Should Carrefour enter the Indian Market? Business Case Analysis Robert Kane March 17‚ 2011 Symptoms Carrefour‚ the second largest multi-brand retailer in the world behind Walmart‚ has been trying for years to become a major player in India’s retail market. India is one of the largest retail markets in the world. It is the second most populous country in the world with one billion people‚ and over 200 million of those people are considered middle class‚ and the household income continues
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The Historical Development of Carrefour and its Competitive Advantage in Taiwan- An Analysis on the Basis of Customer Value Pei CHAO Assistant Professor‚ Department of Marketing and Distribution Management National Koahsiung First University of Science and Technology 1 University Road‚ Yuanchau‚ Kaohsiung 824‚ Taiwan‚ R. O. C Tel: 886-7-6011000 ext. 4224; Fax: 886-7-6011043 E- mail: peichao@ccms.nkfust.edu.tw Hitoshi TSUCHIYA Senior Instructor‚ Department of Marketing and Distribution
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INDEX: Page: Index 1 Introduction 2 Question 1: YIP’s drivers of globalisation framework 3-9 • Market 5 • Cost 6-7 • Government 8 • Competitive 9 Question 2: Thailand / Korea / Japan 10-16 • Entry Strategy 11 • Brand Management 12-14 • Politics/ Economy 15-16 Question 3: Fresh & Easy Neighbourhood Markets 17-23 • Macro Assessment 18-20 o Risk in foreign
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Company Overview As one of the largest retail companies in South America and the largest in Chile‚ Cencosud has transformed itself from a self-service supermarket back in 1962 to a multi-format retailer with 1009 stores across Latin America today. It operates through different store formats including supermarkets (Jumbo)‚ home improvements (Easy)‚ shopping centers (Santa Isabel)‚ financial services (Costanera Center) and department stores (Paris). Today‚ it’s also the most profitable retailer in
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Case: Carrefour S.A. introduces topics of international finance including interest-rate parity‚ currency risk and the Eurobond market. Case study Group 7 : Carrefour S.A. In the summer of 2002‚with total sales of (euro) EUR53.9 billion from more than 5‚200 stores‚ Carrefour S.A. was Europe’s largest retailer. Over the past four years‚ Carrefour’s growth had occurred almost entirely outside France and included several large acquisitions. In the past‚ Carrefour management had generally financed
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mass grocery retail market to rest of the world. By doing this at that time‚ based on a strategic plan that is still more-less the same in principals‚ has achieved to hold the 4th place in the specific market segment. With main competitors such Carrefour‚ WalMart and Metro‚ Tesco had 50% of its revenue coming from grocery market. Nowadays and during last years‚ Tesco has presence in 13 countries‚ including cooperation with TATA in India‚ with more than 2000 stores in Europe‚ Asia and US. From
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around US$27 billion or so. So if we ask the question: Will international retail chains in the shorter term -- an 18-to-24 month horizon -- bring in US$8 billion to get back on track‚ the answer is probably not. Large retail chains when they venture abroad do so in three phases. In Phase One‚ they often set up a test case/pilot project. This can be done through a partnership with local chains (with risk and revenue sharing)‚ or a few flagship stores that serve as brand broadcasters. The chains employ
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Doing Business in Brazil Contents Section A: Pão de Açúcar Overview 3 Market Situation 3 Company Overview 3 Architecture of the Brazilian Retail Industry 3 Section B: Pão de Açúcar SWOT analysis 5 Electronics and Appliances Companies 5 Strengths & Weaknesses - Internal to the Electronics and Appliances Companies 5 Opportunities & Threats - External to the Electronics and Appliances Companies 6 Section D: Pão de Açúcar’s success in Brazil 6 Political 7 Economic 7 Social
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$256 billion in sales in the year to January 31st‚ the firm is already the world’s biggest company by that measure. Its nearest retailing rival‚ a French supermarket chain called Carrefour‚ is less than half Wal-Mart’s size. In America‚ Wal-Mart manages nearly 3‚000 giant discount stores and hypermarket “supercentres”. Abroad‚ it has ventured into Mexico‚ Britain‚ Japan‚ Canada‚ Germany and China‚ as well as making smaller investments elsewhere. Eight out of ten American households shop at Wal-Mart
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both:global sale and‚ domestic market share. Tesco is also known for being fourth largest retailer in the world (The Home Depot- USA‚ Wal-MartUSA and Carrefour- France). For the companies growth tesco’s has a long term strategy which is based on four parts:the very first key is growth in the core UK business‚ the second and again important is to expand business internationally or world wide; to be as strong in non-food as in food and to follow customers into new retailing services. Tesco was found
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