Despite its rate of growth and probably because of the fact that there is little national brand potential in Aldi, branded goods suppliers may not have a way of giving Aldi the 'status' it deserves within trade strategies...
This may be because most companies focus planning resource on finding ways of growing the business, especially in flat-line times... They may also be tasked on establishing reasons for falling sales, but this emphasis may fail to see beyond corporate rear-protection.
Instead, why not consider devoting one of the planners (or one day a week for smaller companies) to focus on sources of business loss and and their progression, in terms of increasing threat in the future?
In other words, treat significant sources of loss with the same emphasis as sources of growth. This would then provide a way of raising Aldi's profile within the company to a level commensurate with its importance in the market...
Or perhaps it is preferable to wait until it is responsible for 10% loss of sales?
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