressing these areas, the company can enhance its ability to respond to the dynamic environment and may achieve enterprise-wide agility.
Organisational culture
Woolworths Australia's organizational culture can be classified as a combination of "Collaboration" and "Competence" cultures according to Schneider's model. (Schneider et al., 2013)
Justification for Collaboration Culture
Woolworths Australia emphasizes teamwork, diversity, and inclusion, which are characteristic of a collaborative culture. The company's "Team 1st" approach demonstrates its commitment to fostering a supportive and engaging work environment. The company's focus on customer-centricity and sustainability initiatives aligns with the collaboration culture's dedication to customers and the pursuit of unique customer goal attainment.
Woolworths Australia's investments in Transformation & Enablement teams enable cross-functional teamwork and decision-making, which are essential for a collaboration culture that values diverse collective experiences.
Justification for Competence Culture
Woolworths Australia values expertise, innovation, and continuous improvement, which are traits of a competence culture and has the financial standing to hire some of the best talent available in Australia. The company's investments in advanced technology, data analytics, and sustainability initiatives showcase its focus on excellence and staying ahead of the competition, aligned with the competence culture's pursuit of superior, distinctive, conceptual goals and the realization of unique products or services, by constantly analyzing competitors and academic innovation.The company's market leadership position and diverse product offerings underpin its commitment to providing unparalleled products and services, which is a key characteristic of a competence culture.
The combination of collaboration and competence cultures is supported by research that found that organizations with a balance of collaborative and achievement-oriented cultures tend to have higher levels of employee satisfaction, organizational commitment, and performance. (Hartnell et al. 2011)
To further strengthen its organizational culture and support its agile transformation, Woolworths should continue to foster collaboration, innovation, and customer-centricity while also promoting excellence and achievement. By maintaining a balance between these cultural elements, the company creates a supportive environment that enables employees to work together effectively, pursue distinctive goals, and adapt to the dynamic retail landscape.
Strong organizational culture that emphasizes both teamwork and excellence can enhance a firm's ability to adapt to changing market conditions and sustain a competitive advantage. (Sørensen, 2002)
Change Management Plan
Baring in mind the collaboration and competence cultures identified at Woolworths, I recommend a hybrid approach that incorporates both top-down and bottom-up elements to facilitate the enterprise agility transformation. This approach will ensure that the change initiative has strong leadership support while also engaging employees at all levels to drive the transformation forward.
Establish a clear vision and strategy (Top-down)
The CEO, Brad Banducci, and senior leadership should continue to define and refine a clear vision for the agile transformation, aligning it with the company's overall strategy and goals. Communicate the vision and strategy to all employees, emphasizing the benefits of agility and how it will support Woolworths Australia's future success while acknowledging the differences of each team's needs.
Support the dedicated agile transformation & enablement team (Top-down)
Continue to support and grow the cross-functional team of leaders and change agents from various departments to oversee the transformation process. Provide the team with the necessary resources, authority, and support to drive the change initiative forward, as is applicable to their specific needs.
Continued assessment of the current state and identify gaps (Bottom-up)
Engage employees at all levels to assess the current state of agility within their respective departments or teams, systematically working through the various business units within the Group.
Identify gaps and barriers to agility, such as legacy systems, silos, or outdated processes, and prioritize areas for improvement and engage leaders in these areas to approach and improve using the agile transformation as both the driver and alignment piece needed for their teams.
Develop an adaptive and localised agile roadmap, for each business unit (Top-down and Bottom-up)
Based on assessment findings for each business unit, develop a comprehensive roadmap for the agile transformation, outlining key milestones, timelines, and responsibilities. Involve employees in the development of the roadmap to ensure buy-in and alignment across the organization. The flavour of agility must be tailored to the needs of the teams, and acknowledge that there is no “one size fits all” methodology by embracing “freedom within a framework”. (Gulati, 2020)
Provide training and support (Bottom-up)
Offer comprehensive training programs on agile methodologies, tools, and best practices to all employees, tailored to their specific roles and needs. Support and expand the agile coaching network to provide ongoing support and guidance to teams as they adopt agile practices across each BU, with guidance and support for their tailoring needs.
Implement agile practices and pilot projects (Bottom-up)
Encourage teams to start implementing agile practices, such as scrum or kanban, in their daily work. In the least agile parts of the business, pilot projects can be launched in selected areas to demonstrate the benefits of agility and gather lessons learned for broader rollout as well as create change champions and enhance cultural acceptance of agility.
Monitor progress and adjust as needed (Top-down and Bottom-up)
Regularly assess the progress of the transformation against the defined roadmap and metrics. Gather feedback from employees and stakeholders to identify areas for improvement and make necessary adjustments to the change management plan.
Celebrate successes and share best practices (Top-down and Bottom-up)
Recognize and reward teams and individuals who successfully adopt agile practices and demonstrate measurable improvements. Share success stories and best practices across the organization to promote a culture of continuous learning and improvement.
Transformational Barriers
Several barriers can be anticipated in the course of the transformation program.
Resistance to change, employees may resist the adoption of agile practices due to fear of uncertainty, lack of understanding, or concerns about how the changes will impact their roles and responsibilities (Rosenberg & Mosca, 2011).
Woolworths Australia's complex legacy organizational structure and legacy systems may hinder the implementation of agile practices, as they can be difficult to modify or replace without causing significant disruptions. Some employees may lack the necessary skills and experience to effectively implement agile methodologies, leading to frustration and decreased productivity. (Conboy et al., 2011)
Competing priorities and resource constraints could make the transformation initiative more complex as it may compete with other business priorities for resources and attention, leading to delays or inconsistent implementation across the organization. (Dikert et al., 2016)
If communication and collaboration channels are not well-established or effective, it can lead to misalignments, silos, and a lack of shared understanding about the transformation goals and progress by hindering collaboration. (Misra et al., 2009)
Prioritization of clear communication, adequate training and support, allocation of sufficient resources, and fostering a culture of collaboration and continuous improvement throughout the change management process will significantly enhance the possibilities of a successful agile transformation.
DISCLAIMER: At the time of writing I am an employee of WooliesX (Woolworths eCommerce) All information used in this, and related, articles are based on publicly available sources. At no point was privileged or internal information used in any way. This was done as a part of a master's degree assignment.
References
Conboy, K., Coyle, S., Wang, X., & Pikkarainen, M. (2011). People over Process: Key Challenges in Agile Development. IEEE Software, 28(4), 48–57. https://doi.org/10.1109/ms.2010.132
Dikert, K., Paasivaara, M., & Lassenius, C. (2016). Challenges and success factors for large-scale agile transformations: A systematic literature review. Journal of Systems and Software/the Journal of Systems and Software, 119, 87–108. https://doi.org/10.1016/j.jss.2016.06.013
Gulati, R. (2020, December 2). How to give employees structure without stifling them. Harvard Business Review. https://hbr.org/2018/05/structure-thats-not-stifling
Hartnell, C. A., Ou, A. Y., & Kinicki, A. J. (2011). Organizational culture and organizational effectiveness: A meta-analytic investigation of the competing values framework’s theoretical suppositions. Journal of Applied Psychology, 96(4), 677–694. https://doi.org/10.1037/a0021987
Misra, S., Kumar, V., & Kumar, U. (2009). Identifying some important success factors in adopting agile software development practices. Journal of Systems and Software/the Journal of Systems and Software, 82(11), 1869–1890. https://doi.org/10.1016/j.jss.2009.05.052
Rosenberg, S., & Mosca, J. B. (2011). Breaking down the barriers to organizational change. International Journal of Management & Information Systems, 15(3), 139. https://doi.org/10.19030/ijmis.v15i3.4650
Schneider, B., Ehrhart, M. G., & Macey, W. H. (2013). Organizational climate and culture. Annual Review of Psychology, 64(1), 361–388. https://doi.org/10.1146/annurev-psych-113011-143809
Sørensen, J. B. (2002). The strength of corporate culture and the reliability of firm performance. Administrative Science Quarterly, 47(1), 70–91. https://doi.org/10.2307/3094891
Wendler, R. (2014). Development of the Organizational Agility Maturity model. In TU Dresden Faculty of Business Management and Economics (Vol. 2, pp. 1197–1206) [Journal-article]. https://doi.org/10.15439/2014F79
Worley, C. G., III, & Lawler, E. E., III. (2010). Agility and Organization design: a diagnostic framework. In Organizational Dynamics (Vols. 39–39, Issue 2, pp. 194–204). Elsevier Inc. https://doi.org/10.1016/j.orgdyn.2010.01.006
Buur-Jensen, L. (2021, June 24). Woolworths Group (ASX:WOW) launches Endeavour (ASX:EDV). Rask Media. https://www.raskmedia.com.au/2021/06/24/woolworths-group-asxwow-launches-endeavour-asxedv/
Dawson, A., Hirt, M., & Scanlan, J. (2016, March 15). The economic essentials of digital strategy. McKinsey & Company. https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/the-economic-essentials-of-digital-strategy
How we work | WooliesX. (n.d.). https://wooliesx.com.au/content/wooliesx/en/home/about/how-we-work.html
McKinsey & Company. (2016, March 16). A digital-strategy framework [Video]. YouTube. https://www.youtube.com/watch?v=2emAuGBIRNE
Our purpose & key priorities. (n.d.). https://www.woolworthsgroup.com.au/au/en/about-us/our-approach-/our-purpose--key-priorities.html#:~:text=Our%20Purpose%20%26%20Key%20Priorities&text=At%20Woolworths%20Group%2C%20we%20create,play%20in%20driving%20positive%20change.
The impact of agility: How to shape your organization to compete. (2021, May 25). McKinsey & Company. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-impact-of-agility-how-to-shape-your-organization-to-compete
WOOLWORTHS GROUP LIMITED. (2023). Annual Report 2023. https://www.woolworthsgroup.com.au/content/dam/wwg/investors/reports/2023/f23-full-year/Woolworths%20Group%202023%20Annual%20Report.pdf
Woolworths purchases majority stake in Quantium for $223m. (2021, April 20). CMO Australia. https://www.cmo.com.au/article/687756/woolworths-purchases-majority-stake-quantium-223m/
Barrett, J. (2024, March 14). Shoppers tricked into providing personal data to get supermarket specials, Senate inquiry told. The Guardian. https://www.theguardian.com/australia-news/2024/mar/13/senate-supermarket-inquiry-woolworths-coles-update-personal-data-specials
Bunnings replaces Woolworths as Australia’s most trusted brand - Roy Morgan Research. (n.d.). https://www.roymorgan.com/findings/9472-risk-monitor-quartely-update-december-2023
Retirement of Managing Director & Group Chief Executive Officer. (n.d.). https://www.woolworthsgroup.com.au/au/en/media/latest-news/2023/retirement-of-managing-director---group-chief-executive-officer.html
Topic: Supermarkets and grocery retail in Australia. (2024, January 10). Statista. https://www.statista.com/topics/6399/supermarkets-and-grocery-retail-in-australia/#topicOverview
Woolworths Group confirms CEO will appear at Senate Inquiry on Supermarket Prices. (n.d.). https://www.woolworthsgroup.com.au/au/en/media/latest-news/2023/woolworths-group-confirms-ceo-will-appear-at-senate-inquiry-on-s.html
Comments