A Comparative Study of Strategies Adopted by Wal-Mart and Carrefour in China: A Resource-Based Perspective By Yue‚ LIU September 2007 Acknowledgements I appreciate my dissertation supervisor Dr Wang‚ for his continuous patience‚ support‚ guidance and constructive comment throughout the period of my dissertation. I would like to thank the professors and lectures from whom I learned a lot throughout my master year. I also would like to show my gratitude to Nottingham University Business
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Question1: Did Eli Lilly pursue the right strategy to enter the Indian market? In 1993 Eli Lilly‚ one of the leading pharmaceutical firms in the USA‚ started a joint venture in India with the leading Indian company Ranbaxy. The decision was dictated by the conditions of the US market and opportunities of the Indian market. Costlier manufacturing practices due to strict governmental control‚ soaring prices in 1990s‚ invasion of cheap generics to the USA market as opposed to low costs in India and
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Carrefour background information Carrefour is an international retail chain with its headquarters located in Levallois-Perret‚ France. Carrefour operates mainly in the European Union‚ South America‚ East Asia and Northern Africa. It is currently the number 1 retail group in Europe and number 2 retail group worldwide in terms of revenue after Wal-Mart. Carrefour has 12 547 stores‚ 456 295 employees in 29 countries worldwide. Carrefour’s first store was opened in 1960‚ in Annecy‚ France and
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Carrefour was started in Paris‚ France by the Fournier and Deoffrey families in 1959. In 1960‚ the company opened its first supermarket‚ followed by the opening of the first Carrefour hypermarket in Sainte-Genevive-des-bois in 1963. In 1969‚ the opening of the first Carrefour store in Belgium marked the beginning of Carrefour’s international expansion. Between 1970 and 1980‚ the company went through a number of changes and expansions. In 1970‚ the company’s stock was floated on the Paris Bourse
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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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multi-currency cash flows‚ currency risk and political risk being taken into account in our valuation model? 4. What is the relevant cost of capital for Jersey? For R.T. Nakit? Can they be different? Why? 5. What is the Dinar (Pound) value of the joint venture R.T. Nakit (jersey)? What are the project’s value drivers? 1- The data presented on exhibit 3.7 is‚ indeed following some of the assumptions stated on exhibit 3.1: minimum cash level is 10% of total assets‚ which was proved by dividing cash by
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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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ORGANIZATIONAL STRUCTURE OF CARREFOUR ----------------------- Daniel Bernard CEO and Chairman of Carrefour Daniel Bernard CFO of Carrefour Bruce Johnson Director of Organization and Systems William Andersen Director of Merchandise and Marketing Joel Saveuse Director of Europe Zone Philippe Jarry Director of America Zone René Brillet Director of Asia Zone Expanded Committee Javier Campo Director of DIA International
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International joint ventures (IJVs)‚ the second type of equity based cross-border alliance‚ have experienced tremendous growth during the last two decades as well. They will continue to represent a major means of global expansion for MNEs. In emerging economies such as China they represent the dominating operation mode for MNEs’ market entry. According to a well-known definition by Shenkar and Zeira an IJV
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Carrefour S.A. is a large multinational corporation that aims to issue EUR 750 million worth of debt. Consequently‚ Carrefour must decide the market in which it wants to place its bonds. The company had historically financed growth using securities denominated in the currency of its business operations. However‚ Carrefour’s investment banks‚ Morgan Stanley and UBS-Warburg‚ recently recommended borrowing in British pounds sterling to take advantage of a borrowing opportunity in that currency
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