Page # History of Carrefour 3 Contingent Factors 4 Social Responsibility 8 Culture 9 Ethics & Corporate Governance 10 Organizational Structure 11 Effectiveness 13 History of Carrefour (Convenience Stores‚ Supermarket‚ Hypermarket) Carrefour means “crossroad” in French‚ the implication of Carrefour is that people could find Carrefour stores very easily and conveniently. Carrefour logo with its blue‚ red
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of this analysis is to highlight how Carrefour has financed its growth over the last four years i.e. 1968 through 1971 with the help of the Statement of Sources and Uses (Exhibit 1). In addition‚ the financing needs for the projected growth of the company will be reported and analyzed briefly. For this purpose Pro-forma Income Statements (Exhibit 2) and Pro-forma Balance Sheets (Exhibit 3) have been prepared for the next four years (1972 through 1975). From 1968 to 1971‚ Carrefour has used
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barriers to entry Difficult and confusing government regulation Problem Statement 1. Carrefour failed in creating brand recognition and familiarity within Russia. 2. Carrefour did not allow ample time to gain the expected market share in Russia. 3. Carrefour’s first three store locations in Russia were not in ideal areas. Problem Analysis To establish a loyal following of customers and increase market share‚ Carrefour needed to develop brand recognition within Russia in a very short time. Since the
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GENERAL o DEMOGRAPHIC • Carrefour operates in 29 countries around the world. World population is rising‚ geographic distribution of populations is shifting‚ world population is aging rapidly‚ ethnic mixes in developed countries are changing rapidly‚ and average household incomes are increasing. • The demographic environment presents both opportunities and threats for Carrefour. Increases in population size and household incomes help to expand the market in which Carrefour operates. However‚ changes
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Background& History Carrefour is a French multinational retailer whose headquarter is located in France. Due to successful store models‚ it has become one of the largest supermarket chains in the world (Carrefour Group‚ 2012) and considered to be the second largest retail group after Wal-Mart (Member of Deloitte Touche Tohmatsu Limited‚ 2013). Carrefour operates their stores all over the world‚ especially in three major markets: Asian‚ Europe and Latin America (As figure 1 shown). Alexandre (2000)
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CASE STUDY CARREFOUR IN ASIA MANAGERIAL FINANCE (FIN 745) EXTERNAL ENVIRONMENT 1. GENERAL 1.1. DEMOGRAPHIC Carrefour operates in 29 countries around the world. World population is rising‚ geographic distribution of populations is shifting‚ world population is aging rapidly‚ ethnic mixes in developed countries are changing rapidly‚ and average household incomes are increasing. The demographic environment presents both opportunities and threats for Carrefour. Increases in
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EXTERNAL ENVIRONMENT • Demographic: | |China |Japan |Malaysia | |Carrefour |29 |84‚000 |50 | |Metro |22 |46‚900 |45 | |Ito-Yokado |12 |27‚238
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CARREFOUR CHINA‚ BUILDING A GREENER STORE Edizcan İkizoğlu Ertuğrul Ozan Özbahar Sırma Karakaya IE457|Case 2 Report Bilkent University November‚ 2013 I.SUMMARY In 1995‚ Carrefour entered China‚ with its first store opening in Beijing. By June 2006 the company was operating 73 hypermarkets in 29 Chinese cities and it was the number one foreign retailer in China having the fastest growing rate among its competitors [1]. The company planned to open 100 new stores in 2006-07 because the
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MBA intake 10 Strategic Management and Business Policy Submitted by: Rawi El Masry Submitted to: Dr.Sherif Lotfy Case Study Carrefour Table of Content 1. Introduction Carrefour is the famous French multinational retailer headquartered in Boulogne Billancourt‚ France‚ in Paris. Carrefour means "crossroads" and "public square" in French. Carrefour is the market leader for retail business in Europe & number 2 worldwide after Wal-Mart. It’s present in 34 countries
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1. Summary (1-3 sentences) The board of directors of a Swiss-based chemical company has a dilemma of choosing the suitable person for regional marketing manager in Asia. 2. Problem (what the company has to do - affirmative sentence) To select the most suitable person for the regional marketing manager in Asia. 3. Cast of characters (people and/or companies) Manfred Englemann (managing director); Jean-Claude Longaud (personnel director); Pieter Junker (technical director); Johann Straub (potential
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